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2022-07-31-accounts

Yorkshire Universities 2021-2022 Annual Report and Accounts

yorkshireuniversities.ac.uk YorkshireUnis

Reference and administrative details for the year ended 31 July 2022

Registered office: 22 Clarendon Place, Leeds, LS2 9JY Registered company number: 03467035 Registered charity number: 1109200 Independent examiner: Mark Heaton FCCA DChA FCIE KM Chartered Accountants 1[st] Floor Block C The Wharf Manchester Road Burnley Lancashire BB11 1JG Bankers: Unity Trust Bank plc Nine Brindley Place Birmingham West Midlands B1 2HB Cambridge & Counties Bank Charnwood Court 5B New Walk Leicester LE1 6TE Manchester Building Society 125 Portland Street Manchester M1 4QD

Contents

Chair’s foreword ....................................................................................................................... 1 Statement of trustees’ responsibilities ...................................................................................... 2 Governance, structure and risk management ........................................................................... 3 Mission .................................................................................................................................... 5 Objectives and achievements .................................................................................................. 6 Future plans ........................................................................................................................... 12 Financial review ..................................................................................................................... 14 Report of the independent examiner to the Trustees of Yorkshire Universities ....................... 15 Statement of financial activities .............................................................................................. 16 Balance sheet ........................................................................................................................ 17 Notes to the financial statements ........................................................................................... 18

CHAIR’S FOREWORD

It is my pleasure to introduce the 2021-22 Annual Report for Yorkshire Universities (YU). In my second and final year as YU Chair, it has been wonderful to see real progress and the growing collaboration that exists between members and with partners, which YU has been instrumental in forging.

The past twelve months has seen the higher education sector continue to manage the profound implications of COVID-19, particularly as we have moved towards the resumption of a degree of normality. I am proud that universities in Yorkshire have played a leading role in supporting the health response to the pandemic. This includes actions to promote positive mental health and wellbeing amongst our student population. Unfortunately, the impacts of the virus are still evident across all parts of the region; and they will be for some time. The economic instability we now find ourselves in will affect the sector, but YU members will work with government and local institutions to try and alleviate some of the implications of the ‘cost of living’ crisis.

This year, we embarked upon developing a new 2022-25 Strategy, finalised after an extensive period of consultation with members and partners. Having worked within an existing framework that shaped how YU could support the government’s levelling up agenda, we now have a new plan that identifies YU’s contribution towards the region’s economic and social development and prosperity. The new Strategy builds on valuable activity undertaken in relation to climate change and the environment, health and well-being, skills and innovation, and enterprise.

One of the final decisions the YU Board took this year was to agree the submission of a business case to the Research England Development (RED) Fund for funding to establish the Yorkshire and Humber Policy Engagement and Research Network (Y-PERN). I was delighted that the proposal was successful, and that significant new investment will be coming to Yorkshire to take forward our ambitions to strengthen the partnerships between the region’s research base and policymakers. The Capabilities in Academic Policy Engagement (CAPE) Fellowship, based within the YU Executive Team, has been pivotal to the successful RED Fund bid. As was the Memorandum of Understanding we have with our friends at Yorkshire & Humber Councils.

In 2021, Professor Susan Lea announced that she would be stepping down from her role as Vice-Chancellor at the University of Hull at the end of the 2021-22 academic year. I would like to thank Susan for her commitment to YU, and we welcome Professor Dave Petley to the YU Board as he takes over from Susan at Hull.

I would also like to congratulate Professor Karen Bryan, my successor as YU Chair. Karen led YU’s recent work on graduate employment and employability, which culminated in the publication in May this year of an authoritative report on the graduate labour market in Yorkshire, which included specific actions designed to increase support for the region’s students and graduates entering the world of work. Karen will be an excellent Chair of the Board and I am looking forward to supporting her in her new role.

Finally, I am grateful to the Executive Director, Dr Peter O’Brien, and his team, for their support and advice during my time as Chair. YU finds itself in a strong position – perhaps the strongest for many years. With a new Chair, a new Strategy and real sense of purpose and momentum, the partnership has a very bright future .

Professor Shirley Congdon

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also the directors of Yorkshire Universities for the purposes of company law) are responsible for preparing the report of the trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year. These should give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. Trustees are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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GOVERNANCE, STRUCTURE AND RISK MANAGEMENT

Governance

Founded in 1987, Yorkshire Universities (YU) is a charity and a company limited by guarantee. Its governing documents are the Articles of Association, last amended on 2 July 2020, which can be accessed on the YU website under the Members and Governance page.

YU represents eleven universities and one specialist higher education institution: the universities of Bradford, Huddersfield, Hull, Leeds, Leeds Arts, Leeds Beckett, Leeds Trinity, Sheffield, Sheffield Hallam, York, and York St John, together with Leeds Conservatoire. The vice-chancellors and principals of these institutions are the members of the company, forming its board of directors. The Board meets three times a year, regularly monitoring the organisation’s performance, and setting the strategic priorities for YU.

Board of Trustees:

Board of Trustees:
Leeds Arts University Professor Simone Wonnacott, Vice-Chancellor
Leeds Beckett University Professor Peter Slee, Vice-Chancellor
Leeds Conservatoire Professor Joe Wilson, Principal
Leeds Trinity University Professor Charles Egbu, Vice-Chancellor
Sheffield Hallam University Professor Sir Chris Husbands, Vice-Chancellor
University of Bradford Professor Shirley Congdon, Vice-Chancellor
Chair of the YU Board
University of Huddersfield Professor Bob Cryan CBE, Vice-Chancellor and Chief
Executive
University of Hull Professor Susan Lea, Vice-Chancellor
Replaced by Professor Dave Petley on 1 September 2022.
University of Leeds Professor Simone Buitendijk, Vice-Chancellor
University of Sheffield Professor Koen Lamberts, President and Vice-Chancellor
University of York Professor Charlie Jeffery CBE, Vice-Chancellor and
President
York St John University Professor Karen Bryan OBE, Vice-Chancellor

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New trustees

New trustees are welcomed by the Chair of the Board and the Executive Director (ED) and receive briefings about the strategic aims and objectives of YU. Any further initial preparation is agreed on an individual basis. YU maintains a staff handbook, which includes policies, procedures and governance information; this is regularly updated. The ED reports on attendance at the Board to the Chair, agreeing any necessary action.

The Board has two sub-committees:

Structure

The Regional Development Group (RDG), chaired by Dr Sarah Want, University of Sheffield, acts as the main vehicle for members to operationalise and provide advice and guidance on the implementation of the YU Strategy. A West Yorkshire Higher Education Economic Development Group (WYHEEDG), co-chaired by Dr Liam Sutton, University of Bradford, is the collaborative interface between the nine YU members in Leeds City Region (LCR) and the West Yorkshire Mayoral Combined Authority (WYMCA) /LCR LEP. An informal network of policy and communication advisers also meets under the auspices of the Policy and Communications Network (PCN).

In addition, YU convenes meetings and groups of members and partners as and when issues and matters arise or require detailed consideration, including on a task and finish basis. Communications with members and partners are delivered through a Weekly Digest, quarterly Newsletter, blogs and various social media platforms. The Chair and ED are also regular contributors in the regional press and media on matters relating to higher education.

As of 31 July 2022, the YU core Executive Team consisted of the following:

Three employees:

Three contractors:

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One secondment:

Risk management

For membership organisations, such as YU, the principal risks relate to member engagement and maintaining sufficient income levels for the charity to continue and to develop and deliver its work. Additionally, risks are posed by changes in the external macro environment, such as new government policies or economic and societal shocks. These risks are reviewed on a regular basis and action taken as appropriate. YU reviews its strategy regularly to ensure it remains current and resilient; the new YU Strategy for 2022-25 was approved by the Board in June 2022. The organisation monitors its staffing complement to ensure it maintains sufficient capacity and appropriate structures to carry out operations aligned with its strategy. The trustees have examined the major strategic, business and operational risks that the charity faces and can confirm that systems have been established to enable regular reviews to be carried out to ensure necessary steps can be taken to mitigate these risks.

MISSION

“Through our strategy, we will work collectively and collaboratively with partners to create more prosperous, inclusive and sustainable economies and communities in Yorkshire.”

Vision

“As a regional partnership of higher education institutions, we have a shared commitment to place and to supporting aspiration and opportunity.”

Meeting and reporting on public benefit

The trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, ‘Charities and Public Benefit’. The structure of the trustees’ annual report allows us to report on our strategic aims, our activities and achievements during the year and outline our future plans for 2022-23. We have embedded examples of how YU meets the public benefit requirement throughout our report. Examples of highlights can be found in the next section; you can find a detailed version of the YU 2019-22 trategy on the website.

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OBJECTIVES AND ACHIEVEMENTS

YU’s 2019-22 Strategy has focused on delivering activities against three priorities, each with specific objectives:

  1. Ideas: Strengthen HE contributions towards increased research and innovation activity in the region.

  2. Talent: Extend and deepen partnership to improve higher level skills pathways into continuous development and learning.

  3. Communities: Ensure universities / HE are recognised as influential anchor institutions.

In addition, there are a number of crosscutting enabling mechanisms: governance, finance, communications, partnerships, executive services, intelligence & analysis, monitoring & evaluation, each with specific objectives. A summary is given below of the objectives for each of these four priority areas, together with examples of activity and achievements in the third and final year of the 2021-22 Strategy.

Ideas: Strengthen HE contributions towards increased research and innovation activity in the region.

Objectives:

Activities and achievements:

We supported the development of R&I frameworks in the region by being an active member of the WY Innovation Network. S, supported a WY Innovation Deal proposal through the WY Higher Education and Economic Development Group and contributed to the development of the next edition of the WY Innovation Festival.

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Related think pieces and communications:

Talent: Extend and deepen partnership to improve higher level skills pathways into continuous development and learning.

Objectives:

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Activities and achievements:

Related consultation response:

Think pieces and communications:

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Speaking roles:

Communities: Ensure universities / HE are recognised as influential anchor institutions.

Objectives:

Activities and achievements:

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Think pieces and communications:

Speaking roles / presentations:

Enabling mechanisms.

Objectives:

Activities and achievements:

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Position Statement was published, and scoping for developing a new Y&H Vitality Index started in 2022.

Established groups and panels that YU participated in this year and made the case for our members and HE in the region:

WYMCA and LCR LEP groups YU was involved in during 2021-22:

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Related communications and consultation responses:

Speaking roles:

FUTURE PLANS

In looking ahead to 2022-23, we will be delivering the objectives set out in the new 2022-25 Strategy that has been developed in consultation with the Board, members and partners. The 2022-25 Strategy, which was signed off by the Board on 28 June 2022, is underpinned by a shared vision of the power and potential of Yorkshire and its global connections, has four key priorities:

1. Championing civic leadership in Yorkshire.

2. Championing Yorkshire knowledge and skills.

3. Brokering and leading partnerships.

4. Promoting the value of higher education to society, culture and the economy.

Championing civic leadership in Yorkshire – in our communities, towns and cities. Our work will support leadership by universities in building places where inequalities are challenged and eliminated. We will enable institutions to play their part in generating a greater sense of belonging in communities. YU will work with partners to strengthen the unique brand of Yorkshire on the national and global stage. We will be ambassadors for our members, enhancing the region’s profile and helping to attract Foreign Direct Investment, Trade and Jobs. We will represent and support the case for greater devolution in Yorkshire. We will encourage and enable creative solutions that address the key opportunities and challenges facing the region. We will support our members to strengthen resilience and belonging in our communities.

Championing Yorkshire Knowledge and Skills – providing a platform for collaboration in research, innovation and knowledge exchange. Our aim of attracting more R&I funding to Yorkshire will help generate greater productivity, prosperity and employment. We will prioritise six themes of Climate, Health, Technology, Social Justice, Infrastructure and Capability. We will work towards Yorkshire being the most compelling and creative place in the UK for start-ups and scaleups in key sectors. We will ensure that the region harnesses

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the full power and knowledge of our universities’ graduates and post-graduates, through a proactive campaign. This will be the backbone of our employment and skills drive.

Brokering and leading partnerships – we will create the opportunities for strategic conversations that generate new ideas, fresh insights and innovation. We will have the confidence to challenge and disrupt thinking. We will also deliver on specific initiatives, which support our mission and priorities.

Promoting the value of higher education to society, culture and the economy – as an organisation, we will build a strong profile for the HE sector in Yorkshire through our use of data and intelligence. We will become expert in capturing and evaluating evidence on our performance as a sector. We will demonstrate how universities contribute to improved wellbeing and social mobility in cities, towns and communities.

The successful collaborative bid to the Research England Development (RED) Fund for funding to establish Y-PERN, signals a step-change in YU’s ability to convene, identify and realise new opportunities for investment in the region. The University of Leeds will act as the accountable body for the Y-PERN project, on behalf of a wide consortium, which will be tasked with enhancing research policy engagement within and across Yorkshire. We believe that this project will raise the visibility and profile of YU, and it will help to strengthen our partnerships with key national and regional institutions and sectors.

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FINANCIAL REVIEW

During the year, YU received £221k in general and designated funding (2021: £224k) including membership subscriptions. Membership subscriptions of £199k (2021: £199k) forms the bulk of YU’s voluntary income for 2021-22.

At the end of the year, we are taking forward £55k (2021: £106k) of reserves. The use of ' ' funds is described in note 9 in to the Notes to the financial statements . Our designated West Yorkshire PERN / CAPE fund was at £23k on 31 July 2022 (2021: £23k).

In addition to current account balances, we hold £108k (2021: £137k) of these balances in deposit accounts. These are in excess of the actual fund balances. Funds are invested on bank deposit at the best rate obtainable, with recognised financial institutions and banks.

Reserves policy

Our reserves policy sets unrestricted reserves to be held to meet the working capital requirements of the organisation, to meet specific costs (e.g. staff cover for illness and maternity leave) and to meet contractual liabilities should the organisation have to close. The policy requires the organisation’s unrestricted reserves to be between a fifth and a sixth of its unrestricted budget expenditure. This was between £42k and £50k for anticipated unrestricted costs in 2021-22 (2020-21: between £42k and £50k). At £55k (July 2021 £106k) our general reserves exceeded the target band.

As explained in pension costs note 3 in 'Notes to the financial statements', we also carry a long-term pension provision of £50k (2021: £50k), which the Board does not expect to crystallise.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved by order of the Board of Trustees on 28 November 2022 and signed on its behalf by:

Professor Shirley Congdon Chair of the Board

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REPORT OF THE INDEPENDENT EXAMINER TO THE TRUSTEES OF YORKSHIRE UNIVERSITIES

I report to the charity trustees on my examination of the accounts of the company for the year ended 31 July 2022, which are set out on pages 16 to 22.

Responsibilities and basis of report

As the charity trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. Signed on 28 November 2022 by:

Mark Heaton FCCA DChA FCIE KM Chartered Accountants 1[st] Floor Block C, The Wharf Manchester Rd Burnley BB11 1JG

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STATEMENT OF FINANCIAL ACTIVITIES

(including the income and expenditure account) for the year ended 31 July 2022

Income
General subscriptions income
Investment income: bank interest
Other incoming resources
Total income
Expenditure
Total resources expended
Net (expenditure) / income and
movement in funds for the year
Reconciliation of funds
Total funds brought forward
Funds carried forward		 General
funds
2022
£
198,952
934
90
199,976
250,038
(50,062)
82,562
32,500		 Designated
funds
2022
£
21,000
0
0
21,000
21,120
(120)
22,904
22,784		 Total
funds
2022
£
219,952
934
21,090
220,976
271,158
(50,182)
105,466
55,284		 Total
funds
2021
£
222,952
970
0
223,922
208,794
15,128
90,338
105,466

The Statement of Financial Activities includes all gains and losses recognised in the year. All incoming resources and resources are expended in the current year.

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BALANCE SHEET as at 31 July 2022

Notes
Fixed assets
Tangible assets
5
Current assets
Debtors and Prepayments
6
Cash at bank
Cash on deposit
Total current assets
Liabilities:
Creditors: Amounts falling due within one year
7
Net current assets
Creditors: Amounts falling due after one year
7
Net assets
The funds of the Charity
Unrestricted revenue accumulated funds
General funds
Designated funds
Total funds		 2022
£
2
2,551
19,782
108,067
130,400
(25,318)
105,082
(49,800)
55,284
32,500
22,784
55,284		 2021
£
2
2,392
38,882
137,142
178,416
(23,152)
155,264
(49,800)
105,466
82,562
22,904
105,466

For the year ended 31 July 2022 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain at audit in accordance with section 476 of Companies Act 2006. The directors acknowledge their responsibility for complying with requirements of the Act with respect to accounting records and for the preparation of accounts. These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved by the YU Board on 28 November 2022 and were signed on its behalf by:

Professor Shirley Congdon (Chair of the Board) The 'Notes to the financial statements' form part of these accounts.

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NOTES TO THE FINANCIAL STATEMENTS

1. Accounting policies

The following accounting policies have been used consistently in dealing with items which are considered material in relation to the financial statements.

a. Basis of preparation of accounts

The financial statements have been prepared under the historical cost convention and in accordance with Section 1a of Financial Reporting Standard 102, the financial reporting standard applicable in the UK and Republic of Ireland, and the Statement of Recommended Practice – “Accounting and Reporting for Charities: revised 2015” (Charities SORP 2015 FRS102) and the Companies Act 2006. YU meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

b. Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of YU. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for a specific purpose. Designated funds are funds which have been set aside from unrestricted funds by the trustees for specific purposes. Subscriptions income represents member subscriptions and unrestricted grants. There are no restricted funds.

c. Incoming resources

All income is accounted for as soon as YU has entitlement to the income, there is certainty of receipt and the amount is quantifiable. Subscriptions are accounted for in the year to which they apply.

d. Resources expended

All expenditure is accounted for on an accruals basis and has been listed under headings that aggregate all the costs related to that activity. Where costs cannot be directly attributed they have been allocated to activities on a basis consistent with the use of the resources. Direct costs, including directly attributable salaries, are allocated on an actual basis to the key strategic areas of activity.

e. Pension Fund

The institution participates in the Universities Superannuation Scheme (USS). The assets of the scheme are held in a separate trustee-administered fund. Because of the mutual nature of the scheme, the assets are not attributed to individual institutions and a scheme-wide contribution rate is set. The institution is therefore exposed to actuarial risks associated with other institutions’ employees and is unable to identify its share of the underlying assets and liabilities of the scheme on a consistent and reasonable basis. As required by Section 28 of FRS 102 “Employee benefits”, the institution therefore accounts for the scheme as if it were

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a defined contribution scheme. As a result, the amount charged to the profit and loss account represents the contributions payable to the scheme. Since the institution has entered into an agreement (the Recovery Plan) that determines how each employer within the scheme will fund the overall deficit, the institution recognises a liability for the contributions payable that arise from the agreement (to the extent that they relate to the deficit) with related expenses being recognised through the profit and loss account.

f. Fixed assets

Individual assets with an individual or aggregate cost when acquired in excess of £2,000, and which are intended to be of ongoing use to YU in carrying out its activities, are capitalised as fixed assets. Depreciation is charged on tangible fixed assets at 25% of cost per annum, so as to write them off over their expected useful lives. Computer assets are fully depreciated in the year of purchase.

2. Employee information

The full-time equivalent number of staff employed at the end of the year was 3 (2021:2). Contractor costs are not included in staff costs. Total employee costs during the year were £188k (2021: £148k) broken down as follows (all figures in £000s):

Salaries
Social security costs
Employer pension
Change in pension shortfall accrual
Change in leave outstanding at year end
Employment allowance
Total		 2022
142
17
31
0
2
(4)
188		 2021
117
13
25
0
(3)
(4)
148

Note that contractor costs are not included in staff costs. There is one employee whose emoluments for the year exceeded £80,000.

3. Pension costs

The total cost charged to the Statement of Financial Activities is £31k (2021: £25k) as shown in Note 2.

A formal valuation of the USS fund, as at 31 March 2022, is underway but not yet complete. Nevertheless, it is already apparent that the deficit has decreased radically. The USS annual accounts report that the deficit in 2022 has fallen ‘ to £1.5bn, from £14.1bn as at 31 March 2020 and £5.6bn as at 31 March 2021. Assets have risen substantially since the valuation date and, as anticipated in the 2020 valuation, this effect has outweighed the smaller increase in liabilities. ’ USS is now 98% funded.

The latest available complete actuarial valuation of the Retirement Income Builder is as at 31 March 2020 (the valuation date), and was carried out using the projected unit method.

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Since the institution cannot identify its share of USS Retirement Income Builder (defined benefit) assets and liabilities, the following disclosures reflect those relevant for those assets and liabilities as a whole.

The 2020 valuation was the sixth valuation for the scheme under the scheme-specific funding regime introduced by the Pensions Act 2004, which requires schemes to have sufficient and appropriate assets to cover their technical provisions. At the valuation date, the value of the assets of the scheme was £66.5 billion and the value of the scheme’s technical provisions was £80.6 billion indicating a shortfall of £14.1 billion and a funding ratio of 83%. The financial assumptions used in the 2020 valuation are described in the Statement of Funding Principles ( uss.co.uk/about-us/valuation-and-funding/statementof-funding-principles ).

In accordance with FRS102, an accrual is held for the amortised anticipated costs of pension shortfall recovery payments anticipated now but be payable in future years. As the 2022 valuation reports a 98% funding ratio, this year we leave our provision unchanged. It has been £49.8k for three years. The deficit recovery plan that underpins this valuation required a payment of 6% from 30th Sept 2021. The liability figure was discounted over a ten year horizon at a rate of 2.59% (2021: 2.59%), and growth of 2.00% (2021 2.00%). Our annual deficit recovery contributions are £9k (2021: £7k). More detail of the costs and valuations for the USS pension scheme are available at: https://www.uss.co.uk/about-us/valuation-andfunding/2020-valuation

4. Resources expended

a) Analysis of resources
expended/ £000s
General
WY CAPE (Designated)
Total expended
b) Analysis of
Consultant/ support
costs/ £000s
Self-employed administrator
& consultants
Independent examination
Director insurance
Premises
Phone, office and website
Travel costs
Subscriptions
Professional fees &
insurance
Equipment
Staff Development
Total		 Staff
Costs
188
0
188
Core
36
1
1
2
3
2
2
10
2
3
62		 Consultant
costs
36
16
52
WY CAPE
Designated
16
3
2
21		 Support
costs
26
5
31		 Total
2022
250
21
271
Total
2022
52
1
1
2
6
2
2
10
2
5
83		 Total
2021
208
1
209
Total
2021
38
1
1
2
3
0
4
11
2
(1)
61

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5. Tangible fixed assets

Asset cost
At 1st Aug 2021
Additions
At 31st July 2022
Accumulated depreciation
At 1st Aug 2021
Charge for the year
At 31st July 2022
Net book value
At 31st July 2021
At 31st July 2022
6.
Debtors
Debtors
Accrued income
Prepaid expenses
Total
7.
Creditors and commitments
Short Term
Trade creditors/Credit cards
Accrued expenses
Employment Related
Total
Long term
Pension shortfall accrual		 Office
equipment
£
3,791
3,791
3,790
-
3,790
1
1		 Fixtures &
fittings
£
664
-
664
663
-
663
1
1
2022
£
-
376
2,175
2,551
2022
£
8,514
1,851
14,953
25,318
49,800		 Total
£
4,455
-
4,455
4,453
-
4,453
2
2
2021
£
732
10
1,650
2,392
2021
£
3,129
1,611
18,413
23,152
49,800

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8. Related party transactions

There were no transactions with related parties undertaken during the year such as are required to be disclosed in detail (2021: none). No remuneration was paid to any trustee during the year (2021: £Nil). There were transactions with the institutions represented by the charity’s members that were all undertaken at arm’s length, or at nil profit. Principal among these are costs from the University of Leeds for accommodation and supplied services.

9. Analysis of movement in funds

All figures in £000s
General funds:
Unrestricted funds
Designated fund:
West Yorks PERN
Total		 Brought
forward
82
23
105		 Incoming
200
21
221		 Outgoing
250
21
271		 Total
2022
32
23
55		 Represented
at bank
(see below)
105
23
128

The analysis of funds shows our funds are fully available in cash. The unrestricted general fund held as part of our bank and deposit balances is now £105k (2021: £152k).

The expectation is that the £23k closing balance on the Designated fund will be spent out during the forthcoming year. For the year of reporting, we held no restricted funds.

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