The trustees present their annual report and financial statements for the year ended 31 March 2025.

Trustees' report and financial statements

CHAIR'S REPORT

Cultivate London is a unique social enterprise which uses the power of horticulture, access to nature and the energy of collective endeavour to support and enhance urban communities who have limited access to green space and ‘hands on’ experiences.

The team at Cultivate London create and maintain dynamic, sustainable, enjoyable innovative community garden spaces. We use these as a base from which to reach out into the local community, giving children, young people and adults of all backgrounds and abilities a chance to get involved in gardening, meet new people and gain contact with nature.

Cultivate London has for another year shaped and enhanced many lives.

We use our sites as hubs hosting workshops for local community members and schools, and we also visit groups and schools and help them create and care for their own spaces. We demonstrate, inspire, provide self-confidence, and train people to care. Through this we provide access to opportunities for wellbeing, friendship, connection and health for a wide range of members of society of all age groups and backgrounds.

As a responsible social enterprise, we provide learning, training and work for those with less opportunity than others, providing a critical step up into careers in green skills, which continue to grow in demand.

Cultivate London is there for the whole community. It is with pride that we can look backthis year at projects where we helped galvanise and support local residents, community groups and stakeholders to enhance, create and manage community green spaces and gardens. We engaged 100s of people in our community gardens and 100s of children and young people in our programmes delivering to schools and education providers across West London.

Our evolving innovative hybrid commercial model provides landscaping services to property developers, local authorities, hospitals and consortiums, such as our work with The London Borough of Ealing, we were very pleased to have delivered the first planting elements of the Visions for Northolt regeneration project. The enhancements completed so far are part of £1.3million of highways work due to be completed in spring 2025 to make active travel, such as walking, cycling, scooting and jogging easier in Northolt. Cultivate London was also very proud to have been chosen by the Old Oak and Park Royal Development Corporation to work alongside JCLA design to transform a vacant triangle of land on the edge of Acton and Park Royal into a woodland landscape echoing the Middlesex countryside now referred to as The North Acton Triangle. We continue to provide a professional landscaping service while offering opportunities for local residents, and staff, to get involved and get their hands dirty.

During 2024-25 the Board worked hard on strategy and structure, with the aim of having confidence that we could direct energy across both our core aims of growing the capacity of our commercial fund-generating business, while also refreshing and growing our vital community projects. A new management structure was developed, with Auberon Bayley moving to Director Commercial and Sustainability, and the creation of a new Director of Community and Young People role, now filled by Louise Briggs. All aspects of the charity are now driven through these two roles.

We intimately recognise the seasonal and cyclical nature of the space in which we operate – both horticulturally and in funding programmes. These cycles create challenges as demand for our commercial work drops during winter and grant programmes which support a programme in one year are removed in the next.

We aim to address this in our reserves policy and through building a stabilising baseline commercial landscaping income which is less seasonally dependent and provides unrestricted funds. During 2024-25 we had a balance of restricted funds (mostly grant income) to unrestricted funds of 8.3 % restricted to 91.7 % unrestricted.

In closing, I would like to thank our Director of Commercial and Sustainability, Auberon Bayley, who worked so hard during the course of the last year supporting the transition of the structure of Cultivate London while developing some truly innovative commercial programmes with clients. And I would like to welcome Louise Briggs, our new Director of Community and Young People, who has demonstrated such energy in looking to bolster and then innovate on our community charitable aims.

I would like to offer special thanks to our hardworking and dedicated staff, usually found working outside in all weathers. You all should be very proud of the positive difference thatyou make to the lives of local residents, children and communities in which we work.

I would also like to thank our trustees, volunteers, donors and supporters who give their own time, energy and money to care for our gardens and to improve the lives of others.

Steve Pocock,
Chair

OBJECTIVES AND ACTIVITIES

Aims and Objectives

Aims

Cultivate London's mission is to develop a commercially sustainable and scalable offering to ensure continuous support of:

1. The individual to be better equipped to identify and sustain suitable employment whilst building confidence and connection through increased knowledge, capability and opportunity.
2. The community through creating social cohesion with shared appreciation for green spaces and education in the power of horticulture and green spaces.
3. The environment by increasing biodiversity in public and commercial spaces to help reduce the impact of climate change whilst creating new and/or enhancing green spaces for local residents in London.

Objectives

1. To use the power of horticulture and developing green spaces to support and enhance local communities.
2. To provide opportunities to learn, train and work to disadvantaged individuals, community groups, individuals and school groups.
3. To generate appreciation and engagement in green space and its preservation

2024-25 Objectives

The objectives for the year were:

1. To fulfil our core objectives.
2. To continue to focus on community-engaging, commercial landscape gardening and maintenance offering, along with an extension to domestic, and utilise the progress in this area to increase our offer for the grant funded community projects.
3. To continue the development of our new DIG community garden in Hanwell, Ealing as a centre for community gardening and engagement with nature, building on the successful model developed with our Salopian Garden, Hounslow.
4. To improve our links with local authorities, housing associations, housing estates, local development consortiums needing landscaping and horticulture contracts.
5. To review our charity team structures to ensure that we are in a position to take full advantage of all commercial and grant and community opportunities that arise.

Public Benefit

The Trustees confirm that reference has been made to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the Charity's aims andobjectives, in planning future activities and in setting the policies for the period.

ACHIEVEMENT AND PERFORMANCE

Charitable activities

1. Introduction

During this period we worked regularly across our own Salopian Gardens, Isleworth (London Borough of Hounslow) and the DIG Garden, Hanwell (London Borough of Ealing) along with a widerange of community sites, several commercial sites, and many private gardens.

The diversity of the spaces that we work within and the range of audiences that we can therefore reach, are amongst our proudest achievements.

This number of sites and projects allowed us to interact and work with a wide range of people. Just as example:

• We supported over 25 community gardens and spaces across Ealing and Hounslow
• Over 400 adults gardened with us over the year at our community gardens: The Salopian Garden in Isleworth and The DIG in Hanwell, and at the 25 other locations where we lead community gardening.
• We supported 10 school gardens with regular gardening sessions from early years to senior schools

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4 schools in Ealing were supported with 32 sessions reaching 261 children in our OVO Foundation ecoSchools project within Ealing.

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6 schools in Hounslow benefitted from 80 workshop sessions as part of ongoing Thriving Communities grant funding from London Borough of Hounslow. We provided 75 sessions completing a Hounslow Thriving Communities funded project (Circular Schools) promoting the circular economy. This allowed 75 students including larger groups of primary school students and smaller groups of students with SEND or mental health challenges to garden and learn in green spaces. We also commenced a new Thriving Communities project to develop school gardens in close proximity to newly established community gardens in support of the council’s Grow for the Future programme.

2. Our Community Gardens - Providing Welcoming Spaces

A. Salopian Gardens, Isleworth, TW7

A well established community garden that is open every Wednesday. The garden provides a therapeutic space for local residents recovering from mental health issues and the localMental Health recovery team regularly refer clients into the garden.

It is a learning hub for people who are starting their journey into horticulture and has provided valuable voluntary work opportunities to allow access to apprenticeships with other organisations.

Other groups use the garden on a Wednesday to provide workshops such as Plant Dyes witha textile artist, Hounslow Seniors Festival Pizza Making, scout group visits, Caley Brothers mushroom farm photo shoot and community open days. The volunteer days are led by our Director of Community and Young People and her team.

On Sundays, the garden hosts a long-standing Sunday Arts Community Group of 33 local members who work together on creative projects inspired by the garden.

The garden is an “OUTSTANDING example of a community growing space” as evidenced by our being awarded the London in Bloom awards in 2022, 2023, Autumn 2024 in the “Its Your Neighbourhood” category.

B. DIG, Hanwell, W7

Our new site was acquired in May 2021 through successful funding in a Mayor of London / Ealing SpaceHive community funding campaign raising over £32,000 from more than 70 backers, including the Mayor of London and Ealing Council’s Future Ealing Fund.

We received the keys to the site in June 2022, and 2024-2025 saw us continue the transformation and renovation of this large, very overgrown, garden space.

Our aim for this space is to develop the space as a community allotment for local people to enjoy growing fruit and vegetables together. Surplus produce donated to The Store Cupboard in Ealing, providing extremely affordable food as a Not for Profit Food shop. When not in use by Cultivate, the space is also opened to community groups as a low-cost space to meet. We plan to continue to develop the space as an asset for the local community in and around Hanwell.

Throughout the year, we run a weekly volunteer day for a diverse group of local people on Mondays. On Wednesdays there is a weekly curated session for NHS Perinatal clients and a Carers group.

DIG hosted a number of Corporate Volunteering days to support the regeneration of the site. Organisations included Disney and Clarion Housing Group with over 160 attendees.

In Autumn 2023, DIG was awarded the “Establishing” award in the London in Bloom Awardsin the “Its Your Neighbourhood” category. By Autumn 2024 DIG was commended as an “Advancing” garden in those same London in Bloom Awards.

C. Hanbury Road, Acton, W3

This is our site within the Acton Gardens estate.

This site also provides a base for the garden services team and a point from which Cultivate London engages with local partners including Ealing Council.

Using funding from the Ealing Pioneers grant and working with partners LEAP we will be deploying a closed loop growing system - collecting green waste from the surrounding area and using an anaerobic system to convert it into feed and compost. The project was kicked off with several large partners (LEAP, University of West London, Countryside Homes).

As of October 2025 the project is progressing, with installation of the LEAP Biodigester, and planning for the introduction of innovative programming to trial new methods food waste recycling and sustainable living with the Bollo Lane Developments community to begin in early 2026.

We are very grateful to Ealing Council and Countryside Partnerships for supporting our presence within the Acton Gardens estate.

3. Supporting Schools, Children and Families

School activities are linked to curriculum objectives and put the student needs at the forefront of the planning. Communication prior to school visits enables these sessions to be tailored to the needs of the specific students.

A. Circular Schools - Hounslow Thriving Communities 24-25 - Opportunities for Hounslow School Pupils

This year, we expanded our schools outreach sessions, commencing a new Thriving Communities program developing dilapidated school gardens at a Hounslow Primary and ata Secondary school (Rosary Catholic Primary School and Lampton School). This allowed us to reach 50 children over a long period, teaching them how to grow fruit and veg and developing their knowledge of biodiversity and composting.

This Thriving Community project also established 4 new community gardens on estates closeto the school gardens creating a synergy where adults, families and children were encouraged to meet, learn to garden and eat fresh produce. Through this, we helped develop stable community groups and promoted pride.

B. Hounslow Lampton Park Community Allotment

We were delighted this year to assist the London Borough of Hounslow to continue developing the Lampton Park Community Allotment in support of their multi-year Grow forthe Future programme.

We ran 2 sessions a month across the year helping a thriving group of around 25 volunteers to grow fruit, vegetable and herbs in Lampton Park. The sessions were also designed to give ideas of ways to grow plants at home on balconies and gardens, developing green skills and capacity building within the community.

This took gardening sessions to a diverse group of adults who might not have opportunitiesto connect otherwise and developed civic pride, amenity and interest in this well used public park.

C. OVO Energy Schools programme in Ealing

The Ovo Circular Economy grant was awarded to Cultivate to provide schools in Ealing with guidance on how to create sustainable growing spaces. Educational sessions were provided to teach students about food growing and recycling green waste to benefit the environmentand create fertile, biodiverse soils. Four schools ranging across Early Years and Primary benefited from 32 sessions, reaching over 260 children.

4. Supporting the Community

Our Salopian and DIG gardens host weekly programmes utilised by the community already described previously.

Along with these we run a wide range of outreach discrete projects. Here are a couple of examples:

A. Midland Terrace - Engaging local residents, Ealing Council

In partnership with Ealing Council and the Old Oak and Park Royal Development Corporation, a project was initiated to develop a dilapidated playground that had fallen out of use. The space is in close vicinity to the HS2 construction zone, where local residents have been disproportionately affected by noise and disruption. Cultivate London provided contract landscaping to prepare the space and a community planting day to start to build local involvement in this exciting redevelopment.

B. Dean Gardens - Engaging Residents with their Parks, Ealing Council

In Ealing, working with the Council, we continued to engage with the local community at Dean Gardens, a busy focal point in West Ealing. The goal for this project is to change the perception of the park and engage the local community. We ran regular community drop-in volunteering sessions across the year, working on projects which helped make the park feel more welcoming and safe, and reconnecting local people positively with the space.

5. Landscaping Plus - Providing beautiful surroundings and engaging the Community

Landscaping Plus involves creating and caring for commercial spaces while also ensuring that there are many opportunities for the local community, residents and employees to get involved, to help influence and improve their own spaces. These programmes also providevolunteering and apprenticeship opportunities, providing training for young people.

During this year we initiated a very successful programme with the London Northwest Healthcare Charity voted for by the staff of Ealing Hospital and Northwick Park Hospital. The programme envisages renovating prominent green spaces around both hospitals, creating biodiverse, relaxing and healing spaces for wildlife, staff and patients.

In the spring of 2025, we commenced work on the first phase of this 3 year project at Ealing Hospital with our commercial team cutting turf around a barren carpark creating flowerbeds and a newly formed group of 15 community volunteers and NHS hospital staff gathering to sow wildflower seeds there. This project will now continue for 3 years expanding to other areas across Ealing Hospital and Northwick Park Hospitals.

FINANCIAL REPORT, STRUCTURE, GOVERNANCE

Trading Performance
Cultivate London runs on a mixed model of trading income and grants and over the last few years we have increased the trading income percentage compared to restricted grant funding:

8% : 92% grant/trading split in 2024/25
25% : 75% in 2023/24
35% : 65% in 2022/23
33% : 67% in 2021/22

Income

Income Total income for the year was £419,870 (2024: £361,220), of which £34,740 (2024: £91,223) represented restricted grants, £24,379 unrestricted grants and donations (2024: £32,419) and £360,751 (2024: £237,578) represented income from charitable activities and other income.

Expenditure

Total resources expended for the year were £393,072 (£49,972 restricted and £343,100 unrestricted). This compares to total expenditure of £327,714 (£93,869 restricted and £233,845 unrestricted) in 2024.

The main expenditure of the organisation is the salaries of staff who are engaged as management, support staff, session leaders, horticultural specialists and apprentice gardeners. These are supplemented on a per project basis by freelance staff.

All costs for specific projects must be raised separately, mainly from grant applications or unrestricted income raised through landscaping and maintenance contracts, corporate team building days, fundraising events, and other local fund raising.

Reserves policy

Reserves are retained with the intention of:

• Ensuring up to 3 months staff salary and operational costs can be met, and
• Working capital being sufficient so that, with fluctuating income, it allows for stablecontinuation of project delivery.

As of 31 March 2025 the charity free reserve fell short of the desired level.

The Board reviewed the Reserves Policy during 22-23 and again during 23-24 and in 24-25 it was continually under review within the Management Committee, guiding our structural and strategy changes.

We recognise the seasonal nature of the space in which we operate – both horticulturally and in funding programmes – and that this seasonality creates challenges. We must work harder during the summer months with an eye on raising sufficient unrestricted funds to cover the leaner winter months. We must manage costs to ensure unrestricted funds can be moved into reserves.

The rebalancing of income from 33% : 67% (restricted grant : trading) in 2021-22 to 25% : 75% in2023-24 and to 8% : 92% in 2024-25 is a reflection of the Board’s work on this issue.

The Board will continue to ensure our reserve is reflective of the environment in which we currently operate and will

• Work to continue to adjust the balance of income generation towards increased unrestricted funds
• To proactively budget income from such projects to top-up the reserve until it reaches the target levels described above
• To closely monitor and manage costs to further aid building the reserve

The Charity seeks to utilise all restricted reserves on the defined projects within the specified timeframe.

FUTURE PLANS

Cultivate London aims to consolidate our position as a catalyst and support hub for helping groups and individuals within the community to develop growing spaces and to engage with nature where they live.

Cultivate London will work to create a solid foundation from which to build financial stabilityby expanding our landscaping offer across commercial and domestic. We will do this by increasing our capacity and efficiency, utilising our home grown resources. We will differentiate ourselves from commercial landscaping companies by emphasising the unique community benefits that using Cultivate London provides: opportunities for local residents to take part in caring for their local area and, where funding allows, the operation of apprenticeship schemes to grow green skills. Cultivate London builds capacity.

Cultivate London will maintain the ratio of income earned through commercial projects from grant funded activities. This unrestricted income will be used by Cultivate London to increase our reserve levels.

We will retain our core sites for activities at Acton Gardens (Hanbury Road, Acton), Salopian Gardens (Isleworth) and DIG (Hanwell). These will act as community hubs to support local people, training hubs to develop green skills, and demonstrations of best practice. They continue to act as our “shop window” and the base from which we can reach further intothe communities we work within.

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document

Cultivate London Ltd. is a company limited by guarantee with no share capital incorporated on 20th December 2010 and governed by its Articles of Association dated 20thDecember 2010, which were amended in March 2012, September 2020 and January 2021.

Appointment, induction and training of Trustees

All appointments are made by Cultivate London. Selection of Trustees is made on the basis of the need to fulfil Cultivate London's legal obligations and to reflect the skills required at board level and the community in which Cultivate London is based. Trustees may serve a maximum of four consecutive terms of three years to the appropriate retirement meeting,before taking a break from office, and may not be re-appointed for one clear year.

Trustees may join the committee at any time as observers and may be elected to the Management Committee at a subsequent meeting. Recruitment has been via word of mouth and networking opportunities, and will also be via advertisement. In 2026 we plan to recruit a new tranche of Trustees.

Training is available for Trustees

New Trustees are given copies of the memorandum and articles and Cultivate London's policies and procedures along with a Guide for Trustees. They are encouraged to visit all the sites and to meet staff, and take part in our projects.

Organisational structure

Cultivate London is run by a Management Committee made up of Trustees and Executive Directors of the Company along with co-opted Trustees.

The committee is chaired by the Chair.

The Management Committee is supported by a Finance Committee consisting of the Chair, Executive Directors, and a Director with specific financial experience, supported by appropriate staff.

Additional short-lived Committees are set up as required to address specific issues.

Strategic decisions are made by agreement and by voting where necessary with the Chair having the casting vote.

Staff are welcome to attend Committee meetings but have no voting rights.

Officers' meetings are held as necessary to make day-to-day decisions. The Officers' meetings include the Executive Directors, the Chair and other staff and Trustees when necessary.

The AGM is usually held in early spring.

Day-to-day management is devolved to the Executive Directors Auberon Bayley (Director, Commercial and Sustainability) and Louise Briggs (Director, Community and Young People)

Company Limited by Guarantee
The Trustees are also members of the company and guarantee to contribute to the assets ofthe company, in the event of being wound up, such amounts as may be required notexceeding £1. The Trustees have no beneficial interest in the company.

Trustees' responsibilities statement

Name: Kathrin Kendall
for and on behalf of Keves & Hitsuji Ltd

Date: 10 December 2025

For the year ended 31 March 2025 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 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.

The trustees acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of accounts.

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

The financial statements were approved by the trustees on 10 December 2025 and signed on its behalf by:

S W Pocock

Trustee

1.1 Basis of preparation

These accounts have been prepared under the historical cost convention, as modified by the inclusion of charitable properties and fixed asset investments and investment properties at valuation.

These accounts have been prepared in accordance with “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) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.

These accounts are presented in pounds sterling and rounded to the nearest pound.

1.2 Going concern

The Trustees have prepared financial projections, taking into consideration the current economic conditions and have, at the time of approving these accounts, a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of accounting in preparing the accounts.

1.3 Income from donations or grants

Income from donations and grants is recognised when the charity is entitled to the funds, the receipt is probable and the amount can be measured reliably. For donations, this is usually on receipt. For grants, this is usually when a formal offer is made in writing. If a donation or grant contains terms and conditions outside of the charity’s control which must be met before the charity is entitled to the funds, or if the donor specifies that the funds must be used in future time periods, then the income is deferred.

1.4 Income from charitable activities

Income from charitable activities is recognised over the period to which the income relates. 

1.5 Investment income

Income from investments is recognised once the charity has entitlement to the funds.

1.6 Expenditure

Expenditure is recognised when a present legal or constructive obligation exists at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefits will be required to settle the obligation, and the amount can be estimated reliably. It is inclusive of VAT which cannot be recovered.

Direct costs are those costs which directly attribute to its activities. Wages and salaries are allocated to direct costs based on an estimate of time spent on charitable activities by staff members.

Support costs include staff costs and are those which do not produce a direct output. Staff costs relate to specific activities and this is reflected in the allocation of payroll costs based on the percentage of time spent.

All costs, including governance costs, are allocated between the expenditure categories of the charity on a basis designed to reflect the use of the resource. Costs relating to a particular activity are charged directly; others are apportioned on an appropriate basis.

Support costs and overheads have been calculated by allocating staff time to the level of involvement in the various activities of the Charity.

1.7 Pensions

The Charity makes contributions to defined contribution pension schemes through auto enrolment. These contributions are charged to the income and expenditure account in the year in which they become payable.

1.8 Taxation

The organisation is a registered charity and has no liability to income tax or corporation tax on its charitable activities during the year.

Value added tax is accounted for on an accruals basis.

1.9 Creditors

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 a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

1.10 Provisions for liabilities

A liability is measured on recognition at its historical cost and then subsequently measured at the best estimate of the amount required to settle the obligation at the reporting date.

1.11 Financial instruments

Charities preparing accounts normally measure a basic financial asset or basic financial liability on its initial recognition at the amount receivable or payable adjusted for any related transaction costs. However, if initially measured at fair value, transaction costs are not included in the measurement of financial assets or liabilities; instead, the transaction costs are treated as an expense. If extended credit is offered, the accounting treatment depends on those extended credit terms.

The subsequent measurement of financial assets and financial liabilities depends on their nature and settlement dates. The carrying amount must be calculated without any deduction for transaction costs that may be incurred on sale or disposal.

1.12 Fund accounting

Unrestricted funds are those funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes.

1.13 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, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

There are no estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities.

1.14 Tangible fixed assets

Tangible fixed assets, such as land and buildings, plant, vehicles and equipment, are held to provide an on-going economic benefit to a charity through their contribution, directly or indirectly, to the provision of goods or services by the charity.

Tangible fixed assets, other than freehold land, are stated at cost or valuation less depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost or valuation of fixed assets, less their estimated residual value, over their expected useful lives on the following basis:

Short Leasehold	over 10 years
Fixtures and Fittings	10% on cost
Motor Vehicles	25% on cost
Computer Equipment	33% on cost

1.15 Stocks and work in progress

Stocks held for sale are measured at the lower cost or net realisable value.

1.16 Debtors

Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.

These financial statements do not contain a cash flow statement because the charitable company, as a small reporting entity, is exempt from the requirement to produce such a statement.

London Borough of Hounslow

​ Local authority grant awarded for helping community groups transform derelict or underused land ion housing estates or linked parks/ schools into community garden hubs.

Royal Horticulture Society

​ Awarded to fund basic materials in the creation of the community show garden at RHS Hampton Court flowershow.

Acton Garden

​ Community chest grant for the purchase of a cargo bike to enable sustainable gardening and encourage circular economy.

GroundWork London

​ Awarded to create calendar of walking and cycling events to showcase the local area - in conjunction with TFL.

Twyford Abbey

​ Clarion group community fund provided by the Twyford abbey development. The grant is awarded to support the running of the DIG garden in Hanwell and the Acton site on Hanbury Road.

A2Dominion Group

​ Fund provided by Housingdeveloper awarded for providing a celebration of black history at the Salopian garden including food, storytelling and local history.

Kew - Grow Wild

​ Awarded for enhancing the site on Hanbury Road to become richer in its appeal to wildlife alongside growing on plants with the community via workshops in the area with the same aim.

Julia Rausing Trust

​ Provided over 3 years to support the creation of a new role of community director at Cultivate London.

Heathrow Community Trust

​ Awarded for the delivery of a structured short course in gardening sustainably aimed at young people who find it difficult to engage in mainstream education.

Thriving Communities Fund

This fund is intended to deliver cohesive, sustainable and resilient communities.

Make London DIG

​ Awarded as part of a crowdfunding campaign to kickstart the our conversion of the DIG site into a community garden.

Spacehive Crowd Funding

​ Campaign to raise money for a wood workshop and circular growing programme in Acton.

Clarion Community Investment

​ Awarded to deliver a programme of skills based gardening workshops within a park in Ealing in order to help combat anti-social behaviour in the park.

OVO Global Action Plan

​ Awarded to provide schools within Ealing guidance to create sustainable garden/ growing spaces and also deliver educational sessions to the children to develop their understanding of how to re-use waste to benefit the environment wildlife and increase awareness of food growing.

The Liebreich Foundation

​ Donation to provide staff with bikes to cycle to and from sites during Covid.

Global Action Plan

​ This was a national lottery fund awarded to global action plan who spread the funds to local community organisations in order to deliver online gardening workshops.

Big Lottery Award for All

​ Awarded for creating acommunity celebration to foster cohesion and integration

London Borough of Ealing

This represented a digital inclusion grant.

Ealing Pioneers Project

Funded by Ealing Council's Ealing Pioneers Fund, to set up a circular green waste recycling pilot programme in Ealing.

Balance Sheet Funds Split

In the current year, tangible fixed assets of £2,135 and current assets of £54,416 are represented by restricted funds. In the prior year, restricted funds were entirely represented by current assets.

The above includes a transfer of £2,222 and £1,530 from Heathrow Community Trust and The Liebreich Foundation respectively. This does not represent a transfer of funds in the legal term but a correction of a misallocation of these monies in the years when the projects were carried out.

14.4 Designated funds

16. Additional Disclosures

Prior Period Adjustments 1. Correction of loan measurement During the year, the charity identified that a long-term, interest-free loan from a third party had previously been recognised at its nominal value rather than at amortised cost as required by FRS 102 Section 11 Basic Financial Instruments. The loan, which is repayable over an extended period, represents a financing transaction and should therefore have been initially recognised at the present value of the future cash flows, discounted at a market rate of interest, with the discount subsequently unwound through the Statement of Financial Activities. The loan had previously been presented in the financial statements at 31 March 2024 and in the opening balances at 1 April 2023 at its undiscounted nominal amount of £40,644. Following review, the loan liability at 1 April 2023 has been recalculated at its amortised cost of £23,791.91. This has resulted in a decrease in long-term creditors of £16,852.09 and a corresponding increase in opening reserves at that date. The comparative figures for the year ended 31 March 2024 have been restated accordingly. This adjustment affects only the presentation and measurement of the loan liability and has no impact on cash flows. Impact of the prior year adjustment As previously stated Adjustm e nt As re-stated Creditors falling due after more than 1 year (31 March 2023) £40,644 £(16,852) £23,792 Opening unrestricted funds at 1 April 2023 £(98,849) £16,852 £(81,997) 2. Correction of deferred income treatment Deferred income of £43,355 had been carried forward from 2022 and 2023 relating to funding that, on review, satisfied the criteria for recognition as income in the year of receipt. Under FRS 102 and the Charities SORP, income should only be deferred where the charity has not yet become entitled to the resources. As entitlement had arisen in 2022, the deferral represented an error. Accordingly, the comparative figures and opening fund balances have been restated as follows. Impact of the prior year adjustment As previously stated Adjustment As re-stated Deferred income £42,552 £(42,552) £Nil Opening restricted reserves at 1 April 2023 £35,826 £42,552 £78,378 There is no impact on the Statement of Financial Activities for 2023/24 or 2024/25.

	2025 £	2024 £
Directors/ Trustees	5	5
Staff	9	9
Total	14	14