REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE PERIOD YEAR 31 MARCH 2024 FOR DAY ONE TRAUMA SUPPORT (A company limited by guarantee) (Company reglstTh2tlon number 13155922) REGISTERED NUMBER: 1194227
DAY ONE TRAUMA SUPPORT REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Contents Page Charity Reference and Administrative Details Chair's Statement Trustees, Annual Report Ilncluding Directors, Report and Strategic Report} Independent Auditor's Report Statement of Financial Activities 17 20 Balance Sheet 21 Statement of Cash Flows 22 Notes to the Financial Statements 23
DAY ONE TRAUMA SUPPORT CHARITY REFERENCE AND ADMINISTRATIVE DETAILS YEAR ENDED 31 MARCH 2024 Charity registration number 1194227 Company registration number 13155922 Trustges Professor Susa[7 Proctor Ichairl (Appointed 25 January 20211 Katherine Bratt-F8rrar (Appointed 5 March 20211 David Hay (Appointed 25 June 20211 Professor Philip Turner {Appoinled 5 March 20211 Dr Louise Johnson (Appointed on 24 June 20221 Simon Morrow (Appointed on 24 June 20221 Dr Anthony Howard {Appoinled 16 December 20221 Heather McLellan (Appointed 16 December 20221 Jamie Rhind IAppoinled 27 March 20241 Company Secretary Emily Smith Chief Executive Officer Lucy Nickson Registered offic0 Room LG11210B.017 Brotherton Wing B Floor Leeds General Infirmary Leeds West Yorkshire LS1 3EX Auditor TC Group 6 Queen Street Leeds LS12TW Bankers Barclays Bank plc Leeds 9 Leicester LeIstershire LE87 2BB Handelsbanken 1st Floor, Northspring. 21-23 Wellington Street Leeds LS14DL
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 Day One Trauma Support has had another busy, and significant year. We have grown in terms of staff, volunteers and trustees. This matters because we now have more capacity lo support many more patients and their families following major trauma. l am proud of all we have delivered and continue lo achieve. We are now fully established in 7 Major Trauma Cenlres and are in discussions with a number of other Trusts about how we can support patients and their families served by their Trauma Centres. A key area of focus has also been on the growth of our National Offer- supporting people wherever they are, our role in developing services that reach into the Trauma Networks, and of COLJrse, OLJr Peer Support model. Our service models have developed focus and robustness and are evaluating well in tenns of satisfaction and impact. We remain focussed on how we can, with partners, help patients and families after major trauma when they need it most. We have welcomed two new trustees lo complement the skills and experience on our Board. Further, three of our founding Iruslees have agreed lo extend their terms with us lo continue their support and constructive input. l am grateful for all they bring to our discussions and our strategic planning. The Board has also benefitted enormously from regular sessions with staff and volunteers who share their stories and offer searing insight into the real experience of trauma and recovery. We are so grateful to them for sharing what can sometimes be difficult and emotional experiences with us. Through them, we will grow and adapt our services to better meet the needs of more people. This year we have been delighted lo welcome Martha Lane Fox as our first Patron. Martha has taken an active interest in our work, meeting staff and volunteers and bravely enduring tough fundraising challenges to raise money for our services. She is having a huge impact and is an inspiration. Our President and Founder professor Peter Giannoudis was recognised for his incredible work and awarded an MBE, and he remains critical lo our future as an Ambassador for all that we do. I would like to take this opportunity lo thank all our leadership team, led by Lucy Nickson who was recognised as an outstanding third sector leader earlier this year, all our staff and volunteers, all the trustees, and our NHS and legal partners for everything they have contributed this year. Finally, I'd like to thank all those who have generously donated or created exciting fundraising opportunities to help fund our important work. We couldn't do this without youl We continue to be proud of our ambitions to become established as the leading UK national charity which supports people affected by major physical trauma and all associated complexities and challenges. Susan Proctor Chair Dated.. 8 October 2024
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 The Trustees present their report and the audited financial statements of the Charity for the year ended 31 March 2024. The Trustees have adopted the provisions of the Statement of Recommended Practice ISORPI "Accounting and Reporting by Charities" IFRS 1021 in preparing the Trustees, Annual Report and financial statements. The fin8nci81 statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the Charity's governing document, the Charities Act 2011 and Charities SORP IFRS102).' Accounting and Reporting by Charities.. Ststemenl of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Rewrting Standard applicable in the UK and Republic of Ireland. TRUSTEES OF THE CHARITY The Directors of the Charitable Company are ils Trustees for the purposes of charity law. The Trustees who have served during the period and since the period end were as follows.. Katherine Bratt-Farrar- Chair of Fundraising and Communications Committee David Hay- Chair of Finance, Audit and Risk Committee Susan Proctor Philip Turner- Chair of Service Quality and Experience Committee Louise Johnson Simon Morrow Anthony Howard Heather McLellan Jamie Rhind (Appointed 27 March 20241 Mark O'Donnell (Appointed 14 June 2024) OBJECTIVES AND ACTIVITIES The objectives of the charity, as contained in the company's memorandum of association, are lo preserve and protect good heahh for the public benefit of persons suffering from major trauma, in particular bul not exclusively by= Care of patients and their families Purchase of equipment for the care of patients Rehabilitation support Supporting staff through training and education,. and Conducting study and research for the public benefit into new methods of surgery and recovery and publishing and disseminating the useful results thereof. Our mission is lo be available for anyone affected by major trauma who needs us. Wherever they are. Whenever they need us. For as long as it takes. The strategies for achieving our objectives include activl£ies within three main pillars- One-to-one caseworker support within Major Trauma Cenlres and Trsuma Networks Our National remote offer- support lo anyone who needs us irrespective of where they are Evidence, impact and advocacy- the'voice of those affected, induding our Peer Support network
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 STRATEGIC REPORT ACHIEVEMENTS AND PERFORMANCE A summary of the work of the Charity over the period is sel out below.. Our third year as an independent charity has focused on the consolidation and refinement of our servi8 and the strengthening of our caseworker model in the North of England with the expansion into NHS Trusts al the Royal Victoria Infirmary, Newcastle in July 2023, Greater Manchester Major Trauma Hospital in January 2024 and The Walton Centre in January 2024. The year has also seen continued significant growth in both our Peer Support service and our remote National Offer which are key components of the support we offer on a national level. We continue to work closely with OLJr NHS partners to provide them with services that complement and enhance the existing care they provide, both within Major Trauma Centres, Major Trauma Networks and in the community. Our legal partners have continued to support us throughout the year which has provided invaluable security and sustainability in our income allowing us to plan future expansion to meet the huge unmet need we have uncovered. We have worked hard lo diversify our income streams and develop our fundraising strategy and are grateful for the support we have received from our corporate partners and all individuals who undertake fundraising for us. Raising awareness of our charity within NHS Trusts and Networks and with potential donors is key and is gaining further momentum. The development of our services continues to be driven by the lived experience of the people we support and Ir8um8 informed knowledge, and this approach will remain al the heart of everything we do. We know that the unmel need for our support is continuing to grow and is increasingly urgent, driven by factors such as cost of living which can disproportionately impact those suffering from major trauma. During the year, we have built on the significant developments we made since our inception, and we are confident that our impact will continue to grow. Our service performance During 2023-24 across the UK we spent over 8,000 hours supporting 1,526 patients and family members affected by major trauma. 720/0 were male and 280/0 were female. The average monthly referral number was 127, compared to 78 in the period lo 31 March 2023. We awarded £82,617 in grant funding for immediate emergency support and on-going recovery. We expanded our bedside casework offer into three additional NHS Trusts, giving us a presence in 7 Major Trauma Centres IMTCS) enabling us to.. reach more patients,. add capacity lo ward teams, support discharge facilitations and create a web of support beyond ststulory services. During 2023 -24 Day One Trauma Support further expanded ils geographical reach through our established National Support Offer, lo those impacted by catsstrophic injury across the UK wherever they live and at whatever stage of their recovery journey. Additionally, we expanded provision for patients beyond the MTC, through our Wesl Yorkshire Major Trauma Network outreach pilot.
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 2023Q4 referral$ in to Day One services 160 140 120 100 145 152 154 154 118 114 117 114 97 103 107 40 We continued, during 2023-24, to deliver practical, emotional and financial support through our unique and distinct model, to all age patients, and their loved ones, affected by major trauma. Our holistic and person- centred services are completely free to the NHS as well as to patients and families. 2023.24 services requeed Demand for our core service offer during 2023-24 was fairly evenly distributed between signposting to legal support, counselling and benefits. Demand for grant funding remained high and there was an increase in the number of service users accessing Peer Support as we grew this offer. . Benelts . Coutling Legal SeNces EmeTgencyFunding • Pe¢r Surport During 2023-24 we more than doubled the number of Day One experts by experience lour lived experience volunteers} from 20 18 delivering peer support) lo 45 134 delivering peer support). We completed a full review and re-articulalion of our telephone support model, including consolidation of supporting documenlalion, such as relevant policies and protocols. In Quarter 2 we reintroduced our bedside Peer Support offer on ward L10 at the Leeds General Infirmary and saw a 75°/0 increase in the number of trained and inducted ward volunteers by the end of the year, with a total of 34 active delivery days on ward and outpatients and 265 facilitated peer support conversations.
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 Peer support calls delivered 70 Over the year we saw 83 /0 growth in our peer support service delivery, supporting 71 individual peer support relationships and facilitating 192 individual peer support calls. 47 40 10 Q1 Q3 Our impact Our patients and family members told us that, as a result of support they received from Day One during 2023-24.. 94°/0 fell an increased sense of hope 94°/o fell more in control of their recovery journey 1000/0 felt supported 1000/0 felt listened lo 1 OOOA felt less isolated 'Il was uplifting lo know that someone apart from hospital staff was interested in my progress" 'D8y One is Sn example of people who genuinely care. 11 is not just a job. "My son had lifg threatening injuries. l just did not know what one day from the next would be like...Day One, leaving the door open for me to call, made a hugg difference." "I can't imaging getting through the initial days after my son's accident without having the Day One Caseworker to talk to. I could tell her my fears and I knew she would listen. She kept me grounded when I was drowning in 'what ifs Feedback from patients and their loved ones Our peer support SeIce-UserS told us that, as a result of their Peer Support relationships, facilitated by Day One in 2023-24.. 920/. fell more empowered in their recovery 1 OOOA felt supported emotionally 100 /0 felt more hopeful about their future 100 /0 felt their peer support volunteer could relate to them 1000/0 felt listened lo 1000/0 felt less isolated -Being with others who have or are still going through the lasting effect and understanding of major trauma has been a big help with my own recovery journey." -1 mel some ofthe Day One peer support volunteers on the ward and they helped me feel less fear about the future. Knowing they have been where l am has made me feel so much more hopeful." "The calls I had with my peer support volunteer were invaluable to me, their help came at a really dark time in the early days ofmy recovery journey." "I can speak lo anyone about my acGident but speaking to someone that has had the same experience is Gomplelely differenl...This service is amazing I couldn t be more thankful." -This amazing seThice has been my lifeline since my accident 5 months ago. Thank youl" Fggdback from our Pggr support progrommg USgr¥
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 Our Peer Support volunteers told us that, as a result of being involved in Day One's Peer Support programme.. 799/0 fell an improvement in self confidence 860/. fell more hopeful about their future 860/. fell more empowered 1000/. felt an improved sense of wellbeing 100 /0 felt connected to people who understand their experiences 100 /0 helped them recognise how far they have Come 1000/0 felt il had been beneficial in other areas of their lives 1000/0 felt supported in their role as a Peer Supporter 1 OOOA felt that it helped create something posi(ive out of their experience of major trauma -volunteering has given me a whole new community of friends that I wouldn t want to be wilhoul" -when I look back to the first few months following my accident, I would never have guessed that I'd be supporting others who were going through the same experience. I look fonvard lo having calls with my peers,. it feels rewarding to offer help and someone lo relate to." -1 am able to share my joumey with people who ar8 just starting theirs.. I love that I can use such a traumatic event to do some good." Feedback from our Ilved experlence volunteers We work closely with clinicians in the Major Trauma Centres and Major Trauma Networks. -Whal a fantastic Seice our Day One Caseworker is providing. She has quickly become a significant member ofthe Trauma Multi-Disciplinary Team, providing a seryice and support structure to patients and their families that for the majority was previously unmet." "Our Day One Casewother is able to do the stuff we nurses unfortunately don t have time lo do. knke spending time and using resourGes to help with home, work and family life, bridging the gap ofhome and hospital life for the patients, and supporting them the whole way. I don't think we realised how muGh we needed Day One until il was here." -As part of the Major Trauma Co-ordinator team I speak on behalf of my colleagues to say that the first 12 months having Day One work alongside us has been a success. We feel the service supports our trauma patients in the ways that our resourGes are unable to offer.- Fgedback from clinicians 2023124 highlights During the year we continued to ensure our core values are embedded throughout everything that we do.. Ambitious Authentic Caring Inclusive Open We expanded our bedside Casework model into 3 additional NHS Foundation Trusts al the Royal Victoria Infimiary, Newcastle,. Greater Manchester Major Trauma Hospital, Salford,. and The Walton Centre, Liverpool. We added significant value to NHS trauma services and clinical teams by channelling our revenue back into pab.enl facing services.. adding capacity to ward teams for emotional support,. supporting discharge and providing support beyond slalulory services. Expanded our geographical reach across the whole of the UK to support people impacted by catastrophic injury wherever they live and al any stsge in their recovery journey. We provided over £82,000 in grants lo support individuals and families in relation lo the immediate financial hardship associated with a major trauma. This includes financial support for simple things like transport and accommodation costs, clothes or loilelries- small bul vital gestures which help to preserve dignity after injury Attended, and provided funding for clinicians lo attend, events such as.. the National Trauma Care Conference., the National Major Trauma Rehabilitation Conference and the National Children's Major Trauma Rehabilitation Network Conference. Improved service delivery data and impact capture and analysis,. reporting., and evaluation.
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 Developed new partnerships to improve and expand key aspects of our core casework offer. such as improved access to emotional support and counselling. Launched our VIP Ivoice, Influence and Participalionl group and initiated a peer-led resource hub available through our website. Pul the voices of patients and those impacted by major trauma at the heart of everything we do, e.g. held volunteer listening events and involved volunteers in service development activities and in events as Day One ambassadors. Had involvement in, and supported those with lived experien lo be involved with, research opportunities such as the James Lind Alliance Priority Setting Partnerships- Doctoral and Clinical Psychology research. We continued lo strengthen our staff team and recruited a larger passionate and talented team to deliver our services and support that delivery. We were delighted lo welcome our first Patron, Baroness Martha Lane Fox, who has already provided invaluable support to the charity. We held a successful Christmas Appeal with matched funding from Aviva Community Fund which also generated a significant amount of media coverage. We continued lo grow our audience across the UK and strengthened our social media presence. We developed new partnerships with corporate supporters which has enabled us lo increase the diversity of our income streams. We held successful fundraising and awareness raising events in an expanded geographical area. including Manchester, Yorkshire and the North East. Operational partnerships By 31 March 2024. we had a presence in the following NHS Trusts-. Leeds Teaching Hospitals NHS Trust Liverpool University Hospitals NHS Foundation Trust South Tees Hospitals NHS Foundation Trust Sheffield Teaching Hospitals NHS Foundation Trust The Newc8slle upon Tyne Hospitals NHS Foundation Trust Northem Care Alliance NHS Foundation Trust The Walton Centre NHS Foundation Trust Fundraising activities As a charity, Day One relies on donations from generous individuals, organisations and supporter groups. Income from fundraising allows us lo offer a wide range of support services for people who need it most, in line with our chsrilable objectives. In the year lo 31 March 2024, we grew income and continued lo invest in our Fundraising and Communications team. During this time, we received £201,000 in fundraising and grant income {2023.. £126,000). Trusts and Foundations will be a key source of funding, and during the financial year we received grants from.. Aviva Community Fund The Hobson Charty UKH Foundation Liz & Terry Bramhall Foundation Sir George Marlin Trust Grant Buckland Charitable Trust The Grace Trust The Purey Cust Trust The Teesside Charity Yorkshire Building Society Charitable Foundation
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 though the fundraising environment remains particularly challenging, we are pleased to have grown income significantly in 2023-24. We have a strategy and plan for growth that places supporter care at the heart of what we do. Pleasingly we grew supporter numbers across individuals, corporates and trusts in the year, as well as establishing a strong pipeline of activity that gives us Confiden that we'll continue our growth Irajeclory in the coming year. Our strategic aim is lo grow fundraised income to £1 million in the next three to five years and achieve a sustainable mix of fundraising activity, supported by a strong communications function. Rggulations Day One Trauma Support donors can be assured we comply with the regulatory standards for fundraising. We are registered with the Fundraising Regulator and are commilled lo the Code of Fundraising Practice. We have in-house fundraising expertise, an active Fundraising and Communications Committee, and run all our appeals and events intemally. This means we did not use third party agencies for income generating activities or mailings during the financial year. We approach people who have supported us in the past and adhere to their contact preferences where staled. We have supporters who participate in challenge events, and they approach their own supporters for sponsorship. We support them with social media activities. Our fundraising team understands that some of our supporters are likely lo be vulnerable following their injuries and, while we welcome all financial gifts, our SLJPPOrters are not placed under any pressure lo donate. We are mindful that vulnerable adults may be parb"cularly susceptible to requests for support. Supporters are infomied and able lo opt out of receiving communications from Day One. We are signed up to the Fundraising Preference Service so individuals can opt out from receiving fundraising communications. During the year, we received no complaints regarding our fundraising practice via the Fundraising Preference Service. We have had requests from people to update their contact preferences and this has been actioned accordingly and recorded on our fundraising database. Partnerships We have strategic fundraising partnerships with our legal panel. These partnerships enable us lo expand our support network at pace. These currently include.. Hudgell Solicitors Irwin Mitchell LLP JMW Solicitors LLP Leigh Day Sintons LLP We also have a partnership with Kings Chambers lo fund the Wesl Yorkshire Outreach Worker role. Grant making and our policies A key part of our offering is Emergency Funding, which helps people cope with the immediate financial impact of major trauma. Grants are provided lo assist with unexpected costs directly incurred due to the trauma injury, or items that have a positive impact on a patient's wellbeing and recovery. Examples include travel and accommodation, healthcare items, wheelchair hire and clothing. We also provide grants lo purchase patient equipment, which is not otherwise available, to enhance recovery. This includes specialist beds and mattresses, safety equipment, and other specialist equipment lo enable patients lo be discharged from hospital. To support our objective of condu¢ling studies and research into new methods of surgery and recovery, we offer Research and Innovation grants. Research or sponsorship of studies has to demonstrate a benefit lo patient care for those affected by major physical trauma and not be eligible to NHS funding. Our guiding principles ensure grants are only awarded when applications meet a sel criteria. These include aligning with our objectives,. are within the approved budget., address a need that is beyond the level or
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 outside of scope of other funding (including NHS when relevant),. have potential lo direcuy impact major trauma patients, their loved ones, and our partners,. is something that would make stakeholders, donors, and supporters proud. Specific guidance on emergency funding is in place for caseworkers so we can focus on acute needs, rather than general costs and longer-term financial distress. Our amazing volunteers We are incredibly proud of, and grateful lo, our volunteers. They give their time to our Peer SLJPPOrt Programme, directly supporting people who are newly affected by life-changing or catastrophic injury. They also work with us to amplify the far-reaching psychosocial impact of such injuries, recognising that the impact of major IraLJma stretches beyond the physical body, deeply impacting many areas of a person's life. Peer support at Day One brings a crucial dimension of empathetic, authentic. and non-clinical emotional support to people impacted by their injuries, and to their families. This model of support is central to our origin as a charity. Day One began with a mantra "care by patients for palienls.. and as the organisalion has expanded into a charity with national reach, peer support, and all our volunteers, remain at the heart of what we do. BENEFITS TO THE PU8LIC FROM THE SERVICES OF DAY ONE TRAUMA SUPPORT The Trustees confirm that we operate in compliance with the Companies Act 2006, the Charities Act 2011. the Accounting and Reporting by Charities,. Statement of Recommended Practice 2019 ISORPI, other applicable accounting structures and the provisions of the Memorandum and Articles of Association of the organisalion. In shaping our objectives and planning our activities, the Trustees confirm that they have considered the Charity Commission's guidance on public benefit, including the guidance "Public benefit.. running a charity IPB21" We are here to provide expert practical and emotional support. No one wakes up in the moming expecting lo be the victim of a life-changing catastrophic injury. The impact of any injury of this nature extends to friends, family. work colleagues and beyond. With so much to take on board, and no blueprint to work from, having someone by your side from the earliest moment is essential to ensure you, and those you care about, understand what is important and what decisions need lo be made. Our caseworkers are experts at navigating and signposting people in the immediate aftermath of injury", helping people to ensure they have the best possible recovery, regardless of what they are facing. To help achieve this, we offer peer support, counselling, legal and welfare benefits advice and emergency grants lo help cover the unexpected costs that people can incur. We can provide this support within hospitals, and remotely via our website and telephone line. We align with, and complement, the work of the NHS by supporting anyone affected by major trauma, not just the individual. This ensures limited NHS staff resources are focussed on where il will have the biggest impact. For many people, their greatest concern and worry is the impact their injury will have on those they care about. Knowing that we are supporting their loved ones allows them to focus on their own recovery, while others affected can access direct support, as soon as they need it, from day one. By working with our partners, we can ensure that, together, no one faces recovery from life-changing or catastrophic injury alone. 10
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 PRINCIPAL RISKS AND UNCERTAINTIES The charity has developed an approach to good govemance that includes Ihe development of a strategic risk register and a risk management strategy. These enable us to review the risks the charity faces and establish a system and procedures lo miligale those risks. The Risk Register is presented to and reviewed by the Finance, Audit and Risk Committee, and the Board of Trustees on a regular basis. As of 31 March 2024, the Trustees believe the following to be the key risks facing the organisation.. Identified Risk The organi581ion's infancy means sustainable income streams remain immature in their development. As such, there continues to be a reliance on a relatively low number of income sources whilst relationships are developing. Miti ation The fundraising strategy has been strengthened with the aim of diversifying income, focussing on high value sources of income and ensuring improved donor stewardship within realistic timeframes. Investment has been made in the Fundraising and Communications team increasing capacity lo deliver the strategy. Applications lo grant making organisalions have been made, however the fundraising environment remains very competitive. We remain committed to fully supporting and resourcing our fundraising team. The lifecycle stage of the organisation has resulted in the cost base increasing and as a result, the organisalion has a negative net cashflow and a depleting bank balance. We have a revenue model associated with service delivery and expansion which has occurred in the next financial year. This is supported by legal panel partnership and ensures revenue and predictable cash flow while all other sources of voluntary income are being developed. In the next financial year, we benefitted from a significant grant from the Wyss Medical Foundation and increased income from fundraising activities including by our Patron. Further investment has been made in the fundraising team, through recruitment and external support. Cashflow forecasts are regularly produced for the Senior Leadership Team and reviewed by the Finance, Audit and Risk Committee. Recruitment and retention of staff. A creative and flexible approach to recruilmenl has been deployed utilising a mix of recruiters, own social media sources and networks. The charity has committed to paying competitive salary levels to ensure it attracts the right skills and expertise in this sensitive area of work. There are ongoing projects around improving staff wellbeing and implementing an enhanced benefits package. Information securtyldats protection and IT systems breach I failure. Data ProlectionlGDPR and IT security are outsourced to specialist external providers. Appropriate insurance is in pla. Internal control prOdureS and cyber security training including regular simulated phishing attacks ensure staff are aware of these risks.
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 In the next financial period, as our services grow further, we will continue to develop robust risk assessments and contingency plans lo ensure we are safe in all aspects of service delivery. PLANS FOR FUTURE PERIODS Our vision that 'no one faces recovery from catastrophic injury alone, remains central to our future plans. We continue lo grow responsibly in a controlled manor and intend lo pay particular attention in the coming year to evaluating the impact of our services models in order lo ensure we are meeting the needs of our beneficiaries. Our long-term ambition remains on growth across the UK, bul we will also consider opportunrties that present to us for development further afield over time. It remains critically important for us to raise awareness about how people's lives are widely impaeted by lrfe- changing and catastrophic injuries, and we have an emerging communications strategy which will serve lo underpin this aspect of our work. We will continue to raise awareness of impact, alongside stepping up our efforts lo delve deeper into people's needs through research, ultimately to help us design support services which are meaningful to them. Openly talking about inequity and under provision in rehabilitation in trauma care in the UK is important and Day One is committed lo ulilising the platform that we now have lo support, influence and collatK)rate on improvements in this regard. Continuing to develop long-lerm relationships with NHS partners is a priority, as is collaboration and partnership working with other sectors supporting the trauma care space. There remains much interest in our model of support from other NHS Trusts, trauma networks and other stakeholders involved in trauma care, and we continue to build strong relationships in order lo position ourselves for a strong and secure future. At the heart of Day One are the people we support. We will continue to amplify the voices of those affected by major trsuma. developing robust evaluation measures to evidence need. relevance and impact. A key component of our work and uniqueness, is our Peer Support service. This year we have re-introduced 'in person, Peer Support Service at the Major Trauma Centre in Leeds as well as delivering our remote service. We now intend to evaluate that service with external support before rolling out the 'in person, model to other regions. Our Peer Support Volunteer numbers have really grown this year, and we intend to continue to recruit 20new volunteers this year, with a focus on wider diversity. We are so proud of the role our volunteers play, both supporting newly injured people but also as proud ambassadors of the charity. It is our aim lo ensure that 'lived experience, is at the heart of everything we do, and we will be developing our 'Voice Influence and participation, group lo enable our volunteers to more formally contribute lo our development plans. We are delighted with our financial performance and continue to aim for long term sustainability across all our funding streams. We remain committed to long-lerm relationships with key partners including organisalions, individuals and granl-making organisalions, all of which are a vitsl part of our increasingly diverse funding portfolio. We are seeing strong growth in our supporter base and remain focussed on the acquisition of new supporters and donors over the next three years. Our case for support is compelling and will continue to become more so as we underpin it with research and rich narrative from our beneficiaries. Day One is maturing as an organisalion and we continue to carefully monitor and develop all aspects of the organisalion as we grow and continue lo develop our impact and credibility. 12
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 STRUCTURE. GOVERNANCE AND MANAGEMENT Day One Trauma Support is a company limited by guarantee without share capital, governed by ils Memorandum and Articles of Association adopted on incorporation on 25 January 2021, and amended by special resolution on 31 March 2021. Our Articles of Association underpin how we operate, and our charitable objects are to preserve and protect good health for the public benefit of persons suffering from major trauma as detailed eadier in our report. It is a registered charity with the Charity Commission. Day One does not have a share capitsl and the guaranteed liability of each member Itrusteel is limited lo £1. No member of the Board has an interest in shares required to be registered and reported under the Companies Act 2006. The charity does not have any subsidiaries. Day One is overseen by a Board of Trustees, which consists of ten Trustees, led by the Chair, who provide govemance lo the organisalion. The Trustees fomially meet as a Board at least four limes a year lo discuss, challenge and review the activities of Day One in line with the roles and responsibilities as defined by the Charity Commission. The Trustees act on a voluntary basis and receive no remuneration for the performance of their duties. Trustee indemnity insurance is in place and paid for by Day One. The Board delegates responsibility lo three Committees, each led by a TrLJStee, which enhances the decision making of the Board. The Committees include the CEO and Senior Leadership Team members are in attendance. These sub-committees are.. Finance, Audit and Risk Committee Fundraising and Communications Committee Service Quality and Experience Committee Good govemance is fundamental to our sustsined success as a charity. With good governance in place, we are best placed lo deliver our mission and achieve our objectives. It enables all our people to use their skills, together with our resources, lo best effect. 11 helps ensure we are compliant with all relevant legislation, constantly reviewing the risks we are facing lo provide standards of the highest quality, and supporting a positive culture, including for our volunteers. We continue to develop and build on our governance practices with the dedicated resource of our Governance Manager. A Scheme of Delegation, which is agreed by the Board is in place. giving clarity on how decisions are made and who holds that responsibility. Operational decision making is delegated from the Board of Trustees lo the Chief Executive. To allow effective operations, the Chief Executive has delegated authority for all operational matters including finance, fundraising, employment and the delivery of charitable activities. Senior Leadership Team is in place lo support operational decision-making comprising.. Lucy Nickson Chief Executive Liz Ryley Director of Services Emily Smith Director of Finance and Resources Craig Linlon Interim Director of Fundraising and Communications Appointment. induction and training Appointments lo staff roles or Trustee roles are made on merit, following a robust recruitmenl Campaign. We support our staff and Trustees with a formal onboarding process, including a tailored induction, mandatory stsff training and role specific training. New trustees are provided with key documentation to allow them lo understand their role and responsibilities. An induction process is in place and additional relevant training is available. Trustees are appointed for terms of three years and a Trustee who has served their term musl retire at the next meeting of the Trustees that occurs nearest to the expiry of their term. A retiring Trustee who remains eligible may be re-appointed for a maximum of three Consecutive terms of Offi including their initial term. The Trustees may, in circumstances which they consider lo be exceptional, permit one or more of the 13
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 Trustees lo serve one or more additional consecutive terms of office, provided that any such further appointment may only take effect with the consent of al least 75 percent of the other Trustees. Remuneration We undertook a benchmarking exercise during 2021122 to support us in creating our Pay Scale framework which was repealed in 2024. The framework, associated policy, and pay scales were approved by the Board, and allow us to recognise and value the uniqLJe worth and contribution of every staff member. We remain committed to ensuring we pay our team a fair and appropriate salary informed by the local labour market. FINANCIAL REVIEW Overview Incoming resources in the year to 31 March 2024 were £1,120,292 12023.. £604,092). Expenditure in the same period was £1,105,122 12023.. £980,518), resulting in net surplus for the year of £15,17012023.' nel deficit of £376,426). Income The majority of income in the period relates to gifts and donations received from various organisations, including firms as part of strategic fundraising partnerships with our legal panel. In addition, the charity benefited from the generous support of individual and organisational donors. The increase in income is primarily the result of the increased income from our legal panel, combined with an increase in fundraised income, parbcularly from Challenge Events and the Winter Appeal. Income of £135.951 was reslricled to funding the salary of an Outreach Worker, the set up of this service and other associated ongoing costs. Grant income totslling £17,580 was reslricled lo Emergency Funding (either general or location specific). Peer Support in the North Wesl and Outreach Worker expenses. Corporate income of £20,000 was reslricled lo Emergency Funding in specific locations and ongoing recovery grant hjnding. All other income in the period was unrestricted. Expenditure Expenditure on charitable activities in the year lolalled £576,50512023'. £480,262), which was funded solely from incoming resources. Costs of £438,374 12023.. £350,958) relate to the salaries of staff within the Service Delivery and Development team, including our Caseworkers, Outreach worker and Peer Support Programme Manager. A further £125,413 12023". £122,900) of expenditure related lo direct Patient Services and £12.71812023". £6,404) related to communication support for Patient Services. The costs of the Support function totalled £265,54612023." £282,099), including management and administration salaries, governance costs and other centralised costs such as IT, mobile phones and audit fees. The remaining expenditure of £263,071 {2023'. £218,156) relates lo raising funds for the charity, which is critical for the suslainabilily of the organisation. Expenditure of £143,147 12023.. £160,913) relates lo staff salaries of the Fundraising and Communications team. Capital Expenditure £5,222 of computer equipment assets were capitalised during the period. Financial position as of 31 March 2024 Net assets lolal £224,221 at the period end. Financial investments The charity does not hold any financial investments. 14
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 RESERVES In line wrfch Charity Commission guidance, the Trustees have examined the charity's requirements for reserves to ensure the continued futherance of its objectives, whilst considering the main risks lo the organisalion. The Trustees wognise that holding reserves at an appropriate level allows Day One Trauma Support to be seen by ils donors, beneficiaries, employees and other supporters as financially viable, and ready for unforeseen rcumstances, new OPFX)rtunilies, and planning for the longer term. The Trustees consider readily realisable lfreel reserves to be the amount of reserves that are easily converted into cash, therefore excluding reslricled funds, designated funds, and any part of unrestricted funds not readily available for spending. These unrestricted funds are required to.. Provide ftjnds which can be designated to specific projects to enable these projects lo be undertaken al short notice Provide funds lo cover administration, fund raising and support costs without which the charity could not function. Given the lifecycle stage of the organisation and the unpredictable nature of the charity's income, the reserves policy of Day One, which has been approved by the Trustees, states that we should aim lo hold a minimum of 2.5 months of salaries plus 1 month's other expenditure, based on running costs. This figure is £187,000 for the year ending 31 March 2024, based on average annual running costs. As of 31 March 2024, the total resetves of Day One were £224,221, of which £10,361 is fixed assets and £20,773 was restricted, therefore free reserves totalled £193,087 which is slighuy above the tsrget level. The Trustees continue lo monitor the level of free reserves and the appropriateness of the Reserves Policy at regular intervals via the Finance, Audit and Risk Committee. 15
DAY ONE TRAUMA SUPPORT TRUSTEES, ANNUAL REPORT (INCLUDING DIRECTORS, REPORT AND STRATEGIC REPORTI YEAR ENDED 31 MARCH 2024 TRUSTEES, RESPONSIBILITIES STATEMENT The Charity Trustees (who are also the Directors of Day One Trauma Support for the purposes of company lawl are responsible for preparing a Trustees, Annual Report and Strategic Report and financial ststemenls in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees lo prepare financial ststemenls for the year which give a true and fair view of the stale of affairs of the charitable company and of the incoming resources and application of the resour8 of the Charity for that period. In preparing these financial statements, the Trustees are required lo.. Select suitable accounting policies and then apply them ¢onsistenUy Observe the methods and principles in the Charities SORP Make judgements and accounting estimates that are reasonable and prudent Stale whether applicable UK Accounting Standards have been followed subject to any material departures disclosed and explained in the financial slalemenls., and Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue its business. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy al any lime the financial position of the Charity and enable them lo ensure that the financial slalemenls comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. AUDITOR TC Group has indicated its willingness lo continue in office. Statement of disclosure of infomiation to auditor The Trustees confirm that, at the dale of the approval of these financial statements, so far as they are each aware= there is no relevant audit information of which the Charity's auditor is unaware., and they have taken all the steps they ought lo have taken as Trustees in order lo make themselves aware of any relevant information and to establish that the Charity's auditor is aware of that information. By order of the Trustees Susan Proctor Chair of the Board of Trustees Dated.. 8 October 2024 16
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF DAY ONE TRAUMA SUPPORT Opinion We have audited the financial stslemenls of Day One Trauma Support Ilhe 'charitable company'l for the year ended 31 March 2024 which comprise the Stslemenl of Financial Activities Ilncluding Income and Expenditure Account), the Balance Sheet, the Slalemenl of Cash Flows and notes lo the financial stslemenls, 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 Stsndards, including Financial Reporting Stsndard 102 The Financial Reporting Standard appliGabl8 111 the UK and R8public of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements.. give a true and fair view of the stsle of the charitable company's affairs as at 31 March 2024, and of its incoming resources and application of resources, including ils income and expenditure, for the period then ended., have been properfy prepared in accordance with United Kingdom Generally Accepted Accounting Practice., and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditorfs responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the 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 UnrtaInlieS relating to events or conditions that, individually or collectively, rllay cast significant doubt on the charitable company's ability lo continue as a going con for a period of at least iwelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the Iruslees with respect lo going concern are described in the relevant sections of this report. Other information The other infomalion comprises the information included in the Iruslees 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 stalerllents does not cover the other information and, except lo the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion Ihereon. Our responsibility is lo read the other information and, in doing so, consider whether the other Information is materially inconsistent with the financial stslemenls or our knowledge obtained in the course of the audit or otherwise appears lo be materially misstated. If we identify such material inconsistencies or apparent material misstalemenls, we are required lo determine whether this gives rise lo a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a rnalerial misstslemenl of this other information, we are required lo report that fact. We have nothing lo report in this regard. Opinions 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 lincorporaling the strategic report and the directors report) for the financial period for which the financial statements are prepared is consistent with the finan¢i81 statements.. and the slr¥legi¢ report and the directors, 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 misslatemenls in the strategi¢ report and the directors, 17
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF DAY ONE TRAUMA SUPPORT report. We have nothing lo report in respect of the following mallers in relation lo which the Companie5 Act 2006 requires us lo report lo you if, in our opinion= adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us., or the financial 51atemenls are not in agreement with the accounting record5 and returns., or certain disdosures of directors. remuneration specified by law are not made., or we have not received all the information and explanations we require., or the directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies, exemptions in preparing the Trustees, report and from the requirement to prepare a strategic report. Responsibilities of Trustees As explained more fully in the Trustee, responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such intemal control as the Trustees deterrlline is necessary to enable the preparation of financial staternents that are free from material misstatement, whether due to fraud orerror. In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability lo continue as a going concern, disclosing, as applicable, matters related to going cOnM and using the going concern basis of accounting unless the Trustees either intend lo liquidate the charitable corllpany or to cease operations, or have no realistic alternative to do so. Auditorfs responsibilities for the audit of the financial ststements Our objectives are to obtain reasonable assurance about whether the financial slalemenls as a whole are free from material misslalemenl, whether due to fraud or error, and to issue an Audilorfs Report that includes our opinion. Reasonable assurance is a high level of assurance, bul is not a guarantee that an audit conducted in accordance with ISAS IUKI will always detect a material rllisslalemenl when il exists. Misstslemenls Gan arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected lo influence the economic decisions of users taken on the basis of these Group financial statements. Extent to which the audit was considered capable of detecting irregularities. including fraud Irregularities, including fraud, are instances of non-cornpliance wrth laws and regulations. In identifying and assessing risks of material misslalemenl in respect of irregularits"es, including fraud and non-compliance with laws and regulations, our procedures included the following= enquiring of the directors on pr(Kedures relating lo their processes for identifying, evaluating and complying with laws and regulations and for detecting and responding to the risks of fraud., obtaining an understanding of the legal and regulatory frameworks applicable lo the entity. The rnosl significant considerations identified were the Companies Act 2006, the Charities Act 2011, corporation lax and employment tax legislation,. and discussing among the engagement team how and where fraud might occur in the financial statements and any potential indicators of fraud. As part of this discussion, we identified potential for fraud in the following areas.. management override of controls., and revenue recognition. We designed and executed procedures in line with our responsibilities lo delect material misstatements in respect of irregularities, including fraud. These procedures, together with the extent lo which they are capable of delecling irregularities, including fraud, are detailed below.. We made enquiries of management and reviewed correspondence with the relevant authorities to identify any irregularities or instances of non-compliance with laws and regulations and to identify any irregularities or InStanS of fraud., We tested the appropriateness of a sample of accounting joumals., We reviewed the Company's accounting policies for non-compliance with relevant accounting standards., We considered significant accounting estimates for evidence of misstatement., and We considered the appropriateness of the revenue recognition policies. 18
INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF DAY ONE TRAUMA SUPPORT We also communicated relevant identified laws and regulations and potential fraud Tisks lo all engagement team members and remained alert lo any indications of fraud or non-compliance with laws and regulations throughout the audit. Our audit procedures were designed lo respond to risks of mateiial misslalemenl in the financial stslemenls. There are inherent limitslions in the audit procedures performed not least due to the following.. the risk of not detecting a material misslalemenl due lo fraud is higher than the risk of not delecling a rnalerial misstslemenl resulting from error, as fraud may involve deliberate ¢oncealmenl', and the further rernoved the non-compliance with laws and regulations is from the events and transactions reflected in the financial stalemenls, the less likely we are lo become aware of it. A further description of our responsibilities for the audit of the financial slalemenls is located on the Financial Reporting Council's website at.. www.frc.org.uklaudilorsresponsibilities. This description forms part of our Auditorfs Report. Use ofour report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might slate lo the charitable Company's members those matters we are required lo slate to them in an auditors, report and for no other purpose. To the fullest extent permitted by law. we do not accept or assume responsibility to anyone other than the charitable company and the charitsble company's members as a body, for our audit work, for this report, or for the opinions we have formed. Mark Hunter FCA Senior Statutory Auditor for and on half of TC Group ststulory Auditors 6 Queen Street Leeds LS12TW 8 October 2024 19
DAY ONE TRAUMA SUPPORT STATEMENT OF FINANCIAL ACTIVITIES (Including Income and Expenditure Account) YEAR ENDED 31 MARCH 2024 Unrestricted funds Restricted funds Total 2024 Total 2023 Income from: Donations and legacies Other income 946.645 116 173,531 1,120,176 116 603,964 128 Total Income 946,761 173,531 1,120,292 604,092 Expenditure on: Raising funds Charitable activities 1266,4921 1676,116) 1162,514} 1266,4921 1838,6301 (321.9221 (658.5961 314 Total expendlture 1942,608} 1162,514} {1.105,122) {980,5181 Net income 4.153 11.018 15,170 (376.4261 Transfers b8twaen funds Net movement In funds 11 4,153 11,018 15,170 (376.4261 Reconciliation of funds: Total funds brought forward 199,296 9,755 209,051 585.477 Total funds earrled foplvard 203.449 20,773 224,221 209.051 All income and expenditure derive from continuing activities. The slalement of financial activities includes all gains and losses recognised during the period. 20
DAY ONE TRAUMA SUPPORT BALANCE SHEET AS AT 31 MARCH 2024 2024 2023 NoLe Fixed asset Tangible assets 10,361 8,904 Current assets Debtors Cash at bank and in hand 109,839 294,506 404.345 31,530 317,144 348.674 Creditors: amounts falling due within one period 10 1190,484} 1148.527) Net current assets 224,221 200,147 Total assets less current liabilities 224.221 209.051 Ngt assgts 224,221 209,051 Funds Restricted funds Unrestricted funds 11 11 20,773 203.448 9,755 199.296 Total funds 224.221 209.051 The financial statements were approved and authorised for issue by the Board on 8 October 2024. Signed on behalf of the Board of Trustees Susan Proctor Chair of the Board of Trustees The notes on pages 23 10 30 form part of these financial slatemenls. 21
DAY ONE TRAUMA SUPPORT STATEMENT OF CASH FLOWS YEAR ENDED 31 MARCH 2024 2024 2023 Note Cash flow froml (used inl operating activities 13 117,5321 1358,748} Net cash flow from operating activities 17,532 358,748 Cash flow from Investlng actlvltles Payments lo acquire tangible fixed assets Interest received 15,2221 116 110,438} 128 Net cash flow used in investing activities 5.106 10,310 Net increasel (decrease) in cash and cash equivalents 122,6381 1369,058} Cash and cash equivalents at start of year 317,144 686,202 Cash and cash equivalents at end of year 294,506 317,144 Cash and cash equivalents consist of cash at bank and in hand.
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES la} General information and basis of preparation Day One Trauma Support is a company limited by guarantee registered in the United Kingdom. In the event of the Charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity. The address of the registered Offi is.. Room LG11210b.017 Brotherton Wing B Floor Leeds General Infirmary Leeds West Yorkshire LS1 3EX The nature of the Charity's operations and principal activities are sel out in the Trustees, Annual Report. The Charity conslilutes a public benefit enlily as defined by FRS 102. The finanaal statements have been prepared in accordance with Charities SORP IFRS 1021.. Accounting and Reporting by Charities.. Statement of Recommended Practi applicable lo charities preparing their accounts in accordance with the Financ4al Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021, the Financial Reporting Standard applicable in the United Kingdom and Republi¢ of Ireland IFRS 1021, the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice. The finan(xal statements are prepared on a going concern basis under the historical cost convention. The finanual statements are prepared in slerfing, which is the functional currency of the Charity, and rounded to the nearest £1. The significant accounting policies applied in the preparation of these financial statements are sel out below. These policies have been nsISten11Y applied to all periods presented unless olhewse staled. Ib) Funds Unrestricted funds are available for use al the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been sel aside by the Trustees for particular purposes. The aim and use of each designated fLJnd is set OLJt in the notes to the financial statements. Reslrided funds are funds which are lo be used in accordance wth specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The cost of raising and administering such funds are Charged against the specific fund. The aim and use of each restricted fund is set oul in the notes to the financial statements. 23
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES {continuedl Ic} Income recognition All incoming resources are included in the Statement of Financaal Activities ISOFAI when the Charity is legally entitled to the income after any perfomiance conditions have been met, the amount can be measured reliably, and it is probable that the incCe will be received. For donations to be recognised the Charity will have been notified of the amounts and the settlement date in writing. If there are conditions allached lo the donation and this requires a level of performanTr before enlillemenl can be obtained, then income is deferred until those conditions are fully mel or the fulfilmenl of those conditions is within the conlrd of the Charity and il is probable that they will be fulfilled. Donated facilities and donated professional services are recognised in income al their fair value when their economic benefit is probable, il can be measured reliably, and the Charity has control over the item. Fair value is determined on the basis of the value of the gift to the Charity. For example, the amount the Charity would be willing to pay in the open market for such facilities and servIs. A COespOndIng amount is recnISed in expenditure. No amount is included in the financial statements for volunleer lime in line with the SORP IFRS 1021. Income from trading activities includes income earned from fundraising events and trading activities to raise funds for the Charity. Income is received in exchange for supplying goods and services in order to raise funds and is recognised when entitlement has occurred. Income from the provision of charitable services and government and other grants is recognised at fair value when the Charity has entillemenl after any perfomiance conditions have been met, il is probable that the income wll be received, and the amount can be measured reliably. If entiuement is not met, then these amounts are deferred. Investrnenl income is earned on bank deposits and is recognised in the period in which il is receivable. Id) Expendlture recognltlon All expenditure is accounted for on an awruals basis and has been classified under headings that aggregale all costs related to the category. Expenditure Is recognised where there is a legal or Constructive obligation to make payments lo third parties, it is probable that the settlement will be required, and the amount of the obligation can be measured reliably. It is categorised under the followng headings.. Costs of raising funds,. and Expenditure on charitable activities. Irrecoverable VAT is charged as an expense against the activity for which expenditure arose. le} Support costs allocation Support costs are those that assist the work of the Charity bul do not directly represent charitable activities and include office costs, professional fees and govemanTr costs. They are incurred directly in support of expenditure on the objects of the Charity and include project management carried out at the Charity's Headquarters. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent wth use of the resources. Fund-raising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating inforniation in support of the Charitable activities. The analysis of these costs is included in nole 3. 24
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES {continuedl In Debtors and Creditors receivable I payable within one period Debtors and creditors with no slated interest rale and receivable or payable within one period are recorded al transaction price. Any losses arising from impaimient are recognised in expenditure. Ig) Cash at bank and in hand Cash at bank and in hand indudes cash and short term highly liquid investments with a short malurily of three months or less from the dale of acquisition or opening the deposit or similar account. (h) Employae bonofits When employees have rendered setvice to the Charity, short-lerm employee benefits lo which the employees are entitled are recognised at the undiscounled amount expected lo be paid in exchange for that servi. The Charity operates a defined contribution plan for the benefit of its employees. Contributions are expensed as they become payable. 11) Golng concem The financial statements have been prepared on a going concern basis as the Trustees believe that no material UnrtaIntieS exist. The Trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the Charity lo be able to contsnue as a going cOnrn. lil Judgements and key sources of estimation uncertainty Key sources of estimation uncertainty The key assumptions concerning the future 2nd other key sources of estimation uncertainly at the reporting date that have a significant risk of causing a material adjLJstsnent to the carryng amounts of assets and liabilities within the next financial period indude.. Deferred income Income is recognised when the charity has entitlement to the funds, any performance conditions attached lo the income have been met, it is probable that the income will be received and the amount can be reliably measured. Allocation of support costs The allocation of support costs on an activity basis is an estimate, including the allocation of supwrt costs lo restricted funds where applicable. Ik} Financial instruments The Charity only has financial assets and liabilities of a kind that qualify 88 basic financial inslrumenls. Basic finanaal instruments are initially reeognised al transaction value and subsequently measured at their settlement value with the exception of financing transactions that don't qualify as concessionary loans. which are subsequently measured at amortised cost using the effective interest method. 25
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 INCOME FROM DONATIONS AND LEGACIES 2024 2023 Gifts and donations re1vable Fundraising and communication Donated services 1.005,204 114,972 126,677 462,263 15.024 1.120,176 603,964 Total income from donations and legacies activities wd8 £1,120,176 {2023 £603,964) wds attributable to restrieled funds 2nd £173,531 12023 £57,917) was attributable lo unrestricted funds. ANALYSIS OF EXPENDITURE Basis of allocation Raising funds Charitable Activities Total 2024 Costs directly allocated Staff costs Fundraising costs Communicab'ons costs Patient services Total directly allocated costs Direct Direct Direct Direct 143,147 82,803 37,122 438,374 581,521 82,803 49,840 125,413 839.576 12,718 125,413 576.505 263.071 Support costs allocated to actlvltles Management and admin Communication and IT Other office expenses Bank charges Audit fees Legal fees Total support costs Total expenditure Usage Usage Usage Usage Governance Governan 208,553 37,194 7,281 529 7,920 648 262,125 838,630 208,553 40,615 7,281 529 7,920 648 265,546 1,105,122 3,421 3,421 266,492 ANALYSIS OF EXpENDuRE ON CHARITABLE ACTIVITIES Direcuy allocated costs Support costs (excluding Govemancel Support Costs (Governan) Totsl Caseworker bedside support. Peer Support and National Offer 576,505 253,557 8,568 838,630 576,505 253,557 8,568 838.630 Expenditure on charitatle aclivibes was £838,63012023.' £762,362), of which £162,514 {2023.' £51,275) was allribthable to restricted and £676,11612023.' £7110871 was attributable to unrestricted funds. 26
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 AUDITOR'S REMUNERATION 2024 2023 Fees payable to the Charity's auditor for the audit of the Charity's annual accounts 7,920 7,920 7.920 7.920 6 TRUSTEES, AND KEY MANAGEMENT PERSONNEL REMUNERATION AND EXPENSES The Trustees neither reiVed nor waived any remuneration during the period. The total amount of em 0Yee benefits reiVed by Key Managemenl Personnel is £251,965. The Trustees did not have any expenses reimbursed during the period. STAFF COSTS AND EMPLOYEE BENEFITS The average monthly number of employees and full lime equivalent IFTE} during the period was as follows.. 2024 Number 2024 2023 Number 2023 FTE Service development and delivery Fundraing and Communication Corporate services 17 17 15 15 The total staff costs and employee benefits was as follows: 2024 2023 Wages and salaries Social security Defined contribub'on pension costs 661,278 70.217 35.707 767,202 564,181 62,340 30,384 656,905 There were two employees12023'. one) who received total employee benefits lexcluding employer pension costs) of more than £60,000. FIXED ASSETS Computer equlpment Total Cost brought fonvard Additions 10,438 5,222 10,438 5.222 At 31 March 2024 15.659 15.659 Accumulated Depreclatlon brought forward Charge for the year 1,534 3,765 1,534 3,765 Al 31 March 2024 5.299 5.299 Net book value Al 31 March 2024 10.360 10.360 27
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 DEBTORS 2024 2023 Trade debtors Prepayments other debtors 35.200 71.258 3.381 109,839 10,206 18,226 3,098 31,350 There was no provison for impairment of trdde debtors in either the current or prior period. 10 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE PERIOD 2024 2023 Trade creditors Taxes and social security Deferred income Accruals Other creditors 8,244 20,111 131.394 18,251 12,484 190,484 13.104 15.422 100,938 13.138 5,925 148,527 Deferred income 2024 2023 Deferred income at start of period Released from previous periods Resources deferred in the period Deferred income at end of period 100,938 {100.9381 131,394 131.394 68,750 168,7501 100.938 100.938 At the balan sheet date, the charity was hotding funds reiVed in advan in resped of uneamed inwme from perf0mlan related grants. 11 FUND RECONCILIATION Restricted funds Balance at 1 April 2023 Balance at 31 March 2024 Income Expenditure Transfers Restricted Funds 9,755 173,531 1162,514) 20.773 9,755 173,531 162,513 20.773 28
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 FUND RECONCILIATION (continued) Unrestricted funds Balance at 1 April 2023 Balance at 31 March 2024 Income Expenditure Transfers Unrestricted 199,296 946,761 1942,6081 203,449 199,296 946,762 942,609 203,449 Purposes of restrlcted funds Kings Chambers provide funding lo reuuit and SUPFXJrt an Outreach Worker with the purpose of engaging with more people across the major trauma network and supporting an increased number of major trauma patients. There is some Grant income that is restricted to certain locations, non-salary related costs of providing essentials after major trauma and soldy used for the charitable objects of the organisalion. Unrestrfcted general funds Include: al Amounts to fund all charitable activities. bl Amounts to fund all support and g0Veman costs. 12 ANALYSIS OF ASSETS BETWEEN FUNDS Fund balances at 31 March 2024 are represented by: Unrestricted Designated Restricted funds funds funds Total Fixed assets Cash other current assets I liabilities Total 10,361 273,733 180,646} 203,448 10,361 294,506 20,773 20,773 224,221 13 RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2024 2023 Net income for period Interest receivable Depreciation and impaimienl of langitrAe fixed assets 15.170 {1161 3.765 1376,4261 1128) 1,534 18.819 (375.020) Changes in wortfing capital.. Ilncrease}Idecrease in debtors Increaselldecreasel in creditors Net cash flow from operating activities 178.3091 41.957 117.5331 (19,1261 35,398 (358.7481 29
DAY ONE TRAUMA SUPPORT NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 14 PENSIONS AND POST-RETIREMENT BENEFITS a) Defined contribution pension plans The Charity operates a defined contribution pension plan for its employees. The amount recognised as an expense in the period was £35,70712023 £30,384). The defined contribution liability as al 31 March 2024 is allocated to unrestricted funds and amounted lo £nil 12023 £nill. 15 FINANCIAL INSTRUMENTS The carrwng amounts of the Charity's finanaal instruments are as follows= 2024 2023 Financial assets Finaneial assets measured at amorbsed cost 294,506 294,506 317,144 317,144 Financial liabilities Financial liabilities measured at amortised Cost 169,757 169,757 137,738 137,738 30