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 pU￿oSe 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 hea￿hcare 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 prO￿sS 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 theMSe￿eS 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 child1chi1d￿n.
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 cOn￿M basis in preparing the financial statements.
Further details regarding the adoption of the going cOn￿M 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 rese￿eS 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 Pro￿sS, 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 inCu￿ed 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 re￿1vable 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[t￿S 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 re￿iVed 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