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2022-12-31-accounts

Trustees' Annual Report For year ended 31 December 2022

Trustees Report

The Trustees of the Intensive Care Society (the “Society”) who are also Directors of the company for the purposes of the Companies Act 2006, present their annual report on the affairs of the Society, together with the financial statements and auditor’s report for the year ended 31 December 2022.

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption, which includes an exemption from preparing a Strategic Report.

The Society is governed by its Memorandum and Articles of Association last amended on 21 April 2021

Each year the Trustee Board approves a costed operational implementation plan which maps against our strategy and the action plan set out in it for each year. The operational implementation plan is delivered via a divisional structure with an elected Council member as chair of each division collaborating with a named senior manager. Our strategy and annual operational implementation plan set out the Society’s work under four Strategic Priorities (SP) supported by two critical enablers.

SP1 Your voice – our influence SP2 Your region – our network SP3 Your patients – our researchbased care

SP4 Your professional practice – our education

Page 2

A statement from our Chief Executive and President

A statement from our Chief Executive and President

2022 has been a year of change and growth. As we left the pandemic behind us, we saw intensive care begin to stabilise, allowing us to pause and reflect on next steps.

The most important aspect of this year was to continue supporting our community as they tried to make sense of what they had experienced and get back to a normal pace of work life. Thanks to the Covid Healthcare Support Appeal (CHSA) we launched our first fully funded executive Leadership Programme (LeaP1) for senior leaders across the professions in intensive care. Our Thriving at Work Project continued to provide support and see initiatives such as our CHSA funded ‘Peer Support’ training entering the second year. We also prepared for phase 2 of the GAINS study, run in collaboration with Wellcome Trust and a team of international researchers to establish if a brief cognitive intervention could reduce the number of intrusive memories in staff working in the pandemic.

With the establishment of our All-Party Parliamentary Group on Intensive Care, we were able to lay the groundwork to build on two key areas that needed immediate focus by the Government: workforce and rehabilitation.

Throughout the year, Parliamentarians heard from our multi-professional Council members and patients to help inform and educate them about intensive care.

We also moved into the 2nd year of our Immediate Climate Strategy and completed the complex financial move to a new investment management company and divested from fossil fuels.

Our strategic partnerships became stronger, solidified out of one unified goal of supporting intensive care during the pandemic. Collaboration is the first of our core values and is key to making sustainable change. This year we have continued to build these relationships across all areas of our work. We have also launched joint projects in ultrasound and guidance, as well as working more closely with NHSE and the devolved nations.

As with all work, data is key! It enables us to assess, grow and bridge gaps to make a better tomorrow. This year, we made a conscious effort to ensure we better understood our membership and wider community. We started this journey by embedding a new membership database and website. We also ran our equality, diversity and inclusion census which enabled us to deep dive into our community to help us better understand the needs of all those we represent.

As our workstreams and activities increased during the year, we needed to grow our staff team to enable us to deliver more for our beneficiaries.

This year has been another busy year and we thank all of volunteer Council, Trustees, Committees and working groups as well as our staff team members who continue to go above and beyond to support the intensive care community.

Page 3

A statement from our Chief Executive and President

This year, saw the end of our five-year strategy and the rest of this report will outline the final successes from this roadmap that has served as a moral compass for the Society and helped us to become the organisation we are today.

As one good thing came to an end, another one can begin. At the end of 2022, we published our new Your Voice – Our Strategy 2023 – 2027.

Our new strategy was created and designed collaboratively to implement an ambitious vision to grow the Intensive Care Society. We want the strategy to enable us to deliver quality services and products that meet the changing needs of todays and tomorrow’s members and our wider beneficiaries.

We continue to stay focused on delivering our charitable object throughout this strategy: to advance and promote the care and safety of critically ill patients. It is further underpinned by two new critical enablers of Equality, Diversity and Inclusion, and Governance, Financial Resilience and Environmental Sustainability.

We developed this strategy with the input of a wide range of interested parties and using a variety of engagement methods including workshops, focus groups, interviews and surveys.

We are a small organisation, and we rely on collaboration between staff and volunteers to enable us to deliver our activities. Together this enables the Society to punch well above our weight and support a wide range of activities to make an impact and advance and promote the care and safety of critically ill patients.

We are grateful to everyone for the time they have given to develop our strategy and we look forward to continuing to work with you as we deliver it together over the next five years. Thank you.

We launched our new strategy to the intensive care community at our Annual Members Meeting on the 6 December 2022.

Steve Mathieu Sandy Mather President Chief Executive Intensive Care Society Intensive Care Society

Our 2023 - 2027 Vision

The Society's vision is a world where every member of the multi-professional intensive care team is able to deliver the best quality care for those who need it, when they need it.

Our 2023 - 2027 Mission

To be the voice of the multi-professional intensive care community, their patients and their loved ones and together to advance and promote the best quality care, safety and research.

Page 4

Our New Your Voice - our Strategy 2023 - 2027

Our Values

Our Critical Enablers

Collaboration

We work with others to maximise our impact

Freedom of Expression

We are bold in our actions and words and encourage diversity of views

Accept and Respect

We treat everyone with dignity and respect, and accept differences delivering our mission more effectively

Quality

We provide value by delivering services and products to a consistently high standard

Equality Diversity and Inclusion

Governance, Financial Resilience and Environmental Sustainability

Our New Strategic Priorities

Strategic Priority 1

Be an influential leader and the voice of our multiprofessional intensive care community , their patients families and loved ones

Strategic Priority 2

Grow our membership by delivering quality products and services that support current and future members of the intensive care community

Strategic Priority 3

Influence the implementation of standards, guidelines, policies, quality improvement and research

Strategic Priority 4

Develop an expanded portfolio of quality blended learning activities and accreditation services

Strategic Priority 5

For SOA to be the leading Congress based on educational content, professional development opportunities and networking for all those involved in critical care

Page 5

Strategic Priority 1: Your voice – our influence

Goal 1: To act as the collective voice of our diverse multi-professional membership Goal 2: To increase our fundraising capacity and capability

Our Public Affairs Division is responsible for acting as the collective voice of the Society’s members and both informs and educates policy makers and the public about the value of the multi-professional team providing intensive care. It is also responsible for leading the successful delivery of our fundraising campaigns by engaging with donors to explain the impact the Society has and the difference their donations can make to our beneficiaries.

Page 6

Strategic Priority 1: Your voice – our influence

Public Affairs Division

Goal 1: To act as the collective voice of our diverse multi-professional membership

Action plan and KPI:

Collaborate with like-minded organisations and Parliamentarians to hold a series of public debates to increase understanding about the interface between critical care, palliative care and end of life care.

Achievements and results to demonstrate our impact and public benefit

Our All-Party Parliamentary Group on Intensive Care (APPG) continues to provide a platform to voice the concerns of the intensive care community, ICU patients and their loved ones, and the wider public to help inform and educate Parliamentarians in their understanding and decision making around intensive care.

Chaired by, Sir Gary Streeter MP, our APPG focused on two themes - patient rehabilitation needs and the critical care workforce.

Several APPG meetings were held throughout this year with multiple Society stakeholders and members attending to provide insights on what critical care is and the complexities and challenges faced around rehabilitation shortfalls and workforce issues.

It has been a challenging year across the political landscape which has impacted on the APPG’s ability to garner support from MPs who would naturally be inclined to attend such meetings. However, the Chair remains committed to raising the profile of our APPG and we will continue to push forward our workforce strategic priority as outlined in our new 2023 strategy.

Action plan and KPI

Deliver the Intensive Care Society Awards

Achievements and results to demonstrate our impact and public benefit

2022 saw the Intensive Care Awards return for the third time. Our awards recognised the exceptional talent in critical care and celebrated the work undertaken to advance critical care.

This year, saw the addition of several new categories, covering Equality, Diversity and Inclusion, Sustainability, ICU of the Year, and Supporters of Intensive Care, providing even more opportunities to recognise the amazing work that goes on across the profession.

Page 7

Strategic Priority 1: Your voice – our influence

Action plan and KPI:

Deliver year two of the Society’s Immediate Climate Strategy.

Achievements and results to demonstrate our impact and public benefit

In 2022, our Sustainability work continued to make progress towards achieving the goals set out in our Immediate Climate Strategy developed to help the us achieve the target of reducing our carbon footprint by 50% by 2030.

This year, the working group delivered work across several key areas;

Waste and pollution

Our Waste and Pollution workstream began to audit the waste and pollution created by patient care in ICU in order to catalogue hotspots and identify ways to make reductions. The project will be far reaching, and encompass waste created from all activities in critical care, including the pollution generated by the disposal of equipment and medications. This year, the focus has been on defining the scope of the project and undertaking preliminary research to identify the scale of waste and pollution generated by intensive care.

Education

Our Sustainability Education work stream laid the groundwork for a comprehensive education package for our members, covering all areas of sustainability in intensive care. They’ve undertaken extensive research in order to produce an engaging and informative package, which is expected to be delivered in early 2023. The package will be available to all

members and supplemented by further education available to non-members as well.

UKHACC membership

Critical Care Susnet

In May, we teamed up with the British Association of Critical Care Nurses to endorse the Centre for Sustainable Healthcare’s Critical Care Sustainability Network (Susnet). Susnet is freely available to all those working or interested in critical care to share their sustainability projects, learnings, and ideas.

The use and disposal of PPE

The working group started a full literature review on the use of PPE to improve guidance on when and when not to wear PPE to reduce the amount of unnecessary usage in intensive care.

As a member of the UK Health Alliance on Climate Change (UKHACC), we are working with our colleagues to drive change in the provision of UK healthcare to make our service provision more environmentally sustainable. This year, we have supported the Alliance in a number of campaigns calling for the climate crisis to be considered a health crisis, encouraging our members to show their support, and addressing government directly. Working with our peers on shared campaigns has helped amplify our voices to encourage real and lasting change.

On average, 50 pairs of disposable gloves are used per patient in ICU per day.

Page 8

Strategic Priority 1: Your voice – our influence

KPIs to achieve by 2023

Be known as the “go to” professional body for policy makers and parliamentarians who can influence research and practice in critical care.

Our KPI results so far…..

Our collaborative policy work through our All-Party Parliamentary Group, policy development, standards and guidelines, research and media profile means we have been able to establish the Society as the “go to” organisation for evidence-based facts on critical care.

KPIs to achieve by 2023

Increased social media presence with 30% increase in Twitter followers, Facebook, LinkedIn, Instagram

Our KPI resul ts so far…..

Achieved. Our social media channels have been brought to life since implementing our strategy. We achieved this by becoming more active across our channels, producing engaging posts and campaigns, introducing imagery and media, making sure the information we were sending out was relevant, and taking the time to actually talk to our followers.

All of our channels have seen huge growth, with Twitter being our biggest social media asset increasing from 16K to 36,669 followers by the end of 2022. In 2018, Facebook, LinkedIn and Facebook had a very low following, and we are pleased to see how these have continued to significantly grow year-on-year.

The introduction of social media campaigns has enabled us to get closer to our followers. During this year’s Intensive Care Week, we asked our followers to tweet pictures of themselves and their teams paint a story to the public of why they should work in intensive care. This saw 120K impressions across seven days, just our tweets alone, resulting in a 400% increase on the week before.

All of our accounts are officially verified.

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36,699 followers
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8,669 followers
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I3,629 followers
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7,828 followers

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Strategic Priority 1: Your voice – our influence

Goal 2: To increase our fundraising capacity and capability

Action plan

Deliver a collaborative fundraising campaign with a like-minded organisation.

Achievements and results to demonstrate our impact and public benefit

Skiing Across Mountains for Intensive Care: Zermatt to Verbier

In 2022, we were contacted by a family member of a doctor working in intensive care during the pandemic to organise a fundraising challenge event to support the intensive care community. After seeing our Thriving at Work Project which provides wellbeing and psychological support to our community, they wanted to raise money to help sustain this work for another year.

This fundraising campaign was run in collaboration with another charity, Doctors in Distress.

The challenge

The Patrouille des Glaciers challenge is a historic national and international ski mountaineering race organised by the Swiss army. Considered to be one of the toughest courses in the world, consisting of a 57.5 km route at altitudes of up to 3,650 metres between Zermatt to Verbier.

After several months of training, six intrepid skiers including three clinicians set off from Zermatt, crossing the Swiss Alps in a challenge designed mainly for the military to raise money for intensive care.

After a gruelling four days, the team arrived in Verbier and despite having their limits pushed, it was great to see them in good spirits and feeling invigorated.

29,146.36

Donated to the Intensive Care Society

Gary and Debbie Pittaway

We would like to say a special thank you to Gary (who also took part in the challenge) and Debbie Pittaway for working with us. Also, to all of the team for their dedication to conquer this challenge and for fundraising to support intensive care .

This challenge returns in 2024 with applications to join the team open until August 2023 to be considered to be part of the team. ics.ac.uk/fundraising

Page 10

Strategic Priority 1: Your voice – our influence

Action plan

Deliver a range of fundraising challenge events that cater to a range of donor interests.

Achievements and results to demonstrate

our impact and public benefit

This year, we saw 15 intensive care professionals take on the London Landmarks Half Marathon, a central London event that has runners take on 13-mile route through the city of London and City of Westminster.

5,000 raised

Action plan

Successfully apply for funding to support the Society’s projects

Achievements and results to demonstrate our impact and public benefit

In 2022, we successfully received a grant for £72,000 to further support our Thrive at Work Project. Results of this work can be found on page 14.

We also received a grant from CHSA that enabled us to run our first Leadership Programme, LeaP1. See page 15 for more details.

We received a further £70,000 of unrestricted funding from IG Advisors to help support infrastructure and operational costs of the Society.

KPIs to achieve by 2023 One successful major appeal for £500,000

KPIs to achieve by 2023 Annual recurring unrestricted fundraising income of £100,000

Our KPI results so far…..

Achieved. This KPI was successfully achieved during 2020 when we raised £754,103 in total donations.

Our KPI results so far…..

In 2022, we received a total of £139,276 from public donations and challenge events.

Page 11

Strategic Priority 2: Your region – our network

Goal 1: To improve the value we provide to our members wherever they live and work.

Goal 2: To increase our impact and knowledge exchange within the global critical care community

During 2022, we continued to deliver our Thriving at Work project which consisted of a blended package of wellbeing support, therapeutic interventions, written advice and guidance and educational webinars and podcasts, free of charge to our members. These activities were extensive and essential for the intensive care community, who as a collective, were feeling burnt out and still trying to make sense of the psychological impacts of working in the pandemic.

Page 12

Strategic Priority 2: Your region – our network

Professional Affairs Division

Goal 1: To improve the value we provide to our members wherever they live and work.

Action plan and KPIs

Raise the profile of each profession working in critical care through the newly elected Professional Advisory Groups (PAGs)

Achievements and results to demonstrate our impact and public benefit

Our Professional Advisory Groups (PAGs) play a vital role within the Society and provide a national voice for each of the professions in intensive care.

How they supported us in 2022:

Action plan and KPIs

Deliver phase 1 of the GAINS Research Project

Achievements and results to demonstrate our impact and public benefit

In collaboration with a team of researchers, we launched a research study looking to see if a brief online intervention can help reduce the level of intrusive memories critical care professional may be experiencing as a result of working in the pandemic.

This is the largest psychological clinical trial to have ever been conducted. Phase one has been completed, with phase two planned to start in January 2023.

Page 13

Strategic Priority 2: Your region – our network

Action plan and KPIs

Deliver the Thriving at Work Project. A national programme focused on supporting, training and educating intensive care professionals to provide the tools they need to support not only themselves, but their colleagues as well.

Funded by a CHSA grant.

Achievements and results to demonstrate our impact and public benefit

Touch points with critical care professionals in 2022

13 webinars with a total of 13,328 views

106 peer supporters trained in 2022

586 people have completed at least one of our psychoeducation workshops tailored specifically for intensive care professionals

2,250 blog reads

2,769 Podcast listens

We continued to run up to six free one-hour sessions of tailored psychological support for our community to help them come to terms with all they have had to deal with during the pandemic

Page 14

Strategic Priority 2: Your region – our network

Action plan and KPIs

Deliver a newly designed leadership programme (LeaP1) for critical care professions.

Achievements and results to demonstrate our impact and public benefit

In 2022, we were delighted to welcome our first leadership programme cohort, LeaP1.

During the pandemic we saw our workforce show exceptional leadership. However, we have also seen an exodus of staff taking with them a wealth of knowledge garnered over years of working in critical care.

We whole heartedly believe that all professionals working in intensive care should be given the opportunity to advance and thrive in their career.

Investing in staff only makes the workforce stronger, makes them feel more valued and, enables better patient outcomes. With that in mind, we developed a robust leadership programme tailored to critical care that would provide a unique development opportunity for our community.

LeaP format

Senior NHS and Degree leadership Modules expert industry assessment speakers Senior leader 1:1 leadership Months coaching sessions networking

We received 59 applications for one of the 15 spaces available. However, due to the calibre of applications we increased this to 18. All applications were shortlisted by using an anonymised shortlisting method to ensure a fair and open process.

LeaP1 was a truly multi-professional cohort consisting of doctors, specialty doctors advanced critical care practitioners, pharmacists, physiotherapists, speech and language therapists and a dietitians.

Lack of confidence and imposter syndrome is part of who I am, but this course has really helped with both of these and with additional knowledge my self-confidence has massively increased and this has helped me so much as a leader

This has not only helped shape my role as a leader, but it has given me a significant amount of skills that I hope to keep improving on throughout my leadership journey. I have enjoyed what I have learnt and this support has been paramount in my learning

Page 15

Strategic Priority 2: Your region – our network

Action plan and KPIs

Conduct a nationwide Equality, Diversity and Inclusion (EDI) census to help better understand the intensive care community and identify areas of work to focus on.

Achievements and results to demonstrate our impact and public benefit

We launched our Equality, Diversity and Inclusion Group, comprised of 15 individuals committed to improving visibility, better understanding, education and implementing, sustainable improvements to encourage better experiences for our community and those joining it.

Responses

However, the Society recognised that in order to use our national influence to support and lead strategies which promote EDI in the workforce, we needed more data in order to better understand the intensive care community and their needs.

In order to obtain this information, we devised a anonymised EDI census covering each of the protected characteristics as outlined in the Equalities Act 2010.

The census had good coverage across all areas of professionals working in intensive care and the findings have enabled us to begin work on building a robust EDI strategy, due to be launched in 2023.

Action plan and KPIs

Deliver a series of webinars, podcasts and education in equality, diversity and inclusion

Achievements and results to demonstrate our impact and public benefit

This year, our newly formed Equality Diversity and Inclusion Group (EDI) delivered multiple campaigns to raise the profile of EDI.

Black History Month

To celebrate BHM and its theme, Time for Change: Actions not Words, our EDI group ran a podcast talking to their colleagues about promoting change within the Society and addressing the issues faced/needs of black people within the speciality.

LGBTQ+

In recognition of LGBTQ+ History Month, our EDI members talked to their colleagues about their experiences as LGBTQ+ doctors working in anaesthesia and critical care.

EDI is now one of the critical enablers in our new 2023-2027 strategy.

Page 16

Strategic Priority 2: Your region – our network

Action plan and KPIs

Map the membership journey to develop recommendations in order to improve the personalised on-boarding process for new members.

Achievements and results to demonstrate our impact and public benefit

This year saw the delivery of a digital transformation project to replace our old membership database and website with a better and more efficient system.

Our old system was not fit for purpose and made it hard for our members finding the information they needed.

After six months of hard work, we were pleased to launch our new systems which has enabled us to better serve our members. Our website alone has seen an increase in users staying longer on our web pages and seen a reduction in bounce rates.

We have phase 2 planned for 2023 whereby we will be looking to take the learnings from having used the system and over the past few months to make it even better.

957,063

Website views

9.8%

Bounce rate - (44.9% in 2021) meaning more people interacted with the page

18%

Page exits - (25.5% in 2021) meaning users visiting other pages on our site due to better content

Page 17

Strategic Priority 3: Your patients – our research-based care

Goal 1: To be a global leader in critical care research

Goal 2: To expand the Society’s role in standards development

Research Division

The strategic priorities for our Research Division continue to have clear alignment with our charitable objects and delivering the most public benefit. Led by our Directors of Research, our research grant giving programme is entirely funded by donations.

This vital work enables investigators to explore intensive care more deeply to better understand diseases, medicines and treatments to help improve patient outcomes. It also enables us to support and develop the next generation of clinical investigators in intensive care.

Standards Division

The Society’s Standards Division leads the multi-professional clinical input to the development, endorsement and production of professional guidance, standards, clinical and service guidelines across the UK.

Page 18

Strategic Priority 3: Your patients – our research-based care

Goal 1: To be a global leader in critical care research

Action plan and KPIs

Support a multi - professional trial involving all specialties in the research so that everyone on the unit understands what research is ongoing.

Our Directors of Research remain involved in over 95% of the intensive care clinical trials across the UK.

Achievements and results to demonstrate our impact and public benefit

Since 2016, we have issued £329,735 in grants to new researchers. Our grants help support investigators start new research studies in critical care and go on to obtain larger funding bids. All of our awards are open to all professions working within intensive care.

Research prioritisation Exercise

This year, a recipient was awarded £50,000 in our Research Prioritisation Exercise for their study looking in to Airway Pressure Release Ventilation (APRV) vs conventional lung protective ventilation for patients with moderate to severe acute hypoxemic respiratory failure.

Action plan and KPIs

Launch the Journal of the Intensive Care Society (JICS) in digital form in line with our sustainability strategy.

Achievements and results to demonstrate our impact and public benefit

Our Journal has gone green!

Following on from our commitment to reduce our carbon footprint by 50% by 2030, we accomplished the first of our milestones by transforming our journal into a fully digitised format.

With JICS being fully digital, it also enables us to increase the number of articles in each edition and reduce the time between submission and publication.

Intensive Care Society and

NIHR Award

This year we also teamed up with the National Institute for Health and Care Research (NIHR) to offer two awards of £2K each to recognise outstanding contributions to clinical research.

We presented these awards to two nurses.

200,000 Visits

402, 089 Article 75 downloads Articles published

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Strategic Priority 3: Your patients – our research based care

Goal 2: To expand the Society’s role in standards development.

Action plan and KPIs

Collaborate with the Faculty of Intensive Care Medicine (FICM) to launch GPICS V2.1 and begin planning for a complete update for GPICS Version 3.

Achievements and results to demonstrate our impact and public benefit

Together with the Faculty of Intensive Care Medicine, we launched GPICS Version 2.1 in 2022, building on the previous publication and to encompass learnings from the pandemic, subsequent emerging literature and changes in practice or opinion.

Preliminary work to establish the working group for GPICS Version 3 has started. Role profiles have been established for section editors and a dedicated equality and diversity lead. Recruitment will happen early in 2023.

GPICS remains the only definitive source of planning, commissioning, delivering and quality improvement of adult critical care services across the UK.

Action plan and KPIs

Develop guidelines on critical care and end of life care to support clinicians and families/carers.

Achievements and results to

demonstrate our impact and public benefit

Our Standards and Guidelines Division has worked hard in 2022 to publish several guidance documents to support critical care and enhance patient care.

This year we published guidance for:

Consultations: we were a part of:

Page 20

Action plan and KPIs

Through the Society’s National Rehab Collaborative, increase the profile of the critical care rehab and the essential role it plays both on and off the ICU.

Achievements and results to demonstrate our impact and public benefit

Our National Rehab Collaborative (NRC), formed during the COVID-19 pandemic, continued to support our work across guidance, policy and identifying key rehab priorities to focus on.

NCEPOD study application

In 2022, we submitted an NCEPOD application to be considered for a study to be conducted on rehabilitation and recovery after critical illness.

Following the 2009 National Institute for Health and Care Excellence (NICE) guidance on rehabilitation strategies for adults who have experienced a critical illness and stayed in critical care to improve physical, psychological and cognitive outcomes in people who have been discharged from critical care (1), there has been no national only limited local investment in managing the aftermath of complex critical illness.

Post ICU Presentation Screen (PICUPS). One of the NRC key priorities was centred on embedding the Post ICU Presentation Screen (PICUPS) tool across the UK. The second round of this pilot closed this year, with 80 additional trusts and hospitals contributing, and a short report was produced, concluding that PICUPS is a valid screening tool for Post-Intensive Care Syndrome.

https://ics.ac.uk/resource/picups-tooland-rehab-prescription.html

KPIs to achieve by 2023

GPICS Version 3 launched.

Our NCEPOD application to identify the key underlying factors associated with poorer outcomes and to provide robust recommendations for future critical care rehabilitation services was successful and is currently in design phase with data collection beginning in Sumer/Autumn 2023.(2)

Our KPI results so far…..

Work on GPICS Version 3 is now underway with the aim to publish 2024.

Page 21

Strategic Priority 4: Your professional practice – our education

Goal 1: To expand our multi-professional critical care education programme

Goal 2: To expand our accreditation programme for FUSIC

Learning Division

Our Learning Division is responsible for the operational delivery of our educational activities. Through our Education Committee, including input from our PAGS, we work hard to deliver an education programme that not only enhances clinical practice, but also delivers a range of hot topics.

This year, we also brought back full day study days. Recognising the pressure our community was still facing and the feedback from our members, they were delivered virtually and also recorded, edited and links issued to our delegates within 48hrs.

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Strategic Priority 4: Your professional practice – our education

Goal 1: To expand our multi-professional critical care education programme.

Action plan and KPIs

Delivery a monthly programme of webinars, workshops and seminars.

Achievements and results to demonstrate our impact and public benefit

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14.9K
15 Virtual 961
On-demand
events Delegates
views
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Action plan and KPIs

Developed and implemented a plan to design seminars wherever possible based around available competency frameworks and standards.

Achievements and results to demonstrate our impact and public benefit

This year saw the release of two more profession specific supplementary resources to be used in conjunction with our Allied Health Professional Critical Care Professional Development Framework.

These resources are designed to support the professional development of staff and improve services and capacity for staff and their patients.

Achievements and results to demonstrate our impact and public benefit

We also understand that not everyone had the capacity to attend our live webinars or may need to drop out part way through, so links to the recordings are circulated after each event and remain live for 2 months.

Action plan and KPIs

Implement a new series of seminars in diversified subjects, such as end of life decision-making to support the multi professional team and families/carer; and rehabilitation.

Achievements and results to demonstrate our impact and public benefit

Our Legal and Ethical Group (LEAG) delivered a whole day virtual seminar focusing on the important topic of death in ICU, covering:

Page 23

Action plan and KPIs

Annual State of the Art Conference with increased numbers of delegates that is guaranteed to be “not for loss” and generated a fair contribution to the Society’s charitable activities during the year.

Achievements and results to demonstrate our impact and public benefit

Our 2022 State of the Art Congress in Belfast saw our community gather in person for the first time since 2019. We also recognised that some of our delegates would prefer to continue attending virtually. So, we took the strategic decision to invest in how we deliver our Congress and made it hybrid.

We had a jam packed, multi streamed programme across the three days.

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952 Fully hybrid 51 Returning
Attendees Sessions delegates
16 Plan to attend
145 118
Countries SOA23
Speakers Abstracts presented
represented
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We knew that our delegates had missed having the opportunity to have the tacit knowledge exchange they thrive on. So, we provided plenty of social and networking opportunities for both those in person and attending virtually.

Each delegate also received access to the SOA recordings for a further six months to ensure they could access the sessions they missed or wanted to recap on. This also meant that delegates could access the content even if they were unable to attend live on the day.

We are also committed to ensuring that our Congress is as sustainable as possible. Knowing that delivering our Congress in Belfast required more travel for many of our delegates and speakers than in previous years, we were careful to work with a venue with an impactful sustainability policy to ensure the event was as green as possible.

We also hosted a session about sustainability in critical care, addressing issues such as the waste and pollution generated by caring for patients and taking questions from our delegates about our plans for the future.

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Strategic Priority 4: Your professional practice – our education

Goal 2: To expand our accreditation programme for FUSIC.

Action plan and KPIs

Develop the FUSIC offering and launch a new module.

Achievements and results to demonstrate our impact and public benefit

We continue to work hard to provide our whole community with the ultrasound training they need to provide better care.

Since making the strategic decision to make FUSIC training digital, removing the need for individuals to attend a face-toface course, we have seen FUSIC accreditation increase significantly.

Providing online training through interactive learning pathways removed the barriers for those wanting to start their ultrasound training and enabled us to enrol a higher volume of candidates which in turn means more professionals being able to provide ultrasound at the bedside.

Action plan and KPIs

Design and implement a new modularbased pathway for Paediatric intensive care.

Achievements and results to demonstrate our impact and public benefit

In 2022, we started a collaboration with the Paediatric Critical Care Society (PCCS) to develop a formal ultrasound accreditation pathway for paediatrics due to the high demand in this area.

The Children’s Acute Ultrasound (CACTUS) will work in parallel with our FUSIC accreditation and follow the same modular-based pathway format. CACTUS will go live in 2023.

This year, we also launched a new advanced FUSIC module in Haemodynamics.

This advanced module will enable those who have completed FUSIC Heart or a similar qualification to ehance their ultrasound skills even further.

Page 25

Structure, Governance and Management Page 26

Structure, Governance and Management

Trustees, Senior Management and Advisors

Patron

HRH, Princess Anne

Chair of Trustees and President

Steve Mathieu - President

Trustees & Company Directors

Chief Executive

Sandy Mather

Senior Management Team

Elected Council & Company Members

Specialist advisors to Council

Advisors

Auditors Bankers MHA HSBC Bank Plc Chartered PO Box 6201 Accountants and Coventry Statutory Auditor CV3 9HW 6th Floor Lawyers 2 London Wall Bates Wells Place 10 Queen Street London Place EC2Y 5AU London EC4R 1BE

Page 27

Structure, Governance and Management

Trustee Board

Our Trustee Board comprises eight members who meet at least four times a year where they discuss and make decisions about strategy, performance and assurance.

Lay trustees are recruited through open competition and appointed for a two-year term which can be extended for a further two years with mutual consent and Council approval. The Council member trustee is appointed for two years. The Honorary Secretary and Honorary Treasurer trustees are elected by council for a period of three years which cannot be extended without a break. However, they can stand for election to other Honorary Officer roles which they have not previously held. The President and Chair of Trustees is a role for two years and they also hold the role of President-elect trustee for one year prior to that and Immediate Past President trustee for one year after their presidential term.

Our lay Trustees are recruited based on an assessment of the skills gaps within the Trustee Board, and each have a unique skill set which enables the Society to operate a high quality governance structure. The lay Trustees are recruited through national campaigns, with successful candidates being selected through a rigorous interview process.

All Trustees have a comprehensive induction with our CEO and legal advisor to ensure they fully understand their roles and responsibilities as well as the Society’s activities and culture. Trustees are provided with key documents and Charity Commission guides.

As part of its overall insurance policy, the Society has purchased Trustees, Directors and Officers indemnity providing cover of up to £250,000 in respect of claims arising from negligence, error or omission committed in good faith.

Executive Committee

Our Executive Committee comprises the Honorary Officers who are elected by the Council which itself is elected by the membership of the Society.

Key Management Personnel

The key management personnel comprise the Executive Committee and Chief Executive Officer. The Trustees delegate the day-to-day operations of the Intensive Care Society to the Chief Executive

The pay and remuneration of the Chief Executive Officer is reviewed annually the Trustees. Trustees are able to seek independent HR advice to assist with benchmarking pay within the sector.

The Chief Executive Officer is supported by Senior Management Team with expertise in communications, education, finance, internal operations, HR, policy and standards. Trustees work with the Chief Executive and Senior Management Team to develop our longterm strategic plans and sign off on our yearly Operational Implementation Plan (OIP).

Page 28

Structure, Governance and Management

Staff

Our staff are vital to the delivery and success of our organisation, and it is with their dedication, passion, and expertise that we have been able to continue supporting the intensive care community.

Due to continued growth in 2022, our staff grew to 17 to support the charitable activities of the Society.

Staff are recruited for their alignment with the Society’s values as much as for their competence and commitment. Our team are the essence of our values and help shape the unique character of the Society.

Volunteers

The Society’s activities are supported by a wide range of volunteers who give their time, including our Trustees, Council, Committee and Professional Advisory Groups members.

Public Benefit Statement

In accordance with the Charities Act 2011, we confirm that the activities we undertake to achieve our objectives are all carried out for the public benefit as described by the Charity Commission. Our primary beneficiaries are intensive care professionals and patients who are experiencing intensive care and their loved ones. Our wider beneficiaries include the public and policy makers and other healthcare professionals.

The Society’s Trustees have described in this report the charitable public benefit of our activities; they regularly review our progress against our aims and objectives. They confirm that they have complied with the duty in section 4 of the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission.

Fundraising

The Society recognises its supporters as an extension of the intensive care community. This year we recruited a professional fundraising manager to enable us to build on our donor

engagement to ensure they feel welcomed and part of the Society’s family. We have described our fundraising activities as part of the Public Affairs Division at the beginning of this report.

Where possible, personal thank you messages were issued by our CEO to supporters, to ensure our gratitude was felt far and wide.

Our Senior Management Team work closely with organisations looking to support us so to provide a window into our charity so they can understand our ethos from the start.

Every member of the Society’s team is given a thorough briefing on our beneficiaries and supporters when they start by our CEO and then regular updates thereafter to ensure they are always at the centre of everything we do.

Our Trustees have considered the Charities (protection and social investment) Act 2016 so that our fundraising activities are in compliance, are not unreasonably persistent and do not apply undue pressure, particularly to vulnerable people, to donate to the Society.

The Intensive Care Society is registered with the Fundraising Regulator and is committed to meeting the standards as set out in the Code of Fundraising Practice: www.fundraisingregulator.org.uk/code.

The Charity received no fundraising complaints in 2022.

Page 29

Structure, Governance and Management

Strategic Partners

We are working in partnership with likeminded organisations that are in the best interests of our beneficiaries and that meet our charitable objects and strategic vision. The Trustees have due regard to Charity Commission guidance on collaboration and consider all partnerships as opportunities to fulfil our charitable objectives and deliver increased public benefit.

Sustainability

The climate and ecological emergency is one the greatest challenges of our time, and without meaningful and immediate change it threatens all alive today. With this in mind, we began the year by establishing our Immediate Climate Strategy, setting out our plans to operate sustainably in the and contribute to a 50% reduction in carbon emissions by 2030.

We made the strategic decision to review our investment portfolio to divest of any fossil fuel related investments and updated our investment policy accordingly to ensure we also invested in renewable energy investments that meet both our sustainability ambitions and our financial expectations. Following a competitive tender process, we appointed a new investment management company. The transfer of funds to the new portfolio will be completed in 2022. Before transfer the current

investment portfolio comprises shares, investment trusts and surplus cash held on deposit in line with the Society’s agreed ethical policy.

Infrastructure, Office Services and Digital Improvements

We continued to invest in our digital infrastructure, enabling staff to work in an agile manner and refreshed our website.

Our lease at RCoA expired in 2022 and recognising our growing team, we explored the options available to us to accommodate a growing staff team whilst recognising that staff are now working in a hybrid fashion. We secured new premises at the RCEM building in Breams Buildings and moved in September 2022. This provides us with sole occupancy of an entire floor and dedicated meeting space as well as conference facilities on site.

2022 saw the completion of the procurement process and subsequent implementation of a new customer relationship management (CRM) digital cloud-based system database to improve the membership experience of interacting with the Society. This new CRM will also support fundraising and donor management and will be linked to a new website both supporting our expanding educational events and FUSIC accreditation system.

Page 30

Structure, Governance and Management

Financial Review

The Society’s activities produced a surplus, before investment losses of £107,409 (2021: £232,047). The overall surplus after accounting for changes in the value of investments was £88,763 (2021: £262,564).

The total funds for the Society amounted to £1,355,027 (2021: £1,266,264) comprising general unrestricted reserves of £1,286,118 (2021: £1,262,355), designated funds of £65,000 ( 2021: £nil) and restricted reserves of £3,909 (2021: £3,909).

The value of the investments at the market prices on 31 December 2022 was £494,766 (2021: £207,738). The Society transferred £300,000 from bank balances to our investment managers in August 2022. These investments represent funds held for the development of the Society’s activities in the medium to long term and have generated income over the year.

Income

The Society continued to benefit from the second year of two restricted grants from the COVID19 Healthcare Support Appeal (CHSA) to enable the Society to support those working in Intensive Care. The Society received a further grant from the CHSA to support the development of our leadership programme. Gilead also provided funding to run 1 to 1 support sessions, this spans a 21 month period to September 2023.

Donations received continued to fall to £194,632 (2021: £411,752) from the unprecedented levels in 2020 and now accounts for around 10% of the total income for the Society (2021: £411,752). This includes donations from members of £55,355 (2021: £56,615) which are used to contribute towards our research activities. We are grateful to all the donors listed in this report and for the many fundraisers who have contributed their time and effort to raise funds.

The Society continues to benefit from diversity of income sources, and this continues to vary from the previous year, due to the on-going impact of the COVID19 pandemic.

Subscription income increased by 6.6% to £684,673 (2021: £642,546) and continues to be the core of the Society’s income.

A hybrid State of the Art Congress was held in June 2022 which generated delegate revenue of £246,233 and sponsorship revenue of £228,432 for the financial year. This resulted in a deficit of £77,422, before overhead allocations.

2022 saw the re-introduction of virtual one day seminars and face-to-face workshops which together with FUSIC accreditation this generated income of £227,335 (2021: £106,448).

Page 31

Structure, Governance and Management

Expenditure

Overall expenditure increased in 2022 to £1,784,369 (2021 £1,430,239), reflecting the growth in charitable activities undertaken in 2022.

The Society has continued to increased staffing levels to deliver charitable activities and services to members and support the functions of the Society, reducing the reliance on external third parties.

Remuneration policy is based in offering a market level employment package, including pension, benchmarked against salaries for central London charity employees with the skills required by the Society. These are reviewed annually and approved by the Trustees, after adjustment for inflation.

Staffing and administration costs are allocated across the strategic activity streams to reflect the proportion of time and cost incurred. This is reassessed each year in line with actual activities and usage. Governance costs are directly allocated or apportioned on an assessment basis.

In 2018 a pricing model was adopted across the Society’s charitable activities that is fair to members and that ensures that we work on a “not for loss” basis. This allows our activities to be priced in a way that makes a fair contribution back to the charity by funding all direct and indirect fixed and variable costs associated with them. Any surpluses generated are used to further the Society’s objectives and charitable activities in educational and support activities.

Investment Powers and Policy

Under its Memorandum of Association, the Society has the power to invest without restriction. The Society has adopted an ethical investment policy reflecting its position as a medical charity.

The Society has set risk objectives, together with guidelines on diversification of the portfolio. Periodic reviews are undertaken with the investment manager, whilst council regularly reviews cash and investment balances. The investment strategy is reviewed formally, at least annually.

The Investment Committee agreed that as part of governance the Society should review its fund managers every three to five years. As described above during 2021 the Society re-tendered for a new investment management company to ensure alignment with the sustainability ambitions and appointed Rathbones, the transfer of funds from WH Ireland was completed in August 2022, and since then Rathbones have diversified our investments into companies which meet the ethical and sustainability criteria set out in our investment policy.

Page 32

Structure, Governance and Management

Reserves Policy

General reserves are defined as the part of the Society’s funds that are freely available to fund its general operations and so not subject to commitments, planned expenditure or other restrictions. Consequently, general reserves do not include restricted or designated funds. General reserves are held in a combination of cash and readily realisable investments.

The Trustees recognise the need to hold reserves to enable financial stability and ensure adequate working capital availability. In arriving at the appropriate level of reserves, the Trustees have considered the following:

The policy therefore requires the Society to maintain general reserves of £790,000 to cover the above risks on the basis it is unlikely all three requirements would occur simultaneously

The Trustees also acknowledge that there may be a need from time to time to ensure that reserves also cover other significant liabilities not already reflected in the general reserve calculations that could place a material claim on reserves.

The current level of general reserves is £1,286,118, which is above the required level. The level of reserves is continually monitored by the Trustees and the policy will be reviewed annually.

Page 33

Structure, Governance and Management

Risk Management

The Executive Committee, CEO and Senior Management Team, review the strategic risks to the Society regularly and the Trustee Board reviews them at each of their meetings. All risks have a risk owner and mitigating actions in place which brings down the risk rating of all risks to acceptable levels of exposure. The Executive identified the following top three strategic risks:

Page 34

Statement of Trustees' Responsibilities for the Year Ended 31 December 2022

Statement of Trustees' Responsibilities for the Year Ended 31 December 2022

The Trustees (who are also the Directors of the Society 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 (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year. Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Society and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the Society and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the Society and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

Approved by order of the Members of the Board of Trustees and signed on its behalf by:

Professor Shondipon Laha Honorary Treasurer

Date: 10 August 2023

Page 35

Independent Auditors' Report to the Members of the Intensive Care Society

Page 36

Independent Auditors' Report to the Members of the Intensive Care Society

Opinion

We have audited the financial statements of The Intensive Care Society (the 'Society') for the year ended 31 December 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows and the related notes, 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).

In our opinion the financial statements:

Basis for Opinion

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 Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council'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.

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 charitable company'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.

Page 37

Independent Auditors' Report to the Members of the Intensive Care Society

Other Information

The Trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Auditors' 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.

Opinion on Other Matters Prescribed by the Charities Act 2011

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 our knowledge and understanding of the charitable company 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 Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

Page 38

Independent Auditors' Report to the Members of the Intensive Care Society

Responsibilities of Trustees

As explained more fully in the Statement of Trustees' Responsibilities, the Trustees (who are also the Directors of the charitable company for the purposes of company law) 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 the Trustees 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 charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditors' Responsibilities for the Audit of the Financial Statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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 Auditors' 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 extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Page 39

Independent Auditors' Report to the Members of the Intensive Care Society

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 non‑compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non‑compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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 Auditors' Report.

Use of our Report

This report is made solely to the charitable company's Trustees, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company's trustees, as a body, in accordance with regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company's Trustees and Trustees those matters we are required to state to them in an Auditors' 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 charitable company and its members, as a body, for our audit work, for this report, or for the opinions we have formed.

Rakesh Shaunak FCA (Senior Statutory Auditor) For and on behalf of MHA, Statutory Auditor London, United Kingdom

MHA is the trading name of MacIntyre Hudson LLP, a limited liability partnership in England and Wales (registered number OC312313)

Date: 05/09/2023

MHA are eligible to act as auditors in terms of section 1212 of the Companies Act 2006.

Page 40

Statement of Financial Activities (Incorporating Income and Expenditure Account)

Page 41

Statement of Financial Activities (Incorporating Income and Expenditure Account) For the Year Ended 31 December 2022

Notes
Income from:
Donations and subscriptions
1
Charitable activities
2
Other trading activities
3
Investments
4
Total income
Expenditure on:
Raising funds
5
Charitable activities
6
Total expenditure
Net (losses)/gains on investments
15
Net surplus for the year before taxation
Taxation
13
Net surplus for the year
Reconciliation of funds:
Total funds brought forward
Net movement surplus for the year
Total funds carried forward		 Unrestricted
funds
2022
Restricted
funds
2022
Total funds
2022
Total funds
2021
£
£
£
£
879,305
-
879,305
1,074,298
563,441
198,128
761,569
408,421
242,479
-
242,479
175,495
8,425
-
8,425
4,072
1,693,650
198,128
1,891,778
1,662,286
59,197
-
59,197
69,116
1,527,044
198,128
1,725,172
1,361,123
1,586,241
198,128
1,784,369
1,430,239
(18,646)
-
(18,646) 30,517
88,763
-
88,763
262,564
-
-
-
(1,193)
88,763
-
88,763
261,371
1,262,355
3,909
1,266,264
1,004,893
88,763
-
88,763
261,371
1,351,118
3,909
1,355,027
1,266,264

The Statement of Financial Activities includes all gains and losses recognised in the year.

The notes on pages 44 to 56 form part of these financial statements. All income and expenditure derive from continuing activities.

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Balance Sheet

As of 31 December 2022

REGISTERED NUMBER: 02940178

Notes
Fixed assets
Tangible assets
14
Investments
15
Total fixed assets
Current assets
Debtors
16
Cash and cash equivalents
Creditors: amounts falling due within one
year
17
Net current assets
Total net assets
Charity funds
Restricted funds
19
Unrestricted funds
19
General
Designated
Total funds		 2022
£
288,390
927,945		 2022
£
68,871
494,766		 2021
£
133,540
1,184,272		 2021
£
2,391
207,738
563,637

791,390		 210,129

1,056,135
1,216,335
(424,945)		 1,317,812
(261,677)
1,286,118
65,000		 1,262,355
-
1,355,027 1,266,264
3,909
1,351,118		 3,909
1,262,355
1,355,027 1,266,264

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements have been prepared in accordance with the provisions applicable to entities subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

Professor Shondipon Laha Honorary Treasurer

Date: 10 August 2023

The notes on pages 44 to 56 form part of these financial statements.

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Page 43
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Statement of Cash Flows

For the Year Ended 31 December 2022

Cash flow from operating activities
Net surplus for the year
Tax charge
Cash from operating activities
Adjustments for:
Depreciation charges
(Gains)/losses on investments
Investment income
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash generated by operating activities
Cash flow from investing activities
Purchase of fixed assets
Investment income
Proceeds from sale of investments
Purchase of investments
Movements in cash account
Net cash provided by investing activities
Change 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		 2022
2021
£
£
88,763
261,371
-
1,193
88,763
262,564
3,788
386
18,646
(30,517)
(8,425)
(4,072)
(154,850)
(81,964)
163,268
144,940
111,190
291,337
(70,268)
(2,777)
8,425
4,072
192,270
102,546
(534,173)
(52,447)
36,229
(52,338)
(367,517)
(944)
(256,327)
290,393
1,184,272
893,879
927,945
1,184,272

The notes on pages 44 to 56 form part of these financial statements

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Accounting Policies

Legal status

The Society is a company limited by guarantee and is registered with the Charity Commission in England and Wales (Charity Registration Number 1039236) and Scotland (Charity Registration Number SC040052) and the Registrar of Companies (Company Registration Number 02940178) in England and Wales.

The Society is governed by a Trustee Board and an advisory council comprising ICS Company Members. Trustee Board comprises Hon Officers elected by Council, one Council Member Trustee and three Lay Trustees. In the event of the Society being wound up, the liability in respect of the guarantee is limited to £1 per member of the Council.

The address of the registered office is given in the Society information on the last page of this document. The nature of the Society's operations and principal activities are listed in the Trustees Report.

Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 and the Companies Act 2006.

The financial statements have been prepared on the historical cost basis of accounting and on the going concern basis.

Judgements and key sources of estimation uncertainty are set out within note n) of the Accounting Policies.

The Intensive Care Society 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.

Preparation of the accounts on a going concern basis

The Society’s financial activities, its current financial position and factors likely to affect its future development, including the impact of COVID-19 are set out in the Trustees Annual Report. On this basis the Trustees have a reasonable expectation that the Society has adequate resources to continue in operational existence for the foreseeable future, being a period of at least one year from the date of the approval of these financial statements. For this reason, it continues to adopt the going concern basis in the financial statements.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

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Accounting Policies

a) Income

Income, excluding VAT, is recognised once the Society has entitlement to the income, it is probable that the income will be received, and the amount of income receivable can be measured reliably.

Grants are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specific purposes but not expended during the period is shown in the relevant funds on the Balance Sheet. Where income is received in advance of entitlement of receipt, its recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued.

On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the Society which is the amount it would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Where the donated good is a fixed asset, it is measured at fair value, unless it is impractical to measure this reliably, in which case the cost of the item to the donor should be used. The gain is recognised as income from donations and a corresponding amount is included in the appropriate fixed asset class and depreciated over the useful economic life in accordance with the Society's accounting policies.

Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.

Expenditure is recognised, inclusive of any VAT that cannot be recovered, once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation

can be measured reliably. Expenditure is classified by activity, and the costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Expenditure on raising funds includes all expenditure incurred by the Society to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Society's objectives, as well as any associated support costs.

Grants payable are charged in the year when the offer is made except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year-end are noted as a commitment, but not accrued as expenditure.

c) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Society; this is normally upon notification of the interest paid or payable by the institution with whom the funds are deposited.

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Accounting Policies

Taxation expense for the year comprises current tax recognised in the reporting period and is recognised in the income and expenditure account.

Current tax is the amount of corporation tax payable in respect of the taxable profit arising from non-primary purpose trading. Tax is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the balance sheet date.

Tangible fixed assets costing £1,000 or more are capitalised and recognised when future economic benefits are probable, and the cost or value of the asset can be measured reliably.

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition are included in the measurement of cost.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method on the following basis.

Computer equipment 33% straight line Database 20% straight line

Fixed asset investments are a form of financial instrument and are initially recognised at their transaction cost and subsequently valued at market value continuously on a mark to market basis unless the value cannot be measured reliably in which case it is measured at cost less impairment. Unrealised investment gains and losses are presented as gains/(losses) on investments in the Statement of Financial Activities. There are no realised gains or losses.

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

Cash at bank and 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.

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Society anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost.

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Accounting Policies

j) Financial instruments

The Society only has financial assets and financial liabilities of a kind that qualify as basic financial instruments which are recognised at transaction value and subsequently measured at their settlement value.

k) Operating leases

Rentals paid under operating leases are charged to the Statement of Financial Activities on a straight line basis over the lease term.

l) Pensions

The Society operates a defined contribution pension scheme and the pension charge represents the amounts payable by the Society to the fund in respect of the year.

m) Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Society and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Society for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

n) Critical accounting estimates and areas of judgement

In the application of the Society’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and judgements are continually evaluated and based on historical experience and other factors, including expectations of future events that are considered to be relevant and reasonable under the circumstances. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revision of accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

There are no estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.

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Notes to the Financial Statements

For the Year Ended 31 December 2022

1 Income from donations and subscriptions

Donations
Subscriptions
Donated services		 Unrestricted
funds
2022
Unrestricted
funds
2021
£
£
194,632
411,752
684,673
642,546
-
20,000
879,305
1,074,298

2 Income from charitable activities

Learning
Professional affairs
Research
SOA		 Unrestricted
funds
2022
Restricted
funds
2022
Total funds
2022
Unrestricted
funds
2021
Restricted
funds
2021
Total funds
2021
£
£
£
£
£
£
227,335
15,245
242,580
106,448
-
106,448
22,413
182,883
205,296
18,579
78,140
96,719
579
-
579
20,238
-
20,238
313,114
-
313,114
185,016
185,016
563,441
198,128
761,569
330,281
78,140
408,421

3 Income from other trading activities

Unrestricted Unrestricted
funds funds
2022 2021
£ £
Sponsorship income 242,479 175,495

4 Income from investments

Dividends and interest receivable
Bank interest receivable		 Unrestricted
funds
2022
Unrestricted
funds
2021
£
£
7,426
4,033
999
39
8,425
4,072

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Notes to the Financial Statements For the Year Ended 31 December 2022

5 Analysis of expenditure on raising funds

Direct costs
Investment management fees
Support costs (Note 8)		 Unrestricted
funds
2022
Unrestricted
funds
2021
£
£
45,575
54,664
2,866
1,793
10,756
12,659
59,197
69,116

6 Analysis of expenditure on charitable activities by fund

Public Affairs
Professional Affairs
Learning
Standards
Research
SOA		 Unrestricted
funds
2022
Restricted
funds
2022
Total funds
2022
Unrestricted
funds
2021
Restricted
funds
2021
Total funds
2021
£
£
£
£
£
£
122,957
-
122,957
89,807
-
89,807
75,182
182,883
258,065
204,021
72,090
276,111
337,889
15,245
353,134
227,036
16,850
243,886
179,366
-
179,366
156,862
-
156,862
193,107
-
193,107
203,701
-
203,701
618,543
-
618,543
390,756
-
390,756
1,527,044
198,128
1,725,172
1,272,183
88,940
1,361,123

Expenditure is analysed between the divisions of activity which operationally deliver the Strategic Priorities as set out in our 5 year strategy and the Trustees Annual Report.

Public Affairs Division comprises our external media, public communications and fundraising functions and also includes the Patients, Relatives and Public Advisory Group.

The Professional Affairs Division includes our Wellbeing activities and our eight advisory groups relevant to the professional activities of our members as well as our Legal and Ethical Advisory Group.

The Learning Division includes our seminars and digital learning webinars and programmes and our FUSIC accreditation schemes.

The Standards Division includes the Society’s work in relation to setting and codifying professional standards and the wealth of guidance we provide to the community.

The Research Division is responsible for the strategic research representation and engagement we have across the UK and also oversees the research grants made by the Society and includes the research based peer review Journal of the Intensive Care Society.

SOA includes the State of the Art Congress, this was previously included as part of the Learning Division but due to the strategic importance of the event is now reflected as its own strategic priority.

Staff costs are attributed to each division by reference to the time taken by individual staff members to fairly reflect the appropriate cost.

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Notes to the Financial Statements

For the Year Ended 31 December 2022

7 Analysis of expenditure on charitable activities by type

Public Affairs
Professional Affairs
Learning
Standards
Research
SOA
Public Affairs
Professional Affairs
Learning
Standards
Research
SOA		 Activities
undertaken
directly
2022
Grant
funding of
activities
2022
Support
costs
2022
Total
funds
2022
£
£
£
£
79,935
-
43,022
122,957
207,873
-
50,192
258,065
220,482
-
132,652
353,134
111,247
-
68,119
179,366
103,256
54,000
35,851
193,107
600,617
-
17,926
618,543
1,323,410
54,000
347,762
1,725,172
Activities
undertaken
directly
2021
Grant
funding of
activities
2021
Support
costs
2021
Total funds
2021
£
£
£
£
51,830
-
37,977
89,807
200,161
-
75,950
276,111
164,717
-
79,169
243,886
76,693
-
80,169
156,862
94,140
37,830
71,731
203,701
326,465
-
64,291
390,756
914,006
37,830
409,287
1,361,123

The Intensive Care Society funded research and incurred management and other costs in developing the Society's research activity. In 2022, the Society awarded three grants; details of these awards can be found in the Research section of the Trustees Annual Report.

8 Analysis of support costs

Staff costs
Depreciation
Office costs
Legal & professional
Other costs
Governance costs		 Fundraising
2022
Charitable
activities
2022
Total
2022
Fundraising
2021
Charitable
activities
2021
Total funds
2021
£
£
£
£
£
£
4,536
146,662
151,198
4,702
152,019
156,721
114
3,674
3,788
12
374
386
4,703
152,066
156,769
4,951
160,058
165,009
510
16,489
16,999
2,237
72,334
74,571
224
7,238
7,462
242
7,836
8,078
669
21,633
22,302
515
16,666
17,181
10,756
347,762
358,518
12,659
409,287
421,946

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Notes to the Financial Statements

For the Year Ended 31 December 2022

9 Net income/(expenditure) for the year

2022 2021
This is stated after charging: £ £
Operating leases – buildings 57,988 44,100
Depreciation 3,788 386
Auditor’s remuneration 14,028 10,877

10 Staff costs

Wages and salaries
Social security costs
Pension costs		 2022
2021
£
£
582,713
466,359
60,033
44,006
27,147
18,390
669,893
528,755

The average number of persons employed by the Society during the year was as follows:

Raising funds
Charitable activities
Support functions		 2022
2021
1
1
11
9
4
4
16
14

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 in the following bands was:

2022 2021
£60,001 - £70,000 1 -
£80,000 - £90,000 1 1

The total amount of employee benefits received by Key Management Personnel, including Employers National Insurance contributions and employers pension contributions, is £87,715 (2021 - £84,682). The Society considers its Key Management Personnel to be the Trustees and the Chief Executive.

11 Trustees’ remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2021 - £nil). Expenses for travel totalling £3,432 were reimbursed to seven Trustees (2021: £401 to three Trustees).

12 Related party transactions

Trustee and Key Management Personnel transactions are detailed in Notes 10 and 11 . Trustees also made donations of £140 (2021: £140). There were no other related party transactions during the period (2021: none).

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Notes to the Financial Statements

For the Year Ended 31 December 2022

13 Taxation

Current tax
UK corporation tax on non-primary purpose surplus for the year
Adjustment in respect of prior periods		 2022
2021
£
£
-
-
-
1,193
-
1,193

14 Tangible fixed assets

Cost
At 1 January 2022
Additions
Disposals
At 31 December 2022
Depreciation
At 1 January 2022
Charge for the year
Disposals
At 31 December 2022
Net book value
At 31 December 2022
At 31 December 2021
Fixed asset investments
Valuation
At 1 January 2022
Additions at cost
Disposal proceeds
Revaluations
Movements in cash account
At 31 December 2022		 Office
equipment
Computer
equipment
£
£
10,416
3,148
-
2,129
(10,416)
(194)		 Database
Total
£
£
162,787
176,351
68,139
70,268
(162,787)
(173,397)
-
5,083		 68,139
73,222
10,416
757
-
1,517
(10,416)
(194)		 162,787
173,960
2,271
3,788
(162,787)
(173,397)
-
2,080		 2,271
4,351
-
3,003		 65,868
68,871
-
2,391		 -
2,391
2022
2021
£
£
207,738
174,982
534,173
52,447
(192,270)
(102,546)
(18,646)
30,517
(36,229)
52,338
494,766
207,738

15 Fixed asset investments

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Notes to the Financial Statements

For the Year Ended 31 December 2022

15 Investments (continued)

Comprising
UK listed equities and infrastructure funds
UK bonds
Overseas equities
Overseas bonds
Cash
At 31 December 2022		 2022
2021
£
£
250,425
130,375
31,302
-
175,206
22,813
16,970
-
20,863
54,550
494,766
207,738

16 Debtors

Trade debtors
Other debtors
Prepayments and accrued income		 2022
2021
£
£
20,330
35,227
89,412
-
178,648
98,313
288,390
133,540

17 Creditors: Amounts falling due within one year

Trade creditors
Corporation tax
Other taxation and social security
Other creditors
Accruals and deferred income		 2022
2021
£
£
223,222
58,242
-
1,193
16,383
17,529
14,097
24,212
171,243
160,501
424,945
261,677

18 Deferred income

Deferred income relates to subscriptions, seminars and grant funds paid for in
advance of the next financial year.
At 1 January
Income deferred during the year
Amounts released from previous periods
At 31 December		 2022
2021
£
£
82,340
10,571
97,948
82,340
(82,340)
(10,571)
97,948
82,340

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Notes to the Financial Statements

For the Year Ended 31 December 2022

19 Statement of funds

Restricted funds
Bennett Fund
CHSA Psychoeducation grant
CHSA Peer support grant
CHSA Leadership grant
Gilead
Total restricted funds
Unrestricted funds
General
Designated
Total funds
Restricted funds
Bennett Fund
UK Critical Care Research Group
CHSA Psychoeducation grant
CHSA Peer support grant
Total restricted fund
Unrestricted funds - general
Total funds		 At 1 January
2022
Income
Expenditure
Transfers
At 31
December
2022
£
£
£
£
£
3,909
3,909
-
57,765
(57,765)
-
-
-
35,867
(35,867)
-
-
-
70,320
(70,320)
-
-
-
34,176
(34,176)
-
-
3,909
198,128
(198,128)
-
3,909
1,262,355
1,693,650
(1,604,887)
(65,000)
1,286,118
-
-
-
65,000
65,000
1,266,264
1,891,778
(1,803,015)
-
1,355,027
At 1 January
2021
Income
Expenditure
Transfers
At 31
December
2021
£
£
£
£
£
3,909
-
-
-
3,909
10,800
-
(10,800)
-
-
-
57,790
(57,790)
-
-
-
20,350
(20,350)
-
-
14,709
78,140
(88,940)
-
3,909
990,184
1,614,663
(1,342,492)
-
1,262,355
1,004,893
1,692,803
(1,431,432)
-
1,266,264

The Bennett Fund was established to provide funding for the travel costs of eminent speakers to attend the Society's State of the Art Conference and conduct a session with trainee intensivists.

CHSA grants were awarded for three projects: Peer support to establish a national framework in 12 ICUs, Psychoeducation to produce an interactive web-based education programme to raise self-awareness, and improve self-care practices, and Leadership to develop and run a leadership course for 15 members.

Gilead grant was awarded to provide 1:1 support for ICU staff dealing with the impact of the pandemic.

Designated funds comprise funds ring-fenced to cover the Society’s costs should it be required to give evidence to the COVID-19 enquiry and funds to underwrite the continuation of the leadership course previously funded by the CHSA.

Unrestricted funds are general funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Society and which have not been designated for other purposes.

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Notes to the Financial Statements

For the Year Ended 31 December 2022

20 Analysis of net assets between funds

Fixed assets
Current assets
Creditors due within
one year		 Unrestricted
funds
2022
Restricted
funds
2022
Total funds
2022
Unrestricted
funds
2021
Restricted
funds
2021
Total funds
2021
£
£
£
£
£
£
563,637
-
563,637
210,129
-
210,129
1,212,426
3,909
1,216,335
1,313,903
3,909
1,317,812
(424,945)
-
(424,945)
(261,677)
-
(261,677)
1,351,118
3,909
1,355,027
1,262,355
3,909
1,266,264

21 Analysis of changes in net debt

Cash at bank and in hand
22 Balances held as agent
Funds administered by the Society in accordance
with instructions received.
At 1 January
2022
£
UK Critical Care Research Group
12,344		 At 1 January
2022
Cash flows
At 31
December
2022
£
£
£
1,184,272
(256,327)
927,945
Funds
received
Funds paid
At 31
December
2022
£
£
£
-
(1,636)
10,708

23 Pension commitments

The Society operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the Society in an independently administered fund. The pension cost recognised as an expense in the year was £27,147 (2021: £18,390). There were £3,233 of outstanding pension contributions payable to the fund at the balance sheet date (2021: £3,473).

24 Operating lease commitments

At 31 December 2022 the Society had commitments to make future minimum 2022 2021
lease payments under non-cancellable operating leases as follows: £ £
Not later than 1 year 40,495 29,400

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Intensive Care Society 7-9 Breams Buildings London EC4A 1 DT

T: +44 (0) 207 280 4350 E: info@ics.ac.uk W: ics.ac.uk

Registered as a Company limited by Guarantee Registered No: 2940178 (England) at the office address listed above.

Registered as a Charity in England and Wales No: 1039236 and in Scotland No: SC040052