2022-03-31-accounts

ANNUAL REPORT

A N D F I N A N C I A L S T A T E M E N T S Y E A R E N D E D 3 1 M A R C H 2 0 2 2

Registered Number 00731548 Charity Number 229325

HISTORY

We are Wildlife Trust for Lancashire, Manchester and North Merseyside. Founded in 1962 by people who knew they needed to take-action. Since then we have grown to be the largest nature conservation body in the area. We are uniquely positioned to lead change in our region, working at a grass roots, local level whilst also being part of a strong cohesive movement of Wildlife Trusts across the country.

We have saved many special places, acquiring and managing many of them as nature reserves. We look after over 1,288 hectares which are havens for rare and threatened species and habitats.

We deliver environmental education to around 20,000 children in an average year and we have built three eco buildings for our operations to demonstrate how we can live lightly on the earth. Brockholes floating visitor centre being the latest of these.

We have the powerful voices of over 30,000 members, whose invaluable support we simply could not do without. We engage over 4,000 volunteers in our mission, with around a quarter of those active on a very regular basis alongside our team of 204 staff. Whether this is ‘digging in’ on the land or helping with education, fundraising or governing the charity, together we contribute locally to nature’s conservation and recovery.

We are uniquely positioned to lead change in our region, working at a grass roots, local level whilst also being part of a strong cohesive movement of Wildlife Trusts across the country

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CONTENTS

Chair’s Report

Report of the Trustees

• Public Benefit Statement Our Key Objectives Achievement and Performance Principal Risks and Uncertainties Safety, Health and Environmental Performance Financial Review Structure, Governance and Management Reference and administrative details Future Outlook Statement of the Board’s Responsibilities

Independent Auditors’ Report

Consolidated Statement of Financial Activities

Consolidated and Charity Statements of Financial Position

Consolidated Statement of Cash Flows

Notes to the Financial Statements

We have the powerful voices of over 30,000 members, whose invaluable support we simply could not do without

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CHAIR'S STATEMENT

The

pioneering work of the Youth Council and their

impacts were recognised by other Wildlife Trusts with the award of the Dame Mary Smeiton Award

This financial year started with the country still operating under COVID-19 restrictions which impacted the work of employees, volunteers, and Trustees. There was a great deal of uncertainty as to when restrictions would be lifted and what impact they would have on the Trust’s activities and finances.

As restrictions eased during the summer it became clear that the staff had used the shutdown period well to prepare for full reopening. Profits from commercial activities this year, have made a significant contribution to the Trust’s financial position and the Trust as a whole has entered the new financial year in a good financial state and delivered multiple conservation outcomes.

Like many other organisations one impact of COVID-19 has been an increase in staff turnover. Combined with continued growth this means that the Trust has many new employees, which can be difficult to manage. However, I am pleased to report that the Trust has undertaken several HR projects including a programme of management training, a job evaluation exercise for all employees and an initiative to move staff working on projects from fixed term to permanent contracts. These initiatives will equip the Trust for continued growth.

In April, the Trust secured Postcode Lottery funding for The Bay. This project grew from the successful MyPlace project. It helps people combat mental health issues by engaging with Nature in coastal areas around Morecambe Bay. This fantastic project not only addresses people’s wellbeing but it reduces pressure on the NHS whilst helping nature and the environment.

The Trust, is recognised as a leader in the restoration of lowland raised peat bogs as a result of its work at Chat Moss and Winmarleigh Moss. This year it secured

£335,000 of funding to acquire and restore more land in the Manchester wetlands. The restored land will capture rather than release carbon, increase bio-diversity and provide a wildlife bridge between existing reserves.

The Trust currently manages 34 wonderful nature reserves. Some of these are focussed on the conservation of rare habitats and species whilst others also provide an environment where people can engage with nature as visitors, by volunteering or by participating in our education or well-being programmes. Mere Sands Wood is one of the Trust’s flagship reserves and is justifiably popular with visitors from West Lancashire and further afield as well as being a wonderful habitat for many species. In July, the Trust opened an attractive new Visitor Centre and Café on site. Work continued with landscaping around the visitor centre and classroom, to enlarge the existing pond and wetland with a new bridge and pond dipping station, and to rebuild existing hides.

Much of the Trust’s work is funded by grants. These are awarded by local and national government, charities, and commercial organisations. They are always competitive, and success is dependent on the quality of the project, how it is presented and the reputation of the applicant. It is a tribute to the Trust staff and their work that most of their applications are successful. Grants won this financial year include the £880,000 for the Bay project, £150,000 for the restoration of Rindle Moss, £280,000 for work on the Carbon Farm and nature reserve at Winmarleigh, a pledge of £350,000 for the acquisition of additional peatlands for Restoration and £350,000 to support our work in organising peatland restoration through the Lancashire Peat Partnership with £1.1 million secured for lowland peat restoration from DEFRA. There were many smaller grants which have been used to support projects across our reserves. These include funding

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for a feasibility study into the reintroduction of the White-Faced Darter into the Manchester Wetlands and the landscaping work and new hides at Mere Sands Wood.

Three years ago, the Trust set up a Youth Council to provide a forum for young members to come together to discuss, educate each other and advocate for nature. Youth Council representatives attend Council to observe, learn and to link the Youth Council to Trustees. Youth Council members met with Andy Burnham and other local Mayors and attended COP26 in Glasgow to argue the case for more action to prevent climate change and protect the environment. The founding Youth Council members have now retired, and their replacements have been selected from over 60 applicants. The pioneering work of the Youth Council and their impacts were recognised by other Wildlife Trusts with the award of the Dame Mary Smeiton Award at the Wildlife Trusts AGM.

The Trust also won the Large Scale Nature Conservation Best Practice Award for the Lancashire Peatland Initiative from the Chartered Institute of Ecology and Environmental Management (CIEEM), which is the leading professional body for Ecologists and Environmentalists. The CIEEM shortlisted the My Wild City Programme for another CIEEM award. Staff won the Lancashire category, the National title and came 3rd Internationally in the Love to Ride competition by saving 1,497 lbs of CO2 using bikes instead of using cars.

The Trust partners with many other organisations to further its objectives. The Trust has been working with DEFRA to pilot the Environmental Land Management Scheme, ELMS. We host both the Lancashire Environmental Fund and Greater Manchester Environmental Fund. We are also members of, or represented on various local or regional bodies and initiatives including The Great North Bog, Nature North, Wilder Peak and Farming in Protected Landscapes.

biodiversity including a requirement to produce a Nature Recovery Plan for their area. Nature will only recover if nature recovery is managed at landscape scale. These plans will cover all land whether it is owned or managed by national and local government, commercial organisations such as Utility Companies, private landowners and farmers and environmental NGOs like the Trust. Tom, our CEO was invited to speak at the Lancashire Climate Summit and the Trust is expecting to work with many if not all authorities within our area on developing these plans.

Our members play a crucial role in funding and supporting our work. In August 2021 our total membership passed the 30,000 mark for the first time.

The Wildlife Trust is a member of the Federation of Wildlife Trusts which consists of 47 individual charities all committed to Nature Recovery. The federation have recently completed a major review and update of its goals and strategy. Tom Burditt, CEO, has been involved with the development of these and ensured that our views were heard. We are committed to these goals and have ensured that our goals and objectives align with those of the wider movement.

It was a great privilege to be elected as Chair, following Steve Garland’s retirement in October 2021. Steve served as a Trustee for approximately 35 years, (he can’t remember exactly), and as Chair for seven years. Steve led Council and supported the executive in a period during which the Trust grew impressively and developed many new ways to work for nature recovery and to help people engage with nature. Steve can be very proud of his contribution.

Stephen Niven and Andrew Royce also retired as Trustees in October and Dr Joe Dwek CBE retired as Honorary Vice President. Andrew Royce served as Honorary Company Secretary and Stephen Niven as Chair of Brockholes Enterprise Limited (BELT).

Our

members play a crucial role in funding and supporting our work. In August 2021 our total

membership passed the 30,000 mark for the first time

Local authorities have been given new obligations in respect of climate change and

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CHAIR'S STATEMENT

I was struck not only by the skill, knowledge and experience of staff, volunteers and supporters but also the enthusiasm and commitment they bring to the Trust

We are very grateful to Steve, Stephen, Joe and Andrew for their long service and support of the Trust.

This year, we have reviewed and updated how Council and the Trustees work. Council is the board of the Trust and is where Trustees and staff come together to monitor compliance, risk and performance, to approve budgets and plans and make major decisions. Council also determines how decisions are made and who is authorised to make them, and this is set out in the Scheme of Delegation. As well as sitting on Council, individual Trustees may sit on Committees or join Task and Finish Groups.

The major change we are making is the establishment of more Trust Committees where staff and Trustees with relevant skills and experience work together to plan and monitor a particular area of the Trust’s work.

There are already Trust Committees covering Health and Safety and Human Resources and these have worked very well. The new committees will work on similar lines and will cover Nature Recovery, People Engagement and Membership and Fundraising.

One of the most significant and exciting projects this year has been the development of a new business plan. This has been a mammoth exercise, led by Tom and the senior management, involving all the middle managers and many other staff. The plan covers the

next three to five years and includes financial projections for the next three. The management team will measure and report their progress against the plan and review and update it on an annual cycle. The plan sets out new goals, mission and vision statements which are aligned with those of the Wildlife Trust Movement.

During the last year, I have managed to visit many of the Trust’s reserves and meet with many of the Trust’s staff, supporters and volunteers. Although I didn’t manage to see the belted kingfisher that was spotted flying around Brockholes in November. I did attend many of the Business Planning Sessions and Youth Council, Senior Management Team, and Full Staff meetings. As always, I was struck not only by the skill, knowledge and experience of staff, volunteers and supporters but also the enthusiasm and commitment they bring to the Trust.

Thank you

J U L I A N J A C K S O N Chair

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OUR VISION, AIMS & OBJECTIVES

Our Vision

A region rich in wildlife, valued and enjoyed by all.

Our Aim:

To be recognised as the most active, inspirational, engaging, influential and authoritative local wildlife champion.

Our Key Objectives:

• To protect, create and enhance wildlife in our region, creating living landscapes and living seas. To stand up for wildlife and the environment. To inspire people about the natural world and encourage everyone to take action for wildlife. To be recognised and respected for our work. To grow our resources and increase support for our mission.

• To ensure the organisation is effective and fit for purpose.

These are the nationally agreed priorities with the partnership of The Wildlife Trusts (TWT).

Strategic Report

The Board have pleasure in presenting their report together with the audited accounts for the year ended 31st March 2022. The Board have adopted the provisions of 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 (effective 1 October 2019) in preparing the annual report and financial statements of the charity. The accounts have been prepared in accordance with the Companies Act 2006.

The information herein, including the achievement, performance, financial review, risk management statement and summary of future plans, forms the Strategic report for the purpose of the Companies Act 2006.

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PUBLIC BENEFIT STATEMENT

The Wildlife Trust exists to promote the care and protection of the environment. The advancement of environmental protection and improvement is recognised as a charitable purpose and is regarded universally as producing a clear public benefit.

The Wildlife Trust’s philosophy is based on the belief that the natural world deserves conserving for its own sake and, since this is widely perceived to be a worthy aim of public policy, it may fairly be regarded as a benefit to the public at large. However, the public benefits provided by the Wildlife Trust go much further.

Firstly, our nature reserves are used by the public, and many have access on way-marked routes. At many sites information and interpretation is provided to visitors. There are a few cases where there may be a conflict between management requirements and unfettered access, but where this occurs we strive to keep any restrictions to a minimum.

Secondly, our education programmes are aimed at schools, colleges, adult groups and the wider public. Education is also, of course, recognised as a charitable activity in its own right.

Thirdly, our information gathering and provision of expert advice and opinion to local authorities and others helps to ensure that planning decisions are made on a rational basis taking full account of the public benefit of wildlife.

Environmental protection through:

Nature reserves Education Expert advice Membership Volunteering Wellbeing and health

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Fourthly, we can exert influence through our substantial membership at local level, and nationally through our membership of the Royal Society of Wildlife Trusts. It is also our belief that the involvement of many volunteers in our work provides an outlet for altruistic endeavour which is of special benefit to those involved as well as delivering benefits to the wider public.

Promoting the enjoyment of the natural world is an important part of what we do: contact with the natural world and the appreciation of wildlife and wild places provides great pleasure to many people and contributes towards wellbeing and health.

Our nature reserves and activities are available to all and we try to make special provision for the disabled and disadvantaged wherever possible.

The Trustees of Lancashire Wildlife Trust Limited have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the key aims and objectives and in the planning of future activities. The Trustees have also actively considered how the planned activities contribute to the aims and objectives embodied in our Constitution.

We strive to practice the principles of sustainable development set out by the United Nations General Assembly. Its goals include climate action, responsible consumption and production, quality education, good health and wellbeing, life on land and life below water

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ACHIEVEMENTS

Protect, create and enhance wildlife, creating Living Landscapes and Living Seas

Living Landscape - Reserve Management

Over the year, there has been an immense amount of work and change on our Nature Reserves which has helped with habitat recreation and management and created wonderful places for people to visit.

Tree safety work, including the removal of unsafe trees that are suffering from Ash Die back, created a full work programme for Reserve Officers, supported by ticketed staff and volunteers on woodland sites.

Coupled with seven storms and a number of Staff isolating due to positive COVID-19 tests, winter was again a trying time with spring approaching far faster than ever.

Storm Evert in July, tested a new High Winds Procedure, implemented on high risk reserves including Mere Sands Wood, Brockholes and Moor Piece. We ensured that all teams were prepared, communications were sent out pre and post storms and checks and safety works were carried out post storm, in good time. Storm Arwen then swept through in November causing unusually high losses of trees due to the uncharacteristically strong Northerly winds, causing the loss of some of our older trees at both Warton Cragg and Mere Sands Wood.

Excavation works at Lunt Meadows nature reserve have been completed, funded through Biffa Community Fund. Work has created islands and ‘fingers’ of ditches to allow more edge effect. This has led to 13 Avocets recorded utilising the areas. Excavation works at Freshfield Dune Heath have been completed, funded through Biffa Community Fund, to remove

Work has created islands and ‘fingers’ of ditches to allow more edge effect. This has led to 13 Avocets recorded in the areas, creating around a kilometre of habitat

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scrub and de culvert World War II drainage ditches, this has created around one kilometre of habitat and will aid maintenance. The fund has also helped with the purchase of tools and training for volunteers, which is greatly appreciated. Further scrub works have been completed through Dynamic Dunescapes.

Staff and volunteers based in the Liverpool City Region have been given free training provided through Myerscough College with government funding. Excavation works at Seaforth Nature Reserve have been completed, with funding through Veolia Community Fund, which has created an island primarily for Common Terns to breed. The fund also provided materials for rafts and a much-needed sluice to control the water level.

A new grazing regime, included the purchase of cattle from Kirkham Prison and Martin Mere, helping to change the age structure of our herd and allow for a more dynamic system. Changes to the Grazing Officer and the introduction of an Assistant Grazing Officer have given greater capacity. The Grazing Officer works closely with the National Grazing and Greenhouse Gases Group which will influence our future carbon calculations metrics.

New Reserve Officers on Merseyside and at Mere Sands Wood have been recruited. A new Reserve Officer post has also been created at Scutchers Acres, a legacy site where we are working with the owner to support land management, the Officer will also support at Mere Sands Wood. A Heritage trainee has been recruited for Lunt Meadows National Lottery Heritage Fund Project.

A Making an Entrance Project, funded through Lancashire Environment Fund, has been completed at Mere Sands Wood. Work included a new bridge, clearing of the pond and improved paths to complement the upgraded Visitor Centre. In addition, a hide has been built to replace the burnt out hide, completed by our School Grounds Team and clad in wood grown on site.

Four further sites have entered Higher Tier Countryside Stewardship Schemes which help to fund some of our management works on those sites.

2030 TARGETS:

30% OF LAND AND SEA IS IN RECOVERY 1 in 4 PEOPLE ARE TAKING ACTION FOR NATURE

The Board have pleasure in presenting their report together with the audited accounts for the year ended 31st March 2023. The Board have adopted the provisions of 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 (effective 1 October 2019) in preparing the annual report and financial statements of the charity. The accounts have been prepared in accordance with the Companies Act 2006.

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ACHIEVEMENTS

Living Landscape - Habitat and Species Project Work

Farming occupies approximately 80% of our land area and many farms have a significant wildlife resource. The Trust was commissioned by Defra to run a test of the new Environmental Land Management Scheme (ELM) being developed by the Government to replace the existing European Union scheme for agricultural and agri-environment support. The test focuses on the peri-urban area of Manchester where agri-environment schemes have a poor history of uptake. The Trust has worked with farmers and land managers to produce ten detailed case studies. Findings and suggestions for the improvement of the new schemes process and potential outcomes will be incorporated in a final report in June 2022.

The Trust has been the habitat delivery partner for Natural England’s Great Crested Newt District Level Licencing scheme in Lancashire. Where new building developments destroy ponds, compensatory ponds are created off site through financial donations from the developer. This year will see the milestone of almost 100 new and or restored ponds in the County since the initiative began.

Work began on a new two year project with National Highways (NH) along the M65/A56 corridor. Primarily focussing on grassland habitats along the route, the project will work with NH staff to make the most of roadside connectivity to existing and new habitat with adjacent farmers and land managers. The project will undertake grassland and invertebrate surveys to help understand and enhance pollinator networks.

The Red Squirrel conservation project has continued to support Red Squirrel survival through active control of Grey Squirrels. Awareness raising activities and fundraising effort is being provided through the Trust’s ‘Red Alert’ local group, who also help with the trap loan scheme. The Squirrel Pox virus impacted upon the Red Squirrel population during the summer months and hope is for a recovery with a successful breeding season in 2022.

The Trust was commission by Defra to run a test of the new Environmental Land Management Scheme (ELM)

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Standing Up for Wildlife and the Environment

The year saw the passing of a new Environment Act with considerable ambition for the recovery of biodiversity - to have thirty percent of land and sea protected and in nature management and recovery by 2030. The Act identified the need to produce Local Nature Recovery Strategies through a wide engagement process. Existing Local Nature Partnerships will have a key role in the development and delivery of these plans and the Trust will aim to be an enthusiastic and active participant.

The new Environment Act also laid out plans to require planning developments to achieve at least a 10% gain in biodiversity and the Trust started work with partners to understand and develop local systems to facilitate this uplift.

The Building with Nature initiative has been actively taken up by the Trust as a system working with planners and developers to make high quality green infrastructure integral to place making, maximising benefits for both citizens and the natural world. Four staff have been trained to do assessments and support work. A successful regional workshop for developers and planners was held by the Trust to promote the scheme.

Our work to comment on and influence the local authority strategic plans continues with over five submissions to local authority plan consultations.

The Trust has also been active in commenting on major infrastructure proposals that will affect wildlife in areas such as the HS2 rail link and the proposed Mersey barrage. Local campaigning on development proposals puts us in a good position to provide case studies and local insights in our work with The Wildlife Trusts partnership, lobbying National Government for greater protection and resources for wildlife conservation. For example, active engagement with United Utilities Haweswater Aqueduct Replacement Scheme (HARP) is helping to avoid damaging impacts upon a rare type of mossland habitat and biodiversity hotspot close to Newton in Bowland.

Starlings by Martin Jump

The Building with Nature initiative has been actively taken up by the Trust as a system working with planners and developers to make high quality green infrastructure integral to place making

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Compass jellyfish by Paul Naylor
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ACHIEVEMENTS

Living Seas

Marine and Coastal Projects

The Trust works closely with the North West Wildlife Trusts of Cumbria and Cheshire to coordinate conservation and awareness activities in the North West Irish Sea. The grouping has been successful in lobbying for Marine Conservation Areas providing some level of protection for wildlife rich areas and there are now twelve designated by Government in this area.

During the year Government instigated the process of designating Highly Protected Marine Areas (HPMA) and staff worked closely with the Wildlife Trusts Nationally to provide regional information to inform site recommendations. These HPMAs would see a ban on all damaging activities, offering the strictest possible protection for the marine environment and giving nature the best chance of recovery.

Meetings began with developers interested in Round 4 offshore wind projects off the Lancashire coast with the Trusts to sit on the ‘Expert Working Group’ to discuss plans. These developments will potentially have negative implications, for example on passage/feeding birds and sound pollutions affecting cetaceans but may also create opportunities for no fish zone’s and artificial reef habitat. Other major infrastructure projects along the coastline includes plans to develop a Mersey barrage and resulted in the Trusts developing a ‘My Wild Mersey’ campaign to highlight the importance of the Mersey Estuary to wildlife.

A successful Irish Sea Network workshop was held in June, pulling together marine wildlife conservation organisations, local authorities and local conservation activists to foster joint working. One outcome was the identification of the need to compile a ‘State of the Irish Sea’ report. Work has started on this and builds on the mapping work already undertaken ready for publication in 2022.

Online and in person marine awareness raising events and activities have been run despite continued COVID-19 restrictions and has stimulated a host of creative ways to run events without mass gatherings. The Trust’s events included ‘Coastal Explorers’ self-led events, ‘Nature Connected’ workshops via outreach school visits and a successful ‘BioBlitz’ in Fleetwood in June. Social media engagement continued via the Living Seas North West accounts with #NationalMarineWeek, as well as regular themed posts for #MerseyMonday, #WildlifeWednesday, #FishyFriday and #SpeciesSunday.

Pulling together more wildlife conservation organisations, local authorities and local conservation activists, to foster joint working

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The establishment of ‘The Bay’ project has added great value to our marine and coastal engagement work and further details can be found in the “to inspire people about the natural world and encourage everyone to takeaction for Wildlife” section of this report.

The Trusts’ developed a position statement on sustainable fisheries and seafood for the North West Wildlife Trusts area as a response to recent interest and controversy. Work continued to develop new, small-scale sustainable creel fisheries in partnership with inshore fishing businesses.

The NW Wildlife Trusts coordinated Marine Futures Intern scheme, continued to provide high level training and development for recent graduates. The interns worked on an offshore windfarm research project looking into the potential for nature inclusive designs and novel monitoring technologies. They also continued research projects on seagrass, seals, as well as helping out at events and on social media. Staff hosted a partner meet and greet day with Ørsted and The Crown Estate to discuss feedback from the trial internship period and ambitions going forward.

The Lancashire Dunes project was awarded another five-year contract by the Environment Agency to continue work developing the dunes as a natural sea defence. February saw the return of volunteers in large numbers, to help with the annual Christmas tree tasks where the trees are partially buried to trap sand and build new dunes. The introduction of Sand Lizards continued with bolstering the population through further captive bred adults being successfully released. The project has completed an interpretation and signage project along the peninsula coastline through a grant from the Lancashire Environmental Fund.

A new project to actively manage coastal dune and saltmarsh issues started in the Autumn. The £6m Environment Agency funded Ecological Community Owned Buffer Strips Project or Eco-Cobs Project. The multi-partner projects will tackle a range of coastal works from the Duddon Estuary to Hoylake on the Wirral over the next five years with the aim of enhancing natural coastal sea defence systems. Lancashire Wildlife Trust and Morecambe Bay Partnership will be working with project managers Wyre Council to deliver the community engagement programme.

The Lancashire Dunes project was awarded another five-year contract by the Environment Agency to continue work developing the dunes as a natural sea defence

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To inspire people about the natural world and encourage everyone to take action for Wildlife

2021–22 has been an exciting year of growth and change as we have delivered more through new and established partnerships that see much of our activity becoming embedded into other agendas such as health, art and culture, sports and recreation, skills and employability.

We have continued to embrace digital as a way of engaging more people, building on the work that was essential during the pandemic and throughout last year. This has included and increased the number of ways to inspire and engage through webinars, videos and social media, and through the use of digital AR. Much of this digital work has been collaborative, with partners such as the online Manchester Festival of Nature, co-ordinated by the Manchester Nature Consortium – a partnership involving over 24 partners.

Our work engaging people in wildlife gardening was built on a desire from people to take-action locally, mainly as a result of an increased awareness of what can be found on everyone’s doorstep, but also because people are keen to do something positive, to help address climate change and our ecological crisis. Our North Manchester Nature Recovery Network activity funded by Cadent, has demonstrated the impact of targeting engagement within one locality, with significant successes for nature alongside independent research evidencing significant reductions in loneliness and improvements in the health and wellbeing of those engaged.

Our Youth Council has strengthened, in how young people can directly influence work and also influence and advocate at a political and strategic level, with some of our Youth Council speaking at COP26 and regional conferences. There are 15 Young People on our current Youth Council, with an additional 100+ applying for our Wilder Youth group. Young people speaking out for wildlife, has helped to raise awareness on a number of key subjects. Our success, in this field was recognised through winning a national award. Wilder Youth are using the digital platform Discord and contributing to national work on digital safeguarding including the production of practical cards to support safe digital delivery.

Our work through the Carbon Landscape Partnership enabled active contribution into Culture Unlocked, the Wigan and Leigh Local Cultural Education Partnership, and helped to raise the importance of our natural greenspace as places where people can enjoy culture and creativity. Our work led to a successful bid in partnership with The Turnpike gallery

Our work engaging people in wildlife gardening was built on a desire from people to take-action locally

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for Wanderland; a £100k grant project that has engaged artists in activity that helped to inspire and engage children, young people and families. Our work also contributed to a successful one million pound consortium bid to the Creative People and Places programme, organised by The Arts Council England.

Our partnership working, led to the establishment of a Luke Jerram Planet Earth temporary floating sculpture that featured on Pennington Flash and was illuminated at night. This attracted large audiences, many new to our landscape, with 30,000 tickets sold in 24 hours. This work has demonstrated the importance of layering up community organising and engagement activity on top of our major landscape restoration projects as a way to achieve our ambitions for 30% of land in positive management, and 1 in 4 people taking positive action for nature.

Thanks to funding from Green Recovery Challenge Fund and a wide variety of other grants, commissions and contracts, our Nature and Wellbeing Service, previously called MyPlace, has continued to grow and expand with work in Greater Manchester exceeding expectations and demonstrating the power of partnership working within a focussed locality. As an active partner in the Greater Manchester Social Prescribing pilot, partnerships have strengthened and we have actively influenced how as a collective we can increase the number of people who have contact with nature as a way to improve their wellbeing.

The Bay, a partnership funded by PPL’s Recovery Fund has made an excellent start at demonstrating how people’s recovery coming out of the pandemic can also aid nature’s recovery. With a focus on Morecambe Bay, we have developed a three pronged approach – specialist and targeted support at hubs that specialise in activities that support wellbeing, through to targeted group activities, and wider engagement activities. With hubs around our coastline we can also promote the importance of our Living Seas for nature and the wonders that are within. The Bay has had over 2,000 participants in the first five months. More details can be found at - https://www.thebay.org.uk/

Work was completed to help set up a new Charity, the Greater Manchester Environment Trust, to administer the Greater Manchester Environment Fund (GMEF). We continue to work closely with the new charity and provide support with services.

We have actively influenced how as a collective we can increase the number of people who have contact with nature as a way to improve their wellbeing

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To inspire people about the natural world and encourage everyone to take action for Wildlife (cont)

Our successful Green Recovery Challenge Fund bid for £1.2million to kickstart the GMEF and support environmental NGOs across Greater Manchester has come to an end. The project bought together nine partners to deliver 948ha of landscape restoration that has supported natures recovery while also engaging 5,459 people in activities that have supported peoples’ connection to nature through 30 jobs created or safeguarded and 22 traineeships. GMEF has run its first round of the SUEZ Recycle 4 Greater Manchester Community Fund with 22 successful projects totalling £220,000, now half way through completion. GMEF is now preparing for the next round and to launch the Mayors Green Spaces Fund with £2.6million secured over two years.

Our practical conservation volunteering has slowly increased as we have cautiously come out of the pandemic with programmes back to operational throughout Greater Manchester, North Merseyside and Lancashire. Although some of our registered volunteers are understandably cautious about returning; on the whole existing and new volunteers have welcomed the return to practical volunteering enthusiastically and want to take-action for nature.

Where needed we have continued activities online including our volunteer conference. Our volunteer totals still demonstrate an enormous effort by our volunteers with 745 registering activity on our database, culminating in 32,721 hours of volunteering time.

Similar to volunteering, the Trust has cautiously phased the reestablishment of face to face events in our communities to connect and inspire audiences with nature. Key delivery locations such as the HIVE at Moss Bank Park in Bolton are largely back to full operation, welcoming over 1,000 pre-school families to explore nature and the outdoors together.

Our take up of ‘Team Wilder’ has developed over the year and we are committed to explore how we can align many of our activities to take forward, across our organisation, an approach that empowers more people to take positive action for nature. This approach will be integral to our work going forward as well as ensuring consistency across the Wildlife Trusts movement nationally, with the ability to make the most of resources, training and support that will be developed centrally.

On the whole existing and new volunteers have welcomed the return to practical volunteering enthusiastically and want to take-action for nature

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Great crested grebe by Tom
Charles and Peter Smith
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We only know a tiny proportion about the complexity of the natural world. Wherever you look, there are still things we don’t know about and don’t understand David Attenborough

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Education

The team returned from furlough in April 2021 and the year started slowly in terms of school visits, with fewer summer visits at Brockholes and delivery at Mere Sands Wood beginning cautiously so that the team was able to fully engage with existing education volunteers.

We also began delivery in Bolton. We saw visits increase over the autumn/winter period and have subsequently returned to almost preCOVID-19 levels at Brockholes. An Assistant Project Officer was recruited in July 2021, and two more in March 2022 to cover delivery across our increasing education sites. With the welcome injection of funding from Bolton together (HAF) and partnership work with LCC and a cluster of Bolton schools, the education team has managed to deliver within its budget despite COVID-19 challenges.

It’s been a challenging year for the forest school training team, staffing and recruitment issues resulted in our Education Manager and other staff stepping in to support with delivery this year. We are currently reviewing role descriptions to ensure we build the right team for future delivery. However, even with these issues we have retained trainees and ensured portfolios have been marked and verified in a timely manner. Receiving great feedback from Open Awards during our annual review and Quality Assurance reviews.

This was the final year of Nature Friendly Schools (NFS) delivery, as well as meeting targets for delivery and reporting, the team attracted further funding from RSWT when an underspend was identified within the fund. The whole consortium (Wildlife Trusts, RSWT, Ground Work, Field Studies Council, Young Minds and Sensory Trust) have shared best practice at officer and management level, as well as safeguarding best practice. The learning from this project has been abundant and the team has worked hard to convert this project into an on-going workstream at the Trust. Two staff from the original team will take on the responsibility for establishing packages of learning for schools to purchase: introduction to outdoor learning inset training days, bespoke outdoor learning opportunities for schools and CPD opportunities for teachers.

As well as establishing internal conservation training opportunities. The remaining two members of staff have joined our school visits team.

The team is seeing repeat bookings and has a good reputation across the region as a result of the quality of their work

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Delivery has re-started on the Woodland Oasis project, with an officer coordinating volunteer groups at all three sites. Forest School sessions have also been established at Wycoller and Penwortham with delivery about to start in Trowbarrow. The forest school training course is scheduled in July, with practical delivery in the woodland at Trowbarrow and theory delivered at RSPB Leighton Moss. This project is enabling the education team to establish valuable connections with other environmental organisations working in the area.

We were informed that PPL funding for our project in Manchester and Liverpool, will gradually be reduced and the plan for the project going forward has therefore been amended. Staffing will be scaled back and one member of staff will deliver across both sites in the future.

In terms of 2022, delivery is going very well with three schools in each city benefitting from Forest School programmes each term. We also began running Nature Tots weekly sessions at Mere Sands Wood and plan to begin sessions at Phillips Park in Manchester very soon.

We continue to run a project at Heysham, successfully engaging with local schools and the community. Delivering online resources throughout lockdowns to ensure continuity for regular visitors.

The School Grounds team (renamed Nature Works), is well established and has found a return to full capacity sooner than expected. As well as delivering improvements at schools, the team has grown and increased its repertoire of work. Working hard and producing material to showcase their talents. They have installed new features on our reserves which includes the new bird hide at Mere Sands Wood, mentioned earlier in our reserves report. The team is seeing repeat custom and has a good reputation across the region as a result of the quality of their work.

In terms of 2022, delivery is going very well with three schools in each city benefitting from Forest School programmes each term

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Key Operational objectives

Recognised and respected for our work

The Trusts profile remains high and our media reach continues to grow. COP26 was a key time for raising the profile of both LWT and the climate emergency has seen National and Regional media coverage.

In particular, our Youth Council were featured by multiple news outlets, on social media and were present at COP26 giving a voice for nature and for LWT. Throughout the year we have seen coverage on national and regional media for a range of our work, with key themes being peatlands, nature and wellbeing and our dune restoration work.

The Trust invested in a new media monitoring system to help track our impact more effectively in the area, during the year we secured a potential reach of 3.1billion people.

Towards the end of the year, we also moved to the new Wildlife Trust branding, which included a new refreshed logo. We have been rolling out brand toolkits internally, and the consistency externally will help our unprompted recognition grow and ensure we are recognised and respected for our work.

Grow our resources

The Trust has been investing in digital fundraising methods to grow support for our cause. We have been taking a test and learn approach, monitoring and tracking the effectiveness of each campaign. Digital fundraising has been particularly important during the pandemic and our aim is to grow this area of fundraising over the next five years.

This year we invested in and trialled an external agency for our face to face fundraising on private sites, not only to grow our resources but to ensure we had the ability to use professionally trained fundraisers to give all supporters and potential supporters the best experience possible when speaking to our representatives. The first year has been extremely successful and LWT plans to reinvest in this method for the forthcoming year. We have seen a significant growth in corporate fundraising support over the past year and will continue to nurture these new relationships in addition to maximising opportunities around investment in nature-based solutions.

Our supporter events will now resume in person as we seek to nurture long term relationships with the Trust.

Towards the end of the year, we also moved to the new Wildlife Trust branding, which included a new refreshed logo

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Fundraising to the public

Changes to our face to face fundraising

Due to loss of income from fundraising methods during COVID-19 restrictions, the Trust had to make some changes to the way face to face fundraising was delivered as it was no longer financially possible to continue with the existing model, which involved the Trust carrying overheads for staffing, materials, training and venue costs.

In April 2021, the Trust introduced a carefully vetted third party company CF Fundraising for private site fundraising.

The Trust has a supporter care charter, and publishes details of third-party fundraising carried out on our website here https://www.lancswt.org.uk/support-us/about-our-fundraising Delivered this year, by carefully vetted and monitored fundraising professionals:

• Face to face membership recruitment on private sites (CF Fundraising) Telephone Fundraising – member welcome calls (QTS Fundraising)

Delivered by our skilled in-house team:

• Online membership recruitment Fundraising appeals Membership recruitment on our reserves In memory and in celebration donations Individual Fundraising General Donations Corporate Fundraising

The Trust had to make some changes to the way face-to-face fundraising was delivered as it was no longer financially possible to continue with the existing model

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Manchester Festival of
Nature by Paul Heyes
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Fundraising to the public

Responsible fundraising

The Trust is committed to open and honest fundraising at all times. We adhere strictly to the guidelines set out by the Charity Commission, the Information Commissioner’s Office, the Privacy and Electronic Communications Regulations, the General Data Protection Regulations and the Fundraising Regulator. We produce staff training and guidelines, and monitor our fundraising activities. We are a proud member of the Fundraising Regulator, and we take time to listen to complaints and feedback, identifying any learnings to improve our future approach. In the past year we have:

• Refreshed and refined our complaints process to better identify learnings and improve the way we handle complaints, putting our supporters at the heart of our work

• Developed and launched a new Responsible Fundraising Guide for all Trust staff

• Re-introduced mystery shopping for our face to face fundraising as activity resumed

Third-party fundraising

We work closely with our two selected partners, who support us in bringing expertise to key areas of face to face and telephone fundraising. We are in regular contact with these suppliers to monitor performance and supporter satisfaction and have the following measures in place:

• Mystery shopping for face to face recruitment Recorded calls and pre-agreed scripts for telephone campaigns Regular briefings for teams to ensure they are well informed about our work and able to direct individuals who wish to engage with the Trust through visiting reserves, volunteering and adding their voice to our campaigns

• Monthly performance monitoring to ensure we are investing to grow support for the Trust

• Pre agreed standards, regular feedback and full visibility of training and procedures

We have refreshed and refined our complaints process to better identify learnings and improve the way we handle complaints, putting our supporters at the heart of our work

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Keeping high fundraising standards

The Trust has a number of ways we ensure high standards for our fundraising are consistently met:

Communication

• Regular update meetings with our fundraising teams, both internal and external. Open, clear and honest communication through all our fundraising methods. A published donor care charter and published methods of fundraising.

• A clear complaints process, highlighting learnings to implement and improve our approach.

Clear point of contact for all supporters.

• Impact reporting, to ensure supporters are aware of how their donations are being spent.

• Clear process for individuals to change contact preferences, amend or stop their support.

Training and Guidelines

• Public fundraiser guidelines are issued, ensuring all fundraising regulations are adhered to from solicitation statements and identification to protecting vulnerable individuals and respectful fundraising techniques. Initial training is delivered on recruiting a new fundraiser, and refreshed throughout their time with us.

• Formal agreements are in place between all professional fundraisers and the Trust.

Guidelines around vulnerable individuals in place.

Monitoring and assessment

• We constantly review and listen to feedback from supporters. We agree an approach and refine a process for all new fundraising methods in advance.

• We carry out regular mystery audits to monitor our fundraisers.

• We track and review all complaints and implement any learnings.

Complaints

Whilst we endeavour to deliver the highest standards, we always welcome feedback about our fundraising. All complaints are dealt with respectfully, tracked and logged and actions identified and implemented where we are able to introduce improvements. This year the Trust received eight individual complaints about our fundraising.

• Four complaints related to delays in one project due to impacts from the pandemic. We learnt lessons from these, took-action to resolve the complaints and implemented learnings around communication with staff dealing with supporters directly.

• We also produced and launched a responsible fundraising guide to support staff in dealing with donations received directly.

• Three complaints were regarding new members who misunderstood that free parking was not available to them on all Trust reserves. We reviewed our messaging and resolved these complaints with the individuals by providing further explanations around the VAT implications which prevent this from being possible.

• One complaint was regarding the use of private sites for fundraising. We reviewed permissions for this and made further queries to confirm we had followed the correct procedures for gaining permissions.

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Brockholes Enterprises Limited

Brockholes Enterprises Limited (BELt), was established as our trading subsidiary in 2010 to run commercial activities to generate income for our charitable purposes.

Some uncertainty has prevailed this year, with ongoing COVID-19 restrictions, in particular around the hospitality industry, impacting on the way we are able to operate. Despite this, our progress in developing our commercial activities continues and can be seen in the financial performance. This has been bolstered by the ability of our commercial teams to quickly adapt to changing COVID-19 restrictions and provide a safe and welcoming environment for visitors.

Brockholes saw the introduction of a second retail unit, Peckish and a new ice cream hut. This allowed us to maximise revenue whilst enhancing the overall visitor experience, and take a more flexible approach to operations ensuring costs were controlled. BELt has been keeping a keen eye on costs with procurement agreements arranged with suppliers and new systems and processes rolled out to monitor live and react to spends across the outlets.

With wedding restrictions lifting, we are now seeing an increase in bookings and a new focus on profitability and maximising bookings during peak season has meant that we have been performing well on both bottom line income and occupancy. The conference market is reopening slowly, and we will monitor trends closely over the coming year, implementing the learning we have gained from our new wedding strategy to balance occupancy and profitability.

Brockholes saw the introduction of a second retail unit, Peckish and a new ice cream hut

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Mere Sands Wood visitor centre was opened to the public and is moving towards a profitable status. A blended service of volunteers and staff is being trialled here to enhance the visitor experience. Car park renovations have seen facilities improve, and a new car parking tariff more in line with the current market is being introduced from 1st April to ensure the site generates much needed income for the Trusts charitable purposes.

Moss Bank Park café continues to perform well, and a trial was conducted for a pay for entry model at The Hive, hindered slightly in the first half of the year by restrictions and rising COVID-19 infection rates in the area.

BELT continues to look for new revenue generating opportunities that both generate income and adds to visitor experience as well as increase our exposure in the area. At the tail end of 2021 we launched artisan markets at Brockholes which ran successfully over the Christmas period. Subsequently, the offering has been given a schedule of dates throughout the next 12 months across both Mere Sands Wood and Brockholes.

Work has also been carried out to develop a global parking pass covering Mere Sands Wood and Brockholes to encourage more repeat visits and visitors between LWT sites.

A review of the purpose of BELt was also carried out and refined by the BELT board to set out new ways of working between the Trust and BELt and ensure the commercial arm continues to compliment and facilitate to work of the Trust whilst retaining its independence and accountability.

Hoverfly by Alan Wright

BELT continues to look for new revenue generating opportunities that both generate income and adds to visitor experience

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Ensure the organisation is effective and fit for purpose

Principal Risks and Uncertainties

The Trustees are responsible for ensuring that there are effective and adequate risk management and internal control systems in place to manage the strategic and operational risks the Charity has and could be exposed to. A risk register is annually updated and reviewed quarterly. The Risk and Governance Sub Committee meets quarterly and the Trust’s senior management team meet regularly to discuss any principal or emerging risks and how to manage them. A summary of key risks is included

income generation

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SHE

Safety, Health and Environmental Performance

The Safety, Health and Environment (SHE) Committee supports the Chief Executive, Trustees, management and employees for the delivery and improvement of SHE within the Trust. A Safeguarding committee also supports the Trust, led by our Designated Safeguarding Lead, ensuring the safety of children and adults at risk

SHE Committee attendance has been reviewed, ensuring all aspects of the Trust are represented at meetings. Below is a summary of reports it reviews over the year It’s been another challenging year, with variable COVID-19 restrictions in place. However, as the year progressed and the vaccination programme grew pace, COVID-19 impacts become more settled in the workplace, leading to an easing of restrictions in the last quarter of the financial year.

With management of COVID-19 stabilising, there were opportunities to develop and improve Trust’s SHE management systems with revisions of Risk Assessment and Method Statements, improved guidance notes, development of our emergency procedure and the introduction of safety observations in SHE reports to highlight uncontrolled hazards before they become a near miss or incident.

Additionally, a plan to improve compliance and management was started by improving Portable Appliance Testing, Legionella risk management and starting to plan a central overview of compliance status across Trust buildings.

Late in 2021-22, a volunteer was taken on board to support the development and review of guidance notes and general SHE administration. Another volunteer was recruited in November to support and help develop improvements in data calculation, recording and collection.

A Carbon Reduction Strategy was created and approved with reduction actions. Actions completed for cycling to work support. Work is ongoing into a livestock report and a feasibility study into vehicle charging infrastructure at Brockholes.

Additionally, the second carbon footprint assessment at the Trust was completed in January 2022 showing a significant reduction in emissions (30% reduction despite additional emission sources included for 2021-22). The reduction in carbon emissions were found to be a direct result of the COVID-19 pandemic impacts.

Reporting of injuries, 29 diseases & dangerous occurences regualtions 7

Incidents Safety Total reports observations 44 178 28 Lost time Accidents Near misses injuries 57 49 16 days

Formal investigations 14

FINANCIAL REVIEW

The year ended 31 March 2022 has been a year where the Trust picked up activity on a number of fronts following the COVID-19 impact. Our unrestricted net expenditure during the year was £134,000 after investing in staff and new activities.

Our cash balances have decreased by £727,000 to £1,560,000. Despite the investment in the year and expenditure on core activities we continue to maintain a healthy financial platform from which to move forward in a time of reducing funding opportunities and economic pressures.

Financial activities

Overall financial activity showed an improvement in turnover on the prior year with income of £8m compared to £6m in 2021. However, there was a similar increase in expenditure in the year resulting in the small deficits in unrestricted and restricted income.

The operational financial performance of BELt has improved in the year delivering a profit for the Trust of £114,000 (2021: £33,000) on increased turnover.

Statement of financial position

There was only a small amount of fixed asset investment during the year. Overall investment amounted to £508,000 including the heritage asset purchase of Rindle Moss (£335,000), the start of the development of a new visitor centre (£104,000) and various pieces of smaller equipment (£69,000). The overall value of fixed assets increased by £111,000 with depreciation and amortisation on the existing assets of £565,000.

Our Investments rose by £168,000 following the donation of an investment portfolio for the management of Scutchers Acres.

The level of debtors has increased in the year, reflecting increased activity again. Trade creditors have also shown an increase, related in part to timing as well as the increased activity.

Cash flow

Cash balances have decreased by £727,000 in the year to £1,560,000.

Overall financial activity showed an improvement in turnover on the prior year

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Investment policy

The Trustees have an investment policy in place that allows them to employ a specialist investment management company to manage the Trust’s investment funds. This company is charged with investing the funds in a portfolio of socially responsible collective investments that maximises return from the charity’s investments with a moderate level of risk. The performance of the fund is reviewed on a regular basis and in the event of under-performance, the Trustees would consider placing the investment elsewhere.

The Trust’s investments include an endowment fund which was established to provide income to support the maintenance of Freemans Pool, a parcel of land near Heysham and a restricted fund established in the year for the management of Scutchers Acres.

Financial reserves

The Trust’s financial reserves are made up of permanent endowment funds of £648,000 (2021: £644,000), and a variety of restricted and unrestricted funds. Total funds as at the 31st March 2022 were £12.7m (2021: £12.8m).

Restricted funds

The Trust has a number of restricted funds where the donor restricts the purpose for which the funds can be used. As at 31st March 2022 restricted funds were £10.6m (2021: £10.9m) including fixed assets of £9.3m. Further details of these funds and the purposes for which they are intended are provided in note 21.

Unrestricted funds

The remainder of the Trust’s funds is held in a general unrestricted fund, which as at 31st March 2022 was £2.0m (2021: £1.3m).

Reserves policy

The Trust has established a financial reserves policy to cover for unexpected reductions in short-term income. Under the policy the Trust aims to hold sufficient unrestricted reserves in sufficiently liquid form (i.e. as net current assets) to enable it to cover three months of core operating expenditure (excluding depreciation). Core operating expenditure excludes expenditure funded by restricted or endowment funds. Based on the budget for the coming year the Trust has calculated that the level of reserves required under this policy to be approximately £828,000. At 31st March 2022 the Trust had £770,000 (2021: 821,000) of unrestricted net current assets, which is a cover ratio of 0.93, the equivalent of 2.8 months core operating expenditure. Work to bring the ratio back to at least three months cover is already underway.

We continue to maintain a healthy financial platform from which to move forward

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FINANCIAL REVIEW

Remuneration

The Trust is committed to ensuring that we pay our staff fairly and in a way that ensures we attract and retain the right skills to have the greatest impact in delivering our charitable objectives. The Human Resources Manager undertakes comparisons with other public sector and charitable organisations, particularly other Wildlife Trusts, to benchmark salaries in combination with an internal benchmarking system.

The overall objective of the policy is to ensure that staff are provided with appropriate incentives to encourage performance and, in a fair and responsible manner, be rewarded for their individual contributions to the success of the Trust.

Structure, Governance and Management

The Charity is governed by the Articles and Memorandum of Association for the incorporated company which instructs the Trustees to act in a way to promote the objects of the Charity for public benefit.

The Trustees hold ultimate responsibility and authority for the charity and work collectively as “Council/Board” in the governance of the charity. Council consists of up to 30 Trustees. Trustees are elected at the Annual General Meeting in accordance with the Memorandum and Articles of Association. Trustees can also be co-opted by Council and serve until the next Annual General Meeting and then stand for election.

Trustees work collectively as “Council/Board” in the governance of the charity

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The Trustees, are Trustees of the Charity (according to charity regulations) and serve as the directors of the Company for the purpose of the Companies Act and are the officers of the Company. The Trustees are responsible for all policymaking, budgetary decisions and strategic leadership. The Chief Executive Officer, appointed by Trustees, manages the day-to-day operations of the Trust, including management of staff.

A new scheme of delegation was approved by Council in September and a review of Council meetings has been conducted. In addition to Council meetings, the Charity has established the following advisory groups and committees:

Finance Sub Committee

• Human Resources Sub Committee

• Risk & Governance Sub Committee Safety, Health and Environment Committee Conservation Sub Committee Succession/Nomination Sub Committee

Other sub groups/task and finish groups are commissioned as required by the Trustees.

A new scheme of delegation was approved by Council

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Chris Davies

REFERENCE AND ADMINISTRATIVE DETAILS

The Lancashire Wildlife Trust Limited is a company limited by guarantee and a registered Charity. Registered with the Charity Commission in England and Wales with the number 229325. Registered office: The Barn, Berkeley Drive, Bamber Bridge, Preston, PR5 6BY. The Group includes The Lancashire Wildlife Trust’s subsidiary company Brockholes Enterprises Limited.

The Trustees of the charity, who are also Members of the Board (“Council”), who have held office in the year and to the date of this report were:

Mr S P Garland - Chair (retired 9th October 2021) Mr J B Jackson - Chair (from 9th October 2021)

Ms. H A Ryan - Vice-Chair

Mr Nick Williams - Hon. Treasurer (elected at AGM 9th October 2021) Mr A D J Royce - Hon Secretary (resigned 9th October 2021) Mr S Niven (retired 9th October 2021)

Mr R Wade

Mr J M Wells

Mr A J M Berry His Honour Judge J R Duggan Professor Philip James

Ms Gemma Grady

Ms Deborah Shackleton CBE

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Ted
Jackson
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Prof
Phlip
James
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Mr Satyen Sinha

Ms Joan Hunter

Mr John Loder

Mr Iqbal Hasan

President - Mr C G Davies Vice President - Mr E E Jackson MBE Chief Executive - Dr Tom Burditt

Company Registered Number 00731548 Entrust Registered Number 025077 Bankers - Virgin Money (formerly Yorkshire Bank), 44 Fishergate, Preston, PR1 8BH Investment Advisors - Brooks MacDonald Group plc, No 1 Marsden Street, Manchester, M2 1HW Auditors - MHA Moore and Smalley, Richard House, 9 Winckley Square, Preston, PR1 3HP

Gemma Wren

John Loder

Iqbal Hasan

Gemma Grady

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FIGURE 1.
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Andrew Berry

Prof Sheila 34 Pankhurst

Satyen Sinha

Ron Wade

Ross Duggan

Joan Hunter

Method of election of Trustees

Trustees have a recruitment and retirement policy, in line with the policy, two Trustees retired in October and a co-opted Trustee was elected. The policy has helped Council to increase skills and diversity. All Trustees must now stand for re-election every three years and have limited terms in office as Trustees, serving a maximum of nine years except in extenuating circumstances that best serve the interests of the Trust.

The Chair has conducted a review of Trustee skills this year which will feed into future training and development. Trustees have access to a Trustee Team site with additional information on the Trust and easy access to Charity Commission guidance.

Related parties

The Charity is a member of the Wildlife Trusts Partnership (registered as the Royal Society of Wildlife Trusts, registered charity number 207238), which acts as an umbrella body carrying out lobbying and public relations on behalf of all 47 Wildlife Trusts across the country. Partners have the use of the Wildlife Trusts’ logo and benefit from the resources, best practice and speciality experience of other member trusts. Membership gives the Charity a national voice and profile, as well as respectability by association for those unfamiliar with our particular work.

Julian Jackson

John Wells

The Charity is a member of Lancashire Environmental Fund Limited (“LEF”) with the power to appoint one Trustee to the Board. Full details of transactions with LEF are given in note 20to the financial statements.

The Charity is a member of Greater Manchester Environment Trust (“GMET”) with the power to appoint one Trustee to the Board. Full details of transactions with GMET are given in note 20 to the financial statements.

New five-year Business Plan

To ensure our work continues to be effective and focused, a new five-year business plan has been created through a collaborative process involving the Lancashire Wildlife Trust’s trustees, senior management team (SMT) and middle management (MM).

The process started by discussing how aligned we were already to the three emerging national strategic goals produced by The Wildlife Trusts national federation (TWT).

A survey of all staff in June 2021 looked at the last business plan, the new TWT strategic goals, and the areas of priority locally for our new plan. Following this, five business planning workstreams were lau 25,000 nched (nature recovery, nature reserves, people taking-action for nature, nature-based solutions, and finance/support services). Each one of these conducted a “situational analysis” to ascertain how far we were from delivering the new TWT strategic goals and our other priorities, before thinking through the transformative actions and investments that would be required to take 18,750 us forward.

Our new plan includes many quantitative and qualitative targets so that performance against it can be meas 12,500 ~~ured and reviewed. Additional performance indicators will~~ be developed during the coming year and incorporated into the next revision. Our annual accounts will report against these targets next year. The Business Plan will be reviewed and revised annually as actions are completed and as new risk 6,250 ~~s and opportunities emerge so that we build our effectiven~~ ess and remain fit for purpose.

Hazel Ryan

Deborah Shackleton

NIck Williams

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~~The Chair has conduct~~ ed a review of Trustee Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec skills this year which will feed into future training and development

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Strategic goal

Nature is in recovery with abundant, diverse wildlife and natural processes creating wilder land and seascapes where people and nature thrive

Ambition by 2030

30 per cent of land and sea is in recovery

Strategic goal

People are better connected to nature in their lives and more are taking purposeful action for wildlife

Ambition by 2030

One in four people are taking action for nature

Strategic goal

Lancashire Widlife Trust has the financial and human resources, systems and skills that it needs to improve our impact for nature's recovery

Ambition by 2030

LWT will be bigger, better and more joined up

Future Outlook

The new five-year Business Plan, lays out our priorities and investments for the coming years as we seek to deliver against our revised strategic objectives. Future annual accounts and reports will report against the objectives and actions in the plan:

To deliver these goals we have coalesced our most successful and groundbreaking project work into long-term core delivery programmes (for instance, in areas such as urban wildlife, nature and wellbeing, and peatlands).

We have also identified a number of key transformations that we need to make; and these have driven our investments in terms of staff time, new roles, focussing the spending of our unrestricted reserves and our priorities for external fundraising.

We will continue to develop commercial activity on a number of our sites, through our trading subsidiary Brockholes Enterprises Limited, as a crucial way of raising core and unrestricted funds that can help us develop future projects and match funding for funding applications.

One of our most fundamental transformations is embracing the “Team Wilder” approach which has been piloted and developed by a number of other Trusts, and has proved both successful and popular.

This involves a slightly different way of working for Wildlife Trusts towards engaging, inspiring and facilitating others to take-action for wildlife – harnessing the power of others and their own passions for protecting the natural world, either for its own sake, or for the other benefits that places rich in nature can create for society.

It means us making a step change in inspiring, influencing and delivering through others – from farmers and councils to community groups and schools.

One of our most fundamental transformations is embracing the “Team Wilder” approach which has been piloted and developed by a number of other Trusts, and has proved both successful and popular

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We will play a full part in delivering the Local Nature Recovery Strategy (LNRS) for Greater Manchester, and supporting the emerging LNRSs for Lancashire and Liverpool City Region as the evidence base to inform and focus our work, such as the best places to work with others to develop landscape scale nature recovery visions and focus areas. One good example of this is investing in the capacity of the Lancashire Peat Partnership, meaning we can continue to expand our peatland restoration programme in the lowlands of Lancashire and Greater Manchester, and play a more prominent role in our uplands of Bowland, Pendle, Rossendale and West/South Pennines, scaling up the amount of peatland restoration taking place for people, wildlife and climate, and engaging local communities to help and support this work. Some of our most exciting species reintroductions are peatland species, such as the bog bush cricket and white faced darter.

We will continue to take advantage of funding that promotes natural solutions to the challenges facing society today: like saltmarsh and sand dune restoration to help coastal communities facing coastal flooding and sea level rise. Especially at Fylde Sand dunes and with others involved in the EcoCobs (Ecological Coastal Buffer Strips) project. We will also look at natural solutions to address: flood management inland, carbon sequestration, biodiversity net gain, wastewater polishing and community greenspace that enables health and wellbeing.

Our educational programmes remain a core priority, especially our forest school delivery, training and outdoor classrooms at an expanded number of locations. We will also invest in improving the condition and management infrastructure at our nature reserves as well as the visitor infrastructure, signage and accessibility on our main reserves. Internally we will continue to work at converting our 2030 ambition for net zero into a workable action plan; develop a cyclical maintenance regime of our buildings and services, conduct a review of our business systems (including project management) and internal communications; invest in training and development for staff and support for volunteers; and ensure closer working between different teams where there is thematic or geographical overlap.

Overall, we will be focused on working towards our ambitions for 2030 with 30% of land and sea in recovery, 1 in 4 people taking-action for nature and a Trust that is bigger, better and more collaborative both internally and externally.

Tom Burditt Chief Executive

Tom Burditt Chief Executive

We will be focused on working towards our ambitions for 2030 with 30% of land and sea in recovery, 1 in 4 people taking-action for nature

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Statement of the Board's responsibilities

The Trustees (who are also directors of Lancashire Wildlife Trust Limited for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to:

Select suitable accounting policies and then apply them consistently; Observe the methods and principles in the Charities SORP 2015 (FRS 102); Make judgements and estimates that are reasonable and prudent; State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Statement as to disclosure of information to auditors

The members of Board who were in office on the date of approval of these financial statements have confirmed, as far as they are aware, that there is no relevant audit information of which the auditors are unaware. Each of the members of Board have confirmed that they have taken all steps that they ought to have taken as members of the Board in order to make themselves aware of any relevant audit information and to establish that it has been communicated to the auditor.

The Report of the Trustees, which includes the Strategic Report on pages 7 to 34, were approved by the Board on 14th July 2022 and signed on their behalf:

Julian Jackson, Chairman

It seems to me that the natural world is the greatest source of excitement; the greatest source of visual beauty; the greatest source of intellectual interest. It is the greatest source of so much in life that makes life worth living, David Attenborough

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We have a finite environment—the planet. Anyone who thinks that you can have infinite growth in a finite environment is either a madman or an economist David Attenborough

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INDEPENDENT AUDITOR'S REPORT

Independent Auditor's Report to the Members and Trustees of The Lancashire Wildlife Trust Limited

We have audited the financial statements of The Lancashire Wildlife Trust Limited (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2022 which comprise the Consolidated Statement of Financial Activities, Consolidated and Charity Balance Sheets, Consolidated Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Give a true and fair view of the state of the group’s and parent charitable company’s affairs as at 31 March 2022, and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and Have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the report of the trustees, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within report of the trustees. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated.

If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

• In our opinion, based on the work undertaken in the course of the audit: The information given in the Trustees’ report (incorporating the strategic report and the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and The strategic report and the directors’ report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report and the directors’ report.

• We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Act 2011 requires us to report to you if, in our opinion:

• Adequate and sufficient accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• The parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

• Certain disclosures of directors’ remuneration specified by law are not made; or We have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement set out on page 18, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the group’s and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

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Independent Auditor’s Report to the Members and Trustees of The Lancashire Wildlife Trust Limited (continued)

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Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Enquiries with management about any known or suspected instances of noncompliance with laws and regulations and fraud; Challenging assumptions and judgements made by management in their significant accounting estimates, in particular in relation to provisions and future performance in light of the impact of COVID-19;

Auditing the risk of management override of controls, including through testing journal entries and other adjustments for appropriateness; and Reviewing board minutes and resolutions

Because of the field in which the client operates we identified that employment law, health and safety legislation, environmental legislation and compliance with the UK Companies Act are the areas most likely to have a material impact on the financial statements

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charitable company’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008.

Our audit work has been undertaken so that we might state to the charitable company’s members and its Trustees those matters we are required to state to them in an auditor’s report and for no other purpose.

To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body and the charitable company’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Nicola Mason (Senior Statutory Auditor) for and on behalf of MHA Moore and Smalley Chartered Accountants Statutory Auditor

Richard House 9 Winckley Square Preston PR1 3HP

Date: 22 July 2022

Broad-bodied chaser by Ken Hayes

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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING CONSOLIDATED INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31st MARCH 2022

The statement of financial activities contains all gains and losses for the year and all activities relate to continuing operations. The (loss) / profit for the purposes of the Companies Act 2006 is the net (outgoing) / incoming resources before gains / (losses) on investments.

The accompanying accounting policies and notes on pages 30 to 45 form an integral part of these financial statements.

CONSOLIDATED AND CHARITY STATEMENTS OF FINANCIAL POSITION AS AT 31st MARCH 2022

The accompanying accounting policies and notes on pages 30 to 45 form an integral part of these financial statements. The financial statements were approved by the Trustees on 14th July 2022 and signed on their behalf by:

Julian Jackson- Chair Nick Williams- Treasurer

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CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31st MARCH 2022

The accompanying accounting policies and notes on pages 30 to 45 form an integral part of these financial statements.

Our work engaging people in wildlife gardening was built on a desire from people to take-action locally, mainly as a result of an increased awareness of what ???? can be found on everyone’s doorstep

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NOTES TO THE ACCOUNTS

1. ACCOUNTING POLICIES

1.1 Basis of accounting

These accounts have been prepared under the historical cost convention as modified by the inclusion of investments at market value and in accordance with the Companies Act 2006. The financial statements have been prepared in accordance with 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 October 2019) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The Trustees have considered the appropriateness of the going concern assumption and believe it is appropriate to prepare the financial statements on this basis due to the Trust’s level of reserves and agreed funding. At the time of approving the financial statements, the Trustees deemed the Trust to have sufficient resources to continue to operate for a period of at least twelve months and there are no material uncertainties regarding the Trust’s financial position. The financial statements have therefore been prepared on a going concern basis. Further information on the impact of COVID-19 on the Trust’s operations is provided in the Report of the Trustees.

Lancashire Wildlife Trust meets the definition of a public benefit entity under FRS 102.

All income resources and resources expended derive from continuing activities. The statement of financial activities includes all gains and losses recognised in the year. The (loss) / profit for Companies House purposes comprising the net income for the year before gains and losses on investments was (£172,000) (2021: £607,000).

1.2 Consolidated financial statements

The Statement of Financial Activities (SOFA) and Statement of Financial Position consolidate the financial statements of the charity and its wholly owned subsidiary undertaking, Brockholes Enterprises Limited on a line by line basis.

The charity has availed itself of Paragraph 4(1) of Schedule 1 of the Large and Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008 and adapted the Companies Act formats to reflect the special nature of the charity’s activities. No separate statement of financial activities has been presented for the charity alone as permitted by Section 408 of the Companies Act 2006 and paragraph 397 of the SORP.

1.3 Company status

The Trust is a company limited by guarantee. The members of the company are the Trustees named on page 1. In the event of the Trust being wound up, the liability in respect of the guarantee is limited to £1 per member of the Trust.

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1.4 Funds held by the charity

Endowment funds

Endowment funds are capital funds which the Charity is legally prevented from spending and must retain intact as part of the Charity's capital.

The permanent endowment fund is represented by the nature reserves of the Charity and the expendable endowment fund is represented by the Barn Resource Centre, and land at Freeman’s Pool.

Restricted funds

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been raised by the Charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund.

Unrestricted funds

General funds are those held where there are no restrictions and which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity.

The Trustees occasionally vote to designate unrestricted funds for specific projects or programmes of work, thereby reclassifying them as designated funds.

1.5 Incoming resources

All incoming resources are included in the statement of financial activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy. Restricted income is included in the restricted statement of financial activities when receivable.

Membership subscriptions are accounted for on a cash received basis.

Donations are recognised as income when the donation is made.

Each legacy and bequest entitlement is recognised as an incoming resource once a reasonably reliable estimate of its value can be made and when it is reasonably certain of the ultimate receipt. Where the Trust is left part of the residue of the estate, recognition is normally the date when payment or a letter of notification from the solicitor advising of the likely amount is received.

Grants income is recognised in the statement of financial activities in the period to which it relates. Where a grant is restricted by the funder for use in a future period, its recognition is deferred until the charity becomes entitled to the resource. Grants in respect of specific projects are credited to a restricted fund against which relevant expenditure is charged.

Contractual income is recognised in incoming resources in the statement of financial activities to the extent that the charity has provided the related goods and/or services. Where such income is received in advance then the income is deferred until the charity becomes entitled to the resource. Payments generated from an invoice are treated as contract income and are recognised in the year they are earned rather than received.

Investment income and gains and losses on disposals are allocated on the basis of whether the funds invested are for restricted use or for general unrestricted purposes.

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1. ACCOUNTING POLICIES (continued)

Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the projects. Gifts donated for resale are included as income when they are sold. Donated facilities are included at the value to the Charity where this can be quantified and a third party is bearing the cost. No amounts are included in the financial statements for services donated by volunteers.

Intangible income, which comprises donated services, is included in income at a valuation which is an estimate of the financial cost borne by the donor where such a cost is quantifiable and measurable. No income is recognised where there is no financial cost borne by a third party.

1.6 Resources expended

Resources used are accounted for on an accruals basis, inclusive of any irrecoverable VAT. Resources used are apportioned on the basis of whether the incoming resources were for restricted purposes or for general unrestricted purposes. Expenditure is reported gross of related income.

Cost of generating funds comprises the costs associated with attracting voluntary income and the costs of other income generation.

Charitable expenditure comprises direct expenditure including direct staff costs attributable to the charity's activities. Where costs cannot be directly attributed, they have been allocated to activities on a basis consistent with the use of resources as detailed below.

Governance costs include those costs incurred in the governance of the charity's assets and are associated with constitutional and statutory requirements.

Support costs include the central functions and have been allocated to activity cost categories on the basis of staff numbers. All support costs have been treated as unrestricted expenditure as they relate to the overall running of the charity.

1.7 Intangible fixed assets

Intangible assets comprise the cost of computer systems. Intangible fixed assets are amortised over ten years.

1.8 Tangible fixed assets and depreciation

All assets costing more than £2,000 are capitalised at cost. Depreciation is not provided on freehold and long leasehold land or land acquired by the Trust for nature reserves. Long leasehold is considered to have a useful life of more than fifty years.

Depreciation is provided on all tangible fixed assets, other than land and nature reserves, at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Donated assets, other than nature reserves, are included at fair value at the date of acquisition.

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1.9 Heritage assets

The charity's objects include the conservation of nature for the purpose of study and research and to educate the public in the understanding and appreciation of nature, the awareness of its value and the need for its conservation. As such the charity owns and maintains a number of nature reserves that fall into the definition of heritage assets as they cannot be readily resold and so in the normal operations of the Trust are not available for other use. The Trustees consider that owing to the incomparable nature of these reserves, conventional valuation approaches lack sufficient reliability and that, even if valuations could be obtained, the costs would be onerous compared with the additional benefits derived by the Trust and users of the accounts. The figures in the accounts represent the cost or valuation of the asset on acquisition where available, or where this is not available are included at the historic book cost.

The costs of maintaining the heritage assets are expensed through the statement of financial activities as incurred, as part of the Trust’s charitable activities.

1.10 Investments

Quoted investments held in the nature of fixed assets are stated at market value. Gains and losses on disposal and revaluation are credited or charged to the statement of financial activities in the year in which they arise.

1.11 Stocks

Retail stock is valued at the lower of cost and net realisable value after making due allowance for any obsolete items. 1.12 Operating leases

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged to the statement of financial activities as incurred.

1.13 Pension costs

The charity operates a defined contribution pension scheme for the benefit of eligible employees. The assets of the scheme are held separately from those of the Trust, being invested with insurance companies. Contributions are charged to the statement of financial activities in the year to which they relate.

1.14 Financial instruments

The charity and its subsidiary 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.

1.15 Critical accounting estimates and areas of judgement

The charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will be, by definition, seldom equal to the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of the assets and liabilities within the next financial year are discussed below:

Useful economic life of tangible fixed assets

The useful economic life of tangible fixed assets is judged at the point of purchase. As standard, a useful economic life of five to twenty-five years is set for land and buildings, three years for motor vehicles and five years for furniture, fittings and equipment. There are no critical areas of judgement.

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2. DONATIONS AND LEGACIES

3. INCOME FROM CHARITABLE ACTIVITIES

The following grants are included in the restricted funds in the consolidated of financial activities and as a funding requirement are highlighted below:

Nature recovery

• National Lottery Heritage Fund – Carbon Landscape Capture - £132,000 National Lottery Heritage Fund – Lunt Meadows - £84,000 Nature for Climate Peatland Grant Scheme - £155,600 DEFRA Nature for Climate Scheme - £96,000 Esmee Fairburn Foundation – Lancashire Peat Partnership - £70,000 Esmee Fairburn Foundation – Lancashire Peatland Initiative - £70,000 Green Recovery Challenge Fund – Manchester Mosslands - £155,000 Green Recovery Challenge Fund – Cutacre Nature Reserve - £20,000 Green Recovery Challenge Fund – Greater Manchester Wetlands - £28,000

People engagement

• Esmee Fairbairn Foundation – My Wild City - £54,000 National Lottery Heritage Fund – My Place - £87,000 Green Recovery Challenge Fund – Fenscape - £79,000 Green Recovery Challenge Fund – Kingfisher Trail - £131,000 Green Recovery Challenge Fund – Philips Park - £86,000 National Heritage Green Recovery Challenge Fund – My Place - £103,000 Green Recovery Challenge Fund – River Douglas Challenge - £23,000

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Kingfisher by Peter Hunter
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4. INCOME FROM OTHER TRADING ACTIVITIES

5. INVESTMENT INCOME

6. OTHER INCOME

Other Income of £7,000 (2021: £528,000) represents furlough claims made through the Government Coronavirus Job Protection Scheme in the year.

7. ANALYSIS OF TOTAL RESOURCES EXPENDED

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7. ANALYSIS OF TOTAL RESOURCES EXPENDED (continued)

Total resources expended are stated after charging:

No Trustees were remunerated for their role as Trustees during the year. Trustees were reimbursed for reasonable and necessary expenses incurred in the performance of their duties, with total expenses of £Nil (2021: £Nil).

8. ALLOCATION OF SUPPORT COSTS

(1) Estimated % of charity only activities (2) Estimated % of total group activities

9. EMPLOYEES

In addition to the above there were an average of 22 employees (2021: 19 employees) on zero-hours contracts.

In addition to our employees the Trust relies on volunteers to help in all aspects of our work, particularly conservation work, administration and fundraising.

Emoluments paid to the highest paid employee, the Chief Executive, were £66,000 (2021: the previous Chief Executive £64,000). Payments made by the Trust during the year into the defined contribution pension scheme on behalf of the Chief Executive amounted to £13,000 (2021: the previous Chief Executive £24,000). During 202122 employee salary and benefits of the key management personnel of the Trust totalled £547,000 (2021: 518,000).

Trustee roles are voluntary and received £Nil remuneration (2021: £Nil).

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10. PENSION ARRANGEMENTS

The Trust operates a group personal pension scheme for its employees. The assets of the scheme are held separately from those of the charity. In addition, the Trust partakes in the “auto-enrolment” pension scheme for staff not members of the company scheme. The annual contributions payable are charged to the statement of financial activities in the year incurred.

Historically the Trust has an obligation for one ex-member of staff who is part of the Wildlife Trust’s multi-employer defined pension scheme. The underlying assets and liabilities of the scheme cannot be identified on a reasonable and consistent basis and the scheme is accounted for as a defined contribution scheme. Based on the last valuation at 1 April 2019, the Trust's share of the scheme deficit amounted to £6,000 (2021: £8,000) and provision has been made in the accounts for this amount which is included in creditors. At 31 March 2022, there is a possibility that the Trust's liability is more than £6,000 but the amount of the additional contingent liability cannot be quantified at present; however, it is not believed to be material.

11. INTANGIBLE FIXED ASSETS

12. TANGIBLE FIXED ASSETS (excluding Heritage Assets)

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13. HERITAGE ASSETS

A five-year summary of heritage asset transactions is as follows:

Heritage asset additions in the year to 31 March 2022 relate to the acquisition of 12.9 hectares of land known as Rindle Moss.

14. INVESTMENTS

The Trust has one externally managed mixed fund whose purpose is to generate income to support the maintenance of two reserves. The movement in that fund during the year was as follows:

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On 10 May 2010, Brockholes Enterprises Limited (“BELt”) a company limited by guarantee was incorporated. Lancashire Wildlife Trust is the sole member of the company and has control of all the voting rights of the company.

Brockholes Enterprises Limited

Further information is provided at note 25.

15. STOCK

16. DEBTORS

17. CREDITORS

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18. OPERATING LEASE COMMITMENTS

At 31 March 2022 the Trust had outstanding commitments for future minimum lease payments under non-cancellable operating leases which fall as due as follows:

19. CAPITAL COMMITMENTS

At the 31 March 2022 the group had contracted future capital expenditure not provided for in these financial statements amounting to £156,000 (2021: £Nil).

20. RELATED PARTY TRANSACTIONS

The Lancashire Wildlife Trust Limited is a member of Lancashire Environmental Fund Limited (“LEF”) with the power to appoint one Trustee to their board. Mr J Drury, a former Trustee of the Lancashire Wildlife Trust, is the charity’s appointed representative on the LEF board during the year. During the year the charity provided management, organisational, administrative and supervision services to LEF for which £65,000 (2021: £62,000) was received in the statement of financial activities.

A balance of £7,000 (2021: £28,000) was due from LEF at 31st March 2022. This comprised outstanding grants of £Nil (2021: £22,000) and service charges of £7,000 (2021: £6,000). Grants totalling £68,000 (2021: £22,000) have been awarded to Lancashire Wildlife Trust by LEF during the year.

The Lancashire Wildlife Trust Limited is a member of Greater Manchester Environmental Trust (“GMET”) with the power to appoint one Trustee to their board. Mr T Burditt, the Chief Executive Officer of the Lancashire Wildlife Trust, is the charity’s appointed representative on the GMET board during the year. During the year the charity provided management, organisational, administrative and supervision services to GMET for which £34,000 (2021: £Nil) was received in the statement of financial activities.

A balance of £365,000 (2021: £Nil) was due from GMET at 31st March 2022. This comprised net grants paid out on behalf of GMET of £399,000 (2021: £Nil) and costs of services and costs on behalf of the company of £34,000 (2021: £Nil). Grants totalling £500,000 (2021: £Nil) have been awarded to Lancashire Wildlife Trust by GMET during the year.

It is the charity policy that Trustees must inform the board of their interests in grant applications at the start of Board meetings. The interested Trustee will not participate during the consideration of these applications. In the case of the Chairman having an interest in an application, the Chair is taken by the Vice-Chairman.

Unrestricted donations of £27,000 (2021: £20,000) have been received from a Trustee in the year.

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21. ANALYSIS OF CHARITABLE FUNDS

Endowment funds

The permanent endowment fund is represented by certain nature reserves of the Charity. The expendable endowment fund is represented by the construction of the Barn Resource Centre and Freemans Pool (contained in notes 13 and 14). Restricted funds

• The balances on the restricted funds comprise:

• The balance of restricted income yet to be expended in the delivery of the projects specified in the funding application; and

The net book value of fixed assets funded by restricted income

Due to their number it is not practical to provide information for all projects. The balance at 31st March 2022 includes:

Brockholes Visitor Centre £ 5,683,400

Mosslands Nature Reserves £ 961,000

• Bolton Environmental Resource Centre £ 469,000

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22. CASH FLOW ANALYSIS

23. ANALYSIS OF GROUP NET ASSETS BY FUNDS

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24. COMPARATIVE FINANCIAL INFORMATION

FOR THE FINANCIAL YEAR TO 31 MARCH 2021

Brown hare by Darin Smith

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25. TRADING SUBSIDIARY

The charity is the sole member of a company limited by guarantee, Brockholes Enterprises Limited (BELt), and has control of all of the voting rights of that company. It is registered in England and Wales.

The company’s objective is to raise funds for the Trust through commercial activities. These include car-parking, retail and catering services at the Brockholes Visitor Centre and Mere Sands Wood Nature Reserve and catering services at Moss Bank Park. It is intended to expand these activities to other Trust sites when and if opportunities arise.

During the twelve months to 31 March 2022, the trading subsidiary made a profit of £114,000.

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