Hartpury Annual Report July 2025

FINANCIAL STRATEGY

The Financial Strategy must, above all, ensure the continued confidence of stakeholders in supporting Hartpury — including funding agencies, banks, employees, students and other key partners.

Our Financial Strategy supports Hartpury’s aims by recognising the challenge of providing the resources required to enable growth while maintaining strong financial controls. The recent history of Hartpury has shaped the current balance sheet, which forms the baseline for the financial strategy to fund these priorities.

Strategic Priority – Maximising efficiency

Against this background, the Financial Strategy is to:

While Hartpury is financially sound, there must remain a strong focus on ensuring that systems and processes operate as effectively and efficiently as possible in order to avoid deficits and generate annual cash surpluses. The underlying systems and processes across Hartpury should be regularly reviewed to minimise duplication of effort, ensure IT solutions are used effectively to drive efficiency, and support informed decision-making where the ongoing financial implications are clearly understood and accepted. By improving the effectiveness and efficiency of processes, better use can be made of both human and physical resources, increasing the cash available for long-term investment. To achieve this, Hartpury is embarking on a Continuous Improvement journey, using Lean methodologies to enhance efficiency and performance.

Provide sufficient funds to enable curriculum maintenance and development Provide sufficient funds to maintain existing resources Enable the funding of future facilities Provide long-term financial continuity and sustainability Manage financial risk The aim of continuing to grow in a resource-efficient manner defines the scope of future income and the broad portfolio of courses and related facilities. Continued growth, alongside maintaining an outstanding student experience, requires increased investment in new capital projects while sustaining existing infrastructure.

Standing still in a highly competitive education market that continues to develop and evolve is not seen as an option.

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