2024-12-31-accounts

UNITING FOR BETTER HEALTHCARE, FOR EVERYONE

Annual Report 2024

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23 June 2025
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Message from our Chair Peter Phippen

Moving forward together

For the first time as Chair, I’m delighted to introduce NHS Charities Together’s 2024 annual report, sharing another year of real impact. Motivated by my own personal journey of NHS care, I can see how special NHS charities are, making every day better for patients, staff and communities. I’m proud to be representing an organisation and sector on the move.

As a sector, we contribute £1.5m every day to the NHS. This contribution helps the NHS to innovate, transform and evolve to improve the health of the nation.

Right now, the challenges facing the NHS are the subject of a national conversation and solving them is a focus for the government. We believe NHS charities are going to be needed more than ever, as important partners in person-centred healthcare, and that we will have a significant role to play in the years ahead. As the NHS formulates its response to its many challenges, we will be developing our plans to support it and ensure this support continues to grow.

Over the last year, we have begun to implement our new strategy. We are moving beyond the Covid-19 Urgent Appeal into our next phase as an organisation, ensuring a long-lasting legacy for the unique moment when the nation got behind the NHS.

We have helped to grow the NHS charity sector, creating opportunities for sharing best practice, training and networking. We have also developed programmes that will enable us to have impact at scale. For example, in May we announced a new £16m Workforce Wellbeing fund, in partnership with NHS England, to provide much needed extra support to an exhausted healthcare workforce.

This year, we issued the first grants through our Innovation Challenge to fund innovations tackling health inequalities among children and young people. And we launched a programme to fund training and equipment for lifesaving community first responder volunteers, made possible by our 2023 Omaze partnership.

We were pleased to take on hosting the National Arts in Health Network and its important work promoting the arts in healthcare, and to begin the second phase of the Greener Communities programme, improving health through green spaces. We also co-led the Volunteering for Health programme, working with NHS England and CW+ to fund, evaluate and share best practice in volunteering.

None of this would have been possible without the support of member NHS charities, funders and donors, and voluntary sector, NHS and government partners – thank you. To those working hard in the more than 230 NHS charities across the UK, your efforts make such a difference and are truly valued. I would also like to thank my fellow trustees and the NHS Charities Together staff for your time, commitment and the warm welcome you have given me.

It is clear we are needed more than ever. I look forward to working together over the coming year to realise our shared vision of a future with a thriving NHS and the best possible healthcare for everyone.

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Message from our Chief Executive Ellie Orton OBE

A vital role over the next 10 years

I’d like to add my thanks to Peter’s and to welcome him in his role as Chair of NHS Charities Together. I am delighted to co-lead the organisation and sector into our next phase, motivated by delivering the best possible outcomes for the communities we serve.

The scale of the challenges facing healthcare right now is so great that the NHS cannot tackle them alone. The NHS charity sector is uniquely placed to bring together partners and philanthropists to help the NHS adapt, innovate and transform the health of the nation.

As waiting lists grow and staff shortages impact capacity, our research shows many people are concerned they are not going to get the help they need, when they need it. We know that for most NHS staff, theirs is still the best job in the world. But outdated equipment, crumbling hospitals, and lack of capacity to give personalised care is affecting their own health and wellbeing and that of their patients.

NHS Charities Together supports all NHS charities in the UK to make every day better for their patients, staff and communities. Through partnership, we test, learn and share what works to scale-up improvements to patient experience and outcomes, workforce wellbeing, and helping people live well in communities.

Public awareness of the role of charitable giving in the NHS has increased over the last year, with more people believing NHS charities have a role to play in supporting healthcare. Since 2020, the sector’s turnover has grown by 20% to around £600m a year.

Since 2020, the sector’s turnover has grown by 20%

However, so much more needs to be done. We are just scratching the surface of the difference we could make together. That’s why we are calling for more investment in NHS charities and the wider voluntary sector.

In 2024, we began to actively engage in the consultation around the 10-year health plan for the NHS, announced by the Department of Health and Social Care and NHS England in November. There is enormous potential for the NHS charity sector to work across the NHS to help bring about the shifts needed – from hospital to community, treatment to prevention, and analogue to digital. Too often, the role of the voluntary sector is overlooked and this potential is not seen. We urge those leading the plan to ensure NHS charities are part of the solution.

Thank you

I’d like to end by thanking everyone who helped make our work in 2024 possible – funders, partners, trustees, staff and NHS charities across the UK. We are needed more than ever and together we are making a real difference.

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Section 01 Our strategy

Achieving our potential together

We want everyone to get the healthcare they need, when they need it. We are fighting to break down barriers to access, ease pressure on the NHS and improve healthcare experiences for patients and staff. We champion innovation and share important knowledge and insights.

Our strategy focuses on three impact areas:

Our vision

A future with a thriving NHS and the best possible healthcare for everyone.

• transforming patient experience and outcomes

In 2024, we continued to embed our new strategy and work in line with our refreshed vision and mission. We were focused on our role supporting the NHS and the health of the nation into the future.

As the national charity for the NHS, representing the network of NHS charities based in every trust and health board across the UK, we help tackle the biggest challenges facing healthcare.

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• supporting workforce wellbeing through caring for NHS staff and volunteers

• supporting people to live well, through preventing ill health and holistic management of long-term conditions

These are supported by four enablers that will help us achieve these outcomes – developing transformative programmes, building NHS charity sector capacity, developing our voice, and becoming a sustainable organisation.

The scale of the challenges facing the NHS are so great it can’t tackle them alone. We believe the NHS charity sector is needed more than ever. There is so much we can do to support the much-needed shifts outlined in the NHS 10-year health plan, expected to be published in 2025.

Together, we can make a real difference for the NHS patients, staff and volunteers, and communities we serve and help to bring about the best possible healthcare for everyone.

Our impact values

• Inclusive

• We build inclusive relationships with diverse stakeholders, sharing our time, knowledge and skills to create partnerships that support each other, members and the NHS.

• Make a difference

• We remain focused on making a positive difference for members and the NHS, based on evidence and insights on what works the best.

• Pioneering

• We dare to be different and are constantly curious, asking questions to uncover what needs to be done so that we can have most impact.

• Authentic

• We are open, honest and act with integrity in all that we do.

• Compassionate

We care about people and treat everyone with equity, kindness, respect, empathy, and support; we put heart into all we do and how we care for the NHS.

• Transformative

We actively champion innovation and transformational leadership, and we advocate for change, bringing supportive challenge to ourselves and others.

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This year’s highlights

Looking back on 2024, we achieved so much together to support the people who work and volunteer for the NHS and the patients they care for. Here are a few of the stand-out moments.

April

Spotlighting NHS staff struggles

In April, we shared the results of our survey of more than 1,000 NHS staff. Over three in four staff (76%) said they have experienced a mental health condition in the last year and others reported experiencing anxiety or low mood and exhaustion. Despite these challenges, almost four in five healthcare professionals (79%) were proud to work for the NHS.

With all our Hearts concert

In April, the crème de la crème of the entertainment industry came together at London’s Adelphi Theatre to celebrate over 75 years of the NHS. All the proceeds from this one-night-only gala were donated to NHS Charities Together.

May

Growing Greener Communities

We funded eight projects working with NHS charities across the UK to improve or create access to green spaces in or near healthcare settings, greatly benefitting communities with limited access to nature. These projects were made possible by our partnership with environmental charity Hubbub and funding from Starbucks’ 5p cup charge.

Member conference

In May, we hosted our third national conference for members, under the theme of Transformation in Action. Representatives from members across the UK came together to explore the art of the possible, stretch our thinking, and showcase the life-changing impact of NHS charities on patients, healthcare workers and communities.

for Workforce Wellbeing

Workforce Wellbeing programme announced

At our member conference, we announced a £16m Workforce Wellbeing programme to support NHS staff across the UK, in partnership with NHS England, which has contributed £5m in England alongside our initial commitment of £6m to be shared proportionately across the four nations. We aim to secure a further £5m in donations and funding over the duration of the programme.

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Section 02 Looking back at 2024

June

Showcasing the sector at NHS ConfedExpo

We sponsored our first ever Role of the Voluntary Sector Learning Theatre at this flagship NHS conference, also supported by CCLA Investment Management. This was a brilliant opportunity to highlight the role of the voluntary sector in supporting healthcare.

July

Partnering with Loose Women

ITV’s Loose Women regulars Brenda Edwards and Kaye Adams lent their support over the summer as part of a brand partnership with NHS Charities Together. Brenda visited The Robert Jones & Agnes Hunt Orthopaedic Hospital NHS Foundation Trust in Shropshire, where a ‘Path of Positivity’ is boosting wellbeing. Kaye interviewed Kate Betts, a Therapy Associate Practitioner at the Midland Centre for Spinal Injuries and staff governor who first instigated the idea of the path in 2019.

Celebrating the NHS’s 76th birthday

In July, we shared videos from supporters making their birthday wish for the NHS. Our Charity Champion Jordan Henderson MBE said:

“My birthday wish for the NHS is that the NHS workforce get the support they need to do their jobs caring for us all. I know first-hand what an incredible job they do in really difficult circumstances, and how loved and appreciated they are by all of us.”

September

Football legend joins us for BGC Charity Day

Harry Redknapp joined us for global brokerage and financial technology company BGC’s Charity Day. Harry brought his trademark charm and humour to the trading floor, raising funds to help make healthcare better across the UK.

Taking on the Great North Run for NHS charities

On 8 September, almost 600 AJ Bell Great North Run participants raised money for NHS Charities Together or a local NHS charity. With a much bigger presence at the event in 2024, together they raised a phenomenal £27,407, trebling the average amount raised in previous years. Rosie, 30 from Hartlepool, said:

“I’m running for NHS Charities Together to thank our wonderful NHS staff for everything they do. My mum was in hospital with breast cancer and went into anaphylactic shock – the staff were amazing and saved her life.”

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Section 02 Looking back at 2024

October

25,690,199 Big steps taken!

Celebrities join the public to take ‘The Big Step’

Gaby Roslin, other well-known faces and steppers across the UK took either 5,000 or 10,000 steps every day throughout October, while fundraising for better healthcare for everyone. Every penny raised will help to transform health and care across the UK.

270 supporters clocked up 25,690,199 steps, raising £17,205 for NHS charities!

Contributing to the NHS 10-year health plan

At the end of the year, we engaged with the government’s consultation on its 10-year health plan for the NHS in England. We held workshops with member NHS charities across the UK, who shared examples of the impact they are making, and outlined our vision of how we could work together strategically to make even more of a difference in the future. We believe NHS charities and the wider voluntary sector have a big role to play in achieving the shifts outlined in the plan – the NHS can’t do it alone.

Charity partner at HSJ awards

In November we were charity partner of the HSJ awards for 7th year running. NHS Charities Together CEO Ellie Orton OBE delivered a speech, alongside Secretary of State Wes Streeting, to hundreds of attending NHS staff, highlighting how NHS charities are there to support NHS staff and help tackle the big challenges facing healthcare.

November

December

Starbucks NHS festive giveaway

On Thursday 5 December, Starbucks stores gave away a free Tall beverage to all NHS workers. We were happy to be partnering with Starbucks in this fourth year to share a heartfelt thank you for the hard work and dedication of NHS staff nationwide.

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Section 02 Looking back at 2024

The NHS charity sector has grown by 20% in the last three years and is now investing over £1.5m in the NHS every day.

A growing network of charitable support

There are more than 230 local and specialist NHS charities across the UK supporting hospitals, ambulance trusts, mental health trusts, and community health services.

These charities support the NHS in different ways. But what they all have in common is the aim of making every day better for patients, whether by supporting staff and volunteers, improving buildings and facilities, or championing the well-known health benefits of the arts and green spaces in the community.

By working together and sharing skills and experiences, we make an even bigger impact for NHS patients, staff and volunteers, and communities. We bring decision makers, partners and NHS charities together to help tackle some of the biggest challenges facing the NHS.

Speaking with one voice

As the national charity for the NHS, we use our collective voice to influence change nationally.

In 2024:

• We ran campaigns that raised awareness of the need for and potential of the NHS charity sector. 63% of UK adults now agree that giving to an NHS charity is important to help the NHS achieve more.

• We were the charity partner for our first ever Role of the Voluntary Sector Learning Theatre at the NHS ConfedExpo, supported by CCLA. The Learning Theatre hosted talks about how trusts can work with their charity and highlighted the role of NHS charities and the wider voluntary sector in healthcare.

• We had a stand at the NHS Providers Annual Conference which gave us the opportunity to highlight our upcoming Workforce Wellbeing programme to senior leaders across the NHS and to show trusts the potential of their own NHS charity. Our CEO Ellie Orton OBE also took part in a panel discussion about how trust leaders can work with their charity to support their staff.

• At the end of the year, we engaged with the government’s 10-year health plan consultation. We held workshops with member NHS charities enabling them to share examples of the impact they are having across the UK, and outlined how our sector could work strategically with the government to make an even bigger difference in the future.

The impact of the NHS charity sector

Over the last year, NHS charities have been making a huge difference to the lives of patients, NHS staff and communities across the UK – from enhancing environments to improve patient experience and outcomes, to delivering prevention projects that help people stay well. Here are just a few examples of their life-changing work:

Birmingham Community Healthcare Charity – Keeping people warm and well

Fuel poverty is affecting health and leading to more people being readmitted to hospital after being discharged. To support people in the local community, Birmingham Community Healthcare Charity is working in partnership with Cadent Gas on a ‘Keeping Warm and Well’ service. The project aims to relieve pressure on NHS services, helping vulnerable patients to leave hospital and rehabilitate safely at home.

St George’s Hospital Charity – Lowering the pressure

St George’s Hospital Charity in London has enabled the hospital’s cardiology department to buy 1,667 cardiac remote monitoring devices, alerting patients with a variety of conditions when a serious episode is occurring. The devices have been shown to reduce stroke and heart failure admissions and the number of bed days during heart failure admissions. They are also giving clinicians more data on patients and reducing hospital visits.

Alder Hey Children’s Charity – Improving infrastructure

Alder Hey Children’s Charity in Liverpool has helped to bring about improvements to infrastructure , equipment and processes at Alder Hey Children’s NHS Foundation Trust which includes a children’s campus inspired by nature. With support from donors, the charity has raised millions of pounds to build and fund unique facilities and projects devoted to community and mental health services, a research Institute and even a specialist bereavement centre, which also runs the National Child Death Helpline. The charity recently raised £3m for a UK-first specialist surgical neonatal intensive care unit, keeping families together at the toughest times, which will be opening towards the end of this year.

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Section 02 Looking back at 2024

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Supporting members

We represent the network of NHS charities based in every trust and health board across the UK. This includes charities based in hospitals and mental health, community and ambulance services.

We’re proud to be working with members to deliver change for NHS patients, staff and communities. We support them to connect, learn and grow their influence, income and impact through sector events like our national member conference and Charity Leaders events, training and workshops, peer support groups, and our Member Connect online community.

At the same time, we continue to develop and strengthen the sector, raising the profile of NHS charities and creating opportunities for influence on the national stage.

We are continuing to introduce new member benefits, based on member feedback, and to support sector development.

National conference

Our third national conference for members took place in Birmingham in May 2024, on the theme of ‘Transformation in Action’. Over two packed days, we brought together member charities from across the UK to share their experiences and learn together.

Keynote speakers included Professor Tony Young OBE and Professor Bola Owolabi, Director of the National Healthcare Inequalities Improvement Programme at NHS England.

The event was our biggest yet, with more than 350 in-person attendees and more than 200 virtual attendees across the two days. A total of 171 NHS Charities Together members were represented – 76% of the overall membership.

Our support to members

In 2024:

• More than 500 NHS charity people connected through 21 special interest and regional groups.

• We held two Charity Leaders events, in Manchester in February and in London in October, bringing together representatives from more than 150 charities.

• Members were supported to build their skills through 22 virtual webinars on topics including governance, fundraising, insight and evaluation, and grant funding.

• In July we launched our Diploma in Fundraising one-year course with Corndel, which was taken by learners from 28 charities.

• Our online member platform Member Connect received more than 500 unique monthly visitors and nearly every member charity visits every quarter.

• We raised the profile of the work of NHS charities at high-profile events like NHS ConfedExpo and the NHS Providers Annual Conference.

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“I just wanted to say a HUGE congratulations to you and the wider team for an AMAZING conference... Content was excellent, and the atmosphere was great. It really did feel like one big family!”

National conference attendee

“NHS Charities Together offers excellent support, advice, workshops and networking that is invaluable to us as an NHS charity.”

NHS Charities Together member

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Section 02 Looking back at 2024

Thank YOU for your support

We are grateful for every penny donated or raised for NHS Charities Together in 2024, and would like to thank every one of our supporters. Whether you made a donation or fundraised by putting on your running shoes, baking apron or quizmaster’s hat, you helped to make a huge difference for the NHS. Thank you.

Our sincere gratitude to those people who felt moved to leave a forever thank you with a gift in their will, including Mr R Bowley, Mr T Williams, Mrs S Honey, Mr P Bodsworth, Mrs W Hudson, Mr G Adair, Ms D Mosley, Ms D Sutton, Mr R Kell, Mr P Shortiss, Miss S Bright, Mr T Howe, Ms C Edwards and Mr A Fawcett.

In 2024, we deeply appreciated the support of founding members of The Bevan Circle, a like-minded group of donors who made a very generous commitment to enhancing experiences for patients and their families, enabling NHS staff to have wraparound support, and funding innovative approaches to tackling health inequalities in our communities.

We would like to express our heartfelt thanks to our corporate partners, whose generosity has helped us to make an impact for NHS patients, staff and wider communities.

We are proud of our partnerships with companies including Haleon, Amazon UK, Evology Parking, Royal Mint, Jumbo Win, BGC Group and Adam Blanshay Productions, and all their customers who gave us their support.

A huge thank you to Clinical Partners, Simplyhealth, Wesleyan and Jean Wilkinson Charitable Trust for their extraordinary gifts.

Finally, a special mention to Hubbub Foundation and Starbucks and The Royal Foundation, partners in supporting our programmes to achieve our vision of a thriving NHS and the best possible healthcare for everyone.

“We’re delighted to be working with NHS Charities Together to help create healthier communities across the UK, delivering on our mission to break down barriers to fitness for all. Our partnership allows us to deliver national impact at a local level.”

Clare Walker, Head of PR and Public Affairs at The Gym Group

In 2023, we embarked on a three-year partnership with The Gym Group with a shared vision of supporting communities to improve their physical health. We’ve since been working with The Gym Group colleagues up and down the country and in 2024 raised over £100,000. We have also connected gyms with their local NHS charity to support fundraising events on their doorstep and volunteering needs in the community.

Jackie Scully, fundraiser

Jackie Scully has been raising money over the last 10 years for several charities, following her breast cancer diagnosis. In this time, she has raised an incredible £158,000, some of which will support NHS patients, staff and communities. No challenge is too big for Jackie, from a Guinness World Record-breaking 29-hour static cycling class to trekking 24 peaks in 48 hours. In September, Jackie was deservedly named one of ITV News London’s finalists in the Regional Fundraiser of the Year category of the Pride of Britain awards.

£100k raised by The Gym Group

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In 2024, together we continued to make a difference for NHS staff and volunteers, patients and communities. Through a mix of funding, partnership working and awareness raising, we helped the NHS go on caring despite enormous challenges.

Caring for NHS staff and volunteers

The UK’s health and care workforce crisis continued in 2024, with staff shortages and vacancies rising.

Our 2024 YouGov survey showed:

• Three in four NHS staff (76%) said they have experienced a mental health condition in the last year.

• More than half (52%) reported experiencing anxiety and a similar proportion (51%) had struggled with low mood.

• Over two in five respondents (42%) said they’d experienced exhaustion and three in five (60%) said they were worried about their colleagues’ mental health.

Through transformational programmes, we have helped relieve some of the pressure on staff and volunteers so they can stay healthy and well and deliver the best care for patients.

Making a difference to staff wellbeing

In the aftermath of the Covid-19 pandemic, we funded thousands of projects to provide extra support to staff, such as psychological support at Liverpool University Hospital Foundation Trust for staff experiencing trauma, burnout and, for some, the physical effects of long-Covid.

Over the course of a year NHS colleagues who had been signed off work received over 2,000 counselling and psychology sessions, helping the majority of them to return to work.

“I have worked in the NHS for over 30 years and found myself in a dark place after experiencing an issue at work. The wellbeing team offered me nine sessions with a psychologist who quite literally saved my life. Because of their support I am now back at work. If I hadn’t been offered these sessions my story would have looked very different.”

A new £16m Workforce Wellbeing programme

In 2024, we built on our evaluation and learning to improve and sustain the wellbeing of the NHS workforce, announcing our £16m Workforce Wellbeing programme in partnership with NHS England. As part of this, we led a period of insight gathering with partners, senior stakeholders and frontline staff to design a programme that will make a meaningful, long-term difference.

The programme includes a grants fund for key projects, sharing of learning and best practice, and creating positive and long-lasting change through awareness raising and influencing. We opened the first grants fund to our members in March 2025, inviting applications for projects that will provide immediate relief for NHS people as well as innovations to transform how staff are supported in the future.

Unleashing the power of volunteering

Through our Volunteering for Health programme, volunteers provided vital support to patients, NHS staff and the wider healthcare system. The programme is a partnership between NHS Charities Together, NHS England and CW+, the charity of Chelsea and Westminster Hospital NHS Foundation Trust, to enable volunteers to play a bigger role in improving the healthcare experience people get and give to others. Volunteering for Health tackles barriers, tests new approaches and develops guidance and best practice that can be used more widely. The programme is funding 15 projects across England until 2027.

Anonymous staff participant

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“When I came to hospital, I was delusional with paranoid thoughts, and I was very poorly. Grow Your Own kept me out of trouble. Nature for me is an important part of life. Being cooped up all day isn’t the best for anyone’s mental health.”

Tom, Grow Your Own group participant

Supporting patients

Good ideas need support to get off the ground. By piloting, testing and reviewing new technologies and interventions, we can provide evidence of ways the NHS can transform patient care. By looking at the big picture, we can help ensure the holistic needs of patients, carers and families are met.

Harnessing the health benefits of green spaces

Over the last four years, we have made possible projects to transform the patient experience by making hospitals more welcoming, comfortable and inspiring environments.

Our Greener Communities fund was announced in 2023 and has now supported 17 areas of green space to improve health and wellbeing – made possible thanks to our partnership with Hubbub and proceeds from Starbucks’ 5p cup charge. We funded eight projects in 2024 with a total value of £1,090,189, and more projects are planned for 2025. Patients report that the project has improved their wellbeing (100% strongly agree or agree), made them feel more relaxed (97%), and helped them deal with problems (97%).

In 2024, we awarded Leeds Hospitals Charity a grant to revitalise a courtyard area within the Rehabilitation Unit of Chapel Allerton Hospital. This has been used to provide a safe, accessible and flexible space in which patients and staff can reconnect with nature. The hospital’s horticultural therapy group has already doubled in size and patients and their loved ones are using the new facility to get relief from intensive recovery and rehabilitation.

Another intervention is the Grow Your Own group at Guild Park, a psychiatric inpatients unit in Preston using food growing to inspire people’s recovery. The group was made possible through a £60,000 grant to Lancashire and South Cumbria NHS Foundation Trust Charity in April 2023, from our Greener Communities fund.

“I come in here when I’ve got no visitors and see how the little plants are doing. I’ve never been much of a gardener, but I like to do it now, and I will do when I get home too.”

Anonymous

Supporting the arts to improve health

In another step forward to support patient experience in 2024, we took on the hosting of the National Arts in Hospitals Network. By supporting arts managers working in UK hospitals, giving them space to share best practice, build their knowledge and celebrate success, together we are making an impact on the hospital experience of patients, visitors and staff.

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Section 03 Our impact together

Helping communities to live well

Emerging areas of focus for 2025 include:

• Ensuring equal access to defibrillators across all communities

• Supporting bystander CPR training and support

• Exploring investing in technologies that enable remote access and support for medical professionals in an emergency

During the year, we awarded £426,000 to projects led by ambulance charities, with a focus on community responses to out-of-hospital cardiac arrest, and a further £1.4m is expected in 2025.

With social inequalities in health and life expectancy increasing, it is vital that communities are supported to stay healthy and well. This can contribute to disease prevention, support equitable health outcomes, and help people with long-term conditions to manage them as effectively as possible.

Our Living Well strategic objective supports initiatives that help communities take care of their health with confidence and remove the barriers that stop this being possible. We want everyone, whoever they are and wherever they live, to be able to make choices that support them to live healthy lives and help others do the same.

Enabling communities to get the help they need in an emergency

In an emergency, every second is vital. With pressures on emergency services at an all-time high, the extra support we provide helps to take pressure off the wider system, ultimately enabling more lives to be saved.

Building on our previous work through the Covid-19 Urgent Appeal, in 2024 we were proud to launch our new programme supporting communities to respond to crises and emergencies, reducing pressure on NHS services.

To support this we convened a group of NHS and voluntary partners working across the emergency response sector to identify the gaps and how best the programme can have an impact in the future, informed by a report and roundtable event.

One recipient of this funding was London Ambulance Service Charitable Fund’s London Heart Starters. This campaign will use a data-driven approach to provide access to life-saving equipment and training within 150 priority neighbourhoods across London. The programme has the potential to reduce health inequalities given the targeted nature of the campaign, with objectives to install at least 200 defibrillators over two years, recruit and support 200 public access defibrillator guardians, and train local communities in performing CPR and defibrillation. The campaign also aims to raise £400,000 to support a Defibrillation Officer role, the purchase of 57 public access defibrillators, and translation services in communities where English is a second language.

People power in action

First responder programme has measurable impact on emergency response

Tackling health inequalities among children and young people

Our Innovation Challenge fund supports activities that tackle the health and healthcare inequalities faced by children and young people. In 2024 we awarded £324,000, with a further £600,000 in Round One grants awarded in early 2025. In line with what young people have told us about their priorities, round two of the Innovation Challenge will focus on support for children and young people awaiting access to mental health support services.

Over the last few years, we have been using funds raised through our Covid-19 Urgent Appeal to support the health and wellbeing of communities and relieve the demand for health services.

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In 2021 the South Western Ambulance Charity received a £563,111 grant from NHS Charities Together. This funding was used to enhance the role of community first responders (CFRs) locally and help to buy observation equipment, Raizer lifting chairs and six community responder vehicles (CRVs). A total of 1,400 CFR volunteers benefitted from the project, with 20,611 incidents responded to by a CFR (2023/24), taking pressure off ambulance services and allocating resources efficiently for the benefit of patients.

Since then, the CRVs have been deployed to incidents of cardiac arrest, chest pains, breathing difficulties, unconscious patients, seizures and strokes, and non-injury falls. In 86% of incidents attended to, the CFR was first on scene, and in 14% of cases the ambulance could be stood down, ensuring the best use of emergency services resources. Thanks to these results, the trust has approved a business case for seven more CRVs, which will contribute to more lives being saved.

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We awarded a further £2million through:

Summary of grants awarded in 2024

Grant making for the year totalled £2,252,398, supporting member NHS charities to make a difference for NHS patients, staff and volunteers, and communities.

We sought to follow the principles set out in Our Grants Approach 2024–2028, ensuring our grant making is Impactful, Developmental, Collaborative, Innovative, Inclusive, Co-designed and Transparent. We are continually reviewing, internally and with members, the extent to which we are living up to these principles as together we drive transformation in the sector and empower our members to deliver meaningful change.

We made payments during the year from previously awarded grants and had grant management responsibilities for more than 450 previous awards. Our responsibilities included discussions and negotiations with recipients, considering and agreeing adaptations, managing payment schedules, and receiving monitoring data and reports.

Greener Communities (Round 2)

£1,090,189

Our Greener Communities fund helps improve health and wellbeing for NHS patients, staff and communities through the power of green spaces.

Development Grants

£153,000

Our Development Grants programme supports capacity building across our member charities, helping them become stronger and more robust, and improving their ability to deliver for the future. In 2024 our funding gave targeted support to the development of NHS charities in Northern Ireland.

Community Resilience

£426,000

The Community Resilience project focuses on supporting life-saving community first responder (CFR) volunteers and the public’s ability to respond when someone has an out-ofhospital cardiac arrest, to help save lives and take pressure off the health system.

Innovation Challenge

£324,000

Grant funding through our Innovation Challenge fund is a catalyst for innovative ideas to tackle some of the long-standing problems faced by the NHS. The initial rounds of the programme focus on tackling health and healthcare inequalities affecting children and young people.

In 2024, we awarded £259, 224 in awards from our

dedicated Covid-19 grant programmes, made possible by the kindness and generosity of the public at the height of the pandemic. This funding is supporting additional work aligned to previously funded projects to tackle the wider determinants of ill health and support the long-term recovery of the NHS.

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24 Annual report 2024

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Section 04
04
Grant summaries
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Regional grant summaries

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East of England £11,000
London £435,000
Midlands £187,400
North East England and Yorkshire £173,000
North West England £74,020
Northern Ireland £180,000 Programme grant summaries
Scotland £460,855
South East England £116,400 Community Resilience £426,000
South West £583,928 Development £153,000
Wales £30,795 Greener Communities £1,090,189
Grand total £2,252,398 Innovation Challenge £324,000
Stage 2 £102,109
Stage 3 £157,100
Grand total £2,252,398
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The impact of Covid-19 Urgent Appeal funding

Supporting long-term recovery

We continue to track the progress of, and the impact made by, the grants awarded from our Covid-19 grant programmes as they move towards completion.

As of the end of 2024, all but £7m of the £162m raised in the appeal has been allocated to make an impact for NHS patients, staff and communities across the UK. We will continue to allocate the remaining funds to make the biggest difference possible to address the ongoing needs in the NHS, in-keeping with our strategic impact areas.

A full evaluation into the impact of the Covid-19 Urgent Appeal is ongoing, but in 2023 we were able to review some of the initial impact of our Stage 1 funding across our three key areas.*

• 4,241 individual projects funded

• Nearly one million NHS staff supported – two thirds of the workforce

• Over half a million patients helped

• 15,000 volunteers supported

• Nearly 70,000 members of local communities reached

Initial research into the other stages of our Covid-19 Urgent Appeal funding shows that nearly 70% of recipients will be continuing with a project or elements of a project and 96% believe there will be a lasting impact. We will be publishing a full impact report for the Covid-19 Urgent Appeal in 2026.

Workforce Wellbeing

What impact did funding have?

NHS Charities Together funded thousands of projects focused on improving personal health and wellbeing, providing safe and relaxing recovery spaces, positively impacting mental health and burnout, and enabling staff to cope better. Example projects include:

• A staff psychological support service through North Bristol NHS Charitable Funds, to tackle burnout and health concerns, was expanded for all staff but particularly those from minority ethnic groups and junior doctors. A clinical psychologist, psychology assistant and coordination support assistant were employed to deliver one-to-one support (face-to-face or telephone), signpost staff to appropriate wellbeing resources, and roll out the ‘Start Well, End Well’ approach for managers to check in with their staff before, during and after their shifts. This resulted in a 7% increase in minority ethnic groups referrals and improvements in psychological distress (60%).

• A Staff Wellbeing Hub through the Royal National Orthopaedic Hospital Charity was created as part of Project Wingman, which aims to support the wellbeing of healthcare staff through safe relaxing spaces. The hub has received an average staff rating of 4.8 out of 5. “This is such a great space for staff to come and switch off!”

*Source: AWRC interim report and Covid-19 Urgent Appeal progress report

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Section 04 Grant summaries

Living Well

What impact did funding have?

Projects focused on developing community-based opportunities to deal with the mental health crisis, creating community health and wellbeing resources for enhancing social and physical activity engagement, and addressing issues related to health inequalities. Example projects include:

• Bridging the Gap Together was an initiative supported by Alder Hey Children’s Charity that was co-created by service users with long-term conditions and stakeholders to improve access to treatment for long-term health conditions. The project involved three activity strands: Personal Care Planning, Peer Support Networks, and Community Activity Programmes. It provided 26 support groups, benefiting 560 people, and 17 activities, benefiting more than 1,000 people. Participants had improved wellbeing (23–41%), resilience (15–22%), and community connections (100%). Through Personal Care Planning, the needs of individuals experiencing long-term health conditions are assessed during their onboarding to support the unique tailoring of their care. Service users receive wellbeing and check-in calls and access to peer support networks. And Community Action Programmes provide people with community-based activities and volunteering opportunities to encourage them to reconnect with their local community.

• The South Notts Befriending Service, through Nottingham University Hospitals Charity, aimed to connect volunteer befrienders with people with significant loneliness, complex health and social care needs, or mental and physical ill health. The service allows isolated individuals to engage in social and recreational activities alongside a befriender. All clients reported an increased awareness of available support, and 100% of volunteers felt more involved in a meaningful activity.

• To improve the Self-Management of Inflammatory Rheumatic Disease, University Hospitals Bristol and Weston Charity co-designed an app with patients, clinicians, musculoskeletal programme leads, university researchers and a technology company called Living With. “So much clear, useful information that’s easy to find and appropriate. Great access to hospital contact information and support groups.”

Patient Experience

What impact did funding have?

NHS Charities Together funded projects that improved patient care, with a focus on wellbeing and distraction, and providing the technology to allow virtual visits. Example projects include:

• iPads for Patient Communication, through which St George’s Hospital Charity purchased iPads to support patients communicating with friends and family who were unable to visit due to Covid-19 restrictions. This brought people closer together at some of the hardest moments. “Seeing my uncle and speaking to him brought us some relief during a terrible time. Without the use of the iPad, we wouldn’t have had the opportunity to say goodbye.” In total, 147 iPads were provided.

• Hospital At Home, which saw Lancashire Teaching Hospitals Charity support end-of-life patients, firstly by facilitating fast-track discharge from hospital to their home, and secondly by removing delays in creating an NHS care package when a patient’s condition deteriorates. Out of 345 patients, 72% were seen on the same day, with 100% dying in their preferred place, better for patients and their loved ones and also making estimated cost savings of at least £400,000 per year based on 1,962 bed days saved.

• Brighter Futures – Great Western Hospital NHS Foundation Trust Charitable Fund used funding to purchase a rehabilitation treadmill to support patients. Staff and patients using the treadmill reported an improved attitude and motivation towards rehabilitation. “By using the treadmill, the patient achieved his goal in three weeks. Without the rehabilitation treadmill, the therapists estimate it would have taken four or five weeks just to get him walking.”

To read more about the impact of your support of the Covid-19 Urgent Appeal, read our progress report at nhscharitiestogether.co.uk

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Section 05
Looking
forward
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In 2025…

The NHS and its people continue to need the support of NHS charities more than ever.

With more people growing older and needing care for long-term conditions, there is enormous pressure on our health services. Waiting lists remain long and emergency response times are greater than ever.

Across the country, access to services is inconsistent and so are long-term health outcomes. Unsurprisingly, healthcare staff are at breaking point.

We believe that by working together strategically, we can help to address these challenges to bring about a thriving NHS and the best possible healthcare for everyone.

In 2025, we will be developing our new strategy towards achieving this vision, and will continue to play an active role in the consultation on the 10-year health plan for the NHS in England. We believe our ability to bring together corporate, philanthropic and voluntary partners, and our national reach through the network of NHS charities can help achieve the shifts outlined in the plan – from hospital to community, treatment to prevention, and analogue to digital.

Throughout the year, we will be continuing to drive impact through transformational programmes. This includes issuing the first grants as part of our Workforce Wellbeing programme in partnership with NHS England.

In addition, we will fund the ongoing delivery of our programme saving lives in an emergency by providing training and equipment for community first responder volunteers.

As this Annual Report shows, NHS Charities Together and the NHS charity sector are making a difference to people’s health and wellbeing every day. Thanks to the generous support of thousands of people and organisations across the UK, we are generating much-needed extra income for the NHS and helping to take pressure off the system through prevention, volunteering, workforce support, and improved patient experience.

We believe we have even more to offer. Working with the Department of Health and Social Care, NHS trusts and health boards, and partners across the UK, we can unleash the full potential of NHS charities.

Thank you for your big-hearted support as we continue to create better healthcare for everyone.

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Annual report 2024 31

Section 06 Financial statements 2024

Structure, governance and management

Governing document

The Charity is a company limited by guarantee, incorporated in England and Wales on 20 November 2019 (registered number 12325259), and registered as a charity with the Charity Commission for England & Wales on 25 November 2019 (registered charity number 1186569). From 25 January 2021 the Charity has also been registered with the Scottish Charity Regulator (Scottish charity number SC050716).

The Charity is governed by its Articles of Association which define the objects and powers of the Company.

The Charity has a wholly owned subsidiary, ANC Trading Limited (registered in England and Wales number 12608754), which generates commercial income from trading relationships. The financial results of ANC Trading Ltd have been consolidated with those of the Charity and are shown separately in Note 27.

Fundraising

We are grateful for the fundraising support we receive from all quarters – individuals, community groups, companies, legacies. Where appropriate we enter into a formal legal agreement to regulate fundraising on our behalf by others and to ensure they comply with the Fundraising Regulator’s Code of Practice. In particular, we require our supporters to protect vulnerable people and other members of the public from any unreasonable intrusion into their privacy or any undue pressure to donate.

In 2024 our income from fundraising activity (donations, legacies and a proportion of trading income) was just over £4.5m (2023: £6.3m). While a reduction in income

is disappointing and reflects the challenges of generating income in the current climate, it is also a result of still being a very new fundraising charity where timing of income remains unpredictable. We continue to review our different types of fundraising to identify those methods that work best for us and will have the greatest chance of long-term success. In 2024 our expenditure on generating funds was £2.1m (2023: £1.9m) representing an investment in fundraising equivalent to 47% (2023: 30%). This in-year ratio is higher than our long-term target of 35% and reflects the need to invest when starting new fundraising activities in anticipation of future income being received.

Objects

The Objects of the Charity are, for the public benefit:

• a. the advancement of health, and, in particular but without limitation, the promotion of the effective working of NHS charities;

• b. the advancement and promotion of knowledge and education in relation to NHS charities and their purposes, including by engaging in and supporting research (and the dissemination of the useful results); and

• c. the furtherance by any other means of the charitable purposes of all or any NHS charities generally.

Activities for the public benefit

As discussed elsewhere in this report, our strategy is to work together with members, uniting for better healthcare, for everyone, with a focus on three areas of change:

• Transforming patient experience and outcomes

• • Supporting workforce wellbeing through caring for NHS staff and volunteers

• Supporting people to live well, through preventing ill health and holistic management of long-term conditions

We are the national charity supporting the NHS and the health of the nation with four enablers of change:

• Developing the sector, through evolving our role as a centre of knowledge and expertise

• • Delivering and facilitating approaches to grow impact and voice

• Leading innovative and transformational programmes

• • Being a sustainable and purpose-led organisation

Examples of our work across these areas and enablers of change are given in this report.

Grant making

One way we enable change for patients, NHS staff and communities is to make grants. The value of new grants made in 2024 was £2.3m (2023: £16m), which was expected as the award of grants from our Covid programmes drew to an end. However, our grant making doesn’t end with the

award of new grants. We continued to manage more than 450 active grants during 2024 (2023: 540).

Public benefit

The Trustees confirm that they have complied with their duty under the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the Charity.

Between them, our member charities hold more than £4bn in assets and generate an annual income of more than £600m. NHS charities play a significant role in supporting the NHS. The additional funds they produce allow them to invest in new ways of working, innovations and projects that help deliver improvements and enhancements to the NHS for the benefit of the public.

NHS Charities Together supports member charities to reach their individual goals, to grow and learn together, and to deliver programmes that support the NHS workforce, help people to live well, and transform patient experience and outcomes.

Our position as a national charity also enables us to play a distinct role in the delivery of programmes and activities that impact on the outcomes that are important to all of us, regardless of our background or personal circumstances.

Trustees

The Trustees, who are also directors under company law, who have served during the year are set out on page 58. Up to 12 Trustees are elected by members and a further three Trustees can be co-opted by the other Trustees.

A majority of Trustees is required to be senior officers, senior employees or trustees of a member, or members of the board or senior officers or senior employees of the corporate trustee of a member. They must each come from a separate member (but they are not representatives of that member).

The Trustees review the composition (including the skills, knowledge and experience) of the Board, and consider succession planning. Where required, an open recruitment process is conducted following which new Trustees are recommended to members for election.

When recruiting new Trustees, the Charity aims to attract a diverse range of candidates who have the skills it needs. We value the benefits of having Trustees with different backgrounds, expertise and experience. Ultimately, though, Trustee appointments are based on merit in the context of ensuring that we have an appropriate balance of skills and experience. A Trustee’s term of office is three years, with a normal maximum for any Trustee of three terms.

All new Trustees undertake an induction programme, which includes an overview of the Charity’s strategy,

aims and objectives. The role and duties of the Trustees, company and charity law and governance, and financial and risk management are also covered. Trustees meet with the Chief Executive, members of the Senior Leadership Team and other relevant parties. Additional training is arranged as required for individual Trustees or for the Board as a whole.

Trustees are volunteers and receive no remuneration or benefits from the Charity. Out-of-pocket expenses may be claimed, and trustee indemnity insurance is purchased. Details are set out in Notes 12 and 26 to the accounts.

Committees

The Trustees have created a number of specialist Committees with delegated authority to focus on specific areas and provide assurance to the Board. The number and nature of Committees is kept under review as the needs of the organisation evolve, but during 2024 the following Committees met:

• Finance Committee

• Impact Committee

• People Committee

• Remuneration Committee

• Risk & Audit Committee

Committees are chaired by a Trustee with at least two other Trustees as regular members. Members of the management team and other expert advisors join meetings as required.

Management

The Board is ultimately responsible for the overall control and strategic direction of the Charity and for the protection of its assets. Day-to-day management is delegated to the Chief Executive, Ellie Orton OBE, and the Executive Directors, who comprise the Senior Leadership Team.

Members of the Senior Leadership Team at the date of this report or who served during the year are shown on page 58. Remuneration of the Chief Executive and the Senior Leadership Team is set by the Trustees’ Remuneration Committee and is benchmarked against comparable roles in other charities.

Risk

Identifying and managing the possible and probable risks that the Charity may face is a key part of effective governance and the Trustees acknowledge their responsibility for the identification, assessment and management of risk. Specifically, the Board determines the risk appetite and sets the culture of risk management

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Section 06 06 Financial statements 2024

within the Charity and monitors the management of important risks facing the Charity.

The Charity has a Risk & Audit Committee with delegated authority from the Board to maintain the risk register and report to them on internal controls and alert them to any emerging issues. It ensures that risks are appropriately owned and that risk owners are actively managing their risks with the appropriate controls in place and working effectively.

The Chief Executive and Senior Leadership Team are responsible for the identification and assessment of major risks. They ensure that controls are implemented and provide regular reports to the Board and Committees on the status of risks and their controls. They are responsible for encouraging good risk management practices and a positive attitude towards the control of risk among all staff.

Staff of the Charity are responsible for controlling risk when carrying out their duties, for following policies and procedures set by the Board designed to mitigate risk, and for identifying new and emerging risks to the Charity.

Risks that have been identified are recorded on a Risk Register along with an assessment of their severity and a record of controls and mitigating actions.

The most significant risks facing the Charity reflect the challenges of achieving a diverse and sustainable income sufficient to address its ongoing needs; the need to update and enhance systems and processes to support its continued growth; the challenges of maintaining secure and effective business continuity with a disbursed workforce; and the realities of operating in a sector with a very high public profile.

In response to these risks, the Charity has implemented new systems and processes and invested to grow and diversify its sustainable income. We have a new business continuity plan and we seek to ensure through our communications strategy that the value of NHS charities’ contribution to the NHS is understood by the general public.

Reserves

The Trustees believe it is prudent to hold a level of free reserves to enable them to take advantage of change and opportunity as it presents itself and to set aside sufficient free reserves to allow the fundraising, support and governance operations of the Charity to continue for one year. This will allow the Charity to respond in a considered way to an adverse change in circumstances, giving time to enable emerging circumstances to be assessed and appropriate plans developed and implemented, without requiring a crisis response.

At 31 December 2024 there were free reserves of £5.8m (2023: £5.4m). A further £32m (2023: £35m) is either designated or restricted for planned future charitable activities.

Free reserves have therefore grown further during the year towards the Trustees’ estimate of £6m as the target for sufficient free reserves to cover at least 12 months’ running costs.

Staff mental health and wellbeing

NHS Charities Together believes its people are its best asset, and we are committed to supporting and improving staff mental health and wellbeing. We have a people strategy in place to support staff in their roles and we are accredited as a disability confident employer and a mindful employer.

In May 2025, we joined CCLA Investment Management’s Global Investor Coalition on Workplace Mental Health. The coalition aims to promote and protect wellbeing in the workplace by encouraging companies to recognise the business risks and opportunities associated with mental health, and supporting engagement with the CCLA Corporate Mental Health Benchmarks.

Our internal staff wellbeing strategy includes our commitment to:

• collaborative and supportive values and culture

• flexible work life philosophy

• weekly wellbeing time

• annual mental health training for line managers

• staff network of mental health first aiders

• investment in staff training and development

• two volunteer days

• additional employee benefits including employee assistance programme

• • annual staff survey

Trustee duties

Section 172 of the Companies Act 2006 requires the Trustees to act in the way they consider, in good faith, would be most likely to promote the success of the Charity to achieve its charitable purposes. The act states that in doing so, the directors should have regard, among other matters, to:

The likely consequence of any decision in the long term We are a forward-looking organisation seeking a thriving NHS and the best possible healthcare for everyone. All decisions are taken with that long-term vision in mind and seek to maximise our impact in transforming patient experience and outcomes, supporting workforce wellbeing, and supporting people to live well.

The interests of the Charity’s employees

Our employees are vital to the Charity’s success. We work hard to ensure staff are supported in their roles as we aim towards our goal of being the best place to work.

The need to foster the Charity’s business relationships with suppliers, customers and others

We have a small number of suppliers and work to ensure good relationships with them, while also reviewing arrangements to ensure that the combination of cost and service delivers best value. We work with members to ensure the services we provide meet their needs and are of a high quality. We collect formal and informal feedback after all our events so that we can learn and improve how we do things.

The impact of the Charity’s operations on the community and the environment

Our charitable work aims to benefit the community, and we plan our programmes with community benefit in mind. We are committed to environmental sustainability, and this informs our ongoing strategy and programme design.

The desirability of the Charity maintaining a reputation for high standards of business conduct

Our reputation and public trust in NHS Charities Together is fundamental to our future success. Our organisational values and behaviours are at the heart of our planning and decision making, including our commitment to equality, diversity and inclusion across all aspects of the charity.

The need to act fairly between members of the Charity We aim to be a fully inclusive organisation that is relevant and accessible for all NHS charities. Our services and programmes are designed to ensure all members can benefit, regardless of their size or structure.

Statement of Trustee responsibilities

Trustees are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare accounts for each financial year that give a true and fair view of the state of affairs of the Charitable Company and the Group and of the incoming resources and application of resources, including the income and expenditure of the Charitable Group for that period.

In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities Statement of Recommended Practice;

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures being disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume the Charitable Company will continue in business.

The Trustees are responsible for keeping proper accounting records that can disclose with reasonable accuracy the financial position of the Charitable Company at any time and provide financial statements that comply with the Companies Act 2006, Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended).

They are also responsible for safeguarding the assets of the Charitable Company and the Group and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

So far as the Trustees are aware:

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

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

The Trustees confirm that they have complied with their duty under the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission in determining the activities undertaken by the Charity.

The Trustees approve and present this Annual Report (including the Strategic Report) and the consolidated financial statements.

P S Phippen Chair

Date: 23 June 2025

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Consolidated financial statements

Independent Auditor’s Report to the Members of Association of NHS Charities

Opinion

We have audited the financial statements of Association of NHS Charities (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 December 2024 which comprise the Consolidated statement of financial activities, the Consolidated balance sheet, the Charity balance sheet, the Consolidated statement of cash flows and the related notes, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the Group’s and of the parent charitable company’s affairs as at 31 December 2024 and of the Group’s incoming resources and application of resources, including its income and expenditure for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006.

Basis for opinion

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

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the 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 Group’s or the parent charitable company’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue.

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

Other information

The 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 contained within the Annual report. 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 this gives rise to a material misstatement in the

financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

• the information given in the Trustees’ report including the Strategic report for the financial year for which the financial statements are prepared is consistent with the financial statements.

• the Trustees’ report and the Strategic report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

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

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

• the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of Trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view,

and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the Group or the parent charitable company 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 44(1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Act and relevant regulations made or having effect thereunder.

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

Irregularities, including fraud, are instances of noncompliance 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:

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

• the senior statutory auditor ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

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Section 06 06 Financial statements 2024

• we identified the laws and regulations applicable to the company through discussions with directors and other management, and from our commercial knowledge and experience of the sector;

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

• we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the company, including the financial reporting legislation, Companies Act 2006, taxation legislation, antibribery, employment, and environmental and health and safety legislation;

• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence; and

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

• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.

Use of our report

We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

This report is made solely to the Charity’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the Charity’s members, as a body, in accordance with regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the Charity’s members those matters we are required to state to them in an Auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity, the Charity’s members as a body and the Charity’s Trustees as a body for our audit work, for this report, or for the opinions we have formed.

• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions; and

• investigated the rationale behind significant or unusual transactions.

Andrew Morris FCA

In response to the risk of irregularities and noncompliance with laws and regulations, we designed procedures which included, but were not limited to:

Senior Statutory Auditor

for and on behalf of

Dains Audit Limited

• agreeing financial statement disclosures to underlying supporting documentation;

• Statutory Auditor Chartered Accountants Birmingham

• reading the minutes of meetings of those charged with governance;

• Date: 23 June 2025

• enquiring of management as to actual and potential litigation and claims; and

• Dains Audit Limited are eligible to act as auditors in terms

• • reviewing correspondence with HMRC, relevant of section 1212 of the Companies Act 2006. regulators and the charity’s legal advisors.

Consolidated statement of financial activities (incorporating income and expenditure account)

For the year ended 31 December 2024

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As restated
Unrestricted Restricted Total Total
funds funds funds funds
2024 2024 2024 2023
Note £ £ £ £
Income from:
Donations and legacies 3 2,394,848 1,471,366 3,866,214 5,393,572
Charitable activities 4 900,205 - 900,205 611,150
Other trading activities 5 424,550 - 424,550 958,775
Investments 6 2,276,416 - 2,276,416 2,551,797
Total income 5,996,019 1,471,366 7,467,385 9,515,294
Expenditure on:
Raising funds 7 2,138,943 - 2,138,943 1,943,328
Charitable activities 8,9 6,310,822 1,914,430 8,225,252 22,288,773
Total expenditure 8,449,765 1,914,430 10,364,195 24,232,101
Net expenditure (2,453,746) (443,064) (2,896,810) (14,716,807)
Transfers between funds 20 21,847 (21,847) - -
Net movement in funds (2,431,899) (464,911) (2,896,810) (14,716,807)
Reconciliation of funds:
Total funds brought forward 20 38,003,515 2,616,830 40,620,345 55,337,152
Net movement in funds (2,431,899) (464,911) (2,896,810) (14,716,807)
Total funds carried forward 20 35,571,616 2,151,919 37,723,535 40,620,345
----- End of picture text -----

The notes on pages 43 to 58 form part of these financial statements.

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Section 06 Financial statements 2024

06

Consolidated balance sheet

As at 31 December 2024

----- Start of picture text -----
Note 2024 2023
£ £
Fixed assets
Tangible assets 14 57,736 53,176
Current assets
Debtors 16 741,785 3,481,935
Investments 17 41,406,060 47,592,053
Cash at bank and in hand 641,227 1,369,710
42,789,072 52,443,698
Creditors: amounts falling due within one year 18 (4,985,677) (9,912,654)
Net current assets 37,803,395 42,531,044
Total assets less current liabilities 37,861,131 42,584,220
Creditors: amounts falling due after more than 19 (137,596) (1,963,875)
one year
Total net assets 37,723,535 40,620,345
Charity funds
Restricted funds 20 2,151,919 2,616,830
Unrestricted funds 20 35,571,616 38,003,515
Total funds 37,723,535 40,620,345
----- End of picture text -----

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

Charity balance sheet

As at 31 December 2024

----- Start of picture text -----
Note 2024 2023
£ £
Fixed assets
Tangible assets 14 57,736 53,176
Investments 15 1 1
57,737 53,177
Current assets
Debtors 16 663,071 3,372,445
Investments 17 41,406,060 47,592,053
Cash at bank and in hand 631,287 974,614
42,700,418 51,939,112
Creditors: amounts falling due within one year 18 (4,936,950) (9,653,934)
Net current assets 37,763,468 42,285,178
Total assets less current liabilities 37,821,205 42,338,355
Creditors: amounts falling due after more than 19 (137,596) (1,963,875)
one year
Total net assets 37,683,609 40,374,480
Charity funds
Restricted funds 20 2,151,919 2,616,830
Unrestricted funds 20 35,531,690 37,757,650
Total funds 37,683,609 40,374,480
----- End of picture text -----

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

The Charity’s net movement in funds for the year was £(2,690,871) (2023 – £(14,835,665)).

The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.

The financial statements were approved and authorised for issue by the Trustees and signed on their behalf by:

P S Phippen Chair

Date: 23 June 2025 The notes on pages 43 to 58 form part of these financial statements.

P S Phippen Chair

Date: 23 June 2025

The notes on pages 43 to 58 form part of these financial statements.

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06

Financial statements 2024

Consolidated statement of cash flows

For the year ended 31 December 2024	Note	2024	2023
Cash fows from operating activities		£	£
Net cash used in operating activities	22	(9,144,546)	(22,074,385)
Cash fows from investing activities
Interest on investments and deposits		2,276,416	2,551,797
Purchase of tangible fxed assets		(46,346)	(19,995)
Net cash provided by investing activities		2,230,070	2,531,802
Change in cash and cash equivalents in the year		(6,914,476)	(19,542,583)
Cash and cash equivalents at the beginning of the year		48,961,763	68,504,346
Cash and cash equivalents at the end of the year	23	42,047,287	48,961,763

The notes on pages 43 to 58 form part of these financial statements.

Notes to the financial statements

for the year ended 31 December 2024

1. General information

Association of NHS Charities (operating as NHS Charities Together) is a private charitable company registered with the Charity Commission in England and Wales. The registered numbers and address are given on the Reference and Administrative Details page. The activities of the Charity are set out in detail in the Trustees’ Report.

2. Accounting policies

2.1 Basis of preparation of financial statements

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

Association of NHS Charities meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

The Consolidated statement of financial activities (SOFA) and Consolidated balance sheet consolidate the financial statements of the Charity and its subsidiary undertaking. The results of the subsidiary are consolidated on a line by line basis.

2.2 Going concern

The financial statements have been prepared on a going concern basis. The organisation holds liquid funds sufficient to support its cash flow requirements over the foreseeable future under all scenarios. Therefore, the Trustees consider there are no material uncertainties about the Charity’s ability to continue as a going concern.

2.3 Members’ liability

Each member of the Charity undertakes to contribute to the assets of the Charity in the event of it being wound up while they are a member, or within one year after they cease to be a member, such amount as may be required, not exceeding £1 for the debts and liabilities contracted before they ceased to be a member.

2.4 Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Legacy income

The recognition of income from legacies is dependent on establishing entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable. Receipt of a legacy must be recognised when it is probable that it will be received and the fair value of the amount receivable, which will generally be the expected cash amount to be distributed to the Charity, can be reliably measured.

Pecuinary legacies are recognised as receivable once probate has been granted and notification has been received. Residuary legacies are recognised as receivable once probate has been granted, notification has been received, and where they can be valued. Residuary legacies with a life interest are only valued where legal title has passed to the Charity.

Donation income

General donations, donations from fundraising events, corporate and philanthropy income, and direct marketing income are recognised in full in the Consolidated statement of financial activities when entitled, receipt is probable, and when the amount can be quantified with reasonable accuracy. No account is taken of monies or other assets in the hands of volunteer fundraisers until such monies are banked or the charity has been notified of the funds collected.

The Charity has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own Statement of financial activities in these financial statements.

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Where the right to receive Gift Aid has been established, the amount receivable is recognised as income in the Consolidated statement of financial activities.

Donated services and facilities are valued and included as income and expenditure, at the price the Charity estimates it would have paid in the open market for an equivalent service or facility that it would have purchased.

Grant income

Grant income is credited to the Statement of financial activities when received or receivable, whichever is earlier, unless the grant relates to a specific future period, in which case it is deferred. Where entitlement occurs before income is received, the income is accrued.

Membership subscriptions

Membership subscription income is recognised in the year to which it relates.

Income from trading activities

Income from trading activities is credited to the Statement of financial activities when received or receivable, whichever is earlier, unless it relates to a specific future period, in which case it is deferred. Income received in respect of raffles and lotteries is recognised when the draw is made. Income received in advance for future raffle and lottery draws is deferred until the draw takes place.

Investment income

Interest on funds held on deposit is included when receivable and the amount can be measured reliably.

Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.

2.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Expenditure on raising funds includes all expenditure incurred by the Group to raise funds for its charitable purposes and includes costs of all fundraising activities events and non-charitable trading.

Expenditure on charitable activities is incurred on directly undertaking the activities which further the Group’s objectives, as well as any associated support costs. Support costs are allocated between activities on a staff headcount basis.

Grants payable are charged in the year when the offer is made, except in those cases where the offer is conditional, such grants being recognised as expenditure when the conditions attaching are fulfilled. Grants offered subject to conditions which have not been met at the year end are noted as a commitment, but not accrued as expenditure.

Redundancy and termination payments are recognised when there is a demonstrable commitment on an individual or group basis that cannot be realistically withdrawn.

All expenditure is inclusive of irrecoverable VAT.

2.6 Taxation

As a registered charity, the Charity benefits from business rates relief and is exempt from corporation tax on its charitable activities but not from VAT. Irrecoverable VAT is included in the cost of those items to which it relates. The subsidiary undertaking does not pay direct tax because its policy is to Gift Aid taxable profits to the Charity.

2.7 Tangible fixed assets and depreciation

Items of equipment, motor vehicles and property are capitalised where the purchase price exceeds £1,000. Leasehold improvements are capitalised where the cost exceeds £10,000.

Tangible fixed assets are initially recognised at cost. After recognition, under the cost model, tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.

At each reporting date the Charity assesses whether there is any indication of impairment. If such indication exists, the recoverable amount of the asset is determined to be the higher of its fair value less costs to sell and its value in use. An impairment loss is recognised where the carrying amount exceeds the recoverable amount.

Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, using the straight-line method.

Depreciation is provided on the following basis:

Office equipment – 33% straight-line

The assets’ residual values, useful lives and depreciation methods are reviewed, and adjusted prospectively if appropriate, or if there is an indication of a significant change since the last reporting date.

Gains and losses on disposals are determined by comparing the proceeds with the carrying amount and are recognised in the Consolidated statement of financial activities.

2.8 Investments

Investments in subsidiaries are valued at cost less provision for impairment.

2.9 Debtors

Trade and other debtors are recognised at their transaction price less any allowance for doubtful debts.

2.10 Cash at bank and in hand

Cash at bank and in hand includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

2.11 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably.

Liabilities are recognised at the amount that the Charity anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide.

Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Consolidated statement of financial activities as a finance cost.

2.12 Financial instruments

The Group has applied the provisions of FRS 102, Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’. Financial assets and liabilities are recognised when the Charity becomes a party to the contractual provisions of the instrument. The Charity initially recognises a financial asset or a financial liability at transaction price – for debtors and other creditors this is the settlement amount. Grant commitments over one year are discounted to reflect present value.

2.13 Operating leases

Rentals paid under operating leases are charged to the Consolidated statement of financial activities on a straight-line basis over the lease term.

2.14 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Group and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Group for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

Any transfers between funds and any allocations to and from designated funds are approved by Trustees. The cost of raising and administering such funds are charged against the specific funds.

44 Annual report 2024

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3. Income from donations and legacies

----- Start of picture text -----
Unrestricted Restricted Total
funds funds funds
2024 2024 2024
£ £ £
Donations 1,739,941 1,471,366 3,211,307
-
Legacies 654,907 654,907
2,394,848 1,471,366 3,866,214
Unrestricted Restricted Total
funds funds funds
2023 2023 2023
£ £ £
Donations 1,823,937 2,894,812 4,718,749
-
Legacies 170,403 170,403
Sponsorship and grants 44,420 460,000 504,420
2,038,760 3,354,812 5,393,572
4. Income from charitable activities
Unrestricted Total
funds funds
2024 2024
£ £
Membership subscriptions 553,525 553,525
Programme income 346,680 346,680
900,205 900,205
Unrestricted Restricted Total
funds funds funds
2023 2023 2023
£ £ £
-
Membership subscriptions 585,000 585,000
-
Programme income 26,150 26,150
585,000 26,150 611,150
5. Income from other trading activities
Unrestricted Total Total
funds funds funds
2024 2024 2023
£ £ £
Fundraising – corporate partnerships 149,835 149,835 809,056
Fundraising – mass events 142,856 142,856 96,516
Sponsorship 52,260 52,260 29,320
Sector event income 79,599 79,599 23,883
424,550 424,550 958,775
----- End of picture text -----

6. Investment income

----- Start of picture text -----
Unrestricted Total Total
funds funds funds
2024 2024 2023
£ £ £
Interest on investments and deposits 2,276,416 2,276,416 2,551,797
The income in 2023 related wholly to unrestricted funds.
7. Expenditure on raising funds
Unrestricted Total Total
funds funds funds
2024 2024 2023
£ £ £
Direct costs
Fundraising activities 1,963,322 1,963,322 1,674,230
Support costs
Business services 55,015 55,015 102,800
People / HR 56,030 56,030 57,995
Finance 34,225 34,225 50,701
IT 30,351 30,351 57,602
2,138,943 2,138,943 1,943,328
----- End of picture text -----

8. Analysis of expenditure on charitable activities

Developing the sector, through evolving our role as a centre of knowledge and expertise Delivering and facilitating approaches to grow impact and voice Leading transformational programmes Being a sustainable and purpose-led organisation	Activities undertaken directly 2024 £	Grant funding of activities 2024 £	Support costs 2024 £	Total funds 2024 £ 1,342,024 410,959 5,461,368 1,010,901 8,225,252
	1,225,897 373,409 2,814,066 814,099	- - 2,252,398 -	116,127 37,550 394,904 196,802
	5,227,471	2,252,398	745,383

The income in 2023 related wholly to unrestricted funds.

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Section 06 Financial statements 2024

06

8. Analysis of expenditure on charitable activities continued

	Activities	Grant
	undertaken	funding of	Support	Total
	directly	activities	costs	funds
	2023	2023	2023	2023
	£	£	£	£
Developing the sector, through evolving our role	1,446,169	-	48,927	1,495,096
as a centre of knowledge and expertise Delivering and facilitating approaches to grow impact and voice	694,293	-	110,085	804,378
Leading transformational programmes	3,066,597	15,987,460	270,576	19,324,633
Being a sustainable and purpose-led organisation	535,717	-	128,949	664,666
	5,742,776	15,987,460	558,537	22,288,773

Analysis of support costs

----- Start of picture text -----
Total funds Total funds
2024 2023
£ £
Governance 100,354 55,558
Business services 202,063 175,677
People / HR 205,790 142,221
Finance 125,703 86,644
IT 111,473 98,437
745,383 558,537
9. Analysis of expenditure on charitable activities
Unrestricted Restricted Total
expenditure expenditure funds
2024 2024 2024
£ £ £
-
Developing the sector, through evolving our role as a centre 1,342,024 1,342,024
of knowledge and expertise
-
Delivering and facilitating approaches to grow impact and voice 410,959 410,959
Leading transformational programmes 3,546,938 1,914,430 5,461,368
-
Being a sustainable and purpose-led organisation 1,284,028 1,284,028
6,583,949 1,914,430 8,498,379
----- End of picture text -----

9. Analysis of expenditure on charitable activities continued

----- Start of picture text -----
Unrestricted Restricted Total
expenditure expenditure funds
2023 2023 2023
£ £ £
-
Developing the sector, through evolving our role as a centre 1,495,096 1,495,096
of knowledge and expertise
-
Delivering and facilitating approaches to grow impact and voice 804,378 804,378
Leading transformational programmes 17,510,501 1,814,132 19,324,633
-
Being a sustainable and purpose-led organisation 664,666 664,666
20,474,641 1,814,132 22,288,773
10. Analysis of grants
Grants Total
awarded funds
2024 2024
£ £
Grants to members 2,252,398 2,252,398
Grants Total
awarded funds
2023 2023
£ £
Grants to members 15,987,460 15,987,460
Grants are made to member NHS charities. An analysis of all grants awarded by region is given below:
Region 2024 2023
£ £
East of England 11,000 965,627
London 435,000 1,569,004
Midlands 187,400 1,766,530
National - 112,077
North East England and Yorkshire 173,000 2,242,059
North West England 74,020 3,049,556
South East England 116,400 1,041,420
South West 583,928 1,244,844
Northern Ireland 180,000 649,173
Scotland 460,855 980,869
Wales 30,795 2,366,301
2,252,398 15,987,460
----- End of picture text -----

A full breakdown of grants is available direct from the Charity and at www.nhscharitiestogether.co.uk

23 June 2025

48 Annual report 2024

Annual report 2024 49

Section 06 06 Financial statements 2024

11. Staff costs

Wages and salaries Social security costs Pension costs	Group 2024 £	Group 2023 £ 2,752,227 299,357 271,750 3,323,334
	3,393,811 371,624 338,911
	4,104,346
The average number of persons employed by the Group during the year was as follows: Staff	Group 2024 No.	Group 2023 No. 62
	74

The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:

----- Start of picture text -----
Group Group
2024 2023
No. No.
----- End of picture text -----

			Group 2024 No.	Group 2023 No.
In the	band	£60,001 – £70,000	4	4
In the	band	£70,001 – £80,000	2	1
In the	band	£80,001 – £90,000	1	1
In the	band	£90,001 – £100,000	1	2
In the	band	£100,001 – £110,000	2	2
In the	band	£120,001 – £130,000	1	-

The Charity considers that its key management personnel comprises the Trustees, the Chief Executive Officer and the Senior Leadership Team. The total employment costs of the key management personnel were £606,101 (2023 – £600,064).

12. Trustees’ remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2023 – £Nil).

During the year ended 31 December 2024, travel expenses totalling £6,022 were reimbursed to 10 Trustees (2023 – £879 to 7 Trustees).

14. Tangible fixed assets

Group and Charity

----- Start of picture text -----
Office
equipment
£
Cost
At 1 January 2024 190,139
Additions 46,346
Disposals (47,800)
At 31 December 2024 188,685
Depreciation
At 1 January 2024 136,963
Charge for the year 41,786
On disposals (47,800)
At 31 December 2024 130,949
Net book value
At 31 December 2024 57,736
At 31 December 2023 53,176
----- End of picture text -----

15. Fixed asset investments

Charity

Charity
Cost At 1 January 2024 At 31 December 2024	Investment in subsidiary company £ 1 1
Details of the subsidiary undertaking are given in note 27.

13. Net movement in funds

The net movement in funds is stated after charging:

The net movement in funds is stated after charging:
Auditor’s remuneration – Charity Auditor’s remuneration – Trading subsidiary	2024 £	2023 £ 17,875 4,125
	19,215 4,435
Depreciation of tangible fxed assets	41,786	44,703

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Section 06 Financial statements 2024

06

16. Debtors

----- Start of picture text -----
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Trade debtors 26,721 2,906,763 2,721 2,853,987
Other debtors 430,596 464,621 375,882 409,907
Prepayments and accrued income 284,468 110,551 284,468 108,551
741,785 3,481,935 663,071 3,372,445
17. Current asset investments
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Short-term investments and deposits 41,406,060 47,592,053 41,406,060 47,592,053
18. Creditors: Amounts falling due within one year
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Trade payables 247,689 9,839 247,689 9,839
Grants awarded not yet paid 4,229,128 9,164,813 4,229,128 9,045,465
Other taxation and social security 156,029 121,220 113,973 86,848
Other creditors - 30,351 - 30,351
Accruals and deferred income 352,831 586,431 346,160 481,431
4,985,677 9,912,654 4,936,950 9,653,934
Included in the above is deferred income as follows:
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Deferred income at 1 January 2024 168,500 685,000 68,500 585,000
Resources deferred during the year 148,060 68,500 148,060 68,500
Amounts released from previous periods (168,500) (585,000) (68,500) (585,000)
148,060 168,500 148,060 68,500
----- End of picture text -----

The Group holds deferred income in respect of contracts being delivered in 2025.

19. Creditors: Amounts falling due after more than one year

----- Start of picture text -----
Group Group Charity Charity
2024 2023 2024 2023
£ £ £ £
Grants awarded not yet paid £137,596 1,963,875 137,596 1,963,875
20. Statement of funds
Statement of funds – current year
Balance at Balance at
1 January Transfers 31 December
2024 Income Expenditure in/(out) 2024
£ £ £ £ £
Unrestricted funds
Designated funds
-
Covid-19 Urgent Appeal 13,449,597 (412,209) (6,052,000) 6,985,388
- -
Covid Funds Programme 4,196,931 (1,885,252) 2,311,679
Management
Income Generation Investment 4,313,343 - (278,557) - 4,034,786
- - -
Investment Fund for Sustainability 5,061,938 5,061,938
-
Staff Wellbeing 87,538 (56,413) 5,964,462 5,995,587
-
Innovation Challenge 2,950,000 333,677 (675,124) 2,608,553
Covid Rememberance 2,500,000 - - - 2,500,000
- -
Volunteering in Health 346,680 (295,184) 51,496
- - -
Impact for Health 250,000 250,000
32,559,347 930,357 (3,602,739) (87,538) 29,799,427
General funds
General funds 5,444,168 5,065,662 (4,847,026) 109,385 5,772,189
Total unrestricted funds 38,003,515 5,996,019 (8,449,765) 21,847 35,571,616
Restricted funds
Greener Communities 59,517 1,139,691 (1,177,361) (21,847) -
-
Community Resilience 2,536,923 304,000 (716,121) 2,124,802
-
National Arts in Hospitals Network 20,390 27,675 (20,948) 27,117
Total restricted funds 2,616,830 1,471,366 (1,914,430) (21,847) 2,151,919
Total funds 40,620,345 7,467,385 (10,364,195) - 37,723,535
----- End of picture text -----

52 Annual report 2024

Annual report 2024 53

Section 06 Financial statements 2024

06

20. Statement of funds continued

Statement of funds – prior year

----- Start of picture text -----
Balance at Balance at
1 January Transfers 31 December
2023 Income Expenditure in/(out) 2023
£ £ £ £ £
Unrestricted funds
Designated funds
-
Covid-19 Urgent Appeal 33,756,395 (14,806,798) (5,500,000) 13,449,597
- -
Covid Funds Programme 6,809,219 (2,612,288) 4,196,931
Management
Income Generation Investment 4,313,343 - - - 4,313,343
- - -
Investment Fund for Sustainability 5,061,938 5,061,938
- - -
Staff Wellbeing 87,538 87,538
- - -
Joy to the Wards Appeal 7,102 (7,102)
- - -
Innovation Challenge 2,950,000 2,950,000
Covid Remembrance - - - 2,500,000 2,500,000
-
50,035,535 (17,426,188) (50,000) 32,559,347
General funds
General funds 4,301,617 6,134,332 (4,991,781) - 5,444,168
Total unrestricted funds 54,337,152 6,134,332 (22,417,969) (50,000) 38,003,515
Restricted funds
Greener Communities 1,000,000 294,812 (1,235,295) - 59,517
- -
Community Resilience 2,600,000 (63,077) 2,536,923
-
National Arts in Hospitals Network 460,000 (489,610) 50,000 20,390
- - -
Volunteering in Health 26,150 (26,150)
Total restricted funds 1,000,000 3,380,962 (1,814,132) 50,000 2,616,830
Total of funds 55,337,152 9,515,294 (24,232,101) - 40,620,345
----- End of picture text -----

20. Statement of funds continued Purpose of funds

Designated funds

Covid-19 Urgent Appeal – These funds will continue to be used to help provide extra support to NHS staff, volunteers and patients beyond the immediate crisis, and to support long-term recovery of the NHS.

Covid Funds Programme Management – This reserve is designated to fund the necessary management of the Covid-19 Urgent Appeal funds, to ensure the correct governance is in place and to maximise the impact of the appeal.

Income Generation Investment – As a charity that is relatively new to fundraising we must prioritise securing a varied and sustainable source of income for our charity. It is essential that we invest in fundraising initiatives that will build our income generation capacity for the future, ensuring that we are well-equipped to support our mission over the long term.

Investment fund for sustainability – This fund is designated to enable the development of NHS Charities Together across all areas, to ensure that the organisation is sustainable and in a position to maximise the legacy of the Covid-19 Urgent Appeal, with continued impact for members and beneficiaries in the long term.

Staff Wellbeing – This fund is designated for the use of improving the wellbeing of NHS staff.

Innovation Challenge – This fund has been designated by the Trustees to establish an Innovation Challenge. Health and healthcare inequality can have a major impact on people’s quality of life and long-term health and place extra pressures on health and care services. In particular, our health during childhood can define health in later life, so, while the consequences may not be felt immediately, tackling health and healthcare inequalities now will help build a healthier future for all. The Innovation Challenge aims to address some of these inequalities, with an initial focus on breaking down barriers for children and young people.

Covid Remembrance – This fund has been designated by the Trustees from the Covid-19 Urgent Appeal funds for the purposes of remembering the lives lost, the ongoing impact on families and communities around the UK and to mark the contribution made by NHS staff throughout the Covid pandemic. We have been leading moments of remembrance on the anniversary of the onset of the pandemic and we are exploring with stakeholders the best way to allocate funds to enable reflection and a positive lasting legacy from the pandemic.

NHS Workforce – This fund has been designated by the Trustees to support measures aimed at improving the wellbeing of NHS staff, given ongoing pressures and needs facing the healthcare workforce. It will be supporting the Workforce Wellbeing programme launching in 2025.

Impact for Health – This fund has been created following a generous donation from Simply Health to support across all of our impact areas, including NHS workforce wellbeing, improving patient experience and helping communities to live well.

Volunteering in Health – This is a £10m programme that is being delivered through a partnership between NHS Charities Together, NHS England and CW+. Building on the recommendations of the NHS Volunteering Taskforce, it is delivering grant funding and tailored support to 15 local systems in England. The programme will speed up change by helping to break down barriers to volunteering, test new volunteering infrastructure models, and develop guidance and best practice for all systems. It aims to influence the policy environment and increase our understanding of the impact of volunteers and volunteering across the NHS, alongside the potential role of NHS charities in helping the NHS to deliver the best care.

Restricted funds

Greener Communities – Represents grant funding from Hubbub Foundation UK to be distributed to the Charity’s members and community partners in support of projects that use the health benefits of green spaces to improve the health and wellbeing of NHS staff, patients and communities.

Community Resilience – Represents funds held for the purpose of building community resilience and reducing out-of-hospital cardiac arrests, including investing in life-saving equipment and technology, training and recruitment of community first responder volunteers and ensuring communities have the skills and training to respond.

National Arts in Hospitals Network – The National Arts in Hospitals Network supports all arts managers working in UK hospitals, working to ensure that every patient, visitor and staff member can benefit from impactful art interventions that support their recovery and wellbeing. The network provides a place to share best practice, build knowledge and evidence, and celebrate success. NHS Charities Together hosts and contributes to the network in order to maximise its potential and impact.

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Section 06 06 Financial statements 2024

21. Analysis of net assets between funds

Analysis of net assets between funds – current period

----- Start of picture text -----
Unrestricted Restricted Total
funds funds funds
2024 2024 2024
£ £ £
-
Tangible fixed assets 57,736 57,736
Current assets 40,637,153 2,151,919 42,789,072
-
Creditors due within one year (4,985,677) (4,985,677)
-
Creditors due in more than one year (137,596) (137,596)
Total 35,571,616 2,151,919 37,723,535
Analysis of net assets between funds – prior period
Unrestricted Restricted Total
funds funds funds
2023 2023 2023
£ £ £
-
Tangible fixed assets 53,176 53,176
Current assets 49,826,868 2,616,830 52,443,698
-
Creditors due within one year (9,912,654) (9,912,654)
-
Creditors due in more than one year (1,963,875) (1,963,875)
Total 38,003,515 2,616,830 40,620,345
22. Reconciliation of net movement in funds to net cash flow
from operating activities
Group Group
2024 2023
£ £
Net expenditure for the period (as per Statement of Financial Activities) (2,896,810) (14,716,807)
Adjustments for:
Depreciation charges 41,786 44,703
Interest on investments and deposits (2,276,416) (2,551,797)
Decrease/(increase) in debtors 2,740,150 (1,478,188)
Decrease in creditors (6,753,256) (3,372,296)
Net cash used in operating activities (9,144,546) (22,074,385)
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23. Analysis of cash and cash equivalents

	Group 2024 £	Group 2023 £ 1,369,710 47,592,053 48,961,763
Cash at bank and in hand Short-term investments and deposits	641,227 41,406,060
Total cash and cash equivalents	42,047,287

24. Analysis of changes in net debt

Cash at bank and in hand Short-term investments and deposits	At 1 January 2024 £	Cash fows £	At 31 December 2024 £ 641,227 41,406,060
	1,369,710 47,592,053	(728,483) (6,185,993)
	48,961,763	(6,914,476)	42,047,287

25. Operating lease commitments

At 31 December 2024 the Group and the Charity had commitments to make future minimum lease payments under non-cancellable operating leases as follows:

non-cancellable operating leases as follows:
Not later than 1 year Later than 1 year and not later than 5 years	Group 2024 £	Group 2023 £	Charity 2024 £ Charity 2023 £ 1,668 2,224 278 1,946
	1,668 278	2,224 1,946
	1,946	4,170	1,946 4,170

26. Related party transactions

During the year, the Charity received a distribution of £245,865 (2023 – £127,007) in the form of a Gift Aided donation from ANC Trading Limited, its subsidiary undertaking. No loan or trade balances were owing from the subsidiary at the balance sheet date (2023 – £Nil owing from the subsidiary).

A majority of Trustees also held a post with a member charity that was eligible for and received member services and grants during the year. All member charities were allocated grant funds on an equitable basis and no part of any grants paid to a member charity directly benefited any Trustee.

The Charity purchased trustee indemnity insurance (£5 million cover) as part of a broader management liability package.

27. Principal subsidiaries

The following was a subsidiary undertaking of the Charity, with the same registered address, due to the Charity’s 100% holding of its ordinary share capital:

----- Start of picture text -----
Name Company number Principal activity
ANC Trading Limited 12608754 Raising funds for NHS Chartities
Together by facilitating commercial
fundraising activities
The financial results of the subsidiary for the year were:
Surplus
Income Expenditure for the year Net assets
Name £ £ £ £
ANC Trading Limited 201,875 (161,949) 39,926 39,927
----- End of picture text -----

The above results are included in the consolidation.

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Section 06

Financial statements 2024

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06
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Reference and administrative details of the Charity, its Trustees and Advisers

For the year ended 31 December 2024

Trustees	S L Armstrong* (appointed 25 September 2024)
	S Brampton* (appointed 25 September 2024)
	C R Burghes MBE
	A Chohan* (resigned 7 February 2024)
	J Clarke* (appointed 25 September 2024)
	T H Diggle, Joint Deputy Chair
	J H Ferguson*
	N Gilham* (appointed 25 September 2024)
	C Harrison* (appointed 25 September 2024)
	I F Lush OBE*, Chair (resigned 18 September 2024)
	J E Mee
	D J Mortimer (resigned 6 June 2024)
	P S Phippen, Chair (appointed 25 September 2024)
	K-U Rehman* (appointed 25 September 2024)
	J Revill (appointed 25 September 2024)
	A Singh
	K L Thomson*, Joint Deputy Chair
	A Tiernan*
Company registered number	12325259
Charity registered numbers	1186569 and SC050716
Registered offce	Suite 68 Lake View House, Wilton Drive, Warwick CV34 6RG
Chief Executive Offcer	E S Orton OBE
Senior Leadership Team	S Campion (Director of External Affairs & Communications)
	C Easton (Director of Strategy & Impact)
	L McCathie (Director of Fundraising)
	C Clements (Chief Operating Offcer) Start date September 2024
	S Reynolds (Business Services Director)
Independent auditor	Dains Audit Limited, 2 Chamberlain Square Paradise, Birmingham B3 3AX
Bankers	The Co-operative Bank, Delf House, Southway, Skelmersdale WN8 6WT
Solicitors	Withers LLP, 16 Old Bailey, London EC4M 7EG
Investment manager	CCLA Investment Management Ltd , One Angel Lane, London EC4R 3AB

• Member Trustee for all or part of the financial year ended 31 December 2024

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