Hartpury Annual Report July 2025

Hartpury University Annual Report and Financial Statements > 2024/2025

Value for Money

When considering our strategy and values, one of the key considerations throughout is value for money. The Corporation, Vice-Chancellor, Executive Team and Heads of Department consider value for money in all their decision-making processes.

We manage our finances to both provide value for money for students whilst ensuring the long-term financial sustainability of the University. We are committed to being open and transparent about the income streams that we receive and how we spend them.

Our commitments to Value for Money (VfM) are to:

• simplify wherever possible. • identify and eliminate process waste. • avoid duplication of effort. • cut out ineffective processes where safe to do so. • redefine processes and roles and, critically, commission supporting technology. • aim for consistency of processes and a ‘single source of truth’ for data. • implement appropriate changes to processes whilst challenging organisational boundaries. • apply lean principles to new systems and processes.

To achieve good VfM, we seek:

• to promote a culture of continuous improvement. • to integrate VfM principles within existing planning and review processes and embed the pursuit of economy, efficiency and effectiveness within operational management. • to ensure that all staff recognise their continuing obligation to seek VfM for the institution as part of their routine activities. • to respond to opportunities to enhance the economy, efficiency and effectiveness of activities and adopt recognised good practice where this makes sense. • to actively demonstrate, to both internal and external observers, that the achievement of VfM is sought in all activities undertaken. • to procure goods and services in the most sustainable and economic way possible. The University spends its income on running its academic departments, providing academic support (such as library, transport and bursaries), management and administration, maintaining its buildings and other facilities, providing residences and catering for students, and running its farm and equine departments. Staff costs represent more than half of the College’s total expenditure and are tightly controlled each year. For the year ended 31 July 2025, the Group generated a surplus of £4,172,247 (2024: £2,283,052) before other actuarial gains and losses and taxation, and generated cash from operations of £9.2m (2024: £13.7m). Capital expenditure on facilities totalled £6.4m (2024: £10.3m) during the year.

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