Over the past year, our Community Interest Company has continued to grow in both scope and impact. We have strengthened our organisational structure, broadened our community reach, and deepened our commitment to creating meaningful, sustainable change through our projects and partnerships. A key development has been the establishment of a Steering Committee comprising six dedicated members who bring a wealth of expertise from different sectors. The committee meets quarterly to support and advise the directors, ensuring that our governance remains strong and that our projects align with our mission and long-term vision. This structure has provided valuable guidance on operational priorities, strategic planning, and the effective management of our growing portfolio of community initiatives. During this reporting period, we have secured three new nature-based therapy contracts while maintaining and expanding our existing partnerships. Our work developing and supporting community gardens across the city continues to thrive, providing spaces where people can connect with nature, improve wellbeing, and learn sustainable growing practices. These gardens have become vibrant community hubs, drawing increasing numbers of local residents, groups, and partner organistions who contribute to and benefit from the shared sense of ownership and belonging. While we have actively applied for grant funding to support our programs, our focus is on building financial sustainability through enterprise and innovation. We are expanding our digital presence to reach wider audiences and generate income through paid workshops and training opportunities. This approach not only supports our financial stability but also reflects our belief in creating self sustaining models that empower communities and reduce long-term dependency on external funding. Our team has grown to include four sessional workers, enabling us to deliver a greater range of activities and maintain consistency across multiple project sites. One of our keep focuses for the next year is to begin working with young people and schools, to promote and evidence the role that nature can play in reducing the impact of isolation and anxiety in our fast paced and digital lifestyle and holding activities in our open spaces, aim to combat this. Our committee contribution has been vital in ensuring the quality, accessibility, and inclusivity of our work. We continue to invest in training and development to build capacity within the team and encourage leadership from within our communities. Looking ahead to the next financial year, our priority is to embed infrastructure with support from our Steering Committee member, that allows us to effectively monitor, record, and evaluate our impact. We aim to implement a robust data and feedback system to evidence best practice, demonstrate outcomes, and inform strategic decisions. This will strengthen our ability to share learning, attract future investment, and showcase the social value we create. In summary, this has been a year of growth, consolidation, and forward planning. We have strengthened our governance, expanded our community impact, and taken important steps toward long-term sustainability. With a dedicated team, active steering group, and strong community relationships, we are well-placed to continue developing projects that nurture people, places, and the environment ensuring our CIC remains a trusted and vital part of the local landscape for years to come.

Our steering committee meets on an ad hoc basis to support and advise on matters arising that need expert intervention. Our members consist of: Golda Whyte – governance and documentation Grace Gittens – council policies Victor Shaw – corporate engagement Abigail Brown – data collection Rita Gayle – research and development Amara Lawrence – incorporating art policies in nature Sadiyq Ibrahiim – financial advice

The total amount paid or receivable by directors in respect of qualifying services was £9,400 There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.

No transfer of assets other than for full consideration