Report of the Trustees and Consolidated Financial Statements For the year ended 30 April 2023 

Charity registration number: England & Wales 1151475 Scotland SCO45386 



## Horatio’s Garden 

Index to the Financial Statements For the year ended 30 April 2023 

||Page|
|---|---|
|Reference and Administrative Details|3|
|Chair’s Report|5|
|Report of the Trustees|7|
|Report of the Independent Auditors|18|
|Consolidated Statement of Financial Activities|22|
|Balance Sheets|23|
|Statement of Cash Flows|24|
|Notes to the Financial Statements|25|



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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 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 MRCGP (Chair) Victoria Holton (Executive Trustee) Catherine Burns David Chapple FRCS Richard Grainger David Gregg (resigned June 2023) Lisa Stratton Mark Yallop James Alexander-Sinclair Mohammed Belal FRCS (appointed June 2023) Key Management Staff Julia Dustan - Finance Director Bethan Cummings – Director of Fundraising Zoë Franklin – Director of Communications & Events Registered Office 2 Throope Down Office, Blandford Road, Coombe Bissett, Salisbury, SP5 4LN Registered Charity Number 1151475 (England & Wales) SC045386 (Scotland) Auditors Saffery Champness 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 nurtures the wellbeing of people after spinal injury in beautiful, vibrant sanctuaries within the heart of NHS spinal injury centres. Leading designers create the accessible gardens where the charity’s team, alongside volunteers and creatives, care for people and plants alike. 

The gardens are vital places for reflection and adjustment for people facing lifechanging injuries and long stays in hospital. Impact studies demonstrate that everyone benefits – patients, their loved ones and the hospital staff too. 

The charity’s vision is to sustainably grow thriving communities and biodiverse gardens in all 11 NHS spinal injury centres in the UK. To date we have opened six gardens in the Southwest, Scotland, Stoke Mandeville, Midlands, London & Southeast and Wales with our seventh garden under construction in Northern Ireland. 

## Our vision, mission and values 

## Vision 

To sustainably grow thriving communities and biodiverse gardens in every NHS spinal injury centre in the UK. 

## Mission 

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. 

## Values 

## Empowering People 

We are dedicated to supporting people affected by spinal injury. We treat everyone with dignity and respect and are compassionate, caring, kind. 

We are staffed by outstanding, enthusiastic employees, trustees and volunteers. We are committed to investment in training and development so that our teams can deliver the best service. We believe in equal opportunities for all and strive to be a diverse organisation. 

## Pioneering Thinking 

Our gardens are pioneering and innovative places of exceptional standard. 

Our aim is to improve the outcomes for people facing life changing injuries by using an evidence-based approach to transform the environment and enhance the holistic care given in spinal injury centres. 

We are not afraid to challenge and change norms. As thought leaders, we champion the wider benefits of gardens to health. 

## Practical Sustainability 

We invest in nurturing all our gardens to ensure their longevity. We have a positive impact on the environment and have a sound sustainability culture. 

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We are professional, ethical, accountable and have strong governance. Our detailed financial strategy and fundraising plans provide long-term security. 

## Chair’s Report 

Thanks to our many generous donors and supporters, Horatio’s Garden has continued to grow during the charity’s tenth year to reach more beneficiaries, with the opening of the sixth project at the Welsh Spinal Cord Injury Centre at Llandough Hospital, Cardiff. Seeing the immediate impact of the new garden on patients has been incredibly moving and affirms our mission to ensure that no-one in the UK should have to face months of rehabilitation from spinal injury without access to a Horatio’s Garden. 

In the gardens, patients and families are not only connecting with nature in life affirming, uplifting, beautiful places but also engaging with garden therapy and the charity’s enhanced arts programme. We have grown the creative activities across all the gardens bringing high quality live music, arts, crafts, writing and poetry workshops delivered by outstanding creatives from the local communities. The impact from these workshops has been astounding particularly on patients’ distraction from the complex pain they experience. 

In times when NHS staff are working under increasingly challenging circumstances and resources are stretched, we are proud that Horatio’s Garden is offering a place of sanctuary and relief for the dedicated clinicians who work in the spinal injury centres. Staff tell us the importance of the connections the garden gives them with nature during their working day and their enhanced job satisfaction as a result. 

Each Horatio’s Garden is run by a highly skilled Head Gardener – this growing team of professionals,  cares for the plants and people alike with dedication and expertise. We are very proud of their achievements and are committed to supporting their training as well as training the next generation of gardeners through our partnership with the Work and Retrain as a Gardener organisation. 

Work began in January building Horatio’s Garden Northern Ireland at Musgrave Park Hospital. The garden has been designed by celebrated designer Andy Sturgeon and is being delivered by an outstanding Belfast-based team of professionals. It is anticipated that the garden will open in autumn 2023. 

We appointed Harris Bugg Studio to design Horatio’s Garden Sheffield and East at the Northern General Hospital. Extensive consultation was undertaken with patients and staff at Sheffield as well as in the existing Horatio’s Gardens and the concept plans for the new spinal centre were drawn up. 

A successful pitch was made to the funder Project Giving Back to gain full and very generous funding to take the distilled version of the designs to RHS Chelsea Flower Show’s Main Avenue in May 2023. This was announced in the press in October 2022. Intensive design and planning work ensured that the charity could maximise the incredible opportunity to showcase our work at Chelsea, highlight the benefits of gardens to people with mobility needs, champion sustainable design and fundraise for Horatio’s Garden Sheffield. 

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In order to deliver this opportunity and implement a new communications strategy, a new role of Director of Communications was created and the position filled in October 2022. A new website was launched to update the way we communicate with donors and beneficiaries and a brand refresh was completed to enable the charity’s messaging across all platforms, to best reflect our growing reach and work. 

Following Covid and a change in the fundraising landscape the trustees have focused on creating a more sustainable strategy for income generation to cover the garden running costs. The trustees are very mindful of the long-term economic uncertainties and the impact this may have on fundraising. In order to diversify the income streams, a new strategic fundraising focus was developed to grow corporate partnerships to support the open gardens and a new role was created, generously funded by the Caledonia Foundation, to deliver this strategy. 

Over the charity’s ten years, volunteers have been the linchpin of our projects and we are enormously grateful to everyone who gives their time and expertise particularly those volunteers who have given a decade of service. 

Horatio’s Garden is thriving because of the benefit we are bringing to people at the most difficult times of their lives and my sincerest thanks go to everyone involved. 


Dr Olivia Chapple Founder and Chair of Trustees 

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## Report of the Trustees 

## 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 

- Conducting research, gathering and disseminating information and working to raise awareness and further understanding as to the benefits of gardens and accessible design in health care settings, including consulting with and for interested parties 

We now have six gardens open, providing beautiful spaces for patients, their loved ones and NHS staff. Our seventh garden is under construction in Belfast, Northern Ireland. 

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 in Oswestry. The MCSI offers a lifelong service to patients from north and midWales, 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, 

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children and young people, with patients predominantly admitted from London, Greater London and South East England. 

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. 

Horatio’s Garden Northern Ireland has been designed by Andy Sturgeon, an acclaimed garden designer who has won a total of nine RHS Gold medals. The garden will support spinal injury patients from across the entirety of Northern Ireland as well as people staying in the Amputee Rehabilitation Unit. The garden in currently under construction and anticipated to open in autumn 2023. 

## Achievements in 2022/23 

The Trustees set the following objectives for 2022/23: 

1. Reach the fundraising target and begin the build phase of Horatio’s Garden Northern Ireland. 

The funding target was met for the capital build and construction work began in January. The garden is set to open in autumn 2023. 

2. Develop a partnership with a new spinal centre where the ninth Horatio’s Garden will be built. 

Visits were made to the three remaining spinal centres and a partnership was developed with The Golden Jubilee Regional Spinal Cord Injuries Centre at The James Cook University Hospital in Middlesbrough. Land was secured and the curtilage was agreed. 

3. Develop a new Communications strategy to support the growth of the charity and recruit a dedicated Director of Communications and Events. 

A Director of Communications was appointed to create and implement a new strategy to reflect the growing charity. Priority projects delivered during this period were a brand and website refresh to improve our messaging to stakeholders and a major focus on maximising profile opportunities created by a Main Avenue garden at the Chelsea Flower Show. 

4. Collaborate with other charities to widen the impact and awareness of Horatio’s Garden and share best practice. 

Collaboration with other charities in the year included Project Giving Back who awarded full funding for a Horatio’s Garden to be created at the world-renowned RHS Chelsea Flower Show in May 2023. This opportunity enables the charity to generate discussion around accessible garden design and widen the awareness of the charity’s work and its benefits. 

We were delighted to offer a supported volunteering placement to a student from Derwen College in Gobowen and provide year-long placements for two WFGA trainees to study and practice within the horticultural profession. 

The charity’s partnership with the Internship Office at Oxford University resulted in an independent audit of the services delivered to beneficiaries in Horatio’s Gardens. We were selected to run a pilot study, funded by the NHS Transformational Fund, to extend the existing successful weekday Arts Programme in three gardens to evenings and weekends. 

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The Arts Programme further benefited from a partnership with ArtCare in Salisbury Hospital who arranged and funded live music performances in the garden and we collaborated with Live Music Now Scotland who arranged and generously fund 50% of the weekly concerts in the garden in Glasgow. 

Our gardens were used by Back-Up Trust to teach wheelchair skills to newly injured people, maximising their abilities and confidence. A joint social media campaign with eight other spinal charities is planned to mark Spinal Cord Injury Awareness Day in May 2023. 

5. Further build and support the volunteer teams and develop the volunteer fundraising community across the charity. 

A Volunteer Coordinator was appointed to ensure we are delivering a consistent volunteer experience across all Horatio’s Gardens. We are thankful to the Rank Foundation for funding this role as part of its Time to Shine programme. A complete review is now underway to make certain we are delivering best practice to our volunteers who are vital to our projects. 

Volunteer fundraising committees have been established in five out of the six gardens so far and are steadily building in momentum. 

6. Celebrate and acknowledge the support of volunteers, the 10th anniversary of the opening of the first Horatio’s Garden. 

We recognise the dedication of all our volunteers. Through Covid challenges, their commitment and resilience proved unshakeable. 

We marked the ten years’ service of volunteers in Horatio’s Garden South West with a celebration in the garden. 

7. Pilot the introduction of Arts Activities Assistants to extend the arts programme into evenings and weekends. 

Over the course of the year, we appointed Arts Activities Assistants in four gardens and rolled out the weekday Arts Programme to evenings and weekends.  The funding from the NHS Transformation Fund will support the pilot study in three gardens until December 2023. 

## Plan for 2023/24 

The future aims and key objectives, identified by the trustees, are to: 

1. Create an award-winning Horatio’s Garden at the Chelsea Flower Show in May 2023, showcasing the charity to spread awareness of its vital work. 

2. Meet the target for the capital build for Horatio’s Garden Sheffield & East and prepare to commence construction. 

3. Implement a new staff structure, including the appointment of a CEO, to facilitate the charity’s next phase of growth from six projects to eleven.  Appoint a Director of Gardens to deliver parity of service across all gardens and support the growing number of garden teams who are geographically distant across the UK. 

4. Establish a rolling review plan of the earlier gardens, ensuring that they are still delivering the best service to beneficiaries as the gardens mature. 

5. Complete the build and open Horatio’s Garden Northern Ireland. 

6. Select a designer and begin the consultation and project-planning phase for the ninth Horatio’s Garden. 

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7. Generate discussion around accessible garden design. 

## Staff and Volunteers 

The charity continues to grow with the addition of a Corporate Partnerships Manager to strengthen our corporate support and four garden-based Arts Activities Assistants who are delivering therapeutic arts events for patients and their loved ones during evenings and weekends. 

A new Director of Communications and Events joined the Senior Management Team in July 2022. This role has driven the website redesign and brand update in time for the May 2023 RHS Chelsea Flower, where Horatio’s Garden had a Main Avenue garden. 

At the start of the financial year there were 26 core staff working 17.2 full-time equivalent roles. At the end of the financial year, the charity employed 35 staff equating to 21.4 fulltime roles. 

Volunteers are at the heart of every Horatio’s Garden be it gardening, patient support, cake baking, fundraising or administrative roles. There are currently 176 volunteers helping across all gardens and at the charity’s office in Salisbury.  This year, the average weekly volunteer time totalled 250 hours giving an annual total of 13048 hours. This compares to 11624 hours in 2021/2. 

Both the charity’s Founder & Chair of Trustees, Dr Olivia Chapple, and Trustee, Victoria Holton, continue their dedication to the charity as volunteers on a full-time basis. 

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## Raising Funds 


**----- Start of picture text -----**<br>
Income<br> £1,800,000<br> £1,600,000<br> £1,400,000<br> £1,200,000<br> £1,000,000<br> £800,000<br> £600,000<br> £400,000<br> £200,000<br> £-<br>Donations From Donations from Trusts, Trading Activities Other Income<br>Individuals Foundations and<br>Corporate<br>2022 2023<br>**----- End of picture text -----**<br>


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. 

2022-23 was a successful year of fundraising with Trusts & Foundations, Corporate Partnerships, Major Donors (excluding legacy giving), Regular Giving and 3rd Party fundraising all growing in value from the previous year. 

Trust & Foundation funding continued to be the primary source of income for the charity, generating £1.3 million, an increase of over £400,000 from 2021-22. This increase was primarily driven by a very positive response from Trusts & Foundations to our Northern Ireland Capital Appeal. We would like to thank all our trust funders and we are very grateful for all the support they give the charity including: 

- Garfield Weston Foundation – Horatio’s Garden Northern Ireland 

- Millennium Stadium Charitable Trust – Horatio’s Garden Wales 

- Mitre Trust – Horatio’s Garden Northern Ireland 

- The Alborada Trust – Horatio’s Garden Stoke Mandeville 

- The Lawson Trust - Horatio’s Garden London & South East 

- The Linbury Trust – Horatio’s Garden Oswestry 

- The Wates Foundation – Restricted 

- The Wolfson Foundation – Horatio’s Garden Northern Ireland 

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We launched the Capital Appeal for the Sheffield project in October 2022 and by the end of the financial year 2022-23 we had received a total of £41,235 income and received pledges worth £775,000. 

2022-23 saw our incredible fundraisers take on huge personal challenges. The Horatio’s Cycle ride took place in summer 2022 with a phenomenal team of five including former patient, Toby Morgan-Grenville, Horatio Chapple’s brother, Titus Chapple, Horatio’s good friend Robin Butler, Olivia Caplan and Mortimer McKechnie riding over 1,100 miles, visiting all 11 UK NHS Spinal Injury Centres over a period of 11 days. The team raised over £80,000 for the charity. Another fantastic supporter, Jack Folkestone, who last year completed the Marathon De Sables for Horatio’s Garden, conquered the Ice Ultra Challenge – a 5 day, 230km footrace across the Arctic Circle. Jack raised over £25,000 for the charity. 

Building on the exceptional legacy we received in 2021-22, the introduction of a legacy giving programme has seen further pledges in 2022-23 with several donors taking will packages and choosing to pledge a total of £62,500 to the charity. 

The individual giving Friends programme continued to grow, with 57 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 gifts, as well as supporters who generously donated Gifts in Kind for the spring raffle and products to be used in the gardens. Donors may choose to give to a particular regional 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 our 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 Horatio’s Garden Northern Ireland.  To date the National Garden Scheme have generously donated £495,620 to Horatio’s Garden and have made a commitment to funding a contribution to all future gardens. 

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## Financial Review 

The accounts show a net surplus of funds of £429,834 for the year. Included in the surplus was £382,718 of income donated specifically for the construction of Horatio’s Garden Northern Ireland. Construction of the garden located at the spinal cord injuries unit in Musgrave Park Hospital, Belfast, commenced in February 2023 and is ongoing. We expect the garden to open autumn 2023. 

## Total income 

Total income for the year ending 30th April 2023 decreased by £339,687, to £2,268,367 (2022: £2,608,054). 2022 year was an exceptional year with the receipt of a large legacy (£714,092). Excluding this from the comparison, income has increased for the year to April 2023. 

Restricted income for the year of £1,534,610 accounted for 68% of the total income. Of the restricted income of £675,520, 45% was for the design and build of the Northern Ireland garden. 

## Total expenditure 

Total expenditure for the year was £1,838,533 (2022: £1,957,106). Garden design and construction costs for the year were £582,427. Construction cost include the final payment for the London & South East garden and the first stage payments for the Northern Ireland garden as well as the production costs for a garden pod that will go to the next garden in Sheffield. 

The opportunity to have a main avenue garden at RHS Chelsea Flower show in May 2023, funded by Project Giving Back has resulted in the design and construction of a garden pod to be part of the RHS Chelsea Flower show garden – it will then be re-housed in the eighth garden in Sheffield, construction planned for May 2024. 

## Fundraising costs 

Fundraising costs for the year were £355,877 (2022: £266,918). The increase reflects the increase in fundraising activity and events this year as the charity continues to return to a full programme of fundraising events following the adverse impact of the pandemic. 

## Transfer between funds 

Unrestricted funds were transferred to specific restricted garden funds to cover the allocated support costs. In addition, the designated maintenance fund was used to fund £43,871 of repairs to ensure the sustainability of the gardens in the future. 

## Current Assets 

The cash at bank and in hand at the end of the year, largely reflects the committed funds to be used for the completion of the Belfast capital build and the subsequent building of the Sheffield garden. The trustees are resolved not to start building a project until all the funding is secured to minimise risk to the Charity. As the capital programmes take more than one financial year, funds build and consequently may appear high at the end of a financial year. 

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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 six- and eight-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 2023 will be between £747,947 and £997,262. 

Total funds at the end of 2023 were £2,419,643 of which £578,934 were held as restricted funds and £882,243 as designated funds. 

At 30th April 2023, the charity held free reserves defined as unrestricted funds, less fixed assets, less designated funds of £936,005 (2022: £779,374) 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<br>income to maintain existing gardens|Regular review of forecast income and<br>planning<br>Diversify income streams; develop<br>investment strategy; ensure robust<br>reserves policy|
|New garden development – financial<br>risk associated with new garden build|Professional teams engaged to cost and<br>project manage; fixed/capped contracts<br>pricing where possible; construction not<br>started until funding secured|
|Key personnel – loss or incapacity of<br>figurehead leading to loss in<br>confidence among donors|Strengthen Senior Management Team to<br>support role; Trustees regularly<br>communicate to ensure they are informed<br>of charity operations|
|Safeguarding - inability to safeguard<br>patients|Clear safeguarding policy; training of staff<br>and volunteers; DBS checks completed|
|NHS change in strategy - hospital changes<br>location of spinal centre or leased garden<br>area|Build relationship with hospital to ensure<br>information flow; termination clause in<br>leases|
|Data security – security of donor data|Cyber security measures taken; back up of<br>data held at alternative location; no data<br>is given to third parties for their use|



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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 Management Team of a Finance Director, Director of Fundraising  and Director of Communications & Events (from October 2022). 

## 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 John Yallop James Alexander Sinclair 

## 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. 

## Safeguarding 

The Trustees are committed to safeguarding the welfare of vulnerable people and follow the safer recruitment process for staff and volunteers.  We support a culture of safeguarding across the charity, all staff and volunteers complete safeguarding training annually. In addition, our volunteers complete induction and training required by the relevant NHS hospital. 

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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. 

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## Report of the Independent Auditors 

## 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 2023 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 2023 and of the group’s incoming resources and application of resources for the year then ended; 

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

- have been prepared in accordance with the requirements of the Charities Act 2011; 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. 

## 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 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 

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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. 

## Other matters prescribed by the Companies Act 2006 

In our opinion, based on the work undertaken in the course of the audit: 

- the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the Trustees’ Annual Report has been prepared in accordance with applicable legal requirements. 

## 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 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. 

19 



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. 

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 noncompliance 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. 

20 



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 Chartered Accountants Statutory Auditors Midland House, 2 Poole Road, Bournemouth, BH2 5QY 

## Date: 12 October 2023 

Saffery Champness is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006 

21 



## Consolidated Statement of Financial Activities 

## **HORATIO'S GARDEN Consolidated Statement of Financial Activities (including the Income and Expenditure account) For the year ended 30 April 2023** 

|**Income and expenditure**<br>**Unrestricted**<br>**Note**<br>**£**<br>**INCOME AND ENDOWMENTS FROM:**<br>2<br>582,514<br>3<br>137,095<br>4<br>14,148<br>733,757<br>166,795<br>53,445<br>5<br>220,240<br>513,517<br>16<br>(447,600)<br>**65,917**<br>1,774,792<br>**1,840,709**<br>Transfers between funds<br>**NET MOVEMENT IN FUNDS**<br>Total funds brought forward<br>**Total expenditure**<br>**Total income**<br>**RECONCILIATION OF FUNDS:**<br>Investment income<br>Trading activities<br>**EXPENDITURE ON:**<br>Raising funds<br>**TOTAL FUNDS CARRIED FORWARD**<br>Donations and legacies<br>**NET INCOME/(EXPENDITURE)**<br>Charitable activities|**Restricted**<br>**£**<br>1,508,976<br>25,634<br>-<br>1,534,610<br>189,082<br>1,429,211<br>1,618,293<br>(83,683)<br>447,600<br>**363,917**<br>215,017<br>**578,934**|**2023**<br>**2022**<br>**Total**<br>**Total**<br>**£**<br>**£**<br>2,091,490<br>2,438,733<br>162,729<br>168,939<br>14,148<br>382<br>2,268,367<br>2,608,054<br>355,877<br>266,918<br>1,482,656<br>1,690,188<br>1,838,533<br>1,957,106<br>429,834<br>650,948<br>-<br>-<br>**429,834**<br>**650,948**<br>1,989,809<br>1,338,861<br>**2,419,643**<br>**1,989,809**|
|---|---|---|



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 

22 



## Balance Sheets 

## **HORATIO'S GARDEN Balance Sheets As at 30 April 2023** 

|**Note**<br>**Fixed assets**<br>Tangible fixed assets<br>11<br>Investments<br>12<br>**Current assets**<br>Stock<br>Debtors<br>13<br>Cash at bank and in hand<br>**Total current assets**<br>**Liabilities**<br>Provisions For Liabilities<br>14<br>**Net current assets**<br>**NET ASSETS**<br>**Funds**<br>Unrestricted funds:<br>General funds<br>Designated funds<br>16<br>Restricted income funds<br>16<br>**TOTAL CHARITY FUNDS**<br>Creditors: Amounts due<br>within one year|**Consolidated**|**Consolidated**||**Charity**|
|---|---|---|---|---|
||**2023**<br>**£**<br>22,461<br>-<br>22,461<br>91,544<br>236,403<br>2,618,401<br>2,946,348<br>(549,166)<br>-<br>2,397,182<br>**2,419,643**<br>958,466<br>882,243<br>1,840,709<br>578,934<br>**2,419,643**|**2022**<br>**£**<br>19,304<br>-<br>19,304<br>31,133<br>290,084<br>2,073,251<br>2,394,468<br>(382,475)<br>(41,488)<br>1,970,505<br>**1,989,809**<br>798,678<br>976,114<br>1,774,792<br>215,017<br>**1,989,809**||**2023**<br>**2022**<br>**£**<br>**£**<br>22,461<br>19,304<br>-<br>-<br>22,461<br>19,304<br>-<br>-<br>328,012<br>322,399<br>2,603,578<br>2,049,463<br>2,931,590<br>2,371,862<br>(542,055)<br>(379,376)<br>-<br>(41,488)<br>2,389,535<br>1,950,998<br>**2,411,996**<br>**1,970,302**<br>950,819<br>779,171<br>882,243<br>976,114<br>1,833,062<br>1,755,285<br>578,934<br>215,017<br>**2,411,996**<br>**1,970,302**|



The financial statements were approved and authorised for issue by the Board of Trustees on 19th September 2023 and were signed on its behalf by: 


## **Olivia Chapple** 

Trustee 

The notes form part of these financial statements 

23 



## Statement of Cash Flows 

## **HORATIO'S GARDEN** 

## **Consolidated Statement of Cash Flows For the year ended 30 April 2023** 

|Notes<br>**CASH FLOWS FROM OPERATING ACTIVITIES:**<br>Net cash provided by/(used in) operating activities<br>a<br>Cash flows from investing activities:<br>Purchase of property and other fixed assets<br>Investment income - bank interest<br>Net cash provided by/(used in) investing activities<br>**CHANGE IN CASH AND CASH EQUIVALENTS FOR THE YEAR**<br>Cash and cash equivalents brought forward<br>b<br>**CASH AND CASH EQUIVALENTS CARRIED FORWARD**<br>**AT 30 April**<br>b|**2023**<br>**2022**<br>**£**<br>**£**<br>544,749<br>842,258<br>(13,747)<br>(8,156)<br>14,148<br>382<br>401<br>(7,774)<br>545,150<br>834,484<br>2,073,251<br>1,238,767<br>**2,618,401**<br>**2,073,251**|
|---|---|



|**a)**|**Reconciliation of net income/(expenditure) to net cash flow from operating**|**Reconciliation of net income/(expenditure) to net cash flow from operating**|**activities**|
|---|---|---|---|
|||**2023**|**2022**|
|||**£**|**£**|
||Net income/(expenditure) for the year as per the|||
||Statement of Financial Activities|429,834|650,948|
||Adjusted for:|||
||Depreciation|10,590|10,020|
||Investment income|(14,148)|(382)|
||(Increase)/decrease in stock|(60,411)|9,218|
||(Increase)/decrease in debtors|53,681|(147,308)|
||Increase/(decrease) in creditors|125,203|319,762|
||**Net cash (used in)/provided by operating activities**|544,749|842,258|
|**b)**|**Analysis of cash and cash equivalents and net debt**|||
|||**2023**|**2022**|
|||**£**|**£**|
||Cash at bank and in hand|2,618,401|2,073,251|



24 



## Notes to the Financial Statements for the year ended 30 April 2023 

## 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. 

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. 

25 



## f) Stock 

Stock of merchandise is valued at the lower of cost (including delivery costs) 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. 

26 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

|**2. Donations and legacies**<br>**Unrestricted**<br>**£**<br>Donations from individuals<br>332,458<br>Legacies<br>1,244<br>Donations from trusts, foundations<br>243,629<br>Raffle and auction income<br>5,183<br>582,514<br>**3. Trading activities**<br>**Unrestricted**<br>**£**<br>Shop income<br>63,272<br>Sponsorship<br>32,350<br>Events income<br>41,473<br>137,095<br>**4. Investment income**<br>**Unrestricted**<br>**£**<br>Bank interest<br>14,148<br>14,148|**Restricted**<br>**£**<br>197,518<br>-<br>1,309,992<br>1,466<br>1,508,976<br>**Restricted**<br>**£**<br>-<br>5,250<br>20,384<br>25,634<br>**Restricted**<br>**£**<br>-<br>-|**Total**<br>**2023**<br>**£**<br>529,976<br>1,244<br>1,553,621<br>6,649<br>2,091,490<br>**Total**<br>**2023**<br>**£**<br>63,272<br>37,600<br>61,857<br>162,729<br>**Total**<br>**2023**<br>**£**<br>14,148<br>14,148|**Unrestricted**<br>**£**<br>501,592<br>714,092<br>177,792<br>107,825<br>1,501,301<br>**Unrestricted**<br>**£**<br>72,389<br>17,932<br>38,921<br>129,242<br>**Unrestricted**<br>**£**<br>382<br>382|**Total**<br>**Restricted**<br>**2022**<br>**£**<br>**£**<br>174,655<br>676,247<br>-<br>714,092<br>762,050<br>939,842<br>727<br>108,552<br>937,432<br>2,438,733<br>**Total**<br>**Restricted**<br>**2022**<br>**£**<br>**£**<br>-<br>72,389<br>2,500<br>20,432<br>37,197<br>76,118<br>39,697<br>168,939<br>**Total**<br>**Restricted**<br>**2022**<br>**£**<br>**£**<br>-<br>382<br>-<br>382|
|---|---|---|---|---|



27 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

|**5. Total Expenditure**<br>**Fundraising**<br>**costs**<br>**£**<br>**Horatio's Garden Shop**<br>Shop purchases<br>41,817<br>Shop running costs<br>11,730<br>53,547<br>**Horatio's Garden South West**<br>Fundraising costs<br>9,657<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>9,657<br>**Horatio's Garden Scotland**<br>Fundraising costs<br>12,548<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>12,548<br>**Horatio's Garden Stoke Mandeville**<br>Fundraising costs<br>10,847<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>10,847<br>**Horatio's Garden Midlands**<br>Fundraising costs<br>8,618<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>8,618<br>**Horatio's Garden London & South East**<br>Fundraising costs<br>8,183<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>8,183<br>**Horatio's Garden Wales**<br>Fundraising costs<br>20,541<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>20,541|**5. Total Expenditure**<br>**Fundraising**<br>**costs**<br>**£**<br>**Horatio's Garden Shop**<br>Shop purchases<br>41,817<br>Shop running costs<br>11,730<br>53,547<br>**Horatio's Garden South West**<br>Fundraising costs<br>9,657<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>9,657<br>**Horatio's Garden Scotland**<br>Fundraising costs<br>12,548<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>12,548<br>**Horatio's Garden Stoke Mandeville**<br>Fundraising costs<br>10,847<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>10,847<br>**Horatio's Garden Midlands**<br>Fundraising costs<br>8,618<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>8,618<br>**Horatio's Garden London & South East**<br>Fundraising costs<br>8,183<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>8,183<br>**Horatio's Garden Wales**<br>Fundraising costs<br>20,541<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>20,541|**Direct**<br>**costs**<br>**£**<br>-<br>-<br>-<br>-<br>-<br>64,237<br>6,496<br>70,733<br>-<br>1,363<br>80,217<br>1,089<br>82,669<br>-<br>5,833<br>66,135<br>421<br>72,389<br>-<br>156<br>57,002<br>700<br>57,858<br>-<br>40,252<br>72,087<br>1,738<br>114,077<br>-<br>112,726<br>54,962<br>6,415<br>174,103|**Support**<br>**Total**<br>**costs**<br>**2023**<br>**£**<br>**£**<br>-<br>41,817<br>-<br>11,730<br>-<br>53,547<br>-<br>9,657<br>-<br>-<br>64,237<br>45,277<br>51,773<br>45,277<br>125,667<br>-<br>12,548<br>-<br>1,363<br>-<br>80,217<br>48,760<br>49,849<br>48,760<br>143,977<br>-<br>10,847<br>-<br>5,833<br>-<br>66,135<br>50,501<br>50,922<br>50,501<br>133,737<br>-<br>8,618<br>-<br>156<br>-<br>57,002<br>50,501<br>51,201<br>50,501<br>116,977<br>-<br>8,183<br>-<br>40,252<br>-<br>72,087<br>52,242<br>53,980<br>52,242<br>174,502<br>-<br>20,541<br>-<br>112,726<br>-<br>54,962<br>48,760<br>55,175<br>48,760<br>243,404|
|---|---|---|---|
||20,541|||



28 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

## **Note 5 Continued** 

|**Horatio's Garden Northern Ireland**<br>Fundraising costs<br>72,540<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>72,540<br>**Horatio's Garden Sheffield & East**<br>Fundraising costs<br>11,148<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>11,148<br>**Restricted Core Grants**<br>Fundraising costs<br>35,000<br>Management, admin and support<br>-<br>35,000<br>**Support**<br>Management, admin and support<br>113,248<br>113,248<br>355,877|**Horatio's Garden Northern Ireland**<br>Fundraising costs<br>72,540<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>72,540<br>**Horatio's Garden Sheffield & East**<br>Fundraising costs<br>11,148<br>Garden design and build<br>-<br>Garden maintenance & running costs<br>-<br>Management, admin and support<br>-<br>11,148<br>**Restricted Core Grants**<br>Fundraising costs<br>35,000<br>Management, admin and support<br>-<br>35,000<br>**Support**<br>Management, admin and support<br>113,248<br>113,248<br>355,877|-<br>283,028<br>1,824<br>7,950<br>292,802<br>-<br>139,070<br>589<br>-<br>139,659<br>-<br>111,466<br>111,466<br>14,302|-<br>72,540<br>-<br>283,028<br>-<br>1,824<br>17,414<br>25,364<br>17,414<br>382,756<br>-<br>11,148<br>-<br>139,070<br>-<br>589<br>-<br>-<br>-<br>150,807<br>-<br>35,000<br>-<br>111,466<br>-<br>146,466<br>39,143<br>166,693|
|---|---|---|---|
||11,148|||
||35,000<br>-|||
||35,000|||
||113,248|||
||113,248|14,302|39,143<br>166,693|
|||1,130,058|352,598<br>1,838,533|
||355,877|||



29 



## **HORATIO'S GARDEN** 

**Notes to the Financial Statements For the year ended 30 April 2022** 

|**5.**<br>**Total Expenditure**<br>**Fundraising**<br>**Direct**<br>**costs**<br>**costs**<br>**£**<br>**£**<br>**Horatio's Garden Shop**<br>Shop purchases<br>41,157<br>-<br>Shop running costs<br>11,251<br>-<br>52,408<br>-<br>**Salisbury Garden**<br>Fundraising costs<br>5,982<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>66,288<br>Management, admin and support<br>-<br>2,099<br>5,982<br>68,387<br>**Scotland Garden**<br>Fundraising costs<br>11,291<br>-<br>Garden design and build<br>-<br>30,462<br>Garden maintenance & running cost<br>-<br>58,288<br>Management, admin and support<br>-<br>579<br>11,291<br>89,329<br>**Stoke Mandeville**<br>Fundraising costs<br>9,317<br>-<br>Garden design and build<br>-<br>98,174<br>Garden maintenance & running cost<br>-<br>54,601<br>Management, admin and support<br>-<br>1,776<br>9,317<br>154,551<br>**Oswestry**<br>Fundraising costs<br>4,009<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>48,208<br>Management, admin and support<br>-<br>847<br>4,009<br>49,055<br>**London**<br>Fundraising costs<br>4,858<br>-<br>Garden design and build<br>-<br>58,471<br>Garden maintenance & running cost<br>-<br>51,972<br>Management, admin and support<br>-<br>120<br>4,858<br>110,563<br>**Cardiff**<br>Fundraising costs<br>34,549<br>-<br>Garden design and build<br>-<br>834,000<br>Garden maintenance & running cost<br>-<br>23,395<br>Management, admin and support<br>-<br>1,295<br>34,549<br>858,690<br>**Northern Ireland**<br>Fundraising costs<br>7,073<br>-<br>Garden design and build<br>-<br>16,153<br>Garden maintenance & running cost<br>-<br>1,352<br>Management, admin and support<br>-<br>440<br>7,073<br>17,945<br>**Restricted Core Grants**<br>Fundraising costs<br>-<br>-<br>Management, admin and support<br>-<br>20,975<br>-<br>20,975<br>**Support**<br>Management, admin and support<br>137,431<br>1,099<br>137,431<br>1,099<br>266,918<br>1,370,594|**5.**<br>**Total Expenditure**<br>**Fundraising**<br>**Direct**<br>**costs**<br>**costs**<br>**£**<br>**£**<br>**Horatio's Garden Shop**<br>Shop purchases<br>41,157<br>-<br>Shop running costs<br>11,251<br>-<br>52,408<br>-<br>**Salisbury Garden**<br>Fundraising costs<br>5,982<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>66,288<br>Management, admin and support<br>-<br>2,099<br>5,982<br>68,387<br>**Scotland Garden**<br>Fundraising costs<br>11,291<br>-<br>Garden design and build<br>-<br>30,462<br>Garden maintenance & running cost<br>-<br>58,288<br>Management, admin and support<br>-<br>579<br>11,291<br>89,329<br>**Stoke Mandeville**<br>Fundraising costs<br>9,317<br>-<br>Garden design and build<br>-<br>98,174<br>Garden maintenance & running cost<br>-<br>54,601<br>Management, admin and support<br>-<br>1,776<br>9,317<br>154,551<br>**Oswestry**<br>Fundraising costs<br>4,009<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>48,208<br>Management, admin and support<br>-<br>847<br>4,009<br>49,055<br>**London**<br>Fundraising costs<br>4,858<br>-<br>Garden design and build<br>-<br>58,471<br>Garden maintenance & running cost<br>-<br>51,972<br>Management, admin and support<br>-<br>120<br>4,858<br>110,563<br>**Cardiff**<br>Fundraising costs<br>34,549<br>-<br>Garden design and build<br>-<br>834,000<br>Garden maintenance & running cost<br>-<br>23,395<br>Management, admin and support<br>-<br>1,295<br>34,549<br>858,690<br>**Northern Ireland**<br>Fundraising costs<br>7,073<br>-<br>Garden design and build<br>-<br>16,153<br>Garden maintenance & running cost<br>-<br>1,352<br>Management, admin and support<br>-<br>440<br>7,073<br>17,945<br>**Restricted Core Grants**<br>Fundraising costs<br>-<br>-<br>Management, admin and support<br>-<br>20,975<br>-<br>20,975<br>**Support**<br>Management, admin and support<br>137,431<br>1,099<br>137,431<br>1,099<br>266,918<br>1,370,594|**5.**<br>**Total Expenditure**<br>**Fundraising**<br>**Direct**<br>**costs**<br>**costs**<br>**£**<br>**£**<br>**Horatio's Garden Shop**<br>Shop purchases<br>41,157<br>-<br>Shop running costs<br>11,251<br>-<br>52,408<br>-<br>**Salisbury Garden**<br>Fundraising costs<br>5,982<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>66,288<br>Management, admin and support<br>-<br>2,099<br>5,982<br>68,387<br>**Scotland Garden**<br>Fundraising costs<br>11,291<br>-<br>Garden design and build<br>-<br>30,462<br>Garden maintenance & running cost<br>-<br>58,288<br>Management, admin and support<br>-<br>579<br>11,291<br>89,329<br>**Stoke Mandeville**<br>Fundraising costs<br>9,317<br>-<br>Garden design and build<br>-<br>98,174<br>Garden maintenance & running cost<br>-<br>54,601<br>Management, admin and support<br>-<br>1,776<br>9,317<br>154,551<br>**Oswestry**<br>Fundraising costs<br>4,009<br>-<br>Garden design and build<br>-<br>-<br>Garden maintenance & running cost<br>-<br>48,208<br>Management, admin and support<br>-<br>847<br>4,009<br>49,055<br>**London**<br>Fundraising costs<br>4,858<br>-<br>Garden design and build<br>-<br>58,471<br>Garden maintenance & running cost<br>-<br>51,972<br>Management, admin and support<br>-<br>120<br>4,858<br>110,563<br>**Cardiff**<br>Fundraising costs<br>34,549<br>-<br>Garden design and build<br>-<br>834,000<br>Garden maintenance & running cost<br>-<br>23,395<br>Management, admin and support<br>-<br>1,295<br>34,549<br>858,690<br>**Northern Ireland**<br>Fundraising costs<br>7,073<br>-<br>Garden design and build<br>-<br>16,153<br>Garden maintenance & running cost<br>-<br>1,352<br>Management, admin and support<br>-<br>440<br>7,073<br>17,945<br>**Restricted Core Grants**<br>Fundraising costs<br>-<br>-<br>Management, admin and support<br>-<br>20,975<br>-<br>20,975<br>**Support**<br>Management, admin and support<br>137,431<br>1,099<br>137,431<br>1,099<br>266,918<br>1,370,594|**Support**<br>**Total**<br>**costs**<br>**2022**<br>**£**<br>**£**<br>-<br>41,157<br>-<br>11,251<br>-<br>52,408<br>-<br>5,982<br>-<br>-<br>66,288<br>36,500<br>38,599<br>36,500<br>110,869<br>-<br>11,291<br>-<br>30,462<br>-<br>58,288<br>36,500<br>37,079<br>36,500<br>137,120<br>-<br>9,317<br>-<br>98,174<br>-<br>54,601<br>40,712<br>42,488<br>40,712<br>204,580<br>-<br>4,009<br>-<br>-<br>-<br>48,208<br>40,712<br>41,559<br>40,712<br>93,776<br>-<br>4,858<br>-<br>58,471<br>-<br>51,972<br>42,116<br>42,236<br>42,116<br>157,537<br>-<br>34,549<br>-<br>834,000<br>-<br>23,395<br>42,116<br>43,411<br>42,116<br>935,355<br>-<br>7,073<br>-<br>16,153<br>-<br>1,352<br>14,039<br>14,479<br>14,039<br>39,057<br>-<br>-<br>35,000<br>55,975<br>35,000<br>55,975<br>31,899<br>170,429|
|---|---|---|---|
||52,408|-||
||5,982<br>-<br>t<br>-<br>-|-<br>-<br>66,288<br>2,099||
||5,982|68,387||
||11,291<br>-<br>t<br>-<br>-|-<br>30,462<br>58,288<br>579||
||11,291|89,329||
||9,317<br>-<br>t<br>-<br>-|-<br>98,174<br>54,601<br>1,776||
||9,317|154,551||
||4,009<br>-<br>t<br>-<br>-|-<br>-<br>48,208<br>847||
||4,009|49,055||
||4,858<br>-<br>t<br>-<br>-|-<br>58,471<br>51,972<br>120||
||4,858|110,563||
||34,549<br>-<br>t<br>-<br>-|-<br>834,000<br>23,395<br>1,295||
||34,549|858,690||
||7,073<br>-<br>t<br>-<br>-|-<br>16,153<br>1,352<br>440||
||7,073|17,945||
||-<br>-|-<br>20,975||
||-|20,975||
||137,431|1,099||
||137,431|1,099|31,899<br>170,429|
||||319,594<br>1,957,106|
||266,918|1,370,594||



30 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

|**6.**|**Support costs**|**2023**|**2022**|
|---|---|---|---|
|||**£**|**£**|
||Wages and staff contractors|207,679|191,398|
||PR and advertising|288|408|
||Rent and rates|25,251|23,129|
||Administration costs|52,405|61,749|
||Travel|12,568|12,038|
||Insurance|14,134|11,710|
||Audit and accountancy fees|16,224|8,240|
||Legal fees|19,734|7,390|
||Depreciation|4,315|3,532|
|||352,598|319,594|
|**7.**|**Net income/(expenditure)**|**Total**|**Total**|
|||**2023**|**2022**|
||This is stated after charging:|**£**|**£**|
||Depreciation|10,590|10,020|
||Operating lease rentals|19,453|18,840|
||Auditors' remuneration:|||
||- audit|10,200|8,240|
||- non-audit|6,024|-|
|**8.**|**Staff costs and numbers**|**2023**|**2022**|
|||**£**|**£**|
||Wages and salaries|605,530|513,210|
||Redundancy Costs||2,448|
||Social security costs|48,940|37,419|
||Employer's pension contributions|15,662|13,280|
|||670,132|566,357|
||Freelance and sub contractor costs|8,830|4,379|
|||678,962|570,736|
||The average number of people employed, including part-time staff:|**2023**|**2022**|
|||**No.**|**No.**|
|||30|25|



During the period under review the key management staff, as listed on the information page, received remuneration and pension benefits of £124,779 (2022 £113.617 ). No staff received pay over £60,000 (2022: none) 

31 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

## **9. Trustees expenses and remuneration** 

Trustees are not remunerated.  £104 of  admin expenses  was reimbursed to a Trustee during the year (2022:  £700 to two 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**<br>**Cost**<br>At 1 May 2022<br>Additions<br>Disposals<br>At 30 April 2023<br>**Depreciation**<br>At 1 May 2022<br>Charge for the year<br>Eliminated on disposals<br>At 30 April 2023<br>**Net book value**<br>At 30 April 2023<br>At 30 April 2022|**Office**<br>**equipment**<br>28,182<br>13,747<br>-<br>41,929<br>18,284<br>5,434<br>-<br>23,718<br>18,211<br>9,898|**Garden**<br>**equipment**<br>**Total**<br>**£**<br>**£**<br>142,674<br>170,856<br>-<br>13,747<br>-<br>-<br>142,674<br>184,603<br>133,268<br>151,552<br>5,156<br>10,590<br>-<br>-<br>138,424<br>162,142<br>4,250<br>22,461<br>9,406<br>19,304<br>**Group &**<br>**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<br>Gross expenditure (excluding gift aid donation)<br>Surplus for the year gift aided to parent charity|**2023**<br>**2022**<br>**£**<br>**£**<br>64,667<br>73,969<br>(57,260)<br>(54,698)<br>7,407<br>19,271|
|---|---|



At 30 April 2023 the company had net assets of £7,407 (2022: £19,271). 

32 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

## **13. Debtors** 

|Trade debtors<br>Gift aid receivable<br>Amount due from trading subsidiary<br>Prepayments and accrued income|**2023**<br>**2022**<br>**£**<br>**£**<br>27,379<br>45,925<br>10,012<br>9,334<br>-<br>-<br>199,012<br>234,825<br>236,403<br>290,084<br>**Consolidated**|**2023**<br>**2022**<br>**£**<br>**£**<br>25,422<br>45,925<br>10,012<br>9,334<br>94,960<br>35,772<br>197,618<br>231,368<br>328,012<br>322,399<br>**Charity**|
|---|---|---|



Included in the amounts due from the trading company is a loan of[£89,000.] This loan is subject to interest of 1% above the base rate. 

## **14. Creditors: amounts due within one year** 

|Trade creditors<br>Other taxation and social security<br>Accruals and deferred income<br>Amount due to trading subsidiary<br>**Provisions For Liabilities**|**2023**<br>**2022**<br>**£**<br>**£**<br>381,012<br>34,691<br>18,264<br>9,402<br>149,890<br>338,382<br>-<br>-<br>549,166<br>382,475<br>-<br>41,488<br>**Consolidated**|**2023**<br>**2022**<br>**£**<br>**£**<br>381,012<br>34,691<br>18,271<br>9,402<br>142,632<br>335,210<br>140<br>73<br>542,055<br>379,376<br>-<br>41,488<br>**Charity**|
|---|---|---|



## **15. Analysis of net assets between funds** 

|Unrestricted funds<br>**Net assets at the end of the year**<br>Restricted funds<br>Designated funds|**Fixed**<br>**assets**<br>**£**<br>22,461<br>-<br>-<br>22,461|**Net**<br>**current**<br>**Total**<br>**£**<br>**£**<br>936,005<br>958,466<br>882,243<br>882,243<br>578,934<br>578,934<br>2,397,182<br>2,419,643|
|---|---|---|



Comparative statement of funds for the year ended 30 April 2022: 

|Unrestricted funds<br>**Net assets at the end of the year**<br>Designated funds<br>Restricted funds|**Fixed**<br>**assets**<br>**£**<br>19,304<br>-<br>-<br>19,304|**Net**<br>**current**<br>**assets**<br>**Total**<br>**£**<br>**£**<br>779,374<br>798,678<br>976,114<br>976,114<br>215,017<br>215,017<br>1,970,505<br>1,989,809|
|---|---|---|



33 



## **HORATIO'S GARDEN** 

## **Notes to the Financial Statements For the year ended 30 April 2023** 

|**16. Statement of funds**<br>**Balance at**<br>**1.05.22**<br>**£**<br>**Unrestricted funds:**<br>776,851<br>21,827<br>798,678<br>23,095<br>10,000<br>1,523<br>27,665<br>12,923<br>20,908<br>150,000<br>150,000<br>-<br>580,000<br>976,114<br>491<br>111,401<br>703<br>229<br>363<br>78<br>46,556<br>-<br>55,196<br>215,017<br>1,989,809<br>**Balance at**<br>**1.05.22**<br>**£**<br>23,586<br>121,401<br>2,226<br>27,894<br>13,286<br>20,986<br>196,556<br>150,000<br>55,196<br>580,000<br>798,678<br>1,989,809<br>South West Garden<br>Scotland Garden<br>Stoke Mandeville Garden<br>**Restricted funds:**<br>Midlands Garden<br>Restricted Core Funding<br>London & South East<br>Wales Garden<br>Northern Ireland Garden<br>Repairs and Maintenance<br>Sheffield & East Garden<br>**Designated funds:**<br>Trading subsidiary funds<br>General charity funds<br>**Summary of funds by garden:**<br>South West Garden<br>Scotland Garden<br>Midlands Garden<br>London & South East<br>Wales Garden<br>Stoke Mandeville Garden<br>Restricted Core Funding<br>Northern Ireland Garden<br>Sheffield & East Garden<br>Restricted Core Funding<br>Other funds<br>South West Garden<br>Scotland Garden<br>Stoke Mandeville Garden<br>Midlands Garden<br>London & South East<br>Wales Garden<br>Northern Ireland Garden<br>Repairs and Maintenance<br>Sheffield & East Garden|**Incoming**<br>**resources**<br>**£**<br>669,090<br>64,667<br>733,757<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>93,028<br>123,029<br>104,882<br>84,498<br>75,979<br>159,215<br>675,520<br>109,300<br>109,159<br>1,534,610<br>2,268,367<br>**Incoming**<br>**resources**<br>**£**<br>93,028<br>123,029<br>104,882<br>84,498<br>75,979<br>159,215<br>675,520<br>109,300<br>109,159<br>-<br>733,757<br>2,268,367|**Outgoing**<br>**resources**<br>**£**<br>(166,693)<br>(53,547)<br>(220,240)<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>(125,667)<br>(143,977)<br>(133,737)<br>(116,977)<br>(174,502)<br>(243,404)<br>(382,756)<br>(150,807)<br>(146,466)<br>(1,618,293)<br>(1,838,533)<br>**Outgoing**<br>**resources**<br>**£**<br>(125,667)<br>(143,977)<br>(133,737)<br>(116,977)<br>(174,502)<br>(243,404)<br>(382,756)<br>(150,807)<br>(146,466)<br>-<br>(220,240)<br>(1,838,533)|**Transfers**<br>**to/(from)**<br>**Balance at**<br>**30.04.23**<br>**£**<br>**£**<br>(334,459)<br>944,789<br>(19,270)<br>13,677<br>(353,729)<br>958,466<br>-<br>23,095<br>-<br>10,000<br>-<br>1,523<br>-<br>27,665<br>-<br>12,923<br>-<br>20,908<br>-<br>150,000<br>(50,000)<br>100,000<br>-<br>-<br>(43,871)<br>536,129<br>(93,871)<br>882,243<br>45,300<br>13,152<br>48,700<br>139,153<br>50,500<br>22,348<br>50,500<br>18,250<br>99,300<br>1,140<br>85,800<br>1,689<br>17,500<br>356,820<br>50,000<br>8,493<br>-<br>17,889<br>447,600<br>578,934<br>-<br>2,419,643<br>**Transfers**<br>**to/(from)**<br>**Balance at**<br>**30.04.23**<br>**£**<br>**£**<br>45,300<br>36,247<br>48,700<br>149,153<br>50,500<br>23,871<br>50,500<br>45,915<br>99,300<br>14,063<br>85,800<br>22,597<br>17,500<br>506,820<br>-<br>108,493<br>-<br>17,889<br>(43,871)<br>536,129<br>(353,729)<br>958466<br>-<br>2,419,643|
|---|---|---|---|



34 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2022** 

|**16. Statement of funds**<br>**Unrestricted funds:**<br>Salisbury Garden<br>Scotland Garden<br>Oswestry Garden<br>London Garden<br>Cardiff Garden<br>Stoke Mandeville Garden<br>Restricted Core Funding<br>N Ireland Garden<br>**Designated funds:**<br>Trading subsidiary funds<br>General charity funds<br>Salisbury Garden<br>Scotland Garden<br>Stoke Mandeville Garden<br>**Restricted funds:**<br>Oswestry Garden<br>Restricted Core Funding<br>London Garden<br>Cardiff Garden<br>Northern Ireland Garden<br>Repairs and Maintenance<br>Sheffield Garden|**Balance at**<br>**1.05.21**<br>**£**<br>569,316<br>17,365<br>586,681<br>-<br>10,000<br>1,523<br>-<br>-<br>133,000<br>-<br>-<br>-<br>-<br>144,523<br>19,968<br>120,384<br>29,543<br>506<br>4,763<br>418,333<br>5,343<br>8,817<br>607,657<br>1,338,861|**Incoming**<br>**resources**<br>**£**<br>1,556,956<br>73,969<br>1,630,925<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>67,892<br>128,137<br>105,740<br>45,499<br>55,137<br>392,100<br>80,270<br>102,354<br>977,129<br>2,608,054|**Outgoing**<br>**resources**<br>**£**<br>(170,429)<br>(52,408)<br>(222,837)<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>(110,869)<br>(137,120)<br>(204,580)<br>(93,776)<br>(157,537)<br>(935,355)<br>(39,057)<br>(55,975)<br>(1,734,269)<br>(1,957,106)|**Transfers**<br>**to/(from)**<br>**Balance at**<br>**30.04.22**<br>**£**<br>**£**<br>(1,178,992)<br>776,851<br>(17,099)<br>21,827<br>(1,196,091)<br>798,678<br>23,095<br>23,095<br>-<br>10,000<br>-<br>1,523<br>27,665<br>27,665<br>12,923<br>12,923<br>(112,092)<br>20,908<br>150,000<br>150,000<br>150,000<br>150,000<br>-<br>-<br>580,000<br>580,000<br>831,591<br>976,114<br>23,500<br>491<br>-<br>111,401<br>70,000<br>703<br>48,000<br>229<br>98,000<br>363<br>125,000<br>78<br>-<br>46,556<br>-<br>55,196<br>364,500<br>215,017<br>-<br>1,989,809|
|---|---|---|---|---|



**Summary of funds by garden:** 

|Restricted Core Funding<br>Other funds<br>Salisbury Garden<br>Scotland Garden<br>Stoke Mandeville Garden<br>Oswestry Garden<br>London Garden<br>Cardiff Garden<br>N Ireland Garden<br>Repairs and Maintenance<br>Sheffield Garden<br>|**Balance at**<br>**1.05.21**<br>**£**<br>19,968<br>130,384<br>31,066<br>506<br>4,763<br>551,333<br>5,343<br>-<br>8,817<br>-<br>586,681<br>1,338,861<br>|**Incoming**<br>**resources**<br>**£**<br>67,892<br>128,137<br>105,740<br>45,499<br>55,137<br>392,100<br>80,270<br>-<br>102,354<br>-<br>1,630,925<br>2,608,054|**Outgoing**<br>**resources**<br>**£**<br>(110,869)<br>(137,120)<br>(204,580)<br>(93,776)<br>(157,537)<br>(935,355)<br>(39,057)<br>-<br>(55,975)<br>-<br>(222,837)<br>(1,957,106)|**Transfers**<br>**to/(from)**<br>**Balance at**<br>**30.04.22**<br>**£**<br>**£**<br>46,595<br>23,586<br>-<br>121,401<br>70,000<br>2,226<br>75,665<br>27,894<br>110,923<br>13,286<br>12,908<br>20,986<br>150,000<br>196,556<br>150,000<br>150,000<br>-<br>55,196<br>580,000<br>580,000<br>(1,196,091)<br>798,678<br>-<br>1,989,809|
|---|---|---|---|---|



35 



## **HORATIO'S GARDEN Notes to the Financial Statements For the year ended 30 April 2023** 

## **16. Statement of funds (continued)** 

Designated funds:  these represent funds set side for future developments and on going garden 

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 noncancellable operating leases for equipment as follows: 

|Less than 1 year<br>Between 2 and 5 years|**2023**<br>**2022**<br>**£**<br>**£**<br>19,453<br>19,453<br>28,376<br>47,829<br>47,829<br>67,282|
|---|---|



## **18. Future commitments** 

Expenditure for garden build authorised and contracted for but not provided for in the accounts amount to £1,040,687 for the  Northern Ireland Garden (2022: £145,495 for the Wales Garden). 

## **19. Related party transactions** 

Horatio’s Garden Shop Limited is a wholly owned subsidiary of the charity. 

In April 2015 the charity loaned £29,000, with an interest rate of 1% above base rate, to the company for working capital and additional loan of £60,000 was made to the Shop for purchases for the RHS Chelsea Flower show in 2023. Interest of £1,445 (2022: £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 £1,445 (2022: £290), a management fee to the charity in connection with administration and stock control of £2,268 was charged (2022: £2,000) and gift aid payable of £19,270 (2021: £17,099 due to change in accounting).  Sales of £1,395 were made from the subsidiary for stock used by the charity (2022:£1,580). At the year end the subsidiary owed the 

The trustees have made donations, individually or through charitable trusts controlled by the trustees, to the charity during the year £2,598 (2022: £8,080). 

James Alexander Sinclair is a Trustee, 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 £3,760 (2022: 4,164). 

36 



## Consolidated Statement of Financial Activities – Comparative Balances as at April 2022 

**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**<br>**Unrestricted**<br>**Note**<br>**£**<br>**INCOME AND ENDOWMENTS FROM:**<br>2<br>1,501,301<br>3<br>129,242<br>4<br>382<br>1,630,925<br>189,839<br>32,998<br>5<br>222,837<br>1,408,088<br>16<br>(364,500)<br>**1,043,588**<br>731,204<br>**1,774,792**<br>Donations and legacies<br>**NET INCOME/(EXPENDITURE)**<br>Charitable activities<br>Transfers between funds<br>**NET MOVEMENT IN FUNDS**<br>Total funds brought forward<br>**Total expenditure**<br>**Total income**<br>**RECONCILIATION OF FUNDS:**<br>Investment income<br>Trading activities<br>**EXPENDITURE ON:**<br>Raising funds<br>**TOTAL FUNDS CARRIED FORWARD**|**Restricted**<br>**£**<br>937,432<br>39,697<br>-<br> <br>977,129<br>77,079<br>1,657,190<br>1,734,269<br>(757,140)<br>364,500<br>**(392,640)**<br>607,657<br>**215,017**|**2022**<br>**Total**<br>**£**<br>2,438,733<br>168,939<br>382|
|---|---|---|
|||2,608,054|
|||266,918<br> <br>1,690,188|
|||1,957,106<br>|
|||650,948<br> <br>-|
|||**650,948**<br>1,338,861|
|||**1,989,809**|



37