KCHC Annual Report and Accounts 2024-25 Spreads - Flipbook - Page 37
Governance
a conflict of interest arises. The Board keeps a register of
interests for Trustees and senior staff, and the details of
related party transactions are disclosed in Note 6 of the
financial statements.
Responsibility for managing the Charity daily is
delegated to the Chief Executive. The Charity’s
governance framework sets out how these powers are
delegated and defines limits of authority for approval of
financial transactions.
reported to the Board. Actions are being taken through
the Charity’s operating plan, and the new strategy is
being implemented.
There are a number of priorities agreed in the Charity’s
strategic plan that will also address recommended
practice set out in the Code. These are:
1. Ensuring the Charity’s key policies and procedures
continue to support, and are adequate for, the
delivery of the Charity’s aims and, in particular, the
development of its fundraising activities.
Governance framework
2. Evaluating the Charity’s impact by measuring and
assessing results, outputs and outcomes.
The Charity’s governance framework sets out:
3. Developing a more comprehensive process for
ensuring regular communication with the Charity’s
stakeholders, including its beneficiaries.
• The role of the Board of Trustees and an annual Board
schedule;
• The process for Board recruitment;
• Job descriptions for officers and process for their
appointment;
• Arrangements for the conduct of Board meetings;
• The scheme of reservation and delegation;
• The committee structure and terms of reference;
• Policies and procedures for financial management,
and performance and risk management;
• Governance policies, including Conflict of Interest and
Trustee Code of Conduct, and
• Policies for governance review and development,
including skills, experience, diversity audits, and
individual and collective appraisal.
The Trustees recognise that good governance in
charities is fundamental to success. It also enables
compliance with the law and relevant regulations,
and it believes that it has robust governance
processes appropriate for the size and activities of
the organisation. The “Charity Governance Code for
larger charities” outlines best practice principles and
recommended practices. The Board will continue review
its governance processes by referencing the Code as it
develops and grows its activities per its strategy.
The Board reviews their effectiveness annually with an
independent view every five years. In 2025, a specific
review of the Committee structure, membership, and
effectiveness governance was carried out. The outcomes
of these reviews were shared with the committees and
The Board recognises the benefits to the Charity of
taking further actions to establish a more diverse
and inclusive organisation in addition to increasing
the diversity of the Board. There are actions in place
within the Charity to embed the principles of equality,
diversity, and inclusion throughout the Charity’s
people strategy and processes.
This consists of implementing a ten-point plan to
ensure that our staff, volunteers, and those applying
for such roles are treated fairly and with respect, are
recognised as individuals, and are valued for their
contribution. In addition, we wish to ensure that they
will all receive fair access to training, development,
reward, and progression opportunities.
Pay policy for senior staff
Members of the FAIRC approve the salary levels of
senior staff. They are based on reviews of comparable
positions in other London-based voluntary
organisations of similar scale and complexity.
The Charity also makes pension contributions up to
a defined level into personal pension funds. Reviews
of salary levels are carried out annually, and the
annual inflation award is determined using relevant
benchmarking information. The Chair determines the
remuneration of the Chief Executive in conjunction
with the Vice-Chair and the Treasurer. The key
management personnel pay disclosures are included
in Note 4.5 to the financial statements.
K I N G’ S CO L L E G E H O S P I TA L C H A R I T Y A N N UA L R E P O R T A N D F I N A N C I A L S TAT E M E N T S 2 0 24 / 2 5
37
