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2025-03-31-accounts

Registered company number: 1524041 Charity number: 281512

VAUXHALL (CITY) FARM LIMITED (company limited by guarantee)

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDING 31 MARCH 2025

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CONTENTS

Legal information 3
Trustee’s Annual Report 2024-25 4-15
Disclosure of Information 16
Trustees’ Responsibilities Statement
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Independent Auditor’s Report 18
Statement of Financial Activities 19
Balance Sheet 20
Statement of Cashflows 21
Notes to the Financial Statements 22-35

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LEGAL INFORMATION

For the year ending 31 March 2025

Board of Trustees

Alison Ewen (resigned 1 September 2024) Stuart Peel (Treasurer) Amilia Rappak, (Company Secretary) Nigel Hood (resigned 24 June 2024) Alison Mohammed (resigned 1 September 2024) Andrew Sheils (resigned 1 September 2024) Aseem Sheikh Glen Walker (Chair) Nigel Campbell (resigned 30 November 2024) Sean Ellis Isla Wrathmell

Chief Executive Officer Company Registration number 1524041 Charity Registration number 281512

Monica Tyler (resigned 20 September 2024)

Registered Office

165 Tyers Street London SE11 5HS

Bankers

NatWest Bank 504 Brixton Road London SW9 8EN

The Charity Bank 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ

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TRUSTEES’ ANNUAL REPORT

Foreword from Chair

I am pleased to present the Vauxhall City Farm Trustees’ Annual Report for the year ending 31 March 2025. This year has been one of celebration, community engagement, and resilience for the Farm. We welcomed thousands of visitors through a vibrant programme of events, from Black History Month and Pride celebrations to seasonal festivities like our Spring Fair, Halloween and a festive Winter Wonderland. These gatherings brought our diverse community together and reaffirmed the Farm’s place as a cherished oasis in the heart of the city.

Throughout the year, our dedicated staff and volunteers demonstrated extraordinary commitment. Their hard work and passion enabled us to expand our educational and environmental programmes, making a positive impact on children and adults alike. We are deeply grateful to our staff, volunteers, generous funders, and supportive partners - their collective contributions have been instrumental to our success.

Financially, the Farm remains on a stable footing. In a challenging funding landscape, we strengthened our resilience by seeking to diversify our income streams and lower our operating costs. This prudent approach ensures we can navigate uncertainties and continue providing free access to nature and learning. The Board also oversaw important leadership changes during the year. We thank our departing leaders for their invaluable service, and we are confident that new leadership will bring fresh perspectives to guide the Farm’s next chapter while ensuring continuity of our mission.

Looking ahead, we remain ambitious and forward-looking. In the coming year we will refine our strategic plan, enhance our events and outreach, and deepen partnerships to further increase our impact. With a clear vision and the continued support of our community, Vauxhall City Farm is poised to thrive.

On behalf of the Board of Trustees, thank you for your unwavering support, we look forward to another year of growth and impact at the Farm.

Glen Walker Chair, Board of Trustees

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Our Vision

Vauxhall City Farm’s vision is to create a City Farm where people from all communities are empowered to experience nature in ways that enhance their health, well-being and life chances. This vision reflects a deep commitment to inclusion, community empowerment and the belief that access to green space and animal interaction should be available to all, regardless of background, ability or circumstance.

By offering hands-on opportunities to engage with animals, gardens and nature in the heart of London, the Farm aims to foster personal growth, support mental and physical well-being, and strengthen social cohesion. Its long-term goal is to be a place where people of all ages can learn, heal, and connect - promoting sustainability, confidence and community in equal measure.

Our Mission

Vauxhall City Farm’s mission is to harness the setting of its urban Farm to deliver educational, recreational and therapeutic programs that benefit the community. In practice, this mission focuses on several key objectives:

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Core Values

Guiding the Farm’s work is a set of core values that define its principles and culture:

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Trustees’ annual report

The Trustees, who serve both as Directors of the charity under the Companies Act and as Trustees under charity law, present their annual report and financial statements for Vauxhall (City) Limited (“the Farm”) for the year ended 31 March 2025. The Trustees confirm that the report and financial statements have been prepared in full accordance with the requirements of the Charities Act 2011, the Companies Act 2006, the Farm’s Articles of Association, and the Statement of Recommended Practice for charities (SORP), as applied to organisations reporting under the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

Structure and Governance

Vauxhall City Farm is a registered charity (no. 281512) and a company limited by guarantee (no. 01524041. It was incorporated on 23 October 1980 and registered as a charity on 5 January 1981. In the event of the company being wound up, each member under 18 years old would be liable to contribute up to 50 pence, and each adult member up to one pound, as defined in the Farm’s governing documents.

The charity is overseen by a Board of Trustees (who also serve as Directors of the Company) acting as the Management Committee. Together with the Chief Executive Officer (CEO), the Trustees present annual reports on the Farm’s finances, services, and strategic objectives to the membership at the Annual General Meeting (AGM). At each AGM, members of the Farm elect or confirm the appointment of Trustees for the forthcoming year, in line with the Farm’s Memorandum and Articles of Association.

The Management Committee convenes at least four times during the year (a decrease from five). Each board meeting focuses on maximising the use of the Farm’s facilities for public benefit and provides oversight of strategy, financial performance, compliance and sustainability. In addition, the Board draws on external specialist advice when needed, for example, veterinary and health and safety experts, and can enlist experienced volunteers for support in specific areas. Previously, this included a dedicated Riding Committee that advised on the Riding School’s operations; however, with the temporary closure of the Riding School for in March 2024, the Riding Committee concluded its work during the year.

Day-to-day responsibility for running the Farm is delegated to the Chief Executive (CEO), who ensures that the charity delivers on its stated aims and objectives. In collaboration with the Chief Executive Officer, the Management Committee establishes and regularly reviews all relevant key policies and procedures required for the Farm’s operations. These policies are made available to Trustees (often online) for their reference and to support effective governance.

Under the Farm’s Articles, Trustees are elected for one-year terms and must be re-elected annually at the AGM. As part of the governance review, conducted by an accredited NCVO supplier, the Board evaluated the range of skills and experience it needs, considering both turnover and future plans. When recruiting new Trustees, positions are advertised openly, and candidates undergo a robust selection process, including interview and assessment by existing Trustees, relevant vetting, before being co-opted to the Management Committee prior to formal election by the members. All new Trustees receive a comprehensive induction covering their responsibilities, the charity’s governing documents, its financial status, and other key aspects of the Farm’s operations, to ensure they are well-prepared to contribute to the governance of the charity.

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Throughout the 2024–25 reporting period, Vauxhall City Farm undertook and implemented a series of governance enhancements as part of a comprehensive governance review. These changes were aimed at ensuring the Farm remains well-positioned to meet evolving regulatory expectations and to strengthen leadership continuity.

A significant transition occurred at the Annual General Meeting in May 2024, when the longserving Chair of the Board concluded her tenure after reaching the end of her term. In recognition of her service, the Board expressed deep gratitude for her leadership and longstanding contribution to the development and resilience of the Farm. Existing Trustee Glen Walker, who brought a blend of professional expertise and organisational knowledge, was duly elected as the new Chair. His appointment signals a commitment to continuity while also embracing new strategic perspectives.

In addition to the Chair transition, several other Trustees reached the end of their respective terms during the year and accordingly stepped down from their roles. The Board extends sincere thanks to all outgoing Trustees for their service, dedication, and active involvement in supporting the Farm’s mission. Their stewardship and input during their terms have played a vital role in sustaining the charity through operational challenges and development opportunities.

These governance changes form part of a broader effort to refresh board composition, ensure skills alignment with strategic priorities, and uphold the principles of accountability, transparency, and good governance. Trustee recruitment and succession planning continue to be embedded into the Farm’s governance approach, with a view to attracting individuals with diverse skills and experience capable of advancing the Farm’s charitable objectives.

To further enhance financial oversight, the Board commenced a recruitment process in early 2025 to appoint a new Treasurer, aiming to ensure a seamless transition and sustained financial expertise. Although this initial recruitment round did not result in a successful appointment, the incumbent Treasurer generously agreed to continue in post to maintain stability and support the Board through this interim period. A renewed recruitment effort is planned to identify a suitably qualified successor. This approach demonstrates the charity’s ongoing commitment to strong governance, proactive succession planning, and adherence to best practice in Board leadership.

Newly appointed members of the Management Committee receive a structured and comprehensive induction designed to ensure they are well-prepared to undertake their governance responsibilities from the outset. This induction introduces Trustees to the Farm’s mission, aims, and objectives, provides an overview of its organisational structure, and familiarises them with key policies and the statutory duties of charity Trustees. Where helpful, additional training or development opportunities are offered, enabling Trustees to build confidence in specialist areas such as safeguarding, finance, or risk management. Trustees are also encouraged to take part in volunteering and fundraising activities, helping them develop a practical understanding of the Farm’s operations, the risks it manages, and the impact of its work on the community.

To support shared strategic thinking, one board meeting per year, brings together the Management Committee and relevant staff to explore major strategic priorities, emerging risks, and longer-term opportunities in greater depth. Trustees are expected to maintain an active awareness of the Farm’s activities throughout the year, with many regularly attending events, engaging with volunteers, or helping during busy periods on-site. This involvement strengthens their insight into the operational context in which decisions are made, increases their visibility to staff and volunteers and so supports more informed governance.

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This structured approach ensures that new Trustees are equipped with the knowledge, context, and tools they need to contribute effectively, uphold the charity’s values, and support the continued success and resilience of Vauxhall City Farm.

The Team

Like many small inner-city charities, we continue to face a range of workforce challenges. Recruiting and retaining skilled staff remains difficult in a highly competitive London job market, particularly given the financial constraints that limit our ability to match salaries offered by larger organisations. The ongoing cost-of-living pressures add further strain, affecting both staff wellbeing and recruitment pipelines. These challenges require sustained focus, creative approaches to supporting our team, and careful resource management to ensure we continue to deliver high-quality services for our community. Despite these pressures, our staff have remained committed, adaptable, and deeply motivated by the Farm’s mission.

During the year, we also prepared for a significant leadership change. After more than five successful years as Chief Executive of Vauxhall City Farm, Monica Tyler announced her decision to step down to pursue new opportunities. Under Monica’s leadership, the Farm grew into a vibrant destination for visitors of all ages, with expanded education programmes, strengthened community partnerships, and a renewed focus on wellbeing. Her dedication and vision helped bring the wonder of the Farm to diverse communities, creating lasting memories and meaningful impact.

Volunteers continue to be at the heart of Vauxhall City Farm, playing an essential role in the delivery of our services, animal care, educational programmes and community activities. Their dedication, energy and goodwill significantly extend the reach and impact of our small team, enabling us to provide a welcoming and vibrant space for visitors throughout the year. From supporting daily Farm operations to assisting at events and contributing specialist skills, our volunteers bring a depth of commitment that strengthens every aspect of our work. This year, we were proud to celebrate numerous volunteer achievements, recognising both longstanding contributors and new volunteers who have quickly become integral to our community.

The Board offers its sincere thanks to everyone who donates their time and talents to the Farm, their contribution not only sustains our daily operations but also reflects the spirit of generosity and community that lies at the heart of our mission.

Charitable Objectives

Vauxhall City Farm occupies a site in the heart of central London, a green oasis born from a wartime-bombed, derelict plot cleared by local residents to grow food during difficult times. Founded as Jubilee City Farm in 1977, the Farm’s origins lie in community initiative and a shared desire to create access to nature in an inner-city environment.

Over time, the Farm has grown significantly, yet remains rooted in the original spirit of community action and volunteer support. Volunteers and donations continue to play an essential role in sustaining its work.

The charitable objectives of Vauxhall City Farm are oriented around the following commitments:

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By offering free entry (with a suggested donation) and subsidised services, the Farm ensures that these benefits remain accessible to a broad public, especially those who might otherwise have limited access to green space or outdoor activities.

Through these aims, Vauxhall City Farm continues to function as a vibrant, inclusive community project, a green refuge, an educational resource, and a source of joy and learning for people across inner-London and beyond.

Public Benefit

The Trustees confirm that all of the Farm’s activities are carried out to further the charity’s purposes for the public benefit, and that they have discharged their duty under the relevant legislation to act in line with the guidance issued by the regulator.

The Farm regularly seeks feedback from visitors, volunteers, service users, partner organisations and local stakeholders to inform and adapt its programme of activities, ensuring responsiveness to community needs and aspirations.

The beneficiaries of the Farm include children, families, young people, adults, many from economically or socially disadvantaged backgrounds, as well as individuals of diverse ethnicity, housing status, age, health and ability. The Farm’s inclusive approach supports social mobility, mental and physical health, learning, and community cohesion for a broad cross-section of the population.

By providing free or subsidised access, including free entry to the Farm, and offering affordable or grant-supported educational, therapeutic, and recreational services, the Farm reduces barriers to participation and ensures that financial hardship does not prevent individuals from engaging with nature or their community. This commitment to accessibility is a core part of the Farm’s public benefit.

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In addition, the Farm’s partnerships with local businesses, supporters, grant-making bodies, and corporate donors significantly extend its reach and impact. These collaborations enhance long-term sustainability, enable innovation in programming and help ensure resilience during periods of financial uncertainty.

Operating in a densely built and economically mixed area of central London with limited green space, Vauxhall City Farm continues to deliver unique and meaningful opportunities that serve the public interest. Its work promotes wellbeing, inclusion, education, social cohesion and environmental awareness in ways that few other urban organisations can match.

What we achieved in 2024/25

The past year has been one of reflection, consolidation, and forward planning. It marked a period of transition during which the team demonstrated exceptional resilience and unity. Undertaking a thorough review of the Farm’s core values and laying the foundation for a revised business plan and a renewed income generation strategy, designed to secure the charity’s long-term sustainability.

The Farm remained a vibrant and active space, hosting a diverse programme of on- and offsite events that engaged a broad cross-section of the community. Thanks to the renewed focus and energy brought by the restructured Events Team, participation in these one-off events rose significantly, reflecting growing public interest and reaffirming the Farm’s place as a valued local destination.

Fundraising continues to pose a challenge in a difficult funding landscape, particularly in maintaining a stable base of unrestricted income. In response, the Board has introduced new reserve targets aimed at strengthening financial resilience and ensuring that the organisation is better equipped to navigate future uncertainties. These financial safeguards form part of a wider strategic shift towards more sustainable operations, without compromising the accessibility and community focus that define the Farm’s mission.

As Trustees, we remain firmly committed, alongside our dedicated staff and volunteer teams, to delivering the Farm’s charitable aims. In this report, we provide an overview of the progress made during the year across each of our strategic objectives, highlighting both achievements and areas for future development.

Objective one – A diverse and vibrant Farm of excellence

We continued to welcome significant numbers of visitors to the Farm - over 60,000 who benefited from the free environmental and educational resources The Farm offers as well as its therapeutic benefits. In addition to community members. We remain open to the public and free to enter, from Tuesday to Sunday each week, we welcome corporate volunteers throughout the working week and are open for venue hire and private events 7 days a week.

Community and ecological gardens

Our Community Gardener and enthusiastic team of volunteers and community groups have continued to develop our community garden into a much loved and needed environmental and therapeutic oasis, creating a good foundation for delivery or our increased educational and environmental workshops and programmes. Our ecology garden is a registered SINC (Site of Importance for Nature Conservation) and continues to be a valuable addition to the

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facilities and activities offered through our educational work. During the year we offered new and regular workshops and activities many of which were oversubscribed.

These included:

Educational and wellbeing programmes

Educational workshops exceeded previous years in numbers and attendance, due largely to a focus on recruitment, repeat bookings and diverse learning subjects. We increased participant engagement through stronger local partnerships and increased marketing efforts. We provided greater diversity within programmes with a specific focus on combatting poverty and enhancing garden education and wellbeing initiatives.

We continued to deliver our successful environmental programme – City Sprouts – running over 6 weeks to support the wellbeing of secondary school aged students and supported by Sir Walter St John Charity and our Camp Green Horizons’ project (empowering young people through climate action) both of which demonstrated positive outcomes with participants adopting sustainable behaviours in their daily lives and increasing their knowledge of sustainability and climate change.

We continued to grow the reach of our after-school provision which was relaunched towards the end of the previous year. During this time the socially and culturally diverse group of children achieved significant gains in their academic scores – increasing by an average of 44% with over half the group scoring above the average age expected level.

We welcomed 72 groups to the Farm for Self-Guided tours an increase of 14% on the previous year, 3623 people in 136 workshops on wellbeing, biodiversity, gardening and food growing activities using our outdoor classroom and large greenhouse learning space, an increased attendance of 26%.

Employability Programmes

The Farm remains a haven for young people to explore and participate in activities to support the development of their life, social and work skills, particularly for those who find it difficult to access opportunities that are not holistic or person-centered in their approach. We offered internship and work experience placements to students from educational partners in the sector.

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Attendance continued to be strong at our Young Farmers’ Club - a 6-week programme with an initial cohort of 12 young people. Due to its popularity, we have consistently held a waiting list of eager participants and looked to reduce this by running concurrent sessions of the programmes. We continued to provide other opportunities through 109 work experience placements, a fivefold increase on the previous year and 37 Duke of Edinburgh participants, an increase of 22 on the previous year.

Farmyard

Our 110+ animals have kept us busy and continue to offer new experiences for our visitors. In addition, we also welcomed several new additions, including two new rabbits and one guinea pig and at the end of the year we had two ewes pregnant, one expecting twins and one a single lamb.

Our Meet & Greet and Cuddle Corner sessions are still one of our most popular booking requests with alpacas, guinea pigs and rabbits the top favourites for visitors. We rely heavily on our dedicated team of volunteers, who help with the care of our animals and the running of the farmyard. The farmyard team developed volunteer programmes and leadership initiatives, which were fully booked and offered a structured programme of professional development. Recruiting regular volunteers remains a challenge with a great deal of time being given by a small group of volunteers. We had an average of 66 volunteers signed up for the year. The team continues to work on sustainable Farm practices and work towards environmental goals.

Mobile Farm

Reaching out to communities with our Mobile Farm continues to be an important means of ensuring that a wider range of people benefit from this resource. These offsite events palpably support mental and social wellbeing, skills and connection with community and environment.

During the year we delivered 9 mobile Farm sessions – whilst fewer than in previous years, some events were larger than usual, requiring more time and staff resource – such as our Covent Garden Family Farm Day that welcomed 2000 adults and children. This was our second largest after our annual Lambeth Country Show mobile Farm that reached over 100,000 visitors over 2 days and remains our biggest fundraising event of the year. We continued to outreach to smaller groups such as schools or hospitals engaging between 4080 children/adults at any one time.

Objective two – A sustainable riding school for all

Following the temporary closure of our riding school, we continue to explore options with partner organisations to ensure we can deliver a successful and sustainable riding school that serves the local community. This remains a key focus area for 2025/26.

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Objective three – A mission driven café

The previous year’s upgrades to the cafe helped turn the café and its courtyard into a vibrant community space, particularly at the weekend and during school holidays. Focused marketing and café-based events have led to increased footfall and visibility. This has fed into higher numbers of bookings for our rooms/meeting spaces from a range of sources including families, corporates, government departments, charities and charitable funders, educational establishments and community groups.

Our Birthday packages remain popular as do holiday kids film club, and activities. We are planning greater connection between our garden produce and the café menu. Our Farm shop regularly sells Farm produced organic vegetables and free-range eggs.

We hosted a range of events in our café space, including activities tailored to specific communities such as Black History Month, Pride, and seasonal celebrations.

We again hosted large onsite events including a Spring Fair, a week-long Halloween event during school half term and we transformed The Farm into a Festive Wonderland in December with a Christmas Market, wreath making workshops, and repeated our successful Winter Light Trail with support from Vauxhall One.

We welcomed 517 children to our Christmas grotto with support from City Wire who assisted with decorating The Farm and wrapping presents, and Walker Books who kindly donated books to use as gifts. Our Christmas at The Farm event attracted over 4000 visitors over 3 weeks.

Objective four – Strengthening our capacity

In addition to the many charitable funders providing project-based grant, we were also grateful to those such offering unrestricted and / or long-term grant funding. These types of grants continue to be instrumental to our development and in meeting our strategic objectives. They allow us to adapt to evolving needs, to collaborate with partners (e.g. schools, residents, businesses) and to lever new funds to deliver environmental, educational and wellbeing projects. We have continued to work building relationships with other potential funders and prospective funders. Our thanks to funders Berkeley Charitable Foundation, Think Property Finance Ltd, Every Solicitors, Berkeley Group, CLSH Management, Growing Goods Ltd and the Taurus Foundation.

Our team is small in number but big on commitment and enthusiasm. This has helped us develop and manage further income streams for the Farm. New additions have already made an impact. Our Hospitality and Retail Manager has led to our venue bookings being one of the most financially productive parts of our commercial activity. Our Head of Marketing and Events has supported the growth of our digital presence with engagement and followings rising across our media platforms that has in turn contributed to a rise in website visits and enquiries for bookings and volunteering.

Volunteering

As with most other charities we struggled to recruit long term volunteers to the Farm, ending the year with 66 volunteers over the year who supported our Farmyard team with the daily maintenance of our site and care of our animals and without their dedication and commitment

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we would not be able to operate. The Board are immensely grateful for their time and contribution. In return, our volunteers benefited from improved social connections and mental wellbeing as well as learning new skills, with some successfully applying for employment opportunities on The Farm and elsewhere.

Vauxhall City Farm has a Volunteer Policy, and all volunteers are subject to the same policies and procedures as the paid staff. The volunteers undergo an induction and training and are recognised for their contribution.

Plans for the year ahead

In the coming financial year, our priorities will include:

Reserves Policy

The charity maintains financial reserves to ensure stability, manage unforeseen events, and safeguard our ability to deliver our charitable objectives. Our reserves policy sets a target of holding up to three months of operating expenditure, providing an appropriate buffer against financial risk. The Board reviews the reserves level regularly to ensure it remains aligned with the charity’s size, activities and strategic plans.

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DISCLOSURE OF INFORMATION

We, the directors of the company who held office at the date of approval of these Financial Statements as set out above each confirm, so far as we are aware, that:

This report was approved by the Trustees on 19[th] December 2025 signed on its behalf by:

……………………………………… ……………………………………………

G Walker

Trustee

Trustee

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STATEMENT OF TRUSTEES’ RESPONSIBILITY

The Trustees (who are also directors of Vauxhall City Farm 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. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and the application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

This report was approved by the Trustees on 19[th] December 2025 and signed on its behalf by:

…………………………………………… …………………………………………… Glen Walker Stuart Peel Trustee Trustee

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF VAUXHALL (CITY) FARM LIMITED For the year ending 31 March 2025

I report to the Trustees on my examination of the financial statements of Vauxhall (City) Farm (the charity) for the year ended 31 March 2025.

Responsibilities and basis of report

As the Trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Since the charity’s gross income exceeded £25,000 you must have an examiner. I am a member of a body listed in section 145 of the 2011 Act and confirm that I am qualified to undertake the examination because I am a Licensed Accountant and Member of the Association of Accounting Technicians (MAAT), which is one of the listed bodies.

Your attention is drawn to the fact that the charity has prepared financial statements 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) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

I understand that this has been done in order for financial statements to provide a true and fair view in accordance with Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the charity as required by section 130 of the 2011 Act; or

  2. the financial statements do not accord with those records; or

  3. the financial statements do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination.

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

Finance Box Limited

Steven Case (MAAT) 128B The Street Rustington BN16 3DA

Date: 2025-12-19

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STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING INCOME AND EXPENDITURE ACCOUNT

For the year ending 31 March 2025

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BALANCE SHEET

For the year ending 31 March 2025

The Charity’s financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

The financial statements were approved and authorized for issue by the Trustees on 19[th] December 2025 and signed on their behalf by:

------------------------------------ G Walker Trustee

------------------------------------ Stuart Peel Trustee

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STATEMENT OF CASHFLOW

For the year ending 31 March 2025

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For the year ending 31 March 2025

NOTES TO THE FINANCIAL STATEMENTS

1. ACCOUNTING POLICIES

1.1 Basis of preparation of financial statements

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 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Vauxhall (City) Farm Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Company status

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

1.3 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either: the Charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, and the Charity has been notified of the executor's intention to make a distribution. Where legacies have been notified to the Charity, or the Charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Donated services or facilities are recognised when the Charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use of the Charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the general volunteer time of the Friends is not recognised and refer to the Trustees' report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the Charity which is the amount the Charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognized at the time of the donation.

Income tax recoverable in relation to investment income is recognized at the time the investment income is receivable.

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NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

1.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the Charity and include project management carried out at Headquarters.

Costs of generating funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds.

Charitable activities and Governance costs are costs incurred on the Charity's educational operations, including direct costs support costs and costs relating to the governance of the Charity apportioned to charitable activities.

In the current financial year the Charity reviewed the classification of expenditure relating to the operation of the café. As a result of this review, café costs have been reclassified from Raising Funds to Direct Costs to better reflect the nature and purpose of the café in supporting the Charity’s objectives. Comparative figures for the year ended 2024 have not been restated and therefore show café costs within Raising Funds. Accordingly, the prior-year comparatives presented within direct costs for charitable activities do not include these amounts. This difference in presentation should be taken into account when comparing year-on-year figures.

1.5. Turnover

Turnover comprises revenue recognised by the Charity in respect of goods and services supplied during the year, exclusive of Value Added Tax and trade discounts.

1.6 Tangible fixed assets and depreciation

All assets costing more than £500 are capitalised.

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of financial activities incorporating income and expenditure account.

Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided 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:

Leasehold improvements 5% straight line General farm equipment Computer 25% straight line Equipment 25% straight line Riding Stables 5% straight line

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NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

1.7 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the Bank.

1.8 Stocks

Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and slow-moving stocks. Cost includes all direct costs and an appropriate proportion of fixed and variable overheads.

1.9 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.10 Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.11 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.12 Financial Instruments

The Charity 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.13 Pensions

The Charity operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year.

24

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

1.14 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

2. INCOME FROM DONATIONS & LEGACIES

3. INCOME FROM CHARITABLE ACTIVITIES

25

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

4. INCOME FROM FUNDRAISING ACTIVITIES

5. INCOME FROM TRADING ACTIVITIES

6. INCOME FROM INVESTING ACTIVITIES

26

For the year ending 31 March 2025

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

7. ANALYSIS OF EXPENDITURE ON RAISING FUNDS

8. ANALYSIS OF DIRECT COSTS

27

For the year ending 31 March 2025

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

9. ANALYSIS OF SUPPORT COSTS

10. NET INCOME/EXPENDITURE

28

For the year ending 31 March 2025

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

11. AUDITORS’ REMUNERATION

12. STAFF COSTS

29

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

13. TANGIBLE FIXED ASSETS

14. INTANGIBLE ASSETS

15. CAPITAL WORKS IN PROGRESS

16. ANALYSIS OF CASH AND CASH EQUIVALENTS

30

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

17. DEBTORS

18. STOCKS

19. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

31

NOTES TO THE FINANCIAL STATEMENTS (Cont.)

For the year ending 31 March 2025

20. STATEMENT OF FUNDS

STATEMENT OF FUNDS - CURRENT YEAR

32

STATEMENT OF FUNDS - PRIOR YEAR BIlar￿ at 31 Tr¥rnlerslnlwt Mirth 1014 PRKXi YEAR DOE￿nat•d fund Desig￿t￿. fi￿1&5&5 fimd DBswmbJ. rThfiX￿J a55el&fU￿j Ayll 2023 EX￿ratUre 1(E 411252 Total fundi 104388 446,77 uNRESTR￿TED FUNDS Gw81 furvjs Total Fund• 5&351 533.737 1495.4271 TO1￿ Unrmtrkaqd funds I￿98& S41NgB at 31 TratslqrslnlvJt Marth 1014 Ayll 2023 Expprdtu RE¥ThCTED FUND¥ FlnThls Scolt 2.500 5.OOU y.ooo FoUnd￿On 2.893 19.086 20.000 8.648 OTheFoundabon 10.680 8.356 4.000 (4.QOOI CommvDIty pD)j CLS knlding% PIC Ninwah Tw5t 5,000 8.499 (3.9851 pory 10,000 FIxEd A55EIFund 5.584 city ID)DmQDBEf5 SlrwatsrStJDhTh SW so,000 9.676 8.676 3,575 TNecolVu￿ T￿51 5.QOU l Foundalon Clothw4vthEYs 3,000 1.549 42.347 112.8301 dlw5 Comp￿¥ Fund 1.500 9.907 waltotLFounda￿QTr 10,000 7.511 The&ffjdd Found*v Id.905 South Rallw 70.668 ITO.S681 T4ts1 r•strlct•dldff 142,25Q 201,774 P07,744} (108,3881 24,842 MMARYOF FUNDS Brought Incomlng $11N28 571,447 456,1( R￿trIc￿fwts 141,Y1 1134.7031 TOTALtr FUNDS 71 791 33

NOTES TO THE FINANCIAL STATEMENTS (Cont.) For the year ending 31 March 2025

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS

34

NOTES TO THE FINANCIAL STATEMENTS (Cont.) For the year ending 31 March 2025

22. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASHFLOW FROM OPERATION ACTIVITIES

23. PENSION COMMITMENTS

24. RELATED PARTY TRANSACTIONS

35

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