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2025-08-31-accounts

Trustee Annual Report and Accounts 2024-25

Registered charity no: 1105213 Companies House No: 05089501 North Park Lane, Godstone, Surrey, RH9 8ND

Pè/ 11 i Trustee and Accounts Rep

Contents

Introducton 4
Welcome 8
Who we are 10
Outcomes 12
Excellence in care 16
Fundraising 20
Volunteers and Trustees 22
Financial report 30

I’ve learnt to advocate for myself and stand up for myself, and what I want and what I believe in

3

Introduction

Our magic

We are delighted to share the Orpheus Centre success and progress through our Annual Trustee Report and Accounts for 2024–25. Disabled people face huge health, social and employment inequalities. In the face of this, Orpheus exists to enable young disabled people to live life to the fullest.

Everything we do champions their cause and amplifies their voice so that they can live and work as independently as possible. Using the arts to work with each student in a personalised way, we enable each individual student to bring about the personal changes they wish for themselves and, together with their fellow students, transformational change in their communities and society.

The Orpheus Centre is recognised by the government as a Disability Confident Leader and thus acts as a role model of inclusivity and diversity in the workplace. We are proud that our workforce represents the people we serve – a third of our staff are disabled or have a long-term health condition and better represent the people we serve. Nationally in 2025, only 5% of learning-disabled people were in employment. Orpheus students buck this trend, with 10% of 2025 graduates entering paid work.

Trustee and Accounts Report 2024-25

4

Nationally in 2025, only 5% of learningdisabled people were in employment. Orpheus students buck this trend, with of 2025 Graduates entering 10% paid work.

Reference: Gov.org

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Introduction

We are excited to share with you how our students achieve better outcomes for themselves and for other disabled people.

In this report, you will read about the brilliant ways in which the students are helped through fundraising, for which we are forever grateful.

Trustee and Accounts Report 2024-25

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Here are a few ways in which you can get involved:

Join the team

Sign up via orpheus.org.uk to our monthly newsletter to stay updated on our work.

Work with us in the Learning, Care, Fundraising or Administration teams at orpheus.org.uk/jobs

Volunteer Give us your time and skills. Whether it’s helping in the classrooms, at events or on reception, you can make a real difference. orpheus.org.uk/volunteering

Become a

supporting business Offer work placements, corporate volunteering hours or partnerships. orpheus.org.uk /corporate-supporters

Fundraise

You can do this either on your own or with a group and become a vital part of our mission. Every fundraising effort contributes directly to supporting young disabled people.

The trustees present their report and accounts for the period ended 31 August 2025.

Incorporation

The Trust was incorporated on 31 March 2004 and is a private company, limited by guarantee and not having a share capital. The company commenced its activities on 6 April 2004.

Governing document The charity is governed by its Memorandum and Articles of Association dated 26 October 2022, updated from the 2004 document and adopted at the October 2022 AGM. Trustees are members each of whom guarantee £1 on winding up, and the document reflects the charity’s purpose and the current law.

Related parties The Orpheus Centre is connected to another charity, The Alchemy Foundation, with which it cooperates in the pursuit of charitable objectives. The Alchemy Foundation provided a grant of £55,690 towards staff salaries in the fundraising team in the year in question.

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Welcome

Welcome

The essence of this report could be expressed in one sentence: While the Orpheus Centre achieved a lot this year, there is so much more to do if we are to make the world a better place for young disabled adults.

But this would fail to do justice to the richness and variety of the year, to all who have contributed to this, and to the challenges we face in the future.

For the first of these – our achievements during the year – I need only suggest that you read the following pages. As for those who have contributed to these achievements, I must offer heartfelt thanks.

Anyone who has spent any time at Orpheus will know that it is a place of everyday miracles; they will also know that these miracles depend on the constant efforts of everyone involved with the Centre – our wonderful students, volunteers and staff, my fellow trustees, our many supporters throughout Surrey and beyond, our founder and President Sir Richard Stilgoe.

People use the phrase ‘the Orpheus magic’ not as a marketing slogan but because that is how it comes across to all who visit. But one of the features of the Orpheus

Centre that I value most highly is that we are never tempted to rest on our laurels. We know that standing still is not an option: if we are not advancing, we are falling back.

So we are not content just to point to our Ofsted ‘Outstanding’ status – we are determined to keep on improving. We are not content to be a model of what an arts college for young disabled adults can be, equipping our students with the skills and tools they need to thrive in a challenging world ‘out there’ – we want to offer the Orpheus experience to more students, which requires by far the most ambitious development plan in our history. We are not content to limit that experience to those students who spend three years with us – we want to make the Orpheus message known as widely as it should be, through training, mentoring, spreading the word.

This is hugely challenging. We aim to combine ever-improving education and care of our students, a step change in the facilities we offer and in the number of students we offer them to, and a much-increased public profile and influence. And – you will have guessed it – this requires money, as well as time, skill and dedication. I hope that all who read this report will be inspired to become part of this exciting journey. I promise that you will not regret it.

Trustee and Accounts Report 2024-25

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9

Who we are

Vision

Our vision is of an inclusive world where disabled young people with a passion for the arts and desire to live and work independently can achieve their aspirations.

Mission To inspire and empower young disabled students to live fulfilling and independent lives.

Purpose Our charity’s purposes as set out in the objects contained in the memorandum of association are:

  1. The relief of young disabled people in particular but not limited to the foregoing by the provision of domiciliary care facilities; and

  2. The advancement of education particularly of young disabled people by the provision of:

  3. Opportunities to participate in the performing arts as creators, performers, technicians, administrators and audiences.

  4. Learning, training, care and other facilities which support their progress towards independent living.

Who

Our aims

How we deliver our aims:

To ensure our work aligns with our mission, Trustees and senior management conduct regular reviews throughout the year. Our strategy serves as a guiding framework, supported by annual operational plans that are closely aligned with our long-term goals. We monitor progress using Key Performance Indicators (KPIs), which are reviewed and approved by our Board Committees. Feedback from regulators, awarding bodies, and most importantly our students, is central to our approach.

We gather student perspectives through anonymous surveys, tenant meetings, and the student council. Every quarter, the student council Board representatives share updates and concerns directly with Trustees, ensuring all voices are heard and fostering continuous improvement.

10 Trustee and Accounts Report 2024-25

we are

Delivering public benefit

We are guided by the Charity Commission’s advice on maximising public benefits. Our commitment is to help create a UK where disabled young people have agency and can live as they choose and independently. We actively promote equality, diversity, and inclusion and as a disability confident leader, we are expanding our workforce to better support people with disabilities and raise awareness of disability issues at both local and national levels. Our students demonstrate their commitment

to positive change through social awareness and fundraising, and many alumni continue to support our mission as

ambassadors. We empower students to reach their potential and contribute to their communities through accredited qualifications, life skills, and a focus on employment.

Who benefits from our services

Our services reached students with a wide range of disabilities from 21 local authorities across the UK. In total, 66 students participated, including 23 new starters in September 2024. Of the cohort, 60.6% identified as male, 39.3% as female, 15% as Black, Asian, and Minority Ethnic, and 78% as White British. 4.5% is unknown or was not disclosed.

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Outcomes

Our total student cohort for 2024-25 increased from 64 to 66 students, with student needs increasing in complexity, particularly in the areas of mental health, emotional wellbeing and social learning.

75%

growth in student numbers since 2019 reflects the college’s significant expansion.

These results evidence the success of the Orpheus approach as well as the achievement of the students’ personal goals. As an Ofsted-rated Outstanding College, the Orpheus Centre is in the top 10% of specialist colleges in the country.

52% 14% of students continued of leavers are volunteering, in further education (2023/24: 62%).

of leavers are volunteering, reflecting an increase in students becoming active members of their community (2023/24: 0%).

10% of students progressed to paid employment (2023/24: 29%).

38% of final year students moved into supported living at the year-end.

24% actively engaging with their community (2023/24 19.05%).

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Campaigning for inclusivity

Throughout the year, Orpheus students championed the value of learning-disabled people, encouraging others to reflect on employment and inclusion practices. The students worked with a huge range of individuals and groups to raise their voices and we thank them all for partnering with us, including:

impact

113

Outcomes

During 2024-25, the students and staff were able to fly the flag further for inclusion and the creative events. industries through

Royal Patronage

In August 2024, HRH Duke of Edinburgh attended a special viewing of Starlight Express in support of the Orpheus Centre. In July 2025, at Trevereux Manor, students interviewed HRH Duke of Edinburgh as part of their broadcast project, O-TV, then performed an original song about their vision for a new home at Orpheus. The event was supported by special guests Dame Judi Dench and Sir Michael Palin.

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Arts for Impact Model and Enterprise Groups

Further establishing our ambitious and innovative Arts for Impact model approach, where we operate as an arts centre to external guests, this year saw increased engagement with external organisations and companies hosted by our talented student enterprise groups. Our student activism group creates and performs keynote speeches for each event, developing their skills in social interaction, confidence, and performance. All of this champions the social model of disability – the view that the barriers of disability are socially constructed, and that not only young disabled people but society as a whole benefits with every increase in opportunity and access.

Guests attending the college, under the Arts for Impact model, are provided with light refreshments from the hospitality and catering enterprise group and enjoy immersive art installations and film and media content that showcases the skills and talents of Orpheus Centre students.

Enterprise remains a key feature in the Orpheus curriculum, developing and growing more each year. This curriculum is designed to support the acquisition of relevant and required life skills; but the impact is much greater, providing the opportunity for our students to influence positive societal change and inclusion.

OrpheTots provides under 5’s and their parents/carers with opportunities to be supported by young disabled people who have devised and developed engaging activities. In return, our students are exposed to childcare responsibilities and increased leadership, responsibility and communication development.

The Orpheus Access group has designed sensory maps to further increase accessibility and choice for those with sensory needs on a larger scale – wider than just the Orpheus and local community.

The Student Forum Theatre group impressed local schools with their interactive theatre show sharing key messages about consent and peer pressure, sharing their learning with others in the local community, with confidence and professionalism.

The performance singers made their voices heard across various Orpheus events throughout the year, including larger platforms such as Trevereux Manor and Alexandra Palace.

Film and Media have worked collaboratively with Words First, producing educational videos relating to sensory circuits, which are structured sequences of physical activities designed to help children regulate their sensory input, achieve optimal alertness, and prepare for learning, focusing on accessible content for all.

Lastly, the hospitality and catering group, catering many events throughout the year and running the in-house arts cafe, demonstrated their newly acquired skills in cooking and professional hospitality, supported by an external and internal chef.

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Excellence in care

Excellence in care Our care service is thriving because of a strong person-centred approach and a culture of co-production.

Students actively shape their daily lives through forums such as the Student Council and Tenants’ Forum and by initiating Act II enrichment activities like Wii gaming evenings, Zumba and film nights. This involvement promotes autonomy, dignity and choice, ensuring that care is not only delivered but co-designed.

We have a consistent, skilled staff team who know students well and anticipate their needs. Training compliance exceeds 90%, and many staff are progressing through Level 3 and 4 qualifications. This investment in professional development means students receive care from confident, knowledgeable practitioners who can respond flexibly and creatively to individual needs.

Safeguarding leadership is strong, with visible Designated Safeguarding Leads and student safeguarding ambassadors who share tips and concerns. This proactive approach fosters a safe environment and empowers students to speak up. They have been busy

making a video explaining safeguarding and why it is important as well as designing posters for around the campus.

Quality assurance is embedded through a structured audit cycle and strategic partnerships with education and therapy teams. These collaborations support holistic development, blending care with learning and therapeutic goals.

The impact on people using our service is significant. Students often arrive with low confidence and limited communication skills. Through tailored support and inclusive activities, they leave with enhanced independence, practical life skills and self-assurance ready to go on to live as independently as possible in the community, get jobs, or go into further education.

Alumni frequently return to share success stories, demonstrating the transformative nature of our approach. Families report high satisfaction, noting improvements in confidence, social engagement and readiness for adulthood.

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& learning

Living out inclusivity

A new bio-waste system was installed which will treat the waste for the next 25-30 years. We also installed a new automatic door in the canteen to improve access. In the theatre barn, we fitted post protectors around support posts for safety in case of falls or trips. A beech hedge was planted by a volunteer group along the perimeter fence to create privacy when fully grown. Other smaller projects have consisted of improved recycling methods, additional lights and upgrade of lighting in specific areas such as stairwells.

Corporate Volunteering

We are excited to welcome more local businesses to volunteer at Orpheus, responding to the growing demand for meaningful corporate partnerships. Your team’s time and energy can make a lasting impact on our college and the young disabled adults we support. Despite a few wet and windy days, teams of up to 40 have joined us with enthusiasm – cutting back vegetation, weeding, painting, creating relaxing spaces, and assisting our students in

the kitchen. These hands-on days are not just about giving back; they’re a chance for teams to experience Orpheus in action and work alongside our dedicated staff. Bring your team together, make a tangible difference, and be part of the inspiring work happening at Orpheus. Get in touch today to find out how your business can get involved! Contact fundraising@orpheus.org.uk

Case Study

Monty’s Bakehouse visited Orpheus for a few corporate volunteer days in 2024. Some of their top chefs worked with the students in the Lifestyles Kitchen to create some delicious dishes. From this, they

have provided lunches for the rest of the team who were working hard outside maintaining our grounds. Monty’s Head of HR also joined the Accessibility Group, where discussions were held about making their workplace more accessible.

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Excellence in care

We are making significant progress towards the goals set out in our 2023–2028 strategy, with a strong and . growing impact

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A.R.T. Strategy

Maintaining our Ofsted ‘outstanding’ status remains a central focus, as we prepare for future development. Our vision is to establish Orpheus as a centre of excellence, delivering exceptional education to disabled young people aged 18 to 25. Workforce development and training are key strengths, and with support from the Department for Education, we are developing a teacher training programme. Our ambition is to become a teaching college, sharing the Orpheus model across Surrey, the South-East, and nationally.

Our commitment to Equality, Diversity, and Inclusion continues to deepen. As a Disability Confident Leader, we are working with partners to extend

these values beyond Orpheus. Student voices are increasingly influential, with active participation in board meetings, the quality learning and care committee, and safeguarding forums. Digital transformation is also a priority, ensuring students have access to the latest technology to support their learning and development.

Relationships with donors, supporters, volunteers, and corporate partners are vital, creating opportunities for students to reach their full potential. The Arts Centre remains a cornerstone, empowering students to perform, express their voices, and demonstrate independence. We aim to further strengthen this by expanding work experience and pathways into paid employment.

Our facilities and estates require ongoing adaptation to meet rising demand and complexity. We collaborate with strategic partners such as Natspec, AoC, Ofsted, CQC, and VODG to influence policy and drive necessary changes. Meeting sufficiency demand across local authorities remains a challenge, as we continue to be oversubscribed. The Special Educational Needs and Disabilities (SEND) system in England urgently needs reform, as it remains fragmented and under-resourced.

Ambition: Uphold our values, behaviours, and culture to provide outstanding education and prepare students for their future.

A

Renewal:

Develop a ‘theory of change’ and demonstrate our impact, supporting plans to meet current needs and demand, while planning for new provision.

R

Transformation: Establish Orpheus as a centre of excellence, driving societal change especially in employment so disabled young people can live independently.

T

Seeing young people smile every day while they make their dreams real, is what makes this worth everything

Staff Member

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Fundraising

How we fundraise

A heartfelt thank you to everyone who donated or took part in our events and challenges this year. Your generosity is helping young disabled adults at Orpheus to complete their college education, gain independence, and build confidence in their abilities.

Fundraising

For every £1 we spent on fundraising, we raised £2.30 (compared to £1.12 in 2023-24). This has largely been down to a realignment in structure within the team and a brilliant fundraising year, the best in over 5 years. We are deeply grateful for the incredible support we have received from individuals and organisations alike. Your contributions have made a lasting impact, and we could not do this without you. Thank you for being part of our journey.

To ensure compliance with fundraising regulations, we are registered with the Fundraising Regulator and adhere to the highest standards set out in the Code of Fundraising Practice. We are proud to report that there were no complaints about our fundraising this year. Our commitment to providing a positive donor experience and maintaining long-term relationships built on trust remains unwavering.

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List of supporters

Alchemy Foundation, Ann Lovelace MBE, Bailey Thomas, Bernard and Judy Cornwell Foundation, Bloss Family Foundation, Brian and Erica Flood, Caretech Foundation, Colin and Naomi Hall, Community Foundation for Surrey, Dame Judi Dench CH DBE FRSA, English National Opera, Fairalls, Forbes Charitable Trust, Geoff and Fiona Squire, George Goodsir Foundation, Guild of the Nineteen Lubricators, Hilton Hotels, Hospital Saturday Fund, Hyundai Capital, Intersport, Jess Hilton and The Kebony Trust, Jim and Liz Madden, Joanna Lumley OBE, Joseph & Lilian Sully Foundation, Kelsey Trust, Kirker Holidays, Kirkwood Memorial Fund, Margaret Guido’s Charitable Trust, Marilyn Fry, Mark Leonard Trust, Monty’s Bakehouse, National Lottery Community Fund, No Fear Bridge, Notre Dame School Cobham, Nutfield Priory Hotel and Spa, Pears Foundation, Porticus, Rayners Estate Agents, Rickety Bridge Winery, Ricoh, RR Elite Wines, Rural England Prosperity Fund, Sam Barratt, SES Water, Silent Pool, Sir Tim Rice, Surrey Freemasons, Tandridge Golf Club, Tandridge Together Community Fund, The Big Give, The Hallett Family, Think Systems, Waterloo Foundation, William Brake Foundation, Woodward Menswear.

Protecting Vulnerable People

Our fundraisers, staff and volunteers are well trained in the Fundraising Code of Conduct to ensure ethical practices are consistently upheld. Our internal Safeguarding Policy, Data Protection Policy and Data Retention Policy all contribute to ensure we protect vulnerable people during any of our fundraising activities. We sometimes engage third parties, whose work is closely monitored by our Head of Fundraising and Communications in line with our Third-Party Fundraising Policy.

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Our fundraisers,
staff and volunteers
are well trained in
the Fundraising Code
of Conduct to ensure
ethical practices are
consistently
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Volunteers and Trustees

Staff Volunteers and Trustees

Staff

This year, Orpheus has delivered a wide range of initiatives to foster an inclusive culture and support staff wellbeing. From EDI awareness events such as Purple Tuesday, Black History Month, and International Day of Persons with Disabilities, to wellbeing campaigns during Stress Awareness Month and Mental Health Awareness Week, we have created spaces for learning and connection. Our Disability Allies group has driven monthly engagement, training, and storytelling to promote acceptance and allyship, while LGBTQ+ and cultural inclusion activities have celebrated diversity across the organisation. These efforts, combined with informal wellbeing activities like book swaps and football sessions, have strengthened belonging and encouraged employees to bring their whole selves to work. As a result, staff report feeling more supported, informed, and empowered, reinforcing our commitment to an inclusive environment where everyone can thrive.

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where everyone can thrive.
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Remuneration policy for key management personnel

The remuneration committee plays a crucial role in overseeing and managing the pay and benefits for the Senior Management Team (SMT). Their work is informed by comprehensive data from Croner Reward’s pay and benefits database, which includes information on over 200,000 employees across 4,000 organisations, representing a combined workforce of 5,000,000. The committee’s agenda typically includes reviewing the background and historical context of SMT pay to understand trends and benchmarks. They also discuss proposals put forward by the CEO regarding SMT pay reviews, ensuring that remuneration decisions align with the organisation’s strategic goals and financial health. Additionally, the committee outlines the next steps to be taken following discussions and decisions, setting timelines and responsibilities for implementing agreedupon actions. Finally, they schedule future meetings to ensure continuous oversight and timely reviews of remuneration policies. Overall, the remuneration committee ensures that the pay and benefits for the SMT are competitive, fair, and aligned with the organisation’s objectives, using robust data and thorough discussions to guide their decisions.

Trustee and Accounts Report 2024-25

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Contribution of Volunteers

Volunteers remain a vital part of Orpheus. This year around 40 volunteers contributed approximately 4,310 hours – 3,910 hours in regular roles plus an estimated 400 hours for events – representing a time donation of £54,306 (including £22,932 from our fully volunteer run Reception). Their impact touches every part of our organisation: classroom support across independence, dance, drama, art, and music; three therapy dogs bringing wellbeing at lunchtime clubs; the Arts Café/Life Skills kitchen; kitchen/ canteen assistance; the transition pathway; our radio station; the lunchtime faith club; and ad hoc fundraising.

Many volunteers generously double up on roles, and several are alumni who return weekly – one now regularly booked for paid piano work, a testament to the skills nurtured here. We celebrated them at our annual Volunteer Tea Party in June, where staff and students performed and our student enterprise served cakes. Quite simply, we cannot thank our volunteers enough: they are integral to our inclusive culture and operational resilience, expanding capacity, enriching student experiences, and strengthening our connection with the community.

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Volunteers and Trustees

Trustees are responsible for making decisions about the charity’s business, strategic direction, and main areas of policy. Trustees delegate day-to-day leadership to the Chief Executive, who creates business and strategic plans for scrutiny, amendment and adoption by the Board.

I find my voice when I am singing.

Student

The Chief Executive is responsible for the operational management. Trustees are recruited using advertisements on our website and social media, other advertising and use of specialist recruiters. Applicants are shortlisted and then interviewed by a panel of existing trustees, students and executives.

Trustees are advised of their responsibilities under charity law and mandatory training opportunities are made available, both online and face to face. Individual meetings for all trustees with the Chair of the Board take place annually where further individual development opportunities may be offered. The Trustee Board, made up of the Trustee directors, meets every three months. At least three members must be present for the meeting, but for the annual general meeting a minimum of five trustees must be present.

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Orpheus Trustees 25

Volunteers and Trustees

Committees of the Board are:

Committee meetings are every three months to ensure accountability and compliance in key areas, provide assurance for Trustees and to support staff in every department. The committees of the Board of Trustees can include external experts, and this year

Quality, Learning and Care and Fundraising and Marketing have had attendees in this capacity. Senior managers are also members of each committee.

The Health and commitment as a Safety committee Disability Confident meets every month, Leader. the minutes of which meetings are reported to the Housing and Estates Committee, in line with the Health and Safety at Work Act 1974. Trustees are elected by the members at an AGM or co-opted by the Trustees.

A Trustee may be re-elected for further terms of not more than three years each, but no Trustee shall serve for more than nine consecutive years, unless the members, after careful consideration, decide that it would be in the best interests of the charity for a particular Trustee to continue to serve beyond that period and that Trustee is reappointed in accordance with the Articles by the members at an AGM.

Disability confident leadership

The Orpheus Centre is committed to creating an inclusive environment where disabled people can thrive. We achieved Disability Confident Leader status in 2024, and we are working hard to ensure we recruit, retain, and develop disabled people in line with our commitment as a Disability Confident Leader. Our recruitment process includes guaranteed interviews for disabled candidates, accessible job adverts, and proactive outreach to disability networks. We also provide ongoing development opportunities and tailored support to help disabled employees thrive throughout their careers.

During this year, 35.2% of our staff have identified as having a disability or longterm health condition, with 77% already benefiting from reasonable adjustments and the remainder scheduled for regular reviews to ensure tailored support. Our staff survey shows strong satisfaction: 81% of respondents with disabilities are very satisfied with their adjustments, and overall health ratings remain high, with 81% reporting good or very good health and 91% rating physical health as fair to excellent. We have a dedicated HR Team member focused on supporting disabled colleagues and their managers, ensuring a safe environment where adjustments remove barriers and enable individuals to thrive. This year, we launched our Disability Allies group to raise awareness, foster acceptance, and create a culture of inclusion. Through monthly meetings, training sessions, storytelling, and engagement at staff events, the group champions allyship and challenges behaviours that may disadvantage disabled colleagues, including those with hidden disabilities. Our commitment is clear: embed disability awareness in our culture, align with the social model of disability, provide robust support and reasonable adjustments, empower allies, and measure impact across employees, donors, partners, and supporters to deliver meaningful change.

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Legal and Administrative Information

Trustees of the Orpheus Centre

Howard Webber (Chair) (elected on 19 April 2022) • Virginia Fenton (appointed on 6 December 2017) • Neil White (appointed 9 February 2016) • Jessica Dallyn (appointed on 26 April 2023) • Katie Stevens (appointed on 19 October 2023) • Helen Ashley Taylor (appointed on 24 April 2024) • Zoe Ota (appointed on 24 April 2024) • Joelle Leader (appointed on 24 April 2024) • Frederick McHattie (appointed on 22 October 2025) • Nicola Temko (appointed on 6 November 2025) • Vikranth Chandran (resigned 23 April 2025) • Tom Mclaughlan (resigned 26 November 2025)

Key Management Personnel

Andrew Willetts – CEO (appointed 6 January 2025) • Jay Harris – Head of HR (Interim CEO 15 November 2024 – 6 January 2025) • Tom Harris – Head of Facilities • Moira Clifton – COO • Sam Owen – Head of Care

• Chloe Smith – Principal • Peter White – Head of Fundraising and Communications (Resigned September 2025) • Sally Barney – Head of Income and Growth (appointed 6 January 2025) • Rachel Black – CEO (resigned 15 November 2024) • Michael Gainlall – Director of Finance and Operations (appointed January 2024 – Resigned November 2025)

Honorary Roles

Richard Stilgoe President and Founder (Appointed 2023) • John Beer Vice President (Appointed 2023)

Bankers

Coutts & Co, 440 Strand, London, WC2

Auditors

Crowe U.K. LLP, R+ Building, 2 Blagrave Street Reading, RG1 1AZ

They have grown in confidence and have sense of belief in themself.

Parent

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Magic numbers 2024–25

In the UK, only We are a Disability Confident Leader, with 5% of learning 35% disabled people of staff identifying as are in paid disabled or having a employment long-term health condition

We are rated Outstanding by Ofsted

Employment & education

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Orpheus supported
52% 10%
progressed into moved into paid
66 further education employment
young disabled adults
Independent Community
living awareness
23
new students
joined in 38% 14%
September 2024 of leavers began
volunteering
Independence 24%
& wellbeing
became active
members of their
move into community
supported living
78%
say therapies and wellbeing
help them communicate
and make friends
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75% since 2019, with needs rising in complexity, particularly around mental health and emotional wellbeing

A year at Orpheus &15ablEd adth abrne tn lphe tofiThl theiiwiL4 Iwild canfMleKe amd diwA￿T￿hattlry capable0£ Herds vJhat Ihat jowney looks hkn. Confidence Beginnings Young (fjsabled adults. who've spent their li%ts being told whet they cArft do. finally discover what they can do. Participation In e typKal year 70% Ow st￿leftts ￿￿0Ver thry can be thinkers. (k>ers. rnakers. ¢t￿trIbUtOr& ueators. 66~ 30% 51udents join Orpheus li% on site in 5upponed housi loo/ ke wt in colleborarwe woie(ts All of them experience loo% the Orpheus magic enjoy their lesson5 Students work with 30+ Employment and community contribution Org￿15￿1￿￿￿s and profesS￿nal5 each year 93/ hwe made frief￿$ By the end of the year. St￿lents are prepar￿￿ for their ne( step. 58% into bearni 97% say tw are learniry lots from their tutors Independence 380 Parents tell us students are: into supported living or community engagement more Independent and happier Progression loo% 26% to paKI th￿nteeri￿ or train (￿r yaduates achieve using weM)einE 5tr4tegies say they p them fed bener more confident then 29% employrnent rates- nearfy six tirne& the national average 97/ say they help t1￿7 explain how they fttl 90% say they have made frie￿15 and feel rn￿e ￿Kial and happiei

Auditors Statement

Crowe U.K. LLP have were appointed as auditors for The Orpheus Centre Trust Ltd in 2025, in accordance with the provisions of the Companies Act.

Statement of Trustee responsibilities

The trustees (who are also directors of The Orpheus Centre Trust for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice, including FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland).

Company law requires trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.

In preparing these financial statements the trustees are required to:

accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

and

The Trustees’ Annual Report is approved on 14th May 2026 by the Trustees of the charity in their capacity as Directors of the charity under company law and is signed on its behalf by:

Howard Webber, Chair of the Board of Trustees

30 Trustee and Accounts Report 2024-25

Overall Financial Position

At the year end, the charity’s financial position remained stable, with sufficient reserves to support ongoing activities and meet foreseeable obligations. The trustees have assessed the financial effect of the charity’s activities during the year and considered how these have influenced the closing financial position. This includes reviewing income streams, expenditure patterns, and the impact of any designated or restricted funds. The total income for the year reflected the charity’s continued ability to attract funding from its principal sources, while expenditure remained aligned with charitable objectives. The trustees are satisfied that the year end position presents a true and fair view of the charity’s financial activities and resources available for future use.

Income and expenditure movements

The trustees have reviewed significant movements in income and expenditure. Key factors influencing the year included:

  1. Changes in costs allocation from the Department of Education (known as element 1 and 2). This remains healthy and we have had placement numbers agreed for 2026/ 2027.

  2. Increase costs to Local Authorities (known as element 3) reducing the risks around reliable fundraising income. We achieved 100% funding agreed for student placements. We are already working with Local Authorities regarding 2026/ 2027 increases, align to budget build. We have 300% times more applications against available placements.

  3. New funding secured or funding streams that ended. This includes variations in fundraising performance, whether due to economic conditions, donor behaviour, or specific campaigns. For example, our event at Trevereux was a huge success.

  4. Shifts in expenditure linked to programme delivery or staffing and we continue to plan ahead of changes to living wage and other future factors.

  5. Our investment/ strategic initiatives remain stable and we are considering diversifying our portfolio.

Reserves, funds, and financial sustainability

The trustees have considered the adequacy of the charity’s reserves and the sustainability of its financial model. Our reserves policy has been reviewed to ensure we are fit for purpose to meet our charitable objectives. The reserves policy states we will hold a minimum of 3 months and a maximum of 6 months to ensure we are operationally safe and to ensure some measures are in place to manage the risk around our capital appeal. Free reserves represent unrestricted funds held at the year end which are not designated for specific purposes. At 31 August 2025, free reserves amounted to £1.69m (2024: £1.74m). The trustees consider this level of free reserves to be appropriate to meet the charity’s ongoing commitments and short-term working capital needs.

The year end reserves position reflects:

  1. Unrestricted reserves, which remain at a level the trustees consider appropriate to manage financial risk, support

31

operational resilience, and allow for planned future investment. At 31 august 2025, the closing unrestricted reserve was £6,129,528 compared to closing for 31 August 2024 which was £5,446,413. This is a Surplus of £683,115, due to an exceptional fundraising year, and increased fees to support a future project fund and capital project.

  1. Restricted funds, which continue to be applied in line with donor intentions and project requirements. At 31 August 2025, the closing restricted funds was £359,694 compared to closing for 31 August 2024, which was £284,755. This is a surplus of £74,939 due to capital development funds, funds for new vehicles and enterprise projects.

  2. Designated funds, where applicable, set aside for specific future commitments or strategic priorities. At 31 August 2025, the closing restricted funds was £4,440,498 compared to closing for 31 August 2024, which was £3,708,187. With a surplus of £732,311 achieved this year, the trustees have agreed a future project fund to support with some key projects/ programmes including a new sensory room for the students.

The trustees have reviewed the charity’s cash flow, commitments, and risk exposures and are satisfied that the charity remains financially sustainable. No material uncertainties have been identified that would cast significant doubt on the charity’s ability to continue.

Forward outlook

The trustees confirm that they have assessed the charity’s ability to continue operating for at least 12 months from the date of approval of the report. This assessment includes consideration of expected income, planned expenditure, reserves, and external factors affecting financial stability. Based on this review, the trustees consider the charity to be in a healthy position.

The Trustees have reviewed the principal risks and the uncertainties facing the charity, with particular attention to risks that could materially affect our strategic objectives, financial sustainability, operational delivery, or regulatory compliance. The risk environment continues to evolve, shaped by external policy changes, sector wide pressures, and internal transformation programmes. The Trustees maintain a risk register, review risks quarterly, and ensure that appropriate mitigation strategies are in place.

Strategic Risks

Changing inspection and regulatory frameworks. The introduction of the new Ofsted Education Inspection Framework in Autumn 2025, alongside ongoing regulation by CQC for care services, presents uncertainty regarding future compliance expectations and inspection outcomes. These changes may affect service delivery models, quality assurance processes, and reporting requirements.

  1. Mitigation: Trustees oversee a programme of readiness activities, including enhanced internal quality audits, staff training, and scenario planning to ensure alignment with both regulatory bodies. The charity maintains active engagement with sector networks to anticipate changes and adapt early. We are working with Ofsted, Association of Colleges and Natspec.

The continuing Local Government Review may lead to changes in commissioning structures, funding flows, and partnership arrangements.

  1. Mitigation: Trustees monitor developments closely and maintain strong relationships with local authority partners. Strategic planning includes modelling of potential commissioning scenarios and diversification of partnership pathways.

32 Trustee and Accounts Report 2024-25

Financial risks:

The launch of a major capital appeal introduces the risk of donor fatigue or displacement of regular revenue fundraising.

  1. Mitigation: Trustees have approved a segmented fundraising strategy that separates capital and revenue messaging, supported by targeted donor stewardship and monitoring of income trends.

Implementation of new SORP requirements. As a Tier 2 charity, the adoption of new SORP requirements may increase reporting complexity and require changes to financial systems and controls.

  1. Mitigation: The HR and Finance Committee oversees a structured implementation plan, including external training, professional advice, and phased updates to accounting processes.

Digital transformation and new systems. The charity’s digital transformation programme, including the implementation of a new digital system (in finance and in care), carries risks relating to cost overruns, data migration, staff adoption, and business continuity.

  1. Mitigation: Trustees receive project reporting, to ensure robust project governance, and have approved contingency budgets.

Operational risks:

Changes to housing regulations may affect the charity’s accommodation services, requiring updates to safety standards, documentation, and property management processes.

  1. Mitigation: A compliance review cycle is in place, supported by external property audits and investment in planned maintenance. We are also looking to appoint a housing lead (new position) in the budget for 2026/2027.

Increasing cyber threats pose risks to data protection, service continuity, and stakeholder trust.

  1. Mitigation: Trustees oversee a cyber security improvement plan including multi factor authentication, regular testing, staff training, and incident response protocols including business continuity.

Sector wide workforce shortages continue to affect recruitment and retention, with potential impacts on service quality and organisational capacity.

  1. Mitigation: The charity has strengthened its workforce development, including reviewing pay (in line with appropriate benchmarking) enhanced induction, wellbeing initiatives, and targeted recruitment campaigns.

The Trustees remain confident that the charity’s risk management framework is proportionate and effective. Risks are monitored through quarterly reviews, internal audit findings, and performance dashboards. Where risks increase, Trustees ensure that mitigation plans are strengthened and resourced appropriately.

The Orpheus strategy is to ensure long term financial sustainability by maintaining a level of reserves at least equal to the minimum suggested by the Charities Commission (being 3 months of operational costs). Trustees have a legal duty to spend income within a reasonable time of receipt. To hold income in reserve, Trustees rely on an explicit or implicit power to hold reserves and they must use that power in the Charity’s best interests. The Reserves Policy is kept under periodic review (it is not a static policy) and reserve levels are adjusted as perceptions of risk and other factors change.

The Orpheus Centre reserves are set to at least three months with a maximum of six

33

months of operational costs. This is kept under review at least on an annual basis. Reserve levels are reported as part of the monthly management accounts and in full annually to Trustees each year. The Chair of the HR and Finance Committee is designated to raise any issues in relation to any excess, or shortfall, of reserves directly with the Trustees.

the accounts on a going concern basis. This reflects their judgement that the charity has appropriate plans, resources and governance arrangements to manage its activities and financial commitments over the period of assessment and can and will continue to meet the charities purpose set in the articles of association.

Finance summary:

Going concern statement:

The Trustees have assessed the charity’s ability to continue as a going concern as part of their annual review of financial performance, cash flow forecasts, and strategic plans. This assessment considered the organisation’s current financial position, the expected level of funding and expenditure, and the operational environment in which The Orpheus Centre delivers its services.

The review took into account the charity’s diversified income streams, ongoing fundraising activity, and the continued demand for its learning, care and supported housing provision. The Trustees also considered the organisation’s medium term financial plans, including the implications of the planned capital appeal, the implementation of new SORP requirements, and the investment required for the charity’s digital transformation programme and future projects.

Operational factors were also reviewed, including workforce capacity, regulatory changes affecting Ofsted and CQC compliance, and the impact of evolving housing regulations on supported accommodation services. The Trustees reviewed the organisation’s risk management framework, including controls relating to cyber security, recruitment and retention, and business continuity.

Based on the information available at the time of approval of these financial statements, the Trustees have prepared

The Trustees’ Annual Report is approved on 14th May 2026 by the Trustees of the charity in their capacity as Directors of the charity under company law and is signed on its behalf by:

Howard Webber, Chair of the Board of Trustees

34 Trustee and Accounts Report 2024-25

Auditors Report

Independent Auditor’s Report to the Trustees of The Orpheus Centre Trust

Opinion

We have audited the financial statements of The Orpheus Centre Trust (‘the charitable company’) for the year ended 31 August 2025 which comprise of the statement of financial activities, the company balance sheet, the statement of cash flows and notes to the financial statements, including 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 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 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

In auditing the financial statements, we have concluded that the trustee’s 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 charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

35

Other information

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 this gives rise to 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.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees’ report.

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement [set out on page 30], the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the 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

36 Trustee and Accounts Report 2024-25

the trustees either intend to liquidate the 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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations are set out below.

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.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures

responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements, including financial reporting legislation and the Charities SORP (FRS 102), and tax regulations. We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be necessary to the charitable company’s ability to operate or to avoid a material penalty. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We also considered the opportunities and incentives that may exist within the charitable company for fraud. We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within override of controls by management. Our audit procedures to respond to these risks included enquiries of management, and the Finance & HR Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing regulatory correspondence with the Charity Commission, and reading minutes of meetings of those charged with governance.

37

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it.

In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charitable company’s members, 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 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 the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Janette Joyce Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor

Reading Date 14 May 2026

38 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust - Statement of Financial Activities for the year ended 31 August 2025

Unrestricted
Funds
Notes
£
Donations and grants
2
635,177
Charitable activities
3
3,225,234
Other trading activities
4
97,135
Investments
11,631
Total income
3,969,177
Raising funds
587,132
Charitable activities
2,940,697
Total expenditure
5
3,527,829
Net income before gains on investments
441,348
Net gains/(losses) on investments
9
157,436
Net income
7
598,784
Transfers between funds
13
84,331
Net movement in funds for the year
683,115
Reconciliation of funds
Funds brought forward
5,446,413
Funds carried forward
13
6,129,528
Expenditure on:
Income and endowments from:		 Restricted
Funds
£
184,080
957,822
-
-		 Endowment
Fund
£
-
-
-
-		 Year ended 31
August 2025
Year ended 31
August 2024
£
£
819,257
547,786
4,183,056
3,701,307
97,135
109,157
11,631
6,349
5,111,079
4,364,599
587,132
549,858
4,007,660
3,751,521
4,594,792
4,301,379
516,287
63,220
157,436
275,970
673,723
339,190
-
-
673,723
339,190
7,657,276
7,318,086
8,330,999
7,657,276
1,141,902 -
-
1,066,963		 -
-
1,066,963 -
74,939
-		 -
-
74,939
-		 -
(84,331)
74,939
284,755		 (84,331)
1,926,108
359,694 1,841,777

39

The Orpheus Centre Trust Balance Sheet at 31 August 2025

Notes
Fixed assets
Tangible fixed assets
8
Investments
9
Total fixed assets
Current assets
Debtors
10
Cash at bank and in hand
Total current assets
Liabilities
Creditors: amounts falling due within one year
11
Net current assets
Total assets less current liabilities
Total net assets
Represented by:
Endowment funds
13
Restricted funds
13
Unrestricted funds
13		 2025
2024
£
£
4,846,369
4,536,276
2,549,285
2,741,849
7,395,654
7,278,125
133,379
189,880
1,155,325
400,182
1,288,704
590,062
(353,359)
(210,911)
935,345
379,151
8,330,999
7,657,276
8,330,999
7,657,276
1,841,777
1,926,108
359,694
284,755
6,129,528
5,446,413
8,330,999
7,657,276

Companies House no: 05089501 Approved by the Board on 14 May 2026 and signed on its behalf by

Howard Webber, Chairman

40 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Statement of Cash Flows for the year ended 31 August 2025

Notes
Net cash provided by operating activities
a
Cash flows from investing activities
Purchase of tangible fixed assets
Cash withdrawals from investments
Disposal proceeds
Change in cash and cash equivalents
Cash and cash equivalents at the beginning of the
reporting period
Cash and cash equivalents at the end of the
reporting period
a. Reconciliation of net income to net cash inflow from operating
Net income before gains on investments
Adjustments for:
Depreciation and write-off of fixed assets
Loss on disposal of fixed assets
(Decrease) / increase in creditors
Decrease/ (increase) in debtors
Net cash provided by operating activities
Analysis of Cash & Cash Equivalents
Cash in Hand
Notice Deposits (less than 3 months)
Total Cash & Cash Equivalents
Analysis of Changes in Net Debt
Cash
Cash Equivalents
Loans		 Year ended 31
August 2025
Year ended 31
August 2024
£
£
999,213
124,927
(594,070)
(483,693)
350,000
250,000
-
-
755,143
(108,766)
400,182
508,948
1,155,325
400,182
activities
516,287
63,220
283,977
331,370
-
-
142,448
(61,542)
56,501
(208,121)
999,213
124,927
1,155,325
400,182
-
-
1,155,325
400,182
At 1 September
2024
Cash flows
At 31 August 2025
400,182
755,143
1,155,325
-
-
-
-
-
-
400,182
755,143
1,155,325

41

The Orpheus Centre Trust Notes to the Financial Statements for the year to 31 August 2025

1.ACCOUNTING POLICIES

Basis of accounting

The Orpheus Centre Trust is a charitable company limited by guarantee domiciled and incorporated in England and Wales. The registered office is Orpheus Centre, North Park Lane, Godstone, Surrey, RH9 8ND. Every member of the charitable company undertakes to contribute to the assets of the charitable company in the event of it being wound up but not exceeding £1.

The financial statements are prepared in Sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest pound.

The charity meets the definition of a public benefit entity under FRS 102. The financial statements have been prepared in accordance with the accounting policies set out in notes to the financial statements and comply with the charity's governing document, the Companies Act 2006, the Charities Act 2011 and in accordance with the 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 (The FRS 102 Charities SORP).

Going concern

The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charitable company to continue as a going concern. In particular,the trustees have considered the charitable company 's forecasts and projections .

The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. In particular the trustees have considered the charitable company's forecasts and projections. After making enquiries the trustees have concluded that there is a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. The charitable company therefore continues to adopt the going concern basis in preparing its financial statements.

Income

All income is recognised where there is an entitlement to the funds, the receipt is probable and the amount can be measured reliably. Deferred income represents amounts received for future periods and is released to income for the period for which it has been received.

Government grants comprise amounts received during the year adjusted for income which relates to future periods.

Expenditure

Expenditure is included on an accrual basis.

Costs of generating funds are those incurred in attracting voluntary income.

Expenditure on charitable activities comprises those costs incurred on the learning programme, the provision of domiciliary care and supported housing. It includes both costs that can be allocated directly to those activities and those costs of an indirect nature to support them.

Governance costs are associated with the governance arrangements of the charity and include the cost of external audit fees. These have been included in support costs.

Central services staff costs, administrative expenses and overheads are allocated to the costs of raising funds and charitable activities on the basis of time spent by staff on these activities.

Fund accounting

Unrestricted funds are donations and other income receivable or generated for the objects of the charity without further specified purpose and are available as general funds.

Designated funds are unrestricted funds which have been designated for specific purposes by the trustees.

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund, together with a fair allocation of management and support costs.

The endowment fund is an expendable fund used specifically to fund Equipping and Building the Orpheus Centre .

42 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Notes to the Financial Statements for the year to 31 August 2025

1.ACCOUNTING POLICIES (CONTINUED)

Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided on a straight line basis at rates calculated to write off the cost less estimated residual value of each asset over its expected life.

The depreciation rates are as follows:

ion rates are as follows:
Freehold and building Improvements 10-50 years
Intangible Assets 5 Years
Musical instruments 5 years
Furniture and equipment 5 years
Computer equipment and music technology 3 years
Motor vehicles 5 years

Land is not depreciated.

The threshold for capitalising tangible fixed assets is £500.

Operating leases

Rentals applicable to operating leases are charged against expenditure over the period in which the cost is incurred.

Pensions

The Charity operates a defined contribution pension scheme. Contributions payable for the year are charged in the Statement of Financial Activities.

Financial instruments

a. Cash and cash equivalents

Cash and cash equivalents include cash at banks and in hand and short term deposits with a maturity date of three months or less.

b. Debtors and creditors

Debtors and creditors receivable or payable within one year of the reporting date are carried at their transaction price.

c. Fixed Asset Investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial activities includes the net gains and losses arising on revaluation and disposals throughout the year.

Critical accounting estimates and areas of judgement

In the view of the trustees applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry significant risk of material adjustment in the next financial year.

43

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

2 INCOME FROM DONATIONS AND GRANTS
Year ended 31 August 2025 Unrestricted Restricted Endowment Total
Funds Funds Funds Funds
£ £ £ £
2025 2025 2025 2025
Donations 635,177 184,080 - 819,257
Grants - - - -
_ _ _ _
Total donations 635,177 184,080 - 819,257
_ _ _ _
`
Year ended 31 August 2024 Unrestricted Restricted Endowment Total
Funds Funds Funds Funds
£ £ £ £
2024 2024 2024 2024
Donations 417,030 118,808 - 535,838
Grants - 11,948 - 11,948
_ _ _ _
Total donations 417,030 130,756 - 547,786
_ _ _ _

44 Trustee and Accounts Report 2024-25

3 INCOME FROM CHARITABLE ACTIVITIES

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

3
INCOME FROM CHARITABLE ACTIVITIES
Year ended 31 August 2025 Unrestricted Restricted Endowment Total
Funds Funds Funds Funds
£ £ £ £
2025 2025 2025 2025
Learning programme:
Learning fees 2,328,968 957,822 - 3,286,790
Box office - - - -
Grants and donations - - - -
2,328,968 957,822 - 3,286,790
Domiciliary care:
Domiciliary care fees 635,347 - - 635,347
635,347 - - 635,347
Supported housing:
Rent 260,919 - - 260,919
Grants - - - -
260,919 - - 260,919
_ _ _ _
3,225,234 957,822 - 4,183,056
_ _ _ _
Year ended 31 August 2024 Unrestricted Restricted Endowment Total
Funds Funds Funds Funds
£ £ £ £
2024 2024 2024 2024
Learning programme:
Learning fees 2,010,141 910,971 - 2,921,112
Box office - - - -
Grants and donations - - - -
2,010,141 910,971 - 2,921,112
Domiciliary care:
Domiciliary care fees 547,645 - - 547,645
547,645 - - 547,645
Supported housing:
Rent 232,550 - - 232,550
Grants - - - -
232,550 - - 232,550
_ _ _ _
2,790,336 910,971 - 3,701,307
_ _ _ _

45

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

4 OTHER TRADING ACTIVITIES
Year ended 31 August 2025 Unrestricted Restricted Endowment Total
Funds Funds Funds Funds
£ £ £ £
2025 2025 2025 2025
Hire of facilities 64,491 - - 64,491
Sales of goods and services 22,875 - - 22,875
Other income 9,769 - - 9,769
_ _ _ _
97,135 - - 97,135
_ _ _ _
Unrestricted Restricted Endowment Total
Year ended 31 August 2024 Funds Funds Funds Funds
£ £ £ £
2024 2024 2024 2024
Hire of facilities 60,000 - - 60,000
Sales of goods and services 26,122 - - 26,122
Other income 23,035 - - 23,035
_ _ _ _
109,157 - - 109,157

46 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

EXPENDITURE
Year ended 31 August 2025 Staff Other Allocation 2025
costs direct of central Total
costs costs
£ £ £ £
Cost of raising funds 348,376 114,045 124,711 587,132
Cost of charitable activities:
Learning programme 1,170,191 297,645 795,232 2,263,068
Residential & domiciliary care 661,002 83,710 322,359 1,067,071
Supported housing and Estates 255,390 110,206 112,083 477,679
Capital Appeal Fund Raising 128,123 37,254 - 165,377
Governance - 34,465 - 34,465
_ _ _ _
2,563,082 677,325 1,354,385 4,594,792
_ _ _ _
Year ended 31 August 2024 Staff Other Allocation 2024
costs direct of central Total
costs costs
£ £ £ £
Cost of raising funds 318,248 109,115 118,625 545,988
Cost of charitable activities:
Learning programme 1,221,298 295,211 752,373 2,268,882
Residential & domiciliary care 567,949 34,826 307,144 909,919
Supported housing and Estates 226,574 110,833 105,023 442,430
Loss on Fixed Asset Disposals 61,871 51,212 - 113,083
Governance - 21,077 - 21,077
_ _ _ _
2,395,940 622,274 1,283,165 4,301,379
_ _ _ _

Allocation of Central Costs

Basis of Learning Residential & Supported Housing
31 August 2025 Allocation Total Programme Domiciliary & Estates Fundraising
Staff Costs Headcount 554,451 287,687 183,073 47,076 36,615
Property Costs Square footage 373,450 246,956 34,352 42,488 49,654
Office Costs Headcount 71,368 37,030 23,565 6,060 4,713
IT Costs Licensed Users 241,564 159,432 51,534 8,052 22,546
Professional Fees Sales 37,696 24,768 4,788 1,966 6,174
Other Costs Headcount 75,856 39,359 25,047 6,441 5,009
_ _ _ _ _
1,354,385 795,232 322,359 112,083 124,711
_ _ _ _ _
Basis of Learning Residential & Supported Housing
31 August 2024 Allocation Total Programme Domiciliary & Estates Fundraising
Staff Costs Headcount 519,744 269,678 171,614 44,129 34,323
Property Costs Square footage 346,000 228,804 31,827 39,365 46,004
Office Costs Headcount 103,966 53,945 34,328 8,827 6,866
IT Costs Licensed Users 259,040 170,966 55,262 8,635 24,177
Professional Fees Sales 31,033 16,846 6,392 2,084 5,711
Other Costs Headcount 23,384 12,134 7,721 1,985 1,544
_ _ _ _ _
1,283,167 752,373 307,144 105,025 118,625

47

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

6 EMPLOYEES

Number of employees

The average monthly number of employees during the period was 100 (2024 - 105).

Year ended 31 Year ended 31
August August
Employment costs 2025 2024
£ £
Salaries and wages 2,680,918 2,554,749
Social security costs 274,075 225,817
Pension Costs 106,708 105,757
Other costs 55,831 29,361
_ _
Total employment costs 3,117,532 2,915,684
_ _

The key management personnel of the charity are the Senior Management Team including Trustees. The Remuneration for the Key Manangement Personnel was £648K (2024: £586k).

The Trustees received no remuneration or benefits in kind from the Charity. Total expenses for the trustees were £865 (year ended 31 August 2024 - £76). The expenses related to Travel reimbursement for four (2024: three) Trustees.

Volunteers donated Time was £54,306 (2024: £21,949) with total hours donated for the year totalling 4,310 (2024: 4,812).

Emoluments of Highest Paid Employees

Number of Employees Pension Contributions
2025 2024 2025 2024
£ £
£60k-70k 3 1 5,724 2,642
£70k-80k 4 1 4,403 2,642
£80k-90k 0 0 - -
£90k-100k 1 1 - 2,642

48 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

7
NET INCOMING/(OUTGOING)RESOURCES
Net incoming resources before transfers are stated after charging:
Depreciation
Auditors' remuneration
8
TANGIBLE FIXED ASSETS
Freehold
Assets
land & buildings
under construction
£
£
Cost
At 31 August 2024
6,091,303
371,200
Additions
82,815
418,838
Transfers
Disposals
-
-
At 31 August 2025
6,174,118
790,038
Depreciation
At 31 August 2024
2,216,775
-
Charge for the year
179,101
Disposals
-
-
At 31 August 2025
2,395,876
-
Net book value
At 31 August 2025
3,778,242
790,038
At 31 August 2024
3,874,528
371,200
9
INVESTMENTS
Market value as at 31 August 2024
Less Cash withdrawals
Add: net gain/loss on revaluation
Market value as at 31 August 2025
Historical cost as at 31 August 2025
Split as:
Fixed asset investments
Current asset investments
Comprised of:
Listed equities
Cash held within the investment portfolio		 Musical
instruments
£
54,456
-
-
54,456
52,615
643
-
53,258
1,198
1,841		 Furniture &
equipment
£
1,262,995
92,417
-
-
1,355,412
974,288
104,233
-
1,078,521
276,891
288,707		 Year ended 31
August
2025
£
283,977
31,250
_
Motor
vehicles
£
94,543
-
-
-
94,543
94,543
-
94,543
-
-
2025
£
2,741,849
(350,000)
157,436
2,549,285
2,265,366
31 August		 Year ended 31
August
2024
£
331,370
21,000
_
Total
£
7,874,497
594,070
-
-
8,468,567
3,338,221
283,977
-
3,622,198
4,846,369
4,536,276
2024
£
2,715,879
(250,000)
275,970
2,741,849
2,817,804
31 August
2024
£
2,741,849
-
2,741,849
2,665,143
76,706
2,741,849
2025
£
2,549,285
-
2,549,285
2,449,309
99,976
2,549,285

49

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

The Orpheus Centre Trust Notes to the Financial
Statements for the year ended 31 August 2025
10 DEBTORS
31 August 31 August
2025 2024
£ £
Student income 33,454 735
Other debtors, prepayments and accrued income 99,925 189,145
_ _
133,379 189,880
_ _
11 CREDITORS: AMOUNTS FALLING DUE 31 August 31 August
WITHIN ONE YEAR 2025 2024
£ £
Trade Creditors 77,787 48,765
Other taxes and social security 64,681 50,530
Wages 14,635 13,848
Other creditors, accruals and deferred income 196,256 97,768
_ _
353,359 210,911
_ _
Deferred Income
At 1 September 53,429 51,885
Released in the year (53,429) (51,885)
Received in advance 68,485 53,429
_ _
68,485 53,429
_ _
12 FINANCIAL INSTRUMENTS
31 August 31 August
2025 2024
£ £
Carrying amount of financial assets
Financial assets measured at fair value through the SOFA 2,549,285 2,741,849
Financial assets measured at amortised cost - debtors less prepayments 45,242 92,952
_ _
2,594,527 2,834,801
_ _
Carrying amount of financial liabilities
Financial liabilities measured at amortised cost 220,193 160,381
_ _

50 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

13
MOVEMENT IN FUNDS
Year ended 31 August 2025
Expendable Endowment Fund
Buildings and equipment
Restricted funds
Gorton Fund
Outreach Programme
Learning Programme
Capital Development
Alchemy Foundation
COIN
Transitions Fund
Minibus Fund
Games equipment
Music lessons
Enterprise Café
Sculpture Trail
Sensory Garden
Playing Cards
Nurse Aid Call System
Wellbeing
Connecting Communities
Enterprise Fund
Other activities
Total restricted funds
Unrestricted funds
General funds
Designated funds
Long term Building Fund
Music lessons
New building supported housing fund
Manor House Fund
Fixed Asset Fund
Total unrestricted funds
Total funds		 At 1 September
2024
£
1,926,108
1,584
172,791
-
7,120
1,362
2,773
6,981
19,996
553		 Incoming
resources
£
-
-
-
957,822
25,000
55,690
-
50,000
20,000
-
-		 Outgoing
resources
£
-
-
(940)
(957,822)
-
(55,741)
-
(50,325)
-
-
-
(1,907)
-
-
-
-
-
-
(228)		 Transfers/
Gains
£
(84,331)		 At 31 August
2025
£
1,841,777
1,584
171,851
-
32,120
1,311
2,773
6,656
39,996
553
-
5,257
12,892
651
633
3,000
21,905
1,985
34,784
21,743
359,694
1,689,030
1,134,473
29,796
271,637
-
3,004,592
6,129,528
8,330,999
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
6,928
12,892
651
633
3,000
21,905
1,985
19,880		 236
-
-
-
-
-
-
15,132
18,022
1,141,902
3,969,177
-
-
-
-
-
3,969,177
5,111,079
3,721
284,755
1,738,226
1,134,473
29,796
275,744
-
2,268,174
5,446,413
7,657,276		 (1,066,963)
(3,527,829)
-
-
-
-
-
(3,527,829)
(4,594,792)		 -
(490,544)
-
-
(4,107)
-
736,418
241,767
157,436

51

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

13
MOVEMENT IN FUNDS (continued)
Year ended 31 August 2024
Expendable Endowment Fund
Buildings and equipment
Restricted funds
Gorton Fund
Outreach Programme
Learning Programme
Capital Development
Alchemy Foundation
COIN
Transitions Fund
Minibus Fund
Games equipment
Music lessons
Enterprise Café
Sculpture Trail
Sensory Garden
Playing Cards
Nurse Aid Call System
Wellbeing
Connecting Communities
Enterprise Fund
Other activities
Total restricted funds
Unrestricted funds
General funds
Designated funds
Long term Building Fund
Music lessons
New building supported housing fund
Manor House Fund
Fixed Asset Fund
Total unrestricted funds
Total funds		 At 1 September
2023
£
2,010,439
1,864
148,470
-
10,000
-
31,931
152,923
2,527
629		 Incoming
resources
£
-
-
27,993
910,971
-
44,956
-
7,500
20,000
-
-		 Outgoing
resources
£
-
(280)
(3,672)
(910,971)
(2,880)
(43,594)
(29,159)
(155,442)
(2,531)
(75)
(1,000)
(1,461)
-
-
-
-
(1,095)
-
(513)
(24,724)		 Transfers/
Gains
£
(84,331)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
1,000
3,019
12,892
651
483
3,000
23,000
1,985
20,000		 5,370
-
-
150
-
-
-
393
24,394
1,041,727
3,322,872
-
-
-
-
-
3,322,872
4,364,599
4,051
418,425
1,344,581
1,134,473
29,796
286,715
13,760
2,079,897
4,889,222
7,318,086		 (1,177,397)
(3,125,982)
-
-
-
-
-
(3,125,982)
(4,303,379)		 -
196,755
-
-
(10,971)
(13,760)
188,277
360,301
275,970

52 Trustee and Accounts Report 2024-25

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

13 MOVEMENTS IN FUNDS (CONTINUED)

Expendable Endowment Fund

The Expendable Endowment Fund represents donations received specifically for building and equipping the Orpheus Centre. In 2024-25 depreciation on buildings amounting to £84,331 was charged to the fund (2023-24-: £84,331).

Restricted funds

Gorton fund

The Gorton Fund represents a donation in the memory of a former apprentice to be used for any student wishing to undertake an adventurous activity.

Outreach Programme

This programme exists to give young disabled adults the opportunity to support and mentor other disadvantaged or disaffected groups across the UK.

Learning programme

The learning programme fund consists of bursaries and grants to fund learning activities during the year.

Alchemy Foundation

The Alchemy Foundation grant is towards salary costs in the Fundraising Department.

COIN

A pilot Communication and Social Interaction Hub for students who have communication and social interaction difficulties and a passion for the creative and performing arts.

Transitions

This project supports our students to “move on” from the college and live independently once they leave us with an established social support structure and activities, and making a positive contribution to their community.

Minibus Fund

The Minibus Fund was set up to buy a minibus for student transport.

Muga

This fund is for the creation of a Multi Use Games Area (MUGA) for students and staff at the Orpheus Centre.

Games equipment

This fund was created to support the purchase of games equipment for use by our students.

Music Lessons

This fund is for payment towards the employment of a Musician in Residence.

Enterprise Café

This fund is to create a small café where students can practise enterprise and food preparation skills. All food items for sale would be prepared on site.

Sculpture Trail

This fund is to create a sculpture trail and a take away café. The café would provide valuable work experience opportunities for our disabled students, as well as a source of income for the charity. The nature trail would be open to members of the public.

Sensory Garden

A fund for a water efficient garden providing a sensory experience and bringing positive learning opportunities for our students.

l i d

53

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

Playing Cards

This fund was created for one of our students to extend their illustration, art and design skills to produce a pack of playing card to be sold worldwide.

Nurse Aid Call System

This relates to an upgrade to our Aid Call system which will provide additional safety and security to our students who live on site.

Enterprise Café

This fund is for Learners to be involved in improving their business skilss such as money handling , and service provision such as running a Enterpise Café

WellBeing

This relates to funding for specific activities relating to Wellbeing

Connecting Communities

This funding is for Commissioning of Art work

Enterprise Fund

Fund for any enterprise ideas run by the students. The funds are donated by No Fear Bridge

Capital Development Fund

The Capital Development Fund has been in existence since 13/09/2016. It has historically been funded by Xmas Appeal donations and funds from Foundations and has been used to fund the Lifeskills Kitchen.

Other activities

These relate to miscellaneous amounts granted towards funding various smaller activites. In 23-24, we were awarded a grant from Turing but it was returned in full as the project was not commissioned

Unrestricted funds

General funds

General funds represent those funds that are unrestricted.

Designated funds

The Fixed Asset Fund, New Building Supported Housing Fund and the Manor House Fund have been moved from

Restricted Funds into the Designated Funds. The reason for the transfer is that the assets have been constructed and there are no ongoing restrictions in place and they are available to use by the Centre to fulfil its general. charitable activities.

In 2019 a £50,000 legacy from the estate of Joyce Hayes was placed into a fund for music lessons in recognition of the donor's profession as a music teacher.

In 2020 a new designated fund (Long Term Building) was established to budget for capital expenditure on a long term basis (5-10 years).

54 Trustee and Accounts Report 2024-25

16 RELATED PARTY TRANSACTIONS

17 CAPITAL COMMITMENTS

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

14 ANALYSIS OF NET ASSETS BETWEEN FUNDS

Year ended 31 August 2025

15

Unrestricted
Funds
£
Tangible Fixed assets
3,004,592
Investments
2,549,285
Current assets
929,010
Current liabilities
(353,359)
6,129,528
Year ended 31 August 2024
Unrestricted
Funds
£
Tangible Fixed assets
2,610,168
Investments
2,741,849
Current assets
305,307
Current liabilities
(210,911)
5,446,413
OPERATING LEASE COMMITMENTS
The charity's future minimum operating lease payments are as follows:
Equipment
Within one year
Between two and five years		 Unrestricted
Funds
£
3,004,592
2,549,285
929,010
(353,359)
6,129,528
Unrestricted
Funds
£
2,610,168
2,741,849
305,307
(210,911)		 Restricted
Funds
£
-
-
359,694
-
359,694
Restricted
Funds
£
-
-
284,755
-		 Endowment
Funds
£
1,841,777
-
-
-
1,841,777
Endowment
Funds
£
1,926,108
-
-
-		 Total
Funds
£
4,846,369
2,549,285
1,288,704
(353,359)
8,330,999
Total
Funds
£
4,536,276
2,741,849
590,062
(210,911)
5,446,413 284,755 1,926,108 7,657,276
31 August
2025
£
38,695
125,673		 31 August
2024
£
13,610
45,215

Operating lease payments recognised as an expense were £26,152 (2023-24: £3,690)

During the period, Trustees donated £6 towards the school (2024: £nil)

At the year end, the charity had entered into contractual commitments for capital expenditure totalling £88,953 (2023-24: £Nil).

DEED OF CHARGES

There are three deeds of charges affecting 1-3 Stone Barn, The Orpheus Centre and workshops 1-3 The Green Barn, North Park Farm, Godstone (The Property) each dated 20 April 2017. Under the deeds, the charges are collectively entitled to 50% of the "Net Development value", which is payable should planning permission be granted to develop the property (in whole or part). As the trust has no intention of selling the property, it is not necessary to include a contingent liability within the financial statements.

As the payment is due whenever planning permission is obtained, these deeds will need to be taken into account in any development of the land effected.

18

55

The Orpheus Centre Trust Notes to the Financial Statements for the year ended 31 August 2025

19 COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES

Donations and grants
Charitable activities
Other trading activities
Investments
Total income
Raising funds
Charitable activities
Total expenditure
Net income before gains on investments
Net gains/(losses) on investments
Net income
Transfers between funds
Net movement in funds for the year
Reconciliation of funds
Funds brought forward
Funds carried forward
Income and endowments from:
Expenditure on:		 Unrestricted
Funds
£
417,030
2,790,336
109,157
6,349
3,322,872
545,988
2,579,994
3,125,982
196,890
275,970
472,860
84,331
557,191
4,889,222
5,446,413		 Restricted
Funds
£
130,756
910,971
-
-
1,041,727
-
1,175,397
1,175,397
(133,670)
-
(133,670)
-
(133,670)
418,425
284,755		 Endowment
Fund
£
-
-
-
-
-
-
-
-
-
-
-
(84,331)
(84,331)
2,010,439
1,926,108		 Year ended 31
August 2024
£
547,786
3,701,307
109,157
6,349
4,364,599
545,988
3,755,391
4,301,379
63,220
275,970
339,190
-
339,190
7,318,086
7,657,276

56 Trustee and Accounts Report 2024-25

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The Orpheus Centre Trust Registered Charity No: 1105213 Companies House No: 05089501 North Park Lane Godstone Surrey RH9 8ND