Camphill Village Trust Annual Report 2018 by Camphill Village Trust

2018

ANNUAL REPORT & FINANCIAL STATEMENTS

COMPANY REGISTRATION NO. 00539694 REGISTERED CHARITY NO. 232402

Canmphill Village Trust

OUR OBJECTS

amphill Village Trust’s objects, contained in the company’s Memorandum of Association (which were first adopted in this format in 2007) are;

“

for the public benefit, to relieve sickness, promote good health, provide care to and advance the education and training of people with a disability (whether mental or physical), the young, the old, or people otherwise in need, in accordance with the principles of Dr Rudolf Steiner (as summarised in the Appendix to this Memorandum), particularly (without limitation) by the establishment and maintenance of communities in the form of villages, residential houses, day centres, kindergartens, schools, colleges or other types of social and/or educational community, in which beneficiaries live and/or work and/or to which they otherwise resort in community with persons providing support.

”

CVT www.cvt.org.uk - Camphill Village Trust Limited Annual Report 2017/18

Canmphill Village Trust Contents

CONTENTS TRUSTEES’ REPORT

Reflections from our Chair and Chief Executive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Our purpose, vision & mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Progress update against our strategic plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Shared lives – making real progress . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Quality and innovation recognised at national awards . . . . . . . . . . . . . . . . . . . . . . . . . .7 Health and Wellbeing for all . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Growing day services in CVT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 CVT connects with international research on technology . . . . . . . . . . . . . . . . . . . . . . .10 Social farming . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Making quality count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12 Responding to new data challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Our supporters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

STRATEGIC REPORT

Financial review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Reserves policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Achievements and performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Principal risks and uncertainties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Structure, governance and management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Statement of Trustees’ responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

INDEPENDENT AUDITOR’S REPORT

Independent Auditor’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

FINANCIAL STATEMENTS

Statement of financial activities (incorporating an income and expenditure account) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Balance sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Statement of cash flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31 Notes to the financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32 Reference and administrative details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49 The Camphill Village Trust Limited uses “Camphill Village Trust” and “CVT” as operating names and these names are used throughout this document.

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust Reflections

REFLECTIONS FROM BRIAN WALSH OUR CHAIR & HUW JOHN OUR CHIEF EXECUTIVE

t’s been a busy but rewarding year for CVT, which has seen further growth alongside planned investment in our resources. We have focused on quality, care support, technology and fundraising to enable us to respond positively to an everchanging sector.

Our Trustees continue to work with charity sector leaders to develop a strong and responsive governance culture, which in partnership with the leadership team focuses on our strategic and operational priorities. We have updated our strategy for the next three years and look forward to sharing our work. Despite continued sector challenges, (such as Local Authority funding levels, the tightening of eligibility criteria and delays in the Green Paper), we have increased the number of people we support. Our Shared Lives support model is now operating in Dudley, and more people benefit from our community resources through innovative day support, such as our social farming initiative. It is positive that our CQC ratings remain “good” across CVT, but we acknowledge there is no room for complacency during these challenging times. It is rewarding to see our commitment to a co-production culture creating opportunities for those we support to have a stronger voice in the direction of their own lives and CVT. The implementation of our new Quality Committee which involves our Quality of Life Review Teams is a great example.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

We have been building positive partnerships and providing a stronger and more confident voice within the charity and social care sectors. We will continue to make the case that valued care and support must be properly funded, and that CVT has a pivotal and contemporary role to play within current social care values of community, integration and inclusion. CVT was pleased to be shortlisted and successful in several national awards. This was a welcomed recognition of the energy, commitment and contribution of the people we support and our staff colleagues to CVT’s sense of momentum, progress and passion over the last year. We want to say a big thank you to all those people who have provided positive support to CVT, whether through donations, legacies, time, feedback or just encouragement - it is all greatly appreciated. We are excited about creating more opportunities for people to have friends and relationships, a sense of real purpose and belonging, plus a chance to contribute and be appreciated. This will be our focus for the year ahead.

OUR PURPOSE

We exist to provide care to adults with learning disabilities and, in particular, in providing this care, to ensure a sense of belonging that comes from being part of one of our communities. Seeking to apply general principles of anthroposophy, this recognises a human orientated spiritual world that reflects and speaks to the basic questions of humanity and nature. Camphill Village Trust uses this view as a relevant inspiration to ensure we support all the people we are asked to support, in an individual and person-centred way. We recognise the dignity, spiritual integrity and valued contribution of each individual and we try to offer a life of purpose, accomplishment, celebration and meaning. We do not define people because of disability but aim to align the achievements of citizenship with equality and the warmth of friendship and self-fulfilment.

OUR VISION

People we support are at the heart of all we do - benefiting physically, emotionally and spiritually, with a strong sense of community.

OUR MISSION

To be a values-driven charity delivering innovative, personcentred care in response to local needs. To be highly regarded, financially sustainable and wellresourced, with people who are motivated in their work and where anthroposophy remains a living inspiration.

OUR STRATEGY

As our present five year strategic plan concludes, Trustees are reviewing outcomes, alongside, our vision, mission and strategic themes in preparation for the next phase in the charity’s strategic journey. These are our strategic themes and key objectives: • to be well governed and managed • to be financially sustainable • well resourced • with the right people for the journey ahead

Canmphill Village Trust Our Purpose, Vision & Mission

Our purpose, vision & mission

• delivering safe, person centred care and support • developing to meet changing needs • informed by the people we support Our refreshed strategy for 2019-2021 is underway.

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust Progress Update

PROGRESS UPDATE AGAINST OUR STRATEGIC PLAN WELL GOVERNED AND MANAGED Following the successful recruitment of two new Trustees with specific safeguarding and social care experience, the Chair accessed charity sector experts to lead Trustee and SMT workshops on governance, team building and strategic planning - to ensure CVT has strong collective governance to respond to our changing regulatory and strategic context. A Director of Fundraising was recruited to provide CVT with greater in-house specialist knowledge and experience, and a Trustee-led Fundraising Forum developed to ensure there is good support and robust governance of donated income.

FINANCIALLY SUSTAINABLE Despite Sector pressures, CVT led a positive programme of reviewing and renegotiating care fee and housing benefit levels to ensure that we are receiving entitled revenue income. This was coupled with our ongoing focus on charitable costs. This work is supported by investing in a new finance I.T system, providing more robust financial information & control to support our operational and strategic decision making. The strengthening of our fundraising resources are necessary and pragmatic investments in respect of our future sustainability and challenges.

WITH THE RIGHT RESOURCES Planning for our future is essential, which is why we developed a new Deputy Operations Director role to focus on our support quality and created a Head of Marketing post to continue improving the ways we engage with our important stakeholders. We completed our ambitious biomass heating programme, supporting our financial and environmental ambitions, and successfully delivered the first phase of our extensive I.T.

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programme. The additional implementation of the new finance system will be followed by new payroll and HR systems to strengthen our resources in these areas. We out sourced the maintenance function at several communities to drive up quality and reduce costs.

WITH THE RIGHT PEOPLE FOR THE JOURNEY AHEAD We continue responding to the challenge of attracting good colleagues to CVT and again have seen our agency use reduced by a further 28% but are not complacent despite our latest staff survey showing 85% satisfaction of working in the charity. We have been focused on increasing our local volunteers, meeting our targets for overseas guest volunteers and continue lobbying the Government regarding future access to volunteers post Brexit. In the last year, we have restructured and strengthened our fundraising, finance and HR teams, and have introduced â&#x20AC;&#x153;Learn to Succeed" training for our Team Leaders and three of our General managers have begun an externally credited mini MBA programme.

CVT continued to deliver to an overall CQC “Good” rating across our services, supported by more consistent quality care planning and investments in on-line training for our social care and other staff. In terms of strengthening our focus on quality, the new Trustee-led Quality Committee is meeting regularly, we expanded our quality audit team and redesigned our audit processes, and all senior community staff have received formal health and safety training. This year has seen us recruit and train four additional Quality of Life Review partnership teams., which ensures that all CVT communities have people we support and staff collectively undertaking this crucial role. Visiting different communities they co-produce reports that highlight key considerations and provide the communities and Quality Committee with structured feedback - ensuring there is a direct impact upon our governance and strategic development.

INNOVATING AND RESPONDING TO MEET LOCAL NEEDS TO FACILITATE GROWTH The charity continues to see a growth in people accessing our day support opportunities, and local innovation in these areas continues to develop as demonstrated by the launch and expansion of our social farming programme. Our Community Local Action Plans have strengthened their focus on linking to local need and new opportunities, such as the expansion of our provision at Ashfield House in Dudley, which supports people with more complex support needs and the completion of the nearby Norton Road development which has state of the art accommodation for a further 10 local people. Our Shared Lives support service is now operational, having been successfully awarded the Dudley MBC contract - which is providing support to the local community and a launch pad for further growth.

INFORMED BY THE PEOPLE WE SUPPORT AND INVOLVING THEIR FAMILIES

Canmphill Village Trust Progress Update

DELIVERING SAFE, GOOD, PERSONALISED CARE AND SUPPORT

The charity continues to take a coproductive approach in key areas including how people are involved in every aspect of community life. This year has seen people organising family’s days, regional forums and fundraising events. Groups have been producing newsletters which are shared with families. The annual “My Life” survey informed developments including staff recruitment, support delivery, safeguarding and community activities. The views of families are also gathered in a yearly questionnaire. People we support have been active in informing academic research conducted by University College London into how the use of digital media can enhance the lives of disabled people. Further research is being conducted by Worcester and Essex universities into dementia and social care farming. This year the Quality of Life review teams have focussed on many areas including how people are supported to be safe. This has resulted in the co-production of easy read safeguarding information.

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust Initiatives

Staff and Carers from CVT Shared Lives

MAKING REAL PROGRESS

ean Barnshaw, our Head of Service for CVT Shared Lives, reflects on progress so far, and why this new model of support is important to the charity.

“

The CVT Shared Lives scheme offers the potential to build positive connections between our existing CVT communities and the wider community in which they are situated. We can provide additional support to our Shared Lives carers, offer opportunities to those being supported and explore how our fabulous resources can contribute to wider society

”

We identified CVT’s Berith and Camphill Partnership in Stourbridge as a great place to build our first Shared Lives Scheme around as its urban location provided an opportunity to recruit Shared Lives carers and introduce our services to several surrounding local authorities. The addition of Kate Morgan as the Registered Manager was crucial in accelerating the growth of the scheme in terms of carer recruitment and marketing. Kate has many years’ experience of Shared Lives, and her exceptional IT skills have enabled us to set up a cloud-based Intranet for our carers. Through hard work and a range of innovative community projects and varied communication routes we have developed strong community links and local partnerships, including our popular Breakfast Club for local residents and voluntary social care organisations. The reward has been that we now have approved eight sets of CVT Shared lives carers, with another three households currently going through the assessment process, which can take up to six months to complete. We made further progress in February 2018 when we were awarded the contract to deliver the Dudley MBC Shared Lives service for the next five years. CVT will take over the current service and work with the existing staff team and carers, who have already

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

been supporting vulnerable people through live-in, shortbreaks and day support arrangements for many years across the borough. We are working with the Council to develop the service specification which will extend our Shared Lives model to all people with an assessed need, with particular focus on mental ill health, autism and older people. As Kate commented, “This is a really exciting challenge for CVT and we appreciate being given the opportunity to work with Dudley Council and deliver a truly dynamic service. After speaking with Commissioners, we know they have very ambitious expansion plans for the new scheme and with our previous experience, we are confident that we can offer innovative approaches to people where Shared Lives may not have been an option for community living before.” The charity is now actively exploring additional Shared Lives opportunities. @CVTSharedLives

Recognised At National Awards

he charity was delighted that both Florance Ndlovu from Botton and James Taylor from The Croft, were shortlisted for the “Support Worker” award at the National Learning Disabilities and Autism Awards in Birmingham on 29 June, and a huge well done to Florance for winning the Award.

Canmphill Village Trust Initiatives

QUALITY AND INNOVATION

The awards celebrate excellence in support and aim to pay tribute to those individuals or organisations who excel in providing quality care. Florence was chosen ahead of stiff competition to take the award and afterwards she said, “I am so happy to receive this award. Botton is an incredible place to work with so many wonderful people who can achieve so much.” The judges at the awards said, “Florance is an exceptional individual, approaching everyday with passion and commitment to make a positive impact on peoples’ lives. We need more Florance’s in the world as she is absolutely magic and inspirational! Well done.” Florance was nominated by a family member of one of the people she supports in Botton who noted a big difference in her son because of the dedication and commitment Florance has provided. Botton General Manager Wayne Mason commented that, during her time working in Botton, Florance has proved uniquely skilled, utterly committed and incredibly passionate about all those she supports.

Florance Ndlovu with her Award

“

Well done to Florance and all our finalists. To reach the final in so many categories and win one of them is outstanding. Having people’s hard work and commitment recognised by our peers in the wider sector is special – we are all very proud

”

CVT was shortlisted for four national awards, including our co-produced GOT IT and Quality of life review project. Several people we support, support colleagues, family members, managers and Trustees attended the evening to share in the event together. Chief Executive Huw John said, “Well done to Florance and all our finalists. To reach the final in so many categories and win one of them is outstanding. Having people’s hard work and commitment recognised by our peers in the wider sector is special – we are all very proud.”

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust Initiatives Ian and Luke – Botton football team members

HEALTH AND WELLBEING FOR ALL

The charity has seen tangible benefits since the introduction of this award three years ago.

We actively promote health campaigns in line with the national health calendar, including; cancer awareness, mental health, avoiding stress, men’s health, women’s health, smoking cessation, staying safe in the winter, sun care in the summer, and healthy eating.

he “Better Health at Work Award” is a recognised award in the North East of England, in partnership with the NHS and TUC.

Our three CVT North East communities Larchfield, Botton and The Croft have been awarded, bronze and silver, and gold Awards.

Staff and people we support come together and take part in health and wellbeing activities in their own community and across the three communities.

Weekly health and wellbeing afternoons now take place where people we support and staff, undertake activities, including gym sessions, walking groups and football. People have joined leisure centres and attended a range of fitness taster sessions and we also hold weekly fitness sessions within each community, plus fun competitions and tournaments where all three communities come together; including our virtual Tour de France and table tennis tournaments. Individuals have joined the Middlesbrough Sports

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

Village and take part in a wide range of leisure activities, which has enabled people to try out and experience new approaches to their health and well-being. Botton now has a bike loan scheme where bikes are located across the village, so people can hop on a bike and ride to work. There is also a state-of-the-art sensory room in Botton designed to develop a person's sensory awareness through special lighting, sound and objects, which is providing therapeutic support and promoting communication skills. We have received talks from physiotherapists and have promoted greater awareness around the entitlements to annual NHS health check for adults with learning disabilities and the NHS over 40’s health checks. Across CVT we are committed to the national STOMP campaign to stop the over medication of people with disabilities. Approaching these projects within this co-productive culture is an important way to encourage and enable everyone to take responsibility for their health and wellbeing.

Growing Day Services In CVT

ernie is sipping a coffee in the café at Larchfield. Its break time and she has come from the cafe kitchen after a morning spent preparing salads and making sure everything is left clean and neat. “I’ve been working here for about a year.” she says. “It gets me out and helps me mix with other people. I’ve made a lot of friends. There’s a warm feeling about the place and people are very helpful. I live independently. I watch the soaps and go to bingo and sometimes I go for walks. My social worker helped me find out about Larchfield so I came for a taster and I really enjoyed it. I work in the café and the bakery where I make cakes and biscuits. And I also work in the craft shop where I do felting and knitting, but felting is my favorite.”

Bernie is one of the 150 people who now take part in daily activities across the charity, but who live in the local community, independently or with their family. This number has grown significantly in recent years. “It’s a really positive development,” says Larchfield manager Mike English. “People joining us on day placements bring enthusiasm, diversity and variety into the Community.” Mike and Day Services Manager Sue Birch reinforce the shared benefits for everyone as people are fully involved and accepted as full community members with a valuable contribution to make. CVT has a long-established tradition of developing and providing therapeutic and supportive environments where people can find purpose, be valued

and make a meaningful contribution. Sharing our resources and facilities with people from the local community provides real opportunities for wider social interaction and friendships, plus supports our longer-term sustainability.

Canmphill Village Trust Initiatives

WELCOMING COMMUNITIES -

Inclusion and integration are core themes for our longer term CVT strategy. Creating opportunities for more people to take advantage of the resources and facilities we have to offer and empowering community members to find meaningful work and build new relationships within wider society are essential ways to encourage and enable people to become active and valued citizens.

Bernie's developed new skills and made a lot of friends in Larchfield

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Canmphill Village Trust Initiatives

The CVT Connect digital platform

CVT CONNECTS WITH INTERNATIONAL RESEARCH ON TECHNOLOGY

hroughout 2018 people across CVT have been at the forefront of research that is being shared internationally. The research project, being conducted by Dr Pete Williams from the University College London, aims to explore how people with learning disabilities are using mobile technology, such as phones and tablets in their everyday lives.

Its aims are to explore the benefits - in terms of entertainment, selfexpression and possible greater autonomy, and the barriers - such as usability issues, privacy or vulnerability concerns. It is also hoped that results will inform parents, carers and support workers regarding how they can use the technology with people with learning disabilities. The opportunity to become involved arose from the work we have been doing in co-producing ‘CVT Connect’ - a digital platform that enables people who are supported by CVT to share ideas and connect with each other across the charity. This is an important project for the charity as we play our part in the wider sector review of how technology can enable and support people with disabilities to gain greater independence, open up new communication methods and improve the opportunities to contribute to wider society. In January we were asked to present to an international symposium. The theme of our presentation was; developing digital resources for people with learning disabilities needs to be undertaken co-productively, with the people it is being developed for being involved at every stage. This has resulted in other presentations of our work, including one for City University London.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

The research project involves Dr Williams spending time in our CVT communities in Gloucestershire, Hertfordshire and Stourbridge, conducting interviews, listening to people describe aspects of their lives, voice their opinions, sharing the barriers they face and demonstrating their IT use. Dr Williams states “They are the experts, they know more about the experiences and challenges people face when using digital media than either the professionals or academics.” This project is helping us look at future ways that people across CVT can be involved in further research that will benefit many people across the world. This is likely to involve a review of how co-produced platforms such as CVT Connect may hold the key to developing future local and global networks of support. Watch out Mr Zuckerberg!

Growing our social farms across CVT

e asked Robin Asquith*, our Social Farm Manager based in Botton, to share his thoughts on social farming and the role it can play within CVT. “The concept of a social farm is very simple; it combines farming or gardening production with health and social care support for people with different types of disability. It is something the farms and gardens of CVT have always done, only now, it fits with a wider national and international sector, and makes best use of CVT’s land-based resources in a contemporary way. Social farms are very collaborative places, making links with local projects and organisations, which will broaden the diversity, appeal and experience of our farms and gardens.” Our first social farm was launched in Botton in 2016 and now supports community members, local people and school visits. It was recently selected to be part of a Dementia Adventure project to allow more

people living with dementia to access the outdoors. We are now working with Worcester and Essex universities to provide further evidence that accessing farms and gardens can be beneficial to people’s health and wellbeing. Supported by fundraised income, we are expanding our programme with investment at our Delrow, Grange and Berith Camphill Partnership Communities, who are establishing projects that comply with the Social Farms & Gardens Code of Practice and meet the requirements of commissioners, clients and other authorities. This ensures our social farms are safe, accessible, professional and relevant. Increasingly, local authorities now only refer people to farms who meet the code of practice, so our approach will also bring financial benefit. There is broad diversity and range of learning and development available on social farms. Linking CVT’s social farms with membership to the Social Farms and Gardens organisation, which represents social farms nationally, provides the

chance for increased networking, sharing knowledge and helping to move social farming forward nationally. Robin added, “The people who come to our social farms and gardens respect they are here to learn and work alongside others and are respected for their contribution. Providing opportunities for meaningful and purposefulness work cannot be underestimated. This is an experience many of the people who attend social farms have never had.”

Canmphill Village Trust Initiatives

SOCIAL FARMING -

People learn more than just farm skills when they attend a social farm. This exciting programme is a key part of CVT’s approach to improving the access and engagement of our land-based resources. * Robin Asquith, our Social Farm Manager is a Nuffield Scholar, Care Farming UK Trustee and was a finalist in the 2015 Farmers Weekly Farm Manager of the Year Award

Michele and John on the Botton Social Farm

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Canmphill Village Trust Initiatives

Involving the people we support in setting the quality agenda

MAKING QUALITY COUNT

he quality of our care and support is the foundation of all our charitable activity, so CVT remains on a continuous quality improvement cycle to explore how we can provide, review and improve our service quality.

Our Safeguarding Board has been enhanced and developed into a Quality Committee, which is chaired by CVT Trustee Jean Henderson and reports formally to the CVT board of Trustees. Jean is joined by fellow Trustee Tim Bishop. Tim brings extensive social care sector experience to the role, alongside operational and, quality and development team members and an independent safeguarding expert Deborah Kitson, from the Ann Craft Trust.

The committee is committed to improving quality across CVT in a co-productive style and, is involving the people we support in setting the quality agenda through our Quality of Life review process. The committee oversees the delivery of our annual Quality Action Plan, which promotes best practice and organisational learning across all our services and helps ensure we have the resources and skills to achieve this. At a practical level, the committee reviews key outcomes relating to the quality of service provision, health and safety and risk management, safeguarding adults at risk and complaints management - making recommendations where action and improvement is required. As well as peer reviews, our quality team audit our services against the regulatory and contractual standards and requirements, and support teams to implement any improvement plans. With an auditor already based across the northern communities and another working across Oaklands and The Grange, we are now looking to build capacity in the south to support Delrow and St Albans.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

HOW DO OUR QUALITY OF LIFE REVIEW TEAMS WORK? Quality of Life Reviewers (are people we support and therefore our experts by experience) have volunteered in each Community and have been trained, alongside staff ‘partners’, in the peer review process. This process is pioneered by Changing Our Lives, a charity that promotes a rightsbased approach to championing people with learning disabilities leading normal lives at the heart of the community. When the Quality Committee meets in a Community, the peer reviewers have the opportunity to present and discuss their findings and the changes that have been made as a result.

Canmphill Village Trust Initiatives

RESPONDING TO NEW DATA CHALLENGES

IT Training Session

hockingly, last year a fifth of charities suffered cyberattacks; these attacks have become so common place no organisation can afford to be complacent. These cyber attacks are just one aspect of why CVT has been prioritising information security and data protection. Our social care commissioners have also been placing increasing emphasis on information security and data protection in social care contracts and tenders. CVT has responded by upgrading our IT infrastructure for a few years now, assisting by our first charitywide IT manager. This infrastructure initiative has given our staff improved connectivity, which for many had become an ongoing source of frustration - and has made it easier to more fully utilise the functionality of CVT’s early investment in Microsoft’s cloud-based Office 365.

This improved infrastructure has enabled us to introduce new finance and payroll systems, with an HR system to follow next year. The new finance system will enable the charity to decrease the costs of its finance function while improving functionality, and the new payroll system is the next step in our quest to have a pay function that is fit for purpose for a charity of our size and complexity.

put into practice. With GDPR the use of personal data is now a strategic issue for the charity’s Trustees and has featured at both board and audit & finance committee meetings throughout the year. At an operational level there has been engagement with colleagues in the Voluntary Organisations Disability Group and there have been regular multidisciplinary planning meetings.

This has also helped us engage with the new General Data Protection Regulations (known as GDPR). Twenty years after the EU’s first regulation of personal data, GDPR is an attempt to give EU citizens more control over the use of their personal data in a world now dominated by the use of personal data on-line.

We have also been engaging with legal teams in local authorities to try to make sure the contractual expectations properly reflect our responsibilities under GDPR. There is now a heightened awareness throughout the charity of the importance of effective data protection practices and we have begun the process of reviewing our practices and making changes where needed.

GDPR is a positive development for EU citizens but somewhat complex and challenging for organisations to

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust You Help Us Succeed intend to become less dependent on a single income stream.

OUR SUPPORTERS

uring this time of ongoing local government budget pressures, the gifts and donations from our generous supporters play an essential role in enabling CVT to deliver high quality care to the people we support and a model of care that is not funded by social care income.

From funding new building projects such as the redevelopment of Ashfield House, our residential care home in Stourbridge, and ‘The Creamery’ selfcontained bungalows designed for older residents at Oaklands Park through to enabling people to achieve greater involvement and integration in their wider communities, the support that we receive from our friends, improves and enhances the lives of people who use our services. Thank you to everyone who supports the charity. Our fundraising department is undergoing a period of re-organisation and transition as we implement a new voluntary income strategy which will reach out to new supporters, with new initiatives and ways to support us. By widening our supporter base, we

Legacies continue to be a corner stone of our voluntary income, and 2017-18 was an exceptional year for legacy income, which is always volatile and unpredictable. Whilst we are grateful to all our supporters we are very thankful to those people who have to leave us a bequest, which often enables them to provide a much more substantial gift in their Will, than is possible during their lifetime bringing the pleasure of leaving a lasting legacy to the people supported by CVT. It is an exciting time for our fundraising team, as we look for ways to fund the charity’s vision and ensure people who are supported by CVT continue to have a good life.

FUNDRAISING DISCLOSURES Our fundraising approach has always been based on the concept of building friendships with our donors. We are respectful of our supporters and give careful consideration to the quantity and tone of mailings we send and have always given donors’ a choice in the frequency of our contact with

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

them. We do not participate in telephone or street fundraising. We believe our approach protects our supporters from unreasonable and persistent intrusion and prevents them from feeling pressured into giving. The charity is registered with the Fundraising Regulator and the Fundraising Director is a full member of the Institute of Fundraising. Since the last annual review, the prominence of fundraising within the charity has grown as we become more proactive in securing voluntary income. The Fundraising Director is a member of the charity’s Senior Management Team, and attends Board of Trustee meetings, where a quarterly fundraising report is presented. In early 2018, a joint Trustee and executive Fundraising Forum was established to enable Trustees to have in-depth governance of fundraising. In 2017 – 18 we are pleased that we did not receive any complaints about our fundraising.

OUR OVERALL RESULT FOR THE YEAR

The financial statements show Camphill Village Trust having a net surplus of £1.32m (2017: £2.35m surplus). This is a decrease of £1.04m on prior year and is as a result of a £2.23m decline in the market value of our investments and an increase in legacies income of £1.16m compared to the prior year. The charity continues to face the challenges of providing day services within a model of care and support that is not fully funded by LA commissioners, and which is a significant contribution to the operating deficit identified in the table.

Camphill Village Trust Strategic Report

FINANCIAL REVIEW OPERATING RESULTS

The table below shows an improvement in the operating result compared to the prior year, from a deficit of £4.85m for the prior year to a deficit of £4.72m for the year ended 31 March 2018. As in previous years the fundraised income and legacy donations contributed to meeting the operational deficit.

2018 £m

2017 £m

Total income from charitable activities Investment income

16.71 0.37

15.04 0.35

Total operating income

17.08

15.39

Expenditure on charitable activities

(21.80)

(20.24)

Net operating deficit Fundraising donations (net of costs) Legacy donations

(4.72) 2.37 3.82

(4.85) 2.39 2.66

Surplus/(deficit) before unrealised investment gains Unrealised gains/(losses) on investments

1.47 (0.15)

0.20 2.15

1.32

2.35

Net movement in funds per SOFA

Shared lives breakfast club at Stourbridge

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Camphill Village Trust Strategic Report

FINANCIAL REVIEW continued.... An analysis of our income by type together with the comparable information from the prior year.

Income by type Community care and housing Farm and land production and workshops Donations Legacies Other

2018 £m

2017 £m

14.1 2.6 3.0 3.8 0.4

12.7 2.4 3.0 2.7 0.4

Other 2%

Legacies 16%

Expenditure by activity •

£22.2m on charitable activities (2017: £20.2m) £0.60m on fundraising (2017: £0.58m) £0.17m on governance costs (2017: £0.21m)

• •

Donations 12%

Social Care 59%

Farm & Workshops 11%

COMMENTARY ON EXPENDITURE The proportion of expenditure spent on providing the care and support environment for our communities (our charitable activities) remained consistent at 97p in the pound (2017: 97p). Of the 97p spent on charitable activities, 85p (2017: 85p) was spent

on direct care and support and the upkeep of the communities, 12p (2017: 12p) was spent on central management support which included professional fees and payments to former co-workers in their old age. Income from charitable activities has increased by 11% compared to prior year whereas expenditure from

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

charitable activities has increased by 7%. The increase in expenditure of £1.5m is in the main attributable to increase in staff costs. The impact of additional sleep in payments, pay rises and increase in staff numbers are the main contributors to this increase.

Camphill Village Trust Trustees Report

BALANCE SHEET net assets and liquidity Tangible assets have increased by £0.37m to £85.65m as a result of £1.9m capital additions offset by a depreciation charge of £1.53m. The major additions in the year included property refurbishments of £0.9m and IT infrastructure/systems of £0.8m. Investments have increased by £0.2m from £14.5m in 2017 to £14.7m for the year, as a result of investment income received during the year, which is offset with a decrease in change in market value of investments. Cash balance remains fairly consistent with prior year and is aligned with working capital requirements.

RESERVES POLICY The level of reserves held by the charity is kept under regular review in accordance with Charity Commission guidance. This is to enable the policy for holding reserves to remain relevant and up to date, while also ensuring: • 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 general reserves needed and to estimate the amount of free reserves necessary to maintain financial security. This is informed by the requirements of the charity’s strategic plan, the risks to which the charity is exposed and the revenue and cost budgets for the forthcoming period together with communities’ forward forecasts, and capital expenditure budgets not already included in designated funds. It includes, but is not limited to, the need to safeguard against volatile income and align the current cost base to enable sustainability in an environment of reduced voluntary and service income. The Trustees believe, that the current level of general reserves of £11.7m (2017: £8.6m), are within the target range and at an appropriate level necessary.

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Camphill Village Trust Trustees Report

FUNDS RESTRICTED FUNDS

DESIGNATED FUNDS

Restricted funds total £0.11m (2017: £0.59m). They principally comprise historic donations or legacies where the donor has specified the money is to be spent in a particular community or on a particular project.

Designated funds at 31 March 2018 stand at £92.36m (2017: £93.69m). The key designations are set out in note 23 to the financial statements.

FREE RESERVES Free reserves constitute 100% of general funds, at 31 March 2018 these stood at £11.7m (2017: £8.6m). This is illustrated in the tables below: Derivation of general reserves Total reserves Less restricted funds Less designated funds General reserves (all free)

2018 £m

2017 £m

104.21 (0.11) (92.36)

102.90 (0.59) (93.69)

11.74

8.62

INVESTMENT POLICY As set out in its Articles of Association, the charity has absolute discretion to invest money not immediately required for operational or capital expenditure. The charity’s investments at 31 March 2018 totalled £14.73m (2017: £14.55m). These investments are managed by HSBC Global Management (£10.51m) and Sarasin Partners (£4.22m). The performance of these investment managers is overseen by the Audit and Finance Committee, which reports to the Board of Trustees.

The charity has a statement of investment principles, as recommended by the Charity Commission. Established in line with their guidance, this sets out an appropriate risk approach to managing the investments. The Trustees consider that a medium to long term investment policy, which aims to preserve the capital value of the assets invested while trying to achieve a real return on them, remains appropriate. The charity’s investment managers have general instructions to ensure they apply certain ethical guidelines in selecting investments.

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Camphill Village Trust Trustees Report

ACHIEVEMENTS AND PERFORMANCE An outline of the progress, impact and examples of some of our initiatives in the previous year are set out on pages 4 to 13 of this Trustees’ report. The board continue to use the annual budgets as their key method of monitoring performance, and the key outcomes are outlined in the financial review and earlier in this section. The key performance indicators which have been specifically monitored and highlighted in the monthly performance reports and scrutinised by the Audit and Finance Committee and the board are provided below. The underlying components of the charity’s income and expenditure as highlighted in the table on page 15 identifies clearly the current gap between our care related revenues and the cost of running our communities. We are pleased to report that this gap in operating deficit continues to reduce, as a result of our continued focus on operational plans. The actual net

result of £1.3m was significantly higher than the budgeted KPI of £0.2m. This was a successful fundraising year with the net fundraising income of £2.1m (excluding legacies) exceeding the target KPI of £1.8m. The Trustees have been monitoring agency care staff costs, which is a significant operational cost in respect of care related activities. Our ratio of salary costs to social care income was 109% which was behind the target KPI of 80%. Pressurised local fee rates, unfunded day support services and sleep in payments contribute to this variance. Although the KPI was short of the target, the agency costs have decreased by £317k during the year. We recognise that care income has declined in real terms over recent years and that funding to the social care sector remains a challenge with the real threat of further cuts ahead. In addition, Trustees acknowledge that the additional costs related to increased regulatory and quality standards are not being reflected in related income uplift.

The Trustees’ have therefore monitored the level of income received from delivering our model of care and our occupancy levels, and against general sector trend we have seen an 11% increase in the care related income from local authorities, which is a direct result of an increase in the number of people we support, and a positive, rigorous and structured approach to reassessments. The day care and social enterprise activities resulted in a £1.8m deficit for the year. The charity still remains reliant upon legacies which are likely to decline over the long term, and therefore we continue to review and develop our workshop, retail and farming activities, to explore where more sustainable income streams can be achieved. A major challenge across the sector is being able to attract, recruit and retain staff. We therefore monitor our staff turnover which for the year has been 31.6% and is fairly consistent with the sector. Skills for Care estimated that the staff turnover rate of directly employed staff working in social care was 27.8 per cent in 2016/17.

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Camphill Village Trust Trustees Report

Principal risks & uncertainties facing the charity RISKS

The principal risks identified as significant and currently outside of the charity’s risk appetite are:

RISKS AND UNCERTAINTIES

MITIGATION

Inability to reduce the underlying operational deficit in Botton and Gloucestershire leading to a drain on free reserves primarily as a result of unfunded care activities.

All communities required to deliver three year stretch plans. Continued commitment to progressively review and refocus workshop activities to improve strategic relevance. Ongoing lobbying of local/national government to address lack of funding. Proactively seeking other sources of revenue.

Significant decline in investment income and/or voluntary income leading to an unexpected drain on free reserves.

Investment in Fundraising Team with appointment of Director of Fundraising. Establishment of Fundraising Forum with Trustee representation. Development of fundraising strategy. Investment strategy subject to regular review.

Impact of a major incident on our reputation with commissioners.

Continued focus on quality and development of Quality Committee to aid this with development of internal audit function. Ongoing emphasis on training and supervision. Improvement of pre-placement assessment process.

Serious data breach under General Data Protection Regulations (GDPR), causing reputational damage, fines and claims for damages.

GDPR working group established. Awareness- raising initiatives and training undertaken with staff. Continued investment in IT infrastructure and security.

UNCERTAINTIES

The social care sector in which the charity operates continues to be under significant scrutiny and significant downward pressure on funding streams. These key issues and changes create a range of uncertainties for the charity, including: • A sector wide concern in the delay of the proposed Green Paper on the future of Social Care and the continued lack of a sustainable long-term funding model for the sector. • A continued reduction in local authority social care funding and housing benefit, this financial challenge may increase post ‘Brexit’.

• A changing commissioning focus with greater emphasis on complex needs and integrated services.

• Effect of UKVI’s ‘hostile climate’ and immigration rule changes post ‘Brexit’ particularly on guest volunteer recruitment.

• Potential re-assessments of the people we currently support leading to a reduction in support packages.

• Continued uncertainty around sleep ins and application of National Minimum Wage (NMW).

• Greater challenges around the recruitment and retention of quality support staff, which may increase post ‘Brexit’. • A reduction in public trust towards 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.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

RISK MANAGEMENT AND INTERNAL CONTROLS The charity continues to carry out and monitor a comprehensive riskmanagement assessment process. This has identified and addressed the major financial, operational, governance, reputational and regulatory risks which might affect its ability to meet its objectives.

The board of Trustees has overall responsibility for assessing the risks faced by the trust and ensuring it has appropriate systems of internal control in place. The Audit and Finance Committee are delegated to give oversight to this. The charity undertakes mitigating actions on all the major identified risks. The Trustees are of the opinion that they take reasonable steps to ensure that they identify the major risks to which the charity is exposed. They also try to ensure they have put in place systems to mitigate them. They are, however, aware that they design such processes to manage rather than eliminate all major risks and they can only provide reasonable but not absolute assurance over risk management and elimination of material errors.

GOING CONCERN Going concern is a fundamental accounting concept which underpins the preparation of all UK companies’ financial statements. Under this concept, it is assumed that a company will continue in operation and that there is neither the intent nor the need to liquidate it or cease trading. The Trustees confirm that they have given due consideration to the key operational and financial sensitivities which may affect the charity’s ability to continue its operations. In the context of the level of free reserves the charity has at its disposal, and through consideration of its strategic plan and financial projections, the Trustees consider that there is a reasonable expectation that the charity has more than adequate resources to continue in operational existence for the foreseeable future. Accordingly, we continue to believe it is appropriate to adopt the going concern basis in preparing the annual financial statements.

REMUNERATION POLICY FOR KEY MANAGEMENT PERSONNEL The Trustees regard the SMT as its key management personnel in the context of the Charities SORP (FRS102).

The charity, led by its Trustees, aims to ensure that its key personnel are of suitable quality and have the necessary commitment to manage the affairs of this complex and highprofile charity to a high standard. With these objectives in mind, the Trustees accept that the charity needs to offer a remuneration package that will attract and retain suitably skilled senior managers.

Camphill Village Trust Trustees Report

Our corporate risk register records the charity’s exposure to major risks and uses a scoring mechanism based on impact and likelihood. It takes into account existing controls and the steps taken, to mitigate the risks. It then identifies the residual risk to understand whether it is within the acceptable risk framework, which underpins the process, based on clearly defined appetite to risk protocols, agreed by Trustees. Where risks appear to be outside the agreed comfort zone there is a clear focus on actions needed to ensure it is within the risk appetite. The Senior Management Team (SMT) and Trustee Board, via its Audit and Finance Committee, have kept the risks under review during the period.

There had been no changes to SMT salaries by way of inflation uplift or otherwise since 2011, with the exception of a small nonconsolidated award given to all staff in 2015. The Trustees were mindful of the lack of movement on pay and reward for SMT members and decided to make a one-off nonpensionable award in April 2017 in recognition of the additional work performed, over and above normal contractual hours, by SMT members over the preceding three years. The Trustees have since taken external professional advice to benchmark SMT member’s pay following a restructuring of their roles and responsibilities, and the growth of the team with the recruitment of a fundraising director. That pay review took effect from April 2018. The Trustees can confirm that remuneration packages remain within sector averages. The SMT members have the same pensions and other benefits as all staff in the charity including a modest car allowance for staff whose role requires extensive business travel. There are no performance bonus arrangements in place.

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Camphill Village Trust Trustees Report

Structure, governance and management

he Camphill Village Trust Limited (“Camphill Village Trust”) is a charitable company limited by guarantee, registered as a charity and incorporated in England and Wales as The Camphill Village Trust Limited on 26 October 1954. The company was established under a memorandum of association which established the objects and powers of the charitable company and is governed under its articles of association. The last updates to the Articles of Association, incorporating the Memorandum of Association, were adopted by special resolution at a General Meeting on 22 December 2012. The charity delivers care, through a model of community living that embraces the principles of Anthroposophy.

THE BOARD OF TRUSTEES The Board of Trustees (the members of which are also directors of the charitable company, under company law) comprises nine members, being the maximum permitted by the Memorandum and Articles. Full details of the Trustees who held office during the period are set out on page 49 of this report. All new Trustees and board committee members undertake an induction programme including a structured introduction to the charity, its founding philosophy as well as visits to communities. Training and development sessions in key areas are also facilitated. The present Chair is introducing a structured annual appraisal approach to review individual Trustee contribution and wider board effectiveness. The majority of Board members have a personal or professional knowledge of the social care sector. They give their time voluntarily and receive no benefit from the charity in respect of their duties as Trustees. Any expenses reclaimed from the Trust are set out in note 8 of the Financial Statements. Four formal board subcommittees were in place during the year ended 31 March 2018.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

The Audit & Finance Committee Provides focus and oversight in respect of the financial reporting processes, planning and budgeting compliance, corporate risk, property investment and investment management. The Appointments & Remuneration Committee Responsibility for reviewing and setting senior management pay and benefits. It also has responsibility for considering and recruiting prospective Trustee candidates. The Ruth Fund Committee Advises the board on matters of retirement provision in respect of the charity’s former co-workers. It has delegated responsibility to administer the financial distributions approved by the board on a discretionary basis. Two Trustees are involved in this group. Quality Committee Specific responsibility on behalf of the board of trustees. It is responsible for: • The development, monitoring and review of an annual Quality Action Plan. • Reporting key outcomes and actions to the main Board of Trustees. • The promotion and delivery of best practice and organisational learning. • To ensure CVT has the resources and skills to deliver best practice. • A commitment to developing quality across CVT in a coproductive model.

The Trustees undertake the duties laid down in the charity’s governing documents. As Trustees, they fully acknowledge they are ultimately responsible for the governance of the charity and the protection of its assets. The board takes ultimate responsibility for the implementation of equal opportunities and health and safety within the trust. In order to discharge these responsibilities, the formal board met regularly during the year, as well as holding additional, externally facilitated governance and strategy workshops Meetings of the various board committees and other advisory groups in which Trustees lead and participate were held regularly during the year, at intervals commensurate with business needs.

OTHER KEY ADVISORY GROUPS In order to discharge its duties, the board has set up a number of other working or advisory groups which provide either administrative or specialist support to the charity, or act as conduits for two-way communication. The Fundraising Forum is chaired by a Trustee with specialist fundraising knowledge and supports the development and delivery of CVT’s Fundraising strategy and related operational activities. Employee Forum convenes several times a year to ensure wider input to operational and strategic matters. They also act as a conduit for the Trustee Board and SMT to communicate key messages on direction, compliance and operational imperatives. One Trustee is involved in these activities. Regional Learn to lead Forums are for the people we support to air their views and become more

involved in co-production projects. They also act as a conduit for people to feedback views, opinions and practical suggestions to the senior management team and the Trustee Board. A minimum of one Trustee attends each forum meeting.

HOW THE CHARITY MAKES DECISIONS The board retain and accept full responsibility for decision making by the charity. These decisions vary in size, scope and consequence from relevant operational decisions to more fundamental and major strategic decisions. In arriving at these decisions, as non-executive directors, the board is mindful that it delegates responsibility for the operational management and leadership of the trust to the Chief Executive. The SMT support the Chief Executive. This ensures that smaller and relevant decisions can be expedited promptly and efficiently. The SMT and the communities are themselves supported by a small central team of managers and support staff. The nature and scope of delegation by Trustees to its Committees and the SMT is set out in a scheme of delegation protocols which detail matters which are reserved solely for the board, matters which can be authorised by board subcommittees and those which are within the decision making scope of the executive management, under the direction of the SMT.

decisions are fully documented. When required or relevant, Trustees request one or more board committees to carry out further enquiry or scrutiny before a final decision is made.

PUBLIC BENEFIT The Trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2011, by referring to the Charity Commission’s general guidance on public benefit when reviewing the aims and objectives of the charity and in planning its future activities. The Trustees consider how all existing and planned activities will contribute to the aims and objectives set out in its governing documents.

Camphill Village Trust Trustees Report

TRUSTEE DUTIES

Pages 4 to 13 of this report demonstrate how our activities impact and fulfil our public benefit objectives.

DISABILITIES IN THE WORKPLACE The charity will not discriminate against a disabled person for a reason that relates to their disability, or treat them less favourably than a non-disabled person. The charity will conduct an individual risk assessment for every employee or volunteer with a disability. This will identify any reasonable adjustments it needs to make in the work place, or job, in order for the person to contribute fully to the work of the charity.

The specific matters and authority limits across the various areas of activity and functional responsibility are set out in an agreed matrix form. Trustees record minutes of the relevant board or committee meetings, particularly for all key decisions, where they are required to have direct involvement as set out in the scheme. It is the Trustees' policy to ensure to ensure the SMT provide detailed papers for Trustees in order to ensure that the key matters needed for consideration in arriving at such

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Camphill Village Trust Trustees Report

Membership

t 31 March 2018, the charity had 466 (2017: 480), members. All members have full voting rights under the charity’s Articles of Association. Each member guarantees to contribute an amount not exceeding £1 to the assets of the charitable company in the event of a winding up.

Rules relating to the membership are at the discretion of the Trustees, including the admission of new members and removal of members in accordance with the relevant paragraphs of the charity’s Articles of Association. Following the settlement of the legal claim against the charity and in accordance with the mediated settlement agreement, the Trustees adopted a new membership policy, communicated it to next of kin who were not already members of the charity, and admitted new members in accordance with the policy.

CVT www.cvt.org.uk - Camphill Village Trust Limited Trustees’ Report 2017/18

MEMBERSHIP POLICY As a charity, CVT exists to further its charitable aims, rather than to benefit its members. This policy aims to ensure that any changes to the membership of CVT will benefit the charity as a whole, and the people it exists to support, now and in the future. As such, membership is not an automatic entitlement; and any decision regarding the acceptance of a membership application ultimately lies with CVT’s Trustees. Decisions are made in accordance with CVT’s governing document (its memorandum and articles of association) and any rules made by the charity Trustees in accordance with the governing document, on the basis of what is in the best interests of the charity.

Camphill Village Trust Trustees Report

STATEMENT OF RESPONSIBILITIES OF TRUSTEES

The Trustees (who are also directors of Camphill Village Trust for the purposes of company law) are responsible for preparing the Trustees’ annual report including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required 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 keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud 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 the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2018 was 466 (2017: 480). The Trustees are members of the charity but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity. Auditor Sayer Vincent LLP was re-appointed as the charitable company's auditor during the year and has expressed its willingness to continue in that capacity. The Trustees’ annual report which includes the strategic report has been approved by the trustees on 17 October 2018 and signed on their behalf by

Brian M Walsh OBE Chair

Camphill Village Trust Limited Trustees’ Report 2017/18 - CVT www.cvt.org.uk

Camphill Village Trust Independent Auditor’s Report

Opinion We have audited the financial statements of Camphill Village Trust (the ‘charitable company’) for the year ended 31 March 2018 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion, the financial statements: •

•

give a true and fair view of the state of the charitable company’s affairs as at 31 March 2018 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended; have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; have been prepared in accordance with the requirements of the Companies Act 2006;

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

CONCLUSIONS RELATING TO GOING CONCERN

We have nothing to report in respect of the following matters in relation to which the ISAs (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.

CVT www.cvt.org.uk - Camphill Village Trust Independent Auditor’s Report 2017/18

OTHER INFORMATION

The other information comprises the information included in the Trustees’ annual report, including the strategic report, other than the financial statements and our auditors’ report thereon. The Trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

In our opinion, based on the work undertaken in the course of the audit: •

The information given in the Trustees’ annual report, including the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements.

•

The Trustees’ annual report, including the strategic report, has been prepared in accordance with applicable legal requirements.

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ annual report including the strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you 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 OF TRUSTEES

As explained more fully in the statement of Trustees’ responsibilities set out in the Trustees’ annual report, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the 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.

Camphill Village Trust Independent Auditors Report

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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Camphill Village Trust Independent Auditors Report

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.

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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 with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

USE OF OUR REPORT

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act

2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Judith Miller (Senior statutory auditor) 17 October 2018 for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

CVT www.cvt.org.uk - Camphill Village Trust Limited Independent Auditor’s Report 2017/18

(incorporating an income and expenditure account) For the year ended 31 March 2018 Note Funds £’000s

Unrestricted Funds £’000s

Designated Funds £’000s

Restricted Funds £’000s

2018 £’000s

2017 £’000s

INCOME FROM Donations and legacies

4,869

582

1,340

6,791

5,636

CHARITABLE ACTIVITIES Community, care and housing Farm and land production Workshop and general produce

4 4 4

14,074 423 2,210

12,684 443 1,911

Investments

367 _______ 21,943 _______

_______ 582 _______

_______ 1,340 _______

EXPENDITURE ON Raising funds

595

601

588

CHARITABLE ACTIVITIES Community, care and housing Farm and land production Workshop and general produce

6 6 6

14,477 942 3,258

1,621 59 145

1,297 -

17,395 1,001 3,403

16,251 1,033 2,957

_______ 19,272 _______

_______ 1,831 _______

_______ 1,297 _______

2,671

(1,249)

(148) _______

_______

(148) 2,153 _______ _______

2,523 607 _______

(1,249) (81) _______

43 (526) _______

1,317 2,352 _______ _______

3,130

(1,330)

(483)

8,618 _______

93,686 _______

593 102,897 100,545 _______ _______ _______

11,748 _______ _______

92,356 _______ _______

110 104,214 _______ 102,897 _______ _______ _______ _______ _______

TOTAL INCOME

TOTAL EXPENDITURE Net income/(expenditure) before net gains/(losses) on investments Net gains/(losses) on investments Net income/(expenditure) for the year Transfers between funds Net movement in funds Reconciliation of funds: Total funds brought forward TOTAL FUNDS CARRIED FORWARD

367 354 _______ _______ 23,865 21,028 _______ _______

Camphill Village Trust Statement Of Financial Activities

STATEMENT OF FINANCIAL ACTIVITIES

_______ _______ 22,400 20,829 _______ _______ 1,465

1,317

199

2,352

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.

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Camphill Village Trust Balance Sheet

BALANCE SHEET As at 31 March 2018

Note

2018 £’000

£’000 FIXED ASSETS Tangible assets Investments CURRENT ASSETS Stock Debtors Cash at bank and in hand CURRENT LIABILITIES Creditors: Amounts falling due within one year Provisions for liabilities

14 15

85,654 14,733 ________ 100,387 478 2,787 2,395 ________ 5,660

531 2,331 2,756 ________ 5,618

18 19

1,833 ________

2,301 250 ________

TOTAL ASSETS LESS CURRENT LIABILITIES TOTAL NET ASSETS

£’000

85,280 14,550 ________ 99,830

16 17

NET CURRENT ASSETS

The funds of the charity: Restricted income funds Unrestricted income funds: Designated funds General funds

2017 £’000

3,827 ________ 104,214 ________

3,067 ________ 102,897 ________

104,214 ________

102,897 ________

110

593

92,356 11,748 ________

93,686 8,618 ________

Total unrestricted funds

104,104 ________

102,304 ________

TOTAL CHARITY FUNDS

104,214 ________ ________

102,897 ________ ________

Approved by the Trustees on 17 October 2018 and signed on their behalf by:

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

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for the year ended 31 March 2018

Note £’000

CASH FLOWS FROM OPERATING ACTIVITES Net cash used in operating activities

CASH FLOWS FROM INVESTING ACTIVITIES Investment income Interest received Interest paid Proceeds from the sale of fixed assets Purchase of fixed assets Proceeds from sale of investments Purchase of investments

2018 £’000

1,408

364 3 147 (1,952) 3,036 (3,367)

Net cash used in investment activities

2017 £’000

£’000

2,792

359 (5) 91 (5,329) 5,175 (5,504)

(1,769)

(5,213)

Change in cash and cash equivalents in the year

(361)

(2,421)

Cash and cash equivalents at the beginning of the year

2,756

5,177

2,395 ________ ________

2,756 ________ ________

CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR

Camphill Village Trust Statement Of Cash Flows

STATEMENT OF CASH FLOWS

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Camphill Village Trust Accounting Policies

1. ACCOUNTING POLICIES STATUTORY INFORMATION Camphill Village Trust is a charitable company limited by guarantee and is incorporated in the United Kingdom (England and Wales). The registered office address is The Kingfisher Offices, 9 Saville Street, Malton, North Yorkshire, YO17 7LL. Operational addresses for communities are detailed on page 49.

BASIS OF PREPARATION The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (September 2015) and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

GOING CONCERN AND KEY JUDGEMENTS The Trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. In preparing the financial statements no judgements have been made, apart from those involving estimates in the process of applying the charity’s accounting policies. The Trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

PUBLIC BENEFIT ENTITY The charitable company meets the definition of a public benefit entity under FRS 102.

INCOME Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Income from legacies, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, but the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material. Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

INTEREST RECEIVABLE Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants

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Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

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Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes. Designated funds are unrestricted funds earmarked by the Trustees for particular purposes.

EXPENDITURE AND IRRECOVERABLE VAT Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: •

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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.

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Camphill services: costs attributable to the architects practice and Eurythmy 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 cost against the activity for which the expenditure was incurred.

ALLOCATION OF SUPPORT AND GOVERNANCE COSTS Support costs are those costs incurred directly in the support of the objects of the charity. Premises overheads relating to depreciation have been allocated on the basis of headcount, all other overheads have been apportioned in relation to income received. Governance costs are those incurred in the running of the charity and include costs associated with constitutional and statutory requirements and include Trustee meetings.

OPERATING LEASES Rental charges are charged on a straight line basis over the term of the lease.

TANGIBLE FIXED ASSETS Items of equipment are capitalised where the purchase price exceeds £1,500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Camphill Village Trust Accounting Policies

FUND ACCOUNTING

Where Fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet. Tangible fixed assets were restated at fair value as at 1st April 2014 in accordance with FRS102. These values have been used as deemed cost from 1 April 2014. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life.

Where costs cannot be directly attributed to a particular activity they have been allocated on a basis consistent with the use of the resources.

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Camphill Village Trust Accounting Policies

TANGIBLE FIXED ASSETS (continued) The depreciation rates in use are as follows: Land Freehold building Structure Roof Windows and doors Kitchen Bathroom Boiler/heating system Lifts/access Leasehold buildings IT infrastructure Biomass boiler Plant and machinery Motor vehicles Computer Equipment Fixtures and fittings

not depreciated

over 75 years over 35 years over 20 years over 15 years over 15 years over 15 years over 20 years over the term of the lease over 10 years over 20 years over 5 years over 5 years over 5 years over 5 years

LISTED INVESTMENTS

the costs of realisation. Provision is made where necessary for obsolete, slow moving and defective stocks.

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities and any excess of fair value over the historic cost of the investments will be shown as a fair value reserve in the balance sheet. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

DEBTORS

STOCKS Stocks are stated at the lower of cost and net realisable value. In general, cost is determined on a first in first out basis and includes transport and handling costs. Net realisable value is the price at which stocks can be sold in the normal course of business after allowing for

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

CASH AT BANK AND IN HAND Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.

CREDITORS AND PROVISIONS Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle

the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

FINANCIAL INSTRUMENTS With the exception of the listed investments described above, the charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

PENSIONS The community pays contributions to a defined contribution pension scheme for certain employees in line with UK legislation. The contributions paid during the year are charged in the Statement of Financial Activities

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INCOME FROM Donations and legacies CHARITABLE ACTIVITIES Community, care and housing Farm and land production Workshop and general produce Investments TOTAL INCOME EXPENDITURE ON Raising funds CHARITABLE ACTIVITIES Community, care and housing Farm and land production Workshop and general produce TOTAL EXPENDITURE NET INCOME/EXPENDITURE BEFORE GAINS/(LOSSES) ON INVESTMENTS Net gains/(losses) on investments NET INCOME/EXPENDITURE Transfers between funds NET MOVEMENT IN FUNDS Total funds brought forward

TOTAL FUNDS CARRIED FORWARD

Unrestricted £’000

Designated £’000

Restricted £’000

2017 Total £’000

3,436

1,360

840

5,636

12,684 443 1,911

354 ________ 18,828 ________

________ 1,360 ________

________ 840 ________

354 ________ 21,028 ________

588

14,154 991 2,846 ________ 18,579 ________

1,259 42 103 ________ 1,404 ________

838 8 ________ 846 ________

16,251 1,033 2,957 ________ 20,829 ________

249 2,153 ________ 2,402 (4,572) ________ (2,170) 10,788 ________

(44) ________ (44) 4,656 ________ 4,612 89,074 ________

(6) ________ (6) (84) ________ (90) 683 ________

199 2,153 ________ 2,352 ________ 2,352 100,545 ________

8,618 ________ ________

93,686 ________ ________

593 ________ ________

102,897 ________ ________

Camphill Village Trust Notes To The Financial Statements

2. DETAILED COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

3. INCOME FROM DONATIONS AND LEGACIES

Donations Legacies

Unrestricted & Designated £’000

Restricted £’000

2018 Total £’000

2017 Total £’000

2,926 2,525 ________

49 1,291 ________

2,975 3,816 ________

2,981 2,655 ________

5,451 ________ ________

1,340 ________ ________

6,791 ________ ________

5,636 ________ ________

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Camphill Village Trust Notes To The Financial Statements

4. INCOME FROM CHARITABLE ACTIVITIES

Supporting People grant Local Authority payments Residents’ contributions Housing benefits Private fees Rent receivable Other Sub-total for community and care The Single Payment Scheme (Farm Subsidy) Local authority payments for day activities Private fees External sales of goods Other Sub-total for farm and land production Local authority payments for day activities Private fees External sales of goods Rent from workshops/trading units Other Sub-total for workshop and general produce

Total income from charitable activities

Unrestricted £’000

Designated £’000

2018 Total £’000

2017 Total £’000

570 9,116 693 2,870 342 119 364 ________ 14,074

________ -

570 9,116 693 2,870 342 119 364 ________ 14,074

813 7,461 802 2,777 336 322 173 ________ 12,684

105 205 4 90 19 ________ 423

________ -

105 205 4 90 19 ________ 423

100 221 7 114 1 ________ 443

840 12 1,128 110 120 ________ 2,210 ________

________ ________

840 12 1,128 110 120 ________ 2,210 ________

800 16 968 125 2 ________ 1,911 ________

16,707 ________ ________

________________

16,707 ________ ________

15,038 ________ ________

Unrestricted £’000

Restricted £’000

2018 Total £’000

2017 Total £’000

364 3

359 (5)

367 ________ ________

________________

367 ________ ________

354 ________ ________

5. INCOME FROM INVESTMENTS

Dividends from investments Bank interest receivable

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Cost of raising funds £’000 Camphill fundraising office 217 Investment managers’ fees Community & Village expenses Transition support & Ruth Fund 220 Salaries and agency fees Staff expenses and other costs 22 Food Household expenditure Light, heating & fuel Repairs/renewals and general maintenance Rent, rates and water Insurance Training Bad debts Workshop/production materials and expenses Depreciation: Freehold buildings 6 Plant and machinery Fixtures and fittings Motor vehicles Leasehold buildings (Profit)/loss on disposal of fixed assets Bank charges Office and administration costs Legal and professional Trustee meetings Audit and accountancy 4 Donations 110 _______

Support costs Governance costs

Community Farm & Care & Land Housing Production £’000 £’000

Workshop & General Produce £’000

Governance Support Costs Costs £’000 £’000

2018 Total £’000

2017 Total £’000

31 314 292 9,038 82 343 92 559

11 585 17 1 17

62 1,630 28 2 93

2,490 446 80

217 280 31 41 387 411 292 312 13,963 12,483 595 435 346 358 92 111 749 594

1,035 328 89 57 (129)

20 2 8 -

115 54 2 3 (7)

242 122 63 8 -

1,412 506 154 76 (136)

1,087 697 230 99 82

161

675

836

802

960 262 63 20 20

52 3 5 2 -

129 7 7 2 1

1,147 272 75 24 21

1,092 93 83 65 20

(108) 46 439 _______-

5 1 _______-

10 23 1 _______-

(108) 11 21 31 25 624 698 679 441 441 21 21 17 144 148 190 110 _______ 91 _______- _______- _______

579 22 _______

13,833 3,442 120 _______

890 107 4 _______

2,837 547 19 _______

165 4,096 22,400 20,829 - (4,096) (165) _______ _______ _______ _______-

Total expenditure 2018

601 _______

17,395 _______

1,001 _______

3,403 _______

22,400 _______ 20,829 _______- _______- _______

Total expenditure 2017

588 _______

16,251 _______

1,033 _______

2,957 _______

- 20,829 21,904 _______ _______ _______ _______

Camphill Village Trust Notes To The Financial Statements

6. EXPENDITURE ON CHARITABLE ACTIVITIES

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Camphill Village Trust Notes To The Financial Statements

7. NET INCOME⁄(EXPENDITURE) FOR THE YEAR This is stated after charging/crediting: Depreciation Loss or (profit) on disposal of fixed assets Operating lease rentals: Property Other Auditor’s remuneration (excluding VAT): Audit

2018 £’000

2017 £’000

1,539 105

1,355 11

271 10

266 12

80 ________

75 ________

8. ANALYSIS OF STAFF COSTS, TRUSTEE REMUNERATION AND EXPENSES, AND THE COST OF KEY MANAGEMENT PERSONNEL 2018 £’000

2017 £’000

Salaries and wages Redundancy and termination costs Social security costs Employer’s contribution to defined contribution pension schemes

11,602 19 951 300 ________

10,051 27 787 210 ________

Agency fees

12,872 1,091 ________

11,075 1,408 ________

13,963 ________

12,483 ________

Redundancy and termination costs of £19k (2017: £27k) were either paid or accrued during the year and related to compensation for loss of office.

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

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

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2018 Number

2017 Number

2 1 1 ________ ________

3 1 1 ________ ________

The total remuneration of key management (who are the Chief Executive, Finance Director, Operations Director and HR Director) was £410k (2017: £359k) as set out below: Employees (Excluding Chief Executive) 2018 2017 £’000 £’000 Salary Employer’s national insurance Employer’s pension contribution

259 31 7 ________ 297 ________ ________

217 24 5 ________ 246 ________ ________

Chief Executive 2018 £’000

2017 £’000

99 13 1 ________ 113 ________ ________

The ratio of the Chief Executive's emoluments to the lowest paid employee is 6.4:1. Trustees’ remuneration and expenses The board members, who are directors for Companies Act purposes and Trustees for the Charities Act purposes, comprise independent directors. None of the directors receive any remuneration from the charity in respect of their duties as Trustees. Under the powers vested in the Trustees by the Memorandum of Association under the paragraphs supporting limitation on private benefits, no Trustee may receive any remuneration or other benefit in money or money’s worth from the charity, except for reasonable travel and subsistence expenses for attending board, subcommittee meetings and other trust business. The total expenses reimbursed in the year was £10k (2017: £15k) to 9 Trustees (2017: 9).

Camphill Village Trust Notes To The Financial Statements

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

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

Raising funds Charitable activities Support

2018 Number

2017 Number

6 540 76 ________ 622 ________ ________

6 494 73 ________ 573 ________ ________

2018 Number

2017 Number

383 111 17 ________ 511 ________ ________

386 95 35 ________ 516 ________ ________

10. POPULATION FIGURES

In addition to the staff numbers above, the residents of the centres at year end can be analysed as follows: Residents we support who live in our communities Day activity support only People we support who live outside our communities

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Camphill Village Trust Notes To The Financial Statements

11. PENSION SCHEME The charity pays contributions on behalf of certain employees into a defined contribution pension scheme. The charge for the year amounted to £300k (2017: £210k). There are no material unfunded pension commitments. At 31 March 2018, there was £46k outstanding pension contributions (2017: £20k).

12. RELATED PARTY TRANSACTIONS There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

13. TAXATION The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The Charity is operating a partial VAT scheme and is unable to claim 100% of its VAT.

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Freehold property £,000’s

Leasehold Plant & Land & machinery buildings & IT £,000’s £,000’s

Motor vehicles £,000’s

Fixtures and fittings £,000’s

Total £,000’s

COST At the start of the year Additions in year Disposals in year

84,690 956 (18) _______

892 10 _______-

4,183 828 (132) _______

416 (152) _______

942 158 (138) _______

91,123 1,952 (440) _______

At the end of the year

85,628 _______

902 _______

4,879 _______

264 _______

962 _______

92,635 _______

DEPRECIATION At the start of the year Charge for the year Eliminated on disposal

3,178 1,147 (3) _______

485 21 _______-

1,116 272 (132) _______

318 24 (132) _______

746 75 (134) _______

5,843 1,539 (401) _______

At the end of the year

4,322 _______

506 _______

1,256 _______

210 _______

687 _______

6,981 _______

81,306 _______

396 _______

3,623 _______

54 _______

275 _______

85,654 _______

81,512 _______

407 _______

3,067 _______

98 _______

196 _______

85,280 _______

NET BOOK VALUE At the end of the year At the start of the year

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

Camphill Village Trust Notes To The Financial Statements

14. FIXED ASSETS

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Camphill Village Trust Notes To The Financial Statements

15. LISTED INVESTMENTS Fair value at the start of the year Additions at cost Disposal proceeds Net gain/(loss) on change in fair value Cash movement Fair value at the end of the year Historic cost at the end of the year

Investments comprise: Listed investments held at fair value Cash and cash equivalents

16. Stock Raw materials and consumables Work in progress Finished goods and goods for resale

17. DEBTORS Trade debtors Other debtors Prepayments and accrued income

Other debtors included above falling due after more than one year: Other loans

2018 £’000

2017 £’000

14,550 3,453 (3,036) (148) (86) ________ 14,733 ________

12,068 5,478 (5,175) 2,153 26 ________ 14,550 ________

12,260 ________ ________

11,717 ________ ________

2018 £’000

2017 £’000

14,704 29 ________

14,449 101 ________

14,733 ________ ________

14,550 ________ ________

2018 £’000

2017 £’000

76 39 363 ________ 478 ________ ________

100 74 357 ________ 531 ________ ________

2018 £’000

2017 £’000

1,013 357 1,417 ________ 2,787 ________ ________

1,182 352 797 ________ 2,331 ________ ________

________ ________

21 ________ ________

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

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Trade creditors Taxation and social security Other creditors Accruals and deferred income

19. PROVISIONS FOR LIABILITIES Provision

2018 £’000

2017 £’000

241 223 716 653 ________ 1,833 ________

1,025 203 137 936 ________ 2,301 ________

2018 £’000

2017 £’000

_ ________ ________

250 ________ ________

The charity had been engaged in a legal mediation with a number of former Botton co-workers and beneficiary relatives. During the prior years a framework for settlement was agreed in which there was requirement for the claimants to confirm withdrawal of potential employment related legal claims. In exchange for this the charity had agreed to make a settlement in similar terms to the transitional support packages awarded to other former co-workers at the time they transitioned to employment. There was a £250k opening provision which has been utilised during the year ended 31 March 2018 as settlements have been reached.

Camphill Village Trust Notes To The Financial Statements

18. CREDITORS: Amounts falling due within one year

20. DEFERRED INCOME Deferred income comprises social care and rental income received in advance. Balance at the beginning of the year Amount released to income in the year Amount deferred in the year Balance at the end of the year

2018 £’000

2017 £’000

86 (86) 17 ________ 17 ________ ________

153 (153) 86 ________ 86 ________ ________

Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements - CVT www.cvt.org.uk

Camphill Village Trust Notes To The Financial Statements

21. ANALYSIS OF NET ASSETS BETWEEN FUNDS (CURRENT YEAR) General Unrestricted £’000

Designated £’000

Restricted £’000

Total funds £’000

Tangible fixed assets Investments Net current assets

10,455 1,293 ________

85,654 4,278 2,424 ________

110 ________

85,654 14,733 3,827 ________

Net assets at 31 March 2018

11,748 ________ ________

92,356 ________ ________

110 ________ ________

104,214 ________ ________

22. ANALYSIS OF NET ASSETS BETWEEN FUNDS (PRIOR YEAR) General Unrestricted £’000

Designated £’000

Restricted £’000

Total funds £’000

Tangible fixed assets Investments Net current assets

9,980 (1,362) ________

85,280 4,570 3,836 ________

593 ________

85,280 14,550 3,067 ________

Net assets at 31 March 2017

8,618 ________ ________

93,686 ________ ________

593 ________ ________

102,897 ________ ________

CVT www.cvt.org.uk - Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements

At 1 April 2017 £,000’s

Income & Gains £,000’s

Expenditure & Loses £,000’s

Transfers £,000’s

at 1 March 2018 £,000’s

481 1 29 3 -

1 35 5 1 1 1 1,278

(1,278)

(481) (29) -

1 4 35 5 1 1 1 -

DELROW Richard Platt Fund Thomas Williams Thornton Trust General legacies

9 8 37 -

3 2 -

(6) -

6 8 39 -

OAKLANDS Residents fund

(12)

TAURUS CRAFTS Regional Development Projects Fund

(4)

CROFT General legacies

(3)

_________ 593 _________ _________

10 _________ 1,340 _________ _________

(10) _________ (1,297) _________ _________

_________ (526) _________ _________

_________ 110 _________ _________

3,836 4,570 85,280 _________

582 _________

(292) (1,539) _________

(1,994) 1,913 _________

2,424 4,278 85,654 _________

Total designated funds

93,686 _________

582 _________

(1,831) _________

(81) _________

92,356 _________

General funds

8,618 _________

21,794 _________

(19,271) _________

607 _________

11,748 _________

Total unrestricted funds

102,304 _________

22,376 _________

(21,102) _________

526 _________

104,104 _________

Total funds at 31 March 2018

102,897 _________ _________

23,716 _________ _________

(22,399) _________ _________

_________ _________

104,214 _________ _________

RESTRICTED FUNDS: BOTTON Creamery/Wood workshop Sensory room Old Store St Martin Fund Village store Coffee bar Mountain bike Memorial in garden Inner garden General legacies

GRANGE General legacies Total restricted funds

Camphill Village Trust Notes To The Financial Statements

23. MOVEMENT IN FUNDS (CURRENT YEAR)

UNRESTRICTED FUNDS: DESIGNATED FUNDS: Building Fund Ruth Fund Camphill Fixed Assets Fund

Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements - CVT www.cvt.org.uk

Camphill Village Trust Notes To The Financial Statements

24. MOVEMENT IN FUNDS (PRIOR YEAR) At 1 April 2016 £,000’s

Income & Gains £,000’s

Expenditure & Loses £,000’s

Transfers £,000’s

at 1 March 2017 £,000’s

415 74 29 3 -

1 825

(8) (825)

415 66 1 29 3 -

DELROW Richard Platt Fund Thomas Williams Thornton Trust General legacies

11 8 34 -

3 3 -

(5) -

9 8 37 -

OAKLANDS Residents fund General legacies

21 -

ST ALBANS NLCB Property and Equipment Fund

(84)

TAURUS CRAFTS Regional Development Projects Fund

CROFT General legacies

(5)

_________ 683 _________ _________

3 _________ 840 _________ _________

(3) _________ (846) _________ _________

_________ (84) _________ _________

_________ 593 _________ _________

2,868 4,882 81,324 _________

1,360 _________

(312) (1,092) _________

(392) 5,048 _________

3,836 4,570 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 _________ _________

RESTRICTED FUNDS: BOTTON Creamery Wood workshop Sensory room Old store St Martin Fund General legacies

BCP Christine Gobat Total restricted funds

UNRESTRICTED FUNDS: DESIGNATED FUNDS: Building Fund Ruth Fund Camphill Fixed Assets Fund

CVT www.cvt.org.uk - Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements

PURPOSES OF RESTRICTED FUNDS Restricted funds relate to grants and donations within the individual centres where there is a restricted element to the donation. PURPOSES OF DESIGNATED FUNDS The Building Fund recognises the funds raised, authorised and committed by the board for the charity’s ongoing building programme. The movements in the year represent further funds designated to meet the charity’s forthcoming building projects 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 make provision for their old age or exceptional needs during their working lives. The charity therefore established the Ruth Fund to implement the charity’s policy on helping to provide discretionary financial support, as necessary, towards meeting the needs 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 assets held for future use within the charity.

25. RECONCILIATION OF NET INCOME/(EXPENDITURE) TO NET CASH FLOW FROM OPERATING ACTIVITIES Net income/(expenditure) for the reporting period (as per the statement of financial activities) Depreciation charges Dividends and interest Loss/(profit) on the disposal of fixed assets Decrease/(increase) in stocks Decrease/(increase) in debtors Increase/(decrease) in creditors Net cash provided by/(used in) operating activities

2018 £’000

2017 £’000

1,465 1,539 (367) (108) 53 (456) (718)

199 1,355 (354) 11 73 788 720

________ 1,408 ________ ________

________ 2,792 ________ ________

Camphill Village Trust Notes To The Financial Statements

24. MOVEMENT IN FUNDS (CONTINUED)...

26. ANALYSIS OF CASH AND CASH EQUIVALENTS At 1 April 2017 £’000

Cash flows £’000

Other changes £’000

At 31 March 2018 £’000

Cash at bank and in hand

2,756 ________

(361) ________

________-

2,395 ________

Total cash and cash equivalents

2,756 ________

(361) ________

________

2,395 ________

Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements - CVT www.cvt.org.uk

Camphill Village Trust Notes To The Financial Statements

27. OPERATING LEASE COMMITMENTS The charity’s total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods: Property

Less than one year One to five years Over five years

Equipment

2018 £’000

2017 £’000

2018 £’000

2017 £’000

231 320 1,916 ________

266 363 1,997 ________

227 677 ________

203 798 2 ________

2,467 ________ ________

2,626 ________ ________

904 ________ ________

1,003 ________ ________

28. CAPITAL COMMITMENTS At the balance sheet date, the charity had committed to £1,474k (2017: £3,836k) in respect of capital:

Contracted Authorised but not contracted for

2018 £’000

2017 £’000

194 ________ 1,280 ________ ________

739 ________ 3,097 ________ ________

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 the members of the company on winding up is limited to a maximum of £1 each. The company is incorporated in the United Kingdom.

30. CONTINGENT LIABILITY In 2016 HMRC commenced a review of the charity’s national minimum wage compliance. The charity had submitted significant information to HMRC including explaining the use of daily average agreements in respect of sleep-ins. HMRC never provided an outcome to these investigations to CVT before the investigation was paused by HMRC in July 2017 as a result of a national pause on enforcement activity relating to sleep ins. CVT joined the Social Care Compliance Scheme in December 2017. As the charity believes that these are no current specific challenges to our best practice it is not possible to quantify any contingent liability in the event any such challenge was to arise.

CVT www.cvt.org.uk - Camphill Village Trust Limited Annual Report 2017/18 – Financial Statements

Company number 00539694 Charity number 232402 Country of Incorporation: United Kingdom Country of Registration: England and Wales Registered office and operational address: The Kingfisher Offices, 9 Saville Street, Malton, North Yorkshire YO17 7LL TRUSTEES The charity’s members elect all Trustees including those appointed by the Trustees to fill any interim vacancies, in accordance with the charity’s Articles of Association. In such cases, those Trustees are required to offer themselves for reelection at the next following AGM. Since the AGM, the Trustees have made three such appointments. As indicated below. Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Nick Avery (resigned 31 December 2017) Chris Beckett (resigned 6 February 2018) Tim Bishop (appointed 1 January 2018) Felicity Chadwick-Histed Jean Henderson (appointed 11 October 2017) Chris Cook Julie Fuller (resigned 11 October 2017) Stephen Godwin Karen Walker Brian Walsh OBE Lindsey Wishart (appointed 11 October 2017) Jeremy Young (appointed 6 February 2018)

CHIEF EXECUTIVE Huw John KEY MANAGEMENT TEAM Annabel Arkless Fundraising Director Mark Denny Operations Director Balbinder Lally Finance Director Frances Wright Director of HR & Governance/Company Secretary PRINCIPAL BANKERS NatWest Bank 2nd Floor, Argyll House, 246 Regent Street, London, W1B 3PB INSURANCE BROKER Bluefin, Stephenson House 7-10 The Grove, Gravesend, Kent DA12 1DU INVESTMENT MANAGERS HSBC – Global Investment Management 78 St James Street, London, SW1A 1HL Sarasin & Partners LLP Juxon House, 100 St Paul's Churchyard London, EC4M 8BU LEGAL ADVISORS Anthony Collins LLP 134 Edmund Street, Birmingham, B3 2ES Lester Aldridge LLP Russell House, Oxford Road, Bournemouth, BH8 8EX

OUR LOCATIONS:Larchfield Community Stokesley Rd, Hemlington Middlesbrough, TS8 9DY Tel: 01642 579800 Email: larchfield.enquiries@cvt.org.uk Botton Village Community Botton Village, Danby Whitby, North Yorkshire, YO21 2NJ Tel: 01287 660 871 Email: botton@cvt.org.uk The Croft Highfield Road, Old Malton YO17 7EY Tel: 01653 602721 Email: croft.enquiries@cvt.org.uk Berith and Camphill Partnership 27 Worcester Street, Stourbridge West Midlands, DY8 1AH Tel: 01384 441505 Email: berithcamphill@cvt.org.uk CVT Shared Lives Eagle House, St Johns Rd, Stourbridge, Dudley, DY8 1HE Tel: 01384 597264 Email: sharedlives@cvt.org.uk

Canmphill Village Trust Reference And Administrative Details

REFERENCE AND ADMINISTRATIVE DETAILS

Grange Village Littledean Road, Newnham-on-Severn Gloucestershire, GL14 1HJ Tel: 01594 516246 Email: grange@cvt.org.uk Oaklands Park Newnham-on-Severn, Gloucestershire, Gloucestershire, GL14 1EF Tel: 01594 516551 Email: oaklands@cvt.org.uk

Grindeys LLP Glebe Court, Stoke-on-Trent, ST4 1ET

Taurus Craft The Old Park, Lydney Gloucestershire, GL15 6BU Tel: 01594 844841 Email: enquire@tauruscrafts.co.uk

CORPORATE PARTNERSHIPS Community Catalysts CIC Copthall Bridge House, Station Bridge, Harrogate, HG1 1SP

Camphill St Albans 2 Crown Yard, Redbournbury Farm Redbournbury Lane, St Albans, AL3 6RS Tel: 01727 811228 Email: camphill.stalbans@cvt.org.uk

AUDITOR Sayer Vincent LLP Chartered Accountant and Statutory Auditor Invicta House, 108-114 Golden Lane LONDON, EC1Y0TL

Delrow Community Hilfield Lane, Aldenham Watford, Herts, WD25 8DJ Tel: 01923 856006 Email: delrow.office@cvt.org.uk

Camphill Village Trust Limited Annual Report 2017/18 - CVT www.cvt.org.uk

Canmphill Village Trust Strategic Report

Larchfield

2 Botton Village 3

The Grange Oaklands Park

Taurus Crafts

The Croft

Berith & Camphill Partnership

CVT Shared Lives

8 9

Camphill St Albans

Delrow

1. Larchfield North East England www.cvt.org.uk/communities/larchfield-community 2. Botton Village North Yorkshire www.cvt.org.uk/communities/botton-village 3. The Croft Malton, North Yorkshire www.cvt.org.uk/communities/the-croft 4. Berith & Camphill Partnership Stourbridge, www.cvt.org.uk/communities/berith-camphill-partnership 5. The Grange Gloucestershire www.cvt.org.uk/communities/grange-village 6. Oaklands Park Gloucestershire www.cvt.org.uk/communities/oaklands-park 7. Taurus Crafts Gloucestershire www.cvt.org.uk/communities/taurus-crafts 8. Camphill St Albans Hertfordshire www.cvt.org.uk/communities/camphill-st-albans 9. Delrow Hertfordshire www.cvt.org.uk/communities/delrow-community 10. CVT Shared Lives Stourbridge, www.cvt.org.uk/sharedlives

CVT www.cvt.org.uk