## **Eco Drama** 

**(Limited by Guarantee)** 

**Report and Financial Statements** 

**For the Year Ended** 

**31 March 2026** 

**Company Number: SC347906 Charity Number: SC043920** 





## **Eco Drama** 

## **Report and Financial Statements For the Year Ended 31 March 2026** 

|**_Contents_**|**Pages**|
|---|---|
|Trustees’ Annual Report|2 – 10|
|(Including Reference & Administrative Information)||
|Report of the Independent Examiner|11|
|Statement of Financial Activities|12|
|(Including Income & Expenditure Account)||
|Statement of Financial Position|13|
|(Including Balance Sheet)||
|Notes to the Financial Statements|14 - 20|





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## **Eco Drama** 

## **Trustees’ Annual Report For the Year Ended 31 March 2026** 

The trustees, who for the purposes of company law are the directors of the company (and are hereinafter referred to as trustees), are pleased to present their report and the financial statements for the year to 31 March 2026. 

## **Objectives & Activities** 

The charitable objects of Eco Drama are: 

- to advance education by increasing awareness of environmental issues through participation in drama and theatre; 

- to advance citizenship or community development by encouraging community participation, organising and delivering theatre experiences and raising awareness about conservation and environmental issues; 

- the advancement of the arts, heritage, and culture by offering theatre and arts experiences for children, young people and the wider community; 

- the advancement of environmental protection or improvement by promoting the natural environment in schools and communities, the usage of alternative energy sources, waste reduction, recycling, energy conservation, travel efficiency, sustainable, healthy food choices and carbon emission reduction. 

During the year, the charity has pursued these objects through the provision of educational outdoor creative learning sessions, in-person teacher training sessions, educational resources, creative community engagement sessions, volunteer development, orchard skills CPD training and creative community events. 

## **Achievements & Performance** 

In delivery of our charitable objectives during 2025–26, Eco Drama directly engaged 2,333 participants through an in-depth, multifaceted programme of creative environmental activities, demonstrating our ongoing commitment to public benefit. 

## _**Core Project Highlights**_ 

- Out to Play Core Delivery: Engaged 1,257 children and 184 staff across 5 early years settings, 10 primary schools, and 1 Additional Support Needs (ASN) school. 

- Wider Educational Outreach: Delivered arts-based outdoor learning and play sessions to 245 children, youth, and teachers across Glasgow and Renfrewshire. 

- Pollok Community Orchard Events: Engaged 175 residents and volunteers across our major seasonal milestones, including the Summer Apple Picnic, Harvest Festival, and Winter Wassailing Event. 

- Cleeves Primary Partnership: Facilitated intensive orchard-themed creative sessions for 155 pupils and 6 teachers across Autumn and Winter. 


- Volunteer Mobilisation: Supported Pollok Community Orchard via 14 active volunteers across maintenance meetups, skill-sharing sessions, and public event delivery. 

- Orchard Outreach & Legacy Support: Benefitted 264 participants through partner events, practical pruning workshops at Pollok and Townhead Orchards, and ongoing care support for the 20 school orchards established in 2024–25. 

- Resource Distribution: Distributed 185 Out to Play resource packs (152 to residency schools to support teacher CPD and 33 to national and international beneficiaries). 

## _**Wider Organisational Achievements**_ 

- Glasgow City Council Commission: Advanced our long-term early years partnership with the GCC Education Department into its sixth year of commissioned work, successfully delivering Out to Play Mini Residencies alongside comprehensive in-person CPD and digital training frameworks to enrich children’s outdoor play and learning experiences across the region. 

- Sector Recognition: Selected as a finalist in the 'Climate Impact' category at the 2025 Scottish Charity Awards, following our 2024 Environmental Social Enterprise Award win. 

- Sustainable Infrastructure: Unveiled a fully electric touring vehicle in August, successfully transitioning from our legacy 16-year biodiesel vehicle to further lower our operating carbon footprint and championing sustainable touring. 

- Historical Impact Milestone: Effectively surpassed 105,500 total beneficiaries reached since the charity's inception in 2007. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

## **Out to Play School Residencies** 

Marking its tenth anniversary and largest operational year to date, Eco Drama successfully scaled its flagship, award-winning outdoor learning initiative to deliver a benchmark total of 11 Out to Play residencies. This expanded delivery crossed early years providers, primary schools, and Additional Support Needs (ASN) provisions within Glasgow City Council, while broadening the charity’s regional footprint into adjacent local authorities. Supported by core funding from the Glasgow Communities & Place Fund and an ongoing commission from Glasgow City Council’s Early Years department, the dual-impact programme paired immersive environmental learning for pupils with structured Continuing Professional Development (CPD) frameworks for educators. This growth was structurally sustained by a robust mix of independent fee-for-service income and targeted charitable trusts, successfully embedding sustainable, arts-based outdoor pedagogy further into the wider education sector. 

Post-pandemic demand for the Out to Play residencies has remained consistently high year-round, reflecting a permanent positive shift in attitudes toward winter outdoor learning. Grounded in the Scottish Government's Curriculum for Excellence, the programme successfully brings Learning for Sustainability and Eco-Schools themes to life through interactive, arts-based nature immersion. 

Through a combination of drama, sensory creative play, and storytelling, child beneficiaries developed deep intellectual and emotional bonds with their local greenspaces. Evaluation data recorded a profound self-reported increase in nature connection, personal agencyc and environmental responsibility: 

_‘It has made me more aware of nature.’_ P4-7 Pupi _l_ 

_‘Out to Play has made me plant a tree in my back garden.’_ P5 Pupil 

_‘Being outside makes me feel alive.’_ P6 Pupil 

_‘Out to Play made me think about the choices I make.’_ P6 Pupil 

## _**Professional Development and Institutional Legacy**_ 

To secure a permanent educational legacy, the initiative incorporates a rigorous Continuing Professional Development (CPD) framework designed to elevate sector-wide capacity. The programme tracked a significant rise in educator confidence regarding the long-term integration of outdoor drama and storytelling into daily teaching practices. Participating 'Out to Play Champions' were upskilled via a structured pathway including hard-copy and digital resource toolkits, practical CPD sessions, artist-led blogs, collaborative peer-planning sessions, and a supported Teacher-Led Week that culminated in a formal reflection session. 


_‘It’s transformational in terms of pedagogy, building relationships and embracing new creative opportunities.’_ Primary School Teacher 

## _**External CPD Delivery**_ 

We continued to deliver standalone, in-person professional development sessions to equip educators across early years, primary, and ASN settings to integrate play-based pedagogy and arts-led nature connection into their standard practices. During 2025–26, Eco Drama delivered 2 specialised sessions, providing practical outdoor strategies and implementation frameworks. The training achieved an exemplary satisfaction rate, with 100% of attending practitioners verifying that the curriculum was highly relevant (51% 'very relevant'; 49% 'relevant') to their formal professional development. 

_‘Great opportunity that has definitely built my confidence in outdoor drama.’_ Early Years Practitioner 

_‘Out to Play has helped us improve our focus, encourage creativity and strengthen social skills.’_ Primary School 

Teacher (P2) 

_‘Probably one of the best CPD I have done since being a CDO.’_ Early Years Practitioner 

## _**Out to Play Resources**_ 

We provided 185 Out to Play resource packs in 2025-26, supporting educators to develop imaginative approaches to outdoor learning for sustainability, specifically drawing on the tools of drama, storytelling and creative play. Developing and sharing resources enables us to pass on learning to a wider audience and provide practical tools to enhance the legacy of residencies and training. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

All early year’s practitioners participating in Out to Play CPD sessions/residencies also had access to our digital training resource for early years practitioners. This consists of 10 bite-sized ‘Digital Training Films’ supporting the development of arts-based outdoor learning and play. The videos can be accessed quickly and easily via our website, allowing practitioners to readily implement arts-based outdoor Learning for Sustainability within their setting. 

## _**ASN Resource and CPD Development**_ 

To advance our commitment to inclusive, accessible outdoor learning, Eco Drama developed a specialist educational resource targeted at neurodiverse learners and Additional Support Needs (ASN) settings. Designed by Drama Artist Alice Donnelly from her time delivering Out to Play with ASN learners, this new resource equips educators with adaptable drama activities, sensory facilitation techniques, and curriculum-linked creative frameworks. The resource will be distributed across our ASN school networks, with hard copies provided at subsequent training events to maximise long-term sector impact. Complementing this resource, we designed a bespoke two-hour CPD session for ASN instructional staff. This training framework builds educator confidence, delivers practical methodology for sensory drama and storytelling, and outlines clear adaptation strategies to meet diverse individual learner needs. This specialised module has now been formally integrated into Eco Drama’s permanent core training portfolio for Out to Play, with further regional delivery scheduled across Glasgow for spring and summer 2026. 

## _**Out to Play ‘Out & About’ & Harvest Stories**_ 

We were delighted to be asked back for a third year to deliver at Bonhill Primary School’s yearly Outdoor Day in June. 145 pupils and 5 teachers participated in nature themed storytelling and drama activities, exploring themes of eco action and biodiversity. 

A total of 93 school-aged children participated in 8 outdoor drama and storytelling sessions in April and July, as part of Southside Housing Association’s holiday programme. Supported by a Drama Artist from Eco Drama, participating children explored themes of water, land and the importance of nature through adventurous, imaginative play. 

We brought ‘Harvest Stories’ to Cycle Arts Renfrewshire’s Cycle Arts Festival in September. 15 participants explored the theme of apples, orchards and home-grown food, through storytelling and drama games, including the chance to taste some heritage apples. 

## **Creative Orchard Project: ‘Pollok Grows Together’** 

_‘If you don’t have community, you don’t really have much - you’re isolated. It’s like fresh air, you have to have it.’_ Attendee, Pollok Harvest Festival 


Building on the strategic foundations of 'The Forgotten Orchard' theatre tour, our drama artist residencies, and the successful establishment of the Pollok Community Orchard in 2024–25, Eco Drama advanced the project’s next phase during 2025–26. The charity delivered a targeted programme of community engagement within Greater Pollok, collaborating with local volunteers, community groups, residents, and school children to cultivate skills, foster local stewardship, and secure the orchard's long-term sustainability as a valuable green asset. 

## _**Orchard Volunteers and Co-Design**_ 

A foundational element of the project's sustainability was the active recruitment of 14 dedicated volunteers who directly supported the Pollok Community Orchard throughout 2024 into 2025–26. This volunteer cohort participated in 8 structured maintenance meetups, delivering essential physical asset care including weeding, seasonal litter picking, and vital watering during warm weather. Beyond practical land management, volunteers actively contributed strategic ideas and qualitative feedback to co-design and optimise the orchard's layout for future community use, while simultaneously providing operational stewardship to support major public events like the Pollok Harvest Festival. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

## _**Site Signage and Infrastructure**_ 

To improve public accessibility, information delivery, and inclusivity, Eco Drama commissioned and unveiled bespoke interpretive orchard signage in June 2025. This infrastructure investment transformed the Pollok site into a more welcoming and educational public green space via two key capital installations: 

- i. Lectern-Style Interpretive Map: Positioned permanently at the foot of the orchard, this prominent map provides details on the specific fruit tree varieties planted across the site, mapping their physical locations, harvest timelines, and flavour profiles. 

- ii. Community Welcome Notice: Installed at the main entrance to the Pollok Community Centre, this secondary signage signposts visitors directly to the orchard asset while explicitly highlighting and celebrating the adjacent Discovery apple tree. 

## _**Horticultural Capacity Building and Legacy Workshops**_ 

To ensure long-term biological health and generate sector-wide capability, the charity retained orchard expert Lynsey Payne from Appletreeman nursery to deliver two advanced, practical fruit tree pruning masterclasses in February and March 2026. Hosted across both the Townhead and Pollok Community Orchard sites, these technical sessions trained 11 community volunteers alongside 2 schoolteachers. The participating educators represented Glasgow-based schools that originally established orchard spaces on their grounds during ‘The Forgotten Orchard Project’ in 2024-25. Under expert guidance, attendees performed structural formative pruning, removing selective shoots and competing branches, to establish balanced branch frameworks, directly securing the long-term structural health of school and community assets while paving the way for a bountiful autumn harvest. 

## _**Educational Integration: Cleeves Primary School Partnership**_ 

_‘I learned how to express my imagination.’_ Pupil, Cleeves Primary School 

A key milestone in our educational outreach was a deep-impact school partnership with Cleeves Primary School in Pollok. Across October, November, and February, a professional Drama Artist and Visual Artist from the charity facilitated 9 intensive ‘Our Orchard, Our Stories’ sessions, engaging 155 learners and 6 teachers. Utilising multidisciplinary arts, including drama, storytelling, and visual crafts, pupils explored crucial curriculum themes of local food cultivation, heritage folklore, and environmental science, culminating in the creation of four distinct, applethemed performance pieces. By contextualising horticultural education through creative expression, the project successfully enhanced student engagement and environmental literacy. 

## _**Seasonal Creative Engagement Milestones**_ 


## _‘We made apple cider vinegar – who would have thought it was so easy.’_ Attendee, Pollok Harvest Festival 

_‘Wake up trees! I love your apples.’_ Attendee, Community Wassailing Event 

To achieve systemic community integration, secure public benefit, and maintain year-round momentum, the Cleeves Primary pupils’ performances and works were debuted to families and the wider public across a series of seasonal orchard celebrations: 

- i. Summer Apple Picnic (July 2025): To sustain warm-weather engagement, the charity hosted an outdoor session engaging 39 participants (14 children and 25 adults). The event advanced biodiversity and practical skills through the planting of blueberry bushes, alongside nature-based crafts (wildflower seed bombs and 'apple monsters') and integrated drama and storytelling activities. 

- ii. Pollok Harvest Festival (November 2025): Marking the orchard's first anniversary, this intergenerational event engaged 100 participants (55 children and 45 adults). The festival served as a mechanism for community capacity building, pairing the Cleeves Primary School student showcase ('Green Red and Pink', 'The Immortal Apple', and 'Apple TV') with outdoor storytelling, heritage crafts, a community ceilidh, and practical workshops in sustainable food production (such as apple juicing and cider vinegar processing) 

- iii. Community Wassailing Event (February 2026): This winter gathering engaged 36 participants (16 children and 20 adults) in traditional orchard heritage practices. Attendees utilised colourful wands designed by pupils from Cleeves Primary School and participated in a collaborative wassailing song to symbolically awaken the fruit trees, blending creative performance with seasonal environmental care. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

## _**Strategic Partner Networking**_ 

Beyond self-delivered onsite activities, the charity actively cross-promoted the Pollok Community Orchard and extended its creative environmental reach to an additional 170 participants by delivering specialist, apple-themed workshops at four major events hosted by local third-sector partner organisations: 

- i. The Village Storytelling Centre’s Pollok Kite Festival (May; 80 participants) 

- ii. The Village Storytelling Centre’s Brockburn Festival (July; 40 participants) 

- iii. Glasgow Community Food Network’s Harvest Festival (October; 20 participants) 

- iv. Friends of Crookston Castle's Crafts & Fun Day (January; 30 participants) 

## _**Townhead Community Orchard: Resource Development and Accessibility**_ 

To enhance the public value and accessibility of the Townhead Community Orchard asset and building on the Townhead Apple Festival & creative re-engagement project in 2024, Eco Drama successfully developed and launched a bespoke ‘Apple Varieties Information Pack and Map’ during the reporting period. This comprehensive educational resource functions as a site-specific guide, enabling volunteers and visitors to identify fruit tree varieties, study unique botanical characteristics, and understand specific culinary uses, including cooking, baking, and raw consumption. To celebrate regional culture and deepen community connection, local heritage poetry was integrated into the publication's design. A physical reference copy of the informational pack has been permanently deposited at Townhead Village Hall, securing an accessible, centralised repository for residents to engage with the green space and learn about urban food production. 

## **Staffing** 

During 2025-26 we were able to continue the contracts of 4 core staff, including a 0.714FTE Schools Project Manager, a 0.8FTE Fundraising and Communications Manager, a 0.157 Finance Lead and a full-time Artistic Director/CEO who continues to lead the company since its inception in 2007.  A strong Board of Trustees continue to govern the charity. 2 new members joined during the year, bringing the total Board of Trustees to 7. We have been grateful to work with 8 talented freelance workers to deliver the 2025-26 projects, including 1 Volunteer & Community Events Coordinator, 5 Drama Artists, 1 Visual Artist and 1 Horticulturist, plus occasional freelance staff. These include Eoin Carey who we’d like to thank for his photography of the year’s projects. We’re also extremely grateful to the volunteers in Pollok and Townhead who continue to give their time to care for their local orchards. 

## **Grant Funding** 


Funding this year came from year 3 of a 3-year grant from the Glasgow Communities and Place Fund (UK Government Levelling Up), as well as the following funders; National Lottery Awards for All, Glasgow Community Food Network, JTH & Miss KM Trusts, Coop Community Fund, Trades House Commonweal Fund, Glasgow Arts Development Fund, Kilpatrick Fraser Charitable Trust, Volunteering Support Fund, Conundrum Trust, Merchant's House of Glasgow and Hugh Fraser. We also received donations from William Grant and Sons, Wheatly Housing Association and Glasgow Caledonian University. 

Our revenue was primarily driven by grant funding at 66%. Charitable activities and service fees generated 26%, while donations and bank interest accounted for the remaining 8%. 

## **Self-Generated Income** 

During the 2025–26 financial year, Eco Drama continued to protect its diverse income streams, securing 26% of its total gross annual income through charitable earned income. This revenue was predominantly generated via the delivery of our fee based Out to Play school residencies, which strengthened throughout the year, generating £43,404 of fee income. This total included fee income from the ongoing Early Year’s commission from Glasgow City Council, ad-hoc Out to Play sessions, CPD workshops, Harvest Stories workshop delivery, and a small amount from the sale of resource packs. 

This earned income stream proved vital in mitigating shortfalls in traditional grant-funding cycles. By generating independent income through the sale of our specialised services, the charity continues to enhance its long-term operational resilience, operational security, and financial sustainability in a challenging climate. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

## **Electric Van Purchase** 

Prior to the 2025-26 financial year, the charity purchased a new electric van in March 2025 at a cost of £34,788. £31,028 was paid from Eco Drama’s designated reserves as per the charities plan, and the remaining £3,760 was paid for via unrestricted grants.  We received £3,400 for the sale of the old van in 2025-26, which was used towards the livery wrap design and installation onto the electric van in June 2025.  The electric van was intended to support the tour of The Worm: An Underground Adventure in autumn 2025. However, due to capacity, we chose to postpone the tour.  The van was instead used to support the delivery of Out to Play in North Lanarkshire. 

## **Project Conclusion and Performance Review** 

The 2025–26 financial year successfully concluded a three-year project cycle (2023–26) supported by the Glasgow Communities & Place Fund (UK Government Levelling Up). Eco Drama met and exceeded all targeted project outcomes, with comprehensive impact charts published in our final report online. This final year built upon prior foundational delivery to fulfil a diverse matrix of projects and public events. Our evaluation data illustrates critical advancements in children’s creativity, confidence, literacy, and socio-emotional health, directly aligning with the Scottish Governments Learning for Sustainability objectives. Concurrently, teachers and Early Years practitioners reported increased professional capacity and confidence in delivering arts-based outdoor learning. Finally, participant feedback confirms that our creative orchard programming significantly enhanced localised wellbeing and social cohesion, with residents actively utilising the Townhead and Pollok orchards as vital, permanent community assets. 

## **Financial Review & Strategic Direction: Future Sustainability** 

i. Funding Landscape and Core Grant Cessation The 2025–26 financial year concluded with the ending of our three-year core funding stream from the Glasgow Communities & Place Fund (supported via the UK Government Levelling Up framework).  In response to this scheduled conclusion, and to mitigate the known risks of reliance on a single primary funder, the Trustees and executive team executed a rigorous, multi-year fundraising strategy throughout 2024 and 2025 to secure a replacement core partner. 

While these comprehensive funding bids were met with exceptional feedback, with prospective institutional funders explicitly stating they could find no fault in the quality, structure or impact of Eco Drama’s applications, they were ultimately unsuccessful due to unprecedented oversubscription and systemic capital shortages across the wider voluntary sector.  Prospective funders indicated that they would have formally backed the proposals had sufficient regional budget been available. 

ii. Risk Management and Proactive Governance Operating a small charity has become increasingly challenging over the past decade. The loss of a core anchor grant is highly significant, as Eco Drama’s established business model relies on securing a core funder to provide a baseline operational foundation, which is then supplemented by smaller trusts, foundations, and self-generated earned income. Faced with a structural absence of replacement core funding as of April 2026, the Board of Trustees and CEO rejected a ‘business-as-usual’ approach.  Continuing to exhaust administrative energy on highly competitive funding cycles would risk systematically depleting our financial reserves, eventually forcing the charity into a sudden, reactive closure in crisis mode.  Instead, the Trustees, CEO and core staff team convened for a series of intensive strategic sessions in January and February 2026 to chart a responsible new direction. To preserve the organisation’s integrity, the Board proactively decided to cease traditional fundraising efforts and explore merging Eco Drama’s work with another organisation, alongside initiating a managed, orderly windingdown of the charity targeting full closure by mid-to-late 2027. 

iii. Strategic Legacy and Exploration of a Merger By choosing to halt operations from a position of relative financial stability and operational strength, Eco Drama is ensuring that it possesses the same robust resources in its final chapter as it did at its inception.  Over the past 19 years, the charity’s prudent financial management has successfully built resilient reserves and diversified income streams.  Rather than allowing these reserves to diminish, the Trustees and Chief Executive are actively utilising them during this transitional phase to pursue this strategic merger with a larger third-sector organisation, or multiple organisations, that share our aims and objectives.  This proactive approach maximises the probability that Eco Drama’s groundbreaking projects, educational resource packs, and profound 20-year legacy will be permanently preserved, continuing to deliver measurable public benefit and environmental inspiration for generations to come. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Achievements & Performance (continued)** 

## **Plans for 2026–27 Project Delivery** 

During the 2026–27 reporting period, Eco Drama will continue to deliver measurable public benefit by delivering the final phase of the 'Pollok Grows Together' initiative. This multi-year creative orchard project concludes this year, supported by the ongoing partnership of two key funders: The National Lottery Community Fund's Awards for All and the Volunteer Support Fund. To secure the project's long-term sustainability and complete its final objectives, the charity will facilitate a structured programme of community and capital outputs in collaboration with local participants. These deliverables include hosting monthly volunteer maintenance and orchard stewardship meetups, seasonal engagement events including a Spring Blossom celebration and a Summer Picnic, plus developing capital and educational assets, including commissioning a permanent bespoke Orchard Bench and publishing a community-sourced Orchard Recipe Book. The operational year will conclude with the strategic transfer of the volunteer cohort, physical orchard assets, and overall project frameworks to a permanent local partner organisation, ensuring a seamless community legacy. 

Concurrently, the charity will fully honour all contracted educational delivery, including scheduled Out to Play school residencies, professional development (CPD) sessions, and Harvest Stories bookings. To prioritise administrative resources toward exploring strategic merger opportunities, proactive marketing for new educational services will be paused at the start of the year, with the plan to restart promotional efforts once a merger is hopefully secured. 

## **Financial Review** 

There was a net decrease in overall funds during the year of £14,726, consisting of a decrease of £6,956 in unrestricted funds and of £7,770 in restricted funds.  Analysis between restricted and unrestricted funds is shown in the statement of financial activities on page 12 and further details of each fund are shown in note 7 on page 18. 

Income during the year decreased to £167,029 (2025: £235,855). Grant income, detailed in Note 2 on page 14, decreased during the year to £110,152, and was supplemented by fee income derived from charitable activities. 

Expenditure during the year decreased to £185,155 (2025: £190,382), with production costs dropping in line with levels of activity. 

Funds carried forward amount to £250,646.  Restricted project funds of £11,961 are carried forward for spending in the subsequent financial year.  There is a designated fixed assets fund of £31,040.  The balance of £207,645 is held in the general fund and represents the charity’s free reserves. 


## _**Reserves policy**_ 

The Trustees previously protected 6 months of organisational running costs should a shortfall in income occur, plus a Designated Future Activities fund of £48,313.  This was for the research and development of a new creative learning project ‘The Sea Starts Here’ themed around marine conservation and associated theatre piece ‘Midnight Swim of the Mermaid’.  These designated funds have now been released back into the general fund.  The total general fund of unrestricted reserves totalling £207,645 will be directed towards the successful fulfilment of remaining projects in 2026-27 and merger explorations over the coming 12-18 months. 

The Trustees have reviewed the charity's financial position and confirm that the current level of reserves is sufficient to fully resource and securely underpin the planned strategic transition, merger exploration and winddown.  The Board remains entirely supportive of the senior leadership team in executing this plan, ensuring that remaining funds are deployed responsibly to settle all operational liabilities, protect staff, and securely transfer our charitable assets for ongoing public benefit. 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Structure, Governance and Management** 

Eco Drama is a company limited by guarantee and not having a share capital (company number SC347906).  The company is governed by the terms of its Articles of Association, most recently revised in March 2013, and is a registered Scottish charity (number SC043920). 

The members of the company are also the company’s directors and the charity trustees.  Membership is open to all and no application for membership will be refused on other than reasonable grounds.  Directors are appointed upon successful application by the existing directors and can serve for an unlimited term.  The names of those who served as directors during the year are shown below. 

## _**Risk management**_ 

The trustees are aware of and have assessed the major risks to which the charity is exposed, in particular those related to the operations and finances, and are satisfied that the systems in place are robust enough to mitigate all major risks. 

## _**Reference & Administrative Information**_ 

_**Charity Name:**_ Eco Drama _**Company registration:**_ SC347906 Company Limited by Guarantee _**Charity registration:**_ SC043920 Scottish Charity _**Registered office:**_ Studio 236 The Briggait 141 Bridgegate Glasgow G1 5HZ 

## _**Trustee & Directors**_ 

Those who are trustees and directors at the date of this report are: 

Erika Anderson Appointed 3 July 2025 Elouise Dalziel Appointed 3 July 2025 Lisa McRuvie Agnew Appointed 9 September 2025 Christy Mearns Mia Perry Kirsty White 


The following also served as trustees and directors during the financial year: Sera Turkoglu Appointed 3 November 2025; resigned 16 March 2026 Yanru Zou Treasurer, resigned 3 July 2025 

## _**Company Secretary**_ 

Emily Reid 

_**Bankers:**_ Co-operative Bank _**Independent Examiner:**_ Paul M. Clelland C.A. PO Box 250 Paul Clelland Accountancy Skelmersdale 74 Norse Road WN8 6WT Glasgow G14 9EF 

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## **Eco Drama** 

## **Trustees’ Annual Report (continued)** 

## **Structure, Governance and Management (continued)** 

## _**Small Company Provisions**_ 

This report has been prepared taking advantage of the small companies’ exemption of section 415A of the Companies Act 2006. 

## **By Order of the Board** 

SIGN **Signed: Date:** July 20 2026 **Name:   Mia Perry** 

**Director** 

## **Company Registration Number: SC347906** 


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## **Report of the Independent Examiner To the Trustees of Eco Drama** 

I report on the accounts of Eco Drama for the year ended 31 March 2026, which are set out on pages 12 to 20. 

## **Respective responsibilities of trustees and examiner** 

The directors, as trustees of the charity, are responsible for the preparation of the accounts in accordance with the terms of the Charities and Trustee Investment (Scotland) Act 2005 (the 2005 Act) and the Charities Accounts (Scotland) Regulations 2006, as amended (the 2006 Accounts Regulations).  They consider that the audit requirement of Regulation 10(1) (a) to (c) of the 2006 Accounts Regulations does not apply.  It is my responsibility to examine the accounts as required under section 44(1) (c) of the 2005 Act and to state whether particular matters have come to my attention. 

## **Basis of independent examiner's statement** 

My examination is carried out in accordance with Regulation 11 of the 2006 Accounts Regulations.  An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records.  It also includes consideration of any unusual items or disclosures in the accounts, and seeks explanations from the trustees concerning any such matters.  The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently I do not express an audit opinion on the view given by the accounts. 

## **Independent examiner's statement** 

In the course of my examination, no matter has come to my attention: 

1. which gives me reasonable cause to believe that in any material respect the requirements: 

   - to keep accounting records in accordance with Section 44(1) (a) of the 2005 Act and Regulation 4 of the 2006 Accounts Regulations, and 

   - to prepare accounts which accord with the accounting records and comply with Regulation 8 of the 2006 Accounts Regulations 

have not been met, or 

2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. 


**Date:** 21st July 2026 

## **Paul M Clelland CA** 

Member of the Institute of Chartered Accountants of Scotland 

Paul Clelland Accountancy 74 Norse Road Glasgow G14 9EF 

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## **Eco Drama** 

## **Statement of Financial Activities ( including Income and Expenditure Account ) For the Year Ended 31 March 2026** 

|**Unrestricted **<br>**Note**<br>**Funds**<br>**Income from:**<br>**£**<br>**_Donations_**<br>Grants<br>**2**<br>1,000<br>Donations<br>11,403<br>**_Charitable activities_**<br>Fee income<br>43,404<br>Sponsorship<br>-<br>**_Investments_**<br>Bank interest<br>1,870<br>**Total income**<br>57,677<br>**Expenditure on:**<br>Fundraising consultancy<br>420<br>Staff costs, training & expenses<br>59,381<br>Project costs<br>351<br>Occupancy costs<br>629<br>Marketing & publicity costs<br>641<br>Office running & administration costs<br>3,549<br>Accountancy<br>488<br>Depreciation<br>3,178<br>**Total expenditure**<br>**3**<br>68,637<br>**Net income**<br>(10,960)<br>**Other recognised gains & losses:**<br>Gain on disposal of fixed assets<br>3,400<br>**Transfers between funds**<br>604<br>**Net movement in funds**<br>(6,956)<br>**Reconciliation of funds:**<br>Funds brought forward<br>245,641<br>**Funds carried forward**<br>238,685|**Restricted**<br>**Funds**<br>**£**<br>109,152<br>200<br>-<br>-<br>-<br>109,352<br>-<br>101,230<br>7,706<br>4,406<br>511<br>1,976<br>689<br>-<br>116,518<br>(7,166)<br>-<br>(604)<br>(7,770)<br>19,731<br>11,961|**Total**<br>**2026**<br>**£**<br>**110,152**<br>**11,603**<br>**43,404**<br>**-**<br>**1,870**<br>**167,029**<br>**420**<br>**160,611**<br>**8,057**<br>**5,035**<br>**1,152**<br>**5,525**<br>**1,177**<br>**3,178**<br>**185,155**<br>**(18,126)**<br>**3,400**<br>**-**<br>**(14,726)**<br>**265,372**<br>**250,646**|**Total**<br>**2025**<br>**£**<br>191,089<br>5,626<br>35,711<br>1,000<br>2,429<br>235,855<br>-<br>146,109<br>29,418<br>4,915<br>452<br>5,232<br>1,278<br>2,978<br>190,382<br>45,473<br>-<br>-<br>45,473<br>219,899<br>265,372|
|---|---|---|---|



The above statement includes all gains and losses recognised during the year. 

Comparative figures for the previous year by fund type are shown in Note 9 on page 19. 

The notes on pages 14 to 20 form part of these financial statements. 



- 12 - 




## **Eco Drama** 

## **Statement of Financial Position ( including Balance Sheet )** 

## **As at 31 March 2026** 

|**Note**<br>**Fixed Assets**<br>Tangible assets<br>**4**<br>**Current Assets**<br>Debtors<br>**5**<br>Cash at bank and in hand<br>**Creditors:**<br>Amounts falling due within one year<br>**6**<br>**Net Current Assets**<br>**Total Net Assets**<br>**Funds:**<br>**Unrestricted funds:**<br>General fund<br>**7**<br>Designated fixed asset fund<br>**7**<br>Designated Future Activities fund<br>**7**<br>**Restricted funds**<br>**7**<br>**Total Funds**|**2026**<br>**£**<br>**31,040**<br>**29,504**<br>**198,793**<br>**228,297**<br>**8,691**<br>**219,606**<br>**250,646**<br>**207,645**<br>**31,040**<br>**-**<br>**11,961**<br>**250,646**|**2025**<br>**£**<br>33,614<br>36,226<br>200,285<br>236,511<br>4,753<br>231,758<br>265,372<br>163,714<br>33,614<br>48,313<br>19,731<br>265,372|
|---|---|---|



For the year ended 31 March 2026 the company was entitled to exemption from an audit under sections 475 and 477 of the Companies Act 2006 ("the Act") relating to small companies. 


The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Act. 

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. 

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

## **Approved by the Board and authorised for issue** 

## **Signed:** 

**Name:   Erika Anderson** 

## **Director** 

**Date:** 

The notes on pages 14 to 20 form part of these financial statements. 

- 13 - 




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## **Eco Drama** 

## **Notes to the Financial Statements for the Year Ended 31 March 2026** 

## **1. Accounting Policies** 

## _**Basis of Accounting**_ 

The financial statements have been prepared on the historical cost basis and in accordance with the requirements of: 

- the Companies Act 2006 

- Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued in October 2019 (Charities SORP (FRS102)); and 

- the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102), with the exception that the requirements of FRS102 with regard to disclosure of comparative figures have not been followed in full. Comparative figures are not analysed between fund type in notes 2 (Grants) or 3 (Expenditure), as it is the view of the trustees that to do so would be unwieldy and would not add to the users' understanding of the accounts. The analysis between fund type for the total comparative figure for each note is available in Note 9. 

The charity constitutes a public benefit entity as defined by FRS102. 

The Trustees consider that there are no material uncertainties about the ability of the charity to continue as a going concern for the foreseeable future. As reported in the Trustees' Annual Report, the trustees have decided to move towards the closure of the charity in late 2027. In the meantime, the charity has available funds to continue operating and providing public benefit. Accordingly, the accounts have been prepared on a going concern basis. 

## _**Income**_ 

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably. Income received by way of grants and donations is included in full in the Statement of Financial Activities when receivable. Where entitlement is conditional on the delivery of a specific performance by the charity, grants are recognised when the charity earns the right to consideration by its performance. Grants and donations are allocated between charitable activities depending on the terms of each individual grant. Where a grant or donation is given for a specific purpose, it is included in restricted income and any unexpended portion is carried forward as a restricted fund. 

## _**Expenditure**_ 


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Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis. The charity has opted not to report on the activity basis.  Expenditure is instead reported by cost type. 

Commitments paid in respect of operating leases are recognised on a straight line basis over the lease term. 

## _**Tangible Fixed Assets and Depreciation**_ 

Tangible fixed assets are capitalised and are stated at cost less accumulated depreciation, which is provided to write off the cost of the assets to their residual value over their estimated useful lives, as follows: 

Furniture & fittings 5 years straight line Equipment 3 to 5 years straight line Motor vehicles 10 years straight line 

## _**Other Basic Financial Instruments**_ 

The charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. 

- 14 - 



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 

## **1. Accounting Policies (continued)** 

## _**Leases**_ 

Rentals under operating leases are charged on a straight-line basis over the lease term. 

## _**Taxation**_ 

The company is recognised as a charity for the purposes of applicable taxation legislation and is therefore not subject to taxation on its charitable activities. No charge to corporation tax arose during the year. The charity is not registered for VAT and accordingly any irrecoverable VAT incurred is included within the item of expenses to which it relates. 

## _**Pensions**_ 

The charity makes pension contributions to the National Employer Savings Trust (NEST) for its employees. Contributions are charged to expenditure as they become payable. 

## _**Funds**_ 

Funds are classified as either restricted funds or unrestricted funds, defined as follows: 

_**Restricted funds**_ are funds subject to specific requirements as to their use which may be declared by the donor or with their authority or created through legal processes, but still within the wider objects of the charity. 

_**Unrestricted funds**_ are expendable at the discretion of the trustees in furtherance of the objects of the charity. If parts of the unrestricted funds are earmarked at the discretion of the trustees for a particular purpose, they are designated as a separate fund. This designation has an administrative purpose only and does not legally restrict the trustees’ discretion to apply the fund. 

## **2. Grants** 

||||||
|---|---|---|---|---|
|**Grants**|**Unrestricted **|**Restricted**|**Total**|**Total**|
||**Funds**|**Funds**|**2026**|**2025**|
||**£**|**£**|**£**|**£**|
|Glasgow Communities & Place Fund|-|80,059|**80,059**|100,038|
|Impact Funding Partners VSF|-|5,994|**5,994**|-|
|Hugh Fraser Foundation_for OTP_|-|5,000|**5,000**|4,000|
|Glasgow Life Arts Development Scheme|-|4,698|**4,698**|-|
|_for Pollok Orchard_|||||
|Conundrum Charitable Trust_for OTP_|-|4,000|**4,000**|-|
|Merchants House of Glasgow_for OTP_|-|3,000|**3,000**|-|
|Glasgow Community Food Network_for Pollok Orchard_|-|3,000|**3,000**|-|
|Trades House Common Weal Fund_for OTP_|-|1,550|**1,550**|-|
|Co-operative_for Pollok Orchard_|-|1,247|**1,247**|-|
|Kilpatrick Fraser_for equipment_|-|604|**604**|-|
|JTH Charitable Trust|500|-|**500**|-|
|Harbinson Trust|500|-|**500**|-|
|People's Postcode Lottery|-|-|**-**|20,500|
|Awards for All_for Pollok Orchard_|-|-|**-**|19,850|
|Garfield Weston|-|-|**-**|15,000|
|Prior year grants < £10,000|-|-|**-**|31,701|
|**Total grants**|1,000|109,152|**110,152**|191,089|
|- 15 -|||||





|**Eco Drama**<br>**Notes to the Financial Statements (continued)**<br>**3. Expenditure**<br>**Unrestricted **<br>**Funds**<br>**£**<br>_Fundraising consultancy_<br>420<br>_Staff costs, training & expenses:_<br>Staff costs<br>59,041<br>Sessional staff<br>280<br>Staff expenses & training<br>60<br>59,381<br>_Project costs_<br>Production costs<br>12<br>Travel, accommodation & subsistence<br>339<br>351<br>_Occupancy costs_<br>629<br>_Marketing & publicity costs_<br>641<br>_Office running & administration costs:_<br>Stationery, post, telephones & IT costs<br>329<br>Insurance<br>2,692<br>Other expenditure<br>528<br>3,549<br>_Accountancy_<br>488<br>_Depreciation_<br>3,178<br>**Total expenditure**<br>68,637<br>_Expenditure includes:_<br>Independent examiner's remuneration<br>Operating lease payments<br>Employer's pension contributions<br>**_Analysis of Staff costs_**<br>Salaries of directly employed staff<br>Employer's National Insurance costs<br>Pension costs<br>Governance costs amounted to £925 (2025: £900).|**Restricted**<br>**Funds**<br>**£**<br>-<br>62,010<br>39,080<br>140<br>101,230<br>4,846<br>2,860<br>7,706<br>4,406<br>511<br>884<br>836<br>256<br>1,976<br>689<br>-<br>116,518|**Total**<br>**2026**<br>**£**<br>**420**<br>**121,051**<br>**39,360**<br>**200**<br>**160,611**<br>**4,858**<br>**3,199**<br>**8,057**<br>**5,035**<br>**1,152**<br>**1,213**<br>**3,528**<br>**784**<br>**5,525**<br>**1,177**<br>**3,178**<br>**185,155**<br>**£**<br>**925**<br>**4,277**<br>**2,325**<br>**£**<br>**106,014**<br>**12,712**<br>**2,325**<br>**121,051**|
|---|---|---|



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 

The average number of staff employed directly during the year, on a headcount basis, was 4 (2025: 4). 

No remuneration or expenses were paid to any trustees. 

The total amount of employee benefits, including employer pension contributions, paid in respect of key management personnel was £55,182 (2025: £46,879). No employee had emoluments of more than £60,000 in the current or previous year. 

- 16 - 



|**Eco Drama**<br>**Notes to the Financial Statements (continued)**<br>**4. Tangible Fixed Assets**<br>_Cost_<br>At 1 April 2025<br>Additions<br>Disposals<br>At 31 March 2026<br>_Depreciation_<br>At 1 April 2025<br>Charge for the year<br>On disposals<br>At 31 March 2026<br>_Net Book Value_<br>**At 31 March 2026**<br>At 31 March 2025<br>**5. Debtors**<br>_Amounts due within one year:_<br>Trade debtors<br>Accrued income<br>Prepayments<br>**6. Creditors**<br>_Amounts falling due within one year:_<br>Trade creditors<br>Deferred income<br>Tax & social security<br>Accruals and other creditors|**Equipment **<br>**£**<br>4,024<br>604<br>-<br>4,628<br>3,815<br>410<br>-<br>4,225<br>**403**<br>209|**Furniture &**<br>**fittings**<br>**£**<br>5,210<br>-<br>-<br>5,210<br>4,114<br>289<br>-<br>4,403<br>**807**<br>1,096|**Motor**<br>**vehicles**<br>**£**<br>48,276<br>-<br>(13,488)<br>34,788<br>15,967<br>2,479<br>(13,488)<br>4,958<br>**29,830**<br>32,309<br>**2026**<br>**£**<br>**18,195**<br>**8,917**<br>**2,392**<br>**29,504**<br>**£**<br>**321**<br>**3,809**<br>**294**<br>**4,267**<br>**8,691**|
|---|---|---|---|



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 

Deferred income above comprises the fee income received in advance for work to be carried out in the subsequent financial year. All income deferred in the previous year was released to income in the current year. 

## _Operating Lease Commitment_ 

At the balance sheet date, the charity had future minimum payments under non-cancellable operating leases for premises as follows: 

Payable in less than one year 


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- 17 - 



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 

|**7. Movement in Funds**<br>**At**<br>**01/04/25**<br>**Restricted funds:**<br>**Note**<br>**£**<br>Impact Funding Partners VSF<br>(a)<br>-<br>Glasgow Communities Fund<br>(b)<br>-<br>Kilpatrick Fraser<br>(c)<br>-<br>Pollok Orchard<br>(d)<br>19,731<br>OTP<br>(e)<br>-<br>**Total restricted funds**<br>19,731<br>**Unrestricted funds:**<br>Designated fixed asset fund<br>(f)<br>33,614<br>Designated Future Activities fund<br>(g)<br>48,313<br>General fund<br>163,714<br>**Total unrestricted funds**<br>245,641<br>**Total funds**<br>265,372|**Income**<br>**Expenditure **<br>**£**<br>**£**<br>5,994<br>(5,994)<br>80,059<br>(80,059)<br>604<br>-<br>9,145<br>(16,915)<br>13,550<br>(13,550)<br>109,352<br>(116,518)<br>-<br>(3,178)<br>-<br>57,677<br>(65,459)<br>57,677<br>(68,637)<br>167,029<br>(185,155)<br>**Movement in Funds**|**Gains &**<br> **Transfers**<br>**£**<br>-<br>-<br>(604)<br>-<br>-<br>(604)<br>604<br>(48,313)<br>51,713<br>4,004<br>3,400|**At**<br>**31/03/26**<br>**£**<br>**-**<br>**-**<br>**-**<br>**11,961**<br>**-**<br>**11,961**<br>**31,040**<br>**-**<br>**207,645**<br>**238,685**<br>**250,646**|
|---|---|---|---|



## **Notes:** 

## _**Purposes of Restricted Funds:**_ 

- (a) Impact Funding Partners awarded a grant from the Volunteering Support Fund for £19,984, to deliver a year-round programme of environmental, creative and community-led activity, including monthly volunteer sessions. The funding period runs from 01/11/2025 to 31/03/27. The funding carried forward will be spent in the 2026-27 financial year. 

- (b) The Glasgow Communities and Place Fund awarded a grant covering 2025-26 for community empowerment work.  The fund was spent in full during the year. 

- (c) Kilpatrick Fraser provided funding towards the cost of equipment. The grant was spent in full during the year, with the funding transferred to the fixed assets fund. 

- (d) Funding for the Pollok Grows Together project was received from the Glasgow Communities & Place Fund, Glasgow Community Food Network, Glasgow Life Arts Development Scheme, Co-op Community Fund, Wheatley Donation, Volunteering Support Fund and Awards for All. The fund was spent in full during the year, except for Awards for All which is a multi-year grant. The balance carried forward will be spent in 2026-27 on Pollok Grows Together. 


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- (e) Funding for the Out to Play project was received from Hugh Fraser Foundation, Conundrum Charitable Trust, Merchants House for Glasgow and Trades House Commonweal Fund. The fund was spent in full during the year. 

## _**Purposes of Designated Funds:**_ 

- (f) Designated fixed asset fund: This corresponds to the net book value of fixed assets. Annual depreciation is charged to this fund and the cost of any fixed assets purchased is transferred into the fund. 

- (g) Designated Future Activities fund: The Trustees have released the Designated Future Activities Fund into the charity's General Fund to fulfil the activities as outlined in the Trustees' Annual Report. The Designated Future Activities Fund balance has therefore been adjusted to £nil at year end by way of a transfer to the General Fund. 

- 18 - 



|**Eco Drama**|||||
|---|---|---|---|---|
|**Notes to the Financial Statements (continued)**|||||
|**8. Analysis of Net Assets between Funds**|**Unrestricted Funds**||**Restricted**|**Total**|
||**General**|**Designated**|**Funds**|**Funds**|
||**£**|**£**|**£**|**£**|
|Tangible fixed assets|-|31,040|-|**31,040**|
|Debtors|29,504|-|-|**29,504**|
|Cash on deposit, at bank & in hand|186,832|-|11,961|**198,793**|
|Creditors due within one year|(8,691)|-|-|**(8,691)**|
|**Net assets at 31 March 2026**|207,645|31,040|11,961|**250,646**|
|**9. Statement of Financial Activities - Prior Year**||**Unrestricted **|**Restricted**|**Total**|
|**Income from:**||**Funds**<br>**£**|**Funds**<br>**£**|**2025**<br>**£**|
|**_Donations_**|||||
|Grants||42,650|148,439|191,089|
|Donations||5,626|-|5,626|
|**_Charitable activities_**|||||
|Fee income||35,711|-|35,711|
|Sponsorship||1,000|-|1,000|
|**_Investments_**|||||
|Bank interest||2,429|-|2,429|
|**Total income**||87,416|148,439|235,855|
|**Expenditure on:**|||||
|Fundraising consultancy||-|-|-|
|Staff costs, training & expenses||42,162|103,947|146,109|
|Project costs||5,807|23,611|29,418|
|Occupancy costs||1,739|3,176|4,915|
|Marketing & publicity costs||-|452|452|
|Office running & administration costs||1,311|3,921|5,232|
|Accountancy||1,124|154|1,278|
|Depreciation||2,978|-|2,978|
|**Total expenditure**||55,121|135,261|190,382|
|**Net income / (expenditure)**||32,295|13,178|45,473|
|**Transfers between funds**||1,135|(1,135)|-|
|**Net movement in funds**||33,430|12,043|45,473|
|**Reconciliation of funds:**|||||
|Funds brought forward||212,211|7,688|219,899|
|**Funds carried forward**||245,641|19,731|265,372|
|- 19 -|||||



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 



## **Eco Drama** 

## **Notes to the Financial Statements (continued)** 

|**10. Movement in Funds - Prior Year**<br>**Restricted funds:**<br>Orchard Project<br>(a)<br>Glasgow Communities Fund<br>Kilpatrick Fraser<br>Pollok Orchard<br>Endrick Trust<br>(b)<br>OTP<br>Forgotten Orchard<br>(c)<br>**Total restricted funds**<br>**Unrestricted funds:**<br>Designated fixed asset fund<br>Designated Future Activities fund<br>General fund<br>**Total unrestricted funds**<br>**Total funds**|**At**<br>**01/04/24**<br>**£**<br>1,500<br>3,188<br>-<br>-<br>3,000<br>-<br>-<br>7,688<br>669<br>81,500<br>130,042<br>212,211<br>219,899|**Income**<br>**Expenditure **<br>**£**<br>**£**<br>-<br>(1,500)<br>100,038<br>(103,226)<br>1,135<br>-<br>28,208<br>(8,477)<br>-<br>(3,000)<br>6,970<br>(6,970)<br>12,088<br>(12,088)<br>148,439<br>(135,261)<br>-<br>(2,978)<br>-<br>87,416<br>(52,143)<br>87,416<br>(55,121)<br>235,855<br>(190,382)<br>**Movement in Funds**|**Transfers**<br>**£**<br>-<br>-<br>(1,135)<br>-<br>-<br>-<br>-<br>(1,135)<br>35,923<br>(33,187)<br>(1,601)<br>1,135<br>-|**At**<br>**31/03/25**<br>**£**<br>**-**<br>**-**<br>**-**<br>**19,731**<br>**-**<br>**-**<br>**-**<br>**19,731**<br>**33,614**<br>**48,313**<br>**163,714**<br>**245,641**<br>**265,372**|
|---|---|---|---|---|



_Notes on funds - prior year:_ 

- (a) The Orchard Project fund arose from a grant during an earlier year from the Maple Trust to work on the development of orchards in the Pollok area of Glasgow.  This grant was spent in full in 2024-25. 

- (b) The Endrick Trust awarded a grant in the prior year for the Pollok Grows Together project. The grant has been spent in full. 

- (c) The Forgotten Orchard project arose from funding from Aberdeen City Council and the Hugh Fraser Foundation.  The fund was spent in full during the year. 

## **11. Analysis of Net Assets between Funds - Prior Year** 

|**Analysis of Net Assets between Funds**|**- Prior Year**||
|---|---|---|
|Tangible fixed assets||**Unrestricted Funds**<br>**Restricted**<br>**Total**<br>**General**<br>**Designated**<br>**Funds**<br>**Funds**<br>**£**<br>**£**<br>**£**<br>**£**<br>-<br>33,614<br>-<br>**33,614**|
|Debtors||36,226<br>-<br>-<br>**36,226**|
|Cash on deposit, at bank & in hand||132,241<br>48,313<br>19,731<br>**200,285**|
|Creditors due within one year||(4,753)<br>-<br>-<br>**(4,753)**|
|**Net assets at 31 March 2025**||163,714<br>81,927<br>19,731<br>**265,372**|
||- 20 -||