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2021-12-31-accounts

ANNUAL REPORT

2021

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 13
12 SCONUL’s partner organisations 15
13 Member services 16
15 Structure, governance and management 22
17 Financial review 24
18 Responsibilities of the trustees 26
19 Independent auditors’ report 28
22 Statement of financial activities 33
24 Balance sheet 35
26 Statement of cash flows 37
28 Notes to the financial statements 39

1

CHAIR’S INTRODUCTION

The power of collaboration

Our professional instincts - to share information, to support each other and to act collectively whenever possible – are intrinsic to our community. The last two years have shown what a huge asset this ethos is, allowing us to navigate

successfully together through some very choppy waters.

SCONUL has been an important vehicle for that collaborative effort. The energy and resilience of the office team and all those who give them time to help deliver our groups and programmes has been appreciated and valued by all of us.

And while the last two years have tested all of our resilience, we have found time to go beyond a crisis response. The Libraries after Lockdown project has produced a rich, engaging programme of events which has given us the opportunity to step back and consider how we might adapt and capitalise on the changes that the pandemic brought with it.

Our Content Group has been very active, engaging with the negotiations with Elsevier and coordinating activity with our stakeholders on a way forward on e-books and e- textbooks while speaking for all parts of the community in that debate.

Recognising and celebrating our diversity – as institutions and as individuals – has been an important theme of my time as SCONUL Chair. Despite our limited resources, SCONUL has taken some significant steps to support members’ work on equality, diversity and inclusion. We have established an Open Forum to facilitate BAME staff members networking and sharing information. And from the next academic year, we will be asking members to provide a breakdown of the

ethnicity of their staff as part of the SCONUL Statistics, allowing us to benchmark progress.

We have also launched a new training offer for those leading libraries Leading Change on Race with Advance HE and we have agreed to subsidise the core costs to ensure that this isn’t a barrier to getting involved.

This is only one of a series of extra services that have been developed during my time as Chair, which I know are highly valued. I leave the organisation in rude health and in good hands, and look forward to continuing to collaborate with colleagues in new ways.

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:

Vice-Chair: Andrew Barker (from 2 December 2021)

Former Vice-Chair:

Lesley Castens (resigned 15 September 2021)  Honorary Treasurer: James Anthony-Edwards  Robin Armstrong Viner

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

Worknest

20 Grosvenor Place London SW1X 7HN

Staff

3

SCONUL MEMBERSHIP

University of Aberdeen Aberystywth University University of Abertay Dundee 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 British Library Bournemouth University The University of Bolton University of Bradford University of Bristol Brunel University University of Brighton University of Buckingham Buckinghamshire New University University of 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 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 College Dublin Dublin City University University of Derby De Montfort University 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 Glasgow Caledonian University Glasgow University The Glasgow School of Art The 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 The Institute of Mechanical Engineers King's College London Keele University University of Kent Kingston University Lancaster University University of Leeds Leeds Arts University Leeds Beckett University Leeds Conservatoire 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 London Business School The London Library London School of Economics and Political Science London School of Hygiene & Tropical Medicine London Metropolitan University London South Bank University Loughborough University The University of Manchester Maynooth University Middlesex University Manchester Metropolitan University Newcastle University Newman University National Library of Ireland National Library of Scotland National Library of Wales National University of Ireland, Galway

The University of Northampton Northern School of Contemporary Dance Northumbria University Norwich University of the Arts University of Nottingham

4

SCONUL MEMBERSHIP contd.

Nottingham Trent University The Open University Oxford Brookes University Oxford University University of Plymouth Plymouth Marjon University University of Portsmouth Queen Margaret University Queen Mary, University of London Queen's University of Belfast Ravensbourne University London University of Reading Regent's University London Robert Gordon University Roehampton University Rose Bruford College Royal Agricultural University Royal Central School of Speech & Drama

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 The University of Sheffield Sheffield Hallam University School of Oriental and African Studies

University of South Wales University of Southampton Solent University SRUC

Staffordshire University University of Stirling University of Strathclyde University of Sunderland University of Surrey University of Sussex Swansea University Tate

University of Teesside Trinity College Dublin

Trinity Laban Conservatoire of Music and Dance UCL

University of Ulster University of Wales Trinity Saint David

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

University of Westminster University of Winchester University of Wolverhampton University of Worcester Wrexham Glyndŵr University Writtle University 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 2021. 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 pandemic continued to have a very significant impact on our members, their staff, services and users throughout 2021. At the start of the year, libraries were being encouraged by governments to stay open despite widespread restrictions and to continue to provide services for users.

In response, libraries needed to develop very different ways of working, while giving primacy to staff and user safety. Libraries have been delivering a blended digital and physical model of services for many years, but in 2021 digital services continued to dominate with many users and staff operating from home. As restrictions lifted (and were occasionally re-

imposed), members flexed and adapted services to meet the new environment. This included supporting click and collect options for accessing books and journals, and scanning and sending materials where this was feasible. Teaching and support were delivered online and asynchronously with members experimenting with creative new approaches, for example using virtual reality technology to provide access to special collections.

Our member libraries have been praised for the effectiveness, flexibility and resilience of their response to the pandemic. However, as a community we are all aware of the huge demands placed on systems and staff, testing everyone’s resilience.

SCONUL supported our members in four main ways. First, we provided structured ways for members to share information about responses to the pandemic, fostering the spread of information, innovation and good practice. This included organising regular meetings within the community and those in allied professional services. Data was also captured and shared via spreadsheets and reports.

Second, SCONUL used that information to advise partners, including MPs, 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, we 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 allowed libraries to deliver what their users needed.

Fourth, as the pandemic receded, we developed a programme of events and briefings, Libraries after Lockdown , designed to provide members with an opportunity to consider together how we move out of the current crisis, taking the best of the innovative practices developed during the pandemic and capitalising on the opportunities arising from this period of intense change.

7

LEADERSHIP AND ADVOCACY contd.

Leadership development

Supporting the development of leadership skills and knowledge 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.

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

In 2021 we maintained all our services in this area throughout the pandemic. We also worked with Advance HE to develop a training option for those heading libraries and their senior leadership teams on Leading Change on Race. The initial course took place in spring 2021 with members of the SCONUL Board.

Our Open Forum for Black, Asian and minority ethnic (BAME) staff at SCONUL member institutions continued to run virtually during 2021. This enables staff to network and share information. Further information is included on page 11 below.

Our mentoring scheme is now in its fourth year and continues to provide

opportunities for new and emerging leaders to develop their skills. Details of the scheme are at page 18.

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 also launched three Community of Interest Groups on a user led model, with co-convenors drawn from the SCONUL membership. Further details are included on page 19 below.

In 2022 we have continued to develop the range of support on offer. As we move out of the pandemic, we will be promoting our mentoring scheme to emerging and newly appointed leaders.

We are rolling out the Advance HE training on Leading Change on Race and have received a strong response to an initial call for expressions of interest. SCONUL is subsidising the cost of the training to ensure that all members are able to benefit.

8

LEADERSHIP AND ADVOCACY contd.

Journals, e-books and the cost of content

The pandemic threw a spotlight on long-standing challenges 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. SCONUL and its members have capitalised on this increased understanding to promote the work of libraries and to create alliances to support us in meeting the particular challenges faced in this area, particularly high costs and lack of competitiveness in academic publishing markets.

During 2021 we worked closely with Jisc and other partners to make the case for the short-and long-term changes needed for the

development of a sustainable content market. This included lobbying for the changes to the CLA licence made during the pandemic to be retained.

A particular focus in 2021 was the provision of e-textbooks and other teaching and learning materials. This was the subject of our Content Forum held in March 2021, which provided intelligence for Jisc for the development of their e-textbooks agreement and took forward the conversation on the long-term direction for the sector.

Lack of market competition here is a long-standing concern and SCONUL brought together the major library-side stakeholders in this area in a regular e-books stakeholder group to allow us

to coordinate activity and share intelligence. We published a position paper on e-books and e-textbooks which set out the arguments for change and provided a valuable advocacy tool for members.

We continue to work closely with Jisc on journal negotiations including facilitating consideration of objectives and the long-term shape of the journal market. SCONUL is a member of the UUK content negotiation strategy group which coordinates the sector’s negotiations with publishers, providing a representative voice for our member institutions. In 2021, our focus was negotiations with Elsevier which were brought to a successful conclusion.

SCONUL remains a member of the International Coalition of Library Consortia (ICOLC), through which we share intelligence which helps to inform our work and to keep UK members briefed on developments internationally.

In 2022 our Content

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

We recently held our 2022 Content Forum meeting which explored options for long-term collaboration across the sector.

9

LEADERSHIP AND ADVOCACY contd.

Organisational development

The pandemic has changed the nature of work in libraries as it has across sectors and across the globe. Staff at member institutions showed great resilience and flexibility moving to wholly virtual, and then to hybrid working.

During 2021 we helped members share information and best practice on supporting staff and their managers to meet these challenges and, through our Libraries after Lockdown programme, provided a space to explore how new ways of

working might be adopted and adapted as we move out of the pandemic. This included facilitating conversations with library leaders in the US, Europe and Australia to share views and experiences.

Equality, diversity and inclusion (EDI) are central considerations here and the changes discussed above bring an opportunity to move away from established practices in ways that foster EDI.

The library’s portfolio of activities and points of engagement continues to expand, taking in research support, teaching, data management and analytics and curriculum development among others. We have worked closely with CILIP and other partners on issues around recruitment, staff development and the evolution of professional qualifications and will continue to do so.

Organisational development is one of the three strands of SCONUL’s Libraries after Lockdown programme which is discussed on page 20 and is the focus of one of our new Community of Interest groups as discussed on page 19.

In 2022 we will continue to support this work with organisational development being a major theme of our Libraries after Lockdown conference planned for September.

10

LEADERSHIP AND ADVOCACY contd.

Equality, diversity and inclusion

SCONUL believes it must be an active participant in driving the change we all recognise is needed to foster equality, diversity and inclusion in the library profession and in the HE sector more broadly.

In 2021 the SCONUL Board and team gave priority to initiatives supporting change on race equality. An important prerequisite for assessing whether change is effective is access to baseline data, but this is not currently available for the workforce in SCONUL member libraries. In 2021 we commissioned research to assess whether it would be possible to meet our goal of including data on ethnicity within the SCONUL

benchmarking statistics (for more information see page 13), the outcome of which has been positive.

This was one of the recommendations of the 2019 SCONUL report on BAME staff member experiences in academic and research libraries which recommended key areas of change for member institutions: leadership, voice, zero tolerance, cultural and behavioural change, effective partnerships for change, and career progression.

A SCONUL BAME Group has been formed to assist member institutions with delivering this change, led by Regina Everitt, Assistant COO (Service Excellence) &

Director of Library, Archives and Learning Services at University of East London. This met virtually in 2021 and has led on the delivery of events for the Open Forum for BAME staff.

The Forum had meetings in February and September, with the first meeting being for BAME staff only and the second including allies and provided a valuable opportunity for staff to share and compare their lived experiences of work.

SCONUL has sought to support members seeking to be agents for change in their own institutions by developing training with Advance HE on

Leading Change on Race . The SCONUL Board and our strategy group members took part in the first iteration in 2021.

In 2022 we are rolling this out to all member institutions and there have been strong expressions of interest to date. SCONUL is subsidising the course to ensure that cost does not present a barrier for member institutions to take part.

We are also exploring the scope to share resources and best practice between stakeholders across the sector to facilitate access to the information and useful resources.

11

LEADERSHIP AND ADVOCACY contd.

Policy landscape

The full impact of Covid 19 on higher education and on the library sector more broadly will be profound. The shift towards digital delivery has accelerated, blended learning and teaching is becoming the norm, as is hybrid working and new modes of service delivery.

Radical changes at

institutional level are matched by seismic shifts in the social, economic and environmental context in which member institutions are operating. The economic impacts of Brexit and the pandemic are likely to have significant consequences for all parts of the public realm including HE and our national libraries.

More positively, the commitment for HE to drive improvements in equality, diversity and inclusion and in sustainability require all institutions and everyone working within them to actively consider our assumptions and practices with a view to driving positive change.

In 2021 SCONUL provided briefings for members on policy developments as they happened, and represented their views and concerns direct to government and through UUK. We also sat on the Universities UK group examining the impact of Brexit on universities.

Our Libraries after Lockdown programme included invited speakers from stakeholders who were able to share their insights and expertise on the unfolding policy and economic landscape. These events also provided an opportunity for staff at member institutions to consider and debate the changes that they were seeing and anticipating. Further information is available on page 20.

In 2022 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. Our Libraries after Lockdown

programme continues to provide opportunities for reflection and we will be providing briefings and responding to forthcoming consultations, giving the sector a voice in the important debate about the future of provision.

12

PROMOTING GOOD PRACTICE AND COLLABORATION

Future of library services

Benchmarking and trend analysis

Adaptations by member institutions and their libraries developed in response to the pandemic are proving transformational. The shift to blended teaching and learning is now being embedded, as is hybrid working across campus. Student wellbeing is a critical consideration across the sector, and the shift towards digital delivery has accelerated, including within libraries. Libraries themselves responded to the crisis by innovating in the way that services and support are delivered.

It is a core aim for SCONUL to support our members to capitalise on technological, social and policy changes in the development of their services. The impact of these changes are embedded in all

aspects of SCONUL’s work, including advocacy, events and intelligence sharing.

In 2021, SCONUL held seventeen 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.

We also published a report which explored the drivers for the increased use of the physical library space across our member libraries, placing these in the context of changes to pedagogy, campus design and user behaviour, providing a useful resource for members in considering the development of their services.

This year we also set up a forum for those leading small and specialist institutions to allow them to share

experiences, opportunities and challenges specific to those members (see page 19).

In 2022 our Libraries after Lockdown programme has continued to provide a forum to take forward debate and research about these trends. The three strands are looking 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. This will conclude with a face to face conference in September 2022.

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 2021 we produced an initial analysis of the impacts of the pandemic on library practice.

We also commissioned research to explore whether it was possible to include EDI data within our annual statistics as discussed above.

In 2022 we will be publishing further work on 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.

13

PROMOTING GOOD PRACTICE AND COLLABORATION contd.

Space planning and EThOS design

Shared services

In 2021 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 and through our Libraries after Lockdown programme. This included looking at the impact of the pandemic of changed user behaviour and hybrid working, and the potential impact on library space.

In 2022, we will continue to use our events to explore these issues. We also took the decision to postpone the Library Design Awards to take account of the hiatus in library building and renovation.

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 2021, SCONUL worked closely with Jisc on further development of its work on Plan M (metadata) and was represented on the Jisc Library Services Advisory Group. We also developed

proposals for a Technology Survey, which will allow members to share information on their use of current and emerging technologies and which will support provider evaluation. This is now in development and an initial report will be published in 2023.

In 2022 we will continue this work, helping to support those leading member libraries to plan and develop their service through the Libraries after Lockdown programme.

Our Content Forum, held earlier this year, considered the scope for collaborative collection development, and we have also held event on the evolution of ILL services.

14

SCONUL’s partner organisations

Our partner organisations British Universities Higher Education The National Council of
during 2021 included: Finance Directors Group Statistics Agency (HESA) Voluntary Organisations
(BUFDG) International Federation (NCVO)
ABDU (the French Chartered Institute of of Library Associations Research Libraries UK
Association of Academic Library and Information (ILFA) (RLUK)
Libraries and Professionals (CILIP) Information School, The SCHOMS
Documentation) Copyright Negotiating University of Sheffield Scottish Confederation of
Academic Libraries North and Advisory Committee Jisc University and Research
AdvanceHE (CNAC) Jisc Collections Libraries (SCURL)
Amosshe, the Student Consortium of National Knowledge Quarter Southern Universities
Services Organisation and University Libraries The Libraries and Purchasing Consortium
APUC (Advanced (CONUL), Ireland Archives Copyright (SUPC)
Procurement for Copyright for Knowledge Alliance (LACA) Universities and Colleges
Universities and COUNTER Libraries Connected Information Systems
Colleges) Customer Services London Universities Association (UCISA)
Association for Research Group UK Purchasing Consortium UK Research and
Managers and Designing Libraries (LUPC) Innovation (UKRI)
Administrators (ARMA) Digital Preservation The M25 Consortium of UK-SCL Steering Group
Arts Council England Coalition (DPC) Academic Libraries Universities UK (UUK)
The British Library Ebooks SOS Campaign The Mercian Wales HE Libraries
EThOS, the e-theses on- Collaboration Forum (WHELF)
line service The Wellcome Trust

15

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 our website, allows members to run tailored reports and produce graphs comparing their own institution’s performance to individual or groups of peer institutions.

In 2021,159 institutions contributed to the statistics (an increase on the pre-pandemic figures of 158 in 2019) with 121 submitting the strategic planning subset of data released early in time for the budget planning round.

We were able to reopen the Access Scheme in November 2021. It had been suspended in response to the pandemic on 16 March 2020. Although our members continued to provide library services throughout the pandemic and kept buildings open wherever possible, the requirements for social distancing, travel restrictions and health and safety considerations meant that few were able to welcome external visitors during this period.

Despite the logistical challenges, we were able to bring 139 institutions back into the Access Scheme in November, 83% of the total at the time of closing. A further 28 members have re-joined since then, meaning that the scheme now has 167 members compared to 168 in March 2020.

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 2021 the statistics were used by Jisc to inform its negotiations with journal and e-book publishers and for advocacy purposes with stakeholders. For the 2020-21 and 2021-22 data sets we introduced some additional questions to

The commitment members have shown in re-joining as early as was feasible reflects the strong demand from users to be able to make use of the benefits the scheme offers, and underlines the importance of the Access Scheme to our members. We have just under 36,000 scheme members currently registered.

capture some of the impacts of the pandemic and we are planning a fundamental review of the statistics to ensure fitness for purpose for benchmarking and to assess their role in supporting our collective strategic objectives. The 2021-22 data will also include information on the diversity of the library workforce.

16

MEMBER SERVICES contd.

_________________

Unsub

Information sharing

_______

During 2020 and 2021 SCONUL worked closely with our members, with Jisc, and with the organisation Our Research, to develop a national agreement for access to the latter’s Unsub service. This is a data analysis and dashboard tool that enables libraries and consortia to independently assess the value of the journal subscriptions they hold with publishers. The offer was made available in April 2021.

It has provided an opportunity for SCONUL UK members to use Unsub at a reduced cost, allowing universities to assess and share various scenarios for selecting journal titles. Modelling different scenarios gives university libraries greater insight into the value of their subscription packages while sharing this data with Jisc has enabled greater insight into questions of demand and value to support of national negotiation activities. This has been particularly important during 2021 as the sector negotiated a new deal with the major academic publisher, Elsevier. In 2022, the same will be true of further negotiations, including with SpringerNature.

One of the most important roles that SCONUL fulfils for members is to facilitate information sharing. 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 and 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 2021 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 the UKRI open access policy, journal negotiations particularly with Elsevier, and the legislative and regulatory frameworks for HE in the UK.

17

MEMBER SERVICES contd.

Deputies and Directors groups

SCONUL Mentoring

______

______

In 2021 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 21 groups in total and regularly survey members for those with an interest in taking part.

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.

Demand for mentors was lower in 2021 than in previous years as individual staff members were stretched by the demands of operating in a Covid 19 environment and restrictions on travel limited the scope for face-to-face meetings. Two new mentor relationships were set up in 2021 to add to the previous 29 partnerships. Members retain a strong commitment to the scheme with 41 mentors registered under the Scheme. SCONUL will be undertaking a promotion campaign for the Scheme at the start of the next academic year.

18

MEMBER SERVICES contd.

Community of Interest groups

Small and specialist institutions forum

______

In 2021 SCONUL established three community of interest groups. These provide an opportunity for future and emerging leaders to come together and share their expertise; to explore creative and collaborative approaches to practical issues with the aim of fostering fresh thinking and disruptive innovation, and to share that learning with community.

The groups work in the following areas:

SCONUL has established a forum for small and specialist institutions to come together to share experiences, information and best practice.

While small and specialist interests have a wide range of missions and experiences, discussions held in 2021 identified the significant value there is to members in sharing these experiences and working collaboratively on common challenges. The work of the forum is driven by its members who will choose the topics for discussion and activities arising. The Forum meets three times a year.

It is open to all those leading SCONUL member institutions who define themselves as specialist or small and their senior teams plus invited guests.

The focus of the groups is on knowledge exchange - sharing information and best practice between institutions and beyond. Members are invited to bring their ideas and experience to a shared conversation about the future of academic and research libraries.

19

MEMBER SERVICES contd.

Libraries after Lockdown programme

______

In 2021 SCONUL set up the Libraries after Lockdown project to bring members together to share and learn from our collective responses to the Covid 19 crisis and to think creatively about the future. It looks at service design, organisational development, and at library technology and markets through three programmes of activity including virtual events.

This new way of working was developed to meet the challenges of the pandemic and members’ needs, for example working at speed to deliver webinars, open data sets and advocacy.

Libraries after Lockdown programmes:

Each programme includes a series of activities bringing members together to discuss and shape our collective future, creating opportunities to share innovation and best practice; to debate the trends and issues that will shape the future of the sector; and to hear from expert contributors from within and beyond the sector.

Some events have had a clear strategic focus and others have addressed more operational issues providing opportunities for those leading practice areas to debate and discuss the way forward. This work has helped inform the conversations taking place with stakeholders inside and beyond the institution.

Other support services

______

SCONUL supports its members in a number of other ways. For example we provide briefings and updates on relevant developments, general and subject specific mailing lists, a register of specialist consultants working in the library field, advice and guidance on salary benchmarking and support in identifying interim senior library staff. We are always happy to consider requests and proposals from our members for areas for further support.

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MEMBER SERVICES contd.

Supporting member consortia

______

For the last nine 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.

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.

During 2021, we provided support to the Northern Collaboration, North West Academic Libraries (NoWAL) and their successor body, Academic Libraries North, as well as the Mercian Collaboration, and the Customer Services Group UK. These are formally sub-groups 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 aims of Customer Services Group UK (CSGUK) are to discuss and share knowledge of new developments in customer service

Academic Libraries North : through collaborative activities and mutual support, it seeks to provide opportunities for its members in the exchange of knowledge and experience. It helps facilitate initiatives that respond to emerging opportunities and support its members through future challenges in higher education and the library environment.

The Mercian Collaboration is a professional network which provides a space for its members to work together to explore training and development, and to seek efficiencies on behalf of our institutions and the wider community. Members draw on their own and each other’s good practice and ideas, as well as their awareness of relevant ideas and developments from outside the Collaboration.

21

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.

Our Executive Board 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 three 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.

22

STRUCTURE, GOVERNANCE AND MANAGEMENT contd.

Executive Board

The Executive Board meets four times a year (currently three of these 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:

working groups. This includes agreeing their terms of reference and considering significant proposals for activities and spending

23

FINANCIAL REVIEW

Introduction

The results for the year to 31 December 2021 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) remained flat following the decision to freeze subscriptions because 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:

deposit account at the bank, which automatically tops up the current account when its balance falls below £10,000

Balances are high at the start of the year when subscriptions are received and are reduced towards the end of the year to provide funds for expenses incurred.

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.

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 at each meeting 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.

During 2021 we continued 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 for which an appeal had been made. This has now been

resolved in SCONUL’s favour and we understand that this matter is now closed.

Reserves policy

The designated funds support the activities of SCONUL’s sub-groups: Academic Libraries North; the Mercian Collaboration; and the Customer Services Group UK as discussed above.

2021 saw SCONUL’s reserves increase slightly to £272,215 from £243,942 at the end of 2020. We hold an additional £70,972 in designated funds (£81,813 at the end of 2020).

SCONUL’s reserves policy is as follows (reviewed in March 2020):

24

FINANCIAL REVIEW contd.

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 £219,734 in 2022, approximately £52.5k below current reserves. In addition, £10,259 is held in reserve for the Mercian Collaboration and £19,331 for Academic Libraries North within the designated fund, based on the SCONUL reserves policy. The remaining balance held in the designated fund represents cumulative funds ring-fenced for the regional consortia.

SCONUL is currently in

discussion with the University of London with regards to its formal recognition as an employer under the USS and SAUL pension schemes. This may require

SCONUL to include a one off cost on its accounts next year to recognise potential employer liabilities under the USS Scheme. The Board is confident that this would be manageable within reserves but may require reserves to be built up over time, including within the funds designated for the Mercian Collaboration and Academic Libraries North.

The COVID-19 pandemic has had 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.

Interest income on reserves was very low at an average of 0.012% in 2021. We expect this to increase in 2022 but to remain at a low level in historical terms.

Relationships with other bodies

SCONUL provides support to three library consortia whose members are also members of SCONUL and which are formally constituted as sub-groups. The groups have autonomy within our shared core charitable objectives (see page 6). Two consortia have three members of staff between them, 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 of its role ensuring that the voice of its members is heard at the European and international level.

25

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 2021 was 14.

26

RESPONSIBILITIES OF TRUSTEES contd.

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 13 July 2022 and signed on their behalf by

Susan Ashworth SCONUL Chair

27

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 2021 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.

28

INDEPENDENT AUDITORS’ REPORT contd.

Other information

Opinion on other matters prescribed by the Companies Act 2006

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.

We have nothing to report in this regard.

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

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:

29

INDEPENDENT AUDITORS’ REPORT contd.

either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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

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:

30

INDEPENDENT AUDITORS’ REPORT contd.

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.

31

INDEPENDENT AUDITORS’ REPORT contd.

Use of our 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: 13 July 2022

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

32

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 DECEMBER 2021


Note
Income from:
Donations - subscriptions
2
Other trading activities
Investments
Charitable activities:
Library statistics
Total income		 2021
Total
£
454,511
28,250
57
989
483,807		 2020
Total
£
484,590
1,350
876
1,430
488,246

33

STATEMENT OF FINANCIAL ACTIVITIES contd.

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		 2021
Total
£
99,109
104,997
93,541
106,192
62,536
466,375
17,432

325,755
343,187		 2020
Total
£
93,095
91,987
111,248
102,616
80,268
479,214
9,032
316,723
325,755

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.

34

COMPANY NO. 01436951

BALANCE SHEET AS AT 31 DECEMBER 2021

Note
Fixed assets
Tangible fixed assets
7

Current assets

Debtors
8
Current asset investment
9
Cash at bank and in hand
Creditors: amounts due within 1 year
10
Net current assets
Net assets
11		 £
13,828
343,116
80,080
437,024
(94,176)		 2021
£
339
342,848
343,187		 2020
£
679
4,318
373,059
25,416
402,793
(77,717)
325,076
325,755

35

BALANCE SHEET AS AT 31 DECEMBER 2021 contd. COMPANY NO. 01436951 _________________

Note
£
Funds
12
Unrestricted funds:
Designated funds
General funds
Total funds		 2021
£
70,972
272,215
343,187		 2020
£
81,813
243,942
325,755

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 13 July 2022 and signed on their behalf by

S Ashworth - Chair

J Anthony-Edwards - Treasurer

36

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2021

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		 2021
£
17,432
340
(57)
(9,510)
16,459
24,664
-
57
57		 2020
£
9,032
6,027
(876)
7,121
24,469
45,773
(1,019)
876
(143)

37

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 DECEMBER 2021 contd.

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		 2021
£
24,721
398,475
423,196
80,080
343,116
423,196		 2020
£
45,630
352,845
398,475
25,416
373,059
398,475

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.

38

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2021

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. 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.

39

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:

2021 2020
Membership services 23.0% 23.0%
Events programme 25.0% 25.0%
Partnership working, advocacy and lobbying 25.0% 25.0%
Communications with members 27.0% 27.0%

40

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

41

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 £45,887 in 2021 (2020: £43,070).

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.

42

2. Income from donations

Membership subscriptions
Transfer from CSGUK
Total income from donations		 2021
£
454,511
-
454,511		 2020
£
475,597
8,993
484,590

43

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
£
15,325
3,600
38,370
-
-
-
-
-
-
-
-
-
-
57,295
41,814
99,109		 Event
programme
£
6,057
377
53,113
-
-
-
-
-
-
-
-
-
-
59,547
45,450
104,997		 Partnership
working,
advocacy
and lobbying
£
2,461
377
45,253
-
-
-
-
-
-
-
-
-
-
48,091
45,450
93,541		 Communications
and best
practice sharing
with members
£
422
377
56,308
-
-
-
-
-
-
-
-
-
-
57,107
49,085
106,192		 Regional
collaborations
£
2,975
4,144
55,417
-
-
-
-
-
-
-
-
-
-
62,536
-
62,536		 Governance
and support
costs
£
-
11,367
72,425
9,198
39,461
1,891
3,981
16,594
13,119
5,632
7,740
51
340
181,799
(181,799)
-		 Total 2021
£
27,240
20,242
320,886
9,198
39,461
1,891
3,981
16,594
13,119
5,632
7,740
51
340
466,375
-
466,375

Total governance costs were £13,732 (2020: £8,224).

44

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
£
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

45

4. Net movement in funds

This is stated after charging:

2021 2020
£ £
Depreciation 340 6,027
Trustees' remuneration Nil Nil
Trustees' reimbursed expenses Nil 294
Auditors' remuneration:

Statutory audit and accounts preparation (including VAT)		 7,740 7,200

There were no trustees' reimbursed expenses during the year (2020: 2 trustees were reimbursed for travel and subsistence expenses).

.

46

5. Staff costs and numbers

Staff costs were as follows:

2021 2020
£ £
Salaries and wages 250,573 237,504
Social security costs 24,426 23,351
Pension costs 45,887 43,070
320,886 303,925
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 £117,699 (2020: £117,200).
One employee earned between £80,000 and £90,000 in the year (2020: one), excluding employer's pens
contributions and NICs.
The average head count during the reporting period was 7.8 (2020: 7.3). The average number of full time
equivalent employees during the year was as follows:
2021 2020
No. No.
Average number of employees (full-time equivalent) 5.7 5.9

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 £117,699 (2020: £117,200).

One employee earned between £80,000 and £90,000 in the year (2020: one), excluding employer's pension contributions and NICs.

The average head count during the reporting period was 7.8 (2020: 7.3). The average number of full time equivalent employees during the year was as follows:

47

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 2021
Additions in year
At 31 December 2021
Depreciation
At 1 January 2021
Charge for the year
At 31 December 2021
Net book value
At 31 December 2021
At 31 December 2020		 Leasehold
improvements
£
102,302
-
102,302
102,302
-
102,302
-
-		 Furniture,
fixtures and
fittings
£
40,345
-
40,345
40,345
-
40,345
-
-		 Computer
equipment
£
23,184
-
23,184
22,505
340
22,845
339
679		 Total
£
165,831
-
165,831
165,152
340
165,492
339
679

48

8. Debtors

Trade debtors
Prepayments
Accrued income
Other debtors
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		 2021
£
37
9,251
4,000
540
13,828
2021
£
343,116
2021
£
68,368
24,520
1,288
94,176		 2020
£
140
4,178
-
-
4,318
2020
£
373,059
2020
£
54,326
22,103
1,288
77,717

9. Current asset investments

10. Creditors: amounts due within 1 year

49

11. Analysis of net assets between funds

Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 December 2021
Prior year comparative
Tangible fixed assets
Current assets
Current liabilities
Net assets at 31 December 2020		 Designated
funds
£
-
70,972
-
70,972
Designated
funds
£
-
81,813
-
81,813		 General
funds
£
339
366,052
(94,176)
272,215
General
funds
£
679
320,980
(77,717)
243,942		 Total
funds
£
339
437,024
(94,176)
343,187
Total
funds
£
679
402,793
(77,717)
325,755

50

12. Movements in funds

Unrestricted funds
Designated funds:
Academic Libraries North
Mercian Collaboration
CSGUK Collaboration
Total designated funds
General funds
Total funds		 At 1
January
2021
£
47,350
22,229
12,234
81,813
243,942
325,755		 Income
£
47,984
18,203
-
66,187
417,620
483,807		 Expenditure
£
(60,696)
(14,536)
(1,796)
(77,028)
(389,347)
(466,375)		 At 31
December
2021
£
34,638
25,896
10,438
70,972
272,215
343,187

Purposes of designated funds

The designated funds have been set up for the purpose of ringfencing funds held by each of the regional consortia. Northern Collaboration and NOWAL have merged to form Academic Libraries North in order to facilitate effective collaboration across members in the north of England.

51

Prior year comparative

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

52

13. Commitments under operating leases

At 31 December 2021, the charity had the following annual commitments under non-cancellable operating leases:

Payments due:
Within one year
Within two to five years		 2021
Land and
buildings
£
Other
£
10,000
5,278
-
958
10,000
6,236		 2020
Land and
buildings
£
Other
£
10,000
5,278
-
6,236
10,000
11,514		 2020
Land and
buildings
£
Other
£
10,000
5,278
-
6,236
10,000
11,514
11,514

14. Related party transactions

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

53

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
2021 received paid 2021
£ £ £ £
Copyright for Knowledge 1,288 - -
1,288

54