TrustM< Annu•l Report and Flnanclal Statements for the y•¥r •ndlng 31" De¢ember 2024
Charlty name: HOTHOUSE
Charlty re¢lstrntlon nurnber: 1196722
TRUSTEES ANNUAL REPORT
The Trustees present thelr report and unaudited flnanclal statements of the charity for the year ended 31,
December 2024
Referen¢e 4nd *drnlnlitratl¥e det•lli
Rtg15tered charlty name
othouse
Re815tered charlty number
1196722
Ch•rlty prln¢lpal offlce
78 Wh)Iley Rd
Rarn5bgttom
8urv
BLO ODE
The Trust••s
Mrs Rèbekah Barlow
Mr P Mlnney
Mr Oavld Dawson
Mr Davld Wyk•
l appolnted 12" Feb 241
(Appolnted 7 July 20211
l appolntéd 12, Feb 241
l appointed 12 Feb 241
Treasurer
Mr DW Wyke FCMA
Bank
Co-optratlve Bonk

Hothouse
Trustee's Annual Report Icontlnued)
Year tnded 31" December 2024
STRUCTURE, GOVERNANCE AND MANAGEMENT
Hothouse began as a charity In 2021 after many years worklng in the field as con5tStuted group5,
The organlsation règistered with the Charity Commission, achièvin# statu5 on 23 November 2021 IRegistered
Charity Number 11967221 At the last AGM 2024, Feb 12th Joy Kilp4trick and Michelle Hyams-5seka5ki both stepped
down from belng trustees. We are very grateful lor thelr support over the years. Three new trustees stepped up to
continue with the wtxk of the charlty.
GOVERNING DOCUMENT
Hothouse Is a Charltable Incorporoted Organlsatlon ICIOI, 8oveTned with • foundational m¢Jdel ¢on5tltutlon and
•stabllshed in Nov 21. The ¢rSginal constituted gioup was established in Fèbruary 2020.
OBJECTIVES
To advance the Chr15tlan rellglon In Bolton, Bury and the surroundln8 area for the benefit of the publlc through tht
holdlng ol prayer m••tin8s, lectures, rotièats, pastoral care and throu8h nurtUfln8 the development of not-ftsr-proflt
InStlatlve5 whlch advance the Chrlstlan falth elther dlrectly or throygh -iood works..
Our artlvltl•s #re tontlnu•lly monilortd to ensur• consider•tloTh of the Chaflty Commlsslon's Buld•nc• on publlc
beneflt.
The Trustees bellevethat the Implèmentètlon of th• above satlsfies the Charltycommlsslon 8en*ral 8uidance on Publlc
Benefit
STATEMENT OF TRUSTEE5' RESPONSIBIUTIES
Statement mnfirmlng whether the trusteès have had reqard to thè iuldance Issued by the Ch4rlty Commlsslon on
public beneflt.
The Trustees are responsible foT the preparatlon of the flnaTrclal $t•temenls for each flnancl•l yejr, whlch 8lve a trtse
jnd falr vlew of the charity's situatlon. In preparin¢ these report5, the Trustees are requlred to..
Select sultable occounting poll¢ies and apply them consistently.
Make ludgemenis and estlmates that are reasonable and prudent.
State whether )ppllc?ble accounting Standards have been followed.
Prepare the financlal accounts and submlt them in Ilne with Charity Commission requlrements.
The Tru5ttes are also rtsponslble for ensurini that the charlty has approprlate systems of Internal ¢ontrol
aCr￿S the organisation.
They are respon51ble for keepini proper a¢countlng records, which disclose with reosonable accuracy at the
tlme, the fin•ncial posltlon of the ¢harity and enable them to ensure that the flnancial Statements follow besl
pra£tl¢e.
They are further responsible for safeiuardini the assets of the charlty and hence for t•kln8 reasonable Steps
for the preventlon and detettion of fraud and other irre8ul•rltie5.
The systems of internal control ale designed to provSde reasonable, but not absolute reassurance against
materSal misstatement of loss. Internal control processes Implemented by the Trustees Include Agreement of
policy and service development.
An annual budget approved by the TDJstees. ReBular conslderatlon by the Tru$tee5 of ffinancial results.
Delegation of authorSty to approprlate levels of management. IdentSfication and management of risk.
ACTIVIT5ES
In summary, Hothouse enabled changemakers to take root, flourish and grow. Hothouse was an Inltlatlve that
5UPPOrtèd individu015 In launchlng so¢lil enièrprise5, thafltles, and mlssion-led projects designed to spark posltlve
change. Its nurturing environment helped many bring theSr ideas to Ilfe through four key areas:

L Communlty- Hothouse created vibrant networks by offèrlng regular mentorlng groups and ne￿OrkIng
opportunities, connecting partlcipants, volunteers, and stakeholders.
2. Chrlstlan Discipleship- Participants reteivtd teachlng In Christlan leadershlp, equlpping them to 8row in
falth and lead wlth Integ¥lty and splritual maiurlty.
3. CoachI￿- Depènding on project needs and availability, individuals benefited from early.stage toaching
se55ions. These were delivered by skilled volunteer coache5 from diverse back8rounds.
4. Partlclpant Prqramme & Workspace- Each partl¢ipant followed a per50n31 development plan and
accessed a learning platform coverSng essential Start-up tOPlC5 like governance, finance, and soclal impad.
Dedlcated workspace days encouraged collaboration and peer learnini.
A s&I￿n ol Grovrth •nd • Tlm• to a¢x•: Hothculrfs Lffacy •nd Fln•l Chapt•r
In essence, Hothouse provlded fertSle ground where passSon met practlcal support and Ideas blossomed Into
meaningful •ction, From its roots In e4Tly 2020, the programme stood as a Ilfeline to vlslonarSes n•vi8atin8 the
un¢•rtaSntSes of the covif>19 era, especialty in Bolton-a town facSng some of the UK'S most severe levels of
deprivation IIM020191.
Though tht programme offltlally closed to new applicants In December 2024, its impact Is stlll b*lng felt. Now, In
2025. Nothou5e has entered Its flnal phase. With a shlft in emphasis and changing needs, the decision h•s been
mode to close the tharity entirely withSn the year. The model, ￿tal durlng the pandemic years, is no longer requlred
In the same way It once was.
A¢hl•wm•nt• ind
Hothouse equlppèd locèl leaders to develop cornmunlty-rooted prolects, with stroni iovernance and • clear sense
of mlsslon. Through one.to.one ¢oaehl#8, mentorin& and faith.based leader5hlp development* partl¢lpants became
more confldent, more capable, and mor• connected.
K•y •¢comp115hments Included:
A d•dlcat•d m•dig4 campaS8n and fully tsp•r•tlonal w•bslt•
Conslstenl newslettefs to keep the netwoik engaged
Workspace evenls and soclal events throughout the ye•r
Ongolng coachlng aThd mentorln8
At the heart of Hothouse's sutte55 w•s Its people. The volunteers Éave 8enerousSy of thelr tlme and talent, sowlng
seeds of tran$formatSon throughout the communlty. A heartfelt thank you goes to each one of them your work
mattered. Spec141 thanks also to Kln8s Bolton for provldln8 workspace and to Create Bolton for resourclng the vlslon.
Looklni Ah••d
A5 3 final art of support, Hothouse Is producing a reflectlve journal to help everyonè to dI5cern iheir next steps,
because everyone has a purpose for thelr Ilve5. The Interactlve Journal wlll help shape Indlvlduals and thelr mlsslon
wlth clarity. Thls will be wrltten and created durlng 202S.
While the chapter Is c1051n& the storles It helped be8ln wlll contlnue f8r beyond the Ilfe of the programme.
Hothousè may be drawing to a close, but its leiacy will live on through the reflective journal being prodtsced and, In
the proiects, It helped spark, the lives it helped shape. and the hope it helped grow.
My final thankyou 8oe5 to Our Lord Je5U5 Christ, who wltho*Jt H15 Vlsion and directlon, none of thls would have
bèenll

PLANS FOR THE FWURE
FINANaAL REVIEW
f h char
s financial osltion at th
eriod.
Hothouse Is funded through gènèrous phllanthropists. Factors likely to affect future financial performance or
position are revlewed at each trustee meeting alongside a review of performance against the original approved
bud6et for the year In hand. Forecasts are amended as appropriate at such time. There have been no significont
events that have affected our flnancial performance and position dulln8 the year. Our balance sheet remains in
credlt, and we remaln a golni concern.
tatement ex
th
for holdin
rèseNes statin
are held.
Our policy Is to a¢¢umulate free reserves In proportlon to the risk ass¢ciated with one or more major Income
streams failing to deliver to expectalion. Our fre• reserves target equates to approximately twelve months
operatlonal costs. Any surplus whlch may be generated more than our reserves target wlll be relnvested In actlvltles
whlch accord with our charitable objertlvès.
Reserves are perlodlcally used io cover costs arl$ln8 from a Change or 5hort-ierm ¢ess•tlon of fundlng of a project or
servlte, to enable the efftdlv* management of change whereby new InltiatSves need time to become established, or
to help fund required investments In f•cllltlts from whlch the charlty operates.
RESEAVES POUCY
Amount of reserve5 held - £ £2,404
We rem•ln s•tlsfied th•t our cash reserves •nd our reseThe5 t•ryet are sufficlent to enjble the chorlty to effectlvelv
man$ge contractual risks, Issues and or8anisalSonal change as identified above, or to wind up Its affairs In •n orderly
f•shlon should the need •rls*.
Th• trustees de¢lare that they have approved the trustee5' report above.
518ned on behalf of the charltvs tr
Slgnziurelsl
stees
Full n•m¢lsl P Mlnney
R Barlow
D Wyke
D Dawson
Posltlon le.g. Secretary,
ChaSr, etcl
Trustees
Date
IgJ7
JOZS

Hothouse
Annuol •¢counts for
r endln
Inco
e and Ex endlture An•1 sls
31st De¢emb•r 2024
HOTHOUSE
2023
2024
Income
Donatlons
£150
£2,CO)
ExPend￿ur*
Networking events
IT èqulpment & rnedia
PTomotional mat'ls
Stationery
Zoom subscrlptloTr
Indèrnnity Insurwnce
TralTrlng / Development
Sundry
£208
£328
£222
£51
£16
£156
£262
£144
£252
£tso
£40
Tot•1
£1,092
£706
Profft I
1£9421
£1,294
8•lance Sh•¢t
nk BI￿ncE
£i,iio
£1404
Reserves
£i,iio
£2,404