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2025-03-31-accounts

The Foundation Trust Network operating as NHS PROVIDERS

The Foundation Trust Network operating as NHS PROVIDERS

TRUSTEES’ ANNUAL REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025

NHS Providers | TRUSTEES’ REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 1

The Foundation Trust Network operating as NHS PROVIDERS

Charity registration number: 1140900 Company registration number: 07525114

CONTENTS

Trustees’ report for the year ended
31 March 2025 3
Administrative details of the charity,
its trustees and advisers 29
Independent auditors’ report 32
Consolidated statement
of fnancial activities 36
Group balance sheet 37
Charity balance sheet 38
Consolidated to the cash fow statement 39
Notes to the fnancial statements 40

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The Foundation Trust Network operating as NHS PROVIDERS

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025

The trustees are pleased to present the annual trustees’ report together with the consolidated financial statements of the charity and its subsidiary for the year from 1 April 2024 to 31 March 2025. The financial statements have been prepared in accordance with the Charities Act 2011, the Companies Act 2006, the organisation’s memorandum and articles of association, and Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019.

Strategic report

The information below, including the review of activities, financial review, risk management statement and summary of future plans forms the strategic report for the purpose of the Companies Act 2006.

The report and financial statements also meet the requirement for a directors’ report and accounts under the Companies Act.

About us

NHS Providers is the membership organisation for the NHS hospital, mental health, community and ambulance services that treat patients and service users in the NHS in England. We help those NHS foundation trusts and trusts to deliver high-quality, patient-focused care by enabling them to learn from each other, acting as their public voice and helping shape the system in which they operate.

NHS trusts in England collectively account for £132bn of annual expenditure and employ 1.4 million people.

The charity’s objectives are: the relief of sickness and the preservation and protection of public health

through the support of its members as providers of healthcare within the NHS.

During the year NHS Providers had one wholly owned trading subsidiary company: FTN Trading Limited, to run our Annual Conference and Exhibition and support commercial partnerships.

CHAIR’S REPORT

The past year has been undoubtedly difficult and demanding for NHS Providers’ members. NHS leaders and their frontline teams have faced innumerable challenges as they strive to deliver patient care against a backdrop of severe financial and operational pressures and significant political change and upheaval.

Despite these hurdles, our members rose to the challenge. Over the past year, they have delivered significant productivity gains, more care, and brought down the longest waits. Their commitment to innovate, collaborate, and improve health services for the patients and the communities they serve remains steadfast.

NHS Providers has been there for our members every step of the way as they’ve navigated this increasingly complex, challenging and evolving health and care landscape. As the leading membership organisation for acute hospital, mental health, community and ambulance trusts and foundation trusts in England, we’re committed to helping members achieve their goals.

From building relationships with the new government and influencing the 10-year health plan, to dealing with the fallout of the financial reset and advocating ahead of the Spending Review, NHS Providers is working with our members and for our members. Our development offer, busy programme of events and networking opportunities continue to provide a high level of support. Our Annual Conference and Exhibition, our Quality and Improvement conference, and our Governor Focus conference were all hugely popular and reiterated the value of sharing and learning from members’ experiences and successes.

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As the trusted voice of NHS trusts in systems, we are shaping the environment in which our members operate, highlighting the challenges they face, providing support, sharing good practice, and championing success.

We remained on the front foot in our policy and influencing activities during a period of significant political turbulence. We have forged relationships with the new government, opposition parties and MPs in the aftermath of the general election ensuring our members’ voices are heard in the corridors of power. This will continue at pace with new health legislation and NHS reforms on the horizon.

Our media and communications work has provided insight and analysis on key developments and high-profile interventions including children and young people’s services, mental health and the new hospital programme, making us the leading media commentator on issues affecting the provider sector.

The decision to abolish NHS England (NHSE) in March, coupled with the financial reset, has however sent shockwaves through the health service. The reverberations will be felt by our members and NHS Providers for some time. We recognise the unprecedented challenging times ahead for our members and know there has never been a more important time for us to deliver on our support, and to be the effective, strong and collective voice needed to help shape the landscape and champion their needs.

OUR OBJECTIVES AND ACTIVITIES

NHS Providers is required by charity and company law to act within the objects of its memorandum of association.

The purpose of the charity, as stated therein, is to enable our members to provide high quality healthcare within the NHS, thereby relieving sickness and protecting public health.

We uphold our duty of public benefit by being an outstanding membership organisation supporting the NHS trusts and foundation trusts who provide frontline healthcare to more than 57.7 million people in England.

Our members include NHS acute hospitals, community, mental health and ambulance service foundation trusts and trusts that, together, interact with close to five million patients and service users a week, employ a workforce of 1.4 million people, and collectively account for £132bn of annual expenditure.

The trustees confirm they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s guidance on public benefit. NHS Providers’ public benefit is enshrined in its charitable objectives as outlined above.

As the continuing positive feedback from our member, stakeholder and staff surveys show, NHS Providers has delivered for our members and the wider service across all elements of our strategy – voice, influence, support and excellent organisation. We don’t take this for granted. We continue to challenge ourselves every day to ensure we provide the very best value to you as an outstanding membership organisation.

Professor Sir Terence Stephenson Chair, NHS Providers

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The Foundation Trust Network operating as NHS PROVIDERS

Our vision

An outstanding membership organisation and trade association for all NHS providers, unrivalled in the influence, voice and support we offer our members.

Our mission

To enable high quality care for patients and service users, and a reduction in health inequalities, by supporting members to work collaboratively within and across local health and care systems.

Our strategic objectives

Our four strategic objectives are:

Our values

At NHS Providers, we are:

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2024/25 AT A GLANCE

----- Start of picture text -----
Resources
68 39 15
briefings blogs reports
produced published produced
Reach
16,000 19 6.7 [%] 25 [%]
media comment pieces average increase
mentions in national and engagement rate in LinkedIn
trade publications on LinkedIn followers
Engagement
12 3 7 746 19
trust party member meetings consultations
visits conferences surveys with key national responded to on
attended conducted decision makers behalf of members
----- End of picture text -----

Events 395 36 800 21 124 events delivered events held delegates training events in-house to over 8,800 as part of our attended held for our board bespoke training delegates member networks our Annual development offers created programme Conference programme to over and Exhibition 2,500 delegates Satisfaction[*] 93[%] 96[%] 100[%] 88[%] 89[%] satisfaction satisfaction rate satisfaction of respondents said we rate among among chief rate among were ‘very’ or understand the chairs executives communications ‘fairly satisfied’ context they are directors with our work working in 94[%] 83[%] of respondents feel said we stand up it is important for for and defend their organisation the reputation of to be a member NHS providers

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KEY ACHIEVEMENTS AND PERFORMANCE

have established productive relationships based on the principles of trust and transparency.

Over the course of 2024/25, our members have continued to impress upon us the importance of a clear voice for providers as they navigate the rapid pace of change. This change has accelerated in early 2025, with the announcement in March to abolish NHS England and the financial reset trust leaders are expected to deliver.

Members have expressed the value they place on our influence, voice and support for them, at the same time as finding themselves with unprecedented decisions to make about how to achieve the cost savings expected of them.

We have also undergone changes internally, with Saffron Cordery acting as interim chief executive for the latter part of the financial year, providing seamless, calm leadership following Julian Hartley leaving at the end of November 2024.

Below you can read an overview of our work and achievements set against each of our four strategic objectives: influence, voice, support and excellent organisation, including the priorities we set out for 2023/24 in our previous annual report.

Influence

In the context of a new government following the July 2024 general election, we sought to highlight the challenges facing trusts that require political action and trusts’ achievements in the face of unprecedented day-to-day pressures. We offered constructive solutions to enable the new government to deliver on its ambitious agenda and contributed to rapidly developing policy on many fronts. We have:

government’s emerging NHS policy

programme. We contributed our analysis to the Darzi review, setting out the challenges trusts face in restoring operational performance. And, we have had continuous contact with the 10-year health plan team, hosting discussion sessions with members at our networks and Annual Conference and Exhibition, and via private meetings with key officials.

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the pipeline of future directors, in particular chairs, and supported NHSE in understanding this with a view to providing more effective support. We also supported the national quality board in developing guidance on managing risk within integrated care systems (ICSs).

We published three new chapters of our Guide to Good Governance in the NHS, on system working, councils of governors, and shared leadership, to support members and highlight core principles to policymakers. We have highlighted concerns about

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Sector focus

All our influencing activities are underpinned by constructive relationships with key stakeholders and a robust evidence base. We sustained our stakeholder engagement with key decision makers including

No10, the Department of Health and Social Care and the secretary of state’s team, the shadow frontbench, the health and social care select committee, and other senior parliamentarians including peers, as well as the leadership of NHSE, CQC and other national bodies.

Over the past year, we continued to offer our ‘In conversation with’ programme. We ran our member survey programme on a range of topics including regulation, children and young people, the financial challenge and remuneration.

In total during the year we:

Voice

Over the past year NHS Providers has cemented its reputation as the authoritative commentator on provider issues and the wider challenges facing health and care. Trusts, stakeholders and journalists once again told us they valued our informed and balanced commentary.

In a crowded and highly competitive media landscape, we maintained a strong profile, securing over 16,000 media mentions in print and online media and a number of TV and radio interviews. Our spokespeople appeared on broadcasters including Radio 4’s Today Programme, BBC Breakfast, Channel 4 News and were quoted in outlets including The Times, The Financial Times, The Guardian, The Telegraph and the HSJ. Our op-ed and blog programme went from strength to strength with 16 prominent comment pieces in publications including the Financial Times, the HSJ, BMJ, National Health Executive and Public Sector Focus.

Our LinkedIn followers grew by 25% over the last year, with an average engagement rate of 6.7% – a 17.5% increase from the previous year. We launched a Bluesky account in early January 2025 which

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is experiencing positive growth. At the end of January 2025 we made the decision to pause posting on X.

Through our astute media messaging, we raised the profile of the issues that mattered most to our members. We forcefully made the case for capital investment and drew attention to the impact of care backlogs, trust efforts to provide high quality and timely care in the face of relentless operational, financial and workforce pressures, the strain on children and young people’s services and delays to the New Hospital Programme.

The findings from our annual State of the Provider Sector report once again set the media and political agenda. We issued stark warnings from trust leaders that the government was unlikely to deliver its manifesto pledge to hit performance standards set out in the NHS constitution – such as the four-hour target for A&E or the 18-week standard for planned hospital treatment – over the next five years.

While these operational and financial pressures meant coverage often focused on concerns over the quality and safety of care, we took every opportunity to highlight and celebrate trusts’ positive achievements and successes, too.

We showcased the innovation being spearheaded by trusts through regular case studies in our Activity Tracker series. Our Providers Deliver reports shared highlights from trusts who are leading new approaches to ensure patients get the care they need in the right place at the right time and their efforts to boost productivity at a time when the NHS’ performance is under more scrutiny than ever.

Support

In the last year we have continued to support members with a range of development programmes, designed to support improvement through effective shared development, peer support and learning. Our support continues to be offered in a blended model of virtual and in-person events, national events and webinars, networks and peer learning.

In summary we:

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Excellent organisation

The last year of our current four-year strategy

In April 2021, we launched a new four-year strategy (covering the period 2021/22 to 2024/25) in response both to the external environment, and to member feedback on the need for us to do more to help shape their role in system working. The strategy was developed in partnership with our elected board and shared with our membership for consultation.

Although the external environment has changed considerably since the publication of the strategy, we have continued to increase and diversify our income by:

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Shared values and behaviours

Over the last year we have continued to embed our values and behaviours in everything we do, including in our appraisal process and a range of other relevant corporate policies.

This year we made considerable improvements to our in-house learning and development offer for managers, offering a mandatory focus for all managers on leadership, change management, line management, performance and constructive feedback, and equality, diversity and inclusion.

We also consulted with staff on a competency framework. The purpose is to provide a skills, values and behaviours platform from which staff performance, progression, recruitment, and other people management processes can be based.

NHS Providers has made an explicit commitment to become an anti-racist organisation, as set out in our anti-racism statement and underpinned by our race equality action plan.

Over the past year, our staff consultation group, and three staff led networks have supported NHS Providers to consider intersectionality and broader protected characteristics, offering challenge and support to internal policy and to our external policy positioning. We have seen the staff led Race Equality and Cultural Inclusion Group (RECI) continue to develop and thrive, complemented by the work of our staff led mental health group, and Proud Providers, our staff led LGBTQ+ group. We have strengthened the links between the executive management team and staff networks, helping the networks to navigate the organisation and ensure their voices are heard.

Feedback from members and stakeholders

During 2024/25 we maintained high professional standards across all our work, ensuring that as an organisation we are fit for purpose and continuing to offer outstanding value for money to our members. We had all trusts and foundation trusts in membership – the sixth year running in which we had 100% membership.

In the most recent members’ survey nearly nine in 10 respondents (88%) were ‘very’ or ‘fairly satisfied’ with the work of NHS Providers – the same as last year. Satisfaction among chairs and chief executives remains high (93% and 96% respectively), while the highest rates were from directors of communications (100%) and HR directors (97%). Almost all respondents (94%) feel it is important for their organisation to be a member, 89% said NHS Providers understand the context they are working within, while 83% said we stand up for and defend the reputation of NHS providers. Although 70% of respondents agreed NHS Providers is influential in shaping the agenda for the NHS, some members felt our profile and impact has been lower this year than in previous years.

We have also received positive feedback from our stakeholders. Our independent survey of 20 health and political leaders and the media – conducted on our behalf by Ipsos – found stakeholders value the regular contact they have with us. Common words used to describe us were: ‘collaborative, responsive, representative, credible, in touch, and influential’. Stakeholders said we had made strong contributions on a broad range of issues with particular recognition for our work on the 2024 general election, finances, workforce, and operational pressures.

Looking ahead, the research also suggested there is scope for us to adopt a more proactive approach to actively shape policy discussions, offering solutions and driving our own agenda to increase our influence and impact.

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OUR PLANS FOR THE FUTURE

Everything we do is to support and advocate on behalf of our members – NHS trusts and foundation trusts in England. Our close relationship with our board and our wider membership means we are well placed to understand and act upon the key issues affecting provider leaders.

The year ahead will bring significant change, challenge and opportunity, with the government’s reform agenda for the NHS ramping up in a difficult economic context. We will seek to rapidly understand how this is impacting trust leaders, and the opportunities that it brings, so we can credibly represent our members’ interests.

We are listening closely to the membership following the publication of the 10-year health plan and continue to develop our membership offer and aim to diversify our income streams to address significant financial pressures. We again find ourselves with the threat of industrial action and many longstanding challenges remain in the new landscape. We recognise the need for investment in infrastructure, the need for parity for mental health alongside physical health and the importance of ensuring coherence between the contents of the 10-year health plan and the three shifts that are planned in the health service: from analogue to digital; hospital to community; and treatment to prevention.

Within NHS Providers, there is also change, with a new chief executive, Daniel Elkeles and chair, Professor Sir Terence Stephenson, in post. Daniel joined us as permanent chief executive at the end of May 2025 and has begun a programme of trust visits, aiming to visit at least one trust per week.

Our strategic priorities continue to focus on the influence, voice and support we provide for trust leaders, and ensuring we run an excellent organisation, continually improving, offering value for money for members and a supportive environment for staff.

Our priorities for 2025/26 are outlined below against each of the four strategic objectives set out on page 5.

Influence

Over the year we will promote and protect members’ interests by anticipating and responding to key developments. In particular:

Ensuring our members are effectively represented in shaping and supporting NHS reform. We will:

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Shaping the wider national policy framework, and advocating for adequate resources, to enable trusts to improve the quality of care for patients. We will:

tables and work to ensure these are implemented and used fairly and constructively.

Designing and delivering a stakeholder engagement programme to cement influential relationships across government, parliament, arm’s length bodies and partner organisations. We will:

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Voice

We will continue to ensure the collective voice of NHS providers comes through clearly in discussions about the future of the NHS. We will create opportunities to hear and represent the views of our diverse membership and set out their priorities to government, the NHS and key stakeholders, with an emphasis on:

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Support

We will continue to develop our support offer, ensuring we respond to evolving member needs. At a time of unprecedented pressure on NHS leaders, our development programmes will offer an opportunity to step back, reflect, learn and gather support from peers, and to take away practical insights to apply to your own context. Our priorities this year will be to:

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Excellent organisation

We will focus on:

effectively as possible and explore options for even closer working, focusing on minimising duplication in our work and delivering the best possible value for members during this financially challenging time.

Further information and contact details

Daniel Elkeles, Chief Executive, NHS Providers, 157-197 Buckingham Palace Road London SW1W 9SP

Tel: 020 3973 5999 Email: enquiries@nhsproviders.org Web: www.nhsproviders.org

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FINANCIAL REVIEW

NHS Providers, as a membership organisation, receives most of its recurring income from membership subscriptions. Additional annual income is derived from providing workshops and training services to members – as well as from commercial agreements, including (but not limited to) event sponsorship. NHS Providers also generates project income by working collaboratively with partners to develop specific areas of support for members. NHS Providers does not raise funds directly from the public, although it does accept unsolicited donations. All of these funding sources enable the charity to deliver its objectives of voice, influence, support and excellent organisation.

Under its current strategy, NHS Providers aims to:

NHS Providers reported a loss of £204,494 for the year, (2024: loss £578,274). This current financial year was particularly impacted by the Digital Boards contract starting later in 2024/25 than anticipated resulting in deferring some of the income into 2025/26.

Income from charitable activities decreased by 5% to £1,987,161 (2024: £2,084,300). This change is due to Digital ICS income reaching its final phase.

Course income has performed better than the previous year, £840,036 (2024: £721,838). Courses continued to be delivered in a blend of virtual, hybrid and in-person which has allowed for more accessibility and is reflective of the excellent course ratings which have driven member engagement.

Subscription income grew by 2%. The increase is in accordance with the table of percentage fee increases approved in the four-year strategic plan. At year end NHS Providers had 100% of trusts in membership, which represented 204 trusts. Revenue of the charity’s wholly owned subsidiary, FTN Trading Ltd, increased by 9% from £529,413 to £575,363 for the year ending 31 March 2025.

NHS Providers delivered its in-person Annual Conference and Exhibition in November 2024. The conference was a success and generated £397,416 income; £207,016 in ticket sales and £190,400 in sponsorship income. The overall performance of the trading entity was robust as it generated a profit of £176,224 after the gift aid distribution of £176,218 for year ending 31 March 2025.

Overall expenditure excluding expenditure from FTN Trading Ltd decreased by 3% to £8,846,949 (2024: £9,117,444). The organisation decreased headcount by 5% during the year and an inflationary uplift on salaries, resulted in an increase of £273k.

Reserves policy

The reserves policy defines the framework for responsible management of the reserves and in the trustees’ view, the charity’s reserves should provide the charity with adequate financial stability and the means for it to meet its charitable objectives should a change in financial circumstances occur, considering potential risks. Reserves are maintained to further the strategic aims of the charity and to maximise business growth opportunities, subject to approval by the finance and general purposes committee (F&GP). If the charity was to cease operating, reserves are set at a level that allows the charity to meet all necessary obligations and commitments.

In 2022, the board approved a change to the required reserve levels, moving from a fixed minimum of £1.3m, to a defined range of £900,000 to £1.3m. Free reserves for the group are defined as general unrestricted funds, excluding tangible fixed assets that cannot be readily liquidated.

At year-end, the group had total free reserves of £2,413,656 (2024: £2,227,583) of which all are unrestricted well in excess of the reserves level set.

F&GP will review the policy and level of reserves on an annual basis to ensure they are sufficient to meet the group’s continuing obligations, commensurate with risks faced by the organisation.

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Restricted funds

Restricted funds can only be used for the purpose and in accordance with the terms agreed by the funder. In 2025 restricted funds are nil, (2024: nil).

Unrestricted designated funds

Designated funds at year-end total £561,210 (2024: £951,777). The designations have been formally agreed prior to year-end by F&GP and noted by the board.

The year-end designations comprise:

Designated funds will be released upon completion of the investment project and or securing investment funds. Further details are given in note 16. The designations are excluded from funds available to underwrite operational risk.

General unrestricted funds

Reserves excluding designated and restricted funds total £2,413,656.

Going concern

The trustees have a reasonable expectation that the organisation has adequate financial resources to continue in operational existence for the foreseeable future whilst running consecutive deficits.

Our planning process, including financial projections, considers the current economic climate and its potential impact on our various sources of income and expenditure. The charity sets annual budgets supported by regular management accounts reviews and quarterly F&GP meetings, enabling considered management decisions to be made. In addition, endorsement of our members’ support is evidenced by retention of 100% of our membership at year end.

We continue to diversify income by developing and strengthening commercial income streams and securing new areas of project funding. These measures safeguard our revenue and cashflow enabling us to provide assurance about our financial stability notwithstanding any unexpected challenges.

Given the major financial challenges facing the NHS currently and the heightened interest from our members to explore opportunities and the potential for NHS Providers and the NHS Confederation to work more closely together, we will be embarking on a piece of work to review how we can further collaborate.

The charity’s reserves are above the upper reserves policy and it has a strong balance sheet with a high level of net current assets due to the cash reserves held. We believe there are no material uncertainties that call into doubt the charity’s ability to continue as a going concern.

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Fundraising

The trustees take their responsibility under the Charities (Protection and Social Investment) Act 2016 seriously and have considered the implications on their activities. The charity does not raise funds directly from the general public and does not actively solicit donations. The charity does not work directly with commercial sponsors but where commercial sponsorship is arranged for an event, a clear contract is in place between the trading company and the commercial sponsor. The trustees are not aware of any complaints made in respect of fundraising during the period.

Principal risks and uncertainties

NHS Providers is committed to effective risk management as an integral part of ensuring good corporate governance. Risk management provides the framework and process that enables NHS Providers to manage uncertainty in a systematic way. Our risk management processes are designed to enable us to adequately identify, review and mitigate risks.

The risk management strategy comprises:

All risks are documented in a risk register which scores risks according to their impact and likelihood. It identifies potential impacts and documents mitigation measures and actions.

Responsibility for risk management is undertaken at every level of the organisation. Day-to-day responsibility for operational risk lies with the managers and staff responsible for the organisation’s operations. The risk register is reviewed and updated on a quarterly basis by the senior management team of the organisation and reviewed at each meeting of F&GP. The full board of trustees reviews the risk register twice a year and is responsible for considering the

overall strategic risks and for monitoring the status of any significant operational risks.

The key risk areas facing the charity and its subsidiary, and a summary of the plans and strategies to manage those risks are listed below:

We strive to diversify our income mix and expand commercial and external funded income as the external environment allows. External funding for projects introduces a significant level of volatility to planning and increases financial risk exposure to the organisation. Contingency planning for downside risk and escalation plans for upside and downside risk provide mitigation. The reserve policy underpins management of financial risk around project volatility. Lack of alignment of operational costs with budgets undermines long-term planning and commitment to the agreed reserve policy. Mitigations are on-going commitment to cost savings, cyclical reporting, quarterly reforecasting, and clarity around budget accountability.

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STRUCTURE, GOVERNANCE AND MANAGEMENT

This is the 14th annual report and audited financial statements of the Foundation Trust Network, operating as NHS Providers, since it became an independent organisation on 1 April 2011. Details of the organisation’s incorporation as a private company limited by guarantee and registration as a charity are given on page 3. The company is governed by its articles of association, the latest version of which was approved by members in December 2021.

It should be noted that during 2014/15 the organisation changed its operating name to NHS Providers in a rebranding exercise. Its registered name is still the Foundation Trust Network, and it can be found under this name at both Companies House and the Charity Commission.

It should be noted that any risk management system can only manage risks and not eliminate them and can provide only reasonable, and not absolute, assurance against material misstatement or loss.

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GOVERNANCE

Appointment and induction of new trustees

NHS Providers is governed by a board of elected trustees. Trustees who served during the period 2024/25 and to the date of this report are listed on page 29. Senior executive staff and external advisors are detailed on page 30.

In line with the articles of association, the board comprises up to 21 trustees, made up as follows:

concluded there exists sound evidence of compliance with the charities code across the full range of principles and from this it is fair to infer detailed compliance.

However due to significant growth in the organisation since this detailed review was undertaken, a subsequent review of the organisational corporate services infrastructure was completed during 2023/24, which concluded with the appointment of a new director of corporate services and finance, Caroline Harrison, in July 2024.

The organisation maintains a register of interests for trustees, as well as senior executives. The trustees’ and senior executives’ interests’ registers are reviewed annually and when there are substantial changes to the registers, such as following trustee elections. Additional oral declarations of interest are taken at the start of each meeting of the NHS Providers board and board subcommittee meetings. During the period covered by this report, the NHS Providers board met a total of seven times.

The trustees are drawn from chairs and chief executives of member organisations. They are therefore already familiar with both board procedures and the activities of NHS Providers. Upon election, trustees go through an induction process coordinated by the chair and the executive to ensure they are up-to-date with the activities of NHS Providers and that they understand the specific duties and responsibilities of being a charity trustee – in particular the importance of acting as trustees of a charity and representing the views of all members, not the views of their own organisation.

The governance standards of the organisation are continuously monitored to assure compliance with the Charity Governance Code 2017. In 2019, a full review of the governance standards of the organisation was carried out, with a board subcommittee convened to take this work forward. This group tasked an external, expert consultant to carry out a review of the board’s governance arrangements against the seven principles of the Charity Governance Code 2017. The resulting report

In addition to the trustees (who have full voting rights at board meetings), the NHS Providers board is also attended by the chief executive, deputy chief executive, director of corporate services and finance, co-directors of development and engagement, director of policy and strategy, director of communications, the head of the chair and chief executive’s office and the company secretary as non-voting attendees. A scheme of delegation clearly lays out the respective responsibilities of the trustees, directors and management.

This, together with a full set of operational policies and procedures, determines the conduct of all executives and other employees.

The board has three standing committees: F&GP (incorporating the audit committee); the remuneration committee and the race equality board advisory committee.

The F&GP committee’s membership during 2024/25 comprised six trustees and a co-opted finance director member, Mike McEnaney, who was

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appointed in October 2020. The committee met four times during the period of this report. It is responsible for providing scrutiny and advice to the NHS Providers board on the oversight of:

The NHS Providers chair has the right of attendance at the committee. Meetings are also usually attended by the chief executive.

The remuneration committee met twice during the period of this report. A detailed remuneration report including further information on the role of the remuneration committee and its work can be found on pages 24 to 28.

The board’s race equality advisory committee, originally established as a time-limited sub-committee in 2021 and formalised from 2024, provides challenge and oversight on NHS Providers’ work on race equality and supports the board and senior executive to lead an anti-racist organisation. Chaired by trustee Selina Ullah, the committee meets approximately twice per year.

Other board sub-committees are formed periodically on a ‘task and finish’ basis, carrying out specific pieces of work as delegated by the NHS Providers board.

Appointment of new chair and chief executive officer

A time limited nominations committee was established twice during the reporting period to oversee the appointment of a new chair and a new chief executive, following the departure of Sir Julian Hartley in November 2024 and Sir Ron Kerr in February 2025.

For each of the appointments, the committee members worked closely with external recruitment agency GatenbySanderson to agree the recruitment

criteria, process and timeframes, longlisting and shortlisting of applications, and sat as part of the assessment panels, before making recommendations for each of the appointments to the board of trustees for approval.

The nominations committee overseeing the recruitment of the new chair comprised four trustees and was chaired by trustee Mary Elford.

The nominations committee overseeing the recruitment of the new chief executive comprised six trustees and was chaired by Sir Ron Kerr, with input from the incoming chair, Professor Sir Terence Stephenson.

Partnerships

The organisation must maintain a high-quality staff team in order to best serve its members but, as a charity, it also seeks to provide services in the most efficient and cost-effective way for members. In many cases this means working with external expert partners to deliver all or part of some of the activities undertaken. In accordance with good governance principles, as far as practicable, such work is put out for tender.

Employees

As a membership organisation, NHS Providers is a service-based business, and its employees are at the core of all the organisation’s activities.

To support its members, in line with the strategic objectives set out on page 5, the organisation needs to maintain a team of expert specialist staff covering areas as diverse as media, brand and communications, a breadth of healthcare policy issues, governance, development, engagement and event management and corporate functions including human resources, organisational development, financial management and ICT support.

Alongside recruiting high quality individuals NHS Providers is keen to promote continuous development to ensure employees have the

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opportunity to develop their skills. Employee training and development needs are reviewed at least twice a year as part of an annual appraisal cycle and a learning and development plan for the organisation as a whole is produced every year.

A full remuneration report is set out on pages 24 to 28.

REMUNERATION REPORT

Statement of general approach to remuneration and governance

NHS Providers ensures its staff are remunerated fairly and in a way that allows the organisation to attract and retain people with the skills needed to deliver its charitable objects. To ensure this report meets the requirements of both the charities statement of recommended practise (SORP) and the guidance published by the National Council for Voluntary Organisations it has been reviewed against these requirements by the chair, chief executive, directors and F&GP.

Remuneration committee

NHS Providers has a remuneration committee which met twice in 2024/25. This committee is chaired by a trustee and comprises five additional trustees, including the organisation’s chair who is an ex-officio member of the committee. The NHS Providers chief executive is invited to attend but, along with other members of the executive in attendance, is excluded from discussions of their individual pay. Likewise, the chair is not present for any discussion relating to their fees.

The main responsibilities of the committee are to:

The remuneration policy aims to ensure the chief executive, directors and other staff have appropriate incentives to encourage enhanced individual

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performance and are, in a fair and responsible manner, rewarded for their contributions to the success of NHS Providers. This recognises that delivery of NHS Providers’ charitable vision and purpose is almost wholly dependent on the performance of its staff, with staff remuneration being the largest single element of charitable expenditure.

The remuneration policy is reviewed regularly. This includes comparisons with similar membership organisations and the wider charitable sector as well as being sensitive to the remuneration approach of our members, pay and employment conditions in the NHS and general approaches to charitable sector pay.

2024/25 Approach to pay

Staff pay

Staff include policy and communications experts, recruited from those sectors, with administration, development and support, event management and corporate services staff recruited from a wide range of different sectors. NHS Providers is committed to paying all staff the London living wage, which was set at £24,616.80 in 2024/25. The organisation’s lowest salary in 2024/25 was £25,480.

In line with the criteria agreed by the trust board remuneration committee for determining an annual salary increment, staff meeting the appropriate parameters were awarded an annual increase of 2.5% to take effect from April 2025.

Chief executive and director pay

The trust board remuneration committee sets chief executive and director pay individually each year, taking account of individual and organisational performance. The remuneration committee is provided with information to ensure awareness of published salary rates for roles in similar organisations including the LGA and NHS Confederation and, in the case of the chief executive, the salaries paid to chief executives of member organisations and relevant arm’s length bodies. Director salaries are benchmarked every two to three years against those offered by similar organisations to ensure competitiveness with support of an external independent consultancy. This year directors were awarded an annual increase of 2.5% to take effect from April 2025 in parity with all staff.

The results of the pay policy in relation to total remuneration, including salary and pension contributions, for 2023/24 and 2024/25 are reflected in the table on page 27.

Chair’s fees

The fees paid to the chair of NHS Providers are reviewed annually by the remuneration committee and reflect both personal and organisational performance. They are benchmarked against:

Salaries, at all levels, are benchmarked against those offered by similar organisations to ensure competitiveness on a regular basis and/or when vacancies arise. Given the rate of wage growth in the economy in recent years coupled with the cost of living and inflation the remuneration committee noted that the market must be keenly observed to ensure salaries remain competitive to aid recruitment and retention of the best staff.

The ratio of salary between the organisation’s highest and lowest paid member of staff is 1:8 with the ratio between its highest and median salary being 1:4.

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Pensions and total remuneration package

The organisation has an auto enrolment pension for all employees, provided through our existing defined contribution group scheme. Currently NHS Providers makes a contribution of 3% of gross salary to those who have been auto enrolled. An enhanced contribution scheme is also offered (once the sixmonth probationary period has successfully been completed) under which the organisation makes a contribution of 9% (staff contributing 6%) of salary. There are also a range of other benefits available to all employees including non-contributory life-assurance cover; season ticket loans; childcare vouchers (via a salary sacrifice scheme); free health checks; and a cycle to work scheme.

Impact of remuneration policy

NHS Providers has built and maintained a strong team of expert specialist staff who deliver a diverse and wide range of work. The success of the team, and NHS Providers as an employer, is reflected in a range of different evidence including:

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Summary of remuneration: key management personnel

The trustees regard the chair, trustees (who are not remunerated), chief executive and directors as the key management personnel.

management personnel. management personnel. management personnel.
2024/25 remuneration 2023/24 remuneration
Salary Taxable
expenses
(travel)		 Pension
contribution		 Salary Taxable
expenses
(travel)		 Pension
contribution
Ron Kerr, *
chair (resigned January 2025)
£45,833		 – – £55,000 – –
Sir Julian Hartley,*
chief executive (resigned November 2024)
£193,342		 £9,334 – £276,368 £11,794 –
Safron Cordery,**
deputy chief executive
£181,223		 – £16,310 £161,975 – £14,578
Adam Brimelow,*
director of communications
(stepped down February 2025)
£115,360		 – £10,382 £107,109 – £9,640
Miriam Deakin,
director of development and engagement
£75,012		 – £6,821 £99,412 – £9,077
Thomas Stanford,
interim director of fnance and IT
(resigned April 2024)
£13,205		 – – £88,622 – –
Alexis Chapman,*
interim chief operating ofcer
–		 – – £28,077 – £2,527
Linda Asamoah,
interim assistant director (HR)
(resigned March 2025)
£101,460		 – £9,131 £92,917 – £2,788
Jenny Reindorp,
director of development and engagement
£69,216		 – £6,229 £100,239 – £9,022
Isabel Lawicka,*
director of policy (appointed June 2024)
£102,442		 – £9,219 – – –
Caroline Harrison,*
director of corporate services and fnance
(appointed July 2024)
£83,156		 – £3,625 – – –
Orla Fee,*
director of communications
(appointed February 2025)
£14,667		 – £440 – – –

*pro-rata amount for portion of year worked/ since appointment.

** including additional salary for period between 1 December 2024 and 31 March 2025 as interim chief executive.

Please note: aside from Ron Kerr no other trustees received remuneration or were reimbursed for expenses incurred in the course of acting on behalf of the charity. Terence Stephenson was appointed as chair in February 2025 and his remuneration for February and March were paid to University College London.

For information, J Hartley, S Cordery, A Brimelow, M Deakin, L Asamoah, J Reindorp, I Lawicka, T Stanford, C Harrison and O Fee were all employees of the company during 2024/25.

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2024/25 2023/24 2022/23 2021/22 2020/21
Directors in pension scheme – – – – –
No. defned contribution 8 6 7 7 5
Personal – – – – –

Eight of the directors were in the workplace pension scheme which is a defined contribution pension scheme (2024:6). Defined contribution pension scheme to which the charity contributes 1 (2024:1).

Banding

Banding
The number of employees whose emoluments
exceeded £60,000 for the period was:
2025		 2024
£60,000 – £70,000
8
7
£70,001 – £80,000
7
5
£80,001 – £90,000
2
3
£90,001 – £100,000
–
2
£100,001 – £110,000
2
2
£110,001 – £120,000
1
–
£140,001 – £150,000
–
–
£150,001– £160,000
–
–
£160,001 – £170,000
–
1
£180,001 – £190,000
1
–
£190,001 – £200,000
1
–
£210,001 – £220,000
–
–
£280,001 – £290,000
–
1

Fluctuations are due to changes in the senior management team.

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REFERENCE AND ADMINISTRATIVE DETAILS

Trustees/non-executive directors

REFERENCE AND ADMINISTRATIVE DETAILS
Trustees/non-executive directors
Term of ofce start date (s) Term of ofce end date (s)
Ian Abbs
1 November 2021
30 June 2024
David Astley
5 January 2023
Stepped down May 2024
Birju Bartoli
1 July 2024
30 June 2027
Matthew Bryant
1 July 2025
June 2028
Nick Carver
1 July 2023
30 June 2026
Mary Elford
1 July 2024
30 June 2027
Steve Erskine
1 July 2022
Stepped down December 2024
Roisin Fallon-Williams
3 November 2021
30 June 2024
Richard Henderson
1 July 2023
30 June 2026
Elliot Howard-Jones
1 July 2023
30 June 2026
Nick Hulme
1 July 2018
1 July 2021
30 June 2021
30 June 2024
David Jennings
1 July 2024
30 June 2025
Ron Kerr
1 January 2020
31 January 2025
Chris Lawrence
1 July 2023
Stepped down December 2024
Deborah Lee
1 July 2021
Stepped down January 2024
Rima Makarem
1 July 2025
June 2028
Sharon Mays
1 July 2023
30 June 2026
Richard Mitchell
1 July 2024
30 June 2027
Fiona Noden
1 November 2021
30 June 2024
Chris Oliver
1 July 2024
30 June 2027
Meghana Pandit
1 July 2024
Stepped down 18 March 2025
Therese Patten
1 July 2021
1 July 2024
30 June 2024
30 June 2027
Linda Pollard
1 July 2019
1 July 2022
30 June 2022
30 June 2025
Len Richards
1 July 2024
Stepped down March 2025
Jan Ross
1 July 2022
1 July 2025
30 June 2025
30 June 2028
Richard Scothon
1 July 2024
Stepped down October 2025
Philippa Slinger
1 July 2025
June 2028
Terence Stephenson
Appointed 1 February 2025
2 February 2028
Karen Taylor
1 July 2023
30 June 2026

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Andy Trotter 1 July 2024 30 June 2027
Selina Ullah 1 July 2022 30 June 2025
1 July 2025 30 June 2028
Phil Wood 1 July 2025 Stepped down September 2025
Giles York 1 July 2025 June 2028

Senior executive staff/directors (and dates of changes during the reporting period)

Adam Brimelow Director of Communications (until 7 February 2025) Saffron Cordery Deputy Chief Executive (Interim Chief Executive from 30 November 2024 to 27 May 2025) Miriam Deakin Co-director of Development and Engagement Daniel Elkeles Chief Executive (from 27 May 2025) Orla Fee Director of Communications (from 10 February 2025) Caroline Harrison Director of Corporate Services and Finance (from 8 July 2024) Julian Hartley Chief Executive (until 29 November 2024) Isabel Lawicka Director of Policy and Strategy (from 1 July 2024) Jenny Reindorp Co-director of Development and Engagement Tom Stanford Interim Director of Finance (until 30 April 2024)

Auditors

Saffery LLP 71 Queen Victoria Street London EC4V 4BE

Bankers

The Co-operative Bank 80 Cornhill London EC3V 3NH

Principal and registered address

157-197 Buckingham Palace Road London, SW1W 9SP

Solicitors

Hempsons The Exchange, Station Parade, Harrogate HG1 1DY

The Foundation Trust Network

Charity registration number: 1140900 Company registration number: 07525114

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also directors of the charitable company, for the purposes of company law) are responsible for preparing the trustees’ report and financial statements in accordance with applicable law and United Kingdom accounting standards (United Kingdom generally accepted accounting practice).

Company law requires trustees to prepare financial statements for each financial year to provide a true and fair view of the state of the affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the group for that period.

In preparing these financial statements, the trustees are required to:

In so far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included in the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

This report has been prepared in accordance with the provisions of Part 15 of the Companies Act 2006 relating to small companies. The report of the trustees and incorporated strategic report was approved by the NHS Providers board on 1 October 2025 and signed on its behalf by:

Professor Sir Terence Stephenson Chair, NHS Providers

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and group and enable them to ensure the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and group and taking reasonable steps for the prevention and detection of fraud and other irregularities.

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INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF NHS PROVIDERS FOR THE YEAR ENDED 31 MARCH 2025

Opinion

We have audited the financial statements of NHS Providers (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2025 which comprise the consolidated statement of financial activities, the group and charity balance sheets, the consolidated cash flow statement and notes to the financial statements, including 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).

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 Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

In our opinion the financial statements:

Conclusions related 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 group or the parent charitable company’s ability to continue as a going concern for a period of at least 12 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.

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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 auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 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 course of 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 this gives rise to a material misstatement in the financial statements themselves. 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.

Other matters prescribed by the Companies Act 2006

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 light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report and Strategic Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 require us to report to you if, in our opinion:

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Responsibilities of the trustees

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 31, the trustees (who are also the directors of the parent 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 the 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 group and the parent 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 group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditors under the Companies Act 2006 and report in accordance with regulations made under that Act.

Our objectives are to obtain reasonable assurance about whether the group and parent financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of noncompliance 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 specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud are detailed below.

Identifying and assessing risks related to irregularities: We assessed the susceptibility of the group and parent charitable company’s financial statements to material misstatement and how fraud might occur, including through discussions with the trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives and opportunities for fraudulent manipulation of the financial statements. We identified laws and regulations that are of significance in the context of the group and parent charitable company by discussions with trustees and updating our understanding of the sector in which the group and parent charitable company operate.

Laws and regulations of direct significance in the context of the group and parent charitable company include the Companies Act 2006 and guidance issued by the Charity Commission for England and Wales.

Audit response to risks identified:

We considered the extent of compliance with these laws and regulations as part of our audit procedures on the related financial statement items including a review of financial statement disclosures. We reviewed the parent charitable company’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the parent charitable company’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance.

During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected

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or alleged fraud. We addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and identifying any significant transactions that were unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws and regulations and fraud.

Use of our report

This report is made solely to the parent charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the parent charitable company’s members those matters we are required to state to them in an auditor’s 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 parent charitable company and the parent charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

There are inherent limitations in the audit procedures described above and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Gareth Norris FCA (Senior Statutory Auditor) For and on behalf of Saffery LLP Date: 15 October 2025

Statutory Auditors 71 Queen Victoria Street London EC4V 4BE

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

Saffery LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

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CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating the consolidated income and expenditure account) for the year ended 31 March 2025


for the year ended 31 March 2025
Note £
Unrestricted
funds		 £
Restricted
funds		 £
Total
2025		 £
Total
2024
Income from
Charitable activities
2		 1,987,161 – 1,987,161 2,084,300
Subscription income 6,361,160 – 6,361,160 6,217,280
Other trading activities
3		 575,363 – 575,363 529,413
Investments
4		 37,141 – 37,141 73,743
Total income 8,960,825 – 8,960,825 8,904,736
Expenditure on
Trading activities
3		 318,370 – 318,370 365,566
Charitable activities
5,6,7,16		 8,846,949 – 8,846,949 9,117,444
Total expenditure 9,165,319 – 9,165,319 9,483,010
Net income/(expenditure) and net
movement in funds for the year		 (204,494) – (204,494) (578,274)
Total funds brought forward
16		 3,179,360 – 3,179,360 3,757,634
Total funds carried forward
16		 2,974,866 – 2,974,866 3,179,360

All gains and losses arising in the year are included in the statement of financial activities and relate to continuing operations.

The notes on pages 40 to 54 form part of these financial statements.

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GROUP BALANCE SHEET 31 MARCH 2025

GROUP BALANCE SHEET 31 MARCH 2025
Note £
2025		 £
2024
Fixed assets
Intangible fxed assets
12		 149,988 100,317
Tangible assets
12		 332,507 407,341
482,495 507,658
Current assets
Debtors
14		 744,454 715,036
Cash at bank and in hand 3,368,881 3,004,595
4,113,335 3,719,631
Creditors
Amounts falling due within one year
15		 (1,620,964) (1,047,929)
Net current assets 2,492,371 2,671,702
Net assets 2,974,866 3,179,360
Funds
Restricted funds
16		 – –
Designated
16		 561,210 951,777
Unrestricted funds
16		 2,413,656 2,227,583
Total unrestricted funds 2,974,866 3,179,360
Total funds 2,974,866 3,179,360

The notes on pages 40 to 54 form part of these financial statements.

The total income of the charity as an individual entity for the year was £8,385,462 (2024: £8,375,322) and its net expenditure was £275,930 (2024: £591,838).

Approved and authorised for distribution by the board of trustees on 1 October 2025 and signed on its behalf by:

A statement of financial activities for the charity as an individual entity is not included using the exemption given in section 408 of the Companies Act 2006.

These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Professor Sir Terence Stephenson Chair

Registered Company No. 07525114

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CHARITY BALANCE SHEET 31 MARCH 2025

Note £
2025		 £
2024
Fixed assets
Intangible fxed assets
12		 149,988 100,317
Tangible assets
12		 332,507 407,341
Investments
13		 1 1
482,496 507,659
Current assets
Debtors
14		 783,548 788,947
Cash at bank and in hand 3,103,783 2,797,136
3,887,331 3,586,083
Creditors
Amounts falling due within one year
15		 (1,571,182) (1,019,173)
Net current assets 2,316,149 2,566,910
Net assets 2,798,645 3,074,569
Funds
Restricted funds
16		 – –
Designated
16		 561,210 951,777
Unrestricted funds
16		 2,237,435 2,122,792
Total unrestricted funds 2,798,645 3,074,569
Total funds 2,798,645 3,074,569

The notes on pages 40 to 54 form a part of these financial statements.

These accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

Approved and authorised for distribution by the board of trustees on 1 October 2025 and signed on its behalf by:

Professor Sir Terence Stephenson Chair

Registered Company No. 07525114

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CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025

CONSOLIDATED CASH FLOW STATEMENT
FOR THE YEAR ENDED 31 MARCH 2025
Note £
2025		 £
2024
Cash fows from operating activities
Net cash provided by/ (used in) operating activities
21		 415,721 (625,980)
Cash fows from investing activities
Interest income
21		 73,743 73,743
Purchase of tangible fxed assets
12		 5,942 (84,893)
Purchase of intangible fxed assets
12		 (82,635) (100,253)
Net cash (used in) investing activities (2,950) (111,403)
412,771 (737,383)
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period		 3,004,595 3,741,978
Increase/(decrease) in cash and cash equivalents in the year 364,286 (737,383)
Cash and cash equivalents at the end of the reporting period 3,368,881 3,004,595

The notes on pages 40 to 54 form part of these financial statements.

Analysis of changes in net debt
£
As at
1 April 2024		 £
Cash fows		 £
Other
non – cash
changes		 £
As at 31
March 2025
Cash
3,004,595		 364,286 – 3,368,881
3,004,595 364,286 – 3,368,881

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The Foundation Trust Network operating as NHS PROVIDERS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

1. Accounting policies

Company Information

The charity is a registered charity (number 1140900) and a company (number 07525114) limited by guarantee. The registered office is 157-197 Buckingham Palace Road, London, SW1W 9SP.

Basis of accounting

The financial statements have been prepared on a going concern basis. The trustees have reviewed the four-year budget that looks at the income and expenditure statement, balance sheet and cashflow. In addition, the trustees have reviewed the financial position whereby the organisation has run a deficit position and considered this alongside the level of reserves which are above our upper reserves policy, potential uncertainties and challenges, alongside the management of risk as outlined in the strategic report.

The financial position, reserves and management of risk indicate that the group has adequate resources and that there are no material uncertainties relating to events or conditions that may cast significant doubt about its ability to continue as a going concern. The Trustees therefore consider that it is entirely appropriate to prepare the financial accounts on a going concern basis.

The financial statements have been prepared in accordance with the Statement of Recommended Practice-Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (SORP FRS102) and the Companies Act 2006. The trustees confirm that the charity is a public benefit entity.

Group accounts

The Statement of Financial Activities (SOFA) and balance sheet consolidate the financial statements of the charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line-by-line basis.

Incoming resources

Subscription and other incoming resources are accounted for on a receivable basis.

Accrued and deferred income

Income is recognised in the SOFA in accordance with the Charities SORP FRS 102 income recognition criteria of entitlement, probability and measurement. Subscription income is invoiced in the associated subscription year and therefore recognised in full within the financial year. Income relating to the financial year which has not been received or invoiced is recognised as accrued income. Grant and donation income are recognised when the SORP income recognition criteria are fulfilled.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objects of the charity. Designated funds are unrestricted funds of the charity which the trustees have discretion to set aside for a specific purpose.

Restricted funds are funds which are only to be used for the purpose as determined by the donor.

Classification of expenditure

Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the charity to the expenditure and it can be reliably measured. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category:

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The Foundation Trust Network operating as NHS PROVIDERS

activities and their associated support costs. These costs have been analysed into activities associated with the charity’s three strategic objectives of influence, voice and support.

Expenditure is shown net of VAT and any irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Allocation of support and governance costs

Support and governance costs are allocated between the expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly.

Support costs include back-office costs, finance, personnel, payroll and governance costs which support the charity’s activities. The bases on which support costs have been allocated are set out in note 6.

Support and governance costs are divided between the unrestricted and the restricted funds, with the restricted funds being charged with expenses specifically incurred in fulfilling the restrictions imposed; all other expenses are charged to the unrestricted funds.

Governance costs are those incurred in the governance of the charity and are primarily associated with the constitutional and statutory requirements.

Pension costs

The charity contributes to a defined contribution scheme for the majority of its members of staff. The charge in the accounts represents the contributions payable to the scheme in the financial period.

Tangible fixed assets and depreciation

Tangible fixed assets, where the value is over £500, are capitalised at cost.

Short leasehold property
improvements		 20%
straight line basis
Fixtures and fttings
min-max UEL		 Over three (min)
and 10 (max) years
straight line basis
Ofce equipment Over three years
straight line basis
Computer equipment Over three years
straight line basis

Intangible fixed assets and depreciation Intangible fixed assets include IT development and software and enhancements to the website. Intangible fixed assets with a limited useful life are amortised using the straight-line method over three years.

Operating leases

Rentals payable under operating leases are charged to the SOFA over the term of the lease.

Taxation

No provision for taxation is included in the accounts as the charitable company is entitled to exemption from tax afforded by current legislation to the extent that income is applied to charitable objects.

Key assumptions and estimation uncertainty

The trustees have considered whether there are any key assumptions concerning the future or other key sources of estimation uncertainty that have a risk of causing a material adjustment to the carrying amount of assets and liabilities. They consider that there are none which would impact the next reporting period.

Financial instruments

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

They are then depreciated at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:

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The Foundation Trust Network operating as NHS PROVIDERS

2. Income from charitable activities

£
Unrestricted
funds		 £
Restricted
funds		 £
2025		 £
2024
Award agreement
The Health Foundation		 – – – 30,000
Projects and other income
Digital transformation		 422,631 – 422,631 –
NHSE/I 490,000 – 490,000 433,333
Peer Support – – – 160,000
ICS Digital 92,864 – 92,864 509,644
Collaborative improvement 69,404 – 69,404 171,310
Trust wide improvement 32,345 – 32,345 56,838
Other sundry income (Cycle to Work Scheme) – – – 1,336
Sundry income 39,881 – 39,881 –
Other income 72,226 – 72,226 58,175
Total projects and other income 1,147,125 – 1,147,125 1,332,462
Foundation trusts and trusts
Governwell		 33,000 – 33,000 114,075
NED induction 67,618 – 67,618 79,586
ED induction 18,905 – 18,905 20,475
Other developmental course 368,977 – 368,977 193,151
Bespoke income 351,536 – 351,536 314,552
Course fees 840,036 – 840,036 721,838
Total income from charitable activities 1,987,161 – 1,987,161 2,084,300
Subscription income 6,361,160 – 6,361,160 6,217,280

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The Foundation Trust Network operating as NHS PROVIDERS

3. Income from trading activities

The wholly owned subsidiary FTN Trading Limited is incorporated in the United Kingdom (company number 07940647) and pays all of its taxable profits to the charity under the gift aid scheme.

FTN Trading Limited operates the Annual Conference and Exhibition and all commercial sponsorship associated with that event.

The performance summary of the subsidiary:

£
2025		 £
2024
Turnover 575,363 529,414
Cost of sales, administrative costs and taxation (318,370) (365,566)
Interest receivable – 231
Management charge (80,769) (59,288)
Net proft 176,224 104,791
Proft b/f 104,788 91,225
Gift aid (104,794) (91,228)
Retained proft 176,218 104,788
The fnancial position of the subsidiary
Current assets		 324,791 256,110
Current liabilities (148,569) (151,321)
Total net assets 176,222 104,789
Share capital 1 1
Retained earnings 176,218 104,788
Total shareholder’s equity 176,222 104,798

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The Foundation Trust Network operating as NHS PROVIDERS

4. Investment income

4. Investment income
£
Unrestricted
funds		 £
Restricted
funds		 £
2025		 £
2024
Interest Trading – – – 231
Interest Holding 37,141 – 37,141 73,512
Interest 37,141 – 37,141 73,743

5. Analysis of expenditure on charitable activities

£
Direct
costs		 £
Support		 £
Governance		 £
Total
2025		 £
Total
2024
Infuence
1,834,093		 746,763 20,542 2,601,398 3,724,396
Voice
1,325,666		 470,184 12,934 1,808,784 1,699,027
Support
2,788,483		 1,604,158 44,126 4,436,767 3,694,021
Total expenditure
5,948,242		 2,821,105 77,602 8,846,949 9,117,444

Expenditure on charitable activities was £8,846,949 (2024: £9,117,444). In 2025 £0 (2024: £176,667) of these costs were restricted.

Support and governance costs of £2,821,105 (2024: £2,975,956) and £77,602 (2024: £29,489) are analysed in note 6 below, totalling £2,898,707 (2024: £3,005,445). They relate to overhead costs incurred on the fourth strategic objective, professional organisation, which supports the activities of influence, voice and support.

£
Direct
costs		 £
Support		 £
Governance		 £
Total
2024
Infuence
2,151,453		 1,557,510 15,433 3,724,396
Voice
1,165,350		 528,441 5,236 1,699,027
Support
2,795,197		 890,006 8,819 3,694,021
Total expenditure
6,111,999		 2,975,956 29,489 9,117,444

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The Foundation Trust Network operating as NHS PROVIDERS

6. Analysis of governance and support costs

£
Support		 £
Voice		 £
Infuence		 £
Total 2025		 £
Total 2024
IT
74,164		 21,738 34,525 130,427 199,656
Premises
151,132		 44,297 70,355 265,784 281,429
Human resources
1,141,909		 334,698 531,578 2,008,185 2,117,779
General ofce costs
118,931		 34,859 55,364 209,154 170,230
Legal
1,937		 568 902 3,407 4,780
Irrecoverable VAT
57,605		 16,884 26,816 101,305 92,587
Professional fees
58,479		 17,140 27,223 102,842 109,495
Governance
44,127		 12,934 20,542 77,603 29,489
Total support
1,648,284		 483,118 767,305 2,898,707 3,005,445

*Each cost category is prorated based on staff full time equivalents. Staff are allocated to the respective strategic objectives of influence, voice and support based on the underlying nature of their activities, there is an element of subjective judgement in the allocation as there are some overlaps in activities.

£
Support		 £
Voice		 £
Infuence		 £
Total 2024
IT 59,710 35,453 104,493 199,656
Premises 84,166 49,973 147,290 281,429
Human resources 633,354 376,054 1,108,370 2,117,779
General ofce costs 50,910 30,228 89,092 170,230
Legal 1,430 849 2,502 4,780
Irrecoverable VAT 27,690 16,441 48,457 92,587
Professional fees 32,746 19,443 57,306 109,495
Governance 8,819 5,236 15,433 29,489
Total support 898,825 533,677 1,572,943 3,005,445

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The Foundation Trust Network operating as NHS PROVIDERS

7. Total expenditure

7. Total expenditure
£
Total 2025		 £
Total 2024
Net income/expenditure is stated after charging:
Auditor's remuneration:
Audit
23,250
Parent
16,821
Subsidiary
6,429		 22,300
17,100
5,200
Tax advisory, secretarial services
1,500		 2,690
Payroll costs
6,400		 5,400
Depreciation
113,739		 100,477
Operating leases
176,578		 189,169

8. Trustees

Ron Kerr received remuneration of £45,833 for the year. (2024: £55,000). Terence Stephenson remuneration of £9,167 (2024: £0) was paid to University College London. There is no contribution to a pension fund. The legal authority conferring authority to make payment is provisioned for in the articles of association. The clause was ratified at an EGM on 10 September 2013 under consultation with the Charity Commission. No other trustees received remuneration for services rendered. During the year £841 of expenses were reimbursed to two trustees for travel and accommodation. The company incurred a cost of £833, (2024: £833) in respect of annual indemnity insurance for the trustees.

9. Key management personnel

The trustees regard the trustees (who, with the exception of Ron Kerr, are not remunerated), the chief executive and the directors as key management personnel.

£
2025		 £
2024
Key management personnel emoluments
1,057,075		 1,069,142

Eight of the key management personnel were in the workplace pension scheme which is a defined contribution pension scheme (2024:6).

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The Foundation Trust Network operating as NHS PROVIDERS

10. Staff costs

10. Staf costs
£
2025		 £
2024
Wages and salaries
5,318,666		 5,539,795
Social security costs
570,839		 590,354
Pensions
332,189		 325,093
6,221,694 6,455,242

Key management personnels’ emoluments including employee pension contributions (see note 9).

A termination payment of £37,825 was made during the year.

11. Staff numbers

The average number of employees during the year analysed by activity was:

2025 2024
Infuence
27		 32
Voice
17		 19
Support
58		 56
102 107

The bandings for employees who receive more than £60,000 are set out on page 28.

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The Foundation Trust Network operating as NHS PROVIDERS

12. Fixed assets – group and charity

£
Intangible
fxed assets		 £
Fixtures
and fttings		 £
Computer
equipment		 £
Total
Cost
At 1 April 2024
351,745		 408,595 230,741 991,081
Additions
82,635		 – 5,942 88,577
Disposals
–		 – – –
At 31 March 2025
434,380		 408,595 236,683 1,079,658
Depreciation
At 1 April 2024
251,428		 83,466 148,530 483,424
Charge for the year
32,964		 37,874 42,901 113,739
Disposals
–		 – – –
At 31 March 2025
284,392		 121,340 191,431 597,163
Net book value
at 31 March 2025
149,988		 287,255 45,252 482,495
Net book value
at 31 March 2024
100,317		 325,130 82,211 507,658

13. Fixed assets investments

The charity’s investment at the balance sheet date in the share capital of companies is made up of the following:

FTN Trading Limited

FTN Trading Limited
Nature of business To establish and run a conference for members of NHS Providers
Country of registration England and Wales
Class of share Ordinary – £1
% – holding 100

The financial results of the subsidiary for the year are summarised in note 3.

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The Foundation Trust Network operating as NHS PROVIDERS

14. Debtors

14. Debtors 14. Debtors 14. Debtors 14. Debtors
Group
Charity
£
2025		 £
2024		 £
2025		 £
2024
Trade debtors
601,374		 500,547 572,304 497,902
Prepayments
143,080		 214,488 88,530 168,480
Amounts due from FTN Trading Limited
–		 – 122,714 122,565
744,454 715,036 783,548 788,947

The amounts due from FTN Trading Limited represent the net position of subscriptions income received by FTN Trading on behalf of the charity. The balance also includes any donations due to the charity from its subsidiary.

15. Creditors – amounts falling due within one year

15. Creditors – amounts falling due within one year 15. Creditors – amounts falling due within one year 15. Creditors – amounts falling due within one year 15. Creditors – amounts falling due within one year
Group
Charity
£
2025		 £
2024		 £
2025		 £
2024
Trade creditors
203,011		 146,661 179,084 131,973
Social security and other taxes
329,600		 227,631 327,709 237,695
Other creditors
61,309		 52,213 61,309 52,214
Accruals
253,993		 364,122 248,258 357,973
Rent free creditor
117,615		 133,563 117,615 133,563
Deferred income
655,124		 123,739 637,207 105,755
1,620,964 1,047,929 1,571,182 1,019,173

Any income which relates to a period after year end has been deferred. Analysis of the movement in deferred income is set out below:

Group
Charity		 Group
Charity		 Group
Charity		 Group
Charity
£
2025		 £
2024		 £
2025		 £
2024
Brought forward
179,726		 185,696 108,309 29,570
Deferred
655,124		 179,726 637,207 108,309
Released
(179,726)		 (185,696) (108,309) (29,570)
Carried forward
655,124		 179,726 637,207 108,309

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The Foundation Trust Network operating as NHS PROVIDERS

16. Restricted and unrestricted funds

Group
£
Balance
1 April 2024		 £
Incoming
resources		 £
Resources
expended		 £
Resources
expended		 £
Transfers		 £
Transfers		 £
Funds
31 March 2025
Total restricted funds
–		 – – – –
Community Network fund
8,437		 – (8,437) – –
Fixed asset reserve
507,658		 – – (25,163) 482,495
Digital investment reserve
239,747		 – (161,032) – 78,715
Digital boards
programme reserve
195,935		 – – (195,935) –
Designated funds
951,777		 – (169,469) (221,098) 561,210
General other unrestricted
2,227,583		 8,960,825 (8,774,752) – 2,413,656
Total unrestricted funds
3,179,360		 8,960,825 (8,944,221) (221,098) 2,974,866
Total funds
3,179,360		 8,960,825 (8,944,221) (221,098) 2,974,866
Charity
£
Balance
1 April 2024		 £
Incoming
resources		 £
Resources
expended		 £
Transfers		 £
Funds
31 March 2025
Total restricted funds
–		 – – – –
Community Network fund
8,437		 – (8,437) – –
Fixed asset reserve
507,658		 – – (25,163) 482,495
Digital investment reserve
239,747		 – (161,032) – 78,715
Digital boards
programme reserve
195,935		 – – (195,935) –
Designated funds
951,777		 – (169,469) (221,098) 561,210
General other unrestricted
2,122,792		 8,571,025 (8,456,382) 2,237,435
Total unrestricted funds
3,074,569		 8,571,025 (8,625,851) (221,098) 2,798,645
Total funds
3,074,569		 8,571,025 (8,625,851) (221,098) 2,798,645

A designated fund to support community network trusts had a £8,437 carried forward balance to provide future support. This balance has been released.

A fixed asset fund designates the current level of investment in fixed assets classed as non free reserves.

An digital investment reserve ringfences the required investment level in IT infrastructure. In year £161k was spent on the Website which reduced the reserve to £79k.

A Digital Boards programme reserve designates funds to ensure seamless project delivery on digital as a risk mitigation for any time delay in securing income. In 23/24 the project did not commence, and £104k was spent on the bid. The project commenced in 24/25 and the balance of £196k was released.

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The Foundation Trust Network operating as NHS PROVIDERS

Group £
Balance
1 April 2023		 £
Balance
1 April 2023		 £
Incoming
resources		 £
Incoming
resources		 £
Resources
expended		 £
Resources
expended		 £
Transfers		 £
Transfers		 £
Funds
31 March 2024
Total restricted funds 16,667 160,000 (176,667) – –
Designated Community
Network fund		 12,527 – (4,090) – 8,437
Fixed asset reserve 422,989 – – 84,669 507,658
Digital investment reserve 340,000 – (100,253) – 239,747
Digital boards programme
reserve		 300,000 – (104,065) – 195,935
Designated Funds 1,075,516 – (208,408) 84,669 951,777
General other unrestricted 2,665,451 8,744,736 (9,097,935) (84,669) 2,227,583
Total unrestricted funds 3,740,967 8,744,736 (9,306,343) – 3,179,360
Total funds 3,757,634 8,904,736 (9,483,010) – 3,179,360
£
Balance
1 April 2023
£
Incoming
resources
£
Resources
expended
£
Transfers
£
Funds
31 March 2024
16,667
160,000
(176,667)
–
–
12,527
–
(4,090)
–
8,437
422,989
–
–
84,669
507,658
340,000
–
(100,253)
–
239,747
300,000
–
(104,065)
–
195,935
1,075,516
–
(208,408)
84,669
951,777
2,574,224
8,365,606
(8,732,369)
(84,669)
2,122,792
3,649,740
8,365,606
(8,940,777)
–
3,074,569
3,666,407
8,525,606
(9,117,444)
–
3,074,569
Charity £
Balance
1 April 2023		 £
Incoming
resources		 £
Resources
expended		 £
Transfers		 £
Funds
31 March 2024
Total restricted funds 16,667 160,000 (176,667) – –
Designated Community
Network fund		 12,527 – (4,090) – 8,437
Fixed asset reserve 422,989 – – 84,669 507,658
Digital investment reserve 340,000 – (100,253) – 239,747
Digital Boards programme
reserve		 300,000 – (104,065) – 195,935
Designated funds 1,075,516 – (208,408) 84,669 951,777
General unrestricted 2,574,224 8,365,606 (8,732,369) (84,669) 2,122,792
Total unrestricted funds 3,649,740 8,365,606 (8,940,777) – 3,074,569
Total funds 3,666,407 8,525,606 (9,117,444) – 3,074,569

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The Foundation Trust Network operating as NHS PROVIDERS

17. Analysis of net assets between funds

17. Analysis of net assets between funds
Group
£
Unrestricted
funds		 £
Total
2025		 £
Total
2024
Intangible fxed assets
149,988		 149,988 100,317
Tangible fxed assets
332,507		 332,507 407,341
Net current assets
2,492,371		 2,492,371 2,671,702
2,974,866 2,974,866 3,179,360
Charity
£
Unrestricted
funds		 £
Total
2025		 £
Total
2024
Intangible fxed assets
149,988		 149,988 100,317
Tangible fxed assets
332,507		 332,507 407,341
Investments
1		 1 1
Net current assets
2,316,149		 2,316,149 2,566,910
2,798,645 2,798,645 3,074,569
Group £
Unrestricted
funds		 £
Total
2024
Intangible fxed assets 100,317 100,317
Tangible fxed assets 407,341 407,341
Net current assets 2,671,702 2,671,702
3,179,360 3,179,360
Charity £
Unrestricted
funds		 £
Total
2024
Intangible fxed assets 100,317 100,317
Tangible fxed assets 407,341 407,341
Investments 1 1
Net current assets 2,566,910 2,566,910
3,074,569 3,074,569

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18. Financial commitments

As at 31 March 2025 the charity was committed to making the following payments under non-cancellable operating leases in the following periods:

£
2025		 £
2024
Within the year 191,386 191,386
Between the second and ffth year inclusive 765,544 765,544
Over fve years 462,516 646,459
1,419,446 1,603,389

19. Liability of members

At 31 March 2025 the charity had 204 members (2024:210). The liability of each member to contribute to the assets of the charity is limited to £1.

20. Related party transactions

For this year, FTN Trading Ltd made a profit of £176,218 (2024: profit of £104,789). FTN paid a management charge of £80,769 to its parent charity during the year (2024: £59,288).

Transactions between the holding and subsidiary company are conducted at arms length. For membership organisations that are represented on NHS Providers elected board of trustees, preferential rates are not applied to subscription fees or attendance at NHS Providers events.

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21. Reconciliation of net income/(expenditure) to net cash flow from operating activities

21. Reconciliation of net income/(expenditure)
to net cash fow from operating activities
£
2025		 £
2024
Net income for the reporting period (as per the statement of fnancial activities)
(204,494)		 (578,274)
Add back: depreciation
113,739		 100,477
Add back: loss on disposal of asset
–		 –
Deduct interest income shown in investing activities
(37,141)		 (73,743)
(Increase)/decrease in debtors
(29,418)		 95,262
Increase/(decrease) in creditors
573,035		 (169,702)
Net cash infow from operating activities
415,721		 (625,980)

22. Comparative statement of financial activities 2024

£
Unrestricted
funds		 £
Restricted
funds		 £
Total
2024
Income from
Donations and legacies
–		 – –
Charitable activities
1,924,300		 160,000 2,084,300
Subscription income
6,217,280		 – 6,217,280
Other trading activities
529,413		 – 529,413
Investments
73,743		 – 73,743
Total income
8,744,736
Expenditure on
Trading activities
365,566		 160,000
–		 8,904,736
365,566
Charitable activities
8,940,777		 176,667 9,117,444
Other
–		 – –
Total expenditure
9,306,343		 176,667 9,483,010
Net income/(expenditure)
and net movement in funds for the year
(561,607)		 (16,667) (578,274)
Transfers between funds
–		 – –
Total funds brought forward
3,740,967		 16,667 3,757,634
Total funds carried forward
3,179,360		 – 3,179,360

NHS Providers | TRUSTEES’ REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 54

The Foundation Trust Network operating as NHS PROVIDERS

NHS Providers is the membership organisation for the NHS hospital, mental health, community and ambulance services that treat patients and service users in the NHS. We help those NHS foundation trusts and trusts to deliver high-quality, patient-focused care by enabling them to learn from each other, acting as their public voice and helping shape the system in which they operate.

NHS trusts in England collectively account for £132bn of annual expenditure and employ 1.4 million people.

157-197 Buckingham Palace Road London SW1W 9SP

020 3973 5999 enquiries@nhsproviders.org www.nhsproviders.org

NHS Providers on LinkedIn @NHSProviders.bsky.social

© Foundation Trust Network 2025

NHS Providers is the operating name of the Foundation Trust Network Registered charity 1140900 Registered in England & Wales as company 7525114 Registered Office NHS Providers | ~~T~~ RUSTEES’ REPORT AND ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025157-197 Buckingham Palace Road, London SW1W 9SP 55

Foundation Trust Network operating as NHS PROVIDERS