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2022-06-30-accounts

Annual Report 2021-22

Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022

Registered Charity Number: 1182018 | Company Registration Number: 11446092

Contents

1 Executive Summary: This is Growing Well 3
— Our Financials
— Our Impact
— Our Future
— Our Supporters
2 Trustees, oficers and professional advisers 8
3 Message from the Chair 9
4 Our Purpose, Aims and Objectives 11
5 Our Activities, Performance and Achievements 13
6 Future Plans 18
7 Structure, Governance and Management 19
8 Financial Review July 2021 – June 2022 20
9 Independent Examiner’s Report 22
10 Statement of Financial Activities 23
11 Balance Sheet 24
12 Notes to the Financial Statements 25

Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 2

1 Executive Summary

Financials

2022 2021 Change
Income £ K
384		 £ K
492		 £ K
-108
Expenditure
Net Surplus/(Deficit)		 460
-76		 377
115		 83
-191
Reserves
Designated Funds		 132
25		 104
90		 28
-65
Unrestricted Funds 157 194 -37
Staf 13 12 1
Staf (FTE) 9.5 8 1.5

Income Stream Analysis

----- Start of picture text -----
2022 £384K 2021 £492K
0% 0%
11% 12%
17% 21%
9%
60% 68%
KEY Donations Grants Charitable Activities Other Trading Activities Investments
----- End of picture text -----

----- Start of picture text -----
2022 £384K
0%
17%
2%
----- End of picture text -----

Executive Summary Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 3

Our Impact

At the start of July 2021 we had 47 Volunteers on the register and added a further 42 during the annual period (numbers based on people who have engaged for 6 weeks or more) Average Volunteer attendance across the year: 65%.

2021-22 Annual Volunteer Survey

96% told us coming to Growing Well had a positive effect on their mental health

97% said we helped them to be more physically active

89% said we helped them feel a sense of achievement

96% said we helped them learn new vocational and life skills

195 days

site open to volunteers (2021: 129)

Quotes from our Volunteers:

“Being social on the site helps to counter any negative feelings and helps improve my mental health”

“I enjoy interacting with others – practicing my conversation skills and working on my self-confidence”

“It gives me a sense of purpose and interaction with nature, food and people”

“It feels like a first step to becoming happier and more ‘normal’ ”

“Growing Well acts as an anchor in my week. It recharges my mental batteries so that I can cope better with the rest of the week”

1,671 volunteer attendances to site (2021: 900)

“It has made me feel more confident and helped give me routine again.”

“Growing Well has acted as a pivotal stepping stone in helping me reach my goals.”

“It’s good to know there’s a process in place that tracks things so that conversations can be had if there is a period of struggle”

“Growing Well has given me purpose in my life, friends and helped me feel better about myself.”

“I have been able to apply things I have learnt and experienced here in my home life and make use of the available resources here to better my everyday living”

1,620 healthy meals served to volunteers (2021: 762)

“I feel as though I am constantly learning new skills and pushing myself to learn more”

Executive Summary Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 4

Our Future

At the beginning of the year we framed our successful replication bid to the National Lottery Community Fund as a mission to respond to Covid by reaching more communities with our successful model, under a strategy of ‘Grow Back, Grow Better, Grow Bigger’.

Grow Back was to get through Covid, re-open fully and build back our beneficiary numbers;

Grow Better means Covid forced us to examine our ways of working to be better placed to help more people. We have streamlined our service delivery and now have a very integrated model, with a focussed, goals-based approach that is no longer open-ended. We've invested in an outcomes framework and database to actively manage and monitor our beneficiaries' progress.

Grow Bigger means we want to help more people at our current and future sites by adding shorter-term cohort programmes to run alongside our core service AND commence a replication process to open new sites in Cumbria where there is a great unmet need – both rural and urban.

In July 2022 we signed contracts with Westmorland Ltd securing a second site at Tebay Services North to serve the population of Eden and mid-Cumbria, to open in January 2023.

The Board of Trustees and Senior Leadership Team recognise the scale of the challenge presented by replication of the charity. We are, however, confident we will obtain the projected financial and community support to enable us to take on a third site, at Egremont, West Cumbria, which presents a transformational opportunity for Growing Well to become a Cumbria-wide group.

Executive Summary Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 5

Our Supporters

“I was delighted to meet the staff and volunteers at Growing Well and learn about the excellent work they are doing to improve mental health in the community”

Prof. Sir Christopher Whitty KCB FMedSci, Chief Medical Officer for England

‘I feel enthused and I feel full of hope because there’s people like this who run a wonderful organisation like Growing Well doing great things for the community, because the key to any civilised society is community’

Si King, The Hairy Bikers, October 2021

“I’d love to see Growing Well continuing to grow well… So please do get in touch if there’s anything I can do to support you as you look to Tebay and the west coast!”

Colin Cox, Director of Public Health, Cumbria County Council

“We were mightily impressed by the work Growing Well do and the quality of what they grow is wonderful. Mental health is such a major issue, and getting involved in growing and the outdoors seems to really help people. Every town should have a Growing Well”

Dave Myers, The Hairy Bikers, October 2021

“We are delighted to be to working in partnership with Growing Well on a project that will help to address one of the great needs in our community, which is mental health.”

Sarah Dunning OBE, Chairman, Westmorland Ltd

“We are thrilled to be supporting the expansion of Growing Well’s mental health services in Cumbria. We are excited to see the impact of the project on people’s lives and the benefits it will bring to the local community.”

“I saw the piece about Growing Well on Hairy Bikers Go North and it had a profound impact on me. I suffered with depression in my late twenties and many things that people on the programme said took me straight back. The good that your project brings was tangible. I am now in my mid-fifties and express gratitude every day for all I have in my life. I am also an avid gardener so understand the therapy in that. Your project is inspiring and I wish you all every success.”

£200 donor, Dublin, October 2021

Duncan Nicholson, Head of funding for the North East and Cumbria, The National Lottery Community Fund

“We have long been admirers of the innovative work they have been doing for many years in the south of the county and look forward to developing and, dare I say growing, our partnership working as the new service progresses. Congratulations to all involved in this exciting venture.”

Michael Boaden, Chief Operating Officer, Carlisle Eden Mind

Executive Summary Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 6

We are grateful to the following supporters who have contributed to our income in this financial year

Major funders (£25,000 or more)

Lloyds Bank Foundation The Mary Kinross Charitable Trust Postcode Neighbourhood Trust

Large grants (£5,000 or more) Mazars Charitable Trust Sir John Fisher Foundation Frieda Scott Charitable Trust SIB Enterprise Development Fund CRH Charitable Trust The Roselands Trust Forte Charitable Trust Percy Bilton Trust The Hadfield Trust CLA Charitable Trust The Schroder Charity Trust The February Foundation Sporting Force

The Irving Memorial Trust South Lakeland Gateway Group The Arnold Clark Community Fund Lupton Tower Trust The Edward Vinson 1957 Charity Settlement The Fort Foundation Eric Wright Charitable Trust Finn Family Fund

Small grants or community donations up to £1,000

Asda Foundation Kendal Town Council Cumbria Gardens Trust Proven Family Fund Bryan Lancaster Trust Moto in the Community Co-op Local Community Fund Alpkit Foundation Hallgarth Community Church Rotary Club of Kendal South Westmorland St Pauls Parochial Church Council

Corporate Supporters

Grants - £1,000 to £5,000

The Misses Barrie Charitable Trust Cumbria County Council COMF Fund David Brooke Charity The Hedley Foundation

Clark Foundation Provincial Grand Lodge of Cumberland & Westmorland/ Masonic Charitable Foundation

Thomson Hayton Winkley Hawkshead Relish John Jordan Ltd Virgin Wines Ginger Bakers Co-op Grange-over-Sands

Executive Summary Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 7

2 Trustees, officers and professional advisers

Reference and administrative details of the charity, its trustees and advisers for the year ended 30 June, 2022

Registered Charity Name: Growing Well Ltd. Registered Charity Number: 1182018 Company Registration Number: 11446092 Registered Office: Growing Well Ltd, Low Sizergh Farm Sizergh, Kendal, Cumbria LA8 8AE Trustees: Dr M F Cheesbrough (Retiring Chair) (during the period 2021-2022) Mr J Sharp (Incoming Chair, co-opted July 2022) Mr S Brock (Vice Chair) Ms S Rostás Ms F Weir (Treasurer) Dr T Watson (co-opted July 2022) Mr S Wren (co-opted July 2022) Ms R M Brine (Resigned 21.10.2021) Mr M Jessop (Resigned 15.11.2021) Company secretary Mrs M I Smith Chief executive officer Mrs M I Smith Accountants Armstrong Watson Audit Limited Fairview House, Victoria Place, Carlisle, Cumbria CA1 1HP Bankers Cooperative Bank PLC, PO Box 200, Delf House, Southway, Skelmersdale WN8 6GH

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3 Message from the Chair

Well, what a difference a year makes! This time last year we had just emerged from the global Coronavirus pandemic and our aim as trustees, first and foremost, was for Growing Well to “Grow Back” , back to being the Growing Well everyone knew. I am pleased to say that Growing Well has not just survived the pandemic and grown back but has gone on to address our next aim, which was to “Grow Better” . This builds on previous, but ongoing, achievements of strong and clear leadership, sound governance and a more clearly articulated therapeutic model.

But what does “grow better” mean? It means doing what we say we will do (our charitable objects) as effectively and efficiently as possible so that as many individuals as possible can move on and lead fulfilling lives in the way that they choose for themselves. There are more details later about how we are doing this, including the use of the Goals Based Outcomes Framework and the Warwick and Edinburgh Mental Wellbeing Scale.

Furthermore, we mean “better” in terms of the functioning of the whole organisation, including those functions that are not directly involved with volunteers. We have implemented a new, clear organisational structure ensuring all staff have clear job descriptions, responsibilities, line management and support. A senior leadership team has been established with accountability for the specific functions of the organisation.

The SLT members are the CEO, Head of Horticulture, Head of Development and Therapeutic Lead. The SLT has responsibility for overall operational functioning of the organisation and providing expert strategic advice to the board. This will be further facilitated once the Therapeutic Lead is in post in the autumn.

The third aim identified for this year was to “Grow Bigger”.

The need, and demand, for mental health support has never been greater - the consequence of pandemic-induced social isolation, anxiety, bereavement, and lack of access to other services combined with socioeconomic disadvantage due to

the economic downturn and exacerbated by world events, coupled with an overstretched NHS - already insufficiently resourced to meet demand - means that the third sector is being called upon like never before. The establishments of ICB’s (Integrated Care Boards) nationally provides a mechanism for at least some of the care provided to be commissioned and paid for out of taxation - a very welcome development.

Growing bigger means a commitment to using the resources we already have on site at Sizergh as effectively as we can, to help as many people in South Cumbria and North Lancashire as possible. This year Growing Well has seen more volunteers than ever before meet the challenge of moving on into work, education, unsupported volunteering or rewarding retirement.

Volunteers, on average, now feel ready to move on after about a year, enough time for meaningful change. New recruits knowing this (and seeing it celebrated in our daily 11 o’clock meetings) are given a timescale for recovery. Other individuals can then be offered a place and a bigger group helped.

Similarly, we have begun to explore extending our reach by offering a service (often commissioned, and for a specific number of weeks) to whole groups of, for example, ex-service staff, probation service clients, or refugees and asylum seekers.

We know however that Sizergh is geographically inaccessible for many Cumbrians and it has been a strategic aim of the board of trustees to establish Growing Well wherever there is a local need and it is practical. On 5th July 2022, accompanied

Message from the Chair Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 9

by Mary and on behalf of the board and Growing Well, I signed contracts with Westmorland Ltd securing a second site at Tebay Services North to serve the population of Eden and mid-Cumbria.

It is a fabulous achievement for all concerned - our own staff, and especially the SLT and Mary, our CEO, who has led the project with passion and resilience throughout, the Westmorland Family CEO and managers who collaborated in ironing out all the wrinkles of bringing two very different organisations together, the Westmorland Family chair Sarah Dunning and her board members who have had the vision, commitment, and financial generosity to get the project up and running - hopefully by January 2023.

The National Lottery Community Fund has also been key, not only through funding support for this, our second site, but also through their encouraging support towards further replication in future - watch this space!

None of this would have happened of course if we did not have a secure base at Sizergh to start from, and so we should not forget the sterling work of those “back at the ranch” keeping things going. It is not possible to thank everyone by name, but their commitment is truly awesome.

Similarly, our own trustees have had the vision and courage to support this at a time of great uncertainty. Thanks go especially to our treasurer Fiona Weir who, doubling also as the finance officer, has played a pivotal role.

There are many reasons for celebration, optimism and hope, but it would be wrong not to acknowledge that there will be many challenges ahead. Growing Well needs a strong, committed, and hard-working board of trustees with the

necessary skills, knowledge and mandate to steer and support the organisation.

Recognising the need for a strong board we initiated a trustee recruitment drive last year aimed at filling the specific gaps we had identified. After a very competitive process we welcome 3 new trustees, Jim Sharp, Stewart Wren and Tessa Watson. Together they bring extensive skills and knowledge, including in clinical mental health, entrepreneurship, finance, strategic planning, high level organisational, operational and change management.

I will be standing down as Chair at this AGM (but will, for now, continue as a trustee) and would like to take this opportunity to say thank you to all of you who have made it such a pleasure. Little did I, or any of us, know what lay ahead when I took it on. But “when the going gets tough the tough get going” and through those dark days of the pandemic the goodwill, flexibility and resilience shown, for some whilst simultaneously struggling with personal illness, loss and bereavement, demonstrated again that working at Growing Well is so much more than just a job.

I am delighted that Jim (Sharp) has agreed to be the next Chair of Trustees. He will bring a fresh perspective and vigour to the role and is ideally situated to steward Growing Well through the next phase of development and expansion.

Dr Marion Cheesbrough Chair of Trustees

Message from the Chair Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 10

4 Our Purpose, Aims and Objectives

Purpose

Our charity’s purposes, as set out in the company’s memorandum and articles of association, are to:

Relieve the needs of people with disabilities and /or suffering from mental ill health, for public benefit, by providing

STRATEGIC AIM 1: Support as many people as we can to enter the service, thrive whilst here and feel empowered to leave.

Objectives:

Strategic Aims & Objectives

We review our aims, objectives and activities each year. This review looks at the success of each key activity and the benefits they have brought to those people taking part. The review helps us ensure we remain focussed on our stated purposes.

We have referred to the guidance contained in the Charity Commission’s general guidance on public benefit and are satisfied that the aims and objectives of the Charity and the activities reported on in this annual report to achieve those aims meet all requirements.

CROSS-CUTTING AIM: Service expansion

STRATEGIC AIM 2: Understand and demonstrate the impact of our work, ensuring that everyone who comes to Growing Well has a goal for their recovery that can be supported through our activities.

Objectives:

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STRATEGIC AIM 6: Create a 3-year development plan for sustainable growth, to include the replication of our service delivery model in other locations.

STRATEGIC AIM 3: Promote “recovery through activity” with a targeted, community engagement approach.

Objectives:

Objectives:

STRATEGIC AIM 4: Improve efficiencies in our service and maximise opportunities for commercial/sustainable/ unrestricted income.

Objectives:

STRATEGIC AIM 5: Create and operate governance and infrastructure systems that bring structure, clarity and support to the delivery of our work.

Objectives:

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5 Our Activites, Performance & Achievements

This section details our activities and achievements during the period to June 2022, with specific reference to the strategic aims outlined in our previous report

Support as many people as we can to enter the service, thrive whilst here and feel empowered to leave

During the period to June 2022, we received 168 referrals to Growing Well (an increase of 210% on 2020-21 but also a 176% increase on pre-pandemic levels in 2019.

The engagement rate of Volunteers (those people who have spent 6 weeks or more within the service) was 25% of the total people referred. This is slightly higher (4%) than pre-pandemic levels.

These statistics reflect the considerable work done to increase the visibility of Growing Well and provide clarity around our service delivery, particularly leading up to and at the point of referral into the service. We have seen a marked drop (33%) in unsuitable referrals (where mental health is not the primary reason for the referral, or where someone is too acutely unwell/ needs support to attend), which is also indicative of the fact that referrers and self-referrers now have a much clearer picture of what our service offers. Our Outreach & Engagement Officer (appointed in May 2021) has prioritised the provision of communication and clarity to all referrers and potential referrers within the local community, including GP practices, Community Mental Health Teams, Social Prescribers and other third sector organisations.

Giving Volunteers the best experience when here is central to our cause. In our Volunteer Survey of September 2021:

By far the hardest piece of work for the charity was to prepare and support the exit of those beneficiaries who had attended Growing Well for two years or more. With a change in our service delivery that now caps Volunteers’ attendance at around the one-year mark , Volunteers who had once been assured of an indefinite stay were asked to prepare to move on after a further year with us. Naturally, this was difficult news for some individuals.

The full staff team worked extremely hard to create a series of supported transition opportunities for this group, including visits to colleges, signposting and induction into unsupported volunteering positions in the community (to include horticultural, catering, arts, sporting and animal husbandry opportunities), presentations from other local support services and work experience placements. Those needing further mental or physical health support were signposted and helped to access other statutory and non-statutory services. This approach was so successful that we are certain to continue to expand our work in developing and delivering supported transitions for all beneficiaries.

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Understand and demonstrate the impact of our work, ensuring that everyone who comes to Growing Well has a goal for their recovery that can be supported through our activities

This financial year marked the first full year of implementation and delivery of our Goals Based Outcomes Framework approach, and our fortnightly wellbeing surveys of Volunteers, using the Warwick and Edinburgh Mental Wellbeing Scale.

By October 2021, 100% of Volunteers within the service were able to articulate a goal for their time at Growing Well, which linked to their wider mental health recovery.

Six-weekly one-to-one meetings with our Volunteer Support Co-ordinator were delivered to 100% of volunteers throughout the financial year. These sessions (lasting no longer than around 20 minutes), are an opportunity for Volunteers to understand and reflect on:

This “record of achievement” is presented to the Volunteer in visual (graph) format, deriving from a newly designed database containing all Volunteers’ individual attainment records. This visual is used to spark and inform discussion with therapeutic staff around each individual’s needs and progress.

The result leads to very healthy and clear discussions around the positive challenge and progression that Growing Well

aims to deliver, including the inevitable eventuality that the individual will move on from Growing Well (and in most cases, that this is a sign of positive change and better mental health).

2021 was the last academic year of horticultural training courses accredited by City & Guilds, with Growing Well opting to move to a more user-friendly skills development programme tailored to individuals’ needs and which better reflects the growing practices of a year at Growing Well. Horticultural and catering skills logs were created in print form as well as on our new database, giving all Volunteers the valuable opportunity to reflect and self-assess.

Whilst the development and practice of vital “soft” skills - mostly concerned with developing confidence (social skills, team working, assertiveness etc.) - are part and parcel of the participatory activities we lead, we also welcomed presenters and practitioners from other services to support our Volunteers to attend other settings, including colleges, workplaces, events, meetings, interviews and other opportunities.

Promote “recovery through activity” with a targeted, community engagement approach

Pandemic recovery was a key strand in our marketing and outreach approach for the financial year, with a strategy to ensure as much local, regional and national visibility of the charity’s work, as possible.

In August 2021, 230 walkers took part in our Cross Bay Walk, raising £16,500 for the charity and considerable local interest in our work.

Growing Well achieved national recognition on the BBC’s “Hairy Bikers Go North” programme (October 2021), which kickstarted a period of significant uplift in followers of, referrers to and new benefactors for the charity.

The programme featured powerful testimonials from beneficiaries, explaining the mental health benefits of

Activities, Performance & Achievements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 14

attending the service.

In the same month, the charity was awarded the “Against All Odds” award at the inaugural Cumbria Farmer Awards for the way we had ‘Kept on Growing’ through Covid, boosting awareness of our work within the agricultural sector.

Other successes included a collaboration with the famous Hawkshead Relish Company to produce a range of “pickles with purpose” for sale online and in their flagship store. Our CEO spoke at the launch of Cumbria Community Foundation’s “Cumbria Club”, hosted by Lord Melvyn Bragg, to an audience of 60+ high net worth individuals. We were also represented at the deferred London Marathon (October 2021) with a runner who raised £2,800. Our site, staff, beneficiaries and produce were on national television again at Christmas time, featuring in Tebay Services’ “A Lake District Farm Shop” Christmas special.

Notably, Growing Well hosted a visit from Professor Sir Chris Whitty, who was touring the country to learn and understand more about the services that provided help to communities during the COVID-19 pandemic. Whilst this was not publicised, the opportunity to showcase Growing Well to the Chief Medical Officer (and Cumbria's Public Health Director Dr Colin Cox and his team) was a huge privilege.

The multi-disciplinary staff team has taken a multi-faceted approach to external communications during the financial year, with our therapeutic growers and caterer leading on a weekly ‘How’s it Growing’ email newsletter to our 100+ Crop Sharers, which is also enjoyed by many Volunteers and exVolunteers. The therapeutic team have also taken ownership of our Instagram page to post beautiful photographs of the produce on our field and in our kitchen.

For our Outreach and Engagement Officer, regular attendance at Integrated Care Community meetings, mapping of referral networks and a strong public presence has both strengthened

and widened our reach.

Our Support Volunteering opportunity was defined by a new job description and person specification, bringing clarity and accountability to what has – historically – been a very undefined role. This followed with a campaign to recruit and train new volunteers to support our work. We are proud to have an 85% retention rate of Support Volunteers this year, who meet on a bi-monthly basis with the CEO for training, support and best practice sharing.

Improve efficiencies in our service and maximise opportunities for sustainable, unrestricted income

With a successful 2020-21 financial year behind the charity, Growing Well had board-designated funds ringfenced for the strengthening of its staffing team and move towards replication in this financial year.

The design and creation of a Group team structure was announced in early 2022, with increased resource planned in for the diversification of income streams to lessen our reliance on grant and trust funding. Fundraising Co-ordinator and Communications Co-ordinator posts were recruited in the Spring and will start work in Q1 of the 2022-3 financial year, prioritising corporate and community fundraising, individual giving, legacy giving and maximum visibility of Growing Well in our local communities and beyond.

In its replication phase, Growing Well will still be reliant on significant grant funding in the form of development money. Much resource will be targeted towards the generation of locally earned and locally raised income in each community we serve, which will play a part in replacing short-term start-up funds after the initial site development period.

A streamlined “Recovery through Activity” narrative, designed to attract unrestricted funding to cover all our costs including support costs (rather than funding to cover specific salaries),

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has been a successful move and one that we will continue to build on.

The implementation of our donor stewardship software, Donorfy, has fast become an excellent stewardship tool for our Development Team, and a secure place to track and forecast donations from grants, individuals, community fundraising initiatives and other sources of income.

Our field and catering departments have faced another challenging year, with hospitality and retail customers still in pandemic recovery and cost of living challenges affecting Crop Share growth. However, the Crop Share output has held at 100 customers per year for the second year running, through targeted efforts to attract and retain business in this area. Our catering unit was closed (due to the pandemic) until April 2022 but reopened in the Spring and continues to grow in strength and output. Commercial contracts with customers including Hawkshead Relish and Lakes Sandwiches have resumed.

The rollout of a leaner operating model at site level saw a reduction in the number of departments within our staffing structure. All field-based roles become a consolidated “Therapeutic Grower” role, further assisting the integration of activity-based and therapeutic work with volunteers.

In Spring 2022 we embarked on a major financial transformation project to streamline our organisational accounting processes and bring better visibility and clarity to all staff around our financial performance. This work is ongoing and will conclude in Q2 of the 2022-3 financial year.

Create and operate governance and infrastructure systems that bring structure, clarity and support to the delivery of our work

Growing Well continued its scrutiny and development of governance structures in this financial year, with policy overhauls assisted by HR and legal contractors Ellis Whittam,

and consultancy support from our funders the Lloyds Bank Foundation. The board-led Governance Working Group reviewed and prioritised key areas for continual development, including Equity, Diversity and Inclusion, Information Governance and Financial Reserves.

Improvements were made in the provision of our external mental health risk and awareness training and external supervision arrangements for all Volunteer-facing staff were reviewed and improved, with the appointment of a registered supervisor with extensive experience in systemic psychotherapy. Additionally, we have appointed a Therapeutic Lead to our staff senior leadership team, to lead on, manage and develop best practice in our work with Volunteers.

A board recruitment process began in the Spring of 2022 to boost trustee numbers and recruit a new Chair. We were delighted with the calibre of applicants who came forward and successfully recruited three new trustees to the board, bringing experience in business and finance, and clinical psychology. Our new Chair, Jim Sharp, brings with him a wealth of commercial experience, having held board roles in eight large listed businesses. This appointment is a timely fit with our growth and replication strategy.

Key projects to secure Growing Well for the growth period include the transition from a wider membership-controlled organisation to one where our trustees are the only members, renewal and improvement of our trademarking and intellectual property, and some infrastructure review and planning at our Sizergh site, ahead of 2024-5 investment in site improvements.

Finally, our CEO was successful in securing further funding from The Churchill Fellowship to lead a significant Blueprint Project for Growing Well. This is an 18-month project, which will result in a published service delivery model for mental health services in “green care” settings in the UK. It will cover Growing Well’s intended path to impact and all systems, protocols and training required to make this possible. The end result will be used to safely replicate Growing Well sites in new locations,

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keeping our Volunteers’ voice and needs at the centre of all we do.

Create a 3-year development plan for sustainable growth, to include the replication of our service delivery model in other locations

Perhaps the largest project of the 2021-22 financial year was the creation and approval of a significant feasibility study for our first replicated site at Tebay Services Northbound, part of Westmorland Ltd.

As well as examining the specific feasibility of this site and project, the work has also generated a general approach to replication, minimum essential requirements at any site, and costing and funding models that are transferable elsewhere.

The study was delivered to Westmorland at the end of August 2021 and on December 7, 2021, the Westmorland Ltd board signed off on a partnership containing the following key elements:

successful bid for a £180,000 grant from the National Lottery Community Fund for 2022-24.

Our legal advisers supported us to structure and formalise the grant, lease and commercial aspects of the partnership and contracts were signed just before the end of the financial year, with site build due to begin in Q2 of the 2022-23 financial year.

A second site for replication was identified in late 2021, in Egremont (West Cumbria), and a further feasibility study created for Growing Well to develop a former plant nurseries site within the town. Approval of this is pending (July 2022), with strong evidence that a mental health service is needed in the area and significant financial interest in supporting its development from public and private sector stakeholders.

Of course, sustainable development of the charity is critical. Each local Growing Well will have to be largely self-sustaining from its own earned income, a local site partnership (through cash or in-kind support), and local business and community support – they cannot all rely on national trusts and foundations – so this will bring a real community drive, ownership and focus to each Growing Well.

A three-year business plan for sustainable growth of Growing Well will be completed in Q2 2022-23, accounting for ambitious growth and a considerable hike in income.

The quality of the feasibility study and the prospect of an innovative partnership with Westmorland Family led to a

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6 Future Plans

A mission to respond to Covid by reaching more communities with our successful model, under a strategy of ‘Grow Back, Grow Better, Grow Bigger’.

Grow Back was to get through Covid, re-open fully and build back our beneficiary numbers;

Grow Better means Covid forced us to examine our ways of working to be better placed to help more people. We have streamlined our service delivery and now have a very integrated model, with a focussed, goals-based approach that is no longer open-ended. We've invested in an outcomes framework and database to actively manage and monitor our beneficiaries' progress.

Grow Bigger means we want to help more people at our current and future sites by adding shorter-term cohort programmes to run alongside our core service AND commence a replication process to open new sites in Cumbria where there is a great unmet need – both rural and urban.

We are now in the “Grow Bigger” phase of our strategy. Our strategic aim is to give access to Growing Well’s mental health and growing service to communities of need across Cumbria: in South Lakeland where we are currently based, Eden where we want to open our second site, and West Cumbria where we are actively pursuing a replication opportunity.

What we will achieve in 2022-3

Growth in numbers of our beneficiaries

Growth of evidence of impact aims and outcomes

Growth of sustainable income

Future Plans Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 18

7 Structure, Governance and Management

7a Constitution

Growing Well Limited is registered as a charitable company limited by guarantee and is governed by its Memorandum and Articles of Association.

7b Methods of appointment or election of Trustees

The management of the Charity is the responsibility of the Trustees who are elected and co-opted under the terms of Articles.

7c Organisational structure and decision making policies

The Board of Trustees meets bi-monthly but delegates the daily running to the Chief Executive Officer.

7d Financial risk management

The Trustees have assessed the major risks to which the Charity is exposed, in particular those related to the operations and finances of the Charity, and are satisfied the systems and procedures are in place to mitigate exposure to the major risks.

The Trustee board is sensitive to potential risks to which the Charity may be exposed. The principal risks currently identified are:

  1. Significant increase in annual income targets unachievable and scaling back of plans/staffing required

  2. Delayed opening of new sites creates short-term cash flow pressures

  3. Sustainable funding model not achieved

  4. Re-emergence of Covid pandemic lockdown

A number of working groups, involving trustees and staff, exist to aid discussion and problem solving in different aspects of the charity’s operations, and these continued to operate throughout the pandemic. These groups report back to the main board with any recommendations.

Structure, Governance and Managemen Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 19

8 Financial Review

Results for the year

The charity’s total income for the year was £384,038 (2021: £491,887), a reduction of 21.9%. This was not unexpected, having enjoyed exceptional support from many funders during the early Covid experience of the previous financial year. A positive decision to discontinue offering City & Guilds accredited training courses also resulted in lower income compared to previous years, although this was suitably reflected in reduced costs.

Trust and grants funding continues to be the dominant income stream at £231,531 (2021: £334,154) representing 60% of total income.

Initiatives to broaden and grow our income streams, and reduce overreliance on grant funding, were slow to recover as Covid restrictions continued to impact adversely for a second year. Whilst fundraising income was down on budget expectations, it was £21K (37%) higher than the previous year. After the prolonged absence of face-to-face fundraising opportunities, it was encouraging to see so many supporters get together to take part in the Cross Bay Walk which raised £16.5K. We were very grateful that many of the individual, community, and corporate supporters remained with us as we exited the Covid crisis and continue to make an extremely valuable contribution.

An equally pleasing performance was the continued growth in sales of produce. Despite sporadic lockdowns, staff illness and restrictions on the number of people able to work on the field, we managed to increase income by £9K (18%) through increased wholesale business whilst maintaining the number of cropshares.

Total Expenditure increased by £83.3K (22.1%) to £460,151 (2021: £376,845)

and other one-off costs needed to enable replication opportunities to be pursued. A designated fund of £65K had been set aside for this purpose in the previous year and was fully utilised.

Other costs increased in line with on-site activity following the lifting of Covid restrictions

The Net Result was a Deficit of £76,113 (2021: Surplus £115,042). Whilst the swing was significant at £191K, it was not unexpected and had been budgeted.

Reserves Policy

We have adopted a methodology based on a risk-based assessment of each income stream.

Based on the analysis performed, and the current risks identified, we established a target reserves level of £115K, with a tolerance of £30K either way

At this level, the Charity would be able to continue its current activities in the event of a further significant drop in income.

To put this into context, £115K equates to c. 3 months of our annual operating spend.

At the year end, Unrestricted General funds (Reserves) stand at £131,541 and comfortably within the target range.

Our Reserves Policy will be reviewed on an annual basis as part of the planning and budgeting process.

Going Concern

The Trustees have a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future.

Much of this increase was associated with additional resource

Financial Review Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 20

Responsibilities of the Trustees

The Trustees (who are also the directors of the Charity 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).

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 Charity and of its incoming resources and application of resources, including its income and expenditure, for that period.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity's transactions and 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 Companies Act 2006. They are also responsible for safeguarding the assets of the Charity 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 on October 11, 2022, and signed on their behalf by:

In preparing these financial statements, the Trustees are required to:

Dr Marion Cheesbrough Chair of Trustees

Financial Review Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 21

9 Independent Examiner’s Report

I report to the charity Trustees on my examination of the accounts of the Charity for the year ended 30 June 2022.

Responsibilities and Basis of Report

As the Trustees of the Charity (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 Charity 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 Charity’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.

Independent Examiner’s Statement

Since the Charity’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 Association of Chartered Certified Accountants, 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. 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 Charity’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 Charity’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 Charity and the Charity’s Trustees as a body, for my work or for this report.

Signed on October 11, 2022 by:

Karen Rae FCCA

Armstrong Watson Audit Limited Carlisle

  1. accounting records were not kept in respect of the Charity 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

Independent Examiner’s Report Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 22

10 Statement Of Financial Activities

(Incorporating Income and Expenditure Account) For The Year Ended 30 June 2022

Unrestricted Restricted Fixed asset Total Total
funds 2022 funds 2022 fund 2022 funds 2022 funds 2021
Note £ £ £ £ £
Income from:
Donations and grants 3 183,239 87,559 22,252 293,050 391,909
Charitable activities 4 8,148 - - 8,148 46,373
Other trading activities 5 82,706 - - 82,706 53,577
Investments 6 134 - - 134 28
Total income 274,227 87,559 22,252 384,038 491,887
Expenditure on:
Raising funds 7 39,628 - - 39,628 53,935
Charitable activities 8 265,247 127,839 27,437 420,523 322,910
Total expenditure 304,875 127,839 27,437 460,151 376,845
Net (expenditure)/income (30,648 ) (40,280 ) (5,185 ) (76,113 ) 115,042
Transfers between funds 16 (7,193 ) - 7,193 - -
Net movement in funds (37,841 ) (40,280 ) 2,008 (76,113 ) 115,042
Reconciliation of funds:
Total funds brought forward 194,382 79,923 97,394 371,699 256,657
Net movement in funds (37,841 ) (40,280 ) 2,008 (76,113 ) 115,042
Total funds carried forward 156,541 39,643 99,402 295,586 371,699

The Statement of Financial Activities includes all gains and losses recognised in the year.

The notes on pages 25 to 38 form part of these financial statements.

Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 23

11 Balance Sheet

as at 30th June 2022

11Balance Shee
as at 30th June 2022		 t
Note 2022
£		 2021
£
Fixed assets
Tangible assets
12
Current assets
Debtors
13
Cash at bank and in hand
Creditors: amounts falling due
14
within one year
Net current assets
Total assets less current liabilities
Net assets excluding pension asset
Total net assets
Charity funds
Restricted funds:
Restricted funds
16
Fixed asset fund
16
Total restricted funds
16
Unrestricted funds
16
Total funds		 9,364
253,237
262,601
(31,380 )
39,643
99,402		 64,365
64,365
231,221
295,586
295,586
295,586
139,045
156,541
295,586		 4,827
324,499
329,326
(28,521 )
79,923
97,394		 70,894
70,894
300,805
371,699
371,699
371,699
177,317
194,382
371,699

The Charity 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 on October 11, 2022 by

Dr M F Cheesbrough Chair of Trustees

The notes on pages 25 to 38 form part of these financial statements.

Balance Sheet Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 24

12 Notes to the Financial Statements

For the year ended 30th June 2022

1. General information

Growing Well Limited is a charitable company, limited by guarantee, incorporated in England and Wales under the Companies Act 2006. The address of the registered office is Low Sizergh Farm, Sizergh, Kendal, Cumbria, LA8 8AE.

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.

Growing Well Limited 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 Going concern

The Trustees assess annually whether the use if the going concern basis of accounts preparation is appropriate and consider any material uncertainties that exist relating to events and conditions that may cast significant doubt on the ability of the charity to continue as a going concern.

The Trustees have made this assessment and considered the impact of COVID 19, as described in the Trustees Report, on a period of at least one year from approval of these financial statements. The Trustees conclude that the charity has adequate resources to continue in operational existence for the foreseeable future and therefore continue to adopt the going concern basis of accounting.

2.3 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

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.

2.4 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.

Expenditure on raising funds includes all expenditure incurred by the Charity to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Charity’s objectives, as well as any associated support costs.

2.5 Taxation

The Charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

2.6 Tangible fixed assets and depreciation

Tangible fixed assets costing £500 or more 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.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using both the straight line and the reducing balance method.

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 25

Depreciation is provided on the following bases:

Short term leasehold property Straight line over the lease term Plant and machinery 5 years straight line or 25% reducing balance Motor vehicles 25% reducing balance Fixtures and fittings 3 years straight line Office equipment 3 years straight line

2.7 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.

2.10 Financial instruments

The Charity 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.

2.11 Operating leases

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.

2.12 Pensions

2.8 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.

2.9 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 Charity 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.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.

The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.

2.13 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 Charity 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 Charity 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.

Investment income, gains and losses are allocated to the appropriate fund.

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 26

3 Income from donations and grants

3 Income from donations and grants 3 Income from donations and grants 3 Income from donations and grants
Unrestricted
Restricted
Fixed asset
Total
Total
funds 2022
funds 2022
fund 2022
funds 2022
funds 2021
£
£
£
£
£
Donations and legacies
Grants
Total 2022
Total 2021
Analysis of grant income		 61,519
-
-
61,519
57,755
121,720
87,559
22,252
231,531
334,154
183,239
87,559
22,252
293,050
391,909
159,114
199,111
33,684
391,909
Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2021
£
£
£
£
Growing
Volunteer Support
Catering
Training
Business Development
Coronavirus Job Retention Scheme
Repayment of unspent grant
Other Grant Income
Capital Funding
Total 2022
Total 2021		 -
16,850
16,850
68,986
-
71,299
71,299
57,216
-
-
-
19,809
-
2,700
2,700
6,500
-
-
-
13,600
-
-
-
5,595
-
(3,290 )
(3,290 )
-
121,720
-
121,720
128,764
-
22,252
22,252
33,684
121,720
109,811
231,531
334,154
101,359
232,795
334,154

4 Income from charitable activities

Unrestricted
Total
Total
funds 2022
funds 2022
funds 2021
£
£
£
Training
Morecambe Bay CCG
Total 2022
Total 2021		 8,148
8,148
22,198
-
-
24,175
8,148
8,148
46,373
46,373
46,373

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 27

5 income from other trading activities

5 income from other trading activities 5 income from other trading activities
Income from non charitable trading activities
Unrestricted
Total
Total
funds 2022
funds 2022
funds 2021
£
£
£
Catering and other income
Fundraising Events
Growing Retail - Cropshare and other
Growing Wholesale
Profit on sale of fixed assets
Total 2022
Total 2021		 7,111
7,111
2,910
16,576
16,576
-
46,544
46,544
45,581
12,475
12,475
4,532
-
-
554
82,706
82,706
53,577
53,577
53,577

6 Investment income

Unrestricted
Total
Total
funds 2022
funds 2022
funds 2021
£
£
£		 Unrestricted
Total
Total
funds 2022
funds 2022
funds 2021
£
£
£
Investment income
Total 2021		 134
134
28
28
28

7 Expenditure on raising funds

Fundraising trading expenses
Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2021
£
£
£
£		 Fundraising trading expenses
Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2021
£
£
£
£
Event costs
Other fundraising costs
Wages and salaries
Total 2021		 1,055
-
1,055
1,234
971
-
971
634
37,602
-
37,602
52,067
39,628
-
39,628
53,935
51,589
2,346
53,935

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 28

8 Analysis of expenditure on charitable activities

Summary by fund type Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2021
£
£
£
£		 Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2021
£
£
£
£
Charitable operations
Total 2021
Summary by expenditure type		 265,247
155,276
420,523
322,910
155,124
167,786
322,910
Staf costs
Depreciation
Other costs
Total
Total
2022
2022
2022
2022
2021
£
£
£
£
£
265,247
155,276
420,523
322,910
Charitable operations
Total 2021
290,031
27,437
103,055
420,523
322,910
209,861
26,832
86,217
322,910

9 Analysis of expenditure by activities

9 Analysis of expenditure by activities 9 Analysis of expenditure by activities 9 Analysis of expenditure by activities
Support
Total
Total
directly 2022
costs 2022
funds 2022
funds 2021
£
£
£
£
Activities undertaken
Charitable operations
Total 2021
Analysis of direct costs
306,552
113,971
420,523
322,910
264,976
57,934
322,910
Charitable
Total
Total
operations 2022
funds 2022
funds 2021
£
£
£
Staf costs
Depreciation
Growing costs
Volunteer support
Catering
Training and Education
Site costs
General support costs
PR and Marketing
Governance
Total 2022
Total 2021		 189,303
189,303
158,161
27,437
27,437
26,832
19,965
19,965
19,059
13,581
13,581
8,090
5,783
5,783
3,273
669
669
2,925
15,435
15,435
12,191
24,991
24,991
23,669
1,548
1,548
5,609
7,840
7,840
5,167
306,552
306,552
264,976
264,976
264,976

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 29

Analysis of support costs
Charitable
Total
Total
operations 2022
funds 2022
funds 2021
£
£
£		 Analysis of support costs
Charitable
Total
Total
operations 2022
funds 2022
funds 2021
£
£
£
Staf costs
Management and admin costs
Professional fees
Bank and finance charges
Total 2022
Total 2021		 100,727
100,727
51,700
299
299
82
12,895
12,895
6,110
50
50
42
113,971
113,971
57,934
57,934
57,934

10 Staff costs

10 Staf costs
Total 2022
Total 2021
£
£
Wages and salaries
Social security costs
Contribution to defined contribution pension schemes
The average number of persons employed by the Charity during the year was as follows:		 285,901
231,595
26,264
18,881
15,468
11,452
327,633
261,928
2022
2021
No.
No.
Staf 13
12

No employee received remuneration amounting to more than £60,000 in either year.

During the year remuneration paid to key management personnel amounted to £50.8k (2021: £39.7k).

11 Trustees’ remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2021 £NIL ).

During the year ended 30 June 2022, no Trustee expenses have been incurred (2021 £NIL).

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 30

12 Tangible fixed assets

12 Tangible fxed assets 12 Tangible fxed assets
Short term leasehold Plant and Motor Fixtures Ofice
property machinery vehicles and fittings equipment Total
£ £ £ £ £ £
Cost or valuation
At 1 July 2021 84,160 270,890 15,000 34,858 31,103 436,011
Additions 4,608 14,317 - 1,080 903 20,908
Disposals - (5,064 ) - (4,276 ) (3,529 ) (12,869 )
At 30 June 2022 88,768 280,143 15,000 31,662 28,477 444,050
Depreciation
At 1 July 2021 72,940 224,944 6,562 32,555 28,116 365,117
Charge for the year 3,857 18,813 2,109 1,080 1,578 27,437
On disposals - (5,064 ) - (4,276 ) (3,529 ) (12,869 )
At 30 June 2022 76,797 238,693 8,671 29,359 26,165 379,685
Net book value
At 30 June 2022 11,971 41,450 6,329 2,303 2,312 64,365
At 30 June 2021 11,220 45,946 8,438 2,303 2,987 70,894

13 Debtors

13 Debtors
2022
2021
£
£
Due within one year
Trade debtors
Prepayments and accrued income		 3,663
1,848
5,701
2,979
9,364
4,827

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 31

14 Creditors: Amounts falling due within one year

14 Creditors: Amounts falling due within one year
2022
2021
£
£
Due within one year
Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income
Deferred income at 1 July 2021
Resources deferred during the year		 1,728
7,404
7,100
9,056
2,011
1,582
20,541
10,479
31,380
28,521
2022
2021
£
£
-
-
7,979
-
7,979
-

Deferred income is in respect of grant receivable in advance.

15 Financial instruments

15 Financial instruments
2022
2021
£
£
Financial assets
Financial assets measured at fair value through income and expenditure
253,237
324,499

Financial assets measured at fair value through income and expenditure comprise cash at bank.

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 32

Current year
16 Statement of funds		 Balance at
Income
Expenditure
Transfers
Balance at
1 July 2021
in/out 30 June 2022
£
£
£
£
£
Unrestricted funds
Designated funds
Replication Project
Sizergh site dilaps
Total 2022
General funds
General Funds - all funds
Total Unrestricted funds
Restricted funds
Anonymous Charitable Trust
CLA Charitable Trust
Frieda Scott Charitable Trust
Nineveh Charitable Trust
Henry Oldfield Trust
CCF – Westmorland Family Trust
Sir John Fisher Foundation
Newby Trust
Schroder Charity Trust
The February Foundation
CRH Charitable Trust
CCF – COVID-19 Response Fund
Misses Barrie Charitable Trust
Clark Foundation
The David Brooke Charity
Access - Enterprise Development Fund
Postcode Neighbourhood Trust
Lake District Foundation
The Percy Bilton Charity
Combined Funds <£2k
The Hedley Foundation
Restricted fixed asset fund
Fixed Asset Fund
Harold & Alice Bridges Charity
Anonymous
The Dowager Countess Eleanor Peel Trust
COMF
SLLC
Mazars Charitable Trust
Total Restricted funds
Total of funds		 65,000
-
-
(65,000 )
-
25,000
-
-
-
25,000
90,000
-
-
(65,000 )
25,000
104,382
274,227
(304,875 )
57,807
131,541
194,382
274,227
(304,875 )
(7,193 )
156,541
-
10,000
(6,667 )
-
3,333
-
5,000
(5,000 )
-
-
13,316
13,583
(17,844 )
-
9,055
5,000
-
(5,000 )
-
-
5,000
-
(5,000 )
-
-
5,400
-
(4,460 )
-
940
16,933
15,000
(16,933 )
-
15,000
6,500
-
(6,337 )
-
163
-
5,000
(5,000 )
-
-
-
5,000
-
-
5,000
-
7,500
(7,500 )
-
-
9,393
-
(9,393 )
-
-
-
3,000
(3,000 )
-
-
-
2,000
(2,000 )
-
-
-
2,000
(2,000 )
-
-
4,250
5,010
(9,543 )
-
(283)
7,167
-
(7,167 )
-
-
2,500
-
-
-
2,500
-
2,550
(2,550 )
-
-
4,464
9,916
(10,445 )
-
3,935
-
2,000
(2,000 )
-
-
79,923
87,559
(127,839 )
-
39,643
70,894
-
(27,437 )
20,907
64,364
1,500
-
-
(1,500 )
-
20,000
-
-
(4,608 )
15,392
5,000
-
-
(5,000 )
-
-
2,252
-
(2,252 )
-
-
5,000
-
(354 )
4,646
-
15,000
-
-
15,000
97,394
22,252
(27,437 )
7,193
99,402
177,317
109,811
(155,276 )
7,193
139,045
371,699
384,038
(460,151 )
-
295,586

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 33

Designated Funds

Replication Project fund – fund created to cover a proportion of senior management time as replication options are progressed.

Sizergh site dilapidations – to cover anticipated investment needed to the temporary structures on the existing site.

Restricted Funds

Frieda Scott Charitable Trust, The Nineveh Trust, Henry Oldfield Trust, Anonymous Trust, CLA Charitable Trust, Schroder Charity Trust, The February Foundation, CRH Charitable Trust, Misses Barrie Charitable Trust and The David Brooke Charity – funding towards running costs of the Recovery Through Activity programme.

CCF - Westmorland Family Community fund – brought forward funding towards running costs of the Recovery Through Activity programme and a new grant for a feasibility study looking at potential site replication.

Sir John Fisher Foundation – delivery of the Furness day of the Recovery Through Activity programme.

Newby Trust – costs associated with the Life Skills training programme.

CCF - COVID-19 Response fund – funding towards new Commercial Grower.

Enterprise Development fund – feasibility study for potential new trading opportunities.

Clark Foundation – funding towards the cost of essential growing materials and equipment.

The Percy Bilton Charity – funding for horticultural power tools and equipment.

The Hedley Foundation – funding towards the cost of horticultural materials.

Restricted Fixed Asset

The Harold and Alice Bridges Charity – to purchase horticultural equipment.

Anon/Dowager Eleanor Peel Trust – contribution towards new horticultural building.

Cumbria County Council - Containing Outbreak Management Fund (COMF) – capital funding towards a caterpillar polytunnel.

Cumbria County Council - South Lakeland Local Committee – capital funding towards site and horticultural equipment.

Mazars Charitable Trust – capital funding for a double span polytunnel.

Transfers between funds

During the year there was also a transfer from unrestricted to restricted Fixed Asset Fund representing the element of capital expenditure not funded by grants and met from reserves. The Fixed Asset Fund continues to reflect the Net Book Value of all assets held by the Charity, as agreed by the Trustees.

Postcode Neighbourhood Trust – funding for Catering Manager’s salary.

Lake District Foundation Small Grants fund – funding to run farm visits for young people.

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 34

16 Statement of funds (continued)
Prior year Balance at Income Expenditure Transfers Balance at
1 July 2020 in/out 30 June 2021
£ £ £ £ £
Unrestricted funds
Designated funds
Training costs 28,339 - - (28,339 ) -
Replication Project - - - 65,000 (65,000 )
Sizergh site dilaps - - - 25,000 25,000
28,339 - - 61,661 90,000
General funds
General Funds - all funds 120,576 259,092 (206,713 ) (68,573 ) 104,382
Total Unrestricted funds 148,915 259,092 (206,713 ) (6,912 ) 194,382
Restricted funds
National Lottery Covid Fund - 31,615 (31,615 ) - -
Henry Smith Charity 7,631 - (7,631 ) - -
Frieda Scott Charitable Trust - 13,316 - - 13,316
Nineveh Charitable Trust - 5,000 - - 5,000
Henry Oldfield Trust - 5,000 - - 5,000
CCF – Westmorland Family Trust 1,693 7,600 (3,893 ) - 5,400
Sir John Fisher Foundation 2,119 30,000 (15,186 ) - 16,933
Newby Trust - 6,500 - - 6,500
Lloyds Bank Foundation - 33,000 (33,000 ) - -
Cumbria Community Foundation 352 - (352 ) - -
CCF – COVID 19 Response Fund 7,000 25,284 (22,891 ) - 9,393
Co-op Local Community Fund 1,818 2,087 (3,905) - -
D’Oyly Carte Charitable Trust - 4,000 (4,000 ) - -
Cumbria PSS Covid-19 Fund - 3,500 (3,500 ) - -
Access - Enterprise Development Fund - 6,000 (1,750 ) - 4,250
Postcode Neighbourhood Trust - 19,809 (12,642 ) - 7,167
Lake District Foundation 2,500 - - - 2,500
Combined Funds <£2k 999 6,400 (2,935 ) - 4,464
24,112 199,111 (143,300 ) - 79,923
Restricted fixed asset fund
Fixed Asset Fund 78,393 - (26,832 ) 19,333 70,894
Harold & Alice Bridges Charity - 1,500 - - 1,500
Hadfield Trust 5,237 - - (5,237 ) -
Anonymous - 20,000 - - 20,000
CCF – Capital Covid Fund - 7,184 - (7,184 ) -
The Dowager Countess Eleanor Peel Trust - 5,000 - - 5,000
83,630 33,684 (26,832 ) 6,912 97,394
Total Restricted funds 107,742 232,795 (170,132 ) 6,912 177,317
Total of funds 256,657 491,887 (376,845 ) - 371,699

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 35

17 Summary of funds

17 Summary of funds
Current year Balance at
Income
Expenditure
Transfers
Balance at
1 July 2021
in/out 30 June 2022
£
£
£
£
£
Designated funds
General funds
Restricted funds
Restricted funds - Class II
Prior year		 90,000
-
-
(65,000 )
25,000
104,382
274,227
(304,875 )
57,807
131,541
79,923
87,559
(127,839 )
-
39,643
97,394
22,252
(27,437 )
7,193
99,402
371,699
384,038
(460,151 )
-
295,586
Balance at
Income
Expenditure
Transfers
Balance at
1 July 2020
in/out
30 June 2021
£
£
£
£
£
Designated funds
General funds
Restricted funds
Restricted funds - Class II		 28,339
-
-
61,661
90,000
120,576
259,092
(206,713 )
(68,573 )
104,382
24,112
199,111
(143,300 )
-
79,923
83,630
33,684
(26,832 )
6,912
97,394
256,657
491,887
(376,845 )
-
371,699

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 36

17 Summary of funds (continued)

Designated Funds

Replication Project fund – fund created to cover a proportion of senior management time as replication options are investigated.

Sizergh site dilapidations – to cover anticipated investment needed to the temporary structures on the existing site.

Restricted Funds

N L Community fund - Coronavirus Community Support fund – funding to help ’Keep on Growing’; maintaining farm operations during the COVID lockdown restrictions.

Henry Smith Charity – A three year award concluding September 2020, funding an Occupational Therapist and associated costs.

Frieda Scott Charitable Trust, The Nineveh Trust and Henry Oldfield Trust – funding towards running costs of the Recovery Through Activity programme.

CCF - Westmorland Family Community fund – brought forward funding towards running costs of the Recovery Through Activity programme and a new grant for a feasibility study looking at potential site replication.

Sir John Fisher Foundation – delivery of the Furness day of the Recovery Through Activity programme.

Newby Trust – costs associated with the Life Skills training programme.

Cumbria Community Foundation – A three year award concluding August 2020, to fund horticultural operating costs, including seeds, growing media and volunteer safety boots.

CCF - COVID-19 Response fund – funding towards new Commercial Grower.

Co-op Local Community Fund – funding horticultural seeds and compost.

The D’Oyly Carte Charitable Trust – funding horticultural costs.

Cumbria Police and Crime Commissioner – contribution towards Growing Manager’s salary costs.

Enterprise Development fund – feasibility study for potential new trading opportunities.

Postcode Neighbourhood Trust – funding for Catering Manager’s salary.

Lake District Foundation Small Grants fund – funding to run farm visits for young people.

Restricted Fixed Asset

The Harold and Alice Bridges Charity – to purchase horticultural equipment.

The Hadfield Trust – Contribution towards the cost of replacement on site offices and storage accommodation.

Anon/Dowager Eleanor Peel Trust – contribution towards new horticultural building.

CCF COVID 19 Response fund – funding for costs of repurposing a polytunnel to provide more essential safe, socially distanced indoor space for breaks and training sessions.

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 37

18 Analysis of net assets between funds

Current year Unrestricted
Restricted
Total
Total
funds 2022
funds 2022
funds 2022
funds 2022
£
£
£
£
-
-
64,365
64,365
179,942
47,622
35,037
262,601
(23,401 )
(7,979 )
-
(31,380 )
156,541
39,643
99,402
295,586
Unrestricted
Restricted
Total
Total
funds 2021
funds 2021
funds 2021
funds 2021
£
£
£
£
-
-
70,894
70,894
222,903
79,923
26,500
329,326
(28,521 )
-
-
(28,521 )
194,382
79,923
97,394
371,699
Tangible fixed assets
Current assets
Creditors due within one year
Total
Prior year
Tangible fixed assets
Current assets
Creditors due within one year
Total

19 Pension commitments

The charity operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund. The pension cost charge represents contributions payable by the charity to the fund and amounted to £15,468 (2021 - £11,452). At the year end date £2,011 (2021 - £1,572) was payable to the fund and is included in creditors.

20 Operating lease commitments

At 30 June 2022 the Charity had commitments to make future minimum lease payments under non cancellable operating leases as follows:

At 30 June 2022 the Charity had commitments to make future minimum lease payments under
non cancellable operating leases as follows:
2022
2021
£
£
7,320
7,320
10,370
17,690
17,690
25,010
Not later than 1 year
Later than 1 year and not later than 5 years

At the year end date the balance outstanding on leases related to the charity's land lease which has been agreed for a period of 5 years to 30 November 2024.

On 3 August 2022 the charity entered into a new lease with Westmorland Limited relating to land at Tebay Services. The term of the lease is 6 years and will be at a peppercorn rent per annum (if demanded).

Notes to the Financial Statements Growing Well Limited Trustees’ Report and Financial Statements for the year ended June 30, 2022 | 38

Cultivating good mental health

Growing Well, Low Sizergh Farm, Kendal LA8 8AE

Email. info@growingwell.co.uk Telephone. 07903 013 648

www.growingwell.co.uk Growing Well Ltd is a Registered Charity in England & Wales, no. 1182018