Annual Report

AbouttheIntensiveCareSociety

TheIntensiveCareSocietyisthenational charityforintensivecare.

Sincebeingestablishedonthe8June1970, wehavedirectlysupportedtheUK’smultiprofessionalintensivecarecommunity, providingthelatestguidance,standardsand learningopportunities Ourworkcoversthe breadthoftheirclinicalpractice,enablingus tosupportthemastheycareforthesickest patientsinhospital.

We provide grants to fund vital research and to grow the capacity and capability of the multi-professional intensive care research workforce. We provide professional development such as psychological support and leadership training We also use our knowledge and expertise to inform Parliamentarians and policy makers about the facts of core intensive care issues to encouragelastingchange

Weembedourcharitableobjectandour vision,missionandvaluesintoallourwork, enablingustoachieveouroutcomesand makeanimpactonourbeneficiaries.

OurCharitableObject

Toadvanceandpromotethecareand safetyofcriticallyillpatientsby...

1

Theadvancementand promotionofthose branchesofmedicalscience concernedwithcriticalcare

OurVision

TheSociety’svisionisaworldwhereevery memberofthemulti-professionalintensive careteamcandeliverthebestqualityofcare forthosewhoneedit,whentheyneedit.

2

Thepromotionofstudyand researchintocriticalcare andthepublicationofthe usefulresultsofsuchstudy andresearch

OurMission

Tobethevoiceofthemulti-professional intensivecarecommunity,theirpatientsand theirlovedonesandtogethertoadvanceand promotebestqualitycare,safetyandresearch.

OurFourValues

COLLABORATION

Weworkwithotherstomaximiseourimpact

FREEDOMOFEXPRESSION

Weareboldinouractionsandwordsandencouragediversityofviews ACCEPTANDRESPECT

Wetreateveryonewithdignityandrespect,andacceptdifferences deliveringourmissionmoreeffectively

QUALITY

Weprovidevaluebydeliveringservicesandproductstoaconsistently highstandard

Trustees’Report

TheTrusteesoftheIntensiveCareSociety (the“Society”),whoarealsoDirectorsofthe company,forthepurposesoftheCompanies Act2006,presenttheirannualreporton theaffairsoftheSociety,togetherwiththe financialstatementsandauditor’sreportfor theyearended31December2023

Thisreporthasbeenpreparedinaccordance withtheprovisionsapplicabletocompanies entitledtothesmallcompanies’exemption, whichincludesanexemptionfrompreparing aStrategicReport.

TheSocietyisgovernedbyitsMemorandum andArticlesofAssociationlastamendedon 21April2021

Eachyear,theTrusteeBoardapproves acostedbudgetandanaccompanying OperationalImplementationPlan(OIP)which mapsagainstourstrategy.TheOIPoutlines theannualplanofactivitiesandisdelivered viaaDivisionalstructure,withanelected Councilmemberaschairofeachdivision collaboratingwithanamedseniormanager. Thestrategyandannualoperational implementationplansetouttheSociety’s workunderfiveStrategicPriorities(SP) supportedbytwocriticalenablers:Equality DiversityandInclusion,andGovernance, FinancialResilienceandEnvironmental Sustainability.

AstatementfromourCEO andPresident

This year has been another big year for the Society,withsomanyopportunitiesforgrowth. With the introduction of our new Your Voice –Our Strategy 2023 - 2027 at the end of last year, our focus was on achieving the new goals we set ourselves with input from so manyofourmembers.Collaborationisoneof our four core values, and the development of thisstrategy,whichguideallourworkoverthe next five years, is a demonstration of the way we live our values in all we do. We sought input from a wide and diverse range of our members, using a variety of engagement tools, to bring you a strategy we feel represents our ambitions for the future, not justoftheSociety,butofintensivecareaswell Asyou’llreadthroughoutthisTrustees’Annual Report, we have made great progress this year and are looking forward to continuing this in the years to come As ever, we are focussed on our charitable objective to advance and promote the care and safety of critically ill patients, which we feel is underpinned by our five strategic priorities and two critical enablers During the development of our strategy in 2022, we anticipatedthatthekeyroleweplayedduring the pandemic would result in our involvement in the subsequent COVID-19 Inquiry

calledtoprovideoralevidence totheInquirylaterin2024

Wealsoworkedthisyearto buildonthefoundationsof ourAll-PartyParliamentary GrouponIntensiveCare In 2023,meetingsofthisgroup focussedontheICUworkforce, andparliamentarianswereable tohearfromourmulti-professional membersaboutthechallengesthatlay aheadforintensivecare Wewereabletohelpinformandeducate themaboutstaffingneeds,theexpertise requiredbyindividualsandtheskillsmix neededbytheteamtoprovidethebest patientcare,andthevitalroleICUplaysinthe smoothrunningofahospital.Wewerealso abletodiscusstheimportanceofeducation, trainingandCPDtodevelopingcareersin intensivecareandthereforeincreasingstaff retention.

Understanding both its importance and potentialtotakeupmuchofourresources,we included providing evidence to the Inquiry in bothourstrategyandOIP InMaythisyear,we received a Rule 9 request to provide evidence and subsequently worked closely with our legal representatives, our Executive team and key senior managers to produce our statement We feel the finished product accurately reflects our key role supporting intensive care during a key point in its history. Weanticipatewewillbe

Akeychangefromourpreviousstrategywas totreatourannualCongress,StateoftheArt (SOA),asastand-alonestrategicpriority. Thischangeworkshandinhandwithour goalofbringingtherunningofSOAin-house, utilisingtheexperienceandexpertiseheld byourstaffteam.Thisyear’scongresswas ourfinaleventworkingwithaprofessional conferenceorganiseraswetransitiontoa fullyin-houseteamin2024 Wearethrilled tohavebegunestablishingourEventsteam, andtohaveconvenedourSOAProjectBoard, bothofwhomwillhelpustoofferanexcellent Congressin2024

Withsustainabilityembeddedintoour strategyasoneoftwocriticalenablers,we werethrilledthisyeartopublishourfirst evercarbonfootprintreport Thiswasakey stepforwardincementingourcommitment tomakingtheSocietyandouractivities environmentallysustainable Thisreportwas publishedonourwebsiteandwillinformour activitiesintheyearstocome.

WealsopublishedthefirsteverEquality, DiversityandInclusion(EDI)censusof theintensivecareworkforce Ourreport, TowardsanInclusiveFuture:Alookinsideour community,isalandmarkdocumentwhich representsourcommitmenttoadiverse andinclusivefutureofICU Morethan350 membersofourcommunityparticipated inthecensuswhichinformedthisreport, andwewereproudtogivevoicetothelived experiencesofsomanyofourmembers It’sbeenanotherbusyyear,andwewant tothankallourvolunteerCouncil,Trustees, Committeesandworkinggroupsaswellas ourstaffteammemberswhocontinuetogo aboveandbeyondtosupporttheintensive

carecommunity.Weweresadtosayafond farewelltoourTrusteeStephenPoseyatthe endofthisyearbutareverygratefulforall hehasgiventheSocietyduringhis3yearsas aLayTrustee.Wewillbeginthesearchfora newLayTrusteeearlyin2024. Aswereflecton2023,we’reproudofthe achievementswe’vemadeandarelooking forwardtoanotherbusyandproductiveyear.

SteveMathieu President IntensiveCareSociety

OurFiveStrategicPriorities

SandyMather ChiefExecutive IntensiveCareSociety

Beaninfluentialleaderandthevoiceforourmulti-professionalintensivecare community,theirpatients,familiesandlovedones

Growourmembershipbydeliveringqualityproductsandservicesthatsupport currentandfuturemembersoftheintensivecarecommunity

Influencetheimplementationofstandards,guidelines,policies,quality improvementandresearch

Developanexpandedportfolioofqualityblendedlearningactivitiesand accreditationservices

ForSOAtobetheleadingCongressbasedoneducationalcontent, professionaldevelopmentopportunitiesandnetworkingforallthose involvedinCriticalCare

StrategicPriority1

Beaninfluentialleaderandthevoicefor ourmulti-professionalintensivecare community,theirpatients,familiesand lovedones.

iGoal1:

Tobeakeysourceofexpertiseandinformationto policymakersandthewiderhealthcaresystem onallaspectsofintensivecare

Goal2: Tobethemainsourceofinformationforpatients, theirlovedonesandthepublicregarding intensivecare

Goal1: Tobeakeysourceof expertiseandinformationto policymakersandthewider healthcaresystemonall aspectsofintensivecare

Actionplan

RaisetheprofileoftheAPPGforIntensive Careandhostatleastonekeystakeholder holdereventtoinfluencepolicy.

OurAchievementsandImpact

OurAll-PartyParliamentaryGroup(APPG) onIntensiveCare,continuestobea positiveforumforustoeducateandinform Parliamentariansaboutissuesthatmatter toourmembersandwiderintensive carecommunity In2023wefocussedon workforce:recruitment,retention,trainingand CPDacrosstheprofessions. Throughouttheyearweheldformalmeetings oftheAPPG,buildingstrongerrelationships withmembersofthegroup,andattracting newinterestfromMPsandmembersofthe HouseofLords.Wealsoheldmoreregular planningmeetingswiththegroup’sCoChairs Minutesoftheseformalmeetings

are available via our website, so Society members can stay up to date and write to their MP to encourage them to join the APPG or engage with our work. In March this year, we were saddened by the passing or BaronessMasham,afoundingmemberofour APPG She was a valued and respected member of the group and will be much missed.

Actionplan

Developafullyscopedoutandcosted projectfortheSocietytodeliveritsrole providingevidencewithinrelevantmodules oftheUKCOVID-19Inquiry

OurAchievementsandImpact

InMaythisyear,wereceivedaRule9request fromtheChairoftheCOVID-19Inquiry instructingustoprovideevidenceagainst keyareasandawitnessstatementsetting outourroleduringCOVID-19betweenMarch 2020andJune2022

Wearepleasedtobeabletorepresent ourmulti-professionalmembershipatthe Inquiryandwehavealsomadesurethatwe reflectthecombinedeffortsmadebythe intensivecarecommunitytosupportthe entirecountryandcolleaguesglobally For example,ourNationalEmergencyCritical CareCommitteemeetings,ourknowledge sharingwebinars,andaspartofourwriting groupsforourguidancedevelopment Wehaveworkedwithourlegalteamto compileour60-pageevidencestatement, whichwesubmittedtotheInquiryin Decemberthisyear Ifwearecalledtogive oralevidence,weexpectthistobeinAutumn 2024whenModule3begins.

Actionplan

Fillthepolicygaponrehabilitationtobetter supportpatientsandthemulti-professional workforcetoensureappropriatetransitional careimmediatelyafterleavingtheunit

OurAchievements

In2023,theSocietyjoinedtheTheCommunity RehabilitationAllianceinEnglandwhichismade upofmorethan60charitiesandprofessional bodies.

Itsprioritiesare:

•Togainpoliticalcommitmenttodelivering

universalaccesstorehabilitationtomeet needs.

•Toimprovethequalityofrehabilitation throughnewmodels,betterdatacollection, planning,commissioninganddeliveryof services.

WealsocontinuetoworkwithNHSEngland’s RehabilitationOutcomesworkinggroupand supporttheNCEPODstudyonRehabilitation followingcriticalillness

WehelpedtoamplifyandpubliciseICU RehabilitationDayon21July2023,and continuedtodirectpatientsandtheirloved onestotheresourcestheyprovide

Wehavealsocontinuedoursupportof andcollaborationwiththe#RehabLegend campaignastheyseektoeducatepolicy makersandsupportICUpatientsthroughtheir rehabilitationjourney

Socialmediastatistics fromendof2023

39,107followers

9,135followers

8,688followers

4,352followers

Goal2: Tobethemainsourceof informationforpatients,their lovedonesandthepublic regardingintensivecare

OurAchievementsandImpact

Duringthisyear’sannualIntensiveCare Week,wecreatedaseriesofresources fordistributionwithinintensivecareunits outliningthevariousprofessionalswhowork thereandtheirrolesinprovidingquality patientcare Theseresourceswerepartofour CelebrationPacksandweremadeavailable forunitstoorder.Overthecourseoftheweek (5-11June),wedeliveredtheseresourcesto morethan150unitsnationallyandusedour othercommunicationschannelstoamplify theirmessages.

OurAchievementsandImpact

SupportourPatients,RelativesandPublic AdvisoryGroup(PRPAG)toprovideclear navigationtosourcesofinformationalready available,andtofilltheinformationgapsto developmaterialsforpatients,theirloved onesandthepublic Thisyear,wehaveworkedwithourPRPAG toidentifygapsininformationavailable tointensivecarepatients.Thisgrouphas allowedustocontinuetobuildonalready existingresourcesandhelpedustomeet theneedsofpatientsandtheirlovedones duringandafteradmissiontointensivecare. Weintendtocontinuebuildingourlibraryof supportinappropriateareasanddrawing ontheexpertiseofthisgroupinthecoming years.

Aspartofourworkforpatientsandloved ones,wehavealsosupportedorganisations suchasICUSteps,whosupportpatients throughouttheirICUrehabilitationjourney.

Actionplan Actionplan

Createanawarenesscampaignaround thevarietyofintensivecareprofessionals andtheirrolesontheunitandduring rehabilitation

Theresourcesoutlinedeighttypesof professionalsworkinginICUwhorepresent themajorityoftheSociety’smembership. Eachincludedadescriptionofhowthese individualscanbeidentified,whattheirrole isduringapatient’sstayinICU,andhow theyareinvolvedinrehabilitation.Theywere designedtobesharedwithpatientsandtheir lovedonesandusedinvisitorroomsacross thecountry Wealsomadetheseresources availablefordownloadviaourwebsite,so patientsandtheirlovedonescouldaccess themdigitallywhenevertheychoose Weintendtocontinuetomakethese resourcesavailablein2024,includingaspart ofawidercampaigntoeducatepatients abouttheroleofvariousprofessionalsintheir care,bothduringtheiradmissiontoICUand duringtheirrecoveryandrehabilitation.

StrategicPriority2

Growourmembershipbydeliveringquality productsandservicesthatsupportcurrent andfuturemembersoftheintensivecare community

Goal1:

TodevelopourmembershipvaluesothattheSociety isseenasanessentialchoiceforanyoneworkingin intensivecare

Goal2: Tosupportthedevelopmentoftheintensivecare workforceofthepresentandfuture,nomattertheir careerstageorgoals

Goal1: Todevelopourmembership valuesothattheSociety isseenasanessential choiceforanyoneworkingin intensivecare

Actionplan

Improvethemembershipjourneyfromjoining asanewmember,toamendingmembership profilesandrenewingeachyear.

Actionplan

Makethemembershipsurveymoreengaging somembersfeelabletoprovidefeedback, andcanseehowtheirvoiceshelpshapethe Society.

Followingareviewofourworkthisyearwe tookadecisiontodelayourmembership surveyuntil2024 Thiswillallowustoselect therightpartnerorganisationtoconductour survey,andtoensurewe’reaskingtheright questionsinthemostengagingwaypossible. Wehavelaidthefoundationforthisworkto beginandintendtoreleaseoursurveyto membersinthefirsthalfof2024.

OurAchievementsandImpact Actionplan

Throughout2023,wehaveworkedhard toimproveourmembershipjourneyboth fornewandexistingmembers Wehave collaboratedwithourwebsiteprovidersto ensureourplatform’sfunctionalitymakesit significantlyeasierformemberstoupdate theirprofiles,sharetheirinformationwithus, andrequestchangestomembership Wehavenowalsoamendedourmembership renewalprocesstoensuremembers experiencelessfrictionandareableto continuetheirmembershipwithuseachyear smoothlyandeasily.Wehaveutilisedthe technologicaltoolsavailabletoustoremove barrierswhichexistedinpreviousyearsand createamoreuser-focusedmembership process.

Enhancethewebsiteuserjourneysothat memberscanalwaysfindexactlywhatthey needwhentheyneedit.

OurAchievementsandImpact OurAchievementsandImpact

In2023,wecompletedareviewofthe structureofourwebsite,utilisingfeedback frommembersandotherusers,toensurewe deliveredthebestpossibleuserexperience. Weoptimisedthesearchfunctionalityso usersarebetterabletofindtheguidance theyneedfromus,restructuredtheflowof informationtomakeresourcesaimedat ICUpatientsandtheirlovedonesmore easilyavailable,andreimaginedour wellbeinghubtomakeiteasierforour communitytofindthetoolstheyneedto continuethrivingatwork.

Thisprocessofreviewandrefinementwillbe ongoingaswecontinuetostrivetodeliverfor ourmembers

Actionplan

Refineourdigitalinfrastructuretomeetthe futureneedsofourmembership.

Thisyearwehavecontinuedthejourneyto enhanceandrefineourdigitalinfrastructure whichbeganwithourmovetoanewwebsite platforminOctober2022.Thefeatures areavailableavailableaspartofthisnew platformhaveenabledustocreatea moreseamlessexperienceformembers, incorporatingsystemsandprocesswhich connectmoreeasilytooneanother

Wealsointroducedanewdigitalfeature whichallowsmemberstoeasilysignup forpaymentofsubscriptionsonline,so eliminatingtheneedforourprevious,paperbased,system.

Thisrefinementofourdigitalinfrastructure contributedtousattracting990new membersin2023,bringingourmembership numberattheendofDecemberto3,679 This representsagrowthinourtotalmembership ofover300members.

Establishaprocessandcriteriaforthe allocationofmembershipdiscountsforthose workinglessthanfull-time.

Aprocessandcriteriaforallocating membershipdiscountswasimplementedin 2023,whichallowedallmembersrenewing from1Januarytoaccessadiscounton membershipiftheywereemployedlessthan fulltimeorundertakingaperiodofextended leave,suchasmaternityleave Thisprocesswillbeimplementedagainforall membersrenewingfrom1January2024.

Goal 2: To support the development of the intensive care workforce of the present and future, no matter their careerstageorgoals

Actionplan

Developasustainablefundingmodelfor ournine-month,annualmulti-professional leadershipprogramme(LeaP)

OurAchievementsandImpact

Implementrolling12-monthmemberships basedonthedatemembersjointheSociety

Asaresultofmultipleprocessesinplace governingtheSocietyrollingmembership wasnotintroducedin2023 Instead,thiswill becarriedoutinthefirsthalfof2024.

Thisyearwewelcomedthesecondcohortof ourleadershipprogrammeforLeaP2,andwe werethrilledtohave13participantsjoinusfor thenine-monthcourse.Whilewehadhoped toattractfundingforallplacesonthecourse thisyear,thiswasnotpossible,sodelegates joinedusbyself-fundingorobtainingfunding throughtheirTrustorotherorganisations. Weprovidedapplicantswithguidance andotherresourcestohelpinobtaining thisfundingandwillcontinuethisforfuture cohorts.

ApplicationstojoinLeaP3openedattheend ofthisyear,andwhiledelegateswillagainbe fundedbytheirTrustsorotherorganisations, wewillbeofferingthreefullyfundedplacesto thosewhomayfacesubstantialdifficultyin gainingfundingthroughothermeans

Actionplan

ScopethepotentialforLeaPalumniand mentoring

OurAchievementsandImpact

Thisyear,weestablishedtheLeaPalumni network,toprovidecoursegraduateswith theopportunitytoconnectwiththosefrom othercohortsandutilisetheirmentoringskills withthosewhowilltakepartafterthem This networkhasalsoproventobeusefultoolin ensuringthatfutureyearsofthecoursemeet andexceedtheneedsofouralumniinthe future.

Actionplan

Developedaseriesofmodularleadership trainingforaspiringmanagers:AspiretoLead

OurAchievementsandImpact

TheAspiretoLeadmodularleadership trainingcoursewaslaunchedearlythis year,howeverfollowingaconsultationwith membersandparticipantswere-assessed theformatofthecourseandmaychooseto re-introduceitdifferentlyin2024.

Actionplan

MaintainthePeerSupporttraining programme.

OurAchievementsandImpact

OurPeerSupporttrainingprogramme continuedtothrivein2023,andwewereable totrainafurther100peersupportersacross fourtrainingsessions.Thishasenabledus toexpandournetworkofsupportersand increasethenumberofhospitalsitesableto benefitfromthistraining.

Wealsointroducedacentralisednetworkof peersupportersavailableviaourwebsite Membersofthisnetworkhaveparticipatedin trainingandarenowabletooffersupportto anyoneintheintensivecarecommunitywho maybenefitfromit

Actionplan

ScopethepotentialfordoctorintrainingPeer Supporters.

OurAchievementsandImpact

Ourworkwithtraineeswasoneofthe highlightsof2023forourThrivingatWork programme.Weofferedanonlinewellbeing sessionspecificallytosupportandeducate them,andalsoundertookourTraineeCore ConditionstoThrivesurvey.Welearned throughthissurveythatmostofwhat traineesstrugglewithareatasystemslevel, andthatgettingthesimplestuffrightreally doesmakeaworkinglifebetterforadoctorin training.

WealsohostedoneTrainee-centredPeer Supporttrainingsessionthisyear,which enabledustoestablishanetworkofdoctors intrainingwhocanprovidepeersupport.

Actionplan

RefreshtheWellbeingprogrammeinto theThrivingatWorkprogrammeoffering workforceskillstrainingworkshopsand workforcewebinars.

OurAchievementsandImpact

Thisyear,wecompletedthetransitionfrom ourWellbeingProgrammetotheThrivingat WorkProgramme,whichincludedarebrand oftheprogrammeandarestructuringof theresourcesandeducationoffered We

took the decision to no longer offer our psychoeduation training series, made up of 5 hour-long training modules, and transitioned toprovidinghalforfulldayworkshopsfocused on skills development and webinars about workforce wellbeing This transition allowed us to offer a greater depth of training and information for those joining us, while still enablingustomeettheneedsofawiderange of our community We also restructured the informationavailableonourWellbeingHubvia our website, to make it easier for users to find what they need, when they need it. This included updating all of our written resources available for download and categorising our webinarsandpodcastepisodes.

Actionplan

Publishtheresultsofourfirstsurveybythe Equality,DiversityandInclusionWorking Groupanddevelopanactionplanin responsewithcleartargetsfordelivery.

OurAchievementsandImpact

InOctoberthisyear,wepublishedourmuchanticipatedEquality,DiversityandInclusion (EDI)report,TowardsanInclusiveFuture–A lookInsideOurCommunity

ThereportwaspreparedbyourEDIworking groupledbyChair,AoifeAbbey,andwas compiledbasedonsurveydatacollected frommembersoftheintensivecare communityoverasix-monthperiodin2022 Itrepresentsmorethan18monthsofwork analysingthatdatatoformabroadpicture.

Whenourworkinggroupfirstmet,wewere mindfulthat‘deedsnotwords’waswhatwe wantedtoberecognisedfor Withsucha broadrangeofissuesneedingourattention andnodatatosupportourwork,figuring outwherewecouldandshouldmakea differencewasadauntingtask Weknewthat weneededtounderstandmoreaboutour communitytoframearoadmap,soour‘EDI workforcecensus’wasborn

Thetestimoniesinthisreportarejusta fractionofourimmenseworkforce,andyet thisworkstillrepresentsthelargestandmost expansiveprojectofitskindcarriedoutin ourmulti-professionalcommunityto

date Moreimportantly,irrespectiveofthe denominator,webelieveeachofthevoices andthereforetheirexperiencessharednot only‘count’,butalsorepresentalearning opportunityforboththeSocietyandthe teamsweworkwitheachday.

Actionplan

DevelopingaCapabilityFrameworkforAHPs. OurAchievementsandImpact Duringtheyear,theSocietycollaboratedwith NHSElecttodeliveraprojectcommissioned byHealthEducationEnglandtodevelop anAHPCriticalCareCapabilityFramework ThisbuiltonthefirstAHPProfessional DevelopmentFrameworklaunchedin2018 Weworkedwithprofessionalleadsfrom5 coreAHPgroups:dietetics,occupational therapy,operatingdepartmentpractice, physiotherapyandspeechandlanguage therapyand65clinicalexpertsandadvisors todefineanewnationallyrecognised standard.ThisnewFrameworkworksacross 6levelsofpractice:assistive,foundation, specialist,advancedandconsultant

Theframeworkisdesignedtosupport educationalists(inHigherEducation Institutionsandontheclinicalfrontline)as wellasAHPsthemselvesastheyprogress theircareer,healthservicecommissioners andultimatelypatientsandtheirlovedones

StrategicPriority3

Influence the implementation of standards, guidelines, policies, quality improvement andresearch

Goal 1: To build on the Society’s role in standards development by embedding quality improvement

Goal2: To champion quality intensive care research across the multi-professional team supporting all intensivecareunitstobecomeresearch-active

Goal1: TobuildontheSociety’srole instandardsdevelopment byembeddingquality improvement

Actionplan

Maintainsufficientcapacityandcapability tocontinueworkonamaximumofeight guidelinesannuallywhilealsodevelopingthe qualityimprovementfunction

OurAchievementsandImpact

Thisyearwedevelopedandembeddedfive newguidancedocuments OurEnhancedMaternalCareUnitsguidance considerstheclinicalneedsofsick,pregnant, orrecentlypregnantwomencaredforina non-criticalenvironment Thisisadocument thatshouldbereadbyallhealthcare professionalscaringforpregnantorrecently pregnantwomeninahospitalsetting.Itwas publishedwithsupportfromkeypartners WeupdatedtotheCentralVenousCatheter InsertionChecklist.Theoriginalchecklist wasreleasedin2017,andseveralimportant

changeshavebeenmadeconsidering learningfrompatientsafetyincidentsarising fromthiscommonprocedureinICU InAugustwealsoupdatedCRITCON,which translatesthereal-timeobservationand assessmentofstrainbyclinicalleaders inbothroutinecircumstancesand rapidlyevolvingsituations,intoasuccinct communicationscore.Thisenables local,regional&nationalunderstanding, escalation,operationaldecision-making andloadbalancing Wemadethisupdate toensurethatunitpressureandresponseis clearandactionsareconsistent,andweare gladtoseeitisnowliveonNSHEsystems Wealsodeveloped,incollaborationwiththe BritishThoracicSociety(BTS),Guidanceon aModelofCareforSpecialisedWeaning Units Theresourceprovidesguidanceon thestandardsofcareandinfrastructurefor SpecialistWeaningUnits(SWUs). Finally,wealsointroducedthePhysiotherapy Pillar Asupplementaryresourcefor Physiotherapists,thisdocumentisdesigned tobeusedinconjunctionwiththeAHP ProfessionalDevelopmentFramework (2018) Itprovidesworkedexamplesfrom physiotherapistsinavarietyofpostswithin criticalcareacrosstheUnitedKingdom(UK), andaimstoprovidetangibleexamplesof howtheFrameworkhasbeenusedtosupport professionaldevelopmentinpractice

ThisyearhasalsoseentheStandardsdivision providesupportfor6externalconsultations, whichsupportthedevelopmentof professionalguidance:

• Draft update of the Resuscitation Council’s Standards for Acute Care The Health Service Safety Investigation Body (HSIB)’s safety risk of air embolus associated with central venous catheters used for haemodialysis treatment National Neurosciences AdvisoryGroup(NNAG)TraumaticBrain Injury Pathway FICM guidance on Revalidation in Intensive Care Medicine UKCCNA’sAdultCriticalCareRegistered Nurse Staffing Standards UK LVAD EmergencyAlgorithmWorkingGroup

Actionplan

Pilotasystemwithatleast2setsof guidelinestosurveytheiruseandimpacton patientcareandclinicalpractice.

OurAchievementsandImpact

At our annual State of the Art Congress this yearwelaunchedasurveyrelatingtotheuse of our Paediatric to Adult Critical Care Transition guidance. This survey represented the first time we sought feedback on the use of our national guidelines, and served as a pilot for how this can be replicated for future publications. In 2024 we intend to extend this pilot to help us to optimise our system for gathering feedback and produce guidelines which are relevant and useful to as many membersofourcommunityaspossible.

Actionplan

ContinuetoleadonICUstaffingstandards acrosstheUKusingGPICS

OurAchievementsandImpact

Thisyearweconvenedtheneweditorial boardoftheGuidelinesfortheProvisionof IntensiveCareServices(GPICS) Thisboard includesallnewsectioneditorsalongsidelay andpatientrepresentatives.

WebeganinitialworkonGPICSVersion3this yearwithaviewtoreleasingthecompleted guidelinesattheendof2024.

GUIDELINESFORTHE PROVISIONOFINTENSIVE CARESERVICES

NewGPICSchaptersinV3 Enhancedcare

SevereBehavioural Disturbances

Sustainability Equality,Diversity andInclusion

Actionplan

ContinuetocollaboratewithNHSEngland anddevolvednationsincludingthefindings fromtheGIRFTprogrammetoaddressgaps andvariance.

OurAchievementsandImpact

Throughout the year we have collaborated with NHS England and devolved nations on various work, and have nominated a representative from our Council to the National Quality Board Effective StaffingCritical Care safe staffing resource ProfessionalReferenceGroup

Goal 2: To champion quality intensive care research across the multi-professional team supporting all intensive care units to become research-active Actionplan OurAchievementsandImpact

Following a review of the Editorial Board of our Journal of the Intensive Care Society, including Associate Editors and reviewers, we concluded that we needed to increase our capacity and do more to ensure we were encouraging representation from all intensive care professions and from diverse backgrounds We opened recruitment to the editorial board this year, and this process is still ongoing. We anticipate we will continue to make appointmentsthroughout2024

Reviewthediversityofourawardspanels toensuretheyarerepresentativeofour membership.

OurAchievementsandImpact

Thisyearwereviewedandupdatedthe termsofreferenceforourjudgingpanels forresearchawardstoensurewewere seekingrepresentationfromacrossthebroad spectrumofourmembership.Following thisreviewinvitationswereissuedtoeach ofourProfessionalAdvisoryGroupstoseek theirparticipationinourjudgingpanels throughout2023,andwewereabletoattract adiverserangeofvoicesandperspectives

Actionplan Actionplan

Reviewthenumber,makeupanddiversityof theJournal’sAssociateEditorsandReviewers toensureappropriatecapacityand representation ICS.AC.UK

Work with PAGs, critical care special interest groups and others to amplify the message about the Society’s research awards being open to all those who work in intensive care regardlessofprofession

OurAchievementsandImpact

Throughouttheyearweworkedcloselywith allourProfessionalAdvisoryGroupsand othercriticalcarespecialinterestgroupsto ensureourmessageabouteligibilityforour researchawardswasdistributedwidely We utilisedallourcommunicationschannelsand continuedtodrawonourstrongrelationships withorganisationssuchastheUKCriticalCare ResearchGroup(UKCCRG)andtheBritish AssociationofCriticalCareNurses(BACCN) WealsoforgedanewrelationshipwithSepsis ResearchFeat,whichsawuspromoteeach other’sresearchworkandopportunities

Actionplan

Commencetheprocesstore-tenderfor thepublishinghousefortheJournalofthe IntensiveCareSociety(JICS)totestthe marketandnegotiateacontractthatisvalue formoneyandensurescompliancewith PlansbyDecember2024

OurAchievementsandImpact

In2023wesoughtadviceandinputfrom anumberofexpertsandpublishing organisationsregardingwhethertore-tender forthepublicationofJICSornot Oneofour keycriteriawasthatthejournalmustremain freetoaccess,andthiswasasignificant contributortoourdecisiontocontinue publishingtheJournalwithourcurrent provider,SageJournals

Actionplan

Developaplantoincreasecitationsand therefore,thelikelihoodofasuccessful applicationforanImpactFactorforJournal oftheIntensiveCareSociety(JICS).

OurAchievementsandImpact

Wewerethrilledtoreportthisyearthatwe madeasuccessfulapplicationforanImpact FactorforourJournal.Thisfigureindicates howoftenarticlesarecited,andhelpsus strengthenthevaluepropositionofthe Journalasawhole.

Followingthissuccessfulapplication,we receivedanImpactFactorof27,whichwe havemaintaineduntiltheendofthisyear

JICSdownloads

347,026

fulltextdownloads

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StrategicPriority4

Developanexpandedportfolioofquality blendedlearningactivitiesandaccreditation services

Goal1:

Togrowourmulti-professionalblendedlearning combiningthebestofdigitalandface-to-face experiences

Goal2:

Tobuildonourmulti-professionalaccreditation programmeexpandingourservicestoenable competenceinothersubjectareas

Goal1: Togrowourmultiprofessionalblended learningcombiningthebest ofdigitalandface-to-face experiences

Actionplan

Delivereighthybridstudydaysorworkshops onanotforlossbasisensuringafinancial contributionbacktothecharityandwith deliveryfocussedaroundAutumn,Winterand Spring(nonewithinthetwomonthspriorto SOA).

OurAchievementsandImpact

During2023wehostedsevenhybridfull-day studydays Theseeventscoveredarangeof subjectsrelatedtocriticalcarewhichwere relevanttoourmembersandattracted620 attendees.Theywereheldprimarilyduring AutumnandWintertoavoidthetwomonths inadvanceofStateoftheArt2023

Wealsoheldsixshorterworkshopsfor smallerdelegategroups,primarilyfocussed onworkforcewellbeingandprovidingour communitywiththetoolstheyneededto continuethrivingatwork Acrossthesix workshopswewereabletowelcomemore than150attendeesforonlineclassroom-style teaching

Actionplan

Collaboratewithtwoorganisationsto produceeducationalactivities

OurAchievementsandImpact

Actionplan

ReviewandrestructureourLearning ManagementSystemtoenableeaseof accessforusers.

OurAchievementsandImpact

Webeganworkonthisprojectthisyear, andwhilethereisstillsomeworktobe undertaken,wehavemadesignificant progressincategorisingandrestructuringour learningportalcontent.Thisworkhasalready improvedtheexperienceforallourlearning portalusers,andweintendtocompleteit in2024.

Wecontinuedourcollaborationthisyearwith theAssociationofAnaesthetistsonFocused transoesophagealecho(fTOE)accreditation, andwerethrilledtooffertheinauguralfTOE examthisNovember Thisrepresentedan importantmilestoneinthisjointaccreditation journeywhichwelookforwardtocontinuing in2024

Wewerealsoverypleasedtointroduce thefirstinteractivemoduleofour Children’sAcuteUltrasound(CACTUS) Lungaccreditation,whichisofferedasa partnershipwiththePaediatricCriticalCare SocietyandendorsedbytheRoyalCollege ofPaediatrics&ChildHealth.Therelease ofthismoduledemonstratesgrowthinthis accreditationpathway,andweanticipate thiswillcontinuenextyear

Goal2:

Tobuildonourmultiprofessionalaccreditation programmeexpanding ourservicestoenable competenceinothersubject areas

Actionplan

ImplementsystemstoensurethatFUSIC® dataareaccuratelyrecordedandstored withinafullyfunctioningdatabase,capable ofprovidingthenecessaryaccreditation reports.

OurAchievementsandImpact

Aspartofourongoingworkimprovingour datacollectionandmaintenancesystems, thisyearweimplementedanewprocedure forrecordingandcategorisingFUSIC® learners,mentorsandsupervisorswithinour CRMdatabase Ensuringwehaveaccurate data,whichisstoredappropriately,has enabledustoproducemoreusefulreports whenevernecessary.Thisworkisstillongoing andwillcontinuein2024

Actionplan

Developnewandimprovedsystems andprocessestosupportmentorsand supervisorstomaintaintheircompetence andtoensureaqualitylearningexperience

OurAchievementsandImpact

Webegantheprocessofreviewingour systemsandprocessesrelatedtoFUSIC® mentorsandsupervisorsthisyear,toidentify howwecansupportthemtomaintaintheir competenceandthereforecreatebetter learningoutcomesandexperiencesforthose completingaccreditation Thishasincluded workingcloselywithourFUSIC®committee andexistingmentorsandsupervisorsto createthemostusefulprocesspossible.

Actionplan

FullyimplementCACTUS(paediatrics) andFocussedUltrasoundinIntensiveCare (FUSIC®)HDmodules.

OurAchievementsandImpact andImpact

In2023wehavebeenfocusedon implementingandembeddingourFUSIC® HDaccreditation,includingthecreationof allonlinelearningresourceswhichmakeup thepathway Wehaveattractedanumber oflearnersthroughouttheyear,andlook forwardtofacilitatingtheinauguralFUSIC® Hemodynamics(HD)examin2024

Actionplan

ChampiontheuseofFUSIC®tothewider multi-professionalcommunity

OurAchievementsandImpact

OurFUSIC®accreditationisoneofourkey offeringsand2023hasseenusgrowthe programmeandadaptitsgovernance structuretohelpusraiseitsprofilewithinour multi-professionalcommunity. InSeptemberweappointedournewFUSIC® committeemembersandoverhauledthe overallstructureofthegroup Thislatest iterationofthecommitteecomprises NationalLeadsforeachFUSIC®module, andaleadforinternationalandnational partnerships

Actionplan

Secureintellectualpropertyacrossallareas oftheSociety’saccreditationoffers.

OurAchievementsandImpact

In the Autumn of this year, we successfully trademarked our FUSIC® accreditation offering. This trademark must be recognised alongside any mention of FUSIC® and covers allaccreditationpathways

StrategicPriority5

ForSOAtobetheleadingCongressbasedon educationalcontent,professionaldevelopment opportunitiesandnetworkingforthoseinvolved incriticalcare

Goal1: TosecureyearonyeargrowthoftheannualSOA congressledbyanin-houseeventsteamto ensureitsfinancialsustainability

Goal1: Tosecureyearonyear growthoftheannualSOA congressledbyanin-house eventsteamtoensureits financialsustainability

Actionplan

Increasethequalityoftargetedandtimely marketingandimproveddeliveryofSOA.

OurAchievementsandImpact

Inthetwo-monthperiodleadinguptothe deliveryofour2023StateoftheArtCongress, ourCommunicationsteamtookover responsibilityforthemarketingoftheevent Notonlydidthisallowustoensuremarketing andcommunicationsactivitiesweretargeted atthemostappropriateaudiencesatthe mostappropriatetime,anddeliveredaspart ofouroverarchingcommunicationsstrategy, italsohelpedustoformulateamore comprehensiveplanfor2024. FollowingtheCongressinJuneofthis year,webeganpreparationstodeliver 2024’seventinLiverpool Wewereableto incorporatelearningsfromtheleadup SOA23 We’relookingforwardtowelcoming moredelegatesthanevertoLiverpoolnext year

Actionplan

Improvethedelegateexperiencebyanew modelofcollaborationbetweenSocietystaff andtheprofessionalconferenceorganiser.

We received a great deal of positive feedback from delegates, speakers, industry exhibitors, and providers. In the second half of this year we have begun preparations for bringing delivery of our Congress in-house This has requiredagreaterdegreeofinvolvementfrom our Senior Management Team and close collaboration with our professional conference organiser as we begin this handover and transition

Actionplan

Revisetheticketpricingstructureand financialmodelforSOAmaintainingvalue formoneywhilstprovidingequality,diversity andinclusionalongsidelongtermfinancial sustainability

Thisyear’sStateoftheArtCongresssawour staffteamtakegreaterresponsibilityforthe organisationoftheeventandworkmore closelywithourprofessionalconference organisertodeliverit.Theteamcollaborated well,andwewereabletotreattheeventasa learningopportunityinadvanceoftakingfull responsibilityforthedeliveryofSOAnextyear.

AswebringdeliveryofourannualCongress in-house,wehavebegunreviewingand revising,wherenecessary,manyelements oftheevent Thishasincludedourpricing structureandfinancialmodel.Thisworkwill beongoingin2024,aswesetambitious goalsandworktomaintainvalueformoney forallourmulti-professionaldelegates

Actionplan

Developabusinesscaseandstaffing structuretosetoutphase2ofthe transitionplantodeliverSOAbyaninhouseEventsteamonanotforlossbasis

OurAchievementsandImpact

The process of bringing the delivery of SOA in-house began with welcoming our Head of Events last year. This appointment has been followed this year with the solidifying of our Events team, and the recruitment in the Autumn of our Sponsorship Manager These developments have allowed us to draw on staff resources dedicated to the deliveryoftheevent,andleverageexpertise in areas which were previously led by our professionalconferenceorganiser.Wehave also established a cross- functional project boardfocusedonthedeliveryofnextyear’s Congress This board Is co-chaired by our Chief Executive and SOA Strategic Director and includes SOA Programme Director, Senior Management Team, and other key membersofstaff Ourtransitiontoin-house event delivery will complete with the conclusionofStateoftheArt2024.

Actionplan

Improveourvirtualpackagestoattractand enableincreasedglobalattendanceyearon-year

OurAchievementsandImpact

Like2022ourCongressthisyearwasoffered asahybridevent,allowingregistrantsfrom allovertheworldtojoin usforvirtualattendance.Ourdedicated SOA23appandonlineplatformallowed forasmoothdeliveryforvirtualdelegates Italsoprovidedtheabilityforinperson delegatestojoinvirtuallyinstead,and forallattendeestocatchuponsessions ondemand Thisallowedustopromote agreaterlevelofflexibilityforeveryone wishingtoattend,regardlessoflocation. Thisyearwewelcomed186virtual delegatestoSOA

Actionplan

DeveloparollingfiveyearplanforSOA venuesbookedinadvancetoensure maximumvalueformoney

OurAchievementsandImpact

WehavenowsecuredavenueforSOA24 inJunenextyear,theACCLiverpool,and willbereturningtothevenueofthisyear’s Congress,theICCBirmingham,forSOA25 andSOA26

InYourSociety-OurStrategy2023-2027

Thisyearwe welcomed186 virtualdelegates toSOA

CriticalEnablers

Tosupportthedeliveryofourstrategywe haveidentifiedcross-cuttingactionwehave totakeforourmembersandwidersociety

Equality,DiversityandInclusion

We enshrined our commitment to equality, diversity and inclusion, and to providing a voice and support for all our members. As reportedonpage17,inOctoberwereachedan important milestone in this work with the publication of our EDI report, Towards an Inclusive Future: A look inside our community. This report will form the basis of our EDI work over the next few years and will help us to ensure our efforts make a significant differencetotheworkinglivesofourmembers and the rest of our intensive care community The future of intensive care in the UK is bright, but if we accept our collective failings, really listen,andtakeresponsibilityforbeingbetter,it canbedazzling Thisreportwillhelpusalltodo justthat

Whilecompletingthisreportandpreparing itforreleasewasamajorfocusofourEDI workinggroupthisyear,wewerealsoableto undertakeotheractivities,suchaspodcasts forPrideMonthandBlackHistoryMonthand preparingasessionforourStateoftheArt Congressaboutdisabilitiesincriticalcare. Wewantedtoprovideaplatformduring thissessiontobothstaffandpatients,sowe assembledapanelwhichincludedadeaf patientandtheirlovedonewhosharedtheir experienceofadmissiontoICU Thesuccess ofthissessionhasfirmlyembeddedEDIasan annualsessionattheCongress,andweare alreadypreparingfor2024.

Environmental Sustainability

Oursustainabilityworkhasbeenapriorityfor theSocietyforanumberofyearsnow,but in2022weembeddeditasacriticalenabler intoYourSociety-OurStrategy2023-2027 toindicateourcommitmenttocontributing toanenvironmentallysustainablecritical care.Thisyearwehavetakenonanumberof excitingprojects,includingthemeasurement ofourcarbonfootprint

ThiscarbonfootprintreportcoveredJanuary toDecember2022andwasthefirstwe havedeliveredasweworktowardsour commitmenttoreduceourcarbonfootprint by50%by2030 Weplantomeasureour footprintannuallytohelpusidentifywhere wecanmakechangestoouractivities allowingustoreduceourcarbonemissions Wewerenotabletomeasurethefootprintof ourannualCongressforthesameyear,so ourfirstreportwillbeforourCongressin2024 andforreleasein2025

Aswellasmeasuringourcarbonfootprint,we alsoundertookanumberofotherprojects, mostnotablyourGlovesOffcampaign.We launchedthiscampaigninMaythisyearto coincidewithWorldHandHygieneDay We createdaseriesofposterswhichcouldbe downloadedforuseincriticalcareunits, outliningoccasionswhereitisnotnecessary forstafftoweardisposablegloves Our goalwastoencourageourcommunityto thinkmorecriticallyaboutwhethergloves werealwaysneededandtochangetheir behaviourinrelationtodisposables The posterswereintroducedinunitsallover thecountryandprovedtobeanenormous success Weintendtobuildonthiscampaign withfurtherworkin2024 WealsoendorsedtheAustraliaandNew ZealandIntensiveCareSociety’s(ANZICS) BeginnersGuidetoSustainabilityinIntensive Care,andlatethisyearwebeganwork withthemtocollaborateonversion2ofthe document.Thisworkisintheearlystagesof development,withplansforcompletionand releaselatenextyear

Structure,Governance andManagement

Trustees,SeniorManagement andAdvisors

Patron

HRH,PrincessAnne

ChairofTrusteesandPresident

SteveMathieu-President

TrusteesandCompany Directors

AndyBreen–HonorarySecretary (appointed4December2023)

DarrenFergus–LayTrustee(appointed14 May2024)

HughMontgomery-CouncilMember Trustee

MartinCresswell-LayTrustee

PaulDean-HonoraryTreasurer

ShondiponLaha–PresidentElect

SarahAnderson-LayTrustee

StephenPosey-LayTrustee(retired4 December2023)

StephenWebb–ImmediatePastPresident (retired4December2023)

ChiefExecutive

SandyMather

SeniorManagementTeamfor theyearended31December 2023

AshaAbdillahi–HeadofStandardsand Policy

AlexDay-HeadofCommunications

SarahHall–HeadofFinance&Internal Operations

GabrielMouterde–HeadofLearning(left 21April2023)

ManiRai–HeadofEvents

MaryahTafri–HeadofCPD(appointed4 September2023)

ElectedCouncilandICS CompanyMembers

AoifeAbbey

NitinArora(retired4December2023)

SekinaBakare(appointed16January2024)

DanniBear

AndyBreen

SarahBurgess(maternityleavefrom5 February2024)

HannahConway

EleanorDamm(appointed16January2024)

PaulDean

SadieDiamond–Fox(resigned17January 2023)

MichelleHatch

RebekahHaylett

MichaelaJones

ShondiponLaha

SteveMathieu

ReenaMehta

AshleyMiller

SegunOlusanya

MarliesOstermann

ZudinPuthucheary

LouiseRose

FrancesTait(resigned4December2023)

StephenWebb(resigned4December2023)

JonnyWilkinson

ClareWindsor

DanMartin–EditorinChief,JICS

MarcusPeck–Co-ChairforFUSIC® (retired4December2023)

StephenWebb–ChairofFUSIC®Committee (appointed4December2023)

ParjamZolfaghari–SOAProgramme Director

Bankers

HSBC Bank Plc PO Box 6201

Coventry CV3 9HW

Auditors

MHACharteredAccountantsand StatutoryAuditor

Building4,FoundationPark RoxboroughWay Maidenhead SL63UD

Lawyers

BatesWells 10QueenStreetPlace London

EC4R1BE

KennedysLawLLP 20FenchurchSt

London

EC3M3BY

RegisteredAddress

TheIntensiveCareSociety 7-9BreamsBuildings,London,EC4A1DT

Telephone:+44(0)20772804350

Email:info@icsacuk

Website:www.ics.ac.uk

Companyregistrationno:02940178

Charityno:EnglandandWales1039236; ScotlandSC040052.

TrusteeBoard

OurTrusteeBoardcompriseseightmembers whomeetatleastfourtimesayearwhere theydiscussandmakedecisionsabout strategy,performanceandassurance Laytrusteesarerecruitedthroughopen competitionandappointedforathree-year termwhichcanbeextendedforafurther threeyearswithmutualconsentandCouncil approval TheCouncilmembertrustee isappointedfortwoyears.TheHonorary SecretaryandHonoraryTreasurertrustees areelectedbycouncilforaperiodofthree yearswhichcannotbeextendedwithouta break.However,theycanstandforelectionto otherHonoraryOfficerroleswhichtheyhave notpreviouslyheld ThePresidentandChair ofTrusteesisarolefortwoyearsandthey alsoholdtheroleofPresident-electtrustee foroneyearpriortothatandImmediate PastPresidenttrusteeforoneyearaftertheir presidentialterm OurlayTrusteesarerecruitedbasedon anassessmentoftheskillsgapswithinthe TrusteeBoard,andeachhaveauniqueskill setwhichenablestheSocietytooperate ahigh-qualitygovernancestructure.The layTrusteesarerecruitedthroughnational campaigns,withsuccessfulcandidates beingselectedthrougharigorousinterview process.

AllTrusteeshaveacomprehensive inductionwithourCEOandlegaladvisor toensuretheyfullyunderstandtheirroles andresponsibilitiesaswellastheSociety’s activitiesandculture.Trusteesareprovided withkeydocuments,includingtheArticles ofAssociation,AnnualAccounts,5-year Strategy,OIP,previousBoardMinutesand theCharityGovernanceCode,andCharity Commissionguides

Aspartofitsoverallinsurancepolicy,the SocietyhaspurchasedTrustee,Directorand Officersindemnityinsuranceprovidingcover upto£100,000inrespectofclaimsarising fromnegligence,errororomissioncommitted ingoodfaith.

ExecutiveCommittee

OurExecutiveCommitteecomprisesthe HonoraryOfficerswhoareelectedby theCouncilwhichitselfiselectedbythe membershipoftheSociety

• • President:SteveMathieu

ImmediatePastPresident:Stephen Webb

HonoraryTreasurer:ShondiponLaha

HonorarySecretary:PaulDean

KeyManagementPersonnel

Thekeymanagementpersonnelcomprise theExecutiveCommitteeandChiefExecutive Officer TheTrusteesdelegatetheday-to-day operationsoftheIntensiveCareSocietyto theChiefExecutive

ThepayandremunerationoftheChief ExecutiveOfficerisreviewedannuallyby theTrustees.Trusteesareabletoseek independentHRadvicetoassistwith benchmarkingpaywithinthesector TheChiefExecutiveOfficerissupportedby theSeniorManagementTeamwithexpertise incommunications,education,finance,HR, policyandstandards

TrusteesworkwiththeChiefExecutiveand SeniorManagementTeamtodevelopour long-termstrategicplansandsignoffonour yearlyOperationalImplementationPlan(OIP)

Staff

Ourstaffarevitaltothedeliveryand successofourorganisation,anditiswith theirdedication,passion,andexpertisethat wehavebeenabletocontinuesupporting theintensivecarecommunitythroughthe pandemic.

Staffarerecruitedfortheiralignmentwith theSociety’svaluesasmuchasfortheir competenceandcommitment.Ourteamare theessenceofourvaluesandhelpshapethe uniquecharacteroftheSociety

PublicBenefitStatement

InaccordancewiththeCharitiesAct2011,we confirmthattheactivitiesweundertaketo achieveourobjectivesareallcarriedoutfor thepublicbenefitasdescribedbytheCharity Commission Ourprimarybeneficiariesare intensivecareprofessionalsandpatients whoareexperiencingintensivecareandtheir lovedones Ourwiderbeneficiariesinclude thepublicandpolicymakersandother healthcareprofessionals.

TheSociety’sTrusteeshavedescribedinthis reportthecharitablepublicbenefitofour activities;theyregularlyreviewourprogress againstouraimsandobjectives.They confirmthattheyhavecompliedwiththe dutyinsection4oftheCharitiesAct2011to havedueregardtopublicbenefitguidance publishedbytheCharityCommission.

Fundraising

TheSocietyrecognisesitssupportersasan extensionoftheintensivecarecommunity OurSeniorManagementTeamand dedicatedFundraisingManagerworkclosely withorganisationslookingtosupportussoto provideawindowintoourcharitysotheycan understandourethosfromthestart. EverymemberoftheSociety’steamisgiven athoroughbriefingonourbeneficiariesand supporterswhentheystartbyourCEOand thenregularupdatesthereaftertoensure theyarealwaysatthecentreofeverything wedo

OurTrusteeshaveconsideredtheCharities (ProtectionandSocialInvestment)Act 2016sothatourfundraisingactivitiesarein compliance,arenotunreasonablypersistent anddonotapplyunduepressure,particularly tovulnerablepeople,todonatetotheSociety. TheIntensiveCareSocietyisregisteredwith theFundraisingRegulatorandiscommitted tomeetingthestandardsassetoutinthe CodeofFundraisingPractice: www.fundraisingregulator.org.uk/code. TheCharityreceivednofundraising complaintsin2023

StrategicPartners

Weareworkinginpartnershipwith likemindedorganisationsthatareinthebest interestsofourbeneficiariesandthatmeet ourcharitableobjectsandstrategicvision TheTrusteeshavedueregardtoCharity Commissionguidanceoncollaborationand considerallpartnershipsasopportunities tofulfilourcharitableobjectivesanddeliver increasedpublicbenefit

• AssociationofAnaesthetists (Association)

AssociationofCardiothoracic AnaesthesiaandCriticalCare (ACACC)

AssociationofChartered PhysiotherapistsinRespiratoryCare (ACPRC)

BritishDieteticAssociation,Critical CareSpecialistGroup(BDA) CriticalCareMedicalNetworkLeads (CC3N)

FacultyofIntensiveCareMedicine (FICM)

IntensiveCareNationalAudit& ResearchCentre(ICNARC)

NationalCriticalCareNetwork–DirectorsGroup NationalCriticalCareNetworkMedicalLeadsGroup NetworkforImprovingCriticalCare SystemandTraining(NICST)

NHSEngland(NHSE)

NHSImprovement(NHSI)

NHSElect

NorthernIrelandIntensiveCare Society(NIICS)

PaediatricCriticalCareSociety(PCCS)

PsychologistsinCriticalCare-UK (PINC-UK)

RoyalCollegeofOccupational Therapists-CriticalCareSpecial InterestGroup(RCOT)

RoyalCollegeofSpeechand LanguageTherapists-CriticalCare SpecialInterestGroup(SLT)

ScottishIntensiveCareSociety(SICS)

SocietyofCriticalCareTechnologists (SCCT)

UKClinicalPharmacyAssociation (UKCPA)

UKCriticalCareNursingAlliance (UKCCNA)

UKCriticalCareResearchGroup (UKCCRG)

WelshIntensiveCareSociety(WICS)

The Society’s activities produced a surplus, before investment gains of £66,961 (2022: £107,409). The overall surplus after accounting for changes in the value of investments was £74,279 (2022: £88,763)

The total funds for the Society amounted to £1,429,306 (2022: £1,355,027) comprising general unrestricted reserves of £1,400,397 (2022: £1,289,118), designated funds of £25,000 (2022: £65,000) and restricted reserves of £3,909 (2022: £3,909). The value of the investments at the market prices on 31 December 2023 resulted in an upward revaluation in the value of investments to £511,579(2022:£494,766)Theseinvestments representfundsheldforthedevelopmentof the Society’s activities in the medium to longtermandhavegeneratedincomeover theyear.

(2022:£246,233)andsponsorshipand exhibitionrevenueof£373,196(2022: £228,432).

2023alsosawareturntoafullyear’s programmeofonedaystudydays andthecontinuedgrowthofFUSIC® accreditationresultinginincomefor thelearningdivisionof£345,632(2022: £313,114)

Expenditure

Overallexpenditureincreasedin2023to £2,003,321(2022:£1,784,369),reflectingthe growthincharitableactivitiesundertaken in2023.

TheSocietyhasalsoincreasedstaffing levelstodelivercharitableactivitiesand servicestomembersandsupportthe functionsoftheSociety,reducingthe relianceonexternalthirdparties. Remunerationpolicyisbasedinoffering amarketlevelemploymentpackage, includingpension,benchmarkedagainst salariesforcentralLondoncharity employeeswiththeskillsrequiredbythe Society Thesearereviewedannually andapprovedbytheTrustees,after adjustmentforinflation.

Staffingandadministrationcostsare allocatedacrossthestrategicactivity streamstoreflecttheproportionoftime andcostincurred.Thisisreassessed eachyearinlinewithactualactivities andusage Governancecostsare directlyallocatedorapportionedonan assessmentbasis.

TheSocietycontinuestobenefitfrom diversityofincomesourcesandoperating incomegrewto£2,070,282(2022:1,891,778)

Membershipnumbersgrewto3,708atthe endof2023(2022:3,318)withanincrease inmembershipincometo£729,896(2022: £684,673).Thisincludedafullyearofthe SocietyofferingAssociatemembershipsfor thosenotdirectlyworkinginICU

TheStateoftheArtConferencewasheldin Birminghamin2023andattracted993inpersondelegatesand186virtualdelegates Overalldelegateincomegrewto£364,536

TheSocietyhasadoptedapricingmodel acrossallitscharitableactivitiesthatis fairtomembersandthatensuresthatwe workona“notforloss”basis.Thisallows ouractivitiestobepricedinawaythat makesafaircontributionbacktothe charitybyfundingalldirectandindirect fixedandvariablecostsassociatedwith them Anysurplusesgeneratedareused tofurthertheSociety’sobjectivesand charitableactivitiesineducationaland supportactivities.

InvestmentPowersandPolicy

Under its Memorandum of Association, the Society has the power to invest without restriction. The Society has adopted an ethical investment policy reflecting its position as a medical charity The Society has set risk objectives, together with guidelines on diversification of the portfolio. Periodic reviews are undertaken with the investmentmanager,whilstcouncilregularly reviews cash and investment balances The investment strategy is reviewed formally, at least annually The Investment Committee has agreed that as part of its governance the Society should undertake a review of its fundmanagerseverythreetofiveyears.

ReservesPolicy

GeneralreservesaredefinedasthepartoftheSociety’sfundsthatarefreelyavailableto funditsgeneraloperationsandsonotsubjecttocommitments,plannedexpenditureorother restrictions.Consequently,generalreservesdonotincluderestrictedordesignatedfunds. Generalreservesareheldinacombinationofcashandreadilyrealisableinvestments.

TheTrusteesrecognisetheneedtoholdreservestoenablefinancialstabilityandensure adequateworkingcapitalavailability Inarrivingattheappropriatelevelofreserves,the Trusteeshaveconsideredthefollowing:

•

•

• • ThefinancialrisksfacingtheSociety,includingtheannualSOAcongress Likelyfutureexpenditure

Pastoperationalandothertrends,and Liabilitiesarisingfromanunforeseeneventleadingtounplannedclosure

TheTrusteesconsiderreservesarerequiredtofund:

• CostofsustainingtheoperationsoftheSociety:thefullyearcostofrunningtheSociety iscirca£231millionandthereforetheamountheldshouldequal£580,000representing threemonths’operatingexpenditure,

•

EstimatedrisksofunplannedlossontheannualSOAconferenceeventincluding unavoidablecostsintheeventofunplannedcurtailmentorcancellationandare estimatedat£250,000,and

Estimatedrisksofunplannedclosureincludingthecostsofunavoidablefuture commitmentstheSocietywouldberequiredtopay,suchasanyleaseobligationsof £40,000

• ThepolicythereforerequirestheSocietytomaintaingeneralreservesof£850,000tocoverthe aboverisksonthebasisitisunlikelyallthreerequirementswouldoccursimultaneously TheTrusteesalsoacknowledgethattheremaybeaneedfromtimetotimetoensurethat reservesalsocoverothersignificantliabilitiesnotalreadyreflectedinthereservecalculations thatcouldplaceamaterialclaimonreserves

Thecurrentlevelofreservesis£1,405,397,whichisabovetherequiredlevel Thelevelofreserves iscontinuallymonitoredbytheTrusteesandthepolicywillbereviewedannually

RiskManagement

TheExecutiveCommittee,CEOandSeniorManagementTeam,reviewthestrategicriskstothe SocietyregularlyandtheTrusteeBoardreviewsthemateachoftheirmeetings Allriskshavea riskownerandmitigatingactionsinplacewhichbringsdowntheriskratingofallriskstosome exposurebutmanageable TheExecutiveidentifiedthefollowingtopthreestrategicrisks:

• TherisktoourannualStateoftheArtCongressandexcessivefinanciallossesduetostrike action,lowNHSworkforcenumbersleadingtoalackofdelegatesandhighcostsimpacting ontheabilitytoreturnasurpluscausethistobethelargestfinancialrisktotheSociety.A newHeadofEventsandnewProgrammeDirectorhavebeenappointedtoworkwiththe HeadofCommunicationstodeliverprogrammeformarketingpurposes TheTrusteeshave takenthedecisiontobringtheCongressin-housetomitigatethecostsassociatedandbuild closerrelationshipswithoursponsorsandexhibitors.Delegatenumbersandtargetsare reviewedweeklyanddetailedfinancialreviewsareprepared,thetransitiontoin-housewill improvetheabilityforforecastcostsonaregularbasis

Therisktomembershipincomeduetolowretentionratesandnotattractingnewmembers. Ourfive-yearstrategyputsthemulti-professionalcriticalcarecommunityattheheartof allthattheSocietydoes NewProfessionalAdvisoryGroupsforeachmembershipsegment andnewArticlesapprovedbyCouncilin2021toenabledemocraticlegitimacybyincreasing councilsizetoincludethePAGchairs(andtheDeputyChairforlargerPAGs).Strategic partnersonCouncilprovidebroaderprofessionaladviceandstrategicsupportforICS.Our newCRMandCMSimprovesmembershipexperienceduringrenewalsandapplicationsand whenapplyingforcoursesorFUSIC®whichretainsexistingmembersandenablessmooth recruitmentofnewmembers.

UKCOVID19inquiry.ThereisafinancialrisktotheSocietyarisingfromtheinquiryasitisnot possibletoaccuratelyestimatethefundsneededtopayforlegalcostsforthenecessary experttimeandadvicetopreparetherequiredwitnessstatementandprovideongoing supportuntilourinputisnolongerrequired.Awitnessstatementwassubmittedtothe inquiryteam26March2024.Ithasbeenacceptedbytheteamandtheywilldecidewhento publishitontheirwebsite Legalcostshavebreachedthecapof£40,000Trusteesoriginally designatedforlegaladviceforthewrittenevidencephase

StatementofTrustees’ Responsibilities

FortheYearEnded31December2023

TheTrustees(whoarealsotheDirectorsoftheSocietyforthepurposesofcompanylaw)are responsibleforpreparingtheTrustees’Reportandthefinancialstatementsinaccordancewith applicablelawandUnitedKingdomAccountingStandards(UnitedKingdomGenerallyAccepted AccountingPractice).

CompanylawrequirestheTrusteestopreparefinancialstatementsforeachfinancialyear. Undercompanylaw,theTrusteesmustnotapprovethefinancialstatementsunlessthey aresatisfiedthattheygiveatrueandfairviewofthestateofaffairsoftheSocietyandofits incomingresourcesandapplicationofresources,includingitsincomeandexpenditure,forthat period Inpreparingthesefinancialstatements,theTrusteesarerequiredto:

•

• • • Selectsuitableaccountingpoliciesandthenapplythemconsistently ObservethemethodsandprinciplesoftheCharitiesSORP(FRS102) Makejudgementsandaccountingestimatesthatarereasonableandprudent StatewhetherapplicableUKAccountingStandards(FRS102)havebeenfollowed,subject toanymaterialdeparturesdisclosedandexplainedinthefinancialstatements Preparethefinancialstatementsonthegoingconcernbasisunlessitisinappropriateto presumethattheSocietywillcontinueinbusiness

• TheTrusteesareresponsibleforkeepingadequateaccountingrecordsthatdisclosewith reasonableaccuracyatanytimethefinancialpositionoftheSocietyandenablethemto ensurethatthefinancialstatementscomplywiththeCompaniesAct2006,theCharitiesand TrusteeInvestment(Scotland)Act2005andtheCharitiesAccounts(Scotland)Regulations2006 (asamended).

TheyarealsoresponsibleforsafeguardingtheassetsoftheSocietyandhencefortaking reasonablestepsforthepreventionanddetectionoffraudandotherirregularities. InsofarastheTrusteesareaware:

• • ThereisnorelevantauditinformationofwhichtheSociety’sauditorisunaware;and TheTrusteeshavetakenallstepsthattheyoughttohavetakentomakethemselves awareofanyrelevantauditinformationandtoestablishthattheauditorisawareofthat information

ApprovedbyorderoftheMembersoftheBoardofTrusteesandsignedonitsbehalfby:

DrPaulDean HonoraryTreasurer Date

17 September 2024

IndependentAuditors’ReporttotheMembersof TheIntensiveCareSociety

Opinion

WehaveauditedthefinancialstatementsofTheIntensiveCareSociety(the‘Society’)for theyearended31December2023whichcomprisetheStatementofFinancialActivities (incorporatingIncomeandExpenditureAccount),theBalanceSheet,theStatementofCash Flowsandnotestothefinancialstatements,includingasummaryofsignificantaccounting policies Thefinancialreportingframeworkthathasbeenappliedintheirpreparationis applicablelawandUnitedKingdomAccountingStandards,includingFinancialReporting Standard102TheFinancialReportingStandardapplicableintheUKandRepublicofIreland (UnitedKingdomGenerallyAcceptedAccountingPractice)andtheCharitiesSORP2019.

Inouropinionthefinancialstatements:

• giveatrueandfairviewofthestateoftheSociety’saffairsasat31December2023, andofitsincomingresourcesandapplicationofresources,includingitsincomeand expenditure,fortheyearthenended;

havebeenproperlypreparedinaccordancewithUnitedKingdomGenerallyAccepted AccountingPractice;and havebeenpreparedinaccordancewiththerequirementsoftheCompaniesAct, CharitiesAct2011,theCharitiesandTrusteeInvestment(Scotland)Act2005and regulation8oftheCharitiesAccounts(Scotland)Regulations2006

Basisforopinion

WeconductedourauditinaccordancewithInternationalStandardsonAuditing(UK)(ISAs (UK))andapplicablelaw.Ourresponsibilitiesunderthosestandardsarefurtherdescribedinthe Auditor’sResponsibilitiesfortheauditofthefinancialstatementssectionofourreport Weareindependentofthecharitablecompanyinaccordancewiththeethicalrequirements thatarerelevanttoourauditofthefinancialstatementsintheUnitedKingdom,including theFinancialReportingCouncil’sEthicalStandard,andwehavefulfilledourotherethical responsibilitiesinaccordancewiththeserequirements Webelievethattheauditevidencewe haveobtainedissufficientandappropriatetoprovideabasisforouropinion

Conclusionsrelatingtogoingconcern

Inauditingthefinancialstatements,wehaveconcludedthattheTrustees’useofthegoing concernbasisofaccountinginthepreparationofthefinancialstatementsisappropriate Our evaluationoftheTrustees’assessmentoftheentity’sabilitytocontinuetoadoptthegoing concernbasisofaccountingincludedcriticalreviewsofbudgetsandforecastsprovided. Basedontheworkwehaveperformed,wehavenotidentifiedanymaterialuncertainties relatingtoeventsorconditionsthat,individuallyorcollectively,maycastsignificantdoubton thecharitablecompany’sabilitytocontinueasagoingconcernforaperiodofatleasttwelve monthsfromwhenthefinancialstatementsareauthorisedforissue. OurresponsibilitiesandtheresponsibilitiesoftheTrusteeswithrespecttogoingconcernare describedintherelevantsectionsofthisreport

Otherinformation

TheTrusteesareresponsiblefortheotherinformation Theotherinformationcomprisesthe informationincludedintheannualreport,otherthanthefinancialstatementsandourauditor’s reportthereon.Ouropiniononthefinancialstatementsdoesnotcovertheotherinformation and,excepttotheextentotherwiseexplicitlystatedinourreport,wedonotexpressanyformof assuranceconclusionthereon

Inconnectionwithourauditofthefinancialstatements,ourresponsibilityistoreadtheother informationand,indoingso,considerwhethertheotherinformationismateriallyinconsistent withthefinancialstatementsorourknowledgeobtainedintheauditorotherwiseappears tobemateriallymisstated Ifweidentifysuchmaterialinconsistenciesorapparentmaterial misstatements,wearerequiredtodeterminewhetherthisgivesrisetoamaterialmisstatement inthefinancialstatementsthemselves.If,basedontheworkwehaveperformed,weconclude thatthereisamaterialmisstatementofthisotherinformation,wearerequiredtoreportthat fact

Wehavenothingtoreportinthisregard.

OpinionsonothermattersprescribedbytheCompaniesAct2006

Inouropinion,basedontheworkundertakeninthecourseoftheaudit:

•

• theinformationgivenintheTrustees’report(incorporatingtheDirectors’report)forthe financialyearforwhichthefinancialstatementsarepreparedisconsistentwiththe financialstatements;and theDirectors’reporthasbeenpreparedinaccordancewithapplicablelegal requirements

Mattersonwhichwearerequiredtoreportbyexception

Inthelightofourknowledgeandunderstandingofthecharitablecompanyanditsenvironment obtainedinthecourseoftheaudit,wehavenotidentifiedmaterialmisstatementsinthe Trustees’Report.

WehavenothingtoreportinrespectofthefollowingmattersinrelationtowhichtheCompanies Act2006andtheCharitiesAccounts(Scotland)Regulations2006(asamended)requiresusto reporttoyouif,inouropinion:

•

•

•

•

• adequateaccountingrecordshavenotbeenkept,orreturnsadequateforouraudit havenotbeenreceivedfrombranchesnotvisitedbyus;or thefinancialstatementsarenotinagreementwiththeaccountingrecordsandreturns; or certaindisclosuresofTrustees’remunerationspecifiedbylawarenotmade;or wehavenotreceivedalltheinformationandexplanationswerequireforouraudit;or theTrusteeswerenotentitledtopreparethefinancialstatementsinaccordancewiththe smallcompanies’regimeandtakeadvantageofthesmallcompanies’exemptionsin preparingtheDirectors’reportandfromtherequirementtoprepareastrategicreport.

ResponsibilitiesofTrustees

AsexplainedmorefullyintheStatementofTrustees’Responsibilities,theTrustees(whoarealso theDirectorsofthecharitablecompanyforthepurposesofcompanylaw)areresponsibleforthe preparationofthefinancialstatementsandforbeingsatisfiedthattheygiveatrueandfairview, andforsuchinternalcontrolastheTrusteesdetermineisnecessarytoenablethepreparationof financialstatementsthatarefreefrommaterialmisstatement,whetherduetofraudorerror Inpreparingthefinancialstatements,theTrusteesareresponsibleforassessingthecharitable company’sabilitytocontinueasagoingconcern,disclosing,asapplicable,mattersrelatedto goingconcernandusingthegoingconcernbasisofaccountingunlesstheTrusteeseitherintend toliquidatethecharitablecompanyortoceaseoperations,orhavenorealisticalternativebutto doso.

Auditor’sresponsibilitiesfortheauditofthefinancialstatements

Wehavebeenappointedasauditorundersection44(1)(c)oftheCharitiesandTrustee Investment(Scotland)Act2005andundertheCompaniesAct2006andreportinaccordance withtheActandrelevantregulationsmadeorhavingeffectthereunder.

Ourobjectivesaretoobtainreasonableassuranceaboutwhetherthefinancialstatementsas awholearefreefrommaterialmisstatement,whetherduetofraudorerror,andtoissuean auditor’sreportthatincludesouropinion Reasonableassuranceisahighlevelofassurance, butisnotaguaranteethatanauditconductedinaccordancewithISAs(UK)willalwaysdetect amaterialmisstatementwhenitexists.Misstatementscanarisefromfraudorerrorandare consideredmaterialif,individuallyorintheaggregate,theycouldreasonablybeexpectedto influencetheeconomicdecisionsofuserstakenonthebasisofthesefinancialstatements

Irregularities,includingfraud,areinstancesofnon-compliancewithlawsandregulations. Wedesignproceduresinlinewithourresponsibilities,outlinedabove,todetectmaterial misstatementsinrespectofirregularities,includingfraud.Thespecificproceduresforthis engagementandtheextenttowhichthesearecapableofdetectingirregularities,includingfraud isdetailedbelow:

• Obtaininganunderstandingofthelegalandregulatoryframeworksthattheentity operatesin,focusingonthoselawsandregulationsthathadadirecteffectonthe financialstatements;

• •

Enquiryofmanagementandthosechargedwithgovernancetoidentifyanyinstancesof knownorsuspectedinstancesoffraud;

Enquiryofmanagementandthosechargedwithgovernancearoundactualandpotential litigationandclaims;

Enquiryofmanagementaboutanyinstancesofnon-compliancewithlawsand regulations;

Reviewingthecontrolsystemsinplaceandtestingtheeffectivenessofthecontrols; Performingauditworkovertheriskofmanagementoverrideofcontrols,includingtesting ofjournalentriesandotheradjustmentsforappropriateness;

Evaluatingthebusinessrationaleofsignificanttransactionsoutsidethenormalcourseof business;

Reviewingminutesofmeetingsofthosechargedwithgovernance;

Reviewingfinancialstatementdisclosuresandtestingtosupportingdocumentationto assesscompliancewithapplicablelawsandregulations.

Afurtherdescriptionofourresponsibilitiesfortheauditofthefinancialstatementsislocated ontheFinancialReportingCouncil’swebsiteat:https://www.frc.org.uk/Our-Work/Audit/ Audit-and-assurance/Standards-and-guidance/Standards-and-guidance-for-auditors/ Auditors-responsibilities-for-audit/Description-of-auditors-responsibilities-for-auditaspx This descriptionformspartofourauditor’sreport

Useofthisreport

Thisreportismadesolelytothecharitablecompany’smembers,asabody,inaccordance withChapter3ofPart16oftheCompaniesAct2006,andtothecharitablecompany’strustees, asabody,inaccordancewithregulation10oftheCharitiesAccounts(Scotland)Regulations 2006 Ourauditworkhasbeenundertakensothatwemightstatetothecharitablecompany’s membersthosematterswearerequiredtostatetotheminanauditor’sreportandfornoother purpose.Tothefullestextentpermittedbylaw,wedonotacceptorassumeresponsibilityto anyoneotherthanthecharitablecompanyandthecharitablecompany’smembersasabody, forourauditwork,forthisreport,orfortheopinionswehaveformed Becauseoftheinherentlimitationsofanaudit,thereisariskthatwewillnotdetectall irregularities,includingthoseleadingtoamaterialmisstatementinthefinancialstatements ornon-compliancewithregulation Thisriskincreasesthemorethatcompliancewithalawor regulationisremovedfromtheeventsandtransactionsreflectedinthefinancialstatements,as wewillbelesslikelytobecomeawareofinstancesofnon-compliance.Theriskisalsogreater regardingirregularitiesoccurringduetofraudratherthanerror,asfraudinvolvesintentional concealment,forgery,collusion,omissionormisrepresentation

CarinaRalfsPhDMSci(Hons)FCA(SeniorStatutoryAuditor) forandonbehalfofMHA,StatutoryAuditor Maidenhead,UnitedKingdom

Date:

MHAisthetradingnameofMacIntyreHudsonLLP,alimitedliabilitypartnershipinEnglandand Wales(registerednumberOC312313)

StatementofFinancialActivities (incorporatingincomeandexpenditureaccount) FortheYearEnded31December2023

Income from:

Donations and subscriptions

Charitable activities

Other trading activities

Investments

Total income

Expenditure on:

Raising funds

Charitable activities

Total expenditure

Net gains/(losses) on investments

Net surplus for the year

Reconciliation of funds:

Total funds brought forward

Net movement surplus for the year Total funds carried forward 803,190 820,438 377,421 31,033 2,032,082

803,190 858,638 377,421 31,033 2,070,282 61,100 1,942,221 2,003,321 7,318 74,279 1,355,027 74,279 1,429,306 Total funds

879,305 761,569 242,479 8,425 1,891,778 1,266,264 88,763 1,355,027 Total funds 2022 £ 59,197 1,725,172 1,784,369 (18,646) 88,763

TheStatementofFinancialActivitiesincludesallgainsandlossesrecognisedintheyear. Thenotesonpages53to64formpartofthesefinancialstatements. Allincomeandexpenditurederivefromcontinuingactivities

REGISTEREDNUMBER:02940178

Fixed assets

Tangible assets

Investments

Total fixed assets

Current assets

Debtors

Cash and cash equivalents

Total current assets

Creditors: amounts falling due within one year

Net current assets

Total net assets

Charity funds Restricted funds

Total funds

(305,730)

288,390 927,945 1,216,335 (424,945) 1,351,118 1,355,027 791,390 1,355,027 3,909 68,871 494,766 563,637 2022 £

TheTrusteesacknowledgetheirresponsibilitiesforcomplyingwiththerequirementsoftheAct withrespecttoaccountingrecordsandpreparationoffinancialstatements.

Thefinancialstatementshavebeenpreparedinaccordancewiththeprovisionsapplicableto entitiessubjecttothesmallcompaniesregime

ThefinancialstatementswereapprovedandauthorisedforissuebytheTrusteesandsigned ontheirbehalfby:

DrPaulDean,HonoraryTreasurer

Date 17 September 2024

Thenotesonpages53to64formpartofthesefinancialstatements

FortheYearEnded31December2023

Cash flows from operating activities

Net surplus for the year Tax charge

Cash from operating activities

Adjustments for:

Depreciation charges (Gains)/losses on investments

Investment income (Increase)/decrease in debtors

Increase/(decrease) in creditors

Net cash generated by operating activities

Cash flows from investing activities

Purchase of fixed assets

Net cash provided by investing activities

Change in cash and cash equivalents in the year

Cash and cash equivalents at the beginning of the year

Cash and cash equivalents at the end of the year 2023 £ 74,27974,279 18,026 (7,318) (31,033) 97,474 (119,215) (42,066) (24,945) 31,033 39,775 (55,790) 6,500 (3,427) 28,786 927,945 956,731

Investment income Proceeds from sale of investments Purchase of investments Movements in cash account 2022 £ 88,76388,763 3,788 18,646 (8,425) (154,850) 163,268 22,427 (70,268) 8,425 192,270 (534,173) 36,229 (367,517) (256,327) 1,184,272 927,945

Thenotesonpages53to64formpartofthesefinancialstatements

AccountingPolicies

Legalstatus

TheSocietyisacompanylimitedbyguaranteeandisregisteredwiththeCharityCommission inEnglandandWales(CharityRegistrationNumber1039236)andScotland(CharityRegistration NumberSC040052)andtheRegistrarofCompanies(CompanyRegistrationNumber02940178) inEnglandandWales.

TheSocietyisgovernedbyaTrusteeBoardandanadvisorycouncilcomprisingICScompany members TrusteeBoardcomprisesHonOfficerselectedbyCouncil,CouncilMemberTrustee andthreeLayTrustees IntheeventoftheSocietybeingwoundup,theliabilityinrespectofthe guaranteeislimitedto£1permemberoftheCouncil

TheaddressoftheregisteredofficeisgivenintheSocietyinformationonpage38onthese financialstatements ThenatureoftheSociety’soperationsandprincipalactivitiesarelistedin theTrusteesReport.

Basisofpreparationoffinancialstatements

ThefinancialstatementshavebeenpreparedinaccordancewiththeCharitiesSORP(FRS 102)AccountingandReportingbyCharities:StatementofRecommendedPracticeapplicable tocharitiespreparingtheiraccountsinaccordancewiththeFinancialReportingStandard applicableintheUKandRepublicofIreland(FRS102),theFinancialReportingStandard applicableintheUKandRepublicofIreland(FRS102),theCharitiesandTrusteeInvestment (Scotland)Act2005,theCharitiesAccounts(Scotland)Regulations2006andtheCompanies Act2006.

Thefinancialstatementshavebeenpreparedonthehistoricalcostbasisofaccountingandon thegoingconcernbasis.

Judgementsandkeysourcesofestimationuncertaintyaresetoutwithinnoten)ofthe AccountingPolicies

TheIntensiveCareSocietymeetsthedefinitionofapublicbenefitentityunderFRS102 Assets andliabilitiesareinitiallyrecognisedathistoricalcostortransactionvalueunlessotherwise statedintherelevantaccountingpolicy

Preparationoftheaccountsonagoingconcernbasis

TheSociety’sfinancialactivities,itscurrentfinancialpositionandfactorslikelytoaffectitsfuture development,includingtheimpactofCOVID19aresetoutintheTrusteesAnnualReport Onthis basistheTrusteeshaveareasonableexpectationthattheSocietyhasadequateresourcesto continueinoperationalexistencefortheforeseeablefuture,beingaperiodofatleastoneyear fromthedateoftheapprovalofthesefinancialstatements Forthisreason,itcontinuestoadopt thegoingconcernbasisinthefinancialstatements

Thesignificantaccountingpoliciesappliedinthepreparationofthesefinancialstatements aresetoutbelow Thesepolicieshavebeenconsistentlyappliedtoallyearspresentedunless otherwisestated

a)Income

Income,excludingVAT,isrecognisedoncetheSocietyhasentitlementtotheincome,itis probablethattheincomewillbereceived,andtheamountofincomereceivablecanbe measuredreliably.

AccountingPolicies

GrantsareincludedintheStatementofFinancialActivitiesonareceivablebasis.Thebalance ofincomereceivedforspecificpurposesbutnotexpendedduringtheperiodisshowninthe relevantfundsontheBalanceSheet Whereincomeisreceivedinadvanceofentitlement ofreceipt,itsrecognitionisdeferredandincludedincreditorsasdeferredincome Where entitlementoccursbeforeincomeisreceived,theincomeisaccrued.

Onreceipt,donatedprofessionalservicesandfacilitiesarerecognisedonthebasisofthe valueofthegifttotheSocietywhichistheamountitwouldhavebeenwillingtopaytoobtain servicesorfacilitiesofequivalenteconomicbenefitontheopenmarket;acorresponding amountisthenrecognisedinexpenditureintheperiodofreceipt

Wherethedonatedgoodisafixedasset,itismeasuredatfairvalue,unlessitisimpractical tomeasurethisreliably,inwhichcasethecostoftheitemtothedonorshouldbeused The gainisrecognisedasincomefromdonationsandacorrespondingamountisincludedinthe appropriatefixedassetclassanddepreciatedovertheusefuleconomiclifeinaccordance withtheSociety’saccountingpolicies.

Otherincomeisrecognisedintheperiodinwhichitisreceivableandtotheextentthegoods havebeenprovidedoroncompletionoftheservice.

b)

Expenditure

Expenditureisrecognised,inclusiveofanyVATthatcannotberecovered,oncethereisalegal orconstructiveobligationtotransfereconomicbenefittoathirdparty,itisprobablethata transferofeconomicbenefitswillberequiredinsettlementandtheamountoftheobligation canbemeasuredreliably.Expenditureisclassifiedbyactivity,andthecostsofeachactivity aremadeupofthetotalofdirectcostsandsharedcosts,includingsupportcostsinvolvedin undertakingeachactivity Directcostsattributabletoasingleactivityareallocateddirectlyto thatactivity Sharedcostswhichcontributetomorethanoneactivityandsupportcostswhich arenotattributabletoasingleactivityareapportionedbetweenthoseactivitiesonabasis consistentwiththeuseofresources.Centralstaffcostsareallocatedonthebasisoftime spent,anddepreciationchargesallocatedontheportionoftheasset’suse

ExpenditureonraisingfundsincludesallexpenditureincurredbytheSocietytoraise fundsforitscharitablepurposesandincludescostsofallfundraisingactivitieseventsand noncharitabletrading.

Expenditureoncharitableactivitiesisincurredondirectlyundertakingtheactivitieswhich furthertheSociety’sobjectives,aswellasanyassociatedsupportcosts

Grantspayablearechargedintheyearwhentheofferismadeexceptinthosecaseswhere theofferisconditional,suchgrantsbeingrecognisedasexpenditurewhentheconditions attachingarefulfilled Grantsofferedsubjecttoconditionswhichhavenotbeenmetatthe yearendarenotedasacommitment,butnotaccruedasexpenditure.

c) Interestreceivable

Interestonfundsheldondepositisincludedwhenreceivableandtheamountcanbe measuredreliablybytheSociety;thisisnormallyuponnotificationoftheinterestpaidor payablebytheinstitutionwithwhomthefundsaredeposited.

d) Taxation

Taxationexpensefortheyearcomprisescurrenttaxrecognisedinthereportingperiodandis recognisedintheincomeandexpenditureaccount

Currenttaxistheamountofcorporationtaxpayableinrespectofthetaxableprofitarising fromnon-primarypurposetrading.Taxiscalculatedonthebasisoftaxratesandlawsthat havebeenenactedorsubstantivelyenactedbythebalancesheetdate.

AccountingPolicies

Tangiblefixedassetsanddepreciation

Tangiblefixedassetscosting£1,000ormorearecapitalisedandrecognisedwhenfuture economicbenefitsareprobable,andthecostorvalueoftheassetcanbemeasured reliably

Tangiblefixedassetsareinitiallyrecognisedatcost.Afterrecognition,underthecost model,tangiblefixedassetsaremeasuredatcostlessaccumulateddepreciationandany accumulatedimpairmentlosses Allcostsincurredtobringatangiblefixedassetintoits intendedworkingconditionareincludedinthemeasurementofcost.

Depreciationischargedsoastoallocatethecostoftangiblefixedassetslesstheirresidual valueovertheirestimatedusefullives,usingthestraightlinemethod.

Depreciationisprovidedonthefollowingbasis:

Officeequipment

Computerequipment

Database

Investments

20%to33%straightline

33%straightline

20%straightline

Fixedassetinvestmentsareaformoffinancialinstrumentandareinitiallyrecognisedat theirtransactioncostandsubsequentlyvaluedatmarketvalueatthebalancesheetdate, unlessthevaluecannotbemeasuredreliablyinwhichcaseitismeasuredatcostless impairment.Investmentgainsandlosses,whetherrealisedorunrealised,arecombinedand presentedas‘gains/(losses)oninvestments’intheStatementofFinancialActivities

Debtors

Tradeandotherdebtorsarerecognisedatthesettlementamountafteranytradediscount offered.Prepaymentsarevaluedattheamountprepaidnetofanytradediscountsdue.

Cashatbankandinhand

Cashatbankandinhandincludescashandshorttermhighlyliquidinvestmentswitha shortmaturityofthreemonthsorlessfromthedateofacquisitionoropeningofthedeposit orsimilaraccount.

Liabilitiesandprovisions

LiabilitiesarerecognisedwhenthereisanobligationattheBalanceSheetdateasaresultof apastevent,itisprobablethatatransferofeconomicbenefitwillberequiredinsettlement, andtheamountofthesettlementcanbeestimatedreliably

LiabilitiesarerecognisedattheamountthattheSocietyanticipatesitwillpaytosettlethe debtortheamountithasreceivedasadvancedpaymentsforthegoodsorservicesitmust provide

Provisionsaremeasuredatthebestestimateoftheamountsrequiredtosettlethe obligation Wheretheeffectofthetimevalueofmoneyismaterial,theprovisionisbasedon thepresentvalueofthoseamounts,discountedatthepretaxdiscountratethatreflectsthe risksspecifictotheliability.TheunwindingofthediscountisrecognisedintheStatementof FinancialActivitiesasafinancecost.

AccountingPolicies

Financialinstruments

TheSocietyonlyhasfinancialassetsandfinancialliabilitiesofakindthatqualifyas basicfinancialinstrumentswhicharerecognisedattransactionvalueandsubsequently measuredattheirsettlementvalue.

Operatingleases

RentalspaidunderoperatingleasesarechargedtotheStatementofFinancialActivitieson astraightlinebasisovertheleaseterm.

Pensions

TheSocietyoperatesadefinedcontributionpensionschemeandthepensioncharge representstheamountspayablebytheSocietytothefundinrespectoftheyear.

Fundaccounting

Generalfundsareunrestrictedfundswhichareavailableforuseatthediscretionofthe TrusteesinfurtheranceofthegeneralobjectivesoftheSocietyandwhichhavenotbeen designatedforotherpurposes

DesignatedfundscompriseunrestrictedfundsthathavebeensetasidebytheTrusteesfor particularpurposes Theaimanduseofeachdesignatedfundissetoutinthenotestothe financialstatements

Restrictedfundsarefundswhicharetobeusedinaccordancewithspecificrestrictions imposedbydonorsorwhichhavebeenraisedbytheSocietyforparticularpurposes The costsofraisingandadministeringsuchfundsarechargedagainstthespecificfund.The aimanduseofeachrestrictedfundissetoutinthenotestothefinancialstatements. Investmentincome,gainsandlossesareallocatedtotheappropriatefund.

n)Terminationpayments

TerminationpaymentsareexpensedwhentheSocietycannolongerwithdrawtheofferof these payments

o)Criticalaccountingestimatesandareasofjudgement

In the application of the Society’s accounting policies, the trustees are required to make judgements,estimatesandassumptionsaboutthecarryingamountsofassetsandliabilities that are not readily apparent from other sources The estimates and judgements are continually evaluated and based on historical experience and other factors, including expectations of future events that are considered to be relevant and reasonable under the circumstances Actualresultsmaydifferfromtheseestimates Theestimatesandunderlyingassumptionsarereviewedonanongoingbasis Revisionof accountingestimatesarerecognisedintheperiodinwhichtheestimateisrevisedwhere therevisionaffectsonlythatperiod,orintheperiodoftherevisionandfutureperiodswhere therevisionaffectsbothcurrentandfutureperiods.

Therearenoestimatesandassumptionsthathaveasignificantriskofcausingamaterial adjustmenttothecarryingamountsofassetsandliabilitieswithinthenextfinancialyear

NotestotheFinancialStatements

5 Analysis of expenditure on raising funds

management fees

(Note 7)

Analysis of expenditure on charitable activities by fund

Expenditure is analysed between the divisions of activity which operationally deliver the Strategic Priorities as set out in our 5 year strategy and the Trustees Annual Report

Public Affairs Division comprises our external media, public communications and fundraising functions and also includes the Patients, Relatives and Public Advisory Group.

The Professional Affairs Division includes our Wellbeing activities and our eight advisory groups relevant to the professional activities of our members as well as our Legal and Ethical Advisory Group

The Learning Division includes our seminars and digital learning webinars and programmes and our FUSIC® accreditation schemes.

SOA includes the State of the Art Conference, this was previously included as part of the Learning Division but due to the strategic importance of the event is now reflected as its own strategic priority

The Standards Division includes the Society’s work in relation to setting and codifying professional standards and the wealth of guidance we provide to the community.

The Research Division is responsible for the strategic research representation and engagement we have across the UK and also oversees the research grants made by the Society and includes the research based peer review Journal of the Intensive Care Society.

Staff costs are attributed to each division by reference to the time taken by individual staff members to fairly reflect the appropriate cost.

The Intensive Care Society funded research and incurred management and other costs in developing the Society’s research activity. In 2023 the Society awarded 3 grants, details of these awards can be found in the Research section of the Trustees Annual Report.

Net income/(expenditure) for the year

This is stated after charging:

Staff costs

Wages and salaries

Social security costs

Pension costs

Termination payments

Termination payments were made to 1 (2022:nil) member of staff

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

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 in the following bands was:

- £70,000

- £90,000

The total amount of employee benefits received by Key Management Personnel, including Employers National Insurance contributions and employers pension contributions, is £91,233 (2022: £87,715) The Society considers its Key Management Personnel to be the Trustees and the Chief Executive.

11 Trustees’ remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2022: £nil) Expenses for travel totalling £3,369 were reimbursed to 8 Trustees (2022: £3,432 to 7 Trustees).

Trustee and Key Management Personnel transactions are detailed in Notes 10 and 11. Trustees also made donations of £210 (2022: £140). There were no other related party transactions during the period (2022: none)

13 Tangible fixed assets

Cost

At 1 January 2023

Additions Disposals

At 31 December 2023

Depreciation

At 1 January 2023

Charge for the year Disposals

At 31 December 2023 At 31 December 2022

14 Fixed asset investments Valuation 15,531 3,003

At 1 January 2023

At 31 December 2023 Comprising Net book value

At 31 December 2023

at cost Disposal proceeds Revaluations Movements in cash account UK listed equities and infrastructure funds UK bonds Overseas equities Overseas bonds Cash 5,083 16,69021,773 2,08 0 4,16 26,242 68,139 8,25576,394 2,271 13,86416,135 7,318 (6,500) 511,599

At 31 December 2023

2 24,94 598,167 4,351 18,02622,377 2022 £ 207,738 534,173 (192,270) (18,646) (36,229) 494,766

£

16,970

494,766

Creditors: Amounts falling due within one year

Deferred

At 1 January

Income deferred during the year Amounts released from previous periods At 31 December

Deferred income relates to subscriptions, seminars and grant funds paid for in advance of the next financial year

18 Statement of funds

Restricted funds

Bennett Fund

Gilead

Expenditure £

Restricted funds

Bennett Fund

CHSA Psychoeducation grant

CHSA Peer support grant

CHSA Leadership grant

Gilead

restricted funds

funds

(57,765) (35,867) (70,320) (34,176) (198,128)

1,262,3551,266,264 1,693,6501,891,778 (1,604,887)

The Bennett Fund was established to provide funding for the travel costs of eminent speakers to attend the Society’s State of the Art Scientific meeting and conduct a session with trainee intensivists

CHSA grants were awarded for three projects: Peer support to establish a national framework in 12 ICUs, Psychoeducation to produce an interactive web-based education programme to raise self-awareness, and improve self-care practices, and Leadership to develop and run a leadership course for 15 members. Gilead grant was awarded to provide 1:1 support for ICU staff dealing with the impact of the pandemic

Designated funds comprise funds ring-fenced to cover the Society’s costs should it be required to give evidence to the COVID-19 enquiry and funds to underwrite the continuation of the leadership course previously funded by the CHSA.

Unrestricted funds are general funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Society and which have not been designated for other purposes

19 Analysis of net assets between funds

funds

587,389 1,143,738

assets Current assets Creditors due within one year (305,730) 1,425,397

20 Analysis of changes in net debt

(305,730)

956,731

21 Balances held as agent 23 Operating lease commitments

UK Critical Care Research Group Funds administered by the Society in accordance with instructions received.

At 1 January 2023

The Society operates a defined contribution pension scheme The assets of the scheme are held separately from those of the Society in an independently administered fund The pension cost recognised as an expense in the year was £30,872 (2022: £27,147). There were £4,851 of outstanding pension contributions payable to the fund at the balance sheet date (2022: £3,233).

At 31 December 2023 the Society had commitments to make future minimum lease payments under non-cancellable operating leases as follows: Not later than 1 year

563,637 1,216,335 (424,945) 1,355,027 At 31 December 2023 £ At 31 December 2023 2022 £ 40,495

IntensiveCareSocietyl7-9BreamsBuildinglLondonlEC4A1DT T:+44(0)2072804350E:info@icsacukW:icsacuk

RegisteredasaCompanylimitedbyGuarantee

RegisteredNo:2940178(England)RegisteredOfficeasabove RegisteredasaCharityinEnglandandWalesNo:1039236andinScotlandNo:SC040052 ©IntensiveCareSociety