## **Horatio's Garden**
**Report of the Trustees and Consolidated Financial Statements**
## **For the year ended 30 April 2022**
**Charity registration number: England & Wales 1151475 Scotland SC045386**
## **Horatio's Garden**
## **Index to the Financial Statements**
## **For the year ended 30 April 2022**
||**Page**|
|---|---|
|**Reference and administrative**||
|**details**|**3**|
|**Chair's Report**|**5**|
|**Report of the Trustees**|**7**|
|**Report of the Independent**||
|**Auditors**|**17**|
|**Consolidated Statement of**||
|**Financial Activities**|**21**|
|**Balance Sheets**|**22**|
|**Statement of Cash Flows**|**23**|
|**Notes to the Financial**||
|**Statements**|**24**|
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## Reference and Administrative Details
**Royal Patron** HRH Princess Eugenie of York **Patron** The Countess of Radnor **Ambassadors** Sir Kenneth Calman KCB DL Maggie Cameron Sir Algernon Heber-Percy KCVO Baroness Masham of Ilton DSG Dame Joanna Lumley DBE Jack Mannings Annie Maw CVO Peter Reed OBE Melanie Reid MBE Anneka Rice Bianca Roden The Countess of Rosslyn BEM Raquel Siganporia The Hon. Mrs Rupert Soames DL Sir James Stirling of Garden KCVO CBE Yan Swiderski Alan Titchmarsh MBE VMH DL Andrew Widdowson **Trustees** Dr Olivia Chapple (Chair) Victoria Holton (Executive Trustee) Catherine Burns David Chapple Richard Grainger David Gregg Lisa Stratton John Yallop James Alexander-Sinclair (appointed August 2021) Yan Swiderski (retired December 2021) **Key Management Staff** Julia Dustan - Finance Director Bethan Cummings – Director of Fundraising Jenna Lewis – Director of Fundraising & Communications (Maternity Cover March 2021 – March 2022) **Registered Office** 2 Throope Down Office, Blandford Road, Coombe Bissett, Salisbury, SP5 4LN **Registered Charity Number** 1151475 (England & Wales) SC045386 (Scotland) **Auditors** Saffery Champness LLP Midland House, 2 Poole Road, Bournemouth BH2 5QY **Bankers** HSBC Bank Plc, 19 Minster Street, Salisbury, SP1 1TE
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## Horatio’s Garden Charity
Horatio’s Garden is a national charity creating and nurturing beautiful gardens in NHS spinal injury centres to improve the lives of people affected by spinal injury.
Stunning accessible gardens, all with integral garden rooms, are designed by leading garden designers and architects to improve people’s physical and psychological health as they adjust to, or care for, someone with life-changing injuries. A trained Head Gardener leads a team of volunteers tending the gardens and the teams run lively creative arts and gardening workshops.
There are currently six Horatio’s Gardens across the UK and the mission is to bring these thriving garden projects to all 11 spinal injury centres.
The charity is named after Horatio Chapple, a schoolboy who planned to become a doctor and volunteered at the Duke of Cornwall Spinal Treatment Centre in Salisbury. It was Horatio’s idea to create a garden and his original research has shaped the garden designs and the charity’s aims from the very beginning.
Horatio lost his life in 2011 when he was attacked by a polar bear in Svalbard. However, his thriving legacy continues to help many thousands of people affected by spinal injury across the UK.
## Our Vision Mission and Values
## OUR VISION IS
A thriving Horatio’s Garden in every NHS spinal injury centre in the UK.
OUR MISSION IS
To improve the lives of everyone affected by spinal injury through creating and nurturing beautiful gardens in NHS spinal injury centres. We grow thriving communities to support the physical and psychological wellbeing of patients and their loved ones facing long stays in hospital, as well as NHS staff.
OUR VALUES ARE
- **Empathic** - patients are at the heart of everything we do.
- **Committed** - we are dedicated to supporting people affected by spinal injury and treating everyone with dignity and respect.
- **Inspiring** - our gardens are pioneering; innovative places of exceptional standard and we champion the benefits of gardens to health.
- **Honest** - we are professional, ethical, accountable and evidence-based, respecting the confidentiality of everyone.
- **Sustainable** - we nurture our gardens to ensure longevity and to ensure they have a positive impact on the environment, whilst our financial strategy and fundraising aim to provide long-term security for the future.
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## Chair’s Report
This year continued to be dominated by challenges resulting from covid. Despite the general direction of travel in the UK of emergence from the restrictions, as our projects are in NHS hospitals, we continued tight Covid prevention strategies throughout the year.
Horatio’s Garden has again played a very significant role in mitigating the extra strain resulting from covid on our beneficiaries – patients with spinal injuries, their loved ones and NHS staff. The gardens enabled physical rehabilitation services to continue safely and psychological support to be enhanced when everyone was under considerable additional stress. The experience of living through a pandemic has affirmed the need and urgency for Horatio’s Gardens in all the UK’s spinal injury centres.
We have widened our geographical spread of beneficiaries by creating a new Horatio’s Garden at the Welsh Spinal Injuries Centre at Llandough Hospital Cardiff. The fundraising and building of this project stretched entirely through covid and it is a huge credit to our team to have delivered it so successfully.
Design work and fundraising also commenced on the charity’s seventh garden at Northern Ireland’s only spinal injury centre in Musgrave Park Hospital, Belfast and by year end the project was 80% funded thanks to the overwhelming support. Consultation work commenced on the eighth project at the Princess Royal Spinal Injuries Centre in Sheffield
As ever, we listened to people affected by spinal cord injuries and adapted our service accordingly. In response to impact studies, we have developed a national creative arts programme to bring arts and music to all our centres thanks to funding from the Rank Foundation, Foyle Foundation and other generous donors. We opened an additional new garden room in Glasgow, so that more patients could enjoy the benefits of garden therapy.
We are enormously grateful to our funders and donors who have enabled the charity to grow through this difficult year, when covid restrictions limited external events in any of the Horatio’s Gardens. The young supporters committee achieved some very successful events making impressive and encouraging foundations for successional future funding. The charity was enormously fortunate to receive a very significant legacy from a former patient which will enable the impact of our work to extend by strategic investment in communications and creating a maintenance fund to ensure longevity of the gardens.
Our trustee board has continued their impressive commitment with the new members bringing excellence in their fields. I would like to thank the whole board for their invaluable guidance and dedication to the charity’s objectives and helping to achieve robust governance.
The charity’s staff team has grown through the year and the excellent garden staff have risen to the considerable covid challenges they have faced. We have an outstanding, strong, small core office team who consistently delivered way beyond expectations.
Volunteers have, now, been allowed to return to their roles in the projects as covid restrictions lighten. We have been fortunate to welcome many new talented volunteers, as the public become more aware of our work and often due to personal experience of the benefits of gardens and nature.
Our impact studies have again affirmed our purpose and we remain determined to deliver evidencebased projects to improve the lives of everyone affected by life-changing spinal cord injuries.
As understanding of gardens and their importance of health and wellbeing increases, we are increasingly recognised as a key stakeholder and influencer in the gardens and health sector.
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May I thank everyone who is involved with Horatio’s Garden – by working together we are improving the lives of people affected by life changing injuries.
Dr Olivia Chapple Founder and Chair of Trustees
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## Objectives, Achievements and Performance
The constitution of the charity lists the purposes to:
- Create outdoor spaces called Horatio’s Gardens which are places of tranquillity and beauty at spinal treatment centres
- Maintaining and improving Horatio’s Gardens
- Supporting people with spinal injuries and their friends and relatives to enable them to use Horatio's Gardens
- Facilitating events especially in Horatio’s Gardens for people with spinal injuries, their friends, relatives and carers and for volunteers and staff at the spinal treatment centres
- Training and supporting staff and volunteers who care for people with spinal injuries
We now have six Gardens open, providing beautiful spaces for patients, their loved ones and NHS staff:
**Horatio’s Garden South West** was designed by six-time RHS Chelsea Gold Medal winner Cleve West. It opened in September 2012. The garden is part of the Duke of Cornwall Spinal Treatment Centre at Salisbury District Hospital, which serves patients from the whole of the south of England. This includes everything from the Isles of Scilly to Hastings, as well as the areas surrounding the M4 corridor.
**Horatio’s Garden Scotland** was brought to life by celebrated garden designer and RHS Chair of Judges, James Alexander-Sinclair. It opened in September 2016. The garden is part of the Queen Elizabeth National Spinal Injuries Unit at Queen Elizabeth University Hospital, Glasgow. This is the spinal centre supporting patients throughout the entirety of Scotland, from the Scottish Highlands right down to the English border.
**Horatio’s Garden Stoke Mandeville** was created by RHS Gold Medal winner and presenter of BBC Gardeners’ World, Joe Swift. It opened in September 2018. The garden is part of the National Spinal Injuries Centre at Stoke Mandeville Hospital, which is one of the largest centres in the UK. It primarily serves patients in south-east England, but supports people from across the UK, including children and adolescents with spinal injuries.
**Horatio’s Garden Midlands** was designed by acclaimed journalist and six-time RHS Chelsea Gold Medal winner, Bunny Guinness. It opened in September 2019. The garden is part of the Midland Centre for Spinal Injuries at the Robert Jones and Agnes Hunt Orthopaedic Hospital. The MCSI offers a lifelong service to patients from north and mid-Wales, South Mersey, Cheshire and parts of the West Midlands.
**Horatio’s Garden London & South East** was created by eight-time RHS Chelsea Gold Medal winner and internationally renowned landscape architect, Tom Stuart-Smith. It opened in September 2020. The garden is part of the London Spinal Cord Injury Centre at the Royal National Orthopaedic Hospital, Stanmore. The centre offers a lifelong service for adults, children and young people, with patients predominantly admitted from London, Greater London and South East England.
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**Horatio’s Garden Wales** was created by two-time RHS Chelsea Gold Medal winner, Sarah Price. It opened in May 2022. The garden is part of the Welsh Spinal Cord Injury and Neuro Rehabilitation Centre in University Hospital Llandough, Cardiff. The centre offers a lifelong service for adults, children and young people, with patients predominantly admitted from across south and mid Wales.
Achievements in 2021/2
**The Trustees set the objectives for 2021/22:**
## 1. **Open Horatio's Garden Wales, the sixth garden.**
At the close of the financial year, Horatio’s Garden Wales was just days away from opening at the University Hospital, Llandough. This was later than first anticipated due to complexities of building during covid and a national shortage of building supplies.
Sarah Price’s sensitive style of garden design has taken inspiration from the surrounding landscape with areas designed to stimulate the senses – colourful, aromatic, peaceful. The perimeter fencing features circular ‘windows’ that frame the stunning views across the countryside.
The hub of the garden, the pavilion, was designed by 6a architects. Made from sustainably sourced timber, the design takes its cue from Welsh rural buildings. With a combination of internal space and a canopy creating a sheltered terrace, the garden can be enjoyed in comfort throughout the seasons. Subtle garden lighting completes the design, bringing the garden to life after dark.
## **2. Develop a partnership with a new spinal centre, where the eighth Horatio's Garden will be built.**
A partnership was developed with the Princess Royal Spinal Cord Injuries Centre in Sheffield. Serving a population from East Anglia, Yorkshire, north and north-west England and the east Midlands, it is the second largest spinal cord injury centre in the UK. The Harris Bugg Studio has been appointed to transform the site into a thriving sanctuary.
## 3. **Begin a capital appeal to raise funds for Horatio's Garden Northern Ireland.**
A successful appeal was launched and 80% of capital construction budget was secured by the end of the financial year. With incredible support from the local community as well as UK-wide companies, charitable trusts and foundations, we are on course to begin building Horatio’s Garden Northern Ireland towards the end of 2022.
## 4. **Deliver an enhanced arts programme across every Horatio's Garden and grow arts funding opportunities.**
An arts programme was developed, running in all five Horatio’s Gardens across the UK. The programme was designed for patients, their loved ones and NHS staff to enjoy, encouraging them to develop new creative skills and interests in the beautiful, nature-filled gardens.
The diverse, accessible programme included activities such as afternoon painting classes, live music concerts, film evenings, drama performances, woodwork, printmaking, sewing, creative writing, glass-fusing workshops, willow weaving, ceramics sessions, sculpture exhibitions and photography workshops.
At times, when Covid was restricting visits, the workshops brought patients together, encouraging relaxed, free-flowing conversation while developing a close sense of community between patients. Good for both physical and mental wellbeing, these sessions helped to boost the participants’ confidence.
Dedicated arts funding of £120,000 was secured during the year to support this initiative.
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## 5. **Establish new corporate relationships and develop a legacy-giving income stream.**
The corporate-giving landscape was still challenging in the wake of Covid, so the focus was directed to strengthening and growing existing partnerships. Corporate giving will be developed further with the recruitment of a Corporate Partnership Lead in the next financial year.
A partnership was developed with a will-writing service to assist donors who may be considering legacy-giving.
## 6. **Continue to develop our therapeutic programme of garden activities and offer gardening sessions to outpatients.**
Gardening sessions have been widely enjoyed by patients of all ages and backgrounds. Bringing therapeutic benefits to the participants, the Head Gardeners have devoted time each week to oneto-one and group sessions. As well as developing new skills, the gardening sessions have helped to build participants’ confidence and independence, as well as helping to reduce stress, anxiety and depression.
The garden therapy sessions take place year-round and incorporate seasonal themes. Other activities included making pinecone birdfeeders to attract more nature to the gardens, pumpkin carving and wreath-making. Activities take place outside in the gardens if the weather allows but can easily be moved under the cover of the greenhouse.
The new initiative to offer therapeutic gardening sessions to outpatients was delayed due to Covid restrictions.
## 7. **Champion sustainability within our projects and to our staff, beneficiaries and volunteers.**
A sustainability group was established with representatives invited from all areas of the charity. The monthly meetings focussed on different aspect of sustainability within the charity and discussions and research into best practice. Audits and action plans resulted in changes to practises within the organisation as well as cascading information to the broader team and stakeholders resulting in heightened personal awareness. Achievements included eliminating purchase of single use plastics, sourcing of provisions for the gardens from sustainable origins and organic garden principles being used across the gardens. These foundations will be built on year on year.
Horatio’s Garden Shop endeavours to source locally made, ethical and plastic-free products. Where local sources were not possible, suppliers were chosen with rigorous consideration to their ethical and ecological credentials.
## **Plan for 2022/3**
The future aims and key objectives, identified by the Trustees, are to:
1. Reach the fundraising target and begin the build phase of Horatio’s Garden Northern Ireland.
2. Develop a partnership with a new spinal centre where the ninth Horatio’s Garden will be built.
3. Develop a new Communication Strategy to support the growth of the charity and recruit a dedicated Director of Communications and Events.
4. Collaborate with charities to widen the impact and awareness of Horatio’s Garden and share best practice.
5. Further build and support the volunteer teams and develop the volunteer fundraising community across the charity.
6. Celebrate and acknowledge the support of volunteers, the 10th anniversary of the opening of the first Horatio’s Garden.
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7. Pilot the introduction of Arts Activities Assistants to extend the arts programme into evenings and weekends.
## **Staff and Volunteers**
The charity continues to grow with the addition of a Head Gardener for the new Garden in Wales and purchase ledger support for the finance team. A fixed term maternity cover post was recruited for the period March 2021 to March 2022 for the Director of Fundraising and Communications.
The need to enhance and develop the Charity’s communications strategy resulted in the decision to reorganise the structure of the communications team. As a result, one position was made redundant during the year and the Charity will recruit a Director of Communications & Events.
At the start of the financial year there were 22 core staff working 14.5 full-time equivalent roles. At the end of the financial year, the charity employed 26 staff equating to 17.2 full-time roles.
Volunteers are at the heart of every Horatio’s Garden so it has been good to welcome volunteers back to the gardens as the lock down restrictions lifted. Volunteers have adapted brilliantly to new regimes implemented at each hospital and have helped support patients who have been affected by restrictions on visitor numbers to the spinal injury centres.
There was an impressive list of volunteers for the new Wales Garden before the garden had opened, enabling some to help with the initial planting of the garden. There are currently 136 volunteers helping across all gardens and at the charity’s office in Salisbury.
This year, the average weekly volunteer time totalled 224 hours giving an annual total of 11,624 hours. This compares to 4,753 hours in 2020/1 when volunteering was severely impacted by garden closures and Covid restrictions.
Finally, both the charity’s Founder & Chair of Trustees, Dr Olivia Chapple, and Executive Trustee, Victoria Holton, continue their dedication to the charity as volunteers on a full-time basis.
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## Raising Funds
Horatio’s Garden charity is registered with the Fundraising Regulator and is committed to the Fundraising Promise and adherence to the Code of Fundraising Practice. This report covers the requirements charities must follow, as set out in the Charities Act 2016. The charity does not receive statutory government funding and therefore must fundraise for the full expenditure annually. The charity does not work with external fundraising agencies. The volunteers are encouraged to support fundraising initiatives and the team provide them with relevant guidance and information as required.
Following a challenging year in 2020 when all events were cancelled, some fundraising events were restarted in 2021 including a large plant sale and afternoon tea at Longford Estate, a young supporters' event and carol service were both highly successful. Stavordale Priory kindly opened for the charity providing a special day out for many supporters and the return of the RHS Chelsea Flower Show in September enabled connection with both loyal and new supporters from the charity’s stand. A successful inaugural online art auction raised over £89,000.
The charity was extremely grateful to receive a very significant legacy of £714,092 from a former patient’s spouse, as well as donations of shares totalling £210,536.
Trust & Foundation funding continued to be a primary source of income for the charity, generating over £885,000. The reduction from 2021 results from the emergency Covid funding received in that year. The trustees are very grateful to all the Trust & Foundation supporters, including The Foyle Foundation, The Pears Foundation, Kusuma Trust, Alborada Trust and John Armitage Charitable Trust, who, alongside other valued donors, made generous donations.
Fundraisers took on significant personal challenges for the charity, taking part in events such as the Marathon De Sables, the London Marathon, triathlons, half marathons as well as other activities to generate donations.
The individual giving Friends programme continued to grow, with new supporters choosing to donate on a monthly basis to support the garden running costs. This monthly giving provided the charity with a reliable source of income for each garden and is an area of fundraising focus for continued promotion. The charity thanks the loyal individual donors who again gave large annual
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gifts, as well as supporters who generously donated Gifts in Kind for our spring raffle and products to be used in the gardens. Donors may choose to give to a particular project.
The website outlines the charity’s complaints policy for the public and clearly explains how an individual can complain. No fundraising related complaints were received this year. Complaints are dealt with in-line with the complaints policy and reported to the Fundraising Regulator if required.
Staff and volunteers adhere to the Fundraising Regulator’s Code of Practice in relation to people in vulnerable circumstances, ensuring that all donors are treated fairly and able to make an informed decision about any donation they make. This is reflected on the Ethical Fundraising Policy.
Horatio’s Garden wants to make special thanks to the largest single funder to date, The National Garden Scheme, who have supported the creation of Horatio’s Garden Stoke Mandeville, Horatio’s Garden Midlands, Horatio’s Garden London, Horatio’s Garden Wales and pledged to Horatio’s Garden Northern Ireland. To date the National Garden Scheme have generously donated £405,000 to Horatio’s Garden and have made a commitment to funding a contribution to all future gardens.
## Financial Review
Total Income for the year ending 30th April 2022 increased by £892,593, to £2,608,054 (2021: £1,715,461). The legacy and share donations received helped to support the reduction in corporate support and grants from Trusts and Foundations, as many foundations had changed their focus of support to specific Covid recovery applications.
Restricted income for the year of £977,129 accounted for 37% of the total income. Of the restricted income 40% was for the design and build of the new Wales Garden in Llandough and 8% was for the next garden in Belfast, Northern Ireland.
Total expenditure for the year was £1,957,106 (2021: £1,911711). Garden design and construction costs for the year were £1,037,260. Managing the capital build costs for Horatio’s Garden Wales was challenging as prices of materials increased substantially, especially timber for the new garden room. Hard work with the design team resulted in creative alternative solutions to ensure the total build costs were within the amount of funding received and pledged.
The garden maintenance and running costs for the year were higher than the previous year but still slightly less than budgeted, due to Covid restrictions in hospitals throughout this financial year. The increased costs resulted from widening of the arts and events programmes across all gardens and additional support costs. An in-house project manager was recruited to support the capital build programme and staff travel cost increased as covid restrictions lifted, and a number of visits were made to assist planning our next garden in Northern Ireland.
Fundraising costs for the year were £266,918 (2021: £204,917). The increase reflecting the resumption of the events programme and the recruitment of a maternity cover position for the Director of Fundraising and Communications.
Charitable activities accounted for 86% of the total expenditure (2021 89%). Net incoming resources for the year were £650,948 (2021: £-196,250). Restricted net resources were a deficit of £-757,140 for the year. It is important to note that the timing of the garden builds has a significant impact on the financial year end position. The process of raising funds and building may well span two (or more) financial years and building a new garden only commences once the Charity has secured all the funding for the budgeted build cost.
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## Reserves Policy
It is the policy of the Trustees that the charity should hold reserves to enable the charity to continue to operate in the event of an unforeseen shortfall of voluntary income or sudden unexpected expenditure.
The impact of the pandemic has highlighted the need for holding sufficient unrestricted reserves to maintain services during times of economic uncertainty. The Board of Trustees have assessed those reserves should be within the range of between 6 and 9 months operating expenditure, excluding garden construction costs. This figure is adjusted should a Garden fund have sufficient restricted reserves available to fund operating expenditure for this period. The free reserves policy level for 2022 will be between £544,000 and £815,000.
Total funds at the end of 2022 were £1,989,809 of which £215,017 were held as restricted funds and £976,114 as designated funds.
The Trustees have designated unrestricted funds of:
- £96,114 to existing gardens to support the running costs where budgeted restricted
- funding is insufficient to fund the year’s running costs.
- £150,000 seed funding for Northern Ireland garden to allow initial planning visits
- and site surveys. This garden has a provisional start date of end of 2022.
- £150,000 for the Sheffield Garden to allow initial planning and site surveys. This
- garden has a provisional start of early 2024.
- £580,000 in the establishment of a new maintenance fund to enable repairs and
- maintenance of existing garden to take place when required. This has been made possible from the receipt of a legacy during 2021/22.
At 30th April 2022, the charity held free reserves defined as unrestricted funds, less fixed assets, less designated funds of £779,374 (2021: £565,513) which is within the policy range. The trustees continue to review the reserves at the regular Finance Committee meetings.
## **Going Concern**
The Trustees have reviewed the current free reserves and budget for the forthcoming financial year and having assessed the position, consider Horatio’s Garden to be a going concern. The Trustees are confident that measures taken to manage running costs, not commencing construction of new gardens until funding is secured as well as an adaptable approach to fundraising will continue to help mitigate financial impact wherever possible.
## **Public Benefit**
In planning the activities of the charity, the Trustees have given due regard to the Charity Commission’s guidance on public benefit. The Trustees believe that the activities of the charity in the year confirm its ability to provide current and on-going benefit to the public.
## **Horatio’s Garden Shop Ltd**
The online shop is run via Horatio’s Garden Shop Limited, a wholly controlled subsidiary of the Charity, which transfers any profits to the Charity.
## **Investment Policy**
The charity has not held any investments during the current financial year. The Finance Committee regularly review and consider the strategic position regarding cash balances, risk and investment opportunities. During the year, cash was held in current and deposit accounts **.**
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## Principal Risks and Uncertainties
The Board of Trustees have overall responsibility for risk management and consider the major risks to the Charity at each quarterly Board Meeting.
A Finance Committee (a subcommittee of the Board) assists the Board of Trustees in the effective discharge of responsibilities for Risk review, financial reporting and internal controls. The committee meets quarterly to reviews risks with the Senior Management Team. A risk management framework helps identify risks, assess impact and address actions needed. The committee reviews the budget planning process and reviews the quarterly financial performance and financial forecasts, reviewing cashflow and use of financial resources.
A full set of policies are held and regularly reviewed and disseminated to relevant staff and volunteers.
## **Key Strategic Risks**
An overview of our key strategic risks and the actions taken to mitigate them is summarised in the table below:
|**Risk**|**How we mitigate the risk**|
|---|---|
|**Financial Sustainability - insufficient income**
**to maintain existing gardens**|Regular review of forecast income and planning;
Diversify income streams; Develop investment
strategy;Ensure robust reservespolicy|
|**New Garden Development – financial risk**
**associated with new garden build**|Professional teams engaged to costs and project
manage; Fixed/capped contracts pricing where
possible;Build not started until fundingsecured.|
|**Key Personnel – loss or incapacity of**
**Figurehead leading to loss in confidence**
**among donors**|Strengthen Senior Management Team to support
role; Trustees regularly communicate to ensure they
are informed of Charityoperations|
|**Safeguarding - inability to safeguard**
**patients**|Clear safeguarding policy; Training of staff and
volunteers;DBS checks completed|
|**NHS change in strategy- hospital changes**
**location of spinal centre or leased garden**
**area**|Build relationship with hospital to ensure information
flow; Termination clause in leases|
|**Data Security – Security of Donor data**|Cyber security measures taken; Back up of data held at
alternative location; No data is given to third parties
for their use.|
## **Risk & Coronavirus**
The charity complied with all hospital protocols to ensure patient safety is a priority during the pandemic. Staff and volunteers have received vaccinations and covid risk assessments completed to ensure a safe working environment in the gardens and offices.
The infection control at each hospital changed constantly and the volunteers and garden staff abided with all hospital guidance and were kept updated by clear, agreed communication methods to their volunteers and staff.
Events held throughout the year were risk assessed and measures taken to keep participants as safe as possible.
Staff were able work from home when needed and join meetings virtually.
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## Governance Structure and Management
Horatio’s Garden is a Charitable Incorporated Organisation with a foundation model constitution. It was registered in England and Wales on 2 April 2013 with charity number 1151475 and subsequently with Scottish Charity Regulator on 29 January 2015 with charity number SC045386.
The Board of Trustees determine the overall strategic direction of the charity. The Board reviews the progress and performance against agreed targets as well as approving all policies and procedures. No Trustees receive remuneration. One Trustee was contracted to provide landscape services; this service contract was approved by the Board and is disclosed in note 19. Trustees’ reimbursement of expenses are disclosed in note 9.
Two Trustees, Dr Olivia Chapple and Victoria Holton, work full time on a voluntary basis and are responsible for the day-to-day decision making. They are supported by a Senior Leadership Team of a part time Finance Director and a part time of Fundraising Director.
## **Board of Trustees**
Trustees are recruited and appointed in accordance with the organisation’s governing document, and mission statement and relevant legislation. Before new Trustees are appointed the Board will determine what new attributes and knowledge are needed and then compile a role profile. New Trustees receive a full induction, and all Trustees are provided with information on the requirements and responsibilities placed on Trustees.
The Trustees who were in office during the period were:
Dr Olivia Chapple (Chair) Victoria Holton (Executive Trustee) Catherine Burns David Chapple Richard Grainger David Gregg Lisa Stratton Yan Swiderski (retired December 2021) Mark Yallop James Alexander Sinclair (appointed August 2021)
## **Remuneration Policy**
The Board reviews the remuneration of the key management personnel with reference to the Charity sector benchmarks and also reviews and approves any cost of living pay increases annually for all staff.
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## Statement of Trustees’ Responsibilities
The Trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England and Wales and Scotland requires Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that period.
In preparing these financial statements, the Trustees are required to:
- Select suitable accounting policies and then apply them consistently
- Observe the methods and principles in the Charities SORP
- Make judgements and estimates that are reasonable and prudent
- State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
- Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the Charity will continue in business.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008, the Charities and Trustee Investment (Scotland) Act 2005, regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the trust deed. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the charity and financial information included on the Charity’s website. Legislation in the UK governing preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Approved by the Board of Trustees on 9[th] September 2022
and signed on its behalf by:
Olivia Chapple - Trustee
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## Audit report
Independent auditors’ report to the trustees
## **Opinion**
We have audited the financial statements of Horatio’s Garden (the ‘parent charity’) and its subsidiary (the ‘group’) for the year ended 30 April 2022 which comprise the Consolidated Statement of Financial Activities, Consolidated Balance Sheet, Charity Balance Sheet, Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements
- give a true and fair view of the state of the affairs of the group and the parent charity 30 April 2022 and of the group’s incoming resources and application of resources for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;
- have been prepared in accordance with the requirements of the Charities Act 2011; and
- have been prepared in accordance with the requirements of the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Other Matter**
The financial statements of the charitable company for the year ended 30 April 2021, were audited by another auditor who expressed an unmodified opinion on those statements on 21 September 2021.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group or the
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## Audit report continued
parent charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information; we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
We have nothing to report in respect of the following matters in respect of which the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:
- the information given in the Trustees’ Annual Report is inconsistent in any material respect with the financial statements; or
- the parent charity has not kept proper and sufficient accounting records; or
- the parent charity’s financial statements are not in agreement with the accounting records and returns; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the Trustees’ Responsibilities Statement set out on page 16, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the group and the parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to
18
## Audit report continued
liquidate the group or the parent charity or to cease operations, or have no realistic alternative but to do so.
## **Auditors’ responsibilities for the audit of the financial statements**
We have been appointed as auditors under the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with regulations made under those Acts.
Our objectives are to obtain reasonable assurance about whether the group and parent financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud are detailed below.
Identifying and assessing risks related to irregularities:
We assessed the susceptibility of the group and parent charity’s financial statements to material misstatement and how fraud might occur, including through discussions with the trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives and opportunities for fraudulent manipulation of the financial statements. We identified laws and regulations that are of significance in the context of the group and parent charity by discussions with trustees and updating our understanding of the sector in which the group and parent charity operates.
Laws and regulations of direct significance in the context of the group and parent charity include The Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005, the Charities (Accounts and Reports) Regulations 2008, the Charities Accounts (Scotland) Regulations 2006 (as amended) and guidance issued by the Charity Commission for England and Wales and the Office of the Scottish Charity Regulator.
Audit response to risks identified:
We considered the extent of compliance with these laws and regulations as part of our audit procedures on the related financial statement items including a review of financial statement disclosures. We reviewed the parent charity’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the parent charity’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance.
19
## Audit report continued
During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected or alleged fraud. We addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and identifying any significant transactions that were unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws and regulations and fraud.
There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the parent charity’s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the parent charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the parent charity and the parent charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Saffery Champness LLP
Midland House 2 Poole Road Bournemouth Chartered Accountants BH2 5QY
Statutory Auditors
7 October 2022 Date:
Saffery Champness LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006
20
## **HORATIO'S GARDEN Consolidated Statement of Financial Activities (including the Income and Expenditure account)**
## **For the year ended 30 April 2022**
|**Income and expenditure**
**Note**
**INCOME AND ENDOWMENTS FROM:**
2
3
4
5
16
Transfers between funds
**NET MOVEMENT IN FUNDS**
Total funds brought forward
**Total expenditure**
**Total income**
**RECONCILIATION OF FUNDS:**
Investment income
Trading activities
**EXPENDITURE ON:**
Raising funds
**TOTAL FUNDS CARRIED FORWARD**
Donations and legacies
**NET INCOME/(EXPENDITURE)**
Charitable activities|**Unrestricted**
**£**
1,501,301
129,242
382
1,630,925
189,839
32,998
222,837
1,408,088
(364,500)
**1,043,588**
731,204
**1,774,792**|**Restricted**
**£**
937,432
39,697
-
977,129
77,079
1,657,190
1,734,269
(757,140)
364,500
**(392,640)**
607,657
**215,017**|**2022**
**2021**
**Total**
**Total**
**£**
**£**
2,438,733
1,625,941
168,939
88,340
382
1,180
2,608,054
1,715,461
266,918
204,917
1,690,188
1,706,794
1,957,106
1,911,711
650,948
(196,250)
-
-
**650,948**
**(196,250)**
1,338,861
1,535,111
**1,989,809**
**1,338,861**|
|---|---|---|---|
The above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.
The notes form part of these financial statements
21
## **HORATIO'S GARDEN Balance Sheets As at 30 April 2022**
|**Note**
**Fixed assets**
Tangible fixed assets
11
Investments
12
**Current assets**
Stock
Debtors
13
Cash at bank and in hand
**Total current assets**
**Liabilities**
Provisions For Liabilities
14
**Net current assets**
**NET ASSETS**
**Funds**
Unrestricted funds:
General funds
Designated funds
16
Restricted income funds
16
**TOTAL CHARITY FUNDS**
Creditors: Amounts due within
one year|**Consolidated**|**Consolidated**||**Charity**|
|---|---|---|---|---|
||**2022**
**£**
19,304
-
19,304
31,133
290,084
2,073,251
2,394,468
(382,475)
(41,488)
1,970,505
**1,989,809**
798,678
976,114
1,774,792
215,017
**1,989,809**
-|**2021**
**£**
21,168
-
21,168
40,351
142,776
1,238,767
1,421,894
(104,201)
-
1,317,693
**1,338,861**
586,681
144,523
731,204
607,657
**1,338,861**||**2022**
**2021**
**£**
**£**
19,304
21,168
-
-
19,304
21,168
-
-
322,399
175,916
2,049,463
1,227,418
2,371,862
1,403,334
(379,376)
(103,006)
(41,488)
-
1,950,998
1,300,328
**1,970,302**
**1,321,496**
779,171
569,316
976,114
144,523
1,755,285
713,839
215,017
607,657
**1,970,302**
**1,321,496**
-|
The financial statements were approved and authorised for issue by the Board of Trustees on 9th September 2022 and were signed on its behalf by:
## **Olivia Chapple**
Trustee
The notes form part of these financial statements
22
## **HORATIO'S GARDEN**
## **Consolidated Statement of Cash Flows For the year ended 30 April 2022**
|Notes
**CASH FLOWS FROM OPERATING ACTIVITIES:**
Net cash provided by/(used in) operating activities
a
Cash flows from investing activities:
Purchase of property and other fixed assets
Investment income - bank interest
Net cash provided by/(used in) investing activities
**CHANGE IN CASH AND CASH EQUIVALENTS FOR THE YEAR**
Cash and cash equivalents brought forward
b
**CASH AND CASH EQUIVALENTS CARRIED FORWARD**
**AT 30 April**
b
**a)**
**Reconciliation of net income/(expenditure) to net cash flow from**
Net income/(expenditure) for the year as per the
Statement of Financial Activities
Adjusted for:
Depreciation
Investment income
(Increase)/decrease in stock
(Increase)/decrease in debtors
Increase/(decrease) in creditors
**Net cash (used in)/provided by operating activities**
**b)**
**Analysis of cash and cash equivalents and net debt**
Cash at bank and in hand|**2022**
**2021**
**£**
**£**
842,258
(152,100)
(8,156)
(4,809)
382
1,180
(7,774)
(3,629)
834,484
(155,729)
1,238,767
1,394,496
**2,073,251**
**1,238,767**
**operating activities**
**2021**
**2021**
**£**
**£**
650,948
(196,250)
10,020
14,889
(382)
(1,180)
9,218
740
(147,308)
875
319,762
28,826
842,258
(152,100)
**2021**
**2021**
**£**
**£**
2,073,251
1,238,767|
|---|---|
23
## **HORATIO'S GARDEN**
## **Notes to the Financial Statements**
## **For the year ended 30 April 2022**
## 1. **Accounting policies**
## a) Basis of preparation of the accounts
The financial statements have been prepared under the historical cost convention, with the exception of the investments which are held at market value, and in accordance with applicable Accounting Standards in the United Kingdom, the Statement of Recommended Practice (SORP) FRS102 "Accounting and Reporting by Charities", the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and UK Generally Accepted Practice.
Horatio's Garden meets the definition of a public benefit entity under FRS 102. There are no material uncertainties about the charity’s ability to continue as a going concern.
## b) Group accounts
The group financial statements consolidate the financial statements of the Charity and its subsidiary for the year ended 30 April. The statement of financial activities (SOFA) and the balance sheet consolidate the financial statements on a line by line basis where appropriate. Details concerning the subsidiary company, along with its results and financial position are set out in note 12. A separate Statement of Financial Activities for the charity is not presented as the Trustees do not believe it to be a material value to the users of the accounts. Details of the charity’s income and expenditure can be seen in note 16.
## c) Going concern
At the time of approving the financial statements, the trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## d) Income
Donations and grants are recognised where there is entitlement, probability of receipt and where the amount can be measured with sufficient reliability.
Income generated from fundraising events is recognised when earned. Donated goods or services are included in the Statement of Financial Activities as both income and expenditure at a value estimated by the Trustees based on their value to the charity.
## e) Expenditure
Expenditure is included in the Statement of Financial Activities on an accruals basis, inclusive of VAT that cannot be recovered.
Fundraising costs are those incurred in attracting donations, costs of events and sales of merchandise.
Costs incurred directly in relation to the charitable activities are allocated to those activities as they fall due.
24
## **Accounting policies (continued)**
Support costs are those incurred directly in support of expenditure on the objects of the charity and are allocated on the basis of time spent.
- f) Stock
Stock of merchandise is valued at the lower of cost and net realisable value, after making due allowance for obsolete and slow-moving items. All stock is now purchased by the trading company Horatio’s Garden Shop Limited.
- g) Tangible fixed assets and depreciation
The cost of tangible fixed assets is their purchase cost together with any incidental costs of acquisition. Items are capitalised when they cost over £1000 and have ongoing value in use to the charity.
Depreciation is calculated to write down the cost less estimated residual value of all tangible fixed assets by equal annual instalments over their expected useful lives. The rate applicable is:
Garden and office equipment: 4 years straight line
Structures built on land where the charity has no security of tenure are expensed in the year of construction.
## h) Debtors
- Debtors are measured at their recoverable amount.
- i) Creditors and provisions
Creditors and provisions are recognised where there is a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
## j) Financial instruments
The group has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## k) Fund accounting
Unrestricted funds are general funds that are available for use at the Trustees’ discretion in the furtherance of the objectives of the charity.
Designated funds are those funds which the Trustees have set aside from general funds for the benefit of a particular project.
Restricted funds are those donated, or raised, for use in a particular area or for a specific purpose. Purchases of fixed assets with restricted funds are deemed to be satisfied once the purchase has taken place and therefore these restricted fund balances are released to unrestricted general funds unless the restriction is deemed to be on a permanent basis.
25
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
|**2. Donations and legacies**
**Unrestricted**
**£**
Donations from individuals
501,592
Legacies
714,092
Donations from trusts, foundations
177,792
Raffle and auction income
107,825
Job retention scheme grants
-
1,501,301
**3. Trading activities**
**Unrestricted**
**£**
Shop income
72,389
Sponsorship
17,932
Events income
38,921
129,242
**4. Investment income**
**Unrestricted**
**£**
Bank interest
382
382|**Restricted**
**£**
174,655
-
762,050
727
-
937,432
**Restricted**
**£**
-
2,500
37,197
39,697
**Restricted**
**£**
-
-|**Total**
**2022**
**£**
676,247
714,092
939,842
108,552
-
2,438,733
**Total**
**2022**
**£**
72,389
20,432
76,118
168,939
**Total**
**2022**
**£**
382
382|**Unrestricted**
**£**
210,807
16,845
148,266
-
4,841
380,759
**Unrestricted**
**£**
57,333
2,620
25,445
85,398
**Unrestricted**
**£**
1,180
1,180|**Total**
**Restricted**
**2021**
**£**
**£**
312,839
523,646
500
17,345
923,973
1,072,239
-
-
7,870
12,711
1,245,182
1,625,941
**Total**
**Restricted**
**2021**
**£**
**£**
-
57,333
655
3,275
2,287
27,732
2,942
88,340
**Total**
**Restricted**
**2021**
**£**
**£**
-
1,180
-
1,180|
|---|---|---|---|---|
26
## **HORATIO'S GARDEN**
## **Notes to the Financial Statements For the year ended 30 April 2022**
|**5. Total Expenditure**
**_Horatio's Garden Shop_**
Shop purchases
Shop running costs
**_Salisbury Garden_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Scotland Garden_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Stoke Mandeville_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Oswestry_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_London_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Cardiff_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Northern Ireland_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**Restricted Core Grants**
Fundraising costs
Management, admin and support
**Support**
Management, admin and support|**Fundraising**
**costs**
**£**
41,157
11,251|**Direct**
**costs**
**£**
-
-|**Support**
**Total**
**costs**
**2022**
**£**
**£**
-
41,157
-
11,251
-
52,408
-
5,982
-
-
66,288
36,500
38,599
36,500
110,869
-
11,291
-
30,462
-
58,288
36,500
37,079
36,500
137,120
-
9,317
-
98,174
-
54,601
40,712
42,488
40,712
204,580
-
4,009
-
-
-
48,208
40,712
41,559
40,712
93,776
-
4,858
-
58,471
-
51,972
42,116
42,236
42,116
157,537
-
34,549
-
834,000
-
23,395
42,116
43,411
42,116
935,355
-
7,073
-
16,153
-
1,352
14,039
14,479
14,039
39,057
-
-
35,000
55,975
35,000
55,975
31,899
170,429|
|---|---|---|---|
||52,408|-||
||5,982
-
-
-|-
-
66,288
2,099||
||5,982|68,387||
||11,291
-
-
-|-
30,462
58,288
579||
||11,291|89,329||
||9,317
-
-
-|-
98,174
54,601
1,776||
||9,317|154,551||
||4,009
-
-
-|-
-
48,208
847||
||4,009|49,055||
||4,858
-
-
-|-
58,471
51,972
120||
||4,858|110,563||
||34,549
-
-
-|-
834,000
23,395
1,295||
||34,549|858,690||
||7,073
-
-
-|-
16,153
1,352
440||
||7,073|17,945||
||-
-|-
20,975||
||-|20,975||
||137,431|1,099||
||137,431|1,099|31,899
170,429|
||||319,594
1,957,106|
||266,918|1,370,594||
27
## **HORATIO'S GARDEN**
## **Notes to the Financial Statements For the year ended 30 April 2021**
|**5. Total Expenditure continued**
**_Horatio's Garden Shop_**
Shop purchases
Shop running costs
**_Salisbury Garden_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Scotland Garden_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Stoke Mandeville_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Oswestry_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_London_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**_Cardiff_**
Fundraising costs
Garden design and build
Garden maintenance & running costs
Management, admin and support
**Restricted Core Grants**
Fundraising costs
Management, admin and support
**Support**
Management, admin and support|**Fundraising**
**costs**
**£**
31,895
8,362|**Direct**
**costs**
**£**
-
-|**Support**
**Total**
**costs**
**2021**
**£**
**£**
-
31,895
-
8,362
-
40,257
-
7,846
-
-
34,086
7,544
8,680
7,544
50,612
-
12,176
-
62,917
-
43,747
7,544
16,033
7,544
134,873
-
19,867
-
18,084
-
-
42,824
9,053
13,107
9,053
57,714
-
9,683
-
29,590
-
48,162
9,053
10,705
9,053
98,140
-
10,611
-
1,030,377
-
35,125
9,053
13,750
9,053
1,089,863
-
50,694
-
138,249
-
134
12,071
14,801
12,071
203,878
-
18,230
168,559
173,514
168,559
191,744
6,035
44,630|
|---|---|---|---|
||40,257|-||
||7,846
-
-
-|-
-
34,086
1,136||
||7,846|35,222||
||12,176
-
-
-|-
62,917
43,747
8,489||
||12,176|115,153||
||19,867
-
-
-|-
18,084
-
42,824
4,054||
||19,867|28,794||
||9,683
-
-
-|-
29,590
48,162
1,652||
||9,683|79,404||
||10,611
-
-
-|-
1,030,377
35,125
4,697||
||10,611|1,070,199||
||50,694
-
-
-|-
138,249
134
2,730||
||50,694|141,113||
||18,230
-|-
4,955||
||18,230|4,955||
||35,553|3,042||
||35,553|3,042|6,035
44,630|
||||228,912
1,911,711|
||204,917|1,477,882||
28
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
|**6.**
**Support costs**
Wages and staff contractors
PR and advertising
Rent and rates
Administration costs
Travel
Insurance
Audit and accountancy fees
Legal fees
Depreciation
**7.**
**Net income/(expenditure)**
This is stated after charging:
Depreciation
Operating lease rentals
Auditors' remuneration:
- audit
- non-audit|**2022**
**2021**
**£**
**£**
191,398
141,129
408
5,776
23,129
23,383
61,749
40,730
12,038
214
11,710
8,705
8,240
3,100
7,390
2,172
3,532
3,703
319,594
228,912
**Total**
**Total**
**2022**
**2021**
**£**
**£**
10,020
14,889
18,840
18,840
8,240
3,100
-
-|
|---|---|
Increase in audit fees is due to a change in audit firms. As the Charity continues to grow more technical and professional advice is required to support as the Charity . A competitive tender process to select the appropriate audit firm was completed.
|**8.**
**Staff costs and numbers**
Wages and salaries
Redundancy Costs
Social security costs
Employer's pension contributions
Freelance and sub contractor costs
The average number of people employed, including part-time staff:|**2022**
**2021**
**£**
**£**
513,210
408,927
2,448
-
37,419
27,162
13,280
10,305
566,357
446,394
4,379
6,452
570,736
452,846
**2022**
**2021**
**No.**
**No.**
25
20|
|---|---|
During the period under review the key management staff, as listed on the information page, received remuneration and pension benefits of £113617 (2021 £97908 ). No staff received pay over £60,000 (2021: none)
29
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
## **9. Trustees expenses and remuneration**
Trustees are not remunerated. £700 of charity expenses were reimbursed to two trustees during the year (2021: £4,224 to one trustees). Other related party transactions are disclosed in note 19.
## **10. Taxation**
The charitable incorporated organisation is registered as a charity under the Charities Act 2011 and as such is entitled to the exemptions under Income and Corporation Taxes Act 1988.
|**Tangible fixed assets**
**Cost**
At 1 May 2021
Additions
Disposals
At 30 April 2022
**Depreciation**
At 1 May 2021
Charge for the year
Eliminated on disposals
At 30 April 2022
**Net book value**
At 30 April 2022
At 30 April 2021|**Office**
**equipment**
21,475
6,707
-
28,182
14,162
4,122
-
18,284
9,898
7,313|**Garden**
**equipment**
**Total**
**£**
**£**
141,225
162,700
1,449
8,156
-
-
142,674
170,856
127,370
141,532
5,898
10,020
-
-
133,268
151,552
9,406
19,304
13,855
21,168
**Group &**
**charity**|
|---|---|---|
## **11. Tangible fixed assets**
## **12. Investments**
The charity has a subsidiary company, Horatio’s Garden Shop Limited. Horatio’s Garden Shop Limited is a UK company limited by guarantee, not having share capital, registered in England and Wales with the company number 08796025. The charity is the sole member of the company and therefore controls the activities of the company. The company runs the shop and fundraising events on behalf of the charity.
A summary of the subsidiary undertaking’s results for the year is given below:
|Gross income
Gross expenditure (excluding gift aid donation)
Surplus for the year gift aided to parent charity|**2022**
**2021**
**£**
**£**
73,969
59,356
(54,456)
(42,258)
19,513
17,098|
|---|---|
At 30 April 2022 the company had net assets of £19,513 (2021: £17,098).
30
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
## **13. Debtors**
|Trade debtors
Gift aid receivable
Amount due from trading subsidiary
Prepayments and accrued income|**2022**
**2021**
**£**
**£**
45,925
10,825
9,334
3,770
-
-
234,825
128,181
290,084
142,776
**Consolidated**|**2022**
**2021**
**£**
**£**
45,925
10,825
9,334
3,770
35,772
33,240
231,368
128,081
322,399
175,916
**Charity**|
|---|---|---|
Included in the amounts due from the trading company is a loan of £29,000. This loan is subject to interest of 1% above the base rate.
## **14. Creditors: amounts due within one year**
|Trade creditors
Other taxation and social security
Accruals and deferred income
Amount due to trading subsidiary
**Provisions For Liabilities**|**2022**
**2021**
**£**
**£**
34,691
34,997
9,402
6,033
338,382
63,171
-
-
382,475
104,201
41,488
-
**Consolidated**|**2022**
**2021**
**£**
**£**
34,691
34,997
9,402
6,033
335,210
61,557
73
419
379,376
103,006
41,488
-
**Charity**|
|---|---|---|
A provision for VAT liabilty has been made with respect to our Wales garden, we are awaiting a ruling from HMRC.
## **15. Analysis of net assets between funds**
|Unrestricted funds
**Net assets at the end of the year**
Restricted funds
Designated funds|**Fixed assets**
**£**
19,304
-
-
19,304|**Net current**
**assets**
**Total**
**£**
**£**
779,374
798,678
976,114
976,114
215,017
215,017
1,970,505
1,989,809|
|---|---|---|
Comparative statement of funds for the year ended 30 April 2021:
|Unrestricted funds
**Net assets at the end of the year**
Designated funds
Restricted funds|**Fixed assets**
**£**
21,168
-
-
21,168|**Net current**
**assets**
**Total**
**£**
**£**
565,513
586,681
144,523
144,523
607,657
607,657
1,317,693
1,338,861|
|---|---|---|
31
## **HORATIO'S GARDEN**
## **Notes to the Financial Statements For the year ended 30 April 2022**
## **16. Statement of funds**
|**Unrestricted funds:**
Salisbury Garden
Scotland Garden
Stoke Mandeville Garden
**Restricted funds:**
Oswestry Garden
Restricted Core Funding
London Garden
Cardiff Garden
Northern Ireland Garden
Repairs and Maintenance
Sheffield Garden
**Designated funds:**
Trading subsidiary funds
General charity funds
**Summary of funds by garden:**
Salisbury Garden
Scotland Garden
Oswestry Garden
London Garden
Cardiff Garden
Stoke Mandeville Garden
Restricted Core Funding
N Ireland Garden
Restricted Core Funding
Other funds
Salisbury Garden
Scotland Garden
Stoke Mandeville Garden
Oswestry Garden
London Garden
Cardiff Garden
N Ireland Garden
Repairs and Maintenance
Sheffield Garden|**Balance at**
**1.05.21**
**£**
569,316
17,365
586,681
-
10,000
1,523
-
-
133,000
-
-
-
-
144,523
19,968
120,384
29,543
506
4,763
418,333
5,343
8,817
607,657
1,338,861
**Balance at**
**1.05.21**
**£**
19,968
130,384
31,066
506
4,763
551,333
5,343
-
8,817
-
586,681
1,338,861|**Incoming**
**resources**
**£**
1,556,956
73,969
1,630,925
-
-
-
-
-
-
-
-
-
-
-
67,892
128,137
105,740
45,499
55,137
392,100
80,270
102,354
977,129
2,608,054
**Incoming**
**resources**
**£**
67,892
128,137
105,740
45,499
55,137
392,100
80,270
-
102,354
-
1,630,925
2,608,054|**Outgoing**
**resources**
**£**
(170,429)
(52,408)
(222,837)
-
-
-
-
-
-
-
-
-
-
-
(110,869)
(137,120)
(204,580)
(93,776)
(157,537)
(935,355)
(39,057)
(55,975)
(1,734,269)
(1,957,106)
**Outgoing**
**resources**
**£**
(110,869)
(137,120)
(204,580)
(93,776)
(157,537)
(935,355)
(39,057)
-
(55,975)
-
(222,837)
(1,957,106)|**Transfers**
**to/(from)**
**Balance at**
**30.04.22**
**£**
**£**
(1,178,992)
776,851
(17,099)
21,827
(1,196,091)
798,678
23,095
23,095
-
10,000
-
1,523
27,665
27,665
12,923
12,923
(112,092)
20,908
150,000
150,000
150,000
150,000
-
-
580,000
580,000
831,591
976,114
23,500
491
-
111,401
70,000
703
48,000
229
98,000
363
125,000
78
-
46,556
-
55,196
364,500
215,017
-
1,989,809
**Transfers**
**to/(from)**
**Balance at**
**30.04.22**
**£**
**£**
46,595
23,586
-
121,401
70,000
2,226
75,665
27,894
110,923
13,286
12,908
20,986
150,000
196,556
150,000
150,000
-
55,196
580,000
580,000
(1,196,091)
798,678
-
1,989,809|
|---|---|---|---|---|
32
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2021**
## **16. Statement of funds (continued)**
|**Unrestricted funds:**
Salisbury Garden
Scotland Garden
Scotland Garden
Stoke Mandeville Garden
London Garden
Cardiff Garden
Salary Grant
**Summary of funds by garden:**
Salisbury Garden
Oswestry Garden
Future developments
Scotland Garden
Stoke Mandeville Garden
**Restricted funds:**
Salisbury Garden
Stoke Mandeville Garden
Oswestry Garden
London Garden
Cardiff Garden
General charity funds
Trading subsidiary funds
**Designated funds:**
Oswestry Garden
London Garden
Cardiff Garden
Future developments
Other funds|**Balance at**
**1.05.20**
**£**
362,759
14,473
377,232
-
10,000
1,523
-
310,820
50,000
-|**Incoming**
**resources**
**£**
410,004
57,333
467,337
-
-
-
-
-
-
-|**Outgoing**
**resources**
**£**
(44,630)
(40,258)
(84,888)
-
-
-
-
-
-
-
-
(50,612)
(134,873)
(57,714)
(98,140)
(1,089,863)
(203,878)
-
(191,743)
(1,826,823)
(1,911,711)
**Outgoing**
**resources**
**£**
(50,612)
(134,873)
(57,714)
(98,140)
(1,089,863)
(203,878)
-
(191,743)
(84,888)|**Transfers**
**to/(from)**
**Balance at**
**30.04.21**
**£**
**£**
(158,817)
569,316
(14,183)
17,365
(173,000)
586,681
-
-
-
10,000
-
1,523
-
-
(310,820)
-
83,000
133,000
-
-
(227,820)
144,523
-
19,968
-
120,384
-
29,543
5,000
506
395,820
4,763
-
418,333
-
5,343
-
8,817
400,820
607,657
-
1,338,861
**Transfers**
**to/(from)**
**Balance at**
**30.04.21**
**£**
**£**
-
19,968
-
130,384
-
31,066
5,000
506
85,000
4,763
83,000
551,333
-
5,343
-
8,817
(173,000)
586,681|
|---|---|---|---|---|
||372,343|-|||
||-
122,403
-
-
598,624
64,509
-
-
785,536
1,535,111
**Balance at**
**1.05.20**
**£**
-
132,403
1,523
-
909,444
114,509
-
-
377,232|70,580
132,854
87,257
93,646
100,182
557,702
5,343
200,560
1,248,124
1,715,461
**Incoming**
**resources**
**£**
70,580
132,854
87,257
93,646
100,182
557,702
5,343
200,560
467,337|||
||1,535,111|1,715,461|(1,911,711)|-
1,338,861|
33
**HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
## **16. Statement of funds (continued)**
Designated funds: these represent funds set side for future developments and on going garden running costs.
Restricted funds: funds are raised whilst gardens are in development and are restricted to funding the work at those specific locations once it begins. Funds relating to completed gardens represent funds rasied for ongoing garden running costs at those specific locations.
Transfers between funds: transfers to restricted funds represent the use of unrestricted funds to cover deficits on restricted projects.
## **17. Operating lease commitments**
As at 30 April the charity and group had total future minimum lease payments under non-cancellable operating leases for equipment as follows:
|Less than 1 year
Between 2 and 5 years|**2022**
**2021**
**£**
**£**
19,453
18,840
47,829
64,370
67,282
83,210|
|---|---|
## **18. Future commitments**
Expenditure for garden build authorised and contracted for but not provided for in the accounts amount to £145,495 for the Wales Garden (2021: £259,305 for the Wales Garden).
## **19. Related party transactions**
Horatio’s Garden Shop Limited is a wholly owned subsidiary of the charity.
During the year to 30 April 2015 the charity loaned £29,000, with an interest rate of 1% above base rate, to the company for working capital. Interest of £290 (2021: £290) was charged in the year. This loan is repayable on demand. The transactions between the entities in the year are in relation to the interest on the loan noted above £290 (2021: £290), a management fee to the charity in connection with administration and stock control of £2,000 was charged (2021: £2000) and gift aid payable of £17,099 (2021: £14,183 due to change in accounting). Sales of £1,580 were made from the subsidiary for stock used by the charity (2021:£2023). At the year end the subsidiary owed the charity a total of £35,799 (2021: £32820) which included the loan.
The trustees have made donations, individually or through charitable trusts controlled by the trustees, to the charity during the year £8,080 (2021: £8,266).
James Alexander Sinclair joined the Board of Trustees during the year, he has continued to provide Garden and Landscaping services for the Scotland garden as the original Garden designer. The board of Trustees consider this to be appropriate. Payment for the year totalled £4,164 (2021: none).
34
## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022**
## **20. Statement of financial activities - comparative balances as at 30 April 2021**
|**Income and expenditure**
**INCOME AND ENDOWMENTS FROM:**
2
3
4
5
16
Donations and legacies
**Total expenditure**
**EXPENDITURE ON:**
Raising funds
Charitable activities
Trading activities
Investment income
**TOTAL FUNDS CARRIED FORWARD**
**Total income**
Transfers between funds
**NET MOVEMENT IN FUNDS**
**RECONCILIATION OF FUNDS:**
Total funds brought forward
**NET INCOME/(EXPENDITURE)**|**Unrestricted**
**£**
380,759
85,398
1,180
467,337
75,810
9,078
-
84,888
382,449
(400,820)
**(18,371)**
749,575
**731,204**|**2021**
**Restricted**
**Total**
**£**
**£**
1,245,182
1,625,941
2,942
88,340
-
1,180
1,248,124
1,715,461
129,107
204,917
1,697,716
1,706,794
1,826,823
1,911,711
(578,699)
(196,250)
400,820
-
**(177,879)**
**(196,250)**
785,536
1,535,111
**607,657**
**1,338,861**|
|---|---|---|
35