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2022-08-31-accounts

RUSKIN MILL TRUST LIMITED

Charity number: 1137167 Company number: 07252866

Ruskin Mill Trust Limited (A Company Limited by Guarantee)

Trustees’ report and financial statements

For the year ended 31 August 2022 Amended Accounts

RUSKIN MILL TRUST LIMITED

Page
Contents
1
Legal and administrative information
Report of the Trustees 2

SECTION 1: Introduction by the Chair of Trustees

SECTION 2: Strategic Report

SECTION 3: Structure, Governance & Management

SECTION 4: Environmental Report

SECTION 5: Section 172 Statement

SECTION 6: Financial Review
Independent Auditor’s report to the Members and Trustees 34
Group statement of financial activities 38
Group balance sheet 39
Charity balance sheet 40
Group cash flow statement 41
Notes to the financial statements 42

RUSKIN MILL TRUST LIMITED

REPORT OF THE TRUSTEES

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

C Court J T Fearnley D Wragg (appointed 20 September 2021) L Griffin (resigned 29 June 2022)

Aonghus Gordon OBE – Founder & Executive Chair Helen Kippax – Senior Executive Mentor Oliver Cheney – Director of Colleges & Rise Tara Gratton – Director of Schools & Rise Constantin Court – Director of PSTE Pedagogy Associate Members: Shazuli Iqbal – Chief Financial Officer Lindsay Wilkinson – Head of Human Resources Elisabeth Johnson – Executive Operations Manager

Registered office Ruskin Mill Mill Bottom Nailsworth Gloucestershire, GL6 0LA  Auditor Grant Thornton UK LLP Chartered Accountants and Statutory Auditor 17[th] Floor 103 Colmore Row Birmingham, B3 3AG  Bankers Triodos Bank NV Lloyds Plc Deanery Road 12 Rowcroft Bristol, BS1 5AS Stroud, Glos., GL5 3BD  Solicitors Royds Withy King LLP 69 Carter Lane London, EC4V 5EQ

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

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REPORT OF THE TRUSTEES

The Trustees present their Report, including their Strategic Report and Financial Statements for the year ended 31 August 2022, 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 & Administrative Information on page 2 forms part of this Report. The comparative information presented is for the twelve months from 1 September 2020 to 31 August 2021.

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

The Trust’s schools and colleges started with a further increase on the pupil and student roll with a 12% growth on the previous year.

The year has been successful all round with regards to pupil and student achievement. As in the previous year, schools and colleges did not close. This was achieved through skilful leadership and management, the dedication of the staff and considerable outdoor learning, which is part of the Trust’s method. The challenge towards December and January of the year however did prove costly for the Trust in that staff had to be replaced by agency. The Trust was particularly pleased with the result of the CQC inspection at Ruskin Mill College in September 2021 and the Ofsted inspection at Glasshouse College in October 2021.

An extract from the CQC inspection at Ruskin Mill College:

‘The service was outstandingly responsive to people's individual beliefs, preferences and needs. Therapeutic care was delivered in line with their Practical Skills Therapeutic Education (PSTE) method, and we found that staff worked creatively to incorporate people's individual needs with their therapeutic programme. This supported people to achieve support in a way that met their individual needs and promoted their equality.’

An extract from the Ofsted inspection at Glasshouse College:

‘Leaders have designed the curriculum to equip students with the skills they need to work in sectors such as glass blowing, jewellery making, leatherwork, biodynamic horticulture, farming, hospitality, and woodland management. As a result, most students make craft work to a high standard.

Students benefit from developing their understanding of healthy eating to improve their health and wellbeing.’

One of the highlights of this year’s college development was the cross-Trust production of King Arthur, which was performed in June in three locations put in picture. This event alone brought remarkable crossTrust cohesion and collaboration. Students particularly enjoyed meeting each other from different regions. The production will take a further step from September 2022, when schools will engage and take part along with students from the colleges.

Performances of King Arthur at the Glasshouse and at Ruskin Mill

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A significant step this year has been the appointment of Education Health and Care Managers (EHCMs) across the colleges. The following is a summary of their focus:

Oliver Carnaby being awarded the Johnson Cup for wool craft by Mark Johnson

Schools and Colleges Developments

Grace Garden School: Our most recent development and initiative, has expanded, and started with 11 pupils in September. The school can continue to grow up to 20 pupils. Ofsted visited the school and commended the innovative curriculum based on Steiner principles. The inspector described the school:

‘School leaders are committed to delivering a bespoke Steiner-inspired curriculum that meets pupils’ specific needs. The range of subjects to be offered meets the requirements of the independent school standards. There is a strong curriculum focus on pupils’ learning through land, animal and craft activities delivered through the practical skills therapeutic model of Ruskin Mill Trust .’ The school was opened by the Right Honourable Lord Mayor of Bristol, Councillor Steve Smith.

Ruskin Mill College: The College received a CQC inspection. It was graded as Good, Grade 2, with a category on responsiveness being Outstanding. The pipeline for Ruskin Mill College is significant.

Freeman College: In November Freeman College hosted a sponsored Erasmus project through cultural innovation, focusing on eco-preneurship. This project continues with a research team travelling to Iceland, Norway, and then North Wales, for its completion.

Coleg Plas Dwbl & Ty’r Eithin: These are being re-set through the creative leadership of Barry Wilkinson. The facilities available at Plas Dwbl, particularly within the agricultural offer, are considered outstanding.

Sunfield School: Sunfield continues to promote progress with the application to planning for a new lower school. Finance has been secured for this new project and recently Jessica Lesniak has been appointed as the new Headteacher. Jessica has considerable experience in formal special needs education, and has a deep interest in animal and land husbandry. She is joined by William Trantor as her Deputy.

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Strategic Review

In November, the Trustees gathered for their annual strategic review at Trigonos, the Trust’s new social enterprise centre, which in time will offer facilities for a college provision. The review centred on governance, civil service and broadening Ruskin Mill’s scope to include a widening of objects for health and medical. The Trustees also looked at new opportunities for international collaboration and further capital projects. The Trust also reviewed the systems update and its cost structure. Progress has been made on many of these areas, particularly in a systems upgrade, and a review of fees and costing.

Courses & Training

A significant step this year has been the launch of the Master’s programme. This took place in April, in conjunction with Huddersfield University. The range of opportunities for staff to excel in the Trust’s method continues to grow. The Trust is pleased to have received an Excellent in training. The Trust is also continuing to complete the Wool Barn for significant numbers in cross-Trust training. The photograph below shows the final plenum of the Wool Week, with a presentation by Dr Sue Reed.

The Trust also continues to support its staff on PhD research and set out below is a schedule of staff researching their Field of Practice at their requisite university.

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Current Statutory Inspection Grades

----- Start of picture text -----
Education Date Care Date
Ruskin Mill College Grade 2 ‘Good’ April 2018 Grade 2 ‘Good’ September 2021
Responsiveness
outstanding
Argent College Grade 2 ‘Good’ October 2021 N/A N/A
Glasshouse College Grade 2 ‘Good’ October 2021 Grade 2 ‘Good’ April 2022
Freeman College Grade 2 ‘Good’ September 2019 Grade 2 ‘Good’ July 2022
Behaviour & Attitude
outstanding
Coleg Plas Dwbl (inc Grade 2 ‘Good’ February 2022 Grade 2 ‘Good’
Ty’r Eithin
Brantwood School Grade 2 ‘Good’ June 2022 Grade 2 ‘Good’ February 2022
Sunfield School Grade 2 ‘Good’ November 2021 Grade 2 ‘Good’ May 2021
Good in all areas
Grace Garden School Grade 2 ‘Good’ May 2022 N/A N/A
Clervaux Garden Grade 2 ‘Good’ July 2021 Grade 2 ‘Good’ May 2021
School
Clervaux Rise N/A N/A Grade 2 ‘Good’ May 2022
Fairhill Rise Registration with N/A N/A
Care Inspectorate
Scotland successful
Coleg Trigonos Application in Planning to Registration in
process to register open in 2024 progress.
as Post-16
education
----- End of picture text -----

100% of students who left college achieved a qualification, with 86% of those being a vocational unit or qualification. In the schools, 64% of leavers achieved a qualification.

----- Start of picture text -----
Leavers achievement in qualifications July 2022
12
10
8
6
4
2
0
ARG BSS FMC GHC GGS CPD RMC SUN
Total number of leavers Number achieving a qualification
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These statistics evidence the hard work of the teaching and support staff who enable the students to achieve such great results.

Vocational Qualifications

There were 245 full vocational qualifications being delivered in 2021/22 compared to 202 the previous year. This demonstrates a 20% increase. In addition, there were 89 full functional skills (maths and English GCSE’s being delivered. The qualifications provide external validation of the students’ achievements as well as evidencing skills for future employers and placements.

----- Start of picture text -----
Number of Vocational Qualifications
delivered across the Trust
245
202
158
103
85
2017/18 2018/19 2019/20 2020/21 2021/22
----- End of picture text -----

This growth is evidence of the skills of the teaching staff and the Accreditation Team in identifying appropriate opportunities to help students achieve relevant nationally recognised qualifications.

Work Experience

Work experience provides invaluable opportunities for the students to contribute to their local community as well as develop valuable work skills and increase their confidence. The Trust continues to work with a wide range of internal and external work placements and since the previous year has increased both the internal and external work experience offers across the Trust.

----- Start of picture text -----
Number of hours of planned work
experience placements (RMT Colleges)
5453
4610
3721
5190 4364 6118
2019-2020 2020-2021 2021-2022
External Work Placement Internal work placement
----- End of picture text -----

Both internal and external work experience opportunities have increased by over 40% since the previous year. This is evidence of the Trust’s successful engagement with local communities and positive relationships with local businesses.

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Governance and Senior Management

At the 2022 AGM in March, the following were appointed as trustees to govern the Trust: Aonghus Gordon OBE, Helen Kippax, Constantin Court, Guy Vassall-Adams KC, Jorunn Barane, James Fearnley, Vivian Griffiths, Lynne Griffin and David Wragg; subsequently, Lynne Griffin stepped down and resigned as a trustee.

The operational and strategic management of the RMT Group is delegated to an Executive Team which meets weekly and is, in effect, the senior leadership team for the whole Group. Membership of the Executive Team is:

Aonghus Gordon OBE – Founder & Executive Chair Helen Kippax – Senior Executive Mentor Oliver Cheney – Director of Colleges & Rise Tara Gratton – Director of Schools & Rise Constantin Court – Director of PSTE Pedagogy Associate Members: Shazuli Iqbal – Chief Financial Officer Lindsay Wilkinson – Head of Human Resources Elisabeth Johnson – Executive Operations Manager

In addition, the Board of Trustees has appointed three Sub-Committees, each comprising trustee members and co-optees and each with specific terms of reference and a mandate that has been delegated by the main Board.

This is the Governance & Senior Leadership Structure of the Ruskin Mill Trust Group (December 2022)

2022

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The Johnson Cup

The Johnson Cup is an award that honours skills in wool and textile achievements. There were three winners across the Trust:

The cup will travel between Ruskin Mill College (autumn), Glasshouse College (spring) and Clervaux Garden School (summer).

From left: knitted hat and mittens by Oliver Carnaby, slippers made by Amelia Reynolds from Clervaux Garden School and Lewis O’Sullivan’s woven bag, Glasshouse College

Awards & Fundraising

Fifty-eight different trusts and foundations gave grants during the year, and the Trust also received numerous donations from organisations and individuals, including legacies and in-memoriam gifts. We are very grateful for this support, from new and existing funders, enabling us to deliver some excellent new initiatives across the Trust this year, and build upon previous years’ work.

Grace Garden School was supported by an annual donation from the Sterling Charity, as well as donations and legacies from various individuals to Catherine Grace Trust. The Worshipful Company of Woolmen and the Alpkit Foundation both contributed funds towards the purchase of 6 Shetland sheep for the school, to add to its existing family of goats, chickens, pigs and cows. Brantwood Specialist School received a donation from the Finnis Scott Foundation towards the development of its gardens, creating a new stone circle, fire pit and raised beds. Future plans include the installation of new play equipment.

Sunfield School has benefitted from an award from the Edward Cadbury Charitable Trust, which will be used towards the construction of the new Lower School in 2023. Other donations have been received for bike racks, from the Dumbrek Charity; and a trampoline, from the Mary May Sheward Charitable Trust.

Internal work progressed on the Wool Barn at Ruskin Mill College, including the installation of toilets and a kitchen. The Wool Barn now provides space for the College to accommodate performances, music, dyeing, weaving and staff training. In addition to funds received in previous years for this project, we are grateful to the Worshipful Company of Woolmen and Champniss Charitable Trust. The Horlock Education Trust and the Dennis Gould Foundation have both supported the construction of a new lambing shed and associated equipment.

Developments at High Riggs this year have included the installation of a Shepherd’s Hut, made possible by the Hasluck Charitable Trust, Professor Nick Bishop, JG Graves Charitable Trust, the Clancy Foundation and the Cleeves and Whitehead Charitable Trust. The hut is used for weaving, crochet, knitting, sewing, spinning and natural dyeing. In addition, the Hugh Neill Charity funded the construction of new animal shelters. At Freeman College, metalwork and cutlery projects have been supported by the Cutlers Company in Hallamshire.

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The Fold has been supported by North Yorkshire County Council, the Community Covenant Fund, the Worshipful Company of Turners and Broadacres to deliver a variety of activity programmes to support serving military personnel, veterans, their families and civilians. These have included Knit and Natter sessions, Food for the Future activities, Forces for Change Family Days, Green Woodwork sessions and other craft and wellbeing courses. The Hadrian Trust enabled the purchase of a large walk-in fridge at Clervaux Rise to provide effective food storage for its organic veg box scheme. ALA Green Charitable Trust contributed towards Clervaux Trust’s Electric Vehicle Charging Point installation. Darlington Building Society generously funded a large shepherd’s hut for a dedicated textiles classroom at Clervaux Garden School, as well as sending 30 volunteers to help plant around 1,500 tree saplings at the Fold Family Centre.

Two of the Trust’s ageing tractors have had to be retired this year – those based at Vale Head Farm and Coleg Plas Dwbl. We are grateful to the Albert Hunt Trust, Eveson Charitable Trust, Eric W. Vincent Trust Fund, Delamere Dairy Foundation, Newfields Masonic Lodge, PF Charitable Trust, the Moondance Foundation and other individuals, for their donations to enable us to replace these large capital items. The sister of a student who ran the Royal Parks Half Marathon and donated the money she raised, funded the establishment of a soft fruit garden at Coleg Ty’r Eithin.

The Townscape Heritage Fund continues to support the development and maintenance of 9 Regent Place, part of Argent College; and the National Lottery Heritage Fund continues its funding for The Hive in the Jewellery Quarter, which is part way through a five-year funded programme of community activities.

A project development grant from the Architectural Heritage Fund, enabled us to cover project management, professional and consultancy fees and produce a heritage assessment, schedules of repair and develop plans for Trigonos.

Creative Black Country supported a trip to Tintagel in preparation and rehearsal for the play Arthur . The trip was undertaken by staff and college students and the playwright, Peter Oswald. A grant from Arts Council England enabled the play to be performed in Summer 2022 at provisions across the Trust, with further performances planned during 2023.

Conferences & Festivals

UK, International Festival of Glass

The International Festival of Glass took place in August 2022 and was centred at the Glasshouse, extending to other sites across Stourbridge and Wolverhampton. The festival celebrated East Asian glass and culture and included the spectacular Expanding Horizons exhibition, as well as workshops in manga drawing, kimchi making, Korean calligraphy, ink painting and Taekwondo. A particular highlight was the Hot Hanbok/Cool Glass evening, featuring music, modern dance and a catwalk show of contemporary and traditional Korean clothing, combined with wearable glass designed to match each outfit, created by 33 international artists. The festival also included the British Glass Biennale exhibition and the new International Bead Biennale.

Thank you to the festival’s sponsors, including Arts Council England, Daiwa Foundation, Japan Society, Great Britain Sasakawa Foundation, the International Year of Glass and the Korean Cultural Centre UK.

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International Developments & Collaborations

Lillehammer Inland Norway University: BA Work Experience from August 2022 to December 2022

This excellent partnership has continued this year for Norwegian students in the third year of their BA in Special Education course at Lillehammer University, Norway. They were offered work experience placements at four college provisions across the UK: Freeman College, Glasshouse College, Argent College and Ruskin Mill College. The project started in mid-August 2021 and finished on 10 December 2021. The Trust hopes to continue this into the following years. Four candidates have just passed their Master’s with Inland Norway University in PSTE. The Trust is delighted with the results. A number of students have passed with distinction.

Erasmus Grant

The Trust continues to work with Erasmus research project into the second year. This year, the collaboration has included Bodo in the north of Norway. It will complete the cycle at Trigonos in north Wales. It centres on eco-entrepreneurship and how to take this perspective forward into a training.

Brazil, Monte Azul

The Trust continues to work with Monte Azul, with a key leader of the project undertaking the Ruskin Mill Master’s in PSTE.

USA, New Hampshire, Temple Wilton

Further developments are taking place with a new programme being offered in the new year of 2023 with PhD research jointly funded with Coventry university looking at the decommodification of agriculture and researching the rise of the CSA movement to fulfil Trauger and Alice Groh’s vision.

Switzerland, World Social Initiative Forum (WSIF), Goetheanum

The Trust is involved in the development of the WSIF with some joint sponsorship to support the initiative. It is expected that an international conference will take place at Ruskin Mill in July 2023.

New Developments

In May 2022 the trustees of the Helios Trust decided to merge it with the Catherine Grace Trust, thereby becoming part of the Ruskin Mill Trust Group. The Helios trustees are now looking at developing a Health Centre together with an opportunity for taking in children from 7-10 years old on the Helios site, which is a 10 minute drive from Grace Garden School.

Patron

I would like to thank our Patron, Karen Morgan OBE, for her continued, active support for the Trust.

Finally, I would like to thank our parents, students and pupils for their progress at Ruskin Mill Trust centres. Many of the stories of success, achievement and overcoming significant barriers to learning were described in great detail at the end of year ceremonies at schools and colleges. It was humbling to hear them.

Aonghus Gordon OBE – Chair of Trustees

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SECTION 2: Strategic Report

2.1 Achievements and Performance

Report from the Executive Team

The Trust continued to work dynamically and responsively throughout the year, adapting to the changing restrictions around Covid and ensuring that staff and students were able to continue to attend School, College and Rise provisions. As the restrictions lifted, the Trust was subject to a number of regulatory inspections from Ofsted, CQC and Estyn (see the table of current Statutory Inspection Grades [September 2022] on page 5 of this Report). These inspections provided an opportunity for the Directors to work with the Trust’s Civil Service and Provision Leaders to ensure that the quality of each provision was evident to the inspection teams. This collaboration, along with the hard work of staff teams at each site, and the students, contributed to very positive inspection outcomes.

In addition to the successes from the inspections, the Trust experienced strong growth, especially at its schools. It is anticipated that with the further positive inspection results, this growth will continue.

The Trust also experienced several challenges over the 2021/22 academic year and the Executive Team, working with the Civil Service and Provision Leaders, focused on ensuring that students continued to receive high quality education and care, aligned to the Trust’s Method of Practical Skills Therapeutic Education (PSTE) and within the context of the 7 Fields of Practice. This was achieved whilst addressing difficulties in recruiting staff, preparing for regulatory inspections, budget planning, financial management and ongoing development work across the Trust.

The Directors continued to work well with their leadership teams, meeting regularly to share good practice and new ideas. The appointment of a Deputy Director for Schools helped to strengthen the Schools’ leadership team and provide some additional resource, enabling the schools to continue to grow.

The Executive Team, which met weekly throughout the year, has closely monitored and supported all these developments, through regular reporting and meetings with key staff.

The main areas of focus for the Executive Team over the year have been:

  1. Recruitment of support staff and reducing the use of agency staff

  2. Financial management and rolling out new systems

  3. The development of the Civil Service

  4. Bringing more consistency to reporting and quality assurance

1. Recruitment of support staff and reducing the use of agency staff

The Trust has continued to experience challenges with staff recruitment, particularly in support staff roles in the residential service. In order to ensure that students received the support they need, the Trust has had to rely on agency staff to fill many vacancies, until staff can be recruited. The Executive Team has closely monitored the use of agency staff over the year, including negotiating rates with agencies and providing schools and colleges with a list of preferred agencies to try and reduce cost; also employing a specialist recruitment team to focus on attracting residential support staff to fill vacancies. In addition, the Executive Team has reviewed the salary structure for support staff and, in addition to the increase in national minimum wage, have raised the annual rate of pay for the support roles in order to provide a more competitive offer. The in-house recruiters have focused on the advantages of working for Ruskin Mill Trust including the training options and employment package and have attended various job fairs and increased social media presence to improve recruitment. There is evidence of their success in the reduced vacancy list. The Executive Team will continue to monitor agency use and the new Access MIS system will help to track support hours ensuring that students are receiving the right levels of support.

2. Financial Management and rolling out new systems

The Chief Financial Officer has been leading on new systems for budget setting and financial monitoring and has been working closely with the Executive Team to ensure that the Directors are receiving accurate and timely financial information to inform decision making. The new Access MIS system provides real time account information as well as tracking purchase orders, invoices and expenses. The staff rota section of the system will also allow improved tracking of time sheets against budgeted hours. The Executive Team

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has worked closely with the finance team to review management accounts and areas of overspend and put in measures to address areas that are over budget. The Executive Team will continue to regularly monitor spend against budget as well as the deployment of hourly paid staff and will continue to work quickly to address areas of concern.

3. The Development of the Civil Service

Although the development of the Civil Service is being led by the Trustees, the Executive Team has continued to inform and help shape that development. The Civil Service will need to meet the needs of the Directors and Chief Executive Officer (CEO), therefore the Executive Team has been advising on reporting structures and what information the Directors require from the Civil Service. In addition, the Executive Team has been kept informed of developments and participated in Civil Service development days with the Heads of Departments.

4. Bringing more consistency to reporting and Quality Assurance

In line with the development of the Civil Service, the Executive Team has been reviewing the quality assurance and reporting procedures of the provisions. The schools have introduced a reviewed, weekly reporting structure for the Executive Team and both schools and colleges have proposed a quality assurance cycle. The colleges are working on bringing consistency to their Self-Assessment Reports (SARs) and Quality Improvement Plans (QIPs) and this will continue to be worked through in the following academic year. Both the reporting structure and the quality assurance procedures are informed by the recent inspections that both schools and colleges have experienced over the year.

Objectives

The Executive Team continues to hold operational oversight and management of the 12 schools, colleges and adult social care provisions within the Group. As the Civil Service continues to develop, the Executive Team has identified the need for stronger financial management, clear governance processes, effective quality assurance processes and increased cohesion between the different provisions. With these aims in mind, the Executive Team has identified for itself the following overarching objectives:

Ruskin Mill Centre for Practice (RMCfP) and the application for Taught Degree Awarding Powers (TDAP)

The Master’s degree (MA) in Practical Skills Therapeutic Education started in April 2022. The degree is designed and delivered by Ruskin Mill Centre for Practice staff and validated through a collaborative partnership with the University of Huddersfield - School of Education & Professional Development.

The MA in PSTE critically explores and examines the function and impact of the Seven Fields of Practice and situates it in the current educational research and scientific paradigm. It is a taught course, part-time

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over three years. It aligns with the UK Framework for Higher Education Qualifications: 180 credits at Level 7, six 20-credit taught modules and a 60-credit dissertation or research and practice project. By offering our own degree in PSTE, we are able to:

There are currently 19 participants on the course. This degree (and other future higher educational developments) will safeguard the Trust’s method for the future and secure its authenticity and integrity, ensuring RMT students and pupils benefit from innovative, research-enhanced practice. The faculty for the delivery of the Master’s will be drawn from the Trust’s PhD sponsorship of research into the Seven Fields of Practice.

RMCfP are now activley seeking registration with the Office for Students (OfS) as a Higher Education provider in order to gain Taught Degree Awarding Powers (TDAP). This means that, if successful, it will be registered as a Higher Educational provision and granted the power to validate its own degrees. This form of academic independence is sought in order to develop and externally validate the Trust’s unique methodology whilst offering its staff an internationally recognised, practitioner orientated qualification.

Hiram Education & Research Team (HEaRT) – internal courses

Through its Hiram Education & Research Team (HEaRT), the Trust continues to invest in staff and trustee education, which centres on knowledge, skills and mandatory needs. The educational offer concentrates on the Trust’s unique method, PSTE. The training begins on day 1 of a colleague joining the Trust through a two-week induction. This offer continues and expands through to specific job-related training pathways. Set out below is a summary of the training courses that are currently offered by the Trust; some are also open to external participants

This course is for staff who want to deepen their understanding of crafts, their impact on students and their interrelationship to the other Fields of Practice.

The aim of the Trust’s biodynamic programme is to equip participants with the knowledge, skills and attitudes to become independent and confident in biodynamic working, in order to work within a biodynamic or organic holding.

Holistic Practices in Nutrition (4 days)

This course is designed to enable all people 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.

This is a fundamental aspect of the Trust’s method of PSTE and is centred around a set of Seven Care Qualities.

Two Goethean Science courses - Four-Fold (4 weekends) & Polarities (1 weekend)

These courses invite participants to experientially and comparatively work with Goethean science in either professional or personal practice. Goethean science broadens the boundaries to acknowledge that the observer and what is observed are in a state of relationship rather than detachment.

Leadership in Health & Social Care Level 5 (PSTE) (2 year)

While providing an externally recognised qualification, this course gives Care Managers the opportunity to deepen their understanding of the 7 Fields of Practice as they are applied in the residential setting and gives them the insights and tools to run a high-quality Ruskin Mill care service.

This course aims to provide a broad outline of Rudolf Steiner’s indications regarding physical, emotional and spiritual development from birth to young adulthood.

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Teaching in Specialist Steiner Garden School (1 year)

Therapeutic Music for Special Needs Education

A new Tonalis foundation training explores the overlaps between Music Education, Music Therapy and Community Music and how they can enrich each other.

University of Lillehammer (INN) Master’s Course (final year)

This year is the final year that the Trust will co-create a Master’s degree with Lillehammer University in Norway. With the 6 who will complete this year, the total number of staffs who have graduated with an MA in Special Education in PSTE is 44.

Overall Staff Education and Development

Comparing to the previous year there was an increase of 509 in the number of staff training sessions to 1,438 individual staff training sessions covering PSTE as well as compliance related matters, with 32% of individual training occurrences being dedicated solely to PSTE (7,415 out of 22,995) which is equal to the previous year.

The large increase in the number of sessions can be credited mainly to the end of Covid-19 related limitations. Furthermore, Grace Garden School has become a functioning school with students and has increased staff which has contributed to the steady rise in the total number of staff cross-trust. Overall, the training numbers have resumed its pre-Covid levels with several provisions surpassing them.

2.2 Financial review

Admissions & Business Development

Throughout the year the Trust continued to build relationships with parents and local authorities, and offer assessments through on-line meetings and attendance at national conferences and exhibitions.

Total student and pupil numbers were 313 at the end of August 2022 having stood at 327 at the beginning of the year in September 2021. Total numbers were 363 at the start of 2022/23 and it is anticipated that there is again likely to be some further net-growth during the financial year. This all mirrors the 5-year growth trend across the Trust.

In addition, as can be seen from the graph below, the income from student & pupil fees increased significantly during 2021-22. This was partly due to the increase in numbers but also because, for a small number of students and pupils, the Trust was providing high levels of support to meet complex needs.

----- Start of picture text -----
3 YEAR FEE INCOME TREND
£44,896,959
£38,746,159
£ 28,399,593
2019-20
2020-21 2021-22
----- End of picture text -----

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Consolidated Performance

The consolidated financial statements for 2021/22 include the results of the Trust’s subsidiary companies for the full twelve months. Trustees value the consolidated surplus of £123,757 made during the year (2021: Surplus of £3,440,904).

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.

Financial Management & Reserves policy

Monthly Management Accounts and Cash Flow Forecasts are scrutinised initially by the Executive Team before being reported to the Board’s Finance Sub-Committee, and then to the Main Board of Trustees for review. High agency staff costs continued to be a concern during the year and steps were taken to increase the proportion of employed staff, particularly through the appointment of dedicated, in-house recruiters. These and other related measures appear to be having a positive impact on this issue.

The Group’s Reserves Policy is that Free Reserves should consistently exceed three months staff related expenditure. The reserves currently held in the Group at year-end are £3,155,531 ( 2021: £2,957,200 ) restricted and £7,546,305 ( 2021: £7,620,879 ) unrestricted. Three months staff related expenditure was approximately £6.5m throughout the year, therefore the Group has been able to operate in line with Policy.

Within the charity there are £3,006,709 (2021: £2,872,180) restricted and £1,213,619 (2021: -£21,198) unrestricted reserves at the year-end.

2.3 Risk and uncertainties

These are the key risks and uncertainties facing the Ruskin Mill Trust Group and the mitigation in place. This have been drawn from the Risk Register 2022/2023

Strategic Risk Specific Risk Comments/Mitigation
Long term demand /
Failure to engage with
Partners		 Lack of a proper Trust Strategic or
Provision Development Plan		 The strategy for the Trust is discussed annually at the
Trustee' Strategic Review in November. It is here that the
Founder's vision is shared and the Strategic Aims &
Direction are determined. The Executive Team then
implements and co-ordinates the approved Strategic Aims &
Direction
Failure/inability to respond to
national priorities / react to
changes in regional economy
which could reduce external
funding and donations, such as
Local AreaReviews		 Using relevant and up to date marketing information the
Admissions teams, supported by the Civil Service and
Executive team can mitigate this by good planning. The
Trust has appointed a Trust Head of Business development
and a Business Development Manager with a focus on
Welsh provisions.
Failure to meet demand for places
on programmes or to provide
sufficient residential places		 Continuous review of pipeline and workforce planning,
including housing drives where stock is short. Active
recruitment of residential staff to meet need, however, this is
currently challenging due to the national shortage of care
staff. The Trust has appointed a specialist team to help
improve staff recruitment. Directors of Colleges and Schools
delivering strong residential offers at each provision.
Failure to maintain effective
relationships with external
partners and stakeholders and
maintain the support of
stakeholders and partners		 Lack of stability in local authority funding continues, however
relationships built with local authorities are generally strong
and developing. The Trust is re-introducing face to face
meeting with local authorities, stakeholders and parents as
appropriate. The Trust has built a strong online/virtual
presence to offer alternative means of engagement.

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Reputation Failure to maintain profile and Marketing strategy implemented and reviewed. New website
reputation of the provisions developed. Additional social media presence to counter lack
of face-to-face opportunities.
A provision becomes liable for Procedures to be followed. Areas of risk are monitored and
damages as a result of legal actions addressed promptly and evaluated for further
action development if necessary. Insurance cover in place. PR
advisers are on retainer.
Breach of confidentiality leading to Staff training on GDPR awareness of the need for staff to
loss of reputation and potential read policies to ensure that awareness is created about
legal action breaching confidentiality. Appointment of external Data
Protection Officer to strengthen GDPR compliance and staff
training.
Poor Ofsted and/or CQC results - Included in QIP and SAR. Directors and Provision Leaders
funders do not consider a taking responsibility for making sure their provision is
provision provides valuable and/or working within the inspection framework. Regular QA visits /
mock inspections from Civil Service Heads, ET, Trustees
high quality education and care
and External Consultants. Continued education and
residential consultant support.
Student safeguarding and/or staff The Trust Head of Safeguarding is part of the Civil Service
issue results in adverse publicity and works closely with the Director of Schools and the
for a provision or the wider Trust Director of Colleges as well as the RMT Trustee lead for
Safeguarding and Designated Safeguarding Leads and
Provision Leaders across the Trust. Data is provided to
SMTs and ET weekly; reviewed across the Trust monthly
and reported to Trustees at all Board meetings. The Trust
Head of Safeguarding reviews the cross-Trust position,
identifying trends and developing actions accordingly,
including networking with external agencies. Safeguarding
knowledge and support are provided to all individuals
attending/visiting Trust sites. Safeguarding and associated
trainings are provided to all staff to maintain and update their
knowledge.
Fraud/financial irregularities Risk of staff not following financial procedures. Online staff
discovered at a provision/the Trust training is available to support staff. Finance procedures and
generates adverse publicity segregation of duties implemented and monitored regularly.
Educational risk Failure to engage with learners Improved communication and engagement with QIP/SIP will
and achieve targeted learner ensure that this risk is low. Head of IT/ MIS to support
outcomes tracking of achievement of targets, regular feedback to
senior management teams/ET. Widescale review of
progress data has resulted in improved assessment and
tracking tools and improved reporting. 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 RMT Trustees
PSTE Sub-Committee to ensure learner outcomes are
embedded within the PSTE method.
Inability to deliver current and Continued development and improvement planned during
effective approaches to teaching 2022 - 2023. More focussed teaching and learning
and learning improvements as between the two business streams:
schools and colleges. Initial delivery of the Steiner
Educational Insights training for schools
Failure to develop and deliver an Curriculum development for both Colleges and Schools
appropriate curriculum and embed remains a priority for 2021-2022. The QA framework for
high quality teaching 2021/22 will continue to focus on Teaching and Learning
with increased lesson observations and book checks etc.
This will be monitored and reported on centrally. The
Teaching & Learning Policy to be embedded this academic
year.
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Failure to engage effectively with All English adult residential services are now formally
learners in the wider life of a registered under Ruskin Mill Trust. This will further improve
provision integration of day and residential. Continued work on
shifting the culture of a 24hour curriculum. Ongoing support
for Welsh residential provisions with focus on community
integration and Welsh culture.
Inability of a provision to develop Maintenance team structure has been reviewed and new
the estates and facilities to posts appointed. Greater emphasis on the importance of
support changes in the curriculum aesthetics and the learning environment and its impact on
learner outcomes. Re-establishment of the Aesthetics &
Design group, which includes the Founder, senior leaders
and staff from the property team.
Failure to identify a student "Student at risk" register completed on a weekly basis at
causing concern provision level. Robust guidance for identifying students at
risk and systems for increasing support as required.
Students at high risk of placement failure discussed at
Executive Team meetings weekly and support strategies
agreed.
Competition Risk A provision's facilities fall behind Continued development of provision/site facilities; marketing
those of competitors leading to strategies developed to promote specialism of particular
slow decline in number and quality provision based on location; continue to develop
of students relationships with Local Authorities. The strength of the
RMT outdoor curriculum has proved invaluable during the
Covid-19 pandemic. RMT is leading the market in this area
and parent choice is driving interest in a PSTE curriculum
and learning environment model.
A provision is undercut by a Marketing strategies continue to be developed and to
competitor promote RMT’s USP. Wholesale review of programmes and
fee structures continues.
Management Failure to provide effective Accountability Framework charting responsibilities of three
governance, leadership and layers of governance being embedded. A wholesale review
management of the overarching Governance Policy is underway. Regular
reporting to the Executive Team from Provision Leaders,
along with QA visits allows continued monitoring and
oversight and early identification of any areas of weakness.
Development of the Civil Service to support governance and
quality improvement.
Change in senior leadership Strategic Support from the Civil Service ensuring continuity
of the Trust's method. Management training programmes
provided for senior staff. Continuous discussions taking
place with regards to succession planning in all areas across
the Trust. Clarity embedding as regards split business
streams of Colleges and Schools. Directors of each stream
are working to develop the senior leadership across their
provisions. The Director of PSTE and Trust Head of Staff
Training & Development are working on improved support
and training for new and existing senior leaders.
Failure to meet legislative duties Ofsted, CQC, CIW and Estyn inspections and results,
compliance across all necessary areas. Head of Legal
Services is part of the Civil Service and works closely with
the Executive Team. Strong Civil Service team of Trust
Heads of compliance and other central services to oversee
adherence to legislative duties.
Failure to meet a provision's Maintain training for all staff on E & D and disabilities.
commitment to equalities, access Ongoing assessments, maintenance and improvements of
and inclusion access and facilities for staff and students.
Failure to communicate clear Marketing strategy, central admissions team, website. Use
vision, aims and objectives events to promote vision, aims and objectives to all
stakeholders. Staff newsletters and training enhanced each
year; continued access for staff on training programmes on
the Ruskin Mill Trust method.
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Failure to motivate and engage Staff morale and engagement monitored closely by the
with staff in contributing to the Executive Team. Acknowledgement of excellent practice.
setting and achievement of a The Founder visits and presents in person to each site.
Financial recognition to staff where appropriate. The PDR
provision's aims and objectives
process is now wholly aligned with the Trust's vision, values
& purpose. Staff are rewarded for their contribution to these
areas.
Failure to protect and maintain the Maintenance structures have been reviewed across the
physical assets of a provision Trust. Maintenance schedules have been prepared in each
area and the increased budget capacity has been agreed for
2022/2023. A goal remains to fully embed 3 year
maintenance plans.
Failure to protect and Directors and Provision leaders now responsible for the
maintain/invest sufficient monies successful delivery of provision operating budgets.
into the assets of each provision Directors, with Provision Leaders, have monthly meetings
with the Chief Financial Officer. Monthly management
accounts are presented to the Executive Team and the
Finance Sub - Committee meets regularly to review income.
Longer-term capital investments being considered and
planned for.
Failure to effectively monitor a Directors of Colleges and of Schools monitor this closely.
provision's performance against Each Provision Leader provides their Director with weekly
its objectives and targets reports. Directors report into ET weekly and to every Board
of Trustees meeting throughout the year. Civil Service
supports ongoing quality assurance.
Failure to maintain current Succession planning to continue across all areas. Promotion
workforce skills and effectively of staff encouraged including secondment opportunities.
manage a provision workforce Training programme aims to develop skills and knowledge of
staff. Ongoing review at Executive Team meetings.
planning and development
Failure to plan for adverse effect Continued review of the development of alternative business
of external factors on ability of a and funding streams for the Trust.
provision to maintain its business
Inability to attract quality Continue the development of staff communication and
staff/retain existing staff engagement in provision activities through training days.
Offers of internal promotion and secondment opportunities.
Recruitment of three regional Recruiters to focus solely on
recruitment.
Lack of succession planning This is an area that the Trust is considering in all areas and
across the Trust continues to be the focus for the forthcoming year.
Quality of service Failure to embed a culture of Formalisation of the College/School improvement and quality
quality enhancement and assurance cycles. The Civil Service supports quality
improvement assurance across central functions. Regular senior leader
meetings between school and college leaders, led by the
Directors, to share good practice and developments.
Inappropriate/inadequate Education and CQC consultants provide critical advice and
education provision results in the support. Internal QA visits with action plans in place. This
withdrawal of funding process will continue throughout the forthcoming year.
Overstretched resources result in Monthly meetings to review provision operating budgets will
poor service delivery take place with each Director, Provision Leader and the
Chief Financial Officer. Enhanced reporting to both
Executive Team and Trustees Finance Sub-Committee
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Failure to maintain morale leading Continuation of effective and regular supervision/ line
to poor standards management to ensure staff feel supported and able to
achieve targets. Introduction of a mentoring scheme and
improved support for newly recruited staff members, in
particular support workers and other student-facing roles.
Regular staff meetings with clear communication relating to
provision matters. Regular internal updates from different
sites delivered to all staff.
Failure to ensure that staff are The Trust continues to undertake vast investment in training
trained/capable of performing and reviewing/improving its impact on each of its areas of
duties activity.
Employee Legislation Failure to comply with Clear directives and support from HR.
employment law
Failure to ensure a provision As above
complies with and has knowledge
of current legislation
Incident of claim/tribunal due to Robust processes in place. Continued external consultancy
poor employment processes and access to specialist employment law advice.
Failure to perform employment Strict monitoring carried out. Staff personnel files and single
checks for new and existing staff central register regularly updated and reviewed.
Failure to meet legislative Qualified personnel in place and HR have external legal
requirements consultants if required.
Failure to meet pensions Update sessions are attended when required to ensure any
legislation changes in legislation are followed.
Financial Risk Government funding changes Continuation of up to date knowledge of government
reduces income or impacts cash initiatives to enable effective planning to reduce impact.
flow Diversify provision to meet student needs and develop areas
of provision that bring in new funding streams.
Inadequate marketing of a Continue the development of the central admissions function
provision leading to major with a clear marketing strategy.
deterioration in student numbers
Failure/inability to innovate ways Outreach strategies have been put in place to grow the
of increasing student numbers student ‘pipeline’. New website under development. More
and associated funds successful inter-trust movement of students; more
successful continuation of programmes for students with the
introduction of Rise programmes. Development of further
provisions, particularly schools.
Student numbers Focussed work on ensuring that the Trust's care provision is
of the highest standard. Changes and improvements to
staffing structures. Continued development and
improvement of the 24 hour curriculum to promote positive
benefits of residential provision.
Inaccurate financial information Monthly meetings occur with each Director, Provision Leader
supplied to Executive and the Chief Financial Officer. New Access system
Team/Trustees provides live financial data for Directors and Provision
leaders
Trust Budget is prepared The Trust budget is prepared by the Chief Financial Officer
inaccurately with over-optimistic and approved by the Trustees. Detailed planning process
assumptions about income for 2022/2023, with weekly reporting to the Trustees Finance
Sub-Committee. Separate operating budgets are set for
each provision/region but these combine into an overall
Trust budget so that each area of the business plays its part
in supporting the whole.
Regular monitoring of The monthly accounts are sent to the Trustees and
performance against budget does variances explained. Monthly meetings occur between each
not take place resulting in major Director, Provision Leader and the Chief Financial Officer.
overspend Financial thresholds for spending approvals are strictly
adhered to. Cross-trust monitoring of the budget is reviewed
monthly by the Executive Team, to include CCS and
development/project spending and budgets. Introduction of
new 'real-time' finance system
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Inadequate financial controls in Accounts are audited annually by external auditors who
place resulting in inaccurate would pick up on anything significant. Financial protocols in
reconciliations/fraud/error place and monitored by the Chief Financial Officer and
Finance Team. Finance staff attend fraud awareness and
prevention training. Introduction of Access, a 'real-time'
finance system.
Failure to monitor a capital project Clear plan including timescales and budget are to be in
resulting in it running late/over place for all capital projects and monitored regularly at
budget Executive Team meetings. Improved business planning.
Contractor goes out of Approved contractors lists for each site. Payment is made
business/contractor dispute on completion of work.
Inability to control staff costs All recruitment requests are approved by the Executive
Team and vacancies strictly linked to the budgets. Strict
protocols are in place at all provisions around pre-approvals
for overtime. Enhanced monitoring and reporting of agency
usage.
Failure to respond to variations in All student costings are provided by the Contracts & Liaison
funding Officer and checked by the Chief Financial Officer before
sending to Local Authorities.
Failure to attract/secure Across the Trust this is centrally managed by the
donations/achieve fundraising Fundraising Team.
targets
Poor financial monitoring results in The social enterprises are not in place across the Trust to
low turnover/loss of profits of provide commercial returns.
commercial activities
Inability to maintain cash flow due The Chief Financial Officer and Directors/Provision Leaders
to Local Authorities not paying monitor which Local Authorities are not paying; significant
outstanding invoices are brought to Executive Team
meetings monthly; involvement from Head of Legal Services
where necessary. Further resources in the finance team to
monitor and chase contracts and late payments.
Compliance Failure to promote a culture of H & S training of staff. H & S audits, regular communication
safety in the provisions with with all staff in morning meetings. Updated policies.
appropriate systems and Safeguarding Manager updates staff on safeguarding
themes on a weekly basis. Regular monitoring of accident
procedures
statistics. Trust Head of H & S to monitor and drive
improvement and compliance across the Trust. Improved
budgetary planning to support compliance.
Failure to comply with Health & Risk assessments are in place for all individual students and
Safety legislation results in an activities. H & S monitoring and audits to check and
employee/student/third party maintain compliance. Regular staff training to raise
awareness of potential H&S risks.
being injured
Failure to comply with fire safety Fire safety audits take place across the Trust.
and other legislation
Failure to comply with food Staff trained in food hygiene. QA inspections of food areas
standards regulations and food processes/practices. Environmental Health Officer
inspections.
Failure to comply with employee Policies updated. HR staff all trained. Legislative changes
legislation and failure to have are monitored.
correct policies and procedures in
place
Security breach/loss of data / Data Protection Compliance Team in place to monitor and
sensitive data becomes corrupted train. External specialist support now in place. Tight
and unavailable protocols around information security and frequent back-up
of soft data enables data to be retrieved in emergency as
necessary. Improved training underway.
Risk that educational or pastoral Trust policies are in place that are updated regularly.
policies deemed inadequate/poor
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Risk that safeguarding policy is Trust policies are in line with Keeping Children Safe in
deemed inadequate/poor/not Education (KCSIE) 2022 and the latest Prevent guidance. All
followed staff receive and sign confirmation of receipt of all updates to
KCSIE and safeguarding policy.
The Equality & Diversity policy is Trust policy in place. E&D action plan to be reviewed,
deemed inadequate/poor/not including on-the-ground posts as well as overarching
embedded within a provision responsible persons.
Failure to deliver shared services The Trust works across its provisions to ensure that this
to agreed standards/service level occurs. Drive to ensure all appropriate SLAs are in place.
agreement (SLA)
Failure to ensure adequate Individual student risk assessments carried out and off-site/
training/precautions/risk placement risk assessments carried out. Changes to risk
assessments re off-site assessments and strategies for individual students
discussed in full staff meetings. Automated updates to
trips/activities resulting in injury
relevant staff from any changes made to risk assessments
on Databridge.
A provision's inability/failure to Working with consultants for education and residential to
comply with requirements of ensure compliance with legislative demands. QA visits
Ofsted/CQC and other regulatory ensure standards are met through clear action points.
bodies
Other Failure to plan for major The Trust would move students to its other provisions to
fire/disaster affecting a provision's ensure that education/care continues. The data is stored
ability to function from its existing electronically so the information would be accessible. Trust
Business Continuity Plan updated for 2022/2023.
premises and resources
Failure to have adequate back-up Modern server backs up data on a regular basis. Remote
systems in place in case of major access to Databridge and other key IT systems for all staff.
power failure e.g. access to Contingency planning underway to test systems. Trust has
IT/Student database achieved Cyber Essentials +
Failure to plan for and guard Business Continuity Response Team in place. Risk
against an outbreak causing Assessments in place and reviewed/updated regularly to
temporary closure of provisions reflect changes to Covid-19, and other infectious diseases
transmission levels, individual student risk assessments and
staffing levels. Cross-trust support from Trust Head of
Health & Safety and Trust Head of HR. Contingency
planning set out in the Trust's Business Continuity Plan.
Failure to plan for major The Trust would move students to its other provisions to
fire/disaster affecting a provision's ensure that education/care continues. The data is stored
ability to function from its existing electronically so the information would be accessible. Trust
Business Continuity Plan updated for 2022/2023.
premises and resources
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2.4 Future plans

At the 2022 Review, trustees resolved that the Group’s strategic aims and priorities for 2022-23 were:

1. Governance

2. Civil Service

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3. Schools

Continue the development & expansion of the RMT Group’s school provision, specifically:

4. Rise Offer (Post Education facilities for those without an EHCP)

5. Broadening Ruskin Mill’s Scope

6. UK-wide Provision

Consolidate the RMT Group as a UK-wide provider by:

7. New Opportunities

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

8. International

Continue to maintain existing and develop new International collaborations where there is interest in learning about and applying the Trust’s Method. Specifically:

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9. 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 served by the RMT Group. In particular:

10. Communications & Marketing

Complete the redesign and re-launch of the RMLT and Ruskin Glass Centre Websites (April 2023)

11. Systems Upgrade

12. Policies, Procedures & Protocols

Undertake a review of the RMT Group’s Policies, Procedures & Protocols with respect to PSTE. Present the findings to the PSTE Sub-Committee (April 2023)

13. Fees

14. Fundraising

Achieve a total of £500,000 from fundraising (revenue and capital combined) in the 2022/23 Financial Year (September 2023)

15. Higher Education

Work together with Ruskin Mill Land Trust and the Ruskin Mill Centre for Practice (RMCfP) on the development of Ruskin Mill’s Higher Education offer (Key Milestones: Office for Student’s registration [2023] / Taught Degree Awarding Powers application [2022-24] / Goethean Enquiry Masters Programme launched [2023-24])

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16. Research

17. Staff Training

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SECTION 3: Structure, Governance & Management

3.1 Governing Document

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

3.2 Objects

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

3.3 Governing Body

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

3.4 Recruitment and Training of Trustees

The charity’s practice regarding recruitment is for members of the Board to make recommendations for suitably skilled and experienced people who are then appraised and interviewed by the full Board. The names of the current Board and details of any resignations or appointments since the beginning of the 2021/22 Financial Year, are set out on page 1 of this report.

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 to which all trustees in the Group are invited and that includes sessions on the role of a trustee, charity law and good governance practice, together with mandatory trainings such as Safeguarding, H&S, Prevent and Equality & 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 OBE (Founder & Executive Chair), Helen Kippax (Senior Executive Mentor), Oliver Cheney (Director of Colleges & Rise), Tara Gratton (Director of Schools & Rise) and Constantin Court (Director of PSTE Pedagogy). Elisabeth Johnson (Executive Operations Manager) 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.

The Trust’s comprehensive Pay & Grading Policy together with the results of the annual PDR, are used as the basis for setting the pay and remuneration of key management personnel. Benchmarking is conducted externally and, based on the results of this, action is taken if required.

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.

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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, Catherine Grace Trust Ltd 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, in Bristol 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.

On 5 May 2022, members of the Helios Trust voted unanimously for it to become a subsidiary of the Catherine Grace Trust. It is now planned to develop the Helios Centre in Bristol, the sole property owned by the Helios Trust, into an anthroposphic health centre on the lower floor and the Lower School for the nearby Grace Garden School on the upper floor; planning consent for the latter, which is planned to accommodate up to fifteen children and to meet the demand for special school placements in the area, was submitted in September 2022. The aim is to have both elements operational by September 2023.

Any profits made by these subsidiaries are donated via Giftaid 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, the Hiram Trust 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, 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 of this Trustees’ Annual Report for more details.

3.9 Award of an OBE to the Founder

Of particular note this year was the announcement that Aonghus Gordon, the Trust’s Founder & Executive Chair, had been awarded an OBE in the 2022 New Year’s Honours List, for his services to heritage and education. Since the 1980s, Aonghus has been a pioneer in the provision of high-quality and fulfilling educational initiatives for people with learning difficulties, drawn from the inspiration of Rudolf Steiner, John Ruskin and William Morris, driven by his vision to afford all people the opportunity and skills to shape their own future

This was both a tremendous accolade for Aonghus and also for Ruskin Mill Trust, and all that has been achieved by it over almost 40 years of dedicated work in the service of young people with special needs.

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SECTION 4: Environmental Report

4.1 10 Year Environmental Plan

The Trust recognises that good environmental management must be an integral and fundamental part of its Group strategy and vision. It believes that the protection and enhancement of the environment, and adopting sustainable practices, are an essential part of good educational practice and it is fully committed to reducing the harmful impacts of its operations. It aims to continuously improve its environmental performance through careful management of the Estate and all its operations.

Respect for the relationship between humanity and the environment is inherent in the Trust’s vision and is made manifest through its method (PSTE) and, specifically, through the adoption of Biodynamic land practices. However, the deterioration of the global ecosystem and a recognition that more action is needed, has led the Trust to begin preparing a 10 Year Environmental Plan. This will cover Climate Change, Biodiversity, Land Management & Food Production, Pollution and the Use of Materials; the Plan will review the current position across the whole Group and set challenging targets, and will also spell out clearly how those targets are going to be met within a realistic timescale; it will also include updating the Trust’s Environmental Policy.

4.2 Streamlined Energy & Carbon Reporting (SECR)

As a concrete step towards reducing its carbon emissions, the Trust has prepared its second Streamlined Energy & Carbon Report (SECR) for the whole Group. SECR is intended to encourage the implementation of energy efficiency measures and the adoption of low or zero carbon practices. The methodology used was in accordance with the Government guidelines and the results will be used as a benchmark for future reports. The exercise of determining the Trust’s Carbon Intensity Ratio has itself highlighted opportunities to improve and this will form a key component to the 10 Year Environmental Plan.

Annual Reporting Figures

a) The total consumption and emissions figures for energy supplies

o Consumption (kWh) and Greenhouse Gas emissions (tCO2e) Totals

The following figures make up the baseline reporting for Ruskin Mill Trust Limited and its subsidiaries. 2021/22 is the second year that Ruskin Mill Trust Limited and its subsidiaries have reported this information. Scope 1 consumption and emissions relate to direct combustion of natural gas and fuels utilised for transportation operations, such as company vehicle fleets.

Scope 2 consumption and emissions relate to indirect emissions relating to the consumption of purchased electricity in day-to-day business operations.

Scope 3 consumption and emissions relate to emissions resulting from sources not directly owned by the RMT Group; this is related to grey fleet (business travel undertaken in employee-owned vehicles) only.

Totals

The total consumption (kWh) figures for energy supplies reportable by Ruskin Mill Trust Limited and its subsidiaries are as follows:

otals
he total consumption (kWh) figures for
ubsidiaries are as follows:		 energy supplies reportable by Ruskin
Utility and Scope 2021/22 UK Consumption (kWh)
Grid-Supplied Electricity (Scope 2) 2,278,826
Gaseous and other fuels (Scope 1) 4,503,295
Transportation (Scope 1) 717,342
Transportation (Scope 3) 836,679
Heat and Steam (Scope 2) 382,000
Total 8,718,142

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The total emission (tCO2e) figures for energy supplies reportable by Ruskin Mill Trust Limited and its subsidiaries are as follows. Conversion factors utilised in these calculations are detailed in the appendix to the full SECR:

Utility and Scope 2021/22 UK Consumption (tC02e) Grid-Supplied Electricity (Scope 2) 440.68 Gaseous and other fuels (Scope 1) 916.44 Transportation (Scope 1) 170.03 Transportation (Scope 3) 192.98 Heat and Steam (Scope 2) 65.22 Total 1,785.35

Intensity metrics of tCO2e per £m and tCO2e per m[2] have been applied for the annual total consumption/emission of Ruskin Mill Trust and its subsidiaries.

The methodology of the intensity metric calculations is detailed in the appendix to the full SECR, and the results of this analysis are as follows:

Intensity Metric 2021/22 Intensity Metric
tCO2e per £m 36.30
tCO2e per m2 0.05
tCO2e per FTE 2.17

b) Relevant changes to the RMT Group since the previous SECR

During the past 12 months the following, relevant changes have taken place to the RMT Group:

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REPORT OF THE TRUSTEES

c) Energy Efficiency Improvements

Ruskin Mill Trust Limited and its subsidiaries are committed to year-on-year improvements in their operational energy efficiency. As such, a register of energy efficiency measures has been compiled, with a view to implementing these measures in the course of the next 3 years:

Measures ongoing and undertaken through 2021/22:

Measures prioritised for implementation in 2022-25:

d) Reporting Methodology

Scope 1, 2 and 3 consumption and CO2e emissions data has been calculated in line with the 2019 UK Government environmental reporting guidance. Emissions Factor Database 2021 version 1 has been used, utilising the published kWh gross calorific value (CV) and kgCO2e emissions factors relevant for reporting period 01/09/2021 – 31/08/2022.

Estimations undertaken to cover missing billing periods for properties directly invoiced to Ruskin Mill Trust Limited and its subsidiaries were calculated on a kWh/day pro-rata basis at meter level. These estimations equated to 8% of reported consumption.

For properties where Ruskin Mill Trust Limited and its subsidiaries are indirectly responsible for utilities (i.e. via a landlord or service charge), an average consumption for properties with similar operations was calculated at meter level and applied to the properties with no available data.

Intensity metrics have been calculated using total tCO2e figures and the selected performance indicator agreed with Ruskin Mill Trust Limited for the relevant report period:

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REPORT OF THE TRUSTEES

SECTION 5: Section 172 Statement

The Trust also has a fine track record of making a positive impact on the environment within which it operates. Its approach over the last 35 years has been to acquire, refurbish and re-purpose sites that have fallen into decay and disrepair. Many of these sites contained iconic industrial or agricultural buildings with a rich heritage, which the Trust has restored sensitively and to high environmental standards and which now form the basis of the local curriculum for students and pupils. Hand in hand with the sensitive refurbishment of buildings, land is converted to biodynamic standards as it is acquired. However, in spite of these positive steps, the Trust acknowledges that it has more to do and fully embraces the need for the 10 Year Environmental Plan that it is committed to producing.

The Trust’s Vision & Values enshrine the importance of high standards in its external relationships and these encompass maintaining high standards in the way that the whole Group conducts its business. As a result, and because it is also ‘Not-for-Profit’, the Trust has developed an enviable reputation which is supported by the use of rigorous vetting of new staff and the ethical ethos that underpins its operations. The Trust has also fostered, with the assistance of its Auditors, a culture which rejects any form of fraudulent practice, bribery or corruption. Over thirty-five years of successful operation, twelve in its current legal form, reflects well on the Trust’s standards of business conduct.

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REPORT OF THE TRUSTEES

SECTION 6: Financial Review

6.1 Financial review and trading results for the 12 months to 31 August 2022

Trustees value the consolidated surplus of £123,757 made during the year ( 2021: consolidated surplus of £ 3,440,904).

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 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 £19,156,865 in fees from health, care and educational income, a 19% rise compared to the previous year (excluding intercompany transactions and proceeds from the sale of freehold land and buildings to Ruskin Mill Land Trust in 2021, the latter amounting to £3,878,875).

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 £627,623 (excluding intercompany transactions), a 17% rise compared to the previous year (excluding intercompany transactions).

Sunfield Children’s Home Limited received income of £9,828,029 (excluding intercompany transactions), an 8% rise compared to the previous year (excluding intercompany transactions).

Clervaux Garden School Limited received income of £1,637,196 (excluding intercompany transactions), an 82% rise compared to the previous year.

Clervaux Trust Limited received income of £896,367 (excluding intercompany transactions), a 28% rise compared to the previous year (excluding intercompany transactions).

Seol Trust Limited received income of £62,495 (excluding intercompany transactions), a 19% rise compared to the previous year (excluding intercompany transactions).

Catherine Grace Trust Limited received income of £1,895,294 (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.

Capital Expenditure and Borrowings

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REPORT OF THE TRUSTEES

6.2 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 & Financial Statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards).

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

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the Group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

Qualifying third party indemnity provisions

Trustees’ indemnity insurance, indemnifying each director against liability to third parties, has been in place throughout the year ended 31 August 2022 and up to the date of approval of this report.

6.3 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:

6.4 Auditor

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

Approved by the trustees on 28 March 2023 and signed on their behalf by:

....................................................................... A C H Gordon OBE Executive Chair and Trustee

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REPORT OF THE TRUSTEES

RUSKIN MILL TRUST CENTRES

In England, Scotland & Wales

  1. grace garden school Bristol, 9–16

  2. grace garden early years Bristol, opening 2023

  3. helios health centre Bristol, opening 2023

  4. ruskin mill college Nailsworth, 16–25

  5. ty’r eithin Coleg Plas Dwbl B campus 15 Swansea, 16–25

  6. coleg plas dwbl Clynderwen, 16–25

  7. sunfield school 14 Clent, 6–19 13

  8. argent college Birmingham, 16–25

  9. glasshouse college Stourbridge, 16–25 1211 10

  10. trigonos Social enterprise and conference centre 9 D 8 7

coleg trigonos opening 2024 C 6 5 4 A

  1. freeman college Sheffield, 16–25 1 2 3

  2. clervaux fold Darlington, army families clervaux rise Darlington, 18+

  3. fairhill rise East Lothian, 16+

Research Centres

D. sunfield

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RUSKIN MILL TRUST LIMITED

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

Opinion

We have audited the revised financial statements of Ruskin Mill Trust Limited (the ‘parent charitable company’) for the year ended 31 August 2022, which comprise the Group Statement of Financial Activities (incorporating an Income and Expenditure Account), the Group Balance Sheet, the Charity Balance Sheet, the Group Cash Flow Statement and notes to the revised financial statements, including a summary of significant accounting policies. These revised financial statements replace the original financial statements approved by the trustees on 28 March 2023. 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). The revised financial statements have been prepared under the Companies (Revision of Defective Accounts and Reports) Regulations 2008 and accordingly do not take account of events which have taken place after the date the original financial statements were approved.

In our opinion, the revised financial statements:

Basis for opinion

We have been appointed as auditor 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 revised 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 revised 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

Emphasis of matter – revision of employees earning in excess of £60,000

We draw attention to note 9 to these revised financial statements which revises the number of employees disclosed who earn in excess of £60,000 by correctly excluding employer national insurance and pension costs. The original financial statements were approved on 28 March 2023 and our previous audit report was signed on that date. We have not performed a subsequent events review for the period from the date of our previous auditor’s report to the date of this report. Our opinion is not modified in this respect.

Conclusions relating to going concern

We are responsible for concluding on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the parent charitable company and group’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify the auditor’s opinion. Our conclusions are based on the audit evidence obtained up to the date of our report. However, future events or conditions may cause the parent charitable company or group to cease to continue as a going concern.

In our evaluation of the trustees’ conclusions, we considered the inherent risks associated with the parent charitable company’s and group’s business model including effects arising from macro-economic

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uncertainties such as the cost of living crisis, we assessed and challenged the reasonableness of estimates made by the trustees and the related disclosures and analysed how those risks might affect the group’s and parent charitable company’s financial resources or ability to continue operations over the going concern period.

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s and parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Trustees’ Report, other than the revised financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the Trustees’ Report. Our opinion on the revised 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.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the revised 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 revised financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

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

In the light of the knowledge and understanding of the group and parent charitable company and their 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 Trustees’ Report.

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 requires us to report to you if, in our opinion:

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Responsibilities of trustees

As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the revised 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 revised financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the revised 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 revised 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 revised financial statements.

We are also required to report whether in our opinion the original financial statements failed to comply with the requirements of the Companies Act 2006 in the respects identified by the directors. The audit of revised financial statements includes the performance of procedures to assess whether the revisions made by the directors are appropriate and have been properly made.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below:

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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 company’s members, as a body, in accordance with the Companies (Revision of Defective Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

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

Date: 24 May 2023

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RUSKIN MILL TRUST LIMITED

GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2022 (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)

Notes
Income
Grant & Donations
2,3
Charitable Activities
4
Other trading activities
6
Investments Income
7
Total Income
Expenditure
Raising Funds
8
Charitable Activities
8
Other Expenditure
8
Total Expenditure
Net (Expenditure)/Income for the year
before (loss)/gain on investments
(Loss)/gain on investments
Group net income
Transfers between funds
18
Net gains on disposal of fixed assets
6
Net income and net movement in funds
Reconciliation of funds
Total funds brought forward
17
Total funds carried forward
17,18		 2021
Unrestricted
Restricted
Total
Total
£
£
£
£
1,163,100
465,540
1,628,640
370,504
44,896,959
-
44,896,959
38,746,159
1,222,531
-
1,222,531
7,770,203
13,470
-
13,470
17,826
2022
47,296,060
465,540
47,761,600
46,904,692
(241,554)
-
(241,554)
(386,856)
(40,898,323)
(89,491)
(40,987,814)
(39,004,116)
(6,292,671)
(64,650)
(6,357,321)
(8,030,964)
(47,432,548)
(154,141)
(47,586,689)
(47,421,936)
(136,488)
311,399
174,911
(517,244)
(54,564)
-
(54,564)
78,612
(191,052)
311,399
120,347
(438,632)
113,068
(113,068)
-
-
3,410
-
3,410
3,879,536
(74,574)
198,331
123,757
3,440,904
7,620,879
2,957,200
10,578,079
7,137,175
7,546,305
3,155,531
10,701,836
10,578,079

All amounts relate to continuing operations.

The notes on pages 42 to 72 form part of these financial statements.

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RUSKIN MILL TRUST LIMITED

GROUP BALANCE SHEET AS AT 31 AUGUST 2022 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
Total assets less current
liabilities
Creditors:amounts due
after more than one year
Net Assets
Funds
Restricted funds
17
Unrestricted funds
18		 2022
2021
£
£
£
£
112,424
124,916
6,454,679
507,816
4,346,882
563,227
7,074,919
5,035,025
15,481
15,669
6,773,382
6,449,057
3,571,051
4,475,218
10,359,914
10,939,944
(6,679,997)
(5,262,940)
3,679,917
5,677,004
10,754,836
10,712,029
(53,000)
(133,950)
10,701,836
10,578,079
3,155,531
2,957,200
7,546,305
7,620,879
10,701,836
10,578,079		 2022
2021
£
£
£
£
112,424
124,916
6,454,679
507,816
4,346,882
563,227
7,074,919
5,035,025
15,481
15,669
6,773,382
6,449,057
3,571,051
4,475,218
10,359,914
10,939,944
(6,679,997)
(5,262,940)
3,679,917
5,677,004
10,754,836
10,712,029
(53,000)
(133,950)
10,701,836
10,578,079
3,155,531
2,957,200
7,546,305
7,620,879
10,701,836
10,578,079
10,712,029
(133,950)
10,578,079
2,957,200
7,620,879
10,578,079

The parent charity’s net surplus for the year was £526,067 ( 2021: surplus £737,132)

The financial statements were authorised and approved for issue by the Trustees on 28 March 2023 and signed on their behalf by

A C H Gordon OBE

Executive Chair and Trustee

The notes on pages 42 to 72 form part of these financial statements.

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CHARITY BALANCE SHEET AS AT 31 AUGUST 2022 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
Total assets less current liabilities
Net assets
Funds
Restricted funds
17
Unrestricted funds
18		 2022
2021
£
£
£
£
4,158,854
3,418,445
2,065,834
2,065,834
6,224,688
5,484,279
15,432
15,669
4,106,243
3,566,830
669,689
726,494
4,791,364
4,308,993
(6,795,724)
(6,942,290)
(2,004,360)
(2,633,297)
4,220,328
2,850,982
4,220,328
2,850,982
3,006,709
2,872,180
1,213,619
(21,198)
4,220,328
2,850,982

The financial statements were authorised and approved for issue by the Trustees on 28 March 2023 and signed on their behalf by

A C H Gordon OBE

Executive Chair and Trustee

The notes on pages 42 to 72 form part of these financial statements.

[40]

RUSKIN MILL TRUST LIMITED

GROUP CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2022

Notes
Cash flows from operating activities:
Net cash inflow from operating activities
22
Cash flow from investing activities:
Interest received
Payments to acquire tangible fixed assets
Proceeds on disposal of tangible assets
Payments to acquire fixed asset investments
Receipts from sale of investments
Net cash used in investing activities
Cash flow from financing activities:
Interest paid
Net cash 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
23		 2022
£
2,002,564
13,470
(2,732,879)
53,386
(35,800)
36,647
(2,665,176)
(241,555)
(241,555)
(904,167)
4,475,218
3,571,051		 2021
£
4,056,247
17,826
(1,674,415)
(5,800)
(92,219)
82,921
(1,671,687)
(241,555)
(241,555)
2,143,005
2,332,213
4,475,218

The notes on pages 42 to 72 form part of these financial statements.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

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 2022 the Group financial statements consolidated the financial statements of the Charity and its subsidiaries; Brantwood Specialist School 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 2022. 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 surplus of the charity for the period was £526,067 ( 2021: £ 2,451,669 ) .

1.2 Going concern

Ruskin Mill Trust Limited has group net current assets of £3,679,917 ( 2021: net current asset £ 5,677,004 ) 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.

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. The Trust is currently negotiating fee increases with local authorities to mitigate the impact of inflation on the Trust’s expenditure.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

Accounting policies (continued)

The forecast figures for 2023/24 show an asset of £3,722,000 with positive cash flow estimated at £2,522,000. Having regard to these matters, the Trustees consider that there is no material uncertainty about the Trust’s ability to continue as a going concern, and therefore it is appropriate to prepare the financial statements on a going concern basis

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.

Any profits from the trading activities of its subsidiaries are gift aided to the charity to be used in the furtherance of its Objects. The charity records gift aid donations to distributable profits, as the associated profits earned by its subsidiaries relate to the preceding financial year.

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 Charity balance sheet also includes investments in subsidiary companies, these investments are accounted for at cost less any impairment at the balance sheet date. The SOFA includes the net gains and losses arising on revaluation and disposal throughout the year.

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

1. Accounting policies (continued)

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.

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 estimated selling price less costs to complete and sell.

1.10 Cash and cash equivalents

Cash is represented by cash in hand and deposits with financial institutions repayable without penalty on notice of not more than 24 hours.

Cash equivalents are highly liquid investments that mature in no more than three months from the date of acquisition and that are readily convertible to known amounts of cash with insignificant risk of change in value.

1.11 Debtors

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

1.12 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.

1.13 Financial Instruments

The group only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. The listed investments are initially recognised at their transaction value and are subsequently measured at their fair value (market value) as at the balance sheet date. All other basic financial instruments held by the group are initially recognised at transaction value and subsequently measured at their settlement value.

1.14 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.

44

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

1. Accounting policies (continued

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.

1.15 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.

1.16 Operating leases

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

1.17 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.

1.18 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.

1.19 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.

45

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

2. Donation income

2022 2021
£ £
Donations received 1,628,640 370,504
3.
Grant income
2022 2021
£ £
RMC Farm Projects - 351
Youth Exchange 2 - 6,246
Wool Barn Build 88,500 90,926
Ridan Composter 1,000 3,750
Shepherd’s Hut 14,610 -
Green Vehicle 5,000 -
Green Woodwork 5,512 16,160
Lower School 50,000 -
Fold Food for Future Programme 4,992 -
Defibrillators - 411
Composting - 200
Walk-in Fridge 2,000 -
Armed Forces Covenant 9,424 -
Knit & Natter Group 1,000 -
Outdoor Centres - 1,250
Battery Powered Tools - 9,912
Steiner Research 40,000 -
Pathways Project - 475
Farm Machinery - 3,000
Willow Weaving Equipment - 750
Bee Keeping Equipment - 1,913
High Riggs Shepherd’s Hut 8,000 -
Animal Shelters 500 -
Equipment 22,500 -
Soft Fruit Garden 892 -
Ironmonger’s Equipment 8,105 -
Art Council 140,650 -

46

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

3.
Grant income (continued)
Hort/Farm Equipment
Hen House
King Arthur & Parfizal story
S Reed – Erasmus
VHF Tractor
Andrew Greavy Stone Plaque Project
Bike Equipment
Centrifugal Casting Machine
Apple Pressing Equipment
Baron Davenports
Horticulture Tools
Sheep Handler
Summer Camps
Horticulture Activities & Equipment
Cruck Barn
CGS Developments
Bike Storage
Nineva Trust
FUN289 Equipment
FUN235 Weather Equipment
FUN294
Responsive Earth Grant
4.
Incoming resources from charitable activities
Education
College fees
Respite Care
Subsidiary Charitable income
Other		 2022
2021
£
£
-
8,750
-
950
-
478
10,179
10,817
14,761
675
-
3,000
-
125
2,000
11,960
-
1,295
500
1,369
-
3,500
-
1,000
-
2,000
-
4,000
250
6,000
-
1,000
400
200
30,765
5,089
4,000
2,000
-
1,000
-
2,000
-
16,523
465,540
219,076
2022
2021
£
£
24,322,981
22,638,744
3,526,172
3,537,457
16,307,235
12,228,299
740,571
341,659
44,896,959
38,746,159

47

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

5. Net income for the year

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

2022
2021
£
£
Amortisation – intangible fixed assets
12,492
12,492
Depreciation – owned tangible assets
575,106
810,005
Operating lease – land and buildings
5,485,049
2,634,998
Auditor’s remuneration - audit services
67,000
61,500
- non-audit services
-
700
come from subsidiaries trading activities
uskin Mill Trust owns the whole of the share capital of three of its subsidiaries which are Lantern
ading Limited (formerly Ruskin Mill Trading Limited) and Transform Residential Limited. Ruskin
ll Trust Limited is also the sole member of Clervaux Trust Limited, Brantwood Specialist School
mited (BSS), Sunfield Children’s Homes Limited, Catherine Grace Trust, SEOL Trust and Clervaux
arden School.
Transform Residential Limited (registered no. 07275053) provides residential placements in
orkshire, the Midlands, Gloucestershire and Pembrokeshire.
trading results, as extracted from the audited financial statements, are summarised below:
2022
2021
£
£
Turnover
1,627,577
2,148,104
Cost of sales
(279,336)
(33,631)
GROSS PROFIT
1,348,241
2,114,473
Administrative expenses
(1,234,801)
(1,292,339)
Interest payable and expenses
(463)
(238)
PROFIT BEFORE TAX
112,977
821,896
PROFIT FOR THE YEAR
112,977
821,896
Total assets
Total liabilities
Capital and reserves
1,289,099
(142,909)
1,146,190
1,962,907
(86,415)
1,876,492		 2022
2021
£
£
Amortisation – intangible fixed assets
12,492
12,492
Depreciation – owned tangible assets
575,106
810,005
Operating lease – land and buildings
5,485,049
2,634,998
Auditor’s remuneration - audit services
67,000
61,500
- non-audit services
-
700
come from subsidiaries trading activities
uskin Mill Trust owns the whole of the share capital of three of its subsidiaries which are Lantern
ading Limited (formerly Ruskin Mill Trading Limited) and Transform Residential Limited. Ruskin
ll Trust Limited is also the sole member of Clervaux Trust Limited, Brantwood Specialist School
mited (BSS), Sunfield Children’s Homes Limited, Catherine Grace Trust, SEOL Trust and Clervaux
arden School.
Transform Residential Limited (registered no. 07275053) provides residential placements in
orkshire, the Midlands, Gloucestershire and Pembrokeshire.
trading results, as extracted from the audited financial statements, are summarised below:
2022
2021
£
£
Turnover
1,627,577
2,148,104
Cost of sales
(279,336)
(33,631)
GROSS PROFIT
1,348,241
2,114,473
Administrative expenses
(1,234,801)
(1,292,339)
Interest payable and expenses
(463)
(238)
PROFIT BEFORE TAX
112,977
821,896
PROFIT FOR THE YEAR
112,977
821,896
Total assets
Total liabilities
Capital and reserves
1,289,099
(142,909)
1,146,190
1,962,907
(86,415)
1,876,492		 2022
2021
£
£
Amortisation – intangible fixed assets
12,492
12,492
Depreciation – owned tangible assets
575,106
810,005
Operating lease – land and buildings
5,485,049
2,634,998
Auditor’s remuneration - audit services
67,000
61,500
- non-audit services
-
700
come from subsidiaries trading activities
uskin Mill Trust owns the whole of the share capital of three of its subsidiaries which are Lantern
ading Limited (formerly Ruskin Mill Trading Limited) and Transform Residential Limited. Ruskin
ll Trust Limited is also the sole member of Clervaux Trust Limited, Brantwood Specialist School
mited (BSS), Sunfield Children’s Homes Limited, Catherine Grace Trust, SEOL Trust and Clervaux
arden School.
Transform Residential Limited (registered no. 07275053) provides residential placements in
orkshire, the Midlands, Gloucestershire and Pembrokeshire.
trading results, as extracted from the audited financial statements, are summarised below:
2022
2021
£
£
Turnover
1,627,577
2,148,104
Cost of sales
(279,336)
(33,631)
GROSS PROFIT
1,348,241
2,114,473
Administrative expenses
(1,234,801)
(1,292,339)
Interest payable and expenses
(463)
(238)
PROFIT BEFORE TAX
112,977
821,896
PROFIT FOR THE YEAR
112,977
821,896
Total assets
Total liabilities
Capital and reserves
1,289,099
(142,909)
1,146,190
1,962,907
(86,415)
1,876,492
2,114,473
(1,292,339)
(238)
821,896
821,896
1,962,907
(86,415)
1,876,492

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) 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:

Transactions with the parent undertaking, eliminated on consolidation, include £1,627,577 ( 2021: £ 2,147,718 ) of turnover and £nil (2021: £nil) of cost of sales and administrative expenses. A donation of £843,279 (2021 £3,557,348) was also made to Ruskin Mill Trust Limited.

48

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

b) 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 2022 as extracted from the audited financial statements are summarised below:

sed below:
Turnover
Cost of sales
GROSS PROFIT
Administrative expenses
Other operating income
Interest payable and expenses
PROFIT BEFORE TAX
PROFIT FOR THE YEAR
Total assets
Total liabilities
Capital and reserves		 2022
£
4,265,092
(170,033)
4,095,059
(3,924,744)
7,440
(110)
177,645
177,645
1,446,438
(606,331)
840,107		 2021
£
3,637,469
(108,219)
3,529,250
(2,723,890)
-
(150)
805,210
805,210
2,007,624
(497,327)
1,510,297

Transactions with the parent undertaking eliminated on consolidation include £nil (2021 £nil) of recharged expenses included in turnover and £nil (2021: £nil) of cost of sales and administrative expenses. A donation of £847,835 ( 2021 : £575,000) was also made to Ruskin Mill Trust Ltd.

49

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

c) Clervaux Trust Limited - registered in England and Wales, (company number 04295400 and charity number 1143033). Ruskin Mill Trust Limited is the sole member of Clervaux Trust Limited (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 2022 as extracted from the audited financial statements are summarised below:

Income
Expenditure
NET INCOME FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS		 2022
£
896,367
(880,311)
16,056
£
617,457
(829,417)
(211,960)		 2021
£
701,391
(871,749)
(170,358)
£
488,427
(716,443)
(228,016)


50

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

d) 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.

During the prior year, the company sold freehold land and buildings to related company Ruskin Mill Land Trust, for which the gain on sale was £3,878,875. This gain included the release of an associated impairment reserve valued at £2,558,831. Its trading results for the year to 31 August 2022 as extracted from the audited financial statements are summarised below:

2022
£
Income
Expenditure
9,828,029
(10,402,730)
Gain on sale of Freehold
-
Investment (loss)/gain
NET INCOME
(54,240)
(628,941)

Total assets
Total liabilities
TOTAL FUNDS
£
6,527,936
(1,000,666)
5,527,270		 2021
£
9,137,385
(8,889,393)
3,878,875
78,612
4,205,480
£
6,607,372
(451,161)
6,156,211

e) 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. The company achieved charity status 24[th] July 2020.

Its trading results for the year to 31 August 2022 as extracted from the audited financial statements are summarised below:

Income
Expenditure
NET INCOME FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS		 2022
£
1,637,196
(1,450,660)
186,536
£
223,346
(416,210)
(192,864)		 2021
£
899,331
(963,984)
(64,653)
£
222,378
(601,778)
(379,400)

51

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

f) 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. Seol Trust 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. The company achieved charity status 24[th] July 2020.

Its trading results for the year to 31 August 2022 as extracted from the audited financial statements are summarised below:

Income
Expenditure
NET EXPENDITURE FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS		 2022
£
62,495
(149,634)
(87,139)

£
58,277
(361,627)
(303,350)		 2021
£
52,603
(163,002)
(110,399)
£
62,470
(278,681)
(216,211)

g) 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 2022 as extracted from the audited financial statements are summarised below:

2022 2021
£ £
Income 1,895,294 58,503
Expenditure (1,262,887) (651,276)
NET EXPENDITURE 632,407 (592,773)
£ £
Total assets 2,567,850 1,712,283
Total liabilities (974,281) (751,121)
TOTAL FUNDS 1,593,569 961,162

52

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

h) Trigonos Trading Limited – (company number 13906633). Trigonos Trading Limited, a private company limited by guarantee, was incorporated on 10 February 2022. Ruskin Mill Trust is the sole member of Trigonos Trading Limited.

Its trading results for the period to 31 August 2022 are summarised below:

Income
Expenditure
NET INCOME FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS		 2022
£
207,316
(156,933)
50,383
£
100,048
(49,665)
50,383

i) Helios Trust – (company number 03270088). In May 2022, the trustees of the Helios Trust decided to merge it with the Catherine Grace Trust, thereby becoming part of the Ruskin Mill Trust Group.

Its trading results for the period to 31 August 2022 are summarised below:

Income
Expenditure
NET INCOME FOR THE YEAR
Total assets
Total liabilities
TOTAL FUNDS
7.
Investment income
Deposit interest		 2022
£
233
(19,698)
(19,465)
£
1,310,354
(440,094)
870,259
2022
2021
£
£
13,470
17,826

53

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

8. Resources expended

Charitable expenditure
Teaching and educational costs
Premises costs
Support costs and administration
Governance costs
Costs of generating funds
Fundraising costs (incl NI and Pension)
Financing costs
Charity
Non-charitable expenditure within
subsidiaries
Charitable expenditure within subsidiaries
Group
Year ended: 31 August 2022		 Staff
Depreciation
Other
Total
Total
Costs
£
Costs
2022
2021
£
£
£
£
14,157,903 50
- 14,157,953
12,048,426
- 272,610 3,703,001 3,975,611
3,672,196
2,925,559 148,445 5,233,528 8,307,532
11,737,673
17,083,462 421,105 8,936,529 26,441,096
27,458,295
152,668
- - 152,668
145,302
- - 241,554 241,554
241,555
17,236,130 421,105 9,178,083 26,835,31827,845,151
2,679,277 67,840 3,610,204 6,357,3218,030,964
6,534,768 86,162 7,773,120 14,394,050
11,545,821
26,450,175 575,107 20,561,407 47,586,689
47,421,937

Governance costs include payments to the auditor of £67,000 for audit related services. ( 2021: £62,200) and legal costs of £471,099 (2021: £129,219).

54

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

9.
Employees
Number of employees
The average monthly numbers of full-time equivalent employees
during the year were:
Teaching
Care support and administration
Management
Number 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		 2022
Number
191
566
70
827
2022
Number
242
774
77
1,093
2022
£
22,080,947
2,400,252
563,161
1,405,815
26,450,175
2022
Number
6
3
2
3		 2021
Number
157
562
56
775
2021
Number
212
769
66
1,041
2021
£
21,521,103
1,999,059
501,294
847,970
24,869,427
2021
Number
6
2
2
3

Contributions payable into the pension schemes for higher paid employees amounted to £41,951 (2021 £36,496).

Remuneration for key management personnel (including employer NI and pension costs) totalled £539,577 in the year (2021: £683,169).

During the year there were termination payments made which amounted to £41,358 (2021: £6,000). At 31 August 2022 there was £nil outstanding (2021: £nil).

55

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

10. Trustees’ emoluments

The emoluments of the Executive Chair were £96,425 ( 2021: £ 96,425 ) with Employer’s Pension contributions of £12,348 (2021: £12,348) into the scheme. Two Trustees, H Kippax received salary of £31,370 during the period ( 2021: £31,370 ), and C Court received salary of £79,585 (2021: £79,585) and pension of £1,321 (2021: £1,318).

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 (2021: 7) during the year amounted to £45,824 (2021: £ 42,697 ) 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 £563,161 (2021: £501,294).

12. Tangible fixed assets – Group

Cost
Brought forward at 1 September 2021
Additions
Acquisitions
Transfer
Disposals
Carried forward at 31 August 2022
Depreciation
Brought forward at 1 September 2021
Charge		 Leasehold
Improvements
Freehold
Property
Assets Under
Construction
Motor Vehicles
Fixtures,
Fittings and
Equipment
Total
£
£
£
£
£
£
4,884,489
36,736
930,035
770,089
2,459,708
9,081,057
284,615
-
1,142,628
165,943
300,709
1,893,895
-
845,887
-
-
25,073
870,960
50,446
(36,736)
(13,710)
-
-
-
-
-
(62,500)
-
(62,500)
5,219,550
845,887
2,058,953
873,532
2,785,490
11,783,412
1,974,980
-
-
582,443
2,176,752
4,734,175
341,658
-
-
84,914
148,535
575,107
Acquisitions -
10,417
-
-
21,559
31,976
Transfer
Disposals
Carried forward at 31 August 2022
Net Book Value 2022
Net Book Value 2021		 -
-
-
-
-
-
-
-
-
(12,525)
-
(12,525)
2,316,638
10,417
-
654,832
2,346,846
5,328,733
2,902,912
835,470
2,058,953
218,700
438,644
6,454,679
2,909,509
36,736
930,035
187,646
282,956
4,346,882

The net book value of assets held under hire purchase contracts for the group was £10,177 (2021: £Nil).

56

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

12. Tangible fixed assets – Charity

Cost
Brought forward at 1 September 2021
Additions
Transfer
Disposals
Carried forward at 31 August 2022
Depreciation
Brought forward at 1 September 2021
Charge
Transfer
Disposals
Carried forward at 31 August 2022
Net Book Value 2022
Net Book Value 2021		 Leasehold
Improvements
Freehold
Property
Assets Under
Construction
Motor Vehicles
Fixtures,
Fittings and
Equipment
Total
£
£
£
£
£
£
3,906,871
-
780,824
467,398
1,504,041
6,659,134
106,576
-
859,172
56,539
163,578
1,185,864
-
-
-
-
-
-
-
-
-
(24,350)
-
(24,350)
4,013,447
-
1,639,996
499,587
1,667,619
7,820,649
1,582,243
-
-
331,638
1,326,809
3,240,690
272,610
-
-
55,490
93,005
421,105
-
-
-
-
-
-
-
-
-
-
-
-
1,854,853
-
-
387,128
1,419,814
3,661,795
2,158,594
-
1,639,996
112,459
247,805
4,158,854
2,324,628
-
780,824
135,760
177,232
3,418,444

13. Intangible fixed assets

Group
Cost
At 1 September 2021 and 31
August 2022
Depreciation
At 1 September 2021
Charge for the year
At 31 August 2022
Net book value
At 31 August 2022
At 31 August 2021		 Total
Goodwill
£
249,836
(124,920)
(12,492)
(137,412)
112,424
124,916

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.

57

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

14. Investments

Group
Charity
2022
2022
£
£
Listed investments
Sunfield assets
Shares in subsidiary trading companies
at cost
507,816
-
-
507,816
-
2,065,831
2
2,065,833		 Group
Charity
2021
2021
£
£
560,572
-
-
560,572
-
2,065,831
2
2,065,833

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.

----- Start of picture text -----
2022 2021
£ £
Listed investments:
Market value at 31 August 2021 530,449 442,539
Acquisitions at cost 35,800 92,219
Proceeds on disposal (36,648) (82,921)
(Loss)/Gain in the period (54,240) 78,612
Market value at 31 August 2022 475,361 530,449
Cash held by investment managers 22,884 14,851
Total value at 31 August 2022 498,245 545,300
----- End of picture text -----

----- Start of picture text -----
Sunfield Investments at market value comprised: £
UK bonds 14,512
UK equities 111,129
Overseas bonds 48,893
Overseas equities 235,845
Alternative investments 28,780
Properties 13,016
Other 23,186
475,361
Historical cost 430,360
Catherine Grace Trust Investments at market value:
Invesco 19,463
Henderson 4,835
Threadneedle 5,499
29,797
----- End of picture text -----

58

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

The following investments represent more than 5% of the total market value:

2022 2021
£ £
JUPITER UT MANAGERS 27,832 33,307
VANGUARD US EQUITY 78,033 -
VANGUARD INV UK - 69,127
BLACKROCK FM EUR DYNAMIC -
 29,794

15. Debtors

Trade debtors
Bad debt provision
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income		 Group
2022
£
2,415,501
-
-
3,815,016
542,865
6,773,382		 Charity
2022
£
1,176,559
-
2,299,618
125,076
504,990
4,106,243		 Group
2021
£
2,180,557
(32,073)
-
3,823,920
476,653
6,449,057		 Charity
2021
£
1,266,865
-
1,697,472
166,622
435,871
3,566,830

16. Creditors - Amounts falling due within one year:

Trade creditors
Amounts owed to group
undertakings
Fees in advance
Other creditors
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
2022
Charity
2022
£
£
2,132,017
1,626,374
-
2,616,964
2,442,880
1,434,953
1,121,802
625,309
477,714
331,544
256,276
-
249,308
160,580
6,679,997
6,795,724
Group
2022
Charity
2022
£
£
1,405,918
954,474
41,329,498
24,322,982
(40,292,536)
(23,842,503)
2,442,880
1,434,953		 Group
2021
£
1,944,052
-
1,405,918
754,335
439,135
407,661
311,840
5,262,940
Group
2021
£
554,038
36,811,307
(35,959,427)
1,405,918		 Charity
2021
£
1,342,169
3,221,713
954,474
670,722
334,888
178,538
239,785
6,942,290
Charity
2021
£
533,238
22,639,405
(22,218,618)		 Charity
2021
£
1,342,169
3,221,713
954,474
670,722
334,888
178,538
239,785
6,942,290
954,474

59

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

The closing balance of fees received in advance relates to fees received from the ESFA in respect of the 2021/2022 academic year.

17. Restricted funds at 2022

7.
Restricted funds at 2022
Charity
Building Improvement
RMC Farm Projects
FMC Crafting the land
Youth Exchange 2
Glastir Capital Works
Wool Barn Build
Ridan Composter
Merlin Dining Room
TRL Student Activities
Defibrillators
Covid-19 Donations
Fisheries Response
Outdoor Centres
Battery Powered Tools
Felting
Steiner Research
Sunfield-Grant
Pathways Project
Farm Machinery
Willow Weaving Equipment
Ridan Composter
Bee Keeping Equipment
Hort/Farm Equipment
Hen House
King Arthur & Parfizal story
Green Woodwork
S Reed - Erasmus
Battery Powered Tools
VHF Tractor
Andrew Greavy Stone Plaque Project
Bike Equipment
Centrifugal Casting Machine
Apple Pressing Equipment
High Riggs Shepherd’s Hut
Animal Shelters
PLD Equipment
Soft Fruit Garden
Ironmonger’s Equipment
Art Council
Charity reserves
Clervaux Trust reserves
Sunfield reserves
Clervaux Garden School reserves
Catherine Grace Trust
SEOL reserves
Responsive Earth Grant
Brantwood reserves
Group reserves		 Balance
carried
forward
As at 1
September
2021
Incoming
Resources
Outgoing
Resources
Transfer
as at 31
August
2022
£
£
£
£
£
528,077
-
-
(113,068)
415,009
6,624
-
(92)
-
6,532
2,795
-
-
-
2,795
6,101
-
(2,073)
-
4,028
41,669
-
-
-
41,669
92,504
88,500
(57,190)
-
123,814
3,344
-
-
-
3,344
887
-
(887)
-
-
1,500
-
(5)
-
1,495
1,234
-
-
-
1,234
9,490
-
(1,925)
-
7,565
10,000
-
-
-
10,000
1,193
-
-
-
1,193
568
-
(568)
-
-
500
-
-
-
500
40,000
40,000
-
-
80,000
2,065,832
-
-
-
2,065,832
391
-
(253)
-
138
3,000
-
-
-
3,000
750
-
-
-
750
2,500
1,000
-
-
3,500
934
-
(934)
-
-
8,750
-
(2,000)
-
6,750
950
-
-
-
950
478
-
(478)
-
-
16,160
-
(9,465)
-
6,695
10,817
10,179
-
-
20,996
8,216
-
(3,214)
-
5,002
675
14,761
-
-
15,436
3,000
-
-
-
3,000
125
-
-
-
125
1,821
2,000
(3,821)
-
-
1,295
-
-
-
1,295
-
8,000
(6,048)
-
1,952
-
500
-
-
500
-
22,500
-
-
22,500
-
892
(538)
-
354
-
8,105
-
-
8,105
-
140,650
-
-
140,650
2,872,181
337,087
(89,491)
(113,068)
3,006,709
44,587
22,928
(28,406)
-
39,109
1,370
50,500
-
-
51,870
1,200
20,010
(15,244)
-
5,966
5,089
30,765
(19,500)
-
16,354
10,000
250
(1,500)
-
8,750
16,523
-
-
-
16,523
6,250
4,000
-
-
10,250
2,957,200
465,540
(154,141)
(113,068)
3,155,531

60

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

17. Restricted funds at 2022

This is a Building Improvement Fund (BIF) grant from the EFSA to help improve the buildings across all sites. The capital projects undertaken Building include improvements to the Merlin Theatre, Harleston House and Gables Improvements 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 of £113,068 will be made from this restricted fund. Donations have been received for Farm Projects at Ruskin Mill College. RMC Farm Projects This year funds from these donations have been used to build a new Donkey shed. Donations have been received for the Crafting the Land project that is run FMC Crafting the Land 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. Erasmus Funded Project for students of Ruskin Mill Trust to travel to Youth Exchange 2 Germany on a cultural exchange programme. Glastir Capital Works An annual farm grant for Coleg Plas Dwbl. Donations have been received to build a new wool barn at Gables Farm, RMC Wool Barn Build Ruskin Mill College. Donations have been received for the purchase of a Ridan Composter at FMC Ridan Composter High Riggs Biodynamic Garden. This will enable the garden to have improved composting facilities on site. Donations have been received for Freeman College to be able to buy new dining room furniture at the Merlin Theatre. This will enable students to FMC Merlin Theatre be able to eat on site, rather than being transferred to our main site. The Dining Room dining furniture will also be used in the Merlin Theatre coffee shop, when events are being held. A donation was received for expenditure on activities for residential TRL Student Activities students in the provision during the holiday period. Donations have been received to purchase additional defibrillators for FMC Defibrillators other Freeman College sites. One will be placed at High Riggs and a second at the Merlin Theatre. Various donations have been received so Ruskin Mill Trust is able to purchase equipment that will enable them to offer the students a safe Covid-19 Donations learning environment during the Covid-19 pandemic. Items purchases have included PPE and home learning equipment. This donation has been received to develop the fish farm at Ruskin Mill Fisheries Response College.

61

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

Donations have been received to develop the Trust's outdoor centres.
Outdoor Centres This will enable the Trust to develop further spaces to enable us to
continue delivering education during the pandemic.
PLD Battery Powered
Tools		 Donation received for the purchase of battery powered tools to be used
at Plas 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 Tyr
Eithin site.
Steiner Research Donation received for the continued research of the Steiner education
theory.
Pathways Project This is a private donation towards the purchase of a shepherd's hut for
Freeman College.
Farm Machinery Grants from The Percy Bilton Charity and Ammco Trust towards new farm
machinery at Ruskin Mill College.
Willow Weaving Grant from the Oakdale Trust towards willow work equipment at Coleg
Equipment Ty'r Eithin.
Ridan Composter Grant for a Ridan composter at Coleg Ty'r Eithin.
Bee Keeping Grant from the DPD Eco Fund for bee keeping equipment at Coleg Ty'r
Equipment Eithin.
Hort/Farm Equipment Grant from the Margaret Davies Charity for bee keeping equipment at
Coleg Ty'r Eithin.
Hen House Grant from the Carmarthenshire Covid Fund to purchase a hen house for
Coleg Ty'r Eithin.
King Arthur & Parfizal Funding from Creative Black Country to take Glasshouse College students
story on a trip to Tintagel, Cornwall.
Green Woodwork Grant from the Turners Company for green woodwork tools for Coleg Ty'r
Eithin.
S Reed - Erasmus Erasmus funding for a European project in collaboration with Norway.
Battery Powered Tools Awards for All funding to purchase battery operated equipment for Coleg
Ty'r Eithin.
VHF Tractor Private donation towards the campaign for a new tractor for Vale Head
Farm.
Andrew Greavy Stone Grant funding towards commissioning stone plaques for the Horsley
Plaque Project Valley at Ruskin Mill College.
Bike Equipment Grant funding for bike equipment at Coleg Ty'r Eithin.
Centrifugal Casting Awards for All funding to purchase a new centrifugal machine for
Machine Freeman College.
Apple Pressing Grant from the Hilda Farr Charitable Trust for new apple pressing
Equipment equipment at Ruskin Mill College.

62

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

NEW PROJECTS FOR 2021/2022

High Riggs Shepherd's Various donations have been received to purchase a Shepherd's Hut at Hut High Riggs. This has been purchased and is now being used as a classroom on site. Animal shelters A £500 donation has been received so animal shelters can be purchased at High Riggs. PLD Equipment Various donations have been received so further equipment can be purchased at Plas Dwbl. Soft Fruit Garden Donations have been received so a Soft Fruit Garden can be created at Tyr Eithin. Iron Mongers Donations received for the purchase of Iron Mongers equipment at Tyr Equipment Eithin. This will enable the curriculum be expanded and hopefully attract further students. Arts Council This donation has been received from the Arts Council. This is to be used for the development of the arts centre at Glasshouse.

63

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

17. Restricted funds comparative – 2021

Charity
Building Improvement
RMC Farm Projects
FMC Crafting the land
Youth Exchange 2
Glastir Capital Works
Wool Barn Build
Ridan Composter
Merlin Dining Room
TRL Student Activities
Defibrillators
Composting
Covid-19 Donations
Fisheries Response
Outdoor Centres
Battery Powered Tools
Felting
Steiner Research
Sunfield-Grant
Pathways Project
Farm Machinery
Willow Weaving Equipment
Ridan Composter
Bee Keeping Equipment
Hort/Farm Equipment
Hen House
King Arthur & Parfizal story
Green Woodwork
S Reed - Erasmus
Battery Powered Tools
VHF Tractor
Andrew Greavy Stone Plaque
Project
Bike Equipment
Centrifugal Casting Machine
Apple Pressing Equipment
Charity reserves
Clervaux Trust reserves
Sunfield reserves
Clervaux Garden School
reserves
Catherine Grace Trust
SEOL reserves
Responsive Earth Grant
Brantwood reserves
Impairment in Sunfield
Group reserves		 At 1
September
2020
Incoming
resources
Outgoing
resources
Transfer
At 31 August
2021
£
£
£
£
£
661,145
-
-
(133,068)
528,077
6,273
351
-
-
6,624
2,795
-
-
-
2,795
1,780
6,246
(1,924)
-
6,101
41,669
-
-
-
41,669
25,908
90,926
(24,330)
-
92,504
3,344
-
-
-
3,344
3,500
-
(2,613)
-
887
1,500
-
-
-
1,500
1,500
411
(677)
-
1,234
18,904
200
(19,104)
-
-
9,490
-
-
-
9,490
10,000
-
-
-
10,000
500
1,250
(557)
-
1,193
1,000
1,696
(2,128)
-
568
500
-
-
-
500
40,000
-
-
-
40,000
2,065,832
-
-
-
2,065,832
- 475
(84)
-
391
- 3,000
-
-
3,000
- 750
-
-
750
- 2,500
-
-
2,500
- 1,913
(979)
-
934
- 8,750
-
-
8,750
- 950
-
-
950
- 478
-
-
478
- 16,160
-
-
16,160
- 10,817
-
-
10,817
- 8,216
-
-
8,216
- 675
-
-
675
-
3,000
-
-
3,000
-
125
-
-
125
-
11,960
(10,139)
-
1,821
-
1,295
-
-
1,295
2,895,640
172,145
(62,536)
(133,068)
2,872,181
38,087
6,500
-
-
44,587
(2,371,622)
1,369
-
2,371,622
1,369
-
1,200
-
-
1,200
- 5,089
-
-
5,089
-
10,000
-
-
10,000
-
16,523
-
-
16,523
- 6,250
-
-
6,250
3,184,850
-
-
(3,184,850)
-
3,746,956
219,076
(62,536)
(946,296)
2,957,200

64

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

18.
Unrestricted funds
At 1
September
2021
Incoming
Resources
Outgoing
Resources
Transfers
£
£
£
£
Charity
General fund
(21,198)
34,077,039
(32,955,290)
113,068
Subsidiary
companies reserves
7,517,163
18,671,575
(19,968,474)
-
Consolidation
adjustments:
Goodwill on
consolidation
Eliminated on
consolidation
124,914
-
-
(5,503,709)
(12,492)
5,503,709
-
-
Group Total
7,620,879
47,244,905
(47,432,547)
113,068
18.
Unrestricted funds - Comparative 2021
At 1
September
2020
Incoming
Resources
Outgoing
Resources
Transfers
£
£
£
£
Charity
General fund
(2,496,326)
32,259,902
(29,917,842)
133,068
Subsidiary
companies reserves
5,749,140
23,996,210
(23,041,415)
813,228
Consolidation
adjustments:
Goodwill on
consolidation
Eliminated on
consolidation
137,406
-
-
(5,612,348)
(12,492)
5,612,348
-
-
Group Total
3,390,219
50,643,764
(47,359,401)
946,296		 At 31
August
2022
£
1,213,619
6,220,264
112,422
-
7,546,305
At 31
August
2021
£
(21,198)
7,517,163
124,914
-
7,620,879

65

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

19. Net assets of the funds of the group – 2022:

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

Fixed
Assets
£
Restricted funds
3,155,531
Unrestricted funds
3,919,388
7,074,919
et assets of the funds of the group –
Fixed
Assets
£
Restricted funds
2,957,200
Unrestricted funds
2,077,825
5,035,025		 Net Current
Assets/(Liabilities)
£
-
3,679,917
3,679.917
2021:
Net Current
Assets/(Liabilities)
£
-
5,677,004
5,677,004		 Long Term
Liabilities
Fund
Balances
£
£
-
3,155,531
(53,000)
7,546,305
(53,000)
10,701,836
Long Term
Liabilities
Fund
Balances
£
£
-
2,957,200
(133,950)
7,620,878
(133,950)
10,578,079

Net assets of the funds of the group – 2021:

20. Operating lease commitments

At 31 August 2022 the group had future minimum lease payments under non-cancellable operating leases as follows:

Expiry Date:
Less than 1 year
Within 2 -5 years
After 5 years		 Land and
Buildings
Other
Land and
Buildings
2022
2022
2021
£
£
£
1,685,425
32,576
1,570,751
5,438,423
46,627
2,612,071
5,664,693
12,788,541
-
79,203
3,321,562
7,504,384
 Other
2021
£
24,513
22,927
-
47,441

66

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

21. Related party transactions

- 2022 transactions and year end balance between the parent entity and its subsidiaries:

Brantwood Clervaux Trust Transform Ltd Lantern Sunfield
Clervaux Garden School
Seol Trust		 Sunfield
Clervaux Garden School
Seol Trust		 Sunfield
Clervaux Garden School
Seol Trust		 Catherine Grace Trust
Sales to subsidiary
Purchases from subsidiary
Donation from subsidiary 1,600,000 3,050,000
Trade debtor amounts due from Subsidiary 716,184 325,537 354,963 824,485
Trade creditors amounts due to Subsidiary 429,406 3,759,163 979,022

During the 2022 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 OBE 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 OBE 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.

2022 transactions between the group and its related parties:

RMLT Group RET LELT HIRAM Ruskin Mill Ltd
Sales
Purchases-Ruskin Mill Trust 2,352,624 46,350 41,406 7,500 109,893
Purchases- Brantwood School 188,111
Purchases-Transform Residential
Purchases- Clervaux Trust 116,304
Purchases -Sunfield
Purchases- Clervaux Garden School
Purchases -Seol Trust 24,000
Purchases -Catherine Grace Trust 192,524
Trade debtor amounts due 11,450 6,499
Trade creditors amounts due 190,563 36,040
Loans due to AOM
Loans due from RMLT 3,500,000

67

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

There were also charitable donations paid to RMLT during the year totalling £520,863.

A connected party of A Gordon OBE received remuneration of £14,859 (2021: £8,881) in the year as an employee. Two connected parties of H Kippax received remuneration of £26,827 (2021: £39,155) during the year as employees.

2021 transactions and year-end balance between the parent entity and its subsidiaries:

Brantwood
Specialist
School
£		 Clervaux
Trust
Limited
£		 Transform
Residential
Limited
£		 Sunfield
Children's
Home
Limited
£		 Clervaux
Garden
School
£		 SEOL
Trust
£		 Catherine
Grace
Trust
£
Sales to subsidiary - - - - - - -
Purchases from
subsidiary - - 2,044,573 - - - -
Donation from subsidiary 320,149 - 3,557,348 - - - -
Trade debtor amounts
due from Subsidiary - 574,988 - 5,886 467,799 269,547 385,391
Trade creditors amounts
due to Subsidiary 446,021 - 1,764,971 1,106,860 - - -

During the 2021 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 OBE 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 OBE 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.

68

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

2021 transactions between the group and its related parties:

RMLT and
Subsidiaries
£		 RET
£		 LELT
£		 HIRAM
£		 Ruskin
Mill
CoP
£		 Ruskin
Mill
Limited
£		 Trignos
£		 LST
£
Sales - - - - (6,165) - - -
Purchases -
Ruskin Mill Trust 1,382,911 49,000 - 7,500 465,039 100,055 7,228 -
Purchases-
Brantwood School 182,495 - - - - - - -
Purchases-
Transform
Residential 46,668 - 40,200 - - - - -
Purchases -
Clervaux Trust 66,658 - - - - - - -
Purchases -
Sunfield - - - - - - - -
Purchases -
Clervaux Garden
School - - - - - - - -
Purchases - Seol
Trust - - - - - - - 36,000
Purchases –
Catherine Grace
Trust 144,393 - - - - - - -
Trade debtor
amounts due 19 - - - - - 3,000
Trade creditors
amounts due (217,457) (14,000) 10,050 - (23,157) (14,503) (778) -
Loans due to
RMLT 600,000 - - - - - - -
RMLT Purchase - -
of SUN Assets (3,500,000) - - - - -

There were also charitable donations paid to RMLT during the year totalling £300,000.

A connected party of A Gordon OBE received remuneration of £8,881 (2020: £6,242) in the year as an employee. Two connected parties of H Kippax received remuneration of £39,155 (2020: £40,546) during the year as employees.

69

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

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

Net incoming resources
Non-operating cash flows eliminated:
Interest received
Loss/(Gain) in the period
Financing costs
Depreciation of tangible fixed assets
(Profit)/Loss on disposal of fixed assets
Amortisation of goodwill
Decrease in stock
Increase in debtors
Increase/(Decrease) in creditors
Petty cash transfer
Net cash inflow from operating activities		 2022
2021
£
£
123,757
(13,470)
54,564
241,554
3,440,903
(17,826)
(78,612)
241,555
575,107
810,005
(3,410)
2,241,382
12,492
12,492
188
397
(324,325)
(273,330)
1,336,107
-
(2,319,351)
(1,368)
2,002,564
4,056,247

23. Analysis of changes in net funds

Opening
Balance
£
Cash at bank and in hand
4,475,218
Net funds
4,475,218		 Cash
Flows
Non Cash
Changes
Closing
balance
£
£
£
(904,167)
-
3,571,051
(904,167)
-
3,571,051

24. Capital commitments

At 31 August 2022 there were capital commitments of £nil (2021: £nil).

70

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

25. Group Financial Instruments

Financial assets measured at fair value
Financial assets measured at amortised cost
Financial liabilities measured at amortised cost		 2022
£
475,363
9,801,568
2,381,326		 2021
£
560,572
10,479,695
2,255,892

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 (2021: £ nil).

71

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2022

27. GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2021:

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 gain on investments
Gain on investments
Transfers between funds
18
Net gains on fixed assets
6
Reconciliation of funds:
Total funds brought
forward
17
Total funds carried forward
17,18		 Unrestricted
151,428
38,746,159
7,770,203
17,826
46,685,616
(386,856)
(38,941,580)
(8,030,964)
(47,359,400)
(673,784)
78,612
946,296
3,879,536
3,390,220
7,620,878		 Restricted
219,076
-
-
-
219,076
-
(62,536)
-
(62,536)
156,540
-
(946,296)
-
3,746,956
2,957,200		 2021
Total
£
370,504
38,746,159
7,770,203
17,826
46,904,692
(386,856)
(39,004,116)
(8,030,964)
(47,421,936)		 2021
Total
£
370,504
38,746,159
7,770,203
17,826
46,904,692



(517,244)

78,612
-
3,879,536
7,137,175
10,578,079

28. AMENDED ACCOUNTS

These accounts:

72