Christian Ambulance Association – Trustees Annual Report
Additional governance issues
The charity’s organisation structure is headed by the chair of the charity, the Rev Andy Moore, and is overseen by the Board of Trustees and supported by a leadership team from within the membership.
Over the last few years, we have increased the number of Regional Leads for specific geographical areas across the United Kingdom. This increase has allowed us to achieve our vision of expanding local representatives of the charity, reducing the large areas covered to a much more manageable region for a volunteer Regional Lead.
The CAA have policies and procedures in place to ensure compliance with all legislative practice, and to ensure best practice is maintained at all times. This are regularly reviewed and updated, along with training for the Board of Trustees and all applicable volunteers within the organisation.
These policies include, and are not limited to: Social Media and Communications, Safeguarding, Risk Management, Complaints, Conflict of Interest, Reserves, Privacy, Health and Safety and the Constitution of the CAA.
Before a Trustee meeting can commence, we establish if there is a conflict of interest that may impact the charity or the impartiality of the trustees. Additionally, each meeting has allocated time to address any safeguarding issues that may have arisen, however serious confirmed or potential safeguarding issues are dealt with immediately and appropriate action taken.
Summary of the objectives of the charity
The object of the charity is, for the public benefit, the advancement of the Christian faith within the Ambulance Service (NHS) and the wider ambulance sector, including the private and voluntary sectors. We also engage with Paramedics and ambulance clinicians who work outside of the ambulance environment.
Summary of activities
The charity was established on 3[rd] July 2020.
This report covers the period 1[st] April 2024 to 31[st] March 2025.
The new Board of Trustees that took over governance of the charity in 2024 have continued to lead the organisation forward, whilst honouring the past and foundation laid out by the founding Trustees.
The Trustees continue to work hard to ensure that the charity is in a sound financial position, and that the reputation of the charity is unharmed. It has been the vision of the last year to increase our presence within the ambulance sector. This has been achieved (and work is still ongoing) through local ambulance providers and NHS Trusts internal publications, a much more consistent and evident Social Media presence, members being encouraged to wear their lanyard and badge, and conversations with senior managers across the ambulance sector. We continue to see the role of the CAA as being one of supporting members, their colleagues, family members and the wider healthcare sector, in the advancement of Christian love and compassion.
Uptake to the new membership status, one that allows members to vote and stand for Trusteeship, has been slow. Some individuals have opted to simply remain as a mailing list recipient, and this has been respected and adhered to. Subsequent AGMs following this change to our governance will demonstrate, it is hoped, the need to become a full member. The process has been made as easy as possible, and ongoing issues with IT have been rectified.
Work continues with engagement with local Ambulance Services (NHS) and with the wider ambulance sector. This has included recent work to engage more meaningfully with the voluntary sector and The Ambulance Service Charity. We are actively involved with all Trusts and companies that will engage, supporting them with chaplaincy and raising the profile of the charity. We have several key stakeholder conversations to take place within the following year in regard to chaplaincy and peer support.
We are conscious of the sense of isolation that Christians can feel in the ambulance sector and have provided a safe place whereby Christians can talk to another, likeminded individual, and seek peer support when necessary.
We have engaged with several exhibitions but have made the decision to curtail spending currently, with the evidence of actual membership or engagement with the CAA following some larger, more expensive exhibitions and conferences, being almost non-existent. We do however still attend the Emergency Services Show, where we showcase what the organisation is about, and allow for individuals to chat directly with members and the Board of Trustees.
Throughout all these actions, we are conscious of the need to ensure that monies spent is within the interest of the wider membership and in compliance with legislation and the Charity Commission guidance.
We are indebted to those members who have stepped forward to take on additional roles, especially during this period of transition and whilst the new leadership team bedded in. We are continuing to advertise for
positions that are vacant and envisage them being filled within the next year.
Summary of achievements
During the year 2024/25, we have increased our membership profile, along with our social media engagement and presence. Additionally, our website has undergone some significant changes and is much more user friendly.
We have continued to expand our Regional Lead portfolio, supporting existing Regional Leads, and promoting areas that required leadership. There are still some areas not represented, and they are high priority for the Trustees.
We have promoted the association at the Emergency Services Show in Birmingham.
There are some members who are undertaking roles within the Association that help support the Trustees and free them up for other duties. However, there is caution used to ensure that all members representing the Association do not bring it into disrepute.
Financially we are sound and in a good position. We are cautious with the spending of monies, and all money spent goes through a rigorous process.
Profit and Loss
Christian Ambulance Association For the year ended 31 March 2025
| Profit and Loss Christian Ambulance Association For the year ended 31 March 2025 |
|
|---|---|
| 2025 | |
| Turnover | |
| Donation Income | 359.47 |
| Interest Income | 0.99 |
| Membership Fees | 1,191.00 |
| Project Contributions | 704.00 |
| Total Turnover | 2,255.46 |
| Gross Profit | 2,255.46 |
| Administrative Costs | |
| Accommodation | 129.09 |
| Advertising & Marketing | 70.00 |
| Bank Fees | 168.15 |
| Clothing | 200.00 |
| Consulting | 290.00 |
| Events and Exhibits | 2,612.98 |
| Food and Drinks | 29.25 |
| Insurance | 212.80 |
| IT Software and Consumables | 324.62 |
| Legal Expenses | 670.00 |
| Postage, Freight & Courier | 95.82 |
| Travel - International | 2,816.96 |
| Travel - National | 975.35 |
| Total Administrative Costs | 8,595.02 |
| Operating Profit | (6,339.56) |
| Other Income | |
| Other Revenue | 14,487.66 |
| Total Other Income | 14,487.66 |
| Profit on Ordinary Activities Before Taxation | 8,148.10 |
| Profit after Taxation | 8,148.10 |
Profit and Loss Christian Ambulance Association
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