2021-03-31-accounts

Contents
LETTER FROM THE CHAIR..
REPORT OF THE TRUSTEES ..
OBJECTIVES AND ACTIVITIES
STRATEGIC REPORT.
STRUCTURE, GOVERNANCE AND MANAGEMENT.	.	.17
REFERENCE AND ADMINISTRATIVE DETAILS ..		. .21
STATEMENT OF TRUSTEES' RESPONSIBILITIES.		.22
REPORT OF THE INDEPENDENT AUDITORS.		.23
STATEMENT OF FINANCIAL ACTIVITIES .		.26
BALANCE SHEET		.27
CASH FLOW STATEMENT		.28
NOTES TO THE FINANCIAL STATEMENTS ..		.29

To improve health and wellbeing using	We will advocate and campaign for greater awareness and understanding of gardening and horticulture for health and wellbeing
gardening and	We will provide information and advice to increase the use of
horticulture	gardening and horticulture for health and welibeing
To develop and deliver the people and practices	We will provide training, support and consultancy to practitioners professionals using therapeutic gardening and horticulture	and
in therapeutic gardening	We will develop and deliver our own social and therapeutic
and horticulture	horticulture programmes
To develop and maintain a sustainable and	We will develop and maintain effective and compliant income generation
resilient organisation	We will develop and maintain efficient and productive use ofresources

STRATEGIC REPORT	STRATEGIC REPORT	STRATEGIC REPORT	STRATEGIC REPORT	STRATEGIC REPORT
Review of 2020/21 (achievement and performance) and Priorities for 2021/22
Much ofour work				in 2020/21 was heavily impacted by the COVID-19 pandemic, national lockdowns
and restrictions.			The Board ofTrustees and Senior Manager Team took swift action in March 2020
to protect the organisation —both its people and the finances —ceasing service delivery and making use ofthe government's Coronavirus Job Retention (Furlough) scheme. Our 'Pathway to Renewal'
plans included		three further phases of work: Refocus, Reboot and Renewal. We moved quickly			to
launch new services such as the Gardening Club and blended learning training courses as well					as
using the pause in other work to review systems, processes and structures. Whilst the timeframes for some of our plans were further disrupted as the pandemic progressed, we have achieved a lot in
a short space		of		time and under very trying conditions. The tables below highlight our main
achievements		against our Strategic goals.
Looking ahead made forward	at 2021/22, the uncertainty connected to the ongoing pandemic and lockdowns has planning very difficult. The Forward Plan approved by the Board ofTrustees in March
2021 is more fluid				than in prior years and will be reviewed and updated quarterly as we continue	to
respond and adapt to changing circumstances. The key priorities for 2021/22 are also set out below.
To im rove health				and wellbein usin ardenin and horticulture
Strategic				Attendance at STH programmes becomes a commonplace 'prescription' for
outcome				mental and physical health and wellbeing
Strategic activity				Advocate and campaign for greater awareness and understanding ofgardening and horticulture for health and wellbeing
Strategic				~ Increase understanding amongst pollcymakers, health and socialware
objectives				professionals ofthe value ofgardening as an everyday activity, a health-promotion activity, and as a therapeutic intervention
				~ Ensure that STH Is understood by a wider audience (beyond
				current/potential STH practitioners and volunteers) Including professionals,
				pollcymakers and the general public
				~ Engage people living with disability or ill-health, or who are Isolated, disadvantaged or vulnerable, In using gardening and growing as part of
				their personal health and wellbeing management
Achievements/				Promotion of social rescribin for nature-based interventions We have continued to
performance				engage with this work at a national level, maintaining a relationship with Natural
2020/21				England and the National Outdoors for All Working Group, and participating in training
				webinars for social-prescribing link workers.
				Comms 8 Media/PR We continued to develop and deliver well-structured and
				engaging external communications to raise awareness of Thrive and gardening for health. The advent of COVID-19 and national lockdowns meant that the focus shifted
				to respond to new concerns (e.g. an increase in mental ill-health and effects of 'long
				COVID') and opportunities (e.g. a rise in interest in and focus on gardening at
				home/indoors during lockdown and the nature on your doorstep).
				Growin Care Farmin ro'ect This project, funded by the Department ofthe
				Environment, Food and Rural Affairs and the Department of Education, led by Social
				Farms & Gardens, aims to increase both the demand for and supply of care-farming
				places COVID-19 limited the work that could be done on national and regional advocacy in the last year. Although regional work had to be significantly scaled back
				and all face to face elements of the project removed, awareness at a national/policy
				level ofgreen care has improved. Sadly, funding for this project has been drastically
				reduced and the project will now end in March 2022 rather than 2024.

	The Society for Horticultural Therapy
	REPORT OF THE TRUSTEES for the Year Ended 31 March 2021
Priority	Increase engagement and reach on social channels and identify ways to	reach
actions	new audiences
2021/22	Work with our Volunteers, Ambassadors and Corporate Partners to promote
	awareness ofgardening for health amongst their networks and audiences
	Work with partners to raise awareness ofthe benefits of nature-based
	interventions for health &wellbeing (and the need for effective funding) -	maintain
	a lead role in Green Care Coalition (national) and Reading Gardening for	Health		&
	Wellbeing Network (local)
Strategic	More people use gardening as part oftheir personal health and wellbelng
outcome	management
Strategic activity	Provide Information and advice to increase the use of gardening and horticulture for health and wellbelng
Strategic	~ Provide advice and information on gardening with a disability or ill-health
objectives	and on therapeutic gardening for people living with a disability or	ill-health
	~ Make our Information and advice available through multiple channels both
	on- and offline
	~ Increase awareness of Thrive as a source of information and advice
	~ Leam from people with lived experiences of III-health and disability	to
	Improve our information service
Achievements/	~Gd I Gl htp I h dthi tth I 0 fth GGVIDtpp d I I Ap'12020,
performance 2020/21	and it has continued to be a huge success. Since the first edition (c.600 sign-ups), the subscribers have increased to over 3,000 (28% of subscribers have a health condition				/
	disability).
	This free email aims to provide information and inspiration, to make gardening
	accessible for everyone, with easy-to-follow, simple, step-by-step instructions	and
	pictures that guide people through a wide range of gardening activities, assuming		no
	prior knowledge ofgardening and avoiding jargon.
	Results from our surveys of Gardening Club (GC) subscribers:
	~ 100%found gardening helped their physical health
	~ 98%felt gardening helped their mental health
	~ 91%said the GC had helped provide a sense of community during times of
	isolation
	~ 92% ofthose looking for tips on how to garden with a disability found	GC helpful
	~ 100%rated our activities and guides as good or very good
	Open rates (44.5%) and click through rates (13%)are well above industry averages
	(19%and 2% respectively)
	'S rin Forward' cern ai n In March 2021 we launched our 'Spring Forward'
	campaign, 28 days of daily activities to help people to enjoy all that gardening	and
	nature can offer for health and wellbeing. This was designed to be suitable for
	everyone whatever their age, state of health or abilities, whether they have a	garden,
	patio, balcony or just a windowsill. It included a mix of practical, passive, creative,
	gardening, nature, indoor and outdoor activities.
	Over 7,200 people downloaded the calendar, bringing more than 5,700 new	users	to
	our website and adding over 400 new subscribers to Gardening Club plus new followers
	on Twitter, Facebook and Instagram.

	The Society for Horticultural 'Therapy
	REPORT OF THE TRUSTEES for the Year Ended 31 March 2021
Achievements/ performance	National short-course ro ramme We stopped delivering classroom-based courses ahead of the 1"national lockdown (March 2020) and moved quickly to develop a
2020/21	blended-learning option that provides the benefits of small-group interaction	and access
	to Thrive tutors through our online learning platform. The first new course (Social 8
	Thera eutic Horticulture Practice) continues to run monthly over two weeks	(rather than
	two days) and is proving very popular. To this we have added a second course
	Introduction to Social 8 Thera eutic Practice) which also runs monthly (over 1 week).
	Further blended courses are in development to be launched in Summer 2021, including
	Settin U an STH Pro'ect.
	During 2020/21, a total of290 participants took part in the blended courses	and a further
	196signed up for the paid-for online (self-guided learning) courses. A further 32
	students went on to complete the Award in STH Pro ramme Develo ment.
	Free online courses Our free online resources saw a significant increase in	popularity,
	with 2,857 learners enrolling on a course, compared to 571 in the previous	year.
	~dk t yy dl d lypdy fh Pk t pd Pth y
	person and 1 blended) due to the significant constraints placed on both us and our
	customers by the COVID-19 restrictions. We are confident that this will pick up again		in
	202021/22 when restrictions ease.
	Advice services We completed just 3small-scale assignments, including a	project 'sense
	check' and an accessibility report.
	Growin Care Farmin Pro'ect Having developed and started to deliver the	four one-day
	class-room based training courses for this project in 2019/20, the advent of	COVID-19
	saw each ofthese courses revised to work in a blended learning format. These launched
	late in the year and will be continued through 2021/22 in place ofany further class-room
	based courses.
	A~ditdt I I ky k th d I p t tth dipl I dT~ 2	ti th	ph
	the Open College Network (OCN) was halted during the early part of 2020/21 whilst we
	awaited greater clarity on our ability to restart classroom-based learning. We are now
	working towards a launch of the Diploma in September 2021.
Priority	Deliver high quality learning content to the STH, wider green care, health, social
actions	care and education sectors through blended and online courses
2021/22	Plan for the reintroduction offace to face training in September 2021 with a
	refreshed and focussed offer
	Launch a new accredited Diploma in STH Practice in September 2021
	Develop a Practice Community offering by client group
	Develop a suite of STH practice publications and guides for sale to STH
	professionals
Strategic	People living with a disability or long-term health condition have an enhanced
outcome	quality of life as a result of attending our STH programmes
Strategic	Develop and deliver our own STH programmes
activity
Strategic	~ Deliver high~uality and effective therapeutic interventlons for a	range of
objectives	client groups from our centres in Reading, London and Birmingham
	~ Demonstrate and evidence our standards and quality
	~ Evaluate the benefits to clients and the Impact we have made
	~ Respond positively to new funding and commissioning regimes	(e.g.social
	prescribing)
Achievements/	~Dli fdT~ Th I p t IDDyID td tk lyf It
performance 2020/21	programmes. Delivery was halted in March 2020 and did not resume again July when we had completed the COVID-secure risk assessments for each	until late centre and
	individual client risk assessments; a phased restart saw around 80%of Client
	Gardeners back in the Centres by October.

	A survey of Clients on their return to Thrive highlighted the difficult time many had	had
	during lockdown and just how much they valued their time at Thrive:
	~ Two thirds (66%)had done some gardening whilst at home during Lockdown, with 34%saying that they had done "a lot".
	~ 41%reported being frustrated, sad, anxious and/or depressed during
	lockdown and missed being outdoors and socialising with others; a further
	41%reported being a little worried, low, unhappy or bored.
	~ 100%said that they felt happier and healthier now that they were back at
	Thrive.
	Delivery continued through the 2'4 National Lockdown with the COVID-secure measures being rigorously enforced. However, the 3" Lockdown in January and the
	rise in new variants meant the difficult decision to once again halt delivery was taken.
	On a positive note, a successful bid to The National Lottery Coronavirus Emergency
	Community Fund meant that we had developed and were delivering a remote support
	service to 32 Clients unable to return to Thrive in October. This was due to end in
	February but a decision was taken to continue it for as long as the Clients needed	it
	and it was used as the basis ofa remote offer to all Clients during the lockdown. This
	initiative received some amazing feedback from both Clients and their carers.
	With the Centres closed for 33weeks ofthe year, we delivered a total of 2,428
	sessions (including remote contact) to 224 clients across our three centres. Eighteen
	ofthe client gardeners achieved an accredited qualification in horticulture delivery
	despite the disruption ofCOVID-19.
	Monitorin and evaluation Having rolled out our improved framework for monitoring
	client behaviour across all programmes in autumn 2019after testing and refinement,
	we were unable to complete the second assessments ahead of closing the Centres	in
	March 20. This meant that we had insufficient data to evaluate the framework
	although our volunteer data analysts were able to make some assessment for
	improvements in data recording.
	A series of refresher workshops were run for our staff during March 21 in preparation
	for the client programmes restarting in April. Data recording recommenced in June.
	New fundin and commissionin re imes We have maintained contact with local-
	authority commissioners and with local social-prescribing teams throughout the year,
	although there has been little change in how they are working so far.
Priority	Ensure our current delivery continues in a COVID secure environment, in
actions	accordance with government guidance and advice (delivery restarted 12April
2021/22	2021)
	Plan for a Summer 2021 relaxation of restrictions and aim to have the centres	back
	at full operating capacity by October 2021
	Manage the current pipeline of new client referrals (target: 15%net increase in
	clients between April 21 and October 21)
	Increase from 4 to 8 delivery days per week in Birmingham by March 2022
	Deliver funded programmes to achieve agreed objectives; ensure reporting is
	completed to the funder requirements and deadline
	Resume development of client monitoring and evaluation framework

		The Society for Horticultural Therapy
		REPORT OF THE TRUSTEES for the Year Ended 31 March 2021
To develo	and	ma ntain a sustainable and resilient or anisation
Strategic		Have a sustainable income~eneration model (achieving break-even by end
outcome		2024/25)
Strategic		Develop and maintain effective and compliant income generation
activity
Strategic		Improve awareness ofThrive's work through new and expanded
objectives		channels/audiences, proactive communications and clear messaglng
		Improve supporter engagement through better relationship building,
		'customer' service and standards
		Improve supporter and donor retention through effective relationship
		management
		Engage actively with, and be part of, our local communities
		Make giving easy through a diversity of opportunities and channels
		Ensure compliance with Fundraising Code of Practice and GDPR regulations
		Optimise our investment income through active asset management
Achievements/		Media & Communications Raising awareness of Thrive through effective
performance		communications is a key element in our plans to increase income. We started to
2020/21		prioritise driving email and social media traffic to the Thrive website in early 2020 and
		we've seen an increase of 231'/g in visits from email and 27'/g in social. We put more
		budget towards paid ads on Facebook which have also been successful in driving		new
		users to the website (up 415'/g on previous year).
		Despite considerable media focus being on COVID-19 over the last year, we worked
		hard to place Thrive in peoples' thoughts and minds for feature pieces. There was
		significant interest in nature and gardening for health with some traction for local and
		national coverage, for example: our Training Manager provided some quotes on the
		value of gardening in a BBC News online article about garden centres re-opening
		following the first lock down - this was then sent out by the Press Association and		was
		picked up by 3 news aggregate websites and one regional newspaper.
		Early last year, Thrive was featured in 2 new and well-publicised books: Sue Stewart
		Smith's 'Well Gardened Mind' and the 'Natural Health Service' by Isabel Hardman,		with
		the latter devoting 4 pages to Thrive, John Wetherell (a former client and employee		at
		Thrive London) and our Training Team.
		~FI II" tilt I I Fd lip tlltl t lyl p	td
		we initially feared, achieving c.82'/g ofthat from 2019/20.
		The 2.6 Challenge, launched as a national fundraising initiative to replace the London
		Marathon, offered a good plafform to engage our supporters who had had other events
		and challenges cancelled.
		Our Direct Mail appeals did well, in particular the Christmas appeal which included		a
		video; and our Committed donors stuck with us bucking the negative trends in the
		sector.
		We have invested in our stewardship and relationship management as well as our
		Trusts and Grants capacity.
		During 2020/21, our fundraising activities saw 1,408 individuals and 74 organisations
		(trusts, grant giving organisations and companies) making financial donations to support
		Thrive's operations: we extend our thanks to all those who have supported us.
		See page 20 for more information about our Fundraising Standards Compliance.
		Communit en a ement Activities across all three centres have been heavily impacted
		by COVID-19 with no open days or corporate volunteering days going ahead. Some
		limited plants sales were possible during the late summer thanks to the amazing
		support from corporate partners and volunteers.
		The London team have continued to develop the relationship with Jo Malone London
		to support operations in the Old English Garden which remains strong —additional		JML
		volunteers have been working on the Garden in Spring 21 to help our Client Gardeners
		catch up on essential tasks missed during lockdown.

	'The Society for Horticultural Therapy REPORT OF THE TRUSTEES for the Year Ended 31 March 2021
	AWE staff continued to support the Reading Team and Clients, bringing in several
	significant donations from staff activity.
Priority	Develop and maintain a forward pipeline offunding for Client Services programmes
actions 2021/22	Continue to seek funding for the Gardening for Health Information Service Continue to seek new unrestricted funding to offset core costs
	Ensure that our Fundraising activities have good quality social content and adverts
	and targeted marketing through email communications
	Develop the donor journey to attract new supporters, increase conversions to
	donors and retain existing donors, moving them along the 'fundraising funnel'
	Develop the user journey for online training courses to create value for attendees,
	attract new participants (and increase conversions) and encourage returning visitors
	Continue to implement and keep under review a rolling marketing programme	to
	support sales of online and blended training courses, new Diploma course, and
	resources 8 publications for STH professionals
	Develop a culture of Stewardship/Relationship Management supported by an
	effective CRM and direct email system to manage partner, funder, donor and
	customer relationships
Strategic	Our people, information and financial assets are managed effectivel
outcome
Strategic	Develop and maintain efficient and productive use of resources
activity
Strategic	~ Ensure the welfare ofour staff, volunteers and clients through good-quality
objectives	health and safety and human-resources (HR) practices and proactive
	risk management
	~ Identify sustainable cost savings and productivity improvements that do not
	reduce our delivery or development capabilities
	~ Implement a robust digital strategy to enable good use of information, data
	and tools across the organisation
	~ Maintain our strategic risk register and actively manage key risks
	~ Ensure that our governance practices are aligned to the Charity Code
	ofGovernance
	~ Ensure effective records management and compliance with
	data-protection regulations (GDPR)
Achievements/	Staff Many of our plans were hampered by having varying numbers of staff on furlough
performance	throughout the year. On 1 April we had 75%of all Staff on the government's
2020/21	Coronavirus Job Retention Scheme; as we started to prepare to restart Client
	programmes in June this number started to drop and by October only a handful of were not back to working their full contracted hours. The 3"Lockdown saw large	staff
	number returned to furlough although the continued and scaled-up remote delivery	to
	Clients meant that this was not as high as previously.
	In total Thrive claimed f322, 169 in Coronavirus Job Retention Scheme grant funding
	to support the continued employment of staff who received 80% oftheir usual pay
	under the scheme. This was a lifeline for both the charity and the staff members who
	saw their work disappear overnight.
	We kept in touch with all staff using a regular newsletter 'Thriving Together' and
	occasional briefings and socials using Zoom. Staff returning from furlough completed a questionnaire about how they were feeling and any concerns they had —these were
	discussed with their manager; all returning staff had re-orientation time prior to service
	delivery recommencing.
	Two blocks of 'wellbeing leave' were granted: 4 days in August 20 for the 11 staff	who
	had had no time on furlough and 3 days in December for all staff.
	The annual staff survey and conference did not take place in 2020.
	Turnover was a ain low at 11%with onl six leavers and two new starters fillin vacant

	GDPR We have previously identified a need to improve our documentation to support	GDPR We have previously identified a need to improve our documentation to support
	GDPR, and provided training for managers, focusing on the Register of Processing
	Activity (ROPA); this work progressed slowly due to the disruptions of COVID-19. We
	have	made progress with a review ofour data sources and systems, assessing our
	data	maturity and identifying areas for improvement, A One Thrive data project is in
	place	and progress will be greatly enhanced by the recruitment ofa Data Development
	Manager in summer 2021.
Priority	~	Complete the implementation of the revised staffing structure and ensure new
actions		roles and responsibilities are understood across the organisation
2021/22	~	Continue to implement the One Thrive development programme, engaging staff in
		the reviews of systems &processes and communications
	~	Repeat the Staff Satisfaction Survey and engage staff in reviewing results and
		developing action plans
	~	Develop a workplace MH strategy and prepare an action plan for managing
		workplace MH
	~	Recruit a Data Manager to develop our data management strategy, take forward
		the CRM replacement and ensure our use of data remains GDPR compliant
	~	Further develop proposals for improved use and management ofThrive's estate
		assets, building on the pre-Covid review by Henley Business School students

	Income source				Amount (%oftotal income)
					2020/21 2019/20
	Charitable Activities				6424,967 (32%) f841,971 (53%)
	Donations & legacies				6450,570 (35%) 6577, 105(36%)
	Investments				674,175(6%) F105,456 (7%)
	Trading activities				632,903(3%) f72,469 (4%)
	Coronavirus Job Retention		Scheme		f322,169(25%) ANIL (0%)
Expenditure	for the year was F1,510,600, a decrease ofF252,539 (14%)compared to the previous
year (E1,763,139). Costs related to delivering our charitable services also fell by f85,469 (34%)as consequence ofsuspending activities. Staffing costs were F138,419(11%)lower, due to most staff
being on full	or flexible furlough	for varying		period	during the year and vacancies not being	filled,
The average	number of FTEs in	the year was 40 (2020 - 41).

Strategic Outcome:	Strategic Outcome:	Strategic Outcome:	Strategic Outcome:		Strategic Risk
Enhanced	quality of life			for	Government policy and funding regimes do not support effective
people living		with a	disability		commissioning of STH (via health, social care	or education);	third party
or long-term		health	condition		funding is over-reached —resulting in:
					~ Declining delivery of STH programmes	at Thrive Centres
					~ Reduced demand for Thrive training and advice services as STH
					sector is in decline
Sustainable		income			Income generating activities fail to perform as	planned and/or	do not
generation	model (achieving				recover post COVID-19 pandemic due to:
break-even		by end	2024/25)		~ economic uncertainty/decline reducing	voluntary donations
					~ lack ofgovernment support/funding for STH causing		decline
					within sector
					~ increased competition for grant funding from other projects
					offering 'time in nature' post-COVID.
Our people, information and financial assets are managed					Thrive is unable to evidence compliance with Data Protection / GDPR due to incomplete documentation and poor records		Legislation
effectively					management.

management	team.	team.	team.
The Chair and	the CEO have regular monthly meetings for the purpose of keeping up			to	date with
developments	and providing	support to the CEO.
We had three	sub-committees, which report to the main Board. Scheduled Committee			Meetings			in
2020/21 were suspended until Q4 to allow both Trustees and Senior Managers to			focus on		managing
the impacts of COVID-19.		The Scheme of Delegation sets out the roles and responsibilities				of	the
Committees:
Good	Review	the recruitment &selection process for Trustees and make	recommendations
Governance	to the Board —HR Committee
	Approve	system for Board/Trustee performance reviews —HR Committee
	Propose	changes to the terms ofreference for Committees - A// Committees			as
	necessary
	Set and	report to the Board on an annual programme of Committee	activity	-	A//
	Committees
	Monitor	compliance with Fundraising Standards —BD Committee
	Monitor	compliance with GDPR - Finance & Risk Committee
Strategic	Develop	the financial strategy and the 3(or 5)-year financial forecast supporting				the
Management	strategic	plan and make recommendations to the Board —Finance	& Risk Committee
	Monitor	performance against the financial strategy —Finance & Risk Committee
	Propose	amendments to the financial strategy for Board approval —Finance		& Risk
	Committee
	Develop	the FR, MarComms and Digital strategies supporting the	strategic	plan;
	make recommendations to the Board -BD Committee
	Monitor	performance against the FR, MarComms and Digital strategies -BD
	Committee
	Propose	amendments to the FR, MarComms and Digital strategies	for Board
	approval	-BD Committee

		The Society for Horticultural Therapy
	REPORT OF THE TRUSTEES for the Year Ended 31 March 2021
Strategic Risk	Develop	the Strategic Risk Register on an annual basis —Finance	& Risk Committee
Management	Approve	all policies relating to risk management —Finance & Risk	Committee
	Monitor	significant risks at each meeting —Finance & Risk Committee
	Receive annual report on Business Continuity Plan —Finance & Risk Committee
	Review	and make recommendations for amendments to the Major	Incident Plan—
	Finance	& Risk Committee
Financial	Detailed	review of annual budgets prior to submission to Board —Finance & Risk
Management	Committee
	Scrutinise accounts with balance sheet 8 Finance report —Finance		& Risk Committee
	e
	Approve	Financial Regulations annually —Finance & Risk Committee
	Review	external auditors' report prior to submission to Board - Finance		& Risk
	Committee
People	Support	the recruitment & selection process for new Chief Executive —HR Committee
Management	Review	the salary and reward package of the Chief Executive at least		every three
	years; make recommendations to the Board —HR Committee
	Review	the salary structure of the organisation —HR Committee
	Approve	alterations to employee and volunteer policies (if material)	—HR Committee
	Monitor	staff statistics —HR Committee
	Review	the results ofthe Staff and Volunteer Surveys —HR Committee
	Approve	the Safeguarding Policy —HR Committee
	Approve	the Health &Safety Policy —HR Committee
	Approve	the staff wellbeinglwelfare Policies —HR Committee
	Approve	Equality, Diversity & Inclusion Policy —HR Committee
	Receive	quarterly H&S and Safeguarding monitoring reports —HR	Committee
	Annual	review ofthe Protecting People Risk Register —HR Committee

					2021	2020
		Notes	Unrestricted	Restricted	Total	Total
			funds	funds	funds	funds
				6		f
INCOME AND ENDOWMENTS	FROM
Donations and legacies			442,950	7,620	450,570	577,105
Charitable activities
Training and Education			164,173	4,061	168,234	225,755
Client services			472,414	94,261	566,675	616,216
Other trading activities			45,131		45,131	72,469
Investment income			74,175		74,175	105,456
Total			1,198,843	105,942	1,304,785	1,597,001
EXPENDITURE ON
Raising funds			201,220		201,220	215,902
Charitable activities
Training and Education			279,593	4,061	283,654	328,102
Client services			918,556	107,170	1,025,726	1,219,135
Total			1,399,369	111,231	1,510,600	1,763,139
Net gains/(losses) on investments			9,634		~9,634	~58 755
NET INCOME/(EXPENDITURE)			(210,160)	(5,289)	(215,449)	(224,893)
Transfers between funds		25	7,620	~7,620)
Net movement In funds			(202,540)	(12,909)	(215,449)	(224,893)
RECONCILIATION OF FUNDS
Total funds brought forward			3,831,332	54,405	3,885,737	4,110,630
TOTAL FUNDS CARRIED FORWARD			3,628,792	41,496	3,670,288	3,885,737

BALANCE SHEET
		2021	2020
	Notes	6	6
FIXEDASSETS
Intangible assets Tangible assets	15 16	26,331 1,402,536	38,370 1,461,615
Investments
Investments	17	1,049,639	1,002,273
Investment property	18	910,000	967,000
		3,388,506	3,469,258
CURRENT ASSETS
Debtors	19	108,864	113,849
Cash at bank		326,355	431,588
		435,219	545,437
CREDITORS
Amounts falling due within one year	20	(111,343)	(128,958)
NET CURRENT ASSETS		323,876	416,479
TOTAL ASSETSLESS CURRENT LIABILITIES		3,712,382	3,885,737
CREDITORS
Amounts falling due after more than one year	21	(42,094)
NET ASSETS		~3,670 288	3,885,737
FUNDS	25
Unrestricted funds:
General fund		2,372,277	2,464,356
Property and Estate Investment Property Strategic Development Research and communication ICT and Digital Strategy		172,000 910,000 117,816 44,660 12,039	172,000 967,000 164,292 44,660 ~19024
		3,628,792	3,831,332
Restricted funds		41,496	54,405
TOTALFUNDS		3,670,288	3,885,737

	Cash Flow S For the Year Ended	tatement 31 March 2021
CASH FLOW STATEMENT
	Notes	2021f	2020 6
Cash flows from operating activities Cash generated from operations	29	(211,440)	(215,846)
Net cash (used in)/provided by operating	activities	(211,440)	(215,846)
Cash flows from investing activities Purchase of intangible fixed assets			(41,519)
Purchase of tangible fixed assets Dividends and rents from investments		(17,968) 73,448	(49,379) 102,833
Interest received		727	2,623
Net cash provided by investing activities		56,207	14,558
Cash flows from financing activities
New loans in year		50,000
Net cash provided by financing activities		~50 000
Change ln cash and cash equivalents the reporting period	in	(105,233)	(201,288)
Cash and cash equivalents at the beginning ofthe reporting period		~431 58	632 876
Cash and cash equivalents at the end the reporting period	of	326,355	431,588

INVESTMENT I	NC	OM	E
								2021f	2020 6
Rents received								20,950	26,353
Investment income								52,498	76,480
Deposit account	Interest							727	2,623
								74,175	105,456
INCOME FROM	CHARITABLE ACTIVITIES
								2021	2020
					ActivitC			6	6
Grants					Training	and Education		37,913	12,096
Training for professionals Membership fees					Training Training	and Education and Education		126,846 3,475	209,759 3,900
Grants					Client services			370,351	43,508
Income for rehabilitation				and
training in horticultural Other income			skills Client services					164,161 32 163	515,875 56,833
								734,909	841,971
Grants received,	included				In the above, are as	follows:
								2021	2020
								6	6
Grow & Learn - Various								42,732	43,508
Erasmus Project								4,061	12,096
Battersea								31,533
Online								19,996
Coronawrus Job	Retention				Scheme			309,942
								408,264	55,604
RAISING FUNDS
Raising donations		and		legacies
								2021f	2020f
Staff costs								106,709	121,995
Sundries								21,005	24,803
Supportcosts								73,506	69,104
								201,220	215,902
CHARITABLE ACTIVITIES COSTS
							Direct	Support costs
							costsf	(see note 9) 6	Totalsf
Training and Education Client services							164,119 572,277	119,535 453,449	283,654 1,025,726
							736,396	572,984	1,309,380

SUPPORT COSTS
		Communication
		and	Governance
	Management f	Development f	costs f	Totals f
Raising donations and legacies Training and Education Client services	44,611 72,546 275,197	19,820 32,232 122,271	9,075 14,757 55,981	73,506 119,535 453,449
	392,354	174,323	79,813	646,490
Support costs have been allocated	on the basis of head count.
NET INCOME/(EXPENDITURE)
Net income/(expenditure) is stated	after charging/(crediting):		2021f	2020f
Auditors' remuneration			9,181	8,702
Depreciation - owned assets Computer software amortisation Operating leases - other			77,047 12,039 ~6427	66,090 9,785 6 259

STAFF COSTS
						2021	2020
						f	f
Wages and salaries Social security costs Other pension costs						1,039,564 81,056 41,725	1,159,681 95,174 45,909
						1,162,345	1 300764
The average monthly	number		ofemployees	during	the year was as follows:	2021	2020
Raising donations and	legacies					8	7
Governance						1	1
Charitable activities-Training/Education						6	7
Charitable activities-Client		services				29	32
Support and Communication						10	11
							58

13.	COMPARATIVES FO	R THE ST	ATEMENT OF FINA	NCIAL ACTIVITIES
				Unrestricted	Restricted	Total
				funds	Funds	Funds
				5		5
	INCOME AND ENDOWMENTS		FROM
	Donations and legacies			536,125	40,980	577,105
	Charitable activities
	Training and Education			213,659	12,096	225,755
	Client services			521,408	94,808	616,216
	Other trading activities			72,469		72,469
	Investment income			105,456		105,456
	Other income
	Total			1,449,117	147,884	1,597,001
	EXPENDITURE ON
	Raising funds			215,902		215,902
	Charitable activities
	Training and Education Client services			298,622 1,032031	29,480 127,104	328,102 1,219,135
	Total			1,606,555	156,584	1,763,139
	Net gains/(losses) on	investments		58,755		58,755
	NET INCOME/(EXPENDITURE)			(216,193)	(8,700)	(224,893)
	RECONCILIATION OF FUNDS
				4,047,525	63,105	4,110,630
	Total funds brought	forward
	TOTAL FUNDS CARRIED FORWARD			3,831,332	54,405	3,885,737
14.	GOVERNMENT GRANT INCOME
					2021	2020
					f	6
	Coronavirus Job Retention scheme				322,169
	National Lottery				9,999

INTANGIBLE FIXEDASSETS
	Computer
	Software
COST
At 1 April 2020 and 31 March 2021	48,155
AMORTISATION
At 1 April 2020	9,785
Charge for year	12,039
At 31 March 2021	21,824
NET BOOK VALUE
At 31 March 2021	26,331
At 31 March 2020	38,370

TANGIBLE FIXEDASSETS
	Freehold	Long	Improvements
	Propertyf	Leasehold 6	to property
COST
At 1 April 2020	1,215,166	585,804	272,427
Additions		13,900
At 31 March 2021	1,215,166	599,704	272,427
DEPRECIATION
At 1 April 2020 Charge for year	261,747 ~22 899	145,260 33,925	251,815 4,526
At 31 March 2021	284,646	179,185	256,341
NET BOOK VALUE
At 31 March 2021	930,520	420,519	16,086
At 31 March 2020	953,419	440,544	20,612
	Motor	Computer
	Vehicles 6	Equipmentf	Totals 6
COST
At 1 April 2020	49,708	164,615	2,287,720
Additions		4,068	17,968
At 31 March 2010	49,708	168,683	2,305,688
DEPRECIATION
At 1 April 2020	34,863	132,420	826,105
Charge for year	5,939	9,758	77,047
At 31 March 2021	40,802	142,178	903,152
NET BOOK VALUE
At 31 March 2021	8,906	26,505	1,402,536
At 31 March 2020	14,845	32,195	~1461,615

FIXEDASSET INVESTMENTS
	Listed	Unlisted
	Investmentsf	Investmentsf	Totals 6
MARKET VALUE
At 1 April 2020 Revaluations	204,467 47,366	797,806	1,002,273 47,366
At 31 March 2021	251,833	797,806	1,049,639
NET BOOK VALUE
At 31 March 2021	251,833	797,806	1,049,639
At 31 March 2020	204,467	797,806	1,002,273

FAIR VALUE
At 1 April 2020	967,000
Revaluation	(57,000)
At 31 March 2021	910,000
NET BOOK VALUE
At 31 March 2021	910,000
At 31 March 2020	967,000

DEBTORS:	AMOUNTS FALLING DUE WITHIN ONE YEAR
		2021f	2020f
Trade debtors		24,662	76,881
Prepayments	and accrued income	84,202	36,968
		108,864	113,849

CREDITORS:	AMOUN	TS	FALLING DUE WITHIN ONE YEAR
				2021f	2020f
Bank loans and	overdrafts		(see note 22)	7,906
Trade creditors				19,287	45,862
Social security	and other		taxes	21,672	23,052
Other creditors				7,511	9,535
Accruals and deferred		income		54,967	50,509
				111,343	128,958

CREDITOR	S: AMOUNTS	FA	LLING DUE AFTER MORE THAN ON	E YEAR
				2021f	2020 8
Bank loans	(see note 22)			42,904
LOANS
An analysis	ofthe maturity	of loans Is given below:
				2021	2020
					6
Amounts falling due within		one year on demand:
Bank loans				7,906
Amounts falling due between			one and two years:
Bank loans	—1-2 years			9,707
Amounts falling due between			two and five years:
Bank loans	—2-5 years			30,618
Amounts falling due in more than five years:
Repayable	in instalments:
Bank loans	more than 5 yr	by instalment		1,769

Minimum lease payments under non-cancellable operating	leases fall due as follows:
	2021 f	2020f
Within one year	3,496	3,496
Between one and five years	537	875
	4,033	4,371

For the	For the	For the	For the	Year	Ended 31 M	arch 2021
ANALYSIS OF NET ASSETS BETWEEN				FUNDS
				Unrestricted		Restricted	2021	2020
					Fundsf	Funds 6	Tota I Funds	Total Funds
							f	6
Fixed assets					1,428,867		1,428,867	1,499,985
Investments					1,959,639		1,959,639	1,969,273
Current assets					393,723	41,496	435,219	545,437
Current liabilities Long term liabilities				(111,343) ~42,094)			(111,343) ~42,094)	(128,958)
					3,628,792	~41 496	3,670,288	3,885,737
MOVEMENT IN FUNDS
						Net	Transfer
						movement	between
					At 1.4.20	In funds	funds	At 31.3.21
					6	6	6	8
Unrestricted funds
General fund					2,464,356	(109,696)	17,617	2,372,277
Property and Estate					172,000			172,000
Investment Property					967,000	(57,000)		910,000
Strategic Development					164,292	(36,479)	(9,997)	117,816
Research and communication					44,660			44,660
ICT and Digital Strategy					19,024			12,039
					3,831,332	(210,160)	7,620	3,628,792
Restricted funds
Grow & Learn (Birmingham)					33,200	(8,497)		24,703
Pots & Petals (Trunkwell)					21,205	(4,412)		16,793
Donation for Battersea	Heating		System			7,620	7620
					54,405	5,289	7,620	41,496
TOTAL FUNDS					3,885,737	215,449		3,670,288
Net movement in funds,	included		in the above are		as follows:
				Incoming		Resources	Gains and	Movement In
				resources f		expended f	losses	Funds 6
Unrestricted funds
General fund					1,198,843	(1,355,905)	47,366	(109,696)
Investment Property							(57,000)	(57,000)
Strategic Development ICT and Digital Strategy						(36,479) ~6,985		(36,479) ~6,985
					1,198,843	(1,399,369)	(9,634)	(210,160)
Restricted funds
Grow & Leam (Birmingham)					42,732	(51,229)		(8,497)
Erasmus Project (Training)					4,061	(4,061)
Pots & Petals (Trunkwell)						(4,412)		(4,412)
Pathways (Battersea)					15,000	(15,000)
Gardening for Good Health					11,533	(11,533)
Wimbledon Foundation	Restart		Project		5,000	(5,000)
National Lottery Recovery		Fund			9,999	(9,999)
Peter Sowerby Foundation		- Digital
Breakthrough					9,997	(9,997)
Donation for Battersea	Heating		System		7,620			7,620
					105,942	111231		5,289
TOTAL FUNDS					1,304,785	1,510,600	9,634	215,449

Comparatlves for movemen	t ln fun	ds
					Net
					movement
				At 1.4,19 f	in funds 8	At 31.3.20 6
Unrestricted funds
General fund				2,633,822	(169,466)	2,464,356
Property and Estate				175,000	(3,000)	172,000
Investment Property				967,000		967,000
Strategic Development				196,856	(32,564)	164,292
Research and communication ICT and Digital Strategy				45,995 28,852	(1,335) ~9,828)	44,660 19,024
				4,047,525	(216,193)	3,831,332
Restricted funds
Grow & Learn (Birmingham)				40,676	(7,476)	33,200
Erasmus Project (Training)				4,146	(4,146)
Pots & Petals (Trunkwell)					21,205	21,205
Pathways (Battersea) Gardening for Good Health				6,750 11,533	(6,750) ~11,533)
				63,105	8,700	54,405
TOTAL FUNDS				4,110,630	~224,893	3,885,737
Comparative net movement	in funds,	included	in the above are as follows:
			Incoming	Resources	Gains and	Movement In
			resources f	expended 8	losses f	Funds
Unrestricted funds
General fund			1,449,117	(1,559,828)	(58,755)	(169,466)
Property and Estate				(3,000)		(3,000)
Strategic Development				(32,564)		(32,564)
Research and communication ICT and Digital Strategy				(1,335) ~9,828)		(1,335) ~9828)
			1,449,117	(1,606,555)	(58,755)	(216,193)
Restricted funds
Grow & Learn (Birmingham)			55,388	(62,864)		(7,476)
Erasmus Project (Training)			12,096	(16,242)		(4,146)
Pots 8 Petals (Trunkwell)			22,800	(1,595)		21,205
Pathways (Battersea)			40,000	(46,750)		(6,750)
Gardening for Good Health Regional Centre Manager			17,600	(11,533) ~17,600)		(11,533)
			147884	~156,584)
TOTAL FUNDS			1,597,001	~1,763,139)	~58,755)	~224,893)

					2021	2020
					6	6
Net expenditure for the reporting			period
(as per the Statement	of	Financial	Activities)		(215,846)	(224,893)
Adjustments for:
Depreciation charges					89,086	75,875
Losses on investments					9,634	58,755
Interest received					(727)	(2,623)
Dividends and rents from investments					(73,448)	(102,833)
Decrease in debtors Decrease in creditors					4,985 ~25,521	24,056 ~44,183
Net cash used in operations					211,440	215,846
ANALYSIS OF CHANGES		IN NET	FUNDS
				At 1.4.20 6	Cash flow 6	At 31.3.21 f
Net cash
Cash at bank and in hand				~431 588	~105,233	~326 655
				431 588	~105,233	326,655
Debt
Debts falling due within Debts falling due after	1 year 1 year				(7,906) ~42,094	(7,906) ~42 094
					~50,000	~50,000
Total				431,588	~155 233	276,655