Orchard Hill College Annual Report and Financial Statements 31 July 2024 Charty Registrab"on Number 1144922 Company Registratvi Number 07586715 {England aNJ Wales) 111 •ADUJ6TOR' 18K1112025 COMP￿lEs FIIXJSE #114 Contents Reports Reference and administratNe infomiation Trustees. report Independent audr¢orfs report 20 Ac¢ounts Statement of finar￿181 activit*s 24 Bakince sheet 25 Statement of cash ficN 26 Principal xcounling polKie5 28 Notes to the accounts 33 Relerence and administrntiwe Inforniatlon 31 Juty 2024 Membw5 John Brcmn Darren CoghLan Roger Mills Tntste•slDlrKto Peter Lauener (Chairl Rama Venehard {v￿e Chairl John Prior (CEO) Simon Fryer Angela O'Hara (Wice Chair. appointed 01.09.231 Christian Jennings IresNJned 04.03 20241 David Dangana {appoinled 01.09.23} Tim Borrie lapw)inled 01.09.231 Douglas Glenday lappoinled 01.09.2024) Kim Caplin {appoinled 01.09.20241 Prfnclpal office Copthall Htyjse 9 The pa¥￿Ent Grove Road Sutton Surrey SM1 10A Telephone 0345 402 0453 Website WWW.OTchaidhill.x.uk Executive Senior Leadetship Team CEO Ch￿f Finance Officer Chief Operaling Offi￿r Depuiy CEO Principal Executive Director of Developffenl Executive Director of Qualty & Standard5 John Prior Corrina Jenkins Lbyd Hankin lapwinted 05 02.20241 Laurie Comwell Kelty Phillips Lynn Barratt Julia ja￿ {appoinled 01.09.23) Company Registration Number 07586715 (England and Wales) Orchard Fhll Coliege 1 Referen￿ and adminlstrallve Infornmtion 31 Juty 2024 External Auditor Buzzacott LLP 130 wC￿d Street London EC2V 6DL Irrternal Auditor TIA4 Ltd (until 09.09.24) ArtIl￿ry House Fort Fareham Newgate Lane Fareham P014 1AH MHA (appointed 01.12.24) 2 London W￿1 Ba￿lean Lon¢Jon EC2Y SAU Bankers Lkjyds Bank PIC 49153 Hyh Street Sutton Suffey SM1 1DT Solicitovs Veale Wasborough Vrlards Orchard Court Orchard Lane Bristol BS151•IS Orchard Hill College 2 Tn￿te09. report {in¢luding Strategic Report) 31 Juty 2024 The Trustees presenttheir slalulory reFrt)rt logelherwrih the finar￿la1 statements of OrGhard Hiu College I'OHC, Of'the College'} for the year ended 31 Juty 2024. The report has been prepared in accordance wrth Part 8 of the Charities Act 2011 and it is also the report of the directors for the purposes of the Companies Ad 20C6. The financial 51alernents have been prepared in accordance wrth the accounting policies set out on pages 28 10 32 and compty with Accounting and Reporting by CharIt￿s.. Ststement of Recommended Pra¢li¢e applicable lo chanties preparing their at￿nts in accordance with the Financial Reporting Standard applicable in the Unrted Kingdom and Rep￿1￿ of Ireland (FRS 102). It should be noted that the Directors of Orchard Hill College are the Trustees arKI as s￿h both lem$ are used interchangeably throughout this reFKIrt. OBJECTIVES AND ACTivmES Orchard Hill College is an outstanding S￿l811st college cc*nmiit&J to offering sccial and V￿allonal opportunities for students in the heart of their communities. Our vision Stalen￿nt ts 'Building Futures. Changing Lives. arKI this commitment irrform5 everything we do. Our provisK)n is open lo St￿lents overthe age of 16 with a wde raThJe of additional needs. All sludents are irLdivKlual, and each programme is as unique as they are. Operating out of nine main centres and additional satellf(e provisKJn across London and Surrey. our progiammes are designed lo support and empthver each sludenl lo xhieve their a5piratKJns and goals. whiL8t developing skills to prepare them for adulthood. Alongsk* this. we work closety wrth frdmilies. Ic￿1 ￿thOrItIes, community stskeholders and other ex1emal partneTS in order lo broker stroThJ communty partnerships that wll support our students lo build meaningfvl and fulfilling lives. As a charity, our objects are lo advance education, training. vcr*ional and 0￿Upa11onal ¢)pportunit￿$ for the benefit of the publ￿ in the following ways". promoting and widening participatm￿ in educalion. trainin9. v￿allonal and ￿CupatiOnal opportunities, particularty for studen15 with compWprofoun(Vsevere learning drffiCutt￿S andlor disabililies and those who have been prewou5ty exduded from such opportuniiies and supporting praclitionets who work wrth such students" improving the quality of education. training. work placements and employment prospects. particularly for students Wrth comple￿rofOundtseVeTe ￿MIng drfficutties andlor disabilities and those have not previou5W been equilabty represented in such opportunrties and supporting prac11t￿nerS who WO￿ wrth such students; recognising progress in all forms.. promoting and improving access lo edu&*ion, training. work and employment opportunitses. thrcugh the develownenl and prjynob.on of resources. provision. organisalions and systems,. and any other activity in its own work or woth with others not covered by the above Wh￿h, in the view of the Trustees, directty enharKes the charbty's activities and objeclNes. Orchard Hill College 3 Trustees, report lincludlng Strntegic Report) 31 JUPY 2024 ACHIEVEMENTS AND PERFORMANCE Publlc benefit In fomiulating the Col*'s aims and in planning its activitses. the Trust88s confirm that they have had due regafd lo the gerwal guidance published by the Charty Commission on publ￿ benefrt. Orchard Hill College is an outstsnding eol*e arKI cMkn"nues to be 50. The College provides excepti)nal OppOrtunrt￿ for I￿n1￿j and meeting the needs and aspirations of its students. OHC works closely wrth its many communrties arKI commissKJners, including 27 local authorrties, lo ensure that it is always responsive to increased student demand which is grcviing year on year. Specialist cenlres are si18d in Cambenvell, Kingston, Wandsworth, Carsharton. Sutton and Hillingdon. OHC is an Independent Specialist College listed in seCt￿n 41 of the Chiklren and Farnih"es Act 2014 and also delivers work-rekted training through a GLA IAEBI funding grant as well as appienticeship delivery. The College delivers hNJhty ￿garded Diploma in EduCat￿n & Training ISEND palhwayl. validated by Canterbury Christchurch College University. The College is listed on the Apprenticeship Provider and Assessment Regtster. Student perfommnce and achievements Across all courses and cent￿, the qualty of e(luCat￿n students receive continues lo be outstanding. Typically, 82% of leaching was at kasl G(￿d or better during 202>24. The overall effectiveness of leaching is qualty assured using the Teacher Evaluatson Schedule ITESI. OHC students help lo design their programmes lo &hieve 11)eir aspirat￿n$ and goals. whilst developing their skills and tslenls to become more iThJeFendent in Ih*r lives in the futu￿. The College is a busy, diverse and vibrant place lo work and study. WTih a high focus on vLt*ional progrnmmes together with being part of the bcal communities it serve5. The College continues to hold Malrix Stsndard accreditation wh￿h affirns the many areas of outslandirvJ practice. partieulaty in relat￿rt to careets edueakn"on. informab"on. advice and guidance {CEIAG). The majority of Students attend a full-time course. There are types of cOu￿e offerings." • Foundation Skills for Lrfe. a s￿laI&s1 post-19 progranrne for studenls with ￿mpleX, profound. and severe learning drfficutties arbyor disabilrties. and.. Skills for Work and Livirrfj. for sludents with an a$pIr*￿n or hJgntif*d oulccwne in employment. Both coutses have four study programmes which are reLqted to Preparth"on for Adullhood ouleomes lempbyment, indeperKlent living. gcod heamh arKI fn.ends and relalKJnshrps in the community) and lead to individualised deslinatKJns in work, li￿n9 and the community. The College also offers a range of work-related leaming courses. The Workstart programrne surte comprises Supported Internship5, Traineeships. inclusive Apprent￿eships. Prciect Search. Palhway to Empk)yment and Preparation for Employment. These programmes provide opportunitw for students to gain relevant employability qualrfications and wor* experience and to define thar working ambitions for the fulure. They also give students. where appropriate. the opportunrty lo toward5 achieving Funciional Skills qualrficatKJns in English and maths. The courses are open lo students who have expenenced barriets to leaming, including young peop￿ who afe not in educati￿, employff*nl or training (NEET) as well as students with a leaming dIff￿ulty or disability. A sKJnthcant ￿hort of the students also have complex behaviours of concems aligned to thwr (lisa￿'111*s. Orchard Hill College 4 Trustoes. roport (including Strategic Report) 31 Juty 2024 ACHIEVEMENTS AND PERFORMANCE (continued} OHC is the education provKler for the Prciect Search inrtkqtive in Hillingdon {working wrth the Local Authorsty and Hillingdon Aulistr"c Care and Support), Sutton {working ￿th the Local Authorrty and Sutton and St HelEr Hospital) and Lambelh (working with the Lccal Authon"ty and Unty Works). Project Search is a partnership project ddiwng ￿e-year supp)rte(l intemships with Ihe awn of securing paKI employment for participants. Overall student number5 increased from 408 in 2022-23to 476 in 2023-24. Overall retention was 97.4%. small decrease from 98.5% in 2022-23. 281 students were enrolled on the Foundation Skills for Lrfe and Skills for Work and Living courses, marginal increase on the pre￿0￿$ yearfs figure of 279. All achieved an outcome relevant lo their Indiv￿lu81 EHCP rangFng from employment. independent Imng. gc24, progressed to empbymenl and 8% progresse(I to adult communty programmes. other perlorn￿nCe and a¢hle¥gments The College has effective links wrth over 80 employe￿ and communty&sed programmes.. these provKfe OLtstanding progression into local SUPp￿ted Ibving schemes. supported employffEnt. inlernships and volunteering and Further Educalion and Adutt Community programmes, as well as enhancing sludenl$' educational and pastoral experien￿ during their time wilh us. The College offers apprenticeship programmes in CUStcrfr￿r Service and SupF4)rting Teaching and Leaming and specialises in inclusive apprenticeships. The apprenticeship prc•3ramme was inspecled by Otsted for the first lime in November 2019 and wasjudged as Good. Our robust intemal assessment. that includes the judicious use of ofsted-trained extemal verifers. evmlences that the programme continues to be Good. Apprentices continue to make gcbJd prcsTess arKI take on rnore respon5ibililies in the workplace. Of the 6 apprent￿eS due to complete in the 2023r24 funding year. 5 completed and 1 withdrew, giving an achievement rate 0183%. Two of the five ccffipleted apprenticeships achieved a distinction grade. The Cdlege continues to wn the Duke of Edinburgh Award Scheme and in 2023-24 became the first provider lo sUc￿$ful￿ support St[￿entS with SEND in completing the residential 5eclNJn of their Gol Awards. Following a successful pilot of an accessibility project, in 202>24 OHC extended opportunrties for students with nwe complex medical and behavhjural needs to attend reshdential trips, including a first oveTsea5 trip to Fr￿￿e. Res¥Jentials offer students the opkx)rtunty to try new things. build friendships and resi1￿nCe. further devek>p their Independen￿ and part￿1pate in activities that support mental stimulation and physical wellbeing. These activrtie5 fO￿n part of a comprehensNe extended cu￿￿uluM offer, which also includes holhday prCgrarnff￿s, lenn bme enrKhment a￿NItIeS and the Prince's Trust scheme, a$ well as the col￿e'S inclusive monthty club night. Club House, which was estsblished during the period under di%eussion. The College estate is varEd and geographulty dispersed. and effectwe management 1$ a key Pr￿)rIty. During 2023-24 a comprehensive Eslates Strategy was develot*d aThJ Impl￿nted. Orchard Hill CO1￿ 5 Trustees. report {includlng Strategic Report) 31 Juty 2024 ACHIEVEMENTS AND PERFORMANCE (continued) This included recnjitmenl to several key estates and facilit*s roles.. suitabilrty surveys conducted on tsvo centres {Lomond House and Park Vknv), which have supported ongoing discussions wrth London Borough of Soulhwarf( regarding idenlTfication of a surtable replacement site Lomond House,. preparation of Asset Man4ement Pkns to support ongoing planning in relation to the management of our estate.. and the commissioning of Net Capaaty SuNeys whth took place during the summer break, alongsKle a rdling programme of condthon and suitabilty improvement projects. The Estate5 Strategy will continue lo be rolled oul durtng 2024-25 and beyond. lo ensure OHC students can continue to access high quality leamirvJ cyportunites in a safe and welcomir¥J environment. Safeguarding across the College ￿ntinUeS lo be outstanding. underpinned by a robust set of policie5. procedu￿5 and training for all staff, which are infomRd by the SEND4peciali8t knOw￿dge of OHC leaders and practitioners. All staff recewe training as part of their annual safeguarding update as well as kspoke training and ￿fresher$ throughout the year. The College Oessgnaled Safeguarding Lead {DSL) oversees a team of Safeguwding and Mentsl Heatth Leads acrw the College who provide appropriate interventions and support as well as supporting the development of OHC'S student safe9uarding amba5sador5. All DSLS arvj SLT receive extemal clinul supervision, alkxing for more ethical and objecbve Inte￿ent￿n5. The DSL work5 cbsefy with OHC8AT5 Director of Safeguarding & Wellbeing and part￿IpaleS in the crosS￿organiSa￿Dnal DSLS, nefv￿rk alongsKle OHCAT DSLS. This has continued lo be a rth source of knowledge exchange arKI rescmjrce sharing Ihroughcmth 202>24, enabling a consistent and wden led response to currenl safeguardir¥J issue5. a5 well as greater Iriangulalion of Compliance requirements. Through delivery of a bespoke curriculum including relationships, sex and health education. e-safety and Brilish values. students leam hcw lo safeguard Ihemsefves and how to apply this knowledge in a variety of settirys. partulady fr¢usiThJ on contextual safeguardirvJ in their local communities. The College conts.nues rts Joumey lo b￿l￿ne Trauma and Mental Health infom*d. In line with the College's commitment to improving student support and wellbeing, OHC behavioural and pastoral leads have collaboraled closety wf(h ￿nSUltants in Positive BehavKJur Support IPBS} and Tiauma-lnformed practices lo create a bespoke fraft￿Ork tsilored to the College's needs. Recc*Jnising the significant crossover between PBS and TrauMa-InfoM￿ approxhes. OHC merged both areas into a unique model that addresses students, behavroural and effotional needs holtsti￿1ty. OHC'S work concluded in the presentation of this bespcthe frankwork al natK)nal conferences including Natspec. and inteMatK)na1￿ at BILD'S PBS Conference, whwe we shared our findings and Ihe impxt of the model on sludenl OLrtcomes. OHC also develw comprehensive training prc*3rammes and roll-out schedules for all col￿ge staff. including Central Teams, ensuring the framework was embedded across all levels of the organisation. This training has f05tered a greater Understanding of trauma and mental healih. equipping staff with the skills lo provKle pro&ts've, Compassionate supw)rt and improve ¢)verall student wellbeing. OHC has SO trained Mental Health First ￿"derS vrithin the slaff team. who augment this team approach through their work with staff and students. Inlemalty a superwsKtrn struclure Is in place lo support staff working with $￿ifiC student groups. such as the PMLD eohort. or students who display behaviours of concem. Staff feedbad( on these seSS￿n5 is overwhelmingly posrtNe wrth staff eommenling 'lt fert safe to talk openly in a specfft and C￿￿dentIal sp￿.and "The meetings have given me time lo ￿nec1 on my own p￿Cl￿ anil undersland wheTr I need to upskdl aNI fvrtlyerpK4JTrss in level I tea¢h.- Orchard Hill College 6 Trustees. report {including Sirat8gic Report) 31 Juty 2024 ACHIEVEMENTS ANO PERFORMANCE {continued) The Senior Mental Health Lead providing these intemal se5$￿n$ is a qualthed theiapist and will complete an accredited sU￿r￿lS1On course in 2024-25 to continue to develop this practti and ensure staff are approprialety supported to work with students wrth varied needs. Other notable achievements this ye8r included a Who￿ Organi&it￿nal move to eloud-based working, improving information secur.ty aThJ enabling lY￿e agile c(pworking across mulliple sites and teams. Migrat￿n of data frrxn Colkge data centres to the cloud. a full tT equipment ￿fresh and ￿mPrehens￿e training and support for all staff was planned and implemented across the year. OHC formed a new partnership with the Legxy Youth Prgect in Croydon. wh￿h has sKJnrfi¢anlly enhanced the College's Vc￿￿￿)nal cutttulum offer. This collaboration has eftab￿ the College to introduce a broader range of eoutses, including Frt)dcasting and radKJ bro&Jcasting, customer services. and frtness and gym instructor training, providing students with more diverse and practical career pathways_ The College also continued lo run parenvcarer workshops on relevant subje¢ls including trauma-infomied pra￿l¢e. ￿gaI processes and procedu￿$ rekqting to vulnerable peopbe. and finanual support. These workshops were suppyted by a full range of professionals from supported housing and employment, specialist disability or9￿￿￿atIonS and Ir￿al community $ch￿les. providing opportunities for extending lrfe and leaming skills. OHC has a comprehensNe and highty effectNety Continuing Professional Develcfjmenl {CPD) programrne in place lo ensu￿ that stsff receive high quality training and development pertinent to their job role and to support succession planning. New starters undertake a rigorous tVdO-week induction covering key Compl￿nce a￿a$ sueh as safeguarding, Positive BehavKJur Support IPBSI and Team Teach, manual handling and IherapeutK approxhes lo underpin cufficulum delivery. whth must be completed before they are cleared lo work with students. All stsff undert*e regular training and refreshers on these Subjects thereafter. as well as a range of specialist CPD focused on best practice within SEND. As a result, the qualty of educatK)n students ￿e5Ve at Orchard Hill College is typicalty oulslanding. Across the College and on all cOu￿e5. during 202>24 82% of teaching wa5 never less than gocd and outstanding over time. Where leaching is less than gcK)d. kdurers benefit from a bespoke Coaching and n*ntoring supFort package which ir￿ludeS peer, leadership and mullidi5ciplinary interventions. This str*egy ensures staff have every opportunity to improve their PTaclice further in Order lo ensure the best outcomes for students. Alongs￿e regular INSET days, OHC runs a full Training Week in October haw term and an annual Development Planning Day for all Staff. OHC Training Week took Pl￿ on 1&20 Odober 2023. with staff accessing indNidualised training progr*nms spanning CCNDpliance m*ters and specialism focused content. Devek)pmenl PLanning Day was hdd at Kingston UnTversty on 26April 2024, with a keynote from an exlefnal speaker on confiden¢e-buikJing and self4¢fvocacy alongside OHC and wider Trust updates, strategic discussions and team building exercrses. The College deltvers the Dipl¢)ma in Edueation & Training {DEf) SEND specialist pathway. validated by Canterbury Christ Church Universty ICCCUI. which offers staff a rO￿e into qualffied Further Education IFEI teaching and a ckar career pr(gress￿n pathway wrthin the organisation. During 2023- 24. 10 new traineesjoined in Year 1. including 2 extemal candidates alongside 5 OHC and 3 Tru51 staff, and all 13 existing trainees progressed lo Year 2 of the course. In additi'on. 7 DET trainees from other partner ¢¢Jleges look up Ihe spwalisl pathway, er￿bling OHC lo further disseminate SEND best practice to organisations including South Thames College. Meadowfièld School and Nhdo Volans Lambeth. Orchard Hill College 7 Trustees, report {including Strategic Report) 31 Juty 2024 ACHIEVEMENTS AND PERFORMANCE (continued) OHC continues lo work Closely wilh CCCU in a wider partnefship capacty, induding the fevalidatN)n duriThJ 2023-24 of the DET prc4Jramme in line with the revis&J qualrficalion framework launched by the Education & Training Foundation IEfF). The revised qualrfulion will launch from September 2024 as the Certrficate in E(lueat￿)n {Further Education & Skills). OHC offers Level 1 arKI 2 Funth"cffial Skills in fflath5 arKI Engl￿h for all staff memb&rs who do not yet h￿d such qualificatKJns. During 2023-24. the College delivered Level 1 and 2 Functional Skills English and m*hs courses to S￿￿ from OHC and OHCAT. Leaders and managers have an indwidualised CPD programme, including re￿an1 higher level leadership qUalffiCat￿ln$. Two members of the Col*e Senior Le*krship Team have compleled Level 7 leadership quaIrf￿li0nS with distinction. The Principal and SLT continue to make a regional and nalKsnal contribution to government and advisory grwps, influencing policy for the benefit of all students and Ihe *Mder wnmunty. The College Principal is the Direclor for the London Reg¢on of Natspec and a representatNe for SEND on the Associalion of Colleges IAOCI regional committee. The College Senior Le&Jership Team are regular asked to speak wuiady at regional and nats.onal eonferenees and empknyer events. During 2023-24. members of the Col￿ge SLT were represented on nalK)nal, regtonal and I￿al bodies including.. + The PBS Alliance Natb)nd Steering group and Schools and Colleges Communrty of Practice + Aoc's Prevent Pik)t Bc48rd. Aoc's srrfxts inclusion hub and the Sutton Local Safeguarding Board. + South and West London Career5 Hths • Prevent Forum for LorKJon + Leaming Disabilty netwoth. Sch(Mls and Colege Netwcrfk forthewy discplines + South London Lead Speech & Language Therapy (SALT). Occwional Therapy IOT), Physical Therapy IPT). Cc4Jnrtive Anatytic Thwapy (CAT) speckqlist groups • South London National Back Exchange forum • Health Education Ne￿Ork for Ct>ProductM)n (HENC(pl • SEND empbymenl forums Supported intemshy forums • Govermrs of SEND s¢￿?(￿$ The wider OHC8Af team also irtludes current and former badged Otsted inspectors for both schools aTrJ further education. Orchard Hill College Sponso￿ Orchard Hill College Academy Trust. whth sur(￿rtS the development arhj delivery of high-qualty educalional provi5KJn forsehool-age ehildren and young peop￿ wrth SEND. The symbiotr rdalionship beknn Colkge and Trust promotes cnllaboratNe working and enables the exchange of best practKg and s￿la11$1 knowledge wh￿h enithes and strengthens the student and staff experience on both sides. as well as smwthing transrtions for students moving from seh¢)ol lo college. Orchard Hill College 8 Tn￿teas. report Ilncluding Strategic Report) 31 Juty 2024 FINANCIAL REVIEW Results for the year A summary of the results for the year can be found on p4e 25 of the fina￿la1 ststements. Income for the year tOtal￿d £19.334,000 {2023.. £17.374.OCK)l. The major part of thss incorne is in relation lo core grants from the Education and Skills Funding Agency {ESFAI of £5.761,00012023". £5,651,0C￿j. and funding from Local Authoiiiies for educational contracts of £12.898.000 12023". £11.259.C(101. Expendrtyre for the year, which principalfy rdated to the provisvJn of edu¢abon, total￿ £19.090.000 12023. £18,493.0001. The nel surplus for the year ended 31 Juty 2024 as Shtrwn on the ststement of financial activities was £244.O￿12023.. nel loss of £1,119,0(KSl. Excluding the pensKJn current seNice cost and interest cost adjustrnenls in relation lo the Local GoVern￿nI Pension Scheme ILGPS) required by FRS 102 of £145.0￿ credit {2023.. £672,0￿ debTI), the net position would be a Surplus of £99.COj12￿23.. def￿11 of £447,0￿1. Financial posltion and reseThes policy As at 31 July 2024. the balance sheet i￿￿Jded net assets totslling £8.026.000 {2023: net as$ets of £6.478,OCQ). This 1$ comprised of: • The Tangibse Fixed Assets fund of £4.690.(XIO12023.. £3.981.OCQ). This represents the nel bcyjk value of the Colkge's langible fLxed assets net of any assocwted lease obligations 8nd has been separated on the bal9n￿ sheel in recognrtwjn of the fact that these assets are essential to the day-lo-day opefalion of the College. arKI the value of the assets can therefore not be considered as realisable. • The PenS￿n ReseNe fund of £1.038.OCM) defiut12023." £2.433.OCK) deficrtl. This fund reflects the College's share olthe nel liability in respect of the Local Govemment Pension Scheme. This fund has been separated on the College's balance sheet in order lo dislingutsh the liabilty from the operat￿nal liabilrties which form part of the College's wothing captsl. • The Unrestricted General fund of £4,370,000 (2023". £4,909,LX)01 are funds whth are not represented by the tangible fixed assets fund. the pension reserve fund. restrtcted, 01 otheFWbse designated, and are in effect the Col*e's free reserves which are immediately available for general charrtakAe use. • Reslricteil fvnds of £4,000 (2023.. £21,(rt)O} representing ESFA fundirrfJ carried fop•vard. Maintaining an appropriate kvel of ffinanoal r8serves is consKlered es5enb.al in protecting the charity from financial risk generated by. for exarnp￿= • Income reduct￿n due lo Govern￿nI fvnding changes: • Unexpected falL8 in student numbers.. • Cash Ilow issues due lo ddays in rteeipt of funding". a￿1 • Emergencies. 0￿hard Hill College 9 Trusteos. rnport Ilncluding Strategic Report) 31 July 2024 FINANCIAL REVIEW (continued) Financial position and reserves policy In general. it is consmdered prudent to maintain a level of usable resetves suffictent lo cover unexpected and unplanned events so that the indivKlual College's primary obieclNe is presewl. Al the same time, the College wishes to ensure thal it LBes its funding to benefft the students in its care which implies an imperative lo consider activety the use of reseryes to enharKe edLKatb3nal prowstin. The Board of Trustees monitt)rs levels of reseryes in financial reports prowded by the Ch￿f Finance Officer. Trustees I￿k lo ensure that a prudent level of reseNes ts maintained, bearing in mind the recurrent spending needs to ensvre qualty provision. In deciding the level of reseNes, Tfustees take into &counl the f￿￿￿¥iT￿J". • One month's salary bill.. • The College's annual WeL • The need for any large proiecl spends such as fxilities developmenl or buihJing condition needs., Any uncertainty, turbulence c* expected reductNJn in fundirvJ arrangernents. including the level of Iransilional protection within Ihe College fvnding and rts expiry date,. and • AntI￿pated fvnding over the next three years. As a pwdent measure. the College will aim for belween 45 and 60 consecub.ve days of free reseThes based on annual expenditure beloie depreck?ts'on and pens*)n adjustments. During the year. the College athieved free reseNes of 85 days based on unrestricted fvnd balance at 31 July 2(r24 of £4,370,C4)0 12023." 99 days totslling £4,909,OCQI, and cash lincluding short-lem deposits) of 119 days of£6.086,000 (2023.. 137 day5 totslling £6.780,000). These eoverthe operational expenditure and the LGPS current seThice and interest eosts. General reserwes will support the next phase of investment in the College premises. including investment of £500,OW in new College centres in Sutton. Furthermore. £195,000 has teen alc&ited for LGPS defKrt repa￿EntS due belween August 2024 and Juty 2026. Fundraising The College accesse5 funds for specthc projects that will benefft existing and future students where funds for these projects cannot be accessed via exislin9 channeL8 i.e. government education funding. The College will access fvnds for prc¥ects thal wll provKle opw)rtunities and enhance the leaming experi8nce and environment for students. The cc*J8 of fvndratsing practice 1$ fdlcwed ndr in ulator.o The Colkge does not U$8 con¥n￿la1 organi￿￿On$ lo support ts fundraising xtNibes. There were no mplainls concerning the Col*e's fundrai8ing ¥tivities during the year. Orchard Hill College 10 Trustees. report (Including Strategic Report) 31 Juty 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT Constitution The College is an independent CharItsb￿ company. Its primary govemance document 15 the Articles of Association. As a charity and company limrted by guarantee. Orchard Hll COl￿e is governed by a Board ofDirettors (also referred lo as Trustees} who are responsible for. and oversee, the management and administralKJn of the Col￿e. The Trustee5 have overall reS￿sibIlrtY and ultimate decIS￿n-makin9 authority for all the wor1( of the Cdlege. Th6 is largely eXer￿Sed through Strateg￿ planning and the setting of polry. It is managed through business planning. monitoring of bLtdgets, performance managemenL the setting of standards arwj the impIeff*ntat￿)n of qualty management pr(￿esses. The Trustees deleg*e certain reSpOn￿bI1rt￿s to the Executive Senior Leadership Team (ESLT) which includes the CEO, College Principal. Deputy CEO. the ch￿ Fina￿ Officer. the Chief Oper*ing Officer, the Executive Director of Developrnent and the Executive Director of Quality & Standards. The seryices of ESLT (excluding the College Principal) are prOV￿ed lo the College by OHCAT as part of the core service charge level agreement. The CO1￿ Board also delegated some go¥eman￿ respOnsi￿"1￿e5 lo a kxal Col* committee. whose responsibilty was monitoring the College's perfomiance, supporting the Principal and the Senior Leadership Team. and ensuring Commun￿￿￿ of Ihe College's needs and priorities to the College board. The local committee focused on the College's SP￿￿¢ Context whibe aligning with the broader policies and strategies set by the Board. The Col*e receives governance services from the OHCAT Govemance team. led by the Head of Govemance. an experienced Governan￿ profr5sional. Oryanisational structure Orchard Hill College has three Members. to whom the Board of Trustees report via the AGM15ee page 1 for details}. Orchard Hill College established arKI sponsored Orchard Hill College Academy Trust in 2013. The College and the Trust are independent legal enlrties that collaborate closely together. working for the benefrt of students and pupils in kKal corrrfnunitres. Tcgether they are krKMn as Orchard Hill College and Academy Tiust IOHC&AT). This year the C(Alege Board aclivety recruited new members wrth a broad range of expertise. including finance, estates. audrt and educabon, whilst also prioritising i￿reasing diverse backgrounds and perspectives. This has enhanced the Board's ability lo make welkrounded decisirjns and better refiect the communty r( serves by enhan￿ng Tnjstee discussions on rtsjoint Board and committees. The Board meets once a lem and ddegates specffj￿ reSponS￿lI1t1es lo a range of cc¥nmittees. which include rinance and resources." audit and risk," quality. standards and safeguarding. This year the B¢)ard also established a People Comrnrttee focused on devek)ping more Frf)siINe arKI supportive work environments lo en*le employees lo thrNe and contribuie effectNely lo OHC&ATs SLKce&s. All Trustees hold a specffic portfcAio hohjer role, which enabbes them lo work el)seW with key senior sL3ff, ensurin9 alignment with broader str*egy arKI an in deplh understsnding of pro9Te5s and outcomes. During 2023-24. intemal audrt focused caprtal projects. business continuity, financial planning. monthly financial cbsethmn and fvndratsing. Orchard Hill College 11 Trustees. report lincludlng Strateglc Report) 31 Juty 2024 STRUCTURE. GOVERNANCE AND MANAGEMENT {￿￿tInu&￿) Following a granular review of the govemartt structure and Trustees. skills and exper￿nCeS, College Trustees decmded lo disband the ktal committee and in51ea hold a focussed whole College Board meets'ng once a term, starting in the new year. T￿￿tee5 agre8d thi$ would give greater scrutyny, allowing more kne to delve into Colkge issues. Connected organisations The Col*e, as sponsor. can appoint up to tsvo Trust sponsor rnembe￿ and up to one sponsor Trustee to Orchard Hill College Academy Trust board. The College and Academy Trust work closely together and are responsNe lo the requirerrents of exh other. The aligned Executive Senior Leadership Team IESLT) maintains a close w￿kIng relatKinship with the Colkge Senior Leadership Team. The Academy Trust provides operational support to the College in a number of areas including HR. Governance. Procurement, Finance and Fac11rt￿. Tru$tses The Trustees {Directors) who Se￿ed during the perKd and ￿ to the date of approval of the repjrt are included on page 1. All new Trustees ￿ceIve an induction on appointment. All Members and Trustees have access to GovernorHub. a cornprehensive online governance portal which includes online training and resources. All Members and Twstees have access to a comprehenswe package of online training modules through The Key, the National G0vemanceAsscciat￿n and Educare. all ofwhich offer key comph'ance modules around safeguarding. heatth and safety and equalty and diversty. as well as wider areas of interest. The College also offers bespoke training sessions on request. Addtiionalty. the College and OHCAT jotnlty hokl an annual governors, conference. offeringTruslees across both organisations the chance to lake part in training and development opp(M1uniti'e$ as well as neh¥orking. The annual govemor conference was held on 6th October 2023 with sessKws expk)ring the theme of 'Fostering Collaboiation,. It was well attended and feedback was posit]ve. Key management ￿rsOnnel The Trustees consider the key manajement personnel for the Col* lo inc1￿￿e. • The Trustees. and The Executive Senior Leadership Team: The CEO The Deputy CEO The College Principal The Chief Finance Officer The Chief Operating Officer The Executsve Director of DeVe1cf￿enI The ExecLrtNe thrector for Qualty & Standa￿5 The Executive Senior Le•Jership Team (except for the College Principall all ¢ts their servi¢e$ on Service Level Agreement arrangement OHCAT and are not direct employees of the College. Orchard Hill College 12 Twstees. report (including Stralegic Reportl 31 Juty 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT (continued) The Peop￿ Committee considers Salar￿ for sen•)r post holders ineluding the key m8m8gement personnel of the College and makes recommerKJaltons to the Cdlege Board for approval. The Trustees, except for the CEO who 1$ also a Trustee of the charitable company. dKI not receive any remuneratK)n for their semces to the Colkge in the peric#a of report". as noted above, the CEO is remunerated by Ofchard Hill col￿ge Academy Trust and ts Col* 15 recharged by the Academy Trust for his b.me urKler a Ser¥￿e thl agreement. FUTURE PLANS Orchard Hill College. together wilh Orchard Hill College Academy Trust. operates as a collaboratwe family of specialisl provhders. Our missiefi 1$ lo support. enable and champK)n the laknts, skills and rights of the most complex and vulnerable people in our scciety, in Ofder that we can release their potential. promote their wellbeing and transform their lives. As a communty of leam8rs, families and colleague5 we believe that by wor*ing ￿llabOrat￿?1y, vthh energy and arnbit￿, we can a￿ayS effect posrtwe change. At the core of our ethos is the conwct*?n that there should be rKJ limit placed on whal is possible and that everyone has the abil¢ty lo be Ihe very best they can be. Our learners require and receive a high-qualty blended offer wrthin their local context in order to meet their dffterent need5 arHJ afflbitions. By wothing Ic¥3ether as a family. we can maximi5e the benefits to our pupils and students from having staff, le￿e1$. governan￿ and assockates wf(h extensive expertsse and experience in both the speeial and mainstream sectors, ftom pre-school through to Further Educati￿ {FE). CuNentty. the College offers sp8¢ralist educational prcgrammes for students aged 16 and over in nine main cenlres and addf(K)nal satellite provision in London and Surrey. Provision is organised on a hub rnodel. with College centres and Orchard Hill College Ac*my Trust schods clustered around four hubs.. Sutton and Croydon- OHC V￿l￿nal PrOgresS￿n Centre, OHC Garratt House, OHC Robin Hood Lane, OHC Okl Tth¥n Hall, plus Carew Academy. The Link Sthtr)l and Addington Valley Academy," Northwest LorKlon and Sbugh - OHC Park Vw. I￿vS The PRIOE Academy, The Skills Hub and Arbour Vale School.. Southwest London - OHC Beaconsfidd. OHC Lonv)nd House. OHC Camberwel Road, OHC Vocational Cenlre. plus Dysart School. St Philip's Sch(￿. Bedelsford Sch￿1 arKI Nightingale Communty Academy.. • Surrey and Sussex -Sl Domin￿.$ Schc()l. Gralham Grange School. Branlridge School. Unified Acajemy. The hub model supports eff&live CfOSS-organisational working and best Use of resour￿$ to benefrt every OHC&AT student. The College operate5 in a combination of C￿loCated and ¢ommunity-based cenlres, offering a curriculum closety aligned to the needs of pupils in each hubwho are leaving OHCAT schc*)Is lo attend the College. Each hub develops or fomis partnerships wrth providers to ensLbre that resourced facililEs may be accessed by muM1p￿ OHC&AT provIs￿nS as required. this may include vC¢al￿nal facilities. digital hubs. genericJsFwalist sports facilrties, independent livin9 pr￿tICe suites, as well as continuing professional development opportunrties for staff. Orchard Hill Col*e 13. Trustees, report (including Strategic Report) 31 July 2024 FUTURE PLANS {continued) The devek)prrenl of the hub mc#lel has supported both College and Trusl to offset potential limilations associated with geographical dispersion. By growing thal exCel￿nCe alongside OHCAT academies. the College has teen able to smcKsth transitions for incoming sludenls, provKle additional leaming opportunib.es through shared facilit￿$ and resources, and enabk staff to build networks and share expertise. Each member of the Col*e Senior Leadership Team acts as RegK)nal Lead for a specrfic area orareas. liaising closety with both Col*e centre stsff and OHCATacademies in the hub to ensure that qualty assurance. co￿liance wctesses and respon$Ne Ictaltsed sUp￿rt are robust. The perilxl underdiscussM)n has seen the continuath￿ of a pLAnned shift in fcrus and a further evolLrtion of strategic pr¥)rities. Buikjing on the success of ￿ College and the strong partnership with Orchard Hill College Academy Tru51. the Cdlege strategy is stnthred amund the folk)wing key priorit￿". + Qualty. standards and reputation.. ensuring life-ctiangirvJ outcomes. meaningfvl destinations and quality of lrfe for every young person within the (Kganisabon. through the delivery ol Consistenlly excellent teach¥ig and leaming across a rich and relevant currKulum offer. Inn¢)vation and specialBm.' gro¥wng and devebping the existing weath of specialist knoYAedge within the organisation through the establishment of inlemal and external professional nthorks, robust impxt ffEa5urement proce5se5 that feed into year-on-year slolegK plans. and active engagement in research". Develcpment and growth.. taking an ambitious. jud￿l0uS approach to securing the future of the organisation, through capacty building. maximising finanual probty and efficiency. and the strategic improvement of esL*es.' • System leadership" buikling influence and advocacy. and ensuriThJ complia￿e and accountability, Ihrough a strong organisat￿nal W￿￿Te th* prcrfTr)tes responsbve govemancE and leadership at all • Nurturing talent.. futur&proofing the organisatb)n through a Strateg￿ approach to wruitment and ietenlion, including training and develcsxnenl opwrtunilies and career pathways that enable every staff member lo maximise Ih*r potential wrthin the College aNJ the Trust. In alignment with these SIr*eg￿ prK)rilw. the Colkge's immediate fvture plans include further development of premises to local need and enable an innovative curriculum including vocational opportunilTes. Ong￿ng staff and whole organisalional developnEnt around the specialisms aSs￿lated with the cohort. and the further ¢knlopment of the ICT offer lo support students in and out of College. In order to meet local demand and provKle an enhanc8J St￿nI experience, from Seplember 2025 ihe College will be expanding into Sutton Lrfe Cenlre. absorbing the current provision at OHC Robin Hoc¥J Lane. The new ￿ntre will have space for 72 students who will be able to access a variety of work and vocational opportunities akngsKle exisbng communty facilrtie5. The proposed campus is intended to offer Iccal pathways to loeal young people who M￿h1 benefit from having additional post-16 choKe. As well as classrwm Spa￿ for your¥J people wrth different needs and abilrties, the campLSS would aim lo ensure the provisi¢￿ of a flat for indeFenden14iving practice and a wide range of voCat￿nal workshops. gNing young people Sustainab￿ eryloyability skill$. Orchard Hill College 14 Tru5tee5' report {including Strategic Report) 31 July 2024 FUTURE PLANS (continued) The Col￿ge has also recrurted a established Enriehment and Engagement team wh￿h wll work across regions from September 2024 to further develop OHC'S localised offer and sludenl servtces. Orchard Hill College eonlinues to wcKk wrth A¢hiewng for Children {AfC}. which provides chikI￿n,$ seNice$ in Kingston. and Kingston Council to progress a prrwal for a posl-16 SEND camws. The College inlemsh¥) offer will also be expanding. wth Iwo new progr￿e$ starting in the ￿￿¢vnIng academic year al Lambeth Council and NHS England. Wth these addrtional Supwrted Internship programmes wrthin the southwa￿ the College Can now offer this lrfe-changing opportunty in all its regions of operathjn. This expans￿ further strengthens the Colkge's commrtment lo provKling students with valuable, real-workl work experienee. PRINCIPAL RISKS AND UNCERTA1P￿IEs The Trustees have assessed the mw risks to which the Cdlege ts exposed and have implemented slrale9ies to manage those risks. The folbwing key princples ouuine the College's appwh to risk management and intemal contffjl as set oul in the Risk Man•3ement Pdicy.. The Board of Trustees has wp)n$ibilty for Ove￿eeIng risk management wrthin the College as a who￿. An open and r￿eptiVe approach to sofving Fisk probl￿$ is •Jopted by Ihe Boar(l of Trustegs. The ExeculNe Senior Leadetship Team and the Princpal SUPF4)rt, advise ¢)n and IMp￿rnent policies approved by the Board of Trustees. + The Colkge makes corbservatNe wdent ￿ni￿On and discbsure ofthe financial and r*Jn- financial implulKJns of risks. seTh￿r and middle managers are responsible for ensuring g(K*J rtsk management pract￿ within their desKJnated managed area. • Key risk indulors are 1den1rf￿d and closety rTh)nitored on a wuLqr basis. Principal risks are detailed in the risk Tegister. Wh￿ is ￿vieWed by the Board of Trustees each term. Key risks indude". Quallty The Colkge currently operates nine related but separate centres, with additwal salellile provish whefe n￿eSSary lo meet demaThJ. Ensuring the delp4ery of a transfom)atwe. hwJh qualty of education and pastoral care is the central mission of OHC and crucial to its continued SUC￿$8 and growth. The College's robust quality and prc>jress￿n monrtorin9 frame4vork is fulty ernbedded, enabling a deep understanding at executive level ofeach centre and woth stream's strengths and areas for development to inform largeled improvement iniiialives. underpinn61 by robust quantitative and qualitalive data. Oreh¥d Hill College 115 Trustees. report Ilncluding Stralegic Report) 31 Juty 2024 PRINCIPAL RISKS AND UNCERTAINTIES {contsnu&Jl Compliance The College is geograph￿01￿ dispersed across four ￿lon81 hubs. In additM)n. the College Wofks to an underfying princip￿ of I￿lISM supp)rt6Y by 8 central function. Suth a local and ￿lOn81 focus means that individual centres can k more responsive to the bespoke nature of their context. It also reduces the risk of mieroknm8nagemenl from a ￿ntral funct￿1 that may be less well informed about the local landscape and impose less efficacious Solu1￿)n$. Overarching this •proxh is the Core role thal OHC&AT plays in the monitoring and a$$urance of exh College centre and work stream and in relation to StatUtC￿ policies and pr¢XedU￿$. key stskehdder engagement and the promolion of OHC'S broader mission and vision more W￿dY. The ￿lprC£al risk of this approxh is that on matters of compliance, Iccal Varial￿nS coukl resum in inconsistencies xross the organtsation. Our well-devdoped and est*Jlished risk assessn*nt processes - particukdy. bLrt not exclusively, in relation to safeguarding, financial systems. pK*esses and re￿￿n9, wrutbnent and statutory w11c￿$ - ensure Ihal the College has ¢￿￿prehens￿e execulNe Ove￿19h1 of risk a￿rf any behaviours that may be suwbmal in rela1￿fi to eomplh4nce. and is ab￿ to intervene appropriatety, decisive￿ and in a timety manner. Recruitment Re￿Urtment continues to be a risk forihe college. Whibl sonp provisions have rrL)re challenges due to local andlor cifcumstsnlial reasons, such as Hillingdon and Southwark. all cenlres a￿ experiencing challenges. whieh is eonststenl wrth the natKJnal picture. The cosl-of-living challenges, coupled with hyher rate5 of pay being offered in some other industrie5 {for example relaill. have made it more challenging to recnjrt to ioles at the b)wer end of the pay scales. It is part￿Ularty difficult to attract Learning Support Assislants and other support staff. This a150 applies lo Integrated SeNices for the College (therapy and nursing), as availability of skilled personnel in this sector is diminishing. However, HR have dilKJently supported overseas recrurtmentfor several members of Integrated Services staff and worked with key stakehoklers to implement a reviewed set of lems and condit￿n$ for Integrated Services personnel that benchmath lo the NHS Agenda fof Charrfje. Estatgs Over the past fwe years, the College has seen signfficant grchvth not onty in numbers on roll but also the Wmde range of need and esp￿lalIY over the last few years we have seen an increasing pattern of students presenting with more profound and complex need wh￿h cannot be mel wrthin some of our 8ntres. This is parti¢u¢ady pe￿.nent for students wrthin our VPC and Lornond centres. As an example, $in¢e 2018. Lomond college centre has had to decline provishM for almost half as many Southwark young people as it has accepted, due to I￿k of suitable sp￿e and facililies to meet that demand. The crit￿1 Challenge currently facing the College 15 working wrthin the wn$tTaints thal some of the current buildings have. It has ccry to a pint t*l*re we have a mismatch between some of the accommcrtlation and the demand for more complex student places. To meet the InC￿aSed demand. we do need lo work in partnership wilh kxal aulhrxities to purthase or secure hjng terrn lea5e5 with enough building capacty to offer an innovative curriculum. to enable more young peop￿ to study in their local Orchard Hill College 16 Trustees, report {Ineluding Strateglc Report) 31 Juty 2024 PRINCIPAL RISKS AND UNCERTAINTIES (continued) Infrastructure and capaclty To most effeclivety meet its Strateg￿ aim5 aThY objectives. the CO1￿ requirgs an infrastructure for rts buS￿esS SUPKth seNKes that enables rt to operate in an efftient. coordinated and reliable way. Systems and prccesses a￿ well estsblished, apprcyriatety supported and remain under active review by ESLT and Trustees to ensure that they a￿ effective and frt for purF¥)se. Central support. as well as delivery to students. requires sufficient capacity. in lems of qualty. number of personnel and coherent organisational management to promote exceptional outcomes. As both an outstanding provider and the sponsor of a Mumi Academy TnJsl, the Colkge faces a range of potential challenges to its abilty lo conb"nuou$ty deliver hNJh quality education and related seThices. The Colkge and the Tnjsl have tsken steps lo more closety align themsefves in recent years. wh￿h increases the risk of issues impacting on bcAh organisatK)ns rather than individually. The College has devekjped rctjust success￿￿ planning arrangements. developing Feadership wilhin the organisalhJn and recruits.ng high qualty staff to increase capxty, Whi￿ strengthening Cross-organisabonal support systems Ihal encc41we knowledge sharing and staff supporttargeled al a￿aS of high demand. Internal repo￿.n9 mechanisms have been synchronised acrtss both oiganisations, allcMir¥J senior leaders lo anticipate support needs and act rapidty to mrtigale risk. Over-expanslon Any organisalion that expand5 too rapKIty risks dtmntums in the qualty of provision and financial overstretch, to the detriment of its reputation and qualty. OHC has agreed a Ihiee-year strategy that allows for gr￿¥th while retaining the focus on qualrty, standards and wellbging. The current strategi¢ focus is on growth in numbers of provIs￿nS through building on existing commissK)ning, as well a$ deepening and maturing the College's work so that best prath.ee L8 consolKialed. 8usiness ¢ontinuity Interruptions to typical actmty tan have a watwe *Trpact on the offer provided lo OHC students. In dynamically shrfting national. regional and ktal landscape, threats to normal business conlinuty are complex and mullifaceled. Ihese M￿ht represent a physical threat of Interrupt￿)n such as damage lo premises or lestr￿lOn$ such as those experienced during the pandemic, or a risk of interruption lo crucial Coltege operations through MaI￿lOuS a¢ls e.g. cyber4ttacks, tra￿1 attempts, deliberate data breaches. OHC has a secure ethos. a clearlydefined he￿line mission and wsion. and awell-articulaled and undersloc*J set of values. in additson to effective and ￿spOnSi¥e operational support via OHC&AT Central Teams. These ￿b)ne to support the College lo eontinue to delNef to a high stsndard even if working practices need to be adapled. Our $urte of risk assessment and monitoring support5 a delai understanding of the overall opernbonal pKlure across OHC at any given time. Identrfied threats to business conkn"nuity receive targeted inteNents"on e.9. syst￿ secunty testing. refresher Iraining. Funding The College is Tel￿nt on Govern￿￿nt fiJrKling to support students whose addrtional support needs carry costs Ihat exceed most other fcffits of ongoing fvnding. Variations in the lunding methodok)gy and levels of resource, as well as changes in eligibility criteria and Un￿rtaInty assccialed with major polrtical events, create potenlral risk. OHC engages proactivety with funding bc4ies to raise awareness of the polenlk81 impacl of planned actions and maintains strong wothiThJ relationships with 0￿hard Hill College 17 Trustees, report1Sncluding Strategic Reportl 31 July 2024 PRINCIPAL RISKS AND UNCERTAINTIES Icontinued) Funding (continued) extemal agenC￿S to ensure that prodLKtive diak)gue takes place al local, regb)nal and national level. Thi5 risk is particularly a￿te in the fort￿oMIng academ￿ year and beyond.. as inflatKJn has significantly increased this is directy impath'ng on the cost ofattracting and retaining staff, the P￿urement of goods and services, in part￿vIal energy and the cost of ￿)rr¢fi￿n9 whth would be needed lo support our e$lales Strategy. This. alongside a downward pressure from fina￿lalty challenged Local Authorities via Commissioning All￿nCeS lo redu￿ pricing. wll have a doub￿ effect. Risk management OHC regularty reviews the key risks tr) which its operations are exposed, together with the operating. financial and cOmpl￿nce controls that have been implemented lo mitigate those risks. This year the Truslees reviewed risk management and agreed a framework to be implemented frun next year. Trustee5 agree that there is a fO￿nal ongoing prrKess for idenlfying, evalLtalirg and managing the College's sKJnrficanl risks-, addrtionalty, f&tors are in place that provide the organi$atKJn with the capacity to deal wth issues of problems that occur. for example. an experienced Ewutrve Senior Leadership Te￿7. which can act qU￿kty in response to unexpected e￿)ts through foThvar(I pkqnning, policie5 and insurance ond through hdding appropriate reserves. Risk is monitored specffiCaI￿ by the Audit and Risk Committee. This committee provkles Trustees wrth independent assurances and assistan￿ on their ffinancial p8rfomian¢e r8P)rting responsibilities, risk oversight and management, and system of intemal control. The audl and risk commiliee has been eonsKterably strengthene(I with the additi(￿ of eXp￿n￿l and highly $kilkd Tn￿tee$ who report directty to the Board of Trustees. Orchard Hill COl￿e 18 TTUStees' report lincludlng Strategic Report) 31 Juty 2024 ststement of Trustees. responsibilities The Trustees (who are also Dir￿tOts of Orchard Hill College for the purposes of wpany law) are responsible for preparing the Trustees, report and financial stateffenls in accordance with applicable law and Uni(ed Kingdom Accounting Stsndard$ {Unrted Kingdom Generalty Aeeepted Accounting Practice}.Company law requires the Trustees to prepare financial statements for each finaneLal period which give a true and fair view of the stste of affairs of the Charitab￿ company and of the income and expenditure of the charitable company for that per￿. In preparing these financial statemenls. the Trustees are required to: • selecl surtable accounting poliC￿S and then appty them consi%kntty'. observe the melh¢xl$ and prinaples in Accounting and Reporting by Charities.. Slalemnl of Rewmmended Practice applicable to chanties preparing their ￿OUnt$ in accordance with the Financial Reporting Standard applicable to the United Kingdom and Republ￿ of Ireland IFRS 102},' make judgements and estimates that are reasonab￿ and prudent", * stale whether applicable Unrted Kingdom Accounting Standards have been foll¢yrted. subj'ect to any material departures disdosed and explain&J in the financial sL*emen15." and • prepare the financial statements on the g￿n9 eoneem basis Un￿$S il is inappropriate to presume that the charitable company will continue in Operat￿n. • The Trustees are responsible for keeping proper accounting records that disdose with reaSc*￿ble accuracy al any b'me the finarrial posrtion of the charrtable company and enable them lo ensure th* the financial statements compty with the Compan￿5 Act 2C(6. They are also responsible for safeguarding Ihe assets of the charrtable company and hence for tsking reasonable steps for the prevention and detect*)n of fraud and other irregul*ih"es. Each of the Trustees confinns that". so far as the Trustee is aware. there ts no reknnt audit information of which the charitable company's audrtor is unaware," and • the Trustee has taken all the sleps th* helshe ought to have taken as a Trustee in order to make himselrlherself aware of any relevanl audrt irrformation arKI to establish that the charitable company's auditor is aware of Ihat information. This confirmation is gNen and shtyjky be interpreted in accordarKe with the provisions of s418 of the Companies Act 2￿. The Trustees are responsib￿ for the maintenance and integrity of the cryjrate and financial informatson included on Ihe charitable company's websrte. LegislatkM in the Unrted Kingdom governing the preparation and disseminati￿ of financrdl statements may drffer legislation in other juri￿l¢tIons. Trustees. report. incliKiing Strntegic Report. approved by the Board of Trustees and signed on rts behall P Lauener Trustee Date.. 13 D￿ember 2024 Orchafd Hill College 19 Independent auditofs report to the members of Orchard Hill College Opinlon We have audited the financial statements of Orchard Hill COl￿e (the 'Colbege') for the year ended 31 July 2024 which cornprise the staternent of financial ￿tiVities, the balance sheet, Ihe statement of ￿5h flows, the principal accounting policies. and the notes to the financial slalements. The financial reporting framework that has been ap￿led in their preparation ts applicable law and United Kingdcth Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland. {Unrted ￿ngdorn G8neraUy Accepted Accounting Pract￿). In our opinM?n. the finaneial staternents: give a true arKI fair of the $L￿e of the College's affairs as al 31 ju￿ 2024 and of ils income aThJ expenditure for the year then ended.. hav& been propety prepared in ￿CordanCe with United Kingdom Generalty Accepted Accounting pract￿￿,. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audil in ￿dance wilh Inlemat*)nal Standards on Auditing IUKI IISAS {UK)} and applicable law. Our responsibilities under those standards are further described in the audilorfs responsibilities for the audit of the financial Statements seclion ofour report. Wg are independent of the College in &cordance with the ethical requirements that are re￿Vant to our audit of Ihe financial ststemenls in the UK. Micluding the FRC'S Eth￿1 Standard. and we have fUlfil￿d our other ethKal responsibilities in acc¥)rdance with these requirements. We believe that the audit eviderKe we have oblained is sufficient and appropriate lo provide a ba￿$ our opinion. Conclusions relating to going concem In auditing the financial statements. we have ctMcluded that Ihetrustees. use of the going concern basis of xcounling ill the preparation of the ffifiancial slalements is appropriate. Based on the work we have perfom)ed. we have not identified any malerial uncertainties relating to events or condibons that, individualty or collectNety, may cast sUnrf￿anI doubt on the College's abilty to eontinue as a going coneem for a pernd of at leastlwelve months from when the financial ststements are authorised for issue. Our responsibilrties and the responsibilities of the truslees wih respect to going concem arg described in the relevant sections of this report. Other information The other inforrnalion comprises the infomiatK)n included in the annual report and financial slalemenls other than the fina￿la7 statements and our a￿1￿0￿$ report Ihereon. The trustees are responsible for the other infomiation contained wrthin the annual rep)rt and financial slalements. Our cpinion on the financial statements does not cover the olhei infomation and. except to the exlent othethfise explicitly sL*ed in our report. we do not express any form of assuran￿ conclusion thereon. Our responsibility 1$ lo read the other informalion and. in doing so. consider whether the other infomialion is materialty inconsistent wilh the financral slalemenls or our knowledge obtained in the course of the audrt or othenvise appea￿ lo be materialty misstated. If we ￿entIfy such material Orchard Hill College 20 Trustees. report (including Strategic Report} 31 July 2024 inconsistencies or apparent material misslalements. we are required to determine vthether this gives rise lo a malerial misstatement in the financial statwnenls Ihemsefves. If, based on the work we have perfom)ed, we condude that there is a malertal misstatement of thts other inf0M￿l￿)n. we are required lo ￿pOrt that fact. We have nothing lo report in this regard. Oplnlons on other mattws prescribed by the Cornpanies Act 2006 In our opin￿. based on the w￿k undertaken in the course of the audit.. the infom)alion given in the trustees, report. wh￿h is also the directors. rewrt for the purpose5 of company law, for the financial year for which the financral slalements are prepared is consistent wilh the financial statement5', and the tru$lees' rewt. which is also the dir&tots' report for the purposes of company law, has been prepared in a¢cordarKe wiéh applicable ￿81 requirements. Matters on which we are required to report by exception In the IHJhl of the kn¢xledge and understanding of the College and its environment obtained in the course of the audit. we have not KIentIf￿ material rnisStaterrEnts in the trustees, report including the Strateg￿ report. We have nothing to reFQrt in respeet of the foll￿1n9 mattels in relatson to which the Companies Act 2006 requires us to report to you rf. in our O￿n10n.. adequ*e accounting records have not been keptr, or the financial slalements are not in agreement wrth the ace4Junting records and retums,. or certain disclosures of trustees. r￿TruneratIon speCffj￿d by la¥ are not rnade". or we have not recewed all the infomialion and explanat￿nS we require for our audit., or the liuslees We￿ not entitled to prepare the ffinancial statements in accordance wrth the small eompanies regime. Responslbllities of Trustees In the light of the knowledge and understanding of Ihe Conege and its envwonment obtained in the course of the audit, we have not idenlifEd material misslatemenls in the trustees, report including the strategic report. We have rKJthing lo reFOrt in resFect of the following matters in rektion to which the Companies Act 2006 requires us to report to ycmj rf. in our opinion" adequate accounting records have not been kept.. or the financial statements are not in agreement wrth the accounting records and retums. or certain disclosures of trustees, remuner*ion specrfEd by law are not made,. or we have not received all the inf0mial￿ and eXPlanat￿n$ we require for our audrt. Auditorfs responsibilities for the audit of the financlal statements Our obieclive5 are to obtain reasonable assurance atÉJut whether the financial slalemenls as a whole are free from materral misstatement, whether due to fraud or error, and to issue an a￿jito1$ ￿p)rt that includes our opinKJn. Reasonable assurance is a htgh level of assurance. but is not a guarantee that an audit conducted in accordancewith ISAS (UK) will abways delect a material misstalemenl when rt exists. Misslalements can afise from fraLKI or e￿or and are eonsidered material rf. indivvjually or in the aggregate, they could reasonabty be expected lo inlluence the econom￿ decisDns of users taken on the basts of these financwl st*ements. hard Hill College 21 Trustees. report {including Stratsgic Report) 31 July 2024 Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design pr<)cedures in line with our responsibilities, oullined above. to delect material misslalements in resp￿1 of irregularities. including fraud. The extent to which our prc¢eduRs are capable of detecting irregularities. including detsikd below: Our apP￿h lo Klenlrfying and assessing the risks of matenal misslatemenl in respect of irregularrties, including fraud and ncxi)Ilectively had the appropriate competence, capabiif(w and skills to Mlenlrfy or reccgnise non-eompliance wrth appl￿ble laws antl ￿9￿latIons., we baenlifEd the law5 and regulations applKable to the Col* through discu55ion5 Wrth management, and fr¢)m our knowledge and eX[er￿n￿ of the sector. we f¢xused on specffj￿ laws and regulations whth we considered may have a direct malerial effect on the financ￿1 statements or the operations of the Col*, including the Charities Act 2011. Companies Ad 2CQ6, fvnding agreements with the ESFA and asscKiated funding rules, ESFA fegulat#)ns, data protectw legislation, anti-bribery. safeguarding, eMPbyn￿nl, health and safety legislatKJn,' we assessed the extent of ¢￿)￿l￿8r￿ with the laws and regulations h4entified above through making enquiries of man4ement", and idenlifie¢J laws and regulations We￿ communtated wrthin the audtl team reguLgrty and the team remair*d alert lo instances of nOn<0mplkqr￿ throughout the audit. We assessed the susceptibility of the College's fina￿la1 statements lo material mtsslatement, including obtsining an understanding of how fraud might occur. by." making enquiries of rnan￿e￿nt as to where they consKJered the￿ was susceptibility to fraud, Iheir knowledge ol actual, suspecled and alleged fraud: and considering the inlemal controls in p*e to milYJate risks of fraud arKI nonpcompliance with laws and ￿gUlat￿1ns. To address the risk offraud through management bias and override of controL8. we.. perfornied analytical prc£edure$ to Klentrfy any unusual or unexpected re$ali￿shIpS. reV￿well joumal entr*s lo identfy unusual Iransadions". and assesse(I whether jUdge￿nIS and assumptions maje in determiniThJ the accounting estimates sel oul in the accounling pdic*s were indicative of potential bias". In response to the risk of irregularities and rK)n-compliance ￿th lavo and regul8t#yts. we designed procedures which included. bul were limited to" agreeiro financial State￿￿nI disclosures to und8tying Supporti'ng docun*nlatp)n', reading the minutes of trustee ffaing$.' aThJ enquirirvj of management as to aclual and potential I￿gat￿)rt and C￿￿￿$. There are inhetent limitatsons in our atdit pr￿edu￿ described The ffr)re renM)ved that laws and regulations are from financial transaclK)ns, likety rt is that we would become 8ware of noncompliance. ALKIi(ing slandafds also limrt the 8udrt proeedures required to identify non-ecmpliance with laws and regulations lo enquiry of the Iruslees and other fflanagemenl and the inspection of regulatory and legal correswjndence. rf any. Orchard Hill College 22 Trnstees, report (in¢luding Strntsglc Report) 31 Juty 2024 aterial misstatements that arise du8 lo fraud can be harder to detect th￿ th)se thal arise from error as they may involve deliberate concealment or cdlusion. A further description of our responsibilities is available on the Financi41 Reporting Council's website 81 v#ww.fr¢.org.ukJauditOfsresponsibilrties. Thi8 descriplM)n fomis part of our audilorfs report. Use of our report This report is made sdety to the College's mefflbef5, as a tmxly, in accordance with the Cc4lege's Articles of Government I Chapter 3 of Part 16 of the c￿￿pan*S Aet 20(%. Our audit work has been undertaken so that we migm stste to the College's members those matters we a￿ required to stste to them in an audrtorfs report and fly rK) other purpose. To the fullest extent pe￿itted by L2w. we do not a￿ept or assume responsibilty lo anyone other than the College and the Col*e's members as body, for our audrt work. for this report or for the opin￿n5 we have fomied. Gumayel Mrah (Senior SLitut¢)ry Auditor) For and on behalf of Buzzacott LLP Statutory Audilc 130 Wood Street London EC2V 60L Date.. 19 December 2024 Orchard Hill College 23 ststement of Financial Activities for the year ended 31 July 2024 (including Income and Expenditure Account) 2024 Total funds 2023 Total funds £'ooo Unrestricted Restrthd frjnds fvnds £'oc £'OOD Notes Income from: DonatKins and legacies Charilabte *ivities - Provision of e(lucation other trading actwrties Investments Total income 18.696 233 174 19.108 18.922 233 174 19.334 17,213 226 17,374 Expenditure on: charitab￿ activrties . Provision of ed￿ation Total expenditure 18.847 18.847 243 243 19.090 19.090 18,493 18,493 Net income lexpenditurel 261 {171 (1,1191 Other recognised galns and losses Actuarial gains on defir+ed benefft penS￿n scheme Net movement in funds 19 6.388 5,269 1,565 (17} Reconciliation of funds Fund batances brought fO￿¥d at 1 August 2023 Fund balances carr￿d foNMrd at 31 July 2024 6.457 21 6.478 1,209 8.022 8,026 6.478 All reccgnised gains and k)sses are induded in the above statement of financial &lNities. All of the College's activities derived continuing operats"on5 during the peric¥J of repcrfl. Orchard Hill College 24 Balance Sheet as at 31 July 2024 Company Regtstrakn"on Number 07586715 (England and 2024 £'ooo 2024 2023 £'ooo 2023 £'ooo Notes Fixed assets Tangible assets 5.929 5.265 Current assets Deblors Cash at bank and in hand Short-lerm deposits 12 829 1,663 6,780 1.997 6.915 8,443 Creditors-. amounts falling due wrthin one year 13 12.564) (3,5331 Net current assets 4.351 4,910 Total assets less current liabilities Creditor5- amLyJnls falling due after rnore than one year 10.280 10,175 14 (1.216) {1,264) Net assets excluding pension liability 9.064 8.911 Defined benefit pension scheme 19 {1.038) 12,433) Total net assets 8,026 6,478 The funds of the College: Restricted fund5 Unrestricted fvnds . Tangible fixed 35sets fund . Pensions reseNe fvnd . General fund 17 21 3.981 {2.4331 4,909 16 18 11.0381 4.370 8.022 8,026 6,457 6,478 Approved by the Board of Trustees on 13th December 2024 and signed on ris behalf by.. P Lauener Trustee Orchard Hill Cotlege 25 ststement of Cash Flows for the year ended 31 July 2024 2024 £'ooo 2023 £'ooo Notes Cash flows from operating adi¥ili¢s: Net cash provided by operating actNit 314 398 Cash flows from investlng aclivilles: Bank Inte￿St receNable Pureh8se of tangible fixed assets Short-term deposits Net cash used in investin9 activities 174 {1.130) {1.9971 {2,953) {825} {745) Cash flows from financing activities: Interest on finance lease cèligation 158) Net cash used In Ilnancing activities (521 (58) Change in cash and cash equivalents in the year 12.6911 14051 Cash and ¢a$h oquivalents al 1 August 2023 6,780 7,185 Cash and cash equivalents at 31 July 2024 4,089 6,780 Notes to th• sL*emenl of fl¢>ws forthe year ended 31 Juty 2024 A Reconciliatp)n of nel income lo net cash PfovKled by operntiryj activibes 2024 £'ooo 2023 £'ooo Net Income {expendilure) (as per the statement of flnanclal activities) Adjustments for. DepreciatK)n charge Loss on disposal of tangible fryed assets Defined benefit pensh)n seherrÉ finance cost adjustrent Defined benefit pensh)n stheme Se￿￿e cost adjustrnent Interest receivable Interest payable ¢)n finance lease obligation Decreasellincreasel in debtors IDecreasellin¢rease rn ¢￿itorS Net cash provided b oporatin 244 11,119) 467 456 96 (2411 (174) 52 835 1965) 314 292 380 1801 58 {4471 857 398 Orchard Hill College 26 Statement of Cash Flt)ws Icontinuedl Analysis of cash Move￿1$ 2024 £'ooo 2023 £'ooo Cash at bank and in hand Change in cash and cash equNalents in the year Total cash and cash equivalents 6,780 12,691) 4,089 7,185 (4051 6,780 C Anotysis of cash and Short-le￿ invesbnents 2024 £'ODO 2023 £'ooo Cash al bank artd in hand Not￿ deposrts (less than 3 months) Other Savi￿ accounls10-3 months) Total of cash and ￿sh equivalents 757 2.167 1.165 4.089 3.211 1,503 6.780 Other saviro accounls13-12 months) as short-lem deposits Total cash and short4erm de 1.997 6.086 6.780 D Anatysis of thange in net debt 1 August 2023 Cashflows £'ooo 31 Juty 2024 £'ooo Cash at bank Short-term deposts Loans falling due within one year Loans falling tjue after mcxe than one year Totsi 6.780 (2,6911 1.997 1.997 1231 11,2161 {201 {1,2641 5,496 {694 4.847 Orchard Hill College 27 Statement of Accounting Policies 31 July 2024 The pftncipal accounting policies *lopled, judgeft￿nts and key sowces of esb"mation uncertainty in the p￿paratiOn of the financial ststements are i8KI out bekhv. Basis of preparalion Thesefinancial stslements have been prepared fortheyearended 31 Jufy 2024. Thecompar*ive results afe for the year ended 31 Juty 2023. The financial statements have been prepared under the historical cost convention wrth items recr>anised at cost or IransactK)n value unless othemise staled in the relevant accounting policies below or the note5 to these account5. The financial slalements have been prepared in ￿OrdanCe with Accounting and Reporting by Charrties.. Slalemenl of Recommended Praetice applicab￿ to charTties preparing their accounts in accordance with the Financral Reporting Standard appluble in the Unrted Kingdom and Republ￿ ol Ireland {FRS 102) (Char￿"eS SORP FRS1021. the Financial Reporting Standard applicalAe in Ihe UK and ReputrAic of Irdand (FRS 1021 and the Charities Ad 2011. The College constitLtles a putAic benefft enlty as defined by FRS 102. The finawal slalements are presented in sterling and *e rounded to the nearest thousand pounds. Critical accountsng •stimat•s and areas of judgement Preparalion of ihe financral staterrEnts requires the Trustees aTrJ managernent to make signrfunl judgwr*nts and estimales. The items in the accounts whwe these judgements and estimates have been made irKlude'. the useful economtc fves attributed to tangibbe fixed assels used to detemine the annual dep￿ck8￿0n charge". the assumptions adopted by the Trustees and manageffenl in delerniining the value of any desvJnat￿nS required frcm the College's general unre$tri¢ted funds: the present value ofthe Lctal Government Pension Scheme defined benefft liabilrty depends on several factots that are deternir*d on an actu*01 basis using a variety of assumpts"ons. The assumpkn.ons used in delemiining the nel cost for pens￿)n5 include the discount rate and salary increase rale. Any changes in these assumptions. wh￿h are dI￿￿Sed in r￿e 19. will impact the carrying amount of the pension Ikqbilty.. and the discount rate applted in rdation lothe carrying value of building finarKe lease oblNJations. Assessment of going con¢em The Truslees have assessed whether the use of the going concern assumption is appropriale in preparing these financial slalements. The TnJstees have made thi8 aSses$ff￿nI in respect to peric*J of al least one year from the date of approval of these ffinancial stalemenls. Orchard Hill College 28 Principal accounting policies 31 ju￿ 2024 The Trustees of the College have conduded that there Ore no material uncertainties related to events orcondilions that may cast significant doubt on the abilty of the College lo wnlinue as a going concem. The Trustees are of the wnion that the Col* wll have sufficient resources to meet its liabilities as they fall due. In forming this assessment. the Trustees have considered the inpacl of high inflation in recent years on the College's activities with a part￿Ular focus on its effect on the College's financial p0511ion induding income, expenditure and reserves,. the College's beneficiaries," and rts employees. The financial position, cash flow projections. and avaiLable reserves have also been reviewed and detailed in the Financial Revw of the Trustees. Report. taking into account the expected levels of funding from the Education and Skills Funding Agency {ESFAI, LC￿al Authorities {LAs) and other sources. Based on this review, the Trustees have concluded that the Col￿ge has sUffiC￿nI liquid resources to continue for the foreseeable fulure. despite the current p￿SSUres. Incorne Income ts recognised in the year in which the College has entiNement to the income. the amount of income can be measured reliabty. and rt is probable that the income will be receNed. Grants Grants are irKluded in the statement of financial aCtiV￿eS on a receivab￿ basis. The balance of inc received for specrfic purFoses but not exrended during the year is shown in the relevant funds on the balan￿ she8t. Where income is TeceNed in a(fvan¢e of n￿etIng any performance-related conditions Ihere is not unconditional entit￿ment to the income and rts reccgnition is deferred and included in credilots as deferred incc¥ne until the performan￿related condrtions are mel. Where entitlemenl occurs before incon* is receNed. the income is wued. Tuition fees and educatlonal Contracts Fee and edu¢*ional contract income is reco3nised in the year in the education was delivered. Donations Donations are recc•Jnised on a receivable basis (where there are no perfom1ance￿eIated eMdrtions) where the receipt is Probab￿ arKI the amount Can be ￿lIab￿ measured. Assets donated to the College by Orchard Hill Col* Academy Trust have been &counled for based on the nel b￿k value of the asset in the Academy Trust baFanee sheet immediately before the dale of transfer. Nel assets donated to the Cdlege by the Lcmdon Borough of Sutton have been a¢￿￿nted for using the aCqu￿1tkln method. The assets and Ikabilrties transferred were valued at Iheirlair value and recognised in the balan￿ sheet under Ihe approprth headings wrth a wrres￿ndlng net amount recc*3nised as nel irKome in the slalement of financial activibes as donabon$ income. Interest receivable Interest on funds hehj on deposit is included when receiva)le and the amount can be measured Teliab by the College. Ihis is nO￿lty upon not[fi¢at￿n of the interest paid or payable by the bank. Orchard HIH College 29 Prlnclpal accountlng policies 31 Juty 2024 Expendlturn Expenditure is recognised ¢)nce the￿ is a legal or c¢Mslnth ci)ligatKin to transfer economic benefit to a third party, it is probable that a transfer of economic beneffts will be required in settlement and the amounl of the oblwJation can be measured reliably. Expendrture is elassified by activrty. The costs of each activity are made up of the l¢Xal of direct cosls and shared costs. in¢lLwJing support Costs invofved in undertaking each aclivty. Dirttl c051s attributsble lo a single actNity a￿ allocated directly to that activity. Shared costs which contribute lo more than one *livity and support costs which a￿ not altributable lo a Sing￿ xlNty are apportioned behveen those activities on a basis consistent wrth the use of resources. Expenditure headings are as fi￿4¢￿v$: Expendrtuie on oising funds- ThL8 includes am expenditu￿ incurred by the Cdlege to raise funds for ils Charitab￿ purposes and indudes eosts of *1 fundraising &tNittes events and non-charitable trading. b. Expendrture on charitable activrties These are Costs incurred on the College's educational operab'ons. i￿luding support costs and costs relating lo the governance of the Col￿ge_ Governance costs wnprise the ￿￿ts involving the publ￿ accountability of the Col*e (including audit Costs) and cosls in respect to its colrpliance with reguLgtwM and good practice. All expenditure is inclusNe of irrecoverable VAT. Tangible fixed assets All as5els costing more than £2.000 and with an expeete(J useful lrfe exeeeding one year are capilalised. All assets are stated al eost less depreck8tion. Depreciation has been cakulaled atthef0llc￿Irwj rales in ordertowfite off each asset over its estimated useful life.. Leasehold Buiklings- to match the length of the lease subject to impairffent revithv. Motor VehIc￿- 25% (4 yea￿) straight line. Fumrture & Equipment- 25% {4 yeatsl slraoht line. Compulef Equymenl & Software- 33.33% (3 years) slrnoht line. • Major Works1£50.000- £100.￿0)- l￿-20% (5-10 years) straight line Depre￿ation on assets in the ctyjrse of construclK>n is not charged untsl they are brougm into use. Debtors Debtor5 are recognised at their settlement amounl. less any provr6ion for non-recoverabilty. Prepayments are valued at the amounl prepaKI. They have been disccwnted lo the present value of the future cash r￿elpt where such di%counting Is material. Orchard HAI College 30 Prlnclpal aceountlng pollclgs 31 Juty 2024 Cash at bank and in hand Cash al bank and in hand represents such acetrJnts and instnjments that are available on demand or have a malurily of less than thr￿ months from the date of acqui5rtp)n. Deposrts for MO￿ than three months but less than one year have been discbsed as short4em depc6ils. Cash pLqced on deposit for rrtore than one year is disclosed as a fixed asset inveslr)wrt. Creditots and provlslons Creditors and provisions are recognised when Ihere is an obligation al the balanee sheet dale as a result of a past event. it is probab￿ that a transfer of econorn￿ benefit will be required in settlement. and the amount ofthe settlement can be esb"maled relobly. Credrtors and provisDns are recognised at the amount the College ant￿Ipate5 rt will pay to Sett￿ the debt. They have been dtscounted lo the present value ofthe future payment where s￿h dtseounting 19 matwial. Pension costs Retirement benefrtsto errployees ofthe Cdlege a￿ provlled bYtheT￿herS. Pen*on Scheme ('TPS'I and the Loeal Govemment Pension Scheme CLGPS'I. These are defined benefrt schemes. The TPS is an unfunded $C￿rrE and conlributK)ns are calculated lo spread the u>st of pensions over employees, working Iwes with the College in such a way that the pension cost is a sub$lanlially level percentage of current and future pensionable payroll. The contn'buts'ons are delemiined by the Govemment Actuary based on qUad￿nn1a1 valuations using a prospecttve uni( ¢￿di1 methcd. The TPS is a multi*mployer scheme and there is insufficient infomatKJn availab￿ to use defined benefit accounting. The TPS is therefore Ireated as a defined contributiC￿ scheme for accounting purposes and the contr*Jutions re￿gnIsed in IIE year to whKh they reLatg. The LGPS is a funded ￿herne. and the assets are hekl separatety from those ofthe Col*e in separate Iwstee administered funds. Pension scheme assets are m?sured at fair value and liabrfities a measured on an actuarial basis using the prqected unil credrt method and discounted at a rale equivalent lo the current rate of retum on a high-qualty corporate bond of equlva￿nt term and currency to the liabilities. The &tuarial valuat￿$ are obtained al least triennially and are updated at each balance sheet date. amounts Charged to operab.ng surplus are the Current service co$ls and the costs of stheme intrcrfluelions, benefft changes. settlements and curtailments. They are included as part of staff costs as ineurred. Nel interest on the net defmed benefit l*bilty L8 aL%o reec#Jnised in the statement of financial 8Ctivities and comprises the interest cost on the defined benefft obligat￿n and interest incorrE on the scheme assets, calculated by mulliplying the fair value of the scheme assets at the beginning of the period by the rate used lo discount Ihe benefrt obligab"ons. The drflerence betsveen the interest income on the scheme assets and the actual ￿turn on the scheme assets is recognised in other recognised gains and losses. Aetuarial gains and losses a￿ recognised immediatety in other recogntsed gains and losses. Leased assets Rentals appl￿blet0 operating leases where substsnts.alty all the benefits aTrJ risks of uwnership rem*n with the ￿$501 are charged on a slraghl-line basis over the ￿se temi_ Orchard Hill Col*e 31 Principal accounting policies 31 Juty 2024 Assets held underfinance leases and hi￿ purchase contracts ￿ capitalised and depreciated overtheir useful econom￿ Iwes lor the temi of lease rf shorter). The eorresponding lease or hire pu￿haSe obligation is treated in the balance Sheet as a lTrability. The interest element of ientsl obligations is charged to the sL*ement of financral xtivrties over the year of the lease at a constant proportion of the outstanding balance of capital repayments. Fund accounting Resliicted funds are monies raised for. and their use restricted to, a spetsfic purpose, or donations subject to donor4mposed conditions. Designated funds comtKtse M(￿leS set askje out of Unrest[￿le(l fvnds specific future purposes or projects. including". • The tangible fixed assets fund represents the net bwk value of the Col*'s tangib￿ ffixed assets. • The pension reserve fund repre$8nts the n81 defined benefft pensh)n scheme liabilty 15 respect to the LGPS. Un￿Stricted general funds c(ryrise those monies wh￿h may be used If￿ardS meeting Ihe obj'eclives of the College at the discretion of the Trustees. 0￿hard Hill Col*e 32 Notss to the financial ststements 31 July 2024 In¢om8 from donations and legacbes Unrestricted funds 2024 2023 Total Total funds funds £'ooo Donations 15 2 Income from charilable activities: Provision of education Unrestncled Restrided 2024 2023 funds funds Total funds Totsl fijnds £'ooo £'ooo £'ooo Educatlonal Skllls Fundlng Agency: 16-19 funding 19+ funding 4,694 982 5.676 76 4.770 991 5,761 4,%6 1,085 5,651 85 Local Authority edu￿tIonal ¢ontra¢ts 12.828 70 12,898 11.259 Other educational opwalions 192 192 232 Other DfEIESFA funding Catch-up premium (Turtion Fund) 71 71 71 Total 2024 Total 2023 18,696 17.052 226 161 18,922 17.213 17,213 3 Income from other trading activities Unrestricted fijnds 2024 2023 £'ooo Other gfanls- DVIP Access to Work Other revenue grants Miscellaneous income 215 53 17 233 66 4 Income frorn investrnents Un￿stricted funds 2024 2023 £'ooo £'ooo Bank interest receivab 174 80 Orchard Hill College 33 Notes to the Ilnanclal slatements 31 July 2024 5 Expfjnditure on charitable activities: Provision of oducation 2024 Total 2023 funds Total funds £'ooo £'o UnrestrTeted Restricted fijnds funds £'ooo £'ooo Staff costs {note 8) Educational supplies AllcKaled support costs {note 6) Total 2024 13,253 500 5.094 18.847 13.2S3 743 5.094 19.090 18.493 12.883 779 4.831 18,493 243 243 Total 2023 18.353 140 6 Support costs Unrestricted funds 2024 2023 Total funds Total funds £'ooo £'OOD Premises costs Administration cosls Legal and professional fees ICT ￿nnectivIty ICT adrninistration software and systenK8 Laptops, desktops tablets Other ICT hafdware IT leaming resoufces Governance costs (note 7) 2,182 2.737 85 1,802 2,959 15 17 27 5.094 33 4,831 Administration costs atw)ve include £2.443.000 fr*the CO￿ service charge and tr￿sInesS support services provided by Orchard Hill Col*e Academy Trust12023: £2,557.OCQ). See also note 20 to these financHI statements. 7 Governance costs unrestn.cted fvnds 2024 2023 £'ODO £'ooo Exlemal aut1itorfs reft￿neratiOn". Teachers. Pension assurance Financ￿1 ststemenls audit Regularty assurance Other seNi¢es 21 21 29 26 Orchard Hill College 34 Notes to the financial ststements 31 Juty 2024 8 Stsff costs 2024 £'ooo 2023 £'ooo Wages and salaries Social security c0515 Pension costs.. TPS ¢￿tribull0n$ payable LGPS contributions payab LGPS SerV￿e and finarKe eosl adjustment Severance payments 10,967 756 10.069 681 485 967 672 1.107 19 13,253 12,883 Staff nurnber5 The average nLtrnber of persons emphjyed by thg Cojjege during the year was a5 follows." 2024 NuM￿r 2023 Number Lectureis & management Teaching support staff Admin staff 70 183 25 278 62 189 14 265 The numberof employeeswhose annualised emoluments (includin9 taxable benefits in kind butexcltwjing employer pension cos¢s) exceeded £60,[￿ were as follows: 2024 Number 2023 Number £60,001 - £70,000 £70,001 - £80,000 £80,001 - £90,000 £1￿,(*)1 - £110,000 Remuneration of key management PE￿nnel The Trustees cOns￿er that they, together with the ExecutNe SenKJr Leadership Team, comprise the key management personnel of the charty in charge of dire¢tsng and controlling, running and operating the College ￿ a day-l04ay basis. Tnjstees We￿ rk)I TeftWr￿rated for their servvs to the College apart frcm the CEO. who is an empbyee of Ord)ard Hill Cd*e Academy Trust. and is remunerated by the College under a service level agreement wrth the Academy Trust (see note 20 ReL8ted Party Transath"onsl. The total remuneration of the Principal for the year ended 31 July 2024 (including employer pension contributions and employer national insLbTance conlributionsl was £143.00012023.' £138.000}. Other members ofthe Exe¢Lrtive Senior Leadership Team are employed by Orchard Hil College Academy Tiusl and the split of the ￿m￿neration attributable to the Coltege and the Academy Twst indNidualty cannot be detemir*d with SuffiC￿t ￿liabIlty. Orch¥d Hill College 35 Notes to the financlal statements 31 July 2024 The lolal remuneration {Ir￿l￿ding employer pensi￿ c￿tribUtIonS and employer national insurance contribulionsl ofthe Executive Sen*)r Leadership Team (payable by Orchaid Hill Colbege Academy Trust) for the year ended 31 Juty 2024 was £924.OC#J12023. £854,000). As noled in Ihe Twstees. re[￿. Orchard Hill College ￿ntinUeS lo be the academy sponsor of 0￿hard Hill Cdlege Ac•Jemy Trust. Further infomiatK*n regarding transactions btheen the College and the Ac•Jemy Twst is given in note 20. 9 Truste•s' •xp•nses Trustees may claim ￿lMbu￿ment for any oth-of-pc¢ket expendrture incurred in connection with their duties as Trustee5 of the College. During the year ended 31 Juty 2024. no trustee receNed reiMbU￿ernenI for Iravel and subsistence expenses12023". £NIL}. 10 Net income lexpenditurel for the year ThL% is sL*d after charging". 2024 £'ooo 2023 £'ooo Staff costs (note 8) Depreciation Inole 11) Operating lease fenlals Ex1ernal audrÉorfs rernuner*￿n 13.253 467 581 29 12.883 456 369 26 11 Tangible assets Long Leasehold Buildings Fumiture and Mot(Y ICT ICT ICT Equipment Vehicles Connectivty Hardware Hardwa £'ooo £'ooo £'ooo £'ooo Total £'ooo Cost or valuation Al 1 August 2023 Addstions Disposals Al 31 July 2024 6.026 242 1.700 68 14091 1.359 15 8,967 1,130 {948 15 9.149 116 1496 605 279 1441 199 6.692 279 DepTeciation At 1 August 2023 Charge for the year Released on disposal At 31 ju￿ 2024 1.281 279 757 71 I4￿) 332 128 30 144) 114 1,536 81 14091 1.208 3,701 (948) 3,220 1,560 Net book values Al 31 July 2024 At 1 August 2023 5.132 4,744 273 228 277 151 164 11 5,929 15 5,265 114 Al 31 ju￿ 2024. the College haj capital eommttments of £8.(KIO in respect of orders placed for the year. these related lo projects in Park and Sutton Lrfe Centre. not yet started al year end. These are included wrthin prepaY￿nts and have not been capilalised during the yeaf. Orchard Hill College 36 Notes to the financial statements 31 Juty 2024 12 Debtorn 2024 £'ooo 2023 £'ooo Educational fees recelvable Prepayments and a￿rUed Inco￿ Other deblofs 186 630 13 829 628 1.022 13 1.663 13 Creditors: amounts falllng due within one year 2024 £'ooo 2023 £'ooo Trade cr&Jrtors Accruals Defer￿d income Finance le85e obligation (note 14) other taxation and social securty (Xher creditors 1,071 635 69 2.616 437 20 23 347 85 3.533 2,564 Movements on deferred income (Included above Balan￿ brought forward at 1 August 2023 Income deferred in Current reporting year end Amounts released to inec*ne from pr￿)r reporting year end Balance carrEd forward at 31 July 2024 437 327 1277) 487 437 260 1260) 437 Deferred income in the marn reL*es to funding receNed in than￿ from the ESFA and local authorities. 14 Creditots: amounts falllng due after one year 2024 £'ooo 1.216 2023 £'ooo 1,264 Finance kase obligation On 31 Juty 2024, the present value of future minimun lease payments in respect to finance lease obligations for the College was as folkAvs.' 2024 £'oDo 2023 t'ooo Amounts lalling due wlthin one year (note 13) Amounts falling due after one year. Amounts falling due befvleen one lo two year5 Amounts falling due btheen hwo lo fNe years Amunts falling due after than five yea 23 20 26 90 1.100 1,216 1.239 22 81 1,161 1,264 1,284 Total finance lease obli ations The ato¥e oblKJations are in respect lo IoThJ-leasehold properb.es transferred from the London Borough of Sutton and have teen discounted at a tste of 4.00% and 5.25%. Orchard Hill College 37 Notss to the financial statements 31 July 2024 15 Tangible fixed assets fund 2024 £'ooo At 1 August 2023 Nel movement in year Al 31 July 2024 3.981 709 4.690 The tangible fixed assets fund represents the net book value of the COl￿ge,5 tangible fixed assets net of associated finan￿ lease obligations. A decision was rnade lo separate this lund from the general fvnds and other funds of the College in recognitKJn of the fact that the tangib]e fixed a5se15 are essential lo the daY-l￿raY work of the College and as such th&r value should not be regard&J as f¥Jnds that would be realbsable with ease. bn order to meet fvlure Continge￿18$. 16 Ponslon reseNg fund 2024 £'ooo {2.433) 1,395 {1,0381 At 1 August 2023 Nel ￿vement in year At 31 Juty 2024 The pension reserve fund represents the College's share of the net h"ability in reS￿t of the Local Government Pension Scheme. This fund has been separated on the Colkge's baian¢e sheet in order to distinguish the liabilty from the operational liats'lities ¥th￿h part of the College's working capital. 17 Restricted funds The income funds of the College include restn.cted funds cc*nprising the follchwryJ balances of donations and grants held on trust to be appl￿d for specik p￿￿OSe$. At 1 August 2023 £'c(Jo At 31 Juty 2024 £'ooo Income ExperKIitu Covid-19 funding Other reslrieted DfEESFA funding 4 Pupil Equipment fvndiThJ 71 85 70 226 1711 11041 (681 (2431 21 21 The specthe purpostt for vthich the mon*s a￿ held are as follows.. • Covid-19 funding - this ¢(￿npriSeS mnEs receNed from government to provide additional financial support to the College with managing the disruptK)n caused by Covid-19. • Other reStr￿ted DfEIESFA funding - this comprises mnies recewed from govemffenl, the use ol whKh is limf¢ed to very specfft purF*)ses in line with the grant ￿ndrtm￿$. Orchard Hill College 38 Notes to the financial ststements 31 Juty 2024 18 Analysis of net assets bet**n lunds Unrestn¢ted funds Tangib General fixed assets fijnds fund £'ooo £'ooo Pensions reseFve fund £'ot 2024 Total fvnd$ £'ooo Restricted funds £'OC4) Tangible fixed assets Deblofs Cash at bar* and in harKJ Short-term deposits Creditors due within one year Creditors due after more than one year Defined benefii penS￿n liabilty 5.929 5.929 829 4.089 1.997 12,5641 829 4.089 1.997 12.545) (23) 11.216) 11.0381 11,0381 11,0381 8,026 4,370 4,690 19 Pension and similar obligations The Col*e's empknyees be￿￿g to Iwo pri￿1paI pensKJn schemes.. the Teachets. Pension Scherr England and Wales (TPS) for academic and related staff and the Lctal Government Pension ScherrÉ ILGPS) for non-teaching staff. which is managed by London B￿oUgh of Sutton Pension Fund. Both are multi-employer defined benefit schemes. Prior to 31 August 2024, the latest actuarol valuabon of the TPS reL4ted to the per*)d ended 31 March 2020 and ofthe LGPS 31 March 2022. ContribulKins amounting to £178.￿0 We￿ payable to the schemes al 31 Juty 202412023.. £156.0001 and are included within credrtors. Teachers. Pension Scheme The Teachers, Pension Scheme (TPSI is a sialulw. cOnt￿u10ry. defir*d benefrt scheme. govemed by Ihe Teachefs, Penshjn Scheme RegulatK)ns 2014. Membership is automat￿ for teachers in academy Irusls. All teachers have the option lo opl-out of the TPS following enrolmenl. The TPS is an unfunded ￿heme to which both the member and emp5oyer makes contributions, as a percentage of salary - Ihese conlribulions are ¢redried to the Exchequer. Relirement and ¢)ther penS￿n beneffts are paid by publ￿ funds prowded by Padiament. Valuation of thg Teacher5. Pension Scheme The Government Actuary. using nomial actuarial princples. conducts a fonnal actuarial revivw ofthe TPS in accordance with the P￿11¢ Service Pensions (ValuatK)ns and Employer Cost Capl Directions 2014 published by HM Treasury every 4 years. The aim ofthe revi￿ is to ensure scheme costs are recognised and managed approprialely and the review s￿￿e5 the level of future contributions. Actuarial scheme valuations are dependent on assumpttons about the value of future costs. destsJn of benefits and many other factors. The actuarial valuth.on of the TPS which applied during the yeai ended 31 August 2024 was carried out as at 31 March 2020. The valuat￿n reF()rtwas published by the Departmentfor Education on 26 Oetober 2023. The key elements of the valuation and subsequent consultation are.. Orchard Hill College 39 Notes to the Ilnanclal statements 31 Juty 2024 emptyer contribution rates sel al 28.68% of pensionab￿ pay (including a 0.08% administration levyl from 1 April 2024. whth is 5% ￿e[eaSe from 23.68% prior to this date". lolal scheme liabilrties (pensions Current￿ in payment and the estimated cost of fvture beneff(sl for service to the effective date of £262,000 million and notional assets {estsmated future contributions together with the notional investments hekl at the valuath)n dale) of £222,200 million. giving a notional past servtt defiert of £39.800 millKJn" the SCAPE rate. set by HMT. is used to delemiine nolional inwestment retum. The current SCAPE rale 15 1.7% atove the rate of CPI. Other financial assumptions and the C￿parisOn of 2016 and 2020 assumpt￿n5 are outlined on page 14 of the valuation report. A full copy of the valuat￿)ft re￿t and supportrng dccumenlalion can be found on the Te￿her￿, Pension Scheme website. The next valuation result 15 due to be implemented from 1 April 2028. Under the defin￿"OnS set out in FRS 102, the TPS is a MU1￿e￿￿Yer pension scheme. The Col*e has accounted for its contributions to the scheme as rf rt were a defined contril)ution scheme. The College has set OLrt **ve the informat￿n available on the scheme. The employerfs pension costs paKI to TPS durir*J the year amunted £549,th)0 {2023." £463.CrfXJ}. Local Government Pension Scheme ILGPSI The LGPS is a fvnded defined*enefft scheme. with Ihe assets held in separate trustee-adminislered funds. The total contribution made for the year ended 31 Juty 2024 was £1.395.WO12023". £1,259.000), of which employer's wntribubons totslled £1.095.OCL) 12023= £981.0001 and empk)yees' contributions lolalled £300,000 {2023. £278,0￿) Pnnci￿l actuark?l aSsuMpt￿S At 31 Juty 2024 At 31 Juty 2023 Rate of increase in sala￿S Rale of increase for pensions in payment Discount rate for scheme liabilrties Inflation assumption ICPII 2.70 2.70 2.95 2.95 5.00 295 2.70 The current mortality assumptws include suffiaent alkjwance for frjture inprovements in mortality rates. The assL¢med lrfe expeclatK)ns frcrfn retsrement age 65 are.. 2024 2023 Years Years Retiring today Males Females 19.2 24.3 20.2 24.3 Rth'ring in 20 years Males Females 20.2 24.2 25.4 Orch¥d Hill College 40 Notes to the financial $tstsm•nts 31 Juty 2024 The College's Share of the assets n the scheme were.. Fair value 2024 £￿00 Fair value 2023 £'ooo Equrties Bonds Propety Cash Other Totsl market value of assets 6,325 1￿51 729 729 1.160 10.794 5.127 1,912 1.130 520 8,689 Amounts reec#3nised in statement of financi81 athities: 2024 £'ooo 2023 £'ooo Current se￿￿ costs Net inteiesl cost Administration expell5es Total operating charge in current period 854 96 1,361 292 1,653 Changes in the present walue of defned benefrt obligaticms We￿ as follyws.. 2024 £'ooo 11.122 854 562 300 1906} 11001 11.832 2023 £'ooo 14,546 1.361 536 278 15,524} 175) 11,122 Opening balance Current seNice cost Interest cost Employee conlribulK Actuarial gain Benefits pa Defined bènefit obligation as of 31 July 2024 Changes in the fair value of the College's share of scheme assets.. 2024 £'ooo 2023 £'ooo Opening balance Interest income Acluarral gain Empbyer conlribulions EmphJyee cOntribUt￿n¥ Benefrts paid Adrninislralion exFEnses Fair value of fund assets as of 31 July 2024 8.689 466 398 1.095 300 11001 154} 10.794 6.397 244 981 278 175} 8,689 Orchard Hill College 41 Notes to the finaneial statements 31 Juty 2024 20 Related party transactions Owing to the nature of the Colkge's owat1￿S arKI the ccyrwsition of Goveming Body being drawn from local pu￿1¢ and private Sector organisatrjns. tt is Inevitab￿ thal tranSaCti￿S will take plxe wrth organisalions in wh￿h a Govemormay have an interest. All transactions invdving s￿h organisations are eonducted at arm's ￿ftgth and in aetordarKe wlh the Col*'s financkql regulatK)ns and nornal procurement procedures. Related paty income The College cdlaborates with OHCAT and rts ￿thmtes, wh￿h provKJe leaming support Se￿1￿ lo Ihe College. For the year eTrJed 31 Juty 2024. theses amounted lo £243.00012023.' £259,(M)O). Retsted party expenditure During the year. the Colkge receiv￿ services from Orchard Hill CO1￿ Academy Trust under Se￿ice level a9reemenls. at cost of £2.443,ClJO {2023". £2.557,(N)Dl. This included wharges of leadership and 5UPPOrt staffing costs. IT 5UPPOrt. MIS services. marketing se￿iCe$. goveman¢e. training, safeguarding. legal, procurgmenl and occupational heallh servtes. All semces were prowded at cost. In athjition to the above. the folhjwing transactions tcok place betI￿n the College and ifidhvidual academies within the A&￿emY Trusl.. • A College eentre 1$ based al one of the academies of Orchard Hill College Academy Trust.. the College pays occupational costs of È51,CM)0 {2023: £44.000); • During 2023-24. Col￿ge sludents ￿CeSSed a vrxational provisin delivered by one of the academies,. the cost of these courses amounted to £60,00012023". £42,000)", • The College has a service level agreement lo reimburse the Acadery Trust for costs incurred in reLgtion to GarTatt House. a College site tsansferred frcm the Academy Trust on 8 5(hyear lease. In the year to 31 Juty 2024. the College pa*J £12.000 (2023.. £11,C(Jo)'. • All of these tran&xtions were provkled by Orchard Hill Colbège Aeademy Trust al cost. Receivables and payables The amount due from the Academy Trust to the Colkge at 31 Juty 2024 was £40.000 included within debtors (2023.. £219,OCQ}. The amount due to the Academy Trust from the Cc4*e at 31 Juty 2024 was £717.OW included within credrtofs12023.. £1.239,000). 21 Operating lease cornmllments At 31 ju￿ 2024. the total of the Colege'5 futu￿ minimum lease payments under Th¢￿-Cancel￿b1e operating ￿Se5 was as folhyxs.. At 31 Juty 2024 £'ooo At 31 July 2023 £'ooo Amounts due wthin one year Amounts due wrthin one lo tsvo years AnKJunls due after more Ihan fve years 461 1.895 6.052 453 1.705 6.379 8.537 0￿hard Hill Colk9e 42 22 Events aftey the balance sheel dat• Therewere no other events afterlhe balance sheetdatethatwoukl require ￿luSt￿￿nI to these financial sL*ements in accordance wilh FRS 102 IE¥ents after the balanee shttt date). 23 Comparative inforniation Anatysis of income arbd expenditure account for the year ended 31 ju￿ 2023 betrween restricted and unrestrKted funds.. Unrestrided Restricled luThJs funds 2023 To¢al fund8 £'ooo 2022 Totrl fiJnd5 Income and ¢xpendlturo •¢eount Notes In¢ome frorn: Donations and Charita￿e acliwtvès . Provisw)n ol ed￿atiC Othertrading a¢tivrt*s Investsnents Total Incon 15 15 16 17.052 161 17.213 17.411 274 17.213 161 17.374 17,705 Expenditure on: Charl￿bI+ actMt*s ProvisM)n ol edvcatic Total expendlture 18.353 18,353 140 140 18.493 18,493 19.682 19.682 N•t {•xp•ndlturnl In¢om• 11.1401 21 11.11¥ 11.9771 Oth•r r•¢ognis•d gains and loss•s Actuarial gal￿ on defined tenefit pension scheme Nel mo¥ernent in funds 19 6,388 5.246 6,388 5269 8.298 6.321 21 R•con¢ilialion ol fvnds Fund balances brought (orward at 1 August 2022 Fund b3lane￿ carried IC￿ard at 31 Juty 2L123 1.209 15.1121 6.457 21 6,478 1.209 Orch¥d Hill College 43