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2020-08-31-accounts

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RUSKIN MILL TRUST LIMITED

Charity number: 1137167 Company number: 07252866

Ruskin Mill Trust Limited (A Company Limited by Guarantee)

Trustees’ report and financial statements

For the year ended 31 August 2020

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RUSKIN MILL TRUST LIMITED

CONTENTS

Page
Legal and administrative information 1
Report of the Trustees 2
Independent Auditor’s report to the Trustees 34
Group statement of financial activities 37
Group balance sheet 38
Charity balance sheet 39
Group cash flow statement 40
Notes to the financial statements 41

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RUSKIN MILL TRUST LIMITED

LEGAL AND ADMINISTRATIVE INFORMATION

Status The charity is governed by its Articles of Association dated 12 May 2010.

A C H Gordon (Chair) H M Kippax (Vice-Chair) Dr P Gruenewald (resigned: 27 January 2020) V Wren V F B Griffiths K A Shillito P Forder C A Hindmarsh N Stuart (not re-elected: 17 February 2020) G Vassall-Adams QC J Barane C Court J T Fearnley (appointed: 16 March 2020)

Aonghus Gordon – Founder and Executive Chair Helen Kippax – Senior Executive Mentor Oliver Cheney – Director of Colleges and Rise Tara Gratton – Director of Schools and Rise Constantin Court – Director of PSTE Quality Assurance Associate Members: Kimberly Downton – Chief Operating Officer and Head of Legal Services Shazuli Iqbal – Chief Financial Officer

Lindsay Wilkinson – Head of Human Resources

• Registered office Ruskin Mill Mill Bottom Nailsworth Gloucestershire, GL6 0LA • Auditor Grant Thornton UK LLP The Colmore Building 20 Colmore Circus Birmingham, B4 6AT • Bankers Triodos Bank NV Lloyds Plc Deanery Road 12 Rowcroft Bristol, BS1 5AS Stroud, Glos., GL5 3BD • Solicitors Royds Withy King LLP 69 Carter Lane London, EC4V 5EQ

Notes: The Registered Office (above) is also the principal office of Ruskin Mill Trust. The Trustees are also Directors for the purposes of the Companies Act 2006 and company law.

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REPORT OF THE TRUSTEES

REPORT OF THE TRUSTEES

The Trustees present their Report, including their Strategic Report and Financial Statements for the year ended 31 August 2020, which have been prepared in accordance with statutory requirements, the Articles of Association and the Statement of Recommended Practice 'Accounting and Reporting by Charities'. The Legal and Administrative Information on page 1 forms part of this Report. The comparative information presented is for the twelve months from 1 September 2018 to 31 August 2019.

In undertaking their responsibilities during the year, the Trustees have given due consideration to Charity Commission published guidance on the operation of the Public Benefit Requirement.

Throughout this Report, wherever reference is made to “Trust”, this refers to “Ruskin Mill Trust Limited”.

SECTION 1: Introduction by the Chair of Trustees

In spite of the challenges and uncertainties of the last six months of the year due to the pandemic (March - August 2020), the Trust is pleased to confirm that all schools and colleges were able to remain open for its children and young adults. The Trustees are indebted to the commitment of both its senior leaders, heads of colleges and schools and all staff, specifically care-givers and education and support teams. The Trust demonstrated a remarkable adaptability, nimbleness and ongoing support, whilst some pupils and students wished to return during lockdown. Testament to this work and initiative can be seen in the current Run of the Mill publication, which highlights student and staff achievement. The Trust was able to highlight the successes in its “lockdown edition”.

Through the generosity of Commissioners, a number of students did have their education and achievements extended into the autumn term in order to complete certificates and qualifications. Trustees would like to thank commissioners for their conscientiousness and, in addition, to thank parents who were able to support their children and young adults during this time.

Towards the end of the year, the Trust started to receive a significant new intake of students which will result in the increase of children and young adults’ placements across the Trust. Trustees are very pleased to see this growth.

The Directors of Schools and Colleges, along with the Admissions and Marketing teams, have worked exceptionally hard to ensure this growth at the end of the year continued into the start of the new academic year in September.

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o Student Progress

Students have continued to make significant progress and, sometimes through extensions, many have met their targets and goals.

There has also been significant levels of progress across all schools, and particularly at Brantwood School where, in summer 2020, eight students were entered for GCSEs across eight subjects. All students passed, with 90% achieving Grades 4 – 8. Two of these students even took their exams a year early in Year 10. The subjects that students achieved GCSEs in were:

Students at Ruskin Mill Trust also make significant progress by undertaking work experience. The Trust’s embedded work experience arrangements generate a continuum from more formal learning to applied, practical and vocational learning, resulting in the making of some spectacular articles of service. In recognition of this, the Trust has started to keep records of craft items that have been made by students.

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• Current Statutory Inspection Grades

The Trust’s provisions are inspected regularly by Ofsted, Estyn, CQC and Social Care Wales. The table below summarises the current position across the whole Group in the 2019/20 academic year:

Education Care
Ruskin Mill College Grade 2 ‘Good’ Grade 1 ‘Outstanding’
Grade 2 ‘Good’ N/A
Argent College
Glasshouse College Grade 2 ‘Good’ Grade 2 ‘Good’
Freeman College Grade 2 ‘Good’ with two
‘Outstanding’ categories
Grade 2 ‘Good’
Coleg Plas Dwbl Grade 2 ‘Good’ Grade 2 ‘Good’
Brantwood School Grade 2 ‘Good’ Grade 2 ‘Good’
Sunfield School Grade 3 ‘Requires Improvement’ Grade 2 ‘Good’
Clervaux Rise N/A Grade 2 ‘Good’
Clervaux Garden
School		 Pre-registration inspection – School
has met all Independent
School Standards and is open		 Inspected and approved for
residential children’s standards
Grace Garden School Application to Ofsted submitted In process

• Governance and Senior Management

Trustees undertake a strategic review in the autumn on an annual basis. Earlier in the year, a review of the Executive Team brought to light a necessary further development. Rather than Regional Directors, a need for an approach to the specific skills that were required for the running of schools and colleges emerged, and needed strengthening and recognition.

The subsequent disestablishment of Regional Directors resulted in two new senior positions: Director of Schools and Rise, and Director of Colleges and Rise. I am pleased to confirm that Tara Gratton was appointed Director of Schools and Rise, and Oliver Cheney as Director of Colleges and Rise. The position of Chief Operating Officer (COO) remained and was seen as an emerging and necessary function for the Trust. The Trustees would like to congratulate Kimberly Downton, COO, for her exceptionally diligent work in this role, particularly through the Covid challenges.

Significant progress was also achieved by the Director of Practical Skills Therapeutic Education (PSTE), Constantin Court, and the Head of Staff Training and Development, Dr Keith Griffiths, with regards to the Trust’s new Master’s degree in Practical Skills Therapeutic Education.

Both Shazuli Iqbal, Chief Financial Officer and Lindsay Wilkinson, Trust Head of HR, attend Executive Team meetings and make an important contribution to meetings, though they and Kimberly Downton are non-voting Associate Members. From April, the Executive Team was able to call on other key Heads of Department, as and when needed.

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Helen Kippax, Deputy Chair of Trustees, has retained her role as Senior Executive Mentor and contributes greatly to the understanding by senior leaders of the Trust’s unique method, Practical Skills Therapeutic Education.

At the 2020 AGM in February, the following Trustees were re-elected onto the Board: Aonghus Gordon, Helen Kippax, Chloe Hindmarsh, Constantin Court, Guy Vassall-Adams QC, Jorunn Barane, Kerry Shillito, Vicky Wren, and Vivian Griffiths. Dr Peter Gruenewald stepped down and Nick Stuart was not re-elected; Nick was thanked for his contribution to the Trust and a gift of a bespoke glass item from Glasshouse College was presented in gratitude. James Fearnley was appointed and joined the Board in March.

The current Governance and Senior Management Structure of the Ruskin Mill Trust Group is set out below:

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• Staff Training and Research

Through its Hiram Education and Research Team (HEaRT), the Trust continues to invest in staff and trustee training which centres on Mandatory needs, Knowledge and Skills. We concentrate our educational offer on our unique method Practical Skills Therapeutic Education (PSTE) and there is now a two-week induction for all new staff which continues through to specific job-related training pathways.

Our commitment to the development of our staff’s skills and professionalism, and our unique position within the education arena, has led the Trust to a significant development. The Trust is now seeking registration with the Office for Students as a Higher Education provision in order to gain Taught Degree Awarding Powers (TDAP). This has led to the establishment of the Ruskin Mill Centre for Practice (RMCP) as a higher educational provision which will enable us, in time, to deliver, validate and award our own degrees in PSTE. We seek this form of academic independence in order to develop and externally validate our unique methodology whilst offering our staff an internationally recognised practitioner-orientated qualification.

The Master’s degree in Education (MEd in PSTE) will critically explore and examine the function and impact of the Seven Fields of Practice . This development will safeguard our method for the future and secure its authenticity and integrity, ensuring our students receive innovative research-enhanced practice.

The HEaRT team is led by a Director and Senior Manager who work exceedingly well together. They have brought renewed energy across the Trust for both method and compliance and are tasked with furthering the second of the Trust’s Charitable Objects:

“To promote research into the practice and development in these areas of education provided that all research findings will be widely disseminated.”

Further information on staff training is contained in Section 2.1 of this Report (Achievements and Performance); set out below are some developmental highlights from the past 12 months:

Seven Fields of Practice:

The Trust now runs the following courses to support a greater understanding of the Seven Fields of Practice that underpin PSTE. These are the practically applied principles that guide the student journey in Ruskin Mill Trust and its subsidiaries. In particular, these courses are aimed at improving the quality of experience in student timetables, and the residential and care offer. There is clear evidence from the current rounds of statutory inspections that both education and care have shown improvements in grades from CQC, Estyn and Ofsted.

Field Field Training Course to accompany the Field
Field 1 Genius Loci Three separate courses on Goethean Science
Field 2 Practical Skills Pedagogical Potential of Craft
Field 3 Biodynamic Ecology Growing the Land, Growing People
Field 4 Therapeutic Education The Principles of Rudolf Steiner Education
Field 5 Holistic Support and Care The Principles of Holistic Support and Care
Field 6 Holistic Medicine and Student Study Courses in holding the Student/Child Study
Field 7 Transformative Leadership Action research on one’s personal leadership
performance/resilience training

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In addition, RMCP and the HEaRT faculty offer a series of Core Programmes that create a seamless journey from induction through to higher educational achievement. Below is the current list of core programmes on offer to all staff.

Core Programmes:

Courses are part-time over one or two years, short courses over a few days, or part-time over three years for the Master's degrees.

➢ Journey of Soul into Colour (18 months)

This course is aimed at staff who want to deepen their therapeutic understanding of education. It is open to all staff but especially therapists who have not worked with Steiner’s insights previously, and craft people who work with immersion in colour. It addresses the theme of the human being as a work of art in time and space through three lenses of colour:

  1. Biography as a work in time

  2. Art therapy as a new sacred space

  3. Creating pigments from earth substances

FACULTY:

Dr Susanne Hofmeister (Anthroposophical Med. Doctor), Karin Jarman (Art Therapist), Anna Willoughby (Textiles Tutor), Richard Mace (History of Art Tutor)

➢ Biodynamic Forestry - Trees in a Changing World (1 year)

The aim of this course is to highlight the importance of forests for the future of the Earth. Through the Seven Fields of Practice , we will combine biodynamic, close-to-nature forestry principles and Goethean scientific observation with ideas and data. This course is largely held outdoors encouraging an awareness of woodland health and diversity, how to regenerate, protect and tend wooded land in tune with planetary rhythms using biodynamic preparations. It is open to all staff as well as to external participants but would be especially recommended to those who work with wood and the woodland and/or source their material from the woodland.

FACULTY:

Nick Raeside (Biodynamic Forestry expert)

➢ Pedagogic Potential of Craftwork (2 years)

This course is for staff who want to deepen their understanding of the crafts, their impact on students and their interrelationship to the other Fields of Practice. It is open to all staff but it is especially recommended for craft tutors, those who work with the crafts and those who have an oversight of arranging the PSTE experience for students. It will develop and deepen the use of craftwork as a pedagogic tool to support and facilitate educational and personal development for learners.

It is delivered regionally at Coleg Plas Dwbl, Ruskin Mill College, in the Midlands at Glasshouse/Sunfield/Argent and in Sheffield at Freeman/Brantwood.

FACULTY:

Various experienced staff in the regions and facilitated by Matt Briggs, Alan Ellsmore, Joe Moore, Julie Woods and Mike Quille

➢ Growing the Land, Growing People Biodynamic Training (2 years)

The aim of the Trust’s BD programme is to equip participants with the knowledge, skills and attitudes to become independent and confident in biodynamic working, in order to work in a biodynamic or organic holding. It provides participants with the opportunity and attributes to work with people with differing educational and developmental needs in a therapeutic context through land-based activities. The programme has two primary areas of focus: biodynamic training Growing the Land and social therapeutic education Growing People.

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FACULTY:

Various experienced staff in the regions and facilitated by Pieter Van Vliet, Berni Courts, Ed Berger and Laura Wallwork

➢ Seven Fields of Practice in Practical Skills Therapeutic Education (1 year)

This course has been designed to introduce participants to the unique vision, values and methods of Ruskin Mill Trust while aiming to help participants forge a personalised learning journey through the Seven Fields of Practice, in order to deepen and broaden the individual’s and the Trust’s understanding and application of these themes. It aims to raise awareness and understanding of the Seven Fields of Practice and PSTE, through experiential workshops, presentations and reflective practice and discussions. This course is aimed at staff who wish to deepen their understanding and further their application of the Trust’s method, especially those who are involved in middle and senior management positions, in order to provide the most beneficial therapeutic and educational conditions for the Trust’s students and staff.

FACULTY:

Matt Briggs, Helen Kippax, Constantin Court, Keith Griffiths and other experts of the Trust

➢ Holistic Practices in Nutrition (4 days)

This course is designed to enable all persons working directly in education, care and social enterprise settings to connect with the potential of a practical food culture that has health, nutrition and wellbeing at its heart. The course is a symbiosis of biodynamic agriculture, current medical understanding of the human microbiome and the implementation of holistic support and care. This course is open to all staff as well as external participants but is aimed especially at all staff involved in food preparation.

FACULTY:

Berni Courts and external experts in the field

➢ Homemaking (4 days)

This is a fundamental aspect of the Trust’s method of PSTE and is centred around a set of Seven Care Qualities. The Seven Care Qualities provide a framework and context for person-centred residential care and learning. The course is open to all staff but aimed at staff who work in a residential setting. FACULTY:

Sofie Rasmussen and other experts in the field

➢ Two Goethean science courses (Fourfold over 4 weekends, and Polarities over 1 w/e)

These courses invite participants to experientially and comparatively work with Goethean science in either professional or personal practice. Goethean science differs from present day mainstream natural science in both methods and aims. The boundaries of mainstream science lie in the ideals of objectivity, detachment, analytical fragmentation and the constraints of hypothesis testing. Goethean science broadens the boundaries to acknowledge that the observer and what is observed are in a state of relationship rather than detachment, and that knowledge can emerge out of the relationship established through accurate observation and subsequent meditative work. Both courses are open to internal and external participants.

FACULTY:

Troy Vine, Judyth Sassoon, Simon Reakes

➢ Leadership in Health and Social Care Level 5 (PSTE) (2 years part-time)

This qualification provides a deepening of the Ruskin Mill approach to care as well as the skills and knowledge required to manage, practise and lead others in adult health and social care provision or in children and young people’s services. While providing an externally recognised qualification, this course gives care managers the opportunity to deepen their understanding of the Seven Fields of

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Practice as they are applied in the residential setting and gives them the insights and tools to run a high quality Ruskin Mill care home and residential service.

FACULTY:

Leigh Bown, Sofie Rasmussen and other experts

➢ Neurotypical Steiner Educational Insights (1 year)

This course aims to provide a broad outline of Rudolf Steiner’s indications regarding physical, emotional and spiritual development from birth to young adulthood. The course is for middle and senior managers within the Trust to support them deepening their pedagogical insights. While giving Steiner’s insights into neurotypical child development, this course allows staff to deepen their understanding into the underlying developmental principles of PSTE and the Seven Fields of Practice . Three primary themes are explored and woven through these topics:

  1. An introduction to principles and primary indications of Steiner’s anthropology and psychology

  2. Pictures of the differentiated human organism

  3. Reflections on the developmental phases from infancy to adolescence

FACULTY:

Trevor Mepham

➢ Singing for Wellbeing with Tonalis (1 year)

This groundbreaking, inspiring and practical training represents one of the first detailed explorations of the use of singing for therapeutic purposes. It will explore new paradigms in the emerging field of singing therapy in an exciting marriage of vocal, medical, cross-cultural, psychological and metaphysical perspectives.

The course is for those who work with their voice – musical knowledge is required.

FACULTY:

Michael and Lorin Deason-Barrow (Tonalis)

➢ Catherine Grace Biodynamic Gardening Course (6 months)

This innovative biodynamics course helps participants to develop a therapeutic relationship to the Earth and the human being. The course works out of the Trust’s pedagogical method of PSTE and will be of interest to educators, potential teachers, and other interested persons. This is a new course that will be held once a month, on a Saturday. The course is drawn from the very rich biodynamic training that has been on offer for several years to staff, guests, volunteers and biodynamic apprentices.

FACULTY:

Peter van Vliet and colleagues from Ruskin Mill Trust

➢ Lillehammer Master’s Degree Course

This year is the final year that the Trust will co-create a Master’s degree with Lillehammer University in Norway. This is due to two reasons; firstly, there was a lack of candidate uptake from Norway and secondly, because of Ruskin Mill’s own endeavour to offer a Higher Degree – see Ruskin Mill Centre for Practice. However, the Trust has six staff who are currently completing their final year of the Lillehammer Master’s – via their thesis projects. The Trust is also pleased to confirm that, with the six who will complete this year, the total number of staff who have graduated with an MA in Special Education in PSTE is 44. The result of this investment in higher education and research is to further enhance the quality of experience for students at the Trust’s centres.

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PhD research:

In addition, the Field Centre is pleased to confirm its responsibility for undertaking PhD level research, specifically research to ensure the vibrancy and quality of the Trust’s method. To further this the Trust is sponsoring the following PhD research in collaboration with these universities:

MEMBER OF STAFF
UNIVERSITY
FIELD OF PRACTICE		 MEMBER OF STAFF
UNIVERSITY
FIELD OF PRACTICE		 MEMBER OF STAFF
UNIVERSITY
FIELD OF PRACTICE
1. Berni Courts
Coventry University
Field 3 Biodynamic Ecology
2. Vicky Wren (trustee)
Exeter University
Field 4 Therapeutic Education
3. Matt Briggs
Sheffield Hallam Uni.
Field 2 Practical Skills
4. Constantin Court
Sheffield University
Field 4 Therapeutic Education
5. Ricardo Pereira
Coventry University
Field 3 Community Supported Agriculture
6. Simon Reakes
London University
Field 1 Genius Loci

• Marketing and Admissions

Over 50 meetings with Commissioners from different local authorities took place and we have also joined a number of new frameworks which is excellent news.

Significant time was spent on the pipeline for Clervaux Rise and this is now paying dividends with the hope that the service will be at capacity by the end of January 2021.

With the introduction of more schools in the Trust we have been able to have more students move from our schools into our colleges and the introduction of the Gateway and Rise programmes have enabled more students to remain in a Trust programmes for longer.

There has been a 22% increase in the number of pupils and students over the last two years.

• UK Developments and Collaborations

Grace Garden School at Cherry Orchards: In 2018, at the Foundation in Bristol, the Trust launched the intention to open a Rudolf Steiner specialist garden school in the Bristol area in 2021, to be named the Grace Garden School. In January 2020, the Trust was approached by trustees of Cherry Orchards with an opportunity to purchase the site and 18 acres of of land, including some outstanding buildings. Ruskin Mill Land Trust completed this purchase on 10 November 2020 and the expectation is that the Catherine Grace Trust will be able to open the school in May 2021. The development team that has been assembled has been able to work with exceptional speed in recruiting outstanding senior leaders for the project. They have also maintained goodwill between the trustees of the Ruskin Mill Land Trust and those of Cherry Orchards, and this has facilitated a very positive handover. Ruskin Mill Trust’s trustees would like to thank the trustees of the Catherine Grace Trust for their generous donation in support of the purchase of the Cherry Orchards site and its development as a specialist school.

Coleg Ty’r Eithin: The ownership of the Ty’r Eithin site will eventually be held by the Tir Ceridwen Land Trust, a subsidiary of the Ruskin Mill Land Trust that accommodates Welsh land and property. The Trustees of Ruskin Mill Trust are delighted that the team assembled to initiate and develop this project was able to get the first phase complete and ready for Coleg Ty’r Eithin to open in September 2020. A particular gratitude needs to be accorded to the Principal of Coleg Plas Dwbl, the Director of Colleges and the senior leadership team of Ruskin Mill College, to have achieved this milestone on schedule for the first student intake. Future development plans are also afoot. The expectation is that students from the Swansea and Llanelli areas will be able to apply directly to Coleg Ty’r Eithin. The Trustees are particularly grateful to the

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biodynamic land management team in bringing forward the opportunity for Demeter certification. The farm site is approximately 80 acres with grazing rights over a further 200 acres. The trustees of Ruskin Mill Trust would like to thank the Ty’r Eithin Farm Ltd trustees for their generous donation of the whole of Ty’r Eithin.

Trigonos: During the course of the year, the Trust was approached by the Chair of Trigonos to develop a possible merger. The Trustees agreed to a two-part process. Stage one was for Ruskin Mill Trust nominees to step onto the Trigonos Board to review strategy and financially support a review of the whole enterprise. Trigonos was in a position to continue offering bespoke, residential, educational conferencing and hospitality, along with excellent facilities for catering. It was also clear that Trigonos could provide bespoke and outstanding facilities for students from Ruskin Mill Trust colleges to gain hospitality and catering qualifications. The Trust sees Trigonos as a social enterprise centre with a specific link to the expertise of Glasshouse College. During the financial year of 2021/22, Trigonos’s land and property may then move to the Tir Ceridwen Land Trust, whilst Trigonos Ltd, the operating company, provides bespoke catering and hospitality services for students as part of the Ruskin Mill Trust Group. Trigonos is an outstandingly beautiful 20-acre site within the Snowdonia National Park. The Trust has appointed a biodynamic land manager and has also retained a number of Trigonos staff to develop the project. The Trustees of Ruskin Mill Trust would like to thank the Directors of Trigonos for this initiative and the potential that it has to offer the Trust’s beneficiaries.

• International Developments and Collaborations

September 2019: Ruskin Mill Trust was asked to present at the International Forum in Dornach, Switzerland, on the essence of its method, Practical Skills Therapeutic Education.

October 2019: In October, a visit to Aurland on the west coast of Norway, as part of an EU funded ERASMUS eco-entrepreneur partnership, enabled Trust staff to deliver a number of lectures and workshops. Participants were from a number of different Nordic centres of eco-entrepreneurship and education, as well as students from an organic training University in Aurland.

November 2019: Ruskin Mill Trust delivered the fourth module of Growing the Land, Growing People in Shanghai. It was well attended; however, the April 2020 module was postponed for the time being due to Covid.

December 2019: Ruskin Mill Trust was invited to present to an international social forum in Sekem, Egypt. This resulted in further requests for the Trust’s Practical Skills Therapeutic Education to be presented to the Heliopolis University students in June. Unfortunately, this event was postponed due to Covid. A future date is in discussion.

January 2020: The Trust was invited to present on its unique practical skills curriculum at the India Autism Centre in Kolkata, as part of a three-day research collegium. Ongoing collaboration has resulted in an invitation to a future presentation at the next Neurodiversity Conference regarding the artwork of neuro divergent children and young adults.

Foreign delegations:

March 2020: An Erasmus collaboration with the Trust brought a team from Lautenbach, Germany, to visit Ruskin Mill College and Coleg Plas Dwbl, just before the first lockdown. The insights that were shared with regards to composting were particularly significant for the development of Ty’r Eithin and that of the wider Trust.

April 2020: The Trust continued to facilitate discussions between Nanjing University and the Field Centre. Again, the visit of Nanjing University delegates had to be postponed in April due to the pandemic.

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In addition, Ruskin Mill Trust is pleased to have been able to continue with the research on the Temple Wilton Community Supported Agriculture (CSA) farm in New Hampshire. The recent appointment of Ricardo Pereira succeeds that of Maya Wren who was not able to continue. This collaboration between the Field Centre and the University of Coventry’s Centre for Agroecology, Water and Resilience (CAWR) is part of the theme of the de-commodification of agriculture.

The Masters with Inland Norway University is not proceeding this year but a new development with student placements from their BA in Special Needs Education should proceed in 2021. Students on the existing Master’s degrees are currently completing their theses.

• Awards and Fundraising

The fundraising team is pleased to have successfully supported some great new initiatives across the Trust. Sixty different trusts and foundations gave grants this year, plus we received numerous donations from organisations and individuals, including legacies and gifts in memoriam. A young relative of a Sunfield student shaved his head and raised £1000 for the school. Key highlights:

The Hive Café and Bakery in Birmingham’s Jewellery Quarter won Gold at the national 2020 Visit England awards. During an online ceremony, the popular community hub claimed the top prize in the Ethical, Responsible and Sustainable Tourism category, recognising tourism businesses committed to being sustainable, responsible and ethical in how they operate and interact with customers, the wider community and the environment.

The construction of the Wool Barn at Gables Farm is finally underway and we are still approaching more funders to get it completed and fitted out next year. We would particularly like to thank the Sedbury Trust, The Sterling Charity, Joanies Fund, and the Worshipful Company of Woolmen for their generous support. Gables Farm has also benefitted from a new (second-hand) tractor and farm equipment funded by the Albert Hunt Trust, Jack Lane Charitable Trust, Renishaw's Charities Committee, The Rowlands Trust, Percy Bilton Charity and The Ammco Trust.

We are very grateful for the support of the Peter Harrison Foundation, the Laing Family Trusts, the Geoff and Fiona Squire Foundation and the DM Thomas Foundation for the lovely new hall at Brantwood School.

Vale Head Farm has a new composting zone, vital for enriching the sandy soil in Kinver, funded by the Cadent Foundation and the PF Charitable Trust. We are delighted that the project is featuring as a case study in the Cadent Foundation Annual Report.

There has also been generous support for the establishment of Coleg Ty’r Eithin with a new green woodwork workshop and equipment for willow weaving, felting, the forge, and beekeeping equipment. Our thanks go to the Alpkit Foundation, Tesco Bags of Help, DPD Eco Fund, Ironmongers' Company, Oakdale Trust, Waterloo Foundation and the Dwr Cymru Community Fund.

The Fold Army Family Centre at Clervaux has also benefitted from the continued support from the Army Central Fund and the Army Benevolent Fund, and courses funded by North Yorkshire County Council. The official opening was delayed due to Covid, but activities have now resumed with plans for a celebratory launch when Covid restrictions are lifted.

• Conferences and Festivals

As close as possible to Sunday 29 September 2019, Ruskin Mill College held their annual Michaelmas Festival. The students wrote down their challenges on a piece of paper to post into a dragon’s mouth to be burnt later. Two members of staff delivered a dragon chant, as if appeasing the dragons from ancient times. Sir ‘Markmas’ (Mark), rode his horse bike on the grass and bravely tamed the dragon with his taming stick. Alex also had a go at taming the dragon outside the shop. Tutor Richard Turley told a story about Michaelmas and then everyone went to have some apple juice from a barrel. The juice was from the apples that were picked and pressed from the valley orchard.

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Advent was celebrated with an advent spiral in all of the Trust’s centres. Everyone lit their own candles and spent some time in quiet reflection and listened to advent stories and music.

We would like to thank our Patron, Karen Morgan OBE, for her continued and active support for Ruskin Mill Trust.

Aonghus Gordon – Chair of Trustees

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SECTION 2: Strategic Report

2.1 Achievements and Performance

• Report from the Executive Team

The operational complexity of Ruskin Mill Trust has been tested during academic year 2019/20. First Brexit and then the ongoing Coronavirus (Covid-19) pandemic have required detailed contingency planning and a careful and coherent connection between the delivery of education and care and the operational services supporting that delivery, all to ensure that the student experience and delivery of PSTE and the Seven Fields of Practice has not been compromised. This summary of the Executive Team’s oversight and monitoring focuses on (i) the Trust’s response in the Coronavirus pandemic; (ii) a restructuring of the membership and focus of the Executive Team and (iii) objectives for 2020/21.

Coronavirus Pandemic

From early 2020, the Coronavirus pandemic dominated the academic year. The Executive Team convened the Business Continuity Response Team to lead the contingency planning in respect of the pandemic which was often fast moving and constantly evolving. The Trust’s Covid-19 strategy operated on two levels:

  1. Central RMT guidance that applied nationally across all RMT Group provisions (Covid-19 contingency planning remained a standing agenda item of the weekly Executive Team meetings); and

  2. Local provision-based emergency response and contingency planning which was led by the Provision Leader in each case and informed by local public health guidance.

It is a credit to the Trust how well staff responded to the pandemic; the dedication and care shown no doubt greatly benefited the children and young adults whom it serves.

The success of the Trust’s Covid-19 strategy is demonstrated by the fact that all RMT Group provisions remained open throughout the national lockdown providing, at the height, in-person support to around 70 children and young adults. Few specialist providers were able to respond in the way that the Trust did and many were closed either partially or in full.

While the Government had lifted all expectations regarding educational delivery, the provisions endeavoured to ensure that students experienced ‘normality’ in their day-to-day curriculum and activities where possible. On-site provision-delivery was quickly adjusted and students benefited from the Trust’s flexible PSTE curriculum, focussing on delivery outdoors in our farms, gardens and woodlands. For those children and young adults for whom it was safe to stay at home, the Trust provided outreach and distance learning. Craft and home learning packs were sent to students which included seeds and compost for planting, clay, willow and wool flowers, puppet making, felting, art supplies, wood, music and drama, functional skills sets and Easter activity packs. Across the Trust, vegetable boxes continued to be distributed to local communities; these were full of produce that had been grown, nurtured, harvested and packed by students as part of their PSTE programme.

Throughout the year and notwithstanding the challenges posed by teams dispersed and working from home in many cases, the Trust’s Central Services continued effectively to support the delivery of services:

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Strategic and Operational Management: Colleges and Schools

In June 2020, the Trustees reviewed the effectiveness of the regionalisation approach that had been implemented during the previous academic year. It was agreed that this approach had not worked in practice and had hampered cross-Trust cohesion and collegiate working, in particular between colleges and schools respectively. To address this, the Trustees approved a shifting of the strategic and operational management from a regional basis to one that mirrors the RMT Group’s two core business streams: colleges and schools. The three Regional Director roles were replaced with two Directorships: one overseeing colleges and one overseeing schools, both working closely with the Director of Practical Skills Therapeutic Education and overseen by the Executive Chair. The role of Senior Executive Mentor was unchanged. It was agreed that the Executive Team would continue to manage the network of cross-Trust Central Services, with line management of the Trust Heads of Services shifting to the Executive Chair and COO during the academic year 2020/21.

Objectives

It is worth noting that Ruskin Mill Trust is at a pivotal moment, with a new overarching governance strategy to be agreed; planning is in the early stages to implement this and the ‘post-Covid world’, potentially coalescing around health, nature and the outdoors and education (particularly kinaesthetic learning). The Trust wants to take a bold and confident stance over the coming years, championing craftwork, biodynamic ecology and Steiner’s insights into human development to lead a pedagogical movement - backed by research.

With this in mind, the Executive Team will have a pivotal role in supporting and ensuring the good governance of the Trust. Good governance is what enables a charity to deliver its charitable objects. While the following may seem small-scale targets, the cumulative effect of a strong Executive Team, strong oversight of provisions and a strong administration of Central Services will only help the Trust further in delivering its aims. What are the overarching objectives for the Executive Team?

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• Staff Training and Research

The Hiram Education and Research Team (HEaRT) is responsible for the Trust’s staff training, education and development. Through high quality and timely training, HEaRT seeks to equip staff with the skills, abilities and knowledge they require to do their job in order that students are safe and receive a high quality and effective educational experience, working through the method of Ruskin Mill Trust. Over the past four years, HEaRT has steadily increased the amount of training under these categories:

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The charts below illustrate both the number of Training Sessions and the number of Training Occurrences (this is the number of Training Sessions multiplied by the number of staff attending each session) over the past four years. The data demonstrates that through this year (and specifically through the outbreak of the pandemic), HEaRT has continued to offer a congruent service.

During the academic year 2019/2020, there were 1,344 individual training sessions. Comparatively, in 2018/2019, there were 1,350 individual training sessions cross-Trust. This is a decrease of only six individual sessions.

The 1,344 training sessions created 13,159 training occurrences cross-Trust. When compared with the same data of 2018/2019, (of which there were 14,935 training occurrences cross-Trust) we see a significant decrease. This decrease in occurrences between the academic years can be attributed to the Covid-19 pandemic. While a small number of face-to-face sessions were able to go ahead, the restrictions on group size affected the number of people who could attend.

Moreover, HEaRT also increased its online offer. In addition to the above data, 3,580 online training sessions were completed and certificated compared with the previous year of 873. This equates to a significant 76% increase on last year. This is due to the mandatory trainings being moved to an online format.

Feedback from colleagues has been positive and demonstrates how well received training sessions have been, particularly in relation to content and the trainers. Comments tell of improved confidence, knowledge and understanding of the subject being taught and, ultimately, an improved ability to understand, appreciate, work with and support students:

----- Start of picture text -----
Total Training Sessions
1600
1400
1200
1000
800
600
400
200
0
2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
Total Training Occurences
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14000
12000
10000
8000
6000
4000
2000
0
2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
----- End of picture text -----

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The positive data was also backed up by very encouraging comments from participants, some examples of which are:

2.2 Financial review

Total student and pupil numbers grew during 2019/20 to 287 by the close; they stood at 292 at the beginning of the 2020/21 financial year in September 2020 and are expected to grow to well over 300 by the end of 2020/21. Monthly Management Accounts and Cash Flow Forecasts are scrutinised initially by the Executive Team before being reported to the Finance Sub-Committee and then to the Board of Trustees. High agency staff costs were of increasing concern during the year and external consultants were commissioned to assist the Trust in analysing the causes and developing solutions.

• Consolidated Performance

The consolidated financial statements for 2019/20 include the results of the Trust’s subsidiary companies for the full twelve months. Trustees value the consolidated deficit of £445,283 made during the year (2019: Surplus of £1,035,041).

• Investment powers, policy and performance

Investment powers are governed by the Trust’s Memorandum and Articles of Association and permit the Trust’s funds to be invested in a wide range of assets.

• Reserves policy

The Trustees review the charity’s financial plans and results regularly throughout the year. This is done through monitoring income and expenditure against budget forecasts and monitoring cash flow forecasts across the whole Group. The Trustees feel it prudent to build the level of reserves on an annual basis with the purpose of ensuring that the charity has sufficient reserves to act as a buffer against unexpected drops in income or increases in expenditure. The reserves currently held in the Group at year-end are £3,746,956 ( 2019: £3,329,924 ) restricted and £3,390,219 ( 2019: £4,252,534 ) unrestricted. Within the charity there are £2,895,640 (2019: £3,104,690) unrestricted and -£ 2,496,327 (2019: £979,134) restricted reserves at the year-end.

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2.3 Risk and uncertainties

These are the key risks and uncertainties facing the Ruskin Mill Trust Group. They have been drawn from the Risk Register 2020/21

Strategic Risk Specific Risk Comments/Mitigation
Declining long
term demand for
the Trust’s
services		 Lack of Strategic Planning
and Provision
Development Planning
Failure to respond to
national priorities and/or
react to changes in the
regional economy which
could reduce external
funding
Failure to meet demand
for places on programmes
or to provide sufficient
residential places
Failure to maintain
effective relationships with
external partners and
stakeholders and maintain
the support of
stakeholders and partners		 The Trust’s Strategic Direction is discussed
annually at the Annual Strategic Review in the
autumn; this forms the basis for Strategic Planning.
From this, the Executive Team drives and co-
ordinates the Trust’s short, medium and long-term
strategy and planning
The Marketing and Admissions Team is mitigating
this risk by good planning. Business Development
Managers share all relevant horizon scanning
guidance and proposals. The Head of Admissions
reports to the Executive Team and the Trust’s
Finance Sub-Committee
Continuous review of pipeline and workforce
planning, including housing availability, drives
where stock is short. The Directors of Colleges and
of Schools deliver strong residential offers at each
provision
Lack of stability in local authority funding continues.
However, relationships with local authorities are
generally strong and developing well.
The Covid-19 pandemic has limited face-to-face
meetings and events for local partners,
stakeholders and parents. The Trust has built
a strong online presence to offer as an alternative
means of engagement
Loss of
reputation		 Failure to maintain the
profile and reputation of
the Trust’s provisions
Breach of confidentiality
leading to a loss of
reputation and potential
legal action
A provision becomes
liable for damages as a
result of legal action		 The Trust’s Marketing Strategy continues to be
implemented and is kept under review. A new
website is under development and additional
resources are being deployed to social media to
counter a lack of face-to-face opportunities
Staff training on GDPR and the need to read
policies is raising staff awareness about breaching
confidentiality. The appointment of an external Data
Protection Officer is strengthening GDPR
compliance and staff training
The in-house legal team monitor areas of risk and
are on-hand to take action promptly and evaluate if
further action is necessary. Insurance cover is in
place and PR adviser is on retainer

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Poor Inspection results
cause funders to lose
confidence in a provision
Student safeguarding
and/or staff issue results
in adverse publicity for a
provision or the wider
Trust
Fraud/financial
irregularities are
discovered in the Trust		 Each Provision Leader and Head of Department
takes responsibility for ensuring that their area is
working within the relevant inspection framework.
This is backed up with regular internal QA visits and
mock inspections led by the Executive Team,
Trustees and external consultants. Specialist
Education and Care advisors continues to provide
support and advice
The Director of Schools now holds cross-Trust
responsibility for safeguarding, supported by a Trust
Head of Safeguarding, both of whom work closely
with the Trustee lead for Safeguarding and the
Designated Safeguarding Leads and Provision
Leaders across the Trust. Data is provided to local
Management Teams and the Executive Team
weekly, is reviewed across the Trust monthly and
reported to Trustees at all Board meetings. The
Director of Schools and the Trust Head of
Safeguarding review the cross-Trust position,
identifying trends and developing actions
accordingly, including networking with external
agencies. Safeguarding knowledge and support is
provided to all individuals attending/visiting Trust
sites. Safeguarding and associated trainings are
provided to all staff to maintain and update their
knowledge
Finance procedures and segregation of duties are
implemented and monitored regularly, and are
checked during the annual Audit
Poor
educational
performance		 Failure to engage with
learners and achieve
targeted learner outcomes
Failure to develop and
deliver an appropriate		 Improved communication and engagement with
Quality Improvement Plans (QIPs) mitigates this
risk. The Data Manager supports the tracking of
achievement targets and provides regular feedback
to Local Management Teams and the Executive
Team. A wide-scale review of progress data has
resulted in improved assessment and tracking tools
and improved reporting. A university research
project has been commissioned to review the
quality of data collected by the Trust to assess
progress and learner outcomes. Improved joining
up with the Trust’s PSTE Sub-Committee is
ensuring that learner outcomes are embedded
within the PSTE method
Curriculum development for both Colleges and
Schools remains a priority for 2020/21. The Covid-
19 pandemic has disrupted the QA cycle. The QA
framework for 2020/21 will continue to focus on

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curriculum and embed
high quality teaching
Failure to engage
effectively with learners in
the wider life of a
Provision
Inability of a provision to
develop the estates and
facilities to support the
curriculum and any
changes to it
Failure to identify a
student causing concern		 teaching and learning with increased lesson
observations and book checks. This will be
monitored and reported on centrally. A review of the
Teaching and Learning Policy will be finalised and
embedded with the Trust during this academic year
All of the Trust’s English adult residential services
are now formally registered. This will further
improve the integration of day and residential and a
deeper understanding of the Trust’s 24-hour
curriculum
A review of the maintenance team structure is
underway to improve the planned development of
the Trust’s estates and facilities. Greater emphasis
is being placed on the importance of aesthetics and
the learning environment and its impact on learner
outcomes
A student At-risk Register is completed on a weekly
basis at provision level. Students at high risk of
placement failure are discussed at Executive Team
meetings weekly and support strategies agreed
Falling behind
competitors		 A provision’s facilities fall
behind those of
competitors leading to the
slow decline in the
number of students
A provision is undercut by
a competitor		 This will be mitigated through the continued
development of provision/site facilities, the
development of marketing strategies to promote the
special qualities and features of each provision
based on its location and the continued
development of good relationships with local
authorities. The strength of the Trust’s outdoor
curriculum has proved invaluable during the Covid-
19 pandemic and it is leading the market in this
area; parent choice is driving interest in a PSTE
curriculum and learning environment model
Marketing strategies continue to be developed
which promote the USP of each provision. A
wholesale review of programmes and fee structures
continues
Ineffective
governance,
leadership and
management		 Failure to provide
effective governance,
leadership and
management		 A new Accountability Framework, charting the
responsibilities of the three layers of governance, is
being embedded. A wholesale review of the Trust’s
overarching Governance Policy is underway.
Regular reporting by Provision Leaders to the
Executive Team, along with QA visits allows
continued monitoring and oversight, and the early
identification of any areas of weakness

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Change in senior
leadership
Failure to maintain current
workforce skills and
effectively manage
provision workforce
planning and
development
Failure to achieve
statutory
compliance
Failure to meet a
provision’s commitment to
equalities, access and
inclusion
Failure to invest in the
physical assets of each
provision
Failure to effectively
monitor a provision’s
performance against its
objectives and targets		 Management Training programmes are provided for
senior staff, and succession planning is under
regular consideration by the Trustees and at all
management levels within the Trust. The Directors
of Schools and of Colleges are working across their
respective stream to stabilise senior leadership
within individual provisions. The Director of PSTE
and the Trust Head of Staff Training and
Development are also working on improving
support and training for both new and existing
senior leaders
Succession planning continues to be given close
attention across all areas of the Trust and is
reviewed regularly by the Executive Team.
Promotion of staff is encouraged including
secondment opportunities. Staff training
programmes are in place to develop skills and
knowledge
This is monitored through the results of Statutory
Inspections (Ofsted, CQC etc), reports from the
Executive Team to the Board of Trustees, reports
from Provision Leaders to the Executive Team and
QA visits. The Trust’s Head of Legal Services is an
Associate Member of the Executive Team and this,
together with a strong team of Trust Heads of
compliance and other central services, greatly
assists the Trust to adhere to its statutory duties
This is mitigated through E&D and disability training
for all staff, wide-ranging opportunities for
succession within the Trust and ongoing
assessments, maintenance and improvements of
access and facilities for staff and students
Maintenance schedules have been prepared in
each area and an increased budget capacity has
been agreed for 2020/21. The goal of establishing
3-year Maintenance Plans remains and specific
capital investment projects at each provision are
considered regularly, in association with reports to
the Trust’s landlords, for inclusion in their Capital
Programmes
Directors of Colleges and Schools monitor this
closely. Each Provision Leader provides their
respective Director with weekly updates. Directors
then report on these to the Executive Team weekly
and to each meetingof the Board of Trustees

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Failure to motivate and
engage with staff in
contributing to the setting
of objectives and targets
Failure to communicate
clear vision, aims and
objectives
Failure to plan for the
adverse effects of
external factors on a
provision’s ability to
maintain its business
Inability to attract quality
staff and retain existing
staff		 Staff morale and engagement are monitored by the
Executive Team and this is backed up with regular
visits to each provision by senior Trustees.
Excellent practice is acknowledged and annual
PDRs are now wholly aligned with the Trust’s
vision, values and objectives
The Trust’s vision, aims and objectives are
communicated through its marketing strategy,
central admissions team, website and events. This
is enhanced by staff newsletters and continued
access for staff on to training programmes in the
Trust’s method
Trustees and the Executive Team regularly review
the development of alternative business and
funding streams for the Trust
The Trust invests heavily in staff training and
development and provides opportunities for internal
succession, promotion and secondment. A review
of the Trust’s recruitment strategy is underway
Deterioration in
the quality of
service		 Failure to embed a culture
of quality enhancement
and improvement
Inappropriate/inadequate
education provision
results in the withdrawal
of funding
Overstretched resources
result in poor service
delivery
Failure to maintain staff
morale leading to poor
standards		 The College/School improvement and QA cycles
have been formalised and the Learning and Quality
Working Group continues to embed cross-Trust
protocols. The development of a QA process for
Central Services is underway
External education and care consultants provide
critical advice and support. This supplements the
Trust’s internal QA visits with action plans.
Monthly meetings to review each Provision’s
operating budgets take place between the relevant
Director, Provision Leader and Chief Financial
Officer. This is complemented by enhanced
reporting to both the Executive Team and the
Trust’s Finance Sub-Committee
The continuation of effective and regular
supervision/line management to ensure staff feel
supported and able to achieve targets. This will be
supplemented by the introduction of a mentoring
scheme and improved support for newly recruited
staff, in particular support workers and other
student-facingroles, and regular staff meetings with

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Failure to ensure that staff
are trained and capable of
performing their duties		 clear communication relating to provision matters
plus regular internal updates from different sites
delivered to all staff
The Trust continues to invest heavily in staff training
and reviewing/improving the positive impact this
investment makes on each area
Failure to
comply with
employee
legislation		 Employment claims and
regulatory non-
compliance		 The Trust employs a team of qualified HR
professionals, supplemented by access to external
specialist HR advisors. Strict monitoring is carried
out on all new staff and staff personnel files and the
Single Central Record is updated regularly
Financial risks Government funding
changes significantly,
reduces income and
impacts on cash-flow and
financial viability
Major deterioration in
student numbers due to
ineffective marketing, an
uncompetitive fee
structure or the inability to
innovate
The standard of the
Trust’s residential service
deteriorates
The Group’s Budget is
inaccurate and makes
over-optimistic
assumptions about
income		 Government policy and new initiatives are
monitored closely by the Executive Team to enable
effective forward planning and to mitigate any
negative impact. Hand in hand with this, the Trust
continues to explore new business opportunities to
diversify income streams, such as the successful
strategy of developing additional school provision
and the launch of the Gateway and Rise
programmes for post-College opportunities
Continued development of the central admissions
function with clear marketing and outreach
strategies in order to grow the student pipeline,
backed up with continued investment in Research
and Development and innovation. The development
of a new Trust website, the continuation of the
policy of inter-Trust movement of student
placements and external and internal reviews of the
Trust’s fee structure
Particular attention is paid to ensuring that the
Trust’s care provision is of the highest standard,
particularly at Ruskin Mill College where residential
student numbers/income is highest. Intervention by
the Trust’s Head of Residential where required and
to support CQC Inspection readiness. Continued
development and improvement of the 24-hour
curriculum to promote the positive benefits of
residential provision
The Budget is prepared by the Chief Financial
Officer following detailed scrutiny of student
number/income forecasts by the Finance Sub-
Committee. Each Provision is allocated its own
Budget as is Central Services. A Budget review is
conducted in January based on the Group’s
financial performance during the first four months of

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Regular monitoring of
performance against
budget does not take
place resulting in major
overspend
Inadequate financial
controls in place resulting
in inaccurate
reconciliations/fraud/error
Inability to control staff
costs
Failure to respond to
variations in funding
Capital Projects run over-
budget or the contractor
goes out of business or is
in dispute with the Trust
Inability to maintain cash
flow due to local
authorities not paying or
delaying the payment of
fees		 the year and updated student number/income
forecasts
Monthly Management Accounts are scrutinised by
the Executive Team and any variations in
performance against budget are picked up and
appropriate action taken. This is backed up by
monthly meetings between each Director, Provision
Leader and the Chief Financial Officer, and the
introduction of a new real-time Accounting system
The Accounts are audited annually by external
auditors who would pick up anything significant.
Financial protocols are monitored by the Chief
Financial Officer and the Finance Team. Finance
staff attend fraud awareness and prevention
training. This is all aided by the introduction of a
new real-time Accounting system
All recruitment requests have to be approved by the
Executive Team and are linked strictly to budgets.
Strict protocols are in place regarding the pre-
approval of overtime and enhanced monitoring and
reporting is in place for the use of agency staff
All student costings are approved by the Chief
Financial Officer and are checked by the Contracts
Liaison Officer before being submitted to Local
Authorities
Capital Projects are developed in close association
with Ruskin Mill Land Trust and relevant
professional expertise regarding design, monitoring
and contract management. A schedule of approved
contractors is being developed
The Chief Financial Officer and Directors/Provision
Leaders monitor which local authorities are not
paying or are delaying payment. Significant
outstanding invoices are brought to Executive
Meetings monthly and the Head of Legal Services
is involved where necessary. Further Finance Team
resources are being deployed to monitor and chase
contracts and late payments
Non-compliance Failure to promote a
culture of safety in the
provisions with
appropriate systems and
procedures		 This risk is mitigated through Health & Safety and
Safeguarding training for staff, Health & Safety and
Safeguarding Audits, regular communication with all
staff in morning meetings and updated policies. The
Safeguarding Manager updates staff on
safeguardingthemes on a weeklybasis. There is

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Failure to comply with
Health & Safety
legislation, including fire
safety and food hygiene,
results in an employee,
student, third party injury
Security breach/loss of
data becomes corrupted
and unavailable
Inadequate/out-of-date
policies in place
Inability of a provision to
comply with the
requirements of statutory
regulators and agencies		 also regular monitoring of accident statistics. The
Trust Head of Health & Safety monitors and drives
improvement and compliance across the Trust, all
coupled with improved budgetary planning to
support compliance

Risk Assessments are in place for all individual
students and activities. Health & Safety monitoring
and audits take place regularly to ensure
compliance. Regular Health & Safety training raises
staff awareness of potential Health & Safety risks
The Trust has a Data Protection Compliance Team
in place to monitor breaches and train staff.
External specialist support is now in place to
complement tight protocols around information
security and frequent back-up of soft data enables
data to be retrieved in emergencies as necessary.
Improved training is underway and the Trust is
working towards Cyber Essentials + by September
2021
A full suite of Trust policies covering all aspects of
the organisation is in place. These are updated or
added to regularly and are presented to the Board
of Trustees for approval according to a strict
timetable. All Trust policies are in line with Keeping
Children Safe in Education 2020; all staff and
Trustees receive a copy of this policy, and the latest
Prevent Guidance, together with any updates, and
sign a confirmation of receipt
The Trust commissions and works with external
consultants to ensure statutory compliance. QA
visits ensure that standards are met through follow-
up action plans
Other risks and
uncertainties		 Failure to ensure
adequate training,
precautions, risk
assessments re off-site
activities resulting in injury
Failure to plan for a major
disaster affecting a
provision’s ability to
function from its existing
premises and resources,
and to have adequate
back-upsystems inplace		 Individual student risk assessments and off-
site/placement risk assessments are carried out.
Changes and strategies for dealing with these are
discussed regularly in staff meetings and changes
are entered on Databridge
The Trust has a Business Continuity Plan (BCP) in
place; it is being updated regularly to account for:
a) Covid-19 – The Trust has adopted a two-tier
strategy which involves centrally developed
guidance applied nationally across all
provisions, and local Provision-based
emergencyresponse and contingency planning

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b) Brexit – A review is underway to assess the impact on the Trust from January 2021 in key areas: employees, data, supply of medicines/devices and EU funding The BCP is overseen and administered by the Trust’s Business Continuity Response Team that remains convened due to a) and b) above

2.4 Future plans

Ecosystem

Initiate and oversee the restructuring of Ruskin Mill’s Ecosystem (the Ruskin Mill Trust family of organisations) through:

Governance

Implement agreed recommendations from the 2020 review of the Ruskin Mill Trust Group’s Governance arrangements, which were developed in line with recent Charity Commission guidance, and bring the Group’s governance up to ‘best practice’ standards

Civil Service

Complete the design and implementation of an integrated ‘Civil Service’ for the whole Ruskin Mill Ecosystem, ensuring that it has PSTE at its core and is informed by research and best practice

Schools

Reinforce the continued development and expansion of Ruskin Mill Trust’s schools, specifically: a) The new Grace Garden School that is due to open in Bristol in May 2021 and

Rise Offer

Double the numbers of individuals accessing the Group’s Rise offer, and increase the opportunities for training and employment within the Ruskin Mill Trust Group’s social enterprises

Broadening Ruskin Mill Trust’s Scope

To broaden and align more closely the Objects and Powers of Ruskin Mill Trust and its subsidiaries to enable the Ruskin Mill Trust Group to promote, research and operate within Field 6 of the Seven Fields of Practice (Holistic Medicine), including the extensive use of anthroposophic therapies and the potential for working with or merging with other organisations operating in these areas

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UK-wide Provision

Consolidate the Ruskin Mill Trust Group as a UK-wide provider by continuing to expand its provision in Wales through the development of Coleg Ty’r Eithin near Llanelli, and its provision in Scotland at Fairhill in East Lothian

New Opportunities

Explore and evaluate further opportunities for the growth and development of the Ruskin Mill Trust Group through both new initiatives and mergers or collaborations with other organisations with a similar vision and purpose. Specifically:

International

Continue to maintain existing, and develop new international collaborations, such as the work in China where there is interest in learning about and applying the Trust’s method

Capital Projects

In partnership with Ruskin Mill Land Trust, continue to develop and implement a programme of capital investment to improve facilities for the people the Ruskin Mill Trust Group serves and supports. The current Capital Programme includes:

Research and Higher Education

Communications and Marketing

Complete the redesign of the Ruskin Mill Trust Website and re-launch it

Systems Upgrade

Complete the upgrade of Ruskin Mill Trust Group’s management information system, to create a more integrated, whole-system approach that reduces inefficiencies and costs, and leads to improved information for managers, better workforce planning and an improved service for students

Policies, Procedures and Protocols

Undertake a review of the Trust’s policies, procedures and protocols ensuring that they are aligned with the Trust’s method

Fee Structure

Review the Ruskin Mill Trust Group’s fee structures and continue to analyse and scrutinise the cost base of all entities within the Group

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SECTION 3: Structure, Governance and Management

3.1 Governing Document

The charity Ruskin Mill Trust Limited is governed by its Articles of Association of 12 May 2010.

3.2 Objects

The charity’s Objects, as set out in the Articles of Association are:

3.3 Governing Body

Ruskin Mill Trust Limited was registered with Companies House on 13 May 2010 (Company number 07252866) and with the Charity Commission on 29 July 2010 (Charity number 1137167). The charity is a company limited by guarantee. The Trustees of the charity, whose names are listed on page 1, are also the directors for the purposes of the Companies Act 2006.

3.4 Recruitment and Training of Trustees

The charity’s practice regarding recruitment is for members of the Board to make recommendations for suitably skilled and experienced people who are then appraised and interviewed by the full Board. Since the previous Trustees’ Annual Report, one new Trustee has joined the Board, one has resigned and one was not re-elected at the AGM.

Each new Trustee receives an induction which includes a description of the Trust and the structure of the Group. This is supplemented with Trustee Training Days to which all Trustees in the Group are invited and that cover sessions on the role of a Trustee, charity law, good governance practice and mandatory trainings, such as Safeguarding, Health & Safety, Prevent, and Equality and Diversity. In arranging this training with HEaRT, good use is made of the charity law expertise of the Trust’s Head of Legal Services.

3.5 Organisational Management

The Trustees are legally responsible for the overall governance and control of the charity, and met six times during the year. While maintaining full overall control of the Trust and accountability for it, the Trustees have continued to delegate day-to-day leadership and management to an Executive Team in line with Article 55 of the Trust’s Articles of Association. The membership of this Executive Team is currently Aonghus Gordon (Founder and Executive Chair), Helen Kippax (Senior Executive Mentor), Oliver Cheney (Director of Colleges and Rise), Tara Gratton (Director of Schools and Rise) and Constantin Court (Director of PSTE Quality Assurance). Kimberly Downton (Chief Operating Officer and Head of Legal Services) chairs meetings of the Executive Team; she, Shazuli Iqbal (Chief Financial Officer) and Lindsay Wilkinson (Head of Human Resources) are Associate Members of the Executive Team.

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3.6 Group Structure and Relationships

Overall, the Group, Ruskin Mill Trust and its subsidiaries, has continued to show itself to be a powerful and effective structure within which aligned organisations can work together in a mutually supportive way to achieve common objectives.

The extent and breadth of the Group’s activities throughout the UK can be seen in the Map of Provisions on page 33. This covers both the Ruskin Mill Trust Group and the Ruskin Mill Land Trust Group and provides a snapshot of both current provisions and provisions that are in the pipeline.

Ruskin Mill Trust has the following subsidiaries: Transform Residential Services Limited is responsible for residential services in Wales. Brantwood Specialist School Limited, Sunfield Children’s Home Limited and Clervaux Garden School Ltd operate specialist schools and children’s homes for pupils with special educational needs between the ages of 5 and 19 in Sheffield, near Stourbridge and in North Yorkshire respectively. Clervaux Trust Limited provides educational facilities for adults and young people in and around Darlington. The Seòl Trust Limited operates Ruskin Mill Trust’s activities at Fairhill in East Lothian, Ruskin Mill Trust’s first venture north of the border, and the Catherine Grace Trust Limited will operate the Grace Garden School on the Cherry Orchards site in Bristol once it opens in May 2021. Any profits made by these subsidiaries are covenanted to Ruskin Mill Trust. See note 6 to the Financial Statements for extracts from the subsidiary companies’ audited financial statements.

3.7 Related Parties and Partnerships

The Trust leases most of the property it occupies from Ruskin Mill Land Trust (or one of its subsidiaries), the Responsive Earth Trust, the Living Earth Land Trust Limited and Clervaux Trust Holdings Limited. The charity leases its headquarters from Ruskin Mill Limited. For full details of related parties and their relationship to the Trust, its Trustees and senior management, please refer to note 21 to the Financial Statements.

3.8 Risk Management

The Trustees have assessed the major risks to which the charity is exposed, in particular those relating to its operations and finances and are satisfied that systems are in place to mitigate exposure to the major risks. See Section 2.3 for more details.

SECTION 4: Financial Review

4.1 Financial review and trading results for the 12 months to 31 August 2020

Trustees value the consolidated deficit of £445,283 made during the year ( 2019: consolidated surplus of £1,035,041 ).

• Fundraising

Fundraising at Ruskin Mill Trust is managed by its own Fundraising Department which is led by the Director of Fundraising who supervises a small in-house team. No use is made of any external, professional fundraiser or any commercial participator, so no fundraising activities were carried out on its behalf during the year nor were any approaches made to vulnerable individuals in pursuit of the raising of funds for the charity or any of its charitable subsidiaries.

Ruskin Mill Trust has signed up to the Fundraising Regulator’s Code of Fundraising Practice and it pays an annual levy to the Regulator. During the year there was no failure to comply with a scheme or standard cited nor were any complaints received about the fundraising activities conducted by the

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REPORT OF THE TRUSTEES

Trust. Money raised through fundraising activities is used by the Trust as agreed with the donor and complies with any conditions attached by the donor.

The Trust’s subsidiaries generated £12,932,144 in fees from health, care and educational income, a 10.73% rise compared to the previous year (excluding intercompany transactions).

Transform Residential Limited continued to provide residential placements for students in Wales and it received its income from residential students attending the Trust’s provision in the Principality.

Brantwood Specialist School Limited saw its income grow during the year by £621,101 (excluding intercompany transactions), a 29% rise compared to the previous year (excluding intercompany transactions).

Sunfield Children’s Home Limited received income of £7,155,296 (excluding intercompany transactions) a 2% rise compared to the previous year (excluding intercompany transactions).

Clervaux Garden School Limited received income of £49,948 (excluding intercompany transactions) during its first full year of operations

Clervaux Trust Limited received income of £660,882 (excluding intercompany transactions), a 7% fall compared to the previous year (excluding intercompany transactions).

Lantern Trading Limited ceased trading as of 1st September 2019, although a small income of £26,084 was received in the year.

Seol Trust Limited received income of £33,503 (excluding intercompany transactions), a 655% rise compared to the previous year (excluding intercompany transactions).

Catherine Grace Trust Limited received income of £10,800 (excluding intercompany transactions), a 664% rise compared to the previous year (excluding intercompany transactions).

Any profits from the trading activities of its subsidiaries are gift aided to the charity to be used in the furtherance of its Objects.

Throughout the year there was continued uncertainty about how local authority funding might affect the Trust’s services, and tight control over expenditure has had to be maintained. Significant measures were also undertaken across the Trust to reduce current and projected costs and efforts continued to be made to diversify income streams.

Capital expenditure by the charity for the year totaled £1,082,088 ( 2019: £505,504 ). This has increased due to the development of the Tyr Eithin site in Pembrokeshire. There were nil new borrowings in the year ( 2019: £nil ).

4.2 Statement of Trustees’ responsibilities

The Trustees (who are also directors of Ruskin Mill Trust Limited for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and Financial Statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards).

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REPORT OF THE TRUSTEES

Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, 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 and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees consider that Ruskin Mill Trust and its subsidiaries is a going concern.

Qualifying third party indemnity provisions

Directors’ indemnity insurance, indemnifying each director against liability to third parties, has been in place throughout the year ended 31 August 2020 and up to the date of the approval of this report.

4.3 Provision of Information to Auditor

Each of the persons who are Trustees at the time when this Trustees’ Annual Report is approved has confirmed that:

4.4 Auditor

The auditor, Grant Thornton UK LLP, will be proposed for reappointment at the annual general meeting.

Approved by the Trustees on 15/02/21 and signed on their behalf by:

.......................................................................

A C H Gordon Executive Chair and Trustee

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33

RUSKIN MILL TRUST LIMITED

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF RUSKIN MILL TRUST LIMITED

Opinion

We have audited the financial statements of Ruskin Mill Trust Limited (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 August 2020, which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group Cash Flow Statement, and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102; The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts. 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 and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

The impact of macro-economic uncertainties on our audit

Our audit of the financial statements requires us to obtain an understanding of all relevant uncertainties, including those arising as a consequence of the effects of macro-economic uncertainties such as Covid19. All audits assess and challenge the reasonableness of estimates made by the trustees and the related disclosures and the appropriateness of the going concern basis of preparation of the financial statements. All of these depend on assessments of the future economic environment and the charitable company’s future prospects and performance.

Covid-19 is amongst the most significant economic events currently faced by the UK, and at the date of this report its effects are subject to unprecedented levels of uncertainty, with the full range of possible outcomes and their impacts unknown. We applied a standardised firm-wide approach in response to these uncertainties when assessing the charitable company’s future prospects and performance. However, no audit should be expected to predict the unknowable factors or all possible future implications for a charitable company associated with these particular events.

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

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RUSKIN MILL TRUST LIMITED

INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF RUSKIN MILL TRUST LIMITED

In our evaluation of the trustees' conclusions, we considered the risks associated with the charitable company's business, including effects arising from macro-economic uncertainties such as Covid-19, and analysed how those risks might affect the charitable company's financial resources or ability to continue operations over the period of at least twelve months from the date when the financial statements are authorised for issue. In accordance with the above, we have nothing to report in these respects. However, as we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements that were reasonable at the time they were made, the absence of reference to a material uncertainty in this auditor's report is not a guarantee that the charitable company will continue in operation.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report and Financial Statements, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

Matter on which we are required to report under the Companies Act 2006

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified any material misstatements in the Strategic Report or the Directors’ Report included in the Report of the Trustees.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

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INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF RUSKIN MILL TRUST LIMITED

Responsibilities of trustees for the financial statements

As explained more fully in the Statement of Trustees' Responsibilities set out on pages 31 and 32, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent 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

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.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members and trustees, as a body, in accordance with Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members and trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and its members and trustees as a body, for our audit work, for this report, or for the opinions we have formed.

William Devitt Senior Statutory Auditor for and on behalf of Grant Thornton UK LLP Statutory Auditor, Chartered Accountants Birmingham

Date: 31 March 2021

Grant Thornton UK LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

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RUSKIN MILL TRUST LIMITED

GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2020 (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)

Notes
Income from:
Grants and Donations
2,3
Charitable activities
4
Other Trading activities
6
Investment Income
7
Total Income
Expenditure on:
Raising Funds
8
Charitable Activities
8
Other Trading Expenditure
8
Total Expenditure
Net Income/(Expenditure)
before transfers
Transfers between funds
18
Reconciliation of funds:
Total funds brought
forward
17
Total funds carried forward
17,18		 Unrestricted
526,969
19,914,848
12,894,945
24,520
33,361,282
(363,484)
(17,159,102)
(16,967,146)
(34,489,732)
(1,128,450)
266,136
4,252,534
3,390,220		 Restricted
154,577
-
15,522
-
170,099
-
(97,491)
610,560
513,068
683,167
(266,136)
3,329,924
3,746,955		 2020
Total
£
681,546
19,914,848
12,910,467
24,520
33,531,381
(363,484)
(17,256,594)
(16,356,586)
(33,976,664)
(445,283)
-
7,582,458
7,137,175		 2019
Total
£
1,775,888
19,198,888
11,648,238
33,874
32,656,887
(377,121)
(15,638,691)
(15,606,034)
(31,621,846)
1,035,041
-
6,547,417
7,582,458

All amounts relate to continuing operations.

The notes on pages 40 to 68 form part of these financial statements.

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RUSKIN MILL TRUST LIMITED

GROUP BALANCE SHEET AS AT 31 AUGUST 2020 REGISTERED NUMBER – 07252866

Notes
Fixed Assets
Intangible assets
13
Tangible assets
Investments
12
14
Current Assets
Stock
Debtors
15
Cash at bank and in hand
Creditors:amounts falling
due within one year
16
Net current
assets/(liabilities)
Total assets less current
liabilities
Creditors:amounts due
after more than one year
Net Assets
Funds
Restricted funds
17
Unrestricted funds
18		 2020
2019
£
£
£
137,408
5,723,167
468,835
6,329,410
16,066
17,087
4,129,706
1,137,785
2,332,213
5,484,464
6,477,985
6,639,336
(5,536,270)
(5,462,545)
941,715
7,271,125
(133,950)
7,137,175
3,746,956
3,390,219
7,137,175
£
149,900
5,911,000
478,717
6,539,617
1,176,791
7,716,408
(133,950)
7,582,458
3,329,924
4,252,534
7,582,458

The parent charity’s net deficit for the year was £3,684,511 ( 2019: deficit £1,448,981)

The financial statements were authorised and approved for issue by the Trustees on 15/02/2021 and signed on their behalf by:

A C H Gordon

Executive Chair and Trustee

The notes on pages 41 to 69 form part of these financial statements.

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RUSKIN MILL TRUST LIMITED

CHARITY BALANCE SHEET AS AT 31 AUGUST 2020 REGISTERED NUMBER – 07252866

Notes
Fixed Assets
Tangible assets
12
Investments
14
Current Assets
Stock
Debtors
15
Cash at bank and in hand
Creditors:amounts falling due
within one year
16
Net current (liabilities)/ assets
Total assets less current liabilities
Net assets
Funds
Restricted funds
17
Unrestricted funds
18		 2020
2019
£
£
£
2,771,116
2,065,834

4,836,950
16,066
17,087
2,989,571
946,666
450,777
1,388,710
3,456,414
2,352,462
(7,894,051)
(3,094,960)
(4,437,637)
399,313
399,313
2,895,640
(2,496,327)
399,313		 £
2,760,487
2,065,834
4,826,321
(742,498)
4,083,824
4,083,824
3,104,690
979,134
4,083,824

The financial statements were authorised and approved for issue by the Trustees on 15/02/2021 and signed on their behalf by:

A C H Gordon

Executive Chair and Trustee

The notes on pages 41 to 69 form part of these financial statements.

[39 ]

RUSKIN MILL TRUST LIMITED

GROUP CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2020

Notes
Cash flows from operating activities:
Net cash inflow/(outflow) from operating
activities
22
Cash flow from investing activities:
Interest received
Payments to acquire tangible fixed assets
Interest paid
Payments to acquire fixed asset investments
Receipts from sale of investments
Net cash provided by (used in) investing
activities
Cash flow from financing activities:
Cash acquired from Catherine Grace Trust
Net cash provided by (used in) financing
activities:
Change in cash and cash equivalents in
reporting period
Cash and cash equivalents at beginning of
the reporting period
Cash and cash equivalents at the end of
the reporting period
 2020
2019
(2,318,498)
(54,977)
24,520
33,874
(619,088)
(505,504)
(241,554)
(243,492)
(87,797)
(60,981)
84,326
(50,256)
(839,593)
(826,360)


5,841
1,652,965
5,841
1,652,965
(3,152,250)
771,628
5,484,464
4,712,836
2,332,213
5,484,464

The notes on pages 41 to 69 form part of these financial statements.

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

1. Accounting policies

1.1 Legal status of the Charity

Ruskin Mill Trust Limited was incorporated in the United Kingdom as a company limited by guarantee (registered no. 07252866) and has no share capital.

Ruskin Mill Trust Limited is also registered as a charity with the Charity Commission (registered no. 1137167).

Registered and principal office

The registered and principal office of Ruskin Mill Trust is Ruskin Mill, Mill Bottom, Old Bristol Road, Nailsworth, Gloucestershire, GL6 0LA.

Basis of accounting

The financial statements have been prepared in accordance with the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) – (Charities SORP (FRS 102)) and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

The financial statements have been prepared under the historical cost convention.

The financial statements are presented in sterling (£) which is the functional currency of the charity.

Ruskin Mill Trust Limited meets the definition of a public benefit entity under FRS 102.

For the year ended 31 August 2020 the Group financial statements consolidated the financial statements of the Charity and its subsidiaries; Brantwood Specialist School Limited, Lantern Trading Limited (formerly Ruskin Mill Trading Limited), Transform Residential Limited, Clervaux Trust Limited, Sunfield Children’s Homes Limited, Catherine Grace Trust, SEOL Trust and Clervaux Garden School.

All inter-group transactions have been fully eliminated on consolidation for the year ended 31 August 2020. The parent Charity has taken advantage of the exemptions available to a qualifying entity in FRS 102 from the requirement to present a Company only Statement of Cash Flows and certain disclosures about the Company’s financial instruments within the Consolidated Financial Statements. The Charity has also taken the exemption from presenting an unconsolidated SOFA as permitted under Section 408 of the Companies Act 2006 and paragraph 397 of the SORP. The unconsolidated deficit / surplus of the charity for the period was £3,684,511 ( 2019: deficit £1,448,981) .

1.2 Going concern

Ruskin Mill Trust Limited has group net current asset of £941,715 ( 2019: net current asset £ 1,182,631 ) at the balance sheet date. The charity manages its working capital requirement through bank balances and borrowings with an overdraft facility which is not currently being fully utilised.

During the Covid-19 pandemic the Trust has continued to support its students and pupils, either through home learning or on-site; this resulted in there being a very limited impact on the Trust during this period. During this time, cash flow has been regularly monitored to make sure the Trust was able to meet all its commitments. During the year as a whole, the Trust saw a small increase in the number of student and pupil assessments and this led on to an increase in the numbers on roll.

The Trust ensures that robust budgets are set, and that actual spend against these budgets is analysed on a monthly basis by both the Executive Team and the Board of Trustees’ Finance SubCommittee; the full Board also receives these monthly management accounts and reviews them on a two-monthly cycle.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

The forecast figures for 2020/21 show an asset of £706,288 with positive cash flow estimated at £4,544,301. Having regard to these matters, the Trustees consider it appropriate to prepare the financial statements on a going concern basis.

Accounting policies (continued)

1.3 Incoming resources

College fees receivable and charges for services are accounted for in the year in which the service is provided.

Voluntary income is received by way of donations and gifts and these are credited to the Statement of Financial Activities when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable the income will be received and the amount can be measured reliably.

Grant income, including government grants for the purchase of fixed assets, are recognised in full in the Statement of Financial Activities in the year in which they are receivable. The capital grants received by the Trust are not permanent endowments.

Income from investments is included in the year in which it is receivable.

1.4 Resources expended

Resources expended are recognised in the Statement of Financial Activities on an accruals basis.

Charitable activity expenses are allocated to functional headings on a direct cost basis or apportioned according to staff time or space occupied.

Support costs are those costs incurred directly in support of expenditure on the objects of the charity and include project management.

Governance costs are those incurred in connection with governing the charity and compliance with constitutional and statutory requirements, including legal fees and audit fees.

Cost of raising funds includes all the fundraising and financing costs of the entity.

1.5 Termination payments

Termination payments are accounted for as soon as the charitable company is aware of the obligation to make the payment.

1.6 Investments

Listed investments are stated at market value at the balance sheet date. The SOFA includes the net gains and losses arising on revaluation and disposal throughout the year.

1.7 Tangible fixed assets and depreciation

Depreciation is provided at rates calculated to write off the cost less residual value of each asset, over its expected useful life, as follows:

Leasehold improvements - Over the term of the lease Fixtures, fittings and equipment - 10%-33% straight line Motor vehicles - 25% straight line

Assets are only depreciated once complete and operational; thus no depreciation is charged on assets under construction.

Items costing less than £500 are written off as an expense as acquired.

NOTES TO THE FINANCIAL STATEMENTS

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FOR THE YEAR ENDED 31 AUGUST 2020

1. Accounting policies (continued)

1.8 Intangible fixed assets and amortisation

Goodwill is the difference between amounts paid on the acquisition of a business and the fair value of the identifiable assets and liabilities. Goodwill is to be amortised over its economic useful life of 20 years. No amortisation is charged in the year of acquisition.

1.09 Stock

Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and slow-moving stocks.

1.10 Debtors

Short term debtors are initially measured at transaction price, less any impairments. Prepayments are measured at the amount prepaid.

1.11 Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured reliably. Creditors and provisions are recognised at their settlement amount after allowing for any trade discounts due.

1.12 Financial Instruments

The group only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

1.13 Significant estimates and judgements

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.

The items in the financial statements where these estimates and judgements have been made include the following:

Useful economic lives of intangible and tangible assets

The annual depreciation charges for the intangible and tangible assets are sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on economic utilisation and the physical condition of the assets.

Impairment of debtors

The Group makes an estimate of the recoverable value of trade and other debtors. When assessing impairment of fee and other debtors, management considers factors including the current credit rating of the debtor, the ageing profile of debtors and historical experience. See Note 15 for the net carrying amount of the debtors and note 25 for the associated impairment provision.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

1. Accounting policies (continued)

1.14 Pensions

The pension costs charged in the financial statements represent the contributions payable to the personal pension plans of certain employees during the year. Amounts paid in relation to these defined contribution schemes are charged to the Statement of Financial Activities when they fall due. All pension costs are allocated to unrestricted funds.

1.15 Operating leases

Rentals payable under operating leases are charged against income on a straight-line basis over the period of the lease.

1.16 Unrestricted funds

The General Funds comprise the accumulated surplus. As such, the Trustees consider these funds to be Unrestricted Funds within the definitions contained in the Charities Act in that they are funds over which they have complete discretion as to their use.

1.17 Restricted funds

Restricted funds are subject to specific conditions by donors 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.

1.18 Taxation

As a registered charity Ruskin Mill Trust Limited is entitled to taxation exemptions on all its income and gains as long as they are properly applied for its charitable purpose.

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

2. Donation income

Donations received
3.
Grant income
Building Improvement
Gables Farm (Bee Equipment)
FMC Crafting the land
Youth Exchange 2
Glastir Capital Works
Fish Farm Equipment
Wool Barn Build
Cornerstone
Flail Mower
Ridan Composter
Defibrillator
High Riggs Toilets
Wool Processing Equipment
Ridan Composter
Merlin Dining Room
TRL Student Activities
Charcoal Kiln
Green Woodwork
Catering Oven
Composting
Tractor @ Gables
Covid-19 Donations
Fisheries Response
Outdoor Centres
Battery Powered Tools
Felting
Steiner Research Wood storage
4.
Incoming resources from charitable activities
Education
College fees
Respite Care
Other income		 2020

£
526,969
2020
£
-
2,320
-
14,198
9,699
-
20,166
300
-
-
1,500
10,000
-
-
3,000
-
-
-
1,000
18,904
12,000
9,490
10,000
500
1,000
500
40,000
154,577
2020
£
19,341,399
-
573,449
19,914,848		 2019
£
1,605,280
2019
£
106,151
2,000
3,000
6,595
11,306
1,500
150
5,000
1,350
9,232
1,172
15,000
1,000
2,736
500
1,500
1,500
915
-
-
-
-
-
-
-
-
-
170,607
2019
£
18,488,425
-
710,463
19,198,888

45

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

5. Net income for the year

The net income / (expenditure) for the year is stated after charging:

Amortisation – intangible fixed assets
Depreciation – owned tangible assets
Operating lease – land and buildings
Auditor’s remuneration - audit services
- non-audit services		 2020

£
12,492
805,985
2,896,480

58,000
680
 2019
£
12,492
724,603
4,248,088
56,500
2,500

6. Income from subsidiaries trading activities

Ruskin Mill Trust owns the whole of the share capital of three of its subsidiaries which are Lantern Trading Limited (formerly Ruskin Mill Trading Limited) and Transform Residential Limited. Ruskin Mill Trust Limited is also the sole member of Clervaux Trust Limited, Brantwood Specialist School Limited (BSS), Sunfield Children’s Homes Limited, Catherine Grace Trust, SEOL Trust and Clervaux Garden School.

a) Lantern Trading Limited (registered no. 04082122) has income and expenditure in relation to running the café located at Ruskin Mill Trust Limited.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Turnover
Cost of Sales
GROSS PROFIT
Administrative expenses
Interest payable and expenses

(LOSS)/PROFIT BEFORE TAX
(LOSS)/PROFIT FOR THE YEAR
Total assets
Total liabilities
Capital and reserves		 2020
£

26,084
(3,308)
22,776
13,921
645
37,342
37,342
-
-
-		 2019
£
86,922
(56,285)
30,637
(72,091)
(1,143)
(41,597)
(42,597)
4,787
(42,129)
(37,342)

Transactions with the parent undertaking, eliminated on consolidation include £nil (2019: £39,781) of recharged expenses included in turnover and £nil (2019: £nil) of administration costs. A grant of £nil (2019: £nil ) was also made to Ruskin Mill Trading Limited.

46

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

b) Transform Residential Limited (registered no. 07275053) provides residential placements in Yorkshire, the Midlands, Gloucestershire and Pembrokeshire.

Its trading results, as extracted from the audited financial statements, are summarised below:

Turnover
Cost of sales

GROSS PROFIT
Administrative expenses
Interest payable and expenses

PROFIT BEFORE TAX
PROFIT FOR THE YEAR
Total assets
Total liabilities
Capital and reserves		 2020
2019
£
£
8,897,168
6,585,921
(2,086,412)
(4,346,086)
6,810,756
2,239,835
(3,271,960)
(1,484,485)
(2,658)
(643)
3,536,139
754,707
3,536,139
754,707
4,959,779
(348,015)
4,611,944
2,004,919
(172,721)
1,832,198

Transactions with the parent undertaking, eliminated on consolidation, include £9,107,531 ( 2019: £6,500,437) of turnover and £181,531 (2019: £158,225) of cost of sales and administrative expenses. A donation of £756,393 (2019 £nil) was also made to Ruskin Mill Trust Ltd.

c) Ruskin Mill Trust Limited is the sole member of Brantwood Specialist School Limited (a company limited by guarantee, registered company no. 07481656) which deals with the education of young people with emotional and behavioural difficulties and special learning needs.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Turnover
Cost of sales
GROSS PROFIT
Administrative expenses
Interest payable and expenses
PROFIT BEFORE TAX
PROFIT FOR THE YEAR
Total assets
Total liabilities
Capital and reserves		 2020
2019
£
£
2,792,942
2,167,571
(70,483)
(87,531)
2,722,459
2,080,038
(2,442,974)
(1,811,249)
(155)
(197)
279,330
268,592
279,330
268,592
1,113,842
(88,606)
1,025,236
1,097,887
(63,651)
1,034,237


47

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

Transactions with the parent undertaking eliminated on consolidation include £nil (2019 £nil) of recharged expenses included in turnover and £6,515 (2019: £13,007) of cost of sales and administrative expenses. A donation of £785,000 ( 2019 : £nil) was also made to Ruskin Mill Trust Ltd.

d) Clervaux Trust Ltd - registered in England and Wales, (company number 04295400 and charity number 1143033). Ruskin Mill Trust Limited is the sole member of Clervaux Trust Ltd (a company limited by guarantee). Clervaux exists to advance the education of the public in the subject of conservation, protection and restoration of the natural environment and the sustainable and rational use of natural resources with particular reference to the setting up or establishing either jointly or with others educational facilities for children and adults, including children and adults with learning difficulties, to include arts and crafts activities, woodland management and residential accommodation, with particular reference being given to the indications and insights of Rudolf Steiner in these areas.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Income
Expenditure
GROSS PROFIT
Administrative expenses
Interest payable and expenses
PROFIT/(LOSS) BEFORE TAX
PROFIT/(LOSS) FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS
 2020
£
660,882
(363,863)

297,022
(259,064)
(3,024)
34,931
34,931
£
313,671
(371,328)
57,657		 2019
£
712,674
(825,357)
(112,683)
(112,683)
(112,683)
£
149,902
(242,491)
(92,588)

48

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

e) Sunfield Children’s Home Ltd – (company number 00413810 and charity number 527552). Sunfield exists to help, support and educate young people with severe and complex learning needs including those with autistic spectrum disorder.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Gain on investment
NET EXPENDITURE
Total assets
Total liabilities
TOTAL FUNDS
2020
2019
£
£
7,155,296
6,961,776
(6,434,132)
(6,404,365)
(7,482)
713,683
11,525
568,936
£
4,992,077
(3,041,345)
1,950,732
£
4,722,411
(3,485,464)
1,237,047

f) Clervaux Garden School – (company number 11740783 and charity number 1190556). Ruskin Mill Trust is the sole member of Clervaux Garden School, which deals with the education of young people with emotional, behavioural difficulties and special learning needs.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Income
Expenditure
GROSS PROFIT
Administrative expenses
Interest payable and expenses
PROFIT/(LOSS) BEFORE TAX
PROFIT/(LOSS) FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS		 2020
£
49,948
(268,492)

(218,544)
(21,144)
(321)
(240,010)
(240,010)
£
67,950
(382,697)
(314,747)		 2019
£
0
(74,738)
(74,738)
(74,738)
(74,738)
£
9,199
(83,936)
(74,738

49

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

g) Seol Trust is a registered charity in Scotland (charity number SC050258) and a company registered by guarantee (company number SC626147). Ruskin Mill Trust Ltd is the sole member of Seol Trust Ltd. Seol Trust Ltd sub-leases from the Life Science Trust (related party), Pishwanton Woods, a 60-acre woodlands with pastures, for the purpose of delivering work and living skills training for young people and adults with special needs both day and residential.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Income
Expenditure
GROSS PROFIT
Administrative expenses
Interest payable and expenses
PROFIT/(LOSS) BEFORE TAX
PROFIT/(LOSS) FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS
2020
£
33,503
(74,235)
(40,732)
(14,249)
(388)
(55,369)
(55,369)
£
14,186
(119,997)
(105,811)

2019
£
4,438
(52,880)
(48,442)
(2,000)
(50,442)
(50,442)
£
5,455
(55,897)
(50,442)


50

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

h) Catherine Grace Trust – (company number 00462901 and charity number 311740). Ruskin Mill Trust is the sole member of Catherine Grace Trust. The charitable objectives are “to advance the education and care in accordance with the principles, methods or philosophy of Rudolph Steiner”.

Its trading results for the year to 31 August 2020 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Gain on investment
NET EXPENDITURE
Total assets
Total liabilities
TOTAL FUNDS
 2020
£
0
(23,046)
10,799
12,247
£
1,690,376
(136,441)
1,553,935		 2019
£
832
(8,149)
3,076
(3,714)
£
1,702,815
(136,633)
1,566,182

7. Investment income

Deposit interest

2020

£
24,520		 2019
£
33,874

51

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

8. Resources expended

Charitable Activities
Teaching and educational
costs
Premises costs
Support costs and
governance
Total charitable activities:
Costs of Raising Funds
Fundraising costs
Financing costs
Total costs of raising
funds:
Charity total
expenditure
Charitable expenditure
within subsidiaries
Group		 Staff
Costs
£
Depreciation
£
9,803,447
6,202
-
265,444
3,144,738
114,955
12,948,185
386,601
121,930
-
-
-
121,930
-
13,070,115
386,601
8,376,706
419,384
21,446,821
805,985		 Other
Costs
£


-
2,216,484
1,705,323
3,921,807
-
241,554
241,554
4,163,362
7,789,899
11,953,260		 Total
2020
£
9,809,649
2,481,928
4,965,017
17,256,594
121,930
241,554
363,484
17,620,078
16,356,586
33,976,664		 Total
2019
£
8,924,255
2,142,209
4,572,227
15,638,691
133,629
243,492
377,121
16,015,813
15,606,034
31,621,846

Governance costs include payments to the auditor of £58,000 for audit related services. ( 2019: £56,500) and legal costs of £62,515 (2019: £85,949).

52

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

9. Employees

Number of employees

The average monthly numbers of full-time equivalent employees
during the year were:
Teaching
Care support and administration
Management
umber of employees
The average headcount during the year was:
Teaching
Care support and administration
Management
Employment costs
Wages and salaries
Social security costs
Other pension costs
Welfare, training and volunteers
The numbers of employees earning in excess of £60,000
(excluding employer NI and pension costs) were:
£60,001 - £70,000
£70,001 - £80,000
£80,001 - £90,000
£90,001 - £100,000
£100,001-£110,000		 2020
Number
131
482
51
664
2020
Number
175
689
57
921
2020
£
18,634,066
1,651,081
404,010
757,665
21,446,821
2020
Number
7
4
3
1
0		 2019
Number
135
422
45
602
2019
Number
158
656
51
865
2019
£
16,811,453
1,473,401
316,940
672,423
19,274,217
2019
Number
4
4
3
0
2

Number of employees

Contributions payable into the pension schemes for higher paid employees amounted to £33,201 (2019: £27,948).

Remuneration for key management personnel (including employer NI and pension costs) totalled £639,466 in the year (2019: £788,255).

During the year there were termination payments made which amounted to £108,068 (2019: £96,482). At 31 August 2020 there was £nil outstanding (2019: £nil).

53

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

10. Trustees’ emoluments

The emoluments of the Executive Chair were £95,593 ( 2019: £82,400) with Employer’s Pension contributions of £12,348 (2019: £12,348) into the scheme. One Trustee, H Kippax received salary of £31,200 during the period ( 2019: £30,451 ).

These payments to Trustees are authorised in the Charitable Company’s Memorandum of Association and the Charity Commission has been informed.

Expenses reimbursed to 7 Trustees (2019: 8) during the year amounted to £47,681 (2019: £67,283) all of which were for travel and subsistence.

11. Pension costs

The charity operates a defined contribution pension scheme in respect of the staff. The scheme and its assets are held by independent managers. The pension charge represents contributions due from the group and amounted to £404,010 (2019: £316,940).

12. Tangible fixed assets – Group

Leasehold
Improve-
ments
£
Cost
At 1 September 2019
3,900,905
Additions
731,905
Transfer
262,870
Disposals
At 31 August 2020
(466,066)
4,429,614
Depreciation
At 1 September 2019
1,161,082
Charge for the period
324,429
Transfer
160,677
On disposal
(3,066)
At 31 August 2020
1,643,122
Net book values
At 31 August 2020
2,786,493
At 31 August 2019
2,739,823		 Freehold
Property
£
6,536,234
73,355
-
-
6,609,589
3,851,859
288,910
-
-
4,140,769
2,468,820
2,684,375		 Assets
Under
Constr-
uction
£
97,242
82,512
(94,782)
-
84,972
-
-
-
-
-
84,972
97,242		 Motor
Vehicles
Fixtures
Fittings
and
Equipment
£
£
588,888
2,505,213
79,658
114,657
-
(168,088)
(14,055)
654,490
(113,909)
2,337,874
480,704
2,223,838
63,236
129,410
-
(160,677)
(13,119)
(113,909)
530,822
2,078,662
123,668
259,211
108,184
281,375		 Total
2020
£
13,628,481
1,082,088
-
(594,030)
14,116,539
7,717,482
805,985
-
(130,093)
8,393,374
5,723,165
5,910,999

The net book value of assets held under hire purchase contracts for the group was £Nil (2019: £Nil).

54

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

12. Tangible fixed assets – Charity

Leasehold
Improvements
Assets
under
Construction
£
£
Cost or Valuation
At 1 September 2019
3,597,390
4,200
Additions
184,067
71,125
Transfers
-
(4,200)
Disposals
(3,066)
-
At 31 August 2020
3,778,391
71,125
Depreciation
At 1 September 2019
1,050,169
-
Charge for the period
265,444
-
Disposals
(3,066)
-
At 31 August 2020
1,312,547
-
Net book values
At 31 August 2020
2,465,844
71,125
At 31 August 2019
2,547,221
4,200		 Motor
Vehicles
Fixtures Fittings
and Equipment
£
£
334,624
1,394,724
67,863
74,175
-
4,200
(9,560)
(71,311)
392,927
1,401,788
267,224
1,253,058
44,932
76,225
(9,560)
(71,311)
302,595
1,257,972
90,331
143,816
67,400
141,666		 Total
2020
£
5,330,938
397,230
-
(83,937)
5,644,231
2,570,451
386,601
(83,937)
2,873,115
2,771,116
2,760,487

13. Intangible fixed assets

Group
Cost
31 August 2020
Depreciation
At 1 September 2019
Charge for the year
At 31 August 2020
Net book value
At 31 August 2020
At 31 August 2019		 Total
Goodwill
£
249,836
249,836
(99,936)
(12,492)
(112,428)
137,408
149,900

Goodwill arose from the acquisition of shares in subsidiary undertaking Transform Residential Limited from Ruskin Mill Land Trust Limited. Goodwill is amortised over the Trustees’ estimate of its useful economic life.

55

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

14. Investments

Group Charity Group Charity
2020 2020 2019 2019
£ £ £ £
Listed investments 468,835 - 478,717 -
Sunfield assets (see note 26) - 2,065,831 - 2,065,831
Shares in subsidiary trading companies - 2 - 3
at cost 442,539 2,065,833 446,550 2,065,834

On the basis that the activities of the trading subsidiaries are confined to charitable trading within the objects of the parent charity, the investments in the subsidiaries are classified as social investments. Please see note 6 of the financial statements for details of the trading subsidiaries.

2020 2019
£ £
Listed investments:
Market value at 31 August 2019 459,267 431,172
Acquisitions at cost 87,797 60,981
Proceeds on disposal (84,326) (57,128)
Gain in theperiod (20,199) 11,525
Market value at 31 August 2020 442,539 446,550
Cash held byinvestment managers 17,531 12,717
Market value at 31 August 2020 460,070 459,267
Investments at market value comprised: £
UK bonds 50,784
UK equities 116,778
Overseas bonds 16,437
Overseas equities 205,178
Alternative investments 16,731
Properties 14,512
Other 22,119
442,539
Historical cost 378,352
The following investments represent more than 5% of the total market value:
2020 2019
£ £
JUPITER UT MANAGERS 33,118 33,297
JP MORGAN LTD US EQUITY 41,210 44,743
VANGUARD INV UK 54,761 49,976
BLACKROCK FM EUR DYNAMIC
 24,239

56

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

15. Debtors

Trade debtors
Bad debt provision
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income		 Group
2020
£
3,668,726
(124,357)
-
90,147
495,191
4,129,706		 Charity
2020
£
1,730,549
-
855,686
18,795
384,542
2,989,571		 Group
2019
£
587,225
-
-
182,204
368,356

1,137,785		 Charity
2019
£
382,679
-
272,362
-
291,624
946,666

16. Creditors - Amounts falling due within one year:

Trade creditors
Amounts owed to group
undertakings
Fees in advance
Other creditors
Grant commitment (see note 26)
Social security and VAT
Pension contributions
Accruals and deferred income
Fees received in advance
Amounts brought forward
Amounts received during the year
Amounts utilised during the year		 Group
2020
£
1,184,381
-
554,038
404,109
2,558,831
483,239
95,616
256,072
5,536,286
Group
2020
£
323,039
26,436,600
(26,205,602)
554,038		 Charity
2020
£
725,549
5,847,680
533,238
276,752
-
260,745
61,556
188,531
7,894,051
Charity
2020
£
295,221
19,328,477
(19,090,460)
533,238		 Group
2019
Charity
2019
£
£
628,608
388,500
-
1,508,569
323,039
295,221
565,370
324,226
3,184,850
-
365,280
218,333
64,342
50,941
465,022
309,168
5,596,511
3,094,960
Group
2019
Charity
2019
£
£
1,635,696
774,571
25,070,836
18,488,425
(26,383,493)
(18,967,775)
323,039
295,221

The closing balance of fees received in advance relates to fees received from the ESFA in respect of the 2020/2021 academic year.

57

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

17. Restricted funds at 2020

Charity
Building Improvement
IT Equipment
RMC Farm Projects
FMC Crafting the land
Youth Exchange 2
Glastir Capital Works
Argent Therapy Rooms
Wool Barn Build
Glasshouse Wormery
Experience Colour
Ridan Composter
High Riggs Toilets
Wool Processing Equipment
Merlin Dining Room
TRL Student Activities
Charcoal Kiln
Green Woodwork
Bee Project
Cornerstone Social Enterprises
Defibrillators
Catering Oven
Composting
Tractor @ Gables
Covid-19 Donations
Fisheries Response
Outdoor Centres
Battery Powered Tools
Felting
Steiner Research
Sunfield-Grant
Charity reserves
Clervaux reserves
Sunfield reserves
Impairment in Sunfield
Group reserves		 as at 1
September
2019
Incoming
Resources
Outgoing
Resources
Transfer
as at 31
August 2020
£
£
£
£
927,281
-
- (266,136)
661,145
13,500
-
(13,500)
--
8,273
-
(2,000)
-
6,273
3,000
-
(205)
-
2,795
6,388
14,198
(18,806)
-
1,780
31,970
9,699
-
-
41,669
17,000
-
(17,000)
--
5,150
20,166
(408)
1,000
25,908
500
-
(500)
--
2,000
-
(2,000)
--
3,381
-
(37)
-
3,344
15,000
10,000
(25,000)
--
1,000
-
-
(1,000)
-
500
3,000
-
-
3,500
1,500
-
-
-
1,500
1,500
-
(1,500)
--
915
-
(915)
--
-
2,320
(2,320)
--
-
300
(300)
--
-
1,500
-
-
1,500
-
1,000
(1,000)
--
-
18,904
-
-
18,904
-
12,000
(12,000)
--
-
9,490
-
-
9,490
-
10,000
-
-
10,000
-
500
-
-
500
-
1,000
-
-
1,000
-
500
-
-
500
-
40,000
-
-
40,000
2,065,832
-
-
-
2,065,832
3,104,690
154,577
(97,491)
(266,136)
2,895,640
39,025
14,522
(15,459)
-
38,087
(2,998,641)
1,000
626,019
-
(2,371,622)
3,184,850
-
-
-
3,184,850
3,329,925
170,099
513,068
(266,136)
3,746,956

58

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

This is a Building Improvement Fund (BIF) grant from the EFSA to help improve the
Building
Improvements		 buildings across all sites. The capital projects undertaken include improvements to
the Merlin Theatre, Harleston House and Gables Farmhouse. These funds will be
held as restricted for the next ten years, in line with the terms of the BIF grant.
Each applicable year a transfer will be made from this restricted fund.
IT Equipment Funds were raised for new IT equipment across the Trust. This year new laptops
have been purchased for staff to work from home.
RMC Farm Projects Donations have been received for Farm Projects at Ruskin Mill College. This year
funds from these donations have been used to build a new Donkey shed.
FMC Crafting the
Land		 Donations have been received for the Crafting the Land project that is run at High
Riggs Biodynamic Garden. The funds for this will be transferred to next year, due to
no event taking place in 2020 due to Covid-19.
Youth Exchange 2 Erasmus Funded Project for students of Ruskin Mill Trust to travel to Germany on a
cultural exchange programme.
Glastir Capital Works An annual farm grant for Coleg Plas Dwbl.
ARG Therapy Rooms Donations have been received to create therapy rooms within the Argent College
site, this development will improve the therapy to be held on site.
RMC Wool Barn Build Donations have been received to build a new wool barn at Gables Farm, Ruskin Mill
College.
GHC Glasshouse Donations have been received to build a new wormery at Glasshouse College. This
Wormery will improve the composting facilities at the Glasshouse Farm.
Experience Colour Donations have been received to go towards the staging of the Experience Colour
exhibition.
FMC Ridan
Composter		 Donations have been received for the purchase of a Ridan Composter at High Riggs
Biodynamic Garden. This will enable the garden to have improved composting
facilities on site.
Donations have been received to build a new toilet block at High Riggs. This will
High Riggs Toilets enable students at Freeman College to have access to proper toilets rather than
portaloos. This project has now been completed and is in use.
RMC Wool Processing Donations have been received for Ruskin Mill Trust to be able to purchase new
Equipment wool processing equipment for sessions.
Donations have been received for Freeman College to be able to buy new dining
FMC Merlin Theatre room furniture at the Merlin Theatre. This will enable students to be able to eat on
Dining Room site, rather than being transferred to our main site. The dining furniture will also be
used in the Merlin Theatre coffee shop, when events are being held.
TRL Student Activities A donation was received for expenditure on activities for residential students in the
provision during the holiday period.
GHC Charcoal Kiln Donations have been received for the purchase of a new charcoal kiln at Glasshouse
College.
PLD Green Donations have been received for the purchase of new green woodwork equipment
Woodwork at Plas Dwbl.

59

RUSKIN MILL TRUST LIMITED

Donations have been received for the creation of a bee project on the Rooftop ARG Bee Project Garden at Argent College. This will help pollenate flowers and produce honey. ARG Cornerstone Donations have been received to help develop the social enterprises delivered at Social Enterprises Argent College. Donations have been received to purchase additional defibrillators for other FMC Defribillators Freeman College sites. One will be placed at High Riggs and a second at the Merlin Theatre. ARG Catering Oven Donations have been received for the purchase of a new oven at Argent College. Donations have been received so improved composting facilities can be created at GHC Composting the Glasshouse Farm Provision. Donations have been received so Ruskin Mill College is able to purchase a new RMC Tractor tractor for Gables Farm. £500 Groundwork donation, this is for the Trust to purchase PPE and home learning Covid-19 Donations equipment. £4,890 donation received from South Yorkshire Covid Grants. This is to purchase IT Equipment for staff, a sat nav for High Riggs to enable them to deliver veg boxes and £1,000 of this is to be used for craft materials for home learning. £3,100 donation received from C of Gloucester. This is for the purchase of IT equipment for FMC.

£500 donation from Groundwork. This is for the purchase of tools for Coleg PLD. Fisheries Response This donation has been received to develop the fish farm at Ruskin Mill College. Donations have been received to develop the Trust's outdoor centres. This will Outdoor Centres enable the Trust to develop further spaces to enable us to continue delivering education during the pandemic. Coleg PLD Battery Donation received for the purchase of battery powered tools to be used at Plas Powered Tools Dwbl. This will enable work to continue with the limited electricity supply on site. TYR Felting Donation has been received to develop the felting education at our Ty’r Eithin site. Steiner Research Donation received for the continued research of the Steiner education theory.

60

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

17. Restricted funds comparative – 2019

Charity
Building Improvement
IT Equipment
Gables Farm (Bee Equipment)
Farm Projects
Narrowboat refurbishment
Hand Tools for hedge work
Gables farm Tractor
Horticulture Equipment
Crafting the land
Youth Exchange 2
Glastir Capital Works
Argent Therapy Rooms
Theatre Trip
Argent Wormery
Pottery Equipment
Fish Farm Equipment
Victorian Bellows Repair
Wool Barn Build
Glasshouse Wormery
Student Trip - Armourers and
Braisiers
Hay Festival
Experience Colour
Cornerstone
Hathersage Horticulture Society
Lowry Trip
Other Donations
Flail Mower
Ridan Composter – High Riggs
Biodynamic Garden
Defribrillator
High Riggs Toilets
Wool Processing Equipment
Ridan Composter – Argent Roof
Garden
Merlin Dining Room
Student Activities
Charcoal Kiln
Green Woodwork
Sunfield-Grant
Charity reserves
Clervaux reserves
Sunfield reserves
Impairment in Sunfield
Group reserves		 At 1
September
2018
Incoming
resources
Outgoing
resources
Transfer
At 31 August
2019
£
£
£
£
£
931,474
106,151
(110,344.)
-
927,281
13,500
-
-
-
13,500
543
2,000
(2,543.)
-
-
8,273
-
-
-
8,273
1,250
-
(1,250.)
-
-
445
-
(445)
-
-
1,000
-
(1,000)
-
-
2,532
-
(2,532)
-
-
3,358
3,000
(3,358)
-
3,000
23,611
6,595
(23,819)
-
6,388
21,054
11,306
(390)
-
31,970
17,000
-
-
-
17,000
483
-
(483)
-
-
8,780
-
(8,780)
-
-
49
-
(49)
-
-
798
1,500
(2,298)
-
-
25
-
(25)
-
-
5,000
150
-
-
5,150
500
-
-
-
500
2,000
-
(2,000)
-
-
165
-
(165)
-
-
2,000
-
-
-
2,000
1,000
5,000
(6,000)
-
-
253
-
(253)
-
-
200
-
(200)
-
-
95
-
(95)
-
-
-
1,350
(1,350)
-
-
-
9,232
(5,851)
-
3,381
-
1,172
(1,172)
-
-
-
15,000
-
-
15,000
-
1,000
-
-
1,000
-
2,736
(2,736)
-
-
-
500
-
-
500
-
1,500
-
-
1,500
-
1,500
-
-
1,500
-
915
-
-
915
2,065,832
-
-
-
2,065,832
3,111,220
170,607
(177,137)
-
3,104,690
27,673
23,326
(11,974)
-
39,025
(3,202,474)
203,833
-
-
(2,998,641)
3,184,850
-
-
-
3,184,850
3,121,269
397,766
(189,111)
-
3,329,924

61

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

18. Unrestricted funds

18. Unrestricted funds
At 1 At 31
September
Incoming		 Outgoing August
2019 Resources Resources Transfers 2020
£ £ £ £ £
Charity
General fund 979,134 22,636,053 (26,377,649) 266,136 (2,496,326)
Subsidiary
companies reserves 3,123,502 19,592,784 (16,967,146) - 5,749,140
Consolidation
adjustments:
Goodwill on
consolidation 149,898 - (12,492) - 137,406
Eliminated on
consolidation - (8,867,554) 8,867,554 - -
Group Total 4,252,534 33,361,282 (34,489,732) 266,136 3,390,219
18. Unrestricted funds - Comparative 2018
At 1 At 31
September
Incoming		 Outgoing August
2019 Resources Resources Transfers 2019
£ £ £ £ £
Charity
General fund 2,421,585 20,980,538 (22,422,989) - 979,134
Subsidiary
companies reserves 842,173 11,278,582 (8,997,254) - 3,123,502
Consolidation
adjustments:
Goodwill on
consolidation 162,390 - (12,492) - 149,898
Eliminated on
consolidation - - - - -
Group Total 3,426,147 32,259,121 (31,432,735) - 4,252,534

62

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

19. Net assets of the funds of the group – 2020:

The group’s net assets belong to the various funds as follows:

Restricted funds
Unrestricted funds
Net assets of the funds of

Restricted funds
Unrestricted funds		 Fixed
Assets
Net Current
Assets/(Liabilities)
Long Term
Liabilities
Fund
Balances
£
£
£
£
3,746,956
-
-
3,746,956
2,582,454
941,715
(133,950)
3,390,219
6,329,410
941,715
(133,950)
7,137,175
the group – 2019:
Fixed
Assets
Net Current
Assets/(Liabilities)
Long Term
Liabilities
Fund
Balances
£
£
£
£
3,329,924
-
-
3,329,924
3,209,692
1,042,841
(133,950)
4,252,534
6,539,617
1,042,841
(133,950)
7,582,458

20. Operating lease commitments

At 31 August 2020 the group had future minimum lease payments under non-cancellable operating leases as follows:

Land and
Buildings
Other
Land and
Buildings
2020
2020
2019
£
£
£
Expiry Date:
Less than 1 year
1,265,649
36,998
1,173,196
Within 2 -5 years
2,877,870
34,860
2,165,579
After 5 years
3,815,679
7,959,198
-
71,859
3,084,112
6,422,887		 Other
2019
£
42,758
94,791
-
137,549

63

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

21. Related party transactions

2020 transactions and year-end balance between the parent entity and its subsidiaries:

Brantwood
Specialist
School
£		 Clervaux
Trust
Limited
£		 Transform
Residential
Limited
£		 Lantern
Trading
Limited
£		 Sunfield
Children's
Home
Limited
£		 Clervaux
Garden
School
£		 SEOL
Trust
£
Sales to subsidiary 6,515 5,600 181,531 - - 4,535 394
Purchases from
subsidiary - - 9,107,531 - - - -
Donation from subsidiary 785,000 - 756,393 - 650,000 - -
Trade debtor amounts
due from Subsidiary 944 474 77,113 - - 1,764 323
Trade creditors amounts
due to Subsidiary - - 4,797,680 - - - -
Loans Due to RMT - 283,187 33,715 - - 364,303 93,863

During the 2020 year, the Executive Chair was a Director of Ruskin Mill Land Trust Limited, the sole corporate Trustee of Ruskin Mill Land Trust (RMLT). Mr A Gordon was also a Director of Ruskin Mill Land Trust’s subsidiaries: Ruskin Glass Centre Limited (RGC) and Academy of Makers Limited (AOM). Mr A Gordon is a Trustee for Responsive Earth Trust (RET) and Hiram Trust and also a Director for Living Earth Land Trust (LELT) and Ruskin Mill Ltd.

Transform Residential renting the property from Sunfield; the yearly rent is £15,000.

2020 transactions between the group and its related parties:

RMLT and
Subsidiaries
£		 RMLT and
Subsidiaries
£		 RET
£		 LELT
£		 HIRAM
£		 Ruskin
Mill
Limited
£		 LST
£
Sales 31,911 - - - - -
Purchases -Ruskin Mill Trust 1,692,259
 42,000 - 7,500 99,546 -
Purchases- Brantwood School 176,647 - - - - -
Purchases - Lantern Trading - - - - - -
Purchases-Transform
Residential 68,352 -
 40,200 - - -
Purchases - Clervaux Trust 59,159 - - - - -
Purchases - Sunfield - - - - - -
Purchases - Clervaux Garden
School - - - - - -
Purchases - Seol Trust - - - - - 15,000
Trade debtor amounts due 2,697 - - - - -
Trade creditors amounts due (123,818) (3,500) - - (29,298) -

64

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

There were also charitable donations paid to RMLT during the year totalling £70,000.

A connected party of A Gordon received remuneration of £6,242 (2019: £6,242) in the year as an employee. Two connected parties of H Kippax received remuneration of £40,546 (2019: £30,451) during the year as employees.

2019 transactions and year-end balance between the parent entity and its subsidiaries:

Brantwood
Specialist
School
£		 Clervaux
Trust
Limited
£		 Transform
Residential
Limited
£		 Lantern
Trading
Limited
£		 Sunfield
Children's
Home
Limited
£		 Clervaux
Garden
School
£		 SEOL
Trust
£
Sales to subsidiary 13,007 4,941 158,225 1,022 - - -
Purchases from
subsidiary - - 6,500,437 39,781 - - -
Donation from subsidiary 216,149 - 1,065,293 - - - -
Trade debtor amounts
due from Subsidiary 461 191 26,776 - - - -
Trade creditors amounts
due to Subsidiary - - 1,507,569 - - - -
Loans Due to RMT - 160,335 1,000 - - 63,500 21,100

During the 2018 year, the Executive Chair was a Director of Ruskin Mill Land Trust Limited, the sole corporate Trustee of Ruskin Mill Land Trust (RMLT). Mr A Gordon was also a Director of Ruskin Mill Land Trust’s subsidiaries: Ruskin Glass Centre Limited (RGC) and Academy of Makers Limited (AOM). Mr A Gordon is a Trustee for Responsive Earth Trust (RET) and Hiram Trust and also a Director for Living Earth Land Trust (LELT) and Ruskin Mill Ltd.

Transform Residential renting the property from Sunfield; the yearly rent is £12,500.

65

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

2019 transactions between the group and its related parties:
RMLT and
Subsidiaries
£		 RET
£		 LELT
£		 HIRAM
£		 Ruskin Mill
Limited
£
Sales 29,442 - - - -
Purchases -Ruskin Mill Trust 1,559,115 42,000 - 7,500 109,917
Purchases- Brantwood School 160,070 - - - -
Purchases - Lantern Trading 31,800 - - - -
Purchases-Transform Residential 62,138 -
 40,200 - -
Purchases - Clervaux Trust 52,872 - - - -
Purchases - Sunfield - - - - -
Purchases - Clervaux Garden School - - - - -
Purchases - Seol Trust - - - - -
Trade debtor amounts due 3,002 - - - -
Trade creditors amounts due (89,145) - - - (107,896)
Loans due to AOM

There were also charitable donations paid to RMLT during the year totalling £240,000.

A connected party of A Gordon received remuneration of £6,242 (2018: £6,242) in the year as an employee. Two connected parties of H Kippax received remuneration of £30,451 (2018: £78,529) during the year as employees.

A connected party of the Director of PSTE Operations also received remuneration of £77,250 during the year (2018: £3,136) as an employee.

66

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

22. Reconciliation of operating gain to net cash inflow from operating activities

2020 2019
£ £
Net incoming resources (445,283) 1,035,041
Non-operating cash flows eliminated:
Interest received (24,520) (33,874)
Gain in the period 7,513 (11,525)
Financing costs 241,554 243,492
Depreciation of tangible fixed assets 805,985 724,603
Loss on disposal of fixed assets 936 16,141
Amortisation of goodwill 12,492 12,492
Decrease/(Increase) in stock 1,021 (6,536)
(Decrease) in creditors 73,726 546,598
Decrease in debtors (2,991,922) (1,011,514)
Grant liability - -
Donation of Sunfield net assets - (1,569,897)
Net cash inflow from operating activities (2,318,498 (54,978)

23. Analysis of changes in net funds

Cash at bank and in hand
Net funds		 Opening
Balance
£
5,484,464
5,484,464		 Cash
Flows
Non Cash
Changes
Closing
balance
£
£
£
(3,152,250)
-
2,332,214
(3,152,250)
-
2,332,214		 Cash
Flows
Non Cash
Changes
Closing
balance
£
£
£
(3,152,250)
-
2,332,214
(3,152,250)
-
2,332,214

2,332,214

24. Capital commitments

At 31 August 2020 there were capital commitments of £nil (2019: £nil).

67

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

25. Group Financial Instruments

Financial assets measured at fair value
Financial assets measured at amortised cost
Financial liabilities measured at amortised cost		 2020
£
442,539
6,091,085
**1,440,454 **		 2019
£
459,267
6,405,819
777,609

Financial assets measured at fair value include assets held as investments. Financial assets measured at cost include cash less overdraft, trade debtors, and accrued income. Financial liabilities measured at cost comprise trade creditors and accruals.

Impairment losses charged to financial assets measured at settlement value in the year amounted to £Nil (2019: £Nil).

26. TRANSFER OF SUNFIELD CHILDREN’S HOMES LIMITED

On 15 May 2017, Ruskin Mill Trust Limited was gifted and acquired control of the charitable company, Sunfield Children’s Homes Limited (company number 00413810 and charity number 527552).

A restricted donation equal to the net assets of the charity at 15 May 2017 is recognised in the SOFA of Ruskin Mill Trust Limited with a corresponding entry being shown within investments. The net assets (as extracted from the audited financial statements at 14 May 2017) can be summarised as:

Tangible fixed assets

Investments

Debtors

Cash

Creditors
Net assets
 £
3,448,494
2,030,969
414,356
1,643,350
(2,286,487)
5,250,682

A grant commitment of £2,558,831 has also been recognised in Sunfield Children’s Homes Limited and the group during the year (2019: £3,184,850) after £626,019 was utilised in the period. This is a result of a Deed of Covenant being signed before the year end by Sunfield and its parent to transfer the land and buildings to Ruskin Mill Land Trust Limited (a related party of the group). The committed amount is the net book value of the land and buildings held by Sunfield at 31 August 2017. The liability is shown as within one year as the transfer could take place on or before 31 August 2020.

As a result of this commitment, an impairment has been recognised in the Ruskin Mill Trust charity, to write down the value of the investment by the net book value of land and buildings to be transferred. The remaining investment in Ruskin Mill Trust Limited is therefore £2,065,831 at 31 August 2020 (see note 14).

The surplus impact on the SOFA in Ruskin Mill Trust’s group and charity financial statements as a result of these net assets being acquired is £2,065,831.

68

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2020

27. GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2019:

Notes
Income from:
Grants and Donations
2,3
Charitable activities
4
Other Trading activities
6
Investment Income
7
Total Income
Expenditure on:
Raising Funds
8
Charitable Activities
8
Other Trading Expenditure
8
Total Expenditure
Net Income/(Expenditure)
before transfers
Transfers between funds
18
Reconciliation of funds:
Total funds brought
forward
17
Total funds carried forward
17,18		 Unrestricted
Restricted
1,605,280
170,607
19,198,888
-
11,421,079
227,159
33,874
-
32,259,121
397,766
(337,121)
-
(15,461,554)
(177,137)
(15,594,060)
(11,974)
(31,432,735)
(189,111)
826,386
208,655
-
-
3,426,148
3,121,269
4,252,534
3,329,924		 2019
Total
£
1,775,888
19,198,888
11,648,238
33,874
32,656,887
(377,121)
(15,638,691)
(15,606,034)		 2019
Total
£
1,775,888
19,198,888
11,648,238
33,874
32,656,887		 2019
Total
£
1,775,888
19,198,888
11,648,238
33,874
32,656,887

(31,621,846)

1,035,041

-
6,547,417

7,582,458

69