Equilore Trustees Annual Report
## February 2026
Reporting period of 2nd April 2024- 1st April 2025
Charity Number 1190998
CIO registered
## **CONTENTS**
## **1. Reference and Administrative Details**
## **2. Structure, Governance and Management**
## **3. Objectives and Activities**
## **4. Public Benefit**
## **5. Achievements and Performance (Impact)**
## **6. Financial Review**
## **7. Plans for Future Periods**
## **8. Statement of Trustees’ Responsibilities**
## **1. Reference and Administrative Details**
## **Charity Registration**
Charity registered number: 1190998
Office Address: 15 The Glades Launton OX26 5ED
Equilore Yard: Park End Croughton NN13 5LX
## **Bankers**
_Charities Aid Foundation Bank Limited_
25 King’s Hill Avenue King’s Hill West Malling Kent ME19 4JQ
## **Auditors**
_LLoyds Bank_ Lindsay Worville 9 Sheet Street 24 Bridge Street Bicester Brackley OX26 6JE Northamptonshire Oxfordshire NN13 7EW
## **Contact Information**
Telephone: 07787 402236 E-mail: info@equilore.co.uk Website: https://equilore.co.uk/
## **Trustees:**
Felicity Mallam (Appointed 24/08/2020 - retired July 2024) Neil Tindall (Chair) (Appointed 03/05/2022 - retired 25/09/2025) Emma Wilberforce (Secretary) (Appointed 03/05/2022) Karen Webb (Appointed 29/11/2022 - retired 21/11/2024) Hayley Brown (Appointed 06/06/2024 - retired 13/03/2025) Claire Kotecki (Safeguarding) (Appointed 06/06/2024) Candy Heinrich (Appointed 22/07/2025) Christina McCullagh (Chair) (Appointed 25/09/2025) Linda Hinds (Treasurer) (Appointed 17/12/2025)
## **Director:**
Dr. Loes Koorenhof (Founder and appointed CEO 05/04/2020)
## **2. Structure, Governance and Management**
## **Legal structure**
Equilore is a **Charitable Incorporated Organisation (CIO)** registered with the Charity Commission for England and Wales (charity number 1190998).
## **Organisational structure**
Equilore is governed by a Board of Trustees, recruited from the general public. The everyday management of the charity is delegated from the Board to the founder/CEO.
This year our team has grown from two to six part-time facilitators who work clinically alongside the CEO, a full-time Head Groom who also takes on some administrative tasks, a weekend groom and a part-time bookkeeper; these are paid positions.
The charity is incredibly lucky to have a wealth of support from volunteers on a regular basis. Our core team of volunteers grew to 15 this year. We have a high retention rate of volunteers who support the care of horses, field and stable management. The charity does not rely on any donated facilities, donated services or other donations in kind or other intangibles.
## **Governance and trustee appointment**
Trustees are recruited through a combination of open advertising, personal networks and recommendations. The board actively seeks individuals with skills in mental health, equine-assisted interventions, finance and governance. New trustees receive an induction pack and ongoing support. No trustee received remuneration or expenses in the period covered by this report.
## **Decision-making**
Board meetings take place bi-monthly. Decisions are made collectively by the board, normally by majority vote, with the Chair having a casting vote where required, in line with the constitution.
## **Risk management**
Key risks are identified, reviewed and managed collaboratively. The charity has safeguarding procedures and a designated safeguarding trustee oversees compliance. The Treasurer, working closely with the bookkeeper and accountant, brings both financial expertise and operational experience in equine-assisted activities, helping to mitigate operational risks. The Chair monitors governance risks. Staff and volunteers contribute to the ongoing review of policies and practices, ensuring risks are proportionate and managed effectively.
## **3. Objectives and Activities**
## **Charitable purposes**
Equilore’s purposes, as set out in the governing document, are to advance education and relieve need among children, young people and adults who face barriers to traditional therapeutic support.
The charity focuses on individuals:
- who cannot engage with traditional talking therapies, or for whom such therapies were incomplete;
- who struggle to verbalise their feelings, such as those (but not exclusively) with autism, attachment trauma or other trauma;
- whose circumstances require alternative approaches, including nature-based and equine-assisted interventions.
## **Activities undertaken during the year**
Equilore delivers equine-facilitated psychotherapy and learning alongside nature-based interventions, supporting children, young people and adults. Activities in the reporting year included:
- **Equine-assisted interventions:** 923 sessions delivered to 97 new clients, plus ongoing support for more complex, long-term beneficiaries.
- **Alternative provision and school engagement:** 4 young people attended sessions as part of half or full day alternative provision placements; 31 were self-referred; the rest were referred by schools, local authorities and other charities.
- **After-school clubs:** 13 young people attended weekly groups, Wildlife Warriors (Tuesday) and Barn Pals (Friday), providing socialisation opportunities rather than formal therapy.
- **Community collaboration:** Worked with local charities, care homes and statutory services to provide coordinated support.
- **Feedback and evaluation:** Gathered testimonials and goal-based outcomes to inform service improvements.
## **4. Public Benefit**
Equilore’s activities provide significant benefit to people aged 7 and older, who are in need of mental health or therapeutic support, particularly those who cannot engage effectively with traditional talking therapies. As mentioned above, beneficiaries include neurodiverse individuals, those experiencing trauma, young people in care or foster placements and individuals transitioning from mental health inpatient care.
Equilore delivers equine-facilitated psychotherapy and learning alongside nature-based interventions, offering tailored support for individuals who struggle to verbalise their feelings or have complex emotional needs. Sessions focus on emotional regulation, confidence building, coping strategies, and social skills. For many young people, these techniques are applied at home, in school, and in exam situations, providing long-term benefit.
The charity also provides long-term support to individuals whose mental health challenges make engagement with other organisations difficult, including those recently discharged from mental health wards, families affected by terminal illness, and children navigating complex family or safeguarding situations. Equilore staff support these individuals and their families through direct intervention, and by representing the voice of the child in educational, or safeguarding settings where appropriate.
Equilore works closely with local charities and statutory services, including residential care homes, schools, and support organisations for people affected by cancer, providing group sessions, peer support, and staff training. Notably, the charity’s work has been highlighted publicly, for example
when a family’s session was followed by a film crew from a major cancer charity, raising awareness of Equilore’s services.
Through these activities, Equilore enables beneficiaries to re-engage with education, improve social and emotional wellbeing, and experience greater confidence and independence. Our professional, person-centred approach, delivered by trained psychologists and counsellors, alongside the unique use of equine-assisted and nature-based methods, delivers demonstrable public benefit in a way that complements and enhances statutory and other charitable provision.
## **5. Achievements and Performance (Impact)**
## **Summary of achievements**
During the year, Equilore delivered 923 equine-assisted intervention sessions and supported 97 new clients. Of these, four young people accessed provision through alternative education placements (half-day or full-day), 31 were self-referrals, and the remainder were referred by local authorities, schools and other charities. In addition, 13 young people were referred into Equilore’s after-school programmes.
97 sessions were subsidised through funding from the National Lottery Grant we obtained in the summer of 2024, with another 70 sessions funded outside this reporting period.
The charity continued to support a small number of individuals with more complex needs who benefit from longer-term engagement. Through the combined efforts of staff, facilitators, volunteers and trustees, Equilore strengthened its capacity to meet demand while maintaining safe, ethical and person-centred delivery.
To meet the increased demand for sessions, we grew our team from 3 part-time facilitators to six part-time facilitators and expanded our herd from four to six horses. Significant improvements were made to facilities during the year, strengthening the charity’s ability to operate safely and effectively. A dedicated car parking area was installed, improving accessibility for beneficiaries and referrers. Two converted shipping containers were purchased and installed on site: one was developed and decorated into a classroom and therapeutic space and the other provides a permanent on-site office. Previously, administrative work was undertaken from a windowless tack room that was prone to flooding.
Electricity was installed on site, enabling a heated indoor space for winter sessions. This improvement allows Equilore to operate at full capacity year-round, rather than reducing provision during colder months. In addition, a bark-surfaced area was created for the horses, providing a small mud-free space that ensures sessions can continue safely in wet conditions.
We rebranded with a new logo and finally installed a new roadside welcome sign to improve visibility and accessibility for visitors. This work was supported through sponsorship from a local dog groomer.
In March 2025, Equilore had the honour of hosting David Holdsworth, Chief Executive of the Charity Commission for England and Wales. This visit provided an opportunity to showcase our work, discuss the challenges and opportunities for small charities delivering specialist therapeutic support, and ‑ ‑ raise awareness of the value of equine assisted and nature based interventions for those who struggle to access traditional services.
## **Beneficiaries**
Equilore supported both children and adults, with approximately 70% of beneficiaries under the age of 18. Beneficiaries included young people experiencing severe anxiety, emotion-based school avoidance, neurodiversity-related needs (including ASD and ADHD), significant trauma, and those with lived experience of care, fostering or adoption.
Referrals from schools continued to increase, reflecting growing demand for non-traditional therapeutic support. At the time of writing, the charity held a small waiting list of approximately 10 cases and worked actively to minimise waiting times for those in need.
## **Outcomes and impact**
Equilore supported individuals who had struggled to engage with traditional room-based therapies or faced long waiting lists for statutory services. The charity maintained an average referral turnaround time of approximately 8-12 weeks, with urgent referrals responded to more quickly, enabling timely support.
Common outcomes for young people included increased confidence and independence, such as being able to leave the house after prolonged periods of isolation, attend sessions independently without a parent present learning to manage separation anxiety. Several young people who were unable to attend school received targeted one-to-one support; all young people supported in this way successfully re-engaged with education.
Equilore also supported adults and families affected by serious and terminal illness. Working alongside the horses offered a calm, non-clinical space where individuals reported feeling grounded and relaxed. Many described reduced distress and physical tension by the end of sessions, and some reported reduced pain, which staff believe may be linked to co-regulation with the horses causing deep relaxation and a settling of the nervous system. These sessions provided space for reflection, emotional processing and comfort at a time when other forms of support could feel overwhelming.
Collaborative working with parents, schools and other professionals supported coordinated care and helped ensure that the voice and needs of the individual remained central.
## **Challenges and learning**
The year continued to present challenges linked to increasing demand, complexity of need and the practical limitations of an outdoor, land-based setting. Learning from these challenges informed a programme of infrastructure improvements that significantly strengthened delivery.
The addition of a dedicated classroom and on-site office has enabled Equilore to operate more fully during the winter months. Improved access to the land, including hardstanding in the gateway, drainage work and a bark-surfaced working area, means the charity can safely use the entire land all year-round, rather than being restricted to drier areas in winter. Adding some hardcore behind the stables has improved on-site parking, accessibility and overall site safety. These improvements have increased resilience, reduced weather-related disruption and supported consistent delivery for beneficiaries and staff alike.
Finally, at the end of our 3-year lease, we managed to secure a further 5-year lease on this site.
OUR YEAR IN PICTURES
2024-2025
W INTER
SPR ING
SUMMER
A U TL M N
OUR
A SS I STE D
SE SS I ON S
I X LIOO R
SPACE
OUR
MPROIED
GA TEW A Y
R E S C Ll E
p o rx l E S
N EW SIGN
ALLOTMENT
SPONSOR 5
tJ@ OXF
COMMUNITY
ENGAGEMENT
VOLUNTEERS
OPEN DA Y
## **Financial Review**
## **Financial position**
In the period 02/04/2024 to 01/04/2025 Equilore’s income was £120,642 and expenditure £91,323 (compared to £61,123 and £70,444 respectively last year).
Overall, the charity doubled its income due to our investment into support with fundraising, increasing our service delivery team and therapy herd. Therefore, being able to deliver more services and support more people. The main variances contributing to this cash reserve reduction are:
- Overall income from service delivery was slightly higher, £71,3k compared with £51.9k the previous year. We utilised Lottery funding to deliver subsidised sessions, making these more accessible.
- Our investment in the recruitment of fundraising support paid off and we increased our grants income to £51.9k, with £20k being restricted funding.
- Professional fees are higher this year (£4.2k vs £1.5k last year), primarily due to administrative changes. In the previous year, bookkeeping costs were included within wages. During the year, these costs were reclassified as professional fees to improve financial transparency and provide a clearer distinction between administration and operational expenditure. This change reflects improved reporting rather than a material increase in costs.
- Higher wages and salaries - £57.9k (was £49.7k in 2022-23) Higher cost this year due to more paid staff; facilitators to deliver the sessions; extra grooms to ensure our now herd of six are well cared for and the temporary fundraiser who subsequently helped us bridge our spending gap.
As demand for our services grew, income grew. This enabled and required an increase in staff costs. We have been able to reduce our staffing costs by expanding our volunteer team.
## **Reserves policy**
Equilore employs a Reserves Policy to cover six to nine months of operational costs. This policy has been reviewed as the charity grows to ensure the set limit remains adequate. Especially so because we deal with livestock. The Trustees recognise that with £40,257 of unrestricted funds, we are just slightly below our ideal 6 month reserves of £45k. However, we do hold a further £5,818 as restricted funds from grant funding for specific projects _._ These funds are held in order to meet future expenditure.
## **Principal funding sources**
This financial year, funding included grant income, charitable donations and income linked to referred placements from schools, local authorities and other organisations. The charity did not hold any long-term service contracts during the year.
Equilore’s work was funded through a combination of grant funding, charitable trusts and donations, including both restricted and unrestricted income. We are very grateful to our principal funding sources incl:
- **The National Lottery Community Fund** – £20,000 (restricted funding)
- **Postcode Lottery** – £19,913
- **Schuster Trust** – £1,000
- **CAF (Charitable Aid Foundation)** – £2,000
- **Tesco / Groundwork Community Grant** – £500
- **CAF Warburtons** – £400
- **Bartlett Taylor Trust** – £720 (unrestricted funding)
This mix of funding supported both the delivery of services and the development of infrastructure and capacity during the year. The charity remains reliant on grant funding and continues to seek a balanced mix of funding sources to support sustainability.
## **Going concern and outlook**
At the end of the reporting period, the charity held adequate Reserves in line with its current Reserves policy of maintaining approximately six months of operating costs, providing a buffer against short-term financial uncertainty. Ideally, we would somewhat increase our reserves to not be at the lower threshold of our six to nine months reserves
During the year, Equilore experienced significant growth in service delivery, staffing and the size of the equine herd. While this growth has strengthened the charity’s ability to meet demand, it has also increased ongoing costs and the charity’s reliance on continued grant funding and donations.
As part of its approach to sustainability, the charity invested on a short-term basis in fundraising support, with the intention of developing internal capacity to take this work forward after the initial contract period. While this investment increased skills and understanding within the team, it has become clear that rising demand for services, increased administrative requirements and growing case complexity have significantly limited the time available to carry out fundraising activity internally. Staff time is increasingly focused on direct delivery, coordination with other professionals and attendance at meetings to support beneficiaries and their wider support networks.
Looking ahead, the charity recognises the need to reconsider investment in fundraising support in order to maintain affordable pricing, subsidise sessions for those who cannot afford to pay and support the charity’s expanded level of activity. The Trustees will continue to balance growth with sustainability and will review options for resourcing fundraising in a way that does not detract from service delivery.
The charity also anticipates rising costs, particularly in relation to land rental, feed, hay and general equine care, staffing and infrastructure maintenance. In response, we intend to increasing Reserves to cover up to nine months of operating costs over time, subject to funding levels.
## **7. Plans for Future Periods**
In the next reporting period, Equilore’s primary focus will be on consolidating recent growth while continuing to respond to increasing demand for services.
The charity has a relatively new Board of Trustees. While trustee recruitment and retention presented challenges outside the reporting period, the Board is now established and operating effectively. Over the coming year, the Trustees will focus on strengthening the charity’s strategic direction and governance, supported by Cranfield Trust, which provides advice and support to charity leaders.
Key objectives and priorities include:
- **Sustaining high-quality service delivery** for children, young people and adults with complex emotional and mental health needs, while maintaining safe and ethical practice for both beneficiaries and horses.
- **Managing capacity and demand carefully** , balancing responsiveness to referrals with the wellbeing of staff, volunteers and the equine herd. Employment of full-time staff as opposed to relying on consultancy workers.
- **Securing sustainable funding** , including investing in fundraising capacity, to support affordability of services and subsidise provision for those unable to pay.
- **Expanding the staff team** , including fundraising support, to reduce pressure on delivery staff and support long-term sustainability.
- **Raising public awareness** of Equilore’s work through collaboration, partnership working and improved online presence, to ensure those who may benefit from the charity’s services are able to find and access support.
- **Continuing collaborative working** with schools, local authorities, charities and other professionals to support coordinated care and improved outcomes.
The Trustees will review progress against these priorities throughout the year and adapt plans in response to learning, demand and available resources.
## **8. Statement of Trustees’ Responsibilities**
The Trustees are responsible for preparing the Trustees’ Report and financial statements in accordance with applicable law and regulations.
Charity law requires the Trustees to prepare financial statements for each financial year in accordance with UK Generally Accepted Accounting Practice (UK GAAP) and applicable law. Under charity 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, including its incoming resources and the application of resources, including income and expenditure, for that period.
In preparing these financial statements, the Trustees are required to:
- select suitable accounting policies and apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent; and
- prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the charity will continue in operation.
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. They are also responsible for safeguarding the assets of the charity and for taking reasonable steps to prevent and detect fraud and other irregularities.
Christina McCullagh, Chair of Equilore Board of Trustees
Loes Koorenhof, Founding CEO of Equilore.
**----- Start of picture text -----**
Equilore 1190998
Receipts and payments accounts CC16a
For the period 02/04/2024 01/04/2025
To
from
Section A Receipts and payments
Unrestricted Restricted Endowment
Total funds Last year
funds funds funds
to the nearest £ to the nearest £ to the nearest £ to the nearest £ to the nearest £
A1 Receipts
Service Delivery 72,331 -7,083 0 65,248 51,864
Livery 2,100 0 0 2,100 3,394
Other Income 1,357 0 0 1,357 1,443
Donations and Grants received 31,037 20,900 0 51,937 4,422
0 0 0
0 0 0 0 0
0 0 0 0 0
Sub total (Gross income for
106,825 13,817 0 120,642 61,123
AR)
A2 Asset and investment sales,
(see table).
0 0 0 0
0 0 0 0 0
Sub total 0 0 0 0 0
Total receipts 106,825 13,817 0 120,642 61,123
A3 Payments
Wages and salaries 57,995 0 0 57,995 49,736
Rent and rates 10,192 0 0 10,192 9,550
Veterinary costs -81 628 0 547 808
Repairs and maintenance 552 0 0 552 0
Insurance 1,193 0 0 1,193 1,124
Hay and straw 200 1,000 0 1,200 530
Tack, feed and bedding costs 1,099 1,647 0 2,747 2,693
Telephone 815 815 622
CPD 453 0 0 453 322
Travel Costs 40 0 0 40 0
Bank Charges 163 0 0 163 60
Farrier 55 780 0 835 640
Equipment 4,882 3,518 0 8,400 1,483
IT & Subscriptions 715 0 0 715 424
Equine Dentist 90 130 0 220 200
Professional Fees 4,229 0 0 4,229 1,548
Office Costs 732 295 0 1,027 704
0 0 0 0 0
Sub total 83,324 7,999 0 91,323 70,444
A4 Asset and investment
purchases, (see table)
0 0 0 0 0
0 0 0 0
Sub total 0 0 0 0 0
Total payments 83,324 7,999 0 91,323 70,444
Net of receipts/(payments) 23,501 5,818 0 29,319 -9,321
A5 Transfers between funds 0 0 0 0 0
A6 Cash funds last year end 16,756 0 0 16,756 26,077
Cash funds this year end 40,257 5,818 0 46,075 16,756
**----- End of picture text -----**
CCXX R1 accounts (SS)
19/01/2026
1
|**Section B Statement of assets and liabilities at**|**Section B Statement of assets and liabilities at**|**the end of the period**||
|---|---|---|---|
|**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**
**B3 Investment assets**|Signature
**Details**
CAF Account
Lloyds Account
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
**Details**
**Details**
**Details**|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**17,599**
**-**
**22,658**
**5,818**
**-**
**-**
**40,257**
**5,818**
OK
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**asset belongs**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**-**
**-**
**-**
**-**
**-**
Print Name|**Endowment**
**funds**
**to nearest £**
**-**
**-**
**-**|
||||**-**|
||||OK|
||||**Endowment**
**funds**
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**Current value**
**(optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**When due**
**(optional)**
Date of
approval|
CCXX R2 accounts (SS)
19/01/2026
2
## **Independent examiner's report on the accounts**
## **Section A Independent Examiner’s Report**
**Report to the trustees/** Charity Name **members of** Equilore **On accounts for the year** 1[st] April 2025 **Charity no** 1190998 **ended (if any) Set out on pages** 3-4 (remember to include the page numbers of additional sheets)
I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 01/04/2025.
**Responsibilities and** As the charity's trustees, you are responsible for the preparation of the **basis of report** accounts in accordance with the requirements of the Charities Act 2011 (“the Act”).
I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner's statement**
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:
- the accounting records were not kept in accordance with section 130 of the Charities Act; or
- the accounts did not accord with the accounting records; or
- the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
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.
|**Signed:**
**Name:**
**Relevant professional**
**qualification(s) or body**
**(if any):**
**Address:**|**Date:**|06/01/2026|
|---|---|---|
||||
||Lindsay Worville, BrackBridge Ltd||
||||
||ACMA||
||||
||24 Bridge Street||
||Brackley||
||NN13 7EW||
**Oct 2018**
1
**IER**
## **Section B Disclosure**
Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners).
**Give here brief details of any items that the examiner wishes to disclose** .
**Oct 2018**
2
**IER**