OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2020-12-31-accounts

ANNUAL REPORT 2020

Company Registration no: 1436951

CONTENTS

Section Page no.
2 Chair’s introduction 2
3 Reference and administrative details 3
4 SCONUL membership 4
6 Report of the trustees 6
7 Leadership and advocacy 7
10 Promoting good practice and collaboration 12
12 SCONUL’s partner organisations 14
13 Member services 15
15 Structure, governance and management 19
17 Financial review 21
18 Responsibilities of the trustees 23
19 Independent auditors’ report 25
22 Statement of financial activities 30
24 Balance sheet 32
26 Statement of cash flows 34
28 Notes to the financial statements 36

1

CHAIR’S INTRODUCTION

Opportunities for the post-Covid world

The long-term impacts of the Covid-19 pandemic are being explored by all of us with an interest in the future of teaching, learning and research. SCONUL’s contribution is our Libraries after Lockdown programme which is exploring libraries’ role in delivering blended teaching and learning; the

impact on organisational

development and staff of the pandemic; and the changing technological and market environment for library services.

While the last eighteen months have tested all of our resourcefulness and resilience, no crisis comes without opportunities. The pandemic has undoubtedly raised awareness of the centrality of libraries to the core missions of their institutions. During lockdown, governments across the nations of the UK sought to keep library buildings open wherever possible to support their users – a clear demonstration that libraries lie at the heart of their institutions. There is now a greater understanding of the challenges that we face in providing access to the content our users need,

including the strictures of copyright law; restrictive licensing terms; the very high costs of content and the questions of value that this throws up.

The value of the library community’s collaborative ethos has also been thrown into sharp relief. It has brought huge benefits to all of us in responding to the crisis and I am proud of the role that SCONUL has taken in delivering that support.

During 2020, we refocused our activities on the areas our members said they most needed. We delivered a series of webinars exploring our responses to the pandemic and shared information in spreadsheets and reports. We lobbied for the interests of member libraries with the CLA, UUK and with the Department of

Education at Westminster, as well as providing a valuable conduit for information between members and governments. We pursued new partnerships and worked across university professional services to support our members. This meant pausing key activities including suspending the Access Scheme. We hope to reopen this in the autumn. Our work in other areas continued including partnerships with Jisc and RLUK, particularly on the cost and provision of content.

The agility and flexibility of SCONUL’s response to the crisis has been appreciated by members and I would like to thank all staff and colleagues across the community for their contribution.

Susan Ashworth, Chair

2

REFERENCE AND ADMINISTRATIVE INFORMATION

Status

The organisation is a charitable company limited by guarantee.

Company number : 01436951

Charity number : 278550

Registered Office

94 Euston Street, London NW1 9HA

Trustees

Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Bankers and Investment Managers

The Co-operative Bank plc PO Box 250, Delf House Southway Skelmersdale WN8 6WT

CCLA Investment Managers Limited COIF Charity Funds Senator House 85 Queen Victoria Street London EC4V 4ET

Auditors

Godfrey Wilson Limited Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street

Bristol, BS1 4QD

Solicitors

Walker Morris LLP Kings Court 12 King Street Leeds LS1 2HL

HR advisor

W B Ranken 16 Forest Edge Buckhurst Hill Essex IG9 5AA

Staff

3

SCONUL MEMBERSHIP

University of Aberdeen

Abertay University Aberystwyth University The Arts University, Bournemouth University of the Arts London Anglia Ruskin University Aston University Bangor University University of Bath Bath Spa University University of Bedfordshire Birkbeck, University of London University of Birmingham Birmingham City University University College Birmingham Bishop Grosseteste University The University of Bolton Bournemouth University University of Bradford University of Brighton University of Bristol The British Library Brunel University University of Buckingham Buckinghamshire New University University Campus Suffolk University of Cambridge Canterbury Christ Church University Cardiff University Cardiff Metropolitan University

University of Central Lancashire University of Chester University of Chichester City, University of London The Conservatoire for Dance and Drama University College Cork Courtauld Institute of Art Coventry University Cranfield University University for the Creative Arts University of Cumbria University of Derby De Montfort University Dublin City University University College Dublin Technological University Dublin University of Dundee Durham University University of East Anglia University of East London Edge Hill University University of Edinburgh Edinburgh Napier University University of Essex University of Exeter Falmouth University National University of Ireland, Galway University of Glasgow Glasgow Caledonian University The Glasgow School of Art

University of Gloucestershire Goldsmiths, University of London University of Greenwich Guildhall School of Music & Drama Harper Adams University College University of Hertfordshire University of Highlands and Islands University of Huddersfield University of Hull Heriot-Watt University Imperial College London Institute of Cancer Research Institute of Mechanical Engineers Keele University University of Kent King's College London Kingston University Lancaster University University of Leeds Leeds Beckett University Leeds Arts University Leeds College of Music Leeds Trinity University University of Leicester Leo Baeck College University of Limerick University of Lincoln University of Liverpool Liverpool Hope University

Liverpool John Moores University Liverpool School of Tropical Medicine University of London, Senate House Library London Business School The London Library – new member joined January 2020 London Metropolitan University London School of Economics London School of Hygiene & Tropical Medicine London South Bank University Loughborough University The University of Manchester Manchester Metropolitan University

Maynooth University Middlesex University National Library of Ireland National Library of Scotland National Library of Wales Newcastle University Newman University The University of Northampton Northumbria University Norwich University of the Arts University of Nottingham Nottingham Trent University The Open University Oxford Brookes University

4

Oxford University

University of Plymouth Plymouth Marjon University University of Portsmouth Queen Margaret University Queen Mary, University of London

Queen's University of Belfast Royal Agricultural University Royal Central School of Speech and Drama

Ravensbourne University University of Reading Regent's University London Robert Gordon University Roehampton University Rose Bruford College Royal College of Art Royal College of Music Royal College of Physicians and Surgeons of Glasgow

Royal College of Surgeons in Edinburgh

The Royal College of Surgeons of England Royal College of Surgeons in Ireland

Royal Conservatoire of Scotland Royal Horticultural Society Royal Holloway, University of London

Royal Institute of British Architects

Royal Northern College of Music The Royal Veterinary College Royal Welsh College of Music and Drama University of St Andrews St George's University of London St Mary's University St Mary's University College Belfast

Salford University

School of Oriental and African Studies

The University of Sheffield Sheffield Hallam University Southampton Solent University University of Southampton University of South Wales SRUC Staffordshire University University of Stirling University of Strathclyde University of Sunderland University of Surrey University of Sussex Swansea University Tate Trinity College Dublin Trinity Laban Conservatoire of Music and Dance University of Teesside

University of West London UCL

University of Ulster University of Wales Trinity Saint David

University of Warwick Wellcome Collection University of the West of England, Bristol University of the West of Scotland

University of Westminster University of Winchester University of Wolverhampton University of Worcester Wrexham Glyndŵr University Writtle College University of York York St John University

5

REPORT OF THE TRUSTEES

The trustees present their report and the audited financial statements for the year ended 31 December 2020. Reference and administrative information set out on page 3 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities (effective January 2019).

As a charity, SCONUL has a set of core aims (our “charitable objects”). The Executive Board has referred to the Charity Commission’s guidance on public benefit when reviewing SCONUL’s aims and objectives and in planning future activities. Identifiable public benefits arose during 2020 from the work described below, highlights of which were:

6

LEADERSHIP AND ADVOCACY

Covid-19

The impact of the pandemic on our members, their staff, services and users dominated our work in 2020. As Covid19 hit, the Board reviewed all our planned activities, placed some on hold and we focused our resources on meeting the immediate needs of our members through this immensely challenging time.

Over the last year library leaders have pivoted their services from the standard blended digital and physical model to one where the focus has been almost entirely on digital and remote delivery. Library buildings have sometimes been closed and at others open just for some services or some students. But member libraries have continued to deliver their core services in an agile and userfocused way.

Changes were introduced quickly and effectively to physical services while digital library services continued to operate seamlessly. New services were developed at speed, including click and collect options, and scanning and sending materials where this was feasible. Support and teaching by the library moved entirely online and members experimented with creative new approaches towards fulfilling their remits, for example using virtual reality technology to provide access to special collections.

There has been much to be proud of although this has placed huge demands on systems and staff, testing everyone’s resilience.

SCONUL supported our members in three main ways. First, we put much of our

resource into providing structured ways for members to share information across institutions about responses to the pandemic, fostering the spread of information, innovation and good practice across the community. This included organising regular webinars and meetings within the community and those in allied professional services. Data was also captured and shared via spreadsheets and reports to members.

Second, SCONUL used that information to advise partners, including civil servants, regulators and UUK about the immediate challenges our members were facing. We influenced the development of guidance and regulation and in turn briefed members on developments in these areas.

Third, SCONUL advocated for change with partners such as academic publishers, subscription agents, the CLA and others about the shortterm needs and long-term challenges facing our members, calling for changes which will allow libraries to deliver what their users need. For example, we lobbied successfully for changes to the CLA licence to allow for digital sharing of resources which would not otherwise have been permitted.

As we move out of the crisis, SCONUL is using the same agile approach to support our members to take the best of the innovative practices developed during the pandemic and to capitalise on the opportunities arising from this period of intense change.

7

LEADERSHIP AND ADVOCACY

Leadership development

Supporting the development of leadership skills and leaders’ knowledge base across our membership is an important part of our remit and has been a major focus of SCONUL’s work over recent years. We work with current leaders identifying and meeting their needs but also support the development of the next generation of library leaders, providing opportunities to engage with critical debates about the shape and nature of library services as well as services focused specifically on professional development.

In 2020 we maintained all our services in this area and worked with Advance HE to develop training on Leading Racial Equality for those heading library

services. The initial course took place in spring 2021 with members of the SCONUL Board. However, our usual work with Advance HE on its Future Professional Directors Programme has been suspended due to the pandemic and we hope that this will resume once the current crisis has abated.

We established an Open Forum for Black, Asian and minority ethnic (BAME )staff at SCONUL member institutions to enable them to network and share information. Further information is included on page 11 below.

Our mentoring scheme is now in its third year and continues to provide opportunities for new and emerging leaders to

develop their skills. Details of the scheme are available at page 18.

We provide a range of resources on “Leading Libraries" on the SCONUL website at: www.sconul.ac.uk/page/leadi ng-libraries.

We also provide access to Action Learning Sets in partnership with colleagues from other professional services, including estates, finance, HR and IT, providing a powerful development experience; and our own deputies and directors informal groups which provide an opportunity for sharing best practice and problemsolving with peers.

In 2021 we have continued to develop the range of support on offer, including recruiting new mentors and mentees for our mentoring scheme. We will be rolling out the Advance HE training on Leading Racial Equality and holding the second Open Forum for BAME staff.

We are also setting up Community of Interest groups, initially in three core areas of interest to members that arose post-pandemic, which will provide emerging leaders across the sector to explore these issues in depth and to help shape the sector’s response.

8

LEADERSHIP AND ADVOCACY

Journals, e-books and the cost of content

The pandemic has thrown a spotlight on many of the longstanding challenges that our members have faced over the cost of content, raising awareness among academics and institutional leaders of concerns over value and the availability of research and teaching and learning materials digitally.

During 2020, as the pandemic took hold, we worked in concert with partners RLUK and Jisc to make the case for the shortand long-term changes needed for the development of a sustainable content market.

This included lobbying for the changes to the CLA licence discussed above, and arguing

for immediate price cuts from publishers in response to the challenging financial climate.

We also worked with Jisc on the development of their new e-textbooks agreement. This delivered short-term benefits, meeting the immediate needs of members to provide access to teaching materials during the pandemic. However, all parties recognise its limitations and we are currently working with partners on the long-term direction for the market.

Lack of market competition is a long-standing concern and early in the year SCONUL made a submission on our members’ behalf to the Competition and Markets Authority calling for a formal

investigation into a proposed merger in the sector.

In the UK, we work closely with Jisc Collections on journal negotiations including facilitating consideration of immediate negotiation objectives and the long-term shape of the journal market. This was the subject of the Content Forum we held in 2020. SCONUL is a member of the UUK content

negotiation strategy group, alongside RLUK and others, which coordinates the sector’s negotiations with publishers, providing a representative voice for our member institutions in negotiations with publishers. SCONUL remains a member of the International Coalition of Library Consortia (ICOLC),

through which we share intelligence and strategy on negotiations which helps to inform our work and to keep UK members briefed on developments internationally.

In 2021 our Content Strategy Group will continue this work, liaising closely with Jisc Collections on individual negotiations, including with Elsevier, and bringing pressure to bear on the high cost of content, particularly given current and expected pressures on budgets.

We are also coordinating discussions with stakeholders on the current problems in the e-textbook markets and on the long-term changes needed in this area.

9

LEADERSHIP AND ADVOCACY

Open access

Organisational development

SCONUL has consistently argued that the traditional subscription model for journal publication was unaffordable, unsustainable and poorly equipped to meet the needs of authors and to work with members on new OA models of journal provisions.

The pandemic has highlighted the impact on students and researchers of content being held behind a paywall and

2020 saw increased awareness of the benefits of open access.

SCONUL has continued to argue for its benefits and to engage with UKRI on the development of its open

access policy which was published in August 2021.

We continue to work closely with Jisc on the development of services to support institutions in handling the complexities of OA related processes and remain a strong supporter of the UKScholarly Communications Licence.

In 2021 we have been

working closely with Jisc and with our members on the ongoing Elsevier negotiations and on the development of open models for other forms of content.

SCONUL members are engaged in a broad range of areas of work, often in partnership with other parts of the institution. For example, libraries may lead on research data management; setting up university presses; or working on data analytics or

curriculum development. This demands an ever-increasing range of skills within the library workforce. Meeting this skills challenge is an important issue for SCONUL members who are also keen to ensure that they are providing opportunities for the development of current staff.

During 2020 the pandemic placed huge stress on the

library workforce, demanding agility, flexibility and resilience. SCONUL helped members share information and best practice on supporting staff and their managers to meet these challenges. SCONUL has also worked closely with CILIP on issues around workforce development and professional qualifications.

We have commissioned work on the pipeline for new talent into the profession and this will be published in 2021. Organisational development is one of the three strands of SCONUL’s Libraries after Lockdown programme which is discussed on page 12.

10

LEADERSHIP AND ADVOCACY

Staff Ethnic Diversity

SCONUL recognises it must be an active participant in driving the change we all recognise is needed to address the lack of ethnic diversity both in the HE sector and in the library profession.

In 2020 we established a group to support our Black, Asian and minority ethnic (BAME) staff, led by Regina Everitt, Director of Library, Archives, and Learning Services at University of East London. This group is taking forward the findings of the report, commissioned by SCONUL, on BAME staff’s experience of working at SCONUL member libraries which made a series of recommendations for change.

One was that SCONUL capture data on the ethnic

background of the library workforce, and in 2021 we have commissioned research into how this might be achieved. The results will be published in Autumn 2021.

SCONUL has also

established an Open Forum for BAME staff. Meetings will be held twice a year, one for BAME staff only and one for BAME staff and their allies. The first meeting was held in February 2021 and provided a valuable opportunity for staff to share and compare their lived experiences of work.

SCONUL wants to support those leading libraries to deliver the change we need to see. As discussed above, we have worked with Advance HE to develop a course on Leading Change on Racial Equality and will be rolling this out to members in 2021.

Policy landscape

Brexit, the expected implementation of the Auger report and the financial and policy impact of the pandemic have all contributed to even greater uncertainty than usual in the policy and financial environment in which members are working.

In 2020 SCONUL was represented on the Universities UK group examining the impact of Brexit on universities. In this and a range of areas, including on Covid-19 regulations, we shared briefings with members on policy changes and their impact, including news flashes.

In 2021 we will be working closely with members on the policy and regulatory environment as government

and regulators adapt to the long-term impact of Covid-19 on HE, research and the arts. We will be providing briefings and responding to forthcoming consultations, giving the sector a voice in the important debate about the future of provision.

11

PROMOTING GOOD PRACTICE AND COLLABORATION

Future of library services

The response of member institutions and their libraries to the pandemic is expected to drive long-lasting and substantial change. A radical shift to remote teaching and learning took place, providing an opportunity for libraries to accelerate their own drive towards digital delivery. Libraries themselves have responded to the crisis by innovating in the way that services and support are delivered.

It has been a long-standing aim for SCONUL to support our members to capitalise on technological, social and policy changes in the development of their services. The potential impact of these changes are embedded in all aspects of SCONUL’s work,

including advocacy, events and intelligence sharing.

In 2020, SCONUL held a series of twelve webinars plus associated other meetings which gave members a chance to explore these longer-term opportunities as well as the sector’s collective response to the more immediate challenges.

In 2021 our Libraries after Lockdown programme will take forward debate and research about these trends. The three strands will look in detail at (a) the impact of the pandemic on organisational development and new ways of working, (b) technology and systems changes and (c) blended learning and teaching and the library’s role in delivering this.

We have already published research on the drivers for increased use by students and others from member libraries, recognising that use of the physical library space continues to increase even alongside an increase in the availability of digital resources.

We will also be setting up a forum for those leading small and specialist institutions to allow them to share experiences, opportunities and challenges specific to those members.

Benchmarking and trend analysis

Our annual statistics are an important benchmarking tool for libraries in their quest to understand and demonstrate their value and impact and improve their services.

In 2020 we produced an analysis of the broader range of services being offered by academic libraries such as 24-hour opening and laptop loans, the degree to which additional services/facilities are located within library spaces and the potential impact, if any, these additional services have on traditional usage measures such as footfall and loans. We also undertook an analysis of library National Student Survey (NSS) data to help members benchmark their performance.

In 2021 we will be

producing a report on the impact of the pandemic on library activities, as well as reviewing the statistics we gather to ensure they meet the changed environment and our strategic purposes.

12

PROMOTING GOOD PRACTICE AND COLLABORATION

Space planning and EThOS design

Shared services

In 2020 we continued to share good practice on space planning through contributions to the Designing Libraries website, which provides detailed information on planning new buildings or refurbishments. We are members of the Advisory Board of the Community Interest Company overseeing the website.

In 2021, we published a report on drivers for the increase in library usage, and the Libraries after Lockdown programme will explore the impact of the pandemic on the use and design of library spaces.

SCONUL supports the development of EThOS (Electronic Theses Online Service) which delivers a ‘single point of access’ where researchers from across the world over can access theses produced by UK doctoral students.

The Executive Director is a member of the EThOS Advisory Board and helps shape the development of the service to meet the needs of the UK higher education library community.

SCONUL continues to be heavily involved in the shared services arena and works in partnership with Jisc to identify and scope new services through our Technology and Markets Strategy Group and other working groups.

We provide governance and advice on the development of existing areas of work as well as making recommendations for future initiatives.

In 2020, SCONUL worked closely with Jisc on further development of the National Bibliographic Knowledgebase, and associated services.

In response to the closure of library buildings and the suspension of face-to-face training across the sector, we produced a resource for members on virtual CPD opportunities for staff on furlough or working at home

In 2021 we will continue to work in each of these areas, helping to support those leading member libraries to plan and develop their service through the Libraries after Lockdown programme. For example, we have held discussions on the scope for collaboration on inter-library loans and on e-textbooks.

13

SCONUL’s partner organisations

Our partner organisations Chartered Institute of Information School, The North West Academic
during 2020 included: Library and Information University of Sheffield Libraries (NoWAL)
Professionals (CILIP) Jisc Research Libraries UK
ABDU (the French Copyright Negotiating Jisc Collections (RLUK)
Association of Academic and Advisory Committee Knowledge Quarter SCHOMS
Libraries and (CNAC) The Libraries and Scottish Confederation of
Documentation) Consortium of National Archives Copyright University and Research
AdvanceHE and University Libraries Alliance (LACA) Libraries (SCURL)
Amosshe, the Student (CONUL), Ireland Libraries Connected Southern Universities
Services Organisation Copyright for Knowledge London Universities Purchasing Consortium
Association for Heads of COUNTER Purchasing Consortium (SUPC)
University Administration Designing Libraries (LUPC) Universities and Colleges
(AHUA) Digital Preservation The M25 Consortium of Information Systems
Association for Research Coalition (DPC) Academic Libraries Association (UCISA)
Managers and Ebooks SOS Campaign The Mercian UK Research and
Administrators (ARMA) EThOS, the e-theses on- Collaboration Innovation (UKRI)
Arts Council England line service The National Council of UK-SCL Steering Group
The British Library Higher Education Voluntary Organisations Universities UK (UUK)
British Universities Statistics Agency (HESA) (NCVO) Wales HE Libraries
Finance Directors Group International Federation The Northern Forum (WHELF)
(BUFDG) of Library Associations Collaboration The Wellcome Trust
(ILFA)

14

MEMBER SERVICES

The SCONUL statistics

The SCONUL Access Scheme

___________

________

Producing statistics on library activities is a core SCONUL service, allowing members to benchmark their service against that of their peers, and providing a detailed picture of library activity across the UK and Ireland. The statistics are a unique resource and have an important role in ensuring efficiency in the sector. The reporting tool, available to members via the SCONUL website, allows members to run tailored reports and produce graphs comparing their own institution’s performance to individual or groups of peer institutions.

In 2020, despite the pandemic 157 institutions contributed to the statistics (compared to 158 in 2019) with 122 submitting the strategic planning subset of data released early in time for the budget planning round.

The SCONUL statistics also have a strategic function for the sector in that, in aggregate, they present a picture of collective activity and spend. As in previous years, in 2020 the statistics were used by Jisc to inform its negotiations with journal and e-book publishers and for advocacy purposes with journalists and stakeholders. Over the next two years SCONUL will be reviewing the statistics it collects both to ensure fitness for purpose for benchmarking and to assess their role in supporting our collective strategic objectives.

It has not been possible to keep the Access Scheme open during the pandemic. The requirements for social distancing, restrictions of movement and regulations requiring the closure of buildings meant that member libraries were unable to welcome external visitors. The scheme was formally suspended on 16 March 2020 and remains closed at present. At the time of closing the scheme had 168 members.

We are very aware that the scheme is an important enabler for students and researchers at UK universities, allowing them to pursue their studies and research objectives. In essence it allows users of one member institution to use the libraries of another. It has been missed by users and institutions and we have been monitoring the position regularly during the course of the pandemic including consulting members as to their current position. We anticipate reopening the scheme in Autumn 2021 following our most recent consultation with members but will always give primacy to the safety of staff and scheme users.

15

MEMBER SERVICES

Unsub

Information sharing

_______

During 2020 SCONUL held detailed conversations with members, with the organisation Our Research, and with Jisc, exploring the possibility of a national agreement for access to the Unsub service, and in Spring 2021 agreed a deal.

The agreement will help individual SCONUL members in the UK to use Unsub, a data analysis and dashboard tool that enables libraries and consortia to independently assess the value of the journal subscriptions they hold with publishers. It will also allow universities to assess and share various scenarios of selecting journal titles. Modelling different scenarios gives university libraries greater insight into the value of their subscription packages, with the opportunity to share their outcomes with the Jisc consortium to enable greater oversight in support of national negotiation activities.

The agreement includes a reduced rate for Unsub membership for SCONUL members. It provides institutions with access to data from all publishers supported by Unsub through their institutional analytics tools, as well as a consortia dashboard tool developed with Jisc.

One of the most important roles that SCONUL fulfils for members is to facilitate information sharing between members. This includes developing practice within institutions, new service models, international developments in librarianship and a wide range of other fields. We do this in a variety of ways, including through our monthly newsletter regular briefings. We use our mailing lists and the SCONUL website to distribute information about sector developments to members. SCONUL also provides members with “news flash” updates which provide rapid summaries of important policy developments to members which are highly valued.

During 2020 SCONUL produced regular briefings for members on key issues for academic libraries, including regular updates on governments’ policies on Covid-19 as well as on other policy developments such as open access, journal negotiations and the legislative and regulatory frameworks for HE in the UK.

16

Deputies and Directors groups

______

In 2020 SCONUL continued to offer deputies and new directors’ groups to members. These groups provide an opportunity for participants to come together to share experiences and learn from each other in an informal way. SCONUL organises the membership of the group and facilitates the first meeting. Beyond this, the groups are self-organising.

We support groups for deputies and new directors, but also have groups for interim directors; for those managing a portfolio of services, and for those running converged services. We now support 19 groups in total and regularly survey members for those with an interest in taking part.

Supporting member consortia

______

For the last eight years SCONUL has been providing support for other library consortia whose members are also members of SCONUL. This support is provided at cost, and allows our partners to concentrate on projects, research and services for their members while SCONUL takes on some of their administrative burden.

During 2020, we provided support to the Northern Collaboration, the Mercian Collaboration, North West Academic Libraries (NoWAL) and the Customer Services Group UK. These are formally subgroups of SCONUL, albeit with the autonomy to pursue their own objectives under SCONUL’s charitable objects. We remain open to providing support to other similar organisations.

These organisations all support the overarching aims of SCONUL:

The Virtual Enquiry Service

_______

SCONUL had a long-standing arrangement for SCONUL members to join the QuestionPoint service, based on a framework negotiated with the then owner, OCLC. In 2019, the service was sold to another company and despite an extended conversation, it has not been possible to reach a suitable agreement with the new owners. Unfortunately, we have now had to withdraw this service.

The aims of Customer Services Group UK (CSGUK) are to discuss and share knowledge of new developments in customer service generally, and within libraries more specifically; to share knowledge and techniques used around measures already implemented in HE libraries; and to discuss and develop methods for improving customer service, especially where there is potential for active collaborative working.

The Northern Collaboration and NoWAL have now merged to form Academic Libraries North and their objective is, through collaborative activities and mutual support, to provide opportunities for our members in the exchange of knowledge and experience.

The Mercian Collaboration provides a space to work together to explore training and development and to seek efficiencies on behalf of member institutions and the wider community.

17

MEMBER SERVICES

SCONUL Mentoring

The SCONUL Mentoring scheme is designed to support academic library leaders in their professional and personal growth by facilitating mentoring relationships with more experienced colleagues. It is aimed at emerging or newly-appointed leaders (senior library staff in deputy director or second tier equivalent positions at member institutions) or those recently appointed to their first director level post although it is also open to more experienced leaders, as leadership learning and development are lifelong processes.

In its third year of operation in 2020 it had 26 active mentors and had provided support to 29 additional mentees.

18

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governance

SCONUL’s members

One member one vote

Our trustees

SCONUL is a company limited by guarantee which has been given a licence to omit the word ‘limited’ by the Secretary of State for Business, Innovation and Skills.

SCONUL is governed by its Articles of Association which are available on the SCONUL website:

https://www.sconul.ac.uk/sites /default/files/documents/Articl esofAssociation.pdf

These governing documents were incorporated on 13 July 1979 and last amended by Special Resolution on 3 July 2015.

SCONUL’s members are the universities and national libraries of the United Kingdom and Ireland, together with most other UK institutions of higher education and institutions with collections of national significance. Members are listed on page 4 and 5 of this report.

Senior leaders of SCONUL member libraries have an important role to play in SCONUL, influencing our priorities and objectives. Their contributions to the Board, to SCONUL’s Strategy Groups and in representing the community on a wide range of working groups are critical to SCONUL’s success. They are also critical in helping to develop SCONUL’s strategy to meet its core charitable objectives (see page 6).

Each institution is allowed a single vote at the SCONUL Annual General Meeting and in elections for the Board. This is an important element of the governance of the organisation.

Sixteen members (see page 3) constitute the Company’s Board and are the Charity’s trustees, each of whom, in formal terms, is a Director of the Company. Twelve of the sixteen of the Board are elected and four were co-opted from partner organisations.

New trustees are given briefings on the charity’s work and their obligations under Charity and Company law. Training in good practice and the responsibilities of trustees is provided regularly.

19

STRUCTURE, GOVERNANCE AND MANAGEMENT contd.

Executive Board

The Executive Board meets

four times a year (currently all meetings are virtual) and oversees all issues relating to the charity’s finances and its work for members and the

public, including taking decisions on behalf of members. Where major changes to the way that SCONUL works are proposed, these are presented to members to vote on at the AGM.

The SCONUL Board also:

proposals for activities and spending

20

FINANCIAL REVIEW

Introduction

The results for the year to 31 December 2020 are set out in the Statement of Financial Activities. The Charity’s fund balances and the net assets that constitute them are set out in the Balance Sheet.

Overall total income was as anticipated. Subscription income for SCONUL (as opposed to our regional consortia) was broadly level following a decision by the Board to freeze subscription levels in 2020 given the impact of the pandemic. The remainder of subscription income relates to our management of reserved funds for our regional consortia.

A satisfactory balance between day-to-day and longer-term holdings of funds has been adopted, as follows:

Risk management

The Executive Board considers the major risks faced by SCONUL on a regular basis and they are of the opinion that systems are in place to manage them. A

“live” risk register is maintained by the SCONUL office, and is reviewed regularly by the Executive Board.

This covers both financial and non-financial risks; identifies both the likelihood and severity of any risk and identifies activities required to mitigate the risks identified.

We continue to monitor the risk from an historic pensions case which had been ruled on by the Pensions Ombudsman in SCONUL’s favour in 2018 but which was subsequently referred to the High Court for Review. The court referred it back to the Pensions Ombudsman. Should the Pensions Ombudsman overturn its previous decision, SCONUL may be liable for additional pension costs which would be met from SCONUL’s reserves.

Pay and remuneration policy

Staff pay scales are set by the Executive Board on the basis of advice from SCONUL’s HR consultant and with reference to pay rates for equivalent posts in the charitable and public sectors.

Reserves policy

2020 saw SCONUL’s reserves increase slightly to £243,942 from £232,194 at the end of 2019. We hold an additional £81,813 in designated funds (£84,529 at the end of 2019). SCONUL reviewed its reserve policy in March 2020 and agreed the following policy:

21

FINANCIAL REVIEW

to hold reserves sufficient to cover three months’ core running costs or the cost of legal liabilities, whichever is higher, plus funds to cover a 10% loss of subscription income, plus the cost of our largest single spending commitment .

This would require reserves of £227k in 2021, approximately £17k below current reserves.

The COVID-19 pandemic is having a profound impact on higher education globally including in the UK. The trustees have considered the impact of this issue on the charity’s current and future financial position. The trustees consider that the charity has sufficient unrestricted reserves as detailed above and cash flow to continue as a going

concern for a period of at least 12 months from the date on which these financial statements are approved. For this reason, the accounts have been prepared on the going concern basis.

The designated funds support the activities of SCONUL’s subgroups: the Northern Collaboration and NoWAL (now merged to form Academic Libraries North); the Mercian Collaboration; and the Customer Services Group UK as discussed above.

Interest income on reserves is still very low at an average of around 0.2% and is likely to remain low in 2021 as a result of the financial impact of the pandemic.

of its role ensuring that the voice of its members is heard at the European and international level.

Relationships with other bodies

SCONUL provides support to four library consortia whose members are also members of SCONUL and which are formally constituted as subgroups. The groups have autonomy within our shared core charitable objectives (see page 6). Three consortia have a member of staff, employed by SCONUL, devoted to their work. The cost of other staff time on consortia work is covered by transfers from the consortia’s reserved funds.

SCONUL has no formal relationship with other charities with the important exception that its member institutions are nearly all charities themselves.

SCONUL is a member of a number of key sector bodies, including LIBER and IFLA, as part

22

RESPONSIBILITIES OF TRUSTEES

The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to:

that the charity will continue in operation.

In so far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 December 2020 was 16.

23

The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Auditors

Godfrey Wilson Ltd were reappointed as the charitable company's auditors during the year and have expressed their willingness to act in that capacity.

Approved by the trustees on 15 September 2021 and signed on their behalf by

Susan Ashworth

Susan Ashworth SCONUL Chair

24

INDEPENDENT AUDITORS’ REPORT

Opinion

Basis for opinion

We have audited the financial statements of The Society of College, National and University Libraries (the 'charity') for the year ended 31 December 2020 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

In our opinion, the financial statements:

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

25

Other information

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

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

Opinion on other matters prescribed by the Companies Act 2006

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

We have nothing to report in this regard.

26

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of the trustees

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

27

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:

28

Use of our report

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or noncompliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

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

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

Date: 16 September 2021

Alison Godfrey

Alison Godfrey FCA (Senior Statutory Auditor)

For and on behalf of:

GODFREY WILSON LIMITED

Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD

29

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT)

Note
Income from:
Donations - subscriptions
2
Other trading activities
Investments
Charitable activities:
Membership services
Events programme
Total income		 2020
Total
£
484,590
1,350
876
1,430
-
488,246		 2019
Total
£
466,243
46,580
2,654
1,980
73,173
590,630

30

Note
Expenditure on:
Charitable activities:
Membership services
Events programme
Partnership working, advocacy and lobbying
Communications with members
Regional collaborations
Total expenditure
3
Net income / (expenditure) and net movement in funds
4
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 2020
Total
£
93,095
91,987
111,248
102,616
80,268
479,214
9,032

316,723
325,755		 2019
Total
£
164,481
212,223
130,379
75,960
100,039
683,082
(92,452)
409,175
316,723

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. All income and expenditure is unrestricted. Movements in funds are disclosed in note 12 to the accounts.

31

BALANCE SHEET

Note
Fixed assets
Tangible fixed assets
7

Current assets

Debtors
8
Investments
9
Cash at bank and in hand
Creditors: amounts due within 1 year
10
Net current assets
Net assets
11		 £
4,318
373,059
25,416
402,793
(77,717)		 2020
£
679
325,076
325,755		 2019
£
5,687
11,439
332,183
20,662
364,284
(53,248)
311,036
316,723

32

2020 2019 Note £ £ £ Funds 12 Unrestricted funds: Designated funds 81,813 84,529 General funds 243,942 232,194 Total funds 325,755 316,723

These accounts have been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime.

Approved by the trustees on 15 September 2021 and signed on their behalf by

Susan Ashworth

James Anthony-Edwards

S Ashworth - Chair

J Anthony-Edwards - Treasurer

33

STATEMENT OF CASH FLOWS

Cash flows from operating activities:
Net movement in funds
Adjustments for:
Depreciation charges
Dividends, interest and rents from investments
Decrease / (increase) in debtors
Increase / (decrease) in creditors
Net cash provided by operating activities
Cash flows from investing activities:
Purchase of fixed assets
Dividends, interest and rents from investments
Net cash provided by investing activities		 2020
£
9,032
6,027
(876)
7,121
24,469
45,773
(1,019)
876
(143)		 2019
£
(92,452)
8,120
(2,654)
1,965
1,206
(83,815)
-
2,654
2,654

34

Increase / (decrease) in cash and cash equivalents in the
year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Analysed as:
Cash at bank and in hand
Current asset investments		 2020
£
45,630
352,845
398,475
25,416
373,059
398,475		 2019
£
(81,161)
434,006
352,845
20,662
332,183
352,845

Analysis of changes in net debt

The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements.

35

NOTES TO THE FINANCIAL STATEMENTS

1. Accounting policies

a) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The Society of College, National and University Libraries meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

b) Going concern basis of accounting

The accounts have been prepared on the assumption that the charity is able to continue as a going concern, despite the impact of the ongoing Covid-19 pandemic on the charity's ability to hold in-person events and conferences. The charity has sufficient general reserves and cash to continue as a going concern for a period of at least 12 months from the date on which these financial statements are approved.

c) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Income from donations is received by way of membership subscriptions and is included in full in the statement of financial activities when receivable.

Credit is taken for subscriptions in the year for which they are payable. Where a member wishes to terminate their subscription then notice must be given before the summer conference in the year prior to the termination of membership.

36

Any income arising from conferences and meetings, sponsorship and sales of publications, working papers or newsletters is recognised once invoiced, unless it relates to a future event in which case it is deferred.

d) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank.

e) Funds accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. These relate to ring-fenced funds for the regional consortia as described in note 12 to the accounts.

f) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

g) Allocation of governance and support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the charity’s activities. These costs have been allocated between charitable activities on the following basis, which is an estimate of the resource usage of each activity:

2020 2019
Membership services 23.0% 31.6%
Events programme 25.0% 31.6%
Partnership working, advocacy and lobbying 25.0% 26.3%
Communications with members 27.0% 10.5%

37

h) Tangible fixed assets

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

Leasehold improvements 5 years straight line Furniture, fixtures and fittings 3 years straight line Computer equipment 3 years straight line

Items of equipment are capitalised where the purchase price exceeds £1,000.

i) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

j) Current asset investments

Current asset investments consist of cash held on deposit in interest bearing accounts. Such investments are measured at their fair value.

k) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

l) Creditors

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

m) Pension costs

The charitable company contributes to two multi-employer defined benefit pension schemes (the Universities Superannuation Scheme and the Superannuation Arrangements of the University of London). The assets of the schemes are held separately from those of the charitable company in independently administered funds. The

38

charitable company is not contractually liable for any share of the schemes' deficits, therefore the schemes are accounted for as defined contribution schemes. The pension cost charge represents contributions payable under the schemes by the charitable company to the funds. The charitable company has no liability under the schemes other than for the payment of those contributions. The contributions made for the accounting period are treated as an expense and were £43,070 in 2020 (2019: £47,416).

n) Operating lease commitments

Rentals payable under operating leases, where substantially all the risks and rewards of ownership remain with the lessor, are charged to the statement of financial activities on a straight line basis over the minimum lease term.

o) Regional consortia

These financial statements include the results of the regional SCONUL sub-groups, accounted for as branches of the charity. Funds held on behalf of regional consortia are held as designated funds.

p) Accounting estimates and key judgements

In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. There are no key sources of estimation or uncertainty that have a significant effect on the amounts recognised in the financial statements.

39

2. Income from donations

Membership subscriptions
Transfer from CSGUK
Total income from donations		 2020
£
475,597
8,993
484,590		 2019
£
466,243
-
466,243

40

3. Expenditure

Direct costs
IT and website hosting
Staff costs (note 5)
Recruitment and training
Premises costs
Insurance
Fees and subscriptions
Office costs
Legal and professional
Executive board costs
Audit and accountancy
Bank charges
Depreciation
Sub-total
Allocation of governance
and support costs
Total expenditure		 Membership
services
£
18,819
4,012
29,507
-
-
-
-
-
-
-
-
-
-
52,338
40,757
93,095		 Event
programme
£
1,434
377
45,875
-
-
-
-
-
-
-
-
-
-
47,686
44,301
91,987		 Partnership
working,
advocacy
and lobbying
£
25,264
377
41,306
-
-
-
-
-
-
-
-
-
-
66,947
44,301
111,248		 Communications
and best
practice sharing
with members
£
2,954
377
51,440
-
-
-
-
-
-
-
-
-
-
54,771
47,845
102,616		 Regional
collaborations
£
13,420
3,048
63,800
-
-
-
-
-
-
-
-
-
-
80,268
-
80,268		 Governance
and support
costs
£
-
10,153
71,997
1,571
44,365
1,825
4,475
15,432
13,131
1,024
7,200
4
6,027
177,204
(177,204)
-		 Total 2020
£
61,891
18,344
303,925
1,571
44,365
1,825
4,475
15,432
13,131
1,024
7,200
4
6,027
479,214
-
479,214

Total governance costs were £8,224 (2019: £17,266).

41

Expenditure (prior year comparative)

Direct costs
IT and website hosting
Staff costs (note 5)
Recruitment and training
Premises costs
Insurance
Fees and subscriptions
Office costs
Legal and professional
Executive board costs
Audit and accountancy
Bank charges
Depreciation
Sub-total
Allocation of governance
and support costs
Total expenditure		 Membership
services
£
20,967
4,871
50,807
-
-
-
-
-
-
-
-
-
-
76,645
87,836
164,481		 Event
programme
£
54,743
364
69,280
-
-
-
-
-
-
-
-
-
-
124,387
87,836
212,223		 Partnership
working,
advocacy and
lobbying
£
15,719
364
41,100
-
-
-
-
-
-
-
-
-
-
57,183
73,196
130,379		 Communications
and best
practice sharing
with members
£
4,631
364
41,686
-
-
-
-
-
-
-
-
-
-
46,681
29,279
75,960		 Regional
collaborations
£
43,431
3,565
53,043
-
-
-
-
-
-
-
-
-
-
100,039
-
100,039		 Governance
and support
costs
£
-
16,699
67,455
14,918
44,459
1,782
4,193
17,025
86,199
10,186
7,080
31
8,120
278,147
(278,147)
-		 Total 2019
£
139,491
26,227
323,371
14,918
44,459
1,782
4,193
17,025
86,199
10,186
7,080
31
8,120
683,082
-
683,082

42

4. Net movement in funds

This is stated after charging:

2020 2019
£ £
Depreciation 6,027 8,120
Trustees' remuneration Nil Nil
Trustees' reimbursed expenses 294 7,028
Auditors' remuneration:

Statutory audit and accounts preparation (including VAT)		 7,200 7,080

Trustees' reimbursed expenses relate to payments to 2 trustees (2019: 10) for travel and subsistence expenses for attending strategy group and board meetings.

43

5. Staff costs and numbers

Staff costs were as follows:

2020 2019
£ £
Salaries and wages 237,504 249,250
Social security costs 23,351 26,705
Pension costs 43,070 47,416
303,925 323,371
The key management personnel of the charity comprise the trustees and the Executive Director. The tota
employee benefits of the key management personnel of the charity were £117,200 (2019: £113,714).
One employee earned between £80,000 and £90,000 in the year (2019: one), excluding employer's pens
contributions and NICs.
The average head count during the reporting period was 7.3 (2019: 8). The average number of full time
equivalent employees during the year was as follows:
2020 2019
No. No.
Average number of employees (full-time equivalent) 5.9 5.7

The key management personnel of the charity comprise the trustees and the Executive Director. The total employee benefits of the key management personnel of the charity were £117,200 (2019: £113,714).

One employee earned between £80,000 and £90,000 in the year (2019: one), excluding employer's pension contributions and NICs.

44

6. Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

7. Tangible fixed assets

Cost
At 1 January 2020
Additions in year
At 31 December 2020
Depreciation
At 1 January 2020
Charge for the year
At 31 December 2020
Net book value
At 31 December 2020
At 31 December 2019		 Leasehold
improvements
£
102,302
-
102,302
102,302
-
102,302
-
-		 Furniture,
fixtures and
fittings
£
40,345
-
40,345
40,345
-
40,345
-
-		 Computer
equipment
£
22,165
1,019
23,184
16,478
6,027
22,505
679
5,687		 Total
£
164,812
1,019
165,831
159,125
6,027
165,152
679
5,687

45

8. Debtors

Trade debtors
Prepayments
Current asset investments
The Charities Official Investment Fund
Creditors: amounts due within 1 year
Trade creditors
Accruals
Funds held on behalf of Copyright for Knowledge
Other creditors		 2020
£
140
4,178
4,318
2020
£
373,059
2020
£
54,326
22,103
1,288
-
77,717		 2019
£
5,614
5,825
11,439
2019
£
332,183
2019
£
38,587
12,734
1,288
639
53,248

9. Current asset investments

10. Creditors: amounts due within 1 year

46

11. Analysis of net assets between funds

Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 December 2020
Prior year comparative
Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 December 2019		 Designated
funds
£
-
81,813
-
81,813
Designated
funds
£
-
84,529
-
84,529		 General
funds
£
679
320,980
(77,717)
243,942
General
funds
£
5,687
279,755
(53,248)
232,194		 Total
funds
£
679
402,793
(77,717)
325,755
Total
funds
£
5,687
364,284
(53,248)
316,723

47

12. Movements in funds

Unrestricted funds
Designated funds:
Northern Collaboration
Mercian Collaboration
NoWAL
CSGUK Collaboration
Total designated funds
General funds
Total funds		 At 1
January
2020
£
20,165
20,004
39,432
4,928
84,529
232,194
316,723		 Income
£
20,049
18,821
38,270
9,093
86,233
402,013
488,246		 Expenditure
£
(33,494)
(16,596)
(37,072)
(1,787)
(88,949)
(390,265)
(479,214)		 At 31
December
2020
£
6,720
22,229
40,630
12,234
81,813
243,942
325,755

Purposes of designated funds

The designated funds have been set up for the purpose of ringfencing funds held by each of the regional consortia.

48

Prior year comparative

Unrestricted funds
Designated funds:
Northern Collaboration
Mercian Collaboration
NoWAL
CSGUK Collaboration
Total designated funds
General funds
Total funds		 At 1
January
2019
£
22,391
17,442
38,494
-
78,327
330,848
409,175		 Income
£
30,878
22,651
47,505
9,050
110,084
480,546
590,630		 Expenditure
£
(33,104)
(20,089)
(46,567)
(4,122)
(103,882)
(579,200)
(683,082)		 At 31
December
2019
£
20,165
20,004
39,432
4,928
84,529
232,194
316,723

49

13. Commitments under operating leases

At 31 December 2020, the charity had the following annual commitments under non-cancellable operating leases:

Payments due:
Within one year
Within two to five years		 2020
Land and
buildings
£
Other
£
10,000
5,278
-
6,236
10,000
11,514		 2019
Land and
buildings
£
Other
£
10,000
5,278
-
11,514
10,000
16,792		 2019
Land and
buildings
£
Other
£
10,000
5,278
-
11,514
10,000
16,792
16,792

14. Related party transactions

There were no related party transactions in the current or prior year.

50

15. Funds received as an agent

During the year, the charity acted as custodian trustee for partner organisation, Copyright for Knowledge. An analysis of the funds received and paid by the charity is given below. Funds held at year end are detailed in the creditors note (note 10).

Funds held Funds held
at 1 at 31
January Funds Funds December
2020 received paid 2020
£ £ £ £
Copyright for Knowledge 1,288 - -
1,288

51