|||**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|**Trustees' Annual Report for the period**|| |---|---|---|---|---|---|---|---|---|---|---| ||**From**|Period start date||||**T**
**o**|Period end date|||| |||11th|Sept||2020||31st|March|2021|| |||||||||||| |Section A Reference and administration details||||||||||| |||||||||||| |Charity name||||Frontline Live||||||| Other names charity is known by Frontline.Live Registered charity number (if any) 1191255 Kemp Hous Kemp House 160 City Road London Postcode EC1V 2NX Names of the charity trustees who manage the charity Dates acted if not for Office (if any) whole year Trustee name Chair 8[th] Sept 2020 - 1[Katz Kiely] 8[th] Sept 2020 - Trustee - 2[Mwangala ] Lishomwa - 3 Mary Alice Inman Trustee 8[th] Sept 2020[[Christopher Paul ]] Trustee 8[th] Sept 2020 - 4[[Christopher Paul ]] Swan Name of person (or body) entitled to appoint trustee (if any) The Board of Trustees of Frontline Live - 5[Dr David Joseph ] Trustee 29[th] March 2021 Nicholl 6 7 8 9 10 11 12 13 14 1 March **2012** **TAR** Names of the trustees for the charity, if any, (for example, any custodian trustees) Name Dates acted if not for whole year ## **Names and addresses of advisers (Optional information)** |**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**|**Names and addresses of advisers (Optional information)**| |---|---|---| |**Type of adviser**
**Name**
**Address**||| |Advisory Board|Catriona Lindsay|17 Cowper Road, London, W3 6PZ| |Advisory Board|James Bebbington|36 Heath Drive, Brookwood, Woking, GU24 0HQ| |Advisory Board|Katharina Wittgens|2 Lichfield Road, London, NW2 2RE| |Advisory Board|Mark Higham|79 Bouverie Road, London, N16 0AD| **Name of chief executive or names of senior staff members (Optional information)** N/A ## **Section B Structure, governance and management** ## **Description of the charity’s trusts** Type of governing document Constitution of Charitable Incorporated Organisation - (eg. trust deed, constitution) How the charity is constituted As a charitable foundation - (eg. trust, association, company) Trustee selection methods Appointed by the Board of Trustees by way of a resolution at a properly (eg. appointed by, elected by) constituted meeting of the trustees for a term of three years ## **Additional governance issues (Optional information)** You **may choose** to include additional information, where relevant, about: - policies and procedures adopted for the induction and training of trustees; - the charity’s organisational structure and any wider network with which the charity works; - relationship with any related parties; - trustees’ consideration of major risks and the system and procedures to manage them. 2 March **2012** **TAR** **Section C Objectives and activities** |**Summary of the objects of the**
**charity set out in its governing**
**document**|**From Governing Document:**THE OBJECTS OF THE CHARITY ARE,
FOR THE PUBLIC BENEFIT, ANYWHERE IN THE WORLD, THE
ADVANCEMENT OF HEALTH AND THE RELIEF OF NEED BY
SUPPORTING HEALTHCARE AND FRONTLINE WORKERS IN
PARTICULAR BUT NOT EXCLUSIVELY BY THE PROVISION AND
MAINTENANCE OF DIGITAL TECHNOLOGY TO MATCH NEED AND
SUPPLY FOR PERSONAL PROTECTIVE EQUIPMENT AND TO
COLLECT AND ANALYSE INFORMATION TO PROMOTE PERSONAL
SAFETY (THE OBJECTS). IN THESE OBJECTS, THE EXPRESSION
‘_HEALTHCARE AND FRONTLINE WORKERS’_SHALL MEAN ANYONE
WHO WORKS OR VOLUNTEERS TO DELIVER CARE AND SERVICES
TO SUPPORT HEALTH, SAVE LIVES OR RELIEVE NEED. NOTHING IN
THIS CONSTITUTION SHALL AUTHORISE AN APPLICATION OF THE
PROPERTY OF THE CIO FOR THE PURPOSES WHICH ARE NOT
CHARITABLE IN ACCORDANCE WITH [SECTION 7 OF THE
CHARITIES AND TRUSTEE INVESTMENT (SCOTLAND) ACT 2005 AND
SECTION 2 OF THE CHARITIES ACT (NORTHERN IRELAND) 2008.
Frontline Live has created a digital platform (see Frontline.live) to match
the PPE needs of frontline healthcare workers with suppliers of PPE
during the COVID-19 pandemic in the UK. Frontline Live is exploring with
partners how this model, platform and playbook can be deployed for other
emergencies, especially ones that require urgent needs matched by
crowdsourced humanitarian supply
Our vision, mission and values centre on trust,**human kindness,**
**connection and collaboration.**We aim to**empower**and**enable** **action**
through**transparency**,**decentralisation**and**co-creation**in order to
unlock the power of kindness and connection.
Our open-source Platform (comms, tech, people and process) will power
flexible preparedness and rapid response by:
●
Building a collaborative network of currently disconnected partners,
from multiple sectors, to unleash the collective wisdom, energy,
expertise and experience of distributed communities to drive
measurable impact.
●
Harnessing the power of open data mapping and data-informed
multi-channel communications to raise awareness, empower a
growing community of activists and fuel focused action.
●
Providing a robust open-source technology that Aid Organisations
across the world can replicate and adapt to respond quickly to their
own emerging needs. We will aggregate their learnings into a
continuously improving engine of change| |---|---| 3 March **2012** **TAR** To understand the context of the activity undertaken in the six months covered by this report, in _**Section F**_ we outline activity undertaken in the first 6-months (to 30[th] Sept 2020) when Frontline.Live was launched and in operation, but had not yet achieved charitable status. In the time from when we gained charitable status until the period end (11[th] Sept 2020 – 31[st] March 2021) we undertook the following: _Two main challenges, which had surfaced during the first 6 months were addressed in this period:_ - **Data traffic** : We were no longer getting the volume of data requests we wanted to see (we knew there were more out there as the 2[nd] spike began); and - **The tech platform** required some updates to make it more userfriendly, and truly open-source. ## **Data traffic** We negotiated a partnership with MyHermes, Healthcareworkers Foundation (HWF) and Medsupplydrive. This allowed us to leverage an existing group of volunteers (MedSupplyDrive) who were receiving requests for PPE whilst partnering with HWF, who had storage resource (e.g warehousing). We developed a partnership with MyHermes to get the PPE requested to the places it was needed within 48-hour hours. This logistics service was provided free of charge. **Summary of the main activities undertaken for the public benefit in relation to these objects (include within this section the statutory declaration that trustees have had regard to the guidance issued by the Charity Commission on public benefit)** During this time, we also partnered with others working in a similar space (e.g. Healthcare or technology) to leverage digital opportunities. One of these was a partnership with Creation.co who monitor and analyse HCW conversations on social media. This helped us to identify HCW influencers - who could help us to target all communications efforts in the most targeted, efficient way possible. We subsequently won a gold award for the best use of big data for health innovation for this partnership. ## **Tech Platform (Our Digital map)** At this stage, making any content amends was difficult as the entire platform was hard coded. We required more flexibility (e.g. a Content Management System) to enable this. To address this, we negotiated an inkind partnership with Microsoft and signed up more volunteer developers. This set firm foundations for more efficient frictionless usage and further development ## _Where we were at 31[st] March 2021_ - The Site was robust, replicable and ready for further development - ● We submitted an Innovate UK bid with 3D Crowd (partnering with British Red Cross) - We submitted Funding funding requests to provider resource for a 3-month sprint to start in Summer 2021 – to work collaboratively with charities and international organisations to identify appropriate use cases for our platform. We are aware that many innovative digital solutions like ours spring up in times of crisis. However, they come and go. They don’t achieve their full potential because the right partnerships are not in place. Our future development will be done WITH the people who spend all day, every day trying to fix the symptoms of a broken system in their area of expertise. This period prior to receiving funding (on which we are reporting) relied on wholly voluntary and gift in kind input and yet still focused on frontline needs. This held public benefit as a high priority in the application of these voluntary resources. 4 March **2012** **TAR** **Additional details of objectives and activities (Optional information)** You **may choose** to include further statements, where relevant, about: - policy on grantmaking; - policy programme related investment; - contribution made by volunteers. Section D Achievements and performance 5 March **2012** **TAR** ## Section D Achievements and performance **Summary of the main** Over half a million items of PPE were delivered to the front line in our first **achievements of the charity** year. **during the year** We achieved this through a combination of galvanising volunteers and through negotiating in kind partnerships e.g. with MyHermes, Healthcareworkers Foundation (HWF) and Medsupplydrive. Our Digital Crowdmapping platform was designed, developed, launched and firm foundations were prepared for our next case studies. We submitted multiple funding requests and started to develop firm partnerships across the third sectors and private sectors A Social Media and PR campaign generated assets that reached an audience of millions in the UK. Some examples are: - The Sun article - Podcast 6 March **2012** **TAR** **Section E Financial review** **Brief statement of the charity’s policy on reserves** The reporting period was before receiving funds and so a reserve policy was not needed. However the Development Plan that we have subsequently produced (Dec 2021) envisaged the building of a 3 month operational reserve over time. **Details of any funds materially in deficit** None ## **Further financial review details (Optional information)** You **may choose** to include No funding was available in this first reporting period. Everything was additional information, where achieved through volunteer time and in kind partnership/sponsorship relevant about: - the charity’s principal sources of funds (including any fundraising); - how expenditure has supported the key objectives of the charity; - investment policy and objectives including any ethical investment policy adopted. ## **Section F Other optional information** 7 March **2012** **TAR** ## **Intro to Frontline Live (March 2020 – Sept 2020)** ## **Why we started** As the Covid-19 pandemic began in March 2020, we realised, through anecdotal evidence, that centralised procurement and supply chain models were failing people on the front line. We were also hearing about citizen activists and innovators, and businesses pivoting their capabilities to make visors and scrubs. So, there was a real need and people wanting to help, which was the catalyst for frontline Live being born. Within just four weeks, Frontline.Live was born, with about 40 volunteers coming forward to make it happen. ## **How we started** During this first 6-month wave of the pandemic, a campaign was launched, encouraging people to start reporting on Twitter when they were running short of PPE. We asked people to tweet the postcode, so we could use the postcode to check if it really was a healthcare building, before pinning the need on our digital map. We also put out the call out for non-traditional suppliers who had the PPE they needed – the groups of people sewing to make scrubs and masks, and organisations making PPE for the first time in response to the pandemic. Showing the live data on the digital map meant EVERYONE could see the full extent of the challenge as it happened. And it proved the point that if you can see a problem, people will rally around to find ways of solving it. That's what we humans are built for and love to do. Our mission was to be the voice of front line health care workers. To make sure bureaucracy and politics didn’t get in the way of keeping them safe. And to empower people who wanted to come forward to help. ## **What we found** Then we found health care workers, especially those at lower pay grades, were not comfortable to speak out loud. We actually heard they were being told not to use Frontline.Live. Leaders of organisations don’t like to admit they have a problem. Politicians prefer to ensure their messaging gives the impression they have everything under control. So we added forms to our website so people could report their needs anonymously, and leave comments about how the shortages were being dealt with and made them feel. Over 70% of people chose to report anonymously – which backed up the hypothesis that people were not confident to speak out. They also left comments that were heartbreaking about their situation and how they felt. We could use the live data to explore what was running short and where Communication was essential to break through the noise to let people know we were there. So, we partnered with media agencies, Snapchat and The Times, The Sun to get the word out. We partnered with organisations like Nurses United and Unite the Union to reach the right people. We partnered with charities who raised money to buy PPE; others who had storage and My Hermes, who could get the PPE to where it was needed within four hours of it being reported. ## **Over half a million items of PPE were delivered to the front line in that first year. And not a single penny changed hands.** Frontine.Live is very much about the little Ships of Dunkirk idea — lots of small actions combining to make a big impact. PPE is no longer a problem but we’re looking into the future. Which brings us to today — we are plotting a course for Frontline.Live to help address other areas of need across the UK and the wider world. Many innovative digital solutions like ours spring up in times of crisis. However, they come and go. They don’t achieve their full potential because the right partnerships are not in place. Our future development will ~~be done WITH the people who spend all day every day trying to fix the symptoms of a broken system~~ **TAR** 8 March **2012** ## **Section G Declaration** **The trustees declare that they have approved the trustees’ report above.** **Signed on behalf of the charity’s trustees** |**Signature(s)**||||||| |---|---|---|---|---|---|---| |||||||| |**Full name(s)**|Katz Kiely|||||| |||||||| |**Position (eg Secretary, Chair,**
**etc)**||Chair||||| |||||||| |**Date**|||20st March 2022|||| 9 March **2012** **TAR**