KCHC-AR-2023 Final Signed - Flipbook - Page 34
How did we do?
4
Being our best
in all we do
Underpinned by good governance, we've worked hard to
keep developing a culture shaped by our values, investing
in our people and the systems and working practices.
Keeping pace with best practice
Developing our systems and processes
As George King and Christopher Stooke both come to
the end of many years of exceptional service on our
Board, we held a successful recruitment process to fill
the important roles of Chair and Treasurer. New Chair
Adrian Williams will begin his tenure in June, working
with Treasurer Florence Akende, a current Trustee
and member of our Finance, Audit and Investment
Committee.
Moreover, this year we have worked in partnership with
Trustees to create a new Grants sub-committee, which
will achieve multiple goals of enabling Trustees to focus
primarily on the core strategic business of the Charity,
as well as bringing King’s staff and patients more firmly
into the process of assessing grants, resulting in more
robust and transparent assessment systems.
Building on the grant-making system implemented in
2021/22, we focused on our grant-making processes in
our internal audit in 2022/23, helping to identify issues
early so we can keep improving our practice.
As part of our commitment to develop our governance
practice and ensure King’s patients are at the heart
of everything we do, each Trustees’ meeting now
includes a patient discussing their experience of King’s
care and treatment and their engagement with the
Charity.
During the year we bolstered our existing ethical
investment policy to strengthen our compliance with
Environmental Social and Governance factors and
ensure our investment approach matches our values
and ethos, while making the most of the Charity's
resources.
100%
of staff said they
were proud to work for
the Charity and felt
valued at work.
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S U P P O R T K I N G S .O R G .U K
We also continued to develop our fundraising processes
to ensure they remain robust as the Charity grows.
Working collaboratively to map workflows across all
aspects of our fundraising, the resulting action plan has
already delivered significant benefits, from reclaiming
Gift Aid to reducing our data entry workload.
Strengthening our culture
Over the course of the year, we took care to establish
effective hybrid working practices, paying extra
attention to team building and opportunities for
colleagues to enjoy social and professional interaction.
An organising committee of staff members ran a
programme of simple events and activities designed
to bring people together, from watching a film at a
free open-air festival and holding the staff Christmas
lunch, to gathering in the office to share pizza or play
board games. Alongside simple social opportunities,
our monthly, hybrid whole-team meetings brought
more and more people into the office, and we held two
away days to share successes and build plans together.
