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
LeI￿stershire
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 servi￿8
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 reque￿ed
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
. Cout￿ling
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 Se￿Ice-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 Se￿ice 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 prO￿dureS 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
resour￿8 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 Un￿rtaInlieS 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 cOn￿M 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 InStan￿S 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 incC￿e 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 servI￿s. A CO￿espOndIng amount is
rec￿nISed 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 Un￿rtaIntieS 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
cOn￿rn.
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 re￿1vable
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 EXpEND￿uRE 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 re￿iVed nor waived any remuneration during the period.
The total amount of em ￿0Yee benefits re￿iVed 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
Fundrai￿ng 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 re￿iVed 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