Annual Report

ANNUAL REPORT 2018 – 2019


The trustees present their report and accounts for the year ended 31 March 2019.

The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Restoration Trust’s constitution, the Charities Act 2011 and the Statement of Recommended Practice, “Accounting and Reporting by Charities”, issued in March 2005.


Objectives and activities

Summary of the purposes of the charity as set out in the governing document.

The objects of the CIO are:

  1. The promotion of social inclusion for public benefit among marginalised people, in particular those who suffer or are at risk of mental ill health, by therapeutic engagement with the arts, culture and heritage, through:
  • Projects that encourage people to flourish through therapeutic cultural engagement;
  • Research into the wellbeing and other benefits of therapeutic cultural engagement in order to show what works;
  • Disseminating information about the wellbeing and other benefits of therapeutic cultural engagement;
  • Improving equal opportunities for therapeutic cultural engagement.
  1. Such charitable purposes for the public benefit as are exclusively charitable according to the laws of England and Wales as the trustees may from time to time determine.



 The Restoration Trust is a small charity pioneering new ways to involve people who have mental health problems with history and creativity – we call it ‘culture therapy’.

We are the only charity dedicated to connecting heritage, mental health organisations, and people with mental health problems. Our exceptional projects in historic landscapes, museums and archives offer privileged access to real heritage and real expertise. When they are over we support people to move on to volunteering, learning and employment.

University research shows that participants find our projects deeply beneficial and most people experience a positive improvement in their health attributable to our programmes, including over the longer term.  Many others benefit from learning with us, too, including our volunteers and contracted staff (facilitators, researchers, creatives, and experts). This year we worked with 148 participants, volunteers and staff.

The Restoration Trust benefits hugely from the participation of all of these stakeholders and co-ordinates their input. Each project involves multiple partners. They are essential to our model and we are very grateful to them for their support. 2018/19 saw us working with 26 different partner organisations to deliver our existing projects and to develop new ones.

Promoting what we do to a wider audience is key to the realisation of our vision of culture therapy becoming a normal part of heritage and mental health good practice by 2027. This year, we connected with people through exhibitions, conferences and workshops. Presenting our work to professional audiences disseminates our research so that it can be used by and built upon by others. We collaborated with Bournemouth University to run our first ever conference, Historic Landscapes and Mental Wellbeing, and we promoted our work via the mainstream media, social media, broadcasting and publishing. We estimate that we reached nearly 500,000 individuals through these various channels.

Communications activities provide opportunities for people to share their experiences, which adds to the benefits gained from joining the programme. This year, Burgh Castle Almanac participants curated and mounted an exhibition about their project at Time and Tide Museum in Great Yarmouth and collaborated with BBC Voices to produce a short film.

Working with the research community to collate the data on which to base the future development of mental health and wellbeing is critical to our mission. Research from Human Henge at Stonehenge has been aggregated with initial findings from Human Henge at Avebury. Sample sizes remain small, but indications for positive health and social outcomes give us confidence that our model is effective, robust and scalable.

Our unrestricted funds remain under significant pressure and the Trust seeks to raise funds via a wide range of means. The Restoration Trust is led by its founding Director, Laura Drysdale, on a volunteer basis, paid only for running projects. Her hard work, energy, passion and commitment make all of this possible. Under her leadership and with the support of participants, volunteers, staff, partners and trustees I have no doubt that The Restoration Trust will continue its success long into the future.

Alison Richmond ACR FIIC



Summary of our main activities

The Restoration Trust helps marginalised people, and in particular those who suffer or are at risk of mental ill health, by therapeutic engagement with the arts, culture and heritage. We call this culture therapy. We set up, fund and run projects that are partnerships between cultural organisations such as galleries, historic and archaeological sites, archives, museums, orchestras and theatres, and organisations that work with people marginalized by mental ill health and by contributing factors such as homelessness, poverty, crime, abuse and drug and alcohol misuse. We research and evaluate our projects to add to the evidence base of what works for people’s wellbeing and recovery, and we use every possible means to tell people about what we do, while fully respecting privacy.

Statement confirming that the trustees have had regard to Charity Commission guidance on public benefit

The trustees are satisfied that we meet Test B of the Charities Exception under the Equality Act, and the trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities they should undertake. Our governing document restricts benefits to people with a shared protected characteristic, being mental ill health, which is a disability. The restriction can be justified as being a fair, balanced and reasonably necessary way of  carrying out a legitimate aim, which is to improve people’s mental health by therapeutic cultural engagement.

Evidence on cultural engagement for people with mental ill health suggests that:

  1. well managed cultural engagement improves people’s mental health;
  2. people with mental ill health are disproportionately excluded from heritage, arts and culture;
  3. research into the wellbeing and health benefits of projects engaging people with mental ill health in heritage, arts and culture is needed for the development of cultural and health policy and practice;
  4. discrimination against people with mental ill health is reduced by news and information about creative projects which support prevention, treatment and recovery.

Contributions by volunteers

Volunteers play an essential part in achieving our purposes, by helping to organise and deliver projects. They are people who have participated in our projects, or who want to gain culture therapy experience. In 2018/19 we worked with 10 volunteers and 14 peer volunteers.

Achievements and performance

Summary of our main achievements

We agreed that our main tasks for this financial year would be to deliver our funded projects effectively, to develop a Conservation for Wellbeing programme, to grow funding streams for new and scaled up projects and to obtain core funding. We succeeded in delivering our existing projects effectively and gained positive external evaluations for Human Henge and Change Minds. We grew our Conservation for Wellbeing idea with London Metropolitan Archives, St Mary Abbotts Rehabilitation and Training, and the Institute of Conservation, with a view to it being funded in 2019/20. We progressed ideas for scaled up Human Henge and Change Minds programmes with a range of partners throughout the UK and we expect that these plans will reach fruition in 2020/21. We were disappointed not to succeed in our application to Heritage Lottery Fund’s Resilience Funding, though we gained grants from the Big Lottery and Forest Heath Community Chest for Culture Quest Suffolk and from Norfolk Archives and Heritage Development Foundation for Change Minds.

 Impact and engagement

Project Human Henge Change Minds Culture Quest Suffolk Culture Quest Norfolk Burgh Castle Almanac Total
Number of participants 23 10 21 18 20 92
Number of staff (including facilitators, creatives, researchers, experts) 11 6 3 6 20 46
Number of volunteers 4 3 3 10
Total 38 19 24 24 43 148
Heritage and culture 2 2 1 2 2 9
Mental health and social care 2 2 2 2 2 10
Research 2 3 1 6
Total 6 7 4 4 4 25
Sessions, events, exhibitions and media
Number of sessions 14 14 23 35 27 113
Number of professional events 2 5 7
Number of exhibitions and public events 4 4 3 11
Press and digital media publication 4 1 5
Radio broadcasts 1 3 4
Total 24 25 23 35 33 140
Attendances and audiences
Attendees at professional events 270 425 20 715
Participant attendance at professional events as speakers 8 3 3 14
Attendees at public workshops 18 347 8 373
Number of exhibition visitors 38000 10100 2395 50495
Number of participants engaged with exhibitions 12 7 15 34
Total 38308 10882 0 0 2441 51631
Press and digital media audiences 152500 20000 300000 472500
Radio audiences 2500 2500
Total 152500 22500 0 0 300000 475000

In 2018/19 our projects:

  • supported 92 people who live with serious mental health challenges on low income
  • provided experience for 10 volunteers, including peer volunteers and students
  • worked with 36 staff, including facilitators, experts, creative professionals, mental health professionals, support workers, musicians, artists, researchers.


  • collaborated with 26 partner organisations
  • delivered 113 sessions, lasting from 2 to 3 hours

And connected with:

  • around 51,630 people at exhibitions, conferences and workshops
  • around 475,000 people through various media.

Our work is described under four headings: projects, research, marketing and organisation.


Change Minds explores, imagines and shares tales of living with mental health challenges a hundred years ago and today. It is led by the Restoration Trust in partnership with Norfolk Record Office, Together for Mental Wellbeing and Norfolk Library and Information Service. Change Minds Norfolk closed in July 2018, with our final report to the Heritage Lottery Fund. In February 2018 we began Change Minds Norwich, funded by Norwich Charitable Trusts, which ran for 10 sessions and was based at Norwich’s Millennium Library.  We were awarded a grant by Norfolk Archives and Heritage Development Foundation to run three successor workshops for participants in 2018/19. See

Culture Quest is a music appreciation group for people with serious mental health problems living in Norwich and Bury St Edmunds, in partnership with Julian Support and Norfolk Integrated Housing and Support Service. Our Norwich programme at Norwich Arts Centre has been running since October 2015 and continued until January 2019, funded by Norwich Charitable Trusts and Norfolk County Council. It then became self-managed as a Community Organisation run by a committee of members and this new participant-led group won funding from the Big Lottery to continue until May 2020. Our Bury St Edmunds programme at the Hunter Club began in April 2018 and runs until March 2020, funded by the Big Lottery and Forest Heath District Council Community Chest.

Burgh Castle Almanac involves local people with complex needs in walking, recording and publishing work based on one of Britain’s greatest Roman forts, with fortnightly meetings alternating between Burgh Castle and Time and Tide Museum in Great Yarmouth. We are the delivery partner, Homegroup and Access CT are the client liaison organisations and the project is led by Norfolk Archaeological Trust. Funding is from the Heritage Lottery Fund Landscapes Partnership Scheme award to the Broads Authority ‘Water Mills and Marshes’ project. The first session was held in May 2018, and it is intended to run 48 sessions until the project ends in May 2020. To date sessions have included taking fixed point photographs to build up a picture of the Fort during the changing seasons and expert contributions by archaeologists, naturalists, geologists, artists, writers and musicians. In March 2019 we installed ‘The Return of Happy Times’, a temporary exhibition in Time and Tide Museum’s Community Gallery that ran for three weeks. The title of the exhibition is the inscription on a Roman coin (AD348-50) found on the site by a project member which has now been accessioned by the Norfolk Archaeological Trust.

Human Henge, historic landscape and wellbeing at Stonehenge and Avebury, is a partnership project with Richmond Fellowship, English Heritage, the National Trust and Bournemouth University, supported by Avon and Wiltshire Mental Health Partnership NHS Trust. It is funded by Heritage Lottery Fund, Wiltshire County Council and English Heritage. We held a conference on Historic Landscapes and Mental Wellbeing at Bournemouth University in April 2018, (see below). An exhibition, including a banner about the Avebury programme, was displayed at Bournemouth University, Avebury National Trust Visitor Centre, Marlborough Library, Salisbury Library and Wiltshire Museum. Three successor sessions for all Human Henge participants ran during the latter part of 2018: The Monarch of the Plains at Stonehenge with Professor Tim Darvill and musician Maxence des Oiseaux; experimental archaeology at the Ancient Technology Centre; and a winter celebration at Wiltshire Museum. Research into health and wellbeing outcomes by Bournemouth University has been aggregated with research from the Stonehenge sessions, to increase the data population, and research, including 1-year post project involvement of Human Henge Avebury participants, was concluded in April 2019. The progrmme will end in September 2019.


Research is core to our mission of making culture therapy an everyday part of the offer to people with serious mental health problems. We collaborated with Norfolk and Suffolk Foundation Trust and the School of Psychology at the University of East Anglia to research the mental health and social outcomes of Change Minds. UEA researched similar outcomes on Culture Quest. Researchers at Bournemouth University are using comparable qualitative and quantitative research methods with Human Henge.  To date results show positive health and social outcomes for participants, and research will continue to obtain longer-term results for larger populations. In addition, we employed Willis Newson Arts and Health Consultants to review the organisational and strategic impact of Human Henge as a planning tool for this and other historic landscapes and mental health projects.

The results of our research, showing higher levels of confidence, ongoing engagement with heritage and cultural assets, sustained friendships and movements towards volunteering and work, give us confidence that our model is robust and scaleable. In 2018/19 results from 1-year post project follow-up with Human Henge Stonehenge participants concluded that the project had a positive impact upon participants’ mental health and wellbeing, which was still apparent to some degree one-year post involvement, although the small sample size means that we cannot claim generalizability of the findings.

Calculations of the numbers needed to gain statistically significant results for both Human Henge and Change Minds suggest that we need to recruit some 400 people in the expectation that at least 300 would complete research both during and at least 6 months after involvement.  This leads us to conclude that scaling up for research purposes should be led by national organisations or universities with access to research council funding. Our role will be to manage quality so that data is consistent with that already obtained.

Marketing and communications

We have a website (, Facebook and Twitter accounts. Each project has its own website. Change Minds, Human Henge and Burgh Castle Almanac also have Facebook accounts. Members of Human Henge Group 2 (Stonehenge) keep in touch through a private Facebook group, and Burgh Castle Almanac’s main internal means of communications is also a private Facebook group.

Public events included Heritage Open Day workshops at Kings Lynn and Burgh Castle Roman Fort, a Change Minds Disability Pride workshop,  and Human Henge presentations to conferences of Wiltshire’s National Women’s Register and Archaeology in Wiltshire at Wiltshire Museum as well as at Wiltshire Open Farm Sunday.

Presentations to professional audiences included Human Henge at a Heritage and Wellbeing Workshop at the University of Kent and papers about Change Minds at conferences organised by Wakefield Archives and the Scottish Council on Archives. Change Minds was the subject of a Medical Humanities seminar at the University of East Anglia. Danilo Dondici, who volunteered on Change Minds, presented papers on the project to conferences at the University of Essex and at an archives and mental health conference at the Museum of the Mind in Venice. We joined the MARCH cultural and social assets for mental health research network and featured on their website talking about the impact of using historic landscapes for wellbeing.

In April 2018 we held a Historic Landscapes and Mental Wellbeing Conference at Bournemouth University for 70 attendees including participants, staff and archaeologists from across the UK. Papers by Laura Drysdale, Dr Sara Lunt and other Human Henge staff will be included in an Archaeopress publication due October 2019. Case studies on Human Henge were published in Museums as Spaces for Wellbeing, a report by the Arts Health and Wellbeing Alliance, and in the Heritage Lottery Fund’s Our Project exemplar blog.

Members of Burgh Castle Almanac made two broadcasts on BBC Radio Norfolk, and collaborated with BBC Voices to produce a short film about the project which was shown at our exhibition and at Access Community Trust, as well as being used by the Broads Authority to promote the Water Mills and Marshes programme. Other press included a Heritage Lottery Fund blog celebrating 100 years of public ownership of Stonehenge in October 2018 and an article about Culture Quest Suffolk in the Free Bury Press.


The Director Laura Drysdale continues to manage the organisation on a volunteer basis and is paid a fee for managing projects and for running our contract to deliver Burgh Castle Almanac for the Norfolk Archaeological Trust.  Our Coordinator resigned in September in order to study for an MA in Inclusive Arts at Brighton University. We decided not to reappoint due to a lack of unrestricted funding. The Change Minds Coordinator remained on contract until December, and the Human Henge Coordinator was contracted until March 2019. The Culture Quest Coordinator remained on contract to deliver Culture Quest Norwich and Culture Quest Suffolk, with the Culture Quest Norwich contract ending in January 2019. Charity Backroom carries out Disclosure and Barring Service checks of volunteers, staff and trustees on our behalf. Geoff Leversedge was our freelance bookkeeper until Julian Support took on the function in October 2018. We are based in Laura Drysdale’s home office in Cromer.

People-led growth

Our board and project boards include people with lived experience of serious mental health problems, people who are members of NHS Patient Public Involvement groups and participants.


The board agreed to adopt a Data Protection Policy, Register of Systems and Privacy Policy reflecting GDPR obligations in October 2018.

Financial review

Review of our financial position at the end of the year

Our income declined significantly in the year, as project funding for Human Henge and Change Minds came to an end. Unrestricted funds remain under significant pressure and we were unsuccessful in a core funding application to the Heritage Lottery Fund. The trustees discussed the Restoration Trust’s viability at board meetings and concluded that we are viable because we maintain sufficient reserves to cover our liabilities. The trustees agreed that viability will be a routine agenda item.

Reserves policy

The board considered the level of reserves that is prudent for the Restoration Trust to have at its first meeting and now does so annually. We reviewed our Reserves and Risk Management Policy in January 2019 and agreed that our policy should be based on what we need to cover current liabilities, which are small given that we do not employ staff except on contracts covered by restricted funds. We agreed to continue with the substance of our policy in that we  anticipate that the bulk of the Restoration Trust’s funds will be restricted; that its assets will be functional. It will accrue sufficient reserves to cover emergency expenditure and liabilities for at least 1 but not more than 3 months. It will not accrue excess reserves.

Amount of reserves held


Principal sources of funds

Our income is largely restricted funding, raised for projects. We also receive income from consultancy on projects led by other partners, for example Burgh Castle Almanac. Our unrestricted funds largely comprise an overhead charge for delivering projects, which the trustees have agreed should aim to be at least 12% of project costs. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

The trustees agree that we will raise funds by the following means:

  1. grants from charitable trusts, research funders and lottery distributors;
  2. donations;
  3. fundraising activities and events;
  4. contributions in kind from partner and supporting organisations;
  5. facilitation fees;
  6. the sale of licences for use of our good practice model; training in use of our good practice model; research and dissemination events relating to our purposes; sale of tickets for entry to exhibitions relating to our projects; sale of artworks and books produced by our projects;
  7. any other income generating activity approved by our trustees.

Principal risks facing the charity

We believe that the Restoration Trust’s purposes do not pose a risk of detriment or harm. However, we have identified risks of detriment or harm that could result from the way we carry out our purposes. We consider that the benefits of our purposes and related activities outweigh the risks of detriment or harm to our beneficiaries or the public at large.

Detriment or harm to participants could be caused by:

  1. failure of staff (in this and all the following instances staff include consultants and researchers) and volunteers to observe and alert others to a deterioration in someone’s health and wellbeing;
  2. failure of staff and volunteers to protect a participant from detriment or harm by other participants;
  3. failure to identify and report abuse to or by a participant;
  4. failure to prevent abuse by staff or volunteers working on a project;
  5. failure to conform to good health and safety practice;
  6. failure to conform to appropriate confidentiality requirements;
  7. failure to conform to ethical research practice;
  8. failure to conform to excellent standards of staff, project and financial management.

Detriment or harm to staff and volunteers could be caused by:

  1. harmful actions by participants in a Restoration Trust project;
  2. failure of others involved in the project to protect staff or volunteers;
  3. failure to observe and alert others to an escalation in abuse by participants;
  4. failure to identify and record abuse to staff and volunteers;
  5. failure to conform to good health and safety practice;
  6. failure to conform to appropriate confidentiality requirements;
  7. failure to conform to ethical research practice;
  8. failure to conform to excellent staff, project and financial management.

Financial, operational and reputational risks are:

  1. financial damage to trustees, partners and funders by failure to implement an effective financial management policy and practices;
  2. reputational damage to staff, volunteers, trustees, partners and funders by any significant incident of harm connected to a Restoration Trust project;
  3. financial, operational and reputational damage to the organisation by failure to manage conflict of interest effectively.

 We minimise the detriment or harm from the above by:

  1. ensuring that good practice in working with vulnerable people is integral to project plans and operations;
  2. appropriate training for staff and volunteers involved with our projects;
  3. routine operational monitoring of our performance in respect of detriment or harm;
  4. careful record keeping;
  5. excellent staff, project and financial management;
  6. training for trustees in risk management in the context of our purposes and beneficiaries;
  7. annual risk management report to the trustees.

Policies and practice

We have the following policies in place to manage the risk of detriment or harm: Safeguarding vulnerable adults policy; safeguarding young people policy; volunteer policy; data protection; disclosure of information policy; health and safety policy; equality and diversity policy; financial management and controls policy; reserves and risk management policy; conflict of interest policy; privacy policy. We maintain and annually review a corporate risk register and each project has its own risk register.

Structure, governance and management

The Restoration Trust was established by a charitable trust deed on 7 April 2015 as a Charitable Incorporated Organisation (CIO).

Trustee selection

Trustees are selected because they can contribute to the achievement of our purposes. They are appointed by the existing trustees. As the organisation works with vulnerable adults we carry out all trustee eligibility tests that are required by law. Our constitution has the following provisions:

Functions and duties of charity trustees

The charity trustees shall manage the affairs of the CIO and may for that purpose exercise all the powers of the CIO. It is the duty of each charity trustee:

  1. to exercise his or her powers and to perform his or her functions in his or her capacity as a trustee of the CIO in the way he or she decides in good faith would be most likely to further the purposes of the CIO;
  2. to exercise, in the performance of those functions, such care and skill as is reasonable in the circumstances having regard in particular to any special knowledge or experience that he or she has or holds himself or herself out as having. If he or she acts as a charity trustee of the CIO in the course of a business or profession, to any special knowledge or experience that it is reasonable to expect of a person acting in the course of that kind of business or profession.

Eligibility for trusteeship

  1. Every trustee must be a natural person.
  2. No individual may be appointed as a trustee if he or she is under the age of 16 years; or if he or she would automatically cease to hold office under the provisions of clause 12(1)(e).
  3. No one is entitled to act as a trustee whether on appointment or on any re-appointment until he or she has expressly acknowledged his or her acceptance of the office of trustee.

Number of charity trustees

  1. There must be at least five trustees. If the number falls below this minimum, the remaining trustee or trustees may act only to call a meeting of the charity trustees, or appoint a new charity trustee.
  2. There is no maximum number of charity trustees that can be appointed to the CIO.

Trustee induction

The board inducts trustees according to the following policies and procedures:

  • Terms of reference
  • Principles for the operation of the board
  • Code of conduct for trustees
  • Chair of trustees job description
  • Trust job description
  • Trustee person specification

Board organisational structure

The Restoration Trust is a small charity with a simple organisational structure. The board met three times in 2018/19, in May 2018, October 2018 and January 2019. All meetings were held in London. The trustees were led by the Chair Glenys Watt until she retired in January 2019, to be succeeded by Alison Richmond in May 2019. Ben Curran supervised the Director until he retired from the Board in May 2018.

Trustees are responsible for:

  1. Ensuring that The Restoration Trust has a clear mission, vision and strategic direction and is focused on achieving these.
  2. Being responsible for the performance of the Restoration Trust and for its ‘corporate’ behaviour.
  3. Ensuring that the Restoration Trust complies with all legal and regulatory requirements
  4. Acting as guardians of the Restoration Trust’s assets, both tangible and intangible
  5. Representing the Restoration Trust as ambassadors in the wider community
  6. Ensuring that the Restoration Trust’s governance is of the highest possible standard.

The Director is contracted to:

  1. Work with the Board to develop and review The Restoration Trust’s vision and strategic plans.
  2. Deliver the Restoration Trust’s charitable objectives through appropriate plans and in accordance with agreed policies and procedures.
  3. Ensure that The Restoration Trust is well administered and meets its governance and risk management responsibilities.
  4. Enhance the Restoration Trust’s impact and profile.

Relationship with related parties

We cooperate with a number of other charities and organisations in pursuit of our objectives, as ours is a partnership model. These relationships are managed by partnership agreements agreed and signed by all parties, approved by the trustees and accepted by funders. Conflicts of interest in the relationship between trustees and the activities of the Restoration Trust are managed the other trustees by using our constitution, notably items 5 (Application of income and property); 6 (Benefits and payments to charity trustees and connected persons; 7 (Conflicts of interest and conflicts of loyalty). Our Conflicts of Interest Policy applies.

These relationships are as follows

  • Johnny Tipler is a trustee and the husband of Laura Drysdale, Director of the Restoration Trust.
  • Ben Curran is the Director of Operations at Julian Support, and the Restoration Trust runs Culture Quest in partnership with Julian Support.
  • Frances Halahan hosts the Restoration Trust at her home address. This is covered in an agreement approved by the trustees.
  • Dr Sara Lunt is the retired Senior Curator, West Territory, English Heritage, and the Restoration Trust runs Human Henge with English Heritage in properties for which she was responsible. Dr Lunt provides pro bono advice as Chair of the Human Henge Project Board, and Restoration Trust covers her related travel and subsistence expenses.
  • Alison Richmond is the former Chief Executive Officer of Icon, the Institute of Conservation, and Icon is a partner in our developing Conservation for Wellbeing programme.

Reference and administrative details

Name: The Restoration Trust. Registered Charity Number: 1161196. Principal address: 38 Kitson Road, London SE5 7LF

Trustees who served during the year

Nic Allen

Ben Curran (rtd May 2019)

Frances Halahan

Dr Sara Lunt, Chair Human Henge Project Board

Johnny Tipler

Glenys Watt, Chair (rtd Jan 2019)

Danny Whatmough

Alison Richmond (joined May 2018)

Darren France (joined Oct 2018)

There are no corporate trustees, and no trustee holds title to property belonging to the charity. We do not hold funds as custodian trustees on behalf of others. Trustees are appointed for a three-year term, with a maximum of two term renewals.


Our accountants and independent examiners are Gascoynes Chartered Accountants, 15 Whiting Street, Bury St Edmunds, Suffolk IP33 1NX.


Laura Drysdale is our Director and only staff member.


The trustees declare that they have approved the report above.

Alison Richmond

Chair of the Trustees

Dated: 19 October 2019

Burgh Castle Roman Fort January 2020 by Robert Fairclough

Full accounts for the year ended 31 March 2019 – signed