HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Company limited by guarantee

Company Registration Number:
15794616 (England and Wales)

Unaudited statutory accounts for the year ended 30 June 2025

Period of accounts

Start date: 22 June 2024

End date: 30 June 2025

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Contents of the Financial Statements

for the Period Ended 30 June 2025

Profit and loss
Balance sheet
Additional notes
Balance sheet notes
Community Interest Report

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Profit And Loss Account

for the Period Ended 30 June 2025

2025


£
Turnover: 178,128
Cost of sales: ( 150,256 )
Gross profit(or loss): 27,872
Distribution costs: 0
Administrative expenses: 0
Other operating income: 0
Operating profit(or loss): 27,872
Interest receivable and similar income: 0
Interest payable and similar charges: 0
Profit(or loss) before tax: 27,872
Tax: ( 5,295 )
Profit(or loss) for the financial year: 22,577

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Balance sheet

As at 30 June 2025

Notes 2025


£
Current assets
Debtors: 3 4,697
Cash at bank and in hand: 29,604
Total current assets: 34,301
Creditors: amounts falling due within one year: 4 ( 11,724 )
Net current assets (liabilities): 22,577
Total assets less current liabilities: 22,577
Total net assets (liabilities): 22,577
Members' funds
Profit and loss account: 22,577
Total members' funds: 22,577

The notes form part of these financial statements

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Balance sheet statements

For the year ending 30 June 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

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

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 17 July 2025
and signed on behalf of the board by:

Name: Jo Stanford
Status: Director

The notes form part of these financial statements

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 30 June 2025

  • 1. Accounting policies

    Basis of measurement and preparation

    These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 30 June 2025

  • 2. Employees

    2025
    Average number of employees during the period 4

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 30 June 2025

3. Debtors

2025
£
Trade debtors 4,697
Total 4,697

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Notes to the Financial Statements

for the Period Ended 30 June 2025

4. Creditors: amounts falling due within one year note

2025
£
Trade creditors 0
Taxation and social security 11,149
Other creditors 575
Total 11,724

COMMUNITY INTEREST ANNUAL REPORT

HEALTHCARE PROJECT AND CHANGE ASSOCIATION COMMUNITY INTEREST COMPANY

Company Number: 15794616 (England and Wales)

Year Ending: 30 June 2025

Company activities and impact

The Healthcare Project and Change Association (HPCA) continues to grow its community of professionals across the NHS, Social Care, Primary Care, and the Voluntary, Community and Social Enterprise (VCSE) sector to over four thousand four hundred community members. Key activities included: 1. Capacity Building and Skills Development HPCA delivered a programme of learning and development activities, including training sessions, webinars, and practical toolkits accessed by over 3,200 individuals working within health and social care settings. 2. Collaborative Networks and Peer Learning The organisation facilitated multiple regional and thematic networks, bringing together professionals to share experiences, solutions, and good practice. These networks enabled collaboration on key topics such as integrated care, digital transformation, and community engagement. 3. Innovation and Insight Events HPCA hosted a series of innovation events throughout the year, highlighting effective approaches to service improvement. These events served as a platform for community members to showcase their work, exchange insights, and learn from peers, fostering a culture of continuous improvement. 4. Knowledge Sharing and Communications Regular newsletters and resource updates were disseminated to the wider HPCA community, sharing the latest research, tools, and case studies. A central knowledge hub was maintained to support ongoing access to best practice and implementation guidance. Community and Public Benefit Direct Beneficiaries: Health and care professionals and organisations benefited through increased knowledge, improved skills in change and project management, and access to a vibrant learning community. This enhanced their ability to innovate and improve service delivery. Indirect Beneficiaries: The general public benefited through the resulting improvements in health and social care services, contributing to better health outcomes, improved access, and higher quality of life. HPCA remains committed to enabling its cross-sector community to lead meaningful change, ultimately driving improvements in care delivery and outcomes for the wider public.

Consultation with stakeholders

HPCA recognises the importance of meaningful and ongoing engagement with its stakeholders to ensure that its activities remain relevant, responsive, and impactful. Stakeholders Our stakeholders include: - Health and care professionals across the NHS, Social Care, Primary Care, and the Voluntary, Community and Social Enterprise (VCSE) sectors - Members of the HPCA community - Strategic partners and regional collaborators - The general public, who are indirect beneficiaries of our work through improvements in service delivery Consultation Methods Throughout the financial year ending 30th June 2025, HPCA undertook several key consultation activities to gather stakeholder input: 1. Strategic Advisory Board The Strategic Advisory Board, comprising senior leaders and subject matter experts from across health and care, met monthly to provide strategic direction, identify priority areas, and advise on opportunities for greater community impact. 2. Expert Panel Input A panel of sector experts contributed thought leadership and specialist insight into programme design and delivery, helping to shape the relevance and effectiveness of HPCA activities. 3. Regional and Specific Interest Group Leads Network This UK-wide network served as a vital conduit for regional and sectoral perspectives at monthly meetings. Leads regularly gathered feedback from their networks, feeding it into HPCA’s planning processes and ensuring a broad and inclusive representation of views across different areas and disciplines. 4. Community Needs Questionnaire HPCA conducted structured surveys to capture the needs and priorities of its wider community. These questionnaires invited suggestions on how HPCA could further support innovation and improvement in practice, and highlighted areas where additional tools, training or support would be most valuable. Response and Outcomes As a result of this consultation: - HPCA expanded its programme of training and events to address the specific areas of need identified, such as leading through uncertainty, digital transformation, and inclusive service design to reflect sector changes and public sector priorities for service improvement. - Peer support and network facilitation were enhanced in response to demand for more regular knowledge exchange opportunities. A Wales network was added along with the frequency of community network events in other regions. - A more tailored approach to communications and resource sharing was developed, informed by feedback on accessibility and relevance. - Feedback on the quality of HPCA’s events and training was overwhelmingly positive, with community members consistently commending their value, applicability, and high standard of delivery. HPCA remains committed to evolving in response to the needs of its community and values the continued input of all its stakeholders in shaping its future direction.

Directors' remuneration

Joanna Stanford, director, received a salary of £40,583.30, relating to the period Sep-24 to Jun-25. There were no other transactions or arrangements in connection with remuneration of directors.

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
18 July 2025

And signed on behalf of the board by:
Name: Joanna Stanford
Status: Director