| Risk Area | Risk | Management | |
|---|---|---|---|
| Pupil Profile | The College fails to maintain | The Board and SLT are united in their efforts | |
| an appropriate pupil profile | to prioritise the retention of existing pupils, | ||
| to achieve its financial model | and recruit new pupils, at the correct level of | ||
| / targets. | affordability toachieve our strategic aims. | ||
| The continued participation | |||
| of international pupils is key. | |||
| Business | The College fails to |
This plan is under continual team review as | |
| Continuity | adequately plan to ensure | the dynamic challenges faced continue to | |
| business continuity in the | evolve. | ||
| event of a majorevent, either | |||
| physical or virtual. | |||
| Global | / | The international political | The College continues to lobby through trade |
| International | landscape impacts the |
bodies wherever possible, and aims to | |
| political risk | effective recruitment of | communicate with its stakeholders to best | |
| international pupils. | mitigate this position. | ||
| Energy Costs | The availability and rising | The College has spread the risk, and secured | |
| cost of energy provides | its electricity provision in a multi-year | ||
| continuity or cost challenges | contract. The College will continue to | ||
| to the College. | appraise options on gas supply. | ||
| The College seeks to actively reduce its energy | |||
| consumption progressively to mitigate the | |||
| cost implications associated with this, by | |||
| leading a 'whole campus’ intiative. |
| SO:l | Governance, Leadership & Management |
|---|---|
| Effectiveand respectful leadership and management of the College and commitment | |
| of all staff to the implementation of the College's strategic objectives, utilising the | |
| critical guidance, support, and expertise of the Governing Body. | |
| SO:2 | Culture & Ethos |
| Advocacy of the College's mission, vision, values and aims by all stakeholders, where | |
| opportunities for positive change and development are embraced. | |
| SO:3 | Academic Achievement |
| A vibrant learning culture amongst pupils and staff, coupled with high expectations, | |
| which adds value to pupils' academic achievement. | |
| SO:4 | Personal Development |
| A broad range of challenging opportunities for pupils to develop their hearts, minds, | |
| bodies, and spirit, embracing the values of democracy, the rule of law, individual | |
| liberty, respect and tolerance. | |
| SO:5 | Facilities, Environment & Infrastructure |
| High quality and well-maintained facilities for pupils, staff and visitors which provide | |
| a safe, stimulating, and welcoming environment to maximise educational | |
| opportunities and where staff and pupils can work and enhance their lives. |
| SO:6 | Compliance |
|---|---|
| Effective safeguarding and the provision of a safe, stimulating, and welcoming | |
| environment which meets statutory responsibilities within a culture, whichembraces | |
| scrutiny, accountability and progress. | |
| SO:7 | Educational Provision (Curricular, Extra, and Ultra Curricular) |
| An all-round education whichfully encapsulates the College's ethos, aims and core | |
| values and which provides appropriate challenges for all pupils. | |
| SO:8 | Relationships & Communication |
| Recognition by the College of its role within the community, transparent and timely | |
| communication with stakeholders, always embracing constructive feedback. | |
| SO:9 | Finance |
| Well-structured and sustainable finances, maximising core, and additional revenue | |
| opportunities without comprising the core values of the College's educational vision, | |
| aims and objectives and its charitable status. | |
| S0:10 | Recruitment & Retention |
| Professional & strategic marketing, recruitment, and retention by all, which is | |
| effective, targeted and results-driven, conveying the key messages of the College. |
| Unrestricted | Restricted | Total | Total | ||
|---|---|---|---|---|---|
| funds | Funds | funds | Funds | ||
| 2021 | 2021 | 2021 | (Restated) | ||
| 2020 | |||||
| Notes | £ | £ | £ | £ | |
| Income from: | |||||
| Charitable activities | 4 | 8,377,788 | 1,217 | 8,379,005 | 8,984,440 |
| Other trading | 10 | 60,343 | - | 60,343 | 119,121 |
| activities | |||||
| Total income | 8,438,131 | 1,217 | 8,439,348 | 9,103,561 | |
| Expenditure on: | |||||
| Raising funds | 11 | 39 | 39 | 4,704 | |
| Charitable activities | 12 | 8,420,571 | 516 | 8,421,087 | 8,783,257 |
| Total expenditure | 8,420,610 | 516 | 8,421,126 | 8,787,961 | |
| Net income | 17,521 | 701 | 18,222 | 315,600 | |
| Net movement in | 17,521 | 701 | 18,222 | 315,600 | |
| funds | |||||
| Reconciliation of | 21,22 | ||||
| funds: | |||||
| Total funds brought | 3,901,555 | 8,921 | 3,910,476 | 3,594,876 | |
| forward, as | |||||
| originallystated | |||||
| Prior year | 28 | (265,000) | - | (265,000) | (265,000) |
| adjustment | |||||
| Total funds brought | 3,636,555 | 8,921 | 3,645,476 | 3,329,876 | |
| forward (restated) | |||||
| Net movement in | 17,521 | 701 | 18,222 | 315,600 | |
| funds | |||||
| Total funds | 3,654,076 | 9,622 | 3,663,698 | 3,645,476 | |
| carried forward |
| 2021 | 2021 | 2020 | 2020 | ||
|---|---|---|---|---|---|
| (Restated) | (Restated) | ||||
| Notes | £ | £ | £ | £ | |
| Fixed Assets | |||||
| Tangibleassets | 16 | 11,915,823 | 12,075,803 | ||
| Current Assets | |||||
| Stocks | 17 | 35,277 | 26,029 | ||
| Debtors | 18 | 1,036,856 | 991,514 | ||
| Cash at hank and in | 24 | 606,814 | 371,367 | ||
| hand | |||||
| 1,678,947 | 1,388,910 | ||||
| Creditors: amounts | 19 | (2,531,768) | (2,144,342) | ||
| falling due within | |||||
| oneyear | |||||
| Net current | (852,821) | (755,432) | |||
| liabilities | |||||
| Total assets less | 11,063,002 | 11,320,371 | |||
| current liabilities | |||||
| Creditors: amounts | 20 | (7,399,304) | (7,674,895) | ||
| falling due after | |||||
| morethan one year | |||||
| Net assets | 3,663,698 | 3,645,476 | |||
| Charity funds | |||||
| Restricted funds | 21,22 | 9,622 | 8,921 | ||
| Unrestricted funds | 21,22 | 3,654,076 | 3,636,555 | ||
| Total funds | 3,663,698 | 3,645,476 |
| 2021 | 2020 | ||
|---|---|---|---|
| Notes | £ | £ | |
| Cash flows from operating activities | |||
| Net cashgenerated from operatingactivities | 23 | 963,996 | 1,031,236 |
| Cash flows from investing activities | |||
| Bank interest paid | 13 | (237,196) | (259,410) |
| Purchase of tangible fixed assets | 16 | (292,620) | (1,128,615) |
| Net cash used in investing activities | (529,816) | (1,388,025) | |
| Cash flows from financing activities | |||
| Repayments of borrowing | (198,733) | (97,222) | |
| Net cash used in financing activities | (198,733) | (97,222) | |
| Change in cash and cash equivalents in the year | 235,447 | (454,011) | |
| Cash and cash equivalents at the beginning of the year | 371,367 | 825,378 | |
| Cash and cash equivalents at the end of the year | 24 | 606,814 | 371,367 |
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| Funds | Funds | Funds | |
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Educational operations | 8,377,788 | 1,217 | 8,379,005 |
| Unrestricted | Restricted | Total | |
| Funds | Funds | Funds | |
| 2020 | 2020 | 2020 | |
| £ | £ | £ | |
| Educational operations | 8,972,397 | 12,043 | 8,984,440 |
| Notes | 2021 | 2020 | |
|---|---|---|---|
| £ | £ | ||
| School fees | 6 | 7,649,169 | 7,965,065 |
| Other educational income | 7 | 341,514 | 381,778 |
| Other ancillary trading income | 8 | 177,600 | 323,816 |
| Exceptional Government funding | 9 | 210,722 | 313,781 |
| 8,379,005 | 8,984,440 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Gross fees | 9,701,227 | 9,841,972 |
| Less: Total bursaries, scholarships and | (2,052,058) | (1,876,907) |
| allowances | ||
| Total | 7,649,169 | 7,965,065 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Registration fees | 16,050 | 14,370 |
| Otherexamination fees | 115,510 | 112,465 |
| Fees in lieu of notice | 127,903 | 44,904 |
| School trip income | - | 157,619 |
| Host family | - | 12,320 |
| Additional boarding | 82,051 | 40,100 |
| Total | 341,514 | 381,778 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Refectory income | 68,906 | 157,584 |
| Transport service income | 107,476 | 93,785 |
| World project | 518 | 5,632 |
| Rugby festival income | - | 48,962 |
| Other miscellaneous items | 700 | 11,442 |
| Parent Teacher Association donation | - | 6,411 |
| Total | 177,600 | 323,816 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Coronavirussupport | 210,722 | 313,781 |
| Total | 210,722 | 313,781 |
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| Funds | Funds | Funds | |
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Hire of school premises | 50,252 | - | 50,252 |
| Chapel fundraising | 10,091 | - | 10,091 |
| Total | 60,343 | - | 60,343 |
| Unrestricted | Restricted | Total | |
| Funds | Funds | Funds | |
| 2020 | 2020 | 2020 | |
| £ | £ | £ | |
| Hire of school premises | 16,741 | - | 16,741 |
| Chapel fundraising | - | 102,380 | 102,380 |
| Total | 16,741 | 102,380 | 119,121 |
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| Funds | Funds | Funds | |
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Support costs-Chapel | 39 | - | 39 |
| fundraising | |||
| Total | 39 | - | 39 |
| Unrestricted | Restricted | Total | |
| Funds | Funds | Funds | |
| 2020 | 2020 | 2020 | |
| £ | £ | £ | |
| Support costs - Chapel | 4,704 | 4,704 | |
| fundraising | |||
| Total | - | 4,704 | 4,704 |
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| Funds | Funds | Funds | |
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Educational operations | 8,420,571 | 516 | 8,421,087 |
| Total | 8,420,571 | 516 | 8,421,087 |
| Unrestricted | Restricted | Total | |
| Funds | Funds | Funds | |
| 2020 | 2020 | 2020 | |
| £ | £ | £ | |
| Educational operations | 8,782,843 | 414 | 8,783,257 |
| Total | 8,782,843 | 414 | 8,783,257 |
| Activities | Support | Total | |
|---|---|---|---|
| undertaken | costs | Funds | |
| directly | |||
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Educational operations | 6,221,133 | 2,199,954 | 8,421,087 |
| Total | 6,221,133 | 2,199,954 | 8,421,087 |
| Activities | Support | Total | |
| undertaken | costs | Funds | |
| directly | |||
| 2020 | 2020 | 2020 | |
| £ | £ | £ | |
| Educational operations | 6,470,604 | 2,312,653 | 8,783,257 |
| Total | 6,470,604 | 2,312,653 | 8,783,257 |
| Total Funds | Total Funds | |
|---|---|---|
| 2021 | 2020 | |
| £ | £ | |
| Staff costs | 4,508,833 | 4,434,773 |
| Depreciation | 452,600 | 434,132 |
| Teaching | 479,540 | 598,638 |
| Welfare | 216,564 | 265,936 |
| Premises | 563,596 | 737,125 |
| Total | 6,221,133 | 6,470,604 |
| Total Funds | Total Funds | |
|---|---|---|
| 2021 | 2020 | |
| £ | £ | |
| Staff costs | 1,200,505 | 1,291,960 |
| Governance costs | 5,700 | 5,016 |
| Administration expenses | 139,316 | 132,390 |
| Advertising | 187,106 | 169,583 |
| Agents commission | 239,002 | 106,011 |
| Bank and finance charges | 237,196 | 259,410 |
| Events and festivals | 6,923 | 79,309 |
| Insurance | 83,332 | 86,827 |
| Other | 12,145 | 16,247 |
| Professional fees | 70,792 | 100,426 |
| Transportation | 10,118 | 63,183 |
| Covid-19 costs | 7,819 | 2,291 |
| Total | 2,199,954 | 2,312,653 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Wages and salaries | 4,651,378 | 4,568,681 |
| Social security costs | 429,157 | 406,007 |
| Pension costs | 628,803 | 752,045 |
| Total | 5,709,338 | 5,726,733 |
| 2021 | 2020 | ||
|---|---|---|---|
| No. | No. | ||
| Teaching | 83 | 82 | |
| Administration, domesticand | 96 | 99 | |
| grounds | |||
| Total | 179 | 181 |
| 2021 | 2020 | |
|---|---|---|
| No. | No. | |
| In the band £60,001 to £70,000 | 2 | 2 |
| In the band £70,001 to £80,000 | 2 | 1 |
| In the band £80,001 to £90,000 | 1 | . |
| In the band £120,001 to £130,000 | - | 1 |
| In the band £130,001 to £140,000 | 1 | - |
| Freehold | Motor | Fixtures & | Computer | Total | |
|---|---|---|---|---|---|
| property | vehicles | fittings | Equip. | ||
| £ | £ | £ | £ | £ | |
| Cost | |||||
| At 1 August 2020 | 13,903,832 | 160,403 | 1,117,924 | 1,176,228 | 16,358,387 |
| Additions | 157,224 | - | 98,419 | 36,977 | 292,620 |
| At 31 July 2021 | 14,061,056 | 160,403 | 1,216,343 | 1,213,205 | 16,651,007 |
| Depreciation | |||||
| At 1 August 2020 | 2,285,864 | 144,589 | 827,267 | 1,024,864 | 4,282,584 |
| Charge in year | 307,912 | 3,953 | 64,798 | 75,937 | 452,600 |
| At 31 July 2021 | 2,593,776 | 148,542 | 892,065 | 1,100,801 | 4,735,184 |
| Net book value | |||||
| At 31 July 2021 | 11,467,280 | 11,861 | 324,278 | 112,404 | 11,915,823 |
| At 31 July 2020 | 11,617,968 | 15,814 | 290,657 | 151,364 | 12,075,803 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Due within one year | ||
| Trade debtors | 809,373 | 591,355 |
| Other debtors | 3,796 | 81,847 |
| Prepayments and accrued income | 223,687 | 318,312 |
| 1,036,856 | 991,514 |
| 2021 | 2020 | |
|---|---|---|
| (Restated) | ||
| £ | £ | |
| Bank loan (see note 20) | 410,338 | 211,602 |
| Advance fee payments | 238,935 | 160,417 |
| Trade creditors | 164,061 | 155,531 |
| Deposits held | 327,997 | 364,010 |
| Othertaxation and social security | 104,908 | 367,557 |
| Other creditors | 736,057 | 457,521 |
| Accruals and deferred income (see note 28) | 549,472 | 427,704 |
| 2,531,768 | 2,144,342 |
| Advance fee payment scheme | ||
|---|---|---|
| 2021 | 2020 | |
| £ | £ | |
| Balance at 1 August | 383,871 | 415,035 |
| New contracts | 582,429 | 328,520 |
| Refunds in the year | - | (22,389) |
| Amounts usedto payforfees | (189,548) | (337,295) |
| Advance fee payments held at 31 July | 776,752 | 383,871 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Within one year | 238,935 | 160,417 |
| Between 2 to 5 years | 469,719 | 223,454 |
| More than 5 years | 68,098 | - |
| Advance fee payments held at 31 July | 776,752 | 383,871 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Bank loan | 6,293,707 | 6,691,176 |
| Advance fee payments | 537,817 | 223,454 |
| Deposits held | 495,780 | 652,265 |
| Other creditors | 72,000 | 108,000 |
| 7,399,304 | 7,674,895 |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Within one year | 410,338 | 211,602 |
| Between 2 to 5 years | 6,293,707 | 6,691,176 |
| Bank loan at 31 July | 6,704,045 | 6,902,778 |
| Balance at | Income | Expenditure | Transfers | Balance at | |
|---|---|---|---|---|---|
| 1 August | In / Out | 31 July | |||
| 2020 | 2021 | ||||
| (Restated) | |||||
| £ | £ | £ | £ | £ | |
| Unrestricted | |||||
| funds | |||||
| General fund | 3,636,555 | 8,438,131 | (8,420,610) | 3,654,076 | |
| Restricted | |||||
| funds | |||||
| World project | 6,015 | 517 | 6,532 | ||
| Parent Teacher | 2,906 | - | - | - | 2,906 |
| Association | |||||
| donation | |||||
| Child Under Care | - | 700 | (516) | - | 184 |
| premium | |||||
| 8,921 | 1,217 | (516) | - | 9,622 | |
| Total of funds | 3,645,476 | 8,439,348 | (8,421,126) | - | 3,663,698 |
| **Statement of funds ** | **- prior year ** | (restated) | |||
| Balanceat | Income | Expenditure | Transfers | Balanceat | |
| 1 August | In / Out | 31 July | |||
| 2019 | 2020 | ||||
| (Restated) | (Restated) | ||||
| £ | £ | £ | £ | £ | |
| Unrestricted | |||||
| funds | |||||
| General fund | 3,213,005 | 8,989,138 | (8,782,843) | 217,255 | 3,636,555 |
| Restricted | |||||
| funds | |||||
| World project | 797 | 5,632 | (414) | 6,015 | |
| Chapel fund | 116,074 | 102,380 | (4,704) | (213,750) | - |
| Parent Teacher | 6,411 | (3,505) | 2,906 | ||
| Association | |||||
| donation | |||||
| 116,871 | 114,423 | (5,118) | (217,255) | 8,921 | |
| Total of funds | 3,329,876 | 9,103,561 | (8,787,961) | - | 3,645,476 |
| Current year | |||
|---|---|---|---|
| Unrestricted | Restricted | Total | |
| Funds | Funds | Funds | |
| 2021 | 2021 | 2021 | |
| £ | £ | £ | |
| Tangible fixed assets | 11,915,823 | - | 11,915,823 |
| Current assets | 1,669,325 | 9,622 | 1,678,947 |
| Creditors due within one year | (2,531,768) | - | (2,531,768) |
| Creditors due beyond one year | (7,399,304) | - | (7,399,304) |
| Total | 3,654,076 | 9,622 | 3,663,698 |
| Unrestricted | Restricted | Total | |
|---|---|---|---|
| Funds | Funds | Funds | |
| 2020 | 2020 | 2020 | |
| (Restated) | (Restated) | ||
| £ | £ | £ | |
| Tangible fixed assets | 12,075,803 | - | 12,075,803 |
| Current assets | 1,379,989 | 8,921 | 1,388,910 |
| Creditors due within one year | (2,144,342) | - | (2,144,342) |
| Creditors due beyond one year | (7,674,895) | - | (7,674,895) |
| Total | 3,636,555 | 8,921 | 3,645,476 |
| 2021 | 2020 | ||
|---|---|---|---|
| £ | £ | ||
| Netincome forthe year | 18,222 | 315,600 | |
| (as per the Statement of Financial Activities) | |||
| Adjustments for: | |||
| Depreciation charges | 16 | 452,600 | 434,132 |
| Bank interestpayable | 13 | 237,196 | 259,410 |
| (Increase) in stocks | 17 | (9,248) | (11,924) |
| (Increase) in debtors | 18 | (45,342) | (305,158) |
| Increase in creditors | 19,20 | 310,568 | 339,176 |
| Net cash generated from operating | 963,996 | 1,031,236 | |
| activities |
| 24. | Analysisof cash and cash equivalents | ||
|---|---|---|---|
| 2021 | 2020 | ||
| £ | £ | ||
| Cash | in hand andat bank | 606,814 | 371,367 |
| Total | cash and cash equivalents | 606,814 | 371,367 |
| At lAugust | Cash flows | At 31 July | |
|---|---|---|---|
| 2020 | 2021 | ||
| £ | £ | £ | |
| Cash in hand and at bank | 371,367 | 235,447 | 606,814 |
| Debt duewithin one year | (211,602) | (198,736) | (410,338) |
| Debt due beyond one year | (6,691,176) | 397,469 | (6,293,707) |
| (6,531,411) | 434,180 | (6,097,231) |
| 2021 | 2020 | |
|---|---|---|
| £ | £ | |
| Within one year | 111,057 | 139,990 |
| Between one and five years | 137,043 | 133,134 |
| After more than five years | - | 18,269 |
| 248,100 | 291,393 |
| 2020 | 2019 | |
|---|---|---|
| £ | £ | |
| Creditors: Amounts falling due within one year | ||
| Increase in Accrual foremployee holiday pay | 265,000 | 265,000 |
| Unrestricted reserves | ||
| Movement in General funds at 31 July | (265,000) | (265,000) |