2025-03-31-accounts

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Helpforce Community Annual report and Financial statements For the year ended 31 March 2025

Charity number: 1199824 Company number: 10919485

Contents
Introduction	3
About Helpforce	4
Annual report	5
Our helpforce year in numbers	5
Delivering Impact - Waiting well	6
Delivering Impact - Getting well	7
Delivering Impact - Recovering well	8
Delivering Impact - Living well	9
Building the workforce - ‘Volunteer to Career’	10
Our priorities for the future	11
Delivering Impact - Working with funders	12

Reference and Administrative Details
of the Charity, its Trustees and Advisers	13
Trustees’ report	14-21
Independent Auditors, Report	22-25
Statement of Financial Activities	26
Balance Sheet	27
Statement of Cash Flows	28
Notes to the Financial Statement	29-39

Introduction

A warm welcome to Helpforce’s Annual report for 2024-25 - a year that has seen the charity take purposeful strides towards transforming volunteering �� external and internal change.

Jayne Blacklay Amerjit Chohan Chair Chief Executive

During a period in which healthcare services have continued to weather immense pressures, alongside an overhauling of NHS structures in England, the consistent contribution of dedicated volunteers to the nation’s health and wellbeing has been of critical importance.

By providing unrivalled volunteering knowledge, data, and analysis to NHS and community partners, Helpforce has greatly extended its reach and impact – measurably improving the lives of more �� volunteers.

A standout achievement concerns �� Back To Health programme, which was established in 2022 to help people across the UK live well, wait well, get well, and recover well, through the support of volunteers. In February 2025 we hit the incredible milestone of ‘one million people reached’ and, in recognition, we were delighted to be awarded a GSK Impact Award – a highly sought-after accolade for

healthcare charities in the UK.

We’ve also seen continued growth in our innovative Volunteer to Career programme, which empowers people to transition from volunteering roles to frontline healthcare careers or training. Partnering with 61 organisations – such as NHS Trusts and hospices – we’ve helped address healthcare workforce shortages by supporting people from all walks of life to secure permanent roles, including as healthcare assistants, mental health support workers and assistant physiotherapists.

For the longest time, volunteering was overlooked by healthcare leaders and considered a ‘nice to have’. But since its formation eight years ago, Helpforce has dispelled that view as a strategic error. Through our evidence-based programmes, we’ve proved that the voluntary and community sector hold a wealth of potential to contribute to the operational and strategic objectives of healthcare organisations.

Back in September 2024, Lord Darzi’s report diagnosed a crisis in our NHS. We know the voluntary ��

working with the government to get services back on their feet. We’re continually engaging with healthcare leaders to help bring about the changes required: shifting care closer �� waiting lists, driving productivity in ��

The beginning of 2025 saw the charity wave a fond farewell to �� successful years as Chief Executive and is succeeded by Amerjit Chohan who brings 30 years’ experience of growing health charities to the role. Meanwhile, Jayne Blacklay succeeded Anna Dixon MP as Chair. A Strategic Adviser for the Foundation Group of Trusts in the Midlands, Jane has been a Helpforce trustee since the charity’s formation in 2017.

With the continued support of our generous funders, forwardthinking partners, and highly �� we’re optimally poised to pursue our vision of a nation where volunteering is integral to healthcare at its very best.

About Helpforce

Helpforce is the only UK charity solely focussed on advancing high-impact volunteering across healthcare.

The nation’s healthcare systems face many �� Volunteers are already part of the solution - and they could play an even bigger role.

With NHS and community partners, we have built unrivalled experience and evidence of the contribution volunteering makes to the wellbeing ��

Our Vision… is for a nation where volunteering is integral to healthcare at its very best

We bring specialist knowledge and tools to alliances, working with organisations to establish and evaluate volunteering solutions that get to the heart of their challenges.

We have established that 87% of healthcare �� service they can provide; while 82% of people supported through volunteer-led healthcare report reduced anxiety.

Our Mission… is to transform volunteering across healthcare, delivering �� patients, professionals and communities

“Tens of thousands volunteers currently support our precious NHS - we want to optimise and grow this incredible pool of talent. But there’s also an enormous opportunity to unlock the capacity and capability of the 6.5m people who volunteer in local communities.”

Amerjit Chohan, Helpforce CEO

Annual report

Our year in numbers

�� we hit the milestone of over 1 million people reached, including:

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Our expert analysis showed that:

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Thanks to our supporters and alliances, we:

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Annual report

Delivering Impact - Waiting well

As Lord Darzi set out in his review of the NHS, waiting times �� the past 15 years and reversing ��

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The impact of sustained long waiting lists can be moderated by helping people to ‘wait well’

Case study

Helpforce is supporting Hillingdon Hospitals NHS Foundation Trust and voluntary sector organisation Third Sector Together to establish and evaluate a community-based call centre, helping people to ‘wait well’. The project focuses on a Primary Care Network area with high levels of deprivation and health inequality, with an initial focus on ophthalmology �� people don’t get the right treatment at the right time.

and identifying any useful referrals to community services. Volunteers can escalate concerns, prompting a Trust �� patients are concerned their eyesight is worsening.

�� volunteers call patients to remind them of their appointment and explore how the individual has been managing �� experienced. The volunteers then take any necessary actions, such as providing guidance about the appointment, reassuring patients,

The scheme has driven a 15% relative reduction in the level of missed ophthalmology appointments for patients living in the target area (from 13.2% to 12.2%). Furthermore, the reduction was even higher for those living in neighbourhoods with high deprivation (17.3% to 12.2%).

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Fiona Hill, Managing Director, Third Sector Together

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Sara Miles, Helpforce Programme Manager

Annual report

Delivering Impact - Getting well

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�� programmes that meet these �� and providing transport to ��

Case study

the service over several years, Helpforce recently applied its evaluation expertise to assess the ongoing impact of the initiative. We were able to calculate that the service is enabling the Trust to avoid outsourced transport costs of over £80,000 per year, with 98% of patients reporting that it helped them feel less anxious – demonstrating an outstanding impact on wellbeing in addition to practical support.

In the North East, a group of unassuming men and women start up their cars - week in, week out - to make a truly remarkable contribution to their local community.

The Volunteer Drivers’ Service, operated by North Tees and Hartlepool NHS Foundation Trust, helps people who are discharged from hospital to get home swiftly and safely, as well as providing transportation to and from outpatient appointments. They even collect and deliver orthotics equipment to people’s homes – such as splints and braces.

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of patients reporting that the service
helped them feel less anxious
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Having been involved in developing

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Paul Wharton, Head of Volunteering North Tees NHS Foundation Trust

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Kate Crossan, Helpforce Senior Data & Impact Analyst

Annual report

Delivering Impact - Recovering well

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Falls cost the NHS around £2.3 billion per year and studies have indicated that a tailored exercise programme can decrease falls by

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Maeve Hully, Helpforce Director of Volunteering

Case study

Kingston and Richmond NHS Foundation Trust in London extended its gold-standard Falls Prevention initiative this year. Dedicated volunteers receive specialist training in how to support patients with post-hospital rehabilitation exercises.

visits the patient on a weekly basis to help them to undertake their exercises, providing encouragement and motivation – as well as a friendly face and someone to enjoy a cuppa with. Gradually, patients gain strength �� they can return to activities that bring independence and happiness – whether it’s getting on a bus to go grocery shopping or visiting grandchildren. The project resulted in a 32% increase �� improved care quality.

�� home, the volunteer is accompanied �� carefully explains and demonstrates the prescribed exercises, taking time �� the movements. Then, over the course of a two-month period, the volunteer

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Jo Farrar, Chief Executive, Kingston and Richmond NHS Foundation Trust

Jackie Harris received falls prevention support after returning home from a hospital stay. “The exercises aren’t �� legs and hips strong. I got encouragement from my excellent volunteer.“

Annual report

Delivering Impact - Living well

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Kate Crossan, Helpforce Senior Data & Impact Analyst

Case study

Holme Farm is a volunteer-led �� activities such as a community garden, biodiversity activities, arts and crafts sessions, and upcycling of donated items. Their aim is to promote and encourage health, wellbeing and community, providing a therapeutic environment where people within Surrey can socialise, learn and thrive. A well-established service, Holme Farm needed to negotiate the lease of its site and attract funding to secure its future. Yet, as a volunteer-led organisation, it struggled with the expertise and resource to evaluate its inspiring contribution

Using our Insight & Impact evaluation service, we applied tested methodology to determine Holme Farm’s contribution to the health and ��

250 individuals, conducted further in-depth interviews, gathered testimonials from partner organisations, and found that:

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lonely or isolated

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■ 84% had their expectations met or exceeded

Gareth, aged 22, was referred to Holme Farm after reaching crisis point and feeling suicidal. He initially attended for just two hours a week, but is now at the site almost every day, taking part in gardening. “When you talk to people here, they know what you’re going through. You don’t have to keep explaining yourself.”

�� to the mental and physical health of those using the hub, we were also able to demonstrate the likely impact on local GP and mental health services if it were to close. The data helped this fantastic community resource build a compelling business case, supporting its long-term viability.

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Ronnie Kendall, Holme Farm founder

Annual report

Building the workforce - ‘Volunteer to Career’

�� In the NHS, around 107,000 NHS ��

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267 of 403 volunteers secured employment of further education/training

people supported �� helped by the projects

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Mark Burrett, Helpforce Programme Manager

Case study

Raahat Shah was about to embark on a university chemistry degree when a �� Related Macular Degeneration – gave him a life-changing opportunity.

to be part of the clinical world. When he learned about ‘Volunteer to Career’, he eagerly applied and spent a year �� a chance to observe cataract eye surgery. “It was amazing. I knew there and then that I wanted to be an eye surgeon.”

Sitting through his grandad’s eye �� gave Raahat such a buzz of excitement that he immediately knew he wanted

Thanks to Helpforce, Rahaat is ��

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through a graduate medical training course and currently on a surgical placement at Basingstoke Hospital. He has a very proud granddad.

Annual report

Our priorities for the future

Across the UK, healthcare services are under intense strain. Most of us will have witnessed hospital corridors full of patients on trolleys. Sadly, many will also have experienced unthinkable waits for ambulances to attend the homes of loved ones in need. And for those unable to work or enjoy basic daily pleasures because they are stuck on long waiting lists for surgery, life can seem bleak.

Add in the fact that we have an increasingly ageing population, an obesity crisis, a poor track record of diagnosing cancer early, and persistent NHS workforce issues – it’s perhaps unsurprising that some commentators feel the problems are insurmountable.

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With bold leadership, innovation, strategic investment, and the collective determination of everyone involved in delivering services, we believe that healthcare can get back to being its best - with volunteering playing an integral role.

Helpforce has proven solutions to some of the biggest challenges facing healthcare. Through incredible partnerships, our evidence-based programmes have been tested at scale – and shown to work.

We would never suggest that volunteering is an answer to all of �� contribution to make. To maximise �� to reach every NHS Trust, ambulance

service, hospice, and local community enterprise with our trusted expertise. We will build towards this by:

Assembling scalable coalition models with the NHS, voluntary and community sector, and private enterprise - pooling funding and resources
Relentlessly demonstrating value proposition, with robust ROI measurement baked-in to every project
Strengthening our brand and gaining recognition as the UK’s leading organisation for healthcare �� with health leaders
Aligning our strategy with the NHS 10 Year Health Plan, trailblazing ‘shift to community’ success

“I passionately believe that we have an opportunity to unleash the full potential of healthcare volunteering to measurably improve the lives of patients, �� volunteers themselves.

Forging strong alliances with respected organisations, gaining endorsement to help extend our reach

Paddy Hanrahan, Helpforce Director of Strategy & Innovation

Annual report

Delivering Impact – Working with funders

�� foundations and statutory funders ��

�� with Integrated Care Systems �� that optimise partnerships with ��

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The ‘Back to Health’ pathway has been Helpforce’s key vehicle to help people across the UK live well, wait well, get well, and recover well. Recent National Lottery Community Fund support enabled extended rollout.

“We were delighted to award Helpforce £876,240 for its ‘ICS Back to Health Programme’, allowing the charity to establish six place-based volunteering projects with Integrated Care Systems , focusing on how the NHS and Voluntary, Community, and Social Enterprise sector can work more closely together to help patients attend their �� well at home. “

Helpforce was delighted to recently be awarded £1.2m from Oak Foundation over the next three years. The grant helps bolster the charity’s reputation as a credible and expert partner to healthcare and community organisations - designing, establishing, evaluating and growing the volunteering services that ��

“It’s an enormous privilege to be supported by Oak. This incredible funding will help �� volunteering in healthcare to a new level”

Amerjit Chohan Chief Executive Helpforce

Ruth Bamford Funding & Relationship Manager, National Lottery Community Fund

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��21

J Blacklay

�� Jayne Blacklay (Aug 21, 2025, 12:24pm) ��

Thank you!

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Our supporters this year

The National Lottery *The Oak Foundation * The Burdett Trust for Nursing * The Gar�eld Weston Foundation�
- The John Armitage Charitable Trust * The Peacock Charitable Trust�
PF Charitable Trust * GSK Award * Swires Charitable Trust * The Schroder Foundation

And on our journey to here

Health Education England * Advent International * Optum Services * The Gaudio Family��
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 - The Sequoia Trust * The Royal Voluntary Service��
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WCVA * Sir Thomas Hughes Hallett * The Said Family Community Fund * Telstra Health UK
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    - *Circle Integrated Care�
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- The Dulverton Trust * Peter Sowerby * Andrew Denton * Andrew Page��
The Hon P Gibson Charitable Trust * Peter Vardy Christmas Campaign * Henry Old�eld Trust�*
The Honourable Michael Samue The Sobell Foundation * Famsa Foundation�The Golden Bottle Trust

HELPFORCE COMMUNITY

Independent Auditor’s Report to the Members of Helpforce Community

OPINION

ended 31 March 2025 which comprise the statement of financial acAviAes, the balance sheet, the statement of cash flows and notes to the financial statements, including a summary of significant accounAng policies. The financial reporAng framework that has been applied in their preparaAon is applicable law and United Kingdom AccounAng Standards, including Financial ReporAng Standard 102 The Financial ReporAng Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted AccounAng PracAce).

its incoming resources and applicaAon of resources, including its income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted AccounAng PracAce; and
have been prepared in accordance with the requirements of the Companies Act 2006

BASIS FOR OPINION

We conducted our audit in accordance with InternaAonal Standards on AudiAng (UK) (ISAs (UK)) and applicable law. Our responsibiliAes under those standards are further described in the Auditor’s responsibiliAes for the audit of the financial statements secAon 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 responsibiliAes 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.

CONCLUSION RELATING TO GOING CONCERN

accounAng in the preparaAon of the financial statements is appropriate.

or condiAons that, individually or collecAvely, may cast significant doubt on the charitable company’s ability to conAnue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

OTHER INFORMATION

The other informaAon comprises the informaAon included in the Trustees annual report, other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other informaAon contained within the annual report. Our opinion on the financial statements does not cover the other informaAon and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other informaAon and, in doing so, consider whether the other informaAon is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we idenAfy such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other informaAon, we are required to report that fact.

We have nothing to 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:

year for which the financial statements are prepared is consistent with the financial statements; and
the directors’ report has 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 idenAfied material misstatements in the directors’ report.

We have nothing to report in respect of the following ma=ers in relaAon to which the Companies Act 2006 requires us to report to you if, in our opinion:

adequate and proper accounAng records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
disclosures of directors’ remuneraAon specified by law are not made; or disclosures of directors’ remuneraAon specified by law are not made; or
we have not received all the informaAon and explanaAons we require for our audit; or
companies’ regime and take advantage of the small companies’ exempAons in preparing the directors’ report and from the requirement to prepare a strategic report.

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the Trustees’ responsibiliAes statement set out on page 21/22, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparaAon of the financial statements and for being saAsfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparaAon of financial statements that are free from material misstatement, whether due to fraud or error.

ability to conAnue as a going concern, disclosing, as applicable, ma=ers related to going concern and using the going concern basis of accounAng unless the Trustees either intend to liquidate the charitable company or to cease operaAons, or have no realisAc alternaAve but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

IrregulariAes, including fraud, are instances of non-compliance with laws and regulaAons. We design procedures in line with our responsibiliAes, outlined above, to detect material misstatements in respect of irregulariAes, including fraud. The extent to which our procedures are capable of detecAng irregulariAes, including fraud, is detailed below:

We gained an understanding of the legal and regulatory framework applicable to the Charity and the sector in which it operates and considered the risk of the Charity not complying with the relevant laws and regulaAons including fraud in parAcular those that could have a material impact on the financial statements. This included those regulaAons directly related to the financial statements, including financial reporAng, and tax legislaAon. In relaAon to the operaAons of the Charity this included compliance with the ChariAes Act 2011 and SORP 2019.

The risks were discussed with the audit team and we remained alert to any indicaAons of non-compliance throughout the audit. We carried out specific procedures to address the risks idenAfied.

These included the following:

Review of legal fees incurred;
Reviewing minutes of Director Board meeAngs;
Enquiring of management, including those charged with governance;
Reviewing key accounAng policies and esAmates
Reviewing relevant correspondence with the chariAes commission

To address the risk of management override of controls, we reviewed systems and procedures to idenAfy potenAal areas of management override risk. In parAcular, we carried out tesAng of journal entries and other adjustments for appropriateness. We also assessed management bias in relaAon to the accounAng policies adopted and in determining significant accounAng esAmates.

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

A further descripAon of our responsibiliAes is available on the Financial ReporAng Council’s website at: www.frc.org.uk/auditorsresponsibiliAes . This descripAon forms part of our auditor’s report.

USE OF OUR 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 state to the charitable company’s members those ma=ers we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permi=ed by law, we do not accept or assume responsibility to anyone other than the charitable company, the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Michael Cooper-Davis FCCA ACA (Senior Statutory Auditor)

For and on behalf of Price Bailey LLP (Statutory Auditors) 3[rd] Floor 24 Old Bond Street London W1S 4AP

Date: 21 August 2025

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	Direct	Support
	Costs	Costs	Total	Total
	£	£	£	£
Staff costs	1,198,256	108,048	1,306,304	1,260,319
Professional services	9,079	109,142	118,221	85,890
Other costs	130,257	52,970	183,227	220,752
Total Expenditure on
Charitable Activities	1,337,592	270,160	1,607,752	1,566,961

to 31 Mar 2024	1,328,933	238,028	1,566,961

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	Raising Funds	Raising Funds	Charitable Activities	Total	Total
	to 31	Mar	to 31 Mar	to 31 Mar	to 31 Mar
	2025		2025	2025	2024
	£		£	£	£
Staff costs		4,815	108,048	112,863	133,142
Governance		1,389	31,180	32,569	35,314
Insurances		349	7,841	8,190	9,225
Other professional services		3,633	81,516	85,149	21,679
Of�ce space		1,330	29,843	31,173	27,258
Other costs		523	11,732	12,255	18,047
Total Expenditure on Support
Costs	12,039		270,160	282,199	244,665

To 31 Mar 2024		6,637	238,028	244,665

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|||| |---|---|---| |Year to|Year to| |31-Mar-25|31-Mar-24| |£|£| |Wages and salaries|1,159,957|1,108,983| |Social security costs|134,638|125,321| |Pension costs|62,966|60,411| |1,357,561|1,294,715|

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The average monthly number of employees during the year was as follows:

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||| |---|---| |2025|2024| |20|21|

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

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help@helpforce.community www.helpforce.community helpforce

Helpforce Community Annual report and Financial statements For the year ended 31 March 2025

Contents

Introduction

About Helpforce

Annual report

Our year in numbers

Our expert analysis showed that:

Thanks to our supporters and alliances, we:

Annual report

Delivering Impact - Waiting well

Case study

Annual report

Delivering Impact - Getting well

Case study

Annual report

Delivering Impact - Recovering well

Case study

Annual report

Delivering Impact - Living well

Case study

Annual report

Building the workforce - ‘Volunteer to Career’

Case study

Annual report

Our priorities for the future

Annual report

Delivering Impact – Working with funders

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Thank you!

Our supporters this year

And on our journey to here

HELPFORCE COMMUNITY

Independent Auditor’s Report to the Members of Helpforce Community

OPINION

BASIS FOR OPINION

CONCLUSION RELATING TO GOING CONCERN

OTHER INFORMATION

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

RESPONSIBILITIES OF TRUSTEES

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

USE OF OUR REPORT

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