**Charity registration number SC048825 (Scotland)**
## **SHRUB COOPERATIVE**
# **ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS**
**FOR THE YEAR ENDED 31 MARCH 2025**
## **SHRUB COOPERATIVE**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
**Trustees Charity number** SC048825 **Registered office** 13 Guthrie Street Edinburgh EH1 1JG **Independent examiner** 42/12 Dalkeith Road Edinburgh EH16 5BS **Bankers** Co-operative Bank PO Box 101 1 Balloon Street Manchester M60 4EP **Accounts prepared by**
## **SHRUB COOPERATIVE**
## **CONTENTS**
|**Charity Overview**|**1**|
|---|---|
|**Annual Report**|**3**|
|**Our Governance and Management**|**21**|
|**Financial Review**|**25**|
|**INDEPENDENT EXAMINER'S REPORT**|**27**|
|**STATEMENT OF FINANCIAL ACTIVITIES**|**28**|
|**BALANCE SHEET**|**29**|
|**NOTES TO THE FINANCIAL STATEMENTS**|**30**|
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Charity Overview**
## **Our Charitable Objectives**
1. The advancement of environmental protection and improvement by contributing to a zero waste community in Edinburgh. In particular, providing year round re-use, up-cycling and redistribution of household items discarded by the transient populations
2. Advancement of education by providing training and skill-sharing in all functions of the enterprise.
3. The advancement of citizenship and community development through active participation in a manner which promotes equality and diversity, and is consistent with principles defined in the International Cooperative Alliance Statement of Cooperative Identity.
## **Our Purpose**
- To provide a welcoming space for rethinking our relationship to waste, reducing consumption and developing effective use of resources
- To support community empowerment in Edinburgh, learning and sharing skills to make a practical difference to the world we share
- To deliver innovative waste prevention, creative reuse and repair practices in a living laboratory of Circular Economy.
## **Our Values**
- We value inclusivity and work with others to provide a welcoming community for all
- We act with integrity and strive to be sustainable in everything we do
- We live by cooperative values of self-help, self-responsibility, democracy, equality, equity, and solidarity.
## **The International Cooperative Principles**
1. Voluntary and Open Membership
2. Democratic Member Control
3. Member Economic Participation
4. Autonomy and Independence
5. Education, Training and Information
6. Cooperation among Cooperatives
7. Concern for Community
1
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Open Membership**
Anyone over 16 can join SHRUB Coop as a Supporting Member or a Volunteer Member. For Supporting Members, the annual contribution paid is based on their own estimate of income. Volunteer Members are formally inducted and log volunteer hours to keep their Membership.
## **Working Groups**
To deliver our vision of _**A World Without Waste**_ we operated a network of working groups of volunteers, usually led by a staff member, which all contribute in different ways to our activities and allow members and interested citizens to engage with SHRUB Cooperative in ways that suit their interests:
##
##
- **Swapshop:** aiding the community in reducing its household waste and engaging in the circular economy.
- **Food Sharing** : reduces waste and associated carbon emissions in our food supply chain and alleviates food poverty in a dignified way.
- **Cafe** : providing a welcoming space for all the community and community events
## **Wee Spoke Hub**
- Promoting environmental responsibility through Active Travel; presenting DIY workshops for the public to fix their own bikes, with assistance from volunteers, backed up by trained mechanics; volunteer training. The key target groups are people who experience barriers to cycling.
## **Workshops & Events**
- Organising events and upcycling workshops to educate the community about sustainable living, including Sewing & Mending group.
## **Core groups**
- **Communications** : promoting the co-op’s activities and keeping members informed about what’s happening through social media, newsletters and website content
- **Finance & Enterprise** : overseeing general administration, financial planning and enterprise development. The group includes Monitoring and Evaluation, Finance, and Funding subgroups
- **Welfare** : ensuring the wellbeing of members; if members are experiencing any problems within the community, they can get in touch with us
- **Human Resources** : ensuring the wellbeing of our staff with feedback, support and structure
- **Governance & Policy:** supporting SHRUB’s decision making and its legal obligations.
2
**TRUSTEES’ REPORT**
**FOR THE YEAR ENDED 31 MARCH 2025**
## **SHRUB COOPERATIVE**
## **Annual Report**
## **Trustee Summary**
This year has been one of the most difficult and transformative in SHRUB’s recent history. While these accounts formally cover the period ending on 31 March 2025, it is impossible to overlook the events that followed soon after, in May 2025, when the charity was forced to close its Zero Waste Hub at Bread Street and bring a number of long-running projects to an end. The months leading up to these closures were marked by intense effort, dedication, and care from staff, trustees and volunteers, all working to sustain our community and mission through an increasingly uncertain environment.
From April 2024 to March 2025, SHRUB continued to operate a full programme of activities through its working groups and community spaces, supported by 182 volunteers who collectively contributed almost 7,700 hours. Across this period, we delivered 270 events engaging over 2,970 participants. The programmes included workshops, clothes swaps, creative writing and repair sessions, as well as community-led events such as Sapphic Sounds, the foraging cycle, and the Gender Affirming Clothes Swap. These activities not only promoted environmental awareness and skill-sharing but also strengthened community resilience and wellbeing during a time of social and economic difficulty.
Volunteers remained the heart of SHRUB’s achievements this year. Through their time, creativity and generosity, they continued to deliver our core operations and shape our future direction. The “Humans of SHRUB” series of profiles on our newsletter captured the real difference our work makes: people finding belonging, confidence and new skills in a supportive environment. Collaboration with local organisations- from Fresh Start and The Equality Network to the Crannie and the Welcoming Association - ensured that the benefits of our work extended well beyond our own membership, contributing to Edinburgh’s wider circular economy and social networks.
However, the year was not without serious challenges. The overall funding environment for small charities and community organisations has become increasingly difficult, with many long-term funders reducing or redirecting support and core costs rising sharply due to inflation and the cost of living crisis. Over the past two years, the National Lottery Community-Led Programme had funded almost half of the costs associated with running the Zero Waste Hub. From March 2025 onward, that funding came to an end, and no further grants were secured to cover these core activities. This means that, to continue operating at previous levels of operation, SHRUB would have needed to generate roughly double its previous income simply to sustain its basic operating costs. Despite the tireless efforts of our Funding Working Group, we were unable to secure continuation funding during the year, and this has forced the charity to confront the limits of what can be maintained without external support.
Recognising these realities, the trustees, staff, and members undertook extensive consultation and planning to manage the transition responsibly. Through the revival of the Governance and Policy Working Group, weekly meetings were held from November 2024 onwards to review governance and plan for a post-funding future. These efforts culminated in an Extraordinary General Meeting in February 2025, where members voted to establish a number of “Working Shoots” - new volunteer-led groups designed to explore sustainable ways forward. The process demonstrated both the scale of community commitment and the belief that SHRUB’s identity and value are rooted not in any one physical space, but in the people and relationships that sustain it.
Following the consultation and an extensive process of analysing a number of scenarios, supported by the community of volunteers’ considerable efforts, the Trustees came to the conclusion that the only way to continue operations for the charity would be to wind down the Zero Waste Hub. Staff were
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
notified of the risk of redundancy, and eventually the majority of staff left the charity to coincide with the Zero Waste Hub closure in May 2025.
Despite these events, SHRUB continues to operate through three active projects: the Wee Spoke Hub at Guthrie Street, the Food Sharing project based at the Meadows Pavilion, and the Sewing and Mending Group, which continues independently through shared community venues. Each of these projects carries forward the organisation’s founding values of reuse, repair, education and collective action. They remain touchstones for SHRUB’s next chapter - proof that even through contraction and loss, our community continues to adapt and grow.
The past year has tested SHRUB more than any since its founding. Yet through those challenges, the cooperative has rediscovered its core purpose and reaffirmed its commitment to creating a community-led circular economy in Edinburgh. The achievements of the year, measured not only in carbon saved or items reused but in the resilience of our people and networks, demonstrate that even in difficult times, meaningful impact endures. The coming year will demand creativity and persistence, but the spirit of SHRUB - its members, volunteers and community partners - remains strong and determined to rebuild from solid roots.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Our Community in Data**
||Profit|Profit|Planet|Planet|Planet|Planet|People|People|People|People|
|---|---|---|---|---|---|---|---|---|---|---|
||UNR Surplus /
(Deficit)||Stuff Saved (t)||Total Carbon
Saved (tCO2e)||Volunteer hours||Education
(attendees)||
||FY25|FY24|FY25|FY24|FY25|FY24|FY25|FY24|FY25|FY24|
|**Zero Waste Hub**|||||||||||
|Swapshop|**£17,126**|**£22,761**|**5.5**|**4.9**|**74.2**|**66.2**|**2,559.2**|**2,126**|**8,693.0**|**8,501**|
|Food sharing|**£12,244**|**£12,843**|**32.3**|**29.4**|**120.8**|**111.0**|**1,732.5**|**1,891**|**16,540.0**|**13,535**|
|Zero waste
products|**(£89)**|**(£11)**|**0.0**|**0.0**|**0.1**|**0.3**|**27.0**|**0**|**363.0**|**211**|
|Cafe|**£6,365**|**£8,412**|**0.0**|**0.0**|**0.0**|**0.0**|**1,012.3**|**1,367**|**6,967.0**|**4,899**|
|22BS|**(£42,652)**|**(£27,367)**|**0.0**|**0.0**|**0.0**|**0.0**|**128.5**|**0**|**2,051.0**|**2,339**|
|Workshops and
Events|**£364**|**£2,629**|**0.0**|**0.0**|**0.0**|**0.0**|**504.0**|**1,125**|**2,971.0**|**3,523**|
|_ZWH Total_|**_(£6,643)_**|**_£19,289_**|**_37.8_**|**_34.3_**|**_195.1_**|**_177.5_**|**_5,963.5_**|**_6,508_**|**_37,585_**|**_33,008_**|
||||||||||||
|**Wee Spoke Hub**|||||||||||
|Wee Spoke Hub|**(£233)**|**£2,907**|**0.0**|**0.0**|**0.0**|**0.0**|**1,143.0**|**262**|**975**|**319**|
|13GS|**(£7,876)**|**£2,034**|**0.0**|**0.0**|**0.0**|**0.0**|**0.0**|**0**|**0**|**0**|
|_WSH total_|**_(£8,109)_**|**_£4,940_**|**_0.0_**|**_0.0_**|**_0.0_**|**_0.0_**|**_1,143.0_**|**_262_**|**_975_**|**_319_**|
||||||||||||
|**Core**|||||||||||
|Core/other|**(£10,415)**|**(£19,161)**|**0.0**|**0.0**|**0.0**|**0.0**|**1,348.5**|**1,199**|**4,832**|**27,520**|
||||||||||||
|**Grand Total**|**(£25,168)**|**£11,002**|**38**|**34**|**195**|**178**|**8,455**|**7,969**|**43,392**|**60,847**|
|**UNR Cur**
**assets**|**£30,847**|**£55,656**|||||||||
**Note** : FY24 Core/Other includes a correction to figures stated in the 2024 Annual Report. This was stated as (£13,227) compared to (£19,161) this year resulting in a (£5,068) difference in the value reported.
Our data collection continues to provide a useful picture of SHRUB’s social, environmental and financial impact, though it is important to note that this data remains underreported. Volunteer hours and tonnes of carbon emissions saved are not always logged consistently. As such, the figures below should be understood as a partial representation of activity rather than a complete account of our impact.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT FOR THE YEAR ENDED 31 MARCH 2025**
In FY2025, SHRUB logged over 43,000 attendees across events on all its projects, including attendance at events, workshops, the cafe and hubs. Volunteer involvement remained significant, with over 7,700 volunteer hours recorded across the organisation, despite ongoing pressures on capacity and the disruption caused by the lead-up to the closure of Bread Street.
Environmental impact remained concentrated in projects with clear reuse and redistribution models. The Swapshop and Food Sharing Hub together accounted for the vast majority of recorded carbon diversion, with a combined total of approximately 195 tonnes of CO₂e saved during the year. Food Sharing continued to be the single largest contributor to carbon savings, reflecting both the scale of food redistribution and continued community demand.
Volunteer hours recorded in FY2025 are higher than the previous year, despite a period of reduced activity leading up to the closure of the Zero Waste Hub at Bread Street. As in prior years, these figures are still known to be underreported, as for example some informal or one-off volunteer contributions are not consistently captured across projects. The increase in recorded hours demonstrates the strength and commitment of SHRUB’s volunteer base: even as activity scaled down in the lead-up to closure, projects remained active and supported by dedicated volunteers through to the end of the year. Volunteer involvement continued to play a vital role in sustaining core services and maintaining continuity during a challenging transition period.
Financially, the FY2025 data highlights the limited financial viability of several projects when considered on a standalone basis. While some activities generated surpluses, these were modest and not sufficient to consistently cover a full share of core and building costs. Other projects operated close to break-even or at a small deficit, relying on cross-subsidy or external support to remain viable. Taken together, the data illustrates the structural challenge of sustaining multiple community-led projects within the organisation and helps to explain the pathway by which some activities were not financially sustainable in the longer term.
Looking across the organisation as a whole, FY2025 data reflects a year of transition rather than growth. The figures show continued community need and engagement, alongside the impact of shrinking physical space, reduced staffing, and limited funding. Headline numbers for FY2025 represent meaningful activity delivered under increasingly constrained conditions.
## **Looking ahead**
As SHRUB enters a period of organisational contraction, with fewer projects and more limited resources, we will reduce the volume of quantitative impact reporting in the next financial year. We will revisit which metrics are most meaningful and appropriate to tell a clear and honest story about our impact on the community, rather than attempting to capture everything.
Our focus will shift towards internally monitoring financial sustainability data, ensuring that remaining activities are viable and that the organisation can operate within its means. Where possible, we will continue to collect high-quality data on core areas of impact, but this will be balanced against staff and volunteer capacity. This approach reflects a commitment to transparency, realism and long-term sustainability.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Working Group Highlights**
## **Zero Waste Hub Projects**
The Zero Waste Hub continued to operate in FYE2025, despite funding coming to an end. Community support and engagement remained strong.
## **Swapshop**
## **FYE2025 activities**
The Swapshop was fully operational until the Bread Street closure in May 2025. From October 2024, the Swapshop was open seven days a week. Several practical changes were made to how the Swapshop was set up and run. A new layout was introduced, including changes to how bric-a-brac items were displayed, to make them easier to see and access. The pricing list was also updated during this period, with the intention of increasing income from Swapshop sales.
The Swapshop continued to receive a very high volume of donations throughout FY2025. While this reflected strong community support, it also created challenges in keeping on top of sorting and pricing. Additional callouts were made for pricing volunteers to help manage the volume of incoming items, and the Swapshop had to pause accepting donations several times towards the end of 2024 to prevent stock building up beyond what could be managed. £1 clearance events continued through the year as a way to reduce excess stock and keep items moving.
At the start of 2025, the Swapshop had to pause its tokens-for-donation system due to a pointed query from HMRC related to an historic VAT claim. This was a significant change to how the Swapshop worked, as the system had previously allowed people donating items to receive tokens to spend in the shop, based on the value of their donation. The tokens system did not restart before the Swapshop closed.
Despite these challenges and changes, the Swapshop remained active until its closure, continuing to support reuse and provide a welcoming space for the community during its final months of operation.
Early in 2025, it became clear that the Bread Street operation could not be sustained financially, not without significant structural changes. The Zero Waste Hub continued operations until 19 May 2025, with assets sold or redistributed to the Working Shoots and third parties. A significant clean-up effort by trustees, selected volunteers, and staff (including those from Wee Spoke Hub) ensured that the premises were spotless when handed over on 30 June 2025.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Food Sharing Hub**
## **FYE2025 activities**
The Food Sharing Hub operated from the Zero Waste Hub, collecting surplus food from supermarkets around the area and offering it to the public on a donation basis. The project operated in collaboration with volunteers from the Cargo Bike Movement, who would collect the food and deliver it to ZWH, and SHRUB staff and volunteers would be responsible for sorting between what could be sold, used in the cafe, and what should be redistributed. In the year ending 2025 Food Sharing saved 32.2 tonnes of food, equivalent to 120.8 tonnes of carbon - a 9.5% increase on the previous year.
There were 16,540 visits recorded, equating to approximately 318 people per week, with each user receiving an average of 1.95 kg of food (around 4 meals per visit). This is the highest volume of food and visits ever recorded, with one in five users visiting the Food Sharing Hub unable to afford a donation for the food they received. This highlights the project’s vital role in supporting people in Edinburgh who are experiencing financial hardship but are not eligible for social benefits or traditional food bank support. Survey data collected during the same period shows that the majority of these users fall into four key beneficiary groups: pensioners whose purchasing power has been significantly reduced by inflation and the cost-of-living crisis; international students and migrants with limited financial resources and visa-imposed work restrictions; and adults unable to work due to long-term disabilities.
The project continued to actively redistribute surplus food to a range of community partners, including The Pavilion Cafe, Coorie-In Cafe, The Welcoming, The Bothy, and several local homeless hostels. However, as internal capacity reduced over the course of the year, the number of partner organisations the project was able to support also reduced.
## **YTD2026 activities**
At the start of FY2026, as the Zero Waste Hub prepared to close at Bread Street, the project relocated operations to The Pavilion Café on the Meadows, including the existing fridge freezers. With the winding down of the Cargo Bike Movement charity, SHRUB volunteers took over the collection portion of the operation. We are currently collecting surplus food from multiple supermarkets every weekday using a combination of cargo bikes and cars. Food is sorted into chilled, frozen, and ambient storage before being redistributed to the public from 10am each morning, with donation income shared with The Pavilion Café.
While the move enabled continued food rescue, the year has also brought operational challenges, including capacity constraints and coordination pressures. The project has strengthened its internal structure through the establishment of a steering group, and a cargo bike working group responsible for maintenance and volunteer training. There are currently 27 active volunteers without whom the project would be unable to run.
## **Planning ahead**
With a steering group now formed, the project aims to strengthen its decision-making and long-term planning to achieve the stability it needs.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Cafe**
## **FYE2025 activities**
During FY2025, the cafe continued to operate as a welcoming community space while developing its food offer. A new soup and sandwich menu was introduced alongside the existing café menu of pies, soup, cakes and salads, allowing the cafe to better meet customer demand and make use of ingredients from the Food Sharing Hub.
The freelance chef role continued, enabling food service to be delivered without drawing on core staff capacity. However, limited cheffing time meant the cafe was not always able to maintain a full regular menu across the week, with reduced availability on some days and no soup service on Sundays.
Food waste reduction remained integral to café operations, with surplus food either distributed to customers or shared through the Food Sharing Hub. A large number of cafe & kitchen volunteers were trained during the year, although the roles continued to experience high turnover, requiring ongoing recruitment and training. Over the year the Cafe created a surplus of £3,723 to go towards building costs and core costs.
Despite these constraints, the cafe remained operational for as long as possible, continuing to serve the community until close to the closure of the Bread Street site.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Workshops and Events**
## **FYE2025 activities**
This year we ran 278 events with approximately 2970 attendees. This is an increase on the total number of events over the previous financial year, but a decrease in attendees.
Our regular events throughout the year included Yoga sessions, Board Game evenings, writing groups, and Repair What You Wear workshops, run by our Sewing and Mending group (reported separately).
During the year, we engaged with the broader Edinburgh community beyond the ZWH by participating in the Meadows Festival, Canal Festival, and Climate Festival, and became a venue for the Free Fringe, with a full week of events. It is important to note that National Lottery funding concluded at the beginning of March and as a result, increasing attention was given to managing the planned closure of the Zero Waste Hub.
## **YTD2026 activities**
Following the end of the financial year, activity was primarily focused on supporting the responsible closure of the Zero Waste Hub and engaging the community during this transition period. A series of final events and sales were organised to redistribute resources and celebrate the space and its impact. These included the closure of Swapshop donations on 20th April, a book sale on 24th April, a fabric sale on 29th April, and a shoe sale on 6th May. Community weekend events were held on 10 and 11 May, culminating in the final day of Zero Waste Hub operations on 19th May 2025. The organisation fully vacated the premises by 30th June 2025.
Following the closure of the Zero Waste Hub, the organisation transitioned to delivering workshops and events across alternative venues and partner spaces. Despite the loss of a permanent base, community-led activity has continued, supported by strong partnerships and volunteer commitment.
As detailed further in the next section, the Sewing and Mending Working Shoot undertook considerable work to continue sewing sessions and outreach events in alternative locations, ensuring ongoing access to these highly valued activities.
The Food Sharing Working Shoot organised two community cookouts in partnership with the Pavilion Café at the Meadows.
Edinburgh Student Housing Co-op has been an invaluable partner during the transition period, hosting Sewing and Mending workshop throughout the summer months, SHRUB’s Halloween Karaoke Party, the Annual General Meeting on Sunday 30 November, and Sapphic Sounds (a women-, non-binary-, and queer-led open mic night that had been a community-favourite event at the Zero Waste Hub since September 2023).
## **Sewing & Mending (previously reported under workshops & events)**
## **FYE2025 activities**
During FY2025, the Sewing & Mending group delivered a consistent programme of activity from its base at Bread Street, running weekly drop-in mending sessions on Tuesdays and Sundays. Alongside these regular sessions, Street Stitchers maintained a strong outreach presence, attending monthly
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
events between April and September and supporting SHRUB stalls at a range of festivals and public events.
Over the summer, the group joined SHRUB at Canal Festival, Meadows Festival and the Edinburgh Climate Festival, as well as the SeaRising Festival in Portobello. In September, members took part in the National Library of Scotland Sustainability Fair, and in December the group delivered a wreath-making-from-scrap-tartan stall at the CodeBase festive event, generating paid income for SHRUB. The group also supported the establishment of four new mending hubs in Midlothian libraries, helping to extend access to repair skills.
## **YTD2026 activities**
During the first half of FY2026, the Sewing & Mending group continued its work in challenging circumstances following the Bread Street closure. Despite this, the group managed to run weekly or near-weekly drop-in mending sessions across multiple temporary venues while also attending a range of festivals and community events. While each of these spaces allowed the work to continue, none proved suitable as a long-term home.
Securing a stable venue for the coming year became a key priority. This was eventually achieved with securing a booking at Tollcross Community Centre until September 2026, where weekly Wednesday evening sessions now run. Since moving there, attendance has increased, with an average of around 12 people bringing items to mend per session and between three and six volunteers supporting the work.
Over the year, the Sewing & Mending group maintained a strong public presence through a wide range of outreach events and collaborations. Alongside Street Stitchers, the group hosted gazebo-based activities at Meadows Festival, the Edinburgh Climate Festival and the Edinburgh Canal Festival. Members also collectively ran stalls at the Edinburgh Book Festival (both in the Repair Shed and as part of the Schools Day programme), across three Edinburgh College campuses, at the Crannie clothes swap, the Abbeyhill Colony of Artists Festival, Shelter Morningside shop and Together in Solidarity events. In addition, the group delivered a highly successful mending workshop at the Dovecot Studios, further raising the profile of repair and skills-sharing in the city.
Alongside delivering mending support, volunteers now cover many of the administrative, communications, financial and volunteer-care tasks. For example the group has set up and manages its own Instagram account, ensuring regular weekly posts to communicate sessions, events and opportunities to get involved.
## **Planning ahead**
Looking ahead, the group’s priorities are to stabilise activity, strengthen its reputation and identity, recruit and support more volunteers, and raise funds to cover ongoing costs. A key aim is to maintain continuity by renewing the group’s residency at Tollcross Community Centre beyond September 2026, providing a stable base for weekly mending sessions. In addition, the group hopes to find a sustainable way to resume the Sunday Sewing Café, expanding opportunities for skill-sharing, community building and volunteer involvement.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Wee Spoke Hub**
## **FYE2025 activities**
From June 2024, the Wee Spoke Hub was no longer funded externally, due to reduced active travel funding available in the Scottish budget. The project relied entirely on the commercial workshop operations for its income, and managed to break even for the first time ever in September 2025. Funding from Cycling UK’s Cycle Access Fund enabled us to distribute eight refurbished bicycles (and essential accessories) to individuals with financial barriers to cycling.
Open workshops (aka Bike-DIY) sessions continued on Thursday evenings, aimed specifically at neglected demographics, such as women, LGBTQ+, and neurodiverse individuals. Training workshops continued on selected Saturdays. We were also able to introduce some volunteer-led adult cycle training, and deliver events such as chain cleaning at summer festivals.
## **YTD2026 activities**
Following the closure of the Zero Waste Hub in May 2025, the Wee Spoke Hub acquired more of the financial and staffing burden for SHRUB’s core operations. Alongside commercial workshop income, SEStran’s People & Place Community Grant Fund has supported the continuation of the Wee Spoke Hub’s non-commercial activities with site improvements and support staff capacity. The City of Edinburgh Council’s Third Sector Resilience Fund (phase 2) also enabled the project to support the training of an apprentice mechanic, as well as accounting support.
Bike-DIY workshops have expanded from the open-to-all sessions on Thursday evening. We now also run a Women and Minority Genders session on Tuesday evenings. Volunteers now receive more structured training with Wednesday evening Skillbuilder sessions. Volunteer-led Adult Cycle Training has been delivered with a mix of on-demand and pre-scheduled programmes. Training workshops continue on selected Saturdays. We have supported community events and festivals with activities such as chain cleaning.
A Cycle Buddies programme (to support people with specific journeys, such as commutes) has been developing with a mix of trials and web-based research to support the design of the programme. This is alongside the research and design of other potential future programmes. However, funding has not yet been sourced to deliver these.
## **Planning ahead**
In the coming year we will continue to investigate ways to support our environmental mission, including applying for Active Travel and other funding. We are continuously developing ideas for both streamlining operations and growing the project. Our non-profit activities have strong volunteer support, while generating decent revenue.
Our target remains to be financially independent. Our commercial operations are building a loyal customer base, and a positive reputation, as is evident from increasing personal referrals and Google reviews.
We continue to apply for grants, and are working on improving our monitoring functions. This is supported by ongoing systems work by the IT working group.
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## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Core Groups**
## **Communications**
## **FYE2025 activities**
The Communications Working Group aims to raise awareness of SHRUB’s projects and events, share learning about the circular economy, and show that environmental action can be accessible and community-led.
During FY2025, communications activity continued with limited working group capacity. The website covered both Bread Street and the Wee Spoke Hub, and SHRUB maintained a social media presence on Facebook and Instagram, with additional activity on BlueSky for Wee Spoke Hub. A newsletter detailing key updates was also issued throughout the year.
The communications work focused primarily on keeping the community informed about the Extraordinary General Meeting (EGM) and the closure of Bread Street. This included coordinating messaging across social media, the website and newsletters, and supporting clear and timely updates during a period of significant change for the organisation.
Activities and achievements in FY2025
- Held monthly Communications Working Group meetings from September 2024 to February 2025
- Created and printed a new flyer for the Zero Waste Hub
- Produced ad hoc communications materials and guidance to support the closure of Bread Street from February 2025 onwards
- Continued promotion of regular activities and events, including sewing sessions
- Supported communications for the Aviva Community Fund crowdfunder
- Created content highlighting volunteers and staff to make the SHRUB community more visible and relatable to online audiences
- Updated the website to improve search engine visibility and usability on mobile devices (with mobile users representing over 50% of total visitors in FY2025)
- Provided photography and social media coverage for events held both within SHRUB venues and externally
- Created a new “Support SHRUB” page on the website to clearly signpost ways to get involved and offer support
## **YTD2026 activities**
In the absence of a permanent base and dedicated staff, clear and consistent communication became increasingly important to support ongoing engagement and participation during the first half of the financial year. The Sewing and Mending Working Group took a leading role in this area by creating and managing their own social media channels on a voluntary basis, enabling the group to promote their events and share updates.
Additional support for communications has been provided through the Regenerative Futures Fund since August 2025, as part of wider efforts to re-engage the community through the monthly newsletter and keep members and supporters informed about the capacity-building phase and other SHRUB activities.
14
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Planning ahead**
Following the closure of Bread Street, effective communication has become more challenging due to the loss of a shared physical space where members of the public, SHRUB members, volunteers and staff from different initiatives could meet, interact informally, and stay connected. As a result, communications will play an increasingly important role in helping the SHRUB community remain informed, connected and engaged.
Over the coming period, the focus will be on maintaining regular updates across digital channels while also creating intentional opportunities for connection between remaining projects. There is a strong intention to reintroduce in-person activities where possible, as these play a vital role in strengthening relationships and improving communication across the organisation. Events that bring together the wider SHRUB community, such as a one off swap shop, will be explored as a way to support connection, shared learning and collective momentum.
15
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Welfare**
## **FYE2025 activities**
At the end of our national lottery funding, staff roles were adjusted and a new Welfare Coordinator was appointed to look after this area of work. The role supported establishing a new Safer Spaces policy, and a joint welfare and HR group was formed, to begin the work on putting together a digitised list of resources for our community to use. A new sick pay policy was also created, with input from the volunteers and staff.
Yoga sessions for volunteers continued from the previous year, with a slight increase in attendance after time was put into reminding volunteers that it existed. A series of regular Warm Welcome induction sessions became a regular fortnightly event, with 6-9 volunteers each session.
## **YTD2026 Activities**
Before the final closure of ZWH, a closing circle was organised with the Yoga teacher for the staff, where they had a chance to say goodbye to the space and their time there. Following the wind down of ZWH and staff redundancies, the Welfare Coordinator position was lost, and the working group stopped operating. Volunteer welfare and induction has been delegated to individual working groups, with serious matters escalated to the trustees. This is a temporary solution, and we are making efforts to harmonise the induction processes across projects, review our Welfare and HR policies and procedures, and re-establish a volunteer-led Working Group.
16
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Finance and Enterprise**
## **FYE2025 activities**
We worked on training regular volunteers to take over the monitoring and evaluation processes from the original placement volunteer. We submitted our first VAT-return for the period May-July 2024, and FY25 saw us updating our processes and training to meet the new needs for submitting accurate VAT returns. One unforeseen side-effect was that HMRC challenged our use of tokens, which led to us pausing, and ultimately closing, the much-loved token system.
FY25 saw a strong team of 20 volunteers, having added a software and programming role to the team to begin the long overdue process of updating our till, carbon and membership monitoring system, Murakami. We were also recruiting more frequently, from twice a year to four times a year to improve continuity of knowledge in the team, allowing experienced volunteers to train and check the work of new volunteers before they leave their roles. We also saw some progression from long term volunteers taking on co-ordinator work as well.
## **YTD FYE2026 activities**
The closing of Bread Street saw the abrupt departure of the Finance Coordinator through redundancy. The foundations laid by the Finance and Admin working group were profoundly tested, and showed themselves to be largely robust. The volunteer corps in particular proved _invaluable_ , SHRUB would not be here today without some key members. Thank you!
Tuesday meetings continued at the Wee Spoke Hub, with a core of loyal volunteers, both Finance and IT. Process documentation is constantly being improved and expanded, and is regularly updated to reflect the ongoing systems stabilisation.
Financial- and IT systems are being examined for proper fit, and some necessary changes were implemented: SHRUB Coop’s VAT deregistration was submitted effective 6 August 2025; after a feasibility assessment, the historic VAT claim (2020-2024) had to be abandoned; the long-suffering Murakami till system was replaced with SumUp, incurring no additional operating costs, and improving accuracy and reporting; our offshored (presumed) payroll bureau was replaced (as of December 2025) with local experts Ascend Payroll - this latter after some rather impactful Payroll omissions were discovered, notably the bureau’s failure to claim HMRC’s Employment Allowance.
IT-systems are also getting attention: our password management system Passbolt system was successfully upgraded; we are prototyping new systems for managing Memberships (Zeffy), as well as volunteers. The aim is to retire the aging and unreliable Murakami system.
## **Planning ahead**
The Finance and Admin role is crucial to continued feasibility of SHRUB. We will continue to scrutinise our systems, processes, and attitudes, as well as the financial feasibility of what we do. The following are being worked on in the coming months:
- Regular and timely financial reporting to trustees;
- Financial viability of all projects, individually and collectively;
- Ring-fencing funding;
- Financing of Core functions;
- Reserves policy;
- Financial literacy, and communication
17
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Fundraising**
## **FYE2025 activities**
|**Category**|**Count / Value**|**Value of funding**|
|---|---|---|
|**Expressions of Interest & applications submitted**|20|-|
|**Programmes applied for**|17|-|
|**Successful funding programmes**|5|£91,981|
|**Unsuccessful funding programmes**|12|£336,603|
## **Were there any key lessons learnt?**
With a success rate of approximately 29% (5 out of 17 applications) and only £91,981 of the total annual budget secured, we were unsuccessful in securing the much needed funding to continue operations in the same capacity in the next financial year.
Between April and November 2024, we:
- **Launched a Community Consultation Survey:** We initiated a community consultation to better understand the priorities, needs, and expectations of our stakeholders. This process was designed to engage community members in shaping SHRUB’s future direction while identifying areas where our services can have the most impact. The insights gathered were used to showcase our impact and support funding applications.
- **Launched a crowdfunding campaign:** In partnership with the Aviva Community Fund, from July 15th to August 31st, 2024, raising £14,541 to support the Food Sharing Hub project and our operational costs.
- **Created a Timeline of SHRUB:** By mapping the organisation’s history, we highlighted the impact the organisation has made since its inception and gained a better understanding of past and present financial challenges. These insights will inform future planning and decision-making.
- **Developed our Fundraising Strategy & carried out an assessment of all current projects:** The Fundraising Working Group, with support from trustees, reviewed the income and costs of each project within the Zero Waste Hub. The assessment revealed that the projects were running at a serious deficit. Without securing additional support, this position risked the loss of the Zero Waste Hub space and its projects, and ultimately placed the organisation at risk of insolvency and potential closure. These findings informed a wider community consultation and prompted an urgent support campaign to secure additional funding.
Between November 2024 and March 2025, we:
- **Received an extension from the National Lottery** for the "Creating a Community-Led Circular Economy in Edinburgh" project, which gave us the much-need breathing room between September - March 2025. Previous project staff left, and we restructured the current staff team to cover any gaps.
- **Launched an Urgent Call for Support Campaign:** This campaign included an Urgent Support Letter and Information Pack, designed to appeal to corporate partners and local stakeholders, aiming to rally support from community networks and organisations to secure the additional resources SHRUB urgently needed.
- **Engaged with Student Consultancy Groups:** Two student-led consultancy projects presented their findings on two research topics: one focusing on financial analysis and the other on monitoring and evaluation.
18
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **YTD FYE2026 activities**
During this period, the Fundraising Working Group paused operations, with responsibility for securing additional funding now falling to project volunteers, remaining staff, and trustees. The Wee Spoke Hub Working Group successfully obtained funding through the ECCAN (Edinburgh Communities Climate Action Network) Greenlight Fund, the Edinburgh Council Third Sector Resilience Fund and SEStran (South East of Scotland Transport Partnership). In August 2025, SHRUB was awarded a capacity-building grant to support an application to the Regenerative Futures Fund, aiming to drive systemic change across Edinburgh over the next ten years. And more recently, Food Sharing has received a grant from the Sainsbury’s Good Food for All of Us community fund. All funding will come to an end before the end of the financial year.
## **Planning ahead**
Feedback received from the National Lottery highlighted the need for the organisation to demonstrate a clear and credible ability to manage future funding opportunities and to show readiness for future applications. While the work and impact of the organisation were recognised, continuation funding could not be offered at this time, as sufficient evidence of financial resilience and forward planning had not been demonstrated during the funded period.
In response, it became clear that the focus for the period ahead must be on securing organisational stability and building financial reserves. This shift is intended to strengthen governance, improve long-term sustainability, and ensure the organisation is better positioned to access future funding opportunities. Early outcomes of this approach include clearer financial planning priorities, increased emphasis on risk management, and a shared understanding of the need to balance delivery with sustainability.
Following the consultation organised by the Governance & Policy Group, a number of strategic decisions were agreed to support this direction. These decisions, and the process through which they were reached, are outlined in the next section.
19
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Governance and Policy**
## **FYE2025 Activities**
The Governance and Policy (G&P) working group was re-created in November 2024 in order to address a significantly lower member involvement than would be expected in co-operative decision making. The working group was working on a model of co-production (deliberative decision making) which has an emphasis on members having a role in creating options and discussing issues to reach a solution - rather than just voting on predetermined options. This was part of the full governance review process that the group began in late 2024.
In February 2025, following announcements around a loss of funding and limited solutions surrounding the future of SHRUB as a cooperative charity, the priorities of the working group pivoted towards providing support and constitutional advice to trustees, staff, volunteers and members. In April, trustees announced the closure of Bread Street for the end of May 2025, based on financial circumstances, advice from Cooperative Scotland and HR provider Peninsula, feedback from a community consultation process, and constitutional advice from G&P.
A community consultation process was organised in February 2025 by the G&P working group, based on the principles of codesign. The membership and wider community were consulted on how to proceed in the likely context of the closure of Bread Street through a series of workshops culminating in an Extraordinary General Meeting (EGM) on Wednesday, 26 February.
The results of the community consultation process were the establishment of a set of ‘Working Shoots’, voluntary groups to continue the activities of SHRUB that our membership found most valuable. The three resolutions covering the responsibilities, entitlements and capacities of the Working Shoots passed with an average of 97% at the EGM. As of November 2025, the Food Sharing, Sewing and Mending and Community Archive shoots are still currently active, based in new locations.
## **YTD2026 Activities & Planning Ahead**
Following the closure of Bread Street, the Governance and Policy working group took a break from regular activity. The working group does not currently meet regularly, but still provides advice and support for staff and trustees on an ad-hoc basis. The trustees have been working with members of the working group to address the future role of members and their relationship to the governance of the charity, and will continue this work with the aim of proposing a constitutional change to reflect how membership classes have been affected by the closure of the ZWH.
20
**TRUSTEES’ REPORT**
## **SHRUB COOPERATIVE**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Our Governance and Management**
## **Organisational Structure**
From the formal incorporation as a company limited by guarantee in 2013, the membership elected a Board of Directors at each AGM who nominally had responsibility for the charity. These Directors were frequently drawn from the most active and committed members of SHRUB who had helped establish the Co-op; and over time also drew in volunteer members from across Edinburgh.
In moving to a Scottish Charitable Incorporated Organisation in 2018 we modified a model constitution developed for the Scottish Council for Voluntary Organisations. This “two tier” model provides for members to have a say in running SHRUB Coop through at least one General Meeting in addition to the Annual General Meeting (AGM). Trustees are elected annually or co-opted and are responsible for oversight of the Co-op and supporting staff - subject to recall by members. At the start of the financial year, in August 2024, a members’ meeting was held discussing Governance, Fundraising, and Community Links. In November 2024, the AGM was held, with 4 of the existing trustees re-appointed and a new trustee elected.
Since our inception we have used consensus decision making as a creative and dynamic way of reaching agreement between all members of a group. Instead of simply voting on an issue and having the majority of the group getting their way while some may be left very unhappy, we are committed to finding solutions that everyone can support because they are “Good enough for now, Safe enough to try”.
Working Groups of volunteers and sometimes a trustee – usually coordinated by a member of staff, work together on project delivery and planning. Decisions within the remit of working groups defined areas of responsibility are made by each working group, with actions falling outside existing terms of reference or with potential high risk brought to a broader forum, either community steering group or trustees. Working Groups as presented on page 2 were active to the end of FY2025. Following the closure of the ZWH and the reduction in staff numbers, some working groups have become inactive, with their core functions taken on by the remaining staff and trustees. We are continuing to monitor who is responsible for the relevant tasks, and whether it will be possible to re-establish these in a volunteer-led capacity.
Towards the end of the financial year, an Extraordinary General Meeting (EGM) was convened to discuss the future of SHRUB with the prospect of the closure of the Zero Waste Hub. Following a week-long consultation process led by the Governance and Policy working group, the EGM chose to establish a number of _Working Shoots_ , self-governing, financially independent, and autonomous groups of members that would take over some specific areas of operations that would no longer be fulfilled by SHRUB staff or Working Groups, with the possibility that they might continue taking on some of SHRUB’s work in the event of the charity being wound down.
The final Working Shoot list consists of:
- Community Archive (ongoing)
- Physical Stuff (complete)
- Digital Continuity & Data (dormant)
- Volunteer Community (dormant)
- Mending and Sewing (ongoing)
- Food Sharing (ongoing)
- Sustainable Business Planning (intense activity, now dormant)
- Future Spaces (intense activity, now dormant)
21
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
- Swapshop Events (dormant)
Between the end of the financial year and the closure of the Zero Waste Hub, an inter-Working Shoot meeting was set up to facilitate communication and decision-making for next steps, and as a communication channel between staff, volunteers, and trustees. Since the closure of Zero Waste Hub, the majority of Working Shoots have become inactive, with a number of notable exceptions.
22
**TRUSTEES’ REPORT**
**FOR THE YEAR ENDED 31 MARCH 2025**
## **SHRUB COOPERATIVE**
## **Management Structure**
We would like to express our gratitude to staff and trustees who have served our community this year.
## **Register of Trustees**
## **Staff headcount**
At the start of the year (April 2024), SHRUB employed 10 staff members, for a total FTE-equivalent of 6.5 (based on a 35-hour work week). At the end of the year (March 2025), we had 9 employees, totalling 4.8 FTE. By the end of the financial year it had become clear that the financial situation of the charity was unsustainable, and staff were informed of a risk of redundancy.
In the lead-up to the closure of the Zero Waste Hub (May 2025), the majority of staff were made redundant, leaving one staff member at the Wee Spoke Hub. During the next financial year (YTD2026), following additional grant funding, we have since increased headcount to 4 members of staff, working at 2.1 FTE.
23
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Risk and Compliance**
SHRUB Cooperative has established a Board of Trustees as required by our Constitution. We have adopted the Scottish Council for Voluntary Organisation Good Governance Code and have regularly reviewed our responsibilities set out there. All trustees have completed the Trustee Declaration Form required by the Scottish Charity Regulator, OSCR.
SHRUB Cooperative policies on Health & Safety, Privacy, Safeguarding, Data Protection and Food Hygiene are in place. Given the significant organisational changes in May 2025, we recognise that our current policies and risk controls require review to ensure they remain proportionate and fit for purpose. Although we have not yet completed a full assessment of the major risks facing the charity, we plan to continue the review of our risks and policies in the coming year and remain committed to strengthening our approach to risk management. Trustees are in regular communication with staff and volunteers across all projects; in case of any emerging risks as notified by a project, we are confident we can respond promptly to address these with appropriate mitigations.
24
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Financial Review**
## **Summary of income**
During FY2025, SHRUB’s income profile remained broadly balanced between earned and grant income. Sales accounted for approximately 45% of total income, closely aligned with grant income at a similar level, with the remaining income coming from donations and memberships. Although the organisation continues to have a strong dependency on grant funding, in FY2025 grants accounted for approximately 45% of total income, reflecting a reduction from around 50% in FY2024.
||**FYE2025**|**FYE2025**|**FYE2024**|**FYE2024**|**FYE2023**|**FYE2023**|**FYE2022**|**FYE2022**|
|---|---|---|---|---|---|---|---|---|
||_£_|_%_|_£_|_%_|_£_|_%_|_£_|_%_|
|**Staff**|£159,160|58%|£158,725|57%|£84,353|50%|£208,069|69%|
|**Premises**|£75,672|28%|£78,561|28%|£73,127|43%|£59,308|20%|
|**General**
**costs**|£39,947|15%|£39,920|14%|£11,492|7%|£33,374|11%|
25
## **SHRUB COOPERATIVE**
## **TRUSTEES’ REPORT**
## **FOR THE YEAR ENDED 31 MARCH 2025**
Expenditure in FY2025 was primarily driven by staffing, followed by premises costs. Staff costs accounted for 58% of total expenditure, consistent with FY2024 and reflective of the staffing levels required to deliver SHRUB’s projects. Premises costs remained high at 28% of total expenditure, continuing to place pressure on the organisation’s cost base. This remains above SHRUB’s long-term guideline for sustainable budgeting, which targets 75% staff costs, 20% premises costs and 5% other costs, and reduces financial flexibility at a time of ongoing economic uncertainty.
Towards the end of the financial year, the organisation did not secure one of its largest anticipated grants, which led to the decision to close the Zero Waste Hub on Bread Street. As this occurred late in FY2025, the financial impact of the closure is not reflected in these accounts but will be clearly visible in the FY2026 figures. Nevertheless, this event marked a significant turning point and prompted a substantial reassessment of SHRUB’s financial strategy, particularly in relation to grant dependability and the long-term financial sustainability of individual projects.
The majority of costs associated with the Bread Street closure related to staffing and increased premises costs, including higher rent. Following the closure, most staff either took voluntary redundancy, meaning these costs will reduce in FY2026. However, Bread Street also represented a significant source of the SHRUB’s unrestricted revenue, and its closure will therefore result in a corresponding reduction in unrestricted revenue alongside lower costs in FY2026. While this will ease pressure on future expenditure, the organisation remains cautious and recognises the need to only expand activity where there is a clear and evidenced pathway of financial viability and long-term sustainability.
Looking ahead, the focus will be on strengthening financial oversight and resilience. This includes a thorough review of the reserves policy and a clearer understanding of the financial sustainability of each project, recognising that projects cannot continue to draw on unrestricted income or surpluses generated by other activities in the long term. This approach will support more informed decision-making and help ensure the organisation’s financial position remains sustainable as it adapts to a changing operating environment.
## **Reserves Policy**
While the reserves policy remains a key tool for understanding overall financial resilience, it does not on its own assess the financial viability of individual projects or fully capture dependency on specific funding streams and the timing of those funds. To address this, the organisation will strengthen its financial risk management during FY2026 by introducing additional project-level financial assessments, enabling a clearer understanding of sustainability, funding dependency and risk across its activities.
26
## **SHRUB COOPERATIVE**
## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF SHRUB COOPERATIVE**
I report on the financial statements of the charity for the year ended 31 March 2025, which are set out on pages 30 to 51.
## **Respective responsibilities of trustees and examiner**
The charity’s trustees are responsible for the preparation of the financial statements in accordance with the terms of the Charities and Trustee Investments (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006. The charity's trustees 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 financial statements as required under section 44(1)(c) of the 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 financial statements presented with those records. It also includes consideration of any unusual items or disclosures in the financial statements, 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 financial statements.
## **Independent examiner's statement**
In connection with my examination, no matter has come to my attention:
(a) which gives me reasonable cause to believe that in any material respect the requirements: (i) to keep accounting records in accordance with section 44(1) (a) of the 2005 Act and Regulation 4 of the 2006 Accounts Regulations; and
(ii) to prepare financial statements which accord with the accounting records and comply with Regulation 8 of the 2006 Accounts Regulations; have not been met or
(b) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the financial statements to be reached.
CA 42/12 Dalkeith Road Edinburgh EH16 5BS
Dated: 30 December 2025.
27
## **SHRUB COOPERATIVE**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT** _**FOR THE YEAR ENDED 31 MARCH 2025**_
|**Notes**
**Income from:**
Donation and legacies
**3**
Charitable activities
**4**
Other trading activities
**5**
**Total income**
**Expenditure on:**
Charitable activities
**6**
**Net (outgoing)/incoming resources**
**before transfers & other adjustments**
Gross transfers between funds & other
adjustments
**Net income/(expenditure) for the**
**year/**
**Net movement in funds**
Opening balances
**Closing balances**|**Unrestricted**
**Restricted**
**Unrestricted**
**Restricted**
**funds**
**funds**
**Total**
**funds**
**funds**
**Total**
**2025**
**2025**
**2025**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
**£**
**£**
18,349
-
18,349
5,853
-
5,853
-
116,871
116,871
-
126,877
126,877
122,230
-
122,230
117,198
-
117,198|
|---|---|
||140,578
116,871
257,449
123,051
126,877
249,928|
||-
274,778
274,778
-
277,206
277,206|
||140,578
(157,908)
(17,329)
123,051
(150,329)
(27,278)
-
-
-
26,139
-
26,139|
||140,578
(157,908)
(17,329)
149,190
(150,329)
(1,139)
173,366
(104,756)
68,610
24,176
45,573
69,748|
||313,945
(262,664)
51,281
173,366
(104,756)
68,610|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
28
## **SHRUB COOPERATIVE**
## **BALANCE SHEET**
## _**AS AT 31 MARCH 2024**_
|**Notes**
**Fixed assets**
Tangible assets
10
**Current assets**
Debtors
11
Cash at bank and in hand
**Creditors: amounts falling due within**
**one year**
12
Net current assets
**Total assets less current liabilities**
**Available funds**
Restricted funds
14
Unrestricted funds|**2025**
**£**
**£**
1,138
6,093
44,502
50,595
(452)
50,143
51,281
19,296
30,847
50,143|**2025**
**£**
**£**
1,138
6,093
44,502
50,595
(452)
50,143
51,281
19,296
30,847
50,143|**2024**
**£**
**£**
5,377
11,636
79,828
91,464
(28,230)
63,233
68,610
7,576
55,657
63,233|**2024**
**£**
**£**
5,377
11,636
79,828
91,464
(28,230)
63,233
68,610
7,576
55,657
63,233|
|---|---|---|---|---|
|||51,281||68,610|
|||19,296
30,847||7,576
55,657|
|||50,143||63,233|
The financial statements were approved by the Trustees on 26 December 2025
29
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
## **1 Accounting Policies**
## **Charity information**
Shrub Cooperative is a Scottish Charitable Incorporated Organisation, incorporated in the United Kingdom and registered in Scotland. It is registered with the Office of the Scottish Charity Regulator (OSCR) under charity number SC048825.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the charity's constitution, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended), FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.
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 £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
The trustees have considered a period of at least twelve months from the date on which these financial statements have been signed and having considered all information available to them, believe it appropriate to prepare the financial statements on a going concern basis.
This assessment of going concern includes the existing impact of economic and social conditions on the entity. The trustees are satisfied that it has adequate resources to continue to operate for the foreseeable future.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives. Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Gift Aid is claimed annually, and recognised at the time of payment.
30
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included in these accounts.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
Income raised from contractual payments from government or public authorities and other parties which fund the provision of particular goods or services. Also income raised from performance-related grants where income is conditional on delivering certain levels or volumes of a service or supply of goods.
Income raised from fundraising activities and commissioned activities are credited in full in the period in which the event takes place. Other income is recognised as income in the period in which the amounts are received.
## **1.5 Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Plant and equipment 20% straight line method Fixtures and fittings 20% straight line method
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
## **1.7 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
31
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
## **1.8 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.9 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
## **Basic financial assets**
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
## **Basic financial liabilities**
Basic financial liabilities, including creditors and bank loans 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. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## **Derecognition of financial liabilities**
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled
## **1.10 Employee benefits**
The cost of any unused holiday entitlement is recognised in the period in which it is paid to the employee. Termination benefits are recognised as an expense when paid to the employee.
32
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
## **1.11 Retirement benefits**
The charity operates a defined contribution scheme in respect of its employees. The assets of the scheme are held separately from those of the charity. The pension cost charge represents the amount of the contributions payable to the scheme in respect of the period.
## **1.12 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
The trustees are of the opinion that there are no significant estimates or judgements that would have a material impact on the financial statements.
## **3 Donations and legacies**
||**Unrestricted Funds**|**Unrestricted Funds**|**Unrestricted Funds**|
|---|---|---|---|
||**2025**|**2024**|**2023**|
||**£**|**£**|**£**|
|Donations and Gifts|18,349|5,853|1,171|
33
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **4 Charitable activities**
|Grants receivable for
charitable activities
**Grant analysis by fund**
Unrestricted funds
Restricted funds|**2025**
**2024**
**2023**
**£**
**£**
**£**
116,871
126,877
76,879
-
-
3,900
116,871
126,877
72,979|
|---|---|
||116,871
126,877
76,879|
## **5 Other trading activities**
|Cafe income
Wee Spoke Hub income
Membership subscriptions
Zero Waste products
income
Fundraising events
Sale of donated goods
Interest income|**2025**
**2024**
**2023**
**£**
**£**
**£**
20,381
15,331
9,310
22,469
22,932
1,588
6,740
5,397
2,627
1,579
949
868
3,123
6,005
3,498
67,895
66,584
59,464
42
-
-|
|---|---|
||122,230
117,198
77,355|
34
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **6 Charitable activities**
|Materials
Property costs
Insurance
Prof. fees & marketing
Subscriptions
Travel & Subsistence
Staff costs
Administration
Depreciation
Share of governance
costs
**Analysis by fund**
Unrestricted funds
Restricted funds|**Core** **Wee Spoke Hub** **Food Sharing** **Swapshop**
**Cafe**
**WS&E**
**Total**
**2025**
**2025**
**2025**
**2025**
**2025**
**2025**
**2025**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
1,553
12,891
386
2,998
9,813
169
27,809
71,072
197
0
0
64
100
71,433
0
0
0
0
0
0
-
4,869
159
0
49
0
88
5,166
1,882
0
0
0
0
0
1,882
536
195
24
0
1
0
757
42,035
28,271
572
71,589
4,134
12,560
159,160
4,297
28
0
0
5
3
4,333
1,495
0
2,744
0
0
0
4,239|
|---|---|
||127,739
41,742
3,725
74,637 14,016
12,920
274,778
-
-
-
-
-
-
-
127,739
41,742
3,725
74,637
14,016
12,920
274,778
-
-
-
-
-
-
-
127,739
41,742
3,725
74,637
14,016
12,920
274,778
127,739
41,742
3,725
74,637
14,016
12,920
274,778|
35
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
|Materials
Property costs
Insurance
Prof. fees & marketing
Subscriptions
Travel & Subsistence
Staff costs
Administration
Depreciation
Share of governance
costs
**Analysis by fund**
Unrestricted funds
Restricted funds|**Core** **Wee Spoke Hub** **Food Sharing** **Swapshop**
**Cafe**
**WS&E**
**Total**
**2024**
**2024**
**2024**
**2024**
**2024**
**2024**
**2024**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
1,248
17,952
1,204
1,414
6,577
313
28,707
60,391
11,913
-
-
50
-
72,355
-
-
-
-
-
-
-
5,361
302
53
-
23
175
5,913
2,658
201
26
-
-
-
2,886
157
135
29
9
5
68
403
22,232
18,006
18,894
75,123
538
23,932
158,725
1,359
109
15
-
-
213
1,696
6,207
-
-
-
-
-
6,207|
|---|---|
||99,614
48,618
20,221
76,546
7,192
24,700
276,891
316
-
-
-
-
-
316|
||99,930
48,618
20,221
76,546
7,192
24,700
277,207|
||1,243
3,208
406
30,113
6,919
3,643
45,532
98,687
45,410
19,814
46,433
274
21,058
231,675|
||99,930
48,618
20,221
76,546
7,192
24,700
277,207|
36
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **7 Support costs**
Please note - no support costs were incurred for Financial Year 2025.
|Accountancy and
independent
examination
Analysed between
Charitable activities|**Support** **Governance**
**Total**
**Costs**
**Costs**
**2025**
**£**
**£**
**£**
-
-
-
-
-
-
-
-
-|
**Support** **Governance**
**Total**
**Costs**
**Costs**
**2024**
**£**
**£**
**£**
-
315
315|
|---|---|---|
|||
-
315
315|
|||
-
315
315|
## **8 Trustees**
None of the trustees (or any persons connected with them) received any remuneration, benefits or expenses from the charity during the year.
## **9 Employees**
|Average monthly number of employees
**Employment costs**
Wages and salaries
Social security costs
Other pension costs
Freelance staff and other costs
Total|**2025**
**2024**
5.4
6.2|
|---|---|
||**2025**
**2024**
**£**
**£**
140,248
149,643
3,208
3,912
2,385
2,515
13,320
2,655|
||159,160
158,725|
37
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
There were no employees whose annual remuneration was more than £60,000. Average monthly number of employees calculated on the basis of Full-Time Equivalent (“FTE”) rather than headcount.
## **10 Tangible fixed assets**
|**Cost**
At 1 April 2024
At 31 March 2025
**Accumulated depreciation and**
**impairment**
At 1 April 2024
Depreciation charged in the year
At 31 March 2025
**Carrying amount**
At 1 April 2024
At 31 March 2025|**Plant and**
**Fixtures and**
**equipment**
**fittings**
**Total**
**£**
**£**
**£**
5,935
20,331
26,266|
|---|---|
||5,935
20,331
26,266|
||3,660
17,230
20,890
1,138
3,102
4,239|
||4,798
20,331
25,129|
||2,275
3,102
5,377|
||1,138
-
1,138|
## **11 Debtors**
|**Amounts falling due within one year:**
Other debtors
Prepayments and accrued income|**2025**
**2024**
**£**
**£**
-
2,966
6,093
8,669|
|---|---|
||6,093
11,636|
38
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
## **12 Creditors: amounts falling due within one year**
|||**2025**|**2024**|
|---|---|---|---|
||**Notes**|**£**|**£**|
|Other taxation and social security||(3,690)|5,517|
|Deferred income|**13**|-|18,924|
|Trade creditors||2,717|2,661|
|Other creditors||0|-|
|Accruals||1,425|1,128|
|||452|28,230|
|**13 Deferred income**||||
|||**2025**|**2024**|
|||**£**|**£**|
|Other deferred income||-|18,924|
|Deferred income is included in the financial|statements as follows:|||
|||**2025**|**2024**|
|Deferred income is included within:||**£**|**£**|
|Current liabilities||-|18,924|
|Movements in the year:||||
|Opening deferred income||-|33|
|Amounts released from previous year||-|(33)|
|Deferred in the year||-|-|
|Closing deferred income||-|0|
39
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **14 Funds**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
|
**Restricted**
Access Bikes FYE2024
Crowdfunder 2024
LEAP Festival Fortnight
National Lottery Fund 092022
- 082024
One City Trust - OCT
Pockets and Prospects
Sainsbury's FSH
TNL Awards For All FYE2023
WSH - CAF FYE25
WSH - ECCAN - Greenlight
FYE2025
WSH - Paths for all FYE2024
- P4A24
**Unrestricted**
General funds*|**Balance at**
**Income** **Expenditure**
**Transfers**
**Balance at**
**1 April 2024**
**& other**
**adjustments 31 March 2025**
**£**
**£**
**£**
**£**
**£**
2,433
(2,433)
-
-
-
-
14,641
-
-
14,641
-
200
(200)
-
-
1,248
75,882
(72,474)
-
4,656
157
-
(157)
-
-
630
(630)
-
-
-
1,049
-
(1,049)
-
-
2,060
-
(2,060)
-
-
-
2,000
(2,000)
-
-
-
3,500
(3,500)
-
-
-
20,648
(20,648)
-
-|
|---|---|
||7,576
113,808
(102,087)
-
19,296
55,657
143,642
(168,452)
-
30,847|
||63,233
257,449
(270,539)
-
50,143|
40
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
|
**Restricted**
AABIE
Access Bikes FYE2024
CCF-6639 FYE2021
CCF-6639 FYE2022
Climate Challenge fund 5850
Coorie In for Winter
Cycle Friendly Campus
Inchrye Trust
Lidl Food Sharing grant
FYE2024
National Emergencies Trust -
NET
National Lottery Fund 092022
- 082024
NLF Awards for All 2020
NLF FYE2023 crowdfunder
Ocado Foundation for good
One City Trust - OCT
Pockets and Prospects
Sainsbury's FSH
Supporting Communities
Fund
TNL Awards For All FYE2023
WSH - ECCAN Seed Grant
FYE2024
WSH - Edinburgh Community
Climate Fund - ECCF
WSH - Paths for all FYE2024
- P4A24
Zero Waste Towns
ZWS Covid Adaption|**Balance at**
**Income** **Expenditure**
**Transfers**
**Balance at**
**1 April 2023**
**& other**
**adjustments**
**31 March 2024**
**£**
**£**
**£**
**£**
**£**
-
2,940
(2,940)
-
-
-
15,225
(12,792)
-
2,433
4,476
-
(4,476)
-
-
332
-
(332)
-
-
526
-
(1,718)
1,192
-
-
500
(500)
-
-
718
-
(718)
-
-
1,000
(1,000)
-
-
500
(500)
-
-
569
-
(569)
-
-
17,885
60,340
(76,977)
-
1,248
666
-
(666)
-
-
9,035
-
(9,035)
-
-
140
-
(140)
-
-
-
7,500
(7,344)
-
157
820
(190)
-
-
630
-
1,500
(451)
-
1,049
74
-
(74)
-
-
-
5,000
(2,940)
-
2,060
-
6,250
(6,250)
-
-
-
20,000
(20,000)
-
(0)
-
20,647
(20,647)
-
-
1,683
-
(4,710)
3,027
0
5
-
(5)
-
-|
|---|---|
||36,929
141,212
(174,784)
4,219
7,576|
41
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
_**FOR THE YEAR ENDED 31 MARCH 2025**_
|**Unrestricted**
General funds*|24,176
108,716
(99,156)
21,920
55,656|
|---|---|
||61,105
249,928
(273,940)
26,139
63,232|
_*Includes minor balances of concluded grants where balances were reconciled and adjusted to zero during the year ended 31 March 2024_
42
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 MARCH 2025**_
## **SHRUB COOPERATIVE**
## **14.1 Description of funds**
|||**Grant title**|**Period covered**|**Grant description**|
|---|---|---|---|---|
|**ZWH**||National
Lottery Fund|September 2022
- September
2024|A group of funds awarded or raised to run our community
led circular communities project. Running grassroots
waste prevention projects by the local community, for the
local community, teaching skills and saving folks money.|
|||Coorie In for
Winter*|December 2023 -
January 2024|Support for running warm Wednesdays, providing a safe
warm space for people experiencing hardship.|
|||Aviva
Crowdfunder|July 2024 -
August 2024|Funding used to support two salaries for individuals who
have played a vital role in training new volunteers,
overseeing projects and activities for the Zero Waste Hub
and Food sharing.|
|**FSH**|||||
|||One City
Trust|July 2023 - July
2024|Funds raised to support the general running of the Food
sharing Hub. Though these were intended to be part of a
broader project to increase the reach and output of the
Food Sharing Hub, insufficient funders engaged with the
project.|
|||Sainsbury's
FSH|October 2023 -
April 2024||
|||Lidl Food
Sharing*|February 2024 -
April 2024||
|||AABIE*|December 2023 -
December 2024|A small fund specifically for the purchase of new
fridges/freezers for the Food sharing Hub.|
|**WSH**||Paths for all|June 2023 - June
2024|This group of funds were raised to promote cycling in
Edinburgh through accessible bike repair workshops and
led cycling events targeting under-represented groups in
the cycling community including women, LGBTQ+ and
people in SIMD areas.|
|||Edinburgh
Community
Climate
Fund*|April 2023 - April
2024||
|||TNL Awards
For All|June 2023 - June
2024||
|||Access Bikes|August 2024 -
ongoing|Funding to provide 20 new bicycles to members of the
community who need them, to encourage active travel.|
|||ECCAN
Greenlight
Fund|March 25 - April
25|Funding to subsidise wheelchair handcycle repair costs
such as tools, equipment, salaries and training.|
|||CAF2025|Sept 2024 -
March 2025|Supply eight refurbished bikes to members of the
community.|
|||LEAP Sports|June 2024|LEAP Sports asked us to present a targeted open
workshop for members of the LGBTQ+ community.|
43
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2025**_
|**Legacy**|Pockets and
Prospects
(legacy)|January 2022|This fund only appears on our accounts as part of a
clearing process for old grants with minor balances
remaining, generally to an unresolved overspend that was
reallocated to unrestricted funds.|
|---|---|---|---|
*Note: Funds included as their “period covered” falls within FY25.
## **15 Analysis of net assets between funds**
||**Unrestricted**|**Restricted**||**Unrestricted**|**Restricted**||
|---|---|---|---|---|---|---|
||**funds**|**funds**|**Total**|**funds**|**funds**|**Total**|
||**2025**|**2025**|**2025**|**2024**|**2024**|**2024**|
||**£**|**£**|**£**|**£**|**£**|**£**|
|Fund balances at 31 March 2025 are represented|||||||
|by:|||||||
|Tangible assets|-|1,138|1,138|358|5,019|5,377|
|Current assets/(liabilities)|30,847|19,296|50,143|55,657|7,576|63,233|
||30,847|20,434|51,281|56,015|12,595|68,610|
Note: Fund balances includes funds spent on tangible assets. Available funds equal balance of current assets/(liabilities)
## **16 Operating lease commitments**
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
|Within one year
Between two and five years|**2025**
**2024**
**£**
**£**
13,251
56,870
-
244,683|
|---|---|
||13,251
301,553|
44
## **SHRUB COOPERATIVE**
## **NOTES TO THE FINANCIAL STATEMENTS**
_**FOR THE YEAR ENDED 31 MARCH 2025**_
## **17 Related party transactions**
There were no disclosable related party transactions during the year.
45