foundation trust finance manual
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foundation trust finance manualThese send information about how our site is used to a service called Google Analytics. We use this information to improve our site. We’ll use a cookie to save your choice. You can read more about our cookies before you choose. If you are a member of the public looking for health advice, go to the NHS website. And if you are looking for the latest travel information, and advice about the government response to the outbreak, go to the gov.uk website. This guidance outlines the process foundation trusts should follow when producing and submitting these documents. NHS trusts should refer to the Department of Health and Social Care’s Group Accounting Manual. The main changes are listed on page 3. This document was updated in March 2020 to include minor changes to the statement of accounting officer’s responsibilities. You can change your cookie settings at any time. These group bodies include clinical commissioning groups, NHS trusts, NHS foundation trusts and arm’s length bodies. It is based on the 2019 to 2020 treasury financial reporting manual. It will be updated as further issues arise, whether related or unrelated to Treasury updates, so that all the additional guidance for 2019 to 2020 will be contained within a single document. The additional guidance attachment contains information on what has been updated. The additional guidance attachment contains information on what has been updated. The additional guidance details the changes that have been made in the updated group accounting manual. We’ll send you a link to a feedback form. It will take only 2 minutes to fill in. Don’t worry we won’t send you spam or share your email address with anyone. You can change your cookie settings at any time. You may want to bookmark it for your convenience. One initiative is to use Twitter to share updates and encourage discussion and debate.The timetable for this is set out in our letter.http://aldalham.com/userfiles/fotocopiadora-ricoh-aficio-2020d-manual.xml
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Detailed instructions for this process can now be found in the DH Group Accounting Manual rather than the FT ARM. It should be saddle stitched (stapled through the spine) or perfect bound (glued into the cover). For NHS foundation trusts only, comb or spiral binding is acceptable but presentation in a ring binder or any other variation of stapling is not”. The cover note, guidance document and the sickness absence data spreadsheet attached have all been prepared by the Department. The additional guidance is available here. For new foundation trusts, the confirmed amount will be for the full year.The following FAQs have been added to the guidance: Please refer to our email on 9 March for the month 12 contact lists. This includes guidance for redirecting links to your trust’s locally saved FTC file. They have been developed to assist foundation trusts in keeping abreast of changing requirements but will still require tailoring for local circumstances.Customised templates are now available on the inbox of each NHS foundation trust’s Monitor Portal. The first deadline is for the submission of unaudited FTCs by Wednesday 26 April at 9am. Please refer to this accounts timetable letter issued in November 2016 for details of the required submissions. This contains a full list of changes to the template since month 9 and part 2 of this document should therefore be essential reading for all foundation trusts. Section 4 contains standing guidance on key aspects of the form. Fixers will also be added to your Monitor Portal inbox, and announced on this website. Example accounting policies may be provided by the relevant national bodies”. Trusts are reminded that this document may not be complete and the example policies must be adapted to fit the circumstances of each organisation. Including an accounting policy for an area not covered in the DH GAM or this document does not constitute a divergence from these policies.http://eagwell.com/upload/fotocopiadora-ricoh-aficio-1015-manual.xml If the foundation trust makes or proposes to make a divergence from these policies, this should be discussed with NHS Improvement and disclosed by answering Confirmation question 1 in the FTC template. These documents are available here. Please pass on this information to your trust secretary and quality governance teams. It is available here. This reflects a December 2016 change to the Financial Reporting Manual made by HM Treasury. A further fixer on 19 January updates files to V1.12.1B but this is only mandatory for foundation trusts consolidating a charitable fund.The financial reporting consistency tool has been produced to assist foundation trusts in checking the consistency of the two completed returns before submission. Use of this tool is optional.This additional guidance includes the following FAQs: Foundation trusts are not required to prepare accounts at month 9; only an FTC submission is needed. There are two versions available; one for preparers of group accounts and one for preparers of single entity accounts. At month 12 we will issue updated versions of the accounts templates including links to the month 12 FTC form. Where a cell is highlighted in pink in the template this indicates that that the narrative will link to the FTC form at month 12. However, it is important that the guidance be read in full before attempting to use the templates at month 12. They have been developed to assist foundation trusts in keeping abreast of changing requirements but will still require tailoring for local circumstances. The templates do not form part of NHS Improvement’s accounts direction to Foundation trusts and we have no current intention of mandating use of these templates in future periods. You will need to submit this file three times and the first deadline is midday on Friday 20 January 2017. Please refer to the accounts timetable, published on 15 November 2016, for full details of the required submissions.https://directori.p2pvalue.eu/explore/cbpp-communities/community/datasheet/eh58-manual We advise NHS foundation trusts to refer to the NHS Business Services Authority website and any employer bulletins for any updates. Please be aware that the Compensation Recovery Unit has advised that the percentage to use for the probability of not receiving the income is now 22.94. This is an increase from the previous rate of 21.95. A response to the consultation will be published in due course. The counterparty list is finalised and since we cannot be sure when we will be able to issue our form, we have decided to extract the counterparty list in case this is helpful. This may be of assistance if you need to do any IT work to link to sub-ledgers. We will issue the actual template as soon as possible, but the counterparty list should not change from what is presented here. DH also intends to issue a response to the consultation in the coming weeks. The lists contain local contact details, including telephone numbers for area teams and CSUs within NHS England.There will not be a full FTC template to complete at month 6. DH wishes to take this opportunity to explore the implementation issues that will be encountered and seek views on what would be useful application guidance for the DH Group Accounting Manual. The consultation document contains links to the HM Treasury exposure drafts so please read these before responding. The procedural requirements are set out in annex 2 to chapter 1 of the FT Annual Reporting Manual ( FT ARM ). DH ’s Parliamentary team has now been advised by the Journal Office of a minor change in the requirements for laying papers. We have pushed back on the lateness of this notification but we have been told that this is a change in the requirements which should be followed. We have updated the guidance in the FT ARM and have highlighted changes in red text. If you have any queries as a result of these updates please contact the DH Parliamentary Office using the email address provided in the guidance. Three parts of this are also relevant for NHS foundation trusts and so we have published a short update to the FT ARM. The updates relate to: The document is available on this page. As this is a minor issue we will wait to see if any further issues arise with the FTC rather than supply a fixer immediately. Rather than reissue the document, we’ve published a separate short document which details the changes. These documents contain a summary of responses to the consultation. Please pass on this information to your trust secretary and quality governance teams. This review may be of interest to your quality governance teams. We will communicate in the future when this changes, which is likely to be in July. Customised templates are now available on the inbox of each NHS foundation trust’s Monitor Portal. The first deadline is for the submission of unaudited FTCs by Friday 22 April at 9am.This contains a full list of changes to the template since month 9 and part 2 of this document should therefore be essential reading for all foundation trusts. Section 4 contains standing guidance on key aspects of the form, with section 4.6 providing information on the Private Finance Initiative ( PFI ) notes. This includes guidance for redirecting links to your trust’s locally saved FTC file. The templates do not form part of Monitor’s accounts direction to foundation trusts and we have no current intention of mandating use of these templates in future periods. The lists contain local contact details, including telephone numbers for area teams and CSUs within NHS England.These include local contact details including telephone numbers for area teams and commissioning support units ( CSUs ) within NHS England. These files have been password protected in response to feedback from bodies who expressed concern that public availability increases the chance of spam emails using these addresses. You are not required to prepare accounts at month 9; only an FTC submission is needed. At month 12 we will issue updated versions of the accounts templates including links to the month 12 FTC form. Where a cell is highlighted in pink in the template this indicates that that the narrative will link to the FTC form at month 12. However, it is important that the guidance be read in full before attempting to use the templates at month 12. They have been developed to assist foundation trusts in keeping abreast of changing requirements but will still require tailoring for local circumstances. The templates do not form part of Monitor’s accounts direction to FTs and we have no current intention of mandating use of these templates in future periods. The Department of Health has also prepared a summary document which compares these rates to those used last year. You’ll need to submit this file 3 times and the first deadline is midday on Thursday 21 January 2016. Please refer to the accounts timetable, published below on 15 October 2015 for full details of the required submissions. It is essential that before using this template you read the FTC completion instructions in full. Section 2 explains the key changes to the FTC and section 3 provides standing guidance on key aspects of the FTC file. The NHS BSA website has not yet been updated with deadlines for January 2016 and so we advise you to refer to the NHS BSA website and any employer bulletins for these. We will publish a summary of this on this web page in the coming days. A summary of responses to the consultation and an explanation of changes made since the draft FT ARM is also available. As in previous years these will not be locked and can be edited.We used your comments in determining the Department of Health ( DH ) group response to HM Treasury’s initial consultation on IFRS 15. As part of the next steps for this standard, HM Treasury will prepare an exposure draft in 2016. The NHS England central team had believed that this sub-body would not be paying invoices this year but there does appear to be a low level of such transactions taking place. From month 9 onwards 13Q will be listed as a separate sub-body in the FTC and other forms. DH and Monitor have been part of this group and have been taking forward an assessment with HFMA of the impact on the NHS and in particular the NHS standard contract. Please see the attached letter from Keith Morton at DH and Ian Ratcliffe at Monitor, which includes survey questions on which your views are requested. See Monitor’s response to the consultation. This is taken from FTC submissions but is limited to the information published as part of foundation trusts’ accounts.Please be aware that the Compensation Recovery Unit has advised that the percentage to use for the probability of not receiving the income is now 21.99. This is an increase from the previous rate of 18.9. New bodies are highlighted in purple and changes to existing bodies in red text (the same convention as used in the FTC form). As part of these changes we wish to highlight that specialised commissioning hubs are now listed as separate bodies for agreement of balances. Details of which old sub-bodies merged to form new sub-bodies in the revised structure are shown in the updated counterparty list. In these cases the old ledgers are still listed in the FTC form to allow balances to be recorded. These are not legal entities in their own right and are part of the NHS England statutory entity. There will not be a full FTC template to complete at month 6. NHS England has also provided a mapping of the CSU mergers. To support this, a list of related parties of ministers and senior managers at DH is provided below, this is in addition to other group bodies and local related parties: The NHS England organisation changes shown in Appendix 1 can be seen in detail on the HSCIC website. This will involve current area teams being integrated into the existing regional structures to form a single regional tier. This appears to be the case for a small number of foundation trusts, for reasons we cannot currently ascertain. The update contains minor changes and clarifications.We have also clarified that the disclosure of referral to treatment performance indicators in the quality report should be based on the average for the year. NHS foundation trusts should ignore references in these papers to Departments returning their estimates to Treasury: these do not apply to NHS foundation trusts at a local level. In most cases it is only charged where the services supplied are not related to the supply of buildings. ( PFI and Local Improvement Finance Trust ( LIFT ) are different) This is relevant to NHSPS only, and has been funded by DH. As a defined contribution scheme, NHS foundation trusts should make disclosures in their accounts as required by paragraph 50 onwards of IAS 19. Therefore for the NEST scheme, assets and liabilities should not be recorded within your statement of financial position, and FTC tab 34 should not be completed for this scheme. We’ll send you a link to a feedback form. It will take only 2 minutes to fill in. Don’t worry we won’t send you spam or share your email address with anyone. Logos? Mottos? Uniform? What is their role? If so, what will it be? An approved Department for Education academy sponsor, it oversees the running of the Elliot Foundation Academies Trust. It has been set up in order to sponsor schools to become Academies. It draws its ethos and direction from the Elliot Foundation. In Elliot’s name, the Foundation exists to ensure that the futures of other Children are fulfilled. Our ideal is to stop growing before we hit this point. See here for more details The Trust’s operational directors worked pro bono for six months to help create the foundation. Once the first academies were open their costs and expenses were covered by charitable fundraising and a portion of the 5 management charge levied on academies. This includes decisions on the curriculum, pedagogical approaches and staffing. It may also step in at the point that a school chooses to join the Trust as part of an agreed support programme. We now have a blog for our Officers and Principals to think aloud and it can be found in “about us” Logos? Mottos? Uniform? There will be discussions with each school to determine what is most appropriate in the school’s local circumstances. They are slim, focused and effective. There will be 11 governors - 6 appointed by the Trust, the principal, 2 parent members (elected), 1 staff member and 1 community member. The emphasis will be on skills and commitment.These are then monitored by the local governing body and the Trust’s Standards Committee. What is their role? Without exception, Regional Directors will have extensive experience of the local area - often as a former headteacher. This allows them to draw on local provision and expertise, something central to our principle of each family of schools being fully interactive with the surrounding community. In addition, the presence of a Regional Director cements the close relationship between academies and the central Elliot Foundation. This is key to ensuring that the latter is at all times focused on the greatest needs of its teachers and students. Travis Latham currently supports our West Midland and East Anglia schools. Travis is an ex Principal who is also trained as an OFSTED inspector. Simon Adams supports our London region and has extensive experience which is rooted in school improvement through the work he has completed as an OFSTED inspector, ex Head Teacher and local authority improvement adviser. Kathryn James, NAHT Director for Policy and Campaigns, is a member of the Elliot Foundation board - ensuring that their voice plays a key role in the shaping of our philosophy. This was approved by officers. If so, what will it be? Cloud-based and equipped with a wide range services that can be tailored to meet the needs of each individual school, ScholarPack was deemed the best solution to the needs of academies. This will not be rushed, but rather taken at the schools pace to ensure that proper training takes place and individual needs are addressed. This is easy to use and designed specifically for academies. As with ScholarPack both the Elliot Foundation and PS Financials will work with academies to implement and train staff on this system. The systems above have been procured on the basis that they are best systems available. We are proud to say that our academies take the absolute lead in such procurement processes. The funding provided by the government for each academy is calculated in the same way as for other schools in the local authority. Though there is a variation between local authorities, the funding withheld by LAs is almost always larger than the comparable 5 management charge levied by the Elliot Foundation Academies Trust. With the removal of the Education Services Grant from Sept 2017, it is highly likely that schools becoming academies will feel marginally worse off. In addition, the Trust is to appoint a Responsible Officer as per the requirements of the YPLA financial handbook. The Responsible Officer ensures that an independent oversight of the financial affairs of TEFAT academies takes place. It can be found here More broadly, the Trust will pursue an approach that commissions services through local and national strategic partners (including local authorities) to secure value for money. In particular, the Trust is striving to identify partners that that work on a social enterprise or not-for-profit basis. It is also very likely that the majority of Foundation governors will be drawn from the local community. In addition, the Elliot Foundation aims to expand the presence of each of its academies within the local community. The Trust firmly believes that such integration between academy and community nurtures a positive environment within which children can flourish. The Trust considers other options only in situations where this is not possible. Such as small primary schools with fewer than 300 pupils. The only exceptions to this are the Principal and the governing body themselves. The Principal is appointed by the governing body and the Elliot Foundation Academies Trust. The process of appointing the governing body is covered above. Any staff exchange leading from this will be worked out in full consultation with staff and their school. We would hope the opportunity to work in other environments would be viewed by colleagues as a key part of personal development and beneficial to all. As a general rule, employees will be expected to support other academies within TEFAT where it is reasonable to do so. Where a joint post may be beneficial to pupils and staff across two or more schools, then consultation and discussion would take place and staff would be fully involved. The intention is to create more opportunities to learn, motivate and retain staff as well as grow future leaders who are used to working across groups of schools. This contains both a map and directory of all Elliot Foundation schools nationwide. We welcome your views on the design, content and format of our Annual Report. You will need to consent to cookies in order to use key functions of this website, otherwise they may not work correctly. More information can be found by reading our privacy notice. We will innovate continuously and develop our services with a view to improving overall outcomes for our children and staff. Consequently, this document may be subject to revision as our offering evolves. The Trust's constitution sets out who can be members of the Foundation Trust and how it should conduct its business. Since the 1 April 2013, all NHS Foundation Trusts need a licence from NHS Improvement stipulating specific conditions that they must meet to operate. Key among these are financial sustainability and governance requirements. What is Corporate Governance. Corporate governance is the system by which board-led organisations, including Foundation Trusts, are directed and controlled at its most senior levels, in order to achieve its objectives and meet the necessary standards of accountability and probity. Effective corporate governance, along with clinical governance, is essential for a Foundation Trust to achieve its clinical, quality and financial objectives. Corporate governance is largely about how the Board conducts its business and is separate from day-to-day operational management carried out by the executive directors and senior management team. The 'UK Corporate Governance Code' produced by the Financial Reporting Council (FRC Code) is the authoritative point of reference regarding corporate governance in the UK and is also applicable to Foundation Trusts. Foundation Trusts also have their own Code of Governance published by the Foundation Trust Regulator NHS Improvement (formerly Monitor) with which they must comply or explain the reasons why they have chosen not to comply. Corporate Governance Manual The Trust's Corporate Governance Manual is made up of a number of documents that adopt and reflect the Nolan Principles of Conduct in Public Life, and help to ensure that all staff meet the high standards of accountability and integrity required of NHS employees. These key corporate governance documents are available to download. Please note: These documents are controlled. Whilst the documents may be printed, the electronic version posted on the intranet and website is the controlled copy. Any printed copies of these documents are not controlled. As a controlled document, documents should not be saved onto local or network drives but should always be accessed from the intranet or website. The service will see people in need of urgent care so that they do not have to go to a hospital emergency department unless they have an urgent medical need. If service users attend the 24-hour Mental Health Crisis Assessment Service in person we will see you but we urge you to contact the crisis line in advance for advice to ensure you are only leaving home when absolutely necessary. This memorandum describes your responsibilities as an Accountable Officer, and relates them to my overall accountability for funds voted by Parliament for the National Health Service. In fulfilling your role as Accountable Officer you will also wish to bear in mind your responsibilities to the Trust Board of which you are a member. The corporate role of the Board is clearly set out in the Codes of Conduct and Accountability issued by the Secretary of State in April 1994. The paragraphs below set out this responsibility in more detail. In essence, I am responsible for the propriety and regularity of public finances in the NHS; for the keeping of proper accounts; for prudent and economical administration; for the avoidance of waste and extravagance; and for the efficient and effective use of all the resources in my charge. I require you to observe the same general requirements as are laid on me, and to ensure that the Trust's officers also abide by them. Your Trust is an integral part of the NHS and is largely dependent on public funding even though this is routed through contracts with purchasers. The first three are covered in other guidance. I am accountable both to the Secretary of State and, in my Accounting Officer role, directly to Parliament. A similar dual accountability applies to the Chief Executives of Trusts, who are responsible both to their Boards and, via the Accounting Officer, to Parliament. You are therefore accountable through me to Parliament for the stewardship of resources within your Trust. These accounts must disclose a true and fair view of the Trust's income and expenditure, cash flows, gains and losses, and of its state of affairs. You will sign these accounts, along with the Director of Finance, on behalf of the Board. The Committee may however call other witnesses, and I may require you to accompany me at a hearing. I shall in any event look to you for support and information in my dealings with the PAC. You should assist the Chairman to implement the requirements of corporate governance as exemplified in the Codes of Conduct and Accountability. Managers at all levels should:- You are also responsible for following through the implementation of any recommendations affecting good practice as set out on reports from such bodies as the Audit Commission and the National Audit Office (NAO). You should co-operate with external auditors in any enquiries into the use your trust has made of public funds. I may also ask you to provide information on any points raised by external auditors which generate public or Parliamentary interest. Your arrangements for internal audit should comply with those described in the NHS Internal Audit Manual. You must ensure prompt action is taken in response to concerns raised by both external and internal audit. Whilst this is the operational responsibility of the Director of Finance you, as the Chief Executive and Accountable Officer, have a primary duty to see that these functions are properly discharged. As the Chief Executive of a trading body you are required to ensure the continuing financial viability of the Trust, in particular to ensure that expenditure is contained within available levels of income, and to achieve any other financial objectives set by the Secretary of State for Health with the consent of the Treasury, as appropriate. You should also ensure that the assets of the Trust are properly safeguarded. The basic principle which must be observed is that funds should be applied only to the extent and for the purpose authorised by Parliament. You must:- As a Board member you have explicitly subscribed to the Codes; you must promote their observance by all staff. The Director of Finance has a special responsibility to support you in this role; you should ensure that he or she is fully aware of this obligation and has the requisite skills and experience. If the Board decides nonetheless to proceed, you should seek a written instruction to take the action in question. You should ensure that the audit committee, which has specific terms of reference and delegated powers to inquire into matters of propriety and regularity, and which may require your attendance before it at any time, receives copies of the documents which describe your objections. If the outcome is that you are overruled it is normally sufficient to ensure that your advice and the overruling of it are clearly apparent from the papers. If exceptionally you have given clear advice that the course proposed could not reasonably be held to represent good value for money and the Board seems likely to overrule you, you should inform the NHS Executive so that it can intervene if necessary. In such cases, and in those described in paragraph 19 above, the Accountable Officer should as a member of the Board vote against the course of action rather than merely abstain from voting.