2025-03-31-accounts

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Annual Report & Accounts 2024/25

Trustees’ Annual Report and Consolidated Financial Statements for the Year Ended 31 March 2025

Registered Charity No. 1160661 A Company Limited by Guarantee

Registered in England Company no. 09389239

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Welcome Message from the Chair and Chief Executive	Page 6
Our Vision and Five Charity Funding Pillars	Page 8
Strategic Organisational Objectives	Page 10
Equity, Diversity and Inclusion (EDI)	Page 12
Our Values	Page 15
A Year with the Charity	Page 16
Highlights of our Impact across our Pillars	Page 16
Supporting our hardworking NHS Staff	Page 22
Arts for Health	Page 24
The Alder Centre	Page 26
Fundraising	Page 29
Volunteers: The Heartbeat Of Our Shops	Page 38
Impact Stories	Page 40
Fundraising Feature: Surgical Neonatal Campaign	Page 42
Financial Review	Page 44
Reserves Policy	Page 45
Governance Structure and Management	Page 46
Public Benefit	Page 49
Charity Personnel	Page 50
A Big Thank You	Page 51
Statement of Trustees’ Responsibilities	Page 52
Report of the Independent Auditors to the Members	Page 53
Notes to the Financial Statements for the year ended 31 March 2025	Page 59

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!\ I1 Trustees’ II Contents 1I ! \ Report 1]

1] .? s7 ~ 4 ~~. ee It is a pleasure to present the Annual Report for Alder Hey Children’s Charity, together with the audited financial statements for the year ended 31 March 2025, which are also prepared to meet the requirements for a directors’ report and financial statements for Companies Act 2006 purposes. ;

The 2024/25 Annual Report and Accounts have been prepared in accordance with the Statement of Recommended Accounting Practice: Accounting and Reporting by Charities (FRS102). The charity’s report and accounts include all the separately established funds.

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A Welcome
Message From Our
Chair and Chief
Executive
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As we look back on 2024/25, we are immensely proud of the commitment shown by our supporters, partners, and incredible team. This year has been one of ambition, innovation, and impact. Thanks to the generosity of our donors, we raised an outstanding £9.51 million, our highest ever total, enabling us to support the shared vision of Alder Hey Children’s Charity and Alder Hey Children’s NHS Foundation Trust, a vision for a healthier, fairer, and happier future for all of our young patients. These funds continue to go far beyond what the NHS alone can provide, creating life-changing experiences and services for children and families. This achievement also reflects the dedication of Alder Hey’s NHS staff, whose skill and compassion underpin every success.

We have invested across our five key funding pillars; Research, Innovation & Education, Specialist Equipment, Alder Hey Magic, Campus & Community, and Advocacy, with each area delivering tangible improvements in children’s healthcare. From pioneering oral health projects like Mini Mouth Care Matters, to funding advanced equipment like the PurePoint™ laser, ensuring our clinicians have access to the very best tools to deliver world-class care for children, and helping families stay closer to home during specialist eye surgery, we are pushing the boundaries of what is possible in paediatric care.

This year also saw Alder Hey take a bold step forward in digital innovation with the launch of its new AI strategy, aligning with the government’s NHS 10-year health plan, so the charity was proud to fully fund the licensing for the pilot of Lyrebird Health, an AI “scribe” that records conversations between patients and parents with clinicians to generate notes and letters. Already used in more than 11,000 consultations since January 2025, Lyrebird has eased administrative burden, improved staff wellbeing, and allowed clinicians to focus more on direct interaction with children and families. It is a powerful example of how charitable funding can accelerate innovation and deliver real benefits for young patients.

We have also expanded the reach of the Alder Hey Magic that makes our hospital so special, funding initiatives such as the Youth Voice programme and Sensory Voyager units, which give young people vital

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tools to build resilience and reduce anxiety during hospital stays. Our work across the Campus and within the Community has demonstrated the power of compassion, including the extraordinary global response from ‘Swifties’ following the Southport tragedy, which raised over £470,000 (including gift aid) to support the families and all those impacted by the event.

This year marked a bold step in Advocacy, with the launch of Put Children First’s Ignite the Sparks campaign, our first national push to ensure children’s voices are placed firmly at the heart of government decision-making, topped off with a visit to 10 Downing Street to hand in a letter from children asking for change.

Our award-winning Arts for Health programme delivered over 2,000 creative workshops for more than 10,000 children and young people and was recognised at the Liverpool City Region Culture and Creativity Awards.

Behind every achievement lies the extraordinary generosity of our supporters. Community fundraising, corporate partners, individual donors, legacy pledges, philanthropy, and our thriving retail and lottery activities have all played a vital part. Together, these efforts have allowed us not only to meet immediate needs but to invest in Alder Hey’s long-term future. None of this would be possible without the generosity of our supporters, the commitment of our volunteers, and the remarkable skill and compassion of Alder Hey’s NHS staff.

On behalf of the Trustees and the entire team, thank you for believing in Alder Hey and for helping us make such extraordinary progress this year.

Looking ahead, we are filled with optimism and determination.

~~|~~ The challenges facing | children’s health are significant, I but so too are the opportunities. I " a || I| I| With continued support Alder Hey II || Children’s Charity will remain at the forefront of shaping brighter Graham futures for children and young Graham Morris OBE ||| people in the region and across the | Chair of Trustees | November 2025 I country. 99 1|

Graham Morris OBE Fiona Ashcroft Chair of Trustees Chief Executive November 2025 November 2025

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j I1] Our Five Charity Contents I| ; \ Funding Pillars !

Research, Innovation and Education

We build strong partnerships and work with leading innovators to constantly push the boundaries of what is possible. We invest to drive research excellence in areas including childhood cancer, inflammatory diseases, genomics and respiratory health.

Vision

Specialist Equipment

Alder Hey treats over 1,200 patients every day who deserve access to the highest quality care, facilities and technology available. We are proud to fund lifesaving and advanced specification equipment, cutting edge tech and distraction innovations to help Alder Hey clinicians do the very best for our patients.

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Alder Hey Magic

We are committed to going above and beyond what is available on our hardworking NHS. From ward musicians and arts workshops to the latest distraction technology in clinical areas, we strive to provide the best patient experience possible for all our children. We call it the ‘Alder Hey Magic’.

Campus and Community

We are helping to create the best possible environment to nurture bright futures for children across our healthcare campus and through outreach across our communities. We work with organisations

to focus on prevention and early intervention and to reduce the impact of social inequalities on families.

Advocacy

We are committed to making change and ensuring all children have the potential to create their own brighter futures. Utilising our expert clinical voices Alder Hey Children’s Charity strives to influence positive change at the heart of the government and within the NHS.

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Pages 10 –51 include the eecc =. Charity’s o% - ~~ x Strategic ‘ ) Report Strategic Organisational Objectives

Maximising Impact of Charitable Funding

To ensure funds raised are spent in the best way possible, have strategic impact and make the biggest possible difference to children and families now and in the future.

People, Wellbeing & Culture

We have developed strategic plans for each funding pillar, including the next 3-5 years of funding campaigns and a strong suite of unique selling point funding opportunities with national and international reach to appeal to a range of potential funders.

To create and maintain a high-performing, inspiring and supportive workplace and organisational culture, and be recognised within the sector for our commitment to our people.

Charitable expenditure has increased by 6% since last year and the number of grants awarded has grown from 67 in 2021/22 to 170 in 2024/25. Please also refer to our impact stories within pages 16 - 27.

Over the past 12 months, we have made significant progress in building a more inclusive, supportive, and development-focused environment. We have strengthened wellbeing initiatives, introduced enhanced mental health support and are embedding our new four-day working week, providing greater / . flexibility and work-life balance for our team. Development opportunities have expanded through > targeted training programmes, cross-organisational 7. collaboration, and mentoring schemes.

We have reviewed and improved our wider staff benefits, ensuring they meet the needs of our diverse workforce. Our commitment to diversity and inclusion has been embedded through EDI training, inclusive recruitment practices, and regular accessibility audits.

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Sustainable Income Growth & Consolidation

To invest in resources and activity with a focus on long-term sustainable growth and development.

This was a key focus of our previous ‘Growth & Recovery’ three-year strategy, and we achieved significant income growth with income of £9.51 million for 2024/25 being 14% up on 2023/24.

We have ensured we have the enablers in place, especially strong appeals and world-leading projects, to attract significant philanthropic support from individuals and large national corporates.

Providing Excellent Stewardship

To deliver the best possible donor experience, we prioritise building strong, lasting relationships with both new and long-standing supporters, recognising that every gift directly impacts the care and futures of thousands of children and young people.

Growing Awareness, Acquisition & Partnerships

To raise awareness, build strategic partnerships, welcome new supporters, and position Alder Hey as the children’s charity of choice and a leader in children’s health and wellbeing.

2024/25 has seen continued focus on growing our number of active givers with increased investment in regular giving, growth of our lottery, the introduction of new events, proactive new business activity and approaches to new potential funders. Our new virtual events were very successful both in terms of income raised but also introducing us to a wider audience with 95% of sign-ups being new supporters. We have also continued to run our new TV advert at key points throughout the year and increased our use of advertising across social media channels to increase awareness, generate donations for appeals and signs ups for events.

Our CRM system now allows for smarter segmentation across all teams, ensuring communications are more targeted, relevant, and engaging, while also delivering cost savings that can be channelled back into our vital work. This enables us to share more meaningful updates, whether that’s celebrating the opening of a new unit, showcasing innovation, or highlighting the “Alder Hey Magic” that transforms hospital stays into moments of joy. Alongside this, we are continuing to invest in AI and exploring automation to improve efficiency and free up more time for genuine, personal contact. Technology will enhance, not replace, our human touch, ensuring supporters continue to feel valued, connected, and part of every milestone we achieve for the children and families we serve.

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At Alder Hey Children’s Charity, we strive to create a healthier, happier, and fairer future for the 450,000 children and young people we treat each year. We want to ensure that every child and young person grows up feeling a sense of belonging and purpose, and we must play our part in building a more inclusive world, starting with our own organisation. By respecting and valuing one another’s differences and uniqueness – including those based on age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation* - we can broaden our reach and impact, achieving amazing things.

VA \ /\ Equality, I\ I\ || |I Diversity and || AI Inclusion \I \1 \4 N (EDI) 4 AS 7 x7

sg We strive to ensure everyone feels safe, supported 4 \ 4 b -' / and represented through their employment, |i progression opportunities, our fundraising and in our \ communications. /

Guided by our values of Courage, Together, Passion and Magic, we work every day towards a fairer, inclusive and brighter future for the diverse communities we serve, including our staff, volunteers, donors, children and young people, families and all those whose lives we touch.

*Protected characteristics listed as per the Equality Act 2010

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Recognise that in order to do great work, we need to be well rested: healthy and enjoy our life outside of work.
Know it’s OK to work from home, in the office, or a mixture of the two as long as this works within our role.
Flex our working hours around nursery/ school/life as long as that works for our role and our manager.
Take regular breaks away from our screen and desk.
Send emails late at night if that works for us, but don’t expect a response out of hours as we are doing this for our own flexibility.
Protect time to do exercise or go for a walk during the day.
Recognise the importance of one-to-ones and prioritise them.
Hold each other accountable and take responsibility for our own actions.
Know it’s OK to say our plate is full and we need more time, more support, or just to reach out to a colleague.
Respond to requests in a reasonable amount of time and recognise that this does not need to be immediate.
Think about the purpose of a meeting before we book it and know it’s OK to say no to a meeting we’re invited to that we don’t believe we need to attend.
Know it’s OK to discuss flexible working with our line manager.
Talk about our mental health.
Know it’s OK to ask questions or ask for information from the senior management team.
Sets out what success is and isn’t.

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Our Values

At Alder Hey Children’s Charity, our values shape everything we do. By being courageous, working together, showing passion, and bringing creativity to every challenge, we ensure our hospital and campus can deliver the very best care for children, young people, and their families. These values guide how we work with each other, our supporters, and our partners, helping us to create brighter futures and to make a lasting difference every single day.

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We try new things and take risks to innovate and drive forward new ideas. We have the courage to speak up and take a stance. We are accountable, responsive and responsible. We are unstoppable.

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We work together as one team, sharing our knowledge and learning. We work in partnership with patients, families, supporters and colleagues. We are respectful, celebrate diversity and empower each other to achieve our aims.

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I\ I Our Five Charity I Contents | I \ Funding Pillars

Research, Innovation and Education

Specialist Equipment

Alder Hey Magic

A Year With The Charity

The ongoing support of our charity changes lives every day here at Alder Hey. Charitable donations help us to fund innovation, cutting-edge equipment for our superb clinicians, and vital research to ensure positive outcomes now and into the future. It also means every child and young person coming through our doors feels the Alder Hey ‘magic’ – the added extras that make the hospital experience the best it can be for our patients, their families and our staff, throughout the year. Our supporters have helped us to raise an incredible £9.51 million in this period.

Campus and Community Advocacy

The next few pages highlight some of our impact across our pillars in 2024-25

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Research, Innovation & Education

Through strategic partnerships and investment in pioneering science, Alder Hey Children’s Charity drives research excellence and innovation to transform outcomes for children across key areas of health.

£18,717 – Mini Mouth Care Matters

First launched in early 2024 and renewed for a second year in 2025, the Mini Mouth Care Matters project is a vital initiative focused on improving the oral health of children and young people admitted to hospital. With dental decay affecting 12% of 3-yearolds and 23% of 5-year-olds across England — rising to 37% among 0–5-year-olds in Liverpool — the need for early intervention has never been greater.

Thanks to charitable support, the project has delivered a suite of practical tools including educational videos, a staff learning package, and handy dental kits for patients. By equipping ward teams with the knowledge and resources to deliver daily oral care, Mini Mouth Care Matters is helping to embed oral health into routine hospital care — ensuring brighter, healthier smiles for every child.

£140,000 - UNICEF Baby Friendly Initiative

Thanks to generous funding from MediCash, two nurses have taken on specialist roles at Alder Hey dedicated to supporting breastfeeding and improving outcomes for families across Merseyside.

The Baby Friendly Initiative, or BFI, is all about promoting and supporting breastfeeding and building strong relationships between parents and their babies. It’s a global programme led by UNICEF and the World Health Organization, and here in the UK, it sets out standards for healthcare settings to help create environments that really support infant feeding and parent-infant relationships.

As well as supporting individual families, – the BFI is also focused on training staff, developing resources, and, ultimately, helping Alder Hey work towards official Baby Friendly accreditation.

£62,100 - Little Hearts at Home

Little Hearts at Home is a paediatric-first, clinically validated remote monitoring platform developed by Alder Hey Children’s Innovation for the most vulnerable cardiac infants across North West England, North Wales, and the Isle of Man. The platform integrates automatic alerts if a patient breaches their unique thresholds, set by the clinical team upon hospital discharge, allowing the team to determine if the child needs to come into the hospital or can be safely kept at home until their next procedure.

Little Hearts at Home is supporting 53 patients, facilitating an average of 35 home visits and 16 healthcare notifications per week. Since it began, Little Hearts at Home has helped 96 families manage their loved one’s care from home, with 320 community nurses trained to provide exceptional support. This funding is provided in partnership with British Heart Foundation.

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Specialist Equipment

By funding world-class equipment and technology, Alder Hey Children’s Charity ensures clinicians have the tools they need to deliver outstanding, lifesaving care every day.

£299,350 - Defibrillators

£299,350 was given to purchase over 50 new defibrillators to be used across the hospital. The new defibrillators offer advanced technology tailored for paediatric and adult patients. These devices communicate with one another, record the entire resuscitation process, and provide vital data on the quality of compressions, shock effectiveness, and any physical challenges, such as chest stiffness or impedance. This data is invaluable not only for improving training with but also for enhancing patient outcomes. The newer models also deliver higher-energy shocks - up to 360 joules - which are necessary for treating specific cardiac conditions.

£10,780 - Virtual Reality (VR) Headsets

£10,780 was granted to purchase two stateI of-the-art Virtual Reality (VR) Headsets.

44I of-the-art Virtual Reality (VR) Headsets. = ;

Having engaging and immersive equipment to distract and entertain patients during their ; time in the hospital is vital. These cutting-edge VR headsets are helping to reduce anxiety by providing a calming and immersive escape from the hospital environment, improving the mental wellbeing of children in hospital and their families through engaging and uplifting adventures, and enhance the hospital experience by adding an element of fun, excitement, and wonder.

£48,000 - Paediatric Vitreoretinal Surgery Service

Alder Hey Children’s Charity funded £48,000 to provide top-of-the-range equipment for the Paediatric Vitreoretinal Surgery Service in Alder Hey’s Ophthalmology Department. Through purchasing equipment such as the PurePoint™ Laser, which provides surgeons with the most pinpoint accuracy when operating on young, delicate eyes, the ophthalmology team were able to centralise their whole surgical operation within Alder Hey. Before this, some children were having to travel between Manchester, Birmingham, and Oxford to access these surgeries, but by purchasing the necessary equipment, we were able to ensure that local children could receive the care they needed in Liverpool, limiting the stress and added financial and time pressures on families.

The portability ‘ +, » > , and versatility of these headsets make them e ow especially well-suited - oe =< ‘ for a clinical Be —.. or setting, with ~ io oe » ‘ety the ability to me sanitise the equipment easily and customise experiences for different age groups and needs.

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Alder Hey Magic

| I £95,586 - 11x Sensory I II Voyagers II

~~III~~ Beyond clinical excellence, Alder I l This year, charitable funding enabled the I Hey Children’s Charity enriches ~~I~~ I I purchase of 11 Sensory Voyager units, I I every child’s hospital journey through II creativity, play, and innovative I I bringing interactive sensory experiences directly to children and young people I II experiences, bringing the unique I I across Alder Hey’s wards. These mobile, | I ‘Alder Hey Magic’ to life every day. I I multi-sensory units are designed to support I I SS ~~S o ooo OOOO OO Oooo ooo ooo~~ ” 1 children of all ages, including those with | additional needs, by promoting relaxation, II stimulation, and play during their hospital I stay. I

£50,000 - Youth Voice Programme

I Sensory play is a powerful tool in reducing I I anxiety, supporting emotional regulation, I and improving overall wellbeing. The Sensory I I Voyagers are already making a meaningful I I difference — helping to create calmer, more I I engaging environments that support both I recovery and emotional resilience in hospital.

The Youth Voice Programme empowers children and young people at Alder Hey to navigate the challenges of growing up, particularly those facing anxiety and uncertainty due to the lasting impact of Covid-19, disrupted education, health conditions, and economic or social deprivation.

Charitable funding has enabled the activation and growth of this vital initiative, supporting a range of activities including vocational support, peer mentoring, life skills workshops, and social action projects. Through Youth Voice, young people are gaining confidence, building resilience, and shaping a more positive future for themselves and their communities.

£720 - CAMHS Pony Connection Project

Thanks to a small grant of £720, CAMHS was able to pilot a programme of pony ‘connection’ sessions delivered at Beechley Stables in Liverpool. Children and young people who attended were mostly living with chronic social anxiety driven by neurodevelopmental difficulties such as autism spectrum conditions.

Our funding provided 24 children and young people with the opportunity to take part. Through participating in activities such as pony grooming, plaiting tails and manes and walking alongside the ponies as they exercised, these sessions had a huge impact on children and young people who had not been responding to traditional ‘talking therapies’. An added bonus has been the support parents have given to one another, sharing their experiences of living with an autistic, chronically anxious child.

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Campus and Community

Alder Hey Children’s Charity invests in environments and partnerships that promote health, equality, and I1 opportunity—both on our campus and I aq | across the communities we serve.

£470,153 - Southport Related Support

£4,000 - Staff Welfare Packs and Family Kindness Bags

In July 2024, Alder Hey Children’s Charity was deeply moved by an extraordinary outpouring of kindness from across the globe, led by a dedicated Taylor Swift fan and embraced by thousands of ‘Swifties’ worldwide. In response to the heartbreaking events in Southport, this remarkable community rallied together to raise an incredible £470,153 in support of Alder Hey and the vital work we do for children. The appeal captured international attention, reflecting how moments of profound sadness can inspire unity and generosity on a global scale. This exceptional act of solidarity is a powerful reminder of the role charities like ours play, offering care, hope, and practical help when it is needed most, and demonstrating the incredible impact that collective compassion can achieve.

Working in collaboration with the Charity Commission, the Fundraising Regulator, the National Emergencies Trust, and the Community Foundation for Merseyside, Sefton Council, and Sefton CVS, Alder Hey facilitated the careful and prompt distribution of these funds. Together, we ensured that support reached the families, local schools, and the wider community with additional provision for long-term emotional support also put in place through our bereavement centre.

With the cost-of-living crisis continuing to impact families across the UK, Alder Hey Charity allocated £4,000 to provide direct support to staff and families experiencing financial hardship. In Liverpool, where 32.3% of children live in poverty, significantly higher than the national average of 22%, the need for practical, compassionate support for the children and families in our region has never been greater.

This funding enabled the creation and distribution of essential care packs containing staple items such as tinned food, pasta, rice, toiletries, cleaning products, nappies, and baby milk for families with infants. Accompanied by supermarket vouchers, these packs have eased the burden for families struggling to afford everyday essentials, helping them attend hospital appointments or maintain work commitments without the added worry of how to put food on the table.

£5,000 - Supermarket Vouchers

£5,000 was provided for supermarket vouchers to give to families in need ahead of the festive season. These supermarket vouchers, eligible to spend on food, provide much needed financial support for families, and enable them to feel comfortable and supported at such a busy and expensive time of year.

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£150,000 - Ignite The Sparks Campaign

Advocacy

Launched in 2024, Put Children First’s Ignite the Sparks campaign marks Alder Hey Children’s Charity’s 0 eee eee eee ee TT ® first-ever national advocacy campaign, a bold step to ~~I~~ 1 ensure that the voices and needs of children are no ~~I~~ | ~~|~~ With clinical insight and strategic | longer an afterthought in government decision-making. II|I With an initial investment of £150,000, the campaign advocacy, Alder Hey Children’s I| is focused on placing children and young people at the I| Charity works to ensure children’s || heart of public policy, particularly in areas affecting their I| needs are prioritised at the highest health, wellbeing, and future opportunities. I levels of decision-making. | I|

This landmark initiative has already made significant strides, engaging with several MPs, holding events at the Houses of Parliament, and leading a letter drop at 10 Downing Street to urge action on issues impacting children. By working directly with young people, healthcare professionals, and policymakers, Put Children First is amplifying the voices of those too often unheard, building a powerful coalition for change and positioning Alder Hey Children’s Charity as a leading advocate for child health and wellbeing nationwide.

Headline results 2024/25:

NATIONAL LAUNCH HELD AT ALDER HEY IN SEPT 2024, CHAIRED BY Mayor Steve Rotheram, The Sunday Express.

PARLIAMENTARY EVENT HOSTED IN MAY 2025 WITH ATTENDEES INCLUDING MPS AND PEERS, AND REPRESENTATION FROM THE DEPARTMENT FOR EDUCATION AND MULTIPLE ALL-PARTY PARLIAMENTARY GROUPS.

OPEN LETTER TO THE PRIME MINISTER, LED BY YOUNG CAMPAIGNERS, HAND-DELIVERED TO 10 DOWNING STREET IN APRIL 2025.

CAMPAIGN FEATURES SECURED ACROSS BBC NEWS, THE SUNDAY EXPRESS, AND REGIONAL MEDIA, HELPING TO RAISE THE PROFILE OF CHILDREN’S HEALTH ON THE NATIONAL STAGE.

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Supporting . + ny As Our | |[,] 1 \ Hardworking f \ \f | ‘ vi ‘ NHS Staff

Supporting Alder Hey’s NHS colleagues is central to the work of the charity. We know that happy, supported, and empowered staff provide the very best care to our patients. This year, one of the most significant ways we supported our staff has been through our investment in a core part of Alder Hey’s ambitious new AI Strategy, which will transform the way children’s healthcare is delivered in the years ahead.

Thanks to the generosity of our donors, Alder Hey Children’s Charity was proud to fully fund the licensing for the pilot of Lyrebird Health, a pioneering “ambient AI” system that securely records conversations between parents, clinicians, and children and generates accurate notes and letters for electronic patient records. Since launching in January 2025, more than 11,000 consultations have already used Lyrebird, with remarkable results for staff and families alike.

Clinicians report that the technology has eased the administrative burden of note-taking and letter writing, allowing them to spend more time listening to and engaging with families during appointments. This has improved staff wellbeing, reduced burnout, and enhanced the overall experience for patients, who benefit from more personal, focused interactions. One consultant described how “consultations now feel more personal and caring,” with administrative tasks completed more quickly between patients.

By funding Lyrebird, the charity has enabled Alder Hey to be the first NHS Trust to use this technology at scale, positioning the hospital as a national leader in paediatric AI healthcare. Most importantly, the pilot is already helping to deliver real and immediate benefits for children, parents, and clinicians, ensuring that the care families receive is both more efficient and more compassionate.

This investment builds on our wider commitment to staff wellbeing and professional development, including our Create, Revive, Thrive programme, which offered creative sessions designed to relieve stress, boost morale, and foster connection between colleagues. By combining initiatives that nurture wellbeing with pioneering technology that reduces pressure and frees up time, Alder Hey Children’s Charity continues to support staff in delivering the world-class care that children and families deserve.

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Arts for
Health
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It has been a hugely successful year for A Alder Hey’s Arts for Health programme, which has continued to grow from strength to strength, launching a number of new partnerships and receiving the Health and Wellbeing Award at the 2025 Liverpool City Region Culture and Creativity Awards.

Fully funded thanks to generous donations and grants to Alder Hey Children’s Charity, the Arts for Health programme reaches all corners of Alder Hey Children’s Health Campus, making a difference for patients, families, and staff alike. In 2024/25, the programme delivered 2,011 workshops and engaged 10,996 children and young people in arts activities at Alder Hey. Vicky Charnock, Arts for Health Manager, said:

Thanks to generous support, we have been able to engage more children and young people than ever before in our award-winning Arts for Health programme. This has significantly supported patients’ wellbeing and their experiences of receiving hospital treatment, as well as giving children and young people the opportunity to develop their creativity and confidence. A heartfelt thank you to everyone who has donated funding to make this possible.

The programme has also continued to grow its number of hugely impactful partnerships across the region, working with organisations such as National Museums Liverpool, Liverpool Everyman and Playhouse Theatres, Live Music Now, Shakespeare North, and the Liverpool Philharmonic. The latter is a special one between two renowned institutions and has brought musicians from the Liverpool Philharmonic Orchestra to Alder Hey to perform for children and their families, making a real difference to the wellbeing of both in-patients and visitors through their ward and atrium performances.

The partnership between Alder Hey and the Liverpool Philharmonic has been groundbreaking for the wellbeing of children and young people, giving them access to soothing sounds from some of the country’s most talented and accomplished musicians, but also providing older children with one-to-one teaching, helping to champion their talents and interests.

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In Depth

Bassoon player Gareth Twigg is one of the musicians who has seen first-hand the impact that the partnership has made, having performed for children and their families both in the atrium and on the wards. Gareth said:

It is so touching to see all ‘< the patients, families and even the babies just forget that they are in hospital just for a few minutes and connect with the music. The fact that I get to share this with them is something I am really proud of.

66 The partnership

and families.

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I SN VG I Contents 1|Ieg 1

The Alder Centre is the UK’s first purpose-built child bereavement centre in a hospital setting’, providing specialist support for anyone affected by the death of a child. For over 30 years, it has offered counselling, peer support, and therapeutic activities in a safe, compassionate environment, as well as hosting remembrance events such as the annual service at Liverpool Anglican Cathedral. Supported by Alder Hey Children’s Charity, the Centre also operates the national Child Death Helpline, extending its vital care and expertise to families across the country.

The Child Death Helpline: Extending Compassion Beyond Alder Hey

The Child Death Helpline, funded by Alder Hey Children’s Charity, remains a cornerstone of bereavement support across the UK and beyond. Established in 1989, the service transitioned in 2023 to be solely operated by The Alder Centre at Alder Hey, where it was originally founded, ensuring continuity of care and a clear identity for families in need.

The helpline is currently staffed by 15 trained volunteers – all bereaved parents – who are supervised and supported by professional counsellors at The Alder Centre. This unique partnership blends professional expertise with peer empathy, creating a trusted and effective model of care.

The service is open to anyone affected by the death of a child, whether in pregnancy, childhood, or adulthood. In 2024, service users ranged from parents who had experienced a loss just hours before contacting the helpline to elderly parents still processing grief from decades earlier.

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t In Depth I

Losing a

The helpline’s reach is international, with calls received from across the UK and overseas.

An increasing number of older bereaved parents are accessing the service, reflecting its inclusivity and recognition that grief has no timeline.

care.

This service is fully funded by Alder Hey Children’s Charity, thanks to the generosity of donors. Its ongoing impact is measured not only in the number of calls answered, but in the dignity, empathy, and reassurance it provides to families navigating profound loss.

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Community Fundraising has performed well across all areas in 2024/25, with our communities raising £3 million of income.

Our bespoke event programme thrived across all events. Record numbers of participants took part in our established events, Oli’s Safari Walk and the Coniston Challenge. One-off events, including the London to Amsterdam Cycle Challenge with six other Children’s Hospital Charities, and our Himalaya Trek in Nepal were successful, and Virtual Events engaged both current and new donors throughout the year.

1] \ ! Community I Contents 1 1I Fundraising ! and Events

Our amazing supporters came out in force, organising a wide variety of DIY events. Sheep shearing, tractor parades, cake sales, art exhibitions, charity nights and balls, cricket matches, dance productions, musical concerts, mountain climbs, and just about everything in between.

We continued to invest in new running and challenge events including the London Landmarks Half Marathon, Manchester Marathon and running events further afield and we are excited to have been allocated places for the London Marathon in 2026.

We also worked closely with other charity partners again for our London to Amsterdam Bike Ride and our annual Big Jump Skydive.

Our more traditional elements of community fundraising including schools, community businesses,

and a variety of community groups had a busy year. Some selected us as their Charity of the Year and fundraised throughout, some got involved in specific campaigns such as our annual PJ Day, and others developed their own fundraising ideas to support our incredible patients and their families.

In January we launched our new podcast series, Inspired Voices which featured 11 of our amazing supporters in conversation with the team.

Our Young Charity Ambassadors continue to fly the flag for the Charity and it’s amazing to see some of our established Ambassadors now grown into amazing young adults. We even have our first Ambassador Wedding on the horizon!

As we look forward, we are excited to create new events and opportunities, develop new partnerships and continue to grow and/or adapt our current income streams.

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Corporate
Contents
Fundraising
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In 24/25 we received over £1.65 million in donations from

our corporate partners through donations, gifts in kind, sponsorship and event income.

v7 Faster, Easier. Friendlier. \ ‘ For the second time, Liverpool ‘ / John Lennon Airport organised \ their Festive Plane Pull event with I1 11 teams taking part helping to raise I| over £15,000. Teams included \ a range of Airport associated ! \ businesses such as World Duty a \ 7 ss Free, Arriva and security 7 x provider Wilson James. ¢

Throughout the year, we continued to receive support from longstanding partners such as Matalan, Liverpool John Lennon Airport and Home Bargains. This also included Skiddle whose customers helped them to reach the brilliant milestone of £100,000 through donations at checkout. Throughout the year we also worked with Wavelength to host a number of bespoke leadership events in conjunction with the Trust Innovation Department and to raise funds.

Aldermore Bank also became a partner, funding a Complimentary Therapist role as part of our Alder Centre Services, and the tree for the Alder Centre Light up a Life service.

In 2024 we hosted our annual Dragon Boat Festival and Golf Day both sponsored by the Braithwaite Group, these events helped to raise more than £115,000. We also attended the 2024 Institute of Travel and Tourism conference and celebrated our tenth year of partnership. At this year’s conference, we raised over £130,000 for our MediCinema and Same Day Emergency Care appeals. Our annual Bag Ladies Auction and Afternoon Tea was a sell-out once again. The event raised more than £20,000 for some of our most vital services.

Christmas is an incredibly important time at Alder Hey, and in 2024 we were supported by organisations such as Aimia Foods (via Horlicks) and Warwick Northwest to provide the magical decorations and activities that take place throughout November and December. Continuing the Christmas magic Home Bargains once again produced packs of child designed Christmas cards helping to raise over £19,000.

Highlights throughout the \ year include incredible instore \1 fundraising from Matalan where customers and colleagues came I I together during April and ! December to raise money 1 a for Alder Hey Children’s 4 SNx0 Charity. ¢?

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Individual Giving

During 2024/25, our supporters raised over £1.5 million through Individual Giving – all directly from their own resources. We extend our sincere thanks for this exceptional support.

In response to the tragic Southport incident, we received £484,000 from current and new supporters donating in the victims’ memory. The majority (£394,966) was raised through a JustGiving page established by the Taylor Swift UK & EU Facebook Group (see page 20 for more detail).

Regular giving continued its growth trajectory through active face-to-face recruitment. Our regular supporter base expanded from 5,126 at start-2024 to 7,099 by end-2024, generating total income of over £594,000.

August saw our Ophthalmology service fundraising campaign Sight for Young Eyes , generate £16,000 (detailed on page 18). We concluded 2024 with our Christmas campaign focusing on Alder Hey Magic, which raised over £35,000. Christmas 2024 also marked the launch of our inaugural Letters from Santa programme, delivering personalised letters to over 320 families.

Gift Aid is a simple way to make your donation go even further. If you are a UK taxpayer, our charity can claim back the basic rate of income tax on your donation, an extra 25%, at no extra cost to you.

That means every £10 you give is worth £12.50 to us.

During 2024/25, thanks to the generosity of donors choosing to Gift Aid, we were able to claim a significant additional amount through the scheme, helping us support even more children and families.

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! \ -' 4 | Legacy 1 { * \ ] ern Fundraising ‘ I ~ ‘ XN 4 SS ¢ s¢ SC o0 - <t Gifts in Wills totalling over £900,000 were received in 2024/25. This year’s gifts ranged from £2,000 to £360,000, reflecting the diversity of our supporter community. Gifts in Wills are an amazing final gift from our supporters to Alder Hey and they allow us to fund some incredible projects including the Christmas Remembrance Service “Light up a Life” planned by the Alder Centre and the national Child Death Helpline which support bereaved families. These vital services provide comfort and practical assistance during the most difficult times, demonstrating the lasting impact of our supporters’ generosity.

We continue to encourage our supporters to consider leaving a gift in their Will to Alder Hey, by offering them free online Wills through our trusted legal partners. Over 31 supporters this year have indicated that they left a gift for Alder Hey in their Will, gifts that have an estimated future income of over £80,000. This represents not just financial support, but a testament to the deep connection our supporters feel with our mission and values.

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This incredible generosity has helped us drive forward vital developments across our hospital campus, from innovation, research, and education to the purchase of specialist equipment and creating moments of magic for our brave young patients and their families.

’\ 1\ !\ I1 "1 Contents 1I Philanthropy \' \1 \’ ‘? ‘7 <7 x0

Our Same Day Emergency Care Appeal has continued to inspire remarkable support, with philanthropic gifts helping to shape a service that will benefit thousands of families for years to come when the new unit opens in 2026. Philanthropy has also been the cornerstone of several pioneering projects, including our nationally recognised Arts for Health programme. This year, support for our Dreamers’ Programme has enabled children accessing our Child and Adolescent Mental Health Services (CAMHS) to take part in bespoke, one-to-one creative activities that complement their clinical treatment and enhance their emotional wellbeing. In addition, funding for our innovative Little Hearts at Home initiative is transforming care for infants with severe congenital heart conditions, using remote monitoring technology to improve safety and outcomes for some of our most vulnerable patients.

In 2024/2025, we received over £1 million in philanthropic donations from individuals, charitable trusts, foundations, and grant makers.

We are deeply grateful to all our donors and funding partners. Their generosity enables us to deliver projects and initiatives that truly change lives, giving children, young people, and their families the best possible support during the most challenging times. During this financial year, we also received restricted funding from trusts and grant makers, helping to ensure that these impactful projects not only launch but continue to grow, reaching even more patients and families in the years ahead.

~~1~~ The George " " The Parry Family I " The Charles Wolfson 1 ~~1" 1~~ Davies Charitable " " Charitable Foundation: I " Charitable trust: £28,300 1 ~~1~~ 1 Trust: £100,000 ~~"~~ " " £9,964 to fund two I " towards the Same Day " 1I unrestricted funding I"" defibrillators I "| Emergency Care Centre I ~~Vo 2 Vo~~ CS C ~~y I1I 1~~ " " I John Laing Charitable Arts Council England: ~~1"" 1~~ Trust: £20,000 was I " £19,886 was received I 1 received for the Youth I" to fund the Creative 1I " I 11 Voice project I""" Pathways project I ~~Soe Soe~~ 4 C ~~T~~ aa ~~n~~ ea. ~~I1I 1~~ I Awards for All: 1I "] Youth Music: I] 7 — fas £19,800 was received £5,998 was received I I I 1 > WV 11 for the Framing Our """" for the Minds I 11 Futures project I"" Matter project 1

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Charity Contents Champions

We are very grateful to our Charity Champions for their generosity and heartfelt support, whether taking on a challenge or lending their voice to a campaign, they are helping to raise awareness and inspire others to make a difference.

In the summer of 2024, Olympic gymnast Beth Tweddle took on our Coniston Challenge, a triathlon with a twist. Beth completed the course, which included a 15km bike ride, 11.8km hike, and 3km canoe, alongside friends in under eight hours, embracing the challenge with plenty of energy and enthusiasm whilst raising vital funds for Alder Hey.

Television presenter Sheree Murphy showed her support by nominating Alder Hey as her chosen charity during appearances on BBC One’s Celebrity Bridge of Lies and Channel 4’s The Great British Festive Bake Off . Her kind gesture highlighted Alder Hey on a national level to huge audiences. Donations from the production teams helped us to deliver world-class care to our patients.

Christmas is an extra special time at Alder Hey, with many of our Champions getting involved with the festivities. Jay Hynd, founder of The Guide Liverpool , hosted our popular Christmas Lights Switch-On, officially launching the festive season. Former Liverpool Vice-Captain Jamie Carragher’s annual festive visit brought yet more fun to our wards.

Incredibly generous with his time, he delivered gifts, met with patients and families, stopped for selfies and autographs, and shared his heartfelt thanks with staff. Christmas cheer was also spread by longstanding Champions and horse racing legends Sir AP McCoy and Mick Fitzgerald, who also took time to visit alongside the Jockey Club. The pair delivered Christmas presents and created special family memories across Alder Hey.

In January 2025, we proudly welcomed world boxing champion Natasha Jonas as our newest Charity Champion. In an inspiring Q&A with Alder Hey’s Youth Forum, Natasha spoke candidly about her journey from Toxteth to the London 2012 Olympics. Her authenticity and sporting success left a lasting impression on members of the Forum, reinforcing Natasha’s role as a powerful advocate for our young people.

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Our Shops and Communities

Alder Hey Promotions is a wholly owned subsidiary of the charity, with every penny of profit gifted back to support Alder Hey. In return, the charity is committed to helping the organisation grow and thrive.

Our two community shops, in Old Swan and Huyton, have enjoyed a successful year. We’ve also expanded our reach by launching a dedicated Vinted

partnerships, a fantastic increase on previous years. Thanks to the generosity of supporters choosing to Gift Aid their donations, we were also able to claim an additional £14,078, helping us do even more for the children and young people cared for at Alder Hey.

None of this would be possible without our incredible volunteers, who give their time to sort donations, serve customers, and deliver furniture on our van. We are truly grateful for everything you do, your passion and commitment make our shops, both in the community and online, such a wonderful part of Alder Hey.

shop, giving pre-loved items a new home while raising even more vital funds. By attending events across the local area, we are connecting with our communities more than ever before.

Alongside our community shops, we are proud to run the Atrium shop at Alder Hey Children’s Hospital, where visitors and staff can find thoughtful gifts. Our online shop also continues to grow, offering a wide range of Alder Hey merchandise and toys, giving supporters everywhere the chance to shop with purpose.

In the year to 31st March 2025, we generated an income of £1,066,936 and an operating profit of £623,726 from our retail stores and corporate

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A heartfelt thank you to all the incredible supporters who have generously donated to our Huyton and Old Swan charity shops, your kindness makes such a difference, and we are truly grateful for every single contribution.

We would also like to give a very special thank you to our amazing volunteers in both shops, who keep everything running so smoothly day in and day out. To our dedicated Atrium volunteers, who bring such warmth and energy to their roles, and to the fantastic corporate groups who give up their time to support us, we are so appreciative of everything you do.

You are all the beating heart of our retail team, and together you make it possible for us to continue raising vital funds to support the children and families we care for.

Amy Atherton, Retail Manager

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Volunteers: The Heartbeat I ; ! \ Of Our ! \ t] \’ \’ ‘¢ s Shops ¢ ~7

Amy started her volunteering journey in the warehouse because she was too nervous for the shop floor, but is now confidently working the tills, greeting customers, and inspiring others with her story. Amy said:

Our volunteers are the heartbeat of our shops. They support us day to day to keep our stores running and ensure that they are a shining reflection of our local communities.

Thanks to

Every volunteer has a story, whether that is a personal connection or a reason for getting involved, and we endeavour to champion their stories as part of the Alder Hey Family.

Amy, one of our amazing volunteers in our Huyton shop, joined us over two years ago, encouraged by her brother and sister, and she hasn’t looked back. Living with anxiety, she hoped volunteering would help her build confidence, and it’s done so much more.

recommend it enough.

Amy now tags, prices and displays donations, helps on the tills, and brings her warm energy to every shift. Her journey shows just how powerful volunteering can be, not just for the community, but for the volunteer too.

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Caleb’s
story
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Alder Hey x Matalan PJ campaign – wearing his new pyjamas with a beaming smile, helping to raise vital funds and awareness for Alder Hey.

Fast forward to today, and Caleb is thriving. He celebrated his second birthday in April 2025, a milestone filled with joy. After months of determination and regular physiotherapy, Caleb recently started walking – a huge achievement for any toddler, but especially for a child with a tethered spinal cord.

“He started walking around three weeks ago – yay!” his mum Keeley shares proudly. “He loves being outside, watching cars, buses, and motorbikes go by, and shouting ‘goal!’ while kicking a football. Watching Dad do headers makes him laugh so much.”

While his spinal surgery shortly after the 2024 campaign wasn’t successful in untethering his spine, plans are in place for another attempt in the future, when he’s a bit bigger. In the meantime, Caleb continues to receive regular physiotherapy locally, and attends monthly play therapy sessions at Alder Hey with his fantastic therapist, Lorna. Keeley said:

His confidence is growing… It’s going to be a long journey, but he’s on his way.

Born with Tetralogy of Fallot, a complex congenital heart defect, and spina bifida, Caleb – a bright-eyed little boy from Wrexham – had faced more medical challenges in his first year than many do in a lifetime.

Shortly after birth, Caleb experienced cyanotic (blue) spells and was placed on a ventilator at Alder Hey Children’s Hospital. He then became the firstever participant in a GASTRIC-PICU study focusing on improving nutrition and care for critically ill children.

In March 2024, Caleb underwent major heart surgery to repair the hole in his heart. Just a few months later, he featured proudly in the

Being part of the Matalan x Alder Hey campaign left a lasting mark on Caleb’s family. “It meant the world to us,” Keeley says. “To share Caleb’s story, raise awareness of his conditions, and support the GASTRIC-PICU study meant so much. The pyjamas were great – we still wear ours!”

Reflecting on everything their little boy has overcome, Keeley and dad James said: “To go from life support to walking, playing, and taking part in the campaign – it’s just incredible. We’re so proud of him and so grateful to everyone at Alder Hey.”

With his cheeky smile, unstoppable spirit, and a loving community behind him, Caleb’s story is one of resilience, hope, and joy – and it’s only just beginning.

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Every year, Alder Hey cares for more than 450,000 children and young people. Behind each number lies a story of courage, resilience, and hope. One such story is Nuala’s.

At just 10 months old, Nuala was diagnosed with an extremely rare and aggressive cancer called Alveolar Soft Part Sarcoma. With symptoms that are often difficult to detect, diagnosing this type of cancer can be a major challenge. Thankfully, Alder Hey had access to specialist diagnostic equipment, funded by charitable donations, which enabled her doctors to identify the disease early and accurately. That early diagnosis proved to be lifesaving.

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!\
I1 Nuala’s
I1\yit1 ,
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Nuala underwent surgery to remove the affected eye, followed by specialist treatment from Alder Hey’s dedicated oncology and ophthalmology teams. Her family describe not only the clinical excellence of her care but also the compassion and reassurance that carried them through an unimaginably difficult time.

Today, Nuala is a thriving two-year-old: happy, confident, and full of energy. She adores playing with her big brother, Jack and has already become an inspiring ambassador for Alder Hey.

Nuala’s story is a powerful reminder of what charitable giving makes possible. Every donation to Alder Hey Children’s Charity helps fund life-saving equipment, pioneering treatments, and familyfocused facilities that transform children’s lives.

By supporting Alder Hey, you are investing in faster diagnoses, better outcomes, and brighter hospital experiences. Together, we can continue to create healthier, happier and fairer futures.

~~I~~ 1 ~~I~~ I ~~I~~ Her mum, Megan, reflected on her I I family’s journey: I .

II When Nuala was diagnosed I I with cancer, we had no idea how we I II I would put one foot in front of the I a, I!2 other. But Alder Hey put the colour : _ gh 4 ! aN back into our world. The support we * ‘ a Yss a received was priceless. Donations I I ‘4 7 - pe vi paid for equipment that detected I Nuala’s cancer early, allowing I \ , I treatment to start quickly. We’ve I ’ seen first-hand how those donations also make a child’s stay in hospital i i ip! : Loa St ta, I : “y" 7? I brighter and more comfortable. 99 1 4 a : ~~2~~

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r Surgical
I1 ’
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ContentsNeonatal
\I Y
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Campaign
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The construction of our state-of-the-art
Surgical Neonatal Intensive Care Unit has been
progressing well since the foundations were laid
earlier this summer. This follows extensive works
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to ensure the supply of heating and water to the new unit. The main build will continue to make huge developments over the coming months, with connection to the main hospital building expected later this year.

Once the build and connection to the existing hospital building are complete, the programme of refurbishment and fit-out will start. Following handover and commissioning, the new unit is planned to open in summer 2026.

Everyone at Alder Hey is incredibly excited to see the progress onsite as construction ramps up and changes can be seen every day. The site is attracting lots of attention as people walk past and patients and staff watch from the ward windows above. It’s a privilege to see our plans start to become a reality.

John Glenn, Senior Capital Project Manager

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Ul \ -
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] Same Day \ a
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Emergency Care
\I
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Campaign
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The new Same Day Emergency Care Centre (SDEC), opening in 2026, marks a major advancement in how Alder Hey delivers urgent care for children and young people. Thanks to the generosity of our supporters, part funding was secured during the 2024/25 financial period to bring this pioneering facility to life - an extension of our Emergency Department that will transform the experience of emergency care for years to come.

Same Day Emergency Care brings together multidisciplinary teams in one purposedesigned environment, enabling rapid assessment, diagnosis, and treatment. This innovative approach means that, in most cases, children can return home safely on the same day, reducing hospital stays while maintaining the highest standards of care.

Inspired by Alder Hey’s parkland surroundings, the Centre’s design will connect families with nature through light, colour, and creativity. Calming tones, bespoke timber features, and vibrant, nature-inspired artwork by hospital artist Lucy Casson will create a welcoming and uplifting atmosphere throughout.

The Centre reflects Alder Hey’s commitment to innovation and excellence - providing a model for how healthcare design can support both clinical outcomes and emotional wellbeing. It represents an investment in the future of emergency care, ensuring that children and families receive timely, compassionate treatment in an environment built around their needs.

The new Same Day Emergency Care Centre represents a once-in-a-generation opportunity to revolutionise emergency care at Alder Hey, providing timely, compassionate care in a welcoming, child-centred space.

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Financial
Review
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Thanks to our supporters an amazing £9.5 million of income has been raised during the year. We are hugely grateful to the individuals and groups who have taken part in events and/or given donations of £4.2 million collectively, to our corporate supporters who have provided £1.5 million, to the Trusts and Foundations, who have provided £0.7 million in grant funding, and to everyone who has supported us through playing the lottery or purchasing items from our shops, including as part of our Matalan pyjama campaign, to provide a further £1.7 million. In addition, we received a further £1.4 million through gifts left in wills, gifts in kind, and investment income. This has resulted in £5.8 million being spent on charitable activities.

Below is the split of income generated in the year (including gifts in kind) and the charitable expenditure on grant funding split by the five funding pillars.

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Income
Areas
17%
Alder Hey Promotions & Lottery
26%
Other Income
5%
Community
Philanthropy
Corporate Partnerships
22%
18% (incl. gifts in kind)
Individual Giving & Legacies
12%
2% 2%
1%
Charitable
Expenditure
18% Magic
Research & Innovation
Equipment
52%
Campus & Community
Grant Giving Cost
25%
Advocacy
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hh. immediate funding requirements. Operating costs ¢ NN have been calculated including wages and core 4 N 4 ‘ running costs (e.g. heating, lighting, insurance). 4‘ lu\ Emergency funding has been calculated using the I!\ Reserves 1 requirements faced during the pandemic, with an !1 Contents uplift to reflect potential future needs. On this !I \' basis, for 2024/25, operating costs and emergency ‘ Policy ’ \7 funding amounted to £2.2 million for six months and ‘) £4.4 million for 12 months.

The objective of the reserves policy is to ensure the Charity has sufficient funds available to honour its commitments and continue to deliver its business plan. The Trustees have formally adopted a reserves policy to hold a minimum of six months’ operating costs and emergency funding, with an aspiration to hold 12 months where this does not impact on

Apart from this reserve, all funds which have not been committed to a specific project are available to be spent in furtherance of the charity’s objectives. At 31 March 2025 total unrestricted, undesignated free reserves within the Charity were £5 million; £0.6 million when the operating costs and emergency funding provision for 12 months is taken into account. The total value of the restricted funds at the end of the year was £4.2 million

Risk to Performance

‘The pandemic taught us that mitigating risk is not about predicting what can go wrong or monitoring and maintaining an average risk score on a grid. It is about having a strong, competent, collaborative team, with clear lines of risk accountability and robust, dynamic contingency planning processes. It will be particularly important to improve external orientation, constantly scanning data and trends to identify external threats before they play out. Reactive monitoring and managing of internally contextualised risks will not be enough.’ (After the Storm Report 2022).

We continue to have strong risk management processes in place to enable us to adapt to challenges and take advantage of new opportunities. We ensure we are regularly reviewing internal and external risks and monitor trends and threats. Our risk register is updated and reviewed quarterly by our Finance, Audit and Risk Committee who report back to the Trustee Board.

The top three risks to the organisation are currently:

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Cost of living Delay to Increased
& political Capital competition for
landscape Campaigns funding across
the sector
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& ~ Alder Hey Children’s Charity was originally established in July 0 x ¢ ¢ < SS 1995 by a Trust Deed and two further supplemental Deeds, the first reflecting the change of status from Corporate Trustee in Yj, ‘‘ /\ May 2011 to the appointment of individual Independent Trustees ’\ l Governance \ and the second in June 2012 reflecting the change of name of I1I\ the Charity. On 1st April 2015, Alder Hey Children’s Charity II Structure and became an independent charity (registration number 1160661) and 1I\1 company limited by guarantee (company no 09389239). \I \’ \’ Management Alder Hey Children’s Charity has a Board of Independent Trustees ‘’ ‘¢ and can have up to thirteen Trustees on its Board. In the year

Alder Hey Children’s Charity has a Board of Independent Trustees and can have up to thirteen Trustees on its Board. In the year ended 31st March 2025 and to the date of this report the following people served as Trustees:

Graham Morris OBE (Chair) Appointed 27th March 2019
KirstyMuir (Co Vice Chair and Chair of Finance, Audit & Risk Committee) Appointed 7th February2019
Rick Turnock (Co Vice Chair and Chair of Charitable SpendingCommittee) Appointed 27th January2021
Jacqui Barker (Chair of HR Committee from July2024) Appointed 1st June 2023
Paul Bibby(Chair of the Alder HeyPromotions Ltd. Board) Appointed 6th February2019
Dame Jo Williams (Non independent member: Chair & Non-Executive Director, Alder HeyChildren’s Foundation Trust) Appointed 1st November 2017
Sarah Robinson Appointed 14th February2019
Ryan Wain Appointed 1st June 2023
Hil Berg Appointed 24th January2024
Preeti Kankonkar Appointed 2nd October 2024
Angela Bellingham Appointed 21st May2025
Lydia Barker Resigned on 10th October 2024
John Carson (Chair of HR Committee until June 2024) Resigned 14th January2025

At all times the Board of Trustees remains independent of the Foundation Trust to ensure it remains focused on the charity’s purpose as required under Charity law. This is achieved by ensuring the balance of independent Trustees and those with an NHS link is maintained. The Foundation Trust has the right to appoint up to two of its non-executive directors as Trustees of the Charity.

The Trustees consider that it operates a balanced, complete and unified Board with particular emphasis on achieving the optimum balance of appropriate skills and experience; this is reviewed whenever any vacancy arises to ensure that a broad range of skills and expertise is available to the charity.

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To aid decision-making the Trustees established four committees to the main Board as follows:

Finance, Audit and Risk Committee
Charitable Spending Committee
HR Committee
Nominations Committee

The terms of reference for each committee have been agreed by the Trustees. Each committee is Chaired by a Trustee and includes at least one other Trustee in its membership:

The purpose of the Finance, Audit and Risk Committee is to support the Board of Trustees in ensuring that the strategic objectives of the charity are met, particularly with reference to effective operational and financial planning, reporting and management, risk management policy setting, and implementation of effective governance procedures.

The Trustees are required to:

Ensure an adequate system of internal control is in place, continually reviewed and updated as appropriate.
Ensure all operations are undertaken within the Articles of Association and Items Reserved for the Board & Scheme of Delegation laid down by the Board and in accordance with Charity Commission guidelines, charity law, other relevant statutes and regulations, and best practice.
Uphold principles of good governance, value for money and probity of transactions at all times.

Trustees have adopted the Charity Governance Code to ensure they are following good governance practices and they adhere to the Nolan Seven Principles of Public Life. Each year trustees review their own performance with the Chair of the Board and each Trustee provides anonymous feedback on the performance of the Chair, ensuring all Trustees are accountable within their role.

New trustees are given an induction pack explaining the duties of a trustee and the role of the Board. A comprehensive trustee induction programme provides new trustees with full knowledge of the charity’s vision and strategy prior to their first Board meeting.

The purpose of the Charitable Spending Committee is to oversee the charitable expenditure of the Alder Hey Children’s Charity in accordance with the vision and values of the charity in line with the charitable purposes. Within its approval procedures, the Committee is provided with a breakdown of spending trends at least four times per annum. The Trustees remain accountable for all the funds and adhere to Charity Commission guidelines, laws, other statutes, regulations, generally accepted best practice and appropriate protocols. The Committee ensures that donations go to fund items that would not be funded by the NHS.

The purpose of the HR Committee is to oversee the processes that have been put in place to ensure continued staff wellbeing and development, to encourage staff retention and ensure that fair and equitable remuneration policies and practices are in place.

The purpose of the Nominations Committee is to lead on ensuring formal, rigorous, and transparent procedure are in place to appoint new Trustees to the board, which includes advertising vacancies widely; and to evaluate the appropriateness of new Celebrity Charity Champions escalated by the CEO where required in-line with the Terms of Reference.

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There is also an additional ad-hoc Ethics Panel , the purpose of which is to assess, when called upon by the charity CEO, to what extent a potential partner, fundraising activity or donation could have a negative reputational impact on either Alder Hey Children’s Charity or Alder Hey Children’s NHS Foundation Trust. The Ethics Panel, in consultation with key stakeholders where appropriate, would consider when necessary, whether the partnership, fundraising, activity, or donation in question could be detrimental to the charity’s mission, the charity’s and/or the hospital’s brand.

The Board of Trustees receives the minutes and feedback from the committees at each meeting and an annual report is received by the Board on the work undertaken by the committees.

The Trustees have a legal obligation to act in the best interests of the charity in accordance with the charity’s governing documents. The staff of the charity have the same obligation. Conflicts of interest may arise where an individual’s or a related party’s business, personal or family interests and/ or loyalties conflict with those of the charity. All Trustees declare their interests in writing each year. In addition, all Trustees are asked to declare any conflicts of interest prior to the commencement of each Board. See note 16 for related party transactions.

Registered Office

The registered address of the charity is: Alder Hey Children’s Charity Alder Hey Children’s NHS Foundation Trust Eaton Road Liverpool L12 2AP

Principal Professional Advisors

Bankers

NatWest Liverpool City Office 2-8 Church Street Liverpool L1 3BG

Auditors

Bennett Brooks & Co Ltd Chartered Accountants St. George’s Court Winnington Avenue Northwich Cheshire CW8 4EE

Investment Fund Managers

CCLA, One Angel Lane London EC4R 3AB

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Public Benefit

The Trustees have a duty to comply with Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit. The Trustees confirm that they have fulfilled the public benefit requirement and that this requirement is strongly embedded within the procedures for approving grants and spending plans.

The Trustees ensure that all grants and spending plans contain clear identifiable public benefits, which meet the objectives of the charity in supporting any charitable purpose relating to children’s healthcare. This is achieved by the Trustees keeping spending plans and impact under review throughout the year.

The charity’s aims and its public benefit requirements are undertaken through a range of programmes, as identified in the Activities section, supported by charitable funds provided by our generous donors. Services are provided free to patients in accordance with the objects of the charity and there are no unreasonable restrictions. The trustees have had due regard to the guidance published by the Charity Commission on public benefit.

Investment Strategy & Performance

During the year we undertook a tender exercise for our Investment Management services, and as a result of this the trustees appointed CCLA as the new Investment Managers for the charity, replacing Rathbones from November 2024. The trustees were impressed by both the strong previous financial performance of CCLA and the ethical investment stance. On transfer of funds, we joined CCLA’s COIF Charities Investment Fund.

When constructing portfolios, CCLA aims to solve for returns, in this case consumer price (CPI) inflation +5%, gross of fees, over rolling 10-year periods. The asset allocation is set according to CCLA’s assumptions for the real returns of different asset classes, as well as the correlations between those returns. Throughout, the aim is to provide a diversified and well-balanced spread of investments.

Through direct participation in economic growth, the expectation is that equities will provide most of the longterm increase in the fund’s capital value. CCLA invest in global, listed equities with an emphasis on quality companies, with acceptable standards of governance and clear growth drivers. Other assets held by the Fund may include UK commercial property, government and nongovernment bonds, private equity and infrastructure. Infrastructure assets are those that support social and economic activity, such as clean power generation, health and public service facilities, transport and social housing.

Since inception, the portfolio’s return to the end of March 2025 was -3.8%, after costs and expenses. Over the quarter the COIF Charities Investment Fund returned -3.38% compared with the comparator return of -3.29%.

2024 ended with optimism after Trump’s election and many investors considered that tariffs were just negotiating tools and that the ‘Magnificent 7’ would continue their never-ending march higher. However, the first quarter of 2025 proved very different. A trade war started, and policy uncertainty led to downgrades in growth expectations in the US. Relative to its comparator benchmark, the Fund’s holdings in the IT and consumer discretionary sectors outperformed the comparator, but its holdings lagged in industrials and healthcare. The Fund’s property portfolio returned c. 3%. Private equity returns were negative, but the underlying portfolio companies remain strong. The value of infrastructure in the fund fell 4%, largely because of expectations that interest rates will remain higher for longer.

The unpredictable nature of the Trump administration has added uncertainty to financial markets. Against this backdrop CCLA reacted by cutting the proportion of equities in the fund by five percentage points and increasing the holdings in index-linked gilts and cash. Focusing on high-quality businesses, and on structural, rather than cyclical growth, should stand the portfolio in good stead. In alternative assets, CCLA have pivoted to assets that derive a higher proportion of their return.

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Key management personnel for the charity are:

Chief Executive: responsible for setting the charity’s strategy and business plan and day to day running of the charity.
Chief Operating Officer: responsible for the oversight of the People Strategy, Finance, Risk and Governance operations of the charity, Grant Giving Strategy, as well as the oversight of Digital and Data.
Head of Philanthropy: responsible for strategic development of Trust and Foundation fundraising and for Philanthropic giving.
Head of Corporate Partnerships: responsible for the strategic development of corporate fundraising and identification and development of key strategic corporate partners.
Head of Public Fundraising: responsible for the strategic development of Community and Events fundraising, Individual Giving and Legacy.
Head of Marketing and Communications: responsible for setting the marketing and stewardship strategy for the Charity, alongside using our voice for advocacy of children and young people.
Head of Operations, People & Retail: responsible for the strategic development of the People function, Operations and stewardship within the charity, along with oversight of our charity shops (new role from June 2024).
Head of Grants & Impact: responsible for overseeing the gifting of charitable funds and the processes used to measure the impact of this (new role from June 2024).

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A BIG THANK YOU

The success of the charity cannot be achieved without the continuing support and very generous financial contributions received from the public.

The Trustees and staff of the charity are acutely aware of this, are extremely grateful and would like to thank each person who has donated their time, money or other Contentsservices to the charity.

On behalf of the patients and their families, who benefit so greatly from this support, the Trust and all its employees, and all here at the charity, we would like to thank you now and in anticipation of your continued support of the charity during the forthcoming year.

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Statement of Trustees’ Responsibilities

The Trustees (who are also the directors of Alder Hey Children’s Charity for the purposes of company law) are responsible for preparing the Report of the Trustees (including the Strategic Report) and the financial statements in accordance with applicable laws and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law, the Trustees have elected to prepare the financial statements in accordance with United Kingdom Accounting Standards, comprising FRS 102 “The Financial Reporting Standard applicable in the UK”, and applicable law (United Kingdom Generally Accepted Accounting Practice). Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources, and application of resources, including the income and expenditure of the charitable group for that period. In preparing those financial statements, the Trustees are required to:

–select suitable accounting policies and then apply them consistently;
–observe the methods and principles in the Charities Statement of Recommended Practice (FRS 102);

They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

As far as the Trustees are aware:

–there is no relevant audit information of which the charitable company’s auditors are unaware; and
–the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

The confirmation is given and should be interpreted with the provisions of section 418 of the Companies Act 2006.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial information may differ from legislation in other jurisdictions.

Signed on behalf of the Trustees:

–make judgements and estimates that are reasonable and prudent;
–State whether applicable UK Accounting Standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements; and
–prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable group will continue in business.

Date: 17-Dec-2025

Preeti Kankonkar Trustee

Company no. 09389239 Charity no. 1160661

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and the group and enable them to ensure that the financial statements comply with the Companies Act 2006.

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Report of the Independent Auditors to the Members of Alder Hey Children’s Charity

Opinion

We have audited the financial statements of Alder Hey Children’s Charity (the ‘charitable company’ or the “charity”) and its subsidiary (the ”group”) for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities, the Consolidated Group and Charity Balance Sheets, the Consolidated Cash Flow Statement and notes to the consolidated financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

give a true and fair view of the state of the group and charitable company’s affairs as at 31 March 2025 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors responsibilities for the audit of the financial statements section of our report. We are independent of the group and charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to

going concern

In auditing the financial statements, we have concluded that the Trustee’s use of the going concern basis of accounting on the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that individually or collectively, may cast significant doubt on the group and charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our Report of the Independent Auditors thereon.

Our opinion on the financial statements does not cover the other information, except to the extent otherwise explicitly stated in our report and we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

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Opinion on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

–the information given in the Trustees’ Report which includes the Strategic Report and the Directors’ Report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
–the Strategic Report and the Directors’ Report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to

report by exception

In the light of the knowledge and understanding of the group and charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

–adequate accounting records have not been kept by the charitable company; or
–returns adequate for our audit have not been received from branches not visited by us; or
–the financial statements are not in agreement with the accounting records and returns; or
–certain disclosures of trustees’ remuneration specified by law are not made; or
–we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the Statement of Trustees Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free

from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group and charitable company’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 the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

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 a Report of the Independent Auditors that includes our opinion. Reasonable assurance is a high level of assurance, but is not a 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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed overleaf.

We obtained an understanding of the legal and regulatory frameworks applicable to the group and charitable company, and the sector in which it operates, and determined which of these frameworks may influence the financial statements.

Given the nature of its operating activities, the group and parent charitable company is subject to several laws and regulations where the consequences of non-compliance could have a material effect on the amounts or disclosures in the financial statements.

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Based on our understanding of the group and charitable company and sector, we identified the following laws and regulations are the most significant which are directly relevant to specific assertions in the financial statements:

–Those that relate to reporting frameworks, being FRS102 and the Statement of Recommended Practice (Charities SORP(FRS102)) and the Charities Act 2011 and the Companies Act 2006 and the relevant UK tax compliance legislation and regulations,
–Those that relate to the operational activities of the group and charitable company, including Health and Safety requirements and data protection practices.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting inappropriate journal entries to increase income, through management bias in manipulation of accounting estimates or accounting for significant transactions outside the normal course of charitable operations. Audit procedures performed included:

–Enquiry of management around actual and potential litigation and claims and instances of non-compliance with laws and regulations;
–Auditing the risk of management override of controls, through testing journal entries and other adjustments for appropriateness, testing accounting estimates (because of the risk of management bias), and evaluating the business rationale of significant transactions outside the normal course of charitable operations;
–Reviewing financial statement disclosures and agreeing to supporting documentation to assess compliance with applicable laws and regulations; and

of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www. frc.org.uk/auditorsresponsibilities. This description forms part of our Report of the Independent Auditors.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditors’ 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 charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Signed:

Date: 17-Dec-2025

Jason Leach FCA (Senior Statutory Auditor) for and on behalf of Bennett Brooks & Co Limited Chartered Accountants & Statutory Auditors

St George’s Court, Winnington Avenue, Northwich, CW8 4EE

–Review of trustee meeting minutes.

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk

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Consolidated Statement of Financial Activities for the year ended 31 March 2025

(Incorporating an income and expenditure account)

	Note	Unrestricted	Restricted	Total Funds	Unrestricted	Restricted	Total Funds
		Funds	Funds	Year Ended	Funds	Funds	Year Ended
				31 March			31 March
				2025			2024
		£’000	£’000	£’000	£’000	£’000	£’000
Income
Donations and legacies	4	3,796	1,901	5,697	2,848	2,163	5,011
Income from
charitable	4	2,512	166	2,678	1,839	146	1,985
activities
Income from
other trading	4	667	-	667	953	-	953
activities
Investment income	3	469	-	469	401	-	401
Total income		7,444	2,067	9,511	6,041	2,309	8,350
Expenditure Cost of raising funds		2,766	-	2,766	2,617	-	2,617
Expenditure on charitable activities	6	4,695	1,115	5,810	2,995	2,488	5,483
Total expenditure		7,461	1,115	8,576	5,612	2,488	8,100
Realised and unrealised (loss)/gain on investments	9	(52)	-	(52)	348	-	348
Net income/ (expenditure)		(69)	952	883	777	(179)	598
Net movement on funds		(69)	952	883	777	(179)	598
Total funds brought forward		5,051	3,297	8,348	4,274	3,476	7,750
Total funds carried forward		4,982	4,249	9,231	5,051	3,297	8,348

The Statement of Financial Activities includes all gains and losses in the year. All income and expenditure derives from continuing activities.

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Consolidated Group and Charity Balance Sheets at 31 March 2025

	Note	Group 2025	Charity 2025	Group 2024	Charity 2024
		£’000	£’000	£’000	£’000
Fixed Assets
Tangible fixed assets	8	28	-	33	-
Investments	9	14,565	14,565	12,104	12,104
Total fixed assets		14,593	14,565	12,137	12,104

Current assets Stock	10	37	-	34	-
Debtors	11	182	257	947	1,162
Cash at bank and in hand	12	2,754	2,736	2,259	2,050
Total current assets		2,973	2,993	3,240	3,212

Liabilities Creditors fallingdue within oneyear	13	(8,335)	(8,327)	(7,029)	(6,968)
Net current (liabilities)		(5,362)	(5,334)	(3,789)	(3,756)

Total assets less current liabilities		9,231	9,231	8,348	8,348
Net assets		9,231	9,231	8,348	8,348

Funds Unrestricted income funds	14	4,982	4,982	5,051	5,051
Restricted income funds	14	4,249	4,249	3,297	3,297

Total funds		9,231	9,231	8,348	8,348

These Financial Statements were approved by the Board of Directors on 17th December 2025.

Signed on behalf of the Board of Directors: [Prk Preeti Kankonkar 97293D3165E743F... by:

Trustee

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Consolidated cash flow statement for the year ended 31 March 2025

	Note	Year Ended 31	March 2025	Year Ended 31 March 2024	Year Ended 31 March 2024
		£’000	£’000	£’000	£’000
Cash fows from operating activities:
Net cash provided by (used in) operatingactivities			2,539		2,199

Cash fows from investing activities:
Dividends and interest from investments	3	469		401
Payments to acquire investments/deposits	9	(6,795)		(2,812)
Income reinvested less charges	9	(513)		(45)
Receipts from sales of investments/withdrawals	9	4,795		1,046
Net cashprovided byinvestingactivities			(2,044)		(1,410)

Increase/(Decrease) in cash and cash equivalents			495		789
Cash and cash equivalents at the start of theyear			2,259		1,470
Cash and cash equivalents at the end of theyear			2,754		2,259

Reconciliation of net income to net cash Net income for the reporting period (as per the Statement of Financial Activities)	fow from operating activities		883		598
Adjustments for:
Dividends and interest on investments			(469)		(401)
(Gains) / losses on investments			52		(348)
Depreciation			5		5
(Increase)/decrease in stock			(3)		2
(Increase)/decrease in debtors			765		(5)
Increase/(decrease) in creditors			1,306		2,348
Net cash provided by (used in) by operatingactivities			2,539		2,199

Analysis of cash and cash equivalents Bank current accounts			704		292
Bank deposit accounts			2,050		1,967
Total cash and cash equivalents			2,754		2,259

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Notes to the Financial Statements for the year ended 31 March 2025

1. Accounting Policies

a. Accounts preparation

The Charity is a public benefit entity and the financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 1 January 2019) – (Charities SORP (FRS 102)) and the Companies Act 2006.

Alder Hey Children’s Charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historic cost or transaction value unless otherwise stated in the relevant accounting policy note. The financial statements have been prepared in Pound Sterling as this is the currency of the primary economic environment in which the Charity operates.

b. Group financial statements

The financial statements consolidate the results of the Charity and its wholly owned subsidiary, Alder Hey Promotions Limited, on a line-by-line basis. Alder Hey Promotions Limited is registered in England and Wales and its registered company number is 08019977. All intra-group transactions, balances, income and expenditure are eliminated on consolidation. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because the charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

c. Funds structure

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by the donor. Unrestricted funds are those funds which the Trustees are free to use for any purpose in furtherance of the charitable objectives. Unrestricted funds include designated funds, where the donor has made known their non-binding wishes

or where the Trustees, at their discretion, have created a fund earmarked for a specific purpose.

d. Going concern

After making enquiries and considering the levels of investments and cash reserves and current risks, the Trustees have a reasonable expectation that Alder Hey Children’s Charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, the Trustees have adopted the going concern basis in preparing the accounts.

e. Income

Income is recognised when the Charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received, and the amount can be measured reliably.

i. General donations, donations from fundraising events, corporate and philanthropy income and direct marketing income are recognised in full in the Statement of Financial Activities when entitled, receipt is probable and when the amount can be quantified with reasonable accuracy. Income received in advance is deferred where appropriate. Gift Aid receivable is included when claimable.
ii. Income from legacies is recognised when receipt is considered probable, which is when the amount can be measured reliably, and the Charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the Charity or the Charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.
iii. Income from Government and other grants, whether “capital” grants or “revenue” grants, is recognised when the Charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably.

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iv. Goods and services donated to the Charity are recognised as both income and expenditure in the Statement of Financial Activities at their estimated market value.
v. Investment income is earned through holding assets for investment purposes such as shares and property. It includes dividends, interest, and rent. Where it is not practicable to identify investment management costs incurred within a scheme with reasonable accuracy, the investment income is reported net of these costs. It is included when the net amount can be measured reliably. Interest income is recognised using the effective interest method and dividend and rent income is recognised as the Charity’s right to receive payment is established.
vi. Sales of goods are recognised when the significant risks and rewards of the goods have transferred to the buyer and the amount of income can be measured reliably. Income is recorded net of returns, discounts and value added taxes.

f. Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

i. The costs of raising funds are the costs associated with generating income for the charity, including the costs of managing the investments.
ii. Expenditure on charitable activities is expenditure incurred on the provision of services or goods. A grant is any payment which is made voluntarily to any institution or to an individual in order to further the Charity’s objectives, without receiving goods or services in return.

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

g. Tangible fixed assets

Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is calculated to

write down the cost less estimated residual value of all tangible assets using the straight-line method.

The rates applicable are:

Leasehold Improvements - Over the period of the lease

h. Investment fixed assets

Stocks and shares are included in the balance sheet at market value. Listed investments are included in the Balance Sheet at fair value, which is their market closing price on the current or previous trading day.

i. Cash and cash equivalents

Cash and cash equivalents include cash in hand and deposits held at call with banks.

j. Debtors

Trade and other debtors are recognised at the settlement amount net of any discount offered. Prepayments are valued at the amount prepaid net of any discounts due.

k. Creditors and provisions

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any discounts due.

l. Financial instruments

The Charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, with the exception of investments, are initially recognised at transaction value and subsequently measured at their settlement value.

m. Foreign currency transactions

All expenditure and income arising from transactions denominated in a foreign currency are translated into sterling at the exchange rate in operation on the date on which the transactions occurred.

n. Allocation of overhead and support costs

Overhead and support costs have been allocated as a direct cost or apportioned on an appropriate basis between charitable activities and governance costs.

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

The support costs relating to charitable activities and the governance costs have been apportioned to individual funds.

o. Tax

The company is a registered charity and as such is exempt in respect of certain types of income from income tax, corporation tax, and capital gains tax under the provisions of the Income and Corporation Taxes Act 1988 and the Taxation of Chargeable Gains Act 1992.

p. Pensions

All Charity employees are eligible to join the Charity’s Scottish Widows Pension scheme, which is a defined contribution arrangement. The Charity’s contribution is 4% and the employee has to make at least an equal contribution. The cost of this is charged to the profit and loss account.

q. Stock

Stock is valued at the lower of purchase cost and net realisable value.

r. Presentation

The figures in the accounts are rounded to the nearest one thousand pounds.

s. Joint venture

t. Judgements and estimates

In applying the Charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions in determining the carrying amounts of assets and liabilities, which are based on the best and most reliable evidence available at the time when the decisions are made and on historical experience and other factors that are considered to be applicable. Due to the inherent subjectivity involved in making such judgements, estimates and assumptions, the actual results and outcomes may differ. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision only affects that period, or in the period of revision and future periods if the revision affects both current and future periods. The items in the financial statements where judgements and estimates would be required include gifts in kind, where an estimate of the value of a gift to the Charity is made by reference to current market values, and investments, where judgement is required in deciding whether there is any impairment in value. In assessing whether there have been any indicators of impairment in relation to assets, the Trustees have considered both external and internal sources of information and there have been no indicators of impairment identified during the current financial period.

Joint ventures are accounted for under the equity method of accounting, whereby the Charity’s share of the net income or net expenditure of the joint venture are disclosed as a single item in the Statement of Financial Activities and the Charity’s share of the net assets is recognised in the balance sheet.

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

2. Financial activities of the Charity

The financial activities shown in the consolidated statement include those of the Charity’s wholly owned subsidiary, Alder Hey Promotions Limited. A summary of the financial activities undertaken by the Charity and its subsidiary is set out below.

Charity


Charity	Year Ended	Year Ended
	31 March 2025	31 March 2024
	£’000	£’000
Gross incoming resources	9,068	7,959
Cost of raisingfunds	(2,323)	(2,226)
Cost of charitable activities	(5,810)	(5,483)
Net (outgoing)/incoming resources	935	250

Realised and unrealised (losses)/gains on investments	(52)	348
Total funds brought forward	8,348	7,750
Total funds carried forward	9,231	8,348

Represented by:
Restricted income funds	4,249	3,297
Unrestricted income funds	4,982	5,051
	9,231	8,348

Subsidary

3. Investment Income

Subsidary
Year	Ended	Year	Ended
31	March	31	March
	2025		2024
	£’000		£’000
Turnover	1,067		962
Operatingcosts	(443)		(391)
Operating proft	624		571

Dividends are received for all stocks and shares in beneficial ownership of the Charity and are shown after recovery of tax. Interest is recorded for all bank accounts and short-term deposits made by the Charity.

Year	Ended	Year	Ended
31	March	31	March
	2025		2024
	£’000		£’000
Interest	344		308
Dividends	125		93
Total	469		401

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

4. Analysis of Group Income

	Unrestricted	Restricted	Total Year	Unrestricted	Restricted	Total Funds
			Ended 31			Ended 31
			March 2025			March 2024
	£’000	£’000	£’000	£’000	£’000	£’000
Donations and legacies
Donations from individuals	1,276	269	1,545	1,050	1,110	2,160
Corporate donations	1,113	471	1,584	554	248	802
Donations from groups & associations	357	60	417	225	50	275
Donations in memoriam	87	513	600	86	28	114
Grant income	164	419	583	9	725	734
Legacies	735	169	904	776	2	778
Gifts in kind	64	-	64	148	-	148
Total donations and legacies	3,796	1,901	5,697	2,848	2,163	5,011
Income from charitable activities: Fundraisingevents 1,507		166	1,673	1,009	146	1,155
Lottery	1,005	-	1,005	830	-	830
Total income from charitable activities	2,512	166	2,678	1,839	146	1,985
Income from other trading activities: Sale of promotional items 667		-	667	953	-	953
Total income from other trading activities	667	-	667	953	-	953

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

5. Allocation of Management and Overhead Costs

The costs of administering the Charity have been identified and apportioned between governance costs and support costs. The figures have been apportioned to the General-Purpose Fund. The governance costs are shown as part of the charitable activities’ expenditure.

	Year ended	Allocated to	Allocated	Year ended	Allocated to	Allocated
	31 March	Governance	to Support	31 March	Governance	to support
	2025		Costs	2024		costs
	£’000	£’000	£’000	£’000	£’000	£’000
Salaries	759	162	597	601	149	452
Bank and service charges	90	-	90	50	-	50
Investment	17	-	17	42	-	42
management costs
Trust services	43	-	43	66	-	66
Total	909	162	747	759	149	610

Apportionment of Support Costs

Area of Expenditure	Support Charges	Governance	Investment	Total
			Management
	£’000	£’000	£’000	£’000
Year ended 31 March 2025
Patient welfare	730	162	17	909
Year ended 31 March 2024
Patient welfare	568	149	42	759
Auditors’ Remuneration Auditors’ remuneration for audit Fees payable to auditors for non-audit services	Year ended 31 March 2025 £’000 11 1 12	Year ended 31 March 2024 £’000 10 1 11	v7	v7

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

6. Analysis of Charitable Expenditure

	Grant	Support	Total	Grant	Support	Total
	Funding to	Costs	Year to	Funding to	Costs	Year to
	Alder Hey		31 March	Alder Hey		31 March
	Children’s		2025	Children’s		2024
	NHS			NHS
	Foundation			Foundation
	Trust			Trust
	£’000	£’000	£’000	£’000	£’000	£’000
Area of expenditure
Magic (Patient welfare & Other)	2,559	909	3,468	1,708	759	2,467
Research & Innovation	1,218	-	1,218	592	-	592
Equipment	897	-	897	280	-	280
Campus & Community	52	-	52	2,104	-	2,104
Advocacy	80	-	80	40	-	40
Grant Giving	95		95
Total	4,901	909	5,810	4,724	759	5,483

7. Analysis of Staff Costs

	Fundraising &	Support	Governance	Total
	Publicity	Costs
	£’000	£’000	£’000	£’000
Year ended 31 March 2025
Salaries and Wages	1,063	521	138	1,722
Social SecurityCosts	103	49	17	169
Other Pension Costs	49	26	8	83
Total Staf Costs	1,215	596	163	1,974
Average Number of Employees	34	17	2	53
Year Ended 31 March 2024 Salaries and Wages	905	401	130	1,436
Social SecurityCosts	83	35	15	133
Other Pension Costs	24	11	4	39
Total Staf Costs	1,012	447	149	1,608
Average Number of Employees	28	12	2	42

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

The Charity makes a contribution to the Pension Scheme of 4% of gross salary in respect of all employees.

The number of employees whose emoluments as defined for taxation purposes amounted to over £60,000 in the period was as follows:

The Charity directly employed 53 staff during the Year Ended 31 March 2025 (2024:42 staff). 9 members of staff were employed to work within Alder Hey Promotions Ltd. In August 2020 the Charity implemented a banding structure to enhance transparency with regards to employee remuneration.

		2025	2024
£90,000	to £100,000	1	1
£80,000	to £90,000	-	-
£70,000	to £80,000	1	1
£60,000	to £70,000	1	-

No Trustees received emoluments or reimbursed expenses during the period. Charitable donations of £1k were received from Trustees during the year (2024: £2k).

Total emoluments paid to key management personnel in the period were £443k (2023: £406k). The roles of the key personnel were as follows: Chief Executive, Chief Operating Officer, Head of Philanthropy, Head of Grants and Impact, Head of Corporate Partnerships, Head of Public Fundraising, Head of Marketing & Communications, Head of Operations, People and Retail.

8. Tangible Fixed Assets

	2025		2024
Group	Leasehold	Total	Leasehold	Total
	Improvements		Improvements
Cost	£’000	£’000	£’000	£’000
At 1 April 2024	50	50	50	50
Additions	-	-	-	-
At 31 March 2025	50	50	50	50

Depreciation At 1 April 2024	17	17	12	12
Charge for theyear	5	5	5	5
At 31 March 2025	22	22	17	17

Net Book Value
At 31 March 2025	28	28	33	33
At 31 March 2024	33	33	38	38

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

9. Investments

9. Investments
2025	2024
£’000	£’000
Group
Investment Portfolio 14,565	12,104
14,565	12,104

Charity
Investment Portfolio 14,565	12,104
14,565	12,104

Investment portfolio (Charity)

£5.19m of the investment portfolio is managed by CCLA in accordance with the guidance issued by the Trustees. The rest is held in deposit accounts with either The Charity Bank or through the Flagstone investment platform, which allows investment across a number of banking institutions to reduce the risk to the Charity by spreading funds.

The movement in the portfolio can be analysed as follows:

	2025	2024
	£’000	£’000
Market Value brought forward	12,104	9,945
Additions at cost/deposits	6,795	2,812
Disposals/withdrawals	(4,795)	(1,046)
Investment Income reinvested	538	54
Fees charged	(25)	(9)
Net (loss)/gain on revaluation	(52)	348
Market Value carried forward	14,565	12,104
Historic cost atyear end	14,762	11,028

The Market Value can be analysed as follows:

	Held in	Held	Total at	Held in	Held	Total at
	UK	Outside	31 March	UK	Outside	31 March
		UK	2025		UK	2024
	£’000	£’000	£’000	£’000	£’000	£’000
CCLA Ethical Investment Portfolio	5,151	-	5,151	-	-	-
CCLA Short Term deposit Portfolio	38	-	38	-	-	-
UK Equities	-	-	-	1,036	-	1,036
Overseas Equities	-	-	-	-	2,229	2,229
Fixed Interest	-	-	-	977	-	977
Cash held as part of investmentportfolio	9,376	-	9,376	7,134	-	7,134
Alternatives	-	-	-	728	-	728
Total	14,565	-	14,565	9,875	2,229	12,104

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

Investments in group companies

Alder Hey Promotions Limited

Alder Hey Children’s Charity owns 100% of the share capital of Alder Hey Promotions Ltd, a company incorporated in England & Wales, company registration number 08019977.

The company had a profit after tax of £624k (2024: £571k)

----- Start of picture text -----
2025 2024
£’000 £’000
Issued share ca ital 2 2
p
Turnover and other operating income 1,066,936 962,526
Expenditure 443,210 390,948
Total Assets 144,127 645,579
Total Liabilities 143,689 645,141
Shareholders’ Funds 438 438
----- End of picture text -----

As part of a joint venture, Alder Hey Promotions Limited has a holding of 490 A Ordinary Shares in The Hardleeys Limited, a company incorporated in England, company number 9856586. This represents a 49% shareholding in the company. The aggregate share capital and reserves of The Hardleeys Limited was £1,000. The Hardleeys Limited has not traded since incorporation.

10. Stock

Stock comprises merchandise for resale. The value of stock held by the group at the balance sheet date was £37k (2024: £34k).

11. Debtors

Debtors in respect of the following are represented in the accounts:

	2025	2025	2024	2024
	Group	Charity	Group	Charity
	£’000	£’000	£’000	£’000
Recoverable Tax & Accrued income	154	107	529	1,026
Other Debtors	28	150	418	136
	182	257	947	1,162

There were no debtors falling due over one year.

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

12. Cash at Bank

Cash held by the Group / Charity can be summarised as:

2025	2025	2024	2024
Group	Charity	Group	Charity
£’000	£’000	£’000	£’000
Bank current and deposit account balances 2,754	2,736	2,259	2,050
2,754	2,736	2,259	2,050

13. Creditors

The creditor position can be summarised as follows:

Falling due within one year:	2025	2025	2024	2024
	Group	Charity	Group	Charity
	£’000	£’000	£’000	£’000
Taxation and social securitycosts	37	37	86	33
Amount owed to Alder Hey NHS Trust (recharged)	205	205	173	173
Amount owed to Alder Hey NHS Trust (accruedgrant)	7,956	7,956	6,632	6,632
Pension contributions due	-	-	11	11
Other creditors and accruals	137	129	127	119
	8,335	8,327	7,029	6,968

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

14. Analysis of Funds

Year ended 31 March 2025:

Restricted Funds – Charity and Group

	Balance at	Incoming	Resources	Transfers	Balance
	1 April 2024	Resources	Expended		31 March 2025
	£’000	£’000	£’000	£’000	£’000
Fund
John Lennon Research Fund	156	-	(79)	-	77
Projects Fund	1,599	510	(154)	-	1,955
Burns Unit Fund	60	-	(5)	-	55
Leukaemia Research Fund	173	49	-	-	222
Intensive Care Fund	129	8	-	-	137
OncologyFund	121	158	(98)	-	181
Cancer Patients Fund	188	4	(21)	-	171
Neonatal Fund	41	11	-	-	52
Neurology/Neurodisability	148	40	(96)	-	92
Cardiac SurgeryFund	178	8	(31)	-	155
Bereavement Care Fund	87	37	(4)	-	120
Medical Equipment Fund	64	-	(64)	-	-
Cardiac Fund	52	131	(34)	-	149
Southport Victim & CommunitySupport Fund	-	551	(393)	(158)	-
Alder Centre Fund	-	25	(6)	158	177
Medicinema Fund	-	90	-	-	90
Same DayEmergencyCare Fund	-	178	-	-	178
Others	301	267	(130)	-	438
Total	3,297	2,067	(1,115)	-	4,249

Unrestricted Funds - Group

	Balance at	Incoming	Resources	Gains &	Transfers	Balance
	31 March	Resources	Expended	Losses		31 March
	2024					2025
	£’000	£’000	£’000	£’000	£’000	£’000
Alder Hey General Purpose Fund	5,051	7,444	(7,461)	(52)	-	4,982
Total	5,051	7,444	(7,461)	(52)	-	4,982

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

Unrestricted Funds - Charity

Unrestricted Funds -	Charity
	Balance at	Incoming	Resources	Gains &	Transfers	Balance
	31 March	Resources	Expended	Losses		31 March
	2024					2025
	£’000	£’000	£’000	£’000	£’000	£’000
Alder Hey General Purpose Fund	5,051	7,001	(7,018)	(52)	-	4,982
Total	5,051	7,001	(7,018)	(52)	-	4,982

Year Ended 31 March 2024:

Restricted Funds – Charity and Group

	Balance at	Incoming	Resources	Gains &	Balance
	31 March	Resources	Expended	Losses	31 March
	2023				2024
	£’000	£’000	£’000	£’000	£’000
Fund
John Lennon Research Fund	156	-	-	-	156
Neonatal Capital Fund	305	1,417	(1,722)	-	-
Projects Fund	1,525	540	(466)	-	1,599
Burns Unit Fund	61	1	(2)	-	60
Leukaemia Research Fund	177	4	(8)	-	173
OncologyFund	63	29	29	-	121
Intensive Care Fund	117	4	8	-	129
Cancer Patients Fund	188	-	-	-	188
Neonatal Fund	140	27	(126)	-	41
Neurology/Neurodisability	111	38	(1)	-	148
Cardiac SurgeryFund	178	-	-	-	178
Bereavement Care Fund	70	17	-	-	87
Medical Equipment Fund	64	-	-	-	64
Cardiac Fund	38	25	(11)	-	52
Others	283	207	(189)	-	301
	3,476	2,309	(2,488)	-	3,297

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

Unrestricted Funds - Group

Unrestricted Funds -	Group
	Balance at	Incoming	Resources	Gains &	Transfers	Balance at
	31 March	Resources	Expended	Losses		31 March
	2023					2024
	£’000	£’000	£’000	£’000	£’000	£’000
Alder Hey General Purpose Fund	4,274	6,041	(5,612)	348	-	5,051
Total	4,274	6,041	(6,612)	348	-	5,051

Unrestricted Funds - Charity

Unrestricted Funds -	Charity
	Balance at	Incoming	Resources	Gains &	Transfers	Balance
	31 March	Resources	Expended	Losses		31 March
	2023					2024
	£’000	£’000	£’000	£’000	£’000	£’000
Alder Hey General Purpose Fund	4,274	5,650	(5,221)	348	-	5,051
Total	4,274	5,650	(5,221)	348	-	5,051

15. Net Assets

15. Net Assets
As at 31 March 2025	Fixed Assets	Current	Current	Long Term	Net Assets
		Assets	Liabilities	Liabilities
	£’000	£’000	£’000	£’000	£’000
Charity:
Unrestricted	8,024	2,993	(6,035)	-	4,982
Restricted	6,541	-	(2,292)	-	4,249
Total	14,565	2,993	(8,327)	-	9,231

Group: Unrestricted	8,052	2,973	(6,043)	-	4,982
Restricted	6,541	-	(2,292)	-	4,249
Total	14,593	2,973	(8,335)	-	9,231

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

As at 31 March 2024	Fixed Assets	Current	Current	Long Term	Net Assets
		Assets	Liabilities	Liabilities
	£’000	£’000	£’000	£’000	£’000
Charity:
Unrestricted	6,473	3,212	(4,634)	-	5,051
Restricted	5,631	-	(2,334)	-	3,297
Total	12,104	3,212	(6,968)	-	8,348

Group: Unrestricted	6,506	3,240	(4,695)	-	5,051
Restricted	5,631	-	(2,334)	-	3,297
Total	12,137	3,240	(7,029)	-	8,348

16. Related Party Transactions

Alder Hey Children’s NHS Foundation Trust staff provide administrative support to the Charity.

During the year the Charity paid £87K to BB Partners Advisory Ltd for consultancy services, on terms equivalent to those that prevail in arm’s length transactions. A director of that company is the spouse of Ryan Wain, one of the Trustees of the Charity. There were no amounts owing by either party at the year end. No other Trustees or parties related to them have undertaken any transactions with Alder Hey Children’s Charity.

17. Subsidiary Company

A subsidiary company, Alder Hey Promotions Limited, company number 08019977, became a fully owned subsidiary of the Charity on 1 April 2015. Its principal activity is to carry out fundraising on behalf of Alder Hey Children’s Charity.

This company is active and had a profit of £624k for the year ended 31 March 2025 and net assets of £438 which have been consolidated into the financial statements of the group. The address of the principal place of business of Alder Hey Promotions Ltd is Alder Hey Children’s Charity, Eaton Road, Liverpool, L12 2AP.

The Charity delivers its charitable objectives by making grants to the Alder Hey Children’s NHS Foundation Trust. The total grants made in the year amounted to £4,901k (2024: £4,724k). The NHS Trust receives the grants after it has incurred the expenditure. At 31 March 2025 the Charity owed the Trust £205k in relation to these transactions (2024: £173k).

The Charity has taken advantage of the exemption under FRS102 which permits group companies not to disclose transactions with other group entities where 100% of the voting rights are controlled within the group.

Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

18. Post Balance Sheet Event

There have been no significant post balance sheet events.

19. Neonatal Capital designated fund

Unrestricted funds comprise the Alder Hey General Purpose Fund. The income of the General Purpose Fund can be used for the furtherance of any of the Charity’s objectives and does not carry any additional restrictions. Whilst the Neonatal Capital designated fund has been ring fenced to support the Trust, these funds can be released back into the General Purpose Fund if they are not required by the Trust or the expenditure does not meet the Charity’s objectives.

Projects Fund:

This fund is used for specific projects requested by the Alder Hey Children’s NHS Foundation Trust and directly funded by external donors.

The following funds are used to provide funding to individual departments and specialties within the hospital for equipment, training, research and other charitable purposes:

Projects Fund
Intensive Care Fund (PICU)
Oncology Fund
Neonatal Fund
Leukaemia Research Fund
Burns Unit Fund
Cancer Patients Fund
Neurology/Neuro-disability Fund

20. Restricted Funds

Cardiac Surgery Fund
John Lennon Research Fund

The Charity has a specific number of restricted funds which hold donations for the benefit of patients with specific conditions or for specific projects being undertaken by the hospital. The largest of these funds are:

Neonatal Capital Fund
Bereavement Care Fund
Cardiac Fund
Medical Equipment Fund

The above funds all held balances of over £50,000 at the current or prior year end.

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Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917 :
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Docusign Envelope ID: 772F5DBC-4A8A-41B3-A36A-2A99DB67B917

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Contents
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@AlderHey_Inspired

Annual Report & Accounts 2024/25

Contents

!\ I1 Trustees’ II Contents 1I ! \ Report 1]

j I1] Our Five Charity Contents I| ; \ Funding Pillars !

Research, Innovation and Education

Vision

Specialist Equipment

Alder Hey Magic

Campus and Community

Advocacy

Maximising Impact of Charitable Funding

People, Wellbeing & Culture

Sustainable Income Growth & Consolidation

Providing Excellent Stewardship

Growing Awareness, Acquisition & Partnerships

Our Values

A Year With The Charity

Research, Innovation & Education

£18,717 – Mini Mouth Care Matters

£140,000 - UNICEF Baby Friendly Initiative

£62,100 - Little Hearts at Home

Specialist Equipment

£299,350 - Defibrillators

£10,780 - Virtual Reality (VR) Headsets

£48,000 - Paediatric Vitreoretinal Surgery Service

Alder Hey Magic

~~| I~~ £95,586 - 11x Sensory I II Voyagers II

£50,000 - Youth Voice Programme

£720 - CAMHS Pony Connection Project

Campus and Community

£470,153 - Southport Related Support

£4,000 - Staff Welfare Packs and Family Kindness Bags

£5,000 - Supermarket Vouchers

£150,000 - Ignite The Sparks Campaign

Advocacy

Headline results 2024/25:

The Child Death Helpline: Extending Compassion Beyond Alder Hey

Community Fundraising has performed well across all areas in 2024/25, with our communities raising £3 million of income.

In 24/25 we received over £1.65 million in donations from

our corporate partners through donations, gifts in kind, sponsorship and event income.

Individual Giving

Our Shops and Communities

His confidence is growing… It’s going to be a long journey, but he’s on his way.

Risk to Performance

Registered Office

Principal Professional Advisors

Bankers

Auditors

Investment Fund Managers

Investment Strategy & Performance

Statement of Trustees’ Responsibilities

Report of the Independent Auditors to the Members of Alder Hey Children’s Charity

Opinion

Basis for opinion

Conclusions relating to

going concern

Other information

Opinion on other matters prescribed by the Companies Act 2006

Matters on which we are required to

report by exception

Responsibilities of trustees

Our responsibilities for the audit of the financial statements

Use of our report

Consolidated Statement of Financial Activities for the year ended 31 March 2025

Consolidated Group and Charity Balance Sheets at 31 March 2025

Consolidated cash flow statement for the year ended 31 March 2025

Notes to the Financial Statements for the year ended 31 March 2025

1. Accounting Policies

a. Accounts preparation

b. Group financial statements

c. Funds structure

d. Going concern

e. Income

f. Expenditure and irrecoverable VAT

g. Tangible fixed assets

The rates applicable are:

h. Investment fixed assets

i. Cash and cash equivalents

j. Debtors

| I £95,586 - 11x Sensory I II Voyagers II