Registered number: 08755152 Charity number: 1158795
## GROW COOK LEARN
## UNAUDITED
TRUSTEES' REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## GROW COOK LEARN
(A company limited by guarantee)
## CONTENTS
||Page|
|---|---|
|Reference and administrative details of the Charitable Company, its Trustees and|1|
|advisers||
|Chair's statement|2 - 3|
|Trustees' report|4 - 18|
|Independent examiner's report|19 - 20|
|Statement of financial activities|21|
|Balance sheet|22 - 23|
|Statement of cash flows|24|
|Notes to the financial statements|25 - 41|
|Appendix I - The 5 Year Plan||
GROW COOK LEARN
(A company limited by guarantee)
## REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITABLE COMPANY, ITS TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 MARCH 2024
|Trustees|Charles Edwards, Chair|
|---|---|
||Chris Barker (resigned 30 March 2024)|
||Isabelle Carter (appointed 10 November 2023)|
||Peter Carty|
||Angela English (resigned 30 March 2024)|
||Helen Fairweather (appointed 31 August 2023)|
||Laura Perratt (appointed 27 July 2023)|
||Philip Sams|
||David Warren|
|Company registered
number
08755152
Charity registered
number
1158795
Registered office
Shropshire Hills Discovery Centre
School Road
Craven Arms
Shropshire
SY7 9RS
Centre Manager
Grant Wilson
Accountants
WR Partners
Chartered Accountants
Belmont House
Shrewsbury Business Park
Shrewsbury
Shropshire
SY2 6LG||
Page 1
GROW COOK LEARN
(A company limited by guarantee)
## CHAIR'S STATEMENT FOR THE YEAR ENDED 31 MARCH 2024
The chair presents his statement for the year.
In April 2014, our Grow Cook Learn charity took over running the Shropshire Hills Discovery Centre from Shropshire Council. This Annual Report covers the year up April 2024 and therefore represents completion of our first 10 years.
My greatest pleasure is simply being able to write that! Many doubted, then and subsequently, whether the Centre would still be here. To be honest, so did we sometimes! It was a huge gamble taking on a heavily lossmaking Centre which had lost much of its energy and identity since its founding in 2001.
But not only are we still here, we are thriving. The results of this 2023/24 year are now the sixth in a row where we have been able to cover our core operating costs without one penny of taxpayers’ - or anyone else’s - money (apart from the same government support that all enterprises received when lockdown forced them to suspend operations). We know it took us four years to get to that point and that we wouldn’t be here but for Connexus Housing Association’s support as we moved the Centre from loss-making to break-even, and we will always be grateful for that financial support.
This hard-earned financial sustainability has enabled us to deliver on the main reason why we took that gamble back in 2014: to run a venue enabling people to rediscover and reconnect to the outdoors, something which is so integral to the human condition. Our 30 acres of river meadows are vibrant with nature and more and more people are enjoying them and learning from them.
As Grant Wilson, our Manager, explains in his section of this Annual Report, the Meadows are just one aspect of a very busy and successful 2023/24, the first year with our long-term tenure secured. Our popular café, Events programme and educational activities have remained central to our operations. In addition, our retail, Membership growth, fund-raising, Exhibition, volunteering, room hire and gallery activities have all contributed importantly to this successful year.
I particularly urge you to look at our appended new 2024-2028 5 year plan which the Trustees put together with Grant at the end of 2023/24. It sets out how the quality of the visitor experience will be central to all we do, and how improvements to the café, to the story we tell visitors and to our exhibition will deliver this. I am delighted with how much progress we have already made on this 5 year plan, including one of its objectives, to strengthen our Trustee body. The 2023/24 AGM in November 2024 will see a significant injection of new energy, expertise and commitment to our Board membership. They will take our educational charity through to its next phase of development, enabling me to step down after 10 years on the Board, and return to being an ordinary Member.
Looking back over the original plan which I helped put together in 2014, much of what we hoped for has been achieved, particularly in connecting people to the outdoor world. However there are two parts of the reason why we took on the Centre in the first place where we have yet to really make the impact we hoped.
One is to be at the heart of the food story of the Shropshire Hills. Agriculture, soil health, healthy eating and food tourism have been (and are and will be) fundamental to the Shropshire Hills, and the Discovery Centre needs to play a central role in relation to the area’s food story. I am delighted that at last Our Soil’s Got Soul project is getting off (on!) the ground in 2024/25, and that further food-themed development is in the pipeline.
Secondly, our very name - the Shropshire Hills Discovery Centre - emphasises our role as the place for the public to discover the designated Shropshire Hills National Landscape (formerly Area of Outstanding Natural Beauty). I am confident the Trustees and Grant will strengthen relationships with the Shropshire Hills National Landscape Partnership and other bodies to make this happen to a greater extent in the future.
Page 2
GROW COOK LEARN
(A company limited by guarantee)
## CHAIR'S STATEMENT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
There are so many people to thank for their contributions to the work of the Centre over these last ten years. We wouldn’t be here without our first Managers, and especially our current Manager Grant, whose vision, drive, style and ability to combine commercial and charitable objectives, have been exceptional.
Past and present Trustees, staff, volunteers, members, fund-raisers, friends in partner organisations, have also all been vital in getting us to where we are today. I thank you all very much.
## Charles Edwards
Prof Charles Edwards (rtd), Chair of Grow Cook Learn Ltd
Page 3
GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT FOR THE YEAR ENDED 31 MARCH 2024
The Trustees present their annual report together with the financial statements of the Charitable Company for the year 1 April 2023 to 31 March 2024. The Annual report serves the purposes of both a Trustees' report and a directors' report under company law. The Trustees confirm that the Annual report and financial statements of the charitable company comply with the current statutory requirements, the requirements of the charitable company's governing document and the provisions of the Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019).
Since the Charitable Company qualifies as small under section 382 of the Companies Act 2006, the Strategic report required of medium and large companies under the Companies Act 2006 (Strategic Report and Directors' Report) Regulations 2013 has been omitted.
## Objectives and activities
## a. Policies and objectives
The Articles of Association define the Objects of Grow Cook Learn as the promotion for the public benefit of urban or rural regeneration in the Area of Benefit by all or any of the following means:
• the protection or conservation of the environment;
• the advancement of education, training or retraining, particularly among unemployed people, and providing unemployed people with work experience;
• the creation of training and employment opportunities by the provision of workspace, buildings and/or land for use on favourable terms;
• the maintenance, improvement or provision of public amenities;
• the provision of recreational facilities for the public at large or those who by reason of their youth, age, infirmity or disablement, poverty or social and economic circumstances, have need of such facilities; and
• such other means as may from time to time be determined subject to the prior written consent of the Charity Commission for England and Wales.
These general objectives have been further refined since our formation into the specific overarching mission:
In setting objectives and planning for activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance 'Public benefit: running a charity (PB2)'.
Page 4
GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Objectives and activities (continued)
## b. Main activities undertaken to further the Charitable Company's purposes for the public benefit
Pursuing its Objects and mission, the main activity of Grow Cook Learn continued to be the operation of the iconic Shropshire Hills Discovery Centre in Craven Arms as an education and training centre for food related skills, as a visitor attraction linking food, landscape, wildlife and history in the Shropshire Hills and as a leisure resource for visitors and local residents.
Specifically, the main activities of Grow Cook Learn in 2023/24 were:
1. Running the café
2. Running the shop
3. Maintaining the Exhibition
4. Providing school visits when possible
5. Running a very limited programme of Events
6. Recruiting and keeping Members.
7. Maintaining and improving the meadows
## Achievements and performance
## a. Manager's Report
## Introduction
This year began in a new era of Grow Cook Learn’s life- as Freeholders of the Centre and long-term Leaseholders of the Onny Meadows, providing the charity with a sense of security and optimism. Buoyed by another year in which our operating costs were covered by our trading income, this period marked the shift from “survival” to “development” and our new long-term tenure of the site provided the opportunity to unlock the Centre’s potential via access to development grant funding.
Work began immediately and it’s pleasing that the year ended with our Squelch wetlands open to the public, our café refurbishment complete, a new accessible viewing platform at the dragonfly hotspot and Electric Vehicle chargers installed in the car park. These projects were made possible by grant funding, to which there would not formerly have been access. It is important to note we also received an extremely generous donation from one of our Members, who wishes to remain anonymous, of £10K, which will be used to create a serving hatch and a new servery, complementing our newly refurbished café.
Page 5
GROW COOK LEARN (A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Our Board and Management team remain stable and committed to taking Grow Cook Learn to the next level and a new 5-year plan (see appendix 1) was drawn up. The plan explores our strengths, weaknesses, opportunities and threats and lays out a vision until 2028, with visitor experience, storytelling and engagement at the heart of the offer.
## Finance.
Our first year as freeholders was completed with yet another small trading surplus, which means the Centre has now operated for six years without the need for external subsidy, funding its entire operation with its trading income. Our balance sheet and free reserves are both positive and growing.
The Development Account, containing money ring-fenced for specific development work and into which our Membership fees go, currently contains over £37K, and reserves continue to build. Although caution remains our key policy, there was sufficient confidence in our trading performance to allow some funds to be diverted from what would otherwise have been a much larger surplus to pay for improvements to the building and our refurbished café now provides a much more convivial and welcoming space for our visitors.
## Some detail:
We achieved total sales (net of VAT) of £636,786 broken down as follows
|Café||£392,801|
|---|---|---|
|Retail||£137,434|
|Exhibition||£20,651|
|Miscellaneous||£26,747|
|Education||£20,479|
|Gallery||£7,398|
|Events||£31,276|
Page 6
GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Throughout our history, the café has been the largest income stream for the charity, but in recent years, the shop and our thriving events programme have begun to generate significant net returns, contributing significantly to our bottom-line figure.
As we look towards development, the building of free reserves through successful trading will be vital part of our fundraising strategy, but it needs to be recognised that trading income will not on its own, allow our development plans to be completed and external funding through grants, legacies, partnerships, donations and community fundraising will remain an area of focus.
## Membership
Our Membership scheme grew from 400 to 440 members over this period, and there was a sense that Members felt more engaged with Grow Cook Learn, as witnessed by the record turnout at the 2023 AGM. Our Members are encouraged to take an active role in Centre life and it’s encouraging to see our Members joining in with volunteering programmes and helping with fundraising.
At our Board meeting in January, a review of the Membership scheme was carried out and the trustees noted that Membership encouraged regular visits, stimulating spend in the café and retail and engendered a sense of community. It was felt, therefore, that the discounts and fees for the coming year should remain unchanged and that growing our Membership should remain an important part of our strategy.
The charity is extremely grateful for the support of its Members, whose combined spend during this period was over £120K, nearly 20% of our total income.
Page 7
GROW COOK LEARN
(A company limited by guarantee)
TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Education.
Education is the beating heart of our operation and continues to delight our young audience.
The education offer has three components: The main educational offer linked to KS1 and 2 of the National Curriculum, our family activities in the school holidays and the Holiday Activities and Food (HAF) programme, aimed at providing an education, nutrition and exercise during the school holidays, primarily to those children who are eligible for free school meals.
Family activities
Page 8
GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Throughout the school holidays, we put on a family activity aimed at three- to eleven-year-olds. Across the halfterms, Easter, summer and Christmas holidays, we offered over 40 sessions including pond dipping, eavesdropping on plants, discover the iron-age, fire and food, and magic in science. Uptake on these sessions continued to be very strong throughout the year.
## Holiday Activities and Food (HAF) programme
We continued to develop our HAF programme this year, offering a total of 28 sessions through the Easter, summer and Christmas holidays, funded through a Shropshire Council grant which covered salaries, food and materials. The programme is aimed at those children eligible for free school meals and ensures those taking part receive a nutritious meal, some educational activity and the chance to exercise and socialise. We provided activities for over 200 free school meal children this year.
## Curriculum based activities
Year 3 & 4 classes remained the most popular to bring out on school trips (62%) Though we get from nursery through to some KS3 groups.
In KS1 (5-7 years) the natural sciences just pipped history (38% and 31% respectively) with plants and pond dipping getting slightly more schools than Mary Anning or the Ice Age, as the most popular topics, though they also came for cooking and paper making, among workshops. For KS2 (ages 7 – 11) history topics are the most in demand (68%), from Stone Age, Iron-Age and Anglo-Saxons, through to the Vikings, though they also investigated rivers, explored owl pellets, did orienteering and looked at the history of Shropshire’s geology.
Page 9
## GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
The vast majority of the schools were completely satisfied with their visit, leading to comments such as:
Just to say a huge thank you for the visit last Wednesday. It was really well organised, and the children thoroughly enjoyed it.
Thank you so much for a wonderful day. The children learnt so much and it was good to see how it built on their current knowledge of the Stone Age. Excellent mix of activities and good to see everyone getting involved and being enthusiastic.
Many thanks and hope to see you again.
Wonderful, thank you. We came because our head had been and highly recommended you.
Thank you so much for such a fantastic day. Everyone really enjoyed themselves and all the activities were pitched perfectly for our children. We really appreciate the hard work you all put in to make the day run so smoothly.
Volunteering.
Page 10
(A company limited by guarantee)
## GROW COOK LEARN
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Volunteering remains a key part of our offer and Grow Cook Learn is extremely grateful to the army of volunteers who offer their support in so many ways.
It is hoped that volunteering is seen as mutually beneficial, and much effort is made to provide support, personal development and training to those volunteers who require it.
The following are the areas where our volunteers have been most active:
- Trustees. Our Board of trustees are often taken for granted, but it is important they are recognised as a key part of our volunteer team. Our trustees have provided around 200 hours of free advice, support, expertise and energy to Grow Cook Learn during this period, for which we are very grateful.
- Retail support. Our retail operation is complex and time-consuming, requiring a lot of skilled input from volunteers who assist the Retail Manager in ensuring our shop, gallery and commission work is administered and managed effectively
- Finance. As a registered charity, it’s important our finance systems are thorough and transparent and volunteer support allows our Finance Manager to ensure this work is carried out to the required standard.
- Meadows and Grounds. The Onny Meadows Group (OMG) remains integral to our meadows management, carrying out around 900 hours of work each year and supporting the Ranger in delivering the Management plan for the Onny Meadows.
Grow Cook Learn is actively seeking to expand its volunteer programme and Members are encouraged to consider joining one of our groups.
Page 11
(A company limited by guarantee)
## GROW COOK LEARN
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Onny Meadows.
Page 12
(A company limited by guarantee)
## GROW COOK LEARN
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Under the stewardship of the Meadows Ranger, we successfully delivered our Meadows Management Plan objectives over the course of the year which we showcased at our Hay Meadow Festival in the summer of 2023.
We continued to work with the Craven Arms Community Garden Association (CACGA) to provide over 60 community garden plots which are used by local people to grow vegetables. CACGA manages the gardens, this year introducing a “Young Gardeners” project aimed at teaching young people where their food comes from and how to grow and care for vegetables. We are delighted to see the launch of this scheme and support CACGA to develop the gardens.
The management plan stipulates that we encourage public access to and awareness of a range of habitats which are managed for wildlife. These include the following:
Flower-Rich grassland. The meadows are managed through a single annual hay cut in late July, with the cuttings being baled and removed from the site. This reduces the fertility of the grassland year on year, encouraging a more diverse range of plant species. Yellow rattle is sown in certain areas to weaken grasses and create a suitable habitat for meadow plants. Meadow Saxifrage (Saxifraga granulata) is a rare meadow plant now well established on the site.
Ponds. We now have four ponds and a scrape, managed primarily by clearing vegetation from the margins to provide better habitat for dragonflies and amphibians. There is an aspiration to attract Great Crested Newt, and the ponds are tested annually for the presence of this rare species although it is not currently present.
Heritage Orchard. The orchard trees are pruned and mulched annually and the vegetation around the base of the trees is cleared to prevent fungal diseases. The trees are healthy and provide a reliable crop of apples, pears, quince, damsons and medlars which are used in the café and picked by local people for home cooking.
Page 13
GROW COOK LEARN
(A company limited by guarantee)
TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Woodland. Our wooded areas are entering the fourth year of an 8-year cycle of coppicing. This ancient method of managing woodlands is the best way of creating niche habitats and our woodlands are home to many species on mammals, including hedgehog, weasel, rabbit and short-tailed vole.
Withy Beds. Following their restoration in 2020, the withies continue to be managed through an annual harvest of the young willow “whips” which are used in basket and hurdle weaving.
Hedgerows. Our network of hedges now extends to over 2km, requiring cyclical cutting and periodic laying to ensure they remain in good shape. The older hedges provide dense cover for mammals, excellent nesting sites and food for birds including dunnocks and blackbirds and a refuge for invertebrates.
Overall, we are happy with the improvements which continue to be made in this area, but there are concerns around the spread of Ash Dieback and the amount of reed growth in the dragonfly ponds. Our limited resources mean that all the required work may not always be completed at the correct time, so work needs to be prioritised carefully. Longer term, there is an aspiration to increase the amount of labour in the meadows.
Events.
Page 14
## GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
The programme has two main aims- to deliver our charitable goal of connecting people to the food, history and landscape of the Shropshire Hills; and to generate income for the charity. Under the management of the Marketing and Business Development manager, our events programme remains a very successful part of our operation, growing again to generate over £31K of income.
The year was dominated by our two big fundraising events- the SW80K walking festival and our now famous Bonfire and Fireworks display. We also hosted, for the second time, the bi-annual Hay Meadow Festival in conjunction with Natural England and the National Trust.
On top of this, we ran myriad smaller events and courses including bird, butterfly, dragonfly and bee workshops, a series of summer car boot sales, Apple Day, lamb suppers, Frost Fair, Breakfast with Santa, Wild About wings, Jubilee Stories, a pruning course, and four wild garlic pesto workshops!
Our events continue to generate much interest and are an increasingly important part of our offer.
Page 15
GROW COOK LEARN
(A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Achievements and performance (continued)
Summary.
Our first year as freeholders of the Centre has been completed. We invested in our estate through the café refurbishment and the upgrading of the heating system and still managed to increase our cash reserves. Our visitor numbers grew incrementally from pre-covid levels, and we rode out the cost-of-living crisis.
There is every reason to feel proud of what has been achieved and I would like to thank the trustees, staff and volunteers for all they contribute to Grow Cook Learn and the Discovery Centre.
With the continued support of the Members and trustees, there is a growing confidence and commitment to realise our vision for the Centre.
Work to effect these changes is ongoing and we look forward to taking you with us on the journey.
Grant Wilson November 2024
## Financial review
## a. Going concern
The charity’s balance sheet on March 31[st] , 2024, shows Total Net assets of £178,830. Because of this, and another year when our operational income continued to cover our operational costs, the Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.
## b. Reserves policy
The free reserves figure is the unrestricted funds less any unrestricted fixed assets, and represents the funds available for use by the Charity. The free reserves at year end were at £43,091 (2023: £56,816). This would cover less than one month of expenditure. In the long term the Charity aims to build reserves to meet three months running costs.
Page 16
(A company limited by guarantee)
## GROW COOK LEARN
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Structure, governance and management
## a. Constitution
Grow Cook Learn is constituted under its Articles of Association, dated 30 October 2013 and is a registered charity, number 1158795. It is registered as incorporated in England and Wales..
## b. Methods of appointment or election of Trustees
The management of the Charitable Company is the responsibility of the Trustees who are elected and co-opted under the terms of the Memorandum of Association.
Prospective Trustees are made aware of the aims and activities of the Charity before their appointment.
Where specific duties are required of the Trustees, the Charity looks to appoint people with the appropriate skills and experience.
## c. Policies adopted for the induction and training of Trustees
Specific roles and areas of engagement are agreed for each trustee
## d. Organisational structure and decision making policies
The Directors practice their due diligence by seeking assurances from fellow Directors, Managers and staff that the organisation is being operated effectively, at Board Meetings and through various sub groups. Records are kept of these meetings and of decisions made.
## e. Financial risk management
The Trustees have assessed the major risks to which the charitable company is exposed, in particular, those related to the operations and finances of the charitable company and are satisfied that systems and procedures are in place to mitigate our exposure to the major risks. The Trustees have drawn up a new 5-year plan for the charity for 2023 to 2028, which incorporates an updated Risk Register. This can be found in the appendix to the accounts.
## Plans for future periods
The charity will press ahead with raising capital funds for the Outstanding Natural project whilst maintaining our operational effectiveness.
Page 17
GROW COOK LEARN (A company limited by guarantee)
## TRUSTEES' REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Statement of Trustees' responsibilities
The Trustees (who are also the directors of the Charitable Company for the purposes of company law) 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).
Company law requires the Trustees to prepare financial statements for each financial . Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Charitable Company and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles of the Charities SORP (FRS 102);
- make judgments and accounting estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards (FRS 102) have been followed, subject to any material departures disclosed and explained in the financial statements;
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charitable Company will continue in business.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charitable Company's transactions and disclose with reasonable accuracy at any time the financial position of the Charitable Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charitable Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Approved by order of the members of the board of Trustees and signed on their behalf by:
................................................ Prof. C P Edwards (Chair of Trustees) Date:
Page 18
(A company limited by guarantee)
## GROW COOK LEARN
## INDEPENDENT EXAMINER'S REPORT FOR THE YEAR ENDED 31 MARCH 2024
## Independent examiner's report to the Trustees of Grow Cook Learn ('the Charitable Company')
I report to the charity Trustees on my examination of the accounts of the Charitable Company for the year ended 31 March 2024.
## Responsibilities and basis of report
As the Trustees of the Charitable Company (and its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').
Having satisfied myself that the accounts of the Charitable Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Charitable Company's accounts carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
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GROW COOK LEARN (A company limited by guarantee)
## INDEPENDENT EXAMINER'S REPORT (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024
## Independent examiner's statement
Since the Charitable Company's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of ACCA, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
1. accounting records were not kept in respect of the Charitable Company as required by section 386 of the 2006 Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair' view which is not a matter considered as part of an independent examination; or
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
This report is made solely to the Charitable Company's Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might state to the Charitable Company's Trustees those matters I am required to state to them in an Independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charitable Company and the Charitable Company's Trustees as a body, for my work or for this report.
Signed: Dated: 28/10/2024
T Lunt BA FCCA MTPI
WR Partners Chartered Accountants Belmont House Shrwsbury Business Park Shrewsbury SY2 6LG
Page 20
GROW COOK LEARN (A company limited by guarantee)
## STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2024
|Note
Income from:
Donations and legacies
3
Charitable activities
4
Other income
5
Total income
Expenditure on:
Charitable activities
6
Total expenditure
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Net movement in funds
Total funds carried forward|Restricted
funds
2024
£
53,794
-
-
53,794
42,004
42,004
11,790
84,997
11,790
96,787|Unrestricted
funds
2024
£
33,334
636,786
-
670,120
659,001
659,001
11,119
70,924
11,119
82,043|Total
funds
2024
£
87,128
636,786
-
723,914
701,005
701,005
22,909
155,921
22,909
178,830|Total
funds
2023
£
100,460
557,265
250,000
907,725
596,827
596,827
310,898
(154,977)
310,898
155,921|
|---|---|---|---|---|
The Statement of financial activities includes all gains and losses recognised in the year.
The notes on pages 25 to 41 form part of these financial statements.
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GROW COOK LEARN
(A company limited by guarantee) REGISTERED NUMBER: 08755152
## BALANCE SHEET AS AT 31 MARCH 2024
|Note
Fixed assets
Tangible assets
11
Current assets
Stocks
12
Debtors
13
Cash at bank and in hand
Creditors: amounts falling due within one
year
14
Net current assets
Total assets less current liabilities
Total net assets|49,819
13,744
100,853
164,416
(74,538)|2024
£
88,952
88,952
89,878
178,830
178,830|36,172
20,232
102,088
158,492
(76,679)|2023
£
74,108|
|---|---|---|---|---|
|||||74,108
81,813|
|||||155,921|
|||||155,921|
Page 22
GROW COOK LEARN
(A company limited by guarantee) REGISTERED NUMBER: 08755152
## BALANCE SHEET (CONTINUED) AS AT 31 MARCH 2024
|||2024|2024|2023|
|---|---|---|---|---|
||Note|£||£|
|Charity funds|||||
|Restricted funds|15|96,787||84,997|
|Unrestricted funds|15|82,043||70,924|
|Total funds||178,830||155,921|
The Charitable Company was entitled to exemption from audit under section 477 of the Companies Act 2006.
The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.
The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:
................................................ Prof. C P Edwards (Chair of Trustees)
Date:
The notes on pages 25 to 41 form part of these financial statements.
Page 23
GROW COOK LEARN
(A company limited by guarantee)
## STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024
|Cash flows from operating activities
Net cash used in operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Net cash used in investing activities
Cash flows from financing activities
Net cash provided by financing activities
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
The notes on pages 25 to 41 form part of these financial statements|2024
£
26,248
(27,483)
(27,483)
-
(1,235)
102,088
100,853|2023
£
88,398
(70,286)
(70,286)
-
18,112
83,976
102,088|
|---|---|---|
Page 24
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 1. General information
Grow, Cook Learn is a charitable company, limited by guarantee and incorporated in England and Wales. The members of the charity are the trustees named on page 1 of these accounts. In the event of the charitable company being wound up, the liability in respect of the guarantee is limited to £1 per member of the charitable company.
## 2. Accounting policies
## 2.1 Basis of preparation of financial statements
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Grow Cook Learn meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.
## 2.2 Income
All income is recognised once the Charitable Company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable. Evidence of entitlement to a legacy exists when the Charitable Company has sufficient evidence that a gift has been left to them (through knowledge of the existence of a valid will and the death of the benefactor) and the executor is satisfied that the property in question will not be required to satisfy claims in the estate. Receipt of a legacy must be recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Charitable Company, can be reliably measured.
Grants are included in the Statement of financial activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.
Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.
Page 25
GROW COOK LEARN
(A company limited by guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 2. Accounting policies (continued)
## 2.3 Expenditure
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charitable Company's objectives, as well as any associated support costs.
All expenditure is inclusive of irrecoverable VAT.
## 2.4 Government grants
Government grants are recognised on entitlement to the income.
## 2.5 Tangible fixed assets and depreciation
Tangible fixed assets are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably.
Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Land is not depreciated. Depreciation on other assets is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method.
Depreciation is provided on the following basis:
Plant and machinery - 25% Office equipment - 25%
Page 26
GROW COOK LEARN
(A company limited by guarantee)
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 2. Accounting policies (continued)
## 2.6 Revaluation of tangible fixed assets
The freehold property is carried at fair value tot he charity at the date of revaluation. Revaluations are undertaken with sufficient regularity to ensure the carrying amount does not differ materially from that which would be determined using fair value at the reporting date.
Fair values are determined from market based evidence normaly undertaken by professional qualified valuers.
Revaluation gains and losses are recognised in other comprehensive income unless losses exceed the previously recognised gains or reflect a clear consumption of economic benefits, in which case the excess losses are recognised in profit or loss.
## 2.7 Stocks
Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and slow-moving stocks. Cost includes all direct costs and an appropriate proportion of fixed and variable overheads.
## 2.8 Debtors
Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.
## 2.9 Cash at bank and in hand
Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## 2.10 Liabilities and provisions
Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.
Liabilities are recognised at the amount that the Charitable Company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
## 2.11 Financial instruments
The Charitable Company only has financial assets and financial 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
## 2.12 Operating leases
Rentals paid under operating leases are charged to the Statement of financial activities on a straight-line basis over the lease term.
Page 27
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 2. Accounting policies (continued)
## 2.13 Pensions
The Charitable Company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charitable Company to the fund in respect of the year.
## 2.14 Fund accounting
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charitable Company and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charitable Company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
Page 28
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 3. Income from donations and legacies
|Donations
Legacies
Grants
Government grants
Similar incoming resources
Total 2023|Restricted
funds
2024
Unrestricted
funds
2024
£
£
1,250
21,131
-
10,000
34,251
-
18,293
1,356
-
847
53,794
33,334
85,531
14,929|Total
funds
2024
£
22,381
10,000
34,251
19,649
847
87,128
100,460|Total
funds
2023
£
74,197
-
24,531
1,356
376
100,460|
|---|---|---|---|
|||||
Government grant income during the year comprised of £1,356 Higher Level Stewardship Agreement, £3,835 from Craven Arms Town Council and £13,894 from Shropshire County Council.
## 4. Income from charitable activities
|Unrestricted
funds
2024
£
Cafe
392,801
Retail
137,434
Exhibition
20,651
Other
10,796
Education
20,479
Gallery
7,398
Room Hire
15,951
Events
31,276
636,786
Total 2023
557,265|Total
funds
2024
£
392,801
137,434
20,651
10,796
20,479
7,398
15,951
31,276
636,786
557,265|Total
funds
2023
£
338,533
120,643
19,913
7,404
22,077
5,242
12,047
31,406
557,265|
|---|---|---|
||||
Page 29
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 5. Other incoming resources
|Cancellation of loan held in previous years
Total 2023|Unrestricted
funds
2024
£
-
250,000|Total
funds
2024
£
-
250,000|Total
funds
2023
£
250,000|
|---|---|---|---|
|||||
## 6. Analysis of expenditure on charitable activities
Summary by fund type
|Direct and Support costs
Total 2023|Restricted
funds
2024
Unrestricted
funds
2024
£
£
42,004
659,001
27,403
569,424|Total
2024
£
701,005
596,827|Total
2023
£
596,827|
|---|---|---|---|
|||||
7. Analysis of expenditure by activities
|Charitable activity
Total 2023|Activities
undertaken
directly
2024
£
576,015
481,100|Support
costs
2024
£
124,990
115,727|Total
funds
2024
£
701,005
596,827|Total
funds
2023
£
596,827|
|---|---|---|---|---|
||||||
Page 30
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 7. Analysis of expenditure by activities (continued)
Analysis of direct costs
|Staff costs
Discovery activities
Marketing and exhibits
Gallery costs
School visits
Repairs, renewals, maintenance of outdoors
Food and drink
Exhibition costs
Books and maps
Other retail
Total 2023|Charitable
activity
2024
£
311,043
324
38,581
4,235
399
40,191
90,974
293
29,069
60,906
576,015
481,100|Total
funds
2024
£
311,043
324
38,581
4,235
399
40,191
90,974
293
29,069
60,906
576,015
481,100|Total
funds
2023
£
273,707
218
37,125
4,010
459
12,346
81,473
37
25,689
46,036
481,100|
|---|---|---|---|
|||||
Page 31
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 7. Analysis of expenditure by activities (continued)
Analysis of support costs
|Charitable
activity
2024
£
Depreciation
12,639
Staff training
854
Bank charges
8,469
Sundry expenses
837
Other employee costs
1,560
Cafe equipment rental
2,367
Rates
3,026
Heat and light
28,967
Cleaning and laundry
10,829
Printing, postage & stationery
3,553
Telephone and broadband
2,780
Legal and professional fees
3,442
Property maintenance
19,049
Insurance
3,278
HR, payroll & IT services
20,925
Governance costs
2,415
124,990
Total 2023
115,727
8.
Independent examiner's remuneration
Fees payable to the Charitable Company's independent examiner for the
independent examination of the Charitable Company's annual accounts|Total
funds
2024
£
12,639
854
8,469
837
1,560
2,367
3,026
28,967
10,829
3,553
2,780
3,442
19,049
3,278
20,925
2,415
124,990
115,727
2024
£
2,415|Total
funds
2023
£
5,769
1,593
7,766
569
525
2,830
2,362
19,244
8,284
3,086
1,885
4,270
33,930
2,601
18,613
2,400
115,727|
|---|---|---|
|||2023
£
2,300|
Page 32
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 9. Staff costs
|Wages and salaries
Social security costs
Contribution to defined contribution pension schemes|2024
£
293,828
10,829
6,386
311,043|2023
£
259,486
8,313
5,908|
|---|---|---|
|||273,707|
The average number of persons employed by the Charitable Company during the year was as follows:
||2024|2023|
|---|---|---|
||No.|No.|
|Employees|25|23|
No employee received remuneration amounting to more than £60,000 in either year.
Total benefits paid to key management personnel were £42,753, (2023: £39,799) including gross wages, employer NI and pension contributions.
## 10. Trustees' remuneration and expenses
During the year, no Trustees received any remuneration or other benefits (2023 - £NIL).
During the year ended 31 March 2024, no Trustee expenses have been incurred (2023 - £NIL).
Page 33
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 11. Tangible fixed assets
|Cost or valuation
At 1 April 2023
Additions
At 31 March 2024
Depreciation
At 1 April 2023
Charge for the year
At 31 March 2024
Net book value
At 31 March 2024
At 31 March 2023|Freehold
property
£
60,000
-
60,000
-
-
-
60,000
60,000|Plant and
machinery
£
31,116
25,733
56,849
17,533
11,939
29,472
27,377
13,583|Office
equipment
£
7,264
1,750
9,014
6,739
700
7,439
1,575
525|Total
£
98,380
27,483
125,863|
|---|---|---|---|---|
|||||24,272
12,639
36,911|
|||||88,952|
|||||74,108|
The freehold property is held at it's fair value to the Charity. The property is valued at £370,000 but there is a charge against it for £250,000 and when sold the charity will also repay 50% of any additional proceeds. The unencumbered fair value to the Charity at current value is therefore £60,000.
## 12. Stocks
||2024|2023|
|---|---|---|
||£|£|
|Stock and consumables|49,819|36,172|
Page 34
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 13. Debtors
|Due within one year
Trade debtors
Prepayments and accrued income
Creditors: Amounts falling due within one year
Trade creditors
Other taxation and social security
Accruals and deferred income
Deferred income at 1 April 2023
Resources deferred during the year
Amounts released from previous periods|2024
£
6,637
7,107
13,744
2024
£
29,643
19,860
25,035
74,538
2024
£
22,630
19,754
(22,630)
19,754|2023
£
16,090
4,142
20,232
2023
£
26,583
21,978
28,118
76,679
2023
£
15,659
22,630
(15,659)
22,630|
|---|---|---|
## 14. Creditors: Amounts falling due within one year
Deferred income relates to income received that is in relation to events being held the following year.
Page 35
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 15. Statement of funds
Statement of funds - current year
|Statement of funds - current year||||
|---|---|---|---|
|Balance at 1
April 2023
£
Unrestricted funds
Designated funds
New servery
-
General funds
General Funds
70,924
Total Unrestricted funds
70,924
Restricted funds
Girls Group Income 16/17
project
4,293
Town Council grant
1,082
Caffyn Trust
3,676
Bonfire night
-
Youth Volunteer Programme
4,742
Green Team Project
809
HAF Program
6,247
Pond development
1,140
Community Cooking
795
Pond platform
-
National Lottery Community
Fund
2,213
Wetland Scrap Project -
Squelch
-
Soil's got Soul Project
-
Property fund
60,000
84,997
Total of funds
155,921|Income
£
Expenditure
£
-
-
670,120
(659,001)
670,120
(659,001)
1,235
(122)
-
-
-
(805)
1,250
(1,250)
-
-
-
-
1,155
(1,155)
-
(1,140)
-
-
13,303
(10,669)
-
-
26,851
(26,851)
10,000
(12)
-
-
53,794
(42,004)
723,914
(701,005)|Transfers
in/out
£
10,000
(10,000)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-|Balance at
31 March
2024
£
10,000|
||||72,043|
||||82,043|
||||5,406
1,082
2,871
-
4,742
809
6,247
-
795
2,634
2,213
-
9,988
60,000
96,787|
||||178,830|
Page 36
(A company limited by guarantee)
## GROW COOK LEARN
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 15. Statement of funds (continued)
Designated Funds relate to a donation received that has been set aside for work on a new servery which is likely to take place next year.
## Restricted funds are made up of the following:
- LJC Girls Group - a fortnightly activity club
- Town Council fund - money for the maintenance of the community garden.
- Caffyn Trust - for leaflet printing
- Bonfire Night funds - sponsorship money raised for the individual events
- Youth Volunteer Programe, 'Green Team Project' and 'HAF Program' - ongoing youth activities
- Pond Development Grant - for seasonal Pond clearance
- Community Cooking - funded courses for users of the local food bank
- Pond Platform - DEfRA funds called Access for All which encourages accessibility in the countryside.
- National Lottery community fund - towards refubishment of the classroom
- Wetland Scrape Project - Squelch - funds provided by the Severn Trent Community Fund for the creation of a 400 spare metre scrape, a bird hide, interpretation and accessible paths
- Soils got Soul Project - This project looks at regenerative horticulture, using soil as a carbon-sink and producing food in a way that enhances rather than damages the environment.
- Property fund - the fixed asset gifted to the Charity
Page 37
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 15. Statement of funds (continued)
Statement of funds - prior year
|Statement of funds - prior year|||||
|---|---|---|---|---|
|Unrestricted funds
General Funds
Restricted funds
Girls Group Income 16/17 project
Town Council grant
Caffyn Trust
80K Walk
Bonfire night
Youth Volunteer Programme
Green Team Project
HAF Program
Pond development
Community Cooking
Pond platform
Next Generation Fair
National Lottery Community Fund
Property fund
Total of funds|Balance at
1 April 2022
£
(181,846)
4,502
1,082
3,676
3,026
1,618
4,742
1,473
1,819
4,100
831
-
-
-
-
26,869
(154,977)|Income
£
822,194
-
-
-
3,500
1,000
-
-
6,484
-
-
6,147
400
8,000
60,000
85,531
907,725|Expenditure
£
(569,424)
(209)
-
-
(6,526)
(2,618)
-
(664)
(2,056)
(2,960)
(36)
(6,147)
(400)
(5,787)
-
(27,403)
(596,827)|Balance at
31 March
2023
£
70,924|
|||||4,293
1,082
3,676
-
-
4,742
809
6,247
1,140
795
-
-
2,213
60,000
84,997|
|||||155,921|
Page 38
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 16. Analysis of net assets between funds
Analysis of net assets between funds - current period
|Tangible fixed assets
Current assets
Creditors due within one year
Total|Restricted
funds
2024
Unrestricted
funds
2024
£
£
60,000
28,952
36,787
127,629
-
(74,538)
96,787
82,043|Total
funds
2024
£
88,952
164,416
(74,538)
178,830|
|---|---|---|
Analysis of net assets between funds - prior period
|Tangible fixed assets
Current assets
Creditors due within one year
Total|Restricted
funds
2023
£
60,000
24,997
-
84,997|Unrestricted
funds
2023
£
14,108
133,495
(76,679)
70,924|Total
funds
2023
£
74,108
158,492
(76,679)
155,921|
|---|---|---|---|
## 17. Reconciliation of net movement in funds to net cash flow from operating activities
|Net income for the period (as per Statement of Financial Activities)
Adjustments for:
Depreciation charges
Increase in stocks
Decrease/(increase) in debtors
Decrease in creditors
Net cash provided by operating activities|2024
£
22,909
12,639
(13,647)
6,488
(2,141)
26,248|2023
£
310,898
5,769
(6,755)
(8,303)
(213,211)
88,398|
|---|---|---|
Page 39
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 18. Analysis of cash and cash equivalents
|Cash in hand
Total cash and cash equivalents|2024
£
100,853
100,853|2023
£
102,088|
|---|---|---|
|||102,088|
## 19. Analysis of changes in net debt
|Cash at bank and in hand|At 1 April
2023
£
102,088
102,088|Cash flows
£
(1,235)
(1,235)|At 31 March
2024
£
100,853
100,853|
|---|---|---|---|
## 20. Contingent liabilities
There is a legal charge over the freehold property held. If the property is sold the charity would have to repay £250,0000 plus 50% of the sale proceeds above £250,000. The property is currently included in fixed assets at it's fair value, being the unencumbered value of £60,000. The current market value is £370,000.
## 21. Pension commitments
The group operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the group in an independently administered fund. The pension cost charge represents contributions payable by the charitable company to the fund and amounted to £6,386 (2023 £5,908). Contributions totalling £nil (2023 £nil) were payable to the fund at the balance sheet date.
Page 40
GROW COOK LEARN
(A company limited by guarantee)
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024
## 22. Operating lease commitments
At 31 March 2024 the Charitable Company had commitments to make future minimum lease payments under non-cancellable operating leases as follows:
|
under non-cancellable operating leases as follows:|||
|---|---|---|
|Not later than 1 year
Later than 1 year and not later than 5 years|2024
£
950
1,717
2,667|2023
£
950
2,667|
|||3,617|
## 23. Related party transactions
The Charitable Company has not entered into any related party transaction during the year, nor are there any outstanding balances owing between related parties and the Charitable Company at 31 March 2024.
Page 41
Grow Cook Learn
The charity which runs the Shropshire Hills Discovery Centre
5-Year Plan 2024-2028
## Contents
## 1. Summary.
2. Context- 2014-2023.
3. Analysis of current strengths, weaknesses, opportuni�es and threats.
4. Overarching strategy - to develop and improve the visitor experience.
5. Objec�ve 1. Improving the café.
6. Objec�ve 2. Engaging with visitors.
7.
8. Financial performance.
9. Marke�ng.
## 10. Educa�on strategy.
## 11. Human Resources.
## 12. Governance.
## 13. Risks.
with a picture of where the charity is heading over the five calendar years to the end of 2028. It is a ‘direc�on of travel’ document rather than a business plan – each year the charity produce a business plan, to �e in with our financial year, containing measurable budgetary and other performance objec�ves in line with this five-year plan. The inten�on is for the Trustees to include in each Annual Report over the five years, a report on progress and plans regarding the objec�ves set out in this plan.
## 1. Summary.
It is nearly ten years since the educational charity Grow Cook Learn took over, from Shropshire Council, running the Shropshire Hills Discovery Centre. The Centre had been both a visitor destination and a provider of community services but it had unsustainably costed the Council hundreds of thousands of pounds p.a. to support it. We have now progressed the Centre from a venue which could only survive with substantial ongoing external financial subsidy to be a venue which consistently covers its own operating costs.
It has done this partly by learning how to survive financially with careful cost control, and partly by improving the Centre’s appeal to visitors and the local community through developing a broad range of services, activities and events around the theme of connectedness with the outdoor world. For instance, over our nine financial years, income growth in our café and retail operations has been over three times the rate of inflation. And a strong new programme of annual events, principal amongst them the annual Shropshire Way 80K walking festival and the community bonfire, has been a significant new source of income.
We believe what are doing is important:
- We reach, appeal to, educate and provide services to large sections of the community who do not engage much with other organisations with a focus on outdoor and environmental issues.
- We are the only year-round visitor centre in the Shropshire Hills National Landscape area which provides information about and promotes understanding of and tourism within the Shropshire Hills as a whole.
Our challenge, which drives this plan, is to take the next step from merely covering costs to generating sufficient income to develop the Centre’s offering; such that it becomes a regionally respected and known venue communicating a powerful, dynamic and inspiring story to all our visitors; stories about the landscape, wildlife, food and history – and the many challenges facing them - of the Shropshire Hills National Landscape. The quality of the visitor experience will therefore be central to our next five years.
## 2. Context.
Craven Arms.
Following Shropshire Council’s disposal of the site, Grow Cook Learn took over the Centre on April 1[st] , 2014. Until April 2023, we operated the Centre under the terms of a lease
cover our own costs. However in April 2023 we acquired the freehold of the building and
1. whole.
2.
covering the costs of providing the service, but is at the heart of our raisn d’etre..
wildlife, providing free access via a network of paths to ponds, river, coppice woodland
Fourth, we offer a range of courses to children and adults, specifically tailored around food, history, wildlife and landscape.
## 3.
- We have an ‘Outstanding Natural’ development plan advancing our mission, a plan which envisages a new wetland scrape (Squelch), a more wildlife themed
currently being explored).
- currently enjoy high morale and a low turnover of staff.
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- purpose to over 50 local people.
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- We have a strong Membership of over 450 people.
- There is a range of skills and energy amongst the trustees with the ability to
## Weaknesses
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- Lack of capital and access to funding to address the above.
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- grounds.
- Lack of useful visitor data on who our visitors are, where they come from and what they would like to see.
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Heritage.
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- To exploit online and social media methods to expand our visitor demographics.
## Threats
- Loss of key personnel
- Lack of parking
- Major criminal incident or building or equipment failure.
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- Economic crisis causing fewer visits and less spend.
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- The loss of the Mammoth (it is currently only on loan from Shropshire Council
4. Overarching Strategy: to develop & improve the visitor experience.
We will:
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complementary and coherent (e.g. linking Shropshire Hills’ carbon footprint through the ages to GCL’s own carbon footprint strategy)
- Make the visitor experience more dynamic, engaging and two-way (such that visitors ‘do things’ and their stories are caught and incorporated)
- Without preaching, let nature, environment and outdoor issues become self-evident in the visitor experience.
- Maintain a ‘pick and mix’ freedom of visitors to do/wander as they wish across the whole Discovery Centre offering (even if just having a cup of tea & using the toilets)
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## 5.
- Open a secondary food outlet, either a serving hatch in the building or a “Food Truck” adjacent to the building.
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- Improve the ambience and décor, consistent with our mission.
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- Allocate a dedicated area for dogs and muddy boots.
- Develop our menu to highlight more local, seasonal and “story” items (e.g. whinberries, wild garlic, apples etc.)
- Develop metrics which enable us to measure and improve performance (not just turnover & margin, but customer feedback on their whole experience).
## 6.
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- Feature stories of local people, becoming the “go to” local history place.
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- Give more emphasis to our wildlife stories.
## 7.
We will…
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- Cook Learn.
- Have Our Soil’s Got Soul growing project up and running in 2024/25.
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8. Financial Performance
increase our annual net income year on year. Performance targets will be
## 9.
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- constantly updated and improved, making full use of new technology to
• arrivers, eaters-out, local residents, families with children, wildlife enthusiasts, etc etc).
- etc).
## 10.
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income to cover the cost of providing this service.
- Explore new ways of working - outreach and/or remote learning.
11. Human resources
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- Develop succession strategies for key personnel and trustees.
## 12. Governance
interdependent. We will:
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## 13. Risks
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RISK Likelihood Impact Counter-measures
1. Lack of success in securing grant Medium Severe Develop and deploy Plan B
funding for developments to to High in the sources of potential
secure the long-term sustainability medium development funding, including
of the Centre as a viable
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to long expanding charity’s own fund
educational visitor attraction
term raising.
2. Pressure on key staff leads to Medium Severe Ensure adequate management
burn-out and resignations. to High team cover and support to the
Centre Manager; ensure
adequate Outstanding Natural
project management support is
built into funding applications
and into GCL budget
3. Major fail of fabric of the Medium Severe Continue (and increase) strategy
building/exorbitant repair of budgeting more each year for
Repairs & Renewals, capitalising
where appropriate to in the
accounts
4. Environmental or public health Medium Severe Incorporate pre-emptive review
catastrophe of operational risks and risk-
minimisation into Manager’s
formal annual work objectives
5. Visitor numbers drop in Medium Severe Maintain a high quality of
catastrophic way, in particular due marketing staff, marketing
to wider economic factors
activity and adequate quantity
of marketing budget
6. The lack of a wide skill base in Medium Medium Strengthen efforts by Chair and
Trustees all trustees to seek out
potentially suitable Board
members
7. Lack of a key resource to Medium Medium [See Counter-measures under 3.
manage major projects to above]
Severe
8. A breakdown in relations with Medium Medium Incorporate pro-active nurturing
key stakeholders (e.g. Town to Low to of Town Council relationships
Council) Severe into both the Manager’s formal
annual work objectives and the
Trustees’ priorities
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