2022-08-31-accounts

Registered number: 10316815 Charity number: 1169166

The Staff College Leadership In Healthcare

(A Company Limited by Guarantee) Unaudited

Trustees' report and financial statements For the year ended 31 August 2022

The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Contents

	Page
Reference and administrative details of the Charity, its Trustees and advisers	1 - 2
Trustees' report	3 - 12
Independent examiner's report	13
Statement of financial activities	14
Balance sheet	15
Notes to the financial statements	16 - 25
The following pages do not form part of the statutory financial statements:
Trustees' Report

Reference and administrative details of the charity, its trustees and advisers For the year ended 31 August 2022

Trustees

Mrs E J Padmore, Chairwoman (appointed 20 March 2022, appointed Chairwoman 4 May 2022) Mr A T Abraham, Principal (appointed 1 October 2016) Mr A P Bax (appointed 8 August 2016) Brigadier G K Bibby (appointed 18 April 2017) Mrs R Bhamber (appointed 24 April 2018, resigned 8 March 2022) Professor J E Earis, Deputy Chairman (appointed 8 August 2016) Mrs C E Laurie (appointed 20 May 2020) Mrs J C T Westley (appointed 28 August 2019) Company registered number 10316815 Charity registered number 1169166 Registered office C/O ADPH Hamilton House 1 Temple Avenue Temple London EC4Y 0HA Company secretary Charlotte Francesca Brown Chief executive officer Charlotte Francesca Brown

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1. Trustees' report: For the year ended 31 August 2022

• 1.1 The Trustees present their annual report together with the financial statements for the year ending 31 August 2022. The Trustees confirm that the Annual Report and financial statements of the company comply with the current statutory requirements, the requirements of the company's governing document and the provisions of the 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) (effective 1 January 2019) as amended by Update Bulletin 1 (effective 1 January 2019).

• 1.2 Since the charity qualifies as small under section 383, the strategic report required of medium and large companies under The Companies Act 2006 (Strategic Report and Director's Report) Regulations 2013 is not required.

2. Background and origins

• 2.1 The Staff College: Leadership in Healthcare (Staff College) was founded in 2010 by the late Professor Aidan Halligan following his visit to the military acute medical facility in Helmand Province at the peak of the British Army’s operations in Afghanistan. There he witnessed at first hand the extraordinary teamwork, cooperation and leadership of clinical military teams, formed of the very same clinicians who work in the NHS as reservists. He attributed the heightened leadership abilities he witnessed to the military’s commitment and approach to the training and leadership development of their staff and officers.

• 2.2 Aidan’s vision was to create a national NHS Staff College where healthcare staff could further develop their leadership understanding, skills and behaviours to enable them to lead within the complex and moral dimensions of delivering healthcare. His vision was rooted in the belief that improving the quality of leadership has the potential to transform the quality of care and experience for patients and improve the experience and opportunities for staff.

• 2.3 Aidan brought together a core team of faculty to develop a practical and experiential way of developing individuals’ leadership acumen. This included:

• Experienced NHS leaders with a deep understanding of the challenge and context in which healthcare must operate;

• Senior military leaders with experience of leading and influencing in complex situations as well as experience of developing future leaders and effective teams;

• Leadership coaches and academics with specialist expertise to help develop the most effective programmes.

• 2.4 This new venture was named the ‘NHS Staff College’ and started with the support of University College London Partners, an Academic Health Sciences Network, and hosted at University College London NHS Foundation Trust. It’s first leadership development offer was the Senior Leadership Course open to multi-professional cohorts of senior leaders. This was rapidly followed by the development of programmes for leaders earlier in their careers and for leadership team development programmes for Executive Boards and healthcare teams.

• 2.5 In 2013, a second campus was hosted at Aintree University Hospital NHS Trust in order to provide the same opportunities for healthcare leaders in the North West.

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• 2.6 In 2016, Staff College became a national charity with an ambition to work with health and care organisation across the UK and internationally. It changed its name to better reflect its broader remit to work with healthcare providers within and beyond the NHS.

• 2.7 The charity delivers a wide range of leadership development programmes and coaching offers for senior leaders and high potential aspiring leaders working in health and social care. These practical and experiential programmes enable leaders to develop the awareness, skills and moral behaviours to enable them to lead within the increasing complexity of providing health and social care.

• 2.8 The charity uses its influence with the organisations it supports and through relationships with senior healthcare leaders to raise awareness of the need and benefits of developing leaders who are equipped to work with the challenges of today, and of the future.

• 2.9 Whilst working predominantly with organisations in the fields of health and social care, the charity is open to working with organisations who exist for the public good. To this end it has worked with the Ministry of Justice, non-UK health ministries, universities and international clinical research.

3.

Vision and Objectives

• 3.1 Vision

• 3.2 Our vision is to improve the quality of care and experience of those accessing health and social care services and the experience of staff providing them, through the development of better leaders.

• 3.2 Mission

• 3.3 Our mission is to develop better leaders with a strong moral compass who can contribute to developing a more caring, inclusive and responsible culture within health and social care.

• 3.4 And to use our influence to foster greater understanding within healthcare of the need and benefits of developing better leaders, and the challenges to doing so.

• 3.5 Strategic aims

• 3.6 Staff College has three strategic aims:

• 3.6.1 To develop very senior leaders and high potential emerging leaders by raising their awareness of self, others and the wider system in order to change thinking and behaviours.

• 3.6.2 To work in collaboration with organisations to develop bespoke programmes that align with organisations’ ambitions and local leadership development needs.

• 3.6.3 To use our influence to raise awareness of the importance of developing better leaders for health and social care.

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3.7 Ambitions for growth

• 3.8 To continue to be a small, agile and flexible organisation that builds strong relationships with our clients and is recognised for the quality and impact of our programmes.

• 3.9 To be more accessible to healthcare leaders wherever they might be in the UK.

• 3.10 To work proactively so that leaders who don’t know they need us, are aware of what we do.

• 3.11 To be commissioned by leaders at the highest possible level so that our programmes are targeted towards developing leaders engaged on the most pressing leadership challenges and issues of the day.

• 4 Activities for achieving objectives

• 4.1 We develop and deliver three main types of programme:

• 4.2 Senior Leadership Development Programme:

• 4.3 Our flagship Senior Leadership Development Programme is an open programme for senior leaders (consultant grade doctors and above, GPs, band 8a and above nurses, AHPs and managers) working within the NHS.

• 4.4 It consists of three, three-day long modules focused on the core themes ‘Leading Self,’ ‘Leading Others’ and ‘Leading Systems.’ It is accredited by the Faculty of Medical Leadership and Management.

• 4.5 Bespoke Leadership Development Programmes

• 4.6 We work in collaboration with organisations and systems to co-design and deliver bespoke leadership development programmes. This enables programmes to be aligned with local and system ambitions and tailored to their specific development needs.

• 4.7 Bespoke Team/Board Development Programmes

• 4.8 We provide bespoke team leadership coaching offers that develop more effective and cohesive leadership teams and Boards. Coaching is rooted in the real work of the team. It develops individual and team awareness of process and dynamic issues in real time. This helps teams to learn to work better together in the face of complex challenges.

5.

Our approach to developing better leaders

• 5.1 Our proposition: Senior leaders are required to deal with exquisitely difficult problems. These demand resilience on their part. No leader can resolve these problems on their own and so will need to build effective relationships with others in order to do so. To build personal resilience and effective relationships, leaders need to be fully aware of themselves and others.

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5.2 Our approach develops leaders’ self and social awareness through:

• 5.2.1 Introducing conceptual ideas and models to develop leaders’ thinking about leadership.

• 5.2.2 Immersive simulations that enable leaders to practice working in teams through the completion of tasks that test different leadership and followership skills.

• 5.2.3 Video reviews that provide a powerful opportunity for leaders to see themselves in action with a strong focus on learning from each experience.

• 5.2.4 These help leaders to:

• reflect on how they influenced others in the moment

• understand how others felt about their influence and contributions

• consider how they were influenced by others

• recognise how individuals and the team have contributed to the success of the overall task

• better understand their decision-making processes, motivations and assumptions

• develop their ability to reflect and learn from experiences.

• 5.2.5 The triangulation of feedback from video reviews, peers, faculty and individual’s reflections that combine to develop a stronger foundation of individuals’ awareness.

• 5.2.6 A coaching approach that helps leaders to better understand their strengths, impact and areas for development in order to increase their influence.

• 5.2.7 The expertise of our faculty who bring extensive leadership and coaching experience from a diverse range of sectors. Including health, defence, business and academia.

5.3

This enables leaders to develop:

• 5.3.1 Greater awareness of their leadership strengths, and impact in order to more effectively influence others.

• 5.3.2 Greater resilience and ability to manage their behaviour under pressure and in different situations.

• 5.3.3 Deeper ability to review and reflect, in order to learn from their experiences.

• 5.3.4 Greater empathy and ability to build effective relationships with others.

• 5.3.5 Increased confidence to take on new responsibilities and challenges.

• 5.3.6 Greater understanding of the complex nature of the systems they lead in and problems they face, recognising the need to work through and with others in order to improve things.

• 5.3.7 Greater recognition of the moral elements of leadership and comfortability making difficult decisions in order to do the ‘right’ thing on a difficult day.

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6. Main activities undertaken to further the charity’s purposes for the public benefit

• 6.1 Over the course of its fifth year Staff College has delivered 23 leadership or team development programmes equating to 1124 training days for 744 leaders.

6.2 Senior Leadership Development Programme

• 6.3 In 2021-22 we delivered 4 modules, consisting of 156 training days for 52 senior leaders.

6.3 Bespoke Leadership Development Programmes

• 6.4 In 2021-22 we designed and delivered 8 courses with 602 training days for 451 leaders with the following organisations:

• Mid and South Essex NHS Foundation Trust

• Mid and South Essex Health and Care Partners

• Bexley GP Federation

• City University

• Sutton Primary Care Networks

• University College London Hospitals

• NHS England and Improvement

6.5

Bespoke Team/Board Development Programmes

6.6 In 2021-22 we designed and delivered 11 Team/Board Development programmes with 366 training days for 241 leaders with the following organisations:

• Mid and South Essex Hospitals NHS Foundation Trust

• Manchester Bio-Medical Research Centre

• University College London Hospitals

• Barts Health NHS Trust

• West Central and Southend Primary Care Network

• SS9 Primary Care Network

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6.7 Metrics: seniority of members

• 6.8 We’ve worked with leaders at a range of different seniority levels:

----- Start of picture text -----
Seniority of Leaders attending our programmes 2021/22
5%
41%
54%
Systems Leader Senior Leader Aspiring Leader
----- End of picture text -----

6.9 Metrics: professional backgrounds of members

• 6.10 Leaders attend programmes from a wide range of professional backgrounds. Of those who attended in 2021-22:

• 31% are doctors, including 4% GPs

• 24% nurses

• 20% senior managers

• 7% allied health professionals

• 6.11 The remaining 18% of members include CEOs, directors, healthcare scientists, midwives, pharmacists and Equality, Diversity and Inclusion (EDI) Facilitators.

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7 Evaluation of impact

• 7.1 We are committed to providing a high-quality experience for all participants and evaluation is a fundamental part of what we do.

• 7.2 Senior Leadership Development Programme

• 7.3 The Senior Leadership Development Programme is evaluated using a pre and post course evaluation form where all participants are required to self-assess their confidence against the learning objectives of the programme at the outset and following their attendance on the course. For modules delivered in 2021-22, 95% of those who attended were very confident or confident in their abilities against the learning objectives after attending modules, as opposed to just 41% who were before attending.

• 7.4 80% of those rated the quality of the facilitation as excellent and the remaining 20% rated it as good using post-course evaluations. 96% said they would definitely recommend the programme to others

• 7.5 Members set themselves personal, organisational and clinical (if applicable) goals before attending the programme. They are asked to consider whether and how the course has helped them to make progress towards these goals at the end of the programme.

• 96% of members felt they had achieved their personal goals or made progress towards them during the course.

• 85% of members felt they had achieved their organisational goals or made progress towards them.

• 52% of members felt they had achieved their clinical goals or made progress towards them. (NB: not all members are clinical and therefore not all set themselves clinical goals.)

7.6

Bespoke programmes

• 7.7 All bespoke programmes are evaluated with confidential evaluation reports presented to programme sponsors along with feedback.

• 7.8 In March 2022, a new evaluation strategy was developed and implemented in order to gather and compare evaluation data from all of our bespoke programmes.

• 7.9 For the six months post implementation, the key results were:

• 94% of members attending a bespoke programme said they were very confident or confident that they had achieved the programme learning objectives

• 90% said they feel they had achieved or made progress towards their goals

• 86% said they would definitely recommend the programme they attended to others

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7.10 Longer term impact and case studies

• 7.11 In order to understand the longer term impact of programmes, we regularly follow up with members 6-12 months after they attend a course to find out:

• What they’ve done differently as a result of attending the programme?

• How this has impacted on the team(s) they lead?

• How this has impacted on the way the service they lead operates?

• And how this has impacted on the quality and experience of care for patients or service users?

• 7.12 We released two case studies this year:

• Dr Maurice Smith, Chief Clinical Information Officer and Caldicott Guardian, NHS Liverpook CCG

• Becky Carter, Head of Culture and Staff Engagement, People and Organisational Development, Mid and South Essex NHS Foundation Trust

8 Key financial performance indicators

8.1 Income generated through delivery of programmes

• 8.2 In year 2021/22, programmes generated £378,429 of income, inclusive of £247,994 direct costs and with a contribution of £130,435. Of this income:

• £65,500 was generated through the Senior Leadership Development Programme.

• £312,922 was generated through the design and delivery of bespoke leadership development programmes and bespoke team/board development programmes.

8.3

Investment in Research and Development (R&D)

• 8.4 Over the course of the year, the charity invested £11,280 in the further development of new programmes and £15,750 in faculty development and content development.

• 8.5 Donations

• 8.6 The charity received no donations.

8.7 Overall position

• 8.10 The charity had an in-year surplus of £4,992.

• 8.11 It has invested this in-year surplus into its reserve funds, and these are at £51,415.

• 8.12 The charity has deferred income of £128,297 going into the next financial year for programmes that are due to start from September 2022.

9 Investment policy and performance

• 9.1 Staff College has a simple business model whereby income is generated through the delivery of programmes. A small percentage is added to the delivery costs of each programme, and this contributes to the charity’s overheads. In order for the charity to exist, it must run enough programmes to generate the contributions required to cover the overheads.

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• 9.2 The charity must maintain a balance between the amount of work it generates, the workforce required to support the delivery of this work and ensuring that it can meet its financial targets to ensure that there are sufficient funds generated to pay the workforce. As such, the Charity has identified a series of financial targets, dependent on the size of the workforce required for the coming financial years.

10 Financial review

10.1 Going concern

• 10.2 After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details regarding the adoption of the going concern basis can be found in the Accounting Policies.

• 10.3 The charity has a strong order book heading into 2022-23 with a stable foundation of clients who regularly commission the delivery of existing programmes as well as the development of new ones. The charity has grown its client base in recent years and tested its approach through programmes for organisations outside of its traditional base in the NHS. Together, this has provided greater confidence in the resilience and stability of the organisation which looks to grow over the coming year in response to growing demand for its services.

• 10.4 Particular attention is being paid to the impact of the cost-of-living crisis, potential for significant public sector funding cuts in the financial years ahead and provision for disruption that could arise from energy rationing should this come into play.

• 10.5 Principal risks and uncertainties

• 10.6 The CEO leads on the risk identification and management for the charity. A high level and operational risk register is maintained and reviewed with the Board of Trustees on a quarterly basis. Contingency plans for significant potential issues are reviewed and assured by the Board.

10.6

Oversight of finances

• 10.7 The CEO leads on the financial management of the charity and produces quarterly management accounts for the Board of Trustees, overseeing the invoicing, banking and book-keeping centrally, with assurance and advice provided by the charity’s accountants, Kreston Reeves. In order to inform longer term strategic decision making, an annual forecast is produced and presented quarterly.

10.8 Oversight of operations

• 10.9 The CEO leads on the operational management of the charity and produces a quarterly report outlining the charity’s in-period activities, highlighting any challenges faced by the charity. The charity has a series of decision-making processes in place to ensure that where circumstances require the need for support from the Board of Trustees, it is possible to efficiently and effectively make an appropriate decision with their input.

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10.10 Insurance

• 10.11 The charity maintains professional indemnity (£5 million), product liability (£5 million), employer liability (£5 million) and cyber security insurance (£100,000) cover for employees, Trustees and Faculty when they deliver programmes for the charity.

10.12 Reserves policy

• 10.13 The charity’s ambition is to build a reserve fund that would enable the charity to cover employee salaries and core costs for six months should new funding cease to be generated.

• 10.14 A minimum level of reserves that must be held at any one time has been set at £42,700. This is to ensure that in the event of a sudden loss of future income and the potential foreclosure of the charity, all employees would be provided with a 30-day consultation period, 2 months’ notice period and statutory redundancy payments. The current reserves balance is £51,415.

11 Structure, governance and management

• 11.1 Constitution

• 11.2 The charity is registered as a charitable company limited by guarantee and was set up by a Memorandum of Association on 4 August 2016. The charity is constituted under a Memorandum of Association dated 4 August 2016 and is a registered charity number 1169166.

11.3 Principal objects

• 11.4 The principal objects of the charity are to:

• 1) Advance education and training, in particular in the health and care sectors and public services.

2) Advance health, in particular by strengthening and developing the skills and leadership ability of individuals working in the health and care sectors.

11.5 Organisational structure and decision making

• 11.6 Staff College has a Board of Trustees who oversee the charity’s activities and are responsible for the governance of the charity. The charity is led the Chief Executive Officer (CEO) who is accountable directly to the Chairman and the Board of Trustees. The CEO leads the faculty and operations team.

• 11.7 The charity operates an approved scheme of delegation for the approval of payments and the entering into of contracts and has an agreed set of policies in place to support the running of the charity and decision-making processes.

11.8 Staff College Chairwoman

• 11.9 The Staff College Chairwoman leads the Board of Trustees and Staff College Advisory Council. Staff College appointed Elizabeth Padmore as Chairwoman on 9 May 2022. She took over from Professor John Earis, Deputy Chairman, who had fulfilled the role as an ‘Acting Chair’ since the untimely passing of previous Chairman, Andrew Williamson CBE in March 2021.

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11.10 Board of Trustees

• 11.11 The Board of Trustees provides governance, oversight of the charity’s activities and strategic direction. Trustees promote the charity across the health and care system and seek opportunities for the charity. Some Trustees fulfill formal roles to support the running of the charity, on a pro bono basis.

• 11.12 The Principal is our Clinical Lead for the charity and a Trustee. He provides clinical oversight of the charity activities to ensure that what we offer is consistent with the need of the health and care system. He has a formal role in representing the charity at business development meetings and represents the charity outwardly from a clinical perspective.

11.13 Method of appointment or election of Trustees

• 11.14 The management of the charity is the responsibility of the Trustees who are elected and co-opted under the terms of the Articles of Association. Trustees are elected for terms of three years and can be elected for up to three terms.

• 11.15 In order to ensure that new Trustees can be elected, the charity has a clear and transparent ‘Trustee Appointment Process’ to facilitate the identification and nomination of future Trustees.

11.16 Policies adopted for the induction and training of Trustees

• 11.17 Staff College provides an induction hand-book for all Trustees on appointment. This outlines their roles and responsibilities, in line with the Charity Commission Cc3 Guidance for Trustees. These also provide an overview of the Charity’s activities and the decision-making processes in place.

• 11.18 Trustees are invited to request training sessions on specific areas of charity business, and these are delivered before/after Trustee meetings as desired.

11.19 Advisory Council

• 11.20 The charity benefits from having an Advisory Council of eminent leaders from health and care, the Military and Public and Private Sector. The Council has no responsibility for the charity but advises it on particular issues and connects the charity to a wider network and seeks opportunities on its behalf.

Approved by order of the members of the board of Trustees and signed on their behalf by:

Ms E J Padmore Chairwoman Date: 13th February 2023

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Independent examiner's report

For the year ended 31 August 2022

Independent examiner's report to the Trustees of The Staff College Leadership In Healthcare ('the Charity')

I report to the charity Trustees on my examination of the accounts of the Charity for the year ended 31 August 2022.

Responsibilities and basis of report

As the Trustees of the Charity (and its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Charity's accounts carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

Since the Charity's gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of Institute of Chartered Accountants England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

1. accounting records were not kept in respect of the Charity as required by section 386 of the 2006 Act; or

2. the accounts do not accord with those records; or

3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair' view which is not a matter considered as part of an independent examination; or

4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities [applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)].

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Signed: Dated: 22/02/2023

Susan Robinson BA FCA FCIE DChA

Kreston Reeves LLP

Chartered Accountants

Chatham Maritime

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Statement of financial activities (incorporating income and expenditure account) For the year ended 31 August 2022

Note Income from: Donations and legacies 5 Charitable activities 6 Investments 7 Total income Expenditure on: Charitable activities Total expenditure Net movement in funds Reconciliation of funds: Total funds brought forward Net movement in funds Total funds carried forward	Unrestricted funds 2022 £ - 378,422 7 378,429 373,437 373,437 4,992 46,423 4,992 51,415	Total funds 2022 £ - 378,422 7 378,429 373,437 373,437 4,992 46,423 4,992 51,415	Total funds 2021 £ 1,625 284,223 9 285,857
			274,236 274,236
			11,621
			34,802 11,621 46,423

The Statement of financial activities includes all gains and losses recognised in the year.

The notes on pages 16 to 25 form part of these financial statements.

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee) Registered number: 10316815

Balance sheet As at 31 August 2022

Note Fixed assets Tangible assets 12 Current assets Debtors 13 Cash at bank and in hand Creditors: amounts falling due within one year 14 Net current assets Total net assets Charity funds Restricted funds 15 Unrestricted funds 15 Total funds	18,281 161,756 180,037 (132,557)	2022 £ 3,935 47,480 51,415 - 51,415 51,415	9,067 209,333 218,400 (173,771)	2021 £ 1,794 44,629
				46,423
				- 46,423
				46,423

The Charity was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the company to obtain an audit for the year in question in accordance with section 476 of Companies Act 2006.

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

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

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

Ms E J Padmore Chairwoman Date: 13th February 2023

The notes on pages 16 to 25 form part of these financial statements.

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

3. General information

The Staff College: Leadership in Healthcare is a Charitable Company limited by Guarantee, Incorporated in England with the charity number 1169166 and the company number 10316815. The Charity's registered office is Hamilton House, 1 Temple Avenue, London, England, EC4Y 0HA. The principal activity of the Charity is to advance education and training, in particular in the health and care sectors and public services.

4. Accounting policies

4.1 Basis of preparation of financial statements

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The Staff College Leadership In Healthcare meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

The financial statements are presented in British Sterling and are rounded to the nearest pound.

4.2 Going concern

The trustees have assessed the financial position of the charity over a period of twelve months from the date the financial statements are approved and consider there to be no material uncertainities about the charity's ability to continue as a going concern.

4.3 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

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

4.4 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

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

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

4. Accounting policies (continued)

4.5 Government grants

Government grants relating to tangible fixed assets are treated as deferred income and released to the Statement of financial activities over the expected useful lives of the assets concerned. Other grants are credited to the Statement of financial activities as the related expenditure is incurred.

4.6 Interest receivable

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

4.7 Taxation

The Charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the Charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

4.8 Tangible fixed assets and depreciation

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

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives.

Depreciation is provided on the following basis:

Software	-	33% straight line
Course equipment	-	25% straight line

4.9 Debtors

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

4.10 Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

4.11 Liabilities and provisions

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

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

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

4. Accounting policies (continued)

4.12 Financial instruments

The Charity only 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 with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

4.13 Pensions

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

4.14 Fund accounting

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

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

5. Income from donations and legacies

Unrestricted funds 2022 £ Government grants - Unrestricted funds 2021 £ Government grants 1,625	Total funds 2022 £ -
	Total funds 2021 £ 1,625

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

6. Income from charitable activities

Commissioned course fees Course fees Commissioned course fees Course fees Investment income Bank Interest Bank Interest	Unrestricted funds 2022 £ 312,922 65,500 378,422 Unrestricted funds 2021 £ 258,873 25,350 284,223 Unrestricted funds 2022 £ 7 Unrestricted funds 2021 £ 9	Total funds 2022 £ 312,922 65,500 378,422
		Total funds 2021 £ 258,873 25,350 284,223
		Total funds 2022 £ 7
		Total funds 2021 £ 9

7. Investment income

Page 19

The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

8. Analysis of expenditure by activities

Charitable activities Charitable activities Analysis of direct costs	Activities undertaken directly 2022 £ 247,994 Activities undertaken directly 2021 £ 156,822	Support costs 2022 £ 125,443 Support costs 2021 £ 117,414	Total funds 2022 £ 373,437
			Total funds 2021 £ 274,236

Exercise and learning materials Course delivery fees Accommodation and travel Refreshments	Total funds 2022 £ - 196,300 44,117 7,577 247,994	Total funds 2021 £ 37 147,347 9,438 - 156,822

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The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

8. Analysis of expenditure by activities (continued)

Analysis of support costs

Staff costs Staff benefits and development Depreciation Premises expenses Printing, postage and stationery Website and computer costs Insurance Miscellaneous expenses Bank charges Repairs and renewals Accountancy fees Independent examination fees 9. Independent examiner's remuneration Fees payable to the Charity's independent examiner for the independent examination of the Charity's annual accounts 10. Staff costs Wages and salaries Social security costs Contribution to defined contribution pension schemes	Total funds 2022 £ 108,933 1,187 1,897 4,000 978 1,609 2,112 1,980 100 - 1,437 1,210 125,443 2022 £ 1,210 2022 £ 99,900 6,036 2,997 108,933	Total funds 2021 £ 105,622 - 1,250 936 39 4,124 2,068 149 - 80 2,046 1,100 117,414
		2021 £ 1,100
		2021 £ 96,459 6,258 2,905
		105,622

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The Staff College Leadership In Healthcare (A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

10. Staff costs (continued)

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

	2022	2021
	No.	No.
Employees	2	2

No employee received remuneration amounting to more than £60,000 in either year.

11. Trustees' remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2021 - £NIL).

During the year ended 31 August 2022, no Trustee expenses have been incurred (2021 - £NIL).

12. Tangible fixed assets

Cost or valuation At 1 September 2021 Additions At 31 August 2022 Depreciation At 1 September 2021 Charge for the year At 31 August 2022 Net book value At 31 August 2022 At 31 August 2021	Office equipment £ 65 - 65 65 - 65 - -	Computer equipment £ 7,069 4,038 11,107 5,275 1,897 7,172 3,935 1,794	Total £ 7,134 4,038 11,172
			5,340 1,897 7,237
			3,935 1,794

Page 22

The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

13. Debtors

Due within one year Trade debtors Other debtors Prepayments and accrued income	2022 £ 1,117 51 17,113 18,281	2021 £ 5,400 118 3,549
		9,067

14. Creditors: Amounts falling due within one year

Trade creditors Other taxation and social security Accruals and deferred income Deferred income at 1 September 2021 Resources deferred during the year Amounts released from previous periods	2022 £ - 50 132,507 132,557 2022 £ 172,408 (159,249) 115,138 128,297	2021 £ 263 - 173,508
		173,771
		2021 £ 139,889 136,403 (103,884)
		172,408

Page 23

The Staff College Leadership In Healthcare

(A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

15. Statement of funds

Statement of funds - current year

Unrestricted funds General Funds Statement of funds - prior year Unrestricted funds General Funds	Balance at 1 September 2021 £ 46,423 Balance at 1 September 2020 £ 34,802	Income £ 378,429 Income £ 285,857	Expenditure £ (373,437) Expenditure £ (274,236)	Balance at 31 August 2022 £ 51,415
				Balance at 31 August 2021 £ 46,423

16. Analysis of net assets between funds

Analysis of net assets between funds - current year

Tangible fixed assets Current assets Creditors due within one year Total	Unrestricted funds 2022 £ 3,935 180,718 (133,238) 51,415	Total funds 2022 £ 3,935 180,718 (133,238) 51,415

Page 24

The Staff College Leadership In Healthcare (A Company Limited by Guarantee)

Notes to the financial statements For the year ended 31 August 2022

16. Analysis of net assets between funds (continued)

Analysis of net assets between funds - prior year

Tangible fixed assets Current assets Creditors due within one year Total	Unrestricted funds 2021 £ 1,794 218,400 (173,771) 46,423	Total funds 2021 £ 1,794 218,400 (173,771) 46,423

17. Pension commitments

The Charity operates a defined contributions pension scheme. The assets of the scheme are held separately from those of the Charity in an independently administered fund. The pension cost charge represents contributions payable by the Charity to the fund and amounted to £2,997 (2021- £2,905).

18. Related party transactions

The The Staff College Leadership In Healthcare has not entered into any related party transaction during the year, nor are there any outstanding balances owing between related parties and the The Staff College Leadership In Healthcare at 31 August 2022.

Page 25