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 2024
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Contents Page Reference and administrative details of the Charily. its Twstees and advisers Truslees. report Trustees. responsibilities slatement Independent examiner's report Statement of financial activities 12 13 14 Balance sheet 15 Statement of cash flows 16 Notes to the financial statements 17-26
Trustees. report: For the year ended 31 August 2024 1.1 The Trustees present their annual report together with the financial statements for the year ending 31 August 2024. The Trustees confimi that the Annual Report and financial statements of the company comply with the currenl statutory requirements, the requirements of the company's goveming document and the provisions of the Statem8nt of Recomrnended 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 2015) as amended by Update Bulletin 1 (effeclive 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 Directorfs Report) Regulalions 2013 is not required. Background and origins 2.1 The Staff College: Leadership in Healthcare (Staff College) was founded in 2010 by the late Professor Aidan Halligan with the pUoSe of developing beller leaders for the NHS. 2.2 Stsff College's mission is rooted in the belief that improving the qualily of leadership is the most effective way of improving the performance and efficiency of healthca organisations. And has a direct impact on the quality of care and experience of patients. and the experience and motivation of healthcare staff delivering care. 2.3 From its inception, Staff College has drawn on the expertise and experience of sectors who have adopted a more systematic approaGh to the development of leaders. It drew particular inspiration from the military's approach whilst retaining a strong grounding wilhin Ihe NHS that enabled its programmes lo respond to the challenge and context within which healthcare leaders operale. 2.4 Staff College developed a practical and experiential methodology for the development of better leaders, drawing on the experience and wisdom of its multi4isciplinary faculty of NHS leaders, military leaders. leadership development specialists and executive coaches. 2.5 Originally hosted within the NHS, Slaff College became a national charity in 2016 with an ambition to work with health and care organisations across England, and internationally. 2.6 Today, 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 immersive programmes enable leaders to develop the awareness. skills and moral behaviours to enable them to lead within the increasing cornplexity of providing health and social care. 2.7 The charity uses its influence wilh 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. 2.8 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 Ét has worked with the Ministry of Justice, non-UK health ministries, universities and intemational clinical research. Vision and Objectives 3.1 Vision 3.2 Slaff College's 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 Misslon 3.3 Slaff College's rnission 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 its influence to foster greater understanding within heahcare of the need and berjefits 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 healthcare organisations to develop bespoke programmes that align with organisations, ambitions and local leadership development needs. 3.6.3 To use its influence to raise awareness of the importance of developing better leaders for health and social care. 3.7 Ambitions for growth 3.8 To continue to be a small, agile and flexible organisation that builds strong relationships with ils clienls and is recognised for the quality and impact of its programmes. 3.9 To be more accessible to healthcare leaders, wherever they might be in the UK. 3.10 To work proactively so that more healthcare aderS are aware of what Staff College can do. 3.11 To be commissioned by leaders at the highest possible level so that Staff College programmes are targeted towards devdoping leaders engaged on the most pressing leadership challenges and issues of the day. Activities for achieving objectives 4.1 Staff College develop and deliver four main types of projramme: 4.2 Senior Leadershlp Development Programme: 4.3 The flagship Senior Leadership Development Programme is an open programme for senior leaders from all professional backgrounds who work within health andlor social care. 4.4 Over the course of five two-day modules it develops leaders, awareness of the impact they have as a le2der and confidence to use their influence more effectively - in order to a leader that makes things better. 4.5 The programme runs throughout the year in London. wilh a first northem cohort planned for Autumn 2024. 4.6 Bespoke Leadership Development Programmes 4.7 Staff College works in collaboration with heatthcare organisations and systems lo co4esign and deliver bespoke leadership development programmes. This enables programmes to be aligned with local and system ambitions and tailored to their specific development needs.
4.8 Bespoke TeamlBoard Development Programmes 4.9 Staff College provides bespoke team leadership coaching offers that develop more effective and cohesive leadership teams and Boards. Coaching is rooled in the real work of Ihe team. It develops individual and team awareness of prOsS and dynamic issues in real lime. This helps teams to learn to work better together in the face of complex challenges. 4.10 Leadership Development Packages 4.11 In 2024, Staff College launched ils new leadership development packages. These are stand- alone courses that can be commissioned by health and s(Kial care organisations to be delivered locally for targeted cohorts of their leaders. 4.12 There are five individual courses which can be commissioned on an individual basis or put togelher as a package lo suit the needs of the organisalion: Promoting the importance of awareness Leading in complexity Maximising the benefils of teams Leading the process of change Developing influence and resilience 4,13 Convening Strategy Development Sessions 4.14 Staff College works with leaders who want to improve or transform the services they lead through convening and facilitating strategy and vision development sessions. Sessions bring together key individuals to worf( on a shared problem or plan. This could be to.. create a shared view of the desired future for the organisation. generate a commitment to a future operaling model or way of working together develop a strategic plan to achieve your objectives. Staff College's approach to developing better leaders A 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 lo build effeclive relalionships with others in order to do so. To build personal resilience and effective relationships. leaders need to be fully aware of themselves and others. The Staff College approach develops leaders. self and social awareness through: Introducing conceptual ideas and models to develop leaders. thinking about leadership. Immersive simulations that enable leaders to practice working in teams through the completion of lasks that test different leadership and followership skills. Video reviews Ihal provide a powerful opportunity for leaders to see themselves in action with a strong focus on learning from each experienGe. These help leaders to: reflect on how they influenced others in the momenl understand how olhers felt about their inftuence and contributions consider how they were influenced by othèrs recognise how individuals and the team have contributed to the success of the overall task better understand their decision-making processes, assumptions develop their ability to reflect and learn from experiences. motivations and
The triangulation of feedback from video reviews, peers, faculty and individual's reflections that combine to develop a stronger foundation of individuals, awareness. A coaching approach thal helps leaders to better understand Iheir strengths, impacl and areas for development in order to increase their influence. The expertise of Staff College faculty who bring extensive leadership and coaching experience from a diverse range of sectors. Induding health. defen, business and academia. This enables leaders to develop- Greater awareness of their leadership strengths, and impact in order to more effectively influence others. Greater resilience and ability to manage their behaviour under pressure and in different situations. Deeper ability to review and reflect, in order to learn fr(xn their experiences. Grealer empathy and ability to build effective relationships wilh others. Increased confidence lo take on new responsibilities and challenges. Greater understanding of the complex nature of the syslems they lead in and problems they face, recognising the need to work through and with others in order to improve things. Greater recognition of the moral elements of leadership and comfortability making difficult decisions in order to do the 'right' thing on a difficult day. Main activitie5 undertaken to further the charity's purposes for the public benefit In 2023-24 Staff College has delivered 17 leadership orteam development programmes equating to 1289 training days for 508 leaders. 6.2 Senlor Leadership Development Programme 6.3 In 2023-24, Staff College re-designed the programme and delivered 3 modules from the original format and 3 modules from the new five 2-day module format. Consisting of 135 training days for 42 senior leaders. 6.4 Bespoke Leadership Development Programmes 6.5 In 2023-24, Staff College designed and delivered 13 programmas consisting of 24 courses with 1168 training days for 446 leaders with the following organisalions= City University Mid and South Essex NHS Foundatton Trust University College London Hospilals NHS England and Improvement Mid and South Essex Integrated Care Board North East and Yorkshire Leadership Academy Oxford University Hospitals NHS Foundation Tnjst
Bespoke TeamlBoard Development Programmes In 2023-24 Staff College designed and delivered 3 TeamlBoard Development programmes with 99 training days for 40 leaders with the following organisations= Sutton Primary Care Networks Barts Health NHS Trust One Health Lewisham Convening Strategy Development Sessions In 2023-24 Staff College designed and delivered 1 Strategy Development SessTrons with 22 training days for 22 leaders with the following organisations: University Hospitals of Leicester Imaging 6.10 Metrics: seniority of members 6.11 We've worked with leaders at a range of different seniority levels" Proportion of time by type of leader, 2023-24 System Leaders ' 15% Aspiring Leaders SenRor l£aders 63% 6.12 Metrics: professional backgrounds of members 6.13 Leaders attend programmes from a wide range of professional backgrounds. Of those who attended in 2023-24.. 29.3 % are doctors, including 4.7/0 GPS 6.2 % nurses 20.30/0 senior managers 7.7 /a allied health professionals 6.14 The remaining 36.3 /0 of members include Directors. healthcare scientists. Imaging Network Leads, tnidwives, and pharmacists.
6.15 Metrics: equality, diverslty and Inclusion 6.16 Slaff College is committed to ensuring our priyJrammes are accessible to all senior leaders working in health and social care. Providing the opportunity for leaders to develop the leadership skills. cullural awareness and moral behaviours required to effectively lead in senior roles is an integral part of how health and s(Kial care will become more equilable and inclusive. 6.14 To better undersland how accessible Ihe Senior Leadership Development programme is to all leaders, the following data is collecled and monitored.. The prolected characteristics of members. The potential barriers to attending programmes, e.g. whether individuals have caring responsibilities or accessibility needs. 6.15 Where possible, Ihis data is reviewed against the annual NHS national worktorce statistics. This is used as a useful benchmark fiom which to understand whelher the diversily of cohorts is representative of the dtversity wÈthin the NHS workforce currently. 6.16 The following slats provide useful indicators of the diversity of cohorts that have attended the Senior Leadership Development programme in 2023-24: 21 % of members consider themselves to be from a global majority. Cohorts have a similar level of ethnic diversity to the senior NHS workforce thal the programme is open to, where 25.7010 of the NHS workforce are from a global majority. 28 /0 of members consider theMSeeS to be part of the LGBTQIA+ community. Cohorts are more diverse than the NHS workforce as a whole. where only 5.9% of staff identfy. 24 /0 of members consider themselves to have a disability or medical condition. This is in contrast to 3.7 /0 of the NHS workforce who consider themselves to be disabled. 170/0 of members have primary caring responsibilities for children under 18, and 30/. have primary caring responsibilities for a disabled child1chi1dn. 3,/0 work part-time, 3°/0 have a portfolio career and 7 % are on a fixed tem contract. Evaluation of impact 7.1 Evaluation is a fundamental part of the organisation's approach to understanding and demonstrating the impact it has. 7.2 Senior Leadership Development Programme 7.3 The Senior Leadership Development Programme is evaluated using a pre and post course evaluation fom 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 2023-24, 94 % of those who attended were very confident or confident in their abilities againsl the learning objeclives after attending modules. as opposed lo just 49 /0 who were before attending. 7.4 91010 rated the quality of facilitation as excellenl with 9010 rating it as good. 950/0 said they would definitely recommend the programme to others with 50A saying they probably would. 7.5 Members set themselves personal. organisational and clinical (if applicable) goals before attending the progiamme. 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: 100 % of members felt they had achieved Iheir towards them during the course. 100 % of members felt they had achieved their o towards them. rsonal oals or made progress anisational oals or made progress
56°/o of members fell they had achieved their clinical oals or made progress towards them. (NB= not all members are clinical and therefore nol 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 For the year 2023-24 the key results were: 94014 of members attending a bespoke programme saKI they were very confident or confident that they had achieved the programme learning objectives 850/0 said Ihey would definitely recommend the programme they attended to others Longer tem impact and case studies 7.10 An important part of Staff College's approach to evaluation is the development of case studies which identtfy the longer tenn impact a programme has had on the individuals who have attended, their teams and the overall service. These also aim to identify the imp8cI that an improvement in leadership within a service has on the care and outcomes of patients and service users. 7.11 This year, Staff College published a case study demonstrating the longer temi impact a bespoke programme for the senior nurses working wilhin the Crttical Care Setvice at University College London Hospitals NHS Foundation Trust has had over Ihe two years since the programme. 7.12 The programme has impacted on the seNice in several ways. Heighlened individual awareness and more thoughtful Irealment of others. Better team cohesion of the sisters and charge nurses. Greater awareness of unit wide challenges and shared PUTPOSe. Better leadership of their teams and improved relationships between line managers and their direct reports. Greater sense of ownership of issues. Improvement in uptake and qualily of appraisals. Improvements in the way patients are cared for and the experience of their families. Key financial perfomiance indicators 8.1 Income generaled through delivery of programmes 8.2 Programmes generated £560.2k of income. indusive of £340.3k direct costs and with a contribution of £219.9k. Of this income= £68.7k was generated through the Senior Leadership Development Programme. £491.6k was generated through the design and delivery of bespoke programmes and the convening of strategy development sessions, 8.3 Investment in Expansion 8.4 In January 2024, Staff College appointed its first Clinical Director in order to provide greater clinical input into the development and leadership of its programmes. This new role has enabled the organisation to increase its Capacity and resilience to respond to the growing breadth and complexity of asks of its services.
8.5 Over the course of Ihe year. the charity invested £69.4k in: the further devdopment of its conceptual underpinning development of new piagramme content design of new bespoke programmes re-design of its open Senior Leadership Development Programme continued development of Staff College faculty and onboarding of four new members of clinical faculty. 8.6 The charity has invested its surplus reserve funds to SUPFK)rt its expansion through 2023-24. 8.7 Donations 8.8 The charity received no donations. 8.9 Overall position 8.10 The charity had an in-year loss of £24.1k. 8.11 The charity has invested its surplus reserve funds into developmenl and expansion activities within the year and closes the year with £56.9k in its reserve funds and a minimum reserve level of £56.5k. 8.12 The charity has deferred income of £133.9k going into the next financial year for programmes that are due to start from September 2024. 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 cosls of each programme, and this contributes to the charity's overheads. In order for the charity to exist. il must run enough programmes to generate the contributions required to cover the overheads. 9.2 The charity fflust maintain a balance between the amount of work it generates. the workforce required lo support Ihe delivery of this work and ensuring that it can meet its finanGial targets to ensure that there are sufficient funds generated to pay the workforce. As such, the Charty has identified a series of financial targets. dependent on the size of the workforce required for Ihe coming financial years. 10 Financial review 10.1 Going concern 10.2 After making appropriate enquiries. the trustees have a reasonable expectstion that the Gharity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going cOnM basis in preparing the financial statements. Further details regarding the adoption of the going cOnM basis can be found in the Accounting Policies. 10.3 The charity has a strong order book heading into 2024-25 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 Ihrough 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 PartlGular attention is being paid to the continuing financial constraints experienced wilhin government and across the public sector and the impact this has on the ability of organisations to fund the development of its leaders.
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. 10.7 Oversight of finances 10.8 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 assuran and advice provided by the charity's accountants, Kreslon Reeves. In order lo infomi longer tenn strategic decision makiThJ, an annual forecast is produced and presented quartedy. 10.9 Oversight of operations 10.10 The CEO leads on the operational management of the charrty 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 inpth. 10.11 Insurance 10.12 The charity maintains the following insurance policies: Professional indemnity {£5 million) Product liability (£5 million) Employer liability {£5 million) Cyber and data insurance (£100.000) Management liability - Trustees and individual liability {£1 million) Management liability - Professional legal liability (£1 million) Crisis containmenl {£25,000) 10.13 Reser4es policy 10.14 The charity's ambition is to build a reseNe fund thal would enable the charity to cover employee salaries and core costs for six mnths should new funding cease to be generated. 10.15 A minimum level of reseeS that musl be hekl at any one b'me has been set at £56.5k. This is to ensure that in the everrt of a sudden loss of future income and the potential foreclosure of the charity, all employees would be provided with a 30-day consultalion period. 2 months, notice period and statutory redundancy payments. The current reserves balance is £56.9k. 11. Structure, governance and management 11.1 Constitution 11.2 The charity is registered as a Gharttable Gompany fimited 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 social care sectors and public services. 2} Advance health, in pariicular by strengthening and developing the skills and leadership ability of individuals working in the health and social care seclors. io
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 govemance of the charity. 11.7 The charity is led the Chief Executive Officer (CEO) who is accountable direclly to the Chair 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 contracls and has an agreed set of policies in place to support the running of the charity and decision-making processes. 11.8 Staff College Chair 11.9 The Staff College Chair leads the Board of Trustees and Staff College Advisory Council. 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 charily across the health and care system and seek opportunities for the charity. Some Trustees fulfill fomial roles to support the running of the Chartly. on a pro bono basis. 11.12 Method of appointment or election of Trustees 11.13 The management of the charity is the responsibility of the Trustees who are elected and co-opted under the tenns of the Articles of Association. Trustees are elected for terms of Ihree years and can be elected for up to three terms. 11.14 In order to ensure that new Trustees can be elected, the charity has a clear and transparent 'Trustee Appointment ProsS, to facilitate the identification and nomination of future Trustees. 11.15 Policies adopted for the induction and training of Trustees 11.16 Staff College provides an induclion hand-book for all Trustees on appointment. This outlines their roles and responsibilities, in line with the Charrty Commission Cc3 Guidance for Trustees. These also provide an overview of the Charitls actiwbes and the decision-making processes in place. 11.17 Trustees are invited to request training sessions on specffic areas of charity business, and these are delivered beforelafter Truslee meetings as desired. 11.18 Advisory Council 11.19 The charity benefits from having an Advisory Council of eminent leaders from health and care. the Milttary 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 Ihe members of the Board of Trustees and signed on their behalf by: MsEJPa Chairwoman Date: L6111 (L¢ 11
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Reference and adminrstrative details of the Charity. its Trustees and advisers For the year ended 31 August 2024 Trustees Ms E J Padmore, Chair Mrs C E Laurie. Trustee Mrs J C T Westley, Trustee Brigadier G K Bibby, Trustee (retired 11 October 2023) Mr A T Abraham, Trustee {retired 11 October 2023) Professor J E Earis, Trustee Mr A P Bax, Trustee Professor M P Griffiths (appointed 13 December 2023) Mr S A Sharma {appointed 21 November 2023) Mr T L Rowland (appointed 11 October 2023) Company registered number 10316815 Charity registered number 1169166 Registered office CIO ADPH Hamilton House 1 Temple Avenue London England EC4Y OHA Company secretary Charlotte Francesca Brown Chief executive officer Charlotte Francesca Brown Accountants Kreston Reeves LLP Chartered Accountants Monlague Place Quayside Chatham Maritime Chatham Kent ME4 4QU Independent examiner Samantha Rouse FCCA DChA Kreston Reeves LLP Montague Place Quaysidé Chalham Marits'me Chatham Kent ME44QU Page 1
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Statement of Trustees. responsibilities For the year ended 31 August 2024 The Trustees (who are also the directors of the Charity for the purposes of company law) are responsible for preparing the Trustees, report and the financial stslements in accordance wtth applicable law and United Kingdom Accounting Standards (United Kingdom Generalty Accepted Accounting Practi). Company law requires Ihe Trustees to prepare financial statements for each financial year. Under company law. the Trustees must not approve the financial statements unless they are sabsfied that they give a true and fair view of the slate of affairs of the Charity and of ils incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financsal stalementS, the Twstees are required to.. select suitable accounting policies and Ihen apply them consistently., observe the methods and principles of the Charities SORP {FRS 102)- make judgments and accounting estimates that are reasonable and prudent., state whether applicable UK Accounting Standards (FRS 102) have been followed, subject to any material departures disclosed and explained in the financial statemenls. prepare the financial statements on the going concem basis unless it is inappropriate to presume that the Charity will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity's transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of Iraud and other irregularities. Paqe 12
The Staff College Leadershlp In Healthcare (A Company Llmlted by Guarantee) Independent examiner's report For the year ended 31 August 2024 Independent examiner's report to the Trustees of The Staff College Leadership In Healthcare {'the Charffily.) I report to the chanty Trustees on my examinalion of the aC)unIS of the Charity for Ihe year ended 31 August 2024. Responsibilities and basts of report As the Trustees of the Charity (and its directors for the purposes of company law) you are responsible for Éhe preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('Ihe 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 reporl in respect of my examination of the Charitls accounts carried out under section 145 of the Charilies Act 2011 {'Ihe 2011 Act,). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145{5){b) of Ihe 2011 Act, Independent examinerfs statement Since the Charivs 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 l am qualrfied to undertake the examination becaL¢se l am a member of the Association of Chartered Certified Accountants. which is one of the listed bodies. I have completed my examination. I confirni that no matters have come to my attention in connection with the examination giving me cause to believe- accounting records were not kept in respect of the Charity as required by section 386 of the 2006 Act,. or the accounls do not accord with those records,. or the accounts do not comply with the accounling requirements of section 396 of the 2006 Act other than any requirement that the acGounts give a 'true and fairf view whid) is nol a matter Gonsidered as part of an independent examination,- or the accounts have not been prepared in accordan 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 conneclion with the examination to which altenlion should be drawn in this report in order to enable a proper understanding of the accounts lo be reached. Dated: 26 November 2024 Samantha Rouse FCCA DChA Kreston Reeves LLP Chartered Accountsnts Montague Pla Quayside Chatham Maritime Chatham Kent ME4 4QU Page 13
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 2024 Unrestricted funds 2024 Total funds 2024 Total funds 2023 Note Income from- Charitsble activits'es Investments 560,232 576 560,232 576 626,479 343 Total income 560.808 560,808 626.822 Expenditure on: Charitable activities 584,953 584,gS3 597.178 Total expenditure 584,953 584,953 597,178 Net movement in funds (24,145) (24,145) 29,644 Reconciliation of funds: Total funds brought forward Net movement in funds 81.059 (24,145) 81,059 {24,145) 51,415 29,644 Total funds carried forward 56,914 56,914 81,059 The Statement of financial activities indudes all gains and losses recognised in the year. The noles on pages 17 to 26 form part of these financial statements. Page 14
The Slaff College Leadership In Healthcare (A Company Limited by Guarantee} Registered number: 10316815 Balance sheet As at 31 August 2024 2024 2023 Note Fixed assets Tangible assets Current assets 2,009 3,882 Debtors Cash at bank and in hand 10 79,449 111,578 5,451 233,897 191,027 239,348 Creditors- amounts falling due within one year 11 (136,122 (162.171) Net current assets 54,905 77,177 Total net assets 56,914 81,059 Charity funds Restricted fijnds 12 Unrestricted funds 12 56,914 81,059 Tolal funds 56,914 81,059 The Charity was entitled to exernption 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 complwng th the requirements of the Act with respect to accounting rscords and preparation of financial statements. The financial statements have been prepared in accordance with the provisions applicable to entities subject to the sm811 companies regime_ The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by= Ms E J Padmore Chaiwoman Date: LCllI(ov The llotes on pages 17 10 26 forTn part of these financial slatements. Page 15
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) ststement of cash flows For the year ended 31 August 2024 2024 2023 Cash flows from operating activities Net cash used in operating activities {122,319) 74,138 Cash flows from invesling activities Purchase of intangible assets 11,997) Net cash provided byl(used in} investing actlvities (1,997) Change in cash and cash equivalenls in the year Cash and cash equivalents at the beginning of the year (122,319) 233,897 72,141 161.756 Cash and cash equivalents at the end of the year 111,578 233,897 The notes on pages 17 to 26 form part of these financial statements Page 16
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes lo the financial ststements For the year ended 31 August 2024 General infomiation 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 Charitls registered office is Hamilton House, 1 Temple Avenue. London, England, EC4Y OHA. The principal activily of Ihe Charity is to advan educalion and training, in particular in the health and care sectors and public services. Accounting policies 2.1 Basis of preparation of financial statements The financial statements have been prepared in accordance with the Charities SORP (FRS 102) AccoLfnting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicablè in the UK and Republic of Ireland (FRS 102) (effecttve 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 Ihe definition of a public benefit entity under FRS 102. Assets and liabilities a intlially reGognised at historical cost or transaclion value unless otherwise stated in the relevant accounting policy. The financial statements are presented in British Sterling and are rounded to the nearest pound. 2.2 Going concern The trustees have assessed the financial position of the charity over a period of twelve months from the date the financial stalements are approved and consider there to be no material uncèrtainities about the chariws ability to continue as a going concem. 2.3 Income All income is recognised once the Charity has enlitlement to the income. il is probable thal the income will be received and the amount of income receivable can be measured reliably. 2.4 Expendilure Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third paty, 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 cL)sts attributable to a single activity are allocated directly to that activity. Shared costs which contrÈbute lo 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 slaff costs are allocaled on the basis of time spent. and depreciation charges allocated on the portion of the asset's use. Expenditure on charitable activibes is inCued on directly undertaking the 8Ctivits-es which further the Chariws objectives. as well as any associaled support costs. 2.5 Interest receivable Interest on funds held on deposit is included when re1vable 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 tunds are deposited. Page 17
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 Accounting policies {continued) 2.6 Taxation The Chatity is considered to pass the tesls sel out in Paragraph 1 Schedule 6 of the Finance Acl 2010 and therefore il meets the definition of a charitable company for UK corporation lax 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 Ihe extent that such income or gains are applied exclusively to charitable purposes. 2.7 Tangible fixed assets and depreciation Tangible fixed assets costing £300 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the assel can be measured reliably. Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, langible fixed assets are measured al 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 Ihe cost of tangible fixed assets less their residual value over their estimated useful lives. Depreciation is provided on the following basis= Software Course equipment 33°/o straight line 250/0 straight line 2.8 Debtors Trade and other debtors are recognised at Ihe settlement amount after any Irade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 2.9 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 sirnilar account_ 2.10 Liabi lities and provisions Liabilities are recognised when there is an obligalion al 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. Liabililies are recognised at the amount Ihat the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or seNices il must provide. 2.11 Financial instruments The Charily only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaclion value and subsequently measured al their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest melhod. Paqe 18
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 A¢¢ountÈng poll¢Ses {¢ontinued) 2.12 Pensions The Charity operates a defined conlrFbution pension scheme and the pension charge represents the amounts payable by the Charity to the fund in respect of the year_ 2.13 Fund accounting General funds are unrestricted fijnds which are available for use al 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. Income from charitable activities Unrestricted funds 2024 Total funds 2024 Total funds 2023 Commissioned course fees 491,562 68,670 491,562 68,670 563,479 63,000 Course fees 560,232 560,232 626,479 Investment income Unrestrl¢ted funds 2024 Total funds 2024 Total fijnds 2023 Bank Interest 576 576 343 Page 19
The Staff College Leadership In Healthcare {A Company Limited by Guaranlee Notes to the financial slatements For the year ended 31 August 2024 Analysis of expenditure by activities Activilies undertaken directly 2024 Support osts 2024 Total funds 2024 Total funds 2023 Charitable activities 406.505 178,448 584,953 597,178 Total 2023 429.518 167,660 597.178 Analysis of direct Costs Total funds 2024 Total funds 2023 Activities 2024 Exercise and leaming materÈals Course delivery fees Accommodation and Iiavel Refreshments 335 308,425 91,442 6,638 308,425 91,442 6,638 316,030 g9.521 13.632 406.505 406,505 429,518 Page 20
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial ststements For the year ended 31 August 2024 Analysis of expenditure by aclivities {conlinued) Analysis of sUPPOrt costs Total funds 2024 Total funds 2023 Activities 2024 Staff costs 156,925 1,873 8,000 578 2,178 3,265 417 156,925 1,873 8,000 578 2,178 3,265 417 141,096 2,050 4,000 287 5,926 2,518 7,894 564 Deprecialion Premises expenses Printing, postage and stationery Website and computer costs Insurance Workforce development Miscellaneous expenses Accountancy fees Subsistence 908 908 2,371 240 2,371 240 1.412 480 Independent examination fees Bank charges Exp type 14 1,331 102 260 1,331 102 260 1,331 102 178,448 178,448 167.660 Page 21
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 Independent examinerfs remuneration 2024 2023 Fees p8yable to the Char[tS independent examiner for the independent examination of the Chariws annual accounts 1.331 1,210 Staff costs 2024 2023 Wages and salaries Social security costs Contribution to defined contribution pension schemes 143,241 10,101 3,583 129.315 8,523 3,258 156,925 141,096 The average number of persons employed by the Charity durtng the year was as follows: 2024 2023 No Employees No employee reiVed remuneration amounting to more than £60,000 in either year. Remuneration and benefits paid to key management personnel during the year, including employer's national insurance contributions. amounted to £133,686 {2023.' £119.361) Trustees. remuneration and expenses During the year, no Trustees received any remuneration or other benefits (2023 - £NIL). During Ihe year ended 31 August 2024. no Trustee expenses have been incurred (2023 - £NIL). Page 22
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 Tangible fixed assets Office equipment Computer equipment Total Cost or valuation At 1 September 2023 65 13,104 13,169 At 31 August 2024 65 13,104 13,169 Depreciation At 1 September 2023 Charge for the year 65 9,222 1,873 9,287 1,873 Al 31 August 2024 65 11,095 11,160 Net book value At 31 August 2024 2,009 2,009 At 31 August 2023 3,882 3.882 10. Debtors 2024 2023 Due within one year Trade debtors Other debtors 52,008 2,204 25,237 5.400 51 Prepayments and accrued income 79,449 5,451 Page 23
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 11. Creditors: Amounts falllng due within one year 2024 2023 Trade creditors Olher taxation and social securtty Accruals and deferred income 2,137 1,659 951 159,561 133,985 136,122 162,171 2024 2023 Deferred inwme at 1 September 2023 Resources deferred during the year Amounts released from previous periods 158,230 (133,486) 77,100 128.297 {63,9601 93,893 101,844 158,230 12. Slalement of funds Statèment of funds - current year Balance at 1 September 2023 Balance at 31 August 2024 Income Expenditure Unrestricted funds General Funds 81,059 560,808 (584,953) 56,914 Statement of funds - prior year Balance at 1 September 2022 Balance al 31 August 2023 Income Expenditure Unrestricted funds General Funds 51.415 626,822 (597,178) 81,059 Paqe 24
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 3q August 2024 13. Analysls of net assets between funds Analysis of nel assets between funds - current period Unrestricted funds 2024 Total funds 2024 Tangible fixed assets Current assels Credilors due within one year 2,009 2,OQ9 191,027 191,027 {136,122) (136,122) Total 56,914 56.914 Analysis of net assets between funds - prior pèriod Unrestricted funds 2023 Total funds 2023 Tangible fixed assets Current assets Creditors due within one year 3,882 239,348 (162,171) 3,882 239,348 (162,1711 Total 81,059 81,059 14. Reconciliation of net movement in funds to net cash flow from operating activltles 2024 2023 Net incomelexpenditure for the period (as per Statement of Financial Activities) {24,145) 29.644 Adjustmenls for- Depreciation charges Decreasel(increase) in debtors Increasel{deGrease) in creditors 1,873 {73,998) {26,049) 2,050 12,881 29.563 Net cash provided byl(used in) operating activities (122,319) 74.138 Page 25
The Staff College Leadership In Healthcare (A Company Limited by Guarantee) Notes to the financial statements For the year ended 31 August 2024 15. Analysls of cash and cash equivalents 2024 2023 Cash in hand 111,578 233,897 Total cash and cash equivalents 111.578 233,897 16. Analysis of changes in net debt At1 September At31 2023 Cash flows August 2024 Cash at bank and in hand 233,897 {122,319) 111,578 233.897 (122.319 111.578 17. Pension commitments The Charily operates a defined contributions pension scheme. The assets of the scheme are held separately from Ihose of the Charity in an independently administered fiJnd. The pension cost charge represents contributions payable by the Charity to the fund and amounted to £3,258 (2022.. £2,997). 18. Related party transactions The The Staff College Leadership In Healthcare has not entered into any related party transaGtion during the year, nor are there any outstanding balances owing between related parties and the The Slaff College Leadership In Healthcare al 31 August 2024. Paqe 26