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## **RUSKIN MILL TRUST LIMITED**
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**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**
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## **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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## **LEGAL AND ADMINISTRATIVE INFORMATION**
**Status** The charity is governed by its Articles of Association dated 12 May 2010.
- **Trustees**
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)
- **Company Secretary** I K Clements
- **Founder** A C H Gordon
- **Charity number** 1137167
- **Company number** 07252866
- **Executive Team**
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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## **RUSKIN MILL TRUST LIMITED**
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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:
- English Language
- English Literature
- Mathematics
- Chemistry
- Combined Science
- Citizenship
- History
- Japanese
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:
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|---|---|---|
||**Education**|**Care**|
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|**Ruskin Mill College**|Grade 2 ‘Good’|Grade 1 ‘Outstanding’|
||Grade 2 ‘Good’|N/A|
|**Argent College**|||
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|**Glasshouse College**|Grade 2 ‘Good’|Grade 2 ‘Good’|
|**Freeman College**|Grade 2 ‘Good’ with two
‘Outstanding’ categories||
|||Grade 2 ‘Good’|
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|**Coleg Plas Dwbl**|Grade 2 ‘Good’|Grade 2 ‘Good’|
|**Brantwood School**|Grade 2 ‘Good’|Grade 2 ‘Good’|
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|**Sunfield School**|Grade 3 ‘Requires Improvement’|Grade 2 ‘Good’|
|**Clervaux Rise**|N/A|Grade 2 ‘Good’|
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|**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**|
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||**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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## **REPORT OF THE TRUSTEES**
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.
- **Patron**
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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## **REPORT OF THE TRUSTEES**
## **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:
- The Trust Head of Health & Safety played a critical role in supporting the Trust’s response to the Coronavirus pandemic, firmly bringing to mind the importance that health and safety management plays in the continuing success of the Trust. Compliance audits/inspections continued, where possible.
- The Admissions Team remained open and functioning with applications processed and assessments offered to prospective students in a Covid-secure manner.
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- The Trust Head of Safeguarding worked closely with the Provision Leaders and DSLs across the Trust to ensure that students remained safe. Following DfE guidance, an Annex to the Trust’s Young People and Adults at Risk Safeguarding Policy was approved, guidance for staff on safe video conferencing and live lesson streaming with students was issued, along with parental consent forms. The Trust Head of Safeguarding also oversaw the programme of daily welfare calls to students and their families, where those students returned home. Compliance audits/inspections also continued, where possible.
- The HEaRT team developed an entirely new schedule to ensure that training continued and new staff could be inducted safely. As part of our community of learning and keeping staff together, the Trust’s Founder, Aonghus Gordon, also delivered a remote weekly seminar to all staff, overseen by the Trust Head of Staff Training and Development.
- Generally, staff attendance remained high and recruitment continued at pace, testament to the Trust Head of HR and wider HR team working tirelessly to support the welfare of our workforce, a priority of the 2019/20 year.
- The Trust Head of IT and MIS oversaw a rapid shift to remote working, supporting with IT infrastructure and staff directly to ensure continuity of service delivery. With normal educational provision suspended, the Data Team worked closely with provisions to develop new methods of recording attendance, learning and progress.
## **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?
- To continue to oversee the delivery of educational, care and operational outcomes across the RMT Group, providing strategic input into individual provision development plans and budgets, monitoring alignment of provision processes and reporting within the overall Group strategy and policies and embedding PSTE and the Trust’s wider vision and values at each provision.
- To dedicate conscious and detailed planning to building a Ruskin Mill Trust ‘Civil Service’; a service that will braid administration, governance and PSTE methodology.
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- To support the Trust as an organisation that develops and grows due to its own research; ensuring the Executive Team, too, is impacted and changed by the Trust’s research insights.
- To review and better articulate the services provided by Central Services staff in terms of advisory, monitoring and supporting of operations.
- To bring new ideas to improving staff recruitment.
- To continue to build the internal quality assurance team across the Trust to ensure regular audit and monitoring visits – this team to cover both compliance and method/PSTE monitoring and to be responsible for the monitoring and follow-up of compliance audits.
- To continue to improve data capture, linked to the strategic development of the Trust.
- To develop the marketing, business development and communications arm of Central Services, to raise the profile of the Trust’s successes with its stakeholders.
- To improve the consistency and documentary evidencing of compliance checks.
- To evaluate all IT systems currently in use and assess where improvements may be made.
## • **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:
- **Mandatory and Compliance:** Safeguarding, Prevent, MAPA, Equality and Diversity, Health & Safety, Mental Capacity Act & DoLS, First Aid etc.
- **Method, Skills and Crafts:** Vision and Values, PSTE, Diagnostics, Hygeia Therapy etc.
- **Knowledge:** Teaching and Learning, Disorders etc.
- **HEaRT Core Programmes:** Growing the Land Growing People, Pedagogic Potential of Craftwork, Nutrition, Holistic Support and Care, Seven Fields of Practice (x2), Goethean Science, Steiner’s Educational Insights, Level 5 Leadership and Management in Health and Social Care; MA in Special Education – delivered jointly between Lillehammer INN University and Ruskin Mill Land Trust
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## **REPORT OF THE TRUSTEES**
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:
- 96% of respondents rated their overall training experience as either Excellent (63%) or Good (33%), with only 2% rating it as Poor and 2% with No Response
- 72% felt that training improved or refreshed their knowledge and understanding
**----- 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
16000
14000
12000
10000
8000
6000
4000
2000
0
2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
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- All feedback categories (administration, content, trainer, overall) received an average rating of over 95% Excellent or Good
- 98% of staff felt the trainer’s knowledge was either excellent (81%) or good (17%)
- 97% of respondents felt the trainer’s presentation/delivery skills were excellent (70%) or good (27%)
- This has been another successful year for trainer engagement, with 97% rating trainers as either Excellent (74%) or Good (23%)
- It has been gratifying to note from the feedback data that HEaRT’s administration has continued to be effective and indeed improved slightly; the number of respondents who rated the administration of courses either as Excellent or Good increased from 91% to 93%.
The positive data was also backed up by very encouraging comments from participants, some examples of which are:
- _Deeper knowledge and understanding of Goethean observation, biodynamics and mental health which can be related directly to improving the student journey_
- _Consider my tone, body position, movement etc when working_
- _Reminding us of the methods and theory of the Trust, feeling inspired to be back_
- _How the subject was linked to the method of the Trust_
## **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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## **REPORT OF THE TRUSTEES**
||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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## **REPORT OF THE TRUSTEES**
||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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## **REPORT OF THE TRUSTEES**
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**
- An increasingly important feature of the Trust’s forward planning process is the Annual Strategic Review which brings together Trustees and senior leaders for three days each autumn to debate and analyse the key strategic challenges facing the organisation, and to develop plans for addressing them creatively and effectively in furthering the Trust’s Objects.
- From Part 1 of the 2020 Review in November came the affirmation that the Trust’s strategic aims and priorities were:
## **Ecosystem**
Initiate and oversee the restructuring of Ruskin Mill’s Ecosystem (the Ruskin Mill Trust family of organisations) through:
- a) Creating a Land Trust to own the land and property used by the schools that are operated by the Ruskin Mill Trust Group, and to lease this land and property to Ruskin Mill Trust or one of its subsidiaries
- b) Reviewing the place, funding and interrelationships of Research, Higher Education and Staff Training and Development, (including the Ruskin Mill Centre for Practice and the Field Centre) within the Ecosystem
## **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
- b) The new Sunfield Garden School where building work is due to start in late 2021
## **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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## **REPORT OF THE TRUSTEES**
## **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:
- a) The Balnaboth Rise Project in North East Scotland
- b) Receiving the Trigonos Centre into the Ruskin Mill Trust Group and developing its hospitality and catering training opportunities for young adults with special learning needs
## **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:
- a. The Wool Barn at Ruskin Mill
- b. Coleg Ty’r Eithin near Llanelli
- c. Grace Garden School at Cherry Orchards in Bristol
- d. Sunfield Development Project near Stourbridge
## **Research and Higher Education**
- a) Progress the creation of the Ruskin Mill University, housed in the Ruskin Mill Centre for Practice, and launch the new Master’s degree in PSTE
- b) Ensure that the findings of any research undertaken by the Trust is, where practical, embedded in its staff training and development and its operations
## **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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## **REPORT OF THE TRUSTEES**
## **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:
- a) The advancement of the education of young people with learning difficulties and/or behavioral problems or special educational needs through training in the areas of the arts, crafts, agriculture and environmental sciences, with particular reference being given to the indications and insights of Rudolf Steiner in these areas.
- b) The promotion of research into the practice and development of those areas of education provided that all research findings will be widely disseminated.
- c) The promotion of Rudolf Steiner educational establishments.
## **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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## **REPORT OF THE TRUSTEES**
## **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.
- **Subsidiaries**
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.
- **Local Authorities**
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 and Borrowings**
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:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgments and estimates that are reasonable and prudent;
- state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
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:
- so far as that Trustee is aware, there is no relevant audit information of which the company's auditor is unaware; and
- that Trustee has taken all the steps that ought to have been taken as a Trustee in order to be aware of any information needed by the company's auditor in connection with preparing its report and to establish that the company's auditor is aware of that information.
## **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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## **REPORT OF THE TRUSTEES**
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## **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:
- give a true and fair view of the state of the group's and parent charitable company's affairs as at 31 August 2020 and of the group's incoming resources and application of resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).
## **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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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF RUSKIN MILL TRUST LIMITED**
- the trustees' use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or
- the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company's ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.
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:
- the information given in the Strategic Report and the Directors’ Report, prepared for the purposes of company law, included in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements.
- the Strategic Report and the Directors’ Report included in the Report of the Trustees have been prepared in accordance with applicable legal requirements.
## **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:
- proper and adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
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## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF RUSKIN MILL TRUST LIMITED**
- the parent charitable company's financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees 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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## **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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## **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.
38
**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.
40
**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.
41
**RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
## **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**
42
## **RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
## **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.
43
**RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
## **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.
44
**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