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
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1 to 13
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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.
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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.
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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.
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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.
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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.
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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
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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
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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.
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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.
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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.
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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