|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
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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|