2024-03-31-accounts

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?_ Ambulance Charity Annual Report & Accounts 2023124

London Ambulance Charity - Annual Report 2023/24

1. Background to the London Ambulance Charity

London Ambulance Charity (LAC) is the working title of the London Ambulance Service Charitable Fund . Its corporate trustee is the only NHS provider trust to serve the whole of London - London Ambulance Service NHS Trust (LAS).

LAC is the official NHS Charity dedicated solely to supporting the people and patients of LAS over and above what is possible through core government funding.

London Ambulance Charity (LAC) was registered with the Charity Commission on 7 March 1997 under the Registered Number 1061191, and is referred to as the General Fund with the charitable purpose:

To apply the income, at its discretion, for any charitable purpose or purposes relating to the National Health Service wholly or mainly for the services provided by the London Ambulance Service NHS Trust.

About our Trust

We are proud to be the capital’s emergency and urgent care responders. The past year was exceptionally demanding, and our dedicated staff worked tirelessly provided care to the people of London whenever they needed us most. We answered more than four million calls (with 1,922,080 calls into our 999 services and 2,237,192 calls into our 111 services), provided care to 1,033,204 people face-to-face, at the scene, and treated more than 189,000 people over the phone.

LAS works closely with its NHS partners including NHS England, commissioners, hospitals, specialist trusts and Integrated Care Systems (ICS). LAS plays a leading role in integrating access to emergency and urgent care in the capital.

Through collaboration with the Metropolitan Police Service, London Fire Brigade, London’s Air Ambulance and London’s Resilience Forums means LAS are ready and prepared to respond to major incidents; and ensure we keep Londoners safe.

The charity is an active fundraiser and produces its annual report as a dual-purpose document to meet the requirements of the SORP FRS 102 but also to be used as part of the fundraising strategy.

2. Foreword by the Chairman of charitable funds committee

Welcome to our Annual Report for 2023/24. I am proud to be the Chair of the Charitable Funds Committee. As we have only recently started actively fundraising, we have seen inspiring growth in the number of individual donations and community fundraisers supporting our initiatives. We look forward to continuing to build on our successes by growing our events portfolio and corporate partnerships.

We are the Charity that works for the specific benefit of the London Ambulance Service, its staff and its patients. We do that of course with our colleagues and partners in the wider NHS family. Our corporate trustee, London Ambulance Services NHS Trust (LAS), works closely with all NHS bodies and emergency services across London to provide an integrated response to emergency care and major incidents.

Throughout the year, the Service continued to experience high levels of operational pressures. The Charity has worked to grow its support for the wellbeing of Service staff and volunteers through funding grant requests requested to improve wellbeing and stations. This includes our investment in Wellbeing Support Vehicles and Cafes, which deliver wellbeing checks, refreshments, and – where needed – referrals to mental health services, to frontline paramedics and call handlers who regularly experience trauma as part of their day-to-day roles.

Key highlights of our year include:

Relaunching the London Lifesavers Initiative with a focus on training all Year 8 pupils in the life-saving skills of CPR and defibrillation across London.
Launching a new approach to fundraising, encouraging community and patientinvolvement in exciting fundraising events that are held regularly throughout the year
Hosting our Conquer The O2 event which raised £20,000 for health and wellbeing initiatives.
Expanding the Charity Team and expanding our reach and engagement with the capital.

On behalf of the Corporate Trustee Board, I would like to thank everyone who has kindly donated gifts or money for the benefit of our staff and volunteers who have continued to work so hard over the last year.

We are the Charity of the UK’s busiest ambulance service and are committed to improving the health and wellbeing of our staff and volunteers, and increasing community resilience throughout the capital. This supports the LAS in its objective to ensure patients across London receive the right response, in the right place, at the right time. Your donations made this work possible, and your future donations are the key to our future success.

Thank you for your continued support as this has been crucial in our progress to date. I hope you’ll continue your commitment to helping save even more lives in the capital for the year ahead. If you or your organisation would like to get involved, please contact londamb.lascharity@nhs.net.

Robert Alexander Chair of the Charitable Funds Committee

3. Who we are: our objectives and activities

London Ambulance Charity (LAC) is a registered charity (Number 1061191). We exist to raise funds and receive donations for the benefit of the NHS, and more specifically the London Ambulance Service, our key partner in fulfilling our charitable aims.

By securing donations, legacies, and sponsorship, LAC can support projects beyond the scope of NHS statutory funding to improve the wellbeing of the 9000 people who work or volunteer for LAS, and improve access to life-saving care to the nine million people who live in, work in or visit London.

We also work directly with London communities, improving resilience and health education by teaching the life-saving skills of cardiopulmonary resuscitation (CPR) and how to use a defibrillator. These skills are critically important in helping before an ambulance arrives if someone is unconscious and not breathing normally.

LAC also has a linked charity also administered by the corporate trustee, as follows:

Voluntary Responders Group (Registered Number 1061191-1)

It was registered on 22 December 2011. The charitable objects are:

To apply the income, and at its discretion, so far as may be permissible, the capital to advance health, save lives and to promote the efficiency of ambulance services, and in particular, but without limitation by the promotion of volunteering within London Ambulance Services’ geographical area of responsibility and in relation to its services.

Donations received by the General Fund in the past and currently are specifically given to thank ambulance personnel. The Charitable Funds Committee have agreed that the main purpose of the General Fund is to fund projects for the benefit of the staff and volunteers of the London Ambulance Service NHS Trust, such as grants towards improved facilities for crews at ambulance stations which are outside the scope of NHS funding.

The London Ambulance Service Charitable Fund is defined as a Public Benefit Entity. The Trustees confirm that they have given due consideration to the Charity Commission’s published guidance on the Public Benefit requirements under the Charities Act 2022.

4. Our Mission

Using innovative fundraising methods, campaigns and compelling story telling to raise our profile, we will raise new money and ensure careful management of our existing funds. LAC provides a public benefit by making grants to London Ambulance Service in line with its vision:

VISION: Saving more lives in London

MISSION: Caring for the people and patients of the London Ambulance Service

Grants are made in accordance with charity law, our constitution and the wishes and directions of donors. In making grants, we endeavour to reflect the wishes of patients, staff and volunteers by directing funds towards areas they tell us are most in need. During the year 2023/24, staff grants totalling £40,000 were made. When considering where to focus our attention our corporate trustee’s board and, particularly, the members of the charitable funds committee have regard to the Charity Commission for England and Wales’s guidance on public benefit and what this means for LAC.

As we support the busiest NHS ambulance Trust in the UK it is our ambition to be the leading NHS ambulance charity in size, income and impact to support our partner Trust. With the leadership of our Head of Charity Development, we have expanded our charity team to increase our proactive fundraising activities and income, continuing our 5 Year Charity Strategy trajectory to grow unrestricted income to help save even more lives in London.

5. What we have achieved: highlights from the activities undertaken in the year

In October, we relaunched the London Lifesavers Initiative with a focus on training all Year 8 pupils in the life-saving skills of CPR and defibrillation across London. This is the most ambitious training programme to date and supports LAS above and beyond the service’s core work. Using cardiac survival rates, training has been divided into five “waves”. Teams

expect to work through each “wave” within 3-6 months and create a “generation of livesavers.”
18 dedicated runners, including Chief Exec Daniel Elkeles and Dr John Martin, took on the London Landmarks Half Marathon on Sunday, 2[nd] April and raised funds for health & wellbeing initiatives. We were thrilled to support them and all of the other runners throughout the day. In total, they raised over £10,100 for the Charity.
Additionally, 10 committed runners ran the London Marathon on Sunday, the 23rd April to raise funds for the charity. This group of committed runners raised over £6,500 for the Charity. This amazing amount will fund staff and volunteer wellbeing initiatives including Wellbeing Support Vehicles, the staff hardship fund, and staff grant requests.
The support of our community fundraisers continued, with special recognition of Rob Lewis, an LAS Ambulance Technician who kicked off his ‘6 in my 60s’ fundraising fitness challenges in 2024. He started his adventures with an Arctic expedition braving sub-zero temperatures to cross-country ski, snowshoe, and bike across the snow. He also took part in our Conquer The O2 event and will participate in future charity events to reach his £600 target.
Over £22,000 was successfully raised in our Conquer The O2 Event, which was the highlight event of the year. Over 70 participants took part in the event in early March, enduring a very rainy start only to enjoy sunshine and rainbows once they had climbed the structure and ascended safely back on land. Participants were split into three groups and we truly enjoyed supporting the fundraising efforts of LAS Executives and staff teams such as the Public Education Team, volunteers from our Community First Responder Group, and corporate partners from Lifeline. It was a wonderful day to support wellbeing initiatives.
We continued our charity development work by expanding our charity team to four full-time staff members. The new roles include a Charity Development Administrator, Community & Events Fundraiser and Corporate Fundraising Manager. The Charity Development Administrator is responsible for documenting and acknowledging income, administration of our Charity Operational Group meetings, and communications with internal and external supporters. The Community & Events Fundraiser is responsible for supporting the efforts of community and challenge fundraisers such as London Marathon runners, as well as developing and implementing a regular LAC-hosted events schedule. The Corporate Fundraising Manager is responsible for developing and implementing a corporate fundraising plan, including stewarding current relationships and approaching new businesses to support LAC initiatives.
To broaden our work to further enhance support of the patients of LAS, we have begun planning our first major campaign, to help improve out of hospital cardiac arrest survival rates. This will entail a dedicated fundraising and implementation plan above and beyond our business as usual activities. One fundraising event to specifically support this campaign will be a sponsored walk in the autumn of 2024, of which planning has begun.
With the cost of living crisis continuing, the Hardship fund was extended, offering further support in the form of one-off grants to colleagues who experience unforeseen hardship.
We received two legacies in 2023/24, totalling £3,000. These generous gifts-in-wills have supported our grant making potential and helped us support staff and volunteer wellbeing initiatives.

6. NHS Charities Together grants

Ambulance Grant

In 2021/22 we received an Ambulance Grant of £896,000 for our London Lifesaver project to train volunteers with life-saving skills and increase public access defibrillators across London. After a slight delay due to the high demand on ambulance services in 2021/22 and 2022/23, the initiative was re-launched on Re-start a Heart Day in 2023 with the ambitious target to train 7,000 members of the public in the six months remaining in the fiscal year.

The restructured programme is currently delivered through three event types: schools, corporates, and pop-ups. Specifically, emphasis has been placed on training thousands of school children how to save a life, kick starting in London boroughs where data suggests the impact would be greatest.

Figure 1. Round-up of London Lifesavers training events.

Development Grant

In 2022/23 we received a £30,000 Development Grant to support needs that align with a development assessment.

Part-Time Charity Development Administrator (£11,006)
Awareness and Collateral (£4,182)
Infrastructure (£1,800)
Remaining Balance = £13,012

During this fiscal year, the funding has been used to pay for half of the Charity Development Administrator staff costs. The remaining balance will continue to pay for this role.

Stage 3, Recovery Grant

To help London Ambulance Service recover from the traumatic impact of how stretched services were during the Covid-19 pandemic, we applied for, and were granted, a Recovery

Grant to help bolster and improve the support that our dedicated volunteers can provide. The grant will be distributed in two rounds, totalling £132,000. The recovery projects aim to:

Train 15 Emergency Responders to gain C1 license
Train 15 Emergency Responders to gain C1 license (Blue Light Driver Training)
Provide 104 Ipads so that First Responders have the technology they require to assist and support LAS during an emergency.

Future Grants

The Charity actively participated and supported a partnership between NHS Charities Together and OMAZE which has raised £1.65m to fund community resilience initiatives of NHS Ambulance Charities. We expect to receive funding from this partnership in the next financial year.

We will continue to monitor grant opportunities from Trusts and foundations, and will apply for funding where applicable for 2024/25, such as the GSK Impact Awards, The National Lottery Heritage Fund, and Garfield Weston.

Case Study: Thousands of schoolchildren given life-saving training with London Ambulance Service

More than four thousand schoolchildren were taught how to save a life as part of our ambitious campaign to create a generation of lifesavers.

The London Lifesavers schools campaign was launched on Restart a Heart day in 2023.

Clinicians from LAS taught life-saving skills to more than 1,500 Year 8 children from schools across the capital in just the first few months, and by the end of the year, that number had risen to 4,697. The free training teaches children how to recognise when someone is in cardiac arrest and how to give chest compressions and use a defibrillator.

Bernie Boyle, head of Bishop Thomas Grant School, said the school was "proud" to be part of the programme.

"Experiencing a loss like that only brings it home how important it is for everyone to learn lifesaving skills," she said.

At the moment fewer than one in 12 people survive a cardiac arrest. Early chest compressions and the use of a defibrillator can more than double someone’s chances of survival.

Sam Palfreyman-Jones, Head of First Responders, said: “We want everyone in London to have the best possible chance of surviving a cardiac arrest.

“More than 75 per cent of cardiac arrests happen in the home, so by teaching children these simple skills, they could save someone they love.

“The children are enthusiastic with lots of questions and love the training and we enjoy teaching them.”

The London Lifesavers team also train thousands of people at free pop-up events across London and offer training to businesses, charities and community organisations.

7. How we funded our work, our achievements and performance

In 2023/24, the Charity’s fundraising activities focused on individual gifts, community fundraisers, corporate partners, and events. This year we spent £66,000 more than we received in income. This is due to spending on activities as part of plans related to previously acquired restricted funding, and a decrease in income generated through grants from NHS Charities Together (NHSCT) and other funders.

With the CRM system fully functioning, the Charity can now better understand income streams based on fundraising activity. Diversifying income streams is critically important to plan income generation activities beyond funding received during the Covid-19 pandemic and those grants awarded by NHS Charities Together.

In this section we firstly explain how we raised the money and then how we spent it. If more details are required please refer to the full accounts.

Money received: sources of funds

Below is an outline of our diversifying income streams. Our largest source of income over the last two years is from grants (NHSCT). Next it is gifts-in-wills and donations from the public, mainly through platforms such as Justgiving.

Donations from individuals (£51,000) – We are grateful for the support of individuals donating to thank LAS staff for their service, and to honour the memories of those who were helped by our teams before passing away.

London Ambulance Charity Events (£27,000) – with an expanded team, we were pleased to host 2 events in 2023/24, the AMO Abseil and Conquer The O2.

Community Fundraising (£24,000) – participation in community and challenge events continues to grow, with support in this fundraising activity coming from sponsorships for our London Marathon and Landmarks Half Marathon runners.

Trust & Foundation (£26,463) – the remaining balance of the Stage 3 recovery grant from NHS Charities Together (total award - £132,000) was received this fiscal year.

Corporate (£37,000) – the result of corporate partner gifts, and the generous in-kind donations of local businesses such as Neom Organics, Hampton by Hilton, Starbucks, PureGym, Rosewood Hotel, and WestHam football club for our 2023 Winter Raffle.

Legacy Fundraising (£3,000) - we received two legacies this year.

We anticipate our event and individual income to continue to increase as the Charity team works to develop relationships with supporters, expand our charity places in London challenge events, and raise awareness of the charity locally. With a Community & Events Fundraiser in post, it is planned for the Charity to host one event each quarter in the year ahead and explore other opportunities for community fundraising.

The Head of Charity Development continues to establish a diverse portfolio of fundraising income streams to maintain income above pre-pandemic levels and to ensure sustainable growth. We expect income from all income streams to increase as the charity raises its profile and demonstrates its public benefit.

Fearless fundraisers Conquer The O2

Supporters of the London Ambulance Charity conquered The O2 dome and also smashed their fundraising target by an impressive £8,000 to raise £20,000. Braving inhospitable weather of wind and rain, 70 people climbed up the iconic London landmark to support the dedicated charity which raises money to support the patients, staff and services of London Ambulance Service.

Among those who completed the 52m climb, was Shonagh Massrahim-D’Sylva and her two children Kiki, 10 and Aaliyah, 13. Shonagh wanted to raise money to give back to the London Ambulance Service when paramedics saved Kiki’s life after a severe allergic reaction.

Shonagh said “The London Ambulance Service played such a huge role in keeping Kiki calm, safe and most importantly alive in those very scary moments of uncertainty.

“So the girls and I have always been very thankful and passionate about the wonderful work our paramedics do; and this was a little way of us saying thank you.”

The entire family had a great day with both Kiki and Aaliyah enjoying the view from the top. Kiki said “Making it to the top was fun because the view is so amazing.” Shonagh was delighted to be able share the experience with her family, kept whole by the work of London Ambulance Service paramedics. “My favourite part of the day was being able to share the entire experience with my daughters and seeing how happy it made them.”

The herculean amount raised by our brave and adventurous climbers will advance the services provided by London Ambulance Service through programmes such as supporting staff and volunteer’s physical and mental wellbeing.

8. Money spent: what we spent our money on

A proportion of the London Lifesavers grant (£71,000) was spent in accordance with the grant spending plan; to fund the overtime work of dedicated London Lifesaver Trainers.

We also spent £44,000 on Staff Amenities and Welfare, as follows:

Wellbeing Support Vehicles and Cafes (£24,540) – healthy snacks and hot beverages were provided, offering road and office based colleagues respite during busy shifts. Whilst visiting the WSVs or Cafes, staff are offered a wellbeing check-in and have the opportunity to debrief and receive support and signposted to support services.
Chair Massages (£8,500) – The Little Calm Company were invited to provide upper back and neck massages for staff that typically that sit at a desk during their working day. This included 999 and 111 call handlers and other office based support colleagues. A total of 597 massages were provided over 102 hours. Feedback received included:

Hi WBH,

Firstly, a massive thank you to you for arranging The Little Calm Company and the massages – it’s not usually my thing, but I finally tried one last month, and just had my 3[rd] one this evening!

Members of my staff have also very much made use of the service, and are very grateful for it!

The ladies I’ve met that carry them out are beyond lovely, and caring, and accommodating – and the whole process; timeslots, booking, turnaround has been flawless from the views of my colleagues and myself.

I don’t know if recommendations for them / their service count for anything, but if they do, please count this as a big one from myself and my team.

I just wanted to express the thoughts and comments from colleagues across both of our EOC’s following on from the 4[th] day of the seated massages, as many of them remember the first time we had arranged these years ago and are super excited to have the chance to have these again.

Whilst initially hesitant in attending the sessions, this was short lived and staff have thrived from the engagement, care, advice and hands-on treatment that this company has offered them.

Many have asked if this is to continue, even if it was less frequent, but the fact that they all feel extremely lighter and brighter in the workplace has offered some great benefits.

Equally, I know the team attending both sites have enjoyed the interactions and time with colleagues, many of them also asking if they can book them privately – so this really has been a win in EOC!!

So I wanted to share the thoughts from the teams and my personal thanks for this, as I feel that it truly has benefitted colleagues and improved the work place.

Of course, this means we would welcome with open arms the opportunity for a return, even if this may be less regularly, or not. Thank you for making a difference.

Holistic Activities (£960) – The Karma Yoga Company provided 16 Yoga classes, offered to colleagues based at the Brentford and Dockside educational centres each Wednesday evening. Feedback received included:

A heartfelt thank you to the WBH production in general for the massages, the lovely dogs we get to cuddle, the yoga, the snacks, support with sickness absence, and other issues and a whole bunch of stuff my team or I may or may not have not encountered yet!

I know you don’t do for gratitude, but I hope this building and the Trust realise how lucky we are to have you and how much time and care goes into arranging and managing all of these things.

I try to attend the yoga classes at Brentside Education Centre every week if I can and I physically and mentally notice the difference if I do not attend. The teacher is kindly and speaks to us all at our differing levels of experience and practice. She gently coaxes and encourages us giving us the confidence to gain and regain postures, which we may have thought at one time out of our capability. After one of her guided meditations or yoga nidra I can surely feel a depth of relaxation which I would certainly not achieve otherwise in this hectic workplace. My yoga practice enhances my experience in the workplace and helps boost my motivation. There’s only one thing I can add and I think I may speak for some of my colleagues when I say, “We want more yoga”.

Sustainability Initiatives (£4,300) – To reduce the carbon footprint of our colleagues and volunteers, 750 jointly branded LAS Wellbeing/London Ambulance Charity water bottles were handed out at our cafes. Additionally, 750 London Ambulance Charity reusable coffee cups have been distributed through our WSVs and Wellbeing Cafes.
Upgrade to Wellbeing Spaces (£1,700) – An Exercise bike and three TV screens have been installed at the dedicated EOC Wellbeing Spaces at Waterloo HQ and Dockside Education Centre in Newham. There are 100 colleagues per 12-hour shifts with access to these additional facilities.
Support for Staff Networks (£3,750). There are 6 networks at LAS including the Armed Forces, B-ME, Christian, EnAbled, International, Jewish, LGBT+, Muslim, and Women’s Networks. The Charity contributed to Network costs relating to:
Events eg. catering, event space, speakers, travel
Conferences eg. travel costs, accommodation costs, entry fees
Membership offer eg. merchandise, catering, printing
Learning & Development eg. speakers, learning events, courses

Volunteer appreciation (£200)

An appreciation event was held at The Fire Station for Volunteer Emergency Responders in September. Just under 20 Emergency Responders attended and really enjoyed having a face-to-face gathering again, with many of them not seeing each other since before the pandemic.

During the year the Charity supported 14 staff projects through charity grants including:

Equipment for staff (£4,000) - TVs, Radios, indoor plants, calm lighting, recreational activities and kitchen appliances to improve mess room facilities at ambulance stations.
Furniture and Gardens (£2,000) – to create relaxing outdoor spaces for our staff and volunteers to take their breaks.

Wellbeing Support Vehicles offer fantastic support

Staff continue to give positive feedback about the wellbeing initiatives funded by the charity, for example, Wellbeing Support Vehicles (WSVs) and Wellbeing Cafes. The WSVs and Cafes provide paramedics on the road and other office-based staff with a hot drink, healthy snack and wellbeing check-in whilst on shift.

The WSV’s meet staff – including crews at hospital bays and those working in the 999 and 111 control centres – to deliver nutrition and support when staff and volunteers need it most.

In a survey, the Café/WSV was ranked an incredible 9.4/10 on average by LAS staff for positively impacting their wellbeing, with staff sending in compliments such as:

“Just completed a nightmare of a job, absolute godsend to see this vehicle and [WSV driver] Howard”

“Spoke to Liv on the well-being truck who offered fantastic support and advice following a difficult morning. I think the truck is a great way to boost staff morale and offer support”

Below is an enthusiastic picture of one of our WSV drivers, Howard, getting ready to take his van out for a shift.

9. Performance against objectives

We aimed to learn and grow in 2023/24 as the second year of the approved charity strategy. We recruited three roles to expand the depth and breadth of the charity’s work including a Corporate Fundraising Manager, Community & Events Fundraiser and Charity Development Administrator. These roles have helped to diversify the charity’s income streams beyond grants from NHS Charities Together.

We have grown our events activity with the hosting of 2 events, a winter raffle, and supported 2 community fundraising events.

We continued to support our NHS Charities Together grants through required reporting.

10. Our fundraising practices

The Charity abides by the Chartered Institute of Fundraising’s Code of Conduct, Fundraising Promise, and Rogare’s Fundraising Manifestos.

Charity staff organise fundraising events and co-ordinate, recognise and celebrate the activities of our supporters both internally and externally. The Charity uses professional fundraisers and involve commercial participators solely to help with recruiting lottery sign-ups.

There have been no complaints about fundraising this year.

The Charity additionally registered with the independent Fundraising Regulator to ensure donor confidence and fundraising best practice.

11. Our fundraising performance

During the year the total donations, grants, legacies and income from fundraising came to £142,000. We continued to proactively fundraise and develop new relationships with key corporate organisations. The implementation of the charity CRM database has allowed the charity to create engaging campaigns and events, build strong connections with our supporters, analyse income data to plan and adapt our fundraising initiatives, and develop a donor stewardship programme to increase income and broaden our supporter base.

In 2024/25 we will review our plans especially in the light of the challenging fundraising climate at the end of this fiscal year.

We benchmarked our fundraising activity with our peers through NHS Charities Together annual member submission and monitor the comparative success of campaigns and overall fundraising cost to income ratios.

12. What we plan to do with your donations: our future plans

As the Charity develops and creates a consistent and sustainable level of income we expect the Charity to support a larger range of projects and with a greater level of spend. In line with the public benefit of the charity we have identified the following areas that meet the charity’s objects:

Support Service staff and volunteer’s physical and mental wellbeing
Carry on and expand the London Lifesavers Project.
Encourage better health in the communities the Trust serves.
Promote innovation, transformation and efficient new ways of working.
Support the Trust’s Green agenda with a focus on sustainability
Help staff deliver front line patient care more effectively.
Recognise and celebrate of our staff and volunteers.
Invest in projects that enhance patient care.

Our 5 Year Charity Strategy focuses on Develop and Promote operational priorities in Year 3 2024/25 to ensure a strong foundation for growth and sustainability into the future:

Launch London Ambulance Charity’s own 2-year campaign/appeal

Recruit high-profile patrons for the appeal
Develop Corporate Fundraising Strategy
Develop donor stewardship and retention plan
Focus on growing database
Grow events activity
Engage Stakeholders to further develop brand

13. How we manage the money

Our grant making policy – Grant requests are submitted to the Charity throughout the year for discussion and approval. They are invited from any member of the London Ambulance Service. Based on their knowledge of the Service, the Charitable Funds Committee, agrees funding priorities and the CFC or their delegated representative reviews the applications for quality, public benefit and value for money. A Grants Guidance document has been published and is available for all staff on the Trust intranet.

14. Our reserves policy

The charitable funds committee has established a reserves policy as part of its plans to provide long term support to London Ambulance Charity.

The charitable funds committee calculate the reserves as part of the charity’s unrestricted income funds that is freely available after taking account of designated funds that have been earmarked for specific projects.

The Trustees have agreed that the level of the reserves should cover the next 12 months committed operating expenditure. The level will be reviewed by the Charity Committee on an annual basis.

15. Trustee arrangements

The London Ambulance Service NHS Trust is the sole corporate trustee of the charity. The corporate trustee’s responsibilities are therefore carried out by London Ambulance Service NHS Trust’s board of directors. The board is appointed in accordance with the NHS Trust’s constitution. Details of London Ambulance Service NHS Trust board membership can be found in its annual report and accounts and on its website.

As the charity has a corporate trustee it is, in accounting terms, controlled by London Ambulance Service NHS Trust and is therefore its subsidiary. Financially, the charity is not material to London Ambulance Service NHS Trust, so it is not consolidated into the Trust’s accounts.

London Ambulance Service NHS Trust board meet annually as corporate trustee to:

review and approve the charity’s strategic plan
re-appoint or appoint members of the charitable funds committee and
approve the trustee’s annual report and accounts for the year.

The board of directors of London Ambulance Service NHS Trust delegate responsibility for the day-to-day management of the charity to the charitable funds committee and the trust fund director in accordance with the scheme of delegation and standing financial instructions. Together, they are responsible for fulfilling the corporate trustee’s strategic plan and for working with the professional advisors and with the representatives of London Ambulance Service NHS Trust.

The charitable funds committee comprises two executive members of the board and two nonexecutive members. Other members of London Ambulance Service NHS Trust staff are invited to attend committee meetings but do not have a vote at those meetings. During the year, the committee members were:

Robert Alexander Non-Executive Director (in the Chair)
o Rommel Pereira Non-Executive Director o Daniel Elkeles Chief Executive o Rakesh Patel Chief Finance Officer o Roger Davidson Director of Strategy o Jessica Burgess Head of Charity Development o Mark Easton Director Corporate Affairs o Kevin Ind Chief Financial Accountant o Sam Palfreyman-Jones Head of First Responders o Eddie Brand UNISON representative

16. Our staff and advisors

The Charitable Funds Committee is assisted by a number of professional advisors, as detailed below:

External auditor’s:

KPMG LLP 15 Canada Square Canary Wharf London E14 5GL

Internal auditor’s:

BDO LLP 55 Baker Street London W1U 7EU

Fraud advisor:

RSM UK Risk Assurance Services LLP The Pinnacle, 170 Midsummer Boulevard Milton Keynes Buckinghamshire MK9 1BP

How to contact us

The charity office and principle address of London Ambulance Charity is:

London Ambulance Charity, London Ambulance Service 220 Waterloo Road London SE1 8SD

For fundraising queries please contact:

Jessica Burgess – Head of Charity Development londamb.lascharity@nhs.net 07385 347446

17. Key management personnel remuneration

The board of the corporate trustee and the trust fund director comprise the key management personnel of the charity as they are in charge of:

Directing and controlling the charity
Running and operating the charity on a day-to-day basis.

London Ambulance Service (LAS) NHS Trust’s board members are either executive members who are employees of LAS NHST or non-executive members who are remunerated in accordance with the LAS NHST constitution. None of the board members are specifically paid in relation to LAS Charity. They give of their time freely. Since September 2021 the Trust has paid for a Head of Charity Development post to oversee the development, management, governance and coordination of charitable activities. During this fiscal year, the Trust has also paid for a Corporate Fundraising Manager to help develop our corporate fundraising activities. The Charity’s paid staff include a Charity Development Administrator and a Community & Events Fundraiser.

18. Risk analysis

As part of the business planning exercise carried out during the year, the charitable funds committee has considered the major risks to which LAS Charity is exposed and manage them through a risk register to identify steps to mitigate those risks.

`o` Future levels of income

The charity is reliant on donations to allow it to make grants to the London Ambulance Service NHS Trust. If income falls, then the charity would not be able to make as many grants or enter into longer term commitments with the London Ambulance Service NHS Trust it supports.

As set out in the 5 Year Charity Strategy, the financial plan aims to increase unrestricted income to build the Charity’s reserves to support long term sustainable growth.

The Charity will work to deliver a range of fundraising ‘products’ with an initial focus on lowrisk, low resource income streams whilst the Charity is small e.g. established campaigns and events, staff fundraising and shared initiatives.

The income growth will be supported by increased investment into fundraising, primarily through additional staffing within the Charity.

19. Wider networks

The Charity is an active and paying member of NHS Charities Together, which has membership of 100% of NHS charities across Great Britain and Northern Ireland. NHSCT is a membership organisation providing peer support, as well as an independent registered

charity, and grant funder. We currently attend two NHSCT special interest groups; London Regional group and the Ambulance Charity group.

Our Head of Charity Development is the Chair of the NHS Charity Ambulance Special interest group, with members from across all the NHS Ambulance Trust charities in the UK. As Chair, she works with her Deputy Chair to arrange regular meetings, compile agendas, invite guests, update group members with news from NHS Charities Together, ensure inclusivity and participation during meetings, and track actions for the group.

20. Related parties

London Ambulance Service NHS Trust is the corporate trustee of the charity as well as its main grant beneficiary – they are therefore related parties. Grants paid by the charity to London Ambulance Service NHS Trust are detailed in note 4.

London Ambulance Service NHS Trust makes a number of clerical and transaction services available to the charity, however charges for these services are waived. The services provided by the London Ambulance Service NHS Trust are administrative and financial services.

None of the members of the London Ambulance Service NHS Trust board or parties related to them has undertaken any transactions with the charity or received any benefit from the charity in payment or kind.

21. Our relationship with the wider community

The London Ambulance Charity’s ability to continue to support staff, volunteers and patients is reliant on its ability to raise funds from the general public. By raising its profile internally the Charity is engaging colleagues to take part in its fundraising activities, and actively apply for grants to benefit their areas, their teams and patients they serve.

22. Volunteers

Volunteer Emergency Responders and Community First Responders, are activated alongside LAS employees to provide an additional response to life-threatened or seriously ill or injured patients. If they arrive before the LAS response they are able to provide emergency life support to the patient. For incidents when the volunteer arrives after an LAS solo responder, they have a vital role in providing trained support to the LAS responders, adding significant benefit to patient outcomes.

23. Statement of trustee’s responsibilities in respect of the trustee’s annual report and accounts

Under charity law, the trustee is responsible for preparing the trustee’s annual report and accounts for each financial year which show a true and fair view of the state of affairs of the charity and of the excess of expenditure over income for that period.

In preparing these financial statements, generally accepted accounting practice requires that the trustee:

selects suitable accounting policies and then apply them consistently
makes judgments and estimates that are reasonable and prudent
states whether the recommendations of the SORP FRS 102 have been followed, subject to any material departures disclosed and explained in the financial statements

• states whether the financial statements comply with the trust deed, subject to any material departures disclosed and explained in the financial statements

• prepares the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue its activities.

The trustee is required to act in accordance with the trust deed and the rules of the charity, within the framework of trust law. The trustee is responsible for keeping proper accounting records, sufficient to disclose at any time, with reasonable accuracy, the financial position of the charity at that time, and to enable the trustee to ensure that, where any statements of accounts are prepared by the trustee under section 132(1) of the Charities Act 2011, those statements of accounts comply with the requirements of regulations under that provision. The trustee has general responsibility for taking such steps as are reasonably open to the trustee to safeguard the assets of the charity and to prevent and detect fraud and other irregularities.

Signed on behalf of the trustee:

Name: Robert Alexander (Chair of the charitable funds committee)

Date: 5[th] December 2024

Independent auditor’s report to the Trustee of London Ambulance Service Charitable Fund

Opinion

We have audited the financial statements of London Ambulance Service Charitable Fund (“the charity”) for the year ended 31 March 2024 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows, and related notes, including the accounting policies in note 1.1.

In our opinion the financial statements:

give a true and fair view of the state of the charity’s affairs as at 31 March 2024 and of its incoming resources and application of resources for the year then ended;
have been properly prepared in accordance with UK accounting standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland ; and
have been prepared in accordance with the requirements of the Charities Act 2011.

Basis for opinion

We have been appointed as auditor under section 149 of the Charities Act 2011 (or its predecessors) and report in accordance with regulations made under section 154 of that Act.

We conducted our audit in accordance with International Standards on Auditing (UK) (“ISAs (UK)”) and applicable law. Our responsibilities are described below. We have fulfilled our ethical responsibilities under, and are independent of the charity in accordance with, UK ethical requirements including the FRC Ethical Standard. We believe that the audit evidence we have obtained is a sufficient and appropriate basis for our opinion.

Going concern

The trustee has prepared the financial statements on the going concern basis as they do not intend to liquidate the charity or to cease its operations, and as they have concluded that the charity’s financial position means that this is realistic. They have also concluded that there are no material uncertainties that could have cast significant doubt over its ability to continue as a going concern for at least a year from the date of approval of the financial statements (“the going concern period”).

In our evaluation of the trustee’s conclusions, we considered the inherent risks to the charity’s business model and analysed how those risks might affect the charity’s financial resources or ability to continue operations over the going concern period.

Our conclusions based on this work:

we consider that the trustee’s use of the going concern basis of accounting in the preparation of the financial statements is appropriate;
we have not identified, and concur with the trustee’s assessment that there is not, a material uncertainty related to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for the going concern period.

However, as we cannot predict all future events or conditions and as subsequent events may result in outcomes that are inconsistent with judgements that were reasonable at the time they were made, the above conclusions are not a guarantee that the charity will continue in operation.

Fraud and breaches of laws and regulations – ability to detect

Identifying and responding to risks of material misstatement due to fraud

To identify risks of material misstatement due to fraud (“fraud risks”) we assessed events or conditions that could indicate an incentive or pressure to commit fraud or provide an opportunity to commit fraud. Our risk assessment procedures included:

Enquiring of the trustee, other management, and inspection of policy documentation as to the Charity’s high-level policies and procedures to prevent and detect fraud, as well as whether they have knowledge of any actual, suspected or alleged fraud.
Reading Charitable Fund Committee minutes.
Using analytical procedures to identify any unusual or unexpected relationships.

We communicated identified fraud risks throughout the audit team and remained alert to any indications of fraud throughout the audit.

As required by auditing standards, we perform procedures to address the risk of management override of controls, in particular the risk that management may be in a position to make inappropriate accounting entries. On this audit we do not believe there is a fraud risk related to revenue recognition because there is minimal complexity in revenue recognition and there is minimal difference between the timing of recognition and receipt of cash.

We did not identify any additional fraud risks.

We performed procedures including identifying journal entries to test based on risk criteria and comparing the identified entries to supporting documentation. These included those posted to unusual accounts and material post year end close journals.

Identifying and responding to risks of material misstatement related to compliance with laws and regulations

We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial and sector experience through discussion with the trustee and other management (as required by auditing standards), and discussed with the trustee and other management the policies and procedures regarding compliance with laws and regulations.

We communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit.

The potential effect of these laws and regulations on the financial statements varies considerably.

The Charity is subject to laws and regulations that directly affect the financial statements including financial reporting legislation (including related charities legislation), and we assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.

Whilst the Charity is subject to many other laws and regulations, we did not identify any others where the consequences of non-compliance alone could have a material effect on amounts or disclosures in the financial statements.

Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the trustee and other management and inspection of regulatory and legal correspondence, if any. Therefore if a breach of operational regulations is not disclosed to us or evident from relevant correspondence, an audit will not detect that breach.

Context of the ability of the audit to detect fraud or breaches of law or regulation

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it.

In addition, as with any audit, there remained a higher risk of non-detection of fraud, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. Our audit procedures are designed to detect material misstatement. We are not responsible for preventing non-compliance or fraud and cannot be expected to detect noncompliance with all laws and regulations.

Other information

The trustee is responsible for the other information, which comprises the Annual Report. Our opinion on the financial statements does not cover the other information and, accordingly, we do not express an audit opinion or, except as explicitly stated below, any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether, based on our financial statements audit work, the information therein is materially misstated or inconsistent with the financial statements or our audit knowledge. We are required to report to you if:

based solely on that work, we have identified material misstatements in the other information; or
in our opinion, the information given in the Annual Report is inconsistent in any material respect with the financial statements.

We have nothing to report in these respects.

Matters on which we are required to report by exception

Under the Charities Act 2011 we are required to report to you if, in our opinion:

the charity has not kept sufficient accounting records; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.

We have nothing to report in these respects.

Trustee’s responsibilities

As explained more fully in their statement set out on page 18-19, the trustee is responsible for: the preparation of financial statements which give a true and fair view; such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error; assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern; and using the going concern basis of accounting unless they either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue our opinion in an auditor’s report. Reasonable assurance is a high level of assurance, but does

not guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

A fuller description of our responsibilities is provided on the FRC’s website at www.frc.org.uk/auditorsresponsibilities.

The purpose of our audit work and to whom we owe our responsibilities

This report is made solely to the charity’s trustee as a body, in accordance with section 149 of the Charities Act 2011 (or its predecessors) and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity’s trustee those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and its trustee, as a body, for our audit work, for this report, or for the opinions we have formed.

Dean Gibbs

for and on behalf of KPMG LLP, Statutory Auditor

Chartered Accountants

KPMG LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

15 Canada Square

London

E14 5GL

13 December 2024

LONDON AMBULANCE SERVICE CHARITABLE FUND

FINANCIAL STATEMENTS

FOR THE YEAR ENDING 31 MARCH 2024

London Ambulance Service Charitable Fund Statement of Financial Activities for the year ending 31 March 2024

	Unrestricted Funds Restricted Funds Total Funds
Note	2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000
Income from: Donations and Legacies 2 Investments 3 Total incoming resources Expenditure on: Raising Funds 4a Charitable Activities 4b Total expenditure Net income/ (expenditure) Reconciliation of Funds: Total funds brought forward Total funds carried forward	141 383 1 171 142 554 16 0 0 0 16 0
	157 383 1 171 158 554 -34 -19 -22 -1 -56 -20 -95 -146 -73 -125 -168 -271
	-129 -165 -95 -126 -224 -291 28 218 -94 45 -66 263 374 156 677 632 1,051 788
	402 374 583 677 985 1,051

The net movement in funds for the year arises from the charity’s continuing operation. No separate statement of total recognised gains and losses has been presented as all such gains and losses have been dealt with in the statement of financial activities.

The notes at pages 28 to 32 form part of these accounts.

London Ambulance Service Charitable Fund Balance Sheet as at 31 March

2024

Debtors Cash at bank and in hand ~~ee ~~	Unrestricted Funds Restricted Funds *General Fund* Note 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 5 4 38 0 26 6 459 344 738 772 ~~ee~~	Unrestricted Funds Restricted Funds *General Fund* Note 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 5 4 38 0 26 6 459 344 738 772 ~~ee~~	Unrestricted Funds Restricted Funds *General Fund* Note 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 5 4 38 0 26 6 459 344 738 772 ~~ee~~	Unrestricted Funds Restricted Funds *General Fund* Note 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 5 4 38 0 26 6 459 344 738 772 ~~ee~~	Unrestricted Funds Restricted Funds *General Fund* Note 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 5 4 38 0 26 6 459 344 738 772 ~~ee~~	Total Funds 2023/24 £000 4 1,197	Total Funds 2022/23 £000 4 64 1,197 1,116
Total current assets		463	382	382 738	798	1,201	1,201 1,180
Creditors due within one year	7	-61	-8	-8 -155	-121	-216	-216 -129
Total current liabilities		-61	-8	-8 -155	-121	-216	-216 -129
Total net assets		402	374	374 583	677	985	985 1,051
The funds for the charity:
Restricted income funds	10	0	0	0 583	677	583	583 677
Unrestricted income funds	10	402	374	374 0	0	402	402 374
Total charity funds		402	374	374 583	677	985	985 1,051

The accounts set out on pages 24 to 32 were approved by the Corporate Trustee on 5[th] December 2024, and signed on its behalf by

Signed: ……………

…………………………………

Robert Alexander, Chair of the Charitable Funds Committee on behalf of the Corporate Trustee

Date: …………5[th] December 2024………………………………………

London Ambulance Service Charitable Fund Statement of Cash Flows for the year ending 31 March 2024

Note	2023/24 £000 2022/23 £000
Cash Flows from operating activities: Net Cash provided by (used in) operating activities 8 Change in cash in the reporting period Cash at the beginning of the reporting period 8 Cash at the end of the reporting period

	81 330
	81 330
	1,116 786
	1,197 1,116

London Ambulance Service Charitable Fund Notes to the Accounts for the year ending 31 March 2024

1.1 Accounting Policies

Basis of preparation

The financial statements have been prepared under the historical cost convention.

The accounts (financial statements) have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2019.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’.

The trustees consider that there are no material uncertainties about the London Ambulance Service Charitable fund ability to continue as a going concern. There are no material uncertainties affecting the current year’s accounts. In future years, the key risks to the London Ambulance Service Charitable Fund is a fall in income from donations but the trustees have arrangements in place to mitigate those risks.

Funds Structure

Where the donor has provided for the donation to be sent in furtherance of a specified charitable purpose and has therefore created a legal restriction on use of the funds the income is allocated to a restricted income fund.

The remaining funds held by the charity are classified as unrestricted income funds. The expenditure of these funds is wholly at the trustee’s unfettered discretion.

The major funds held under these categories are disclosed at note 10.

Incoming resources

All incoming resources are included in full in the Statement of Financial Activities as soon as the following three conditions can be met:

entitlement - arises when a particular resource is receivable or the charity's right becomes legally enforceable;
probable – it is more likely than not that economic benefits associated with the transaction or gift will flow to the charity; and
measurement – when the monetary value of the incoming resources can be measured with sufficient reliability.

Where there are terms and conditions attached to incoming resources, particularly grants, then these terms or conditions must be met before income is recognised as the entitlement condition will not be satisfied until this point. Where terms or conditions have not been met or uncertainty exists as to whether they can be met then the relevant income is not recognised in the year but deferred and shown on the balance sheet as deferred income.

Incoming resources from legacies

Legacies are accounted for as incoming resources either upon receipt or where the receipt of the legacy is probable.

Receipt is probable when:

Confirmation has been received from the representative of the estate that the payment of the legacy will be made or properly transferred and once all the conditions attached to the legacy have been fulfilled.

Material legacies which have been notified but not recognised as incoming resources in the Statement of Financial Activities are disclosed in a separate note to the accounts with an estimated amount receivable.

Resource expended and irrecoverable VAT

Liabilities are recognised as resources are expended as soon as there is a legal constructive obligation committing the charity to the expenditure. A liability is recognised where the charity is under a constructive obligation to make a transfer of value to a third party as a result of past transactions or events. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.

Role of Volunteers

In accordance with the SORP, due to the absence of any reliable measurement basis, the contribution of these volunteers are not recognised in the accounts.

Fundraising costs

The costs of generating funds are those costs attributable to generating income for the charity.

Charitable activities

Costs of charitable activities comprise all costs identified as wholly or mainly incurred in the pursuit of the charitable objectives. Grants payable which are payments, made to third parties (including NHS bodies) in the furtherance of the charity’s charitable objectives. They are accounted for on an accruals basis where the conditions for their payment have been met or where a third party has a reasonable expectation that they will receive the grant. Provisions are made where approval has been given by the trustee due to the approval representing a firm intention which is communicated to the recipient.

Allocation of support costs

Support costs are those costs that do not relate directly to a single activity. The support costs have been allocated against charitable activities.

Irrecoverable VAT

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Debtors

Debtors are amounts owed to the charity. They are measured on the basis of their recoverable amount.

Cash at bank and in hand

Cash at bank and in hand is held to meet the day to day running costs of the charity as they fall due.

Creditors

Creditors are amounts owed by the charity. They are measured at the amount that the charity expects to pay to settle the debt.

In-kind donation

We adhere to a robust accounting policy that requires us to accurately represent the fair value of these generous contributions at the point of donation. By recognising these gifts as market value income in our Statement of Financial Activities (SoFA) according to the charity SORP.

2. Income from donations and legacies

	Unrestricted Funds Restricted Funds Total Funds General Fund Voluntary Responders Group Volunteers London Life Savers Other

	2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000 2023/24 £000 2022/23 £000
Donations from individuals Corporate donations Legacies Other Total	50 98 1 1 0 0 0 0 51 99 37 146 0 5 0 0 0 0 37 151 3 120 0 0 0 0 0 0 3 120 51 19 0 3 0 0 0 162 51 184
	141 383 1 9 0 0 0 162 142 554

Donations from individuals are gifts from members of the public, relatives of patients and staff. This income is usually collected through our just giving site and donation received by post.

There were two legacies totalling £3,022 received during the year (2022/23: £119,508).

3. Investments

Investment relates to interest income due from cash on deposit (£15,494).

4a. Raising Funds

	Unrestricted Funds Restricted Funds Total Funds General Fund Voluntary Responders Group Volunteers London Life Savers Other

	2023/24 2022/23 2023/24 2022/23 2023/24 2022/23 2023/24 2022/23 2023/24 2022/23
	£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Licence Costs Support Costs External Audit Fee Subscription Fee (Just Giving) Total	-3 -7 0 0 0 0 -2 0 -5 -7 -19 0 0 0 0 0 -20 -1 -39 -1 -9 -9 0 0 0 0 0 0 -9 -9 -3 -3 0 0 0 0 0 0 -3 -3
	-34 -19 0 0 0 0 -22 -1 -56 -20

The audit fee was £7,450 excluding vat, for the year (2022/23: £7,450) related solely to the audit with no other work undertaken (2022/23: nil).

The charity has two employees, total cost £38,200 under support costs (2022/23: nil).

4b. Analysis of charitable expenditure

	Unrestricted Funds Restricted Funds Total Funds General Fund Voluntary Responders Group Volunteers London Life Savers Other

	2023/24 2022/23 2023/24 2022/23 2023/24 2022/23 2023/24 2022/23 2023/24 2022/23
	£’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
Volunteers Spend: Voluntary London Life Savers Voluntary Responders Group Staff Amenities/ Grants: Improvements to working Environment Staff Education and Welfare Others: Purchase of Equipment Others Total	0 0 0 0 -71 -58 0 0 -71 -58 0 0 0 0 0 0 0 0 0 0 -3 -11 -1 0 0 0 0 0 -4 -11 -39 -124 -1 -5 0 0 0 0 -40 -129 0 -1 0 0 0 0 0 -58 0 -59 -53 -10 0 0 0 0 0 -4 -53 -14
	-95 -146 -2 -5 -71 -58 0 -62 -168 -271

Other spend relates to donations in kind made to London Ambulance Trust and other miscellaneous charitable expenditure.

5. Debtors

	2023/24 £000 2022/23 £000
Otherdebtors	4 64
Amounts falling due within one year	4 64

6. Cash at bank and in hand

	2023/24 £000 2022/23 £000
Cash in hand	1,197 1,116
Total	1,197 1,116

7. Creditors falling due within one year

	2023/24 £000 2022/23 £000
Accruals	216 129
Amounts falling due within one year:	216 129

8. Reconciliation of net income/(expenditure) to net cash flow from operating activities

	2023/24 £000 2022/23 £000
Net income/(expenditure) for the reporting period as per the statement of financial activities	-66 263

Adjustment for:
(Increase)/Decrease in debtors	60 -50
Increase/(Decrease) in creditors	87 117

Net cash provided by (used in) operating activities	81 330

9. Allocation of Support Costs and Overhead

Governance costs are those costs which relate to the day to day management of the charity. The governance costs are wholly charged against charitable activities.

10. Analysis of Charitable Funds

Restricted funds

	Balance 1 April 2023 £000 Resources Expended £000 Incoming resources £000 Balance 31 March 2024 £000
Voluntary Responders Fund	36 -2 1 35 124 -22 0 102 517 -71 0 446
Hardship & Other Reserves Fund
VoluntaryLondon Life SaversFund
	677 -95 1 583

Name of Fund Description, nature and purpose of the fund

Voluntary Responders Fund

Other (Reserves, Hardship & Museum

Voluntary London Life Savers Fund

The objectives of the restricted fund are to advance health, save lives and to promote the efficiency of ambulance services through volunteering.

The objectives of the Hardship restricted fund is to support staff and volunteers who are facing financial difficulties. The objectives of the Museum fund are to preserve and promote the Historical Collection. The objectives of the Reserves fund is to ensure our work is protected from the risk of disruption at short notice due to a lack of funds.

The objectives of the restricted fund are to teach life-saving CPR and defibrillator training to volunteers across London.

Unrestricted income funds

	Balance 1 April 2023 £000 Resources Expended £000 Incoming resources £000 Balance 31 March 2024 £000
General Fund	374 -129 157 402
	374 -129 157 402

Name of Fund		Description, nature and purpose of the fund
London Ambulance General Fund	Service	The objectives of the unrestricted fund are that it is available for any charitable purposes relating to the NHS at the absolute discretion of the trustees. This fund also includes reserves amount of £63,000.

11. Related party transactions

The London Ambulance NHS Trust is the corporate trustee of the charity.

During the year, none of the members of the Trust Board, senior NHS Trust staff or parties related to them were beneficiaries of the charity. Neither the corporate trustee nor any member of the NHS Board has received honoraria, emoluments or expenses in the year and the Trustee has not purchased trustee indemnity insurance.

12. Trustees’ remuneration, benefits and expenses

The charity’s trustees give their time freely and receive no remuneration for the work that they undertake as trustees.

13. Post Balance Sheet Events

There are no post- balance sheet events that require adjustment or disclosure.