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2021-12-31-accounts

Company Number 01944650 (England & Wales) Charity Number 516855

Castle Bromwich Hall and Gardens Trust

(A Company Limited by Guarantee and not having ~~a~~ Share Capital)

Report of the Trustees and Unaudited Financial Statements For the Year Ended 31 December 2021

Castle Bromwich Hall and Gardens Trust

Report of the Trustees and Unaudited Financial Statements For The Year ended 31 December 2021

Contents

REPORT OF THE TRUSTEES ........................................................................... 2 INDEPENDENT EXAMINER'S REPORT ......................................................... 10 STATEMENT OF FINANCIAL ACTIVITIES ..................................................... 11 BALANCE SHEET ............................................................................................ 12 NOTES TO THE FINANCIAL STATEMENTS .................................................. 14

Page 1

Castle Bromwich Hall and Gardens Trust

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2021

The Trustees, who are also directors of the charity for the purposes of the Companies Act 2006, are pleased to present their report together with the financial statements of the charitable company for the year ended 31 December 2021 which are also prepared to meet the requirements of a Directors’ report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and 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 (FRS102) (updated 1 January 2019).

OBJECTIVES AND ACTIVITIES

The objects of the Trust are to promote the permanent preservation and restoration of the Gardens (including any structures and buildings contained therein), which adjoin Castle Bromwich Hall, for the benefit and education of the public generally.

The Trust continues to restore and maintain the Gardens and keep them open to the public. Fund raising events take place on a number of weekends during the year.

The Trust depends upon the contribution of a large number of volunteers who work across the whole range of its activities.

The Trustees confirm that they have referred to the guidance contained in the Charity Commission’s guidance on public benefit, including the guidance ‘public benefit: running a charity (PB2)’, when reviewing the Charity’s aims and objectives and in planning future activities.

ACHIEVEMENTS AND PERFORMANCE

Despite a gradual opening up of the restrictions, 2021, the second year of pandemic, continued to be challenging - but it also brought very tangible and positive opportunities for the Gardens. These Annual Accounts for the calendar year of 2021 are yet again written from the viewpoint of late summer 2022. We expressed a hope last September that we would be able to return to a more practical June AGM, the fact that we have not been able to do that rather accurately reflects just how challenging the volume, and unpredictability, of the work has been over the last 20 months.

As in 2020 the investment in core costs and in special projects from various sources of public funding has been crucial to survival and development. These accounts indicate the volume and variety of funding streams we have benefitted from across 2020/21 and 22.

The National Lottery Heritage Fund, the Arts Council and Historic England, the main distributing bodies for the pandemic emergency grant funding of Cultural Recovery Funds and the Green Recovery Fund, have all felt like true supportive partners to our Trust.

Their staff’s efficient and prompt administration and informed understanding of situations like ours have been yet another beacon of light in these difficult times.

Navigating lockdowns and restrictions, the Gardens managed to remain open to the public, as in 2020, at almost every opportunity. While we have not returned to a full seven days of public access, we have settled into regular Wednesday to Sunday opening (30 hours per week), with additional ‘specials’ and other event occasions.

Page 2

In 2021 visitor numbers grew by 35% in comparison to 2020 (15% on 2019). Visitor numbers are certainly not the only important metric for the Trust, but 11,000 is still a rather low number for a Garden our size; there is plenty of room for growth in the coming years.

The Gardens and their management: Denise Seckham, Head Gardener reports

“Yet again I have been overwhelmed by the support for the Gardens from our horticultural volunteers. The team deserves great credit for continuing to care for our Gardens throughout another difficult year. The enthusiastic response to creating high standards of display and creating so much with limited resources astounds me. Thank you everyone for your continued support. Our garden highlights for 2021 included:

As is evident to all, just managing a Garden of this size and complexity remains a challenge which both professional and volunteer staff continue to rise to. With the benefit of additional funding available this year, the team has felt emboldened to tackle some longer-term maintenance tasks and improvements.

Visitors throughout 2021 were voluble in their appreciation, not just of the Gardens as a whole, but of the condition and standards.

In 2022 funding from the National Gardens Scheme (via WFGA’s WRAGs scheme) has enabled us to engage a trainee gardener for 2 days over 12 months. A welcome addition. [The Gardeners store finished in 2022.]

While these pandemic times have necessarily focussed on the very short term – ‘today and tomorrow’ - the enforced change of focus has also highlighted that the Gardens restoration is now over 30 years old and longer-term renewals and replacements will need to be planned for in the next phase of the Gardens existence. Investments in staff, machinery and plants must be part of future planning.

Wall, Music Room and hard landscaping

As reported in last year’s accounts, a catastrophic collapse of a length of the historic perimeter wall, happened early in 2021. Emergency works to shore up and make safe were carried out (supported by funding from Lord Bradford’s charitable fund). Engineering surveys, QS reports and subsequently a conservation based Condition Report on all the walls, buildings and hard landscaping have been undertaken.

Page 3

We now have a clear picture of both general maintenance and specific project actions – and funding - needed over the next few years. The appropriate restoration of the wall itself is likely to cost at least £200,000 and following the advice of Historic England, we will be including that project in wider plans for the Gardens over the next 10 years. While it is frustrating not to have been able to reinstate the wall quickly, a focus purely on that would ignore the other pressing needs of a collapsing roof on the old visitor centre, ageing water and waste pipes and insufficient power systems. The recent funded installation of solar panels and future rainwater harvesting on a new Gardeners’ Machinery Store have offered us a pilot example of how we may address the longer term.

A bid for Government funded Kickstarter (short term apprentices) to learn basic maintenance of the wall was not successful in 2021 but still remains a goal.

The restoration of the roof and windows of the Music Room, in contrast, has been a great success. Emergency funding from Historic England enabled us to completely refurbish the severely leaking roof, replaster the internal walls and replace the discoloured windows with new safety glass. Although there are still residual damp problems (a hidden chimney breast) and a broken uneven floor to address we have ‘rediscovered’ the charm and the amazing acoustic of the building. The space will be used, once again for temporary exhibitions, musical recitals and with our new (2022) weddings license, as a memorable place for couples to ‘tie the knot’.

The Parkland

Although a long-term ambition, working on the Gardens’ surrounding 30 acres of Historic Parkland was not in any developed plan - especially during a pandemic. However, our sense of responsibility for heritage and the environment came into play when a unique opportunity arose to be part of an amazing project alongside Birmingham City Council, Solihull Metropolitan Borough Council and the two local Wildlife Trusts. The 30 acre Parkland outside the Gardens’ fences, locally known as ‘Lady Brads’ and all part of the historic Bradford estate was purchased by the West Midlands County Council in the 1980s in a bid to stop housing development on the historic site and was saved from further encroachments by its designation as a Local Nature Reserve and a Grade2* Park and Garden. Although successful, little further work has been done on the site for decades.

A DEFRA emergency fund enabled us, and four other environmental projects along the River Cole, to do some essential restoration works to conserve and maintain the value of the distinct and valuable habitats.

Our Birmingham City Council nominated Trustee, Cllr Diane Donaldson was crucial in persuading, an initially very cautious, Birmingham Council that our funded project would be a once in a lifetime chance to benefit the land they own and to the citizens of the area.

Over the 12-month project, the temporary Parkland team helped open up paths, install interpretation and nature trails and engage users and volunteers in the continued use and care of the vast area.

While tackling and managing over 30 years of benign neglect cannot be ‘fixed‘ in 12 months, the impact is truly astounding and has been praised and appreciated by regular users, especially dog walkers, new users and our elected representatives all the way up to MPs and the Regional Mayor. Further maintenance work will need funding and volunteers, of course, but we are beginning to make a successful economic and environmental case for seeing the Gardens and the Parkland as complementary and mutually beneficial.

Our marketing to visitors, and potential visitors, can now comfortably and confidently say that there are 40 acres of historic and beautiful outdoor spaces to explore – it is already proving to be a popular draw – eg during the Commonwealth Games, some visitors to the areas visited twice in order to experience both the wild and the formal - each time, using our outdoor café.

Page 4

The Visitor Offer

As in 2020 we provided a full range of cultural and family activities across the year, all continuing to comply with social distancing and covid safety rules. We continued to benefit, in part, from many people’s reluctance to travel far or to go to indoor events.

Alongside many others in the heritage and cultural industries profit margins on events were tight and it was – and in 2022 still is - impossible to predict audience behaviours. It has been impossible to rely on benchmarks, even from the last ‘normal year’ of 2019. Covid ‘aftershocks’ and the costof-living crises in 2022 and 2023 promise further uncertainty. We know all our work during 2020 and 2021 enabled us to grow our general customer base and reach and we will work hard to retain that during yet more predicted turmoil in the coming years.

Outdoor Café and Shop

At the start of the pandemic in 2020, the indoor café in the visitor centre was deemed an unsafe environment for staff, volunteers and visitors. A makeshift shop/café was moved into the Orangery. In March 2021, with funding support from the Cultural Recovery Fund, a new temporary cabin structure was built to replace the unhealthy forty year old portacabin in the Courtyard. The Trust’s administration office now operates from a refurbished ‘side’ section of the old visitor centre building.

The new cabins began to be used as a visitor ticket kiosk, shop and café. The attraction of an outdoor café during pandemic restrictions became quickly evident.

Throughout 2021 and 2022 we have been nudging forward and improving things steadily; we still feel very much to be on the nursery slopes but reactions have been overwhelmingly positive.

The change of style and operational model was an enforced reaction to the external conditions of Covid, yet it has catapulted the Trust’s daily operations towards the long-held wish to become a local ‘destination’.

Limiting the food offer and developing our brand around the terms ‘homemade’, ‘artisan’, ‘local’, ‘plant based’ and ‘organic’ have definitely helped.

Staff and volunteer holidays and continued covid absences, challenge further growth, we have not yet reached a level of ‘comfortably efficient’ daily operation. However, as 2022 has seen an amazing threefold increase in café/kiosk turnover on 2021, we are probably doing something right.

Trustees and Governance

There have been, in the latter half of 2022 some positive movements towards finding a transformational Chair for the Trust.

Covid has obviously limited some active participation by individual Trustees. To have survived relatively well as a Trust and to have progressed and changed so much in such difficult circumstances is testament to the hard work and resilience of the Staff and Trustees.

Longer term plans and visions are finally being articulated more widely in the Trust and it is hoped that the successes and ‘wins’, grubbed from these difficult years can be positively built upon.

Page 5

FINANCIAL REVIEW

Taking into account grant funding across financial years and unrealised gains and losses on investments the Charity ends the year with restricted reserves of £173,015 and unrestricted reserves of £341,680, which provides the Trust with the ability to continue its charitable activities into the following year .

Although the tight control over expenses remains, a budget for the current year was set which includes more investment into operational site improvements. The forward financial plan due to be delivered during the coming year will take into account the continued changes enforced by the recent pandemic. It recognises the continued need for investment and growth in order to set a track for an improved financial position in future years.

Funds and Reserve Policy

Funds of the Trust at the end of the financial year are as follows:

General funds
Designated fixed asset fund
Restricted funds - projects
Restricted funds – Workshop
& Gardeners Mess		 Total
2021
£
Total
2020
£
297,038
245,632
44,642
14,806
18,396
87,036
154,619
159,607
514,695
507,081

The Workshop & Gardeners Mess Fund represents historic amounts that were used to create some of the existing buildings of the Trust, are represented by fixed assets and will be used to fund future depreciation of the assets concerned.

Current free reserves of £297,038 represent approximately 16 months of budgeted running costs, which is in excess of the policy set by the trustees of 6 months. Trustees feel that in the current volatile and unpredictable times, building a further cushion of free reserves is a wise precaution. Further work on balancing savings, investment and development in the coming years is a necessary focus for 2022 and 2023.

Investment Policy

The Trustees' policy for the investment of funds is to obtain a balance between capital growth and income with medium risk. A proportion of the funds are held on interest bearing deposits which enable the funds to be readily available.

Going Concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for the next 12 months. The forecast income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

PLANS FOR THE FUTURE

The Trust plans to continue with the restoration and maintenance of the Gardens. Among plans for the future, we continue to develop finance for the renewal and upgrade of buildings and facilities for the public, staff and volunteers. The General Manager has continued to work with the Trustees in developing long term organisational and financial sustainability.

Page 6

STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document and organisational structure

Castle Bromwich Hall and Gardens Trust, a charitable trust set up in 1985, is a Company limited by guarantee and not having a share capital.

The Trust is governed by its Memorandum and Articles of Association, which were revised in 2008.

The following organisations, being Foundation Members, are entitled to nominate and appoint Trustees;

Birmingham City Council (2), Castle Bromwich Parish Council(1), The National Trust (1), St Mary and St Margaret’s Castle Bromwich Parochial Church Council (1), Solihull Metropolitan Borough Council (2).

The Earl of Bradford, or a person appointed by him, is entitled to be a Trustee.

At the Annual General Meeting up to three Ordinary Members, or such other number as may be set out in the Bye Laws, shall be entitled to be elected to be Trustees.

All Trustees have power to co-opt for such period they think fit any member, who in their opinion is able to contribute to the objects of the Trust, as an addition to the existing Trustees provided the total number of Trustees does not exceed twenty-five. At present, as well as the necessary formal paperwork there is an informal process of induction for new Trustees carried out by the General Manager and a small sub group of Trustees. From time-to-time Trustees participate in further training and information sessions regarding governance issues.

The administration and regular operations of the Trust is affected by the staff team with the support of the Trustees, who meet quarterly and participate in task and finish groups.

Key management remuneration

The board of directors, who are also the charity’s trustees comprise the key management personnel of the charity, in charge of directing, controlling, running and operating the charity on a day to day basis. No directors were remunerated for services provided to the charity for this reporting period.

Risk management

Trustees on an ongoing basis examine the major business and operational risks which the Trust faces, these are regularly reviewed during Trustee meetings and procedures are established and followed to minimise and mitigate against the major risks identified.

Page 7

REFERENCE AND ADMINISTRATIVE INFORMATION

Company number: 01944650 (England & Wales) Registered Charity number: 516855 Registered Office: Castle Bromwich Hall Gardens Chester Road Castle Bromwich Birmingham B36 9BT Accountant: Steve Breese, SAB Accountancy Services 102 Hamstead Road Birmingham, B43 5BN Independent Examiner: Karan Hanlan ACA, Karan Hanlan Independent Examiner Ltd 1 Saracen Close, Ettington, CV37 7SZ Bankers: Lloyds Bank plc 248 Stratford Road, Shirley Investment managers: M&G Investments CCLA Fund Managers 10 Fenchurch Avenue Senator House London, EC3M 5AG 85 Queen Victoria Street, London, EC4V 4ET

Trustees

The current Trustees, who are also directors for the purposes of the Companies Act, are as follows:

Richard, Earl of Bradford Cllr Pauline Sylvia Allen Representing Castle Bromwich Parish Council Cllr Diane Donaldson Representing Birmingham City Council William Alexander Esslemont (Resigned 1 December 2021) Marian Elizabeth Morris (Resigned 1 December 2021) Simon Carter (Resigning 15 Sept 2022) Helen Johnson Advolly Richmond Taylor Mark Rickus (Resigned 9 February 2021) Robert Mountford (Resigned 20 July 2022) Karen Westwood (Resigned 1 December 2021) Mahendra Dabhi (Treasurer) Ian Bush (Resigned 7 April 2022) Cllr Joseph Tildesley (Resigned 20 July 2022) Representing Solihull MBC George Edward Richards Cllr Martin McCarthy (Appointed 16 June 2021) Representing Solihull MBC Ian Wykes (Appointed 6 April 2022)

Cllr Marj Bridle (Appointed 1 September 2022) Representing Birmingham City Council Cllr Alan Feeney (Appointed 1 September 2022) Representing Solihull MBC

Page 8

STATEMENT OF TRUSTEES RESPONSIBILITIES

The trustees (who are also the directors of Castle Bromwich Hall and Gardens Trust for the purposes of company law) are responsible for preparing the report of the trustees and the financial statement in accordance with applicable law and United Kingdom accounting standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure, of the charitable company for that period. In preparing those financial statements the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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.

Signed on behalf of the Board of Trustees

Trustee, Ted Richards 1/9/2022

Page 9

Castle Bromwich Hall and Gardens Trust INDEPENDENT EXAMINER'S REPORT

TO THE MEMBERS OF CASTLE BROMWICH HALL AND GARDENS TRUST

I report on the financial statements of the charitable company for the year ended 31 December 2021 which are set out on pages 11 to 25.

Responsibilities and basis of report

As the charity trustees of the Charitable Company (and also its directors for the purpose of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the financial statements of the Charitable Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your chartiy’s financial statements as carried out under section 145 of the Charities Act 2011 (‘the 20011 Act’). In carrying out my examination I have followed the Directions given by the Chartiy Commission under section 145(5)(b) of the 2011 Act.

Independent examiner’s statement

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:

I have no concerns and have come across no 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.

Karen Hanlan, ACA Karen Hanlan Independent Examiner Ltd 1 Saracen Close, Ettington, CV37 7SZ

Date: 1/9/2022

Page 10

Castle Bromwich Hall and Gardens Trust

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2021

Incorporating an Income & Expenditure Account

corporating an Income & Expenditure Account
Note
Income from:
Donations and legacies
2
Charitable activities
3
Other trading activities
4
Investment Income
5
Total income
Expenditure on:
Raising funds
6
Charitable activities
6
Total expenditure
Net income/(expenditure) and net movement in funds
for year before investment gains/(losses)
Net gains/(losses) on investments
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Transfers between funds
Total funds carried forward		 Un-
restricted
Funds
£
Restricted
Funds
£
Total
2021
£
Total
2020
£
72,764
205,371
278,135
260,895
24,211
-
24,211
24,098
59,983
-
59,983
25,791
2,517
-
2,517
2,518
159,475
205,371
364,846
313,302
13,647
24,310
37,957
20,198
112,533
213,257
325,790
209,913
126,180
237,567
363,747
230,111
33,295
(32,196)
1,099
83,191
6,515
-
6,515
(10,223)
39,810
(32,196)
7,614
72,968
260,438
246,643
507,081
434,113
41,432
(41,432)
-
-
341,680
173,015
514,695
507,081

The statement of financial activities includes all gains and losses recognised during the year. All incoming resources and resources expended derive from continuing activities.

Page 11

Castle Bromwich Hall and Gardens Trust Company number 01944650 Charity number 516855

BALANCE SHEET AS AT 31 DECEMBER 2021

Fixed Assets
Note
Tangible Fixed Assets
9
Investments at market value
10
Current Assets
Cash at bank and in hand
Debtors
11
Creditors
Amounts falling due within one year
12
Net Current assets
Total Assets
Funds of the Charity
Unrestricted Fund
Restricted Funds
Total Charity Funds
14		 Un-
restricted
Funds
£
Restricted
Funds
£
Total
2021
£
Total
2020
£
44,642
154,619 199,261 174,412
55,215
-
55,215
48,700
99,857
154,619 254,476
223,112
231,988
(31,508) 200,480 282,750
25,770
49,904
75,674
36,238
257,758
18,396 276,154 318,988
(15,935)
- (15,935) (35,019)
241,823
18,396 260,219 283,969
341,680
173,015 514,695 507,081
341,680
- 341,680 260,438
-
173,015 173,015 246,643
341,680
173,015 514,695 507,081
...continued

Page 12

Castle Bromwich Hall and Gardens Trust Company number 01944650 Charity number 516855

BALANCE SHEET AS AT 31 DECEMBER 2021 CONTINUED

For the year ended 31 December 2021 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

Directors/Trustees responsibilities:

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies' regime.

Approved by the Trustees on 1[st] September 2022 and signed on their behalf by:

Ted Richards, Trustee

Page 13

Castle Bromwich Hall and Gardens Trust

NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 DECEMBER 2021

1 Accounting Policies

a. Company Status

The charity is a company limited by guarantee and in the event of it being wound up the liability of each of the members shall be for a sum not exceeding £1.

b. Basis of preparation

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 (FRS102) (updated 1 January 2019) – (Charities SORP (FRS102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

Castle Bromwich Hall and Gardens Trust meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

c. Going Concern assumption

The financial statements have been prepared on a going concern basis which assumes that the charity will continue to operate. The validity of this assumption is dependent upon the continuance of support from the charity’s key funders and stakeholders and upon increasing admission to the gardens and income from events. The charity’s business plan shows that the charity will be able to operate in the foreseeable future. Based on this understanding the director trustees believe that it remains appropriate to prepare the financial statements on a going concern basis. The financial statements do not include any adjustments, which would result from the basis of preparation being inappropriate.

d. Charitable Status

Castle Bromwich Hall and Gardens Trust is a registered charity and is exempt from corporation tax and capital gains tax provided its income and gains are applied for charitable purposes.

e. Income

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained, then the income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity, and it is probable that they will be fulfilled.

f. Donated gifts and services

Donated gifts and services (in kind) are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from use by the charity of the items is probable and that economic benefit can be measured reliably. On receipt, donated goods and services are recognised on the basis of the value of the gift to the charity, namely at the equivalent cost to the donating organisation. A corresponding amount is then recognised in expenditure for the period.

Page 14

h. Tangible fixed Assets

Depreciation of fixed assets is calculated to write off the cost of each asset, less any residual value over its estimated useful economic life. The depreciation charge recognised each year relates to the class of the asset, the rates and classes are as follows: Permanent buildings - 50 years straight line Composting toilet – 5 years straight line StackaStage – 3 years straight line Fixtures & fittings – 5 years straight line Tractor Mower – 5 years straight line Courtyard building – 5 years straight line Gardeners store – 10 years straight line

Fixed assets are capitalised where their value exceeds £500 unless otherwise determined by the Trustees

Investments held as fixed assets are valued at mid-market value at the balance sheet date and the gain or loss taken to the Statement of Financial Activities.

Realised gains or losses on sale of investments are calculated as the difference between the amount at which the investment was valued at the beginning of the year, or cost if purchased during the year, and sale proceeds.

Gains or losses on investments which have not been realised through sales have been taken to the statements of financial activities as unrealised gains or losses on investment assets.

Cash and cash equivalents include cash at bank and in hand and short term deposits repayable on or within a three month notice period.

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

Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

m. Fund accounting

Unrestricted funds are expendable at the discretion of the Trustees in the furtherance of the objects of the charity. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors.

Page 15

2. Donations and legacies


Un-
restricted
Funds
£
Donations
14,547
Gift aid
4,457
Legacies
1,000
Job retention scheme grants
15,274
Grants
37,486
72,764

Un-
restricted
Funds
£
Donations
5,507
Gift aid
905
Legacies
2,500
Job retention scheme grants
27,476
Grants
35,000
71,388
Grants comprise the following:
Un-restricted:
Solihull Metropolitan Borough Council (SMBC)
SMBC Covid support grants
Kickstart apprentice grants
Total un-restricted
Restricted:
Birmingham Airport Community Trust
Stanley Smith (UK) Horticultural Trust
Arconic Foundation
Greater Birmingham & Solihull Local
Enterprise Partnership
Historic England
Green Recovery Fund/Defra/NLHF
The Arts Society
NHLF Cultural Recovery Fund (1 &2)
NHLF Resilience Fund
Other
Total restricted		 Un-
restricted
Funds
£
14,547
4,457
1,000
15,274
37,486		 Restricted
Funds
£
Total
2021
£
-
14,547
-
4,457
-
1,000
-
15,274
205,371 242,857
205,371 278,135
Restricted
Funds
£
Total
2020
£
-
5,507
-
905
-
2,500
-
27,476
189,507 224,507
189,507 260,895
2021
£
2020
£
15,000
25,000
9,868
10,000
12,618
-
72,764
Un-
restricted
Funds
£
5,507
905
2,500
27,476
35,000
71,388
37,486
35,000
3,000
-
3,000
-
17,542
18,357
4,800
4,800
29,100
-
61,599
4,100
-
52,650 144,450
29,050
6,000
530
15,900
205,371 189,507

Page 16

3. Charitable activities

. Charitable activities

Entry fees
Membership
Other income		 Total
2021
£
Total
2020
£
14,921
15,748
6,697
8,125
2,593
225
24,211
24,098

4. Other trading activities

. Other trading activities

Sale of goods
Hire of facilities
Events		 Total
2021
£
Total
2020
£
25,227 13,780
10,155
1,676
24,601 10,335
59,983 25,791

5. Investment income


Dividends
Bank interest		 Total
2021
£
Total
2020
£
2,513
2,454
4
64
2,517
2,518

Page 17

6. Expenditure
Raising funds
Cost of events
Cost of goods sold
Hire costs
Fundraising costs
Total raising funds
Charitable Activities
Staff costs - Garden
-
Front of House
-
Management & Administration
-
Projects
Garden Maintenance
Building & Site development
Consultancy/freelance staff
Front of house casuals
Project delivery
Equipment
Repairs
Insurance
Light, heat and water
Building maintenance and cleaning
Security
Publicity
Office supplies and sundries
Depreciation
Loss on disposal of assets
Accountancy and examination fees
Restricted
£
Unrestricted
£
Total
2021
£
15,468
3,207
18,675
7,787
8,984
16,771
1,055
1,312
2,367
-
144
144
24,310
13,647
37,957
2,513
36,615
39,128
4,389
7,102
11,491

49,796
21,756
71,552
27,023
(2,624)
24,399
12,204
3,545
15,749
11,838
1,366
13,204
31,095
1,536
32,631
2,715
2,743
5,458
3,594
-
3,594
1,273
564
1,837
3,900
21
3,921
400
6,005
6,405
2,431
2,654
5,085
28,499
2,100
30,599
1,133
1,063
2,196
11,975
5,874
17,849
9,760
7,429
17,189
4,987
9,909
14,896
-
4,298
4,298
3,732
577
4,309
213,257
112,533
325,790

Page 18

Charitable Activities - 2020

Staff costs - Garden
-
Management & Administration
-
Projects
Garden Maintenance
Building & Site development
Consultancy/freelance staff
Insurance
Light, heat and water
Building maintenance and cleaning
Security
Publicity
Office supplies and sundries
Legal & professional fees
Depreciation
Cost of events
Cost of goods sold
Accountancy and examination fees		 Raising
funds
£
Charitable
Restricted
£
Total
2020
£
-
37,442 37,442

-
60,112 60,112
-
20,196 20,196
-
13,060 13,060
5,799
5,799
15,329 15,329
-
6,250
6,250
-
4,640
4,640
-
11,251 11,251
-
2,150
2,150
-
6,150
6,150
-
12,557 12,557
272
272
-
11,551 11,551
12,220
- 12,220
7,978
-
7,978
-
3,154
3,154
20,198
209,913 230,111

7. Staff costs

costs
Salaries
Social Security costs
Pensions		 2021
2020
£
£
139,081 108,005
5,172
7,365
2,315
2,380
146,570 117,750

During the year the Trust employed the full-time equivalent of 1.8 gardeners (2020 – 1.8), 1.4 employees in the office (2020 – 1.8)- one permanent employee voluntarily reducing contracted hours due to family circumstances, the education officer was vired to the Green Recovery Fund project, 0.4 (2020 – 0.6).

The NHLF Resilience project (begun in 2019 was permitted to be ‘stretched’ out due of Covid; one of the job share managers going on maternity in Feb 2021 with the remaining manager increasing hours and the remaining functions covered by contract.)

The Green Recovery Fund project (the Parkland) engaged a full-time manager on a 12 month contracted basis.

The Trust benefitted from 2 Kickstart employees for 6 months, retaining their services (0.2) for a further 3 months of the year and engaged, on casual bases, a small pool of Duty Managers to manage the front of house, café and other visitor facing services (1.2 equivalent fte). No employee earned more than £60,000 in either year.

The key management personnel of the charity comprise the trustees and the General Manager,

Page 19

Trustees receive no remuneration or other benefits from the charity. The remuneration of key management personnel for the year was £35,942 (2020: £35,931), including pension and employers national insurance contributions.

8. Trustee remuneration & benefits

There were no trustee remuneration or other benefits for either the year ended 31 December 2021 or 2020.

No expenses were paid to any Trustee in the year.

Trustees Cllrs Marj Bridle, Diane Donaldson and Martin McCarthy have all been on the board of the Airport’s Charitable Trust during the period,but did not take part in any grants decision making.

9. Tangible fixed Permanent Composti Equipme Fixture Tractor Courtyard Garden Total
assets Buildings ng toilet
nt £		 s/Fittin Mower £ building
ers		 £
£ £ gs £ £ Store
£
Cost
At 1 January 249,374 5,000 13,230 6,656 5,624 - - 279,884
Disposals - - (10,746) - - - - (10,746)
Additions - - - 20,482 23,562 44,044
At 31 December 249,374 5,000 2,484 6,656 5,624 20,482 23,562 313,182
Depreciation
At 1 January 89,768 1,000 8,931 2,398 3,375 - - 105,472
Disposals - - (6,447) - - - - (6,447)
Charge for the year 4,987 1,000 - 1,331 1,125 4,097 2,356 14,896
At 31 December 94,755 2,000 2,484 3,729 4,500 4,097 2,356 113,921
Net book value 2021 154,619 3,000 - 2,927 1,124 16,385 21,206 199,261
Net book value 2020 159,606 4,000 4,299 4,258 2,249 - - 174,412

Page 20

Freehold Land

The land relating to the gardens passed into the ownership of the Trust by Deed of Gift from the Earl of Bradford dated 31 December 1986. As the land is to be retained indefinitely for the use of the Trust and cannot be sold, it is considered to be an inalienable asset and is excluded from the balance sheet. There is no reliable information about cost available and the costs involved in obtaining a valuation would not produce additional benefits to the user of the accounts.

10. Fixed Asset Investments
Market Value at beginning of year
Unrealised investment gain/(loss).
Market value at end of year
Historical cost at end of year		 2021
£
2020
£
48,700
58,922
6,515
(10,222)
55,215
48,700
50,000
50,000

The investment represents 3548.055 units of the M & G Securities Ltd Charifund.

11. Debtors
Gift Aid recoverable
Accrued income
Prepaid expenditure
12. Creditors; amounts falling due within one year
Trade creditors
Accruals
Deferred income
Deferred income comprises:
Balance at beginning of year
Released to income in year
Deferred in year
Balance at end of year		 2021
£
2020
£
3,268
905
68,570
31,504
3,836
3,829
75,674
36,238
2021
£
2020
£
7,497
-
6,937
31,369
1,500
3,650
15,935
35,019
2021
£
2020
£
3,650
3,450
(3,150)
(3,450)
1,000
3,650
1,500
3,650

Deferred income relates to deposits held for events in the next financial year.

Page 21

tments
Expiring:
Between one to two years
Between three to five years		 2021
£
2020
£
562
-
-
562
562
562

13. Commitments

14. Movements in funds

2021
Restricted funds
Workshop & gardeners Fund
Heritage Lottery Resilience
Fund
Heritage Lottery Cultural
Rcovery Fund 1
Heritage Lottery Cultural
Recovery Fund 2
Ratcliffe Foundation
Dame Mary Bridgeman Trust
George Henry Collins
Arconic Foundation:
Gardeners Store
Arconic Foundation: Border
Crossing project
Big Lottery (volunteer
celebrations )
GBSLEP
Airport Community Trust
Historic England: Music
Room restoration
Green Recovery Fund/
DEFRA/NLHF (Parkland:
Lyric Partnership project)
Stanley Smith Horticultural
Trust
The Arts Society
Total restricted fund
Unrestricted funds
General fund
Designated Fund
Total unrestricted funds
Total Funds		 Balance at
beginning
of year
Income
Expenditur
e
Investm
ent
gains/(lo
sses)
£
£
£
£
159,606
-
(4,987)
-
(686)
29,050
(28,364)
-
52,918
5,450
(37,886)
-
-
47,200
(47,200)
-
756
-
(756)
-
818
530
(1,030)
-
500
-
(500)
-
18,098
-
(148)
-
-
17,542
(238)
-
9,832
-
(8,386)
-
4,800
4,800
(9,600)
-
-
3,000
-
-
-
29,100
(28,166)
-
-
61,599
(64,904)
-
-
3,000
(1,302)
-
-
4,100
(4,100)
-		 Transfer
s
Balance
at end
of year
£
£
-
154,619
-
-
(20,482)
-
-
-
-
-
-
318
-
-
(17,950)
-
-
17,304
-
1,446
-
-
(3,000)
-
-
934
-
(3,305)
-
1,698
-
-
246,643
205,371
(237,567)
-		 (41,432)
173,015
245,632
159,475
(111,972)
6,515
14,806
-
(14,208)
-		 (2,612)
297,038
44,044
44,642
260,438
159,475
(126,180)
6,515		 41,432
341,680
507,081
364,846
363,747
6,515		 -
514,695

Page 22

The designated fund represents funds utilised for the purpose of capital expenditure, depreciation is charged against the designated fund for each asset purchased. Transfers relate to restricted funding used for the purchase of fixed assets.

The Workshop & Gardeners Mess fund (built 2004) represents funds raised for the permanent building (gardeners' facilities) less depreciation to date and is set aside to provide for future depreciation of the assets and is a fund already spent and not available for future spending.

The various grant funds received via the portal of National Lottery Heritage Fund relate to both before the pandemic (the Resilience Fund) and specific national pandemic emergency funding (Cultural Recovery Funds 1 and 2). The first project specifically being a programme to develop revenue generating strands while the emergency programmes (CRF) supported, uniquely, general running costs, overheads and extra pandemic measures to ensure that heritage sites were able to operate and survive.

NHLF Resilience Fund

‘Delivering Sustainability Through Earned Income’. A programme of development led by the newly engaged Business Development Manager(s). Initially an 18month project, NLHF permitted a reprofiling of activities to extend the project to operate minimally during the pandemic and to August 2021.

NHLF Covid Emergency Fund (2020)

Part of a package of short-term funding support to help heritage organisations in the covid 19 emergency take immediate actions needed to stabilise operations and manage unforeseen risks. NHLF Cultural Relief Funds (1 and 2)

The government's emergency funding to help restart vital maintenance on cherished heritage sites, keeping venues open and supporting those working in the sector.

Ratcliffe Foundation & George Henry Collins provided funding to help towards the costs of recreating facilities following the move out of part of land owned by the Hotel, which ran over slightly into 2021.

Funds from The Dame Mary Bridgeman Trust were used to provide heavy duty watering hose. In 2021 funds were received or actioned from Arconic Foundation for two projects: one to build sustainable storage space for garden maintenance and the second to install new access gates in the perimeter fence opening up the historic ClaireVoie and engaging communities in work and learning across the formal and wilder habitats of the Garden.

The Big Lottery Community Fund , initially intended to help celebrate 35 years of volunteeringdelayed and repurposed due to covid, was used to develop stories, interactions and small exhibitions about and with volunteers.

The Greater Birmingham & Solihull Local Enterprise Partnership Limited (GBSLEP) funded

outline business survey plan for the gardens was completed, with further Trustee development yet to be actioned.

Birmingham Airport Community Trust supported the finishing of the Gardeners store (with roller shutters and solar panels for electric generation).

Historic England, Emergency Fund successfully tackled the chronically leaking roof of the Music Room, replastering the interior and replacing old safety perspex with more appropriate safety glass. The Green Recovery Fund/ DEFRA/NLHF : LYRIC partnership: Parkland

A major partnership led by Warwickshire Wildlife Trust, between ourselves, Birmingham City Council, Solihull Metropolitan Borough Council, Birmingham and Black Country Wildlife Trust and The Princes Trust.

While participating across five conservation projects across the region, our work in the 12 month funded project, focussed on a limited range of restoration actions, and their consequent public engagement, on the neglected adjoining Historic Parkland. A Conservation Management Plan (one of the outcomes of the funded project) will drive any future- funded – plans for continued renewal and maintenance.

Stanley Smith Horticultural Trust enabled overdue maintenance work on some of the larger trees, including overdue reshaping of yews and will continue into 2022.

Page 23

The Arts Society supported the continued running, development and pandemic adjustments of creative activities for families and adults.

2020
Restricted funds
Workshop & gardeners
Fund
Heritage Lottery Resilience
Fund
Heritage Lottery Cultural
Recovery fund 1/2
Heritage Lottery Emergency
Fund
Ratcliffe Foundation
Dame Mary Bridgeman
Trust
George Henry Collins
Scott Finnis
Arconic foundation
Big Lottery
GBSLEP
Total restricted fund
Unrestricted funds
General fund
Designated Fund
Total unrestricted funds
Total Funds		 Balance
at
beginning
of year
Income
£
£
164,594
-
20,959
6,000
-
85,050
-
59,400
3,000
-
1,150
-
500
-
-
6,000
-
18,357
-
9,900
-
4,800		 Expenditure
Investme
nt
gains/(lo
sses)
Transfers
Balance
at end of
year
£
£
£
£
(4,987)
-
-
159,607
(27,645)
-
-
(686)
(32,132)
-
-
52,918
(53,420)
-
(5,980)
-
(2,244)
-
-
756
(332)
-
-
818
-
-
-
500
(6,000)
-
-
-
(259)
-
-
18,098
(68)
-
-
9,832
-
-
-
4,800
190,203
189,507		 (127,087)
-
(5,980)
246,643
229,518
123,795
14,392
-		 (96,460)
(10,223)
(998)
245,632
(6,564)
-
6,978
14,806
243,910
123,795		 (103,024)
(10,223)
5,980
260,438
434,113
313,302		 (230,111
(10,223)
-
507,081

15. Controlling interest

The Charitable Company is controlled by its trustees.

16. Related Party Transactions

There were no related party transactions during the year or in the previous financial year.

Page 24

17. Comparative statement of Financial Activities for year ended 31 December 2020

Income from:
Donations and legacies
Charitable activities
Other trading activities
Investment Income
Total income
Expenditure on:
Raising funds
Charitable activities
Total expenditure
Net income for year before investment losses
Losses on investments
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Transfer between funds
Total funds carried forward		 Un-
restricted
Funds
£
Restricted
Funds
£
Total
£
71,388
189,507
260,895
24,098
-
24,098
25,791
-
25,791
2,518
-
2,518
123,795
189,507
313,302
2,942
17,256
20,198
100,082
109,831
209,913
103,024
127,087
230,111
20,771
62,420
83,191
(10,223)
-
(10,223)
10,548
62,420
72,968
243,910
190,203
434,113
5,980
(5,980)
-
260,438
246,643
507,113

Page 25