for the Period Ended 30 November 2023
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 November 2023
Principal activities of the company
Additional information
The directors present their report and the financial statements for the period from 10 November 2022 to 30 November 2023.Incorporation - The company was incorporated on 10 November 2022.Small Companies Provision Statement - This report has been prepared in accordance with the special provisions relating to companies subject to the small companies regime within Part 15 of the Companies Act 2006.Approved and authorised by the Board on 6/8/2024 and signed on its behalf by D J Gibson, Director.Statement of Directors Responsibilities - Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and of the surplus or deficit ofthe company for that period. In preparing these financial statements, the directors are required to: select suitable accounting policies and apply them consistently; make judgements and accounting estimates that are reasonable and prudent; prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in business. The directors are responsible for keeping adequate accounting records that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy at any time the financial position of the company 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 company andhence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Directors
The directors shown below have held office during the whole of the period from
10 November 2022 to 30 November 2023
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
13 months to 30 November 2023 | ||
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| £ | |
Turnover: | | |
Cost of sales: | ( | |
Gross profit(or loss): | | |
Administrative expenses: | ( | |
Operating profit(or loss): | | |
Interest receivable and similar income: | | |
Interest payable and similar charges: | | |
Profit(or loss) before tax: | | |
Tax: | ( | |
Profit(or loss) for the financial year: | |
As at
Notes | 13 months to 30 November 2023 | ||
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| £ | ||
Fixed assets | |||
Intangible assets: | | ||
Tangible assets: | | ||
Investments: | | ||
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Current assets | |||
Stocks: | | ||
Debtors: | | ||
Cash at bank and in hand: | | ||
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Prepayments and accrued income: | | ||
Creditors: amounts falling due within one year: | 3 | ( | |
Net current assets (liabilities): | | ||
Total assets less current liabilities: | | ||
Creditors: amounts falling due after more than one year: | | ||
Provision for liabilities: | | ||
Accruals and deferred income: | | ||
Total net assets (liabilities): | | ||
Members' funds | |||
Profit and loss account: | | ||
Total members' funds: | |
The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 30 November 2023
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 30 November 2023
13 months to 30 November 2023 | ||
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Average number of employees during the period | |
for the Period Ended 30 November 2023
13 months to 30 November 2023 | ||
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£ | ||
Bank loans and overdrafts | | |
Trade creditors | | |
Taxation and social security | | |
Accruals and deferred income | | |
Other creditors | | |
Total | |
In the financial year from 2022-2023 Healthcare Design Leadership developed and delivered on-site training for major acute trusts including the Royal Marsden NHS Trust and Imperial College Healthcare NHS Trust. These courses’ focused on a baseline agenda of:The importance for NHS teams being involved in hospital development.The project lifecycleWhat tools can help to support clinical requirements and how does this relate to the project brief.How the design process works, terminology which may be used and key drawings and processes.What does sustainability mean for healthcare design?What is the role of the development director and how does this link to clinical requirements?The complexity of constructionAlongside this we incorporated Trust specific considerations such as reference to specific Trust development plans as well as the role of NHS teams in supporting charitable fundraising.Wendy James, senior healthcare planner from the redevelopment team at Imperial College Healthcare NHS Trust stated “The Healthcare Design Leadership team worked with us to assemble a bespoke curriculum that was extremely well received. The sessions were comprehensive, and feedback indicates they have given our staff the knowledge they need to work effectively with design teams and hit the ground running once our new hospital project gets underway. “Our first residential course was also held in June 2023 at St Catherine’s College, Oxford University. This event incorporated NHS teams from a spectrum of NHS Trusts including teams from Royal Berkshire, Royal Devon, Nottingham University NHS Trust, Oxford University Hospital Trust, Kings College London NHS Trust, Oxford Health NHS Trust, Salisbury NHS Trust and representatives from the New Hospital Programme. This two-day event, provided a shared learning environment, where NHS colleagues could share experiences and learn from each other as much as from the speakers. With a diverse group of attendees and the incorporation of a group evening meal, the discussion which has translated into an on-going peer support network across NHS Trusts in different regions.
The HDL partnership consists of a multi-disciplinary faculty of clinicians, healthcare planners, architects, contractors, engineers and researchers, from across the healthcare built environment. The training we deliver is provided in partnership with NHS teams, from across the healthcare facility from doctors, nurses, physiotherapists and estates professionals. We co-develop and co-design each course with NHS teams, both those who may commission the training as well as those we find ourselves working with outside of the CIC. We seek feedback from every attendee and actively focus on a continuous improvement cycle, taking lessons learnt from the Industry and bringing them into the learning in real-time. Any new ideas or guidance we think is relevant, is shared through our Alumni discussion forum, where we also encourage our NHS partners to share experience and learning.We have also developed a series of “lived experience” workshops, both from patients, family members and staff members. The aim of these workshops is to identify different viewpoints and real life experience of where buildings work well and where they do not. This helps us to shape the discussions and training, bringing it to life, using the experience of real people.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
6 August 2024
And signed on behalf of the board by:
Name: Daniel Gibson
Status: Director