2022-03-31-accounts

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Annual Report & Accounts

~~2021 - 2022~~

Registered with the Charity Commission for England and Wales | Charity registration number: 1182809 Registered with the Office of the Scottish Charity Regulator | OSCR number: SC050062

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Chair’s Statement 03
CEO’s Statement 05
Trustees’ Annual Report 07
1. About the National Emergencies Trust 08
i) Mission, vision and values 08
ii) Evolving our EDI efforts 11
iii) Agile to act thanks to Patron power 13
2. The Coronavirus Appeal 16
i) The Coronavirus Appeal at a glance 16
ii) Continuing to change lives 17
iii) Creating legacies for the charity sector 21
iv) Evaluating the Appeal’s impact 23
3. Improving outcomes with and for emergency survivors 24
i) The Survivors Advisory Forum 24
ii) Young Manchester Survivors Research Project 25
iii) Supporting survivor initiatives 26
4. From pandemic… to future preparedness 28
i) Representing survivors within UK resilience-building efforts 28
ii) Networks before we need them 29
iii) Practising for every eventuality 31
iv) New faces taking us places 32
Structure, Governance and Management 34
i) Fundraising 35
ii) People and processes 36
Independent Auditor’s Report 40
Administrative Details 45
Accounts 49
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Coverage image: Warrington Youth Zone received Coronavirus Appeal funding to help children stay connected during lockdowns.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Chair’s Statement

Five years ago the UK experienced a series of unimaginable events that would change many thousands of lives forever. It seems almost unfathomable now that in 2017 the terror attacks in London and Manchester, and the tragic Grenfell Tower fire, could claim and change so many lives within the course of just one month.

Yet for those affected, and for their loved ones, this chapter of our recent history is still so keenly felt. These have been five short years. As I write this Chair’s Statement, the Manchester and Grenfell Tower Inquiries are both still ongoing. Thousands of families are being forced to relive those tragic events so that society can learn from, and act on, the lessons that they have created. This is painful, but pivotal work, to create change.

Of course, in the context of the charity sector, the National Emergencies Trust itself is a symbol of the change that is possible. Conceived by the Charity Commission and cocreated by the UK charity sector with survivors of past emergencies, the Trust launched in 2019 as a direct response to the learnings and needs that were identified during the 2017 tragedies.

The need to give the nation one trusted place to donate when crises happen. An independent charity here to harness and protect the nation’s generosity, minimising the risk of any fraud.

The need to coordinate how that generosity is shared out to those in need. A charity that can oversee financial gifts to survivors and loved ones, and award grants to vital charitable services, including the fantastic grassroots groups that are so often the fastest to act, but far too busy to fundraise.

The need to offer survivors a more compassionate way to seek support during personal trauma. One place where they can apply easily for funds to aid their recovery and to start to rebuild their lives.

In short, the Trust is here today because of the charity sector’s openness to learn lessons and shared desire to do better by future survivors, whoever and wherever they are. It is a responsibility that we do not take lightly.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Chair’s Statement

It is this acute sense of responsibility that guided us through our first emergency appeal, the Coronavirus Appeal, which launched in March 2020. By acting fast to offer that trusted place to give, the Appeal was able to raise nearly £100million for those affected by the pandemic.

It is our commitment to fairness for all that ensured we worked collaboratively and compassionately on the Appeal with sector peers and communities with lived experience. It’s what enabled us to coordinate funding to nearly 15,000 grassroots charities and groups, and 10 National Charitable Partners, offering support to those in great need across every corner of the UK.

Alongside the Appeal our commitment to do better by survivors runs through everything we do as we ready ourselves for the next national emergency. Whether that’s championing survivor-led campaigns and amplifying their voices, or working in partnership on projects that can capture and respond to survivors’ needs. Our Survivors Advisory Forum is central to our work and we cannot thank its members enough for their vital contributions.

The pandemic has proved we can never know what shape the next domestic disaster will take. But as the incredible response to the conflict in Ukraine has shown, we can be certain that the UK public will step up to support - and we will be here again to earn their trust. To ensure their donations get to where they are needed, as soon as they are needed, with the support of our incredible corporate patrons and charity partners.

Until that time, our thoughts are with all those impacted by the pandemic, and those affected by the events of five years ago. For what you have already experienced and for what you continue to endure. I hope that the National Emergencies Trust, with the continued support of charity sector peers and the expertise of incredibly brave survivors, can prove to be a positive, lasting legacy to emerge from the unimaginable.

General The Lord Richard Dannatt, Chair, National Emergencies Trust

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Chief Executive’s Statement

The National Emergencies Trust was conceived as a ‘pop up’ crisis response charity. The theory was that being small and agile, we could act fast to raise and share out funds when domestic disasters arise. Meanwhile our modest team of ten, working mainly remotely, helps to keep our core costs low.

The Coronavirus Appeal put that theory into practice. Within a matter of weeks of launching in March 2020, the team had surged from two full time colleagues to well over 160, many of whom were highly skilled volunteers, generously donating their time while their lives were in lockdown.

A volunteer data scientist from Aviva, for example, helped to create the funding formula that would go on to direct many millions of pounds in donations to nearly 15,000 grassroots groups UK-wide. He made a difference to many thousands of lives from his living room.

This first appeal has created a clear proof of concept for our rapid response model. Yet, as we consider what we’ve learned and the new connections we have made, it’s also clear that our work can’t end when the Appeal does.

The pandemic has highlighted early on in our journey not only how different each emergency might be, but how the same crisis can have vastly different impacts, depending on who and where you are. It has helped us to create new routes forward to ensure that no future emergency survivor is ever left behind.

A good example of this is our National Charitable Partners Programme, which launched last year informed by the Coronavirus Appeal. While UKCF and its network of 47 community foundations reacted fast to local needs as they arose, working with national charities and consortia enabled us to target additional funding to those communities disproportionately affected by the pandemic. In particular, it enabled us to support and introduce national helplines and other remote services ensuring that wherever you were based in the UK, support would be on offer.

Funding from the Coronavirus Appeal, through Devon Community Foundation, helped Plymouthbased charity, Trevi to support 160 women affected by domestic abuse, homelessness and mental health challenges

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Chief Executive’s Statement

The pandemic proved that national partners can really complement the specialist local focus of community foundations. In tandem, survivor feedback has since strengthened the case for this support. National Charitable Partners become especially important where those affected are not from the area where an emergency occurs so are unable to access help from grassroots groups. In the coming year we will be working closely with our Equity Scrutiny Group to expand the National Charitable Partners Programme out to wider communities and causes.

Beyond the National Charitable Partners Programme, insights from members of our Survivors Advisory Forum, as well as learnings from our 2019 Consultation, are shaping every aspect of our future work plans. For example, feedback that children and young people are often overlooked within support provision has transformed into a unique new research project with young survivors.

Bee The Difference, which will launch this Summer, is being designed by and for young people affected by the 2017 Manchester Arena attack. By offering other young survivors a chance to share stories of the support they have received - good and bad - it aims to improve outcomes for children and young people affected by future emergencies. For the team and Trustees, the project will provide invaluable insight to guide our future funding strategies, while also offering important lessons for wider society.

Lastly, the Coronavirus Appeal has reinforced how fortunate we are to have our corporate patrons. They not only rallied fast to raise funds for the Appeal, but are also helping us to build an equitable and inclusive future approach through incredible operational support. Providing a safe space to host our Bee The Difference research with young people. Advising on how we can create a truly inclusive new website. Co-creating a digital platform where we can collaborate on future appeals. The list goes on, and we are truly grateful.

We may have been conceived as a pop-up, but as the final Coronavirus Appeal funds make their way to communities, we remain incredibly busy making friends and creating changes before they are needed. So that when the worst happens again, we know that we will be able to do our very best by future survivors, whoever and wherever they are.

Mhairi Sharp Chief Executive, National Emergencies Trust

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Trustees. Annual Report

About The National Emergencies Trust

Within as little as four hours of a national emergency we launch a nationwide appeal to help survivors and their loved ones.

i) Mission, vision and values

Our mission

Our vision

Within hours of a national emergency the National Emergencies Trust will launch a nationwide fundraising appeal to support immediate and long-term needs. We are an independent charity that works collaboratively with others to create the best possible outcomes for survivors and their loved ones.

A world where emergency survivors and their loved ones receive the vital support they need, as soon as they need it.

Who we are

How we help

We are a UK charity that raises funds to support survivors of national emergencies and their loved ones. The funds raised are shared out as financial gifts to survivors and their loved ones to spend as they wish, according to their own personal needs. Funds may also be distributed as grants to charities and groups who can offer practical and emotional support to those affected.

Our emergency appeals aim to help emergency survivors in four main ways:

1. For those who sustain injuries, donations support their physical rehabilitation and enable them to maintain their quality of life

2. The trauma of emergencies can profoundly affect survivors. Donations help them to access mental health support in the short and longer-term

What we do

Within as little as four hours of a national emergency, we will launch a nationwide appeal to raise funds for those in great need. We launched our first ever emergency appeal - the Coronavirus Appeal - in March 2020 which raised and distributed nearly £100million for those whose lives were impacted by the Covid-19 pandemic.

3. Donations provide bereavement support to the families and loved ones of those who lose their lives during emergencies

4. Donations can help those facing financial hardship to meet immediate needs, and to rebuild their lives and their livelihoods following an emergency

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

How we work

Equity Scrutiny Group

Survivors Advisory Forum

Allocations committee
Communications committee
Fundraising committee
Finance, audit, investment and risk committee

Board of Trustees

Why we are here

Head of Policy and Partnerships, Vijay Jassal, was involved in the 2017/18 Charity Commission initiative to bring the sector together to learn from previous emergencies and work collaboratively to design a better future response.

The series of very tragic events that happened in 2017. The Grenfell Tower fire, and the terror attacks in Manchester and London, all highlighted opportunities for the UK charity sector to do better by emergency survivors and their loved ones.

So for example, people suffering extreme trauma were being asked to fill in multiple forms to receive funds donated by the public. Alongside this, the tens of thousands of giving pages set up by the incredibly generous UK public meant it was very hard to keep track of funds and too easy for fraud to happen. Which sadly it did.

The National Emergencies Trust was born out of these learnings and the sector’s shared desire to do better. When the worst happens, we activate an emergency fundraising appeal, and work quickly to ensure those directly affected, and their loved ones, get support when they need it.

One trusted place to donate

Today we offer the nation one trusted place to donate when a national emergency arises which makes it easier for the Trust and others to see how much support is available for survivors and their families, and helps to minimise fraud.

A compassionate experience for survivors

The aftermath of an emergency can be an incredibly traumatic time for those affected. By ensuring there is just one place that survivors need to apply to for financial support, we can offer them a much more compassionate experience.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

When we activate

The National Emergencies Trust uses the following activation criteria to decide when to launch an Appeal:

The emergency has national significance , even if

the impact is local - for example, a terrorist attack, major fire or natural disaster

The event or events create immediate

and unmet need

There is reason to believe that a public appeal would be successful - for example, we can see the public is starting to donate via individual giving platforms
Lastly, the Board of Trustees considers whether an appeal feels like the right thing to do

Our charitable objectives

To support the physical and/or mental health and wellbeing of those affected by emergency incidents, including the victims, their families and dependents
To support the financial needs of those affected by emergency incidents, including the victims, their families and dependents
To support wider needs that may arise from emergency incidents providing that this: – Benefits the victims, their families and dependents; and/or
Relates to the charitable needs of people in the areas affected whose livelihoods, security or health are at risk; and/or
Benefits the public in an area affected by an emergency incident, including (without limitation) by supporting charities and other voluntary organisations in such an area.

Our values

Trusted to support people in their time of greatest need

Agile so survivors and their loved-ones receive support as soon as they need it

Compassionate towards the needs of survivors, our people and our partners

Transparent in the way we share information and make decisions

Innovative to create the best outcomes and minimise costs

Collaborative with partners and the sector, learning and sharing to make a meaningful difference

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

ii) Evolving our EDI efforts

The National Emergencies Trust is committed to creating a progressive and inclusive culture, where everyone can benefit from the lived and learned experience across the Team, Board of Trustees, Committees and Advisory Groups; and externally through working with our partners and the wider sector.

EDI Snapshot

We’re proud to put actions before words when it comes to EDI. Here is a snapshot of some of the ways we have been putting our Action Plan into practice over the last 12 months…

Every member of the team has contributed to our Equity, Diversity and Inclusion (EDI) Action Plan and charts their own personal contributions on a quarterly basis. We recognise that this plan will never be ‘complete’ as there will always be new things to learn and ways to improve.

We’ve launched a National Charitable Partners programme to ensure that all emergency survivors receive the right emotional and practical support for their needs, wherever they are
We’re working with children and young people affected by the Manchester Arena attack to understand the sort of support that is most beneficial to young emergency survivors
With the help of our patrons, Alcimi and NatWest Group we’ve built a bespoke new website designed and developed to ensure it’s as easy to use as possible, for everyone. That means making it accessible to all users, regardless of technology or ability. We aim to be ‘AA compliant’ according to WCAG guidelines and comply to AAA standards, where possible

Whenever I sit on a panel or assess a grant for a grant panel, I learn something new, either about an approach to a familiar problem or about an issue I did not know about. It is always a privilege and this panel was no different. I found out about the Renaissance Foundation’s three-year model of work with young people. I learned that BMEYYP was created and set up by young people and was really pleased to learn that their volunteers and mentors are trained in equity issues, traumainformed practice and Mental Health First Aid. I learned about the safety, support and advice that has grown from one MeetUp for Asian single parents in 2011 to a thriving network ready to reach more Asian single parents.

We’ve worked closely with 360Giving to help to inform and shape its important work on Regranting Data, drawing on learnings from our Coronavirus Appeal
We’ve gained and shared knowledge with others at a whole host of knowledgesharing events, including BAMEOnline, NCP Ignites 2021 and the G7 Fringe

Elizabeth Balgobin, National Emergencies Trust Trustee and Chair of the ‘Securing The Bag’ Session, BAMEOnline 2021

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

The Equity Scrutiny Group (ESG) meets in person in London

Supporting better data for the sector

We’re committed to ensuring transparency of data across the sector so no one is left behind during national emergencies. Working with 360Giving, we’ve published Coronavirus Appeal data, as well as fed into their work on strengthening data standards in relation to Regranting Data, which can often skew the overall picture. It’s vital that during emergencies, we mitigate against the heightened risk of fraud so that funds reach those affected quickly. Being open with our data and supporting charities within the sector can help us, and the wider sector, achieve equitable grant distribution. Find out more about 360Giving’s Regranting Data work here .

The Equity Scrutiny Group

The Equity Scrutiny Group is a key pillar of the National Emergencies Trust’s governance. Members of the Group help to guide the way we plan for emergencies, scrutinise allocation strategies, feed into how we fund and fundraise; and contribute to our EDI Action Plan.

In November 2021, the Equity Scrutiny Group came together in person for the first time to review and refresh the Trust’s EDI efforts. The strategy workshop highlighted a whole host of ways the Trust can continue to evolve and expand its EDI lens across everything from fundraising and network-building to core operations. The ESG recommended strategic priorities for EDI for the coming year, which were subsequently accepted by the Board.

Accountability

Strategic Priorities for EDI

1. To be a digitally inclusive organisation, offering services to meet all users’ needs

2. To have a diverse network of stakeholders and partners, covering every cause, community and region; and with an intersectional lens

3. To have better data with improved data use, enhancing collection and analysis, again with an intersectional lens

4. To embed diversity and inclusion across our organisation, including policies, processes, values and approaches

The National Emergencies Trust is committed to best practice and continuous improvement, applying an equity lens to all work:

When we activate an emergency appeal we will release data on funds raised and allocated as quickly as possible to recognise our accountability to donors and survivors
After each appeal we will always commission a detailed, independent review to show us what is working well and where we can improve our approach
We welcome questions and constructive criticism that can help us to achieve the best possible outcomes for emergency survivors and their loved ones
We actively seek out new connections and approaches; and benefit from the valuable input of members of the Equity Scrutiny Group and the Survivors Advisory Forum.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

iii) Agile to act thanks to patron power

Our ‘pop up’ emergency response model means that we can keep our core costs as a charity low but it also means that we really count on the fantastic fundraising and operational support provided by our patrons.

The success of the Coronavirus Appeal is testament to their willingness to step in at speed to raise funds and awareness, offer valuable volunteers and so much more. The National Emergencies Trust is proud to call the following organisations its patrons and would like to extend our heartfelt thanks for their incredible, continued support over the last year.

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Christopher
Laing Foundation
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Sky's Gillian Joseph contributes to a spoken word video to thank Coronavirus Appeal supporters.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

Patrons and true partners

From partnering with Sky to source images at speed for future emergencies, to planning bespoke activations with Arco, our patrons offer an incredible range of support. Here are just some of the ways we have worked in partnership…

NatWest Group Digital Volunteers

Coop creates a safe space for young survivors

In February 2022, Co-op generously hosted the team and nine young Manchester Arena bombing survivors for a weekend research residential at their Headquarters in Manchester, that formed the vital beginnings of the Bee the Difference project. Led by the first-hand accounts of the survivors, the project aims to explore what support they have received, at different intervals, since the attack; how helpful (or not) this support has been for them; and their suggestions for what might create better outcomes for young people affected by acts of terror in the future.

Volunteers from NatWest Group’s digital team provided invaluable support with transitioning to a new website. They offered specialist consultancy on user experience and Search-Engine-Optimisation (SEO) which helped us to refine our plans and proposed new elements we hadn’t anticipated. The result is a superior website that offers an engaging experience to everyone, and will play a vital role during our next emergency appeal. NatWest Group’s support today will undoubtedly help us to make a difference to more lives in the future.

Chelsea cheers for volunteers, thanks to M&G plc

During the Coronavirus Appeal the National Emergencies Trust team surged from just two full time staff to more than 160 in just a matter of weeks, many of whom were incredible volunteers who generously gave their time and skills to the Appeal for many months. So when our patron M&G plc kindly gifted us Chelsea Flower Show tickets for the team and volunteers, we jumped at the chance to (finally!) say a huge thank you to people in person - and in such a wonderful setting. We especially enjoyed the M&G garden, designed to inspire architects and developers to incorporate green spaces into their plans to improve the quality of life and health for city dwellers - a very pertinent point for all of us following pandemic lockdowns.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

About The National Emergencies Trust

BT Group adventurers climb mountains for the Coronavirus Appeal

An adventurous group of colleagues from BT’s Security Team in Manchester hiked an impressive 15 miles across Cheshire’s highest peaks to raise money for the Coronavirus Appeal. We are extremely grateful for fundraisers who can support in any way to raise awareness of our work and vital funds. Their efforts mean the Appeal can keep supporting people affected by the pandemic, wherever they are in the UK.

Co-creating our supporter community

The NETwork will enable our supporters, patrons and donors to become active participants in future appeals. It is a digital stewardship platform that will help us to harness and grow existing and new relationships. Throughout April 2021, BT, Co-op, NatWest Group and Tesco all gave invaluable feedback and offered new perspectives on the proposed plans for the digital platform.

Royal Patron

His Royal Highness The Prince of Wales launched the National Emergencies Trust in November 2019 and became the charity’s Royal Patron in April 2020 in support of the Coronavirus Appeal. We are honoured that he continues in that role today and sincerely thankful for the dedication and compassion he has shown during the Coronavirus Appeal.

The Prince's willingness to act fast to help us to raise awareness of our emergency appeals means that the public knows we are here as a trusted place to donate to, and survivors and their loved ones know we are here to offer the support they need.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

Spanning more than two years, the Coronavirus Appeal has evolved its focus to meet the nation’s changing needs. It continues to improve lives and create positive legacies today.

i) Coronavirus Appeal update

Within a matter of months after its launch on 18 March 2020 the Coronavirus Appeal had raised nearly £100million to help those whose lives were impacted by the Covid-19 pandemic.

The incredible surge of support from the public, businesses, trusts and foundations, and government meant that the Appeal could start to make a meaningful difference to people’s lives almost as soon as the UK went into lockdown.

At the outset, nobody could have predicted the breadth and depth of needs that Covid-19 would create; or for how long. Instead, the Appeal sought to be agile and open-minded at every

stage: taking account of real-time distribution data and drawing on partners’ expertise to respond to the UK’s needs as they arose.

Today we can see clearly what those who supported the Appeal have made possible in the past two years, and how their support continues to make a difference today.

So whether you raised funds or raised awareness, or donated your time and skills, a huge thank you for your support. It has meant the world to us and to many thousands of people around the UK.

The evolution of the Appeal

1. REACTING

to needs on the ground through small grants that made a big difference to local charities and groups on the community front-line all over the UK. UKCF and its network of 47 community foundations supported more than 14,000 charities and groups all over the UK between March 2020 and December 2021.

2. RESPONDING

to emerging needs and pre-empting potential shortfalls in support as new data on pandemic impacts came to light. 10 national charities helped to target unmet needs, while UKCF's BAME Infrastructure Fund responded to the disproportionate impact of the pandemic on Black, Asian and minority ethnic community led charities and groups.

3. RECOVERY

The Local Action Fund with Crowdfunder UK was launched to support micro-projects across the UK that had not received funds from the Appeal. The match-funding helped them to recover from the pandemic's impacts.

4. RESILIENCE

funding projects that will support ongoing needs and create lasting legacies post-pandemic. The Comic Relief Global Majority Fund, Barnado's Boloh Helpline and the Bayo project with Ubele Initiative, Mind, Young Minds and Best Beginnings are brilliant examples of this.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

ii) Continuing to change lives

Community foundations: making an impact month after month.

From 26 March 2020 all the way through to December 2021, Coronavirus Appeal funds flowed through UKCF and its network of community foundations across the UK to brilliant grassroots groups meeting local people’s needs. Thousands of lines of grants data paint a compelling picture of how needs fluctuated in line with lockdowns, and as the mental health implications of isolation, sickness and bereavements took their toll. Modest grants with an average value of £5,000 have made a huge difference to people’s lives all over the UK.

Belfast Friendship Club was able to use a grant from Community Foundation Northern Ireland to keep their members connected during lockdowns including through weekly feel-good podcasts

Top six services supported:

30% 16% 13% 10% 9% 5% Food and General Mental Information Urgent Mental Social Technology Essentials Health Support and Advice Health Support Isolation and IT Services Services

Top six beneficiary types:

20% Economically Deprived or Unemployed 15% Children and Young People

11% Elderly and Older People

11% People with serious/long term illness

11% Local Residents 10% Black, Asian and Minority Ethnic (BAME)

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

The Local Action Fund: ensuring micro-projects can carry on caring

For small and micro projects the pandemic took a significant financial toll. Many were unable to fundraise in the usual ways, many experienced reduced staff and volunteer numbers; all the while dealing with increased demand on their services. By 2021, reserves were far reduced or completely depleted, putting the vital services they continue to offer their communities at risk.

We wanted to find a way to reach and support small and micro projects that had not yet accessed funding from the Coronavirus Appeal, either through the community foundation network or national partners making onward grants. In September 2021 we partnered with Crowdfunder to launch the Local Action Fund, offering grassroots groups matchfunding of up to £20,000 to aid their pandemic recovery. Importantly, projects can use the funds to meet their specific recovery needs: whether that’s a financial boost to launch a much-needed new local project or simply support for core costs so they can carry on caring.

So far more than 200 projects[*] have signed up to start fundraising and have been awarded on average a grant of £4,500. The match-funding has helped to support an array of services from local community-run services to mental health support, and food and essentials. From February 2022, the Trust combined Local Action Fund funds with other Extra+ Funding organisations, such Aviva, Sport England and Sport NI to incentivise more organisations to take part.

The Local Action Fund is a way to help community and voluntary organisations who might have otherwise been unaware of the help on offer from the Coronavirus Appeal. It has given lower income local community groups and charities the chance to recover from the pandemic, sustain their services or create new ones, so they can keep offering vital support to those in need. From those experiencing mental health needs to people facing food poverty.

Rob Love, Co-founder and CEO, Crowdfunder

At the time of publication 350 projects have received funding from the Local Action Fund.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

Local Action Fund impact

Case study

Advocacy Support Cymru (ASC), Wales

The team at Advocacy Support Cymru (ASC) provide suicide intervention solutions, such as training workshops, to ensure more people learn the skills required to intervene and save a life from suicide.

People’s mental health has been severely impacted by isolation, repeated lockdowns and the stress of the pandemic and unfortunately more people are considering suicide as their only option. The funding from the Local Action Fund will help ASC to expand this service to meet the rising demand, creating a network of suicide helpers across South Wales and helping to create communities that are safe from suicide.

Claire Phillips, Marketing and Business Development Manager of ASC

Case study

Fermanagh Women’s Aid, Northern Ireland

The team at Fermanagh Women’s Aid provides a range of services for women and children who are or have been affected by domestic abuse and sexual violence in the Fermanagh area. With help from the Local Action Fund, their ‘Operation Empower Santa' Appeal supported over 150 women and 120 children, making a huge difference in their community.

“We at Fermanagh Women’s Aid, are always amazed by the generosity of our community, especially during the Christmas period when so many families we support are in need. ‘Operation Empower Santa’ gave women the freedom to choose the gifts and essential food items they need for their families.

Sinead Hoy, Triage Worker at Fermanagh Women’s Aid

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

Case study

Restore, Midlands

The team at Restore offer a befriending service and run social activities for refugees and asylum seekers to help combat loneliness and isolation and foster integration. One sanctuary seeker wrote, “Restore paired me up with a befriender who actually changed my life. Having someone to talk to was a big problem to me until I met my befriender who came and took that burden away. She is very kind-hearted, is always ready to listen to me and has helped me to regain my self-confidence.”

“We were delighted to take part in the Local Action Fund as we’ve been unable to hold our annual Run for Refugees fundraising event for the past 2 years and income from grant making trusts has been lower this year. This funding will enable us to make a difference in the lives of refugees.

Jeremy Thompson, Manager of Restore

Case study

Broke not Broken, Scotland

The team at Broke not Broken run various projects from a food and school uniform bank to one-one mental health support, aimed at alleviating the effects of poverty.

“We are blown away at the support we have received through our Crowdfunder. It really is win win and we are so grateful to the National Emergencies Trust for doing this. It has been such an easy way of fundraising at a time when we feel we are just asking again and again for people to support us. The funds have enabled us to support our community at what is increasingly becoming an uphill struggle for many households, and to develop more projects based on their participation and feedback.

Annie McCormack, Chair of Broke not Broken

The Coronavirus Appeal

iii) Creating legacies for the charity sector

Coronavirus Appeal funding has not only been able to meet immediate needs arising from the pandemic but in many cases is creating lasting positive legacies that will help contribute to a fairer, and more resilient sector.

Boloh:

A dedicated helpline for Black, Asian and minority ethnic children and families

The Global Majority Fund: Powering projects led by and for communities experiencing racial inequality

It has been a privilege to partner with Comic Relief on the Global Majority Fund, thanks to generous support from Barclays’ Covid-19 Community Aid Package. Working with intermediary technical partners, the Fund has distributed grants totalling more than £5.5million so far to nearly 1,000 projects led by and for communities facing racial inequalities.

Phase III of the Fund got underway in March 2022 and will run through to Spring 2025. This next phase will enable organisations to pilot making larger grants to grassroots communities alongside a package of organisational development support to further strengthen community groups in line with their priorities. It will be a closed funding call, exclusively for intermediary technical partners Comic Relief funded directly under Phase I.

For this third phase, Comic Relief has also introduced a Funder Reference Group led by people closest to the issues to shape its design, the application and decision-making processes. The Phase III fund design has been exclusively devised, based on learning recommendations from Phase I and Phase II intermediary technical partners.

By centering lived experience in funding decisions, and focusing on both immediate needs and long-term resilience building, the Global Majority Fund is creating a model that could have a lasting, positive footprint on the sector.

We’re still in awe of what Barnardo’s achieved with Boloh: the first helpline offering dedicated support to Black, Asian and minority ethnic children and families negatively affected by Covid 19.

Thanks to a donation to the Appeal from the Covid-19 Relief Fund, an initiative by the insurance and long-term savings sector, overseen by the ABI, the Boloh service launched in 2020 as research showed the disproportionate impact of Covid-19 on Black, Asian and minority ethnic communities.

Boloh went from concept to reality in just seven weeks, with 40 Black, Asian and minority ethnic therapists offering support in 13 different languages. Within months it was experiencing thousands of interactions. Today it has links with more than 250 voluntary sector bodies and has been able to secure additional funding to keep this important service going.

Barnado's colleagues shared impacts and insights from the Boloh helpline at the National Charitable Partners roundtable in March 2022

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

Bayo: A mental health information hub by and for the Black community

LGBT Consortium: Leveraging Appeal funding to launch the Future Equities Fund

In October 2021 The Ubele Initiative, Mind, Young Minds and Best Beginnings came together to launch Bayo, a platform providing information about initiatives, communities and mental health services created by and for the Black community.

Bayo was also made possible by a donation to the Coronavirus Appeal from the Covid-19 Relief Fund and is run by the Ubele Initiative. It’s another brilliant example of sector collaboration in the face of unmet needs, and one that is set to bring benefits to the Black community long beyond the pandemic.

For another of our partners, the LGBT Consortium, pandemic funding streams enabled them to assess the risks within LGBTQIA+ communities, and be braver and more inclusive as funders. For example, they quickly realised Bi organisations were not applying for funding at the same rate as others, so commissioned community research into the issue.

They also used funding to dig deeper into intersectionality in the sector. Consortium CEO, Paul Roberts, refers to this work as one of the richest exercises his team has undertaken because it leveraged Consortium’s ability to push forward their grants programme. Today the LGBT+ Futures Equity Fund in partnership with the National Lottery Community Fund is a lasting positive legacy of pandemic investment.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

The Coronavirus Appeal

iv) Evaluating the Appeal’s impact

We are very fortunate to have had an offer of funding from the Economic and Social Research Council to conduct a full impact review of the Coronavirus Appeal. It is being conducted by researchers at Nottingham Trent University and will be completed in June 2022. By evaluating the decisions taken, the data used and generated, and the outcomes delivered, we hope it will create valuable learnings to inform our future approaches and support the wider sector.

grassroots projects have received funds to answer the needs of local communities.

calls answered by 30+ national charity helplines

webchats offered support from a safe social distance

people joined new befriender services

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Improving outcomes with and for emergency survivors

Only those who have experienced disasters can understand the complex needs they create. Incredible survivor volunteers help us to design better outcomes for others.

2022 marks the fifth anniversary of the 2017 terrorist attacks in Manchester and London, and the fire at London’s Grenfell Tower. In the five years since, national and local government, first responders, the charity sector and many others have been consolidating and acting on the diverse learnings that continue to come out of those events. But there are opportunities to learn and improve that, as yet, remain under-explored.

i) The Survivors Advisory Forum

We need to make sure that we leave no-one behind during emergencies. So it is critical that we learn from those with lived experience of domestic disasters, which is why we created the Survivors Advisory Forum in 2020.

Forum members help to shape our strategy, inform our governance and processes, and more. This year they have offered insights into a whole range of issues, including the groups they believe could benefit from better, or different, support in the aftermath of emergencies; and how we can ensure that all those affected by future events understand what support is on offer.

They have also started to help us to shape our funding strategies, including how financial support might take account of people’s immediate and longer-term needs.

Members of the Survivors Advisory Forum volunteer their time to the National Emergencies Trust and we are extremely grateful for their support. Their unique perspectives help to ensure that we can create the best possible outcomes for future survivors and loved ones.

We believe that survivors’ lived experience is an invaluable source of this learning, which is why ever since our launch in 2019, the National Emergencies Trust has helped to lead or lend support to a number of different survivor-led initiatives. Here’s what we’ve been up to this year…

In the absence of a charity like the National Emergencies Trust, money raised for those affected by the Croydon Riots didn't go immediately to those in greatest need. It was tied up until it was too late. A charity like the National Emergencies Trust would have acted as a voice and buffer back in 2011. It would have focused on getting public donations directly to those affected, which would have saved a lot of time and heartache. That’s why I’m proud to support the work of the National Emergencies Trust. I hope that in future emergencies, when people are going through a whole range of emotions, it can provide that comfort and security around financial concerns.

Busha Ahmed, Member of the Survivors Advisory Forum

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Improving outcomes with and for emergency survivors

Action Research weekend

ii) Young Manchester survivors research project

One of the current gaps in knowledge surrounding survivor care is how best to support children and young people who are affected by national emergencies.

We know from anecdotal feedback from survivors that the support services surrounding national emergencies tend to be built around adults, and that children and young people may well have different needs. We also know that specialist services (e.g. children and adolescent mental health services - CAMHS) are not always well-resourced. That is why we are partnering with young survivors of the Manchester Arena bombing on a unique new research project that will consider how to create better experiences and outcomes for young emergency survivors.

Every facet of the project is being co-created with nine young survivors of the Manchester Arena attack in collaboration with Dr Cath Hill, a Senior Teaching Associate and Lecturer in Social Work at Lancaster University, Founder of the Manchester Survivors Choir and a survivor of the Manchester attack, along with her teenage son Jake.

In February 2022 we came together for an Action Research weekend in Manchester. Over the course of the two days, young people shared their experiences of the support they had received after the Manchester attack and mapped out how to invite similar insights from other survivors.

The session was hosted by Dr Cath Hill and Louise Andrews, an Honorary Researcher at Lancaster University and specialist youth action researcher for CancerCare, a charity offering fun, friendship and support for children and young people affected by cancer or bereavement. The outputs from the weekend are shaping a questionnaire for other young Manchester survivors, which will be launched in Summer 2022.

The research weekend was an affirming moment for me because the experiences the young people described confirmed what I had heard anecdotally through the Choir over the years and why I originally approached the Trust as a partner for this project. Young people affected by the Manchester attack looked for support in a variety of places and while some of this was incredibly helpful, some of it missed the mark completely, and some measures taken to support young people inadvertently introduced more trauma. Five years on it’s time to really learn from this and make sure that young people caught up in similar events in the future get the very best care.

Dr Cath Hill, member of the Survivors Advisory Forum

The ambition for the research project is to create actionable recommendations that can help to improve support for young people in future emergencies. The findings will help to shape the National Emergencies Trust’s own funding strategy, and it is anticipated that they will also be relevant to a wide range of stakeholders, from local and national government, to mental health support providers, and the wider voluntary sector. We look forward to sharing them with others.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Improving outcomes with and for emergency survivors

iii) Supporting survivors’ initiatives

The Resilience in Unity Project

We were privileged to be invited to collaborate with Counter Terrorism Policing to help launch the Resilience In Unity Project: an incredible initiative by Survivor Advisory Forum member and Westminster Bridge attack survivor, Travis Frain.

The Resilience in Unity Project is an online platform for the testimonies of survivors of terrorism to act as a counternarrative against extremism. Travis started the project whilst working from home during the Covid-19 lockdowns and it was launched at a collaborative event generously hosted by AVIVA in London in November 2021.

The event brought together survivors of acts of terror and key stakeholders to identify opportunities to evolve and enhance current approaches to survivor and victim support and terrorism prevention across civic organisations and government departments. It provided an opportunity for survivors from across the UK and beyond to share their stories and raise awareness of the impacts of acts of terror. Her Royal Highness The Countess of Wessex GCVO was also in attendance and spent time meeting with terror survivors.

National Emergencies Trust Trustee and Survivors Advisory Forum Chair, Thelma Stober, joined the panel at the Resilience In Unity Project launch event to discuss how best to support survivors

Keynote speakers included Chair of the National Emergencies Trust, Lord Richard Dannatt, Chief Superintendent Nik Adams and the Minister of State for Security and Borders among many more. Speaking at the event, Lord Dannatt highlighted the valuable contribution that survivors of terrorism are playing in informing the Trust’s strategy. He noted that the Resilience In Unity Project offers a valuable platform to not only memorialise the lives lost but empower the voices of those affected by terror attacks. Sharing and hearing their stories will help to shape the Trust’s work in providing the best possible outcomes for future survivors.

We cannot change what has already happened to survivors of terrorism. But we can change things for those who come after us. We can listen, learn and improve. We can raise the level of public debate and get people talking about these issues. That is what the Resilience in Unity Project is all about.

Travis Frain, Westminster Bridge survivor and member of the Trust’s Survivors Advisory Forum

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Improving outcomes with and for emergency survivors

The Survivors' Charter

In March 2022 we signalled our support for the publication of The Survivors’ Charter: a unique piece of work by Survivors Against Terror which aims to improve support for people in the UK affected by terrorism, both at home and abroad.

The Survivors’ Charter reviews best practice support measures in eight different countries worldwide and proposes eight areas where the UK could enhance its approach. The proposed measures include enhanced access to mental health services, improved financial assistance schemes and the launch of an information hub where survivors can readily access the range of support available during times of great trauma.

Only those who have found themselves a target of hate can truly understand the needs of those affected, so the National Emergencies Trust warmly welcomed the publication of the Survivors’ Charter, which has been made possible by survivors’ dedication. We are reviewing its recommendations, including with members of our Survivors Advisory Forum, so that we can identify where the Trust can best add its support.

As a survivor of the 7th July 2005 terrorist attack, I wholeheartedly support the Survivors’ Charter. It seeks to address the key issues that face those of us living with life-changing injuries, seen and unseen. Issues that only we can truly understand. I sincerely hope that the government will review and adopt this Charter.

Thelma Stober, past Member of the Home Office Victims Panel, Trustee of the National Emergencies Trust, Chair of the Trust’s Survivors Advisory Forum and Contributor to The Survivors’ Charter.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

We can never know when the next national emergency will arise but we can make important progress now so that we’re as prepared as possible when it does.

The next national emergency could arise at any moment so we’ve been making concerted efforts to ensure that we’re in the best position possible to help those whose lives may be affected. We have been representing survivors’ complex needs within national and local resilience-building work. We have been building out our networks, from bringing on board new national partners to welcoming regional ambassadors. Plus, we’ve been putting our team, Trustees and Patrons through their paces with regular crisis simulations.

i) Representing survivors within UK resilience-building efforts

As a charity which works closely with survivors and people bereaved from previous emergencies, the National Emergencies Trust has a role to play in amplifying their lived experience to help create the best possible outcomes for people and communities affected by future emergencies.

In 2021 we contributed to national discussions on building a more resilient society. We submitted evidence to the National Resilience Strategy call for evidence in September 2021, and contributed to the Mayor of London’s Independent Review of London’s Preparedness to Respond to a Major Terror Incident, known as the Harris Review.

The National Emergencies Trust (NET) is a significant addition to the sector arising from learning following those responses to crises in 2017. In the immediate aftermath of a national emergency, the NET seeks to launch a fundraising appeal and provide a transparent, coordinated distribution of monies raised. They can do this via financial gifts to those affected, and as grants to local or national charities who offer support to survivors and their loved ones.

Lord Toby Harris, Harris Review, 2022

We are members of the newly formed UK Resilience Forum (UKRF) and attended its inaugural meeting in August 2021 with national, regional and local government, private and voluntary sector stakeholders. The UKRF has been established to improve communication and collaboration on risk, emergency preparedness, crisis response and recovery.

We presented on the work of the National Emergencies Trust to the Local Resilience Forums (LRFs) Chairs’ monthly call in January 2022, and continue to regularly engage with LRFs on an individual basis to raise awareness of our role during emergencies in coordinating fundraising and in allocating funding to people affected that is fair and fast.

We were also pleased to sign a non-commercial partnership agreement with Previsico, a flood forecasting company to help provide us with critical information during major flooding that could helpfully inform our response.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

ii) Networks before we need them

National Charitable Partners Programme launches

Building on learnings from the Coronavirus Appeal, one of the ways we are organising ourselves for future emergencies is to create a network of national partners who can help to support specific communities and needs. In October 2021, we launched a collaborative pilot project with four national charities.

The National Charitable Partners Programme, which includes the British Red Cross, Cruse Bereavement Support, Mind and Victim Support, aims to ensure that all those affected by future emergencies receive the support they need, when and where they need it, by facilitating nationwide funding at speed during future disasters. Working closely with these Partners ensures the Trust can offer specialist expertise covering mental health support, bereavement, and assistance with financial hardship and physical injury.

By enabling the National Emergencies Trust to pre-agree a range of support packages and conduct due diligence with potential distribution partners in advance of an emergency, the Programme aims to tackle the critical time-lag seen in historic emergencies between life-changing funds being raised by the sector and those funds being received by survivors and loved-ones.

We will always aim to fund grassroots charities responding to an emergency through our partnership with UK Community Foundations. However, we know that local capabilities will be stretched and additional capacity will likely be needed. Our National Charitable Partners Programme will complement the work of the community foundations, so we can offer urgent support to survivors and their loved ones, wherever they may be and as quickly as possible.

As we move into 2022 our focus will be to expand the Programme into wider communities and causes where we do not currently have established links.

Knowledge-sharing at the National Charitable Partners roundtable

A roundtable event with National Charitable Partners from the Coronavirus Appeal, in collaboration with the Trust’s independent evaluators, Nottingham Trent University, held in March 2022, presented a valuable opportunity for partners to voice and share their experiences of the Appeal. The rich learnings and incredible legacies made possible by the Appeal have meant new services and ways of working are now a permanent feature of some Partners’ work.

The day pulled together three in depth presentations from Barnardo’s, LGBT Consortium and Refugee Council outlining their approaches to delivering vital support during the pandemic. Representatives from partners attended in person or online and participated in inclusive workshops, reflecting on their experiences of grant-giving and helpline support.

Paul Roberts, CEO of LGBT Consortium shared how Coronavirus Appeal funding created new funding opportunities

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

The March 2022 National Charitable Partners roundtable was an opportunity to share learnings, in person, for the first time since the start of the pandemic.

The event gave insight on how helplines were delivered and the challenges and successes along the way

Insights informing our future approach

Flexibility:

The value of flexible funding models, which enabled partners to evolve their approaches as new knowns came to light

Compassion:

Embracing remote working, while ensuring that helpline colleagues and volunteers are able to access mental support and/or trauma training on trauma-informed approaches

Inclusivity:

Acknowledging the need to make support accessible to everyone, including those who are digitally excluded.

Roundtable event participant

New ambassadors

The event was helpful to hear reviews and experiences from across the sector.

Roundtable event participant

We’re busy building a UK-wide ambassador programme that will enable the Trust to have a network of trusted voices at a regional level who can provide local knowledge and connections to help us assess and activate at speed. These ambassadors will help to raise public awareness of appeals during an emergency and lend their expertise and valuable insight to our work year-round. In 2021, Sir Ken Olisa OBE and Stephen Baker, Chief Executive of East Suffolk Council, joined the Trust as our first Ambassadors.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

iii) Practising for every eventuality

The National Emergencies Trust was not expecting a pandemic to be the first UK emergency it would respond to, which shows the importance of being prepared for every possibility. It’s why we hold simulation crises exercises every quarter to test our agility and processes so we’re in a stronger position to activate future emergency appeals within hours.

This year we undertook three simulation exercises in June 2021, November 2021 and February 2022. In November 2021, the team and Trustees were tested against a different scenario type - a slow onset emergency - responding to a severe storm causing extreme flooding in the Norfolk region. With the deliberate absence of the Trust’s CEO in this exercise it provided a further challenge and pressure on the executive team.

I was pleased to have been invited to stand-in recently for one of the Trust’s Pre-Activation exercises. Having been a part of Trust from the outset and being able to witness the amazing way in which ‘forces of good’ were mobilised in response to the Covid Pandemic it was most beneficial to understand how the team reacted to a call for support to a further emergency. The point to remember is that it is impossible to predict just how an emergency might present itself - indeed the definition of an accident is ‘an unplanned event’. Therefore to take such an unplanned event and to transform it into a properly planned response takes great coordination and knowledge of the skills of the available contacts and resources. Since its formation the Trust has worked hard to develop contacts with all emergency services around the country and so in my role as a by-stander it was illuminating to observe how a credible response was assembled to provide relief to those on the ground.

Christopher Laing, Founder of Christopher Laing Foundation and Honorary Trustee during the February 2022 crisis exercise

The exercise in February 2022 simulated a train collision at a major UK city location with related environmental damage. This time, Trustees and the team were supported by representatives from the Trust’s patrons including the Christopher Laing Foundation, Co-op and NatWest Group, as well as colleagues from Devon Community Foundation who helped trustees to make a decision to launch a nationwide appeal.

In order to make the simulations as realistic as possible, everything from twitter posts to news alerts and actors are deployed. In reality, we may have only a matter of hours to gather and assess intelligence, gauge public propensity to give, debate the different criteria, devise a communications plan and launch a fundraising appeal. But while the nation stands in shock and solidarity, we are committed to acting fast and fairly to give as much help as possible to those in greatest need.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

iv) New faces taking us places

This year we’ve welcomed a new Trustee, a new team member and a number of new volunteers whose fresh perspectives have helped to keep innovating and improving.

Dr Ben Griffiths, Trustee

In October 2021, the Board of Trustees welcomed Dr Ben Griffiths, an anaesthetic and intensive care doctor with front-line crisis experience, having worked in intensive care during the Covid-19 pandemic. Ben holds a Diploma in the Medical Care of Catastrophes and has completed the Major Incident Medical Management and Support Course. Before his career in medicine he worked in emergency planning, providing executive support to the Chief Minister and Emergency Planning Board of the Government of Jersey.

Team joiners

We welcomed Amy Bird and Philee Ang-Chen to the Executive Team this year as Fundraising Manager and Grants Manager respectively who will both play key roles as the Trust enters the next chapter of its story. Amy is evolving our fundraising strategy and infrastructure, ready for the next emergency, while Philee is focused on the equitable distribution of future emergency funds.

A big thanks to…

Felicity Gordon and Dami Amodu for their incredible contributions to the Coronavirus Appeal and to our team before they headed off for new adventures.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

From pandemic… to future preparedness

Cheers to our brilliant volunteers

A new face for the National Emergencies Trust

We were delighted to welcome four new joiners to our Equity Scrutiny Group this year: Saba Hussein, Joanna Moss, Humraaj Singh and Emily Dresser.

We enjoyed the expert company of both communications volunteer, Hannah Mughal, and volunteer relationship manager, Charlie Ruddle, who helped the Coronavirus Appeal to maintain vital momentum.

Plus the wonderful Bhagti Patel continues to offer invaluable legal support. We’re grateful to Nick Wills for his dedication and ongoing support with organising quarterly simulation crisis exercises.

As well as welcoming new faces into the team, we’ve also launched a new ‘face’ for the National Emergencies Trust with the help of brand experience agency, Designroom. While our overall brand look and feel remains the same, Designroom created a new logo for us, which features four emergency chevrons - to represent each nation of the UK - and makes our name more prominent than previously, to support our brand-building efforts. The new logo also features on a brand new website, designed and built by our patron, digital marketing agency, Alcimi.

Do take a look at our new website. We’d love to hear your thoughts.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Structure. Governance and Mana ement

Structure, Governance and Management

i) Fundraising

Patrons

Ethical fundraising practices

National Emergencies Trust’s patrons help to cover the charity’s core costs, provide value-in-kind support and offer strategic guidance in preparation for the next emergency. During emergencies they kindly offer access to their resources, channels, networks and skilled employees to enable us to support as many people as possible.

Fundraising during appeals

The National Emergencies Trust complies with all relevant statutory regulations, including the Charities Act 2011 and the Data Protection Act 2018. We are registered with the Fundraising Regulator and have an ethical fundraising policy that requires an ethical screening for all partnerships valued over £5,000 during a 12-month period, and for partnerships that fall below this threshold but may pose a risk. The Finance, Audit, Investment and Risk Committee governs the ethical fundraising policy and is responsible for making final decisions.

During an appeal, the Trust will seek to channel the efforts of our broad networks, including our patrons, network of corporate donors, trusts and foundations, high net worth individuals and the UK government. We will also seek to harness public generosity through direct donations and by collaborating with major digital Giving platforms. We offer our networks and members of the public one trusted place to donate that directs funds quickly to those that need them.

A NatWest Group colleague fundraiser ran a marathon in his garden to raise money for the Coronavirus Appeal.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Structure, Governance and Management

ii) People and processes

The National Emergencies Trust registered as an independent charity on 4 April 2019 and had its official launch in November 2019. The National Emergencies Trust is a Charitable Incorporated Organisation and comprises the Board of Trustees and the Secretariat.

Board of Trustees

The National Emergencies Trust Board of Trustees, as shown on page 48, comprises 12 independent Trustees, including the Chair, and Deputy Chair. Trustees have no financial beneficial interest in the charity and receive no remuneration or other emoluments from the charity. Biographies of all members of the Board of Trustees can be found on the National Emergencies Trust’s website.

The Board meets four times a year and also holds an annual Strategy Day to review the progress of the charity and its future plans. The Board has established Committees, each chaired by a Board member and including other member Trustees. These Committees include: Finance, Audit, Investment and Risk, Fundraising, Communications and Allocations.

Trustee recruitment and inductions

The appointment of new independent Trustees is overseen by the Board, following a skills audit, promotion of the posts on the National Emergencies Trust website and social media channels, and an open interview process. The Board also takes account of diversity. The Chair is nominated by the Trustees and appointed by majority agreement.

Board diversity 2021/22

Ethnicity Gender 33% 33% Black, Asian and identify as female minority ethnic group

New Trustees sign consent and eligibility forms and complete a declaration of interests that is reviewed annually. They are provided a detailed induction by the Chair of Trustees and by the Trust’s CEO, Mhairi Sharp. Members of the Equity Scrutiny Group (ESG) and Survivors Advisory Forum are also provided with a detailed induction. A handbook is provided to Trustees including relevant policies, procedures and governance information.

The Chair holds one-to-one interviews with each of the Trustees once a year to gather feedback on their experiences and expectations. Trustees, including the Chair and Deputy Chair, hold office for a term of three years and may then be reappointed for a second term, with provision to extend this term.

Management

The day-to-day management of the National Emergencies Trust is delegated to the Chief Executive Officer, who leads the core team. This is currently Mhairi Sharp. There are ten members of the Executive Team, working full or part time. During appeals the Trust will also employ temporary staff or use contractors to provide surge capacity.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Structure, Governance and Management

Remuneration

The Finance, Audit, Investment and Risk Committee is responsible for reviewing the remuneration policy and practice of the Trust on an annual basis for recommendation to the Board. The Committee sets the remuneration of the Secretariat and the Trust’s reward policy to ensure that annual cost of living increases are in line with inflation, and that salaries remain competitive within the charity sector.

Risk management

The National Emergencies Trust has established a robust process for identifying, reporting and addressing risks. At the time of a domestic disaster, the Trust will either raise funds to provide financial gifts to those affected and/or allocate funds to charitable bodies that can deliver support to those affected. The Trust therefore delegates the management of risks associated with delivering frontline support to those organisations to which it allocates funds. However, it undertakes detailed due diligence on its distribution partners and will commission an independent impact review at the close of all Appeals.

The Trust manages risk through an extensive risk register. This is governed by the Secretariat and the Finance, Audit, Investment and Risk Committee, and is reviewed and updated on a quarterly basis. The Trust’s operating model has been designed to mitigate risk. Key risks in the register include:

The risk that the charity does not launch effectively, failing to make the right activation decision in the right time-frame. During its pre-activation mode, the National Emergencies Trust monitors developing crises to understand whether, and when, the situation meets its activation criteria. It receives early intelligence from the relevant authorities about the nature and impacts of the emergency; and analyses real-time insights on levels of public and media engagement with the event/s to minimise the risk of a poor, or belated, decision.
The risk that the charity does not raise sufficient funds, or is perceived to have raised insufficient funds. Before activating an appeal, there must be compelling evidence that a disaster meets the Trust’s activation criteria. Clear proof of the public’s propensity to give is central to this and is drawn from a number of sources, including spikes in individual fundraising pages on public giving platforms, and the scale and shape of public conversation on open social media platforms.
The risk that the charity does not distribute efficiently and/or equitably during an Appeal, in line with its founding mission. The National Emergencies Trust’s Allocations Committee, supported by the Equity Scrutiny Group, oversees the efficient and equitable allocation of funding and will put data at the heart of decision-making as far as possible. At the start of an appeal the Allocations Committee will work with data scientists to establish a bespoke allocation criteria, with input from the Equity Scrutiny Group, which will be adjusted as and when new internal and external intelligence comes to light. The Trust is developing diverse networks across the four devolved nations.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Structure, Governance and Management

Grant-making

Grant-making is fundamental to the National Emergencies Trust’s mission. At the time of a national disaster, the Trust may award gifts to individuals who have been affected and/ or award grants to other charities and groups that are able to respond to the unmet needs arising, as was the case during the Coronavirus Appeal. We are committed to ensuring that funds reach those in need.

Wherever possible, our grant-making capacity will be delivered via existing organisations, including UK Community Foundations (UKCF), London Emergencies Trust and other partners with established track-records in disaster response grant-making. Where that is not possible, the Trust has a robust grant-making policy in place. The Allocations Committee, supported by the Equity Scrutiny Group, governs each Appeal’s distribution strategy, and wherever possible, will put data at the heart of its decision-making.

Investment policy

The Trust has the power to make investments and an agreed policy for any investments it may hold. During the year the Trustees appointed Cazenove Capital as investment advisors and in March 2022 invested £750,000 of unrestricted reserves in their Charity Responsible Multi Asset Fund. The fund is in keeping with the Trust’s ethical investment policy.

Public benefit policy

The Trustees confirm they understand and have complied with the duty in section 4 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit. The Trustees consider that National Emergencies Trust activities to provide a coordinated, national focus for donations and fundraising, and to provide the capacity to commission effective and informed grant distribution during a national emergency are wholly in keeping with these guidelines.

Financial Review

There was a decrease in both income and expenditure in the year, reflecting the nature of the Trust as a ‘pop-up’ crisis response charity. The income decreased from £89.7m to £2.4m as the final donations for the Coronavirus Appeal were gratefully received (£2m in 2021/22 compared to £88m the previous year). Expenditure similarly decreased from £93.4m to £3.3m as some of the final grant distributions of appeal funds were made (£2.5m) and the focus returned to preparing for the next emergency (£412k).

We ended the year with £867k remaining in the Coronavirus Appeal fund, the bulk of which was distributed at the beginning of the new financial year.

Reserves Policy

The Trustees set a target to have two years core operating costs in reserve. This target takes into account working capital requirements and the need to fund operations in between appeals. Two years of core operating costs is currently budgeted at £1,560,000 and the level of unrestricted reserves at year end were £1,280,620. Trustees plan to put aside further unrestricted income in future years to bring the reserves within the target level and ensure the charity has a strong financial foundation to be able to respond to future emergencies.

The Trustees have also set aside a Designated Fund of £200,000 to be ready to commit towards the launch of a new emergency appeal. This fund would be re-imbursed from the funds raised from that appeal so it is available again for further appeals.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Structure, Governance and Management

Trustees

The Trustees are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’.

The law applicable to charities in England and Wales requires Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing the financial statements, the Trustees are required to:

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP;

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the constitution. They are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

On behalf of the board

make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards 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 charity will continue in business.

General The Lord Richard Dannatt

14th October 2022

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Inde Audi endent or's Report

Independent Auditors Report

Independent auditor’s report to the members of National Emergencies Trust

Opinion

We have audited the financial statements of National Emergencies Trust (the charitable incorporated organisation – ‘charity’) for the year ended 31 March 2022 which comprise the Statement of Financial Activities (incorporating an Income and Expenditure Account), the Balance Sheet, the Statement of Cash Flow and notes to the 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 FRS 102 ‘The Financial Reporting Standard Applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

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 Auditor’s Responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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.

In our opinion the financial statements:

give a true and fair view of the state of the charity’s affairs as at 31 March 2022, and of its incoming resources and application of resources, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice;
have been prepared in accordance with the requirements of the Charities Act 2011; and
have been prepared in accordance with the Charities and Trustee Investment (Scotland) Act 2005 (as amended) and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in 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 charity’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.

Annual Report & Accounts 2020 - 2021 nationalemergenciestrust.org.uk

Independent Auditors Report

Other information

The other information comprises the information included in the Annual Report, other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is 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.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters where the Charities Act 2011 or the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion:

the information given in the Trustees’ Annual Report is inconsistent in any material respect with the financial statements; or
the charity has not kept adequate accounting records; or

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement set out on page 39, the Trustees 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 charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report to you in accordance with regulations made under those Acts.

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 an auditor’s report 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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

the financial statements are not in agreement with the accounting records and returns; or
we have not received all the information and explanations we required for our audit.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Independent Auditors Report

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charity’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Trustees.
Conclude on the appropriateness of the Trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charity to cease to continue as a going concern.
Evaluate the overall presentation, structure and content
of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

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 below.

The objectives of our audit in respect of fraud are: to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charity.

Our approach was as follows:

we obtained an understanding of the legal and regulatory requirements applicable to the charity through the use of permanent audit file information, updated this year for any changes that have been identified by management or by our own investigations and considered that the most significant are the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 (as amended), regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended), the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council;

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Independent Auditors Report

we obtained an understanding of how the charity complies with these requirements by discussions with management and those charged with governance and through reviews of relevant accounting and management records;
we assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, based on our work as outlined above;
we enquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations, using associated documentary evidence to better understand items of interest;
based on this understanding, we designed specific appropriate audit procedures to identify instances of noncompliance with laws and regulations. As well as specific audit testing, this included approaching accounting records with an inquisitive and sceptical mindset such that we examined items that were felt to be of interest or of higher risk in this area, and obtaining additional corroborative evidence as required.

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

Use of our report

This report is made solely to the charity's Trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011and Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charity’s Trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charity and charity's Trustees as a body, for our audit work, for this report, or for the opinion we have formed.

Shivani Kothari (Statutory auditor)

for and on behalf of Moore Kingston Smith LLP, Statutory Auditor 15th November 2022

9 Appold Street London EC2A 2AP

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Administrative details

Role of National Emergencies Trust committees and groups

Charity registration number 1182809

Allocations committee

Chief executive officer Mhairi Sharp

The Allocations Committee is responsible for the equitable distribution of funds.

Gerald Oppenheim (Chair) Ashley Head Andy Beeforth Dr Ben Griffiths (joined October 2021) Elizabeth Balgobin Dalton Leong - stepped down in December 2021 Ben Robinson (co-optee)

Registered office

London Scottish House 5 Horseferry Road London SW1P 2DX

Auditor

Communications committee

MOORE KINGSTON SMITH 9 Appold Street London EC2A 2AP

The Communications Committee is responsible for oversight of the external image of the charity and for its communications strategies, including during emergency appeals.

Gordon Tempest-Hay (Chair) Jhumar Johnson Thelma Stober Louise Wilson

Solicitor

FARRER & CO 66 Lincoln’s Inn Fields London WC2A 3LH

Finance, audit, and risk committee

Bankers

The Finance, Audit, Investment and Risk Committee is responsible for overseeing financial reporting, overseeing the processes related to risk management and internal control including financial, reputational, compliance and other strategic and operational risks and controls, and overseeing the internal and external audit processes.

BARCLAYS PLC 128 Moorgate London EC2M 6SZ

Gerald Oppenheim (Chair) Richard Dannatt Ashley Head Jhumar Johnson

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Administrative details

Fundraising Committee

Equity Scrutiny Group

The Fundraising Committee is a standing committee with goals of raising funds to insure the financial viability and stability of the charity.

Richard Dannatt (Chair) Ashley Head Jhumar Johnson Louise Wilson

Equity Scrutiny Group volunteer members help to ensure equitable, diverse and inclusive practice across everything we do. They offer guidance on how we fund and fundraise. How we recruit. And how we create a caring and inclusive culture for everyone. During emergency appeals the Equity Scrutiny Group works collaboratively with the Allocations Committee to scrutinise allocation decisions, and add valuable perspectives from their lived and learned experiences. Members include:

Survivors Advisory Forum

Every member of the Survivors Advisory Forum has profound lived experience of a national emergency. Drawing on that experience they help to guide every aspect of our work. From how we can make the process of applying for funds as compassionate as possible for survivors and their families, to how we can raise and distribute funds in a respectful way. With their valuable support we can create the best outcomes and experiences for those impacted by emergencies in the future. Trustee, Thelma Stober, is Chair of the Survivors Advisory Forum

Dalton Leong (Chair) Elizabeth Balgobin (Vice Chair) Saher Ahmed Kaveed Ali (Observer) Elaine Bowes Saher Ahmed Ila Chandavarkar Emily Dresser Saba Hussain Kirit Mistry Joanna Moss Humraaj Singh

As we focus our efforts on preparing for the next national emergency, the varied perspectives of members of our Survivors Advisory Forum are invaluable. I would like to thank members for their continued commitment. By sharing their experiences they add to our ongoing learning and ensure the Trust will be able to do its best for future survivors when the worst happens again.

Representation of ESG in 2021/2022

Gender 70%

Ethnicity Gender 80% Black, Asian and female minority ethnic groups

Thelma Stober, Chair, Survivors Advisory Forum

From advising on the equitable distribution of Appeal funds, to helping expand our National Charitable Partners programme, to setting the charity’s EDI priorities for the next stage of our journey, the efforts of Equity Scrutiny Group members this year cannot be underestimated. I am extremely grateful for their commitment and their continued, valuable support.

Dalton Leong, Chair, Equity Scrutiny Group

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Administrative details

The Board of Trustees

The Trustees who have served during the year and since the year end were as follows:

Richard Dannatt (Chair) Gerald Oppenheim (Deputy Chair) Michael Adamson - stepped down in October 2021 Andrew Beeforth Elizabeth Balgobin John Barradell Ben Griffiths - joined in October 2021 Ashley Head Jhumar Johnson Dalton Leong Thelma Stober Gordon Tempest-Hay Louise Wilson

I would like to thank departing Trustee Mike Adamson as well as all current Trustees for their contributions and commitment to the National Emergencies Trust during what has continued to be an extraordinary journey. Your efforts to deliver a first appeal on a scale we could never have imagined, and your wider strategic input and guidance as we prepare for the next emergency, have been truly invaluable.

Lord Dannatt, Chair of the National Emergencies Trust

The Trustees present their report and the audited financial statements of the charity for the period 31st March 2022. The Trustees have adopted the provisions of the Statement of Recommended Practice “Accounting and Reporting by Charities” (“FRS 102 SORP”) in preparing the annual report and financial statements of the charity.

The financial statements have been prepared in accordance with the accounting policies set out in notes to the accounts and comply with the charity’s governing document, the Charities Act 2011 and Accounting and the FRS102 SORP published in October 2019.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Accounts

National Emergencies Trust Statement of Financial Activities

(Incorporating an Income and Expenditure Account) For the period ended 31 March 2022

Notes Income and endowments from: Donations & Legacies 2 Charitable Activities 3 Total income Expenditure on: Raising funds 4 Charitable Activities: 4 Total expenditure Net (expenditure) for the year Net movement in funds Fund balance brought forward at 1st April Fund balance carried forward at 31 March 15	Unrestricted Funds 2022 £ 377,368 - 377,368 37,249 412,800 450,049 (72,681) (72,681) 1,553,301 1,480,620	Restricted Funds 2022 £ - 2,021,320 2,021,320 28,948 2,860,621 2,889,569 (868,249) (868,249) 1,734,904 866,655	Total 2022 £ 377,368 2,021,320 2,398,688 66,197 3,273,421 3,339,618 (940,930) (940,930) 3,288,205 2,347,275	Total 2021 £ 2,016,347 87,704,801
				89,721,148
				224,139 93,152,256
				93,376,395

				(3,655,247)
				(3,655,247)
				6,943,452
				3,288,205

All gains and losses arising are included in the statement of financial activities and arise from continuing activities.

The notes on pages 53 to 66 form part of these financial statements.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Balance Sheet

as at 31 March 2022

Notes 11 12 13 16 16 16 Fixed Assets Investments Current Assets Debtors Cash at bank and in hand Current Liabilities Creditors: amounts falling due within one year Net Current Assets Total Net Assets Represented by General Funds Designated funds Restricted Funds	2022 2021 £ £ 750,000 - 12,289 150,728 1,688,105 3,505,071
	1,700,394 3,655,799 103,119 367,594
	1,597,275 3,288,205
	2,347,275 3,288,205
	1,280,620 1,453,301 200,000 100,000 866,655 1,734,904
	2,347,275 3,288,205

The financial statements were approved by the trustees, and authorised for distribution, on 14th October, 2022 and were signed on their behalf by:

General The Lord Richard Dannatt, Chair

The notes on pages 53 to 66 form part of these financial statements.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Statement of Cash Flow

For period ended 31 March 2022

Cash flows from operating activities Cash (used in) operations Net cash provided by / (used in) operating activities Cash flows from investing activities: Interest income Purchase of investments Net cash (used in) / provided by investing activities Change in cash and cash equivalents during the year Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year Analysis of cash and cash equivalents Cash in hand Short term investments Analysis of changes in net debt Cash Loans falling due within one year Loans falling due after more than one year Total	Note 17 1 Apr 2021 £ 3,505,071 - - 3,505,071	2022 £ (1,067,224) (1,067,224) 258 (750,000) (749,742) (1,816,966) 3,505,071 1,688,105 2022 £ 938,105 750,000 1,688,105 Cash Flows £ (1,816,966) - - (1,816,966)	2021 £ (359,625)
			(359,625)
			11,238 -
			11,238

			(348,387)
			3,853,458
			3,505,071
			2021 £ 3,505,071 -
			3,505,071
			31 March 2022 £ 1,688,105 - -
			1,688,105

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

1 Accounting Policies Statutory information

National Emergencies Trust is a charitable incorporated organisation “CIO” registered with the Charity Commission in England & Wales on 4 April 2019 (1182809) and with OSCR in Scotland on 2 April 2020 (SC050062). The charity’s principal office address is London Scottish House, 5 Horseferry Road, London SW1P 2DX.

1.1 Basis of preparation

These financial statements are prepared on a going concern basis, under the historical cost convention, as modified by the investments being measured at fair value through income and expenditure within the Statement of Financial Activities

The Trust is a public benefit entity for the purposes of FRS 102 and therefore also prepares its financial statements in accordance with the 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 (The FRS 102 Charities SORP), the Charities Act 2011 and Charities Accounts (Scotland) Regulations 2006 as amended by The Charities Accounts (Scotland) Amendment (No. 2) Regulations 2014.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest pound.

1.2 Going concern

The trustees have assessed whether the use of the going concern basis is appropriate in preparing the financial statements and have considered possible events or conditions that may cast doubt on the ability of the Trust to continue as a going concern. The trustees have made the assessment for a period of at least one year from the date of approval of the financial statements and have considered forecast budgets, reserves and cash projections. The charity ended its second period in surplus and with a healthy cash reserve. Future year budgets remain prudent for both income and expenditure.

Following due consideration, the trustees have concluded that there is a reasonable expectation that the charity has adequate reserves to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements.

1.3 Fund accounting

The general fund comprises accumulated surpluses and deficits on unrestricted and non-designated funds that are available for use at the discretion of the trustees in furtherance of the charity’s mission and objectives.

Designated funds are unrestricted funds that the trustees have set aside for specific purposes or where donors have made some suggestions regarding their use but not wholly restricted to such use. The funds may ultimately be used for other purposes.

The principal accounting policies adopted in the preparation of the financial statements are set out below.

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

1.4 Income and expenditure

Income and expenditure are generally accounted for on an accruals basis.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Notes to the Financial Statements

1.5 Income

Income is recognised when the charity is entitled to the funds, it is probable the income will be received, the amount can be measured reliably and any performance conditions have been met.

Voluntary income is received by way of donations and gifts and is included in full in the statement of financial activities when there is entitlement, it is measurable and receipt is probable.

Intangible income is recognised as a gift in kind where the provider of the service has incurred a financial cost and is valued at the value to the charity.

Grants are recognised in full in the statement of financial activities in the year in which they are receivable.

Income is deferred when it relates to a specific later period, or there are conditions yet to be fulfilled for entitlement.

1.6 Expenditure

Expenditure is recognised in the period in which incurred and includes irrecoverable VAT. Expenditure is accounted for on an accruals basis and classified under headings in the accounts that aggregate all costs related to the category.

Expenditure on raising funds include the costs incurred by the charity in raising funds for the charitable work.

Charitable activities expenditure includes the costs identified as wholly or mainly attributable to achieving the charitable objects of the charity, including the costs of disseminating information in support of charitable activities. These costs include direct costs, wholly or mainly attributable support costs and an apportionment of general overheads allocated on a basis consistent with the use of resources.

Support costs, including governance costs, are those costs that assist the work of the charity but are not directly incurred on generating funds or charitable activities.

Governance costs, which are included within support costs, are associated with the governance arrangements of the charity and include audit, legal advice for trustees and costs associated with meeting constitutional and statutory requirements such as the cost of trustee meetings and the preparation of the statutory accounts. This category also includes costs associated with the strategic management of the charity's activities.

1.7 Grants payable

In accordance with the Charity SORP FRS102, Grants made are recognised in the accounting period in which the decision to make a grant award is made and communicated to the intended recipient.

Multi year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the Trustees have agreed to pay the grant without condition, or the recipient has reasonable expectation that they will receive a grant and any condition attached to the grant is outside the control of the Trust. These grants include an amount for the distribution costs of the recipient.

Amounts outstanding at the period end are included in creditors.

1.8 Defined contribution pensions

The charity operates a defined contribution autoenrolment pension scheme. The assets of the scheme are held separately from those of the charity in an independently administered fund.ds. The charity has no liability under the scheme other than the payment of contributions.

1.9 Investments

Investments are stated at market value at the balance sheet date. Realised and unrealised gains and losses on disposal or revaluation of investments are recognised in the Statement of Financial Activites and are shown as 'net gains/(losses) on investments'.

Dividends, other investment income and interest are accounted for on a receivable basis.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

Notes to the Financial Statements

1.10 Tangible fixed Assets and Depreciation

Tangible fixed assets are recorded at cost less accumulated depreciation. All assets costing more than £1,000 and with an expected useful life of more than one year are capitalised. Depreciation is calculated and charged to the SoFA using the straight line method.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value on a straight line basis over its expected useful life. The useful lives are as follows:

Computer equipment 4 years Office equipment 4 years

1.11 Operating Lease

Rentals payable under operating leases, where substantially all the risks and rewards of ownership remain with the lessor, are charged to the statement of financial activities in the year in which they fall due.

1.12 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.13 Debtors

Debtors are recognised initially at fair value. A provision for impairment of trade debtors is established where there is objective evidence that the charity will not be able to collect all amounts due. Any losses arising from impairment will be recognised in the SoFA.

1.14 Creditors

Short term creditors are measured at the transaction price and are recognised where there is a present obligation resulting from a past event that will probably result in the transfer of funds to a third party.

1.15 Financial instruments

The company has elected to apply the provisions of Section 11 'Basic Financial Instruments' and Section 12 'Other Financial Instruments Issues' of FRS102 to all its financial instruments.

Basic financial assets

Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at the amount receivable and subsequently adjusted for any impairment or other change in consideration expected to be received on settlement

Basic financial liabilities

Basic financial liabilities, including trade and other creditors, bank loans, loans from fellow group companies, are initially measured at the amount payable and subsequently adjusted for any changes in consideration expected to be paid on settlement.

1.16 Taxation

The charity is entitled to exemptions from income tax as its income is applied for charitable purposes.

1.17 Judgements and key sources of estimation

In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements. In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

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National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

2. Voluntary Income Donations: Individual Giving Donations: Trusts Donations: Corporate Gifts in kind Interest income Legacies Total 2022 Total 2021 3. Income from charitable activities Coronavirus Appeal Grants (Note 3a) Total 2022 Total 2021 3a. Appeals income analysis Coronavirus appeal Total 2022 Total 2021	General £ -	2022 2021 General Restricted Total Total £ £ £ £ 38,968 - 38,968 201,484 20,000 - 20,000 127,750 287,914 - 287,914 1,283,857 30,228 - 30,228 376,018 258 - 258 11,238 - - - 16,000
		377,368 - 377,368 2,016,347
		2,016,347 - 2,016,347 2022 2021 Designated Restricted Total Total £ £ £ - 2,021,320 2,021,320 87,704,801
	-	- 2,021,320 2,021,320 87,704,801
		1,000,000 86,704,801 87,704,801 Corporates Grants 2022 2021 £ £ Total Total 1,943,824 10,000 2,021,320 87,704,801

	Individuals £ 67,496
	67,496	1,943,824 10,000 2,021,320 87,704,801
	12,263,734	38,996,158 36,444,909 87,704,801

The charity received £1,943,824 from 18 corporate donors (2021: £38,996,158 from over 300 donors).

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National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

3b. Grant income analysis Dept for Culture, Media and Sports British Red Cross Inflexion Foundation The Schuh Trust Health Foundation Three Guineas Trust John Laing Charitable Trust The Swire Charitable Trusts The Clothworkers Foundation Julia and Hans Rausing Percy Bilton Charity Tudor Trust St James's Place Charitable Foundation NFU Mutual Charitable Trust The Vodafone Foundation Montpelier Foundation Other grants	2022 2021 £ £ - 19,858,315 - 3,653,519 - 2,000,000 - 2,000,000 - 1,500,000 - 1,000,000 - 814,000 - 784,000 - 500,000 - 500,000 - 500,000 - 500,000 - 476,000 - 250,000 - 205,635 - 200,000 10,000 1,703,440
	10,000 36,444,909

3b. Grant income analysis
Dept for Culture, Media and Sports
British Red Cross
Inflexion Foundation
The Schuh Trust
Health Foundation
Three Guineas Trust
John Laing Charitable Trust
The Swire Charitable Trusts
The Clothworkers Foundation
Julia and Hans Rausing
Percy Bilton Charity
Tudor Trust
St James's Place Charitable Foundation
NFU Mutual Charitable Trust
The Vodafone Foundation
Montpelier Foundation
Other grants

2022
2021
£
£
-
19,858,315
-
3,653,519
-
2,000,000
-
2,000,000
-
1,500,000
-
1,000,000
-
814,000
-
784,000
-
500,000
-
500,000
-
500,000
-
500,000
-
476,000
-
250,000
-
205,635
-
200,000
10,000
1,703,440

10,000
36,444,909

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

4. Analysis of Expenditure
Expenditure on Generating Funds
Expenditure on Generating Funds
Expenditure on charitable activities
Preparation for an Emergency
Coronavirus Emergency Appeal
Total Expenditure on charitable activities
Total Expenditure 2022
Total Expenditure 2021

Grants
Direct
Other
Support costs
2022
2021
(Note 5)
Staf Costs
Direct Costs
(Note 6)
Total
Total
£
£
£
£
£
£
-
61,240
4,957
-
66,197
224,139
-
195,927
56,643
160,230
412,800
150,847
2,541,037
182,555
52,819
84,210
2,860,621
93,001,409

2,541,037
378,482
109,462
244,440
3,273,421
93,152,256
2,541,037
439,722
114,419
244,440
3,339,618
93,376,395
90,418,432
347,856
2,050,240
559,867
93,376,395

Of total expenditure of £3,339,618 reported above £2,889,569 is attributable to restricted funds (2021: £90,201,310), £NIL to designated funds (2021: £3,000,000) and £450,049 to unrestricted funds (2021: £175,085).

Comparative information: Analysis of Expenditure for year ended 31 March 2021

Expenditure on Generating Funds Expenditure on charitable activities Preparation for an Emergency Coronavirus Emergency Appeal Total Expenditure on charitable activities Total Expenditure 2021	Direct Other Support 2021 Grants Staf Costs Direct Costs Costs TOTAL £ £ £ £ £ - 31,019 193,120 - 224,139 - - 78,028 2,354 70,465 150,847 90,418,432 238,809 1,854,766 489,402 93,001,410 90,418,432 316,837 1,857,120 559,867 93,152,257 90,418,432 347,856 2,050,240 559,867 93,376,395

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

5. Grant Expenditure Coronavirus Appeal Total 2022 Total 2021 5a. Grants to Institutions analysis UK Community Foundations Comic Relief Refugee Council Barnados Disability Action Northern Ireland Age UK Shelter Refuge Mind - Heads Together UK Cruse Bereavement Care LGBT Consortium Rural Community Network Crowdfunder	Grants to Grants to Support Institutions Individuals Costs £ £ £ 2,541,037 - 84,210	2022 2021 TOTAL TOTAL £ £ 2,625,247 90,907,835
	2,541,037 - 84,210	2,625,247 90,907,835
	90,418,432 - 489,402	90,907,835 2022 2021 £ £ (90,023) 73,657,248 1,178,023 4,799,000 - 1,520,000 - 1,500,000 - 1,500,000 - 1,491,433 - 1,470,069 - 1,443,378 232,537 1,363,627 - 897,570 - 676,107 - 100,000 1,220,500 -

		2,541,037 90,418,432

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

6. Support Costs Administration expenses Consultancy fees Finance and administration support Governance Costs (Note 6a) HR support Insurance IT Legal fees Staff costs Staff training 6a. Governance costs Staff costs Audit fees (note 6b) Legal & professional fees 6b. Auditors' remuneration Audit fees - Current year - Prior year under /(over) accrual Tax Other 7. Net (expenditure)/income for the year This is stated after charging: Auditor's remuneration	2022 2021 £ £ 30,275 94,638 8,375 44,510 37,889 168,052 44,893 53,747 366 33,844 5,454 8,676 74,405 37,241 352 62,400 42,395 56,327 36 432
	244,440 559,867
	2022 2021 £ £ 15,637 13,998 29,256 31,794 - 7,955
	44,893 53,747
	2022 2021 £ £ 19,140 23,940 5,430 7,854 1,470 - 3,216 -
	29,256 31,794
	2022 2021 £ £ 29,256 31,794

8. Taxation

All income is charitable and applied for charitable purposes only and thus is exempt from corporation tax.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

9. Staff costs and numbers Salaries and wages Social security costs Pension contributions Staff costs have been charged as follows: Cost of raising funds Charitable activities Support costs Redundancy and termination payments were nil during the period (2021: £ 34,038) Employees who earned more than £60,000 during the period. £60,000 - £70,000 £70,001 - £80,000 £80,001 - £90,000 £90,001 - £100,000	2022 2021 £ £ 426,779 369,771 43,792 32,942 27,183 15,468
	497,754 418,181
	61,240 31,019 378,482 316,837 58,032 70,325
	497,754 418,181
	2022 2021 No. No. - 1 - 1 1 1 1 -

The number of employees earning more than £60,000 for whom pension contributions have been paid in the year is 2 (2021: 3). The total pension contributions paid by the Trust for employees earning more than £60,000 was £10,825 (2021: £10,633).

The average monthly number of employees analysed by activity:

Raising funds Preparation for appeals Support Governance	2022 2021 No. No. 1.2 1.4 6.3 6.0 0.8 0.8 0.2 0.2
	8.5 8.4

Trustees

No remuneration was paid to any trustee for services as a trustee (2021: £NIL). £568.54 was paid to two trustees for reimbursement of travel and subsistence expenses during the period (2021: £NIL).

Key Management Personel

The Key Management of the Charity is considered to be the Chief Executive Officer, departmenrt directors and assistant directors. The total employee benefits of the key management personnel were £406,118 (2021: £347,990), which includes total employer NIC Contributions of £40,297 (2021: £27,897) and total employer pension contributions of £ 20,312 (2021: £6,777).

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

11. Investments Market value at 1 April 2021 Additions Disposals Net gain/(loss) on revaluation Market value at 31 March 2022 Historical cost at 31 March 2022 Investments in UK Cash 12. Debtors Prepayments and accrued income Other Debtors 13. Creditors: amounts falling due within one year Trade creditors Taxation and social security Accruals and deferred Income Other creditors Total credtors 13a. Grants payable Commitments at 1st April Grants approved during year Cancelled, refunded or returned Grant expenditure for year Grants paid during the year Grant payable at 31 March 2022	2022 2021 £ £ - - 750,000 - - - - -
	750,000 -

	750,000 -
	2022 2021 £ £ 750,000 - 2022 2021 £ £ 12,289 9,043 - 141,685
	12,289 150,728
	2022 2021 £ £ 12,357 135,152 19,148 27,517 36,614 63,240 35,000 141,685
	103,119 367,594
	2022 2021 £ £ - - 2,541,037 90,560,117 - (141,685)
	2,541,037 90,418,432 2,506,037 90,418,432
	35,000 -

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

14. Acting as agent

During the year, National Emergencies Trust did not act as agent for any other organisation. (2021: the Trust acted as agent for Neighbourly Limited to administer funds for their Covid-19 project. Amounts were held in separately identifiable accounts and income of £158,423 and expenditure of £158,423 were not included in the Statement of Financial Activities.)

15. Related parties

There were no related party transactions in the period under review that require disclosure.

16. Reconciliation and analysis of movement on funds for the year ended 31 March 2022

General Funds Designated Fund Total Unrestricted Funds Coronavirus Appeal Total Restricted Funds Total Funds	Other gains Balance b/f Income Expenditure & Transfers Balance c/f £ £ £ £ £ 1,453,301 377,368 (450,049) (100,000) 1,280,620 100,000 - 100,000 200,000
	1,553,301 377,368 (450,049) - 1,480,620
	1,734,904 2,021,320 (2,889,569) - 866,655
	1,734,904 2,021,320 (2,889,569) - 866,655

	3,288,205 2,398,688 (3,339,618) - 2,347,275

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

Comparative information: Reconciliation and analysis of movement in funds for the year ended 31 March 2021

General Funds Designated Funds Total Unrestricted Funds Coronavirus Appeal Total Restricted Funds Total Funds	Other gains Balance b/f Income Expenditure & Transfers Balance c/f £ £ £ £ £ 115,295 1,613,091 (175,085) (100,000) 1,453,302 2,000,000 1,000,000 (3,000,000) 100,000 100,000
	2,115,295 2,613,091 (3,175,085) - 1,553,302
	4,828,157 87,108,057 (90,201,310) - 1,734,904
	4,828,157 87,108,057 (90,201,310) - 1,734,904

	6,943,452 89,721,148 (93,376,395) - 3,288,205

Designated Funds

Designated Funds reflect funds received where the donor has made some suggestions regarding the use of funds but not wholly restricted to such use therefore allowing the trustees of the charity to assess and decide which activities the funds will be best utilised in delivering the charitable objects. £NIL Designated Fund income was received during the year (2021: £2,000,000 was received from the Sainsbury’s family Charitable Trusts which was expended during the year for the Coronavirus appeal).

A further £100,000 Designated Fund was transferred by Trustees from General Funds in the year, to be ready to commit towards the launch of a new emergency appeal (2021: £100,000). This fund would be reimbursed from appeal funds once raised so it is available again for further future appeals.

Restricted Funds

Coronavirus Appeal Fund reflects funds raised and distributed in response to the emergency appeal launched on 18th March 2020 in response to the global Covid-19 pandemic and to alleviate it's impact on communities across the UK. The balance of funds at year end will be distributed during 2023.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

General Designated fund £ 750,000 - 598,738 200,000 (68,119) -	Restricted fund £ - 901,655 (35,000)	2022 Total Funds £ 750,000 1,700,394 (103,119)
1,280,619 200,000	866,655	2,347,275
General Designated fund fund £ £ 1,499,310 100,000 (46,009) -	Restricted Funds £ 2,056,489 (321,585)	2021 Total funds £ 3,655,799 (367,594)
1,453,301 100,000	1,734,904	3,288,205
	2022 £ (940,930) (258) 138,439 (264,475) (1,067,224)	2021 £ (3,655,247) (11,238) 3,269,667 37,193
		(359,625)

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

National Emergencies Trust Notes to the Financial Statements

For period ended 31 March 2022

19. Comparative information: Statement of Financial Activities for the year ended 31 March 2021 Unrestricted Restricted Funds Funds 2021 2021 £ £ Income and endowments from: Donations & Legacies 1,613,091 403,256 Charitable Activities 1,000,000 86,704,801 Total income 2,613,091 87,108,057 Expenditure on: Raising funds 14,238 209,901 Charitable Activities: 3,160,847 89,991,409 Total expenditure 3,175,085 90,201,310 Net (expenditure) for the year (561,994) (3,093,253) Net movement in funds (561,994) (3,093,253) Fund balance brought forward at 1st April 2,115,295 4,828,157 Fund balance carried forward at 31 March 1,553,301 1,734,904	19. Comparative information: Statement of Financial Activities for the year ended 31 March 2021 Unrestricted Restricted Funds Funds 2021 2021 £ £ Income and endowments from: Donations & Legacies 1,613,091 403,256 Charitable Activities 1,000,000 86,704,801 Total income 2,613,091 87,108,057 Expenditure on: Raising funds 14,238 209,901 Charitable Activities: 3,160,847 89,991,409 Total expenditure 3,175,085 90,201,310 Net (expenditure) for the year (561,994) (3,093,253) Net movement in funds (561,994) (3,093,253) Fund balance brought forward at 1st April 2,115,295 4,828,157 Fund balance carried forward at 31 March 1,553,301 1,734,904	Total 2021 £ 2,016,347 87,704,801
Income and endowments from: Donations & Legacies Charitable Activities Total income Expenditure on: Raising funds Charitable Activities: Total expenditure Net (expenditure) for the year Net movement in funds Fund balance brought forward at 1st April Fund balance carried forward at 31 March	Unrestricted Funds 2021 £ 1,613,091 1,000,000 2,613,091 14,238 3,160,847 3,175,085 (561,994) (561,994) 2,115,295 1,553,301
		89,721,148
		224,139 93,152,256
		93,376,395

		(3,655,247)

		(3,655,247) 6,943,452
		3,288,205

All gains and losses arising are included in the statement of financial activities and arise from continuing activities.

Annual Report & Accounts 2021 - 2022 nationalemergenciestrust.org.uk

NATIONAL EMERGENCIES TRUST nationalemergenciestrust.org.uk

~~Annual Report & Accounts~~

~~Contents~~

~~Chair’s Statement~~

~~Chief Executive’s Statement~~

Chief Executive’s Statement

~~About The National Emergencies Trust~~

i) Mission, vision and values

Our mission

Our vision

Who we are

How we help

What we do

How we work

Equity Scrutiny Group

Survivors Advisory Forum

Why we are here

One trusted place to donate

A compassionate experience for survivors

When we activate

Our charitable objectives

Our values

ii) Evolving our EDI efforts

EDI Snapshot

Supporting better data for the sector

The Equity Scrutiny Group

Accountability

Strategic Priorities for EDI

iii) Agile to act thanks to patron power

Patrons and true partners

NatWest Group Digital Volunteers

Coop creates a safe space for young survivors

Chelsea cheers for volunteers, thanks to M&G plc

BT Group adventurers climb mountains for the Coronavirus Appeal

Co-creating our supporter community

Royal Patron

~~The Coronavirus Appeal~~

i) Coronavirus Appeal update

The evolution of the Appeal

1. REACTING

2. RESPONDING

3. RECOVERY

4. RESILIENCE

ii) Continuing to change lives

Community foundations: making an impact month after month.

Top six services supported:

Top six beneficiary types:

The Local Action Fund: ensuring micro-projects can carry on caring

Local Action Fund impact

Case study

Advocacy Support Cymru (ASC), Wales

Claire Phillips, Marketing and Business Development Manager of ASC

Case study

Fermanagh Women’s Aid, Northern Ireland

Case study

Restore, Midlands

Jeremy Thompson, Manager of Restore

Case study

Broke not Broken, Scotland

iii) Creating legacies for the charity sector

Boloh:

A dedicated helpline for Black, Asian and minority ethnic children and families

The Global Majority Fund: Powering projects led by and for communities experiencing racial inequality

Bayo: A mental health information hub by and for the Black community

LGBT Consortium: Leveraging Appeal funding to launch the Future Equities Fund

iv) Evaluating the Appeal’s impact

~~Improving outcomes with and for emergency survivors~~

i) The Survivors Advisory Forum

Action Research weekend

ii) Young Manchester survivors research project

iii) Supporting survivors’ initiatives

The Resilience in Unity Project

The Survivors' Charter

~~From pandemic… to future preparedness~~

i) Representing survivors within UK resilience-building efforts

ii) Networks before we need them

National Charitable Partners Programme launches

Knowledge-sharing at the National Charitable Partners roundtable

Insights informing our future approach

Flexibility:

Annual Report & Accounts

Contents

Chair’s Statement

Chief Executive’s Statement

About The National Emergencies Trust

The Coronavirus Appeal

Improving outcomes with and for emergency survivors

From pandemic… to future preparedness

Structure, Governance and Management

Independent Auditors Report

Administrative details

National Emergencies Trust Statement of Financial Activities

National Emergencies Trust Balance Sheet

National Emergencies Trust Statement of Cash Flow

National Emergencies Trust Notes to the Financial Statements