THE CAMPHILL VILLAGE TRUST LIMITED & … Report...The Camphill Village Trust Limited Annual Report...

2017& FINANCIAL STATEMENTSANNUAL REPORT

THE CAMPHILL VILLAGE TRUST LIMITED

HEALTHY LIVINGHEALTHY COMMUNITIES

CVT_AnnualReport_2017_v3.qxp_CVT_AnnualReport_2017 02/11/2017 16:21 Page 1

The Camphill Village Trust Limited Annual Report 2016/2017 Trustees’ Annual Report

BUILDING COMMUNITIES CHANGING LIVES

Camphill Village Trust’s objects,contained in the company’sMemorandum of Association(which were first adopted in thisformat in 2007) are;

“for the public benefit, to relievesickness, promote good health, providecare to and advance the education andtraining of people with a disability(whether mental or physical), theyoung, the old, or people otherwise inneed, in accordance with the principlesof Dr Rudolf Steiner (as summarised inan appendix to the memorandum),particularly (without limitation) by theestablishment and maintenance ofcommunities in the form of villages,residential houses, day centres,kindergartens, schools, colleges orother types of social and/or educationalcommunity, in which beneficiaries liveand/or work and/or to which theyotherwise resort in community withpersons providing support”.

OurObjects


The Camphill Village Trust Limited Annual Report 2016/2017 www.cvt.org.uk

CVT TRUSTEES ANNUAL REPORT 2016/17

Trustees ReportWelcome to our 2017 annual report . . . . . . . . . . . . . . . . . . . . . . . . . .2Reflections from our Chair and Chief Executive . . . . . . . . . . . . . .3Question time with the new Chair . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Moving forward together (our purpose, our strategy) . . . . . .5Progress update against our strategic plan . . . . . . . . . . . . . . . . . .6Focus on co-production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Healthy lives, healthy communities . . . . . . . . . . . . . . . . . . . . . . . . . .11Gardeners Growing Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16Other Health Iniatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17Interview with our Operations Director . . . . . . . . . . . . . . . . . . . . .18Reflections & Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19Our Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20Our Donors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21

Strategic ReportFinancial review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Reserves Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24Principal risks and uncertainties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26Achievements and performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Structure, governance and management . . . . . . . . . . . . . . . . . . .29Statement of Trustees’ responsibilities . . . . . . . . . . . . . . . . . . . . . .32

Independent Auditor’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33

Financial statementsStatement of financial activities (incorporatingan income and expenditure account) . . . . . . . . . . . . . . . . . . . . . . . .36Balance sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37Statement of cash flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38Notes to the financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

Reference and administrative details . . . . . . . . . . . . . . . . . . . . . . . .56

The Camphill Village Trust Limited uses “Camphill Village Trust” and “CVT” as operating names whichare referred to throughout this document.

Contents


OURVISION“People we support are at theheart of all we do - benefitingphysically, emotionally andspiritually, with a strong senseof community”.

OUR VISION OUR MISSION

WelcomeTO OUR 2017ANNUAL REPORT

This year, in partnership with those we support,we have gathered stories about how peopleacross the charity are working towards healthylives and communities – whether that’s gettingfitter, having a purpose and place in the world,discussing their wellbeing, or making friends andbuilding relationships.

We know that, outside of Camphill Village Trust, manypeople with disabilities are lonely, and deprived ofopportunities to contribute to their communities andsociety. We also know that for some, getting the rightsupport to have a healthy and fulfilled life issometimes hard.

Being connected, building confidence, having ameaningful contribution - and being respected for thatcontribution remains at the heart of our Charity.

We are working hard to make this happen in achanging world, and so this annual report sharessome of our stories and successes, in addition to ourfinancial health, which underpins what we can do,this year’s report tells our journey.

A big thank you to everyone involved in sharingtheir stories.

OURMISSIONTo be a values-driven charitydelivering innovative, person-centred care in response tolocal needs. To be highlyregarded, financiallysustainable and well-resourced, with people whoare motivated in their workand where anthroposophyremains a living inspiration.

2 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017 Trustees’ Report


The Camphill Village Trust Limited Annual Report 2016/2017 Trustees’ Report www.cvt.org.uk 3

SUPPORTING PEOPLE MORE CHOICE AND CONTROL

The last year has been a positive one interms of supporting people to have morecontrol and choice, a voice, and to have asay over the direction and quality of theirlives.

We are pleased to report that we aredelivering on our commitment to put thepeople we support at the heart of all we do.The stories in this report represent someexamples of this wider changing culture.

It has been a busy but productive year withreal progress in important areas. Thetrustees would like to recognise and thankthe many dedicated people throughout thecharity who work hard every day to providea good life to the people we support: thecharity’s beneficiaries.

Our team’s dedication has delivered somestand-out results. For example, the quality ofour support over the year has beenrecognised by Care Quality Commission

(CQC), with all of our communities beingawarded “good” status – something weshould really celebrate.

We know that delivering such quality,building community, offering realopportunities and managing our land andresources can cost more than other supportmodels. That’s why we have continued towork hard to control costs and improve ourcare and housing income levels.

We have also had to come to terms withthere being less certainty around thecharity’s future funding. The unexpectedgeneral election and Brexit disrupted thefocus on the crucial matter of social carefunding. There is a real danger that therights and quality of life of people withdisabilities could be eroded by funding cutsor welfare benefit changes. The drop inpublic confidence in charities could alsoaffect our fundraising income.

This, therefore, forms the challenge for thegovernance of the charity now and in thefuture. We must balance our quality,regulatory responsibilities and financialresponsibility, ensuring they improvetogether, rather than at the cost of one oranother. That’s why the trustees will befocusing on our new QualityBoard/Committee as well as our financialmanagement over the next year.

Finally, we would like to thank thoseinvolved in the legal mediation, and thedevelopment of the Avalon shared livesscheme in Botton. We feel positive about theconclusion of this process, and grateful forthe continued input from all parties.

ReflectionsFrom Brian Walsh Our New Chairand Huw John Our Chief Executive

Brian Walsh, Huw John



QUESTION TIME WITH THE NEW CHAIRQUESTION TIME WITH THE NEW CHAIR

Question Time Community Members speak to the new Chair Brian Walsh

Q&A Members of the group who produced

the 2016 Annual report spoke to the new

chair Brian Walsh by Facetime

Brian Walsh became Chair of the Camphill Village

Trust in 2016. Three members of the Croft community

Fiona Wood, Tom Richardson and Nicolas Kosmola

spoke to him about his role as Chair.

Q Fiona: Have you enjoyed your first year?

Brian: Yes, it’s been very good Fiona. I met lots of

new people at Delrow which was my first contact

with CVT. Being Chairman I’ve learned a lot more

than I knew before so it’s been very interesting and

I’ve met some very interesting people.

Q Nicolas: What have been your highlights this year

as Chairman?

Brian: I think I’ve had three highlights Nicolas.

1. Lots of new people went into Delrow.

2. Reading the CVT Annual report which you and

some of your colleagues helped to produce and

which was good. I know lots of other people have

said how good it is.

3. The third has been working at the Board meetings

with the Trustees who are the people who make

sure the charity runs well. I’ve really enjoyed that.

Q Tom: Has it been different from what you expected?

Brian: No Tom, it’s not been different as I’ve been

the Chairman before of another Charity. I knew what I

was going to be doing when I applied so it’s been

very good, very enjoyable. The only difference has

been that it takes up a lot more of my time than I

thought it would do to do things properly.

Q Fiona: What sort of things have the Trustees been

talking about?

Brian: Since I’ve been the Chairman we’ve had three

meetings. What we talk about is obviously the money

to make sure we have enough money in the Charity to

do the things that we want to do. The next thing we

talk about is how we could be doing things better in

the future and what sort of things we should be doing

in the future. We also talk about how good our

services are as every service has to be inspected by

what’s called the Care Quality Commission (the CQC).

They are the independent regulator of social care

services. We talk about what they think of us and if

we need to make any changes or improve. We also

talk about what’s happening in other charities and

how we compare with them as well.

So, they are the things we always talk about and

there are other things which we talk about as well.

So, for example there’s been a new computer IT

system which has been introduced by the charity to all

the staff who work with them so we’ve heard all

about that. We’ve also heard a lot about volunteering

and how we help volunteers.

Q Nicolas: What are your hobbies?

Brian: My hobbies are going to the cinema. I go to

the cinema every week with my wife. Last year I saw

about seventy films which is a lot. My favourite film is

called ‘The Graduate’. And I went to see it again last

week as it was fifty years old.


OUR PURPOSE OUR STRATEGY

Moving forwardtogether

OUR PURPOSEWe exist to provide care to adults with learningdisabilities and, in particular, in providing this care, toensure a sense of belonging that comes from being partof one of our communities.

Seeking to apply general principles of anthroposophy,this recognises a human orientated spiritual world thatreflects and speaks to the basic questions of humanityand nature. The Camphill Village Trust uses this view asa relevant inspiration to ensure we support all thepeople we are asked to support, in an individual andperson centred way.

We recognise the dignity, spiritual integrity and valuedcontribution of each individual and we try to offer a lifeof purpose, accomplishment, celebration and meaning.

We do not define people because of disability but aim toalign the achievements of citizenship with equality andthe warmth of friendship and self-fulfilment.

OUR STRATEGYAs our present five year strategic plan concludes,Trustees are reviewing outcomes, alongside, our vision,mission and strategic themes in preparation for the nextphase in the charity’s strategic journey.

These are our strategic themes and keyobjectives:

• To be well governed and managed• To be financially sustainable

• Well resourced• With the right people for the journeyahead

• Delivering safe, person centred careand support

• Developing to meet changing needs• Informed by the people we support

“We must recognise that everyday of life has a special value, weneed to learn that each new dayand each new year offerscontinual revelation.”Rudolf Steiner




CVT OUR ACHIEVEMENTS

STRATEGIC OBJECTIVES

Well governed and managedRecruit sector specific trustees.Appoint a fundraising director.Recruit a CVT wide Property Manager

PROGRESS TO DATE

Following Board skills audit, three sector experienced specificTrustees recruited.Fundraising Director appointed, providing in-house expertise forfuture. Recruitment of Property Manager underway.

Financially SustainableContinue improvement on financial controlsand accountabilityDrive down procurement costs.Strengthen budget monitoring and performance

Continued focus on monitoring core costs and identifyingsavings with improved operating results.Project for new financial/payroll system underway to deliverfurther improvements and efficiencies.Increased robust budget monitoring programme introduced

With the right resourcesReview of energy costs.Progress I.T projectsProgress Property project

Biomass boilers now operational, delivering greener energy,costs savings and additional income stream. Major CVT wide I.T project to provide strong IT infrastructurescheduled for September 2017 completion.Full property portfolio review to follow property managerrecruitment in 2018.

With the right people for the journey aheadImprove consistency on recruitment and retentionacross CVT, with focus on reduced agency use.

Working with external experts as part of ongoing drive to recruitquality care and support staffAnnual Agency costs decreased by 28%. A staff survey delivered encouraging feedback & informing futureaction plan. Implementation of new improved pay rates for frontline staff hascontributed towards achieving Government’s future nationalliving wage targets.

Progress update again Following Board skills audit, three sector experienced specificTrustees recruited.Fundraising Director appointed, providing in-house expertise forfuture.Recruitment of Property Manager underway.

With the right resourcesReview of energy costs.Progress I.T projectsProgress Property project

With the right people for the journey aheadImprove consistency on recruitment and retentionacross CVT,T,T with focus on reduced agency use.



CVT OUR ACHIEVEMENTS

STRATEGIC OBJECTIVES

Delivering safe, good, personalised care and supportOngoing focus of health and safety related matters.Review of safeguarding and quality. Strengthen the involvement and voice of the people we support.Further develop positive relationships with commissioners and regulators.

PROGRESS TO DATE

Strengthened Safeguarding board with improved reporting, dataand analysis - informing practice and standards across CVT. Developing formal CVT Quality Board model with IndependentChair. Stronger monitoring of community action plans introduced.Increase in referrals across CVT.“Good” CQC rating across CVT.

Innovating and responding to meet local needs to facilitate growthContinued implementation of Community Catalystsrecommendations around enterprise. Establish stronger relationships with commissioners/localcommunities to develop responsive support models. Deliver relevant capital developments projects.Continue CVT Shared Lives model development.

Number of people supported increased – both community andday support.Workshop and enterprise opportunities increased.Local Action Plans developed.Norton Road development at Stourbridge completed andproviding responsive care and support for 10 local people.CVT Shared Lives support model progressing well.

Informed by the people we support and involving their familiesFurther investment in Learn to lead, regional forums and wider co productive culture/focusImprove consistency to family communications and involvement. Further investment in improved communication with families and people we support

100 staff complete Learn to Lead induction training. Increase in learn to lead groups and membership. Regional forums held in each community. Regular newsletters to families and members.Annual “My Life” survey introduced for people we support, plusfamily member questionnaire. Further investment in CVT Connect required.Improved co productive approach to recruitment.New CVT Quality of Life Standards co-produced and 8 qualifiedQOL teams now delivering people we support led communityaudits.

inst our strategic plan


RECRUITMENT

Martin, James and Jean took part in therecruitment of a new fundraising director forCVT.

“We wanted to do something worthwhileand to contribute,” said James, “We have aright to know who’s working here. It’s ourcharity; if we weren’t here there wouldn’t beany staff.”

“We wanted to meet the people”, saidMartin, “and ask them how they found outabout the job, why they thought they werebest for the job.”

‘I asked her how she was going to improvemy life,’ said Jean

CVT CONNECT

‘CVT Connect’, which has been co-producedwith the people we support, recognises theincreasing part technology plays in people’slives. We shared the work that the charityhad done in co-producing CVT Connect withthe Voluntary Organisations Disability Group(VODG).

Our progress in addressing some of theconcerns around social media and,importantly, realising social media’spotential stood out. As a result, we werefeatured in a paper exploring innovativeways of co-producing digital solutions thatchange the way health and wellbeingsupport is delivered. For more information,see https://goo.gl/hbeQ15

CVT Connect was also shortlisted in thetechnology category at the 2016 Third Sectorawards. The nomination was recognition forthe way the charity utilised technology in aninnovative and person-centred way toenhance the life of people we support.

ASSESSMENTS

We have a history of co-producing factsheetsfor people in different formats. When it wassuggested that some information would helppeople prepare for assessments or reviews,we agreed that who better to design thesethan people who had recently been involvedin assessments?

Alex, Aimee, Tom, Greg, Sheila and Lisa fromSt Albans and Delrow communities, alongwith their support workers, created afactsheet to help others prepare for theirown assessments and reviews.

You can view the factsheets online at:https://www.cvt.org.uk/easy-read-factsheets

CO-PRODUCTION ASSETS AND SKILLS

Focus onco-productionCo-production defines people who use services as ‘assets’ with skills andexperiences to break down the barriers between people who use services andprofessionals. Some examples of co-production in action include:




CO-PRODUCTION ASSETS AND SKILLS

REGIONAL FORUMS

Regional forums continued to evolve thisyear. The gatherings, organised by membersfrom the hosting community, provide anopportunity to come together, share ideas,inspiration and celebrate achievements byindividuals and groups.

One objective this year was to providefeedback on last years ‘My Life’ survey. Wediscussed how support could develop toenable people to live the life they choose.

Friendship and fun as well as tasty foodalways form part of the forums.

Highlights have included:

• a visit to Stourbridge and a tour of the community including Berith Hall and the new flats. • The annual Northern sports event which in addition to a lot of fun helps promote healthy lifestyles. • An activities day at Oaklands where people were able to have a go at different craft and workshop activities.

LEARN TO LEAD

CVT has worked with ‘Learn to lead’, aCommunity Interest Company, whichrecognises that everyone’s contribution is ofvalue and which aims to empower peoplethrough collaboration with each other. http://www.learntolead.org.uk/project/project-4/

One of our Learn to lead priorities this yearfeatured staff and volunteers. We held sevenworkshops which over 100 new staff andvolunteers attended. These workshopsencouraged participants to look at how theyfacilitate both individuals and groups to takeownership and responsibility in theircommunities. We’ve subsequently madechanges to our support structures to enablepeople to work together to bring about thepositive changes they wish for.

Fundamentally, Learn to lead encourages amore equal relationship. We’re delightedthat the culture of the charity is changing toone where everyone is ‘doing’ rather thanfeeling 'done to’.

QUALITY OF LIFE REVIEWS

Following a comprehensive review, thecharity decided to expand its Quality of Lifeprogramme by developing a team ofreviewers across all communities. Thisensures it has both a community, and acharity, wide impact.

We have worked with the charity ChangingOur Lives to develop the Quality of Lifereviews. Their Chief Executive Jane Leesoncommented,

“Changing Our Lives takes a rights-basedapproach to our work, arguing all disabledpeople have a right to an ‘ordinary life’,where they decide who supports them,where they live, who they live with… inshort how they live their life.

“Camphill Village Trust is embracing thesechallenges and the Quality of Life reviewsare championing these rights, exposingmyths and, in many cases, finding some ofthe most genuine and positive interactionsbetween people with learning disabilitiesand staff that we have seen in a long time”.


http://www.learntolead.org.uk/project/project-4/


HEALTHY LIVING HEALTHY COMMUNITIES

Our vision is ambitious. It locates thepeople we support at the heart of all wedo. It identifies a strong sense ofcommunity as an enabling force helpingpeople to benefit physically, emotionallyand spiritually in the contemporary world

The four stories in the following pagescharacterise the enthusiasm and effort whichis evident across the charity in helpingenable people to have healthy lives.

• At Botton Village, we experience the enthusiasm generated by the ‘Better Health at Work’ award scheme

• At Larchfield in Middlesbrough, we hear about a vibrant men’s group.

• At the Stourbridge Berith and Camphill Partnership, we feature a gardening and cooking initiative in our newly remodelled 4 Norton Road site.

• At Delrow, a project is underway to provide an accessible garden space where people with limited mobility can access and contribute.

Our Communities


Ian and Laura are part of the nine strongBotton Health Advocate group whichcomprises both staff and the people wesupport.

Ian leads by example and enjoys the varietyof activities that Botton has to offer. I likekeeping healthy with all the sport I do’ hesays ‘It makes you feel good and keeps yourweight down’.

Laura describes how the group decided tofocus on specific campaign goals. Theseinclude physical activity, healthy eating,awareness of medical conditions, stress andmental health issues.“These were designed to improve andmaintain a healthy lifestyle and would beattainable and realistic and be completedwithin a set time.”

People have participated in physicalactivities and poster campaigns, including:Men’s Health Week, Blood Donor, OvarianCancer, Prostate Cancer and British HeartFoundation. Some joined the Gym throughthe CVT discounted gym membership with‘Everyone Active’. There have beenfitness challenges including therenowned ‘Stormy Hallchallenge’, Zumbathon, a tabletennis tournament andwalking clubs and fitnessclasses.

Now as well as feeling better, they’ve alsoreceived recognition (along with the othernorthern CVT communities Larchfield andThe Croft) by being awarded Bronzestandard for the ‘Better Health at WorkAward’. This award is an established andevidence-based workplace healthimprovement programme. It recognises thata healthy workplace has considerablebenefits for employers. These includedecreased absenteeism, increasedproductivity and improved performance. Ahealthy workplace can also enhance anorganisation’sreputation andstanding with staff,stakeholdersand thewidercommunity.

Ian and otherresidents at Botton are

closely involved in the planning of activitiesas well as participating in them. Theirweekly Learn to lead group regularly comesup with new ideas for maintaining a healthylifestyle.

One of their most popular was for a‘Swimathon’. The group were keen to dosomething healthy while at the same timeraising funds for the Children in Needappeal. Swimmers of all abilities cametogether to each “do their bit” and aimed toswim a total of 10km. Participants managedto complete 460 lengths in just under anhour, thereby smashing the original targetthey had set! Ian is keen to do the samething again in 2017 though, of course, he isdetermined to set a new record.



BottonBotton’s betterhealth at workaward

A e H

A a

A P c r

A p w a

Botton group celebratesponsored swim achievement

Ian and laura

Ashley with Botton produce



Sometimes we know what we want butmay need a bit of extra help to achieve it.

A men’s group in Larchfield is now firmlyestablished and provides an opportunity forindividuals to work together and developskills to achieve successful outcomes. LynneMorrison from Middlesbrough ‘People First’who helped set up the group says:

"There are opportunities for people with alearning disability to take charge oftheir lives with the right support.We bring people together toutilise their courage, resilienceand strengths within this groupso we can focus on helpingthem achieve things and dothings that they can do, not justfocus on what they are unable todo. Everyone is encouraged to‘have their say’ at everyopportunity whichincreases confidence,self-esteem andemotional healthand well-being.This can be lifechanging!"

Groupmembers areencouraged toask questionsand play a full

part at every session. The sessions are jointlyfacilitated by a member of the group and amember of staff who can offer guidance.

Over twenty men from Larchfield (which actsa central point for the group) attend thegroup which meets every four weeks.Participants are not restricted to Larchfieldcommunity members. Other participantsfrom the local community include peoplefrom TASC (Teesside Ability Support Centre)

and a nearby day centre. This localintegration is important, givingparticipants the opportunity tomeet people and develop new

friendships.

This year the focus of thegroups work has been on thelevel of health inequality

suffered by people with alearning

disability. The men’s group looks at a varietyof men's health issues including bothpsychological and physical health. It hasworked to explore, discuss and buildawareness around a range of related topicsincluding healthy eating and specific men’shealth issues such as bodily checks for lumpsand bumps.

Lee who attends regularly says:"I am glad we got a men’s group. We all geta chance to talk and if we don’t want to itsalright but I think we all do. I was scared oftalking to everyone when I first came butnow it’s not so hard. I like it and want tokeep going all the time.”

LarchfieldLarchfieldmen’s group


Larchfield Mens Group Michael , Lee

Nigel



The development project at Number 4Norton Road, officially opened in January2017, saw the creation of ten newapartments. There is also a fine new hall,a refurbished kitchen space and adulteducation rooms.

One popular activity which has taken root isthe ‘Healthy and Seasonal Food forBeginners’ course. This builds on the alreadyestablished ‘Gardening through the Year’course.

Eight participants use the produce from well-established gardens at the community’sAshfield site to prepare meals and learnabout the ingredients in the process. A herbgarden and other garden facilities, whichwill include a greenhouse, containers andwindow boxes, are also being established ingardens at the Number 4 site. These willprovide immediate access and increasedconvenience for the classes.

The two courses complement each other.Through gardening, participants havelearned about growing their own food. Thenew course, which focuses on bakingand cooking, enables them to learnmore about the importance of ahealthy diet.

Students discuss their starting level withthe course facilitator. They decide what theywant to achieve and are helped to pace their

learning and progression accordingly.

“I like making things for lunch” says Nick.“We keep the kitchen clean and are carefulwith knives and other things in the kitchen.”

“I like learning how to do more things” chipsin Sharon. “We work hard to get everythingtogether and use our own vegetables.”

“I’m a networker” says Sandra, as shecarefully slices some red peppers. “My mumhelped me cook and now I help others.”

Each session is a combination of practicalskill development, including health andsafety in the workplace, and learning aboutthe produce and their health benefits. Anadded advantage is that there is always atasty meal to consume at the end of asession!

Participants are helped toachieve clear outcomes from thesessions. They develop an

understanding and knowledge about foodwhich enables them to make informeddecisions and take responsibility for theirdietary choices.

“So many people don’t realise where theirfood comes from” says Jenny Cadman, thecourse facilitator, “or how we can substitutemore healthy options for the high sugar andfat diets and use natural rather than theprocessed foods that many people take forgranted as normal.”

“The health benefits are considerable” shesays: “Better dietary awareness can reducedepression and anxiety as well as having abeneficial effect on avoiding obesity andreducing the risk of diabetes and heartdisease”.

Meanwhile in the kitchen Richardand Neal are working togetherchopping onions and ginger.Neal tips them into the fryingpan while Richard watches. “I

like strong curries” he says,“they’re fun to make and I love

the taste.”

Berith&Camphill Learningabout food

PARTNERSHIP


Botton group celebratesponsored swim achievement

Richard, Neil Sharon, Keith

Sandra



In 1963, Camphill’s founder Dr Karl Königmoved from his clinic in Harley Street toestablish a new Camphill community. Hedid so at Delrow, the site of a large 17thcentury house, where people with a widerange of conditions were supported.

Creating an environment to promote ahealthy lifestyle remains a coreaim at Delrow. This isreflected in constructiverelationships noted inthe latest CQCinspection reportfrom October 2016.‘The atmospherewithin each of thehouses waswelcoming andrelaxed. We foundthat staff haddeveloped positiveand caringrelationships with thepeople theysupported.

People were actively involved in all aspectsof their care and support as much as theywere able to.’ A piece of unused land in the community hasprovided another means of promoting healthand wellbeing. In a series of ‘communitydays’ all those living at Delrow, theirrelatives and other staff considered how to

put the land to good use. Using a varietyof methods they distilled their ideasinto three main themes whichbecame solid commitments. Thesewere that the area should:

• be place where everyonecould access and work in• be beautiful

• be productive and growvegetables

A garden designer provided somepreliminary plans. After spending time

looking at these the group now have aplan they have all agreed on. A further

conversation resulted in a ‘pig vote’. Thisresulted in an overwhelming majority infavour of keeping pigs so there will be

livestock as well as gardens. The newly created gardening

site will complementthe existing gardens

and be moreaccessible. Theywill producevegetables,

flowers, herbs and soft fruit. They willfeature raised beds and offer wheelchairaccess and seating. Polytunnels andgreenhouses will provide shelter.

The increased accessibility will allow thosewho have not been able to garden until nowto enjoy the benefits of increased exerciseand the satisfaction and achievement ofproducing food for the table. Increasing the scope and range of activitiesalso enables Delrow to offer more dayplacements. This, in turn, can lead to newfriendships and a range of new and positiveactivities for local people.

DelrowOur gardenaccessible,beautiful andproductive


at the site of a proposed new garden

General Manager Phil Sweeney

Tom & Eddie

Gemma



Working on the land, whether farming orgardening, is an important part of ourlife, work and success. Since it began the charity has beenclosely tied to the land and has operateda number of farms, gardens andsmallholdings across it’s communities.This year we have embraced ‘carefarming’, sometimes known as ‘social farming’. This is the therapeuticuse of farming and horticultural practices.

During 2016, the Botton community led theway with this new initiative for our farmsand gardens by opening the Botton CareFarm. This provides services for those inneed in the wider local community, inaddition to those who live within Botton. Catherine, who travels twice a week fromlocal town Guisborough to Botton, likes thecompanionship and variety of the day. “Iused to be at Askham Bryan College but I’vefinished there. Now I help put the chickensaway and feed them” she said. James, who currently travels into Botton butwill shortly be joining the community as aresident, met the chair of Natural EnglandJames Cross when he visited the Care Farm. “I showed him round all the buildings andsheds. He was very interested in what wedo.” Care farming recognises both the importanceof caring for the land and that close contactwith nature has multiple benefits for ourhealth. Spending time outdoors frequently

lifts our mood; observing a plant that youhave nurtured to fruition increases self-esteem, whilst developing skills andcapabilities increases confidence. The care farming approach builds on ourexisting practice. It provides health, socialand special educational care servicesthrough supervised, structured programmesof farming-related activities. This makes itsuitable for a wide variety of peopleincluding those with learning disabilities andpersons with a range of mental healthissues.

The Botton Farm has been awarded the carefarming Code of Practice and has been madeCare Farm of the month by Care Farming UK.While based in North Yorkshire the farm hasalready been successful in attracting peoplefor day opportunities from other areas, suchas Redcar and Cleveland. We are now developing plans to roll out theapproach across other communities as partof a wider initiative to improve the socialand financial contribution from our landresources.

Social Farming


Catherine

Ashley, Robin & James

Benjamin l: James Cross r: James Coates


The Croft garden was once a quarry butnow produces all kinds of vegetables andfruit. This year, the gardeners hard workhas resulted in a bumper crop ofeverything from tomatoes, lettuce andbeans, to peppers and purple sproutingbroccoli.

In St Albans, the team are doing a lot withtheir allotments. The project christened

‘Seeds of Nurture’ has built a cosy cabin anda polytunnel so they could keep busy rightthrough the winter. Joanna says, “I like it because it’s quitetherapeutic. I like to get my hands in theearth without gloves on. And I love eatingwhat we grow. It’s not got pesticides oranything on it. It’s just fresh, really fresh.” Carl lives at Berith and Camphill Partnershipin Stourbridge, whilst Chris volunteers there.

Both enjoy working in the communitygardens and also share a love ofphotography. Carl has his own plot, whichChris helps him to tend: “We worktogether”, Carl explains. This year they’regrowing fruit and vegetables includingtomatoes and courgettes. “I’ve learned a lotabout gardening since coming here,” saysChris.


GardenersGrowingTogether


Anthony and Joy at the ‘Seeds of Nurture project’

Chris & Carl



HEALTHY LIVING WELLBEING

Other HealthInitiatives

Many other programmes are underway atour communities, including:

CroftSome people at the Croft have hobbies andactivities in the local community, whilstothers do not. Now a project is underway tohelp community members be active andmake use of the many facilities in the area.This encourages social integration andcommunity networks. Taster sessions areorganised at local sports and leisure facilitiesin which groups can try out a range ofactivities.

OaklandsAt Oaklands Park, an older person’s fitnessclass is run by a member of the Forest of

Dean Health and Wellbeing Team. It offersan hour's gentle activity focusing onstretches and balance work using resistancebands and exercise balls to music. The class,which is also open to the wider community,is well attended. We hope to build on theserelationships, as well as people’s muscles,and see more people making use of theactivity.

TaurusTaurus members have taken part in anational fundraising challenge ‘The Relay forLife’ which brings communities together tobeat cancer. As the ‘Crazy 80’s’, the Taurusteam took part in a relay lasting 24 hours,taking turns to walk round the trackthroughout the night.

Susie took part, and said: “We enjoyedtaking part in the relay and having a stall atthis event which helped to raise money forcharity”.

St AlbansLearn to lead has transformed into Learn toEat at St Albans! A healthy eating project isusing the TV ‘Come dine with me’ formula toencourage healthy eating and to help thepeople we support improve their cookingskills. Five episodes have been filmed and afew stars have already been born.

L/R Neil, Shelley, Susie, Karen, Nathan, Ryan



PEOPLE ENGAGES REFLECTIONS AND IMPACT

What are you most proud of achievingover the last year?A number of successes stand out. Theopening of the refurbished Beehivedevelopment at the Croft communityprovided a new home to four people whohave enhanced needs and are ageing, thebuilding work being comleted at 4 NortonRoad in Stourbridge enabling up to 10 newpeople to join the community. At Delrowwe’ve massively improved our workingrelationship with the local authority andrecruited a great care and support team.We’ve also made good progress on the lessexciting but important things we do like stafftraining, managing safeguarding processes,and our enhanced audit programme.

Were there any personal highlights foryou?Of course! A man supported at Gloucesterlost most of what remained of his fundingfor care and support – but this wasn’t adisaster! The skills he’s learned, in terms ofmanaging his money, time and relationshipsmean he’s now living able within thecommunity, living independently as a tenant. At the Croft, I recently met a parent and herson at the community’s family day. Shepainted a pretty humbling picture of howmuch our day opportunities mean to her andher son. When he was unwell and unable toattend, people in the community sent himget well cards; she and her son were reallytouched.

Lastly, watching the parents and brother ayoung lady from Delrow bursting with prideas they watched her in a creativeperformance brought a real lump to my

throat. It was plain to see just how muchenjoyment she was getting throughexpressing herself.How are the communities developing?I’m really happy to see our day servicescontinuing to grow. It’s great to see peopleproperly engaged, working without the needfor close supervision and with a real sense oftask. Seeing people with wellies on, hoses inhand and covered in mud gives me realcomfort that we’re getting it right!

On a national basis, we’re bucking the trendin relation to obtaining local authorityfunding. Negotiating hard on behalf of thosewe support is easier to do when I can gointo meetings with a sense of pride,knowing we’re providing a decent service.We’re far less apologetic than we havebeen in the past, and rightly so.

What will be the biggestchallenges over the nextfew years?Our focus on meaningfulcontribution, our greatfacilities and ourcreative and culturalopportunitiesmean what weoffer is unrivalled.But we’ve still gotwork to do withsome localauthorities toensure they pay ussufficiently so thatwe can sustain ourcommunities.

The use of agency staff has really reducedover the last 12 months. Our new staffrecognise that what we offer, due to ourhistory, location and ethos, is very different.We need to make sure they get what’sdifferent about our approach andunderstand what we’re trying to achieve.We’re not the finished article yet, but I’mproud of how we’re doing.

Interviewwith our Operations Director,Mark Denny



IMPROVING OUR SERVICE REFLECTIONS AND IMPACT

Quotes from ‘Care Quality Commission’community inspection reports:

People told us the service was safe. Oneperson said, "I feel safe, I just do, I feelnormal here." Another person told us, "I feelsafe. Staff talk to me when I've got aproblem."

Training was regularly refreshed to ensure itreflected current best practice.

People were supported to access externalprofessionals to monitor and promote theirhealth. One person told us staff hadsupported them with regular meetings withtheir doctor, saying, "Things like that changeyour life."

People spoke positively about the supportthey received at the service, describing staffas kind and caring. One person we spokewith said, "I love it here." Another said theirlife had changed positively since they startedusing the service due to the support theyreceived from staff, saying, "Now I live here Ifeel like a different person." Another personsaid, "Staff are nice. They're a lovely bunch,funny. They are friendly."

People told us about the 'Learning to lead'project, which enabled people who used theservice to take part in an active decisionmaking role in the community. This groupsupported people to take responsibility forplanning and influencing developments andconcluded the proposed changes would

result in a range of improvements such asimproved wheelchair access to the store, achildren's play area and car parking.

Staff told us the service had an "openculture" and that links with otherorganisations that could benefit peopleliving there were encouraged.

Qualityand Impact



YOU HELP US SUCCEED

Our staff team has shown boundlessenergy and enthusiasm in helping thepeople we support to live the livesthey choose. They recognise theimportance of relationships and theircommitment to our values isfundamental to creating ourcommunity spirit.

Three of our team, Karin Slade, JeanetteJowett and Michele Buck, were finalistsin this year’s National LearningDisabilities and Autism Awards.

“I am a mother of two and owner of awell-stocked baking and craft cupboard.Working life has always touched uponlearning disabilities as a teachingassistant, an advocate and now, sohappily, at Larchfield where each personis valued for who they are”.

Karin Slade

“I have a sound, natural and respectfulvalue base, celebrating people for who

they are, recognising their contributionto society and ensuring they are notbeing defined by their disability. It was agreat evening enjoyed by all. Sally didsay that we were all winners and hadbeen chosen as finalists from thousandsof nominees. Personally, I feel veryprivileged to have been chosen to dothe job that I do and that is the onlyreward required.”

Jeanette Jowett

“I have worked within a diverse rangeof social care settings for over 25 years.I am committed to the positive supportand empowerment of those mostmarginalised and underrepresented inour society. Valuing people andfacilitating independence is mypassion.”

Michele Buck

If you would like to explore vacancies inCVT visit our website on:www.cvt.org.uk/work-with-us

Our staff team are often complementedby volunteers who come from all over theworld, or from just around the corner.Some volunteers joined as part of theEuropean Voluntary Service programme.

Lena said, “My experiences here will shapemy life. The people teach me a lot. We are incommunity together. They do not judge andeveryone is useful.”

Balazs from Hungary, and Mar from Spain,are deeply moved and impressed by theexperiences they have had sincevolunteering in Camphill. Balazs explained,“I had never worked with people with alearning disability before. At first, I was a bitanxious but everyone was so friendly that Isoon felt at home and recognized a strongcommunity. I think it’s very inspiring.”

“We all have special needs,” says his friendMar. “The people are really truthful. Beinghere has changed me in so many ways. Ithink it makes you more human.”

Volunteers

Staff

Karin, Jeanette & Michelle

John & Lena Mar & Balazs



YOU HELP US SUCCEED

Our continued success in meeting thechanging needs of the people we supportis, in a large part, due to the generosity,loyalty and ingenuity of our supporters.

Whether it is making regular donations,contributing to appeals we make, or invitingus to visit and talk about our work, weappreciate how people go out of their wayto help the charity. And you couldn’t gofurther out of your way than Skye Marsden,who ran the Angkor Wat International HalfMarathon in Cambodia. Closer to home butjust as much appreciated are the supportersfrom Dorset who chose to raise money for usby opening their garden as part of theNational Garden Scheme. They served teasand put up a display and many peopleshowed an interest in our work and gavegenerously.

Thank you also to the many friends andsupporters of the Camphill Village Trust whokindly choose to remember us by making abequest in their will and/or requestdonations be made in their memory. Theirgenerosity is much appreciated.

It’s always a heart-warming moment whenone of our appeals comes to completion andthe vision is realised. This year, two majorfundraising achievements were celebrated.At St Albans, a generous donation from Mike& Linda Jones of the Meads Trust helped uscomplete Michaelmas Hall and provide anew community hub.

In Stourbridge, the Berith and CamphillPartnership welcomed the Mayor of Dudley,Mohammed Hanif, who opened the newaccommodation at 4 Norton Rd. The projectprovides much needed housing for 10people we support.

Our gratitude for the many supporters whohelp the charity thrive is matched by ourapproach, which is ethical and consistentwith our values. We have voluntarilyregistered with the Fundraising Regulator,the independent regulator of charitablefundraising, to show our support for goodfundraising practice and demonstrate ourcommitment to high fundraising standards.

Quotes“You are a joy to hear from. I love to readabout all the activities, it’s so heart-warming.”

“I’m so pleased to hear all the residents atCamphill are enjoying taking part in thevarious activities and projects.”

Find out more about our appeals and how tohelp the people we support live life to thefull. www.camphillfamily.com/

Our Donors

L/r Keziah Singleton, Huw John, Lucia Walker, Linda Jones, Mike Jones, Alex Beaton, Nick Weames & Rebecca Murdoch

Mayor of Dudley Mohammed Hanif opens 4 Norton Road


Our overall resultfor the year

The financial statements show CamphillVillage Ttrust having a net surplus of£2.352m (2016: £1,978m deficit). This is animproved result, especially considering thecontinued pressure the social sector facesfrom reduced funding. The maincontributions towards this year’s are thegains on our investments, an increase innumber of people we are funded to support,renegotiated contracts with local authoritiesand the continued focus on reduction inexpenditure. The charity continues to facethe challenges of providing day serviceswhich are not fully funded by commissionersand which make a significant contribution tothe operating deficit identified in the tablebelow.

Operating results

The table below shows the operating resulthas improved by £1.81m, from a deficit of£6.66m for the prior year to a deficit of£4.85m for the year ended 31 March 2017.The operating deficit is not only lower than2016 but also lower than 2015 where thenet operating deficit stood at £5.13m. Thisdemonstrates that the charity’s continuedfocus on operational improvements is nowhaving a positive impact. As in previousyears the operating deficit arising from ourcharitable activities was, in part met throughinvestment income and gains whichamounted to £2.15m for the current yearcompared to a loss of £0.59m for thecomparative period. Fundraised income andlegacy donations also contributed tomeeting these costs.

The improvement at operating level is as aresult of the increased income of £1.28mfrom charitable activities and a reduction incharitable expenditure of £0.55m. Overallcare costs remained similar to 2016 levels,despite the increase in people we support.

Whilst the gross donations reduced in theyear, the net fundraising result shows anincrease of £0.21m. This is due to a focusedreview of fundraising expenditure wheresavings have improved the cost to incomeratio from 33.7% to 19.7% and hasfacilitated the recruitment of a fundraisingdirector.

The table below shows the components ofour results; which the Statement of FinancialActivities (SOFA) presents, in the prescribedmanner.

22 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017 Strategic Report

CVT STRATEGIC REPORT

FinancialReview

2017 2016 £m £m Total income from charitable activities 15.04 13.76Investment income 0.35 0.37

Total operating income 15.39 14.13 Expenditure on charitable activities (20.24) (20.79) Net operating deficit (4.85) (6.66)Fundraising donations (net of costs) 2.39 2.18Legacy donations 2.66 3.09 Surplus/(deficit) before unrealised investment gains 0.20 (1.39)Unrealised gains/(losses) on investments 2.15 (0.59) Net movement in funds per SOFA 2.35 (1.98)


2017 2016Income by type £m £m Community care and housing 12.7 11.6Farm and land production and workshops 2.4 2.2Donations 3.0 3.3Legacies 2.7 3.1Other 0.4 0.4

The Camphill Village Trust Limited Annual Report 2016/2017 Strategic Report www.cvt.org.uk 23


An analysis of our income by typetogether with the comparable informationfrom the prior year.

Expenditure by activity• £20.2m on charitable activities (2016: £20.79m)• £0.58m on fundraising (2016: £1.11m)• £0.21m on governance costs (included now with charitable activities) (2016: £0.16m)

Commentary on expenditureThe proportion of total expenditure spent on providing the care and supportenvironment for our communities (our charitable activities) increased to 97p inthe pound (2016: 95p). The proportion spent on fundraising decreased to 3p(2016: 5p).

Of the 97p spent on charitable activities, 85p (2016: 84p) was spent on directcare and support and the upkeep of the communities, 12p (2016: 12p) wasspent on central management support which included professional fees andpayments to former co-workers in their old age.

The decrease in fundraising costs is due to a strategic decision to review thecurrent fundraising contract resulting in lower fundraising contract fees andemployment of a Fundraising Director. The Fundraising Director came into postfrom July 2017.

2 2 £ £ T 1 1

0 0

1 1 E ( ( N ( (

2 2 2 3

S 0 (

2 ( N 2 (

60%Social Care

11%Farm &

Workshops

14%Donations

13%Legacies

2%Other


Balance Sheet: netassets and liquidity

Tangible assets have increased by £3.87m to£85.28m as a result of £5.3m capitaladditions offset by net disposals of £0.1mand a depreciation charge of £1.35m. Themajor additions in the year included ITinfrastructure assets of £0.8m and theinstallation of biomass district heatingsystems of £2.1m.

An increase in the value of investments of£2.48m from £12.07m in 2016 to £14.55mfor the year, is the result of the change inmarket value of investments and investmentincome reinvested.

The historical high cash reserves held forplanned capital expenditure have beenutilised, such that the remaining balancesare aligned with working capitalrequirements.

Reserves policy

The level of reserves held by the charity iskept under regular review in accordancewith Charity Commission guidance. This is toenable the policy for holding reserves toremain relevant and up to date, while alsoensuring:

• any restricted funds are identified and segregated;

• appropriate allocations for known or likely future commitments are made (designations);

• the balance of general reserves is sufficient to maintain the financial security of the trust and at the same time fund its strategic plan;

• where any excesses or shortfalls in general reserves are identified, the trustees can plan to deal with such, and provide details in this report;

• the trustees are able to identify the extent general reserves are ‘free reserves’, in other words the extent to which these reserves are represented by liquid assets in the balance sheet.

The policy is to establish the level of generalreserves needed and to estimate the amountof free reserves necessary to maintainfinancial security. This is informed by therequirements of the charity’s strategic plan,the risks to which the charity is exposed andthe revenue and cost budgets for theforthcoming period together withcommunities’ forward forecasts, and capitalexpenditure budgets not already included indesignated funds. Currently the estimatedlevel required is in the range £6.9m to£8.6m. It includes, but is not limited to, theneed to safeguard against volatile incomeand align the current cost base to enablesustainability in an environment of reducedvoluntary and service income.

The trustees believe, that the current level ofgeneral reserves of £8.6m (2016: £10.8m),are within the target range and at anappropriate level necessary. This is in thecontext of the 2017/2018 budgets, thepotential commitments arising from eachcommunity’s business plan (which supportthe charity’s overall strategy), and ananalysis of other risk factors.




FundsRestricted fundsRestricted funds total £0.59m (2016:£0.68m). They principally comprise historicdonations or legacies where the donor hasspecified the money is to be spent in aparticular community or on a particularproject.

Designated fundsThe key designations for periods beyond2017/18 are set out in note 23 to thefinancial statements.

Free reservesFree reserves constitute 100% of generalfunds, at 31 March 2017 these stood at£8.6m (2016: £10.8m).

This is illustrated in the tables below:

Investment policyAs set out in its Articles of Association, thecharity has absolute discretion to investmoney not immediately required foroperational or capital expenditure.

The charity’s investments at 31 March 2017totalled £14.55million (2016:£12.07million). These investments aremanaged by HSBC Global Management(£10.44million) and Sarasin Partners(£4.11million). The performance of theseinvestment managers is overseen by theAudit and Finance committee, which reportsto the Board of Trustees.

The charity has a statement of investmentprinciples, as recommended by the CharityCommission. Established in line with theirguidance, this sets out an appropriate riskapproach to managing the investments. Thetrustees consider that a medium to long terminvestment policy, which aims to preservethe capital value of the assets invested whiletrying to achieve a real return on them,remains appropriate.

The charity’s investment managers havegeneral instructions to ensure they applycertain ethical guidelines in selectinginvestments.

Derivation of general reserves 2017 2016 £m £m Total reserves 102.90 100.54Less restricted funds (0.59) (0.68)Less designated funds (93.69) (89.07) General reserves (all free) 8.62 10.79


WELLBEINGCVT STRATEGIC REPORT



RisksThe principal risks identified as significantand currently outside of the charity’s riskappetite are:

• the charity’s IT structure leads to data security being breached leading to loss of sensitive and or key data, with resultant fines and reputational damage;• the failure to be prepared for the General Data Protection Regulations(GDPR) which come in force in May 2018.• inability to reduce the underlying operational deficit leading to a drain on free reserves, (in particularly in relation day care activities);• inability to recruit and retain right calibre and quantity of care staff

The Trustees have several current andplanned actions to mitigate these risks whichare reflected in the risk managementprocedures set out below. These include, thecompletion of the IT infrastructure projectand the roll out of a dedicated andcontrolled secure IT Wide Area Network(WAN); a GDPR task force working through acompliance checklist, action plan andeducation programme; various initiativesfocusing on further cost reduction andimprovements to the charity’s day careactivities and initiatives to improverecruitment focus and techniques while alsoimproving the remuneration and benefitsoffer.

UncertaintiesThe sectorThe social care sector in which the charityoperates continues to be under significantscrutiny and significant downward pressureon funding streams. The key issues and changes create a range ofuncertainties for the charity, including:• a continued reduction in local authority funding especially with the withdrawal of supported living funding and less funding for homecare support, this financial challenge may increase post ‘Brexit’• a changing commissioning focus with greater emphasis on complex needs• potential re-assessments of the people we currently support, based on Care Act ‘strength’ assessments that include informal care/physical environments which could lead to reduced funding levels• further moves to implement individual budgets for the people we support• an erosion of funding for day activities• greater challenges around the recruitment and retention of quality support staff• potential erosion of benefit funding on housing, health and social care benefits• further changes and reductions to the welfare benefit system• the impact of the Care Act 2014• a reduction in trust in the charity sector generally and the potential impact on donations this may have • the wider instability and reduced confidence within the care and health sectors

• uncertainty around sleep ins and the application of National Minimum Wage (NMW), including HMRC’s challenging approach• recent CQC guidelines on future adult s ocial care delivery models.

Risk-management andinternal controlsThe charity continues to carry out andmonitor a comprehensive risk-managementassessment process. This has identified andaddressed the major financial, operational,governance, reputational and regulatoryrisks which might affect its ability to meet itsobjectives.

Our corporate risk register records thecharity’s exposure to major risks and uses ascoring mechanism based on impact andlikelihood but weighted towards impact. Ittakes into account the existing controls andthe steps taken, designed to mitigate therisks. It then identifies the residual risk tounderstand whether it is within theacceptable risk framework, which underpinsthe process, based on clearly definedappetite to risk protocols, agreed bytrustees. Where risks appear to be outsidethe agreed comfort zone there is a clearfocus on actions needed to ensure it iswithin the risk appetite. The SMT and TrusteeBoard, via its Audit and Risk Sub-Committee,have kept the risks under review during theperiod. This review has informed theupdating and revisions to the registeraccordingly.


Principal risks &uncertaintiesfacing thecharity



WELLBEING

The board of trustees has overallresponsibility for assessing the risks faced bythe trust and ensuring it has appropriatesystems of internal control in place. TheAudit and Finance Committee are delegatedto give oversight to this. The charityundertakes mitigating actions on all themajor identified risks.

The trustees are of the opinion that they takereasonable steps to ensure that they identifythe major risks to which the charity isexposed. They also try to ensure they haveput in place systems to mitigate them. Theyare, however, aware that they design suchprocesses to manage rather than eliminateall major risks and they can only providereasonable but not absolute assurance overrisk management and elimination of materialerrors.

Legal mediationThe ongoing mediation has continued toprogress towards a final resolution to thelegal challenge mounted in 2015. This hasbeen slower than all parties wish due tocomplexities around the consultation withthe people we support on establishing anindependent Shared Lives service managedby an external organisation within Botton).It is still unknown whether the improvedrelationships between all parties through themediation process and the Shared Livesscheme will deliver a long-term, stable andcompliant community model. It hasprovided the best hope for a resolution ofthe dispute and the trustees remainoptimistic.

Going concernGoing concern is a fundamental accountingconcept which underpins the preparation ofall UK companies’ financial statements.Under this concept, it is assumed that acompany will continue in operation and thatthere is neither the intent nor the need toliquidate it or cease trading.

The trustees confirm that they have givendue consideration to the key operational andfinancial sensitivities which may affect thecharity’s ability to continue its operations.

In the context of the level of free reservesthe charity has at its disposal, and throughconsideration of its strategic plan and thecommunities’ underlying three-year plans

and financial projections, the trusteesconsider that there is a reasonableexpectation that the charity has more thanadequate resources to continue inoperational existence for the foreseeablefuture. Accordingly, we continue to believe itis appropriate to adopt the going concernbasis in preparing the annual financialstatements.

Remuneration policy forkey managementpersonnelThe trustees regard the Senior ManagementTeam (SMT) as its key managementpersonnel in the context of the CharitiesSORP (FRS102).

The charity does not currently have aformally documented remuneration policy.The board delegates the authority to reviewthe remuneration of the SMT to theNominations, Appointments & RemunerationSub-Committee.

Most importantly, the charity, led by itstrustees, aims to ensure that its keymanagement personnel are of suitablequality and have the necessary commitmentto manage the affairs of this complex andhigh-profile charity to a high standard. Withthese recruitment objectives in mind, thetrustees accept that the charity needs tooffer a rate of remuneration that will attractsuitably skilled senior managers. Thetrustees took appropriate professional adviceat the time of appointment to identify theappropriate pay levels for key positionstaking into account the sector context.

There have been no changes to the baseSMT salaries, by way of inflation uplift orotherwise, since 2011, with the exception ofthe small non-consolidated award given toall staff in 2015. The trustees are mindful ofthe lack of movement on pay and reward forkey management personnel. They thereforechose to make a one-off non-pensionableaward in recognition of the significantadditional work performed, over and abovenormal contractual hours by the SMT overthe last three years. This award is reflectedin these financial statements.

The SMT has access to the same pension andother benefits as all other staff including amodest car allowance on the same basis as

other staff whose roles involve extensivetravel. There are no performance bonusarrangements in place. The trustees canconfirm that none of the current SMTremuneration packages are outside of thesector averages, and benchmarking indicatesthe levels to be at the lower end comparedto the charity’s peer group. It is the trustees’intention to carry out a review andbenchmarking exercise in relation to theposts in the financial year ending 31 March2018.




An outline of progress, the impact the charityhas had in the year and some of theinitiatives we have been driving are set outon pages 6 to 19 of this trustees’ report. Theboard continue to use the annual budgets astheir key method of monitoring performanceand the key outcomes of that have beenoutlined in the financial review and earlier inthis section. The key performance indicatorswhich have been specifically monitored andhighlighted in the monthly performancereports, scrutinised by the Audit and FinanceCommittee and the board are set out below.

The underlying components of the charity’sincome and expenditure as highlighted inthe table on page 22 identifies clearly thecurrent gap between our care relatedrevenues and the cost of running ourcommunities. We are pleased to report thatthis gap in operating deficit has beenreduced this year from £6.66m to £4.85m,as a result of our continued focus onoperational plans. The net operating deficitbudgeted KPI was £4.75m.

This was a successful fundraising year withthe net fundraising income of £2.2m(excluding legacies) exceeding the target KPIof £2.0m.

The trustees have been monitoring agencycare staff costs which is a significantoperational cost in respect of care relatedactivities. The ratio of salary costs to socialcare income was 93% which was slightlybehind the target KPI of 90%. Although theKPI was 3% short of the target, the agencycosts have decreased by £552k during theyear and this trend continues in 2018.

We recognise that care income has declinedover the years and potentially, furthersignificant cuts in social care funding are inthe pipeline. The trustees’ have thereforemonitored the level of income received fromdelivering our model of care and ouroccupancy levels. We have seen an 18.5%increase in the care related income fromLocal authorities which is as a result ofincreased number of people we support andreassessments.

We continue to invest heavily in capitalassets ensuring our assets remain adequatefor the people we support. The boardmonitors property occupancy levels whichwere 3% behind the target of 78% due todelays to certain referrals beingaccommodated and to property renovations.

The net result of a £1.6m deficit on day careand social enterprise activities wasconsistent with the targeted KPI.

The charity still remains reliant upon legacieswhich are likely to decline over the longterm, the charity is therefore reviewing itsworkshop, retail and farming activities to seewhere more sustainable income streams canbe achieved.

Investment performanceThe trustees’ general aim, set out in thestatement of investment principles, is for thetotal of reinvested income and capitalgrowth to exceed the level of inflation in anyone year. This ensures the overall value ofinvestments is not diminished in real terms.

Budgeted targets for investment income andcapital growth were set at 2% and 2.5%respectively. The actual performance for theyear has exceeded the KPI targets withinvestment income in the year of £359krepresenting a 3% return and unrealisedgains on investments of £2,153krepresenting a 17.8% return.

Achievements& Performance




WELLBEING

Structure, governanceand management

The Camphill Village Trust Limited (“CamphillVillage Trust”) is a charitable companylimited by guarantee, registered as a charityand incorporated in England and Wales asThe Camphill Village Trust Limited on 26October 1954. The company was establishedunder a memorandum of association whichestablished the objects and powers of thecharitable company and is governed underits articles of association. The last updatesto the Articles of Association, incorporatingthe Memorandum of Association, wereadopted by special resolution at a GeneralMeeting on 22 December 2012.

The charity delivers care, through a model ofcommunity living that embraces theprinciples of Anthroposophy.

The Board Of TrusteesThe board of trustees (the members of whichare also directors of the charitable company,under company law) comprises ninemembers, being the maximum permitted bythe Memorandum and Articles. These alsorequire a majority of independent trustees(in the context of Camphill Village Trust, thishas meant specifically not the charity’s co-workers or former co-workers). At the dateof this report there were nine independenttrustees. Full details of the trustees who heldoffice during the period are set out on page56 of this report.

All new trustees and board committeemembers undertake an inductionprogramme including a structuredintroduction to the charity, its foundingphilosophy as well as visits to communities.

Training and development sessions in keyareas are also facilitated. The board is in theprocess of examining ways of assessing theperformance of individual trustees and theboard as a whole.

The majority of board members have apersonal or professional knowledge of thesocial care sector. They give their timevoluntarily and receive no benefit from thecharity in respect of their duties as trustees.Any expenses reclaimed from the trust areset out in note 8 of the Financial Statements.

Three formal board sub-committees were inplace during the year ended 31 March 2017.

The Audit & Finance Committee providesfocus and oversight in respect of thefinancial reporting processes, planning andbudgeting compliance, corporate risk,property investment and investmentmanagement

The Nominations, Appointments &Remuneration Committee has specificresponsibility for reviewing and settingsenior management pay and benefits. It alsohas responsibility for considering andrecruiting prospective trustee candidates andcarrying out the initial scrutiny of newmembership applications.

The Ruth Fund Committee advises theboard on matters of retirement provision inrespect of the charity’s former co-workers. Ithas delegated responsibility to administerthe financial distributions approved by theboard on a discretionary basis. Two trusteesare involved in this group.

Duties GenerallyThe trustees undertake the duties laid downin the charity’s governing documents. Astrustees, they fully acknowledge they areultimately responsible for the governance ofthe charity and the protection of its assets.The board takes ultimate responsibility forthe implementation of equal opportunitiesand health and safety within the trust.

In order to discharge these responsibilities,the board met formally at least six timesduring the year and participated in anadditional formal board away day. Meetingsof the various board committees and subgroups in which trustees participate wereheld regularly during the year at intervalscommensurate with business needs.

CVT TRUSTEES REPORT



Other Key AdvisoryGroupsIn order to discharge its duties, the boardhas set up a number of other workinggroups which provide either administrativeor specialist support to the charity, or act asconduits for two-way communication.

The Fundraising Group operates as ‘TheCamphill Family’ and assists the board inrelation to the charity’s fundraising activitiesand strategic decision making in this area.One trustee is a member of this group.The Safeguarding Board was set up torespond to community improvement plansrequested by statutory funders. It scrutinisespolicies, procedures and compliance in thisarea and publishes regular comprehensivereports to advise trustees on future actionsrequired. It comprises independent membersand one trustee, who chairs the group.Employee Forums have been set up thatconvene several times a year to ensure widerinput to operational and strategic matters.They also act as a conduit for the trusteeboard and senior management team tocommunicate key messages on direction,compliance and operational imperatives.One trustee is involved in these activities.Regional Learn to lead Forums are for thepeople we support to air their views andbecome more involved in co-productionprojects. They also act as a conduit forpeople to feedback views, opinions andpractical suggestions to the seniormanagement team and the trustee board. Aminimum of one trustee attends each forummeeting.

How The Charity MakesDecisions The board retain and accept fullresponsibility for decision making by thecharity. These decisions vary in size, scopeand consequence from minor operationaldecisions to more fundamental major andoperational, commitment and strategicdecisions. In arriving at these decisions, asnon-executive directors, the board aremindful that they delegate responsibility forthe operational management and leadershipof the trust to the Chief Executive Huw John.This ensures that smaller and less riskydecisions can be expedited promptly andefficiently. Operations Director, Mark Denny,HR Director, Frances Wright, Finance Director,Mark Barnish and Annabel Arkless (newlyappointed) Fundraising Director support theChief Executive. Together, these form theSMT. The SMT and the communities arethemselves supported by a small centralteam of managers and support staff.

The nature and scope of delegation bytrustees to its Committees and the SMT is setout in a scheme of delegation, introduced in2014. The first part of the document sets outthe protocols detailing matters which arereserved solely for the board, matters whichcan be authorised by board sub-committeesand those which are within the decisionmaking scope of the executive management,under the direction of the SMT.

The specific matters and authority limitsacross the various areas of activity andfunctional responsibility are set out in matrix

form in the second part of the schemedocument. Trustees and SMT keep thisdocument under rolling review and isformally review and update it annually.

Trustees ensure they keep minutes of therelevant board or committee meetings,particularly for all key decisions, where theyare required to have direct involvement asset out in the scheme. It is the trusteeboard’s policy to ensure the SMT preparecomprehensive papers for trustees in orderto ensure that the key matters needed forconsideration in arriving at such decisionsare fully documented. In certain cases,trustees request one or more boardcommittees to carry out further enquiry orscrutiny before a final decision is made. Thetrustee board are aware and mindful of theirresponsibilities and of the relevant guidanceset out in the Charity Commission’s guidancepaper “It’s your decision: charity trusteesand decision making”. They are confidentthat the decision-making processes arecompliant with that guidance.

CVT TRUSTEES REPORT



WELLBEING

Public BenefitThe trustees confirm that they have compliedwith the duty in Section 4 of the CharitiesAct 2011, by referring to the CharityCommission’s general guidance on publicbenefit when reviewing the aims andobjectives of the charity and in planning itsfuture activities. The trustees consider howall existing and planned activities willcontribute to the aims and objectives set outin its governing documents.

Pages 6 to 19 of this report demonstratehow our activities impact and fulfil ourpublic benefit objectives.

Disabilities in theworkplaceThe charity will not discriminate against adisabled person for a reason that relates totheir disability, or treat them less favourablythan a non-disabled person. The charity willconduct an individual risk assessment forevery employee or volunteer with adisability. This will identify any reasonableadjustments it needs to make in the workplace, or job, in order for the person tocontribute fully to the work of the charity.

MembershipAt 31 March 2017, the charity had 480(2016: 482), members. All members havefull voting rights under the charity’s Articlesof Association. Each member guarantees tocontribute an amount not exceeding £1 tothe assets of the charitable company in theevent of a winding up.

Rules relating to the membership are at thediscretion of the trustees, including theadmission of new members and removal ofmembers in accordance with the relevantparagraphs of the charity’s Articles ofAssociation.

In the previous report, under membership,we reported that, during the review period,the trustees were concerned that themembership model, which has evolved overmany years, may not now be the mostappropriate model for the type and size thecharity now is.

As a result, they were of the view that anychange to the governance structure of thecharity should be considered carefully andwith the benefit of a variety of perspectives.The trustees concluded that it would be inthe best interests of the charity to conduct athorough and comprehensive review,

informed by professional advice, to identifythe best and most fit for purposemembership model.

In the event as mentioned previously, thismatter became one of the three focal pointsin the legal mediation. This meant thereview, as originally envisaged, becameimpractical. Nonetheless, in addressing thiswithin mediation, the charity considered theviews of the claimants and obtained legaladvice. This has meant to date that thetrustees have made no changes. At the July2016 mediation meeting both parties agreedthey had achieved substantial progress andtrustees agreed that they will implement anumber of agreed changes to the policywhen full settlement is reached. This had notbeen reached at the date this report wasapproved.

The trustees also decided that it would notbe in the interests of the charity for thetrustees to consider admitting moremembers (other than as necessary forTrustee appointments) until they implementany membership policy changes.

CVT TRUSTEES REPORT



The trustees (who are also directors of TheCamphill Village Trust Limited for thepurposes of company law) are responsiblefor preparing the trustees’ report includingthe strategic report and the financialstatements in accordance with applicablelaw and United Kingdom AccountingStandards (United Kingdom GenerallyAccepted Accounting Practice).

Company law requires the trustees toprepare financial statements for eachfinancial year, which, give a true and fairview of the state of affairs of the charitablecompany and of the incoming resources andapplication of resources, including theincome and expenditure, of the charitablecompany for that period. In preparing thesefinancial statements, the trustees arerequired to:

• Select suitable accounting policies and then apply them consistently• Observe the methods and principles in the Charities SORP• Make judgements and estimates that are reasonable and prudent

• State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

The trustees are responsible for keepingadequate accounting records that disclosewith reasonable accuracy at any time thefinancial position of the charitable companyand enable them to ensure that the financialstatements comply with the Companies Act2006. They are also responsible forsafeguarding the assets of the charitablecompany and hence for taking reasonablesteps for the prevention and detection offraud and other irregularities.

In so far as the trustees are aware:

• There is no relevant audit information of which the charitable company’s auditor is unaware

• The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The trustees are responsible for themaintenance and integrity of the corporateand financial information included on thecharitable company's website. Legislation inthe United Kingdom governing thepreparation and dissemination of financialstatements may differ from legislation inother jurisdictions.

The trustees’ report which includes thestrategic report has been approved by thetrustees on 11th October 2017 and signed ontheir behalf by:-

Brian M WalshChair

CVT TRUSTEES REPORT

Statement ofResponsibilitiesof Trustees

Brian Walsh & Alan Hobson


The Camphill Village Trust Limited Annual Report 2016/2017 Independent Auditor’s Report www.cvt.org.uk 33

OpinionWe have audited the financial statements ofThe Camphill Village Trust Limited (the‘charitable company’) for the year ended 31March 2017 which comprise the statementof financial activities, balance sheet,statement of cash flows and notes to thefinancial statements, including a summary ofsignificant accounting policies. The financialreporting framework that has been appliedin their preparation is applicable law andUnited Kingdom Accounting Standards,including Financial Reporting Standard 102The Financial Reporting Standard applicablein the UK and Republic of Ireland (UnitedKingdom Generally Accepted AccountingPractice).

In our opinion, thefinancial statements:Give a true and fair view of the state of thecharitable company’s affairs as at 31 March2017 and of its incoming resources andapplication of resources, including its incomeand expenditure, for the year then endedHave been properly prepared in accordancewith United Kingdom Generally AcceptedAccounting PracticeHave been prepared in accordance with therequirements of the Companies Act 2006

Basis for opinionWe conducted our audit in accordance withInternational Standards on Auditing (UK)(ISAs (UK)) and applicable law. Ourresponsibilities under those standards arefurther described in the Auditor’sresponsibilities for the audit of the financialstatements section of our report. We are

independent of the charitable company inaccordance with the ethical requirementsthat are relevant to our audit of the financialstatements in the UK, including the FRC’sEthical Standard and we have fulfilled ourother ethical responsibilities in accordancewith these requirements. We believe that theaudit evidence we have obtained is sufficientand appropriate to provide a basis for ouropinion.

Conclusions relating togoing concernWe have nothing to report in respect of thefollowing matters in relation to which theISAs (UK) require us to report to you where:• The trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or• The trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.

Other informationThe other information comprises theinformation included in the trustees’ report,including the strategic report, other than thefinancial statements and our auditor’s reportthereon. The trustees are responsible for theother information. Our opinion on thefinancial statements does not cover the otherinformation and, except to the extent

otherwise explicitly stated in our report, wedo not express any form of assuranceconclusion thereon. In connection with ouraudit of the financial statements, ourresponsibility is to read the other informationand, in doing so, consider whether the otherinformation is materially inconsistent withthe financial statements or our knowledgeobtained in the audit or otherwise appearsto be materially misstated. If we identifysuch material inconsistencies or apparentmaterial misstatements, we are required todetermine whether there is a materialmisstatement in the financial statements or amaterial misstatement of the otherinformation. If, based on the work we haveperformed, we conclude that there is amaterial misstatement of this otherinformation, we are required to report thatfact.

We have nothing to report in this regard.

Opinions on othermatters prescribed bythe Companies Act 2006In our opinion, based on the workundertaken in the course of the audit:• The information given in the trustees’ report, including the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements• The trustees’ report, including the strategic report, has been prepared in accordance with applicable legal requirements

CVT INDEPENDENT AUDITORS REPORT

IndependentAuditor’s Report

To The Members Of TheCamphill Village Trust Limited


34 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017 Independent Auditor’s Report


Matters on which we arerequired to report byexceptionIn the light of the knowledge andunderstanding of the charitable companyand its environment obtained in the courseof the audit, we have not identified materialmisstatements in the trustees’ reportincluding the strategic report.

We have nothing to report in respect of thefollowing matters in relation to which theCompanies Act 2006 requires us to report toyou if, in our opinion:• Adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or• The financial statements are not in agreement with the accounting records and returns; or• Certain disclosures of trustees’ remuneration specified by law are not made; or• We have not received all the information and explanations we require for our audit.

Responsibilities oftrusteesAs explained more fully in the statement oftrustees’ responsibilities set out in thetrustees’ report, the trustees (who are alsothe directors of the charitable company forthe purposes of company law) areresponsible for the preparation of thefinancial statements and for being satisfiedthat they give a true and fair view, and forsuch internal control as the trusteesdetermine is necessary to enable thepreparation of financial statements that arefree from material misstatement, whetherdue to fraud or error.

In preparing the financial statements, thetrustees are responsible for assessing thecharitable company’s ability to continue as agoing concern, disclosing, as applicable,matters related to going concern and usingthe going concern basis of accounting unlessthe trustees either intend to liquidate thecharitable company or to cease operations,or have no realistic alternative but to do so.

Auditor’s responsibilitiesfor the audit of thefinancial statementsThis report is made solely to the charitablecompany's members as a body, inaccordance with Chapter 3 of Part 16 of theCompanies Act 2006. Our audit work hasbeen undertaken so that we might state tothe charitable company's members thosematters we are required to state to them inan auditor’s report and for no other purpose.To the fullest extent permitted by law, we donot accept or assume responsibility toanyone other than the charitable companyand the charitable company's members as abody, for our audit work, for this report, orfor the opinions we have formed.

Our objectives are to obtain reasonableassurance about whether the financialstatements as a whole are free from materialmisstatement, whether due to fraud or error,and to issue an auditor’s report that includesour opinion. Reasonable assurance is a highlevel of assurance, but is not a guaranteethat an audit conducted in accordance withISAs (UK) will always detect a materialmisstatement when it exists. Misstatementscan arise from fraud or error and areconsidered material if, individually or in theaggregate, they could reasonably beexpected to influence the economic decisionsof users taken on the basis of these financialstatements.


The Camphill Village Trust Limited Annual Report 2016/2017 Independent Auditor’s Report www.cvt.org.uk 35


As part of an audit in accordance with ISAs(UK), we exercise professional judgment andmaintain professional scepticism throughoutthe audit. We also:• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control.• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.

• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the entity to cease to continue as a going concern.• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged withgovernance regarding, among other matters,the planned scope and timing of the auditand significant audit findings, including anysignificant deficiencies in internal controlthat we identify during our audit.

Judith Miller (Senior statutory auditor)

16th October 2017

for and on behalf of Sayer Vincent LLP,Statutory AuditorInvicta House, 108-114 Golden Lane,LONDON, EC1Y 0TL


36 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017 Financial Statements

CVT STATEMENT OF FINANCIAL ACTIVITIES

StatementOf Financial ActivitiesFor the year ended 31 March 2017

Note Unrestricted Designated Restricted Funds Funds Funds 2017 2016 £’000s £’000s £’000s £’000s £’000s

INCOME FROM Donations and legacies 3 3,436 1,360 840 5,636 6,383 CHARITABLE ACTIVITIES Community, care and housing 4 12,684 - - 12,684 11,600Farm and land production 4 443 - - 443 398Workshop and general produce 4 1,911 - - 1,911 1,767

Investments 5 354 - - 354 367 TOTAL INCOME 18,828 1,360 840 21,028 20,515 EXPENDITURE ON Raising funds 6 588 - - 588 1,111 CHARITABLE ACTIVITIES Community, care and housing 6 14,154 1,259 838 16,251 16,925Farm and land production 6 991 42 - 1,033 970Workshop and general produce 6 2,846 103 8 2,957 2,898 TOTAL EXPENDITURE 18,579 1,404 846 20,829 21,904 Net income/(expenditure) before net gains/(losses) 249 (44) (6) 199 (1,389)on investments Net gains/(losses) on investments 2,153 - - 2,153 (589) Net income/(expenditure) for the year 7 2,402 (44) (6) 2,352 (1,978)Transfers between funds (4,572) 4,656 (84) - - Net movement in funds (2,170) 4,612 (90) 2,352 (1,978) Reconciliation of funds: Total funds brought forward 10,788 89,074 683 100,545 102,523 TOTAL FUNDS CARRIED FORWARD 8,618 93,686 593 102,897 100,545

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.Movements in funds are disclosed in Note 23 to the financial statements.

(incorporating an income and expenditure account)


The Camphill Village Trust Limited Annual Report 2016/2017 Financial Statements www.cvt.org.uk 37

Balance Sheet

CVT BALANCE SHEET

As at 31 March 2017

Note 2017 2016 £’000 £’000 £’000 £’000

FIXED ASSETS Tangible assets 14 85,280 81,408Investments 15 14,550 12,068 99,830 93,476CURRENT ASSETS Stock 16 531 604 Debtors 17 2,331 3,119 Cash at bank and in hand 2,756 5,427 5,618 9,150 CURRENT LIABILITIES Creditors: Amounts falling due within one year 18 2,301 1,831 Provisions for liabilities 19 250 250

NET CURRENT ASSETS 3,067 7,069 TOTAL ASSETS LESS CURRENT LIABILITIES 102,897 100,545 TOTAL NET ASSETS 102,897 100,545

The funds of the charity: 23 Restricted income funds 593 683Unrestricted income funds: Designated funds 93,686 89,074 General funds 8,618 10,788 Total unrestricted funds 102,304 99,862 TOTAL CHARITY FUNDS 102,897 100,545

Included within the designated funds is a fair value reserve of £25,438k (2016: £25,438k) relating to unrealised gains resulting from therestatement of freehold properties to deemed cost on transition to FRS102. Also included within general and designated funds is a fair valuereserve of £2,833k (2016: £1,564k) representing unrealised gains on investments.

Approved by the trustees on 11th October 2017 and signed on their behalf by:

Brian M Walsh Company Number: 00539694Chair Charity Number: 232402



Statement OfCash FlowsFor the year ended 31 March 2017 Note 2017 2016 £’000 £’000 £’000 £’000

CASH FLOWS FROM OPERATING ACTIVITES Net cash used in operating activities 25 2,792 (609) CASH FLOWS FROM INVESTING ACTIVITIES Investment income 359 351 Interest received (5) 16 Interest paid - - Proceeds from the sale of fixed assets 91 22 Purchase of fixed assets (5,329) (2,452) Proceeds from sale of investments 5,175 2,661 Purchase of investments (5,504) (2,834)

Net cash used in investment activities (5,213) (2,236) Change in cash and cash equivalents in the year (2,421) (2,845) Cash and cash equivalents at the beginning of the year 5,177 8,022 CASH AND CASH EQUIVALENTS 26 2,756 5,177AT THE END OF THE YEAR

CVT STATEMENT OF CASH FLOWS



CVT ACCOUNTING POLICIES

1. ACCOUNTING POLICIES

STATUTORY INFORMATIONCamphill Village Trust is a charitablecompany limited by guarantee and isincorporated in the United Kingdom. Theregistered office address is The KingfisherOffices, 9 Saville Street, Malton, NorthYorkshire, YO17 7LL. Operational addressesfor communities are detailed on page 56.

BASIS OF PREPARATIONThe financial statements have been preparedin accordance with Accounting andReporting by Charities: Statement ofRecommended Practice applicable tocharities preparing their accounts inaccordance with the Financial ReportingStandard applicable in the UK and Republicof Ireland (FRS 102) (effective 1 January2015) - (Charities SORP FRS 102), theFinancial Reporting Standard applicable inthe UK and Republic of Ireland (FRS 102)(September 2015) and the Companies Act2006.

Assets and liabilities are initially recognisedat historical cost or transaction value unlessotherwise stated in the relevant accountingpolicy or note.

GOING CONCERN AND KEY JUDGEMENTSThe trustees consider that there are nomaterial uncertainties about the charitablecompany’s ability to continue as a goingconcern.In preparing the financial statements nojudgements have been made, apart fromthose involving estimates in the process ofapplying the charity’s accounting policies.The trustees do not consider that there areany sources of estimation uncertainty at thereporting date that have a significant risk ofcausing a material adjustment to thecarrying amounts of assests and liabilitieswithin the next reporting period.

PUBLIC BENEFIT ENTITYThe charitable company meets the definitionof a public benefit entity under FRS 102.

INCOMEIncome is recognised when the charity hasentitlement to the funds, any performanceconditions attached to the income have beenmet, it is probable that the income will bereceived and that the amount can bemeasured reliably.

Income from government and other grants,whether ‘capital’ grants or ‘revenue’ grants,is recognised when the charity hasentitlement to the funds, any performanceconditions attached to the grants have beenmet, it is probable that the income will bereceived and the amount can be measuredreliably and is not deferred.

For legacies, entitlement is taken as theearlier of the date on which either: thecharity is aware that probate has beengranted, the estate has been finalised andnotification has been made by theexecutor(s) to the charity that a distributionwill be made, or when a distribution isreceived from the estate. Income fromlegacies, in whole or in part, is onlyconsidered probable when the amount canbe measured reliably and the charity hasbeen notified of the executor’s intention tomake a distribution. Where legacies havebeen notified to the charity, or the charity isaware of the granting of probate, but thecriteria for income recognition have not beenmet, then the legacy is treated as acontingent asset and disclosed if material.

Income received in advance of the provisionof a specified service is deferred until thecriteria for income recognition are met.

INTEREST RECEIVABLEInterest on funds held on deposit is includedwhen receivable and the amount can bemeasured reliably by the charity; this isnormally upon notification of the interestpaid or payable by the bank.

Notes to thefinancial statements



FUND ACCOUNTINGRestricted funds are to be used for specificpurposes as laid down by the donor.Expenditure which meets these criteria ischarged to the fund.

Unrestricted funds are donations and otherincoming resources received or generated forthe charitable purposes.

Designated funds are unrestricted fundsearmarked by the trustees for particularpurposes.

EXPENDITURE AND IRRECOVERABLE VATExpenditure is recognised once there is alegal or constructive obligation to make apayment to a third party, it is probable thatsettlement will be required and the amountof the obligation can be measured reliably.Expenditure is classified under the followingactivity headings:

• Costs of raising funds relate to the costs incurred by the charity in attracting third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose.

• Charitable activities: These include all expenditure directly related to the objects of the charity and comprise the following:

• Farm and land production: costs attributable to running the farms as part of the community activities • Workshop and general produce: costs attributable to running craft workshops and retail outlets • Camphill services: costs attributable to the architects practice and Eurhythmy School • Community expenditure: this includes all the costs of supporting people who are living in the Centres • Grants payable: comprises grants made to organisations that support adults with special needs • Other expenditure represents those items not falling into any other heading

Irrecoverable VAT is charged as a costagainst the activity for which theexpenditure was incurred.

ALLOCATION OF SUPPORT ANDGOVERNANCE COSTSSupport costs are those costs incurreddirectly in the support of the objects of thecharity. Where costs cannot be directlyattributed to a particular activity they havebeen allocated on a basis consistent with theuse of the resources. Premises overheadsrelating to depreciation have been allocatedon the basis of headcount, all otheroverheads have been apportioned in relation

to income received.Governance costs are those incurred in therunning of the charity and include costsassociated with constitutional and statutoryrequirements and include trustee meetings.

OPERATING LEASESRental charges are charged on a straight linebasis over the term of the lease.

TANGIBLE FIXED ASSETSItems of equipment are capitalised wherethe purchase price exceeds £1,500.Depreciation costs are allocated to activitieson the basis of the use of the related assetsin those activities. Assets are reviewed forimpairment if circumstances indicate theircarrying value may exceed their netrealisable value and value in use.

Where Fixed assets have been revalued, anyexcess between the revalued amount andthe historic cost of the asset will be shownas a revaluation reserve in the balancesheet. Tangible fixed assets were restated atfair value as at 1st April 2014 in accordancewith FRS102. These values have been usedas deemed cost from 1st April 2014.




WELLBEING

TANGIBLE FIXED ASSETS (continued)

Depreciation is provided at rates calculatedto write down the cost of each asset to itsestimated residual value over its expecteduseful life. The depreciation rates in use areas follows:

Land - not depreciated Freehold building Structure - over 75 years Roof - over 35 years Windows and doors - over 20 years Kitchen - over 15 years Bathroom - over 15 years Boiler/heating system - over 15 years Lifts/access - over 20 years Leasehold buildings - over the term of the lease IT infrastructure - over 10 years Biomass boiler - over 20 years Plant and machinery - over 5 years Motor vehicles - over 5 years Computer Equipment - over 5 years Fixtures and fittings - over 5 years

LISTED INVESTMENTSInvestments are a form of basic financialinstrument and are initially recognised attheir transaction value and subsequentlymeasured at their fair value as at the balancesheet date using the closing quoted marketprice. Any change in fair value will berecognised in the statement of financial

activities and any excess of fair value overthe historic cost of the investments will beshown as a fair value reserve in the balancesheet. Investment gains and losses, whetherrealised or unrealised, are combined andshown in the heading “Net gains/(losses) oninvestments” in the statement of financialactivities. The charity does not acquire putoptions, derivatives or other complexfinancial instruments.

STOCKSStocks are stated at the lower of cost and netrealisable value. In general, cost isdetermined on a first in first out basis andincludes transport and handling costs. Netrealisable value is the price at which stockscan be sold in the normal course of businessafter allowing for the costs of realisation.Provision is made where necessary forobsolete, slow moving and defective stocks.

DEBTORSTrade and other debtors are recognised atthe settlement amount due after any tradediscount offered. Prepayments are valued atthe amount prepaid net of any tradediscount due.

CASH AT BANK AND IN HANDCash at bank and cash in hand includes cashand short term highly liquid investmentswith a short maturity of three months or lessfrom the date of acquisition or opening ofthe deposit or similar account. Cash balances

exclude any funds held on behalf of serviceusers.

CREDITORS AND PROVISIONSCreditors and provisions are recognisedwhere the charity has a present obligationresulting from a past event that willprobably result in the transfer of funds to athird party and the amount due to settle theobligation can be measured or estimatedreliably. Creditors and provisions arenormally recognised at their settlementamount after allowing for any tradediscounts due. FINANCIAL INSTRUMENTSWith the exception of the listed investmentsdescribed above, the charity only hasfinancial assets and financial liabilities of akind that qualify as basic financialinstruments. Basic financial instruments areinitially recognised at transaction value andsubsequently measured at their settlementvalue with the exception of bank loanswhich are subsequently measured atamortised cost using the effective interestmethod. PENSIONSThe community pays contributions to adefined contribution pension scheme forcertain employees in line with UK legislation.The contributions paid during the year arecharged in the Statement of FinancialActivities.




2016 Unrestricted Designated Restricted Total £’000 £’000 £’000 £’000

INCOME FROM Donations and legacies 4,754 657 972 6,383 CHARITABLE ACTIVITIES

Community, care and housing 11,600 - - 11,600Farm and land production 398 - - 398Workshop and general produce 1,767 - - 1,767Camphill services - - - -

Investments 367 - - 367 TOTAL INCOME 18,886 657 972 20,515 EXPENDITURE ON Raising funds 1,111 - - 1,111 CHARITABLE ACTIVITIES

Community, care and housing 14,403 1,738 784 16,925Farm and land production 908 62 - 970Workshop and general produce 2,722 149 27 2,898

TOTAL EXPENDITURE 19,144 1,949 811 21,904 NET INCOME/EXPENDITURE BEFORE GAINS/(LOSSES) (258) (1,292) 161 (1389)ON INVESTMENTS Net gains/(losses) on investments (589) - - (589) NET INCOME/EXPENDITURE (847) (1,292) 161 (1,978)Transfers between funds (456) 468 (12) - NET MOVEMENT IN FUNDS (1,303) (824) 149 (1,978)Total funds brought forward 12,091 89,898 534 102,523 TOTAL FUNDS CARRIED FORWARD 10,788 89,074 683 100,545

2. DETAILED COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted 2017 2016 & Designated Restricted Total Total £’000 £’000 £’000 £’000

Donations 2,974 7 2,981 3,294Legacies 1,822 833 2,655 3,089 4,796 840 5,636 6,383

3. INCOME FROM DONATIONS AND LEGACIES

CVT NOTES TO THE FINANCIAL STATEMENTS



2017 2016 Unrestricted Restricted Total Total £’000 £’000 £’000 £’000

Supporting People grant 813 - 813 1,116Other Local Authority payments 7,461 - 7,461 5,867Residents’ contributions 802 - 802 936Housing benefits 2,777 - 2,777 2,557Private fees 336 - 336 435Rent receivable 322 - 322 364other 173 - 173 325 Sub-total for community and care 12,684 - 12,684 11,600 The Single Payment Scheme (Farm Subsidy) 100 - 100 73Local authority payments for day activities 221 - 221 159Private fees 7 - 7 10External sales of goods 114 - 114 155other 1 - 1 1 Sub-total for farm and land production 443 - 443 398 Local authority payments for day activities 800 - 800 625Private fees 16 - 16 16External sales of goods 968 - 968 992Rent from workshops/trading units 125 - 125 134Other 2 - 2 - Sub-total for workshop and general produce 1,911 - 1,911 1,767 Total income from charitable activities 15,038 - 15,038 13,765

4. INCOME FROM CHARITABLE ACTIVITIES

2017 ToToT tal £’000

- 813 - 7,461 - 802 - 2,777 - 336 - 322 - 173

- 12,684

- 100 - 221

7 - 7 - 114

1 - 1 1

- 443

- 800 - 16 - 968 - 125

2 - 2 -

- 1,911

- 15,038

2017 2016 Unrestricted Restricted Total Total £’000 £’000 £’000 £’000

Dividends from investments 359 - 359 351Bank interest receivable (5) - (5) 16 354 - 354 367

5. INCOME FROM INVESTMENTS

WELLBEINGCVT NOTES TO THE FINANCIAL STATEMENTS



Cost of Community Farm & Workshop Gover raising Care & Land & general -nance Support 2017 2016 funds Housing production produce costs costs Total Total £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Camphill fundraising office 280 - - - - - 280 860Investment managers’ fees - 41 - - - - 41 51Community & Village expenses - 399 1 11 - - 411 497Transition support & Ruth Fund - 312 - - - - 312 607Salaries and agency fees 178 7,850 550 1,442 - 2,463 12,483 12,138Staff expenses and other costs 7 76 7 12 - 333 435 365Food - 356 1 1 - - 358 604Household expenditure - 111 - - - - 111 160Light, heating & fuel - 472 15 85 - 22 594 655Repairs/renewals and general maintenance - 774 35 91 - 187 1,087 783Rent, rates and water - 551 1 95 - 50 697 636Insurance - 109 2 5 - 114 230 245Training - 66 2 9 - 22 99 118Bad debts - 66 4 12 - - 82 277Workshop/production materials and expenses - - 253 549 - - 802 778Depreciation:

Freehold buildings - 947 42 103 - - 1,092 1,049Plant and machinery - 81 3 9 - - 93 106Fixtures and fittings - 72 3 8 - - 83 88Motor vehicles - 56 3 6 - - 65 79Leasehold buildings - 17 1 2 - - 20 20

(Profit)/loss on disposal of fixed assets - 21 (10) - - - 11 1Bank charges - - - - - 25 25 30Office and administration costs - - - - - 679 679 553Legal and professional - 441 - - - - 441 1,004Trustee meetings - - - - 17 - 17 38Audit and accountancy - - - - 190 - 190 123Donations 91 - - - - - 91 39 556 12,818 913 2,440 207 3,895 20,829 21,904Support costs - 3,285 115 495 - (3,895) - -Governance costs 32 148 5 22 (207) - - - Total expenditure 2017 588 16,251 1,033 2,957 - - 20,829 21,904 Total expenditure 2016 1,111 16,925 970 2,898 - - 21,904 20,007

6. EXPENDITURE ON CHARITABLE ACTIVITIES




2017 2016 £’000 £’000

This is stated after charging/crediting: Depreciation 1,355 1,342Loss or profit on disposal of fixed assets 11 1Operating lease rentals:

Property 266 182Other 12 17

Auditors’ remuneration (excluding VAT): Audit 75 82

7. NET INCOME/(EXPENDITURE) FOR THE YEAR

2017 £’000

1,355 11 1

266

12

75

2017 2016 £’000 £’000

Salaries and wages 10,051 9,186Redundancy and termination costs 27 141Social security costs 787 741Employer’s contribution to defined contribution pension schemes 210 110 11,075 10,178Agency fees 1,408 1,960

12,483 12,138

8. ANALYSIS OF STAFF COSTS, TRUSTEE REMUNERATION AND EXPENSES, AND THE COST OF KEY MANAGEMENT PERSONNEL

2017 £’000

10,051 27

787 210

11,075 1,408

12,483

2017 2016 Number Number

£60,000 - £69,999 3 3£70,000 - £79,999 1 1£90,000 - £99,999 1 1

2017 Number

3 3 1 1 1 1

Redundancy and termination costs of £27k (2016: £141k) were either paid or accrued during the year and related to compensation for loss ofoffice.

The following number of employees received employee benefits (excluding employer pension costs and employer’s national insurance) duringthe year between:




Employees Chief Executive (excluding Chief Executive)

2017 2016 2017 2016 2016 £’000 £’000 £’000 £’000

(restated) (restated)Salary 217 198 99 92Employer’s national insurance 24 24 13 12Employer’s pension contribution 5 6 1 1 246 228 113 105

8. ANALYSIS OF STAFF COSTS, TRUSTEE REMUNERATION AND EXPENSES,AND THE COST OF KEY MANAGEMENT PERSONNEL (continued)

9. STAFF NUMBERS

The total remuneration of key management (who are the Chief Executive, Finance Director, Operations Director and HRDirector) was £359k (2016: £333k) as set out below:

The average number of employees (head count based on number of staff employed) during the year was as follows:

In addition to the staff numbers above, the residents of the centres at year end can be analysed as follows:

The ratio of the Chief Executive's emoluments to the lowest paid employee is 7.7:1.

TRUSTEES’ REMUNERATION AND EXPENSES

The board members, who are directors for Companies Act purposes and trustees for the Charities Act purposes, compriseindependent directors. None of the directors receive any remuneration from the charity in respect of their duties astrustees. Under the powers vested in the trustees by the Memorandum of Association under the paragraphs supportinglimitation on private benefits, no trustee may receive any remuneration or other benefit in money or money’s worth fromthe charity, except for reasonable travel and subsistence expenses for attending board, subcommittee meetings and othertrust business. The total expenses reimbursed in the year was £15k (2016: £18k) to 9 trustees (2016: 10).


Raising funds 6 6Charitable activities 494 421Support 73 69 573 496

2017 Number

6 6 494

73

573

10. POPULATION FIGURES


Residents we support who live in our communities 386 364Day activity support only 95 82People we support who live outside our communities 35 35 516 481

2017 Number

386 95

35

516




11. PENSION SCHEME

The charity pays contributions on behalf of certain employees into a defined contribution pension scheme. The charge forthe year amounted to £210k (2016: £94k). There are no material unfunded pension commitments. At 31 March 2017,there was £20k outstanding pension contributions (2016: £18k).

12. RELATED PARTY TRANSACTIONS

Taurus Crafts was managed by Elizabeth Ball. Elizabeth’s services are provided to the charity via her personally ownedconsulting company, Starburst Consulting, of which she is an employee. The charity ended its contract with Elizabeth Ballas at 23 November 2015. The remuneration in the year 2015/16 was £45.5k 2017: Nil.

Frances Wright, the HR Director at Camphill Village Trust was a Director for Learning to Lead (resigned as Director ofLearning to Lead on 10th September 2016) , a Community Interest Company with which the charity has dealings. Shereceived no remuneration in that role other than for travel expenses to board meetings.

There are no donations from related parties which are outside the normal course of business and no restricted donationsfrom related parties.

13. TAXATION

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitablepurposes.

The Charity is operating a partial VAT scheme and is unable to claim 100% of its VAT. The irrecoverable VAT which is a costto the charity amounted to £425k for the year (2016: £363k).




Leasehold Freehold land & Plant & Motor Fixtures property buildings machinery vehicles & fittings Total £’000s £’000s £’000s £’000s £’000s £’000s COST OR DEEMED COST At the start of the year 82,531 926 1,181 831 1,172 86,641Additions in year 2,159 - 3,009 88 73 5,329Disposals in year - (34) (7) (503) (303) (847) At the end of the year 84,690 892 4,183 416 942 91,123 DEPRECIATION At the start of the year 2,086 499 1,028 652 968 5,233Charge for the year 1,092 20 95 67 81 1,355Eliminated on disposal - (34) (7) (401) (303) (745) At the end of the year 3,178 485 1,116 318 746 5,843 NET BOOK VALUE At the end of the year 81,152 407 3,067 98 196 85,280 At the start of the year 80,445 427 153 179 204 81,408

14. FIXED ASSETS

Land with a value of £44,111k (2016: £44,111k) is included within freehold property and not depreciated. All of the aboveassets are used or their intended use is for charitable purposes.




2017 2016 £’000 £’000

Fair value at the start of the year 12,068 12,484Additions at cost 5,478 3,153Disposal proceeds (5,175) (2,661)Net gain (loss) on change in fair value 2,153 (589)Cash movement 26 (319) Fair value at the end of the year 14,550 12,068 Historic cost at the end of the year 11,717 10,504

15. LISTED INVESTMENTS

2017 £’000

12,068 5,478 (5,175)

2,153 26

14,550

11,717

2017 2016 £’000 £’000

Raw materials and consumables 100 115Work in progress 74 68Finished goods and goods for resale 357 421 531 604

16. STOCK

2017 2016 £’000 £’000

Trade debtors 1,182 1,200Other debtors 352 906Prepayments and accrued income 797 1,013 2,331 3,119 Other debtors included above falling due after more than one year:Other loans 21 107

17. DEBTORS

2017 £’000

100 74

357

531

2017 2016 £’000 £’000

Investments comprise: Listed investments held at fair value 14,449 11,982Cash and cash equivalents 101 86 14,550 12,068

2017 £’000

14,449 101

14,550


With the exception of listed invested, all of the charity’s financial instruments, both assets and liabilities, are measured atamortised cost. The carrying values of these are shown above and in note 18 and 19.



2017 2016 £’000 £’000

Trade creditors 1,025 985Taxation and social security 203 161Other creditors 137 144Accruals and deferred income 936 541 2,301 1,831

18. CREDITORS: Amounts falling due within one year

2017 2016 £’000 £’000

Balance at the beginning of the year 153 117Amount released to income in the year (153) (117)Amount deferred in the year 86 153 Balance at the end of the year 86 153

20. DEFERRED INCOME

2017 £’000

1,025 203

137 936

2,301

2017 2016 £’000 £’000

Provision 250 250

19. PROVISIONS FOR LIABILITIES

2017 £’000

250

The charity has been engaged in a legal mediation with a number of former Botton co-workers and beneficiary relatives.During the prior year a framework for settlement was agreed in which there was requirement for the claimants to confirmwithdrawal of potential employment related legal claims. In exchange for this the charity has agreed to make a settlementin similar terms to the transitional support packages awarded to other former co-workers at the time they transitioned toemployment. The precise amounts of these awards were unknown at the year-end but, following subsequent negotiationsa reliable estimate can now be made and is incorporated as the above provision. There was a £250k opening provisionand no amounts were charged against the above provision during the year ended 31 March 2017.

Deferred income comprises social care and rental income received in advance.




21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (CURRENT YEAR)

General Total unrestricted Designated Restricted funds £’000 £’000 £’000 £’000

Tangible fixed assets 85,280 - 85,280Investments 9,980 4,570 - 14,550Net current assets (1,362) 3,836 593 3,067 Net assets at 31 March 2017 8,618 93,686 593 102,897

22. ANALYSIS OF NET ASSETS BETWEEN FUNDS (PRIOR YEAR)

General Total unrestricted Designated Restricted funds £’000 £’000 £’000 £’000

Tangible fixed assets - 81,324 84 81,408Investments 7,186 4,882 - 12,068Net current assets 3,602 2,868 599 7,069 Net assets at 31 March 2016 10,788 89,074 683 100,545




At 1 April At 31 March 2016 Income Expenditure Transfers 2017 £’000 £’000 £’000 £’000 £’000

RESTRICTED FUNDS: BOTTON Creamery 415 - - - 415Wood workshop 74 - (8) - 66Sensory room - 1 - - 1Old Store 29 - - - 29St Martin Fund 3 - - - 3General legacies - 825 (825) - - DELROW Richard Platt Fund 11 3 (5) - 9Thomas Williams 8 - - - 8Thornton Trust 34 3 - - 37General legacies - - - - - OAKLANDS Residents fund 21 - - - 21General legacies - - - - - ST ALBANS NLCB Property and Equipment Fund 84 - - (84) - TAURUS CRAFTS Regional Development Projects Fund 4 - - - 4 CROFT General legacies - 5 (5) - - BCP Christine Gobat - 3 (3) - - Total restricted funds 683 840 (846) (84) 593 UNRESTRICTED FUNDS: DESIGNATED FUNDS: Building Fund 2,868 1,360 - (392) 3,836Ruth Fund 4,882 - (312) - 4,570Camphill Fixed Assets Fund 81,324 - (1092) 5,048 85,280 Total designated funds 89,074 1,360 (1,404) 4,656 93,686 General funds 10,788 20,981 (18,579) (4,572) 8,618 Total unrestricted funds 99,862 22,341 (19,983) 84 102,304

Total funds at 31 March 2017 100,545 23,181 (20,829) - 102,897

23. MOVEMENT IN FUNDS (CURRENT YEAR)




At 1 April Income Expenditure At 31 March 2015 (restated) & gains & loses Transfers 2016 £’000 £’000 £’000 £’000 £’000

RESTRICTED FUNDS: BOTTON Creamery 315 190 (16) - 489Old Store 29 - - - 29St Martin Fund 3 - - - 3General legacies - 743 (743) - - DELROW Richard Platt Fund 14 3 (6) - 11Thomas Williams 14 - (6) - 8Thornton Trust 31 3 - - 34General legacies - 11 (11) - - OAKLANDS Residents fund 21 - - - 21General legacies - 21 (21) - - ST ALBANS NLCB Property and Equipment Fund 96 - - (12) 84 TAURUS CRAFTS Regional Development Projects Fund 4 - - - 4 CROFT General legacies - 1 (1) - - BCP Christine Gobat 7 - (7) - - Total restricted funds 534 972 (811) (12) 683 UNRESTRICTED FUNDS: DESIGNATED FUNDS: Building Fund 3,979 657 - (1,768) 2,868Ruth Fund 5,191 - (309) - 4,882Social contingency Fund 500 - (298) (202) -Camphill Fixed Assets Fund 80,228 - (1,342) 2,438 81,324 Total designated funds 89,898 657 (1,949) 468 89,074 General funds 12,091 18,886 (19,733) (456) 10,788 Total unrestricted funds 101,989 19,543 (21,682) 12 99,862 Total funds at 31 March 2016 102,523 20,515 (22,493) - 100,545

24. MOVEMENT IN FUNDS (PRIOR YEAR)




2017 2016 £’000 £’000

Net income/(expenditure) for the reporting period (as per the statement of financial activities) 199 (1,389)Depreciation charges 1,355 1,342Dividends and interest (354) (367)Loss/(profit) on the disposal of fixed assets 11 1Decrease/(increase) in stocks 73 -Decrease/(increase) in debtors 788 (728)Increase/(decrease) in creditors 720 532 Net cash provided by/(used in) operating activities 2,792 (609)

25. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES

24. MOVEMENTS IN FUNDS (CONTINUED)

PURPOSES OF RESTRICTED FUNDSThe Botton General Restricted Fund represents monies held for the additional care and upkeep of specific Botton villagers.

The Delrow Richard Platt Fund was established in 1999 by a donation from the Richard Platt Relief-in-Need charity. TheOaklands Residents Fund represents a legacy left specifically for the residents of Oaklands Park.

The St Albans NLCB Property & Equipment Funds relate to a National Lottery Grant that was received in 1997 for thepurposes of refurbishing the charity’s properties at St Albans, plus the garden and workshops and the purchase of aminibus.

The Taurus Regional Development Projects Fund was created in 2002 by specific grants from the Regional DevelopmentAgency for various projects.

Other restricted funds relate to grants and donations within the individual centres where there is a restricted element tothe donation.

PURPOSES OF DESIGNATED FUNDSThe Building Fund recognises the funds raised, authorised and committed by the board for the charity’s ongoing buildingprogramme. The movements in the year represent further funds designated to meet the charity’s forthcoming buildingprojects less transfers to the Camphill Fixed Asset Fund.

In the past Camphill Village Trust co-workers received no remuneration and were therefore not in a position to makeprovision for their old age or exceptional needs during their working lives. The charity therefore established the Ruth Fundto implement the charity’s policy on helping to provide discretionary financial support, as necessary, towards meeting theneeds of co-workers and ex-co-workers who have reached old age and financial need.

The Camphill Fixed Assets Fund represents the value of unrestricted funds that are held in the form of tangible fixed assetsheld for future use within the charity.




27. OPERATING LEASE COMMITMENTS

26. ANALYSIS OF CASH AND CASH EQUIVALENTS

The charity’s total future minimum lease payments under non-cancellable operating leases is as follows for each of thefollowing periods:

At 1 April Other At 31 March 2016 Cash flows changes 2017 £’000 £’000 £’000 £’000

Cash at bank and in hand 5,177 (2,421) - 2,756 Total cash and cash equivalents 5,177 (2,421) - 2,756

Property Equipment 2017 2016 2017 2016 2016 £’000 £’000 £’000 £’000

Less than one year 266 218 203 2One to five years 363 18 798 39Over five years 1,997 2,302 2 - 2,626 2,538 1,003 41

28. CAPITAL COMMITMENTS

At the balance sheet date, the charity had committed to £3,836k (2016: £3,025k) in respect of capital:

29. COMPANY STATUS AND MEMBERS’ LIABILITY

The charity is a private company limited by guarantee, not having a share capital. The extent of the liability of themembers of the company on winding up is limited to a maximum of £1 each. The company is incorporated in the UnitedKingdom.

30. CONTINGENT LIABILITY

In November 2016, HMRC commenced a review of the charity’s national minimum wage compliance, including payments for “sleep ins”. Thecharity has submitted sample employee data as requested which the charity believes demonstrates there are no NMW breaches. As withother similar reviews in the sector the government has instructed HMRC to temporarily suspend them. This is due to the confusion nowarising over how sleep ins have been interpreted by HMRC and the sector. The government have commissioned an external an externalconsultant’s report on how to handle this nationally. This suspension is expected to last until the end of October 2017. The outcome of thereport cannot be predicted. Due to the uncertainty around the government’s position and eventual course of action and whether any furtherchallenges to CVT will come from HMRC as a result of this review, the charity has consulted with its legal advisers on this matter.Accordingly, the Trustees do not believe it is appropriate to raise any provision in the 2017 financial statements. As there are no currentspecific challenges to our past practice it is not possible to quantify any contingent liability in the event that any such challenge was to arise.

2017 2016 2016 £’000 £’000

Contracted 739 1,663 Authorised but not contracted for 3,097 1,362



56 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017

CVT REFERENCE AND ADMINISTRATIVE DETAILS

Company number: 00539694Charity number: 232402Country of Incorporation:United KingdomCountry of Registration: England andWales

Registered office and operationaladdress:The Kingfisher Offices, 9 Saville Street, MaltonNorth Yorkshire YO17 7LL

TrusteesThe charity’s members elect all trusteesincluding those appointed by the trustees tofill any interim vacancies, in accordance withthe charity’s Articles of Association. In suchcases, those trustees are required to offerthemselves for re-election at the nextfollowing AGM. Since the AGM, the Trusteeshave made three such appointments. Asindicated below.

Trustees, who are also directors undercompany law, who served during the yearand up to the date of this report were asfollows:

Nick AveryChris Beckett (Vice Chair)Stephen Butterworth(resigned 13 April 2016)Chris Cook Felicity Chadwick-HistedJulie Fuller (appointed 13 October 2016)Stephen Godwin Pétur Svéinbjarnarson (resigned 1 October2017)Karen WalkerBrian Walsh(chair - appointed 13 October 2016)

Chief ExecutiveHuw John

Key management team Mark Denny Operations Director Frances Wright HR DirectorMark Barnish Finance Director/ CompanySecretary

Principal BankersNatWest Bank2nd Floor Argyll House 246 Regent StreetLondonW1B 3PB

Insurance BrokerBluefin, Stephenson House7-10 The Grove, Gravesend, Kent DA12 1DU

Investment ManagersHSBC – Global Investment Management78 St James Street, London, SW1A 1HL

Sarasin & Partners LLPJuxon House, 100 St Paul's ChurchyardLondon, EC4M 8BU

Legal AdvisorsAnthony Collins LLP134 Edmund Street, Birmingham, B3 2ES

Lester Aldridge LLPRussell House, Oxford Road, Bournemouth,BH8 8EX

Grindeys LLPGlebe Court, Stoke-on-Trent, ST4 1ET

Corporate PartnershipsCommunity Catalysts CICCopthall Bridge House, Station BridgeHarrogate, HG1 1SP

AuditorSayer Vincent LLPChartered Accountant and Statutory AuditorInvicta House108-114 Golden LaneLONDON EC1Y0TL

OUR NINE COMMUNITIES COMPRISE:-

Berith & Camphill PartnershipStourbridge,www.cvt.org.uk/communities/berith-camphill-partnership

Botton VillageNorth Yorkshire www.cvt.org.uk/communities/botton-village

LarchfieldNorth East Englandwww.cvt.org.uk/communities/larchfield-community

The CroftMalton, North Yorkshirewww.cvt.org.uk/communities/the-croft

Camphill St. AlbansHertfordshirewww.cvt.org.uk/communities/camphill-st-albans

DelrowHertfordshirewww.cvt.org.uk/communities/delrow-community

The GrangeGloucestershirewww.cvt.org.uk/communities/grange-village

Oaklands ParkGloucestershirewww.cvt.org.uk/communities/oaklands-park

Taurus CraftsGloucestershirewww.cvt.org.uk/communities/taurus-crafts

Reference &AdministrativeDetails


The Camphill Village Trust Limited Annual Report 2016/2017 Trustees’ Annual Report www.cvt.org.uk 57

INDIVIDUAL AND COMMUNITY WELLBEING

Humanist

Headingsub heading

testimonials

“You are a joy to hearfrom. I love to readabout all the activities,it’s so heart-warming.

”“I’m so pleased to hear allthe residents at Camphillare enjoying taking part inthe various activities andprojects.

”

Find out moreabout our appeals and how to help the peoplewe support live life to the full.www.camphillfamily.com


58 www.cvt.org.uk The Camphill Village Trust Limited Annual Report 2016/2017 Trustees’ Annual Report

INDIVIDUAL AND COMMUNITY WELLBEING

Humanist

Headingsub heading

2

3

4

9

8

5

6

7

1LarchfieldBotton Village

The Croft

The Grange

Delrow

Camphill St Albans

Taurus Crafts

Oaklands Park

Berith & Camphill Partnership

1. Larchfield CommunityStokesley Rd, HemlingtonMiddlesbrough, TS8 9DYTel: 01642 579800Email: [email protected]

2. Botton Village CommunityBotton Village, DanbyWhitby, North Yorkshire, YO21 2NJTel: 01287 660 871Email: [email protected]

3. The CroftHighfield Road, Old MaltonYO17 7EYTel: 01642 579800Email: [email protected]

4. Berith and Camphill Partnership27 Worcester Street, StourbridgeWest Midlands, DY8 1AHTel: 01384 441505Email: [email protected]

5. Grange VillageLittledean Road, Newnham-on-SevernGloucestershire, GL14 1HJTel: 01594 516246Email: [email protected]

6. Oaklands ParkNewnham-on-Severn, Gloucestershire,Gloucestershire, GL14 1EFTel: 01594 516551Email: [email protected]

7. Taurus CraftThe Old Park, LydneyGloucestershire, GL15 6BUTel: 01594 844841Email: [email protected]

8. Camphill St Albans2 Crown Yard, Redbournbury FarmRedbournbury Lane, St Albans, AL3 6RSTel: 01727 811228Email: [email protected]

9. Delrow CommunityHilfield Lane, AldenhamWatford, Herts, WD25 8DJTel: 01923 856006Email: [email protected]

Email: [email protected]

www.cvt.org.uk


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