**RUSKIN MILL TRUST LIMITED**
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**Charity number: 1137167 Company number: 07252866**
**Ruskin Mill Trust Limited (A Company Limited by Guarantee)**
**Trustees’ report and financial statements**
**For the year ended 31 August 2022 Amended Accounts**
**RUSKIN MILL TRUST LIMITED**
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|**Contents**||
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|Legal and administrative information||
|Report of the Trustees|2|
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SECTION 1: Introduction by the Chair of Trustees||
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SECTION 2: Strategic Report||
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SECTION 3: Structure, Governance & Management||
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SECTION 4: Environmental Report||
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SECTION 5: Section 172 Statement||
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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**
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## **REPORT OF THE TRUSTEES**
**Status** The charity is governed by its Articles of Association dated 12 May 2010.
- **Trustees** A C H Gordon OBE (Chair) H M Kippax (Vice-Chair) V Wren (resigned 20 September 2021) V F B Griffiths
- C A Hindmarsh (resigned 28 March 2022)
- G Vassall-Adams KC
- J Barane
C Court J T Fearnley D Wragg (appointed 20 September 2021) L Griffin (resigned 29 June 2022)
- **Company Secretary** I K Clements
- **Founder** A C H Gordon OBE
- **Charity number** 1137167
- **Company number** 07252866
- **Executive Team**
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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**RUSKIN MILL TRUST LIMITED**
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## **REPORT OF THE TRUSTEES**
## **REPORT OF THE TRUSTEES**
The Trustees present their Report, including their Strategic Report and Financial Statements for the year ended 31 August 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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## **REPORT OF THE TRUSTEES**
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:
- Enhanced accountability for managing not just the education programme but also the health and care programme and planning for each student.
- An increased focus and accountability on the management and oversight of all areas of each student’s placement and their learning programme.
- Responsibility for ensuring effective support is provided to maximise the student’s achievement of their identified desired outcomes, and that this is based on a thorough and detailed assessment of risk.
- Regular and effective liaison with medical and mental health interventions and other external professionals that takes place in a timely and effective manner.
- The feedback to date from Ofsted, CQC and commissioners is a tangible improvement in communication and understanding the student journey.
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 -----**
- **Achievement across the Trust for pupils and students**
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.
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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:
- Oliver Carnaby from Ruskin Mill College for his knitted mittens and hat
- Amelia Reynolds from Clervaux Garden School for her felted slippers
- Lewis O’Sullivan from Glasshouse College for his weaving
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:
- To continue to closely monitor financial reports, ensuring that action is taken to appropriately address areas of overspend.
- To continue to oversee the delivery of education, care and operational outcomes across all provisions, ensuring that provisions have the resources they need to delivery high quality services
- `o` To work with the Civil Service to identify and implement the most appropriate governance structure for the Trust’s operational activities, and develop an associated governance framework including reporting policies and procedures.
- To work with the Civil Service to develop effective quality assurance processes to enable Provision Leaders, the Executive Team and trustees to assess whether quality standards are being met.
- To understand the potential risks to the Trust’s operations and success, and identify ways to manage and mitigate these risks, identifying areas where the Civil Service Heads can contribute and/or lead.
- To continue the implementation of the integrated Access Systems Project (Finance, Maintenance, HR, Payroll, Workforce Planning and H&S), and ensure that staff have the resources and training needed to use these functions effectively.
- To continue to develop student & pupil progress reporting and data capture linked to the method of Practical Skills Therapeutic Education (PSTE) and the 7 Fields of Practice.
- To work with the Hiram Education & Research Team (HEaRT) to ensure that staff can access appropriate training in a timely manner and identify areas for new training development.
- **Staff Training and Development**
## **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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## **REPORT OF THE TRUSTEES**
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:
- Continually develop and externally validate PSTE as the Trust’s unique method
- Offer an internationally recognized, practitioner-orientated qualification
- Innovate a research-enhanced curriculum for Trust students
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
- **Pedagogic Potential of Craftwork** (2 years)
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.
- **Growing the Land, Growing People Biodynamic Training** (2 years)
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.
- **Homemaking** (4 days)
This is a fundamental aspect of the Trust’s method of PSTE and is centred around a set of Seven Care Qualities.
## **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.
- **Steiner Educational Insights** (1 year)
This course aims to provide a broad outline of Rudolf Steiner’s indications regarding physical, emotional and spiritual development from birth to young adulthood.
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## **REPORT OF THE TRUSTEES**
## **Teaching in Specialist Steiner Garden School** (1 year)
- The Teaching in Specialist Steiner Garden Schools course aims to equip educators with the understanding, skills and confidence to apply Rudolf Steiner’s insights through the method of Practical Skills Therapeutic Education.
## **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.
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3 YEAR FEE INCOME TREND
£44,896,959
£38,746,159
£ 28,399,593
2019-20
2020-21 2021-22
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## **REPORT OF THE TRUSTEES**
## **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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## **REPORT OF THE TRUSTEES**
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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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## **REPORT OF THE TRUSTEES**
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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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## **REPORT OF THE TRUSTEES**
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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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## **REPORT OF THE TRUSTEES**
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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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## **REPORT OF THE TRUSTEES**
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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**
- An increasingly important feature of the Trust’s forward planning process is the Annual Strategic Review which brings together trustees and senior leaders for three days each autumn to debate and analyse the key strategic challenges facing the organisation, and to develop plans for addressing them creatively and effectively in furthering the Trust’s Objects.
At the 2022 Review, trustees resolved that the Group’s strategic aims and priorities for 2022-23 were:
## **1. Governance**
- Complete implementation of the governance arrangements set out in the RMT Group’s Governance Handbook, in line with Charity Commission recommendations and good practice.
**2. Civil Service**
- Continue the development of the Ruskin Mill Civil Service, focusing on 4 particular initiatives: a) Converting research insights into sound organisational policies and practical actions b) Improving the presence and visibility of the Civil Service
- c) Developing Service Level Agreements between the Civil Service and the Trust’s Provisions
- d) Establishing a small management team to oversee and steer the Civil Service
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## **REPORT OF THE TRUSTEES**
## **3. Schools**
Continue the development & expansion of the RMT Group’s school provision, specifically:
- a) Build the new Sunfield Garden Lower School and open it in September 2023
- b) Create a new Lower School for the Grace Garden School at the Helios Centre and open it in September 2023
- c) Explore the opportunity to create a new school in the East Midlands Region
**4. Rise Offer** (Post Education facilities for those without an EHCP)
- Double the numbers of individuals accessing the Group’s ‘Rise’ offer, and increase the opportunities for training and employment within the RMT Group’s social enterprises. Specifically:
- a) Develop a collaboration between Clervaux Rise and the Seòl Trust Rise
- b) Develop a Ruskin Mill Rise with new, purpose built residential accommodation on-site
## **5. Broadening Ruskin Mill’s Scope**
- a) Review the Objects & Powers of RMT and its subsidiaries
- b) Evaluate the potential for creating a new RMT subsidiary specifically to promote, research and operate within Field 6 (Holistic Medicine), including the use of anthroposophic therapies and the potential for working with or merging with other organisations operating in these areas
## **6. UK-wide Provision**
Consolidate the RMT Group as a UK-wide provider by:
- a) Developing well-led provision at Coleg Plas Dwbl & Coleg Ty’r Eithin that is closely aligned with the Welsh Assembly’s agenda for special needs provision in the Principality
- b) Develop additional residential provision for Coleg Plas Dwbl & Coleg Ty’r Eithin
- c) Review the potential for establishing Coleg Trigonos as a Day College offering hospitality & training opportunities for young adults with special learning needs
- d) Develop residential provision for the Seol Trust’s offer in Scotland
## **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:
- a) Continue to support West Midlands Eurythmy and Peredur Eurythmy to merge to create Eurythmy UK as a single training entity for the whole of the UK and as a subsidiary of Ruskin Mill Land Trust
- b) Continue to develop the Helios Health Centre to create an anthroposophic medical & therapy initiative for the Bristol area based at the Helios Centre and open it in September 2023
- c) Explore opportunities to acquire land & property in order to further the Trust’s Objects
## **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:
- a) Continue to work with the Norway Inland University on a BA Course
- b) Explore further opportunities with the Therapeutic Centre at Temple Wilton, New Hampshire
- c) Explore further opportunities with the Nature Institute at Ghent, New York
- d) Explore further opportunities in China and with the Chinese community in Vancouver
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## **REPORT OF THE TRUSTEES**
## **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:
- a) Complete the Wool Barn at Ruskin Mill (December 2022)
- b) Complete Phase 2 [Stage 1] of Coleg Ty’r Eithin (December 2022)
- c) Review the refurbishment of residential provision at Vale Head Farm (September 2023)
- d) Complete the new Lower School at Sunfield (September 2023) and progress the phased implementation of the other elements of the Sunfield Development Project (2023-25)
- e) Complete the Lower School for Grace Garden School & the Helios Health Centre (September 2023)
- f) Prepare a Feasibility Study for Ruskin Mill College Rise on-site residential provision (March 2023) g) Purchase Quince Cottage for use by the Seol Trust (March 2023)
- h) Prepare a Feasibility Study for the re-development of the Grace Garden School’s Canford Lane property (March 2023)
- i) Complete the re-development of Mill Bottom to provide visitor accommodation (June 2023)
## **10. Communications & Marketing**
Complete the redesign and re-launch of the RMLT and Ruskin Glass Centre Websites (April 2023)
## **11. Systems Upgrade**
- a) Continue the upgrade of the RMT Group’s Access based Management Information System (MIS), to create a more integrated, whole-system approach that reduces inefficiencies and costs and leads to better information for managers, better workforce planning and an improved service for students. Roll-out HR and Payroll Modules (January - April 2023)
- b) Undertake a review of the current structure, content and management of data held on RMT Group File Servers to assess whether current arrangements are fit for purpose. Present the findings with recommendations to the Executive Team (April 2023)
## **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**
- a) Implement an annual review of the Group’s Base Fees once the performance of the RMT Group for the first four months of the new Financial Year is known. Following this review make fee level recommendations to the RMT Board (January 2023)
- b) Review what is included in the Base Fee bearing in mind changing student/pupil profiles (January 2023)
## **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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## **REPORT OF THE TRUSTEES**
## **16. Research**
- a) Support the creation of the Ruskin Mill Centre for Research (RMCfR) as a new subsidiary charity of Ruskin Mill Land Trust that takes responsibility for Goethean Science and Spiritual Science Research
- b) Establish protocols that (1) facilitate research findings from RMCfR to flow back into staff training and to inform RMT Group Policies, Procedures, Protocols & Practice and (2) ensure all research sponsored by the RMT Group is approved in advance by the RMT Board’s PSTE Sub-Committee
## **17. Staff Training**
- a) Undertake a full-scale review and evaluation of all RMT Group staff training that includes (September 2023):
1. In general:
- a. The development of criteria for reviewing and evaluating training programmes
- b. The PSTE content in all training
2. Specifically:
- a. The Education Health & Care Manager (EHCM) training programme
- b. The Teaching in Specialist Steiner Garden Schools programme
- c. The Biodynamic Training programme
- d. The Leadership for Holistic Support & Care programme
- e. The Pedagogic Potential of Craftwork programme
- b) Develop new training programmes for the following roles and for sign-off by the PSTE SubCommittee (September 2023):
1. Middle Managers - both (a) emergent [recently appointed] and (b) more senior [established]
2. Civil Service Members
3. Hiram Education & Research Team (HEaRT) Co-ordinators
4. School Staff (after-school training programmes to embed PSTE more fully)
5. A bespoke training programme for school teachers on Steiner’s insights into Phasic Development, to be accredited at Level 4 through Huddersfield University
- c) Develop individual Training Dashboards for each member of staff (April 2023)
- d) Review all Job Descriptions to ensure there is adequate PSTE training content in each (September 2023)
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## **REPORT OF THE TRUSTEES**
## **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:
- a) The advancement of the education of young people with learning difficulties and/or behavioral problems or special educational needs through training in the areas of the arts, crafts, agriculture and environmental sciences, with particular reference being given to the indications and insights of Rudolf Steiner in these areas
- b) The promotion of research into the practice and development of those areas of education provided that all research findings will be widely disseminated
- c) The promotion of Rudolf Steiner educational establishments
## **3.3 Governing Body**
Ruskin Mill Trust Limited was registered with Companies House on 13 May 2010 (Company number 07252866) and with the Charity Commission on 29 July 2010 (Charity number 1137167). The charity is a company limited by guarantee. The Trustees of the charity, whose names are listed on page 1, are also the directors for the purposes of the Companies Act 2006.
## **3.4 Recruitment and Training of Trustees**
The charity’s practice regarding recruitment is for members of the Board to make recommendations for suitably skilled and experienced people who are then appraised and interviewed by the full Board. 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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## **REPORT OF THE TRUSTEES**
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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## **REPORT OF THE TRUSTEES**
## **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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## **REPORT OF THE TRUSTEES**
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 Metric**
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:
- The Helios Trust and its substantial property in Bristol became part of the Catherine Grace Trust and, in doing so, joined the RMT Group. The property had not been brought into use by the end of the reporting period
- Trigonos Trading Ltd, which operates the Trigonos Retreat & Conference Centre in North Wales, joined the RMT Group during the reporting period
- Rented residential properties have been both leased and handed back to their owners during the reporting period
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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:**
- Continued the principle that electricity is purchased from suppliers that determine to provide 100% of electrical energy from renewable sources; where possible, suppliers/tariffs have been changed to 100% renewable sources
- Continued to install LED lighting where fittings needed replacing
- New building projects/refurbishments have been completed using the highest levels of insulation possible; also moving towards more electrically based heating installations to benefit from the renewable electricity being purchased
- Repaired and brought back into use the Biomass boiler and feed system together with the replacement of outdated back-up LPG gas boilers; also, continued to develop an overall energy strategy for the whole Trigonos Centre
- Installed new, upgraded electricity supplies to the Coleg Ty’r Eithin site to enable the use of electrically powered heating
- Energy awareness has been raised with staff and students to enable them to understand the scale of the challenge and how they can contribute to meeting it
## **Measures prioritised for implementation in 2022-25:**
- Continuing to develop the 10 Year Environmental Plan
- Continue to develop a long-term strategy for replacing fossil fuel consuming boilers through a Heat Decarbonisation Plan for each site
- Completion of the energy audit of Sunfield School and the implementation of a scheme to replace historic gas boilers
- Continued improvements in insulation and better controlled heating systems by, for example, replacing old-style storage heaters
- At Ruskin Mill, complete the replacement of the historic wind turbine and the installation of Air Source Heat Pump technology at the new Wool Barn facility
- Undertake a review of Energy Performance Certificates (EPCs) across the whole of the property portfolio
## **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:
- Total turnover (£m) **£49.19m**
-
- Gross internal area (m2) **39,327.66**
- Full-time equivalents (FTE) **821.32**
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## **REPORT OF THE TRUSTEES**
## **SECTION 5: Section 172 Statement**
- **The long-term consequences of decisions**
- The Vision, Values, Purpose & Method of the Trust are set out in its Strategic Plan. Each year Ruskin Mill Trust’s Board of Trustees holds a Strategic Review with senior leaders at which Strategic Aims & Direction are reviewed and the Strategic Plan is updated and rolled forward. Integral to this process is an assessment by trustees and senior leaders of the short, medium and long-term consequences of those decisions. The origins of the Trust date back more than thirty five years and its steady growth during that period, up to its present position as a leading provider of specialist education and care services, is a testament to the quality of its decision-making and foresight, particularly at critical points in its history.
- **The interests of the Group’s employees** Trustees fully appreciate the work of the Trust’s staff and this appreciation is guided by values that are embodied in the Strategic Plan, namely:
- The potential of all people for development and positive change
- Relating with openness, goodwill, tolerance and treating individuals with dignity and respect
- Respecting, striving to understand and celebrating all peoples’ differences and uniqueness
- This is backed up with access to a comprehensive staff training & development programme, including access to Higher Education, opportunities for promotion and transfer within a Group of organisations that now employ over one thousand staff, a well-developed Pay & Grading Scheme and structured, annual Personal Development Reviews.
- **The need to foster the Group’s business relationships with suppliers, customers and others** The Trust recognises the value in fostering relationships with all its stakeholders; it leads to loyalty, mutual respect, trust and openness which are central to its Vision & Values as a charitable organisation with high principles. Feedback from local authority customers is positive, evidenced by the growing number of students and pupils who attend Trust Provisions, and at each of its Centres (see the Map on page 34), local staff have worked hard to develop good, long-term relationships with local suppliers which are based on fair payment arrangements and mutual respect.
- **The impact of the Group’s operations on the community and the environment** The Trust has a fine track record of positive community engagement and making its facilities available to the local community and public at large. This is part of the design thinking whenever a new Centre is developed and includes, subject to Trust safeguarding policies and practices, access to permissive rights of way, cafes (using organic and biodynamic ingredients, including food grown on Trust land), retail outlets, theatres and other performing spaces that are used by local societies and other members of the community for a variety of purposes, and festivals such as the biennial International Festival of Glass that is held at the Glasshouse.
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.
- **Maintaining a reputation for high standards of business conduct**
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.
- **Local Authorities**
- Throughout the year there was continued uncertainty about how local authority funding might affect the Trust’s services, and tight control over expenditure has had to be maintained. Significant measures were also undertaken across the Trust to reduce current and projected costs and efforts continued to be made to diversify income streams.
-
## **Capital Expenditure and Borrowings**
- Capital expenditure by the charity for the year totaled £1,893,895 ( _2021: £_ 1,674,415). There were nil new borrowings in the year ( _2021: £nil_ ).
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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:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP and FRS 102;
- make judgments and estimates that are reasonable and prudent;
- state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.
The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions, disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the Group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees consider that Ruskin Mill Trust and its subsidiaries is a going concern.
## **Qualifying third party indemnity provisions**
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:
- so far as that trustee is aware, there is no relevant audit information of which the company's auditor is unaware; and
- that trustee has taken all the steps that ought to have been taken as a trustee in order to be aware of any information needed by the company's auditor in connection with preparing its report and to establish that the company's auditor is aware of that information.
## **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**
11. freeman college _Sheffield, 16–25_ **1 2 3**
14. clervaux fold _Darlington, army families_ clervaux _**rise** Darlington, 18+_
15. fairhill _**rise** East Lothian, 16+_
## **Research Centres**
- A. the field centre _Nailsworth, RMT research centre_
- B. life science research centre _Fairhill, East Lothian_
- C. castelliz
- research centre _Clynderwen, opening 2024_
D. sunfield
- research centre _Clent, opening 2024_
12. brantwood specialist school _Sheffield, 7–19_
13. clervaux garden school _Darlington, 10–19_
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## **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:
- give a true and fair view of the state of the group's and parent charitable company's affairs as at 31 August 2022 and of the group's and the parent charitable company's incoming resources and application of resources, including the group's and the parent income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice seen as at the date the original financial statements were approved; and
- have been prepared in accordance with the requirements of the Companies Act 2006 as they have effect under the Companies (Revision of Defective Accounts and Reports) Regulations 2008.
## **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
34
## **RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
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:
- the information given in the Strategic Report and the Directors’ Report, prepared for the purposes of company law, included in the Trustees’ Report for the financial year for which the revised financial statements are prepared is consistent with the financial statements.
- the Strategic Report and the Directors’ Report included in the Trustees’ Report have been prepared in accordance with applicable legal requirements.
## **Matter on which we are required to report under the Companies Act 2006**
In the light of the knowledge and understanding of the group and parent charitable company and 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:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the parent charitable company's revised financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
35
**RUSKIN MILL TRUST LIMITED**
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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:
- We obtained an understanding of the legal and regulatory frameworks that are applicable to the group and the sector in which it operates. We determined that the following laws and regulations were most significant: The Financial Reporting Standard applicable in the UK and the Republic of Ireland (FRS 102), Charities SORP (FRS 102), the Companies Act 2006 and Charities Act 2011;
- We understood how the group is complying with these legal and regulatory frameworks by making inquiries of management and those charged with governance. We enquired of management and those charged with governance whether there were any instances of non-compliance with laws and regulations, or whether they had any knowledge of actual or suspected fraud. We corroborated the results of our enquiries through our review of board and other minutes and through our legal and professional expenses review;
- We assessed the susceptibility of the group’s financial statements to material misstatement, including how fraud might occur and the risk of material override of controls. Audit procedures performed by the engagement team included:
- Identifying and assessing the design effectiveness of certain controls management has in place to prevent and detect fraud
- Challenging assumptions and judgements made by management in its significant accounting policies
- Identifying and testing journal entries, with a focus on manual postings, journals that directly impacted on the surplus reported in the statement of financial activities and journal entries posted in the closing and accounts preparation period
- Identifying and testing related party transactions
- Inspecting the board and other committee minutes
36
## **RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
- Assessing the extent of compliance with the relevant laws and regulations as part of our procedures on the related financial statement item
- audit procedures were designed to provide reasonable assurance that the financial statements were free from fraud or error. The risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error and detecting irregularities that result from fraud is inherently more difficult than detecting those that result from error, as fraud may involve collusion, deliberate concealment, forgery or intentional misrepresentations. Also, the further removed noncompliance with laws and regulations is from events and transactions reflected in the financial statements, the less likely we would become aware of it;
- Assessment of the appropriateness of the collective competence and capabilities of the engagement team included consideration of the engagement team's:
- understanding of, and practical experience with audit engagements of a similar nature and complexity through appropriate training and participation
- knowledge of the charity, education and care sector
- understanding of the legal and regulatory requirements specific to the group including:
- the provisions of the applicable legislation
- guidance issued by the Charities Commission.
- The team communications in respect of potential non-compliance with relevant laws and regulations included the potential for fraud in revenue through manipulation of income and management override of controls; and
- In assessing the potential risks of material misstatement, we obtained an understanding of:
- the group’s operations, including the nature of its income and expenditure and its services and of its objectives and strategies to understand the classes of transactions, account balances, expected financial statement disclosures and business risks that may result in risks of material misstatement.
- the group's control environment, including:
- the policies and procedures implemented by the group to ensure compliance with the requirements of the financial reporting framework and relevant laws and regulations
- the adequacy of procedures for authorisation of transactions and review of management accounts
- procedures to ensure that possible breaches of laws and regulations are appropriately resolved.
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
37
**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.
38
## **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.
39
## **RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
## **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**
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## **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.
41
**RUSKIN MILL TRUST LIMITED**
___________________________________________________________________________________
## **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.
42
**RUSKIN MILL TRUST LIMITED**
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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.
43
**RUSKIN MILL TRUST LIMITED**
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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**
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## **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 26,835,318**_27,845,151_
**2,679,277 67,840 3,610,204 6,357,321**_8,030,964_
**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:
- replace the original accounts
- are now the statutory accounts
- are prepared as they were at the date of the original accounts
72