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National Garden Scheme Annual Report 2024 CONTENTS Chairman's statement Report of members of the Board ofTrustees 6-19 Ststement of responsibilities of members of the Board of Trustees 21 Independent auditor's report 22-24 Statement of financial activities 26-27 Balance Sheet 28-29 Statement of cash flows 30 Notes to the financial statements 31-39 Left Gnd Front CoYer.'The Nationol Garden kheme show garden ot RHS Chelsea won on RHS Gold Medal ond attrarted huge medio ond wsitor attention Photos @ Julie Skelton
Chairman's statement Having achieved garden income of more than £4 million in 2023. the National Garden Scheme passed a further significant milestone in 2024 by recording total income of more than £5 million for the first time in the charity's near-one hundred year history. Iiip The charity's successes were brought about largely by the hard work and commitment of our garden owners and volunteers and, on behalf of all the Trustees, I would like to extend our sincere thanks to them all. I would also like to thank our staff for their significant contribution. As detailed in Section 7 of the Trustees, Annual Report, the increased level of income underpinned record donations to our beneficiaries which were distributed before the end of 2024. The level of the donations empha5ises our charity's ongoing, long-term commitment to our six major nursing and health beneficiaries. including our founder, the Queen's Nursing Institute.Throughout the Covid-19 pandemic and ever since, the contribution of these charities to the national health and social care system has been increasingly significanc so we are proud to continue our charity's support. We continued to extend our Garden5 and Health programme in 2024 with increased overall donations. In addition to our annual donations to Horatio's Garden, Maggie's and theArmy Benevolent Fund, theTrustees agreed donations to the John King Brain TumourTrust and Preston Cancer Care for specific garden projects and toThe CountryTrust for its work with schoolchildren. Since its inception in 2016 with the publication of the Kings Fund report Garden5 and Health. commissioned by the National Garden Scheme, we have donated nearly £3 million to different charities under thi5 programme.
National Garden SchemeAnnual Report 2024 We continue with our annual donations to charities which Support or train gardeners and we are very pleased to make the significant contribution to the gardening and horticultural industry which this involves.As well as our ongoing support for Perennial. one of the National Garden Scheme's most long-standing beneficiaries, we make major donations to English Heritage's Historic and Botanic Garden Training Programme and to the Pmfessional Gardener's Trus( as well a5 funding individual apprentices at the Garden Museum and the National Botanic Garden,Wales. It was only the second time our charity has had a show garden. Designed byTom Stuart-smith (who has opened his own garden for 30 years) and fully funded by Project Giving Back. it was a triumph. Not only did the garden win a gold medal, it received unstinting praise from the media. visitors to the show and the wider audience who enjoyed it via BBC television.Throughout the week a large rota of our volunteers and staff manned the garden to engage with visitors, to share the details of the garden and to tell them about the wider charitable activities of the National Garden Scheme. The fourth area of the National Garden Scheme's charitable donations is our Community Garden Grants programme which grows impressivety, After an unprecedented number of applications from all over England,Wales and Northern Ireland, the Trustees agreed to donate a total of £232,000 to fund 90 different projects. This brings the total number of community gardens supported to nearly 400 with more than £900,000 in grants facilitating their unique combination of diversity and inclusion to communities all over Englxnd,Wales and Northern Ireland. In many cases the projects introduce people to both gardening and to the National Garden Scheme for the first time and provide a welcome facility and refuge for many who otherwise have no access to a garden or wider green space. Finally, along with all members of the Board and the wider National Garden Scheme. we are mourning the loss of our formerTrustee and County Organiser, Susan Copeland who died on 12th February 2025.There is an appreciation of Susan in section 17 of theTrustees' Annual ReporL RupercTyler Chairman With this in mind, I would like to extend special thanks to the Julia RausingTru5t which announced in 2024 that it will donate £1.5 million to the National Garden Scheme to support the Community Garden Grants programme.This extraordinarily generous donation will underpin the programme for at least the next five years with a very p051tive impact on our wider charitsble donations, In 2024 had one memorable highlighL a large show garden at Chelsea Flower Show in May.
Trustees, Annual Report 2024 The Trustees submit their Annual Report and Financial Statements for the year ended 31 st December 2024. Contents l. Objectives 2. History 3. Strategy 4. Operational Activities 5. Show Garden at Chelsea Flower Show 6. Fundraising, Costs and Net Income 7. Beneficiary Policy and Distributions 8. Beneficiary Activities 9. Community Gardens l O.Gardens and Health I l.Sustainability and Biodiversity 12.Digital Channels 13.Risk Management 14.Investment. Distribution and Reserves Policy 15.Legacies and Centenary Fund 16.Constitution. Governance, Scructure and Management 17.Susan Copeland MBE 18.Public Benefit 19.Statement of Trustees, Responsibilities The financial statements have been prepared in accordance with the accounting policies set out in Note I to the financial statements and comply with the Companies Act 2006 and"Accounting 2nd Reporting by Charitie5: Statement of Recommended Practice applicable in the UK and Republic of Ireland (FRS 102)" (effective I January 2019).
National Garden SchemeAnnual Report 2024 l. Objectives QNI established the National Gardens Scheme CharitableTrust. In 2005 the charity incorporad as a company limited by guarantee; and in 2017 the charity's name became the National Garden Scheme. The primary objective of the charity is to raise money for nursing and health charities by organising the opening of sardens of quality to the public.The charity also champion5 the benefits of garden5 for people's health and wellbeing.The achievement of these objettives is based on long-term strategic planning against which the charity'5 annual performance and achievements are measured. Ever since its establishment. the National Garden Scheme has focused its annual donations on supporting nursing and health charities. In recent years, it has extended the donations policy to support other charities whose work is consistent with its programme for gardens and health. It also supports the gardening community, funding various programmes of training and support. The 2024 donations took the total since foundation to over £74 million. 2. History The charity was founded in 1927 by the Queen's Nursing Institute, to raise funds to support district nursing which the QNI organised and managed prior to the introduction of the National Health Service.The Trustees of the QNI invited owners of outstanding garden5 to open to public visitors for one day and donate the funds raised to the Institute. In 1927 some 600 gardens opened, they all charged one shilling and they raised £8,000.As well as the fundraising success, this scheme broke new social ground in offering public access to private zardens for all in return for a modest contribution to charity.This principle of inclusiveness and accessibility has been a key characteristic of the National Garden Scheme ever since. As a result of the National Garden Scheme's long-term commitment to its nursing beneficiaries, it has become the most significant cumulative charitable supporter of nursing in the country and the single largest funder of most of the individual beneficiary charities (see Section 7 for more detail). 3. Strategy Historically the National Garden Scheme's strategy has focused on growing its core activity of increasing funds raised by garden openings and the two key strategic priorities have been to increase the number of gardens opening and to reach a wider audience in order to attract more visitor5. The core activity of opening private gardens to visitors has remained largely unchanged since 1927 although the quantity and variety of gardens has grown considerably - especially in recent years.As well as traditional large country gardens, there are now large numbers of smaller gardens opening in towns and cities or together in groups in villages.The wider variety also includes allotments and community gardens, prison, school and hospice garden5. In a remarkable testament to the loyalty of garden owners, 70 of the 600 gardens that originally opened in 1927 are still opening today. More recently, the charity has pioneered promoting the benefits of gardens and gardening for public and individual health and well-being (see Section l O).The Trustees believe that this is an area of growing importance and one to which the charity is uniquely positioned to contribute. This includes the charity's growing commitment to supporting community gardens with an annual programme of grants to project5 all over the country (see Section 9). The charity was part of the Queen's Nursing Institute from its foundation until 1980 when the The effect of the pandemic on garden opening in 2020 and 2021 and the greatly increased
public awareness that resulted from our other fundraising activities led to a re-evaluation of the charity's strategic priorities. Opening gardens to visitors to raise funds remains the core activity. but broadening fundraising activities and appealing to different audiences is being developed.These considerations influenced the Strategic Plan 2021-25 which ha5 four strategic priorities: Widen our public reach - as we diversify our portfolio of gardens that open, we will engage with an increasingly diverse audience of people opening their gardens. visitors and other supporters. Increase supporter engagement and loyalty- further nurture and develop our relationships with garden owners and the growing audience of visitors and other supporters. Transform our digital platforms and infrastructure - our activities are increasingly reliant on our digital platforms which we will continue to develop to meet demand. Create financial resilience - in addition to our traditional source of income from garden openings which funds our annual donation5, further develop other income stream5 to strengthen our resilience. The National Garden Scheme has comprehensive public liability insurance for all gardens that open. The head office at Hatchlands Park in Surrey co-ordinates the charity's activities. produces the annual guidebook (The Garden Visitor's Handbook) and promotes the garden openings through the website, social media channels and the app, 80th the Handbook and website provide all relevant details of gardens opening in each county. Promotion of gardens 15 enhanced by county booklets (containing individual county sertions from the Handbook) which are put together by volunteers on the county teams and distributed in their particular area. The charity's financial operations have changed dramatically in recent years. In 2019 the charity's garden-opening operation was cash only, Funds continue to come from gardens as cash, but also through the alternative channels of cashless payments and online booking5 - both of which are now available to virtually all gardens with the charity's online booking system and card readers. In 2024 18% of net garden income was cashless and 8% came from bookings and this continues to grow. During 2025 the Board ofTrustees will develop a new five-year Strategic Plan 2026-2030 which will include the significant landmark of the charity's centenary in 2027. 5. Show Garden at the Chelsea Flower Show In 2024 the National Garden Scheme had a large show garden at Chelsea Flower Show for only the second time in the charity's history, the first having been in 2002 to mark the charity's 75th anniversary.The 2024 garden was designed byTom Stuart-smith who ha5 an unrivalled record for Show gardens at Chelsea and who has opened his own garden in support of the National Garden Scheme for 30 years.The sourcing of plants and on-site construction was done by Crocus.The garden was made possible by the generous support of Project Giving Back whose sponsorship covered all the costs. 4. Uperational Activities The National Garden Scheme continues to organise the voluntary opening of gardens throughout the counties of England and Wales and, since 2022, in Northern Ireland and the Channel Islands. The great majority of the gardens are privately owned and not othenNise accessible to visitors. Each county has a team, led by a County Organiser, who are all volunteers.They are responsible for organising and supporting garden openings within their countie5. as well as for ensuring gardens are of the standard which visitors have come to expect over many decade5. With its exquisite planting beneath a canopy of spreading hazel trees and paths winding between the plants to its much-envied hand-crafted oak shed at the back, the garden was a spectacular
National Garden SchemeAnnual Report 2024 The Nottonol Gorden scheme's Show Gorden at RHS Chelsea Flwer show ottracted huge ottentjon from wsitors ond the medio ond won o Gold Medol success. It won a gold med31 and received unstinting praise from experts in the media and visitors to the show alike. For many people it was simply a garden with beautiful planting that they could dream about having at home. at Addenbrooke's Hospitsl in Cambridge. Because it was not practical to retain perennials until the new garden is begun, we held a highly successful sale of the show garden's perennial plants at Chilworth Manor in Surrey.The £15,000 raised was donated to Maggie's to fund replacement plants for the new garden. Long term support for Maggie's typifies the National Garden Scheme's charitable acu'vities. as well as exemplifying its championing of gardens and health. For the National Garden Scheme it represented what people might expect if they visited one of the many gardens which open.Throughout the week of the show staff and volunteers were able to engage with visitors to the show and tell them about the charity, the numbers of gardens that open, its long heritage and the extent of its support for nursing and health charities. Regular features on the BBC television coverage further extended coverage to an audience of millions. As important as the tangible success of the garden during the week of the Chelsea Flower Show was the increase in public awareness of the National Garden Scheme that was achieved and which has the potential for long-term impact. From high-profile visitors, including Her Majesty The Queen, to widespread discussion on social media, rhe Chelsea garden proved a major success for the National Garden Scheme. The garden provided a direct link between the National Garden Scheme and its beneficiaries because after the show it is destined to become the core of the garden for a new Maggie's centre
- Fundraising, Costs and Net Income sponsorship.we are particularly grateful to our core sponsor Investec Wealth & Investments. Royalties and donations We received from corporate partners, notably G riffin Glasshouses. Revenue also came from sales of the Garden Visitor's Handbook and advertising in the book. County teams raise funds locally from selling advertising in their booklets. giving talks, and from collection tins 2nd other donations.The sale of merchandise, many individual donations and GiftAid, also make valuable contributions. Income fmm all other non-garden sources (including fundraising events) totalled £711,487 (2023: £653,199). Funds are raised from admission charges and the sale of refre5hment5 and plants at garden openings. Gardens open on one or more specific days, andlor by arrangement. Opening by arrangement is when a garden owner specifies that during a certain period they are available to take bookings for a private visit.These are particularly appropriate for groups but are also available for individuals or small numbers of people. A total of 3,372 gardens {2023,. 3.345) opened in the year, including 1.007 (2023:1,056) which opened as part of a group.The gardens held a totsl of 5,393 openings (2023: 5,146) and 1,081 (2023: 1,01 l) £arden5 opened by arrangement- either in addition to one or more open days or solely by arrangement. We are very grateful to all those who support the charity, enabling us to donate even more of the funds raised at gardens to beneficiaries. Total unrestricted income for the year VRS £5,119,358 (2023: £4,842,467). Total operating costs for the year were £1,545,364 (2023: £1,512,994). With an increase in gardens and openings from the previous year, and a modest increase in the average admission charged, once again there was strong performance with a total of £4,364,080 being raised at gardens, a 5% Increase on 2023 Net income available for distribution that was generated in the year was a record totsl of £3,598,965 (2023.. f 3,364,99.5), an inr.rp.a£p. nf 7%. Non-garden revenues cover a significant proportion of operating costs and consequently increase the proportion of garden revenues donated to beneficiaries. For many years, this ratio has been in excess of 80% and in 2024 it was 81%. (£4,165,116). This includes £40,793 (2023: £39,364) distributed by garden owners to a local charity of their choice from their total admissions income. In addition, a further £242,111 (2023: £227,623) was raised on garden open days by the sale of teas and plants organised by other charities which retained the proceeds of those sales. This has resulted in a total of £282,904 being distributed nationwide for the benefit of numerous small local charitable organi5ations as a result of our garden openings.
- Beneficiary Policy and Distributions In 2025 the Trustees will carry out a triennial review of the Beneficiary Policy, last done in 2022.The policy is available from the Chief Executive. Other fundraising events in 2024 included the Annual Lecture, the Great British Garden Party and various smaller special event5. During 2024 the Trustees agreed payment of the following distributions to the charity's group of long-term nursing and health beneficiaries: The charity's unrestricted income was further increased from various sources including
National Garden SchemeAnnual Report 2024 Charity Queen's Nursing Institute Macmillan Cancer Support Marie Curie Hospice UK Carers Trust Parkinson's UK Total 8. Beneficiary Activities £500.000 £450,000 £450.000 £450.000 £350.000 £350,000 £2,550,000 All beneficiary charities acknowledge the level and commitment of donations from the National Garden Scheme through their active support in a variety of ways.The primary objective is to genera greater public awareness of the charity through the beneficiaries, substantial networks. This brings increased numbers of visitors to our gardens and thereby generates more funds for us to be able to distribute to them. TheTrustees continued their commitment to fund specific projects as part of the charity's wider Gardens and Health agenda and. in 2023, the following Gardens and Health payments were made. In addition to the payments listed below a payment of £8,132 was made to Sue Ryder to complete the donation agreed and paid in 2023: Every year the beneficiary charities complete a detailed report for the Trustees.These include information on how donations have been used and on how they have supported the National Garden Scheme, including marketing and communications activities. Our Impact Report 2024 gives details of the National Garden Scheme's charitable impact both directly to individual beneficiaries and more generally in its campaigns and communications. Charity Maggie's CentS Horatio's Garden ABF The Soldier's Charity John King Brian TumourTrust Preston Cancer Care The CountryTrust Total £122,227 £90,000 £80,000 £50,000 £50.000 £25.000 £417,227 The National Garden Scheme's long-term support for its beneficiaries achieved a significant milestone in 2024 when it celebrated 40 years of continuous support for its largest beneficiary, Macmillan Cancer Support.The charity is Macmillan's longest-standing supporter and during four decades it has donated nearly £20 million.At an event to celebrate the partnership, Macmillan's Chief Executive, Gemma Peters, said.. TheTrustees continued the charity's Support for those working in gardens and horticulture and the training of gardeners and, in 2023, the following donations We paid to charities in this category: Charlty English Heritage Perennial National Botanic Garden,Wales Bankside Open Spaces Trust Professional Gardener'5 Trust Garden Museum Total £125,000 £ i 00.000 £26,000 £21.000 £20,000 £ i 0.000 £302,000 "The National Garden Scheme are our longest standing partner and have had an incredible impact over the last 40 years. It's thanks to the generosity of the 3.500 garden openers, county or8anisers, Staff, and tru5tee5 that Macmillan is able to continue doing whatever it takes for people living with cancer. Our partnership together champions the physical and mental health benefits of gardening, which we know can be valuable and comforting for people living with cancer., In recent year5 there has been significant growth in the charity's Support for community garden projects. In 2024 89 projects were supported with a total of £232,536 (2023.. 86 projects and £259,058).
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National Garden Scheme Annual Report 2024 9. Community Gardens The King's Fund: Gardens and Health, implications for policy and practice. More recently. Covid 19 greatly heightened the importance of access to garden5 and green space for everyone's health and wellbeing and there was a surge in popular appreciation of access to gardens and in gardening and in public realisation of the real benefits that both offer. The charity is committed to supporting community garden projects which provide substantial benefits to local communities all over the country.They engage and support a richly diverse range of people, including many from ethnic minoritie5 and others living with mental or physical challenges and disabilities, or social isolation. In May 2024 the charity organised its annual Garden5 and Health Week.As well as variou5 activities by garden owners. the highlight of the week was once again the publication of a new version of the hugely popular e-book.The Littleyellow Book of Gardens and Health. It is packed with stories and case studies from garden owners, garden visitors and people involved with beneficiary charities who have found solace and improved health and wellbeing by immersing themselves in nature. Equally important. many of the community garden projects supported by the National Garden Scheme are in some of the country's most socially and economically disadvantaged areas of the country where their impact 15 even greater.This is especially evident in innerkncity and other urban areas where private gardens are rare and involvement with a community garden offers many people their only local access to green space5 and gardening. The annual Gardens and Health programme is an effective way of building partnerships with beneficiary charities. In their 2024 report Macmillan Cancer Support wrote, The Gardens and Health Campaign remain5 a particularly useful way to engage our staff and supporters in the wellbeing benefits of gardens and gardening, and really resonates with Macmillan professionals as a holistic support offering that they can promote to their patients, as well as providing a great opportunity to showcase our partnership." Danny Clarke, the Black Gardener, and National Garden Scheme Amba55ador added.."It's zreat to see this funding going to the heart of so many community projects,These are projects that will help invigorate the people they support and introduce new audiences to the huge benefits that gardens and gardening bring to their health and wellbeing and to the environment around them." In recent years the programme has expanded dramatically, a direct reflection of the burgeoning enthu5ia5m for and benefits of community gardens. In this light it was especially rewarding that in 2024 the National Garden Scheme received a commitment from the Julia Rausing Trust to donate a grant of £1.5 million over the next five years to support the Community Garden Grants programme. The charity's commitment to Gardens and Health is deep-rooted and varied, from the vision expressed in the current Strategic Plan 2021-25,'That everyone has access to gardens and values the benefits to their health, wellbeing and enjoyment of life,, to activities in gardens, many in partnership with beneficiary charities, and substantial financial commitment in annual donations, as set out in Section 7. 10. Gardens and Health The impact of these donations is exemplified by the charity's Support for Horatio's Garden. a charity which builds gardens for spinal injuries units in hospita15 around the country.There are I I such units and in 2018 the National Garden Scheme made a long-term commitment to The National Garden Scheme has championed the benefits of access to gardens and green space since the 2016 report that it commissioned from
funding them all in a continuous programme of support. Each garden receives two consecutive annual donations currently totalling £180,000 per garden equating to 25% of the totsl costs. The National Garden Scheme is the largest single funder of Horatio's Garden and the 2024 donation wa5 the second instalment for their seventh garden. in Belfast, which was opened in the summer. 12. Digital Channels Digital channels continue to grow in importance for the charity's operations. marketing and communications. In 2024 we commissioned a comprehensive audit of our ITIDigital infrastructure, the findings of which were presented to the Board of Trustees in the summer.As a result an ambitious programme of integration and modernisation has been drawn up which will be carried out through 2025 and into 2026 in time to be fully active before the centenary in 2027. I l. Sustainability and Biodiversity The National Garden Scheme is committed to advocating and activating sustainability in all areas of our lives. but particularly in gardening.we urge everyone who opens their garden in support of the National Garden Scheme. or who visits these gardens, to garden sustainably. Sustainable gardening can make a substantial contribution to the wider challenges of climate change and biodiversity. The primary digital communications channels are the charity's website, weekly e-newsletters, our social medial and YouTube channels. On the website, looking for information about gardens was once again the primary activity. Additionally, our weekly e•newsletters are an increasingly popular source of information.There is widespread engagement with our social media channels, while on YouTube, our library of videos, most of which feature our gardens, but some created to illustrate our beneficiary partnerships. continues to be popular with a StrOnY international audience, Our Sustainability Statement highlights our message to garden owners, visitors and other supporter 5ettlng out the tollowing priorltles: Promoting the move to peat-free gardening by 2025 Avoiding the use of pesticides Controlling the use of water Avoiding the use of plastic and 50 minimising non-biodegradable waste Encouraging biodiversity The weekly e-newsletter sent out via the email marketing system to more than 60.000 recipients who have signed up to receive it, contains details of gardens opening from week to week. special events and other content. Levels of engagement and response remain high. Through our network of thousands of gardens and active supporters we aim to influence as wide an audience as possible, a5 well as through our partnerships with thewoodland Trust and the Wildlife andWetlandsTrust. The key social media channels for the National Garden Scheme are Instagram and Facebool both of which saw healthy growth through the year of 7% and 6% respectively. Instagram has nearly 130.000 followers and Facebook more than 43,000. Both channels showed growing evidence of their positive impact on garden visitor numbers. OurYouTube channel continues with 3.400 subscriber5 and received 675,800 views during 2023. We encourage all gardeners to be conscious of the benefits of biodiversity in their garden and to encourage it wherever possible.we encourage the planting of a diverse range of plants to enrich local habitats, and to thereby support nature conservation.
National Garden SchemeAnnual Report 2024 13. Risk Management highly liquid short-term financial instruments and deposits before being distributed to beneficiaries. Risk management forms an integral part of the charity's decision-making process. Identification and management of risks to the charity's operations and personnel, performance and reputation is essential.These risks, their potential severity and their mitigation, are set out in the Risk Register.This is reviewed and updated by the senior management team and approved by the Board annually and more frequently when circumstances require.This process is designed to regularly assess existing risks, identify new risks and to ensure that the systems and procedures in place to manage the identified risks are fit } for purpose.The overriding approach to risk management and assessment is to be prudent and cautious at all times. The National Garden Scheme'5 designated Legacy Fund investments are managed by Investec as a medium risk combination of equities and fixed interest securities. Underpinning the charity's balance sheet fmm one year to the next is the reserves policy that unrestricted reserves should not ordinarily fall below 25% of the current gross annual costs. Trustees make a judgement at the time of distributions to beneficiaries, to ensure that the reserves are sufficient to give assurance that the charity will continue to operate in the light of the risks to which it is exposed. but not retain excessive amounts of cash.At the year end the unrestricted reserves stood at £486,368, designated reserves stood at £505,124 and restricted reserves stood at £427,599. Unrestricted reserves represent 31 % of current annual operating costs. The Trustees have identified the major risks to the NGS'S operations and financial security as follows: Prolonged public health crisis during a garden opening season Prolonged adverse weather through a garden opening season Loss of IT and communications systems Pressures on the management team given the limited number of employees Reputational risk 15. Legacies and Centenary Fund In 2024 the National Garden Scheme received legacy gifts totalling £435,198.Almost all of this, £434,002, constituted the largest single legacy in the charity's history and was the gift of Lynda Digweed. Shortly after we were told of the donation, Lynda's brother Martin wrote., These are prioritised in the Risk Register which is updated and re-evaluated regularly, in the Disaster Recovery programme and in additional HR support. Full details of the Risk Management Policy, Risk Flegister and Disaster Recovery programme are available from the Chief Executive. '1 believe Lynda made the decision to donate her esL1te to the National Garden Scheme shortly after our mother's death in 2011. Never having married and living alone, Lynda began to think about her own funeral and making a will - this was many years before the cancer dia8nosis. Since she knew I was settled in Germany and financially secure, she decided to donate her assets to charity. 14. Investment, Distribution and Reserves Policy The National Garden Scheme's operations result in funds accumulating through the year.These surplus funds are deposited with Royal London A55et Management and invested in a range of As an enthusiastic gardener, visiting private gardens through the National Garden Scheme was a much-loved pastime. First Visits yre with our mother, also a gardener. and later. on her
own. l also joined her on visits home, and it was therefore no surprise when Lynda told me last year that she was donating everything to the National Garden Scheme." The Directors of the Company are also charity trustees for the purpose of chariry law under the Company's Articles.The governing body is the Board of Trustees.Trustees have the duty to plan and agree policy and to direct the affairs of the charity.They are sPonsIble for good management, Setting policy, approving the annual report and accounts, overseeing contact with beneficiary charities and agreeing the basis and amount of donations, The Truscees are most grateful for Lynda's generosiry, and for the generosity of all individuals who decide to support the charity with gifts in their wi11s.The opportunity to support the National Garden Scheme with a legacy gift vrfas highlighted in all 2024 publications and on the website. Trustees are appoinced for a period of three years which is renewable by mutual agreement for a possible two further periods. meaning that aTrustee can serve a maximum of nine years.Thereafter they must stand down for at least one year before they can be considered for re-election.There is a maximum of 15 Trustees. In addition to the Chair. Deputy Chair and Honorary Treasurer, there are six Regional Chairs. Each of these Chairs has to be an active member of a county volunteer team. The other Board members are Independent Trustees who are selected to bring specific skills and experience to the Board.An induction programme is arranged for new trustees depending on individual needs. The National Garden Scheme's Legacy Fund was formally established at the end of 2015 as a designated fund, separate from unrestricted funds. On application from the Chief Executive and at the discretion of the Trustees funds are available to finance projects to develop and enhance the charity's operations. thus avoiding drawing on funds raised at garden openings. In 2022 we launched the Centenary Circle, inviting individuals and grant making trusts to commit to making donations to recognise the charity's centenary in 2027.These donations continued in 2024.They are placed in a restricted capital fund which is being accumulated to provide the charity with long-term financial resilience.we would like to express our sincere thanks to those who have joined the Centenary Circle. There are two pmcesses forTrustee selection. Regional Chairs are nominated by their fellow county team volunteers in their region; nominations are considered by the board and the appointment of the m05t suitable candidate is made following an interview with the Chair or Deputy Chair. and the Chief Executive. Candidates to be independent trustees are approached individually by either the Chair or the Chief Executive, on the basi5 of the particular relevant 5ki115 and experience needed by the Board and the charity. 16. Constitution, Governance, Structure and Management The National Garden Scheme is a company limited by guarantee. Detai15 of its constitution and governance, as set out in the Articles of Association, are available on request to the Chief Executive. Key governance responsibilities are organised for the Board by the Company Secretary.They are set out in a series of policies, committee terms of reference and other documents. Policies are reviewed by the Board as appropriate. The Board elects a Chair for a term of three year5 who, as well as chairing the Board, represents the charity and maintain5 contact with county volunteers and garden owners. beneficiaries and associated organisations.A Deputy Chair is similarly elected and supports the Chair. acting as Chair in their absence. Both
National Garden SchemeAnnual Report 2024 positions are renewable for a further three years with the agreement of the Board. and the Channel Islands, is carried out by nearly 600 volunteers organised in county teams.The key attivities of the CountyTeams are: TheTrustees decide on key policy, management and financial matters at Board meetings. five of which are held annually.Activities at head office are managed by the Chief Executive and include strategic planning, financial organisation, support for county teams, book production, marloting and distribution, national publicity, sponsorship, and insurance.The Chief Executive, assisted by senior management and the Executive Committee. reports to the Board and is also responsible for national and regional conferences, and participation in external events. Finding new gardens. Promoting garden openings. Maintaining contact with existing garden owners to assist with retention and continuity of opening from one year to the next. Collecting funds raised at gardens and accounting to Head Office. Recognition and rewards. Managing county booklets, securing booklet advertising. The Executive Committee (made up of Chairman, Deputy Chairman, HonoraryTreasurer, Chief Executive and one Regional Chairman in rotation) oversees the execution of the Board decisions and deals with matters delegated to it by the Board.This committee monitors the business plan and budget and operations. Each county team is led by a County Organiser who is responsible for the charity's activity in their county.Advice and support are available from the Chief Executive and head office staff, as well as from other county teams. Each region holds an annual AGM in late February or in March, attended by county volunteers from that region and by the Chairman, Chief Executive and relevant members of staff. There is a biennial conference for volunteers at which they learn from each other and share best practice.These alternate with conferences for the County Organisers. Smaller conferences for specialist groups are also organised by the Head Office from time to time. The Audit Committee, chaired by the Honorary Treasurer, oversees financial reporting on behalf of the Board ofTrustees. It is responsible for reviewing financial and associated risk and advising the Board on the appointment of auditors. The Chief Executive is employed by the 8oard to implement policy, and to devise and execute the charity's operational strategy, He leads the Head Office staff (currently numbering 13) and together they pmvide the central operations, finance and marketing functions which assist and Support the work of volunteers in County Teams with information, advice, supplies and other support. M05t communication with garden owners takes place through the County Organisers and other team members. TheTrustee5 are enduringly grateful for the continued generosity and hard work of the garden owners, together with the dedication and commitment of county team members who provide invaluable and often specialist support for the organisation. The charity's most senior honorary position is the Patron and it was a great privilege for the charity that in 2024 His Majesty The King announced that he would continue as Patron having held the p051tion a5 Prince of Wales from 2002 to 2022.The charity's President is Dame Mary Berry and there is a group of honoraryvice Presidents, all former Chairs or other members of the Board ofTrustees and listed below. The National Garden Scheme is crucially dependent upon the contribution of volunteer5. Everyone who opens their garden doe5 so voluntarily. In addition, the necessary work to support the gardens opening throughout England,Wales, Northern Ireland 17
The National Garden Scheme is fortunate to have a group of Ambassadors, all of whom are well known figures with varied involvement in the world of gardens and horticulture. In January 2025 Fiona Bruce joined the group.They support the charity in various ways, especially promoting and supporting it on social media and other channels. taking part in various events. and providing quotes and endorsements for use in the charity's various communications.The current Ambassadors are listed on page 21. figure in the National Garden Scheme.Whether s a member of the Board of Trustees, as our East region's Chair, or as County Organiser of her beloved Essex, her impact and contributions were unrivalled and she will be greatly missed. Our thoughts and love go to her husband Doug, and to their daughters Emma and Sarah and their grandchildren., Susan was a National Garden SchemeTrustee and East Regional Chair for nine years 2014- 23.After joining the Essex team in 2006 in the following year she became County Organiser, a position she retained until August 2024. In January 2023 Susan was diagnosed with lung cancer and undenNent treatment at Addenbrooke'5 Hospital, Cambridge where she also received support from the Maggie's centre. In her final weeks Susan wa5 cared for at home by district nurses and nurses from St Clare Hospice. In 2023 Susan was awarded the MBE in The King'5 Birthday Honours, for her Service to the National Garden Scheme.After her invesciture at Buckingham Palace byThe King in October 2023 we published an appreciation which you can find on our website. 17. Susan Copeland MBE It is with great sadness that we announce the death of Susan Copeland, a much-loved Trustee, Regional Chair and County Organiser of the National Garden Scheme and a hugely influential member of the charity ever since she and her husband Doug first opened their Essex garden in 1996. National Garden Scheme Chairman, RupertTyler says: 'We are all devastated by the loss of Susan, a wonderful friend and colleague and an inspiring •dii, Jr4 18
National Garden SchemeAnnual Report 2024 18. Public Benefit 19. Statement of Trustees, Responsibilities The Trustees follow the Charity Commission's guidance on public benefit in their d1Ction of the National Garden Scheme.The charity's principal activity, the organisation of garden openings, is expressly designed to be available to all and so by definition brings considerable public benefit. It is the charity's chief source of fundraising for donations to beneficiary charities whose principal objectives are public benefit in the form of nursing, caring or other support for individuals. Company law require5 the Trustees to prepare financial statements for each financial year to give a true and fair view of the State of affairs of the company's activities during the year and of its financial position at the end of the year. In preparing those financial statements, theTrustees are required to: select suitable accounting policies and appty them consistently,. make judgements and estimates that are reasonable and prudent; state whether the policies are in accordance with applicable accounting standards. and prepare the financial statements on the going concern basis unless it is not appropriate to presume that the charitable company will continue in operation. As the National Garden Scheme develops its programme of promoting the benefits of gardens for public and individual health and wellbeing, there is increasing long term public benefiL The programme demonstrates a combination of specific health and wellbeing benefits as well as the added potential to reduce existing public health costs. The expanding portfolio of community gardens funded by the National Garden Scheme will further broaden the public benefit created by the work of charity. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 1985.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 confirm that there is no information relevant to the audit of which the auditors are unaware and that the Trustees have taken the necessary steps to ensure they are aware of all relevant audit information and made sure the auditors are aware of it. Given the challenging economic and financial conditions which continued through 2024. the Trustees actively prioritised affordability and accessibility which have always been priorities of the National Garden Scheme. In 2024 the average adult admission charged at all gardens was less than £6 and at the great majority of gardens children were admitted free.The ability to offer an enjoyable, informative and often uplifts'ng experience to everyone in return for a modest contribution to charity is the charity's abiding principle and one which theTrustees will continue to champion and emphasise. 19
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National Garden Scheme Annual Report 2024 Reference and Administrative Information Patron His MajestyThe King Head Office Hatchlands Park East Clandon. Guildford, Sunw GU4 7RT Presldent Dame Mary Berry DBE Vlce-Presldents Elizabeth Anton,'Angela Azis:Ann Budden; Daphne Foulsham MBE,. Martin Mcmillan OBe Heather Sklnner. Penny Snell CBE Auditor Perrys Audit Limited, 4th Floor: 399401 Strand. London WC2R OLT Bankers Co-operative Bank 9 Prescot StreeL London E18AZ Ambassadors Emma Bridgewater CBE Fiona Bruce, Danny Clarke. Rachel de Thame,Alan Gray, Joe Swifo Jo Whiley Barclays Bank UK PLC, 147 Hlgh Street, Guildford GU13AG The Board ofTru$tees Sollcltors Peachey and Co. 95 Aldwych, London WC2B 4JF "Chalrnian Rupert Tyler Deputy Chairman Sue Phipps Hon Treasurer Andrew Ratcliffe FCA Charlty Number 1112664 Company Number 5631421 limited by guarantee Arit Anderson. Richard Barley MBE.Atty Beor-Robercs, Lucy Hall, Maureen Kesteven Professor John Newton OBe Susan Paynton Mark Porter,Vernon Sanderson Debbie Thomson* Alison Wright rustee whols a member of i county team Chlef Executive George Plumptre Mr R Tyler Chalrman of the Board ofTrustee$ Dats:........... 2TiglSS Left. Garden designer Sarah Price opens her garden as port of the Chapel Gardens group in Gwent 21
Independent Auditor's Report to theTrustees of the National Garden Scheme Opinlon We have audited the financial statements ofThe National Garden Scheme for the year ended 31 December 2024 which comprise an income and expenditure accounL balance sheet and statement of c3slfflows, and note5 to the financial statements, including significant accounting policies.The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards. including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally ACCepd Accounting Practice). In our opinion, the financial statements: give a true and fair view of the state of the charitable company's affairs as at 31 December 2024 and of its incoming resources and application of resources. 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 Companie5 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'5 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 responsibilitie5 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 Members of the Board ofTrustee5 Use of the going concern basis of accounting in the preparation of the financial statrments is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to events or conditions thaL individually or collectively, may cast significant doubt on the Charity'5 ability to continue as a going concern for a period of at least twelve months from when the financial statements are authori5ed for issue. Our responsibilities and the responsibilities of the Trustees with respect co goin8 concern are described in the relevant section5 of this report. Other information The other information comprises the information included in the annual POrt other than the financial statements and our auditor'5 report theon.The Trustees a responsible for the other information contained within the annual report. Our opinion on the financial Statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility 15 to read the other information and, in doins 50, consider whether the other information is materially inconsistent with the financial statements or our knowled8e obtained in the course of the audiL or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material mi55tatements, we are required to determine whether thi5 gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other informatlQD. we are required to report that facL We have nothing to report in this regard. 22
National Garden SchemeAnnual Report 2024 IndependentAuditor's Report (continued) to theTrustees of the National Garden Scheme Matters on which we are required to report by exception We have nothing to report in respect of the following matter5 in relation ¢0 which the Charities (Accounts and Reports) Regulation5 2008 require us to report to you if, in our opinion: the information given in the financial Statements is inconsistent in any material respect with the Members of the Board Trustees report,. or sufficient accounting records hive not been kept: or the financial statements are not in agreement with the accounting records., or we have not received all the information and explanations we require for our audit, Responsibilitles of Trustees As explained more fully in the statement of Members of the Board of Trustees responsibilities, the Trustees, who are also the directors of the Charity for the purpose of company law, are responsible for the preparatlon 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 nece55ary to enable the preparation of financial 5tatementS that are free from material mi55tatemenL whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for asses5in8 the Charity's ability to continue as a going concern, disclosing. as applicable, matters related to going concern and using the going concern basis of accounting unless theTrustees 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 We have been appointed a5 auditor under section l H of the Charities Act 201 l and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material mis5tatemen( wheiher due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable a55urance 15 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. 23
Independent Auditor's Report (continued) to thafrustees of the National Garden Scheme The extent to which our procedures are capable of detetting irregularities, including fraud, is detailed below. We gained an understanding of the legal and regulatory framework applicable to the compary and che industry in which it operates. and considered the risk of acts by the company that were contrary to applicable laws and regulations, including fraud. We designed audit procedures to respond to the risk, recognising that the risk of not detecting a material misstatement due to fraud 15 higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentation5, or through collusion. We focused on laws and regulation5 which could give rise to a material misstatement in the financial statements, includin& but not limid to, the Companie5 Act 2006 and UK tax legislation. Our tests included agreeing the financial statement disclosures to underlying 5UPPOrtin8 documentation and enquiries with management. We did not identify any key audit matters relating to irregularities. including fraud.As in all our audits, we a150 addressed the risk of management override of internal controls, including testing journals and evaluating whether there was evidence of bia5 by the directors that represented a risk of material mi$5tarement due to fraud, A further description of our responsibilities is available on the Financial Reporting Council'5 website aL' https',Ilwww.frc.org.ukJauditorsresponsibilities,This description forms part of our auditor's report. Use of our report Thi5 report is made solely to the charity's trustees. as a body, in accordance with part 4 of the Charities (Accounts and Report5) Regulations 2008. Our audit work ha5 been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditor's report and for no other purpose.To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity's tru5tee5 as a body. for our audit work, for this reporL or for the opinions we have formed. PerrysAudit Limlted zr Chartered Accountants Statutory Auditor 4th Floor 399401 Strand London WC2R OLT Right.-The gorden ot The Old Rectory in Fornborough, Berkshire hos Qpened for the Nation171 Garden Scheme Since 1971 Photo O Su55ie Bell 24
Statement of financial activities including income and expenditure account for the year ended 31 December 2024 Cunent Ilnancial year Uniethicted Deslgnated Reslrlcted lunds lunds funds 2024 2024 2024 Total 2024 Notes Garden income Donations and legacies other fundroising activities Inveslment income Grants return 4,364,080 261,625 449,862 40,948 2,843 4,364.080 1,447,760 449,862 3&10 435,198 750,937 4,617 7,311 6,717 10.154 Total Incom• 5,119,358 447,126 757,654 6.324,138 Expendlture on: Charitable activities Raising funds Management and administration Investment management fees 3,550,688 6 &10 1,271,237 274,127 3,550,688 1 ,871,237 295,510 4.129 600,CK)O 21,383 2.320 1,809 Tolal expendlture 5,096,052 23,703 601,809 5,721,564 Net gains/llossesl on inveslmenty 24,971 17,550 1,947 44,468 Nel movem•nl In lunds 48,277 440,973 157,792 647,042 Fund balances at l January 2024 438,091 64,151 269,807 772,049 Fund balances at 31 December 2024 486,368 505.124 427.599 1,419,091 The staternent of financial activities includes all gains and losses recogni5ed in the year. All income and expenditure derive from conlinuing activilies. The statement of f1nancial activitie5 also complies with the requirement& for an income and expenditure account under the Companies Act 2006. 26
Statement of financial activities including income and expenditure account (continued) for the year ended 31 December 2024 Prlor flnanclal year Unreslrlded Deslqnated Reslilcted lund$ funds tunds 2023 2023 2023 Total 2023 Notes Garden income Donations and legocies Other fundraising activities Investment income 4,165,116 191,969 461,230 24.152 4,165,116 310,226 461,230 32,766 36,751 81.506 5.313 3,301 Total Income 4,842,467 42,064 84,807 4,969.338 Charilable activities Raising funds Management and administration Investment management fees 3,591,324 1 139,811 373,183 259.058 3.850,382 1.139,811 373,183 2,128 2,128 Total expendltufe 5,104,318 261,186 5,365,504 Net gains on investments 35,522 10.901 46,423 movement In fund$ 1226.3291 1208,2211 84,807 1349.7431 Fund balances at l Jonuory 2023 664.420 272.372 185,000 1,121,792 Fund balances at 31 December 2023 438,091 64,151 269,807 772.049 27
Balance sheet As at 31 December 2024 2024 2023 Notes Flxed assets Intangible assets Tangible assets Inveslmenls 14,145 5,087 233,067 12 13 5,238 626,744 631,982 252.299 Currenl assets Slocks- finished goods Deblors Cash at bank and in hand 14 15 27.114 60.135 769.580 4,576 345,841 470,260 856,829 820,677 Credllor$: amounts lalllng du• wlthln one year 16 169,7201 1300,9271 Nel current assets 787,109 519,750 Tolal assets l•ss current Ilabllltles 1,419,091 772.049 Incorne lunds Rp.slrir.tp.rl fi.lnds Designated funds Unrestricted funds 427.599 505,124 486,368 209,7 64,151 438,091 1,419.091 772,049 28
National Garden Scheme Annual Report 2024 Balance sheet (continued) As at 31 December 2024 The company is entitled to the exemplion from the audit requirement contained in section 477 of tk Companies Act 2006, for the year ended 31 December 2024. but an audit has been carried oul under section 144 of the Charities Act 2011. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements. The members have not required the company to obtain an audit of its financial statements under the requirements of the Companies Act 2006. for the year in question in accordance with section 476. These ffnancial statements have been prepared In accordance with the provisions applicable to companies subject to the small componies regime. The flnancial statements were approved by the Trustees on . Mr R Tyler Chalrmaln ol the Board of Trustees Company reglstratlon number 05631421 29
Statement of cash flows For year ended 31 December 2024 2024 2023 Noles Cash flows Irom operallng acllvllles Cash (absorbed byllgeneraled from operations 643,249 1368,8951 Investlng actlvltles Purchase of intongible ossels Purchase of longible fixed ossets Purchase of investment5 Proceeds on disposal of investments Investment income received 118,4811 16,2551 167.7541 56,854 32,766 12,5341 1722.5221 328.845 52.282 Nel cash uled In Investlng actlvlllos 1343,9291 12.8701 Nel cash ui•d In Ilnanclng actlvltl•i N•t (d•creas•)/lncrease In cash and caih •qulval•nt$ 299.320 1371,7651 Cosh ond cosh equivalenls at beginning of year 470,260 842.025 Caih and caih •qulval•nts gt end of year 769,580 470,260 30
National Garden Scheme Annual Report 2024 Notes for the financial statements For the year ended 31 December 2024 Accounffng pollcles Charlly Inlormatlon The National Garden Scheme INGSI is a private company limited by guarantee incorporoled in England and Wales. The registered office in East Wing, Halchlands, Guildford. Surrey, GU4 7RT. 1.1 Accounllng convenllon The financiol statements hove been prepared in accordance with the Chorily's governing document, the Companies Act 2CQ6, FRS 102 'fhe Financial Reporting Standard opplicable in the UK and Republic of Ireland" l FRS 102,1 ond the Charities SORP Accounting and Reporting by Charities: Stotement of Recommended Practice applicable lo charities preparing Iheir accounts in accordance with the Financial Reporting Slandord applicable in the UK and Republic of Ireland IFRS 1021 (effective l Jonuary 20191, The Charity is a Public Benefit Entity as defined by FRS 102. The financial statemen15 ore prepared in sterling, which is the functional currency of the Charily. The finoncial statements have been prepared under the historical cost convenlion. modified lo include the revaluation of certain financiol instruments al fair value. The principal accounting policies adopted ore sel out below. 1.2 Golng concern Al the time of approving the financial statements. the Trustees have a reasonable expeclolion that the Charity has adequate resources to continue in operalional existence for the foreseeable future. Thus the Trustees conlinue to adopt the going concern basis of accounling in preparing the financial slalemenls. 1.3 Charltable lunds Unrestricted funcls are ovailable for use at the discretion of the Trustees in furlheronce of their charitable objectives. Designated funds are held for specific purposes determined by the Iru5tee5. Reslricled funds are subject lo specific conditions by donors as to how they may be used. The purposes and uses of the restricled funds are sel out in the Trustees. Report. 1.4 Income Garden income, comprising odmission charges and the sale of refreshments, plonls and olher items at a gorden opening, is recognised as income at the date of the garden opening or when receved from the garden owner whichever is later, Visiting guides revenue, comprising the sale of The Garden Visitor'5 Handbook ond County booklets, is recognised as income at the point of sale. Advertising revenue is recognised as income in the year of the publicalion in which the relevanl advertising appears. Income from other fundraising events is recognised when the event takes place. Sponsorship, donations and legacies are recognised as income when NGS is entitled lo the relevonl funds. Sale of merchandise is recognised when litle to the goods passes.
Notes for the financial statements (continued) For the year ended 31 December 2024 Accounling policies (Contlnued) 1.5 Expendlture Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit lo a third party, il is probable Ihal a transfer of economic benefits will be required in selllement, and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are mode up ol the total of direct costs ond shared costs, including support costs involved in undertaking each activity. Direct costs atlribulable to a single activity are allocated directly to that aclivily. Shared cosls which contribute to more than one aclivily and support costs which are not atlribulable lo a single activity are apportioned between those activities on a basis consistenl with the use of resources. Centrol slofl costs ore allocated on the basis of lime spent, and depreciation charges are ollocoted on the portion of the asset's use. 1.6 Intanglble fixed assels other thon goodwlll Intangible assets acquired separately from a business are recognised ot cost and ore subsequenlly measured al cost less accumulated amorlisation and accumulaled impairment losses. Amort15ation is recogni5ed so as lo write off the cosl or valualion of assets less their residual values over their useful Sives on the following bases.. Software 3 year5 51raight line 1.7 Tanglble fixed assets Tangible fixed assels are initially measured al cost and subsequently measured at cost or valuation, nct of dcprcciotion and any impairmcnt IoJtsCth. Depreciation is recognised so as lo write off the c05t or valuation of assets less their residual values over their useful lives on the following bases.. Equipment 3 years straight line The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carying value of the asset, and is recognised in the statement of finonciol aclivilies. 1.8 Flxed assel Inveslments Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured al foir value al each reporting date. Changes in fair value are recognised in net incomellexpenditurel for the year. Transaction costs are expensed as incurred. 1.9 Stocks stock5 are stated ol the lower of cost and estimated selling price le55 Costs to complete and sell. Cost comprises gift ilem5 and merchandise to be sold and any overheods incurred in bringing the stocks to their present location and condition. Item5 held for distribution at no or nominal consideralion are measured at the lower of replacement cosl and cosl. 1.10 Cash and cash eqvivalenls Cash and cash equivalenls include cosh in hand, deposils held ol call with banks and other short- term liquid investmenls with original maturilies of three months or less. 32
National Garden Scheme Annual Report 2024 Notes for the financial statements (continued) For the year ended 31 December 2024 Accountlng pollcles {Conllnued} 1.1 l Employee benelits The cost of any unused holiday entitlement is recognised in the period in which the employee's setvices ore received. Terminalion benefits are recognised immediately as an expense when the Charity is demonstrably committed to terminate the employment of on employee or to provide terminotion benefits. Crlllcal accounllng esllmates and Judgements In the application of the entily's accounting policies, the Trustees ore required lo make judgements, eslimales and assumption5 oboul Ihe carrying amount of osset5 and liabilities Ihal are not readily apparent from other sources, The eslimoles ond associated assumptions are based on historical experience and other faclors thal are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying ossumplions are reviewed on an ongoing basis. Revisions lo accounting estimates are recognised in the period in which the estimate 15 revised where the revision affects only Ihat period. or in Ihe period of the revision and future periods where the remsion offects bolh current and future periods. DonaNons and legacles Unreslrfcted Deslgnoted lund$ lunds Restrlcled fund$ Tolal 2024 2024 2024 2024 Legacies 435,198 435,198 Donations 261,625 750,937 1,012.562 261,625 435,198 750,937 1,447,760 2023 2023 2023 2023 Legocies 36.751 36.751 Donations 191,969 81,506 273,475 191.969 36,751 81,506 310.226 33
Notes for the financial statements (continued) For the year ended 31 December 2024 other fundralslng actlvllles 2024 2023 Advertising revenue Other fundroising events other income 204,680 942 244,240 231.661 83.392 146,177 449,862 461.230 Charllable acllvllles 2024 2023 Nursing beneficioiies Support lor gordeners Garden and heallh beneficiories Community Gorden Awards Gorden owner donolions 2,550,(JJO 302.000 425,359 232,536 40,793 2,775,OCK) 339,000 437,960 259,058 39,364 3.550,688 3,850,382 RaIn9 funds - unrojlrfcted fundi 2024 2023 Gardening opening Markeling, publicily and fundraising events 667,103 579,658 604.134 560.153 1,271,237 1 139,811 The expendilure on generating volunlory income was less thon £IOO,000 in both years. 34
National Garden Scheme Annual Report 2024 Notes for the financial statements (continued) For the year ended 31 December 2023 Avdttorfs remuneratlon Fees payable lo the Chorlty's audllor and assoclotes: 2024 2023 Accounts 2,9CQ Audit 8,9CKI 8,600 Total audlt f•e¥ 8,900 11.500 Employees The overage monthly number of employees durlng the year was., 2024 NumDer 2023 NumDer 13 13 Slafl costs: 2024 2023 Salaries Social security and pension cosls 485,656 99.625 462,195 90,074 585,281 552,269 K•y management personnel Key management personnel are those persons having authority for Planning, directing and controlllng the octivitie5 of the NGS. These comprise members ol the Board and the Chief Executive. The tolol remuneration ol the NGS'S key managemenl personnel was £l16,14412023,' £112,693) lor the yeor of which £23,584 12023.. £20.1321 wa5 ernployer's pension conlfibulions. Boord members NGS boord members are the Truslees of the NGS for charitable law Purposes. Trustees received no remuneration and waived remuneration during the yeor12023: £nill. Expenses relating to travel and subslstence of £8.889 12023.. £7,840) were reimbursed lo 1412023.. 141 Trustees. The number ol employees whose annuol remuneration wos more than £60,000 is 05 follow5.. 2024 Nurnber 2023 Number 35
Notes for the financial statements (continued) For the year ended 31 December 2024 g Taxatlon The charity is exempt from lax on income and gains falling within seclion 5050 of the Taxes Act 1988 or section 252 of the Taxation of Chorgeoble Gains Act 1992 to the extenl Ihat these cre applied to its charitable objecl. 10 Reslrfcted lundi 2024 Centenary Fund 2024 Chelsea Garden 2024 Tolal Donalions and legacies Investment income 150.937 6.717 600,000 750,937 6,717 157,654 600,000 757,654 Raising funds - markeling publicity and fundraising events 1,809 600,000 601,809 1,809 600,000 601,809 Net gains on investment 1.947 1,917 Nel movement in funds 157,792 157,792 Donolions lo the Chelsea Garden reslricled fund wholly comprised donation5 from Project Giving Back. Morketing. publicity and fundraising events for the Che15eo Garden restricted fund wholly comprised the cost5 of constructing the NGS Garden ol the Chelsea Flower Show. Restricled funds for the year ended 31 December 2023 wholly comprised the Centenary Fund. 36
National Garden SchemeAnnual Report 2024 Notes for the financial statements (continued) For the year ended 31 December 2024 i i Inlanglble flxed as5els Sollwar• At l January 2024 Additions 242.069 At 31 December 2024 242.069 Amortlsallon and Impalrmenl At l Jonuary 2024 Amortisation charged for the year 227.924 14.145 At 31 December 2024 242,069 Carrylng amovnl Al 31 December.2024 At 31 December 2023 14,145 12 Tonglble Ilxed assets Equlpmenl Cost Al l January 2024 Additions 38,668 2,534 Al 31 December 2024 41,202 Depreclallon and Impalrmenl At l Januory 2024 Depreciation charged in the year 33.581 2.383 At 31 December 202a 35,964 Carrylng amovnl At 31 December 2023 5.238 Al 31 December 2023 5,087 37
Notes for the financial statements (continued) For the year ended 31 December 2024 13 Flxed asset Investments 2024 2023 Cost or valuatlon Al l January 2024 Additions Disposols 233.067 722,522 1328,8451 222,166 67.754 156,8531 Al 31 December 2024 626,744 233.067 2024 2023 Investments ol loir volue comprlse.. Fixed interest UK equilies Overseos equities Allernalive assets Properly 116,572 29,936 108,061 356,763 15.412 26.242 34,026 129.245 29,694 13,860 626.744 233,067 14 Stocks 2024 2023 Finished goods 27,114 4,576 15 Debtors 2024 2023 Amounls talllng due wlthln one year. Trode debtors Other debtors Prepayments and occrued income 13.816 256,473 46.318 89,367 60.135 345.841 38
National Garden Scheme Annual Report 2024 Notes for the financial statements (continued) For the year ended 31 December 2024 16 Credltors". amounts falling due wllhln one year 2024 2023 Other taxation and social security Trade creditors Accruals and deferred income 26,272 33,507 241.148 9,773 59.947 69,720 ).927 17 Lease obllgallons At 31 December 202314 the Charitable Company had an annual commitment under a non- cancelloble operating lease (property renlall as set out below: 2024 2023 Within a year Within 2-5 year5 20.580 61,740 20.580 82,320 82,320 102,900 18 Cash generaled from operatloni 2024 2023 (Deficitl 15urplus for the yeor 647,042 1349,7431 Adjustment5 for: Investment income recognised in slalement of financial activities Depreciation and impairment of tangible fixed assets ovements in working capital.. Decrease / lincreasel in stocks Decrease in debtors Increase in creditors 152,2821 16,528 132,7661 47,184 122.5381 285,706 1231.2071 720 1280,3941 246,104 Cash (absorbed by) / generated Ifom operatlons 643.249 1368.8951 39
Tl NATIJMAL GALDE SCHEf1E The National Garden Scheme East Wing Hatchlands Park East Clandon Guildford, Surrey GU4 7RT Email: hello@ngs.org.uk Telephone: 01483 211535 Registered charity number: 1112664 Back cover image.. At work ot the Paddock Allotments and Leisure Gardens. Royne5 Pork. London