REGISTERED COMPANY NUMBER: 02414332 (England and Wales) REGISTERED CHARITY NUMBER: 800806 Report of the Trustees and Financial Statements for the Year Ended 31 March 2025 for THE GREEN HOUSE BRISTOL WEDNESDAY A44 AEI219I4 24/12/2025 COMPANIES HOUSE
THE GREEN HOUSE BRISTOL Contents of the Financial Statements FOR THE YEAR ENDED 31 MARCH 2025 Report of the Trustees Report of the Independent Auditors Statement of Financial Activities Balance Sheet Cash Flow Statement Notes to the Cash Flow Statement Notes to the Financial Statements Page 1 to 13 14 to 16 17 18 19 20 21 to 31
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 The Trustees present their report with the financial statements of the charity for the year ended 31 March 2025. The OBJECTIVES AND ACTIVITIES Objectives and aims Purposes and aims The charity's purposes, as set out in the objects contained in the company's memorandum of association, are: To promote the health and wellbeing and support the recovery of people who have been affected by sexual violence and abuse. The aims of the charity are: • To provide specialist psychotherapy, counselling and other services to people affected directly and indirectly by sexual violence and abuse. • To advocate locally and nationally for services and support for sexual violence survivors. • To undertake continuous, high-quality research to inform our service offering. • To create holistic, community-wide service provision from prevention to crisis intervention by working with other charities who share our purpose. • To ensure that Green House services are shaped by lived experience by creating a community of sexual violence survivors and amplifying the voices of survivors in research, policy, and public discourses. Ensuring our work delivers our aims The Green House in the year 2024-25, together with young people, families and partners have committed to delivering the first year of our five-year strategy "End the Silence." The strategy and associated operations plan help us to direct our activities and monitor them against our aims and objectives throughout the year. This also helps to ensure that the Green House Board of Trustees Report and Financial Statements for the year ended 31 March 2025 remain focused on our stated purposes. Trustees receive reports from the Senior Management Team at monthly board meetings, and quarterly KPI reports. This enables them to review the success of our key activities and the benefits they have brought to children, young people, families and our partners. In shaping our objectives for the year and planning our activities, the Trustees have considered the Charity Commission's guidance on public benefit, including the guidance 'Public Benefit: Running a Charity (PB2)'. Our Mission Our mission is to offer hope and healing through creativity, connection, and activism for children, young people, and families who have experienced sexual abuse. Our Vision Dur vision is to end the social silence, stigma, and shame of child sexual abuse so that children, young people, an amilies can build thriving relationships and communities Our values Our core values are hope, connection, being genuine and taking action. Page 1
•. THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Significant activities The Green House provides free, quality whole family specialist support for people atfected by sexual abuse to ensure that they can live a life free from trauma. We work with people of all ages and backgrounds, including many from Bristol's most deprived communities. We witness daily the life-changing impact of whole family support for sexua abuse. The specialist support of our highly skilled team gives children, young people and families the opportunity and the tools to make sense of their traumatic experiences, find helpful ways of coping, and build their future in the strength of who they are. Our support programmes are designed to grow connection and community with young survivors, their families, and the wider community. Our team are qualified practitioners and are highly experienced in working with trauma. This enables us to work effectively with the impacts of abuse experiences and ensures that we can safely support each child in a way that is right for them. This quality is reflected in the level of engagement that we manage to leadership positions. Public benefit The Trustees have had due regard to the Charity Commission guidance on public benefit in deciding what activities the Green House should undertake and confirm that all the Green House's activities are undertaken to further our charitable purposes for the public benefit. ACHIEVEMENT AND PERFORMANCE Charitable activities Frontline Service Overview The Green House remains the only specialist support provider for children, young people (up to the age of 18) and families who have experienced sexual abuse across Bristol, North Somerset, South Gloucestershire, and Bath & fortheast Somerset. Recent research from the CSA Centre of Expertise shows that at least one in ten childre xperience sexual abuse before the age of 16. This equates to an estimated 14,540 children and young people in ol gion each year who are affected by sexual abuse and may require specialist support. Demand for our servic ntinues to rise; since 2020-21, the number of referrals received has quadrupled, and the trend is forecast to grow b further 23% in 2025-26. Our experience, and a wide body of research evidence, demonstrates that getting help quickly is more important to: child's recovery than the type or length of support they receive. Choice of service is also crucial because each child anc family's experience is unique. Some young people request long-term therapy; others benefit from short-term stabilisation work, creative or nature-based activities. Others prefer that their parents and carers receive emotional support, guidance, and tools to understand trauma. Our commitment to flexibility and responsiveness has shaped the development of The Green House's Whole Family Model, launched in 2022-23 and fully embedded during 2024-25. This year, we have expanded this model even further, widening access by enabling every element of our support to be accessed independently of therapy. This has been a significant step in prioritising choice and autonomy for children, young people, and families, ensuring that anyone who reaches out to us can receive tailored support without delay. Our multi-pathway framework brings together individual therapy, family support, creative and nature-based interventions, peer and leadership programmes, and professional training to create a cohesive ecosystem of healing and community change. At the heart of The Green House's approach is a recognition that recovery from sexual abuse extends beyond individuals. It requires collective healing for families, systems, and communities. This marks a continuing shift from working solely in one-to-one therapeutic spaces to embracing a whole-family and community-oriented model, built on nine interlinked pathways of support. The Charity remains rooted in creativity because children and families consistently tell us that creative expression helps them feel understood, empowered, and able to make sense of their experiences. Creativity is also embedded in our culture as an organisation - driving innovation, reflection, and continuous learning. Page 2
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 In 2024-25, we made significant progress in strengthening our partnerships with both local and national agencies, urthering our strategic focus on systems and cultural change. We have worked closely with CAMHS, schools, socia care, and justice partners to promote trauma-informed practice, reduce re-traumatisation, and build networks of professionals who can respond compassionately and confidently to disclosures of sexual abuse. This collaborative worl s central to our new five-year strategy, End the Silence (2024-2029), which aims to break down the silence, stigma and shame that too often surround child sexual abuse, and to influence the way systems listen and respond to young The Green House continues to invest in research as a foundation for practice and policy development. This year our Research Team undertook a national scoping exercise into the availability of sexual trauma pathways within CAMHS services, identifying a serious lack of consistent provision and long waiting times - issues that continue to leave many children without the help they deserve. The findings will inform future advocacy and funding recommendations for improved national provision. Alongside this, our research into the experiences of male survivors will help us to establish best practice locally for the year ahead and tailor services accordingly. Our VOICE programme remains a cornerstone of our model, ensuring that lived experience guides everything we do. Children, young people, and parents who have accessed our support continue to play a vital role in co-producing services, designing resources, and leading campaigns for systemic and societal change. This year the VOICE programme expanded to include short filmmaking, creative leadership projects, parent-led drop in-spaces and delivered our Beyond Therapy Festival 2025, which brought together over 300 participants to explore what mental wellbeing means for young survivors. Our Frontline Services Include 1. Initial Meeting - A holistic assessment with our Family Support Team using a trauma-informed, case formulation approach that considers individual, family, and systemic needs. 2. Access to Support Pathways a. Family Support Work - Up to six individual sessions offering emotional support, advocacy, signposting, and multi-agency coordination for parents and carers. b. Family Connection Days - Quarterly drop-ins co-led by our Parents' Voice Group, combining creative arts, nature-based wellbeing activities, and opportunities to connect with other services such as SARCs and ISVAs. c. Professional Consultation - A three-session support model for families already engaged with multiple agencies, designed to upskill professionals and strengthen joined-up working across systems d. Parents' Psychoeducation Groups - Based on the Washington HOPE model and tailored to The Green House's context, supporting parents to understand trauma, self-regulation, and their child's recovery process. 3. Therapy Offer - Specialist therapeutic support delivered through a flexible framework, including: a. Creative Arts Therapy (up to 24 sessions) - Using art, play, music, and movement to support expression when words are difficult. b. Nature-Based Therapy (up to 12 sessions) - Group and one-to-one work held outdoors at Grow Wilder, connecting young people to natural cycles of safety and growth. c. Trauma-Focused Interventions - Including TF-CBT, CATT, and shorter-term stabilisation models for young people needing structured trauma work. 4. Survivor Leadership and Peer Support - Six-weekly Young People's VOICE and monthly Parents' & Carers' VOICE groups, providing opportunities for co-production, creative leadership, and social change initiatives 5. Professional Training and Consultation - Delivered through our Bluestar Project, offering accredited training, workforce development, and best-practice guidance for professionals supporting survivors of sexual abuse. Page 3
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Increased reach and access to care within our frontline service The delivery of our frontline services in 2024-25 has seen The Green House reach more children, families, and professionals than ever before, while maintaining the high quality, safety, and creativity that underpins all of our work Between April 2024 and March 2025, we supported 362 children and young people, 244 parents and carers, and 1,962 professionals through therapy, family support, consultation, and training. Waiting times remained low - reduced from 2.9 years in 2021 to just four to eight weeks for most support options ensuring timely and effective intervention Our team delivered 2,229 individual therapy sessions, 266 family support sessions, and two psychoeducational trauma-informed care around each child. The Nature-Based Therapy programme continued to flourish, with 19 sessions delivered to eight young people in group settings and the introduction of one-to-one sessions at Grow Wilder. Participants reported average satisfaction scores of 9.6/10 and described the setting as helping to "remove the stigma of therapy" and "make difficult conversations easier." Our VOICE programmes for young people and parents achieved major impact. Young participants co-designed and hosted panels at the Beyond Therapy Festival, created short films about their experiences, and helped produce Guidance for Schools - a new national resource now shared with more than 400 schools across Bristol and North Somerset. Parents in the VOICE programme created a podcast-style audio series to help other carers understand The Bluestar Project, our national training and accreditation programme, delivered more than 70 training sessions and reached over 1,000 professionals this year. Its Pre-Trial Therapy Training Programme and Police Guidance Resource have been recognised nationally and were awarded the Children & Young People Now Workforce Development Award in November 2024. Bluestar's work continues to influence national practice, policy, and justice reform. Across all areas, The Green House remains committed to equality, equity, diversity, and inclusion. Our new internal POW (Power, Belonging, Anti-Oppressive Practice) group has driven organisation-wide reflection and action, supported by monthly training from Representation Matters. Physical accessibility has also improved, with the installation of a new ramp funded by The Screwfix Foundation. As we continue into 2025 - 26, our frontline service will focus on deepening impact while maintaining agility and responsiveness to the rising demand for support. We remain dedicated to building strong, trauma-informed systems and to ensuring that every child, young person, and family who turns to us finds safety, hope, and healing. In the face of growing complexity, our mission endures: to end the silence, stigma, and shame of child sexual abuse so that no child faces it alone. Outcomes reported by children, families and professionals We use a range of validated tools to evaluate the effectiveness and impact of our programmes. In 2024-25 our Research and Evaluation Team embedded new outcome measures to reflect our Whole Family Model, ensuring that progress and change are captured across therapy, family support, and voice participation. These measures help us to demonstrate improvements in wellbeing, resilience and safety for children, young people, and families. Therapy Outcomes Therapy continues to deliver significant and measurable impact for children and young people. Outcomes from our 12- and 24-session models of creative arts and trauma-informed therapy show: 86% of children and young people reported reduced psychological distress 70% reported improvements in mental health 57% demonstrated increased resilience and social skills • 51% said their overall wellbeing had improved. Page 4
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 "I have felt listened to and accepted. [My therapist] has offered me good tactics to cope with times I have found hard. I have never felt judged or dismissed and she has always made me feel safe." - Young person, creative arts therapy "I REALLY like the sand pit!!! It made expressing myself a little easier." - Young person, therapy feedback "I felt very supported by my therapist and he has helped me get to a much stronger place with my mental health." - Young person supported through therapy These outcomes demonstrate the continued strength of our creative therapeutic approach, which uses art, play, movement and imagination to help children communicate feelings and experiences that are often too difficult to express verbally. Parent Group Outcomes Our Parent and Carer Psychoeducation Groups support adults to understand the impact of trauma on their child, themselves and their wider family. Sessions cover the neurobiology of trauma, self-care, grounding techniques, and ways to respond supportively to trauma-related behaviours. In 2024-25, feedback from parents and carers who attended our six-weekly groups showed: 100% felt it was safe to talk about difficult things 100% said they better understood trauma and its symptoms • 94% felt their support needs were recognised "[My support worker] was amazing. She's really helpful and made things a lot clearer. You look at things a new way. She's given me another way of approaching it." - Parent, family support sessions "What I valued most was having the space to sit and discuss things. Going into a room agreeing we were going to talk about this for an hour - holding the space - was incredibly useful." - Parent, psychoeducation group These groups continue to play a crucial role in improving outcomes for children by strengthening parents' understanding, confidence and emotional regulation, creating safer and more stable home environments. Nature-Based Therapy Outcomes In 2024-25, our Nature-Based Creative Therapy programme became a core part of The Green House's offer. Run at Grow Wilder, the sessions invite young people to connect with nature and each other in safe, restorative outdoor 8 young people took part in the 12-week group programme. 19 sessions were delivered. • Average satisfaction ratings: 9.6/10 for support, 10/10 for being outdoors, and 9.8/10 for connection with others. "It is so much easier to talk about difficult things when surrounded by nature." - Young person, nature-based therapy "It feels better having therapy on the land as there is no stigma. We are just two people together in nature rather than being in a building that reminds me I have been sexually abused." - Young person, one-to-one therapy feedback The overwhelmingly positive feedback highlights the power of natural spaces to reduce anxiety, restore confidence and make therapy more accessible to young people who may find traditional settings intimidating or triggering. Page 5
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Family Support Outcomes Our Family Support Team delivers direct one-to-one support for parents and carers alongside therapeutic work with children. Sessions focus on helping families understand trauma, build resilience, and manage the day-to-day impacts of abuse. In 2024-25 we delivered 266 one-to-one Family Support sessions and two parent groups. Feedback shows: 100% of parents felt they better understood trauma and how it affects their child. 100% agreed it felt safe to discuss difficult topics. 94% said their needs were recognised and validated. 'I'm blown away by what you do and how you're supporting us as a family. You make us feel so safe. Knowing we can re-refer if needed is incredibly valuable for my peace of mind." - Parent supported through Family Support sessions "I feel I have had a weight lifted from my shoulders and can focus on my child a lot more, which I could not have done • without your support." - Parent feedback The Family Support model continues to demonstrate how timely emotional support and practical advocacy for caregivers can reduce distress across whole households and improve outcomes for children. Professional Consultation Outcomes Through our Professional Consultation Service, we support professionals across health, education, and social care to strengthen their trauma-informed practice. In 2024-25 we reached 1,962 professionals, including 1,824 multi-agency liaisons, 49 one-to-one consultations, and 18 team meetings. "This has been an invaluable service. The knowledge I have received has been of great gain to my professional practice. It was lovely to feel so supported when navigating work with a student through a new lens." - Education professional Our consultation work builds networks of confident, skilled practitioners who can support survivors compassionately, reducing isolation and improving coordination around each child. VOICE Programme Outcomes The VOICE Programme gives young people, parents and carers opportunities to co-produce services, share their experiences creatively, and influence change across the systems that affect them. This year, VOICE delivery expanded through new leadership and creative projects shaped directly by participants. Young People's VOICE: • 6 young people took part in short film-making projects, transforming their experiences into creative expression and awareness-raising work • 3 young people developed outdoor creative writing and leadership workshops. 6 young people joined the "Your Voice" initiative, building peer networks and advocacy skills. 3 young people contributed to the design of Guidance for Schools on Sexual Abuse and Support, now shared with over 400 schools across Bristol and North Somerset. "In this group, we discussed films we wanted to make. I created something I am proud of, turning my complex feeling from a terrible part of my life into something positive. My film was shown to others as an explanation of my journe and I felt heard." — Young person, filmmaking group "The school leaflet advised schools on what to do when sexual violence occurs. My bad experience will hopefully improve another's - that gives me solace." - Young person, Your Voice project Page 6
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Parents' and Carers' VOICE: 36 parents and carers participated in regular VOICE groups Members developed an audio resource series sharing real-life stories and trauma education for other parents due to launch in 2025. Turn Up Tuesdays continued to provide informal peer-led spaces, co-facilitated by parents and staff, to reduc isolation and build community "I think it's an incredibly valuable thing that The Green House is doing. Talking to people who've been through a milar experience is just really valuable Parent, VOICE grou VOICE continues to demonstrate the transformative power of peer connection and leadership, helping families and young people to move from isolation to agency, from silence to influence. Whole Service Feedback Across all areas of The Green House, families consistently describe feelings of safety, trust and renewed hope: "We were met with kindness and openness, and we were listened to straight away. It was such a relief to speak to someone who took time and gave hope that help was available." - Parent feedback "I cannot thank you enough for the support and understanding in the sessions you dedicated to my child and myself. I feel more positive and able to focus on my child's needs." - Parent feedback National Projects As well as local frontline delivery of services, The Green House continues to lead national projects designed to improve access to trauma-informed support and embed young survivor leadership across sectors. These projects include The Bluestar Project, focused on improving access to care for survivors navigating the criminal justice process, and Upfront Survivors, a partnership between The Green House, SARSAS, the Viv Gordon C'ompany, and Coventry University, which uses creative arts to build survivor leadership and cultural change. The Bluestar Project Building on previous Home Office and NHS-funded phases, The Bluestar Project entered its most impactful year yet in 2024- 25. Developed in partnership with Emma Harewood Consultancy, Bluestar continues to deliver national training. accreditation, and research to transform how professionals support survivors of sexual abuse and other forms of trauma before, during and after criminal justice proceedings. Between April 2024 and March 2025, Bluestar delivered: • Over 70 training sessions, reaching more than 1,000 practitioners across health, social care, education, and justice sectors. • Four national best-practice networks, attended by 71 participants, providing reflective spaces for practitioners to share learning and strengthen cross-sector collaboration. • New national resources, including guidance on Harmful Sexual Behaviour and Police Engagement, both informed by lived experience and now listed on the National College of Policing Learning Database. Bluestar's work directly supported the development of the Victims and Prisoners Bill, contributing to key policy discussions on pre-trial therapy and third-party material requests. Its accredited training model continues to ensure that survivors of trauma can access quality, consistent support regardless of geography or justice outcomes. In November 2024, the Bluestar Project was recognised nationally, winning the Workforce Development Award at the Children & Young People Now Awards for excellence in professional training and survivor-led systems change. Feedback from Page 7
THE GREEN HOUSE BRIŞTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 "We've got young people getting support from us who wouldn't have if we hadn't attended this training." - Practitioner, Bluestar trainee It's had a really positive impact on the team's confidence. Social care professiona "We can now offer so much more for the young people we support." - Bluestar participant Through its national reach, Bluestar continues to build a network of skilled, confident professionals who can deliver trauma-informed, survivor-centred care within the criminal justice system. Upfront Survivors Upfront Survivors is a survivor-led, community-based creative arts programme delivered in partnership with SARSAS, Viv Gordon Company, and Coventry University. The is designed to project reach across 11 Police and Crime Commissioner areas and aims to create visible, survivor-led community spaces that drive cultural change, increase access to support, and build leadership capacity among survivors. The Green House leads on the development and delivery of youth and family strands within the programme, co-designing creative workshops, pop-up cultural spaces, and national events that connect survivors, practitioners, artists, and policymakers. This year, the programme continued to expand its reach and influence: New creative arts sessions were delivered for young people, designed and led by survivors. Ongoing collaboration with Coventry University supported the evaluation of the Leadership Training Course, focusing on the impact of creative methods in building survivor-led networks and systemic influence. The highlight of this year's partnership was the delivery of the Green House's Beyond Therapy Festival 2025. The festival took place in March 2025, bringing together over 300 survivors, artists, activists, and professionals from across the UK to explore mental health and recovery after sexual abuse. Co-curated by young people from The Green House's VOICE programme, the festival featured: Five panel discussions and five creative workshops exploring mental health, exploitation, and trauma-informed education. • Survivor-led performances, including Righteous Rage drumming, HOPE Box creation, and musical acts by The Good Stuff and Anouska Assisi. • A live scribing artwork by Rosa ter Kuile, capturing the voices, emotions, and insights of participants in real time. le festival embodied the values of creativity, courage and connection that underpin our End the Silence strateg oviding a space for survivors, families, and professionals to collaborate, share learning, and reimagine mental hea support for young survivors. Feedback from attendees highlighted the depth of impact: "The talks were so engaging, and hearing from survivors was incredibly powerful. I've come away inspired to be a better advocate in my work and personal life." - Festival attendee "It created a fantastic sense of collective purpose, care and hope." - Participant feedback Upfront Survivors continues to demonstrate how creative, survivor-led approaches can shift narratives, improve access to care, and drive meaningful systems change. Through national collaboration and community connection, the project brings visibility, agency and solidarity to survivors across the UK. Page 8
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL REVIEW Financial position come in the year totalled £1, 178,306 (2024: £1,109,161) of which £430,950 (2024: £305,560) came from gra inding from several different bodies (see notes 2-4 to the financial statement: Of this amount spent on charitable activities, the most sizeable is on staff costs which totalled £720,496 (2024: 599,017) rith Consultancy (Adults Therapy Service) of £89,080 (2024: £100,798 Total funds as of 31 March 2025 were £735,820 (2024: 767,250) of which £720,520 (2024: £735,250) were unrestricted. The fair value of the fixed assets are recognised in a designated fund, with a value of £280,182 (2024: £278,449). Reserves policy The level of income retained in reserves is based on a realistic assessment of contractual obligations to staff (i.e., maternity, sickness and redundancy pay), running cost contingencies, winding up and dilapidation costs, risk management and any unanticipated reductions in income. Due to the nature of the Green House's work, particularly the need to provide consistent care to our clients, it is vital that support programmes are completed in a sensitive and timely manner. Therefore, the running costs contingency is significant and represents an estimate of three to six months of skeleton operating costs prioritising the continuation and safe ending of the support work being actively provided by the organisation. Any clients on our waiting list will be contacted and signposted to other services. The Trustees have established a policy whereby the unrestricted reserves not invested in tangible fixed assets held by the charity should be kept more than three months of expenditure, which equates to approximately £ 302,000 for the financial year of 2024/5. On 31st March 2025 there were unrestricted general reserves of £440,564. The trustees are committed to ensuring the adequacy of unrestricted reserves on an on-going basis and are confident that the Charity will be able to continue to operate and fulfil its obligations. Going concern After reviewing the charity's forecasts and projections and its reserves, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operation for the next year. The charity therefore continues to adopt the going concer basis in preparing its financial statements. The main risk to the organisation's ability to continue as a going concer is the loss of significant funding. To mitigate this risk, the organisation has implemented a strategy and fundraising plan which increases its work with a wide range of funding bodies and diversifies the portfolio of funders. We continue to develop the internal structure of the organisation to ensure that it is lean and adaptable. The Green House experienced a consistent level of income in the financial year which allowed for the embedding of the new service model and the increase in delivery (Financial Year 2024-25). Demand for support is at an all-time high. The organisation is budgeting to remain at the current level of delivery to address this and therefore, requires the income to deliver this. The Green House has secured 100% of budgeted income for this year, and 79% for next financial year. Page 9
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL REVIEW Within 24-25, we were able to launch a Fundraising Strategy focused on future-proofing our financial platform, maintaining immediate income while diversifying our income portfolio to include new income streams over the next five years. We have been able to increase our capacity to fundraise successfully for Trusts and Foundations, and we've built on strong existing relationships while securing partnerships with new funders in 24-25. We have increased our Fundraising efficiency with the implementation of a fundraising database (CRM), and into 25-26 we have begun to expand our offers to include Corporate Partnerships, including training for employers on supporting employees through relational trauma, and offering a match-funded digital appeal through the Big Give to grow individual giving. We will continue to deepen and expand our relationships with all kinds of supporters who play an essential role in enabling us to reach more families each year. STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document The Green House is a charitable company limited by guarantee. The Charity was established in 1980 and became incorporated as a company limited by guarantee in 1989. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association, which have been reviewed in 2021 by the Board. Organisational structure The Board of Trustees, which cannot have less than five or more than twelve members, administers the charity. The Board of Trustees meets every month. In addition, the Board operates one subcommittee being the Finance & Risk Sub Committee (monthly) and HR Sub Committee which meets bi-monthly. Full board meetings are held quarterly. A Chief Executive Officer (CEO) is appointed by the Trustees to manage the day to-day operations of the charity. To facilitate effective operations, the CEO has delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment, and delivery related activities. Induction and training of new trustees All new Trustees receive an induction into the work of the charity as well as an introduction into the role of a trustee and its responsibilities. The induction process for new Trustees also includes training and development days. Trustees are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role. Key management remuneration The pay of the senior staff is reviewed annually, along with that of all employees, and in 2024-25 was increased in accordance with inflation and annual earnings. Pay benchmarking is carried out as part of the recruitment of new posts through internet searching for similar posts and discussion with partner agencies delivering sexual violence services across Avon & Somerset. STRUCTURE, GOVERNANCE AND MANAGEMENT Related parties None of the Trustees receive remuneration or other benefit for their work with the charity. Any connection between a trustee or senior manager and a potential employee, supplier or service provider must be disclosed to the full Board of Trustees in the same way as any other contractual relationship with a related party. As part of the recruitment process all Trustees complete a Conflict-of-Interest Statement. At each Board meeting, all Trustees must declare any changes to their conflicts of interest. The Green House is part of a consortium of sexual violence support services and works in close partnership with Womankind, SARSAS, The Southmead Project and The Bridge SARC to deliver high quality services to survivors. Page 10
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Risk management The Trustees hold a Risk Register documenting the major risks facing the charity along with mitigating actions. This is reviewed on a quarterly basis as part of the rolling timetable of the Board of Trustees. The following are considered by the Board of Trustees to be the top three risks to the organisation where there is a medium-to-high probability of them occurring and, if this were to happen, there would be a significant impact on the organisation: Safeguarding measures for clients and staff/volunteers are not in place or not adhered: The Green House has a time with the Green House. Safeguarding is a standard agenda item at all relevant meetings and there is a process in place for regular review of complaints, safeguarding incidents, accidents and near misses. The Green House is not in a sustainable financial position due to lack of grant funding, insufficient reserves, inadequate cashflow or low levels of fundraising: The Green House has a robust financial planning, budgeting, and reporting mechanism in place. This includes detailed budgeting, review and monitoring of the reserves policy and level of reserves, cashflow forecasting and monitoring, and assessment of actual performance against the fundraising plan. The Finance Sub Committee considers and monitors the financial risk of the organisation and reports accordingly to the Board of Trustees. Staffing levels are not appropriately maintained due to a combination of loss of key staff/, high staff turnover and inability to recruit in a timely and effective manner: The Green House has a comprehensive HR policy framework and development plans in place. All key management positions are currently filled. Key personnel have an extended notice period which would allow sufficient time for recruitment. We have a bank of vetted Associate Staff who can now deliver support on a sessional basis and are available to cover sustained periods of leave. STRUCTURE, GOVERNANCE AND MANAGEMENT Safeguarding statement The Green House is committed to safeguarding and promoting the welfare of children, young people and parents/carers with care and support needs who use its programmes. The welfare of all children is paramount, and safeguarding is everyone's business. The Green House's safeguarding policy is in line with the Children Act 1989 and 2004. Section 17 and 47 of the 1989 Act imposed a positive duty to safeguard and promote the welfare of children. Safeguarding is a specific activity that is undertaken to protect specific children and adults with care and support needs who are suffering, or are at risk of suffering, harm. All children have the right to protection regardless of gender, ethnicity, disability, sexuality, or beliefs. All agencies have a statutory responsibility to safeguard children. Our 'Adults at Risk Safeguarding Policy' and 'Child Safeguarding Policy' document sets out the Green House's approach to protecting children and appropriate and is also available on our website. Plans for Future Periods In 2025-26, The Green House will strengthen delivery of its Whole Family Model, ensuring timely, creative, and trauma-informed support for children, young people, and families. We will embed inclusive practice through our POW initiative, widening access for underrepresented communities. Our research into male survivors and CAMHS pathways will inform national policy and best practice. We will evaluate the service model working with an academic team so that the blueprint of the Green House can support other areas working with children and young people to prioritise choice in care and reduce waiting times. We will continue to build our business infrastructure including expanding the Finance, HR and Operations capacity of the organisation to ensure growth of new sites in North Bristol, BANES and South Gloucestershire. Guided by our End the Silence strategy, we remain committed to building safety, hope, and healing for every child and family affected by sexual abuse. Page 11
THE GREEN HOUSE BRISTOL Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 REFERENCE AND ADMINISTRATIVE DETAILS Registered Company numbe 2414332 (England and Wales Registered Charity number 800806 Registered office st Agnes Lodg 5 St Thomas Stree St Pauls Bristol BS2 9LJ Trustees SM Livings J Reibstein S O'Connor I Martin R Senior PJ McGrath (appointed 1.8.24) L C M Dunkley (appointed 1.8.24) R O Howell (appointed 1.8.24) J A Marshall-Dibble (appointed 29.8.24) A J Merrill (appointed 1.8.24, resigned 12.9.2024) Senior Leadership Team G Halliwell - CEO N King - Service Manager R Parkhill - Service Manager J Taylor - Research Manager Auditors Gravita Audit Western Limited . Chartered Accountants and Statutory Auditors Bath House 6 - 8 Bath Street Bristol BS1 6HL Bankers CAF Bank Ltd 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ The Co-operative Bank plc. 1 Balloon Street Manchester M4 4BE Web address www.the-green-house.org.uk/ Page 12
Report of the Independent Auditors to the Members of The Green House Bristol TRUSTEES' RESPONSIBILITY STATEMENT The Trustees (who are also directors of The Green House for the purposes of company law) are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including Financia Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and the Republic of Ireland" 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 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: - select suitable accounting policies and then apply them consistently; - observe the methods and principles in the Charities SORP 2019 (FRS 102) - make judgements and estimates that are reasonable and prudent; - state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees are responsible for kceping adequate accounting records that disclose with reasonable accuracy at any tim he financial position of the charitable company and enable them to ensure that the financial statements comply with th Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for In so far as the Trustees are aware: - there is no relevant audit information of which the charitable company's auditor is unaware; and - the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. AUDITORS The auditors, Gravita Audit Western Limited, will be proposed for re-appointment at the forthcoming Annual General Meeting. This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. Approved by order orth board finites on 212' Real 25 ...... and signed on its behalf by: S M Livings - Truster Satanti Page 13
Report of the Independent Auditors to the Members of The Green House Bristol Matters on which we are required to report by exception In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: - adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or - the financial statements are not in agreement with the accounting records and returns; or - certain disclosures of trustees' remuneration specified by law are not made; or we have not received all the information and explanations we require for our audit; or - the trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees. Responsibilities of trustees As explained more fully in the Trustees' Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. Page 14
Report of the Independent Auditors to the Members of The Green House Bristol Our responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below: We obtained an understanding of the legal and regulatory frameworks applicable to the charitable company and the sector in which it operates. We determined that the following laws and regulations were most significant: The Companies Act 2006, UK GAAP, The Charities Act 2011 and the Charities SORP. We obtained an understanding of how the charitable company is complying with those legal and regulatory frameworks and made enquiries to the management of known or suspected instances of fraud and non-compliance with laws and regulations. We corroborated our enquiries through our review of board minutes, other relevant meeting minutes and review of correspondence with regulatory bodies. We assessed the susceptibility of the charitable company's financial statements to material misstatement, including how fraud might occur. Audit procedures performed by the audit team included: • Identifying and assessing the controls management has in place to prevent and detect fraud; • Understanding how those charged with governance considered and addressed the potential for override of controls or other inappropriate influence over the financial reporting process; • Challenging assumptions and judgments made by management in its significant accounting estimates and judgments; • Identifying and testing journal entries, in particular journal entries posted with unusual account combinations; and • Assessing the extent of compliance with the relevant laws and regulations. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors. Page 15
Report of the Independent Auditors to the Members of The Green House Bristol This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's nembers those matters we are required to state to them in an auditors' report and for no other purpose. To the fulle: xtent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and th charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed Manhew tracker Matthew Bracher BSc FCA (Senior Statutory Auditor) for and on behalf of Gravita Audit Western Limited Chartered Accountants and Statutory Auditors Bath House 6 - 8 Bath Street Bristol BS1 6HL Date: 22/12/2025 Page 16
THE GREEN HOUSE BRISTOL Statement of Financial Activities FOR THE YEAR ENDED 31 MARCH 2025 INCOME AND ENDOWMENTS FROM Donations and legacies Charitable activities Support services Training and consultancy National projects Investment income Total EXPENDITURE ON Raising funds Charitable activities Support services Training and consultancy National projects Total NET INCOME/(EXPENDITURE) RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD Notes 2 4 3 5 6 Unrestricted funds 318,992 124,634 : 274 443,900 22,870 435,760 458,630 (14,730) 735,250 720,520 Restricted funds - 489,269 192,065 53,072 734,406 - 526,507 208,765 15,834 751,106 (16,700) 32,000 15,300 The notes form part of these financial statements Page 17 • 2025 i Total funds 318,992 613,903 192,065 53,072 274 1,178,306 22,870 962,267 208,765 15,834 1,209,736 (31,430) 767,250 735,820 2024 Total funds f 222,372 714,027 109,021 63,677 64 1,109,161 19,861 782,540 125,202 76.680 1,004,283 104,878 662,372 767,250
• THE GREEN HOUSE BRISTOL Balance Sheet 31 MARCH 2025 FIXED ASSETS Intangible assets Tangible assets CURRENT ASSETS Debtors Cash at bank and in hand CREDITORS Amounts falling due within one year NET CURRENT ASSETS TOTAL ASSETS LESS CURRENT LIABILITIES NET ASSETS FUNDS Unrestricted funds Restricted funds TOTAL FUNDS Notes 16 17 Unrestricted funds Restricted funds 2025 Total funds 5,432 274,750 280,182 320,922 186,352 507,274 (66,936) 940,338 720,520 720,520 - 15,300 15,300 - 15,300 15,300 15,300 5,432 274,750 280,182 320,922 201,652 522,574 (66,936) 455,638 735,820 735,820 720,520 15,300 735,820 2024 Total funds 228,49 278,449 303,835 291,174 595,009 (106,208) 488,801 767,250 767.250 735,250 32,000 767,250 she nahe sal compas have bien prepared in accordance with the provisions applicable to chariable companies 72 fian aner pred otif Board of Trusts and autoriod for issue on SM Livings- Trustee The notes form part of these financial statements Page 18
• THE GREEN HOUSE BRISTOL Cash Flow Statement FOR THE YEAR ENDED 31 MARCH 2025 Cash flows from operating activities Cash generated from operations Net cash used in operating activities Cash flows from investing activities Purchase of intangible fixed assets Purchase of tangible fixed assets Interest received Net cash used in investing activities Notes 1 2025 € (74,814) (74,814) (6,360) (8,622) 274 (14,708) Change in cash and cash equivalents in the reporting perio Cash and cash equivalents at th beginning of the reporting period Cash and cash equivalents at the end of the reporting period (89,522) 291,174 201,652 The notes form part of these financial statements Page 19 2024 (94,447) (94,447) (1,195) _ 64 (1,131) (95,578) 386,752 291,174
THE GREEN HOUSE BRISTOL Notes to the Cash Flow Statement FOR THE YEAR ENDED 31 MARCH 2025 1. RECONCILIATION OF NET (EXPENDITURE)/INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES Net (expenditure)/income for the reporting period (as per the Statement of Financial Activities) Adjustments for: Interes reen arges Decrease/(increase) in debtors (Decrease)/increase in creditors Net cash used in operations 2025 € (31,430) 13,249 (274) (17,087) (39,272) (74,814) 2024 104,878 13,114 (64) (296,799) 84,424 (94,447) 2. ANALYSIS OF CHANGES IN NET FUNDS Net cash Cash at bank and in hand Total At 1.4.24 291,174 291,174 291,174 Cash flow (89,522) (89,522) (89,522) At 31.3.25 201,652 201,652 201,652 The notes form part of these financial statements Page 20
THE GREEN HOUSE BRISTOL Notes to the Financial Statements FOR THE YEAR ENDED 31 MARCH 2025 1. ACCOUNTING POLICIES The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared i accordance with the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement o The accounts have been prepared on the assumption that the charity is able to continue as a going concern. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest f Critical accounting judgements and key sources of estimation uncertaint In the application of the charity's accounting policies, the Trustees are required to make judgements, estimate and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. Estimates include, accrued income of £106,000 (2024: £105,000) related multi-year grants which are recognised in full in accordance with the Charity SORP. Income All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably. Income from donations and grants is included when these are receivable, except as follows: When the donors specify that the funding given to the charity must be used in future accounting - periods When donors impose conditions which have to be fulfilled before the charity becomes entitled to use - such income, the income is deferred until the pre-conditions have been met. Locom for shi, whery care are perform pace or service dil prales required by the terms of the grant, are Income tax recoverable on gift aid donations is recognised on an accrual basis at the same time as the original donation. Contractual income is recognised on the accruals basis and is accounted for in the period the service takes place. Page 21 continued...
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 1. ACCOUNTING POLICIES - continued Tangible fixed assets Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful Freehold property mprovements to propert 'ixtures and fitting Computer equipment 2% on cost 2% on cost 20% on cost 25% on cost Taxation The charity is exempt from corporation tax on its charitable activities. Fund accounting Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees. Designated funds form part of the unrestricted funds and have been identified by the trustees as being for a particular purpose. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Further explanation of the nature and purpose of each fund is included in the notes to the financial statements. Pension costs and other post-retirement benefits The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which Basic financial assets Basic financial assets, which include trade and other debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost. Financial assets are derecognised only when the contractual rights to the cash flows from the asset expire or are settled, or when the charity transfers the financial asset and substantially all the risks and rewards of ownership to another entity, or if some significant risks and rewards of ownership are retained but control of the asset has transferred to another party that is able to sell the asset in its entirety to an unrelated third party. Basic financial liabilities Basic financial liabilities, including trade and other creditors, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Debt instruments are subsequently carried at amortised cost, using the effective interest rate method. Financial liabilities are derecognised when, and only when, the charity's contractual obligations are discharged, cancelled, or they expire. Debtors Page 22 continued...
- THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 1. 2. ACCOUNTING POLICIES - continued Basic financial assets Dubeg ant ensured on istied recognish or set onest anion exec any be rene advanced by the chariy. Creditors The chanty has creditors which are measured at settlement amounts DONATIONS AND LEGACIES Donations Grants 2025 6,036 312,956 318,992 2024 31,422 190,950 2222,372 Grants received, included in the above, are as follows: Children In Need Paul Hamlyn Foundation Quartet Digital Process The Brook Trust Nisbet Trust John James Foundation Speilman Charitable Trust Portishead Nautical Trust James Tudor Foundation Van Neste Foundation Masonic Charitable Foundation The Leathersellers' Foundation Westfield Health Lord Barby's Foundation 2025 10,000 150,000 15,000 20,000 5,000 3,000 10,000 7,000 86,000 1,956 5,000 312,956 2024 10,000 50,000 10,000 40,000 5,000 5,000 5,000 65,950 190,950 Page 23 continued.
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 3. 4. INVESTMENT INCOME Interest receivable INCOME FROM CHARITABLE ACTIVITIES Service level agreements Grants Service level agreements Service level agreements Activity Support services Support services Training and consultancy National projects 2025 274 2024 64 2025 495,909 117,994 192,065 53,072 859,040 2024 599,417 114,610 109,021 63,677 886,725 Training and consultancy is the provision of services in relation to the Bluestar project. a national training and creditation programme designed to improve access to care for survivors of trauma within the criminal justic rocess funded by the NHS Southwest and Ministry of Justic National projects Grants received, included in the above, are as follows: St James Place Charitable Foundation The Rayne Foundation National Lottery 2025 € 10,000 20,000 87,994 117,994 2024 10,000 20,000 84,610 114,610 5. RAISING FUNDS Raising donations and legacies Fundraising costs 2025 22,870 2024 19,861 Page 24 continued..
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 6. CHARITABLE ACTIVITIES COSTS Support services Training and consultancy National projects %. DIRECT COSTS OF CHARITABLE ACTIVITIES Staff costs Resources materials. Consultancy Professional fees Legal fees Premises cost: IT services costs Venue hire Marketing HR Services Upfront Survivor podcast Subcontractor costs Depreciation Page 25 Direct Costs (see note 7) 248,705 208,765 15,834 1,173,304 Support costs (see note 8) 13,562 - - 13,562 2025 720,496 3,882 2,529 5,617 5,429 25,075 4,560 14,261 89,080 40,499 8,707 26,409 30,453 15,712 62,857 18,166 32,567 11,557 7,319 8,057 26,825 13,247 1,173,304 Totals 262,267 208,765 15,834 1,186,866 2024 599,017 2,269 2,869 2,736 6,522 18,394 11,247 5,964 100,798 33,304 270 21,647 25,245 16,321 25,880 9,269 15,382 113 9,549 25,729 24,000 13,114 969,639 continued..
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 8. SUPPORT COSTS Finance 386 Accounting and governance 13,176 Totals 13,562 9. Support services NET INCOME/(EXPENDITURE) Net income/(expenditure) is stated after charging/(crediting): 10. 11. • Depreciation - owned assets Computer software amortisatior 2025 12,321 228 2024 13,114 TRUSTEES' REMUNERATION AND BENEFITS There were no trustees' remuneration or other benefits for the year ended 31 March 2025 nor for the year ended 31 March 2024. Trustees' expenses There were no trustees' expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024. STAFF COSTS Wages and salaries Social security costs Other pension costs 2025 640,846 64,647 15,003 720,496 2024 538,938 46,933 13,146 599,017 The average monthly number of employees during the year was as follows: Employees 2025 22 2024 18 The full time equivalent number of employees in the year was 17.4 (2024 - 14.7) The number of employees who received total employee benefits (excluding employer pension costs of mor han £60,000 is as follows £60,001 - €70,000 2025 Number 1 2024 Number 1 Page 26 continued...
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 11. STAFF COSTS- continued Key management personnel received total employment benefits of £188,330 (2024: £184,882) 12. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrestricted funds Restricted funds £ 222,372 - 114,749 : 599,278 109,021 63,677 64 337,185 771,976 INCOME AND ENDOWMENTS FROM Donations and legacies Charitable activities Support services Training and consultancy National projects Investment income Total EXPENDITURE ON Raising funds Charitable activities Support services Trations andeonsulancy Total NET INCOME RECONCILIATION OF FUNDS Total funds brought forward TOTAL FUNDS CARRIED FORWARD The comparatives have not been audited. Total funds 222,372 714,027 109,021 63,677 64 1,109,161 19,861 179,777 48,696 15,973 264,307 72,878 - 602,763 76,506 60,707 739,976 32,000 19,861 782,540 125,202 76,680 1,004,283 104,878 662,372 735,250 - 32,000 662,372 767,250 Page 27 continued...
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 13. AUDITOR'S REMUNERATION The auditor's remuneration amounts to an audit fee of £6,300 (2024 £6,000) and accounting services of £4,400 (2024: £4,200). 14. INTANGIBLE FIXED ASSETS 15. COST Additions AMORTISATION Charge for year NET BOOK VALUE At 31 March 2025 At 31 March 2024 TANGIBLE FIXED ASSETS Computer software 6,360 228 5,432 COST At 1 April 2024 Additions At 31 March 2025 DEPRECIATION At 1 April 2024 Charge for year At 31 March 2025 NET BOOK VALUE At 31 March 2025 At 31 March 2024 Freehold property 225,000 225,000 22,500 4,500 27,000 198,000 202,500 Improvements to property 82,948 82,948 17,243 1,659 18,902 64,046 65,705 Fixtures and fittings 3,747 1,514 5,261 3,302 377 3,679 1,582 445 Computer equipment f 20,069 7,108 27,177 10,270 5,785 16,055 11,122 2,792 Totals 331,764 8,622 340,386 53,315 12,321 65,636 274,750 278.449 Page 28 continued..
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 16. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 17. Trade debtors Amounts owed by group undertakings Other debtors Prepayments and accrued income 2025 4,297 35 1,440 315,150 320,922 Accrued income represents outstanding amounts on multi-year grants recognised in full in the SOFA. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade creditors Social security and other taxes Acerars and deferred income 2025 49,573 2,863 14,500 66,936 2024 181,575 2,260 120,000 303,835 2024 49,420 14,588 - 42,200 106,208 18. MOVEMENT IN FUNDS Unrestricted funds General fund Fixed Asset Fund Restricted funds [Bluestar Project NHS Bluestar TOTAL FUNDS At 1.4.24 441,820 293,430 735,250 32,000 767,250 Net movement in funds (1,250) (13,474) (14,730) 15,300 (32,000) (31,430) At 31.3.25 440,564 279,956 720,520 15,300 735,820 Page 29 continued.
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 18. MOVEMENT IN FUNDS - continued Net movement in funds, included in the above are as follows: Unrestricted funds General fund Fixed Asset Fund Restricted funds Bluestar Project Police and Crime Commissioner NHS Solis MoJ RSSF NHS Bluestar Home Office Upfront Survivor TOTAL FUNDS Comparatives for movement in funds Unrestricted funds General fund Fixed Asset Fund Restricted funds NHS Bluestar TOTAL FUNDS A11423 372,001 290,371 662,372 662,372 Page 30 Incoming resources f 443,899 293,899 94,116 67,358 201,581 220,330 97,950 53,072 734,407 1,178,306 Net movement in funds 85,992 (13,114) 72,878 32,000 104,878 Resources expended (445,155) (13,474) (458,629) (78,816) (67,358) (201,581) (220,330) (129,950) (53,072) (751,107) (1,209,736 Transfers between funds (1,192) 1,192 - - Movement in funds (1,257) (13,474) (164,731) 15,300 (32,000) (16,700) (31,430) At 31.3.24 456,801 278,449 735,250 32,000 167,250 continued...
THE GREEN HOUSE BRISTOL Notes to the Financial Statements - continued FOR THE YEAR ENDED 31 MARCH 2025 18. MOVEMENT IN FUNDS - continued Comparative net movement in funds, included in the above are as follows: Unrestricted funds General fund Fixed Asset Fund Restricted funds Police and Crime Commissioner NHS Solis MoJ RSSF NHS Bluestar Home Office Upfront Survivor Incoming resources 337,185 337,185 83,441 268,472 247,365 109,021 63,677 771,976 1,109,161 Resources expended (251,193) (13,114) (264,307) (83,441) (268,472) (247,365) (77,021) (63,677) (739,976) (1,004,283) 19. TOTAL FUNDS RELATED PARTY DISCLOSURES There were no related party transactions for the year ended 31 March 2025. Page 31 Movement in funds 85,992 (13,114) 72,878 : 32,000 32,000 104,878