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2023-08-31-accounts

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

Charity number: 1137167 Company number: 07252866

Ruskin Mill Trust Limited (A Company Limited by Guarantee)

Trustees’ Report & Financial Statements

For the year ended 31 August 2023

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

Page
Contents
Legal and administrative information 3
Report of the Trustees 4
•
SECTION 1: Introduction by the Chair of Trustees		 4
•
SECTION 2: Strategic Report		 14
•
SECTION 3: Structure, Governance & Management		 32
•
SECTION 4: Environmental Report		 34
•
SECTION 5: Section 172 Statement		 37
•
SECTION 6: Financial Review		 38
Independent Auditor’s report to the Members and Trustees 41
Group statement of financial activities 45
Group balance sheet 46
Charity balance sheet 47
Group cash flow statement 48
Notes to the financial statements 49

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

A C H Gordon OBE, Hon DUniv, MEd (Chair) H M Kippax (Vice-Chair) V F B Griffiths G L Vassall-Adams KC J Barane C Court J T Fearnley D C Wragg L Griffin (appointed 25 March 2024)

Aonghus Gordon OBE, Hon DUniv, MEd – 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 & Staff Training Associate Members: Shazuli Iqbal – Chief Financial Officer Lindsay Wilkinson – Head of Human Resources

• Registered office Ruskin Mill Mill Bottom Old Bristol Road, 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 Bank Plc Barclays Bank UK Plc Deanery Road 12 Rowcroft Colmore Road Bristol, BS1 5AS Stroud, Glos., GL5 3BD Birmingham, B4 7TE • Solicitors RWK Goodman 69 Carter Lane London, EC4V 5EQ

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

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Report of the Trustees

The Trustees present their Report, including their Strategic Report and Financial Statements for the year ended 31 August 2023, 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 3 forms part of this Report. The comparative information presented is for the twelve months from 1 September 2021 to 31 August 2022.

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

Pupils and students completed their courses between the middle and end of July 2023. Many remarkable achievements had been made right across the Trust’s 12 centres, including award-winning craftwork and GCSEs, along with outstanding work experience certificates. Most of all, at the End of Year Ceremonies students and pupils described their journey as one of transformation. This was often accompanied by letters of endorsement from parents, such as these from Brantwood School:

"Each item in the exhibition is unique, showing how Brantwood brings the best out of every student."

"There are a lot of lovely, unique and professional items. I personally love the photos of the robin and rainbow colour picture. This school is amazing, bringing the best out of all students."

"It's been phenomenal and amazing to see a glimmer of each of the students – every one of them shines!"

Brantwood’s GCSE results present a truly astounding effort on behalf of pupils - 19 GCSEs entered, 18 attained (one no show as the student chose to take the opportunity to skipper a yacht to Greece instead of sitting his Citizenship exam!)

We also received the following compliment from a parent at Clervaux Garden School:

“After years of watching our child struggle in the mainstream system, being in constant fight or flight, watching him disappear in front of our eyes, never being his authentic self, he has finally found acceptance in all that he is here in this school.

In his words, he feels 'SAFE'. As his parents, watching all that he has been through, this one word means to be himself, he feels safe to communicate, safe to converse, safe to be sarcastic because no one will take offence at his humour, safe to be authentic.

We have watched his confidence grow, not just in school but at home too. He has always got something to say now which is a striking contrast from what we have seen previously when he could go days without speaking to anyone.”

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Charlotte Winship graduating from Freeman College at its End of Year Ceremony. Charlotte is seen here receiving her medal from Rachel Abbott (Hallamshire Mistress)

For the third year running, the Trust has also completed its bespoke, commissioned play on the legend of King Arthur. The final year included performances at Fairhill Rise, near Edinburgh, and at the Aberdeen Camphill School.

Students performing ‘Arthur’ at Vale Head Farm

Students and pupils who participated gave these reflections:

Oliver:

It was fantastic doing that part of the Storyteller – telling the full story in front of an audience. My Saxon character is quite naughty – he likes killing people – I was quite mean – I cackled and was feeling fierce. As Myrddin in that scene I felt panicky and showed panicky movements. I felt wonderful when I did that scene with Miranda. It was a lot of hard work when I was spinning in scene 9 – spinning around King Arthur, my Saxon character brings Mordred on stage and wants to cut off his head. King Arthur ran away to Wales. I played the drum and recorder and I was playing my instruments making a noise with the chimes for the sword fighting scenes. I learnt to do something that was dangerous but wasn’t. It felt wonderful to be in the play.

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Sam:

I felt really confident walking out on stage as the Saxon character Ceowulf. I remembered his lines. It was very difficult because I had to take on 2 different characters. As a King I had to be very brave and powerful. I showed that with big movements and emotions. The main emotions were a bit frustrated because he hadn’t seen his wife for a long time. I spoke up quite a lot so that others could hear me [in the death scene]. I had to be in the right position to be ready to get off stage after I die. My main emotions for Arthur were relief – like your heart has just come back to you. I went through in my mind what I needed to do – I had to know my cues. In the scene where me and Jacob were fighting we had 5 hits high on the swords. I had to make sure I was in the right position. You’ve gotta make sure you have eye contact and look where you’re aiming – they may look like wooden swords but they were quite sharp. We had to rehearse quite a lot and both came with suggestions of how to move. We had to get the right timing because it would look messy and be all over the place. It can be dangerous. You can get hurt if you’re not concentrating or get distracted you could hit someone. I felt everyone did really well getting out there and giving it everything they got. I was happy to be able to remember your lines. I think I did amazing!

Miranda:

I felt Happy and I looked like a mermaid princess. I was rowing the boat. There was a puppet show. James did the Music. Dee played Usk. When Neume sees Arthur dead she feels worried. Then everyone was shouting Arthur – wake up. I felt happy. I felt happy to be in the play.

• Statutory Inspections

The Trust’s inspections by the CQC, Ofsted, Estyn and Care Inspectorate Wales have shown all the provisions to be ‘Good’ or above.

Current statutory Inspection Grades as of September 2023

COLLEGES Education Date of
Inspection		 Care Date of
Inspection		 Comments
Ruskin Mill College Grade 2
_Good_in all areas		 16 May 2023 Grade 2
Good		 07 September
2021		 Responsiveness graded
as_Outstanding_
Glasshouse College
& Argent College		 Grade 2
Good		 12 October
2021		 Grade 2
Good		 15 March 2022
Freeman College Grade 2
Good		 17 September
2019		 Grade 2
Good		 13 July 2022 Behaviour and Attitudes
graded as_Outstanding_
Coleg Plas Dwbl
Ty'r Eithin		 Good
Report published,
no official grade
given		 22 May 2023 Grade 2
Good		 Ungraded
monitoring
visits - Spring
2023		 Ty’r Eithin recently
inspected for care and
can now open
SCHOOLS Education Date of
Inspection		 Care Date of
Inspection		 Comments
Brantwood School Grade 2
Good		 7 June 2022 Assurance
Inspection. No
serious/widespread
concerns		 15 March 2023
Sunfield School Grade 2
Good		 16 November
2021		 Grade 2
Good		 5 July 2023 Behaviour and attitudes
graded as_Outstanding_

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Clervaux Garden
School		 Grade 2
Good
 14 July 2021 N/A N/A
Grace Garden
School		 Grade 2
Good
 17 May 2022 N/A N/A
RISE N/A N/A Care Date of
Inspection		 Comments
Clervaux Rise N/A N/A Grade 2
Good		 July 2021 Monitoring visit, positive
feedback
Seòl Rise N/A N/A Registration with
Care Inspectorate
Scotland
successfully
completed		 July 2021 Now registered to deliver
support services under
Care Inspectorate
Scotland regulations

• Highlights of new developments

Sunfield Garden Schoo l : has received a boost in that it has been granted planning consent for its new Lower School provision. The school celebrated this achievement by ‘breaking the ground’.

An artist’s impression of the new Sunfield Lower Garden School A Sunfield pupil ‘breaking the ground’

There were talks from Richard Tucker on the transformative impact that the new Holistic Support & Care House has had on staff development, as well as the transformative potential of Metal Colour Light Therapy, which will soon be offered at Sunfield under his leadership. Victoria Reakes and Phil Forder spoke about the successful implementation and delivery of the contemporary Steiner Teacher Training course for teaching staff, and Ed Berger spoke on the significance of Genius Loci in understanding how the ‘spirit of place’ offers learning opportunities. Di Pauli spoke about Colour Light Therapy and how it benefits our pupils through intensive interaction and finally, Dr Troy Vine gave a presentation on Projective Geometry.

Grace Garden School: The Trust has been gifted the former Helios Medical Centre, and over the year it submitted a planning application to convert the first floor as an extension of Grace Garden School. I am pleased to report that the planning application was approved. The new Upper School should open its doors to new pupils in April 2024.

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On the ground floor, the launch of the Helios Health Centre is currently being designed and is likely to be in early Summer 2024; this holistic health facility will be available to the public as well as to Grace Garden School pupils.

Ruskin Mill Centre for Research: In collaboration with Ruskin Mill Land Trust, a new research trust was launched on 23 March 2023, the Ruskin Mill Centre for Research. This new Trust is to focus on Goethean Science and Rudolf Steiner Spiritual Science research. It is a subsidiary of the Ruskin Mill Land Trust and will attract specific donations as a result of its Charitable Objects and intention. The plan is to build a significant asset base from the which the derived income will support up to four part-time Research Centres - the Field Centre in Gloucestershire, the Life Science Initiative at Fairhill, near Edinburgh and the Castelliz Research Centre at Coleg Plas Dwbl, Pembrokeshire. In addition, a new initiative at Sunfield School is under consideration to focus on the work of George Adams and Michael Wilson who pioneered research into colour and projective geometry. All four centres are in development.

• Awards & Fundraising

From left: Cameron from Glasshouse College being awarded the Johnson Cup, knitted mittens by Shannon (Clervaux Garden School pupil) and a woven cushion made by Delano (Ruskin Mill College student)

The fundraising team has successfully supported some excellent new initiatives across the Trust this year. Forty 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.

Glasshouse College received a capital grant of £140,650 from Arts Council England towards improving disability access and installing low energy lighting in the Glasshouse Arts & Heritage Centre. These improvements, including equipment for wheelchair glassblowing, were put to good use during the International Festival of Glass (IFoG).

The Fold at Clervaux has been busy supporting army and civilian families thanks to the support of the Veterans Foundation, North Yorkshire County Council, the Army Benevolent Fund, Persimmon Community Champions, the Cummins Foundation, Hargreaves Services, Army Central Fund, Ford Britain Trust Small Grants and the Army Central Fund, with grants totalling £50,170.

Sunfield Garden School was grateful to receive legacy and in-memoriam income totalling £99,233. The school is also building a new forge for students with support from the Horlock Educational Trust and the Sterling Charity, and the Edward & Dorothy Cadbury Trust provided a grant for blacksmithing tools and benches around the school. North Worcestershire Golf Club Limited generously donated £3,124 which is being used for new outdoor play equipment.

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The Wool Barn construction at Ruskin Mill College is now finally complete and we are very grateful to all the funders who supported this so generously; the Wolfson Foundation, Whitestone Head Educational Trust, The Denise Gould Foundation, The Sterling Charity, The Sedbury Trust, The Sackler Trust, Horlock Educational trust, Worshipful Company of Woolmen, Fred & Marjorie Sainsbury Charitable Trust, The Palmer Family, the Saintbury Trust, The Princess Anne’s Charities Trust, Hereford Community Foundation and The Champniss Charitable Trust.

We are also grateful to the Geoff & Fiona Squire Foundation for £10,000 towards a new green woodwork shelter at Freeman College and the Eveson Trust for £5,000 towards a new tractor at Vale Head Farm.

• Conferences & Festivals

UK International Festival of Glass

The latest International Festival of Glass (IFoG) took place in August 2022 at the Glasshouse and explored the theme of Contemporary Glass & Culture from Korea, Japan and China. This, the Trust’s first major international exhibition of East Asian glass, received rave reviews as did the flagship British Glass Biennale. One highlight was the stunning fashion show combining Korean hanbok (costume) and wearable glass made by 33 international artists. The festival was the largest UK event in the UN International Year of Glass and featured in a closing event at the UN headquarters in New York.

• International collaborations

Erasmus Ecopreneur Research Project

This Project has now concluded. The final editing of the report is underway.

Nature Institute Goethean Science Colloquium

In April, Ruskin Mill Trust hosted a Goethean Science collaboration between itself and the Nature Institute from the USA, including the inauguration of the Ruskin Mill Centre for Research. We had a rich two-days of workshops, lectures and discussions on the present and future progress of this discipline. We specifically looked at the language we use and the potential for collaboration both between our institutions and beyond. A keynote lecture was offered by Dr Craig Holdrege, Director of the Nature Institute; over 50 internal and external people attended.

Presentation by Dr Craig Holdrege

Over the past five to seven years, a number of staff have attended the Nature Institute for two-week blocks, which has been shown to be transformative.

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Planning the final week of our PSTE course in China

In November 2023, the Ruskin Mill Centre for Practice will host and deliver the sixth and final week of a course we have offered in China since before Covid. The essence of the course is an introduction to the Seven Fields of Practice for a small group of teachers and support workers of young people with special educational needs. Aonghus and Dr Keith Griffiths will lead this final week on the topic of self-leadership.

Boston

Ruskin Mill Trust Limited has been commissioned by the Cadmus Corporation for the development of three key weekend workshops, often termed the ‘Descent into Matter’. There were approximately 20 participants at each weekend which has engendered great interest in the Ruskin Mill Trust Method. Several participants attended the Pedagogic Potential of Craftwork (PPoC) course in July for further deepening.

Tamzin Titford-Mock teaching in Temple Wilton, New Hampshire

World Social Initiative Forum [Ricardo Pereira: PhD Researcher of Community Supported Agriculture (CSA)]

In July, participants came from all over the world (Palestine, Nepal, Philippines, South Africa, USA) to fully embrace the Ruskin Mill experience. The success of the event was much due to the warmth and dedication of our craft tutors, which truly embodies one of the Forum’s key aspects: sacred hospitality. Most participants have already responded enthusiastically to the organisers, expressing deep gratitude for a life-transforming experience.

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Participants of the World Social Initiative Forum taking part in green woodwork and weaving workshops hosted by RMT

• PhD Research

The Trust also continues to support its staff on PhD studies. Set out below is a schedule of the sponsored staff members, the associated Field of Practice that they are researching and their University.

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• Strategic Review

In November 2022, the Trustees gathered for their annual Strategic Review at Trigonos, the Trust’s new social enterprise centre in North Wales, which in time will offer facilities for a college provision. The review centred on governance, the development of the Civil Service and the broadening of Ruskin Mill’s scope through the widening of its charitable objects to include the advancement of ‘health’ and ‘medical’. The Trustees also looked at new opportunities for international collaboration and further capital projects, and they reviewed the Trust’s cost structure and the updating of its MIS. Throughout the year, progress has been made in many of these areas, particularly through the MIS upgrade project, controlling costs and securing income.

• Governance and Senior Leadership

At the 2023 AGM, 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 and David Wragg

The operational and strategic management of the RMT Group is delegated by the Board of Trustees to an Executive Team that meets weekly and is the senior leadership team for the whole Group. Membership 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 & Staff Training Associate Members: Shazuli Iqbal – Chief Financial Officer Lindsay Wilkinson – Head of Human Resources

In addition, the Board of Trustees has formed four Sub-Committees, each comprising trustee members and cooptees and each with specific Terms of Reference and a mandate that has been delegated by the main Board (see page 13).

Finally, I would like to thank our parents, students and pupils for their progress at Ruskin Mill Trust’s Centres, and I would also like to thank our patron Karen Morgan OBE for her steadfast support. 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 each of the Trust’s schools and colleges. It is humbling to hear them.

Aonghus Gordon OBE, Hon DUniv, MEd – Founder & Executive Chair

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Section 2: Strategic Report

2.1 Achievements and Performance

Ruskin Mill Trust uses a 3-stage process to monitor progress that our students make in the Trust’s colleges. The three stages are broadly: Overcoming barriers to learning, becoming skilled and contributing to the community. These 3 stages are translated into a bespoke study programme for each student, and the study programme is integrated into the day and residential provision, as appropriate. In 2023, 97% of the students leaving Ruskin Mill Trust made progress through the 3-stage process.

The Ruskin Mill Trust method of Practical Skills Therapeutic Education (PSTE) helps students develop key skills for increased independence and community integration. Of the leavers last year (July 2023), 48% transitioned into further education, employment or volunteer work. 71% of college leavers achieved a nationally recognised accredited qualification before completing their course at Ruskin Mill Trust.

• Achievement across the Trust for pupils and students

The majority of students who left a Ruskin Mill Trust college in July 2023 achieved at least one qualification and, in most cases, students achieved several full qualifications during their time at college.

Qualifications are significant for Ruskin Mill Trust’s students and their families as they provide a nationally recognised validation of their capabilities and skills. The qualifications also help students access community activities including paid employment. These statistics evidence the hard work of the teaching and support staff who enable the students to achieve such great results.

Vocational Qualifications

There was also a slight increase in the number of vocational qualifications delivered in 2022/ 2023.

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This indicates that the Trust has been able to support students to achieve a high number of qualifications, even taking account of the changing profile of students’ needs.

Work Experience

Work experience provides invaluable opportunities for students to embed their work skills and contribute to their local community, as well as developing valuable social skills and increasing self-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 available across the Trust.

Over the 2022/ 2023 academic year, there was an increase in the number of hours of external work experience that students were able to access. This is evidence of both good relationships with local employers and positive community engagement.

• Report from the Executive Team

Throughout the year, the Executive Team continued to provide strong leadership to the Trust’s operations, with the Civil Service providing additional support and expertise. This has allowed the Trust to explore potential areas for further growth including the development of a Lower School at Sunfield, an Upper School at Grace Garden and the development of a Holistic Health Centre in Bristol.

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Over the year many of the Trust’s provisions received quality assurance visits from local authorities, and Ruskin Mill College and Coleg Plas Dwbl had regulatory inspections from Ofsted and Estyn, both of which have resulted in good outcomes. These visits have required the Executive Team and Ruskin Mill Civil Service to further develop data gathering, recording and reporting procedures to bring a more consistent approach across the Trust (a summary of current statutory inspection results can be found on pages 6&7).

During the year, the Trust continued to face challenges in the recruitment of staff, in particular support staff and teaching assistants. This had a significant impact on budgets and also impacted quality. As a result, in addition to ensuring that the operations continued to be well managed, the Executive Team focused on how to mitigate the impact of these recruitment challenges on the quality of the education and care provided to pupils and students, and also on the Trust’s finances.

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

  1. Recruitment and retention of support staff

  2. Budget management and monitoring agency use

  3. Research & Policy development

  4. Strengthening quality assurance and reporting processes

1. Recruitment and retention of support staff

The Executive Team authorised additional resource in the recruitment team to improve the recruitment of staff. The recruiters have worked diligently to ensure that recruitment processes are comprehensive and timely, ensuring that applications are reviewed and processed quickly to reduce the risk of losing candidates. In addition, the Executive team have reviewed the salary offer for the support staff in both day and residential, and agreed to increase the salary to attract more candidates. Finally, the Executive team, with support from the HR team have researched and identified a new health cash benefit for Trust staff. This new benefit will enable staff to claim cash back for some of their medical expenses. It is hoped that the new benefit will attract staff and help with staff retention.

2. Budget management and monitoring agency use

The Executive Team receive monthly Management Accounts that cover the whole Group. This helps the Executive Team to be aware of the financial picture across the Trust as well as providing an opportunity to drill down, with the assistance of the finance team, into areas of overspend and other discrepancies. The new Access Accounting & MIS allows Provision Leaders and Directors to access real time financial information for their provisions. One of the significant areas of overspend has been staffing and, in particular, the use of agency staff; the new Access Rota system is able to monitor the use of staff on shift and compare it to the support requirements for each student. This has enabled a more efficient use of staff and a reduced use of agency.

3. Research & Policy development

The Executive Team has been exploring more closely how the research that is being undertaken through the Trust’s Master’s programme and other staff trainings, can be used to shape Trust practice and policies. The research should help to ensure that policies are up to date and relevant, as well as ensuring that the Trust’s Method and its Vision & Values are embedded into everything that it does. The Trust currently has around 200 policies that are overseen by the Ruskin Mill Civil Service Team. The Executive Team reviews any changes or amendments to Trust policies.

4. Strengthening quality assurance and reporting processes

The Executive Team has been working with the Ruskin Mill Civil Service to further develop Quality Assurance processes across Trust, including the development of more robust audit processes for key areas such as Safeguarding and Health & Safety. In addition, the Executive Team has asked the Civil Service to support on-site Quality Assurance visits at the Trust’s provisions, working alongside the service Directors to review all aspects of that provision. These visits are designed to be supportive for Provision Leaders as well as gathering information for Directors and Trustees on the quality of education and care ‘on the ground’. The Ruskin Mill Civil Service also reports weekly to the Executive Team to ensure that the Executive Team is up to date with the activities of the Civil Service and is aware of any areas of concern that have been identified.

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Objectives

The Executive Team continues to hold operational oversight and management of all the provisions across the Group including the 4 schools, 5 colleges and 3 adult social care centres. The Ruskin Mill Civil Service is now working more effectively in supporting the Executive Team and the individual provisions, offering advice and expertise as well as being able to provide additional assistance as required. Further work is needed to ensure tighter financial management and understanding, to ensure that all policies and processes underpin the Method, to ensure high quality provision in education and care and to improve staff retention and recruitment. With these aims in mind, the Executive Team has set itself the following overarching objectives:

Through the Hiram Education & Research Team (HEaRT), the Trust continues to invest in staff and trustee training which centres on mandatory requirements, knowledge and skills. The educational offer is concentrated on the Trust’s unique Method, Practical Skills Therapeutic Education (PSTE). There is a two-week induction for all new staff which continues through to specific job-related training pathways.

The Trust’s commitment to the development of staff skills and professionalism, and its unique position within the education arena, has led it to a significant development. It is now seeking registration with the Office for Students (OfS) as a Higher Education provider in order to gain Taught Degree Awarding Powers (TDAP). This led to the establishment of the Ruskin Mill Centre for Practice (RMCP) as a higher education developer. In time, this will enable the Trust to deliver, validate and award its own degrees in Practical Skills Therapeutic Education (PSTE). 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.

Whilst it works towards OfS registration and TDAP, RMCP, in collaboration with the University of Huddersfield, has started its own Master’s degree, an MA in PSTE (validated by the University of Huddersfield). This degree critically explores and examines the function and impact of the Seven Fields of Practice. This development will safeguard the Trust’s Method for the future and secure its authenticity and integrity, ensuring students and pupils benefit from innovative research-enhanced practice.

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The HEaRT team is led by a Director and an Academic Director who, through their collaboration, have brought renewed energy across the Trust for both method and compliance. They are tasked with furthering the second of the Trust’s charitable objects: “To promote research into the practice and development in these areas of education provided that all research findings will be widely disseminated.”

During the academic year 2022-23, 1,214 individual training sessions were held across the Trust, and from this there were 14,193 training occurrences. For comparison, in the academic year 2021-22 there were 1,438 individual training sessions, from which were logged 14,888 training occurrences. Between the two periods, there was a decrease of 224 in the number of sessions and a decrease of 695 in the number of occurrences. The large increase in the number of occurrences in 2021/22 can be credited to an increase in staff numbers and the end of Covid-19 related restrictions concerning face to face meetings.

In addition to the data above, 5,650 sessions were completed and certificated via online courses.

The training courses HEaRT delivers fit broadly into four categories:

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2.2 Financial Review

• Admissions & Business Development

The Trust experienced another year of strong growth in 2022/23. Both fee income and student & pupil numbers of the Charity showed substantial gains compared to the previous year and projections for student & pupil numbers in 2023/24 are encouraging.

There continues to be strong interest in all of the Trust’s provisions, in particular the schools, many of which now have waiting lists for admissions. There are also still a high number of tribunal cases for potential students at both schools and colleges and these are significantly delaying the start dates for many children and young adults; Trust provisions ensure that family contact is maintained whilst waiting for the tribunal and its outcome. There has been a significant focus on increasing student numbers at Coleg Plas Dwbl and the results of these efforts are now becoming evident. There is also a strong focus on increasing participant numbers at both Fairhill Rise and Clervaux Rise. The Trust Head of Business Development has worked with colleagues to develop new marketing materials and host Open Days to raise awareness of the Trust’s provisions and attract more young people and adults.

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• Consolidated Performance

The consolidated financial statements for 2022/23 include the results of the Trust’s subsidiary companies for the full twelve months. Trustees value the consolidated surplus of £980,058 made during the year (2022: Surplus of £123,757).

• Investment Powers, Policy & Performance

Investment powers are governed by the Trust’s Memorandum & Articles of Association and permit its 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 £3,088,426 ( 2022: £3,155,531 ) restricted and £8,593,468 ( 2022: £7,546,305 ) unrestricted. Three months staff related expenditure was approximately £6,303,624 throughout the year, therefore the Group has operated in line with Policy.

Within the charity there are £2,846,072 (2022: £3,006,709) restricted reserves and £2,313,942 (2022: £1,213,619) unrestricted reserves at the year-end.

2.3 Risk and Uncertainties

These are perceived to be the key risks and uncertainties facing the Ruskin Mill Trust Group and the mitigations currently in place. This has been drawn from the Risk Register 2023/2024.

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 each
year. The Executive Team drives and co-ordinates
RMT’s short, medium and long-term strategy and
planning.
Failure/inability to respond to
national priorities / react to
changes in regional economy
which could reduce external
funding and donations, such as
Local Area Reviews		 Using relevant and up to date marketing
information, the Admissions Teams, supported by
the Civil Service and Executive Team mitigate this
through good planning. The Trust has a Head of
Business Development, and a Business Development
Manager with a focus on Welsh provisions where
demand has been weakest.
Failure to meet demand for
places on programmes or to
provide sufficient residential
places		 Continuous review of pipeline and workforce
planning, and sourcing more housing where stock is
short. Active recruitment of residential staff to meet
need, though 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 are
deliveringstrongresidential offers at eachprovision.

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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 holds
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.
Reputation Failure to maintain profile and
reputation of the provisions		 Marketing strategy implemented, reviewed and
updated. New website developed plus extra social
mediapresence.
A provision becomes liable for
damages as a result of legal
action		 Areas of risk are monitored, and actions addressed
promptly and evaluated for further development if
necessary. Insurance cover in place. PR advisers on
retainer.
Breach of confidentiality leading
to loss of reputation and
potential legal action		 Staff trained on GDPR to raise awareness of the need
to read policies to ensure understanding of
breaching confidentiality. Appointment of external
Data Protection Officer to strengthen GDPR
compliance and staff training.
Poor Ofsted and/or CQC results -
funders do not consider a
provision provides valuable
and/or high-quality education
and care		 Mitigation plans Included in QIP and SAR. Directors
& Provision Leaders take responsibility for making
sure each provision is working within the relevant
inspection framework. Internal & external QA
Systems inplace.
Student safeguarding and/or staff
issue results in adverse publicity
for a provision or the wider Trust		 The Trust Head of Safeguarding is part of the Civil
Service and works closely with the Director of
Schools, the Director of Colleges, the RMT Trustee
lead for Safeguarding, Designated Safeguarding
Leads and Provision Leaders across the Trust. Data is
provided to SMTs and Executive Team 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
discovered at a provision/the
Trust generating adverse
publicity		 Online staff training is available to support staff.
Finance procedures and segregation of duties are
implemented and monitored regularly, and all Audit
recommendations are implemented – overseen by
the Chief Financial Officer.
Educational risk Failure to engage with learners
and achieve targeted learner
outcomes		 Improved communication and engagement with
QIP/SIP will ensure that this risk is low. Head of IT/
MIS to support tracking of achievement of targets,
regular feedback to senior management
teams/Executive Team. Widescale review of
progress data has resulted in improved assessment
and tracking tools and improved reporting.
University research project has been commissioned

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to review the quality of data collected by the Trust
to assess longitudinal 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
effective approaches to teaching
and learning		 Continued development and improvement planned
during 2023 - 2024. More focussed teaching and
learning improvements as between the two business
streams: Schools and Colleges. Initial delivery of the
Steiner Educational Insights trainingfor schools
Failure to develop and deliver an
appropriate curriculum and
embed high quality teaching		 Curriculum development for both Colleges and
Schools remains a priority for 2023-2024. The QA
framework will continue to focus on Teaching &
Learning with increased lesson observations and
book checks etc. This will be monitored and
reported on centrally. The Teaching & Learning
Policyto be embedded this academicyear.
Failure to engage effectively with
learners in the wider life of a
provision		 All English adult residential services are now formally
registered under Ruskin Mill Trust which will further
improve integration of day and residential.
Continued development of the culture of a 24hour
curriculum. Ongoing support for Welsh residential
provisions with a focus on community integration
and Welsh culture.
Inability of a provision to develop
its estate and facilities to support
changes in the curriculum		 Maintenance team structure has been reviewed and
new posts appointed. Greater emphasis on the
importance of aesthetics and the learning
environment and its impact on learner outcomes.
Re-establishment of the Aesthetics & Design Group,
which includes the Executive Chair, senior leaders
and staff from thepropertyteam.
Failure to identify a student
causing concern		 "Student at risk" register completed weekly at
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 weekly Executive Team meetings
and support strategies agreed.
Competition Risk A provision's facilities fall behind
those of competitors leading to a
slow decline in demand for the
Trust’s services		 Continued development of provision/site facilities;
marketing strategies developed to promote
specialism of particular provision based on location;
continue to develop relationships with Local
Authorities, highlighting the qualities of the RMT
outdoor curriculum. RMT is leading the market in
this area and parent choice is driving interest in a
PSTE curriculum and learningenvironment model.
A provision is undercut by a
competitor		 Marketing strategies continue to be developed
highlighting the Trust’s USP. Wholesale review of
programmes and fee structures is on-going.

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Management Failure to provide effective
governance, leadership and
management		 Accountability Framework charting responsibilities
of the three layers of governance and leadership
being embedded. A wholesale review of the
overarching Governance Policy continues. 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.
Directors of each operational stream are working to
develop the senior leadership across their
provisions. The Director of PSTE and the Trust Head
of Staff Training & Development continue to work on
improved support and training for new and existing
senior leaders.
Failure to meet legislative duties Through Ofsted, CQC, CIW, Estyn inspections and
results, with continued compliance across all
relevant areas. Head of Legal Services now 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 oversee and
ensure adherence to all regulatoryduties.
Failure to meet a provision's
commitment to equality, access
and inclusion		 Maintain training for all staff on E & D. Ongoing
assessments, maintenance and improvements of
access and facilities for all staff,students andpupils.
Failure to communicate clear
vision, aims and objectives		 Through the marketing strategy, central admissions
team and Trust website. Use events to promote
vision, aims and objectives to all stakeholders.
Quarterly Trust Newsletters plus training enhanced
each year; continued access for staff of training
programmes in the Ruskin Mill Trust Method.
Failure to motivate and engage
with staff in contributing to the
setting and achievement of a
provision's aims and objectives		 Staff morale and engagement monitored closely by
the Executive Team with acknowledgement of
excellent practice. The Executive Chair visits and
presents in person to each site. The PDR process is
now wholly aligned with the Trust's vision, values
and objectives.
Failure to protect and maintain
the physical assets of a provision		 Maintenance arrangements have been reviewed
across the Trust. Maintenance schedules have been
prepared in each area and the increased budget
capacity has been agreed for 2023/24. Aim remains
to embed 3-year maintenanceplans.

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Failure to protect and
maintain/invest sufficient monies
into the financial assets of each
provision		 Directors and Provision Leaders now responsible for
the successful delivery of provision operating
budgets. 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 monitor the Budget and review
income forecasts. Longer-term capital investments
being considered and planned for via the Architect’s
Group.
Failure to effectively monitor a
provision's performance against
its objectives and targets		 Directors of Colleges and Schools monitor this
closely. Each Provision Leader provides their
respective Director with weekly reports. Directors
report into Executive Team weekly and to each
Board of Trustees meeting throughout the year. The
Civil Service supports ongoing qualityassurance.
Failure to maintain current
workforce skills and effectively
manage the planning and
development of the workforce		 Succession planning to continue across all areas.
Promotion of staff encouraged including
secondment opportunities. The Trust’s extensive
training programme aims to develop skills and
knowledge of staff. Ongoing review at Executive
Team meetings.
Failure to plan for adverse effect
of external factors on ability of a
provision to maintain its business		 The Annual Strategic Review assesses and
determines the potential for alternative business
and fundingstreams for the Trust.
Inability to attract quality
staff/retain existing staff		 Continue the development of staff communication
and engagement in provision activities through
training days. Offers of internal promotion and
secondment opportunities. Recruitment of three
regional Recruiters to focus solelyon recruitment.
Lack of succession planning
across the Trust		 2023/24 will see a particular focus on this at the
most senior level and across the Trust.
Quality of service Failure to embed a culture of
quality assurance and
improvement		 A new integrated Quality Assurance model for the
whole Trust is currently being designed and will be
rolled out towards the end of 2024. Meanwhile,
existing Quality Assurance arrangements will
continue in force.
Inappropriate/inadequate
education provision results in the
withdrawal of funding		 External education and residential consultants
provide critical, independent professional advice and
support, and supplement internal Quality Assurance
processes.
Overstretched resources result in
poor service delivery		 Monthly meetings are held to review provision
operating budgets with each Director, Provision
Leader and the Chief Financial Officer. Reporting to
both the Executive Team and the Trustees’ Finance
Sub-Committee enables decisive and timely action to
be taken.
Failure to maintain morale
leading to poor standards		 Continuation of effective and regular
supervision/line management to ensure staff feel
supported and are 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

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roles. Regular staff meetings enhance clear
communication relating to provision matters,
complemented by quarterly, internal Newsletters.
Failure to ensure that staff are
trained and able to perform
duties		 The Trust continues to invest significantly in training,
regular supervision and annual performance
reviews.
Employee Legislation Failure to comply with
employment law and other
relevant legislation		 Clear oversight and support from the HR
Department and the Legal Services Department.
Incident of claim/tribunal due to
poor employment processes		 Robust processes in place. Continued use of
specialist external legal advice on all matters
affectingthe Trust.
Failure to perform employment
checks for new and existing staff		 Strict monitoring carried out. Staff personnel files
and Single Central Register (SCR) regularly updated
and reviewed.
Failure to meet pensions
legislation		 Updates are attended to and disseminated internally
when required to ensure any changes in legislation
are followed.
Financial Risk Government funding changes
reduces income or impacts on
cash flow		 Continued receipt of up-to-date knowledge of
government initiatives to enable effective planning
and reduce impact. Diversify provision to meet
student needs and develop areas of provision that
bringin new funds.
Inadequate marketing of a
provision leading to major
deterioration in student numbers		 Continue the development of the Admissions and
Business Development functions supported by a
clear marketing strategy and supplemented through
monthly Finance Sub-Committee meetings for
Executive Team and all Provision Leaders to monitor
student andpupil numbers.
Failure to innovate ways of
increasing student numbers and
associated funds		 Outreach strategies have been put in place to grow
the student pipeline supported by a new website.
More focus on the inter-Trust movement of
students, and the successful continuation of post-
College/School programmes for students/pupils with
the introduction of Rise programmes. Also, the
development of newprovisions, particularlyschools.
Decline in the demand for
residential placements		 Focussed work continues on ensuring that the
Trust's care provision is of the highest standard.
Continued development and improvement of the 24-
hour curriculum to promote the positive benefits of
residentialprovision.
Inaccurate information supplied
to Executive Team/Trustees		 Each Director holds monthly meetings with each
Provision Leader and the Chief Financial Officer. The
Access Accounting system provides real-time
financial data.
Trust Budget is prepared
inaccurately using over-optimistic
assumptions		 The Trust’s Annual Budget is prepared by the Chief
Financial Officer and approved by the Trustees
following a detailed process with monthly scrutiny
bythe Finance Sub-Committee.

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Regular monitoring of
performance against Budget does
not take place resulting in
unforeseen deficits.		 The monthly Management Accounts are scrutinised
by the Executive Team and then sent to the Trustees
with variances explained. Monthly meetings occur
between each Director, Provision Leader and the
Chief Finance Officer. Financial thresholds for
spending approvals are strictly adhered to.
Performance against the Budget is monitored for
deviation every month by the Finance Sub-
Committee with all Provision Leaderspresent.
Inadequate financial controls in
place resulting in inaccurate
reconciliations/fraud/error		 The Accounts are fully audited annually by external
Auditors who would pick up on anything significant.
Financial protocols are in place and these are
monitored by the Chief Financial Officer and the
Finance Team. Finance staff attend fraud awareness
& prevention training. Financial controls and the
accuracy of financial information have been
enhanced by the introduction of Access, a 'real-time'
Accountingsystem.
Failure to monitor capital project
spending resulting in it running
late/over budget		 Detailed Programmes and Budgets are developed
and approved for each capital project prior to the
work being given the go-ahead to start. All capital
projects are monitored by the architect’s Group with
progress reports to the Executive Team.
Contractor goes out of
business/contractor dispute		 Approved contractors lists developed for each site.
Payment is made onlyon completion of work.
Inability to control staff costs
 All recruitment requests are approved by the
Executive Team and vacancies strictly linked to
approved budgets. Strict protocols are in place at all
provisions around pre-approvals for overtime.
Enhanced monitoring and reporting of agency usage
supplemented by the appointment of new staff
recruiters to increase the ratio of employed staff:
agency staff. Staff Costs: Turnover target ratios
established for each provision and monitored by the
Finance Sub-Committee.
Failure to respond to variations in
funding		 All student and pupil placement detailed costings are
provided by the Contracts & Liaison Officer and
checked by the Chief Financial Officer before being
sent to Local AuthorityCommissioners.
Failure to attract/secure
donations and achieve
fundraisingtargets		 The highly experienced Fundraising Team has a
successful 25-year track record of achieving
ambitious fundraisingtargets for the Trust.
Poor financial monitoring of the
Trust’s social/commercial
enterprises results in low
turnover/loss of profits		 All social and commercial enterprise activity across
the Trust is subject to the same financial
management and scrutiny as the core charitable
activities. These activities are expected to make a
financial contribution to the Trust.
Inability to maintain cash flow
due to Local Authorities not
paying fees on-time		 The Chief Financial Officer and Directors/Provision
Leaders monitor which Local Authorities are not
paying on-time; significant outstanding invoices are
brought to Executive Team meetings monthly, and
the Head of Legal Services is involved where
necessary. Further resources within the Finance

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team are used to monitor and chase contracts and
late payments.
Compliance Failure to promote a culture of
safety in the provisions by failing
to introduce appropriate systems
and procedures		 H & S training of staff is on-going. Regular H & S
audits are held, followed-up by regular
communication with all staff in the morning
meetings. Safeguarding policies are updated and
local Safeguarding Leads update staff on
safeguarding themes on a weekly basis. There is
regular monitoring of accident statistics and the
Trust Head of H & S monitors and drives
improvement and compliance across the Trust.
Improved budgetary monitoring supports
compliance.
Failure to comply with Health &
Safety legislation results in an
employee/student/third party
being injured		 Risk assessments are in place for all individual
students/pupils and activities, with monitoring and
audits in place to check and maintain compliance.
Regular staff training to raise awareness of potential
H&S risks.
Failure to comply with fire safety
and other legislation		 Fire safety audits take place across the Trust with
oversight from the Trust Head of H&S.
Failure to comply with food
standards regulations		 Staff receive food hygiene training. This is
supplemented by internal Quality Assurance
inspections of food areas and food
processes/practices and external inspections by
Environmental Health Officers.
Failure to comply with employee
legislation and failure to have
correct policies and procedures in
place		 HR policies are updated regularly. HR staff are well
trained and legislative changes are monitored. In
addition, there is access to contracted external,
professional HR legal expertise.
Security breach/loss of data/
sensitive data becomes corrupted
and unavailable		 Data Protection Compliance Team is in place to
monitor and train staff. External specialist support is
also now in place. There are tight protocols around
information security, and frequent back-up of soft
data enables data to be retrieved in an emergency as
necessary. Improved staff training is also being rolled
out.
Risk that educational or pastoral
policies are deemed
inadequate/poor		 Relevant Trust policies are in place and are updated
regularly.
Risk that Safeguarding policy is
deemed inadequate/poor/not
followed		 Trust policies are in line with Keeping Children Safe
in Education (KCSIE) 2023 and the latest Prevent
guidance. All staff receive and sign confirmation of
receipt of all updates to KCSIE and the Trust’s
safeguarding policy.
The Equality & Diversity policy is
deemed inadequate/poor/not
embedded within aprovision		 A Trust E&D policy is in place and the related E&D
action plan is to be reviewed, including the
appointment of on-the-ground leads.
Failure to deliver shared services
to agreed standards/service level
agreement		 The Civil Service works across all Trust provisions to
ensure that all appropriate Service Level Agreements

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are in place and that they are still relevant and up to
date.
Failure to ensure adequate
training/precautions/risk
assessments re off-site
trips/activities resulting in injury		 Individual student/pupil risk assessments are carried
out and off-site placement risk assessments are also
carried out. Changes to risk assessments and
strategies for individual students/pupils are
discussed in staff meetings. Automated updates for
relevant staff from any changes made to risk
assessments are recorded on Databridge.
A provision's inability/failure to
comply with requirements of
Ofsted/CQC and other regulatory
bodies		 Working with consultants for education and
residential to ensure compliance with legislative
demands. Quality Assurance visits ensure standards
are met and anyagreed actions are followed up.
Other Failure to plan for major incident
/disaster affecting a provision's
ability to function from its
existing premises and resources		 The Trust would move students to its other
provisions to ensure that education/care continues.
Relevant data is stored electronically so information
would continue to be accessible. Trust Business
ContinuityPlan to be updated for 2023/2024.
Failure to have adequate back-up
systems in place in case of major
power failure e.g. access to
IT/Student & Pupil database		 Modern servers back up data on a regular basis.
Remote access to Databridge and other key IT
systems for all staff. Contingency planning
underway to test systems. The Trust has achieved
Cyber Essentials + standard.
Failure to plan for and guard
against an infectious disease
outbreak causing temporary
closure of provisions		 Business Continuity Response Team is in place. Risk
Assessments are in place and reviewed/updated
regularly to reflect changes to Covid-19, and other
infectious disease transmission levels, individual
student risk assessments and staffing levels. The
Cross-Trust co-ordinating team would receive
technical support and guidance from the Trust Head
of Health & Safety and Trust Head of HR.
Contingency planning is set out in the Trust's
Business ContinuityPlan.
Failure to adapt to the changes in
supplies, funding and legislation
following Brexit.		 The Trust’s Civil Service continues to monitor the
implications of Brexit on the Trust. Detailed
contingency planning is set out in the Trust's
Business ContinuityPlan.

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2.4 Future Plans

At the 2023 Review, trustees resolved that the Group’s strategic Aims & Priorities for 2023-24 were:

1. Governance

2. Civil Service

Continue the development of the Ruskin Mill Civil Service, focusing on these initiatives:

3. Schools

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

5. Broadening Ruskin Mill Trust’s Scope Obtain Charity Commission consent for the widening of the Objects & Powers of RMT to include the provision of research into and the furtherance of Holistic Medicine (Field 6).

6. UK-wide Provision

7. New Opportunities

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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:

9. Capital Projects

In partnership with RMLT, continue to develop and implement a programme of capital investment to improve facilities for the people served by the RMT Group. In particular:

10. Communications & Marketing

Re-design the Ruskin Mill Trust Website to enable effective navigation around and connection into the whole Ruskin Mill Ecosystem and update its content (September 2024).

11. Systems Upgrade

12. Policies, Procedures & Protocols

Continue the review of the RMT Group’s policies, procedures & protocols, with a particular focus on:

13. Fees

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to support those recommendations, with the aim of achieving a minimum 6% uplift compared to the previous year (March 2024).

14. Fundraising

Achieve a fundraising total of £500,000 (revenue & capital combined) in 2023/24 (September 2024).

15. Higher Education

Work together with RMLT and the Ruskin Mill Centre for Practice (RMCP) on the development of Ruskin Mill’s Higher Education offer (Key Milestones: OfS Registration [2024] / TDAP Application [2022-24] / Masters in Holistic Science - the next Masters to be offered [2024/25]).

16. Research

17. Staff Training

Work with RMCP to:

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Section 3: Structure, Governance & Management

3.1 Governing Document

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

3.2 Objects

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

3.3 Governing Body

Ruskin Mill Trust Limited was registered with Companies House on 13 May 2010 (Company number 07252866) and with the Charity Commission on 29 July 2010 (Charity number 1137167). The charity is a company limited by guarantee. The trustees of the charity, whose names are listed on page 3, 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 2022/23 Financial Year, are set out on page 3 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). Shazuli Iqbal (Chief Financial Officer) and Lindsay Wilkinson (Head of Human Resources) are Associate Members of the Executive Team. Elisabeth Johnson (Executive Operations Manager) chairs and administers meetings 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 as required.

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3.6 Group Structure and Relationships

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

The extent and breadth of the Group’s activities throughout the UK can be seen in the Map of Provisions on page 40. 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 Ltd is responsible for residential services in Wales. Brantwood Specialist School Ltd, Sunfield Children’s Home Ltd, 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 Ltd provides educational and work experience facilities for adults and young people in and around Darlington, and the Seòl Trust Ltd is developing adult provision at Fairhill in East Lothian, Ruskin Mill Trust’s first venture in Scotland.

As stated in last year’s Report, on 5 May 2022 the Helios Trust Ltd became a subsidiary of the Catherine Grace Trust. Planning consent has now been granted to develop the Helios Centre in Bristol, the Helios Trust’s sole asset, into a holistic Health Centre on the lower floor and the Grace Garden Upper School on the upper floor. The aim is to open the Upper School soon after Easter 2024 with the Health Centre opening its doors in early Summer 2024.

Finally, Trigonos Trading Ltd, which operates the Trigonos Retreat & Conference Centre in North Wales, joined the RMT Group during the reporting period.

Any profits made by these subsidiaries are donated via Gift-aid to Ruskin Mill Trust. See note 6 to the Financial Statements for extracts from the subsidiaries’ 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), or from the Responsive Earth Trust, the Living Earth Land Trust Ltd, the Hiram Trust or Clervaux Trust Holdings Ltd. The charity leases its headquarters from Ruskin Mill Ltd. 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.

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Section 4: Environmental Report

4.1 10 Year Environmental Plan

The Trust recognises that good environmental management must be an integral and fundamental part of its Group Strategy & 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 development of a 10 Year Environmental Plan. This covers Climate Change, Biodiversity, Land Management & Food Production, Pollution and the Use of Materials; as the Plan is developed, it 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 third 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.

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. 2022/23 is the third 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 and heat (e.g. district heating from waste) 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. The total consumption (kWh) figures for energy supplies reportable by Ruskin Mill Trust Limited and its subsidiaries are as follows:

follows:
Utility and Scope 2022/23 UK Consumption (kWh)
Gaseous and other fuels (Scope 1) 7,566,436
Transportation (Scope 1) 676,727
Transportation (Scope 2) 559
Heat and Steam (Scope 2) 401,720
Transportation (Scope 3) 716,872
Total 9,362,314

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

Utility and Scope 2022/23 UK Consumption (tCO2e)
Gaseous and other fuels (Scope 1) 1,429.23
Transportation (Scope 1) 158.60
Grid-Supplied Electricity (Scope 2) 515.65
Transportation (Scope 2) 0.12
Heat and Steam (Scope 2) 72.17
Transportation (Scope 3) 161.23
Total 2,337.00

o Intensity Metrics

Intensity metrics of tCO2e per £m turnover, tCO2e per FTE (staff) and tCO2e per m2 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:

this analysis are as follows:
Intensity Metric 2022/23 Intensity Metric
tCO2e per £m 41.43
tCO2e per FTE 2.53
tCO2e per m2 0.06

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

During the past 12 months there have been no major structural changes to the RMT Group, though some rented residential properties have been both leased and handed back to their owners during the reporting period.

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 5 years.

Measures ongoing and undertaken through 2022/23:

These major capital projects were completed during the year:

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Going forward, the Trust will continue to look for improvements in both the insulation fabric and heating system for all capital projects, including the replacement of old-style storage heaters.

Measures planned for 2023/24:

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 01/09/2022 – 31/08/2023.

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 42.25% of reported consumption.

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

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Section 5: Section 172 Statement

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 & Priorities 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 35 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:

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 with structured, annual Personal Development Reviews and, more recently, free access to a well-established Health Plan.

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 the local community for a variety of purposes, and festivals such as the biennial International Festival of Glass that has been held at the Glasshouse for 20 years.

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

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

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Section 6: Financial Review

6.1 Financial review and trading results for the 12 months to 31 August 2023

Trustees value the consolidated surplus of £980,058 made during the year ( 2022: consolidated surplus of £123,757 ).

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.

The Trust’s subsidiaries generated £22,684,366 in fees from health, care and educational income, a 18.4% rise compared to the previous year (excluding intercompany transactions).

Transform Residential Ltd 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 Ltd saw its income grow during the year by £324,975 (excluding intercompany transactions), a 7.6% rise compared to the previous year (excluding intercompany transactions).

Sunfield Children’s Home Ltd received income of £11,243,873 (excluding intercompany transactions and proceeds from the sale of land and buildings to the Ruskin Mill Land Trust), a 16.8% rise compared to the previous year (excluding intercompany transactions).

Clervaux Garden School Ltd received income of £1,691,581 (excluding intercompany transactions), a 3.3% rise compared to the previous year.

Clervaux Trust Ltd received income of £1,293,617 (excluding intercompany transactions), a 54.5% rise compared to the previous year (excluding intercompany transactions).

Seol Trust Ltd received income of £121,961 (excluding intercompany transactions), a 201.5% rise compared to the previous year (excluding intercompany transactions).

Catherine Grace Trust Ltd received income of £2,257,165 (excluding intercompany transactions).

Helios Trust Ltd received income of £6,605 (excluding intercompany transactions)

Trigonos Trading Ltd received income of £370,560 (excluding intercompany transactions)

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

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

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• Capital Expenditure and Borrowings

Capital expenditure by the charity and its subsidiaries for the year totalled £1,482,132 ( 2022: £1,893,895 ). There were £nil new borrowings in the year ( 2022: £nil ).

6.2 Statement of Trustees’ responsibilities

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

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

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

The trustees consider that the Ruskin Mill Trust Group 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 2023 and up to the date of approval of this report.

6.3 Provision of Information to Auditor

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

6.4 Auditor

The auditor, Grant Thornton UK LLP, will be proposed for reappointment at the annual general meeting. Approved by the trustees on 15 April 2024 and signed on their behalf by:

gordo

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

A C H Gordon OBE, Hon DUniv, MEd: Executive Chair and Trustee

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

Opinion

We have audited the financial statements of Ruskin Mill Trust Limited (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 August 2023, 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 financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102; The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We have been appointed as auditor under the Companies Act 2006 and report in accordance with regulations made under those Acts. We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the ‘Auditor’s responsibilities for the audit of the financial statements’ section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

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 uncertainties such as the cost of living crisis and high inflation, 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.

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

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 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 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 financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

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

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

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

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 financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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RUSKIN MILL TRUST LIMITED

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

In preparing the financial statements, the trustees are responsible for assessing the group and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

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

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

Use of our report

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

Jim McLarnon ACA Senior Statutory Auditor for and on behalf of Grant Thornton UK LLP Statutory Auditor, Chartered Accountants Birmingham

Date: 15 April 2024

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RUSKIN MILL TRUST LIMITED

GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2023 (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)

Notes
Income
Grants and donations
2,3
Charitable activities
4
Other trading activities
6
Investment income
7
Total Income
Expenditure
Raising funds
8
Charitable activities
8
Other trading expenditure
8
Total Expenditure
Net Income before Loss on
Investments
Loss on investments
Group Net Income
Transfers between funds
17
Net gains on disposal of fixed
assets
Net Income and Net
Movement in Funds
Reconciliation of funds:
Total funds brought forward
17,18
Total Funds Carried Forward
17,18,19		 2023
56,207,529
201,570
56,409,099
47,761,600
(421,379)
-
(421,379)
(241,554)
(48,102,495)
(137,827)
(48,240,322)
(40,987,814)
(6,750,094)
(17,780)
(6,767,874)
(6,357,321)
(55,273,968)
(155,607)
(55,429,575)
(47,586,689)
933,561
45,963
979,524
174,911
(1,098)
-
(1,098)
(54,564)
932,463
45,963
978,426
120,347
113,068
(113,068)
-
-
1,632
-
1,632
3,410
1,047,163
(67,105)
980,058
123,757
7,546,305
3,155,531
10,701,836
10,578,079
8,593,468
3,088,426
11,681,894
10,701,836

All amounts relate to continuing operations.

The notes on pages 49 to 80 form part of these financial statements.

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GROUP BALANCE SHEET AS AT 31 AUGUST 2023 REGISTERED NUMBER – 07252866

Notes 2023 2023 2022 2022
£ £ £ £
Fixed Assets
Intangible assets 13 99,932 112,424
Tangible assets 12 7,323,960 6,454,679
Investments 14 469,509 507,816
Total Fixed Assets 7,893,401 7,074,919
Current Assets
Stock 14,789 15,481
Debtors 15 7,278,539 6,773,382
Cash at bank and in hand 3,879,032 3,571,051
11,172,360 10,359,914
Creditors:amounts falling due within
one year 16 (6,984,867) (6,679,997)
Net Current Assets 4,187,493 3 3,679,917
Total Assets less Current Liabilities 12,080,894 10 10,754,836
Creditors:amounts due after more than
one year (399,000) (53,000)
Net Assets 11,681,894 10 10,701,836
Funds
Restricted funds 17 3,088,426 3,155,531
Unrestricted funds 18 8,593,468 7,546,305
11,681,894 10,701,836

The parent charity’s net surplus for the year was £819,525 (2022: surplus £526,067).

The financial statements were authorised and approved for issue by the Trustees on 15 April 2024 and signed on their behalf by

gordo A C H Gordon OBE

Executive Chair and Trustee

The notes on pages 49 to 80 form part of these financial statements.

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CHARITY BALANCE SHEET AS AT 31 AUGUST 2023 REGISTERED NUMBER – 07252866

Notes 2023 2022
£ £ £ £
Fixed Assets
Tangible assets 12 4,890,677 4,158,854
Investments 14 2,065,834 2,065,834
Total Fixed Assets 6,956,511 6,224,688
Current Assets
Stock 14,738 15,432
Debtors 15 3,993,809 4,106,243
Cash at bank and in hand 784,343 669,689
4,792,890 4,791,364
Creditors:amounts falling due within
one year 16 (6,589,387) (6,795,724)
Net Current Liabilities (1,796,497) (2,004,360)
Total Assets less Current Liabilities 5,160,014 4,220,328
Net Assets 5,160,014 4,220,328
Funds
Restricted funds 17 2,846,072 3,006,709
Unrestricted funds 18 2,313,942 1,213,619
5,160,014
4,220,328
~~a~~

The financial statements were authorised and approved for issue by the Trustees on 15 April 2024 and signed on their behalf by

Ly qordo~. A C H Gordon OBE Executive Chair and Trustee

The notes on pages 49 to 80 form part of these financial statements.

47

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

GROUP CASH FLOW STATEMENT FOR THE YEAR ENDED 31 AUGUST 2023

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 end of the reporting period
23		 2023
£
1,975,004
51,578
(1,482,132)
5,150
(106,023)
140,505
(1,390,922)
(278,828)
(278,828)
307,981
3,571,051
3,879,032		 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

The notes on pages 49 to 80 form part of these financial statements.

48

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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 2023 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 2023. 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 £819,525 ( 2022: £ 526,067 ) .

1.2 Going concern

Ruskin Mill Trust Limited has group net current assets of £4,187,493 (2022: net current assets £3,679,917) 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 Sub-Committee; 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.

49

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

1. Accounting policies (continued)

The forecast figures for 2024/25 show positive cash flow estimated at £5,936,610. 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.

50

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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.

51

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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.

52

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

2. Donation income

Donations received
3.
Grant income
High Riggs Compost Toilet
Ewe Crate
Wool Barn Build
Ridan Composter
Shepherd’s Hut
Green Vehicle
Green Woodwork
Lower School
Fold Food for Future Programme
Arbor Trolley
Hen House and Wellies
Walk-in Fridge
Armed Forces Covenant
Knit & Natter Group
Apple Pressing Equipment
Donation Jonathan Stedall - Cupola
Steiner Research
Pembrokeshire Coast Park Grant
Clervaux Trust Reserves
Sunfield Reserves
Clervaux Garden School Reserves
High Riggs Shepherd’s Hut
Animal Shelters
Equipment
Soft Fruit Garden
Ironmonger’s Equipment
Art Council		 2023
2022
£
£
431,303
1,628,640
2023
2022
£
£
1,000
-
650
-
28,200
88,500
-
1,000
-
14,610
-
5,000
-
5,512
-
50,000
-
4,992
1,755
-
2,000
-
-
2,000
-
9,424
-
1,000
1,333
-
10,000
-
40,000
40,000
320
-
49,717
-
59,795
-
700
-
-
8,000
-
500
-
22,500
-
892
-
8,105
-
140,650

53

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

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

3. Grant income (continued)

SEOL Reserves
Brantwood Reserves
S Reed – Erasmus
VHF Tractor
Centrifugal Casting Machine
Baron Davenports
Cruck Barn
Bike Storage
Nineva Trust
Bike Rack Equipment
Total grant income
4.
Income from charitable activities
College fees
Respite Care
Subsidiary Charitable income
Other		 2023
£
2022
£
1,000
-
100
-
-
10,179
5,000
14,761
-
2,000
-
500
-
250
-
400
-
30,765
-
4,000
201,570
465,540
2023
£
2022
£
27,375,520
24,322,981
3,664,122
3,526,172
21,204,753
16,307,235
1,008,338
740,571
53,252,733
44,896,959

54

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

5. Net income for the year

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

2023 2022
£ £
Amortisation – intangible fixed assets 12,492 12,492
Depreciation – owned tangible assets 609,333 575,106
Operating lease – land and buildings 5,098,448 5,485,049
Auditor’s remuneration - audit services 81,900 67,000
Auditor’s remuneration - non-audit services 1,100 1,000

6. Income from trading activities of subsidiaries

Ruskin Mill Trust Limited owns the whole of the share capital of one of its subsidiaries which is 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, Trigonos Trading Limited and Helios Trust.

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

Its trading results for the year to 31 August 2023, as extracted from the audited financial statements, are summarised below:

Turnover
Cost of sales
Gross Profit
Administrative expenses
Interest payable and expenses
(Loss)/Profit before tax
(Loss)/Profit for the year
Total assets
Total liabilities
Capital and reserves		 2023
2022
£
£
1,485,682
1,627,577
(176,141)
(279,336)
1,309,541
1,348,241
(1,495,129)
(1,234,801)
(334)
(463)
(185,922)
112,977
(185,922)
112,977
885,958
1,289,099
(59,016)
(142,909)
826,942
1,146,190

Transactions with the parent undertaking, eliminated on consolidation, include £1,485,682 (2022: £1,627,577) of turnover and £ nil (2022: £ nil) of cost of sales and administrative expenses. A donation of £133,326 (2022: £843,279) was also made to Ruskin Mill Trust Limited.

55

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

b) Brantwood Specialist School Limited (a company limited by guarantee, registered company no. 07481656) 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 2023 as extracted from the audited financial statements are summarised below:

Total assets
Total liabilities
Capital and reserves
Turnover
Cost of sales
Gross Profit
Administrative expenses
Other operating income
Interest payable and expenses
(Loss)/Profit before tax
(Loss)/Profit for the year		 2023
2022
£
£
4,590,067
4,265,092
(209,843)
(170,033)
4,380,224
4,095,059
(4,408,136)
(3,924,744)
200
7,440
(110)
(110)
172,178
177,645
172,178
177,645
1,236,109
1,446,438
(445,549)
(606,331)
790,560
840,107

Transactions with the parent undertaking eliminated on consolidation include £ nil (2022 £ nil) of recharged expenses included in turnover and £ nil (2022: £ nil) of cost of sales and administrative expenses. A donation of £900,000 (2022: £847,835) was also made to Ruskin Mill Trust Limited.

56

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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.

A donation of £140,000 was also made to Ruskin Mill Trust Limited.

Its trading results for the year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net (Expenditure)/Income
Total assets
Total liabilities
Total Funds		 2023
2022
£
£
1,366,062
896,367
(1,375,254)
(880,311)
(9,192)
16,056
680,699
617,457
(901,851)
(829,417)
(221,152)
(211,960)

57

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

d) Sunfield Children’s Home Limited – (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.

The investment loss included the release of an associated impairment reserve valued at £2,558,831. A donation of £2,287,338 was also made to Ruskin Mill Trust Limited.

Its trading results for the year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Investment (loss)
Net Income/(Expenditure)
Total assets
Total liabilities
Total Funds		 2023
£
2022
£
11,436,834
9,828,029
(11,256,638)
(10,402,730)
(143)
(54,240)
180,053
(628,941)
6,792,017
6,527,936
(1,084,694)
(1,000,666)
5,707,323
5,527,270

e) Clervaux Garden School – (company number 11740783 and charity number 1190556). Ruskin Mill Trust Limited 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. A donation of £50,000 was made to Ruskin Mill Trust Limited.

Its trading results for the year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net Income
Total assets
Total liabilities
Total Funds		 2023
2022
£
£
1,691,613
1,637,196
(1,265,078)
(1,450,660)
426,535
186,536
447,712
223,346
(214,041)
(416,210)
233,671
(192,864)

58

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

f) Seol Trust is a registered charity in Scotland (charity number SC050258) and a company registered by guarantee (company number SC626147). Ruskin Mill Trust Limited is the sole member of Seol Trust. Seol Trust sub-leases from the Life Science Trust (related party), Pishwanton Woods, a 60-acre woodland 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 on 24[th] July 2020.

Its trading results for the year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net Expenditure
Total assets
Total liabilities
Total Funds		 2023
2022
as restated
£
£
125,961
62,495
(285,432)
(168,234)
(159,471)
(105,739)
49,848
58,277
(531,269)
(380,227)
(481,421)
(321,950)

g) Catherine Grace Trust – (company number 00462901 and charity number 311740). Ruskin Mill Trust Limited 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”.

A donation of £200,000 was made to Ruskin Mill Trust Limited.

Its trading results for the year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net Income
Total assets
Total liabilities
Total Funds		 2023
2022
£
£
2,286,788
1,895,294
(2,180,653)
(1,262,887)
106,135
632,407
2,651,008
2,567,850
(951,304)
(974,281)
1,699,704
1,593,569

59

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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 Limited is the sole member of Trigonos Trading Limited.

Its trading results for the period to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net (Expenditure)/Income
Total assets
Total liabilities
Total Funds		 01.04.2022 –
31.08.2023
10.02.2022 –
31.03.2022
£
£
577,877
-
(600,228)
-
(22,351)
-
132,152
-
(154,502)
-
(22,350)
-

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 year to 31 August 2023 as extracted from the audited financial statements are summarised below:

Income
Expenditure
Net Expenditure
Total assets
Total liabilities
Total Funds
7.
Investment income
Deposit interest		 2023
£
2022
£
1,686
8,615
(27,001)
(287,336)
(25,315)
(278,721)
994,002
996,836
(398,433)
(375,952)
595,569
620,884
2023
£
2022
£
51,578
13,470

60

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

8. Resources expended

Year ended 31 August 2023
Charitable expenditure
Teaching and educational
costs
Premises costs
Support costs and
administration
Total charitable
expenditure
Governance costs:
Costs of generating funds
Fundraising costs
Financing costs
Total governance costs
Charity
Non-charitable expenditure
within subsidiaries
Charitable expenditure
within subsidiaries
Group		 Staff
Costs
£
Depreciation
£
Other
Costs
£
Total
2023
£
Total
2022
£
13,071,692
125
-
13,071,817
14,157,953
-
287,374
4,457,755
4,745,129
3,975,611
5,832,052
154,315
9,046,701
15,033,068
8,307,532
18,903,744
441,814
13,504,456
32,850,014
26,441,096
166,012
-
-
166,012
152,668
-
-
255,367
255,367
241,554
166,012
-
255,367
421,379
394,222
19,069,756
441,814
13,759,823
33,271,393
26,835,318
3,160,104
-
3,607,770
6,767,874
6,357,321
8,038,809
167,519
7,183,980
15,390,308
14,394,050
30,268,669
609,333
24,551,573
55,429,575
47,586,689

Governance costs include payments to the auditor for audit related services of £81,900 (2022: £67,000) and legal costs of £266,570 (2022: £471,099 ).

61

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

9. Employees

Number of employees

umber of employees
The average monthly numbers of full-time equivalent employees during
the year were:
Teaching
Care support and administration
Management		 2023
2022
Number
Number
226
191
619
566
78
70
923
827

Number of employees

The average headcount during the year was:
Teaching
Care support and administration
Management
mployment costs
Wages and salaries
Social security costs
Other pension costs
Welfare, training and volunteers		 2023
2022
Number
Number
289
242
845
774
88
77
1,222
1,093
2023
£
2022
£
25,214,495
22,080,947
2,721,601
2,400,252
674,124
563,161
1,658,449
1,405,815
30,268,669
26,450,175

Employment costs

The numbers of employees earning more than £60,000 (excluding employer NI and pension costs) were:

2023 2022
Number Number
£60,001 - £70,000 8 6
£70,001 - £80,000 3 3
£80,001 - £90,000 2 2
£90,001 - £100,000 2 3
£100,001 - £110,000 1 -

Contributions payable into the pension schemes for higher paid employees amounted to £37,409 (2022: £41,951) .

Remuneration for key management personnel (including employer NI and pension costs) totalled £558,203 in the year (2022: £539,577) .

During the year there were termination payments made which amounted to £35,168 (2022: £41,358) .

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

10. Trustees’ emoluments

The emoluments of the Executive Chair were £100,063 (2022: £96,425) with employer’s pension contributions into the scheme of £12,348 (2022: £12,348). Two Trustees, H Kippax received salary during the year of £32,554 (2022: £31,370), and C Court received salary of £82,587 (2022: £79,585) and pension of £1,321 (2022: £1,321).

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 (2022: 7) during the year amounted to £74,442 (2022: £45,824) 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 £605,523 (2022: £563,161).

12. Tangible fixed assets – Group

Cost:
At 1 September 2022
Additions
Transfer
Disposals
At 31 August 2023
Depreciation:
At 1 September 2022
Charge for the year
Disposals
At 31 August 2023
Net book values:
At 31 August 2023
At 31 August 2022		 Leasehold
Improve-
ments
Freehold
Property
£
£
5,219,550
845,887
487,052
-
1,444,477
-
-
-		 Assets
Under
Constr-
uction
£
2,058,953
806,474
(1,445,544)
-		 Motor
Vehicles
£
873,532
63,751
-
(29,188)		 Fixtures
Fittings and
Equipment
Total
£
£
2,785,490
11,783,412
124,855
1,482,132
1,067
-
-
(29,188)
7,151,079
845,887		 1,419,883 908,095 2,911,412
13,236,356
2,316,638
10,417
365,134
-
-
-		 -
-
-		 654,832
92,302
(25,670)		 2,346,846
5,328,733
151,897
609,333
-
(25,670)
2,681,772
10,417		 - 721,464 2,498,743
5,912,396
4,469,307
835,470		 1,419,883 186,631 412,669
7,323,960
2,902,912
835,470		 2,058,953 218,700 438,644
6,454,679

The net book value of assets held under hire purchase contracts for the group was £Nil (2022: £10,177) .

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

12. Tangible fixed assets – Charity

Cost:
At 1 September 2022
Additions
Transfer
Disposals
At 31 August 2023
Depreciation:
At 1 September 2022
Charge for the year
Transfer
Disposals
At 31 August 2023
Net book values:
At 31 August 2023
At 31 August 2022		 Leasehold
Improvements
Assets
under
Construction
Motor
Vehicles
Fixtures
Fittings and
Equipment
Total
£
£
£
£
£
4,013,447
1,639,996
499,587
1,667,619
7,820,649
1,076,387
-
21,150
79,618
1,177,155
266,977
(266,977)
-
-
-
-
-
(29,189)
-
(29,189)
5,356,811
1,373,019
491,548
1,747,237
8,968,615
1,854,853
-
387,128
1,419,814
3,661,795
287,374
-
51,698
102,742
441,814
-
-
-
-
-
-
-
(25,671)
-
(25,671)
2,142,227
-
413,155
1,522,556
4,077,938
3,214,584
1,373,019
78,393
224,681
4,890,677
2,158,594
1,639,996
112,459
247,805
4,158,854

13. Intangible fixed assets

Group
Cost:
At 1 September 2022 and 31 August 2023
Depreciation:
At 1 September 2022
Charge for the year
At 31 August 2023
Net book value:
At 31 August 2023
At 31 August 2022		 Goodwill
£
249,836
137,412
12,492
149,904
99,932
112,424

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.

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

14. Investments

Listed investments
Sunfield assets
Shares in subsidiary trading companies at cost		 Group
Charity
Group
Charity
2023
2023
2022
2022
£
£
£
£
469,509
-
507,816
-
-
2,065,832
-
2,065,832
-
2
-
2
469,509
2,065,834
507,816
2,065,834

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

Listed investments:
Market value 31 August 2022
Acquisitions at cost
Proceeds on disposal
Loss in the period
Market value 31 August 2023
Sunfield Children’s Homes Limited investments at market value:
UK bonds
UK equities
Overseas bonds
Overseas equities
Alternative investments
Properties
Other
Historical cost
Catherine Grace Trust investments at market value:
Invesco
Henderson
Threadneedle		 2023
£
507,816
106,023
(140,505)
(3,825)		 2022
£
560,570
35,800
(36,648)
(51,906)
469,509 507,816
£
24,062
88,319
50,179
221,438
29,796
8,955
17,988
440,737
476,508
18,728
4,541
5,503
28,772

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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RUSKIN MILL TRUST LIMITED

14. Investments (continued)

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

2023 2022
£ £
Jupiter UT Managers 25,882 27,832
Vanguard US Equity 40,168 78,033
Brown Advisory Funds US 28,625 -
15. Debtors
Trade debtors
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income		 Group
Charity
Group
Charity
2023
2023
2022
2022
£
£
£
£
3,168,674
1,455,568
2,415,501
1,176,559
-
2,139,917
-
2,299,618
3,795,725
136,067
3,815,016
125,076
314,140
262,257
542,865
504,990
7,278,539
3,993,809
6,773,382
4,106,243

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
Amounts carried forward		 Group
2023
Charity
2023
Group
2022
Charity
2022
£
£
£
£
2,592,850
1,790,496
2,132,017
1,626,374
-
1,784,915
-
2,616,964
2,138,497
1,512,385
2,442,880
1,434,953
1,018,261
770,789
1,121,802
625,309
673,781
447,201
477,714
331,544
201,855
-
256,276
-
348,892
283,601
249,308
160,580
6,974,136
6,589,387
6,679,997
6,795,724
Group
2023
Charity
2023
Group
2022
Charity
2022
£
£
£
£
2,442,880
1,434,953
1,405,918
954,474
47,708,731
27,373,888
41,329,498
24,322,982
(48,013,114)
(27,296,456)
(40,292,536)
(23,842,503)
2,138,497
1,512,385
2,442,880
1,434,953

The closing balance of fees received in advance relates to fees received from the ESFA in respect of the 2022/2023 academic year.

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds

Restricted funds - 2023

Charity
Building Improvement
RMC Farm Projects
FMC Crafting the land
Youth Exchange 2
Glastir Capital Works
Wool Barn Build
Ridan Composter
TRL Student Activities
Defibrillators
Covid-19 Donations
Fisheries Response
Outdoor Centres
Felting
Steiner Research
Sunfield-Grant
Pathways Project
Farm Machinery
Willow Weaving Equipment
Ridan Composter
Hort/Farm Equipment
Hen House
Green Woodwork
S Reed – Erasmus
Battery Powered Tools
VHF Tractor
Andrew Greavy Stone Plaque Project
Bike Equipment
Apple Pressing Equipment
High Riggs Shepherd's Hut
Animal Shelters
Equipment
Soft Fruit Garden
Iron Mongers Equipment
Art Council
High Riggs Compost Toilet
Ewe Crate
Arbor Trolley
Hen House & Wellies
Apple Pressing Equipment
Donation from Jonathan Stedall - Cupola
Pembrokeshire Coast Park Grant
Charity reserves		 As at 1
September
2022
Incoming
Resources
Outgoing
Resources
Transfer
As at 31
August 2023
£
£
£
£
£
415,009
-
-
(113,068)
301,941
6,532
-
(144)
-
6,388
2,795
-
-
-
2,795
4,028
-
-
-
4,028
41,669
-
-
-
41,669
123,814
28,200
(75,000)
-
77,014
3,344
-
-
-
3,344
1,495
-
-
-
1,495
1,234
-
-
-
1,234
7,565
-
-
-
7,565
10,000
-
-
-
10,000
1,193
-
-
-
1,193
500
-
-
-
500
80,000
40,000
-
-
120,000
2,065,832
-
-
-
2,065,832
138
-
-
-
138
3,000
-
-
-
3,000
750
-
-
-
750
3,500
-
-
-
3,500
6,750
-
-
-
6,750
950
-
-
-
950
6,695
-
-
-
6,695
20,997
-
-
-
20,997
5,002
-
-
-
5,002
15,436
5,000
-
-
20,436
3,000
-
-
-
3,000
125
-
-
-
125
1,295
-
-
-
1,295
1,952
-
-
-
1,952
500
-
-
-
500
22,500
-
(22,500)
-
0
354
-
-
-
354
8,105
-
-
-
8,105
140,650
(40,183)
-
100,467
-
1,000
-
-
1,000
-
650
-
-
650
-
1,755
-
-
1,755
-
2,000
-
-
2,000
-
1,333
-
-
1,333
-
10,000
-
-
10,000
-
320
-
-
320
3,006,709
90,258
(137,827)
(113,068)
2,846,072

67

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds - 2023 (continued)

Charity reserves
Clervaux Trust reserves
Sunfield reserves
Clervaux Garden School reserves
Catherine Grace Trust
SEOL reserves
Responsive Earth Grant
Brantwood reserves
Group reserves		 As at 1
September
2022
Incoming
Resources
Outgoing
Resources
Transfer
As at 31
August
2023
£
£
£
£
£
3,006,709
90,258
(137,827)
(113,068)
2,846,072
39,109
49,717
(10,870)
77,956
51,870
59,795
-
-
111,665
5,966
700
-
-
6,666
16,354
-
-
-
16,354
8,750
1,000
(6,910)
-
2,840
16,523
-
-
-
16,523
10,250
100
-
-
10,350
3,155,531
201,570
(155,607)
(113,068)
3,088,426

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds - 2023 (continued)

Building Improvements This is a Building Improvement Fund (BIF) grant from the EFSA to help improve
the buildings across all sites. The capital projects undertaken include
improvements to the Merlin Theatre, Harleston House and Gables Farmhouse.
These funds will be held as restricted for the next ten years, in line with the
terms of the BIF grant. Each applicable year a transfer of £113,068 will be made
from this restricted fund.
RMC Farm Projects Donations have been received for Farm Projects at Ruskin Mill College. This
year funds from these donations have been used to build a new Donkey shed.
FMC Crafting the Land Donations have been received for the Crafting the Land project that is run at
High Riggs Biodynamic Garden. The funds for this will be transferred to next
year, due to no event taking place in 2020 due to Covid-19.
Youth Exchange 2 Erasmus Funded Project for students of Ruskin Mill Trust to travel to Germany
on a cultural exchange programme.
Glastir Capital Works An annual farm grant for Coleg Plas Dwbl.
RMC Wool Barn Build Donations have been received to build a new wool barn at Gables Farm, Ruskin
Mill College.
FMC Ridan Composter Donations have been received for the purchase of a Ridan Composter at High
Riggs Biodynamic Garden. This will enable the garden to have improved
composting facilities on site.
FMC Merlin Theatre Dining
Room		 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 be able to eat
on site, rather than being transferred to our main site. The dining furniture will
also be used in the Merlin Theatre coffee shop,when events are beingheld.
TRL Student Activities A donation was received for expenditure on activities for residential students in
the provision during the holiday period.
FMC Defibrillators Donations have been received to purchase additional defibrillators for other
Freeman College sites. One will be placed at High Riggs and a second at the
Merlin Theatre.
Covid-19 Donations Various donations have been received so Ruskin Mill Trust is able to purchase
equipment that will enable them to offer the students a safe learning
environment during the Covid-19 pandemic. Items purchases have included PPE
and home learningequipment.
Fisheries Response This donation has been received to develop the fish farm at Ruskin Mill College.

69

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds - 2023 (continued)

Outdoor Centres Donations have been received to develop the Trust's 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 Equipment Grant from the Oakdale Trust towards willow work equipment at Coleg Ty'r
Eithin.
Ridan Composter Grant for a Ridan composter at Coleg Ty'r Eithin.
Bee Keeping Equipment Grant from the DPD Eco Fund for bee keeping equipment at Coleg Ty'r 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 story Funding from Creative Black Country to take Glasshouse College students 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 Plaque
Project		 Grant funding towards commissioning stone plaques for the Horsley Valley at
Ruskin Mill College.
Bike Equipment Grant funding for bike equipment at Coleg Ty'r Eithin.
Centrifugal Casting Machine Awards for All funding to purchase a new centrifugal machine for Freeman
College.
Apple Pressing Equipment Grant from the Hilda Farr Charitable Trust for new apple pressing equipment at
Ruskin Mill College.

70

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RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds - 2023 (continued)

NEW PROJECTS 2022/2023
High Riggs Compost Toilet A £1,000 donation has been received from the James Neil Trust for use on the
compost toilets to be built at High Riggs.
Ewe Crate A £650 donation has been received from the Yorkshire Agricultural Society to
be used to purchase a Ewe Crate at Freeman College.
Arbor Trolley A £755 donation from the POBL Trust, and a £1000 donation from the Barnard
Kenneth Hufton Charity have been received to purchase an Arbor Trolley at
PLD.
Hen House & Wellies A £2,000 donation has been received from the Worshipful Company of
Woolmen to purchase a hen house and wellies.
Apple Pressing Equipment A £1,333 donation has been received from the Westfield Health Giving Back
Committee for the purchase of apple pressing equipment at High Riggs.
Donation from Jonathan
Stedall - Cupola		 A £10,000 donation has been received from Jonathan Stedall.

71

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds comparative – 2022

Charity
Building Improvement
Farm Projects
Crafting the land
Youth Exchange 2
Glastir Capital Works
Wool Barn Build
Ridan Composter
Merlin Dining Room
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		 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
10,818
10,179
-
-
20,997
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

72

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DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

17. Restricted Funds (continued)

Restricted funds comparative – 2022 (continued)

Charity reserves
Clervaux Trust reserves
Sunfield reserves
Clervaux Garden School reserves
Catherine Grace Trust
SEOL reserves
Responsive Earth Grant
Brantwood reserves
Group reserves		 As at 1
September
2021
Incoming
Resources
Outgoing
Resources
Transfer
As at 31
August 2022
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

18. Unrestricted funds - 2023

8.
Unrestricted funds - 2023
Charity:
General fund
Subsidiary companies reserves
Consolidation adjustments:
Goodwill on consolidation
Group Total		 At 1
September
2022
Incoming
Resources
Outgoing
Resources
Transfers
At 31
August
2023
£
£
£
£
£
1,213,619
32,887,775
(31,900,520)
113,068
2,313,942
6,220,264
23,359,689
(23,400,357)
-
6,179,596
112,422
-
(12,492)
-
99,930
7,546,305
56,247,464
(55,313,369)
113,068
8,593,468

Unrestricted funds - Comparative 2022

Charity:
General fund
Subsidiary companies reserves
Consolidation adjustments:
Goodwill on consolidation
Eliminated on consolidation
Group Total		 At 1
September
2021
Incoming
Resources
Outgoing
Resources
Transfers
At 31
August
2022
£
£
£
£
£
(21,198)
34,077,039
(32,955,290)
113,068
1,213,619
7,517,163
18,671,575
(19,968,474)
-
6,220,264
124,914
-
(12,492)
-
112,422
-
(5,503,709)
5,503,709
-
-
7,620,879
47,244,905
(47,432,547)
113,068
7,546,305

73

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

19. Net assets of the funds of the group – 2023:

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

Restricted funds
Unrestricted funds		 Fixed
Assets
Net Current
Assets/(Liabilities)
Long Term
Liabilities
Fund
Balances
£
£
£
£
3,088,426
-
-
3,088,426
4,804,975
4,187,492
(399,000)
8,593,467
7,893,401
4,187,492
(399,000)
11,681,893

Net assets of the funds of the group – 2022:

Restricted funds
Unrestricted funds		 Fixed
Assets
Net Current
Assets/(Liabilities)
Long Term
Liabilities
Fund
Balances
£
£
£
£
3,155,531
-
-
3,155,531
3,919,388
3,679,917
(53,000)
7,546,305
7,074,919
3,679.917
(53,000)
10,701,836

20. Operating lease commitments

At 31 August 2023 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
Other
2023
2023
2022
2022
£
£
£
£
1,958,403
23,039
1,685,425
32,576
5,074,861
23,588
5,438,423
46,627
4,092,648
-
5,664,693
-
11,125,912
46,627
12,788,541
79,203

74

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

21. Related party transactions

2023 transactions and year-end balance between the parent entity and its subsidiaries:

Clervaux Trigonos
Clervaux Transform Garden Seol Catherine Trading Helios
Brantwood Trust Ltd Sunfield School Trust Grace Trust Ltd Trust
Donation from
subsidiary 900,000 140,000 133,326 2,287,338 50,000 - 200,000 - -
Trade debtor
amounts due
from subsidiary - 796,925 - - 120 479,463 781,496 60,702 32,040
Trade creditor
amounts due
to subsidiary (17,975) (120) (841,672) (875,688) (50,000) - - - (10,288)

During the year, the Executive Chair was a director of Ruskin Mill Land Trust Limited, the sole corporate trustee of Ruskin Mill Land Trust (RMLT). Mr A Gordon was also a director of Ruskin Mill Land Trust’s subsidiaries, Ruskin Glass Centre Limited and Academy of Makers Limited. Mr A Gordon is Trustee for Responsive Trust & HIRAM and Director for Living Earth Land Trust and Ruskin Mill Limited.

2023 transactions between the group and its related parties:

Ruskin Mill Ruskin Ruskin Mill Life
Land Trust Responsive Living Earth Mill Centre of Science Trigonos
Group Earth Land Trust HIRAM Limited Practise Trust Limited
Sales - - - - (200) - - -
Purchases –
Ruskin Mill Trust 1,714,646 23,424 46,350 7,500 116,147 1,137,462 - 329
Purchases –
Brantwood
School 193,529 - - - - - - 550
Purchases –
Transform
Residential - 16,338 - - - - - -
Purchases –
Clervaux Trust 95,856 - - - - - - -
Purchases -
Sunfield 330,000 - - - - - - -
Purchases – Seol
Trust - - - - - - 43,680 -
Purchases –
Trigonos Trading
Ltd - - - - - - - 55,250
Trade debtor
amounts due 19 - - - 200 - - -
Trade creditor
amounts due (1,027,599) - (29,088) - (42,446) (299,158) (36,830) (55,250)
Loan due from
Ruskin Mill Land
Trust 597,778 - - - - - - -
Purchase of
Sunfield assets (3,500,000) - - - - - - -

There were also charitable donations paid to Ruskin Mill Land Trust during the year of £180,000 (2022: £520,863).

75

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

21. Related party transactions (continued)

2023 transactions between the group and its related parties (continued):

A connected party of A Gordon received remuneration of £14,129 (2022: £14,859) in the year as an employee. One connected party of H Kippax received remuneration of £27,839 (2022: £26,827) in the year as an employee.

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

Clervaux
Clervaux Transform Garden Seol Catherine
Brantwood Trust Limited Sunfield School Trust Grace Trust
Donation from
subsidiary 1,600,000 - - 3,050,000 - - -
Trade debtor
amounts due
from subsidiary - 716,184 - - 325,537 354,963 824,485
Trade creditor
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 a Director for Living Earth Land Trust (LELT) and Ruskin Mill Limited.

76

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

21. Related party transactions (continued)

2022 transactions between the group and its related parties:

Ruskin Mill
Ruskin Mill Land Responsive Living Earth Centre of
Trust Group Earth Trust Land Trust HIRAM Practice
Sales - - - - (6,165)
Purchases – Ruskin 2,352,624 46,350 41,406 7,500 109,893
Mill Trust
Purchases – 188,111 - - - -
Brantwood School
Purchases – 116,304 - - - -
Clervaux Trust
Purchases – Seol 24,000 - - - -
Trust
Purchases – 192,524 - - - -
Catherine Grace
Trust
Trade creditor 190,563 - - - 36,040
amounts due
Loans due to Ruskin 3,500,000 - - - -
Mill Land Trust

77

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

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

Net incoming resources
Non-operating cash flows eliminated:
Interest received
Loss in the year
Financing costs
Depreciation of tangible fixed assets
Profit on disposal of fixed assets
Amortisation of goodwill
Decrease in stock
Increase in debtors
Decrease in creditors
Net cash inflow from operating activities		 2023
2022
£
£
980,057
123,757
(51,578)
(13,470)
1,098
54,564
278,828
241,554
609,333
575,107
(1,632)
(3,410)
12,492
12,492
694
188
(505,158)
(324,325)
650,870
1,336,107
1,975,004
2,002,564

23. Analysis of changes in net funds

Cash at bank and in hand
Net funds		 Opening
Balance
Cash
Flows
Non-Cash
Changes
Closing
balance
£
£
£
£
3,571,051
307,981
0
3,879,032
3,571,051
307,981
0
3,879,032

24. Capital commitments

On 31 August 2023 capital commitments of £ nil (2022: £ nil) had been contracted for.

78

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

25. Group Financial Instruments

Group Financial Instruments
2023 2022
£ £
Financial assets measured at fair value 440,737 475,363
Financial assets measured at amortised cost 10,843,431 9,801,568
Financial liabilities measured at amortised cost (2,941,742) (2,381,326)

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 (2022: £ nil).

79

Trustees’ Report & Financial Statements

DocuSign Envelope ID: D24AE0A5-A1E3-47AB-8F3B-ADB68C5D70EF

RUSKIN MILL TRUST LIMITED

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2023

26. GROUP STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 AUGUST 2022:

Notes
Income
Grants and Donations
2,3
Charitable activities
4
Other Trading activities
6
Investment Income
7
Total Income
Expenditure
Raising Funds
8
Charitable Activities
8
Other Trading Expenditure
8
Total Expenditure
Net Income/(Expenditure) before gain
on investments
Loss on investments
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
17,18
Total funds carried forward
17,18,19		 Unrestricted
Restricted
Total
£
1,163,100
465,540
1,628,640
44,896,959
-
44,896,959
1,222,531
-
1,222,531
13,470
-
13,470
47,296,060
465,540
47,761,600
(241,554)
-
(241,554)
(40,898,323)
(89,491)
(40,897,814)
(6,292,671)
(64,650)
(6,357,321)
(47,432,548)
(154,141)
(47,586,689)
(136,488)
311,399
174,911
(54,564)
-
(54,564)
113,068
(113,068)
-
3,410
-
3,410
(74,574)
198,331
123,757
7,620,879
2,957,200
10,578,079
7,546,305
3,155,531
10,701,836

80

Trustees’ Report & Financial Statements