**COMPANY REGISTRATION NUMBER: 06820259 CHARITY REGISTRATION NUMBER: 1129544**
## **Jamie's Farm**
**Company Limited by Guarantee**
**Financial Statements**
**28 February 2026**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Financial Statements**
## **Year ended 28 February 2026**
||**Page**|
|---|---|
|Trustees' annual report (incorporating the director's report)|**1**|
|Independent auditor's report to the members|**20**|
|Statement of financial activities (including income and expenditure account)|**23**|
|Statement of financial position|**24**|
|Statement of cash flows|**25**|
|Accounting policies|**26**|
|Notes to the financial statements|**29**|
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Trustees' Annual Report (Incorporating the Directors’ Report)**
## **Year ended 28 February 2026**
The trustees, who are also the directors for the purposes of company law, present their report and the financial statements of the charity for the year ended 28 February 2026.
|**Reference and administrative details**|||
|---|---|---|
|**Registered charity name**|Jamie's Farm||
|**Charity registration number**|1129544||
|**Company registration number**|06820259||
|**Principal office**|Hill House Farm||
||Ditteridge||
||Box||
||Corsham||
||SN13 8QA||
|**Registered office**|Hill House Farm||
||Ditteridge||
||Box||
||Corsham||
||SN13 8QA||
|**The Trustees**|S E Brennan||
||S E Parry||
||P C Percival||
||R M James|Resigned 16 October 2025|
||R A Boomer-Clark||
||P A Clegg|Resigned 22 April 2026|
||F Obiero||
||M Roper||
|**Co-Chief Executive Officer & Co-Founder**|Jamie Feilden||
|**Co-Chief Executive Officer**|Jake Curtis||
|**Director of Therapeutic Education**|||
|**& Co-Founder**|Tish Feilden||
|**Auditor**|Godfrey Wilson Limited||
||Chartered accountants and statutory auditors||
||2ndFloor - South||
||One Castle Park||
||Tower Hill||
||Bristol||
||BS2 0JA||
|**Bankers**|HSBC Bank plc||
||46 Fore Street||
||Trowbridge||
||Wiltshire||
||BA14 8EL||
**- 1 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Structure, governance and management**
## **Governing document**
Jamie's Farm is a company limited by guarantee, incorporated on 16 February 2009 and registered as a charity on 12 May 2009. The affairs of the charitable company are governed by its Memorandum of Association, which established its objects and powers, and it is governed under its Articles of Association. Members of the charitable company guarantee to contribute an amount not exceeding £10 to the assets of the charitable company in the event of winding up.
## **Directors and Trustees**
The directors of the company are its Trustees for the purposes of charity law and throughout this report are collectively referred to as the Trustees. The Trustees meet quarterly, manage the business of the charity and may exercise all the powers of the charity. The Trustees ensure that between them they have the necessary skills and experience to govern the charity.
## **Organisational structure and key personnel**
The appointment or election of Trustees is as determined by the Board of Trustees. The Trustees have overall responsibility for the charity but the day to day running of the charity is delegated to the Co-Chief Executives, Jamie Feilden and Jake Curtis, and their staff. The Trustees are responsible for:
Overseeing the work of the Co-Chief Executives Agreeing the strategy for the development and growth of Jamie's Farm Ensuring that Jamie's Farm meets its legal responsibilities Ensuring sound financial management of Jamie's Farm
## **Induction and training policies for Trustees**
New Trustees meet with the Co-Chief Executives and Chair to discuss their role and responsibilities. This gives an opportunity to answer any questions raised by the new Trustee and to clarify the content of any written documentation circulated to the new Trustee. Opportunities for training through the New Philanthropy Capital and Charities Information Bureau are communicated to Trustees. The Co-Chief Executives ensure Trustees are kept up to date with developments in Charity and Company law. This is achieved through briefings at Board meetings and, as appropriate, circulated written information.
## **Risk Management policy**
The Trustees have examined the major strategic, business and operational risks that the Farm faces and are satisfied that systems are in place to mitigate these risks.
## **Financial Review**
It has been another busy year for Jamie’s Farm with the launch of visits at Lower Shockerwick Farm and the continued development of the Skipton Farm. All farms were full for the entire year, leading to another increase in income from farm visits to £1,556,814 (2025: £1,350,642).
The major financial transaction in the year was the purchase for £3.99m of Allington Farm, Lewes, which was formerly leased. Some land was simultaneously sold for £280,000. The purchase was funded by a grant of £1.5m and a new long term loan of £2m, and some funds from our reserves.
Fundraising of unrestricted grants and donations was also very successful totalling £1,845,053 (2025: £1,279,121) with donations in excess of £100,000 received from The Peter Cundill Foundation and BNF Capital and the receipt of a legacy of £400,000.
The increased number of farm visits and associated activity across the farms, together with the impact of inflation on running costs, has resulted in an increase in farm activity, farm visits and support costs to £4,797,177 (2025: £4,105,301).
The Charity’s activities for the year including donations and legacies has resulted in an unrestricted surplus before fund transfers of £229,780 (2025: £787,794). The restricted surplus before fund transfers amounted to £2,630,033 (2025: £577,405).
The overall surplus for the year of £2,859,813 (2025: £1,365,199) and the funding with long term loans of the major capital expenditure resulted in net current assets of £896,273 (2025: £1,191,466).
**- 2 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Financial Review -** _**continued**_
At the year end the charity has restricted funds of £2,167,216 (2025: £562,410) and unrestricted funds of £9,808,980 (2025: £8,553,973) of which £8,716,320 can only be realised on the disposal of fixed assets. The charity has unrestricted funds that are freely available for use at the year-end of £1,092,660 (2025: £1,306,120).
The total funds of the charity have increased to £11,976,196 (2025: £9,116,383).
## **Reserves Policy**
## Why we hold reserves
We feel it is prudent to hold a certain amount of reserves to ensure that Jamie’s Farm can deal with unexpected financial events that may hit the charity, without the risk of running out of cash or facing insolvency. It is important that the charity holds enough reserves to endure these events, while not holding too many reserves which could otherwise be spent on furthering the objectives of the charity.
## What reserves can be used for
Our reserves are not intended to cover the day-to-day functioning of the charity, which should be funded within our general financial management and cash flow planning. Likewise, reserves are not for long term investments, such as capital projects. These will be saved for separately, in addition to our reserves, and will be designated as such within our accounts.
We hold reserves for two main reasons. Firstly, to help us manage large and unavoidable cash flow fluctuations during a year. These may be caused when a significant proportion of our income arrives late in the year, but our expenditure is fairly evenly spread throughout the year.
Secondly, our reserves are to ensure the charity can weather significant, unexpected events which may either entirely halt or significantly reduce our ability to operate. These events may prevent us from operating our programme or other revenue generating activities. They may also mean we cannot raise funds through fundraising.
In these two situations, we will use our reserves to continue the essential activities of the charity and ensure our long-term existence.
## How we define our reserves
Our reserves are tracked on our balance sheet, which is updated every month when we produce our management accounts. They are defined as our **‘unrestricted funds’** , which are funds which are freely available to spend on any of the charity’s purposes.
From time to time, trustees may choose to ‘designate funds’, meaning they are set aside for a specific purpose, such as future expansion or capital development. Any funds which are ‘designated funds’ will not be counted towards our total reserves.
## How we determine the amount of reserves we hold
The amount we hold in reserves is determined using our annual budget. **We set our reserves at a level which would cover our essential running costs for a period of three months.** We consider our essential running costs as those things we would have to do, even if we were not able to operate our programme during this period.
When considering what our essential costs are, we assume:
- A major crisis hits.
- All income-generating activity stops.
- All expenditure directly linked to that activity also stops.
- We continue to pay for only the things we cannot easily stop.
- Our annual budget is taken as the basis for all calculations.
## How this policy is developed
This policy has been developed by Jamie’s Farm’s management team and agreed with the Finance Trustee. It will be reviewed annually by the Finance Trustee and made available to other trustees.
**- 3 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **Reserves Policy –** _**continued**_
Based on these calculations for the 2025-26 financial year, we needed to hold £1,005,000 in reserves. As stated in the balance sheet in these accounts, on 28[th] February 2026 there was an unrestricted income fund (reserves) of £1,092,660, well within our reserves policy figure.
## **OBJECTIVES**
## **Jamie’s Farm: A Catalyst for Change**
Jamie’s Farm acts as a catalyst for change, enabling disadvantaged young people nationwide to thrive academically, socially and emotionally. Our mission is to cultivate lasting positive change for children through our evidence based, therapeutic programmes on working livestock farms, combining **‘purpose, belonging and reflection’** . We also aim to achieve our vision through spreading our approach and enabling systemic change within our partner schools and the education system more generally.
## **The young people we serve**
We work with disadvantaged young people, two thirds of whom are referred by schools or colleges, due to significant disengagement with school life, poor attendance or attainment, serious mental health challenges, or behaviour that puts them at risk of exclusion. The other third come from a diverse range of groups, including Alternative Provisions, families at risk of breakdown, and young people experiencing displacement (often referred to as Unaccompanied Asylum Seeking Children.) These young people are often navigating complex circumstances both within and beyond the school environment.
## **Outcomes**
As a charity, we recognise that we exist to serve our beneficiaries. We take seriously our responsibility to uphold high standards, ensuring we are doing what we say way we do. Our Theory of Change – refreshed in December 2024 in consultation with staff, trustees and our Youth Champions – provides us with clarity and focus, ensuring we avoid mission drift as we grow.
According to the CASEL framework of Social and Emotional Learning, the key outcomes that we measure to demonstrate we are enabling young people to thrive are:
- improved behaviours (including self-management and responsible decision-making);
- improved relationships (including social awareness and relationship skills);
- improved wellbeing (including mental wellbeing and self-awareness).
Additionally, we monitor our effectiveness in:
- reducing school exclusions;
- increasing engagement with school, through improved attendance and attainment;
- • nature connectedness.
We invest heavily in impact measurement processes, using cutting-edge platforms and comprehensive data gathering to illustrate the value of our approach and improve future outcomes by informing better decision making. By working with external experts in this area, we are able to ensure our evaluation is robust and trustworthy, and compare our outcomes with other similar organisations. Through our partnership with ImpactEd, we are able to capture longer-term outcomes as well as begin to evaluate the value of our model through control and comparison group analyses – which will begin to determine the ‘what if’ effect: what may have happened to a young person if they hadn’t had the opportunity to undertake our intervention.
**- 4 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **ACTIVITIES**
## **Purpose, Belonging and Reflection**
Through the work on our Theory of Change, we were also able to reframe the ‘Farming, Family and Therapy’ concept into one that pulled on its core underlying principles, principles that could be transferred to other settings or other therapeutic vehicles. Consequently, we now refer to ‘Purpose, Belonging and Reflection’ as being the fundamental pillars on which our approach is based.
By doing this, it allows us to make the argument with greater clarity and potency that it is these ingredients that **all** young people need to thrive. We model this with skill and impact in our Day Visit and Residential Programmes on working farms – environments ideally placed to offer this combination.
However, we also believe these ingredients need to be in place much more meaningfully within school and wider society for young people to thrive, and we are developing coherent approaches for how we can influence the sector to enable this to happen much more consistently. These approaches have credibility thanks to the considerable impact we have achieved over many years for almost 20,000 young people, and we are clear that our efforts to influence the broader sector is only possible and meaningful if it is based on the example we set in our direct delivery.
## **Purpose**
From feeding lambs or herding cows, to tending the garden and chopping wood, young people take part **in real tasks and routines** , where their contribution clearly matters. Purposeful activity fosters agency, motivation and resilience, helping young people reconnect with their own sense of agency and competence.
**“Because we did the tasks so early and because they were so hard, it really teaches me to just push through. And I think I’ll take that back to home and school no matter what’s going on. I’ll push through, try my hardest, just study all I can but enjoy cause life’s too short not to.”**
Young person, St Augustine’s, December 2025
## **Belonging**
Many children arrive at Jamie’s Farm feeling isolated, unsure of themselves, or disconnected from school. We create a strong culture of empathy, connection and shared endeavour, celebrating young people for who they are and nurturing a sense of being valued and accepted. Living and working together strengthens peer relationships and builds **community** .
## **“Jamie’s Farm, it’s actually like a family. You can stay without your phone five days, because you got people and you can talk to them around you. We came together here.”**
Young person, Brighton MET College
## **Reflection**
We provide calm, **technology-free space** where young people can pause, think, and express themselves safely, **individually or within group sessions** which are woven through the week. Trained Therapeutic Coordinators on each farm communicate closely with your staff team. Reflective conversations, which we call “therapy on the hoof,” help children make sense of their experiences and consider meaningful changes they want to take back to school and home.
**“Like it’s such a different perspective to life to what many people experience. It’s eye opening. I’m going home and I’m sat there thinking about what people have said to me.”**
Young person, Hertfordshire Virtual School
**- 5 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **ACTIVITIES** - _continued_
## **Therapeutic Programmes**
Thanks to the success – and considerable measured impact – of our Day Visit Programme run out of our London and Yorkshire centres, we now feel confident in regarding it alongside our core residential programme as a key offer of Jamie’s Farm as a charity. The Day Visit Programme enables us to serve our same target group of young people one day a week for six weeks, as opposed to the intensive, immersive residential. For some such young people, the evidence is suggesting this more ‘drip-feed’ approach is able to achieve greater impact.
## **Our Model**
The core principles of Purpose, Belonging and Reflection are consistent throughout our residential and our Day Visit Programmes. As significantly, we embody a ‘relational model’ for engaging and inspiring young people. This is based on an approach which uses:
- a) Strengths-based language that offers young people a fresh start and begins with an unconditional positive regard for their potential as individuals;
- b) Understanding that ‘behaviour is a communication’ and considering what may be the underlying cause for why a young person is behaving as they are;
- **c)** Starts with the self in understanding how to develop positive relationships with young people.
## **Legacy: Our Follow-up Programme and Long-term Impact**
In order to ensure the changes last, visiting staff and young people are supported by our staff with the transition back into home and school life. Farm staff not only visit pupils before their residential to gain buy-in to the experience, but also six weeks after their residential stay and in the midst of the Day Visit Programme to ensure the momentum of the changes they have made is integrated and sustained.
The systemic change we seek to achieve is also designed to enable our core programmes to achieve longer-term impact. We recognise the importance of influencing the environment around the child, as well as the child themselves, if they are going to go on to thrive. In this way, we have designed programmes of support for our partner schools and the staff who accompany groups in order to contribute towards the relational model and purposeful tasks so core to what we do are provided within school settings.
Some of this vital follow-up support took place at our previous base in London, Oasis Farm Waterloo. Indeed, it was thanks to the investment we have made in the longer-term, non-residential therapeutic programmes developed at Waterloo, that we were able to pivot our model so effectively when Covid restrictions prevented our normal residential work from taking place at our rural farms. This London base has provided therapeutic experiences to thousands of children in the ten years of its inception; it also inspired our decision to launch our Skipton site with day visits ahead of the full redevelopment of that farm for residential work. Because of its success, trustees made the decision in October 2025 to continue partnering with Oasis with the next iteration of London farming – at a new base in Tulse Hill outside of Brixton, once the meanwhile site at Waterloo had to be given up for development.
## **Youth Champions and Apprentices**
We have developed a committee of Youth Champions, representing varied qualities, demographics, and geographies of our young people. This group is involved in strategic decision-making and leads the development of specific initiatives. The Jamie’s Farm staff team also includes apprentices who have benefitted from the programme or faced life experiences; they bring diversity, skill and empathy, to their roles and to our broader teams. By the end of the 2025-26 financial year, we have apprentices at each of our residential farms across the country and within the HQ team, who are each offering highly effective service in our therapeutic, communications and delivery operations.
**- 6 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **PUBLIC BENEFIT STATEMENT**
The Trustees are aware of the Charity Commission guidance on public benefit and have taken the guidance into account in determining the objectives of Jamie’s Farm and its activities undertaken during the year.
## **Regenerative Education**
The public benefits of Jamie’s Farm are closely related to our aims to enable young people facing challenges in their lives to thrive, in school and in their lives beyond. There are no restrictions on those children who can benefit, in terms of either fees to individuals, or geography. Jamie’s Farm is a national charity which functions on income from schools and other organisations, on other earned income such as livestock sales and renting our farmhouses, and on fundraising from trusts and foundations, corporates and members of the general public.
As noted above, pupil selection is undertaken by school staff with Jamie's Farm support. Research into the social demographic of our cohort is undertaken through data collected from the school. We use hard school data to measure impact against our key outcomes: before the visit; six weeks on; and six months on from the trip; as well as using longer-term case studies. In order to ensure that our evaluation is as robust as possible, we make use of the externally validated Shortened WarwickEdinburgh Wellbeing Survey; a measure that will also help us to compare our model against other similar charities, in order to learn from best practice in the broader sector. We have also incorporated the Delaware Social-Emotional Competency Framework, the Growth Mindset Scale and the CASEL framework into our impact measurement processes.
Our thorough evaluative framework gives us clear, honest and detailed feedback in terms of what the experience means for young people. It is weighted specifically in order to ensure that the voices of our children are heard the loudest in terms of what in our approach works for them, and what does not. By triangulating this ‘pupil voice’ with surveys from teacher and Farm staff as well as hard, quantifiable metrics from schools, we are able to closely assess which elements of the Jamie’s Farm Theory of Change seem to be making the most difference to our visiting young people. This allows us to replicate these features more regularly for specific cohorts of pupils, and increase our impact.
## **Regenerative Agriculture**
The last year has seen a significant development in terms of how we regard the therapeutic vehicle through which we achieve our impact on young people: farming. We have long believed that farming had special advantages when it came to offering a beautiful rural environment and purposeful endeavour for our young people. Yet we are now prouder than ever that the way we farm has an important role to play, not just in terms of the direct effect on personal qualities and nature connectedness it has on the young people who help to keep our working farms operational, but also through their enhanced understanding of how food can be grown sustainably. Just as significantly, we are through our model exemplifying how productive and profitable beef and sheep farms across our 1000 acres can not only achieve social outcomes, but can simultaneously achieves long-term environmental outcomes, such as carbon sequestration and enhanced biodiversity; an example we aim to share with the broader sector as policy debates around food security and the environmental impact of farming are raging.
**- 7 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Risks**
The public benefits of Jamie's Farm are balanced against risk of detriment and harm.
The Trustees have implemented a two-stage approach to the risk management strategy. This comprises an annual review of the principal risks and uncertainties that Jamie’s Farm faces in our January meeting, together with the risk mitigation plans that the Executive Team have put in place to minimise the likelihood of these risks occurring.
## Principal Risks and Uncertainties:
## • **Financial:**
As the charity grows, we recognise that there is a greater demand on our Fundraising function. If either an external or internal event occurs that limits the amount of money we will be able to raise in this way, our financial sustainability would be compromised. An additional challenge is the school funding position, which is a major risk to Jamie’s Farm. We are in the midst of planning a new significant growth in the capacity of the Farm in terms of the number of programmes available to be booked, which is occurring simultaneously as funding in the education sector at large has been curtailed. In order to mitigate these risks, we have:
Managed finances effectively – especially through a robust control of costs. For the second time, one farm (Lewes) managed to achieve a ‘break-even’ position based on their operational revenue and their costs, with other farms not far behind. To help with this, we have continued to improve the accountability of our Finance function, especially through advances in the technology behind our finance systems. We know it is vital for leaders within the organisation to have up-to-date and accurate information about our financial picture, and it has been a big step forward that so much ‘live’ information is accessible to decision makers at the click of a button. Furthermore, by limiting the amount of manual data entry required, we believe we can make these processes more efficient and environmentally friendly, at the same time as improving their accuracy.
Diversified our sources of income and increased the proportion of our revenue that is ‘earned’, as opposed to fundraised. Our income from house rental reached £324,922 in the 2025-26 financial year – our highest ever yield. This was achieved in part through the development of ‘luxury eco-pods’, the pilots of which were built at our Monmouth farm. Thanks to income provided by this source, we feel confident that every farm will be able to achieve what is in essence operational ‘break-even’ once they reach full maturity – which will significantly improve our long-term sustainability, diminishing our reliance on evergrowing fundraising targets.
Improved our fundraising database in a way that will enable us to improve the regularity and effectiveness of our communications to our extensive and generous network of supporters. This has already led to a growth in the number of individual donors who are contributing towards our regular ‘matched fundraising campaigns’ – the ‘Big Give’ and ‘Champions for Children’. With careful ongoing communication, this growth in the underpinning ‘base’ of our fundraising pyramid will lead the charity to a sustainable longterm future. We are planning to increase the number of monthly donors by building a community of ‘Friends of Jamie’s Farm’ which will support this effort further.
Focused on improving the reputation of the charity amongst Multi Academy Trusts and other bodies of schools, especially in target areas. As a result, we are pleased to report increased demand for our service from schools and other client organisations across the country. A particular source of good news in this area is the broadening demand for our intervention from Northern schools – which has enabled our expansion to a site in Yorkshire to proceed with high levels of utilisation for our Day Visit Programme from the very outset; this year, we were running at full capacity of five days a week.
**- 8 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Risks –** _**continued**_
- **Health and Safety within a Farm-based Environment:**
- There is some risk associated with children living and working in a farm-based environment. However, our farms have been set up with young people in mind, with a high staff to student ratio at all times. Risks are minimised through regularly updated health and safety policies and risk assessments, as well as a thorough induction of new staff. We have a designated Competent Officer, to lead on this crucial area of work, who has been working closely with our insurers to develop ‘best-in-class’ risk assessments and policies.
- There is also a degree of risk for any adult working in our environment, and in the last year, we have further ensured that our focus on children does not compromise members of staff and volunteers’ safety when working away from visiting groups. Staff are trained together across all our farms to ensure these high standards are upheld, and to ensure that Risk Assessments are ‘owned’ by the individual experts carrying out the work to ensure they are relevant, achievable and clear.
- **Child Protection and Safeguarding:**
- Trustees are aware of safeguarding risks associated with any work with children and young people and their own corporate responsibilities to ensure effective accountability in this function. Consequently, Jamie’s Farm upholds the highest standards of care in its Safeguarding Policy, in which all staff, volunteers and trustees are trained to the appropriate degree. Our Designated Safeguarding Trustee, Rebecca Boomer-Clark, works closely with our Designated Safeguarding Leads, to ensure our policy is consistently upheld. By ensuring that there is resilience at each level of our safeguarding pyramid of responsibility, we also ensure that any staff absence does not lead to a sacrifice of standards or quality of communication. Metrics have been devised to form part of ongoing reporting to Trustees, including feedback from the hundreds of other professionals who visit and reside on Jamie’s Farms throughout the year.
## **Executive Pay Policy**
The Trustees consider the Co-CEOs and the Director of Therapeutic Education to represent the Executive Team of Jamie’s Farm.
Changes to senior staff salaries take place after annual Performance Management Reviews and are determined by the Remuneration Committee within the Board of Trustees, informed by benchmarking with other comparable charities.
**- 9 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **ACHIEVEMENTS AND PERFORMANCE**
## **Overview**
2025-26 was highly successful in terms of charity finances: we were not only able to raise the funds to complete on the purchase of our Lewes farm, but were also simultaneously able to raise further capital funds to begin the vital subsequent development of the Lewes farm, and complete the development of the Lower Shockerwick farm. Such significant capital investments for a charity our size had to be managed with care, skill and dexterity, in order to ensure we delivered for the long-term good of the organisation, without putting our finances under undue strain.
Simultaneously, we needed to ensure our focus was not distracted from our core finances. This is why it is pleasing to report that our profit and loss on our core operation was significantly better than budget, with more revenue raised from our school programmes, our house let business and our farming operation, than ever before. Taken alongside careful cost control, we finished the year much stronger than we started, within our reserves policy despite a significant number of large outlays taking place.
Yet as a charity we know there is no point in us performing well financially if we are not achieving impact. Frankly, there is no point in our existing if we are not achieving impact. Therefore, we are most gratified that even as we have undertaken such significant expansion and strategic developments, the impact we have achieved in core programmes **grew significantly** in key areas last year. This happened at the same time as advances in our data collection rates and evaluation methods have made our impact measurement processes more robust.
This was achieved against a challenging backdrop, given the strain faced by young people across the country, and the strain faced by our partner schools, who are frequently being asked to do more with less. The role Jamie’s Farm is playing – as a charity addressing these issues on a nationally significant level – is growing by the year. Within the policy landscape, there is a burgeoning recognition of the mental health crisis faced by young people and the ‘generational problem’ of young people not being “work-ready” (and potential employers not being “ready” for them). While the government is suggesting broad principles of how the education system must adapt in order to address these challenges, there is frequently a lack of clarity about which approaches will really work.
Through the last year, Jamie’s Farm has demonstrated once again that our model – built on Purpose, Belonging and Reflection – does work. While we are piloting more systemic approaches for how we influence the sector so young people who do not even come to the farm get to benefit from our model, the last year has shown that this influencing work can never come at the cost of our relentless focus on our core model. We want to ‘walk the walk’ in terms of impact, not just ‘talk the talk’; during the course of the last year, evidence suggests we have been able to do so.
## **Impact**
Given the long-term way we collect outcome measures, the end of the financial year in Spring 2026 coincides with the evaluation of our full set of data from the previous academic year (2024-25).
In these figures, we see some impressive outcomes being achieved by our therapeutic programme. The enhanced impact we are achieving has happened at the same time as we have supported more young people than ever before; during the course of the academic year, we served a record 2,395 young people.
Due to our faith in the importance of impact measurement within our work, we are pleased to report that our data collection rates significantly increased. Our six-month data, for instance, is based on a sample of 40% like-for-like data sets, which our external consultants regard as comparing extremely well to others in the sector. Consequently, each of the statistics reported below have passed a test of statistical significance, indicating the data is based on robust data of a sufficient quantity to indicate it is highly unlikely to have happened by chance.
**- 10 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **ACHIEVEMENTS AND PERFORMANCE**
## **Impact –** _**continued**_
## **Improved behaviour**
We take improved behaviour to mean an improvement in responsible decision-making and self-management, as reported by teachers at both six weeks and six months.
- 58% of young people referred for behaviour improved six weeks on (this improvement was at an average of 19 p.p. – indicating the average change was from the equivalent of ‘poor’ to ‘average’ of ‘average’ to ‘good’)
- 62% of young people referred for behaviour improved six months on (at an average of 23 p.p)
## **Improved relationships**
We take improved behaviour to mean an improvement in social awareness and relationship skills, as reported by teachers at both six weeks and six months.
- 62% of young people referred for relationships improved six weeks on (this improvement was at an average of 19 p.p. – indicating the average change was from the equivalent of ‘poor’ to ‘average’ of ‘average’ to ‘good’)
- **69% of young people referred for relationships improved six months on** (at an average of 23 p.p)
## **Improved wellbeing**
We take improved wellbeing to mean an improvement in mental wellbeing, as reported by teachers at both six weeks and six months and through the SWEMWEBS survey.
- 56% of young people referred for wellbeing improved six weeks on (this improvement was at an average of 17 p.p.)
- 64% of young people referred for wellbeing improved six months on (at an average of 21 p.p. – indicating the average change was from the equivalent of ‘poor’ to ‘average’ of ‘average’ to ‘good’)
- At the end of the programme, 69% of young people self-reported a significant increase in their wellbeing
**Risk of exclusion**
- 55% of those who were at risk of exclusion were no longer at risk six weeks on
- **68% of those who were at risk of exclusion were no longer at risk six months on**
## **Attainment**
- **43% of those who weren’t on track in their core subjects were on track within six weeks**
## **Attendance**
- 36% of those for whom attendance was a concern were no longer presenting concerning attendance just six weeks on
## **Other key outcomes**
In addition to these core metrics, we have begun to evaluate other enabler outcomes towards our overall mission. This is due to our desire to understand more about the core ingredients as to how young people are enabled to thrive.
**- 11 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **ACHIEVEMENTS AND PERFORMANCE**
## **Other key outcomes -** _**continued**_
## **Nature connectedness**
One of these is nature connectedness, which we are evaluating further with our key partner the Ernest Cook Trust and their Outdoor Weeks of Learning programme. While it is early in the process of monitoring this in full, Jamie’s Farm’s programme is making a significant improvement on the Nature Connectedness of the young people – a 20% increase by the end of the week, which is sustained at the 15% level six weeks after the young people have returned home. There is growing external research as to the importance of nature connectedness contributing to overall wellbeing. Given our effectiveness in this strand, we are considering how we develop our programme to place greater emphasis on this – as per our new Theory of Change.
## **Spreading our Approach**
Never an organisation to stand still, we also wanted to focus on those young people whose outcomes have not improved as a result of our intervention. In our previous year’s impact results, there was a demonstrable diminishing in outcomes between the six-week and six-month data point.
At the time, we hypothesised that the increasing pressures in school and the challenges our partner teachers faced in these environments significantly limited the amount of follow-up work they were able to lead. Simultaneously, teachers told us that they wished to receive more training in the relational approach we use on the farm – in part so they can better support the young people when they return home.
Consequently, in the course of the last year, we have integrated our indirect impact strand (how we support schools and teachers) much more effectively into our core programme, through three key initiatives in particular:
- **Flagship Schools:** five schools across the country were chosen to pilot a deeper relationship with JF, when we would be responsible for delivering in-house training for all staff within the school. (“ _I can only afford one Jamie’s Farm trip a year for about 12 children and it’s not enough, so_ _**when I heard that Jamie’s Farm were going to share their secrets, I was desperate to be part of the Flagship Schools programme** . As a result, we’ve completely changed the start of our school day. We’re now doing a Jamie’s Farm style check-in with every child, every morning.”_ Headteacher, Lift Broadlands).
- **Power-Up Pastoral:** 67 participants from 33 schools across the country benefitted from a new initiative jointly developed between JF, Football Beyond Borders, the Centre for Emotional Health, the Reach Foundation and AllChild. Aimed at pastoral staff who are often crucial individuals within school who can forge the trusted relationship the young people we serve need in order to flourish, this year-long CPD programme has already achieved significant impact (“ _This course has easily been one of_ _**the best courses I have attended** . You and your team made the sessions enjoyable, engaging and genuinely valuable_ .” PUP Participant).
- **Placements:** Alongside our core residential programme, we have begun offering a more intentional coherent ‘placement’ opportunity for colleagues to work alongside our skilled team and learn the approaches that work so effectively in our environment. In the course of the last year, 27 individuals took up this opportunity, leading to potentially 2,700 young people benefitting indirectly each year. (“ _Completing placements at Jamie’s Farm was a truly transformative experience for our PGCE trainees. It brought concepts such as belonging, relational practice and restorative approaches to life, while offering valuable opportunities to work alongside schools and reflect on how these approaches can be enacted in classrooms. The support from the Jamie’s Farm team was outstanding- one trainee even called it ‘_ _**the best week of my life** .”_ University PGCE Provider).
We also focused on ensuring our follow-up programme was robustly and consistently delivered.
While it is difficult to attribute sole responsibility to any of these single factors, this year our data has demonstrated that in almost all outcomes, our young people were doing better six months on than six weeks on from their programmes. Given we are so mindful of the importance of not being a ‘flash in the pan’ intervention, but something that makes a difference for the long-term, this was an especially pleasing result.
**- 12 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Strategic Plan, 2023-26**
In November 2022, the Board of Trustees and extended Leadership Team undertook Strategic Away Days at the charity’s first home – Jamie’s Farm, Bath. Having delivered the vast majority of the milestones we set in our previous strategic review, we took the opportunity to refresh the objectives of coming years and develop a shared vision for the future of the charity.
Without wishing to reinvent a wheel that had served us well in the previous period, we decided to maintain the framework for our Strategic Plan that had three principal pillars: Foundations; Direct Impact and Indirect Impact. Key milestones for each pillar are listed below, together with the progress we have achieved.
## **I. Foundations**
_Our Foundations, including our Culture, Operational Excellence, Financial Resilience, Environments and People, were all notably strengthened throughout the period of our last Strategic Plan. As a result, we were able to weather the major challenges of the pandemic, adapting and sustaining both our Direct and Indirect Impact._
_Our aim was “to ensure that the organisation is healthy, resilient, efficient and effective” to deliver our mission._
Key outcomes in this area we aimed for in the last year were:
1. To develop an ambitious 10-Year Vision alongside a two-year Operational Plan – _We have prioritised the Operational Plan in consultation with key stakeholders, supporters, young people and staff. This has been translated into a Compass Report with key metrics attached, providing the bedrock of our reporting to trustees. This has been cascaded throughout the organisation, which offers clarity of direction and appropriate autonomy to all levels of the organisation. Our longer-term vision reflects the same strategic pillars; we are now in the process of adding detail within this framework._
2. To launch our pilot Luxury Eco Pods at our Monmouth Farm: _“The Farmers’ Cabins” have been launched, and feedback so far has been almost universally positive. One guest wrote: “The views are stunningly spectacular, the cabin is beautifully designed and thoughtfully made. We had a lovely stay and couldn’t have wished for a more perfect place.” We are now working on a marketing approach in order to drive up their utilisation rate so that they bring in as much revenue to the charity as possible._
3. To develop a set of ‘Farming Key Performance Indicators’, to complement the KPIs developed for our Programme, in order to improve focus, clarity and accountability in this strand: _At a recent farmers’ away day, the farming team co-designed these ‘Farming KPIs’, which will be used regularly in regular check-ins with our Organisational Farming Lead._
## **II. Direct impact**
_During the pandemic we worked in new ways and with a broader range of partner organisations than ever before. We are keen to harness that experience to help us expand our direct impact whether through the numbers reached or the depth of difference we make to children and young people’s lives._
_Our aim was “to ensure that we are doing everything in our power to maximise the impact from our direct work on vulnerable children and young people.”_
Key outcomes in this area we aimed for in the last year were:
1. To launch JF Bath: Lower Shockerwick for residentials in October 2025: _This farm was launched on time and on budget, and since its launch we have got up to full capacity quicker than any previous occasion. This has meant it has supported more young people, and brought in considerably more programme income, than we were expecting._
2. To begin the capital development works at Skipton in time for launch of residentials in October 2026: _Unfortunately, due to the impact of planning delays, we will not hit our target to launch residentials in October 2026. However, building works are now taking place at pace, and we will be ready to launch in January 2027. In the meantime, the team we are developing at the Yorkshire farm is running a full suite of day visits five days a week._
**- 13 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Strategic Plan, 2023-26**
## **II. Direct impact** _**- continued**_
3. To integrate the Cultivating Change indirect impact strand of our work more meaningfully into our direct impact strand: _As recognised in the Impact section above, we have made considerable progress with this objective, leading directly to meaningful contributions towards longer-term impact – especially noticeable at the six-month data point_ .
4. To further the process of conducting an external evaluation using control groups: _We have been able to enlist multiple partner schools in this endeavour, and will now be able to track young people for the longer-term, in comparison with similar young people who have not undertaken the JF therapeutic programme. We will therefore be able to report in coming years on the ‘protective effect’ we may have been able to achieve; in other words, what may have happened in key indicators had the intervention not taken place._
5. To utilise our Youth Committee to understand how best to communicate with our ever-increasing community of alumni: _We are in the midst of working with our committee of Youth Champions in order to consider how best to systematically stay in touch with our alumni, in a realistic and safeguarded way. Spearheading this initiative is the first alumnus who is now a permanent member of staff at Jamie’s Farm, Jack Carter, who joined the programme team at our newest farm at Lower Shockerwick. This was an important milestone for the charity, and we are delighted with the influence Jack is having in our residential programme there already._
## **III. Indirect impact**
_Whilst recognising that we are not a lobbying organisation and do not have the scale to deliver extensive Professional Development for teachers, we believed we have valuable learning and expertise to share. This could help teachers to thrive and better serve the needs of children and young people, whether they have the chance to visit our farms or not._
_Our aim was “to empower teachers and education professionals to enable vulnerable children and young people to thrive.”_
Key outcomes in this area we aimed for in the last year were:
1. To fill as many residential programme slots with trainee teachers via partnerships with PGCE providers and school-based initial teacher training e.g. Teach First: _As noted above, this approach to providing ‘Placements’ to colleagues within the education system has gone from strength to strength, and we are determined to grow this cost-effective and impactful way of influencing members of staff who will go on to play an important role for thousands of pupils in their careers._
2. To deepen our partnerships with a selection of partner schools, including piloting a ‘Flagship School’ offer, a year-long programme of support built around the core residential: _As noted above, these deeper partnerships are enabling us to achieve structural and cultural changes at a school-wide level, to ensure that pupils who haven’t even been to Jamie’s Farm are benefitting from the model we hold so dear, and which works so effectively to engage and motivate them._
3. To work in partnership with other charities to develop a CPD offer for relational practice for those non-teaching staff in schools who are often an under-utilised resource. _The Power-Up Pastoral programme has been effectively piloted in four regions across the country, and is set to be rolled out beyond in upcoming years. We are greatly benefitting from the opportunity to collaborate with other likeminded organisations to offer training in the relational approach we all utilise in our work._
**- 14 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Trustees**
Over the last year, our Board of Trustees has remained strong and stable. It is relatively small – consisting currently of six members – and benefits from the commitment and focus that this enables. It is diverse, with expertise from the worlds of education, mental health, private equity, farming, politics, commerce and architecture, and an array of life experiences.
In October 2025, we wished farewell to Roderick James, a founding trustee, who had provided 16 years of committed and expert service. A particular highlight of Roderick’s time on the Board was the tremendous investment of time he put in to offering strategic leadership to the growing house-let business, which is proving a vital source of funds for the charity. We are currently in the midst of searching for a replacement for Roderick, as well as further new trustees, given others have indicated they are coming to the end of their tenure.
In January 2026, Sarah Brennan came to the end of her three-year term as Chair, in which time the professionalism and rigour in our governance arrangements have improved significantly, thanks to Sarah’s leadership and experience. Replacing her is Philip Percival, who has begun his three-year term, having previously served as Finance Trustee. In this role, Philip is supported by Sian Parry, who serves as Deputy Chair and was previously the Head of Fidelity Foundations.
The Board continues to run a system of ‘sub-committees’ in areas such as Finance and Safeguarding, in order to improve the regularity of oversight and support it can provide. With these in place, we are confident that the Board will continue to offer the Executive Team the strategic guidance, robust accountability and wise counsel that has helped the charity in its development to date.
## **Leadership**
The charity continues to be led by its Executive Team consisting of two Co-CEOs, Jamie Feilden and Jake Curtis, and the Director of Therapeutic Education, Tish Feilden. In order to ensure effective direction of the charity throughout all levels as we enter the next phase of growth, there has been a growing investment in the broader Leadership Team – which includes the Heads of Farm and Heads of Operational Functions.
With more regular and formalised Leadership Meetings, Strategic Reviews and Away Days in our annual calendar – in part thanks to the recommendations from a major piece of strategic consultancy – the effectiveness of the communication throughout the organisation has been improved and rapid decision-making has remained possible. Crucially, with these empowered and capable leaders in place, Jamie’s Farm is in a better position to scale even further, without compromising the quality of our provision or the sustaining energy that comes from our culture.
## **Fundraising**
We are once again delighted to have exceeded our ambitious targets in fundraising, enabling us to deliver our transformative programme and other key elements of our strategic plan.
The year was exceptional for capital campaigns, principally in the purchase of our fourth residential farm, Jamie’s Farm Lewes. Having been offered the opportunity to buy the farm when our previous landlords, the Allington Trust, made the decision to sell, we had to move quickly. Fortunately, thanks to the exceptionally generous legacy donation of £1.5m made by our Lead Funders, The Fonthill Foundation, and a fixed low-interest loan of £2m from Esmée Fairbairn, we were able to raise the required funding without putting the long-term financial sustainability of the charity at risk.
Having been able to buy the farm, it was contingent on us to invest money into its capital redevelopment – to ensure it remained fit for purpose for the long-term. Consequently, we were able to raise a further £600,000 for first stage of works. This included significant grants from the Garfield Weston Foundation (£300,000); South Downs National Park: Farming in Protected Landscapes (£210,000 of which £19,958 was donated this financial year); The Swire Charitable Trust (£125,000) and the Bernard Sunley Foundation (£75,000). At the close of the financial year, the site is unrecognisable and significantly improved as a result of this support.
**- 15 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **Fundraising -** _**continued**_
Alongside this bumper year of capital development, our core fundraising targets did not diminish. Charitable trusts and foundations continued to provide the bulk of our income throughout the year, alongside many individuals who supported us with generous gifts. Many of these have supported us for years and, in many cases, their multi-year, unrestricted commitments are hugely important as they help us to plan and deliver our programme and budgets with confidence. A growing number of individuals also supported us by leaving a gift in their will; the most significant of which was a transformative donation of £400,000 from the estate of long-term supporter Harry Reeves.
Our two matched funding appeals, Champions for Children and the Big Give Christmas Challenge, continue to help us engage new supporters and raise significant funds between them. We were delighted to once again significantly exceed the £125,000 targets for both of these campaigns, which would not have been possible without the matched funding generously provided by our individual supporters, The Childhood Trust and The Symondson Foundation.
We raised the most ever from corporates and are very grateful for the contributions of financial support, gifts in kind and employee volunteering that come with these partnerships.
Several events throughout the year bolstered our income and helped us engage employees from our corporate partners and other individuals. These included two Plumpton Race Days hosted by Brough Scott (the first postponed into this financial year due to inclement weather), as well as others such as Action Challenges, the Bath Half Marathon and CHX Challenges.
As Jamie’s Farm continues to expand to meet ever-greater needs, and so therefore do our fundraising targets, we are encouraged by the level of support we continue to receive. Our sincere thanks go to all those who supported our fundraising activity in whatever way throughout the year.
## **The future - Strategic Plan, 2026-28**
We begin the 2026-27 Financial Year clear on delivering against the ongoing and ambitious initiatives laid out in our Strategic Plan. These are laid out in six ‘pillars’: two focused on ‘impact’; four on the operational foundations we must deliver to achieve them. The framework was devised on the back of the renewal of our Theory of Change – we now know clearly _what_ we are here to do; our plan below lays out how we plan to do it. Below are the initiatives we are prioritising in each pillar.
The effort we made to set out a comprehensive roadmap for the period ahead will allow us to retain a coherence and focus on development projects and provide direction to our growing staff team. In the plan below, we worked out what we needed to do to best serve our beneficiaries and achieve our charitable mission; we will now raise and earn the money to do it; and then deliver. With this sequencing in mind, we avoided the risks of mission drift or chasing money to serve funders’ priorities.
We will also retain an agility and entrepreneurial culture that seeks to maximise the value of opportunities as they arise and that avoids any straight-jacketing that excessive planning can enforce. Consequently, we will keep a willingness to adapt– principally in response to needs indicated by our beneficiaries and our understanding of better ways we can serve them. There will be ‘curve balls’ thrown our way in coming years, but we look forward to meeting them with the confidence of knowing our foundations are strong.
**- 16 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **The future - Strategic Plan, 2023-26 -** _continued_
- **I. Deepen our Impact:** _Focus on ensuring the highest quality and most transformative experience for every young person_
**1.** Excellence in Programme Delivery through the consistent efficacy of our core programme
**2.** Developing sector-leading practitioners by rolling out a robust programme of internal CPD **3.** Expanding our flagship school partnership offer
- II. **Grow our Reach** _Expand access to our work for the young people who need us most and apply our expertise to drive positive change within the education sector_
**1.** Launching residentials in Skipton
**2.** Establishing Lower Shockerwick as a fully utilised and effective farm
**3.** Relocating our London programme to our Brixton base
**4.** Developing the Power-up Pastoral CPD programme
**5.** Expanding and improving our ‘Placements’ offer
## **III. Strengthen Financial Resilience:** _Ensuring a secure, diverse & sustainable funding model that supports both LT growth & operational resilience_
**1.** Broadening our base of support through the growth of regular giving
**2.** Growing key funding segments, such as through corporate support
**3.** Raising visibility through effective, consistent Comms & Marketing campaigns
**4.** Maintaining financial guardrails
**5.** Supporting expansion through effective business development
**6.** Maximising revenue from house-let business
## **IV. Invest in People and Culture:** _Enable a thriving and inclusive team geared for sustained excellence, and underpinned by trust and authenticity_
**1.** Building clarity on prioritisation and ownership
**2.** Embedding a culture of meaningful feedback
**3.** Attracting diverse, quality staff, apprentices and volunteers
**4.** Launching HR Software
**5.** Building consistent and inclusive induction experience
- **V. Embed Environmental Values and Practices:** _Embed environmental values & regenerative practices in our farming, core programme and broader operations_
**1.** Embedding regenerative farming practices
**2.** Maintaining and improving the farm environments
**3.** Nurturing the connection between food, farm and environment
**4.** Investing in renewable energy sources
- **VI. Strengthen Evidence and Learning** _: Develop sector-leading evidence of impact and use it to share, celebrate and improve our practice_
**1.** Increasing 6-month data return
**2.** Strengthen evidence base of Day Visit Programme
**3.** Strengthen evaluation of control groups
**4.** Scaling participant feedback
**5.** Strengthening Youth Voice in decision making
**- 17 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
## **Year ended 28 February 2026**
## **The future - Strategic Plan, 2023-26** - _continued_
In achieving these broader strategic outcomes, we continued to uphold the Relationships and Rigour that remain at the heart of our culture: we have high standards and high expectations for what our organisation and our young people can achieve, and we achieve them through the relationships we build with the children, their teachers, their parents and our broader network of supporters.
We recognise Jamie’s Farm as a charity has no right to exist; we exist to serve our beneficiaries and positively impact their lives. The performance of the charity in the last financial year, as well as our ambitions for the next, illustrate the drive and determination we have as trustees, leaders and our broader staff team, to perform that role.
## **Trustees' responsibilities statement**
The trustees, who are also directors for the purposes of Company law, are responsible for preparing the trustees' 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 charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the incoming resources and application of resources, including the income and expenditure, 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 applicable Charities SORP;
- make judgments and accounting estimates that are reasonable and prudent;
- state whether applicable UK Accounting Standards 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 business.
The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity's transactions and disclose with reasonable accuracy at any time the financial position of the charity 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 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
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 £10 to the assets of the charity in the event of winding up. The Trustees are members of the charity but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity.
**- 18 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Trustees' Annual Report (Incorporating the Directors’ Report)** _**(continued)**_
**Year ended 28 February 2026**
## **Auditor**
Each of the persons who is a trustee at the date of approval of this report confirms that:
- so far as they are aware, there is no relevant audit information of which the charity's auditor is unaware; and
- they have taken all steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the charity's auditor is aware of that information.
The auditor is deemed to have been re-appointed in accordance with section 487 of the Companies Act 2006.
The trustees' annual report and the strategic report were approved on 5 August 2026 and signed on behalf of the board of trustees by:
## Philip Percival
P C Percival Trustee
**- 19 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Independent Auditor's Report to the Members of Jamie's Farm**
## **Year ended 28 February 2026**
## **Opinion**
We have audited the financial statements of Jamie’s Farm (the 'charity') for the year ended 28 February 2026 which comprise the statement of financial activities, statement of financial position, statement of cash flows and the related 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 charity's affairs as at 28 February 2026 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; and
- • 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 charity 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**
In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The Trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. 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.
**- 20 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Independent Auditor's Report to the Members of Jamie's Farm** _**(continued)**_
## **Year ended 28 February 2026**
## **Opinion on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Trustees’ 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 charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ 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;
- the financial statements are not in agreement with the accounting records and returns;
- certain disclosures of Trustees’ remuneration specified by law are not made; or
- • we have not obtained all the information and explanations necessary for the purposes of our audit.
## **Responsibilities of the Trustees**
As explained more fully in the Trustees’ responsibilities statement set out in the Trustees’ report, the Trustees 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 they 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 charity’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 charity or to cease operations, or have no realistic alternative but to do so.
## **Our responsibilities for the audit of the financial statements**
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.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:
(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of noncompliance.
(2) We reviewed the charity’s policies and procedures in relation to:
- Identifying, evaluating and complying with laws and regulations, and whether they were aware of any instances of non-compliance;
- Detecting and responding to the risk of fraud, and whether they were aware of any actual, suspected or alleged fraud; and
- Designing and implementing internal controls to mitigate the risk of non-compliance with laws and regulations, including fraud.
**- 21 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Independent Auditor's Report to the Members of Jamie's Farm** _**(continued)**_
## **Year ended 28 February 2026**
- (3) We inspected the minutes of Trustee meetings.
- (4) We enquired about any non-routine communication with regulators and reviewed any reports made to them.
(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations.
(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error.
(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included:
- Testing the appropriateness of journal entries;
- Assessing judgements and accounting estimates for potential bias;
- Reviewing related party transactions; and
- Testing transactions that are unusual or outside the normal course of business.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the charityʼs 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 charityʼs members those matters we are required to state to them in an auditorʼs 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 charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed.
## William Guy Blake
William Guy Blake ACA **(Senior Statutory Auditor)**
For and on behalf of:
**GODFREY WILSON LIMITED** Chartered accountants and statutory auditors 2nd Floor – South One Castle Park Tower Hill Bristol BS2 0JA
5 August 2026
**- 22 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Statement of Financial Activities (including income and expenditure account)**
## **Year ended 28 February 2026**
||||**2026**||2025|
|---|---|---|---|---|---|
|||Unrestricted|Restricted|||
|||funds|funds|**Total funds**|Total funds|
||**Note**|**£**|**£**|**£**|£|
|**Income and endowments**||||||
|Donations and legacies|**4**|1,845,053|3,496,899|**5,341,952**|3,049,657|
|Charitable activities|**5**|1,825,885|296,360|**2,122,245**|1,870,465|
|Other trading activities|**6**|342,917|–|**342,917**|267,861|
|Investment income|**7**|30,443|–|**30,443**|63,616|
|Other income|**8**|248,166|–|**248,166**|625,026|
|||───────────|───────────|───────────|───────────|
|**Total income**||4,292,464|3,793,259|**8,085,723**|5,876,625|
|||═══════════|═══════════|═══════════|═══════════|
|**Expenditure**||||||
|Expenditure on raising funds:||||||
|Costs of other trading activities|**9**|416,976|11,757|**428,733**|406,125|
|Expenditure on charitable activities|**10**|3,645,708|1,151,469|**4,797,177**|4,105,301|
|||───────────|───────────|───────────|───────────|
|**Total expenditure**||4,062,684|1,163,226|**5,225,910**|4,511,426|
|||═══════════|═══════════|═══════════|═══════════|
|||───────────|───────────|───────────|───────────|
|**Net income**||229,780|2,630,033|**2,859,813**|1,365,199|
|||═══════════|═══════════|═══════════|═══════════|
|Transfers between funds||1,025,227|(1,025,227)|**–**|–|
|||───────────|───────────|───────────|───────────|
|**Net movement in funds**||1,255,007|1,604,806|**2,859,813**|1,365,199|
|**Reconciliation of funds**||||||
|Total funds brought forward||8,553,973|562,410|**9,116,383**|7,751,184|
|||───────────|───────────|────────────|───────────|
|**Total funds carried forward**||9,808,980
═══════════|2,167,216
═══════════|**11,976,196**
════════════|9,116,383
═══════════|
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
**The notes on pages 26 to 43 form part of these financial statements.**
**- 23 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Statement of Financial Position**
**28 February 2026**
|||**2026**||2025|
|---|---|---|---|---|
||**Note**|**£**|**£**|£|
|**Fixed assets**|||||
|Intangible assets|**17**||**46,119**|55,340|
|Tangible fixed assets|**18**||**17,409,274**|12,363,884|
||||────────────|────────────|
||||**17,455,393**|12,419,224|
|**Current assets**|||||
|Stocks|**19**|**395,986**||295,515|
|Debtors|**20**|**508,252**||483,491|
|Investments|**21**|**672,326**||1,360,751|
|Cash at bank and in hand||**597,589**||239,975|
|||───────────||───────────|
|||**2,174,153**||2,379,732|
|**Creditors: amounts falling due within one year**|**22**|**1,277,880**||1,188,266|
|||───────────||───────────|
|**Net current assets**|||**896,273**|1,191,466|
||||────────────|────────────|
|**Total assets less current liabilities**|||**18,351,666**|13,610,690|
|**Creditors: amounts falling due after more than one year**|**23**||**6,375,470**|4,494,307|
||||────────────|────────────|
|**Net assets**|||**11,976,196**|9,116,383|
||||════════════|════════════|
|**Funds of the charity**|||||
|Restricted funds|||**2,167,216**|562,410|
|**Unrestricted funds**|||||
|Capital asset fund|||**8,716,320**|7,247,853|
|Unrestricted income fund|||**1,092,660**|1,306,120|
||||────────────|───────────|
|**Total charity funds**|**26**||**11,976,196**
════════════|9,116,383
═══════════|
These financial statements were approved by the board of trustees and authorised for issue on 5 August 2026, and are signed on behalf of the board by:
## Philip Percival
P C Percival Trustee
**The notes on pages 26 to 43 form part of these financial statements.**
**- 24 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Statement of Cash Flows**
## **Year ended 28 February 2026**
|**Year ended 28 February**|**2026**||
|---|---|---|
||**2026**|2024|
||**£**|£|
|**Cash flows from operating activities**|||
|Net income|**2,859,813**|1,365,199|
|_Adjustments for:_|||
|Depreciation of tangible fixed assets|**578,129**|388,227|
|Amortisation of intangible assets|**9,221**|9,213|
|Other interest receivable and similar income|**(30,443)**|(63,616)|
|Gains on disposal of tangible fixed assets|**(248,166)**|(625,026)|
|_Changes in:_|||
|Stocks|**(100,471)**|(36,114)|
|Trade and other debtors|**(24,761)**|52,824|
|Trade and other creditors|**(108,119)**|93,725|
||───────────|───────────|
|Cash generated from operations|**2,935,203**|1,184,432|
|Interest received|**30,443**|63,616|
||───────────|───────────|
|Net cash from operating activities|**2,965,646**|1,248,048|
||═══════════|═══════════|
|**Cash flows from investing activities**|||
|Purchase of tangible assets|**(5,912,937)**|(1,805,476)|
|Proceeds from sale of tangible assets|**537,584**|1,272,828|
||───────────|───────────|
|Net cash used in investing activities|**(5,375,353)**|(532,648)|
||═══════════|═══════════|
|**Cash flows from financing activities**|||
|Proceeds from borrowings|**2,750,000**|-|
|Repayment of borrowings|**(671,104)**|(663,618)|
||───────────|───────────|
|Net cash (used in)/from financing activities|**2,078,896**|(663,618)|
||═══════════|═══════════|
|**Net increase in cash and cash equivalents**|**(330,811)**|51,782|
|**Cash and cash equivalents at beginning of year**|**1,600,726**|1,548,944|
||───────────|─────────|
|**Cash and cash equivalents at end of year**|**1,269,915**
═══════════|1,600,726
═════════|
**The analysis of net debt is provided in note 28.**
**The notes on pages 26 to 43 form part of these financial statements.**
**- 25 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Accounting Policies**
## **Year ended 28 February 2026**
## **Basis of preparation**
The financial statements have been prepared on the historical cost basis. The financial statements are prepared in sterling, which is the functional currency of the entity and the figures are rounded to the nearest £1.
## **Judgements and key sources of estimation uncertainty**
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amounts reported. These estimates and judgements are continually reviewed and are based on experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The following judgements have been made in the process of applying this accounting policy that have had the most significant effect on amounts recognised in the financial statements:
Stock is valued at deemed cost by estimating the market value of livestock based upon average market livestock reports and recently realised values on sale of stock near to the year end and applying the percentages published in HM Revenue & Customs helpsheet HS232 Farm Stock Valuation (2022) to reduce to deemed cost. Recognising purchased animals at deemed cost is not always appropriate. This estimate impacts on the costs of Farming Activities.
The main depreciation charge is that on purchased and constructed freehold buildings. The charge commences when the property is available for use and is depreciated over a 50 years period reflecting the ongoing use of the asset. The exception to this is the cost of a Biomass boiler which was considered to have a shorter economic life of 25 years. This estimate impacts on the costs of Farm Visits.
## **Income**
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received. The following specific policies are applied to particular categories of income:
Voluntary income is received by way of donations, gifts and fundraising activities and is recognised on a receivable basis.
Farm visit income is recognised once the visit has taken place. Any deposits received in advance are carried forward and held as deferred income until the visit has taken place.
Farm income is recognised on a receivable basis.
Income from external lettings is recognised in the period to which the letting relates.
Donated facilities and services are recognised in income at their fair value when their economic benefit is probable, it can be measured reliably and the charity has control over the item. Fair value is determined on the basis of the value of the gift to the charity. For example the amount the charity would be willing to pay in the open market for such facilities and services. A corresponding amount is recognised in expenditure.
Fixed asset gifts in kind are recognised when receivable and are included at fair value. They are not deferred over the life of the asset.
No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102). Further detail is given in the Trustees' Annual Report.
## **Government grants**
Government grants are recognised at the fair value of the asset received or receivable. Grants are not recognised until there is reasonable assurance that the company will comply with the conditions attaching to them and the grants will be received.
Where the grant does not impose specified future performance-related conditions on the recipient, it is recognised in income when the grant proceeds are received or receivable. Where the grant does impose specified future performance-related conditions on the recipient, it is recognised in income only when the performance-related conditions have been met. Where grants received are prior to satisfying the revenue recognition criteria, they are recognised as a liability.
Government grants received in the year have been Rural Payments Agency grants of £269,023 (2025 £238,693).
**- 26 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Accounting Policies** _**(continued)**_
## **Year ended 28 February 2026**
## **Debtors**
Trade and other debtors with no stated interest rate and due within one year are recorded at the amount of the cash or other consideration expected to be received. Prepayments are valued at the amount paid.
## **Current investments, cash at bank and in hand**
Investments are cash deposits with a maturity of three months or more from the date of opening the deposit. Cash at bank and in hand is all other cash and cash deposits.
## **Fund accounting**
Unrestricted (General) funds represent the funds of the charity that are not subject to any restrictions regarding their use and are available for application to the general purposes of the charity.
Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside for a specific purpose.
Restricted funds are those monies given to the charity for specific purposes and can only be applied in respect of those purposes.
## **Expenditure**
Expenditure is recognised on an accruals basis and includes any non recoverable VAT. The following specific policies are applied to particular categories of expenditure:
Expenditure on raising funds comprise the costs associated with attracting voluntary income and the costs of fundraising activities.
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. The costs of financing the charity's loans are treated as support costs as it would not be meaningful to allocate them between the two categories of charitable activity. Other support costs are allocated between fundraising and charitable activities in proportion to the relative staff costs.
Governance costs are those costs associated with the constitutional and statutory requirements of the charity.
## **Liabilities**
Liabilities are recognised when there is an obligation at the balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.
## **Fixed assets**
Tangible assets costing more than £3,000 are initially recorded at cost, and subsequently stated at cost less any accumulated depreciation and impairment losses.
## **Depreciation**
Depreciation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful economic life of that asset as follows:
Freehold Buildings - 2% straight line and 4% straight line Leasehold improvements - 10% straight line or over the life of the lease Freehold Improvements - 2 - 10% straight line Farm machinery and vehicles - 25% reducing balance Fixtures, fittings and office equipment - 33.3% straight line and 25% reducing balance
There is no depreciation on Freehold land.
**- 27 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
**Accounting Policies** _**(continued)**_
## **Year ended 28 February 2026**
## **Financial instruments**
A financial asset or a financial liability is recognised only when the charity becomes a party to the contractual provisions of the instrument.
Basic financial instruments are initially recognised at the amount receivable or payable including any related transaction costs.
Current assets and current liabilities are subsequently measured at the cash or other consideration expected to be paid or received and not discounted.
Debt instruments are subsequently measured at amortised cost.
## **Operating lease agreements**
Rentals applicable to operating leases where substantially all the benefits and risks of ownership remain with the lessor are charged against profits on a straight line basis over the period of the lease.
## **Going concern**
Trustees are of the opinion that there is no reason to believe that the charity will have to cease operating as a result of inadequate financial resources, or any other foreseeable event, within a period of at least 12 months from the date of approval of these accounts.
## **Intangible assets**
Intangible assets are initially recorded at cost, and are subsequently stated at cost less any accumulated amortisation and impairment losses.
## **Amortisation**
Amortisation is calculated so as to write off the cost of an asset, less its estimated residual value, over the useful life of that asset as follows:
Software
- 10% straight line
If there is an indication that there has been a significant change in amortisation rate, useful life or residual value of an intangible asset, the amortisation is revised prospectively to reflect the new estimates.
## **Stocks**
Stock are farm animals which are valued at deemed cost by estimating the market value of livestock based upon average market livestock reports and recently realised values on sale of stock near to the year end and applying the percentages published in HM Revenue & Customs helpsheet HS232 Farm Stock Valuation (2022) to reduce to deemed cost.
## **Defined contribution plans**
Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Prepaid contributions are recognised as an asset to the extent that the prepayment will lead to a reduction in future payments or a cash refund.
**- 28 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements**
## **Year ended 28 February 2026**
## **1. General information**
The charity is a public benefit entity and a private company limited by guarantee, registered in England and Wales and a registered charity in England and Wales. The address of the registered office is Hill House Farm, Ditteridge, Box, Corsham, SN13 8QA.
## **2. Statement of compliance**
These financial statements have been prepared in compliance with FRS 102, 'The Financial Reporting Standard applicable in the UK and the Republic of Ireland', the 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) (Charities SORP (FRS 102)) and the Companies Act 2006.
## **3. Limited by guarantee**
The company is limited by guarantee and does not have a share capital. In accordance with the Memorandum of Association all members undertake to contribute to the assets of the charitable company such an amount as may be required, not exceeding £10 each, in the event of the company being wound up during the period of membership and within one year afterwards.
**- 29 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements**
## **Year ended 28 February 2026**
## **4. Donations and legacies**
|**Donations and legacies**||||
|---|---|---|---|
||Unrestricted|Restricted|**Total Funds**|
||Funds|Funds|**2026**|
|_Current year_|£|£|**£**|
|**Grants**||||
|Anonymous|150,000|-|**150,000**|
|The Peter Cundill Foundation|120,000|-|**120,000**|
|The Vardy Foundation|50,000|-|**50,000**|
|The Roper Family Charitable Trust|50,000|-|**50,000**|
|The Betty Lawes Foundation|50,000|-|**50,000**|
|Bleu Blanc Rouge Foundation|50,000|-|**50,000**|
|Andrew Summers|44,000|-|**44,000**|
|Other grants less than £35,000|66,771|-|**66,771**|
|**Donations**||||
|BNF Capital|250,000|-|**250,000**|
|Anonymous|75,000|-|**75,000**|
|Other donations less than £35,000|539,282|-|**539,282**|
|**Restricted grants funding revenue costs**||||
|The Fidelity UK Foundation|-|118,026|**118,026**|
|The Westminster Foundation|-|89,500|**89,500**|
|Esmée Fairbairn Foundation|-|83,334|**83,334**|
|The Gerald Leigh Charitable Trust|-|75,678|**75,678**|
|Champions for Children Campaign|-|72,810|**72,810**|
|The Big Give Christmas Challenge Campaign|-|62,695|**62,695**|
|John Lyon’s Charity|-|45,410|**45,410**|
|The Rayne Foundation|-|40,000|**40,000**|
|ADM Cares|-|35,891|**35,891**|
|Anonymous|-|35,000|**35,000**|
|The Dulverton Trust|-|35,000|**35,000**|
|Other grants less than £35,000|-|234,384|**234,384**|
|**Restricted grants funding capital costs**||||
|The Fonthill Foundation|-|1,500,000|**1,500,000**|
|Garfield Weston Foundation|-|300,000|**300,000**|
|The Cotswolds Conservation Board|-|250,000|**250,000**|
|The Swire Charitable Trust|-|125,000|**125,000**|
|Rural Payments Agency|-|107,945|**107,945**|
|Bernard Sunley Foundation|-|75,000|**75,000**|
|Anonymous|-|70,001|**70,001**|
|The Ernest Kleinwort Charitable Trust|-|50,000|**50,000**|
|Other grants less than £35,000|-|91,225|**91,225**|
|**Legacies**||||
|Legacy from the Estate of the late Harry Reeves|400,000|-|**400,000**|
||─────────|─────────|**─────────**|
||1,845,053|3,496,899|**5,341,952**|
||═════════|═════════|**═════════**|
**- 30 -**
## **Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements**
## **Year ended 28 February 2026**
## **4. Donations and legacies** ( _continued_ )
|**Donations and legacies**(_continued_)||||
|---|---|---|---|
||Unrestricted|Restricted|Total Funds|
||Funds|Funds|2025|
|_Prior year_|£|£|£|
|**Grants**||||
|The Crucible Foundation|200,000|-|200,000|
|The Peter Cundill Foundation|119,990|-|119,990|
|Anonymous|60,000|-|60,000|
|The Roper Family Charitable Trust|50,000|-|50,000|
|The Betty Lawes Foundation|50,000|-|50,000|
|The David Cock Foundation|50,000|-|50,000|
|Andrew Summers|44,000|-|44,000|
|Anonymous|25,000|-|25,000|
|The Henry Oldfield Trust|25,000|-|25,000|
|Anonymous|25,000|-|25,000|
|Other grants less than £25,000|141,950|-|141,950|
|**Donations**||||
|BNF Capital|250,000|-|250,000|
|Other donations less than £25,000|238,181|-|238,181|
|**Restricted grants funding revenue costs**||||
|The Fidelity UK Foundation|-|225,879|225,879|
|Champions for Children Campaign|-|63,470|63,470|
|The Big Give Christmas Challenge Campaign|-|56,835|56,835|
|The Childhood Trust|-|56,250|56,250|
|The Social Business Trust|-|50,000|50,000|
|ADM Cares|-|47,444|47,444|
|John Lyon’s Charity|-|45,410|45,410|
|The Gerald Leigh Charitable Trust|-|40,000|40,000|
|The Rayne Foundation|-|40,000|40,000|
|Anonymous|-|35,000|35,000|
|The Dulverton Trust|-|35,000|35,000|
|The Progress Foundation|-|25,222|25,222|
|Anonymous|-|25,000|25,000|
|The Ernest Kleinwort Charitable Trust|-|25,000|25,000|
|The Innholders’ Charitable Foundation|-|25,000|25,000|
|Other grants less than £25,000|-|205,743|205,743|
|**Restricted grants funding capital costs**||||
|Anonymous|-|185,018|185,018|
|The Clothworkers’ Foundation|-|100,000|100,000|
|Anne Duchess of Westminster Foundation|-|100,000|100,000|
|The Wolfson Foundation|-|90,000|90,000|
|Rural Payments Agency|-|81,207|81,207|
|Sarah Jane Leigh Charitable Trust|-|80,000|80,000|
|Andrew Summers|-|80,000|80,000|
|Other grants less than £25,000|-|53,058|53,058|
||─────────|─────────|─────────|
||1,279,121|1,770,536|3,049,657|
||═════════|═════════|═════════|
**- 31 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **5. Charitable activities**
|**Charitable activities**||||
|---|---|---|---|
||Unrestricted|Restricted|**Total Funds**|
||Funds|Funds|**2026**|
|_Current year_|£|£|**£**|
|Income from Farm visits|1,260,454|296,360|**1,556,814**|
|Livestock sales|411,265|–|**411,265**|
|Other farm income (inc subsidies and farm rentals)|154,166|–|**154,166**|
||───────────|─────────|───────────|
||1,825,885|296,360|**2,122,245**|
||═══════════|═════════|═══════════|
||Unrestricted|Restricted|Total Funds|
||Funds|Funds|2025|
|_Prior year_|£|£|£|
|Income from Farm visits|1,129,917|220,725|1,350,642|
|Livestock sales|308,727|–|308,727|
|Other farm income (inc subsidies and farm rentals)|211,096|–|211,096|
||───────────|─────────|───────────|
||1,649,740
═══════════|220,725
═════════|1,870,465
═══════════|
Individual grants exceeding £35,000 included in restricted income from Farm visits are:
The Ernest Cook Trust £121,900 (2025 - £98,000) Yorkshire Dales National Park £51,546
## **6. Other trading activities**
|**6.**|**Other trading activities**|||||
|---|---|---|---|---|---|
|||Unrestricted|**Total Funds**|Unrestricted|Total Funds|
|||Funds|**2026**|Funds|2025|
|||£|**£**|£|£|
||Letting income|324,922|**324,922**|246,942|246,942|
||Corporate events|13,476|**13,476**|18,679|18,679|
||Other income|4,519|**4,519**|2,240|2,240|
|||─────────|─────────|─────────|─────────|
|||342,917|**342,917**|267,861|267,861|
|||═════════|═════════|═════════|═════════|
|**7.**|**Investment income**|||||
|||Unrestricted|**Total Funds**|Unrestricted|Total Funds|
|||Funds|**2026**|Funds|2025|
|||£|**£**|£|£|
||Bank interest receivable|30,443|**30,443**|63,616|63,616|
|||═══════|═══════|═══════|═══════|
|**8.**|**Other income**|||||
|||Unrestricted|**Total Funds**|Unrestricted|Total Funds|
|||Funds|**2026**|Funds|2025|
|||£|**£**|£|£|
||Gain on disposal of tangible fixed assets held|||||
||for charity's own use|248,166|**248,166**|625,026|625,026|
|||═════════|═════════|═════════|═════════|
**- 32 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **9. Costs of other trading activities**
||Unrestricted|Restricted|**Total Funds**|
|---|---|---|---|
||Funds|Funds|**2026**|
|_Current year_|£|£|**£**|
|Fundraising|250,618|–|**250,618**|
|Marketing|66,128|–|**66,128**|
|Lettings|66,443|11,757|**78,200**|
|Support costs|33,787|–|**33,787**|
||─────────|───────|─────────|
||416,976|11,757|**428,733**|
||═════════|═══════|═════════|
||Unrestricted|Restricted|Total Funds|
||Funds|Funds|2025|
|_Prior year_|£|£|£|
|Fundraising|232,772|–|232,772|
|Marketing|55,733|23,107|78,840|
|Lettings|57,736|6,036|63,772|
|Support costs|30,741|–|30,741|
||─────────|───────|─────────|
||376,982|29,143|406,125|
||═════════|═══════|═════════|
|**Expenditure on charitable activities by fund type**||||
||Unrestricted|Restricted|**Total Funds**|
||Funds|Funds|**2026**|
|_Current year_|£|£|**£**|
|Farming Activities|657,529|53,929|**711,458**|
|Farm Visits|2,386,539|1,056,004|**3,442,543**|
|Support costs|601,640|41,536|**643,176**|
||───────────|───────────|───────────|
||3,645,708|1,151,469|**4,797,177**|
||═══════════|═══════════|═══════════|
||Unrestricted|Restricted|Total Funds|
||Funds|Funds|2025|
|_Prior year_|£|£|£|
|Farming Activities|605,940|56,757|662,697|
|Farm Visits|1,605,871|1,266,579|2,872,450|
|Support costs|508,777|61,377|570,154|
||───────────|───────────|───────────|
||2,720,588|1,384,713|4,105,301|
||═══════════|═══════════|═══════════|
|**Analysis of support costs**||||
|||**Total 2026**|Total 2025|
|||**£**|£|
|Staff costs||**80,824**|73,959|
|Legal, professional and accountancy||**55,386**|44,105|
|Office running costs||**103,682**|73,420|
|Staff welfare, recruitment and other costs||**46,578**|46,133|
|Non recoverable VAT||**64,979**|62,766|
|Finance costs including loan interest||**307,564**|288,262|
|Governance costs||**17,950**|12,250|
|||─────────|─────────|
|||**676,963**|600,895|
|||═════════|═════════|
## **10. Expenditure on charitable activities by fund type**
## **11. Analysis of support costs**
**- 33 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **12. Net income**
Net income is stated after charging/(crediting):
|Net income is stated after charging/(crediting):|||
|---|---|---|
||**2026**|2025|
||**£**|£|
|Amortisation of intangible assets|**9,221**|9,213|
|Depreciation of tangible fixed assets|**578,129**|388,227|
|Gains on disposal of tangible fixed assets|**(248,166)**
═════════|(625,026)
═════════|
## **13. Auditors remuneration**
||**2026**|2025|
|---|---|---|
||**£**|£|
|Fees payable for the audit of the financial statements|**13,000**
═══════|12,250
═══════|
## **14. Staff costs**
The total staff costs and employee benefits for the reporting period are analysed as follows:
||**2026**|2025|
|---|---|---|
||**£**|£|
|Wages and salaries|**2,232,235**|1,887,424|
|Social security costs|**253,619**|174,657|
|Employer contributions to pension plans|**111,040**|93,564|
||───────────|───────────|
||**2,596,894**
═══════════|2,155,645
═══════════|
The average head count of employees during the year was 69 (2025: 61). The average number of full-time equivalent employees during the year is analysed as follows:
|
employees during the year is analysed as follows:|||
|---|---|---|
||**2026**|2025|
||**No.**|No.|
|Farm activities and visits|**58**|51|
||════|════|
|The number of employees whose remuneration for the year fell within the following bands, were:|||
||**2026**|2025|
||**No.**|No.|
|£60,000 to £69,999|**1**|–|
|£90,000 to £99,999|**2**|2|
||────|────|
||**3**|2|
||════|════|
The number of employees whose remuneration for the year fell within the following bands, were:
The key management personnel of the charity comprise the two Co-Chief Executive Officers and the Director of Therapeutic Education. Their combined employee benefits total £288,874 (2025: £265,340).
## **15. Trustee remuneration and expenses**
One trustee was reimbursed £56 of travel expenses from the charity (2025: £109). No trustee received any remuneration from the charity (2025: Nil).
## **16. Transfers between funds**
The funds transferred represent the net book value of fixed assets which were funded by grants or donations where the terms of the restriction have now been met and in future the asset can be used on an unrestricted basis for any charitable purpose. The value of these assets, net of any loan balance outstanding, has been placed in the designated Capital Assets fund.
**- 34 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
**Year ended 28 February 2026**
## **17. Intangible assets**
|**Intangible assets**||
|---|---|
||**CRM system**|
||**£**|
|**Cost**||
|**At 1 March 2025 and 28 February 2026**|**92,157**|
||═══════|
|**Amortisation**||
|At 1 March 2025|**36,817**|
|Charge for the year|**9,221**|
||───────|
|**At 28 February 2026**|**46,038**|
||═══════|
|**Carrying amount**||
|**At 28 February 2026**|**46,119**|
||═══════|
|At 28 February 2025|55,340
═══════|
## **18. Tangible fixed assets**
|**18.**|**Tangible fixed assets**||||||
|---|---|---|---|---|---|---|
|||||Fixtures,|||
||||Freehold and|fittings and|Farm||
|||Freehold land|leasehold|office|machinery and||
|||and buildings|improvements|equipment|vehicles|**Total**|
|||£|£|£|£|**£**|
||**Cost**||||||
||At 1 March 2025|10,359,028|3,293,780|67,694|982,077|**14,702,579**|
||Additions|4,565,295|1,288,205|–|59,437|**5,912,937**|
||Disposals|(296,500)|
(5,513)|–|(17,200)|**(319,213)**|
|||────────────|───────────|───────|───────────|────────────|
||**At 28 February 2026**|14,627,823|4,576,472|67,694|1,024,314|**20,296,303**|
|||════════════|═══════════|═══════|═══════════|════════════|
||**Depreciation**||||||
||At 1 March 2025|1,243,299|425,664|56,390|613,342|**2,338,695**|
||Charge for the year|192,884|282,623|2,826|99,796|**578,129**|
||Disposals|(16,212)|
(459)|–|(13,124)|**(29,795)**|
|||────────────|───────────|───────|───────────|────────────|
||**At 28 February 2026**|1,419,971|707,828|59,216|700,014|**2,887,029**|
|||════════════|═══════════|═══════|═══════════|════════════|
||**Carrying amount**||||||
||**At 28 February 2026**|13,207,852|3,868,644|8,478|324,300|**17,409,274**|
|||════════════|═══════════|═══════|═══════════|════════════|
||At 28 February 2025|9,115,729|2,868,116|11,304|368,735|12,363,884|
|||════════════|═══════════|═══════|═══════════|════════════|
|**19.**|**Stocks**||||||
||||||**2026**|2025|
||||||**£**|£|
||Farm animals||||**395,986**|295,515|
||||||═════════|═════════|
|**20.**|**Debtors**||||||
||||||**2026**|2025|
||||||**£**|£|
||Trade debtors||||**202,464**|250,313|
||Prepayments and accrued income||||**55,922**|44,379|
||Other debtors||||**249,866**|188,799|
||||||─────────|─────────|
||||||**508,252**|483,491|
||||||═════════|═════════|
**- 35 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
**Year ended 28 February 2026**
## **21. Investments**
|**Investments**|||
|---|---|---|
||**2026**|2025|
||**£**|£|
|Cash deposits|**672,326**|1,360,751|
||═════════|═══════════|
|**Creditors:** **amounts falling due within one year**|||
||**2026**|2025|
||**£**|£|
|Bank loans|**163,747**|48,738|
|Other loans|**262,724**|180,000|
|Trade creditors|**111,214**|336,420|
|Deferred income|**409,688**|409,429|
|Social security and other taxes|**76,426**|59,282|
|Accruals|**254,081**|154,397|
||───────────|───────────|
||**1,277,880**
═══════════|1,188,266
═══════════|
## **22. Creditors: amounts falling due within one year**
Included above are other loans of £180,000 (2025: £180,000) which are technically repayable on demand but are considered by the trustees to be due after more than one year from the balance sheet date.
The bank loans are secured on the land and buildings of the charity.
**- 36 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **23. Creditors: amounts falling due after more than one year**
|||||**2026**|2025|
|---|---|---|---|---|---|
|||||**£**|£|
||Other loans|||**6,375,470**|4,494,307|
|||||═══════════|═══════════|
||||||**Amount**|
||||||**repayable**|
|||**Loan balance**||**Repayment**|**after more**|
|||**due > one year**|**Interest rate**|**period**|**than 5 years**|
|||**£**|||**£**|
||**28 February 2026**|||||
||Bank loan secured on Bath & Hereford||**2% over base with**|||
|||**(609,869)**|**2.25% min**|**25 years**|**(502,732)**|
||Bank loan secured on Monmouth||**2% over base with**|||
|||**(837,126)**|**2.25% min**|**25 years**|**(690,067)**|
||Bank loan secured on Shockerwick||**2.15% over base**|||
|||**(1,206,253)**|**with 3.15% min**|**25 years**|**(1,080,415)**|
||Loan secured on Shockerwick|**(500,000)**|**4.5%**|**5 years**|**nil**|
||Loan secured on Shockerwick|**(500,000)**|**nil**|**8 years**|**(100,000)**|
||Loan secured on Lewes|**(1,972,222)**|**4.0%**|**10 years**|**(1,722,222)**|
||Unsecured|**(750,000)**|**2.0%**|**7 years**|**(750,000)**|
||**29 February 2025**|||||
||Bank loan secured on Bath & Hereford||**2% over base with**|||
|||**(654,273)**|**2.25% min**|**25 years**|**(555,551)**|
||Bank loan secured on Monmouth||**2% over base with**|||
|||**(870,033)**|**2.25% min**|**25 years**|**(712,659)**|
||Bank loan secured on Shockerwick|**(1,000,000)**|**7.87%**|**25 years**|**(917,151)**|
||Bank loan secured on Shockerwick||**2.15% over base**|||
|||**(970,000)**|**with 3.15% min**|**25 years**|**(893,241)**|
||Loan secured on Shockerwick|**(500,000)**|**4.5%**|**5 years**|**nil**|
||Loan secured on Shockerwick|**(500,000)**|**nil**|**8 years**|**(200,000)**|
|**24.**|**Deferred income**|||||
|||||**2026**|2025|
|||||**£**|£|
||At 1 March 2025|||**409,429**|487,677|
||Amount released to income|||**(404,509)**|(474,882)|
||Amount deferred in year|||**404,768**|396,634|
|||||─────────|─────────|
||**At 28 February 2026**|||**409,688**
═════════|409,429
═════════|
Deferred income represents money received for farm visits which will occur after the year end and donations/grants which are subject to performance related conditions.
**- 37 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **25. Pensions and other post retirement benefits**
## **Defined contribution plans**
The amount recognised in income or expenditure as an expense in relation to defined contribution plans was £111,040 (2025: £93,564).
|**26.**|**Analysis of charitable funds**||||||
|---|---|---|---|---|---|---|
|||At 1 March 2025|Income|Expenditure|Transfers**At 28 Feb 2026**||
||_Current year_|£|£|£|£|**£**|
||General funds|1,306,120|4,292,464|(3,496,527)|(1,009,397)|**1,092,660**|
||Capital assets fund|7,247,853|–|(566,157)|2,034,624|**8,716,320**|
|||───────────|───────────|───────────|───────────|───────────|
|||8,553,973|4,292,464|(4,062,684)|1,025,227|**9,808,980**|
|||═══════════|═══════════|═══════════|═══════════|═══════════|
|||At 1 March 2024|Income|Expenditure|Transfers At 28 Feb 2025||
||_Prior year_|£|£|£|£|£|
||General funds|545,003|3,885,364|(2,721,320)|(402,927)|1,306,120|
||Capital assets fund|5,808,952|–|(376,250)|1,815,151|7,247,853|
|||───────────|───────────|───────────|───────────|───────────|
|||6,353,955
═══════════|3,885,364
═══════════|(3,097,570)
═══════════|1,412,224
═══════════|8,553,973
═══════════|
The Capital Assets fund represents the net book value, net of any loan balance outstanding, of those assets funded by unrestricted income or funded by restricted income but where the terms of the restriction have been met and in future the asset can be used on an unrestricted basis for any charitable purpose. The fund can only be realised on the disposal of those fixed assets.
**- 38 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **26. Analysis of charitable funds** ( _continued_ )
|**Analysis of charitable funds**(_con_|_tinued_)|||||
|---|---|---|---|---|---|
|**Restricted funds**||||||
|At 1 March 2025||Income|Expenditure|Transfers**At 28 Feb 2026**||
|_Current year_|£|£|£|£|**£**|
|**Revenue funds**||||||
|The Fidelity UK Foundation|–|118,026|(118,026)|–|**–**|
|The Westminster Foundation|–|89,500|(89,500)|–|**–**|
|The Dulverton Trust|–|35,000|(35,000)|–|**–**|
|John Lyon's Charity|–|45,410|(45,410)|–|**–**|
|Anonymous|–|35,000|(35,000)|–|**–**|
|The Rayne Foundation|–|40,000|(40,000)|–|**–**|
|Anonymous|–|34,150|(34,150)|–|**–**|
|The Ernest Cook Trust|–|121,900|(121,900)|–|**–**|
|The Gerald Leigh Charitable||||||
|Trust|–|75,678|(33,635)|–|**42,043**|
|ADM Cares|–|35,891|(35,891)|–|**–**|
|Esmée Fairbairn Foundation|–|83,334|(20,293)|–|**63,041**|
|Yorkshire Dales National||||||
|Park|–|51,546|(51,546)|–|**–**|
|Other restricted funds|23,029|458,653|(481,682)|–|**–**|
|**Capital funds**||||||
|Future Builders - SEIF|314,425|–|(8,980)|–|**305,445**|
|The Fidelity UK Foundation|143,900|–|(12,213)|–|**131,687**|
|Garfield Weston Foundation|–|300,000|–|(300,000)|**–**|
|The Fonthill Foundation|–|1,500,000|–|–|**1,500,000**|
|The Ernest Kleinwort||||||
|Charitable Trust|–|50,000|–|(50,000)|**–**|
|Anonymous|–|70,001|–|(70,001)|**–**|
|Anne Duchess of Westminster||||||
|Foundation|10,000|–|–|(10,000)|**–**|
|Cotswolds Conservation||||||
|Board|–|250,000|–|(250,000)|**–**|
|The Swire Charitable Trust|–|125,000|–|–|**125,000**|
|Bernard Sunley Foundation|–|75,000|–|(75,000)|**–**|
|Rural Payments Agency|–|107,946|–|(107,946)|**–**|
|The Clothworkers' Foundation|71,056|–|–|(71,056)|**–**|
|Other capital grants|–|91,224|–|(91,224)|**–**|
||─────────|───────────|───────────|───────────|───────────|
||562,410|3,793,259|(1,163,226)|(1,025,227)|**2,167,216**|
||═════════|═══════════|═══════════|═══════════|═══════════|
**- 39 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
**Year ended 28 February 2026**
## **26. Analysis of charitable funds** _**(continued)**_
## **Restricted funds**
|**Restricted funds**|**Restricted funds**|||||
|---|---|---|---|---|---|
|At 1 March 2024||Income|Expenditure|Transfers At 28 Feb 2025||
|_Prior year_||||||
|**Revenue funds**|£|£|£|£|£|
|The Fidelity UK Foundation|59,339|225,879|(285,218)|–|–|
|The Westminster Foundation|94,000|–|(94,000)|–|–|
|The Dulverton Trust|–|35,000|(35,000)|–|–|
|Champions for Children||||||
|Campaign|–|63,470|(63,470)|–|–|
|The Big Give Christmas||||||
|Challenge Campaign|–|56,835|(56,835)|–|–|
|The Innholders' Charitable||||||
|Foundation|–|25,000|(25,000)|–|–|
|John Lyon's Charity|–|45,410|(45,410)|–|–|
|Anonymous|–|35,000|(35,000)|–|–|
|The Childhood Trust|–|56,250|(56,250)|–|–|
|The Ernest Kleinwort||||||
|Charitable Trust|–|25,000|(25,000)|–|–|
|The Rayne Foundation|–|40,000|(40,000)|–|–|
|Anonymous|–|25,000|(25,000)|–|–|
|The Constable Educational||||||
|Trust|–|35,000|(35,000)|–|–|
|The Ernest Cook Trust|–|98,000|(98,000)|–|–|
|The Gerald Leigh Charitable||||||
|Trust|–|40,000|(40,000)|–|–|
|ADM Cares|–|47,444|(47,444)|–|–|
|The Social Business Trust|–|50,000|(50,000)|–|–|
|The Progress Foundation|–|25,222|(25,222)|–|–|
|The Ambassador Programme|–|–|(28,000)|28,000|–|
|Other restricted funds|5,000|293,468|(282,814)|7,375|23,029|
|**Capital funds**|–|–|–|–|–|
|Future Builders - SEIF|323,405|–|(8,980)|–|314,425|
|The Fidelity UK Foundation|156,113|–|(12,213)|–|143,900|
|Garfield Weston Foundation|250,000|–|–|(250,000)|–|
|St James's Place Charitable||||||
|Foundation|250,000|–|–|(250,000)|–|
|Sarah Jane Leigh Charitable||||||
|Trust|177,628|80,000|–|(257,628)|–|
|Anonymous|473|185,018|–|(185,491)|–|
|Anne Duchess of Westminster||||||
|Foundation|–|100,000|–|(90,000)|10,000|
|Sally Walden|19,525|–|–|(19,525)|–|
|The Wolfson Foundation|–|90,000|–|(90,000)|–|
|Bernard Sunley Foundation|50,000|–|–|(50,000)|–|
|Andrew Summers|–|80,000|–|(80,000)|–|
|Rural Payments Agency|–|81,207|–|(81,207)|–|
|The Clothworkers' Foundation|–|100,000|–|(28,944)|71,056|
|Other capital grants|11,746|53,058|–|(64,804)|–|
||───────────|───────────|───────────|───────────|─────────|
||1,397,229|1,991,261|(1,413,856)|(1,412,224)|562,410|
||═══════════|═══════════|═══════════|═══════════|═════════|
**- 40 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **26. Analysis of charitable funds** _**(continued)**_
## **Revenue Funds**
The revenue restricted funds are to fund costs as follows:
Income received from The Fidelity UK Foundation and The Dulverton Trust is restricted towards core organisational costs.
Income received from The Big Give Christmas Challenge Campaign and The Champions for Children Campaign is restricted to core organisational costs for London beneficiaries.
The Gerald Leigh Charitable Trust income is restricted towards the Skipton Farm Manager salary costs.
The Esmée Fairbairn Foundation income is restricted towards engaging young people in nature friendly farming.
The Rayne Foundation income is restricted towards the Head of Impact and Influence salary costs.
The John Lyon's Charity income is restricted towards our Enhanced Legacy Initiative.
The Westminster Foundation income is restricted towards specific visit costs, monitoring and evaluation and impact staff costs.
ADM Cares income is restricted towards nature and healthy eating.
The Ernest Cook Trust income and an anonymous donation is restricted towards the costs of programme visits to the farms.
An anonymous donor provided income towards the Cultivating Change Programme.
Other grants are individual grants of less than £35,000 each and have funded various running, core and programme costs.
## **Capital Funds**
The capital funds are monies received to fund capital expenditure.
Where the terms of the restriction have been met and in future the asset can be used on an unrestricted basis for any charitable purpose the asset is treated as unrestricted and value of the fund is transferred to the designated Capital Assets fund.
Where the restrictions continue in force, the asset remains classified as restricted and the appropriate proportion of the asset's annual depreciation charge is deducted from each fund.
## **Fund transfers**
The funds transferred represent the net book value of fixed assets which were funded by grants or donations where the terms of the restriction have now been met and in future the asset can be used on an unrestricted basis for any charitable purpose. The value of these assets, net of any loan balance outstanding, has been placed in the designated Capital Assets fund.
**- 41 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **27. Analysis of net assets between funds**
|**Analysis of net assets between funds**||||
|---|---|---|---|
||Unrestricted|Restricted|
**Total Funds**|
||Funds|Funds|
**2026**|
||£|£|**£**|
|Intangible assets|34,432|11,687|
**46,119**|
|Tangible fixed assets|15,347,142|2,062,132|
**17,409,274**|
|Net current assets|802,876|93,397|
**896,273**|
|Creditors greater than 1 year|(6,375,470)|–|
**(6,375,470)**|
||────────────|───────────|────────────|
|**Net assets**|9,808,980|2,167,216|
**11,976,196**|
||════════════|═══════════|════════════|
||||**Total**|
||||**Unrestricted**|
||Designated|General|
**Funds**|
||Funds|Funds|
**2026**|
|_Current year_|£|£|**£**|
|Intangible assets|34,432|–|
**34,432**|
|Tangible fixed assets|15,347,142|–|
**15,347,142**|
|Net current assets|(289,784)|1,092,660|
**802,876**|
|Creditors greater than 1 year|(6,375,470)|–|
**(6,375,470)**|
||────────────|───────────|────────────|
|**Net assets**|8,716,320|1,092,660|
**9,808,980**|
||════════════|═══════════|════════════|
||Unrestricted|Restricted|
Total Funds|
||Funds|Funds|
2025|
||£|£|£|
|_Prior year_||||
|Intangible assets|34,440|20,900|
55,340|
|Tangible fixed assets|11,905,559|458,325|
12,363,884|
|Net current assets|1,108,281|83,185|
1,191,466|
|Creditors greater than 1 year|(4,494,307)|–|
(4,494,307)|
||────────────|─────────|────────────|
|**Net assets**|8,553,973|562,410|
9,116,383|
||════════════|═════════|════════════|
||||Total|
||Designated|General|
Unrestricted|
||Funds|Funds|
Funds 2025|
|_Prior year_|£|£|£|
|Intangible assets|34,440|–|
34,440|
|Tangible fixed assets|11,905,559|–|
11,905,559|
|Net current assets|(197,839)|1,306,120|
1,108,281|
|Creditors greater than 1 year|(4,494,307)|–|
(4,494,307)|
||────────────|───────────|────────────|
|**Net assets**|7,247,853|1,306,120|
8,553,973|
||════════════|═══════════|════════════|
**- 42 -**
**Jamie's Farm**
## **Company Limited by Guarantee**
## **Notes to the Financial Statements** _**(continued)**_
## **Year ended 28 February 2026**
## **28. Analysis of changes in net debt**
|**Analysis of changes in net debt**||||
|---|---|---|---|
||At 1 Mar 2025|Cash flows|**At 28 Feb 2026**|
||£|£|**£**|
|Cash at bank and in hand|239,975|357,614|**597,589**|
|Debt due within one year|(228,738)|(197,733)|
**(426,471)**|
|Debt due after one year|(4,494,307)|(1,881,163)|
**(6,375,470)**|
|Current asset investments|1,360,751|(688,425)|
**672,326**|
||───────────|───────────|───────────|
||(3,122,319)
═══════════|(2,409,707)
═══════════|
**(5,532,026)**
═══════════|
## **29. Operating lease commitments**
The total future minimum lease payments under non-cancellable operating leases are as follows:
||||**2026**|2025|
|---|---|---|---|---|
||||**£**|£|
|Not later than|1|year|**–**
════|15,844
═══════|
## **30. Contingent asset**
In the current year, the charity has been notified of one legacy for which the timeline and remaining proceeds are uncertain at the date of signing the accounts for the year ended 28 February 2026, and therefore, no amounts have been recognised in the accounts.
## **31. Related parties**
The mother of the Co-Chief Executive Officer, Jamie Feilden, is a psychotherapist employed by the charity and has received remuneration in the year amounting to £53,467 (2025: £49,878) and the charity purchased equipment from this employee for the sum of £1,200.
Mark Roper made a loan to the charity of £500,000 ( 2025: £500,000) towards the purchase of Lower Shockerwick Farm. Mr Roper also serves as a trustee of Jamie's Farm.
Sarah Brennan, a charity trustee, paid £212 to stay at one of the charity's properties.
Peter Fielden, uncle of the Co-Chief Executive Officer Jamie Feilden, charged the charity £1,794 for the provision of professional services.
During the prior year Roderick James was reimbursed expenses in the sum of £943 relating to the Monmouth Cabin furnishing.
The charity received a donation of £11,000 during the year from Fielden Clegg Bradley Studios, a Practice in which Peter Clegg, a charity trustee, is a director.
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