DOCSLIB.ORG

Statement of Accounts 2019/20 (Unaudited)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Statement of Accounts 2019/20 (Unaudited) STATEMENT OF ACCOUNTS 2019/20 (UNAUDITED) CONTENTS Narrative report………..………...…………………………………………..………………….……………………………….2 Auditors' report……………………………….…………………………………………………………..…………………………….14 Statement of responsibilities for the statement of accounts…………..………...………………………………………………….17 Core financial statements: Balance sheet …………..………………………...…………..……………………………………………………18 Comprehensive income and expenditure statement………………………………….……………………………………..19 Movement in reserves statement …………………………………………………………………………………….………………………………20 Cash flow statement………………………………………………………………..………………………………21 Notes to the core financial statements………………………………..………………………………………………………………………22 Supplementary financial statements and explanatory notes: Housing revenue account…………………………………………….…………………………………………………..104 Collection fund……………………………………………………...………………………………………………..115 Pension fund accounts……………………………...………………………………………………………………………………..117 Glossary of terms………………………………..…………………………………………………………………………………153 Abbreviations……………………………………..………………………………………………………………………………..172 Index…………………………………………………...……………………………………………………………………………..173 Copies of this and previous years’ accounts are available for viewing, along with other information on the Council’s services, on our website at www.eastriding.gov.uk or from East Riding of Yorkshire Council, County Hall, Beverley, East Riding of Yorkshire, HU17 9BA. East Riding of Yorkshire Council 1 Statement of Accounts 2019/20 NARRATIVE REPORT 1. ABOUT THE COUNCIL The East Riding is one of the largest local authority areas in the country, and is predominately rural, covering over 930 square miles with a population of approximately 341,000 people. With many residents enjoying a good quality of life, benefiting from strong and supportive communities, low unemployment, low crime, good educational attainment and life expectancy. It is ranked amongst the least socially deprived areas in England but it also faces significant challenges, some of which include; Pockets of deprivation in places such as Bridlington, Goole and south-east Holderness. Around half of the population live in rural areas and sometimes isolated communities, which can provide additional challenges, such as increased costs in service delivery, rural transport and access to services. An ageing and growing population of older people and the rising costs of commissioning care from private providers. A 48 kilometre coastline of soft glacial till (clay, pebbles and sand), particularly vulnerable to coastal erosion. The coastline is eroding at an average rate of 1.5-2.5 metres per year, with some locations which are not defended experiencing individual cliff losses of 20 metres or more. The area’s propensity to both flooding and coastal erosion due to our complex geography, combined with increasing impacts of extreme weather events, poses a substantial risk to the local infrastructure and the economy. With around half of the population living in areas at risk of flooding. There will be as yet unquantified impacts on, and opportunities for, local government and its public sector partners from the ‘Brexit’ process as this progresses. Likewise there are likely to be impacts on and opportunities for our communities and local businesses and the Council will endeavour to respond positively to such challenges, working closely with its partners across a range of sectors. There may also be changes to ongoing Government programmes and legislation which have a direct impact on the Council and its partners, such as in relation to the UK Prosperity Fund. The Covid-19 pandemic has had a significant impact on the way in which we live and work. To address the challenges brought about by the pandemic, the Council has worked with partners to develop its emergency response, working very hard to maintain essential services, prioritising resources where they are needed most whilst dealing with the impacts of Covid-19 on residents, businesses and its own workforce. Within the narrative report, the financial outlook and risks facing the Council as a result of the Covid-19 pandemic are reported. The Council’s Business Plan sets out the Council’s vision and priorities for addressing some of these key challenges, together with progress made in the previous year and supports the wider ambitions set out in the Community Plan for the area. The five year plan 2020-25 also contains important headline information on how the Council will use our resources effectively to achieve our priorities through sound financial planning. OUR VISION Your East Riding... where everyone matters OUR VALUES Quality: We work together to provide the best possible services Pride: We are proud of what we do and we positively embrace change Respect: We treat people fairly and are open, honest and lead by example OUR PRIORITIES Growing the economy – Working with others to support sustainable economic growth and strong communities, ensuring the East Riding is a great place to invest in, live, work and visit Valuing the environment – Responding to climate change, developing our infrastructure and safeguarding our heritage Promoting healthy lifestyles – Helping people to stay healthy, strong and fit for the future East Riding of Yorkshire Council 2 Statement of Accounts 2019/20 NARRATIVE REPORT Protecting the vulnerable – Supporting in times of need, protecting from harm and improving the quality of life Helping children and young people achieve – Supporting and inspiring children to raise their aspirations and reach their potential COMMUNITY PLAN The Council is working together with public sector and voluntary sector partners through the East Riding Place Partnership to deliver the ambitions set out in the Community Plan and the East Riding Health, Care and Wellbeing Plan. These plans for the area builds on previous community plans, and reflects the continued changes and challenges affecting the East Riding. Partner organisations were closely involved in its development to ensure that it recognises the issues faced by both residents and partner organisations operating in the area. The Plan provides a sense of ‘place’, describing, for example, the key geographical and socio-economic aspects of the East Riding and aligning itself to key documents including the East Riding Local Plan. The Community Plan set out a range of agreed priorities: Children and young people are happy, healthy, confident, safe and resilient, to reach their full potential Older people enjoy a healthy, independent lifestyle Communities are healthy, thriving, prosperous and safe Regeneration transforms deprived areas and reduces health and other inequalities The built and natural environment is protected through sustainable development and economic growth. The Community Plan also includes the partners’ commitment to a shared direction of travel around how they will work together to transform their organisations (through, for example, use of technology, joint use of assets and more efficient working practices), in order to collectively respond to the financial and demographic challenges. Details of the key actions the Council planned to take to deliver the corporate priorities can be found in the Council’s Business Plan at www.eastriding.gov.uk. East Riding of Yorkshire Council 3 Statement of Accounts 2019/20 NARRATIVE REPORT 2. OPERATIONAL PERFORMANCE It is a priority for the Council to ensure that performance is monitored and managed effectively. To make sure that Elected Members and officers are able to make informed decisions that will drive service improvement, a new corporate performance framework was developed during 2018/19 which provides greater flexibility to adapt to emerging priorities and has an even greater focus on outcomes. The resulting outcome based framework measures activities identified in the Council’s key corporate strategies, so providing an assessment of the impact that the Council is making. It is intended that all strategically important activity across the organisation will be captured and aligned with the Council’s new vision and priorities. East Riding of Yorkshire Council 4 Statement of Accounts 2019/20 NARRATIVE REPORT The key corporate strategies are: Asset Management and Capital Investment Strategy 2016-2046 Strategy and Vision for Adults Social Care and Support in the East Riding of Yorkshire 2019-2022. Children and Young People’s Strategic Plan 2017-2020 Economic Development Strategy 2018-2022 Joint Health and Wellbeing Strategy 2019-2022 East Riding Local Plan 2012-2029 Each strategy is broken down to its strategic aims and within each strategic aim segment are outcome measures which drive the results of each tier of performance (these are being developed for the new Adults Social Care Strategy). Current performance measures and monitoring processes ensure that progress in this area is effectively managed. The framework is represented by a performance ‘wheel’ which provides a graphical visualisation of hierarchical data underpinning the corporate strategies, showing performance and status through colour, using a ‘Red/Amber/Green’ (RAG) performance rating scheme. Performance, as measured at the end of Quarter 4 2019/20, shows that, overall all of the key strategies for which performance measures have been agreed are performing above or within their set tolerance targets (shown as ‘Green’ in the inner circle of segments below). At the end of Quarter 4, there were 54 measures which were achieving or exceeding their milestone target, 14 measures that were within their agreed tolerance and 14 measures
Load more

Recommended publications
  • The Humber Metro
    The Humber Metro The Humber Metro is a very futuristic concept, depending, as it does, on the existence of the Humber tunnel between Goxhill and the approach to Paragon station, proposed as part of HS10 in the ‘HS Eastern Routes and Service Plans’ article. As noted there, although the tunnel will be built to GC gauge, it is intended from the outset to be shared with Regional Metro traffic between Cleethorpes and Hull, which will at least initially be of UK loading gauge. The Humber Metro covers the area from Selby and Goole in the west to Cleethorpes and Withernsea in the east, and from Grimsby in the south to Bridlington in the north. The core section, built to GC-gauge, as all new infrastructure should be, runs in tunnel under the centre of Hull between Paragon (LL) and Cannon St. (former H&B) stations, with a connection to the Hornsea / Withernsea lines just before Wilmington, and another to the Beverley line at Cottingham. Other than that (and the Humber tunnel, of course,) it takes over the routes of existing and former, long closed, branches. The proposed metro services fall into two groups, either cross-river or west-east along the north bank. The services of the first group are: 2tph Cleethorpes – New Clee – Grimsby Docks – Grimsby Town – West Marsh – Great Coates – Healing – Stallingborough – Habrough – Ulceby – Thornton Abbey – Goxhill – Hull Paragon (LL) – George St. – Cannon St. – Beverley Rd. – Jack Kaye Walk – Cottingham – Beverley – Arram – Lockington – Hutton Cranswick – Great Driffield – Nafferton – Lowthorpe – Burton Agnes – Carnaby – Bridlington 2tph Cleethorpes – New Clee – Grimsby Docks – Grimsby Town – West Marsh – Great Coates – Healing – Stallingborough – Habrough – Ulceby – Thornton Abbey – Goxhill – Hull Paragon (LL) – George St.
    [Show full text]
  • EDUCATION Welcome to ROBERTSON
    Assuring a sustainable future EDUCATION Welcome to ROBERTSON We’re one of the largest family-owned construction, infrastructure and support services businesses in the UK, and we apply the same principles to every aspect of our business today that we did over fifty years ago when Bill Robertson set up his joinery firm in Elgin. Over the years our sustainable growth has enabled us to invest in our business, the future of people and communities, and to deliver on major projects, housing schemes and facilities management for customers nationally. Our scale gives us the ability to accept big challenges, and build deep, mutually beneficial partner relationships. At the same time we think locally, working with stakeholders and the supply chain to deliver services and infrastructure that will stand the test of time. Ultimately, everything we do is about making progress safely towards a sustainable future for our people, communities and our business. It’s the Robertson Way. Baldragon Academy, Dundee Creating outstanding EDUCATION SPACES As one of the largest family-owned construction, We understand the challenges facing the education infrastructure and support services business in the sector and these are well documented. Budgets UK, we have a long history in the further and higher are more restricted and there is an increasingly education sectors with over 150 completed education competitive globalised student market. projects. There is more emphasis on creating the right learning Our expertise ranges from nursery and primary school environment, which in turn will attract the best facilities, through to secondary schools, academies, students to schools and universities.
    [Show full text]
  • Hull Education Protocol 2019-20 ED Proto Doc 21019 Layout 1 02/10/2019 09:08 Page 2
    ED Proto doc 21019_Layout 1 02/10/2019 09:08 Page 1 Hull Education Protocol 2019-20 ED Proto doc 21019_Layout 1 02/10/2019 09:08 Page 2 Contents Our Education Ambitions p3 The Role of the Local Authority in Education p4 The Role of Schools p6 The Hull School Landscape p7 Hull Council Education Structure p9 The Education Core Offer to Schools and Academies p10 Traded Services to Schools and Academies p10 Inclusion Statement p11 Strategic Education Partnerships in Hull p14 Education Reporting Structure p15 Council Structure p16 2019 City Wide School Standards p17 Hull School Signatures of Risk p18 2 ED Proto doc 21019_Layout 1 02/10/2019 09:08 Page 3 Hull Education Protocol 2019-20 Education Ambitions Our ambitions are simple Ambition 1 All children and young people should be able to but significant. They are learn and develop in a provision that has been challenging but achievable. judged to be ‘good’ or ‘outstanding’. What we do know is that Ambition 2 In the key indicators of achievement and attendance reaching these ambitious in Hull, we will close the gap and then aim to exceed targets will improve the national figures. In order to deliver these ambitions Hull City Council educational outcomes and will work in partnership with all education providers to challenge and support them on behalf of our the life chances for our children and young people. Good education is their key to a bright future and to the future success of future citizens. the region. In a period of change in the education landscape the Council commits to working alongside the range of education providers in Hull to secure the entitlement for all children to learn and thrive in good schools.
    [Show full text]
  • Supplementary Planning Document (SPD) 10
    Supplementary Planning Document (SPD) 10 Trees Adopted 7 January 2019 1 1. Introduction / summary 1.1 This Supplementary Planning Document (SPD) acts as guidance to policies in the Hull Local Plan 2016 to 2032, adopted in November 2017. The Local Plan is a 16 year document which sets out the vision for growth in Hull. It identifies the quantity and location for new housing, community facilities, shops and employment provision. 1.2 This document provides planning guidance on Policy 45 – ‘Trees’. It gives advice as to how future planting of trees and tree protection should be addressed via the planning process and the considerations that need to be taken into account before, during and after development. 1.3 Local Plan policy seeks to promote an increase in the provision and diversity of green infrastructure, particularly tree and woodland provision, for its benefits in urban cooling, health and well-being, and conserving and enhancing biodiversity. 1.4 The Supplementary Planning Document seeks to: • Provide clarity to developers, statutory consultees, local residents and other stakeholders; • Outline the national and local planning policy context that guides how trees should be considered in development. • Outline the broad benefits of trees and woodland to the city. • Explain what role trees have in contributing to the distinctive character of areas within the city ; • Explain how new planting of trees should be incorporated into future development, either on site or where this is not possible where future planting should be directed. This includes how planting can be directed to achieve objectives of increasing biodiversity and to support flood risk mitigation.
    [Show full text]
  • Freetown Sierra Leone and Has Over Ten Years of Professional Working Experience
    Rivers of the World Rivers of the World is the Thames Festival Trust’s flagship education project delivered in partnership with the British Council. Rivers of the World inspires young people to see the potential for art in their lives. It champions their creativity and develops young audiences for galleries. The project gives teachers skills to deliver arts-based learning; develops awareness about rivers; and provides the framework for international partnerships to flourish with both artists and schools. Now in its 14th year, Rivers of the World has been delivered in over 30 countries around the world. Each year we work with one new London borough and two new UK cities on a 2-year cycle. We link each school with a school in a partner city overseas. Magnificent artworks are created through the project by pupils under the guidance of professional artists and exhibited in London and across the participating cities. The pupils’ artworks are inspired by their local waterfront. This year we have worked with young people from Barking & Dagenham, Exeter, Worcestershire, Kenya, Malawi and Palestine who are in year one of the project alongside Bromley & Bexley, Hull, Reading, Nepal, Nigeria and Sierra Leone who are in year two. riversoftheworld.org Opposite: Artwork detail: All Saints Catholic School with Shona Watt This page: Pupils from Celebration Co-Ed School by Kailash K Shrestha Where we work 2006-2018 Rivers of the World has partnered children and young people in the UK with their counterparts from over 30 countries around the world enabling international collaboration and dialogue through the study of rivers and culture.
    [Show full text]
  • Hull Cycle Map and Guide
    Hull Cycles M&G 14/03/2014 11:42 Page 1 Why Cycle? Cycle Across Britain Ride Smart, Lock it, Keep it Cycle Shops in the Hull Area Sustrans is the UK’s leading Bike-fix Mobile Repair Service 07722 N/A www.bike-fix.co.uk 567176 For Your Health Born from Yorkshire hosting the Tour de France Grand Départ, the sustainable transport charity, working z Regular cyclists are as fit as a legacy, Cycle Yorkshire, is a long-term initiative to encourage everyone on practical projects so people choose Repair2ride Mobile Repair Service 07957 N/A person 10 years younger. to cycle and cycle more often. Cycling is a fun, cheap, convenient and to travel in ways that benefit their health www.repair2ride.co.uk 026262 z Physically active people are less healthy way to get about. Try it for yourself and notice the difference. and the environment. EDITION 10th likely to suffer from heart disease Bob’s Bikes 327a Beverley Road 443277 H8 1 2014 Be a part of Cycle Yorkshire to make our region a better place to live www.bobs-bikes.co.uk or a stroke than an inactive and work for this and future generations to come. Saddle up!! The charity is behind many groundbreaking projects including the National Cycle Network, over twelve thousand miles of traffic-free, person. 2 Cliff Pratt Cycles 84 Spring Bank 228293 H9 z Cycling improves your strength, For more information visit www.cycleyorkshire.com quiet lanes and on-road walking and cycling routes around the UK. www.cliffprattcycles.co.uk stamina and aerobic fitness.
    [Show full text]
  • Make It Happen Prospectus 2020/2021 Wyke Sixth Form College 2020/2021 Prospectus Wyke Sixth Form College 2020/2021 Prospectus
    MAKE IT HAPPEN PROSPECTUS 2020/2021 WYKE SIXTH FORM COLLEGE 2020/2021 PROSPECTUS WYKE SIXTH FORM COLLEGE 2020/2021 PROSPECTUS EXTENDED PROJECT QUALIFICATION WELCOME COURSE Extended Project Qualification (EPQ) 34 TO WYKE ENGLISH INDEX English Literature 35 “WYKE OFFERS A TRUE ‘SIXTH FORM’ EXPERIENCE WITH English Language 35 HIGH QUALITY SPECIALIST TEACHING, A UNIVERSITY STYLE BUSINESS and FINANCE MODERN FOREIGN LANGUAGES CAMPUS, A CULTURE THAT FOSTERS INDEPENDENCE, Accounting 22 German 36 ENCOURAGING STUDENTS TO BE THEMSELVES. Economics 22 French 37 As the largest A Level provider in Hull and East Riding, the Spanish 37 statistics are straightforward; students do very well at Wyke Business A Level 23 Sixth Form College, with our results justifying the position in Business BTEC 23 HUMANITIES the top 15% of all Sixth Form providers nationally. VISUAL ARTS History 38 In 2019, our pass rate percentage at A Level was 99.7%, with Government and Politics 38 the BTEC pass rate at 100%. This includes 315 of the top A* Fine Art 24 and A grades, 53% of the cohort achieving A*- B grades and Photography 24 Geography 39 a remarkable 82% achieving A*-C grades. Our BTEC pass rate was 100%, with 80 students achieving 3 Distinction*, Graphic Design 25 HEALTH and SOCIAL CARE the equivalent to three A*s at A Level, in comparison to 57 Art and Design Foundation Diploma 25 Health and Social Care 41 students in 2018. SCIENCES COMPUTING Our students have progressed to exceptional destinations with 10 students advancing to Oxbridge and 24 taking up Biology 26 IT and Computing 43 places on Medicine, Dentistry or Veterinary courses over the Chemistry 26 past 3 years.
    [Show full text]
  • Yorkshire and Humber Teacher Training ITE Partnership Initial Teacher Education Inspection Report Inspection Dates Stage 1: 14 May 2018 Stage 2: 19 November 2018
    Yorkshire and Humber Teacher Training ITE Partnership Initial teacher education inspection report Inspection dates Stage 1: 14 May 2018 Stage 2: 19 November 2018 This inspection was carried out by Her Majesty’s Inspectors (HMI) and Ofsted Inspectors (OI) in accordance with the ‘Initial teacher education inspection handbook’. This handbook sets out the statutory basis and framework for initial teacher education (ITE) inspections in England from September 2015. The inspection draws on evidence from each phase and separate route within the ITE partnership to make judgements against all parts of the evaluation schedule. Inspectors focused on the overall effectiveness of the ITE partnership in securing high-quality outcomes for trainees. Inspection judgements Key to judgements: grade 1 is outstanding; grade 2 is good; grade 3 is requires improvement; grade 4 is inadequate. Secondary QTS Overall effectiveness How well does the partnership secure 2 consistently high-quality outcomes for trainees? The outcomes for trainees 2 The quality of training across the 2 partnership The quality of leadership and management across the 2 partnership Information about the secondary partnership Yorkshire and Humber Teacher Training provides school-centred initial teacher training (SCITT). It was formed in September 2016. The partnership is led by The Constellation Trust, a multi-academy trust. In 2017/18, the SCITT offered a postgraduate route to the award of qualified teacher status (QTS). Trainees also gain a postgraduate certificate in education (PGCE). The University of Hull provides the PGCE course and the PGCE award. Training is in the 11 to 16 age range. In 2017/18, training was provided in 12 subjects.
    [Show full text]
  • Humber Area Local Aggregate Assessment
    OCTOBER 2019 (Data up to 2018) HUMBER AREA LOCAL AGGREGATE ASSESSMENT CONTENTS EXECUTIVE SUMMARY 1 1. INTRODUCTION 3 Development Plans 4 Spatial Context 5 Environmental Constraints & Opportunities 6 2. GEOLOGY & AGGREGATE RESOURCES 8 Bedrock Geology 8 Superficial Geology 9 Aggregate Resources 10 Sand and Gravel 10 Chalk & Limestone 11 Ironstone 11 3. ASSESSMENT OF SUPPLY AND DEMAND 12 Sand & Gravel 12 Crushed Rock 14 4. AGGREGATE CONSUMPTION & MOVEMENTS 16 Consumption 16 Imports & Exports 18 Recycled & Secondary Aggregates 19 Marine Aggregates 23 Minerals Infrastructure 25 6. FUTURE AGGREGATE SUPPLY AND DEMAND 28 Managed Aggregate Supply System (MASS) 28 Approaches to Identifying Future Requirement 29 Potential Future Requirements 34 7 CONCLUSION 36 Monitoring and Reviewing the Local Aggregates Assessment 37 Consideration by the Yorkshire and Humber Aggregates Working Party 37 APPENDIX 1: YHAWP CONSULTATION RESPONSES TO A DRAFT VERSION OF THIS LAA, THE COUNCILS’ RESPONSE, AND ANY AMENDMENTS TO THE DOCUMENT AS A RESULT. 41 EXECUTIVE SUMMARY The requirement to produce an annual Local Aggregate Assessment (LAA) was introduced through the publication of the National Planning Policy Framework (NPPF) in March 2012 and is still a requirement set out in the revised NPPF (2019). The Government issued further guidance on planning for minerals in the National Planning Practice Guidance (NPPG), incorporating previous guidance on the Managed Aggregate Supply System (MASS). This report is the sixth LAA that aims to meet the requirements set out in both of these documents. It is based on sales information data covering the calendar years up to 2018. Landbank data is 2018-based. Sales and land bank information is sourced from annual surveys of aggregate producers in the Humber area (East Riding of Yorkshire, Kingston upon Hull, North East Lincolnshire & North Lincolnshire), alongside data from the Yorkshire & Humber Aggregates Working Party Annual Monitoring Reports, planning applications, the Crown Estate, and the Environment Agency.
    [Show full text]
  • North York Moors Local Plan
    North York Moors Local Plan Infrastructure Assessment This document includes an assessment of the capacity of existing infrastructure serving the North York Moors National Park and any possible need for new or improved infrastructure to meet the needs of planned new development. It has been prepared as part of the evidence base for the North York Moors Local Plan 2016-35. January 2019 2 North York Moors Local Plan – Infrastructure Assessment, February 2019. Contents Summary ....................................................................................................................................... 5 1. Introduction ................................................................................................................................. 6 2. Spatial Portrait ............................................................................................................................ 8 3. Current Infrastructure .................................................................................................................. 9 Roads and Car Parking ........................................................................................................... 9 Buses .................................................................................................................................... 13 Rail ....................................................................................................................................... 14 Rights of Way.......................................................................................................................
    [Show full text]
  • Partnerships@TCAT
    Partnerships September 2020 Impr emy ovem ad en Ac t s e c r B u u o s s i e n R e s n s a £ m u H Clerking September 2020 Welcome to TCAT Dave McCready Chief Executive 02 The Partnership Agreement provides details of the services and levels of support our academies receive as a member of TCAT. As a Trust, we recognise the importance of working collaboratively with all our partners in order to ensure that the funding we receive from central government is used to deliver the highest standard of education in all our academies, thereby maximising the life chances and future prospects of all our learners. Our Central Services Team is pivotal in achieving this aim and the Partnership Agreement encapsulates our offer across four key areas, namely: • Academy Improvement • Business • Clerking • Human Resources Trust academies have access to these services through their membership but we are also able to provide other schools, academies and Trusts access to any of the services offered in the Partnership Agreement through a Service Level Agreement. If this is of interest to any organisation, please contact the Trust to arrange an initial consultation. 03 Contents Academy Improvement Business Clerking Human Resources The Consortium Academy Trust Harland Way, Cottingham, HU16 5PX. Telephone Number 01482 469838 www.consortiumtrust.co.uk 04 September 2020 Academy Improvement Services Sarah Young Service Lead Director of Education 05 The focus of the TCAT Academy Improvement Service is to support each academy to be as good as the best. We recognise that every academy will go through phases of improvement and these are dependent on a number of variables, as highlighted in our evidence led Academy Improvement Model (Appendix 1).
    [Show full text]
  • Information for Candidates Head of Finance
    , Information for Candidates Head of Finance THE CONSORTIUM ACADEMY TRUST Harland Way Cottingham East Riding of Yorkshire HU16 5PX Chief Executive Officer: Dave McCready Telephone Number: 01482 469838 Email: [email protected] Website: www.consortiumtrust.co.uk _______________________________________________________________________________________ , Letter from the Chief Executive Officer Dear Applicant, Can I take this opportunity to thank you for the interest you have shown in our vacancy for the post of Head of Finance. The Consortium Academy Trust is a developing and forward thinking Multi Academy Trust. We are an ambitious community and recognise the impact of exceptional staff on the development of our positive and engaged team. We have an exciting opportunity for a suitably experienced and qualified individual to join our Central Services Team. Appropriate career development opportunities will be provided by the Trust. In this pack you will find the Job Description, Person Specification and also information about The Consortium Academy Trust. In addition you can access further information on the Trust website www.consortiumtrust.co.uk If you wish to discuss the post further please contact Clare Thorley, Director of Business Tel 01482 469838 The closing date for applications is 9.00 am on Friday 20 November 2020. Please submit your application to [email protected] As CEO of the Trust I believe that this is an exciting time to be joining our Trust and I very much hope that after reading the attached information and exploring our websites you will be motivated to submit an application. If that’s the case we look forward to receiving your application and once again many thanks for your interest in this post.
    [Show full text]