Pisa . ANNUAL REPORT
WELCOME
This report showcases our achievements from the 1st July 2024 to the 30th June 2025
Tim Davies, CEO of Camphill MK Elizabeth Sheldon, Chair of Trustees
This year has been one of transformation and achievement for Camphill Milton Keynes. Guided by our shared values and long-term vision, we have continued to evolve—ensuring that our community remains a place where adults with learning disabilities can live, learn, and thrive.
A defining highlight of the year has been the completion of fundraising, construction, and the opening of Bradbury House. This new, fully accessible home represents both a physical and symbolic step forward—demonstrating what can be achieved when compassion, collaboration, and commitment come together. Bradbury House enables us to meet the growing and changing needs of our residents, particularly those with more complex physical support requirements, while reaffirming our promise of providing meaningful, inclusive homes for life.
Across the organisation, we have strengthened leadership and governance, modernised systems, and invested in people and infrastructure. Each of our operational areas—Care and Support, Day Opportunities, HR and Training, Fundraising and Marketing, Facilities, and Finance—has played a vital role in moving us from a small charity to a confident, medium-sized organisation with the structures and resilience to sustain our mission well into the future.
As we look ahead, our focus remains clear: to balance growth with care, innovation with integrity, and ambition with accountability. Together—with our residents, colleagues, trustees, volunteers, and supporters—we continue to build a community that truly embodies Camphill values in action.
ABOUT US
Camphill MK is a community of more than 80 adults with learning disabilities and autism who are encouraged and supported to maximise their potential through the experience of living, learning and working in community with others.
We provide a strong, supportive environment where residents gain self-confidence and personal independence within an enabling environment.
We are based across several sites in northern Milton Keynes, with the core of our provision run from our Willen Park site.
VISION
We envision a world where everyone is appreciated and accepted for their unique abilities.
We support people in leading as independent a life as possible. We help our service-users and residents in their daily lives through community involvement, volunteering, employment, personal development, creative pursuits, wellbeing, and so much more. Each individual at Camphill MK is unique, so our service reflects that.
creating communities where people live, learn, work and celebrate together
ABOUT US
Board of Trustees
Camphill Milton Keynes is a charity with a voluntary, specialist board of trustees. The trustees have legal responsibility for our management and administration
Elizabeth Elaine Bradley John Moffoot Sheldon (Chair)
Rukhsana Malik Peter Howard
Jeremy Cooper Susan Prosky
Ian Revell Geoff Lightfoot
Leadership Team
The Leadership Team, supported by 130 staff members, drive forwards specialisms, coming together for strategic planning, cohesion and community benefit.
Each of the Leadership portfolios is articulated on the following pages, starting with Finances, Care & Support, Day Opportunities, HR & Training, Fundraising & Marketing, and Facilities.
Newport Pagnell Carnival: Camphill MK Float wins 1st Prize
OUR OBJECTIVESOUR OBJECTIVES 2016-2025
01 02 Maintain financial Drive up quality of sustainability and care governance The right Ensure our environment for workshops are 06 03 our current and fit for purpose ‘ + future needs and relevant
Extend our reach The right people and promote growth with the right skills 05 04 eo,
1. FINANCE
ABOUT US
Maintain financial sustainability and governance
Our finance function continues to strengthen its role as a cornerstone of sound governance and sustainability at Camphill Milton Keynes. Over the past year, the team has made significant progress in transitioning our organisation from a small to a medium-sized charity, embedding systems and controls that are both robust and proportionate to our evolving needs.
A key focus has been on establishing clear financial boundaries, ensuring that all income and expenditure are managed with transparency, accountability, and strategic foresight. The finance team has introduced new processes to improve reporting accuracy and timeliness, enabling better decision-making across the organisation.
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Other Other
Fundraising10% 6% Rent Workshops 10%
21% 2%
Housing
Day Opportunities
11%
12%
© 4
Care & Support Staff
51% 76%
INCOME
EXPENDITURE
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Looking ahead, our priorities include the development of multi-year budgets with built-in stress testing, ensuring long-term financial resilience. We are also preparing for future regulatory and accountancy changes, supported by a programme of digitisation designed to create a fully paperless finance system.
Our commitment to “maintain financial sustainability and governance” underpins all activity. By combining disciplined financial stewardship with innovation—through the considered use of AI tools and people-centred management practices—the finance team is helping to secure the charity’s future and ensure that every pound spent delivers maximum value for the people and community we support.
In 2024/5 we increased our income by 5% 5% INCREASE
Wassail Celebration in the Camphill MK community orchards
ABOUT US
2. CARE & SUPPORT
Drive up quality of care
Our Care and Support function continues to sit at the heart of Camphill Milton Keynes. As the largest staff team within the charity, they play a vital role in enabling residents to lead meaningful, fulfilling lives within a supportive community.
Over the past year, the team has successfully adapted to growing complexity in resident needs and increasing pressures across local authority services. This has required resilience, innovation, and a renewed focus on maintaining high standards of personalised care.
Building on previous work to drive up quality, the team has now embedded practices that promote consistency, empowerment, and co-production with residents.
resident numbers increased from 65 to 81 due our new housing
Looking forward, our priorities are centred on strengthening leadership and participation within the Care and Support teams. Plans include the continuation of our Senior Development Programme, the introduction of an enhanced induction process for new staff, and the creation of more opportunities for resident-led recruitment and forums. These initiatives will help ensure that care delivery is shaped by those who receive it.
We are also deepening our partnership with The Open University through the DAPPLE project, developing in-house training on death and dying, and exploring the thoughtful use of AI to address complex care challenges. Together, these developments reflect our strategic objective to “develop care and support services which provide meaningful lives for our residents”— placing compassion, dignity, and shared learning at the centre of everything we do.
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50%
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50% of our residents have lived with us for more than 10-years. 23% for more than 30-years!
Camphill Festival: Backstrap Weaving
3. DAY OPPORTUNITIES
ABOUT US
Ensure our workshops are fit for purpose and relevant
Our Day Opportunities continue to provide residents with purposeful, creative, and skill-building experiences that enrich daily life and promote personal growth. These workshops remain one of the most distinctive aspects of Camphill Milton Keynes, recognised for their high standards and the quality of work achieved across a wide range of activities.
During the past year, the team has maintained this strong reputation while responding to significant economic challenges. With increasing financial pressures from funders, the focus has shifted towards sustainability and innovation—reframing existing
activities to attract new income streams and maintain stability. This includes reviewing workshop structures, staffing models, and partnership opportunities to ensure we continue to meet both individual and commissioned needs.
Delivering 70 workshops sessions every day
Looking ahead, the Day Opportunities team aims to create a more flexible and inclusive framework for learning and employment. Plans include developing a structured training pathway to support residents into work, introducing a deputy management role to strengthen leadership capacity, and expanding collaborations with local businesses and other support providers.
There is also growing emphasis on social enterprise, exploring ventures such as gardening and hospitality to combine meaningful work with income generation. These developments align with our strategic objective to “develop relevant, sustainable, meaningful vocational and work-focused opportunities”—ensuring that every person supported by Camphill Milton Keynes can develop skills, confidence, and a genuine sense of contribution within both our community and the wider world.
Cafe workshops serves an average of 80 customers every day
Camphill MK Community Celebrating the opening of Bradbury House
4. HR & TRAINING ABOUT US
The right people with the right skills
Our HR and Training function has continued to evolve in response to the charity’s growth and the changing needs of our workforce.
Over the past year, the team has strengthened its systems and practices, moving from local, bespoke approaches to more standardised frameworks capable of supporting a larger, more diverse staff group—while remaining true to Camphill Milton Keynes’ values of care, respect, and community.
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O
6.2%
93.8%
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Staff numbers have increased by 6% from 122 to 130 individuals
At the heart of this work is a commitment to recruit, retain, and develop the right people—those who share our ethos and bring compassion and professionalism to their roles. The team has made significant progress in improving recruitment processes, enhancing job offer evaluations, and ensuring alignment with emerging legal, social, and sector developments. Looking forward, priorities include building on our “Culture of Care” initiative, extending it from senior leadership through all levels of the organisation.
We are also preparing for collective engagement through union dialogue, further digitising HR administration, and supporting flexible working to promote wellbeing and work-life balance.
Training and professional development remain key to our approach. By embracing digital tools, including AI, we aim to improve access to learning and strengthen staff support throughout their careers with us. These efforts directly support our strategic objective to “recruit the right people, help them to grow and give them reasons to stay”—ensuring Camphill Milton Keynes continues to be a place where people are valued, empowered, and inspired to make a difference.
14 existing staff members received promotions into more senior roles 14 INDIVIDUALS
Participant Eddie and Friends run in the MK Marathon for Camphill MK
5. FUNDRAISING & MARKETING
ABOUT US
Extend our reach and promote growth
Our Fundraising and Marketing function has played a pivotal role in strengthening Camphill Milton Keynes’ visibility, reputation, and income generation. With a small but dynamic team— supported by an outsourced digital and social media assistant—the focus this year has been on revitalising our local profile and re-establishing our position as a leading provider of learning disability support.
Through targeted communications, award submissions, and proactive engagement with local media and partners, the team has helped to showcase the excellence and impact of our community. This renewed visibility has strengthened relationships with supporters, funders, and collaborators—laying the groundwork for the next stage of growth.
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0 20 40
Major Appeal 45 %
Donations 35 %
Challenges 12 %
Regular Giving 4%
Events 2%
Grants 2%
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Fundraising income came in from a good range of sources with the majority of income allocated to our capital appeal
The coming year will see an expansion of this activity at national level, supported by an ambitious fundraising strategy. Plans include the development of a giving and legacies programme, the growth of corporate partnerships through structured volunteering and membership opportunities, and the recruitment of additional staff to support events and campaigns.
Alongside this, the team will introduce enhanced financial reporting to ensure that fundraising activity aligns seamlessly with organisational governance and sustainability goals. These efforts underpin our strategic objective to “enhance and extend our services through income generation and profile-raising”—ensuring that Camphill Milton Keynes continues to thrive, tell its story effectively, and inspire generosity from all who share our vision of a more inclusive and meaningful life for adults with learning disabilities.
Social media interactions increased by 46.3%
Camphill MK Community Celebrating the opening of Bradbury House
The right environment for our current and future needs
6. FACILITIES ABOUT US
Our Facilities team continues to be the backbone of Camphill Milton Keynes’ infrastructure, ensuring that our community’s buildings, grounds, and systems remain safe, functional, and welcoming. The team currently comprises two full-time members of staff, soon to be joined by an apprentice, reflecting our commitment to developing skills and providing opportunities within the organisation.
Over the past year, the Facilities team has successfully managed the maintenance of our estate, supported residents in their daily living environments, and overseen all aspects of health and safety, contractor management, and procurement. Their work has been integral to maintaining compliance, sustainability, and a high standard of living across all areas of our site.
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1292
99.7%
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1315 requests for repairs or works to our facilities was received
99.7% of them have been reviewed and repaired
This year we successfully opened our new accessible ‘Bradbury’ house and welcomed new residents to that property.
Looking ahead, the focus will be on growth, sustainability, and digital transformation. Plans include expanding the team, increasing the use of electric vehicles within our fleet, and progressing with key capital redevelopment projects across our gardens, workshops, café, theatre, and community hub. These improvements will enhance accessibility, wellbeing, and environmental performance, supporting our broader organisational goals.
The team is also advancing our sustainability agenda—working towards net zero through energy efficiency, water conservation, and the use of sustainable materials. Alongside this, further digitalisation of compliance systems and health and safety auditing will strengthen governance and transparency. These priorities directly support our strategic objective to “create the right environment
for our current and future needs”, ensuring that Camphill Milton Keynes remains a vibrant, accessible, and sustainable place to live and work.
Milton Keynes Mayor Exploring our Gardens with Resident Travis
OBJECTIVES 2025-2030 OUR OBJECTIVES The organisational objectives have been updated for future years
sy Develop care and Maintain financial support services sustainability and which provide governance meaningful lives for our residents
The right environment for our current and future needs
Enhance and extend our services through income generation and ~~ profile-raising
Develop relevant, sustainable, meaningful vocational and work focussed opportunities that meet individual and commissioned needs.
Recruit the right people, help them to grow and give them reasons to stay
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Day Opportunities
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THANK YOU Z - “a
Charity registration number 283556 (England and Wales)
Company registration number 01589898
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2025
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
LEGAL AND ADMINISTRATIVE INFORMATION
| Trustees | J Cooper |
|---|---|
| S Prosky | |
| G Lightfoot (Chair to December 2024) | |
| E Bradley | |
| R Malik | |
| J Moffoot | |
| 1 Revell | |
| E Sheldon (Chairfrom January 2025) | |
| P Howard | |
| S Levitt (appointed October 2025) | |
| Secretary | J Moffoot |
| Charity number | 283556 |
| Company number | 01589898 |
| Principal address | Japonica Lane |
| Willen Park South | |
| Milton Keynes | |
| Buckinghamshire | |
| MK15 9JY | |
| Registered office | Japonica Lane |
| Willen Park South | |
| Milton Keynes | |
| Buckinghamshire | |
| MK15 9JY | |
| Auditor | Myers Clark |
| Suite 7A, Building 6 | |
| Croxley Park, Hatters Lane | |
| Watford | |
| Hertfordshire | |
| WD18 8YH | |
| Investment advisors | Rathbones Investment Management |
| 1 Curzon Street | |
| London | |
| W1)SFB |
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONTENTS
| Page | |
|---|---|
| Trustees’ report | 1-6 |
| Statement of trustees’ responsibilities | 7 |
| Independent auditor's report | 8-10 |
| Consolidated Statement of financial activities | 11-12 |
| Consolidated Summary income and expenditure account | 13 |
| Consolidated Balance Sheet | 14 |
| Company Balance Sheet | 15 |
| Consolidated Statement of cash flows | 16 |
| Notestothefinancialstatements | 17-38 |
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) FOR THE YEAR ENDED 30 JUNE 2025
The trustees present their annual report and financial statements for the year ended 30 June 2025.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charitable company's Memorandum and Articles of Association, the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (as amended for accounting periods commencing from 1 January 2019)
Objectives and activities
CMKC's Memorandum of Association defines its main objects as follows: “The Charity's objects are, for the public benefit, to relieve sickness, promote good health, provide care to and advance the education and training of: people with a disability (whether mental or physical), the young, the old, or people otherwise in need, in accordance with the principles of Dr Rudolf Steiner (as summarised in the Appendix to this Memorandum), particularly (without limitation) by the establishment and maintenance of communities in the form of villages, residential houses, day centres, kindergartens, schools, colleges or other types of social and/or educational community, in which beneficiaries live and/or work and/or to which they otherwise resort, in community with persons providing support.”
The Appendix referred to above summarises the principles formulated by the Austrian philosopher, Dr Rudolf Steiner, about many aspects of daily life including social life, economic life, agriculture, horticulture, art, medicine, finance and religion. During the year there has been no change to policies adopted in furtherance of our objects. The charity operates as a Community, managing three main activities that can be summarised as:
1. Tenancy
Our accommodation consists of several houses where residents and support staff share their lives as a Community in addition to a number of houses comprising residents requiring only daily support visits. Each resident has an assured short hold tenancy agreement with CMKC which makes them eligible to apply for Housing Benefit from the Local Authority.
2. Supported Living
In addition to the provision of accommodation for each resident CMKC also provides residents with the necessary day-to-day support to live their lives as they choose within and beyond the Community. This comprises daily support to residents appropriate to their needs and lifestyle as assessed by the relevant Local Authority.
3. Day Workshops
The provision of work experience in a range of well-structured therapeutic workshops centred around working on the land, food processing, arts, crafts and music. Residents are supported within the workshops by a combination of volunteers and employees Monday to Friday. In addition, the workshops are available to adults with learning disabilities from the wider Milton Keynes community who are interested in attending.
Our activities operate from two main sites within Milton Keynes, Willen Park South and Pennyland.
The charity owns the freehold of a ten-acre site at Willen, as well as the workshops and four of the five houses. The fifth house was built by Aldwyck Housing Association (now Peabody) with Housing Corporation funds. Aldwyck Housing Association made this house available under a management agreement between Aldwyck and CMKC. This house is operated similarly to the other residential houses and is built on land leased by CMKC to Aldwyck on a long-term basis. CMKC also owns two separate houses within proximity of the Willen estate.
CMKC manages three additional houses that are rented from Milton Keynes Council at Pennyland, where it also owns the freehold of 1.75 acres of land which includes a workshop facility and a newly built house which opened to residents in May 2025.
CMKC has taken on the management of a further house "Kirtlington" in Downhead Park, leased from a family member to support three additional residents.
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
Objectives and activities (continued)
CMKC is part of the wider Camphill Movement which has over one hundred centres worldwide, all caring for children or adults with learning disabilities or who are emotionally disturbed, CMKC is autonomous regarding day-to-day operations and in respect of all financial matters but benefits from the wealth of experience available within the Camphill Movement as a whole. Our CEO is chair of the England & Wales Neighbourhood and a member of the Association of Camphill Communities UK & Ireland coordinating group.
Public Benefit
When setting objectives, Trustees acknowledge that the charity is a Public Benefit Entity & give consideration to the Charity Commission's published guidance on the Public Benefit requirement under the Charities Act 2011 guidance on public benefit.
The charity, in pursuit of its objects, continues to provide support of adults with learning disabilities by providing a community environment where they can be supported to live, socialise and gain work experience in a therapeutic workshop. This provision is provided to both existing Community residents and extended to local service users from the wider community.
In 2016, the charity became a member of Wolverton Community Energy (WCE), a registered society. CMKC lease roof space to WCE for the installation of solar panels, this agreement providing subsidised energy to the charity. WCE collaborate with individuals and businesses in Wolverton and the wider Milton Keynes area to help them become more energy efficient and to reduce the amount of carbon they use. Their long-term view and our aim are to take the WCE community off-grid, with zero carbon use. They have a strong track record and have already completed several successful projects. They are currently exploring a range of other ways to harness renewable energy sources - from solar PV installations to hydro, and from biomass to LED lighting retrofits. They aim to invest 50% of profits back into the local community, with a particular focus on relieving fuel poverty for the most vulnerable.
Achievements and performance
CMKC currently maintains twelve residential houses in which over seventy residents live. It also operates several day workshops including the Camphill cafe, providing residents and local people with the opportunity to connect naturally with the wider Milton Keynes community,
At the heart of our community are our residents and external service users who use our support and workshops and, as the beneficiaries of our charity, are the focus of our thinking. Their health and wellbeing are our business. We aim to do that well.
Trustees are committed to the continued successful future of the Community and assess performance against objects via several measures involving the Community and stakeholders. Internal benchmarks comprise but are not limited to financial budgets, HR & Training plans, H&S kpi's, support plans, risk assessments, commissioned professional advice and resident surveys. Stakeholder benchmarks comprise but are not limited to Local Authority inspections (Adult Social Care, Housing & Fire Brigade), resident annual reviews with social workers, CQC inspections, resident family support group meetings and surveys. In total the reported data provides Trustees with an overview of the Community's performance against its objects.
A key indicator of year-on-year provision of quality support is the regular inspection of our services by the Care Quality Commission (CQC). They are the independent regulator of health and adult social care in England who ensure health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve.
The charity was last formally inspected by the CQC in October 2018 and was rated as "Good" jn all five "key lines of enquiry" being Safe, Effective, Caring, Responsive & Well Led, resulting ina positive report and overall score of "Good". The pandemic created a backlog for CQC and the inspection regime then changed focus to target high risk and failing settings, Camphill MK is unlikely to be formally re-inspected before 2026, although this is not impossible and can inspect without notice. In the interim we Undertake internal audits to monitor our service provision in addition to local authority PAMMS inspection for which we are rated "excellent". Trustees recognise the commitment of the Community in achieving this rating and will continue to provide all necessary resources to maintain a high level of quality support.
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
Achievements and performance (continued)
As noted in previous years, the charity concluded plans to move to a fully employed support staffing model, the reduction in live in volunteers providing additional accommodation for new residents. This is a different approach to some Camphill settings in the UK however it supported our further growth and support for more beneficiaries (increased residents) we have now exceeded our target.
The charities plan for growth has continued to progress and we have opened our first new accommodation in 2025. Progress with additional buildings and housing will further depend on success raising funds; however we are very pleased to welcome new staff and residents commencing May 2025.
Future Plans
Refer to the Annual Report 2024-25.
Reserves
During the year the Board has considered the level, in line with the Charity Commission Guidelines, it should retain in its reserves. Its current policy reflects the need to maintain current operations while providing for future commitments. The Board reviews its reserves policy annually in line with recommended practice. During the year of report, Trustees re-assessed its designated funds, re-allocating to reflect known requirements. Note 23/24 sets out an analysis of the assets attributable to the various funds. These assets are sufficient to meet CMKC's obligations on a fund-by-fund basis.
The Board has considered the requirement for free reserves, being those unrestricted funds not invested in tangible fixed assets, designated for specific purposes or otherwise committed. The Board believes that this should represent three months of expenditure. At this level the Board believes it can continue the activities of CMKC in the event of a significant drop in funding until alternative sources can be identified.
As detailed in the next paragraph, Free Reserves currently represent 1 months expenditure and the Board aims to maintain, at least, to the target level of the Free Reserves.
As at 30 June 2025, the company's total reserves of £6,858,029 can be analysed as follows:
| £ | |
|---|---|
| Tied up in intangible fixed assets | nil |
| Tied up in buildings and other tangible assets | 5,787,785 |
| Allocated to Restricted & Designated Reserves | 674,130 |
| ThebalancebeingFreeReserves | 396,114 |
Investments
In 2014, the charity invested £500,000 with an objective of long-term capital growth. These funds are managed by Rathbones Investment Management, Trustees authorising the funds be invested using the Church of England ethical model as a basis.
Global events have impacted markets over the years, but Trustees are satisfied with Rathbone’s managed investment performance.
Structure, governance and management structure
CMKC is a private company limited by guarantee and has no share capital. Membership comprises current and former Trustees, the extent of their liability as members of the company on a winding up limited to a maximum of £1 each. The company retains a wholly owned subsidiary, Camphill Contracts (Milton Keynes) Limited, the company currently dormant having ceased trading June 2008. CMKC is also registered as a charity with the Charities Commission.
si
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES' REPORT (INCLUDING DIRECTORS’ REPORT) (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
Structure, governance and management structure (continued)
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
J Cooper
S Prosky
G Lightfoot (Chair to December 2024)
E Bradley R Malik J Moffoot 1 Revell
E Sheldon (Chair from January 2025)
P Howard
S Levitt (appointed October 2025)
None of the trustees has any beneficial interest in the company.
Governance
CMKC is governed by its Memorandum and Articles of Association, the current document being adopted by members at the Annual General Meeting on 23 April 2007. Control is exercised by the Board of Trustees consisting of individuals who have an interest in the charity's objectives be it as a resident family member and/ or the charity ethos. In addition, consideration is given to the skills and experience each Trustee can bring to the Board, the most recent Skills Audit updated in the prior year, The Board maintains an open recruitment policy and will consider appropriate and eligible applicants recommended by Trustees or Management. New Trustees undergo a selection/induction process providing insight into the role, charity ethos, finance, operations, residents and staff. This will typically involve attendance at a Trustee meeting, interview, desktop research, shadowing management and involvement in support/workshop operations.
The Board may co-opt new members between Annual General Meetings. Under article 16 the appointment of co opted trustees must be confirmed by the members at the next Annual General Meeting. Under Article 9 one-third of the members are required to retire by rotation.
Trustees to be confirmed and/or retiring by rotation at the Annual General Meeting are
Article 16: None
Article 9: R Malik, J Moffoot, I Revell
The Board meet quarterly with one sub-group, the Finance, Audit & General Purposes meeting prior to each Trustee meeting.
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES’ REPORT (INCLUDING DIRECTORS’ REPORT) (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
Structure, governance and management (continued)
Related Party & Co-operation with other organisations
No Trustees receive remuneration or other benefit from their work with the charity. The charity updates it Related Party Transactions Register annually, note 26 to the accounts providing details to related party transactions during the year.
CMKC hasa close association with Tools for Self-Reliance (Milton Keynes) ['TFSR']. A separate charity, TFSR collects old unwanted hand tools and restores them to working condition, ultimately, donating them to projects in developing countries. This activity is undertaken as a workshop within CMKC, several of our residents attending Monday to Friday. The operating agreement was re-negotiated in April 2022 whereby there is now no financial cross charging between the two charities (CMKC to TFSR 2025 nil, 2024 £nil, TFSR to CMKC 2025 nil 2024: £nil), CMKC operating the workshop using TFSR’s name and equipment where appropriate.
CMKC is part of the wider Camphill Movement which has over one hundred centres worldwide, all caring for children or adults with learning disabilities and or mental health problems. CMKC is autonomous with regard to day-to-day operations and in respect of all financial matters but benefits from the wealth of experience available within the Camphill Movement as a whole. The Community is a member of the Association of Camphill Communities (AoCC), its membership comprising several Camphill Communities located within UK and Eire. This membership provides valuable networking and best practice sharing,
The charity is also a member of Wolverton Community Energy, details as above in Public Benefit.
Locally the charity attends various Local Authority and Third Sector Supplier forums in pursuit of the charity's objectives. Where appropriate, it is the intention of the charity to offer partnership & leadership to the sector via these forums.
Key Risks and uncertainties
The Board has assessed the major risks to which CMKC is exposed and is satisfied those systems are in place to mitigate exposure to these risks. A detailed assessment has been made of the potential risks to which the residents, co-workers and staff may be exposed to in each of the properties of CMKC, and suitable policies and procedures to minimise these risks have been put in place. These are reviewed regularly by Trustees.
CMKC maintains a Risk Register identifying various risks set against control and mitigation procedures. These cover key areas such as Charity Law, Governance, Operations, H&S, Finance and Reputation and are reviewed and agreed annually by Trustees.
Exemptions from disclosure
None
Funds held as Custodian Trustees on behalf of others
During the period of report there were no assets held.
Grant-making
During the year, no grant payments were made (2024: Enil).
Disclosure of information to auditors
Each of the directors has confirmed that there is no information of which they are aware which is relevant to the audit, but of which the auditors are unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditors are aware of such information.
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
TRUSTEES’ REPORT (INCLUDING DIRECTORS' REPORT) (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
Auditor
The charitable company intends to undertake a tender process for the audit of the next financial year. In accordance with section 485 of the Companies Act 2006, an auditor will be appointed by resolution of the members at the next Annual General Meeting. The trustees’ report\ was approved by the Board of Trustees. Sada ° J Moffoot E Sheldon (Chair from January 2025) Trustee Trustee Dated: 24 November 2025 Dated:24 November 2025
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
STATEMENT OF TRUSTEES’ RESPONSIBILITIES
FOR THE YEAR ENDED 30 JUNE 2025
The trustees, who are also the directors of Camphill Milton Keynes Communities Limited for the purpose 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 trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year
In preparing these financial statements, the trustees are required to:
~ select suitable accounting policies and then apply them consistently;
~ observe the methods and principles in the Charities SORP;
-
make judgements and estimates that are reasonable and prudent;
-
state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
-
prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safequarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
a7 =
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
Opinion
We have audited the financial statements of Camphill Milton Keynes Communities Limited (the ‘charitable company’) and its subsidiary (the ‘group') for the year ended 30 June 2025 which comprise the group statement of financial activities, the group summary income and expenditure account, the group balance sheet, the company balance sheet, the group statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic ofIreland[(United] Kingdom[Generally][Accepted][Accounting][Practice).]
In our opinion, the financial statements:
-
give a true and fair view of the state of the charitable company's and the group's affairs as at 30 June 2025 and of its incoming resources and application of resources, 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 group 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 group'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 other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon, The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. 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 course of 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 this gives rise to a material misstatement in the financial statements themselves. 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.
Opinions 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, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
-
+» the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements,
-8-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the group and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
-
the information given in the financial statements is inconsistent in any material respect with the trustees’ report; or
-
sufficient accounting records have not been kept; or - the financial statements are not in agreement with the accounting records; or - we have not received all the information and explanations we require for our audit.
Responsibilities of trustees
As explained more fully in the statement of trustees’ responsibilities, the trustees, who are also the directors of the group for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group’s ability to continue as a. going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Auditor's responsibilities for the audit of the financial statements
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
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.
The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below,
The extent to which the audit was considered capable of detecting irregularities including fraud In identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, we considered the following;
-
- The nature of the industry and sector, contro] environment and business performance including the design of the remuneration policies, key drivers for trustee remuneration, bonus levels and performance targets;
-
- results of our enquiries of Management about their own identification and assessment of the risks of irregularities;
-
any matters we identified having obtained and review the charitable company's documentation of their policies and procedures relating to;
-
- identifying, evaluating and complying with laws and regulation and whether they were aware of any instances of non-compliance;
-
- detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected or alleged fraud;
-
« the internal controls established to mitigate risks of fraud or non-compliance with laws and regulations;
-
- the matters discussed among the audit engagement team regarding how and where fraud might occur in the financial statements and any potential indicators of fraud.
As a result of these procedures, we considered the opportunities and incentives that may exist within the organisation for fraud. In common with all audits under ISAs (UK), we are also required ta perform specific procedures to respond to the risk of management override.
wige
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
INDEPENDENT AUDITOR'S REPORT (CONTINUED)
TO THE TRUSTEES OF CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
We also obtained an understanding of the legal and regulatory frameworks that the charitable company operates in, focusing on provisions of those laws and regulations that had a direct effect on the determination of material amounts and disclosures in the financial statements. The key laws and regulations we considered in this context included the UK Companies Act.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which may be fundamental to the company’s ability to operate or to avoid a material penalty. These included Employment law.
Audit response to risks identified
To address the risk of fraud through management bias and override of controls, we: + performed analytical procedures to identify any unusual or unexpected relationships; + tested journal entries to identify unusual transactions; + assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and + investigated the rationale behind significant or unusual transactions.
In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to: + agreeing financial statement disclosures to underlying supporting documentation; + reading the minutes of meetings of those charged with governance; and * enquiring of management as to actual and potential litigation and claims.
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities is available on the Financial Reporting Council's website at: https:// 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 charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees those matters we are required to state to them in an auditors’ 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 charity and the charity's trustees as a body, for our audit work, for this report, or for the opinions we have formed.
tA ia
Paul Windmill (Senior Statutory Auditor)
For and on behalf of Myers Clark, Statutory Auditor
Chartered Accountants Suite 7A, Building 6 Croxley Park, Hatters Lane Watford Hertfordshire WD18 8YH 3 December 2025
-10-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 30 JUNE 2025
| Unrestricted | Restricted | Total | Total | ||
|---|---|---|---|---|---|
| funds | funds | 2025 | 2024 | ||
| Notes | £ | £ | £ | £ | |
| Income and endowments from: | |||||
| Donations and legacies | 3 | 133,818 | 388,064 | 521,882 | 419,584 |
| Charitable activities | 4 | 4,826,536 | - | 4,826,536 | 4,684,089 |
| Investments | 5 | 47,733 | - | 47,733 | 59,547 |
| Other income | 6 | 66,159 | - | 66,159 | 40,717 |
| Total income | 5,074,246 | 388,064 | 5,462,310 | 5,203,937 | |
| Expenditureon: | |||||
| Raising funds | 7 | 127,710 | - | 127,710 | 255,966 |
| Charitable activities | 8 | 4,809,358 | 11,433 | 4,820,791 | 4,264,288 |
| Total resources expended | 4,937,068 | 11,433 | 4,948,501 | 4,520,254 | |
| Net gains/(losses) on investments | 14 | 14,244 | - | 14,244 | 45,450 |
| Net incoming resources before transfers | 151,422 | 376,631 | 528,053 | 729,133 | |
| Gross transfers between funds | 699,534 | (699,534) | - | - | |
| Netmovement in funds | 850,956 | (322,903) | 528,053 | 729,133 | |
| Fund balances at 1 July 2024 | 5,705,970 | 624,006 | 6,329,976 | 5,600,843 | |
| Fundbalancesat30June2025 | 6,556,926 | 301,103 | 6,858,029 | 6,329,976 |
The statement of financial activities includes all gains and losses recognised in the year.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006,
-41-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 30 JUNE 2025
Consolidated Statement of Financial Activities - Prior Year Detail
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| funds | funds | 2024 | |
| £ | £ | £ | |
| Income and endowments from: | |||
| Donations and legacies | 164,971 | 254,613 | 419,584 |
| Charitable activities | 4,684,089 | - | 4,684,089 |
| Investments | 59,547 | - | 59,547 |
| Other income | 40,717 | - | 40,717 |
| Total income | 4,949,324 | 254,613 | 5,203,937 |
| Expenditure on: | |||
| Raising funds | 255,966 | - | 255,966 |
| Charitable activities | 4,250,618 | 13,670 | 4,264,288 |
| Total resources expended | 4,506,584 | 13,670 | 4,520,254 |
| Net gains on investments | 45,450 | - | 45,450 |
| Netmovement in funds | 488,190 | 240,943 | 729,133 |
| Fund balances at 1 July 2023 | 5,217,780 | 383,063 | 5,600,843 |
| Fundbalancesat30 June2024 | 5,705,970 | 624,006 | 6,329,976 |
~{2-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONSOLIDATED SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 30 JUNE 2025
| All income funds | All income funds | |
|---|---|---|
| 2025 | 2024 | |
| £ | £ | |
| Gross income | 5,462,310 | 5,203,937 |
| Gains on investments | 14,244 | 45,450 |
| Total income in the reporting period | 5,476,554 | 5,249,387 |
| Total expenditure from income funds | (4,948,501) | (4,520,254) |
| Net income for the year | 528,053 | 729,133 |
| STATEMENTOF RECOGNISED GAINSAND LOSSES | ||
| Net income/(expenditure) for the year | 513,809 | 683,683 |
| Unrealised (losses)/gains on investment assets held by income funds | 14,244 | 45,450 |
| 528,053 | 729,133 |
-~43-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONSOLIDATED BALANCE SHEET AS AT 30 JUNE 2025
| 2025 | 2024 | ||||
|---|---|---|---|---|---|
| Notes | £ | £ | £ | £ | |
| Fixed assets | |||||
| Tangible assets | 15 | 5,787,785 | 3,572,566 | ||
| Investments | 17 | 590,589 | 568,262 | ||
| 6,378,374 | 4,140,828 | ||||
| Current assets | |||||
| Stocks | 16 | 1,000 | 1,000 | ||
| Debtors | 18 | 206,062 | 743,382 | ||
| Cash at bank and in hand | 2,122,568 | 2,141,193 | |||
| 2,329,630 | 2,885,575 | ||||
| Creditors: amounts falling due within | |||||
| oneyear | 21 | (427,250) | (696,427) | ||
| Net current assets | 1,902,380 | 2,189,148 | |||
| Total assets less current liabilities | 8,280,754 | 6,329,976 | |||
| Creditors: amounts falling due after | |||||
| more than oneyear | 19 | (1,422,725) | - | ||
| Net assets | 6,858,029 | 6,329,976 | |||
| Income funds | |||||
| Restricted funds | 23 | 301,103 | 624,006 | ||
| Unrestricted funds | 24 | 6,556,926 | 5,705,970 | ||
| 6,858,029 | 6,329,976 |
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.
The financial statements were approved by the Trustees of 24 November 2025
==> picture [56 x 40] intentionally omitted <==
----- Start of picture text -----
/
J Moffoot
Trustee
----- End of picture text -----
. E Sheldon (Chair from January 2025) Trustee
Company Registration No. 01589898
-14-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
COMPANY BALANCE SHEET
AS AT 30 JUNE 2025
| 2025 | 2024 | ||||
|---|---|---|---|---|---|
| Notes | £ | £ | £ | £ | |
| Fixed assets | |||||
| Tangible assets | 15 | 5,787,785 | 3,572,566 | ||
| Investments | 17 | 590,589 | 568,262 | ||
| Investments in subsidiary | 2 | 2 | |||
| 6,378,376 | 4,140,830 | ||||
| Current assets | |||||
| Stocks | 16 | 1,000 | 1,000 | ||
| Debtors | 18 | 206,062 | 743,382 | ||
| Cash at bank and in hand | 2,122,568 | 2,141,193 | |||
| 2,329,630 | 2,885,575 | ||||
| Creditors: amounts falling due within | |||||
| one year | 21 | (427,252) | (696,429) | ||
| Net current assets | 1,902,378 | 2,189,146 | |||
| Total assets less current liabilities | 8,280,754 | 6,329,976 | |||
| Creditors: amounts falling due after | |||||
| morethan oneyear | 19 | (1,422,725) | - | ||
| Net assets | 6,858,029 | 6,329,976 | |||
| Income funds | |||||
| Restricted funds | 23 | 301,103 | 624,006 | ||
| Unrestricted funds | 24 | 6,556,926 | 5,705,970 | ||
| 6,858,029 | 6,329,976 |
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.
JThefAfinancialMoffoot statements were approved by the TrusteesEWo.Sheldonpn 24 November(Chair from2025January 2025) Trustee Trustee
Company Registration No. 01589898
-15-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
CONSOLIDATED STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 30 JUNE 2025
==> picture [467 x 304] intentionally omitted <==
----- Start of picture text -----
||||||||||
|---|---|---|---|---|---|---|---|---|
|2025|2024|
|Notes|£|£|£|£|
|Cash|flows from|operating|activities|
|Cash|generated|from|operations|31|894,254|733,970|
|Investing|activities|
|Purchase|of|tangible|fixed|assets|(2,397,711)|(1,159,367)|
|Proceeds|from|disposal|of|tangible|fixed|
|assets|1111|168|
|Payment|of investment|manager|fees|(4,985)|(5,744)|
|Investment|income|received|39,650|52,462|
|Net cash|used|in|investing|activities|(2,361,935)|(1,112,481)|
|Financing|activities|
|Proceeds|from|new|bank|loans|1,449,056|-|
|Net|cash|generated|from/(used|in)|
|financing|activities|1,449,056|-|
|Net decrease|in|cash|and|cash|equivalents|(18,625)|(378,511)|
|Cash|and|cash|equivalents|at|beginning|of year|2,141,193|2,519,704|
|Cash|and|cash|equivalents|at end|of year|2,122,568|2,141,193|
----- End of picture text -----
~16-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2025
1 Accounting policies
| Charity information | |
|---|---|
| Camphill Milton Keynes Communities Limited is a private company limited by guarantee incorporated in England and Wales, The registered office is Japonica Lane, Willen Park South, Milton Keynes, Buckinghamshire, MK15 9JY. |
|
| 1.1 | Accounting convention |
| The financial statements have been prepared in accordance with the charitable company's memorandum and articles of association, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the |
|
| UK and Republic of Ireland” ("FRS 102") and the Charities SORP "Accounting and Reporting by Charities: StatementofRecommendedPracticeapplicabletocharitiespreparingtheiraccountsinaccordancewiththe |
|
| Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). |
|
| The charitable company is a Public Benefit Entity as defined by FRS 102. | |
| The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetaryamounts in these financial statements are rounded to the nearest £. |
|
| The financial statements have been prepared under the historical cost convention, modified to include the | |
| revaluation of freehold properties and to include investment properties and certain financial instruments at fairvalue.The principal accounting policies adopted are set out below. |
|
| 1.2. | Going concern |
| At the time of approving the financial statements, the trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. |
|
| Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial |
|
| statements. | |
| 1.3 | Charitable funds |
| Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable | |
| objectives. | |
| Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. |
|
| 1.4 | Income |
| Income js recognised when the charitable company is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received. |
|
| Cash donations are recognised on receipt. Other donations are recognised once the charitable company has been notified of the donation, unless performance conditions require deferral of the amount. Income tax |
|
| recoverableinrelationtodonationsreceivedunderGiftAidordeedsofcovenantisrecognisedatthetimeof | |
| thedonation. |
-17-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
1 Accounting policies
(Continued)
15 Expenditure
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Governance costs: These include the cost of governance arrangements which relate to the general running of the company, as opposed to the direct management functions inherent in its charitable activities, plus a share of support costs. Directly attributable costs include costs such as external audit and costs associated with statutory requirements.
Support costs; These are costs that are not in themselves direct activity costs but enable the delivery of these activities. Support costs are allocated to direct activity costs on the basis that the activity utilises these costs.
1.6 Tangible fixed assets
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
| Freehold property | 2% straight line |
|---|---|
| Leasehold land and buildings | 113 years |
| Building improvements | 15 years |
| Garden&workshop | 25% straight line |
| Fixtures, fittings&equipment | 25% straight line |
| Motorvehicles | 25% straight line |
| Freeholdproperty-Carpark | 7years |
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
Assets under construction
Assets under construction are accounted for at cost based on the value of the contractors valuation certificates and other direct costs for construction incurred to date. These are recognised as ‘Assets under construction’ at the date of the certificates or when the cost is incurred.
Assets under construction include the fallowing costs: - Building works including labour, materials, transportation
- Legal Fees from solicitors - Architect fees - Planning fees
Costs recorded as ‘Assets under construction’ are not depreciated until the asset is brought into use.
Conversion to depreciable fixed asset
Assets under construction should be recognized as an asset when it is available for use ie when it is in the condition necessary for it to be capable of operating in the manner intended by management.
In the case of properties for Camphill, this is the point at which the building can be used for residents: It does not mean that residents will immediately be in the property but that the building is in a fit state to house residents.
Once the asset comes into use, the cost will be assigned to the appropriate fixed asset category and depreciated in line with the charity depreciation policy.
-~18-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
1 Accounting policies
(Continued)
1.7 Fixed asset investments Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.
1.8 Impairment of fixed assets At each reporting end date, the charitable company reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
- 1.9 Stocks
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost.
1.10 Cash and cash equivalents
- Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
1.11 Financial instruments The charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charitable company's balance sheet when the charitable company becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
=19-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 30 JUNE 2025
1 = Accounting policies
(Continued)
Derecognition of financial liabilities
Financial liabilities are derecognised when the charitable company's contractual obligations expire or are discharged or cancelled,
1.12 Employee benefits
The cost of any unused holiday entitlement is recognised in the period in which the employee's services are received. Termination benefits are recognised immediately as an expense when the charitable company is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
2 = Critical accounting estimates and judgements
In the application of the charitable company's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
3 Donations and legacies
| Unrestricted | Restricted | Total | Unrestricted | Restricted | Total | |
|---|---|---|---|---|---|---|
| funds | funds | funds | funds | |||
| 2025 | 2025 | 2025 | 2024 | 2024 | 2024 | |
| £ | £ | £ | £ | £ | £ | |
| Donations and gifts | 133,538 | 388,064 | 521,602 | 158,813 | 254,613 | 413,426 |
| Legacies receivable | 280 | - | 280 | 6,158 | - | 6,158 |
| 133,818 | 388,064 | 521,882 | 164,971 | 254,613 | 419,584 |
-20-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
| 4 | Charitable activities | |||||
|---|---|---|---|---|---|---|
| Feesand contributions |
Caféand workshop |
Community Theatre& Hall |
Total 2025 |
Total 2024 |
||
| income | ||||||
| £ | £ | £ | £ | £ | ||
| Income from charitable activities | 4,551,895 | 174,456 | 100,185 | 4,826,536 | 4,684,089 | |
| 4,551,895 | 174,456 | 100,185 | 4,826,536 | 4,684,089 | ||
| Charitable Activites - Prior Year Detail | ||||||
| Income from charitable activities | 4,394,439 | 171,832 | 117,818 | 4,684,089 | ||
| 4,394,439 | 171,832 | 117,818 | 4,684,089 | |||
| 5 | Investments | |||||
| 2025 | 2024 | |||||
| £ | £ | |||||
| Income from listed investments | 13,068 | 12,829 | ||||
| Interest receivable | 34,665 | 46,718 | ||||
| 47,733 | 59,547 |
All the company's investment income arises from assets held in the UK.
-21-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 30 JUNE 2025
| 6 | Other income | ||
|---|---|---|---|
| 2025 | 2024 | ||
| £ | £ | ||
| Net gain on disposal of tangible fixed assets | 1,111 | = | |
| Other income | 65,048 | 40,717 | |
| 66,159 | 40,717 | ||
| 7 | Raising funds | ||
| Unrestricted | Unrestricted | ||
| funds | funds | ||
| 2025 | 2024 | ||
| £ | £ | ||
| Net loss on disposal of assets under construction | - | 141,067 | |
| Other fundraising costs | 17,775 | 7,596 | |
| Staff costs | 104,950 | 101,559 | |
| Fundraising and publicity | 122,725 | 250,222 | |
| Investment management | 4,985 | 5,744 | |
| 127,710 | 255,966 |
The net loss on disposal of assets under construction in 2024 related to the write off of costs associated with the Willen Phase 1 build project, where planning permission had expired.
ye
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
8 Charitable activities
| Community | Café& workshop |
Community Theatre& |
Total 2025 |
Total 2024 |
|
|---|---|---|---|---|---|
| Hall | |||||
| £ | £ | £ | £ | £ | |
| Staff costs | 2,346,358 | 669,738 | 25,046 | 3,041,142 | 655,839 |
| Depreciation | 180,360 | 2,132 | - | 182,492 | 167,547 |
| Bank charges | 43,174 | - | - | 43,174 | 130 |
| Community expenses | 320,204 | - | - | 320,204 | 278,127 |
| Consumables | - | 86,347 | 4,261 | 90,608 | 100,359 |
| Insurance | 58,054 | - | - | 58,054 | 37,580 |
| Motorand travel | 51,666 | - | - | 51,666 | 53,761 |
| Rent, rates, light and heat | 237,940 | - | - | 237,940 | 231,413 |
| Repairs and renewals | 45,486 | 5,268 | 1,985 | 52,739 | 50,630 |
| Social and education | 10,118 | - | - | 10,118 | 4,971 |
| Miscellaneous | - | 1,867 | - | 1,867 | 941 |
| Theatre performance costs | - | - | 51,410 | 51,410 | 51,520 |
| Loss on disposal of fixed assets | - | - | - | - | 2,582 |
| 3,293,360 | 765,352 | 82,702 | 4,141,414 | 1,635,400 | |
| Share ofsupport costs (see note 10) | 540,258 | 125,552 | 13,567 | 679,377 | 2,628,888 |
| 3,833,618 | 890,904 | 96,269 | 4,820,791 | 4,264,288 | |
| Analysis byfund | |||||
| Unrestricted funds | 3,827,118 | 885,971 | 96,269 | 4809,358 | |
| Restricted funds | 6,500 | 4,933 | - | 11,433 | |
| 3,833,618 | 890,904 | 96,269 | 4820791 |
~ 24.
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
8
Charitable activities
(Continued)
Charitable Activites - Prior Year Comparatives
| Community | Cafe& | Community | Total | |
|---|---|---|---|---|
| workshop | Theatre& | 2024 | ||
| Hall | ||||
| £ | £ | £ | £ | |
| Staff costs | 82,376 | 563,100 | 10,363 | 655,839 |
| Depreciation | 165,937 | 1,610 | - | 167,547 |
| Bank charges | 130 | - | - | 130 |
| Community expenses | 278,127 | - | - | 278,127 |
| Consumables | - | 94,990 | 5,369 | 100,359 |
| Insurance | 37,580 | - | - | 37,580 |
| Motorand travel | 53,761 | - | - | 53,761 |
| Rent, rates, light and heat | 231,413 | - | - | 231,413 |
| Repairs and renewals | 38,657 | 7,639 | 4,334 | 50,630 |
| Social and education | 4,971 | - | - | 4,971 |
| Miscellaneous | - | 941 | - | 941 |
| Theatre performance costs | - | - | 51,520 | 51,520 |
| Loss on disposal of fixed assets | 2,582 | - | - | 2,582 |
| 895,534 | 663,280 | 71,586 | 1,635,400 | |
| Share ofsupportcosts (see note 10) | 1,439,561 | 1,074,254 | 115,073 | 2,628,888 |
| 2,335,095 | 1,742,534 | 186,659 | 4,264,288 | |
| Analysis by fund | ||||
| Unrestricted funds | 2,328,012 | = 1,735,947 | 186,659 | 4,250,618 |
| Restricted funds | 7,083 | 6,587 | - | 13,670 |
| 2,335,095 | =1,742,534 | 186,659 | 4,264,288 |
9 Trustees
The Board of Trustees are directors for Companies Act purposes and trustees for Charities Act purposes.
Trustees attend quarterly Board meetings plus ad hoc sub-committee and Community meetings,
Non-resident members of the Board are able to claim travel expenses for attending meetings.
None of the trustees (or any persons connected with them) received any remuneration from the charitable company during the year, No travel expenses (2024: nil) were claimed by any Trustees (2024: nil) for the year.
=2d =
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
10 Support & governance costs
| Support & governance& governancegovernance costs | |||
|---|---|---|---|
| Type | 2025 | 2024 | |
| £ | £ | ||
| Staff costs | Supp | 447,237 | 2,380,295 |
| Postage and stationery | Supp | 4,299 | 5,668 |
| HR, IT, Telecom, Sundry | Supp | 167,324 | 184,741 |
| Telephone | Supp | 32,047 | 31,673 |
| Accountancy services | Supp | 14,070 | 12,171 |
| Audit | Gov'n | 14,400 | 14,340 |
| 679,377 | 2,628,888 | ||
| Analysis by fund: | |||
| Unrestrictedfunds | 679,377 | 2,628,888 |
During the year, the charitable company reviewed its cost allocation methodology. As a result, certain costs previously included within support and governance are now allocated directly to the Community charitable activity. the trustees consider this change provides a more appropriate reflection of how resources are utilised in delivering charitable activites.
-25-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
11 Employees
Number of employees
The average monthly head count was 130 staff (2024: 122 staff)
| 2025 | 2024 | |
|---|---|---|
| Number | Number | |
| Office and management | 8 | 9 |
| Maintenance, Care& Support and other | 122 | 113 |
| 130 | 122 |
The average monthly number of full-time equivalent employees (including casual and part-time staff) during the year was:
| the year was: | ||
|---|---|---|
| 93 | 88 | |
| Employment costs | 2025 | 2024 |
| £ | £ | |
| Wages and salaries | 3,200,088 | 2,793,474 |
| Social security costs | 291,837 | 233,202 |
| Defined contribution pension scheme | 100,591 | 83,606 |
| 3,592,516 | 3,110,282 | |
| 2025 | 2024 | |
| £ | £ | |
| Included within wages& salaries above are Senior Management | ||
| remunerationamountingto | 456,714 | 418,668 |
Senior Management remuneration includes gross salary, employers NI and pension contributions,
The number of employees whose annual remuneration (including benefits in kind) was £60,000 or more were:
| 2025 | 2024 | |||
|---|---|---|---|---|
| Number | Number | |||
| £60,000 | - | £70,000 | 1 | 1 |
| £80,000 | - | £90,000 | - | 1 |
| £90,000 | - | £100,000 | 1 | - |
=96=
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
11 Employees
(Continued)
Payments and benefits
The following community expenses, in addition to living accommodation and other daily essentials, relating to all senior co-workers are included in community expenditure.
| Total | Total | |||
|---|---|---|---|---|
| 2025 | 2024 | |||
| £E | £ | |||
| Other | miscellaneous | expenses | 10,866 | 6,936 |
| 10,866 | 6,936 |
12. Taxation
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
13. Movement in total funds for the year
| 2025 | 2024 | ||
|---|---|---|---|
| £ | £ | ||
| This is stated after charging: | |||
| Auditors' remuneration | |||
| - Audit | 14,400 | 14,340 | |
| - Accountancy services | 14,070 | 12,171 | |
| Depreciation | 182,492 | 167,547 | |
| Net movement in funds | |||
| Dealt with in the accounts of the charitable company | 528,053 | 729,133 | |
| 528,053 | 729,133 | ||
| 14 | ~=—Net gains/(losses) on investments | ||
| 2025 | 2024 | ||
| £ | £ | ||
| Revaluationofinvestments | 14,244 | 45,450 |
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
16 8 Stocks
| 16 | 8 Stocks | ||
|---|---|---|---|
| 2025 | 2024 | ||
| £ | £ | ||
| Raw materials and consumables | 1,000 | 1,000 | |
| 17 | __‘~*Fixed asset investments | ||
| 2025 | 2024 | ||
| Listed | Listed | ||
| investments | investments | ||
| £ | £ | ||
| Cost or valuation | |||
| Market value at 1 July 2024 | 568,262 | 515,727 | |
| Management costs | (4,985) | (5,744) | |
| Income re-invested/(withdrawn) | 13,068 | 12,829 | |
| Net gains/(losses) on investments | 14,244 | 45,450 | |
| Market value at 30 June 2025 | 590,589 | 568,262 | |
| Historical cost | 469,033 | 466,560 | |
| The following holdings comprise more than 5% of the investment portfolio: | |||
| Findlay Park Funds - American Fund Unhedged | 56,824 | 42,580 | |
| SPDR Series Trust | 81,175 | 68,213 | |
| UK Conventional Government Bonds - 7/8% Green Gilt 31/07/2033 | 40,399 | 39,903 | |
| EdgewoodL Select Fund | 58,221 | 44,147 | |
| T Rowe Price Funds ICAV (less than 5% in 2024) | 34,920 | - | |
| 2025 | 2024 | ||
| £ | £ | ||
| Investments at fair value comprise: | |||
| Investments held within the UK | 221,790 | 271,927 | |
| Investments held outside the UK | 368,799 | 296,335 | |
| 590,589 | 568,262 |
-29-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
==> picture [464 x 153] intentionally omitted <==
----- Start of picture text -----
|||||||||
|---|---|---|---|---|---|---|---|
|18|Debtors|
|Company and|Group|
|2025|2024|
|Amounts|falling|due|within|one|year:|£|£|
|Trade|debtors|94,948|243,203|
|Other|debtors|51,555|461,504|
|Prepayments|and|accrued|income|59,559|38,675|
|206,062|743,382|
|19|Creditors:|amounts|falling|due|after|more than one year|
----- End of picture text -----
==> picture [465 x 175] intentionally omitted <==
----- Start of picture text -----
|||||||
|---|---|---|---|---|---|
|2025|2024|
|Notes|£|£|
|Bank|loans|20|1,422,725|=|
|20|~=Loans|and|overdrafts|
|2025|2024|
|£|£|
|Bank|loans|1,449,056|=|
|Payable|within|one|year|26,331|=|
|Payable|after|one|year|1,422,725|-|
----- End of picture text -----
The charitable company holds a loan to assist in the development of the new residential houses. The loan is repayable by instalments over a period of 25 years from the first repayment date (19 January 2025).
Interest is charged on the outstanding balance at the greater of: + 2.5% per annum above the Bank of England base rate, or + 2.5% per annum
Interest is paid on each repayment date and is recognised as an expense in the Statement of Financial Activities, as incurred.
The loan is secured by a legal mortgage and fixed charge over the charitable company's property at: Japonica Lane, Willen Park, Milton Keynes, MK15 9JY.
- 30-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)
FOR THE YEAR ENDED 30 JUNE 2025
21 Creditors: amounts falling due within one year
| year | |||||
|---|---|---|---|---|---|
| Group | Company | Group | Company | ||
| 2025 | 2025 | 2024 | 2024 | ||
| Notes | £ | £ | £ | £ | |
| Bank loans | 20 | 26,331 | 26,331 | - | = |
| Other taxation and social security | 96,298 | 96,298 | 72,260 | 72,260 | |
| Deferred income | 22 | 23,043 | 23,043 | 58,691 | 58,691 |
| Trade creditors | 71,775 | 71,775 | 417,575 | 417,575 | |
| Amounts due to subsidiary undertakings | - | 2 | - | 2 | |
| Other creditors | 116,448 | 116,448 | 97,992 | 97,992 | |
| Accruals and deferred income | 93,355 | 93,355 | 49,909 | 49,909 | |
| 427,250 | 427,252 | 696,427 | 696,429 |
22 Deferred income
Deferred income relates to the Community theatre (invoiced hire with a booking date after year end). The movement for the year is as follows:
| The movement for the year is as follows: | ||
|---|---|---|
| 2025 | 2024 | |
| £ | £ | |
| Balance held 1 July | 58,691 | 74,030 |
| Invoiced during the year | 139,536 | 101,979 |
| Released to SoFA during the year | (175,184) | (117,318) |
| Balanceheld30June | 23,043 | 58,691 |
The balance at year end relates to bookings that will be released within six months of the year end.
=31-
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
23 ~~Restricted funds
The restricted funds of the charitable company comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
| Movement in funds | Movement in funds | ||||
|---|---|---|---|---|---|
| Balanceatl | Income& | Expenditure | Transfers | Balance at 30 | |
| July 2024 | gains | June 2025 | |||
| £ | £ | £ | £ | £ | |
| Elder Care Project | 32,263 | - | - | (32,263) | : |
| The Mark Skinner Fund | 95,716 | - | (2,500) | - | 93,216 |
| Capital Development Project | 470,000 | 350,000 | (1,000) | (620,000) | 199,000 |
| Other Restricted Grants | 26,027 | 38,064 | (7,933) | (47,271) | 8,887 |
| Totalrestrictedfunds | 624,006 | 388,064 | (11,433) | (699,534) | 301,103 |
Elder Care Project - the care and support of an ageing resident population is a central strategic issue for the Community impacting service delivery, staffing & facilities. The charity is grateful for this donation to assist fund the project.
The Mark Skinner Fund — to provide funding for members of the community to engage in activities they may not be able to due to their financial circumstance. The charity is grateful for this legacy from our founding resident.
Capital Development Project - funding received from the below donors towards the redevelopment project being undertaken by the charitable company. + Garfield Weston - £200,000 (received in 2023)
-
« Anson Charitable Trust - £20,000 (received in 2023)
-
- The Edward Gosling Foundation - £100,000 (received in 2024)
-
- The Wolfson Foundation - £100,000 (received in 2024) » Bernard Sunley Foundation - £40,000 (received in 2024)
-
- The 29th May 1961 Charitable Trust - £10,000 (received in 2024)
-
- MK Community Foundation - £75,000
-
- Beatrice Laing Trust - £50,000
-
+» Jim Marshall Foundation - £25,000
-
- Bradbury Foundation ~ £200,000
As the redevelopment works have now been completed and Bradbury House is now operational, the conditions attached to the majority of these funds have been met, Accordingly, these amounts have been released to the unrestricted fund in line with the expenditure incurred.
The amount of £200,000 received from Bradbury Foundation remains restricted. Under the grant terms, the funder reserves the right to reclaim part or all of the grant should the building be sold or cease to be used for charitable purposes. The restricted fund is being released over the useful life of the asset through depreciation. A charge of £1,000 has been recognised in the year, leaving a restricted fund balance of £199,000 at 30 June 2025.
Other Restricted Funds - various grants and donations received for specific purposes in relation to improvements in the Community.
= 139-2
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
23 ~=Restricted funds
(Continued)
Restricted funds - Prior Year Detail
==> picture [440 x 117] intentionally omitted <==
----- Start of picture text -----
||||||||||
|---|---|---|---|---|---|---|---|---|
|Movement|in|funds|
|Balance|ati|Income &|Expenditure|Transfers|Balance|at|30|
|July|2023|gains|June|2024|
|£|£|£|£|£|
|Elder|Care|Project|32,263|-|-|-|32,263|
|The|Mark|Skinner|Fund|95,716|-|-|-|95,716|
|Capital|Development|Project|220,000|250,000|-|-|470,000|
|Other|Restricted|Grants|35,084|4,613|(13,670)|-|26,027|
|Total|restricted funds|383,063|254,613|(13,670)|-|624,006|
----- End of picture text -----
24 Unrestricted funds
The unrestricted funds of the charitable company comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
==> picture [441 x 173] intentionally omitted <==
----- Start of picture text -----
|||||||||||
|---|---|---|---|---|---|---|---|---|---|
|Movement|in|funds|
|Balance|at|1|Income|Expenditure|Transfers|Gainsand|Balance|at|30|
|July|2024|losses|June|2025|
|£|£|£|£|£|£|
|Designated|funds|
|Co-worker|Fund|101,471|-|-|-|-|101,471|
|Revaluation|Reserve|101,702|-|-|5,610|14,244|121,556|
|Build|Project|700,000|-|-|(550,000)|-|150,000|
|General|
|unrestricted|funds|4,802,797|5,074,246|(4,937,068)|1,243,924|-|6,183,899|
|Total|unrestricted|
|funds|5,705,970|5,074,246|(4,937,068)|699,534|14,244|6,556,926|
----- End of picture text -----
Purpose of Designated Funds
Co-Worker fund (formerly the Social Fund) - to provide financial support for long serving voluntary coworkers on retirement and/or leaving the Community together with other deserving social needs consistent with the aims and objectives of the Camphill Movement.
Revaluation Reserve - the accumulated value of unrealised gains of the charitable company's investments.
Build Fund - to contribute to the ongoing build project.
3394
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
24 ~Unrestricted funds
(Continued)
| Unrestricted funds - Prior Year Detail | Unrestricted funds - Prior Year Detail | Unrestricted funds - Prior Year Detail | Unrestricted funds - Prior Year Detail | |||||
|---|---|---|---|---|---|---|---|---|
| Movement in funds | ||||||||
| Balance at 1 | Income Expenditure | Transfers | Gainsand | Balance at 30 | ||||
| July 2023 | losses | June 2024 | ||||||
| £ | E | £ | £ | £ | £ | |||
| Designated funds | ||||||||
| Co-worker Fund | 101,471 | - | - | - | - | 101,471 | ||
| Revaluation Reserve | 61,030 | - | - | (4,778) | 45,450 | 101,702 | ||
| Build Project | 700,000 | - | - | - | - | 700,000 | ||
| General | ||||||||
| unrestricted funds | 4,355,279 | 4,949,324 | (4,506,584) | 4,778 | - | 4,802,797 | ||
| Total unrestricted | ||||||||
| funds | 5,217,780 | 4,949,324 | (4,506,584) | . | 45,450 | 5,705,970 | ||
| 25 | Analysis of net assets between funds | |||||||
| Unrestricted | Restricted | Total | ||||||
| funds | funds | |||||||
| £ | £ | £ | ||||||
| Fund balances at 30June | 2025 are | represented by: | ||||||
| Tangible assets | 5,588,785 | 199,000 | 5,787,785 | |||||
| Investments | 590,589 | - | 590,589 | |||||
| Current assets/(liabilities) | 1,800,277 | 102,103 | 1,902,380 | |||||
| Long term liabilities | (1,422,725) | - | (1,422,725) | |||||
| 6,556,926 | 301,103 | 6,858,029 | ||||||
| Analysis of net assets between funds - PriorYear | Detail | |||||||
| Unrestricted funds |
Restricted funds |
Total | ||||||
| £ | £ | Fa | ||||||
| Fund balances at 30 June 2024 are | represented by: | |||||||
| Tangible assets | 3,572,566 | - | 3,572,566 | |||||
| Investments | 568,262 | - | 568,262 | |||||
| Current assets/(liabilities) | 1,565,142 | 624,006 | 2,189,148 | |||||
| 5,705,970 | 624,006 | 6,329,976 |
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
26 Operating lease commitments - Group and Company
At the reporting end date the charitable company had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Within one year | 20,400 | 20,400 |
| Between two and five years | 55,420 | 75,820 |
| 75,820 | 96,220 |
The amounts recognised as an expense during the year in respect of operating lease arrangements was £20,400 (2024 - £5,780).
27 Capital commitments
As at 30 June 2025, the charitable company had outstanding contractual commitments with Watson & Cox Ltd totalling £nil (2024: £2,016,109).
As at 30 June 2025, the charitable company had outstanding contractual commitments with Stellar Building Consultancy Ltd totalling £nil (2024: £31,740).
As at 30 June 2025, the charitable company had outstanding contractual commitments with Devonshire Architects totalling £nil (2024: £53,162).
The above contracts have been entered into in relation to the redevelopment project being undertaken by the charitable company for which planning permission has been received, with amounts capitalised shown within assets under construction.
The charitable company is funding these commitments through a combination of designated reserves, restricted grants received for capital expenditure, and external borrowings.
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
28 Related party transactions
Transactions with related parties During the year the charitable company entered into the following transactions with related parties:
(1) CMKC Chief Executive Officer, Tim Davies is a director of Camphill Insurance Agency Ltd. The company was formed by the Association of Camphill Communities "AoCC”, its Board comprising representatives from member communities. The company partners with the AoCC Community members’ insurance broker to ensure the best value for money insurance cover is sourced. CMKC's CEO attends occasional meetings, any expenses being met by the company.
(2) J Moffoot, a Trustee of CMKC is also a Trustees of TFSR. As of 1st April 2022, CMKC have a partnership agreement in place with TfSR for the shared use of the Michael's Akyre premises. CMKC are responsible for providing and managing the day service provision, at its own cost and providing sufficiently trained staff to carry out the TfSR activity. Other than the agreed recharge of costs in relation to tools refurbishment activities, there is no monetary exchange for this shared activity.
(3) Training Manager, Marija Tudor is partner to the owner/director of Grant IT Ltd, the company providing IT consultancy to the charity. During the year the charity spent £40,305. (2024: £31,867), of which £nil (2024: £6,265) remains outstanding at the year end.
(4) During the year, the charitable company paid Stellar Building Consultancy £35,910 (2024: £38,940) in relation to consultancy advice regarding the development project, of which £nil (2024: £4,980) remains outstanding at the year end. E Bradley, Trustee of CMKC is a Director of Stellar Building Consultancy Ltd.
(5) During the year, the charitable company paid Stellar Developments (UK) £nil (2024: £4,996) in relation to repairs work regarding the development project, of which £nil (2024: £nil) remains outstanding at the year end. E Bradley, Trustee of CMKC is a Director of Stellar Building Consultancy Ltd.
(6) Trustee, Ian Revell is CEO of Milton Keynes Community Foundation, an independent charity from which the charitable company received £75,000 (2024: £nil) in grant income during the year, of which £nil (2024: £50,000) is included in deferred income at the year end.
29 = Events after the reporting date
After the year end, the charitable company made a further drawdown of £93,050 on its existing loan facility with CAF Bank. This drawdown completed the utilisation of the total loan facility of £1,550,000
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CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
30 Subsidiaries
Details of the charitable company’s subsidiaries at 30 June 2025 are as follows:
| Name ofundertaking | Registered | Natureof business | Classof | % Held |
|---|---|---|---|---|
| office | shares held | Direct Indirect | ||
| Camphill Contracts (Milton Keynes) Limited 02009707 |
Japonica Lane, ~Willen Park |
Non-trading subsidiary | Ordinary | 100.00 |
| South, Milton | ||||
| Keynes, MK16 | ||||
| OJY |
The company's wholly owned subsidiary, Camphill Contracts (Milton Keynes) Limited (‘Camphill Contracts’), ceased trading at the end of June 2008.
Accounts (not audited) have been filed with the Registrar of Companies.
| 2025 and | |
|---|---|
| 2024 | |
| £ | |
| Summary profitand Joss account | |
| Turnover | - |
| Cost of sales | = |
| Gross (loss)/profit | - |
| Administrative expenses | - |
| Interest payable | ~ |
| Net (loss)/profit before tax | = |
| Taxation | = |
| (Loss)/profit for the year | - |
| The assets and liabilities ofthe subsidiary were: | |
| Fixed assets | - |
| Current assets | 2 |
| Creditors: amounts falling due within one year | - |
| 2 | |
| Aggregatesharecapitalandreserves | 2 |
aay s
CAMPHILL MILTON KEYNES COMMUNITIES LIMITED
NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 30 JUNE 2025
| 31 | Cash generated from operations | 2025 | 2024 |
|---|---|---|---|
| £ | £ | ||
| Surplus for the year | 528,053 | 729,133 | |
| Adjustments for: | |||
| Investment income recognised in statement of financial activities | (47,733) | (59,547) | |
| (Gain)/loss on disposal oftangible fixed assets | (1,111) | 143,649 | |
| Fair value gains and losses on investments | (14,244) | (45,450) | |
| Investment manager fees | 4,985 | 5,744 | |
| Depreciation and impairment oftangible fixed assets | 182,492 | 167,547 | |
| Movements in working capital: | |||
| Decrease/(increase) in debtors | 537,320 | (517,674) | |
| (Decrease)/increase in creditors | (259,860) | 325,907 | |
| (Decrease) in deferred income | (35,648) | (15,339) | |
| Cashgeneratedfromoperations | 894,254 | 733,970 |
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