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St John Int•rnational Annual R•port 2023
## **St John International Annual Report 2023**
|**Message from Professor Mark Compton, Lord Prior**|1|
|---|---|
|**Who is St John International?**|5|
|**Our Impact**|7|
|**Our Values**|8|
|**Our Future Plans**|35|
|**Financial Review of the Year**|36|
|**Structure and Governance**|45|
|**Grand Council, Committees and Advisers**|52|
|**Independent Auditors' Report**|57|
|**Statement of Financial Activities for the Year Ended 31 December 2023**|62|
|**Balance Sheet as at 31 December 2023**|63|
|**Statement of Cash Flows for the Year Ended 31 December 2023**|64|
|**Notes to the Financial Statements**|65|
St John International ("SJI") is the working name of The Most Venerable Order of the Hospital of St John of Jerusalem and is also known as The Order of St John (“the Order”).
_Front Cover Photo Credit: Mr Trevor Lepping and Mr. Dickson, St John Ambulance Solomon Islands_
**St John International Annual Report 2023**
## **Message from Professor Mark Compton, Lord Prior**
2023 was a vintage year for the Order of St John, and it is both a pleasure and a great privilege to be leading the Order, always, but especially at such an exciting time. I was honoured to be part of the King’s Procession at the Coronation of our new Sovereign Head, His Majesty King Charles III in May. This followed being granted a private audience with His Majesty at Buckingham Palace in March of the same year. During that audience, His Majesty expressed strong support for our work, and keen interest in St John’s worldwide activity, particularly with young people.
Uniting the global St John family around the Order’s Values, our Mission and the goals of our exciting and ambitious strategy remains at the heart of the Order’s efforts to serve our Lords, the Sick and the Poor, everywhere we work. In forty-four Establishments (11 Priories and 33 Associations), hundreds of thousands of St John volunteers and staff work with their communities to provide excellence in first aid and community healthcare. In doing so, they are helping to build resilient communities from Vancouver to the Solomon Islands.
_Professor Mark Compton, Lord Prior Photograph: Julian Calder_
**St John International Annual Report 2023**
**01**
In 2023, I saw first-hand the work of St John in Canada addressing mental health needs and providing life-saving assistance to the victims of opioid overdoses and was able to visit volunteer firefighters on the fireground at Calabogie, Ontario and extend the hand of friendship from St John and thank them for their volunteer service in the midst of terrible wildfires. During an excellent Grand Council in New Zealand, I witnessed the world-class ambulance services provided by St John and heard about their work to reflect the diversity of New Zealand’s people in everything they do.
This report highlights many other examples of how St John is making a difference every day. In 2023 we trained more than 2.2 million people in first aid, giving every one of them the tools, knowledge and confidence to step forward to save a life. We assisted over a million people with our ambulance services and more than 850,000 people received community healthcare from St John. Our impact is real, immediate and lasting as we build stronger communities through our work.
_Audience with HM The King, March 2023_
_Investiture of HE The Hon Chris Dawson AC APM, Jan 2023_
_TEC Meeting, International Women’s Day 2023_
_Investiture of the Prior of England, March 2023_
**St John International Annual Report 2023**
**02**
_Our Lord Prior in King Charles III's Coronation Procession_
_St John Volunteers on duty at Government House Sydney for HM The King’s Official Birthday Parade and Reception_
However, as we continue to strengthen and consolidate our current activities and reach, we want to do more, in more places. We have therefore launched a major fundraising initiative at the international Order level to support our global work, including extending our highly successful Mother and Baby programme beyond the four African countries where it now operates. I wish to thank Sir David Hempleman-Adams KCVO OBE for agreeing to take on the role of Ambassador for Special Projects and lead this fund-raising initiative. We have made good progress already and look forward to momentum building in the coming years.
Underpinning everything we do are the values which have defined St John from its very beginnings a thousand years ago. Our care is available to anyone regardless of race, religion, political views or ability to pay. These principals are important everywhere but have been drawn into sharp focus by the terrible events in the Holy Land in October and the conflict which continues. It has had an immediate impact on our dedicated team in Gaza and their colleagues in Jerusalem and the West Bank. Their dedication and courage represent the very best of St John and we stand with them; we thank them, and we admire and respect their dedication, professionalism and courage.
_Meeting The Chancellor, Joanne, “Happy” and the Deputy Chancellor in Canada_
**St John International Annual Report 2023**
**03**
We’re working on ambitious plans for the future, underpinned for the first time by a full set of data covering of the whole of the St John family provided by our first ever health and management survey. Our aim is continuously to improve the quality and scale of the training and care we provide around the world, so that we can say with confidence that we represent the Gold Standard in everything we do.
Our amazing organisation is very much community-based. Local activities in local communities, conducted locally by incredible St John people. But those local activities are part of and contribute to our wonderful worldwide Order. Every time each of us do something locally, we are doing that as part of the worldwide family of St John. The Order is both a Crown Order of Chivalry and a large international healthcare organisation which seeks to be a leader in first aid and medical responses to community healthcare needs. It’s good for all of us to stop and reflect from time to time about the scope and scale of our organisation and how each of us contributes to our global success. Our Order is nothing without its Members and the hundreds of thousands of dedicated, skilled and compassionate St John people who work every day “For the Faith and in the Service of Humanity”.
_St John Ambulance Day, Ottawa, June 2023_
_Grand Council, New Zealand, September 2023_
_Promoting St John Ambulance Cymru’s Bucket Hat Campaign at Grand Council 2023_
**St John International Annual Report 2023**
**04**
## **Who is St John International?**
## **We lead in first aid and community healthcare.**
The Order of St John’s International Office in London supports St John operations around the world to deliver. It provides practical (including financial) support, guidance, and strategic direction to help all 44 St John establishments work towards our shared goal of being leaders in first aid and community healthcare.
Underpinning our global strategy, adopted in 2020 is a new regional approach putting the expertise of our largest and most experienced establishments, the Priories, at the service of the smaller Associations as they grow in scope and expertise to deliver more valuable help to more people in the forty-four countries where we are present.
The International Office has supported regional meetings, brought together communities of practice to facilitate the sharing of best practice, and supported regional leaders to resolve challenges with governance and leadership in establishments identified by the trustees as presenting a risk to the Order’s output or reputation.
St John is an international family of charities whose mission is to lead globally in First Aid and medical responses to community healthcare needs. Our vision is to enhance the reach and effectiveness of St John globally through focus on our mottoes: Pro Fide : Pro Utilitate Hominum For the Faith and For the Service of Humanity.
**St John International Annual Report 2023**
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We are guided by our Objects:
- To encourage all that makes for the spiritual and moral strengthening of humanity;
- To encourage and promote all the work of humanity and charity for the relief of persons in sickness, distress, suffering or danger without the distinction of race, class or religion; and
- To render aid to the sick, wounded, disabled or suffering.
Underpinning our work wherever we operate are the values which define us. Our values also provide a direct link to our roots a thousand years ago and provide direction and definition to what we do and how we do it.
St John is so many things to so many people and yet, at its heart it is a programme to build community resilience – which looks different on the ground in different places. In this year’s Annual Report, we’ve broken down our impact into stories highlighting the key services we offer around the world: First Aid, Ambulance Services, Eye Care, Medical Responses to Community Healthcare and our Mother and Baby Programme.
_Charterhouse Mews, London_
**St John International Annual Report 2023**
**06**
## **Our Impact**
**----- Start of picture text -----**
12,250 paid staff members
161, 321 dedicated
volunteers worldwide
more than half of them
younger than 18
1.8million+ emergencies responded to, and
In 2023... people treated, worldwide
1,092,289 assisted by ambulance
850,509 received care within their community
This data was collated via our annual
Measurement Exercise.
2,227,015 million
people trained in first aid
and other healthcare activities
**----- End of picture text -----**
**St John International Annual Report 2023**
**07**
## **Our Values**
## _**Respect**_
## _**Unselfishness**_
## _**Excellence**_
## _**Openness and Transparency**_
## _**Devotion**_
## _**Togetherness**_
## _**Diversity and Inclusiveness**_
## _**Faithfulness**_
_Hato Hone St John_
**St John International Annual Report 2023**
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## **First Aid Services**
## **Mental Health First Aid – St. John Ambulance Canada**
_What is the challenge?_
In response to the growing level of concern surrounding mental health injuries in the workplace, organizations are increasingly looking for opportunities to invest in training programs and resources to better support their employees’ mental health. However, the challenge of supporting mental health and wellness in the workplace is complex. Employees often face high levels of stress, anxiety, and burnout, while managers grapple with the responsibility of maintaining productivity while looking after employee well-being. Stigma surrounding mental health further exacerbates these challenges, making it difficult for individuals to seek help and support when needed.
_St. John Ambulance Canada_
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_What is the response?_
Recognizing mental health as a core component of health and wellness, St. John Ambulance Canada developed its Mental Health and Wellness for the Workplace (MHWW) training in 2020. The training focuses on peer-to-peer support in the workplace and provides practical tools for participants to support their own well-being at work. In alignment with SJA’s value of service to others, the course also focuses on how to recognize and offer support to colleagues who may be struggling with their mental health.
In 2023, recognizing the pivotal role managers play in the workplace, SJA Canada developed MHWW: Manager’s Training (MHWW-M). This course focuses on developing leadership skills that prioritize employee well-being, create supportive work environments, and assist in the effective management of mental health-related issues in the workplace.
The tailored training approach - offering a separate course for managers - allows for a learning environment where participants can speak freely about the challenges they face in their unique roles, without worrying if their employee (or employer, in the case of MHWW) will have an adverse reaction to what they share. Participants engage in important discussions surrounding mental health at work and share effective strategies and tips on building resilience for themselves and their teams.
_St. John Ambulance Canada_
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_What has been your biggest piece of learning from our work this year?_
The most significant learning from the MHWW programs this year was recognizing the vital role that managers play in creating a psychologically safe workplace. Participants in the manager’s training have gained insights into the importance of leading by example, fostering trusting relationships, and prioritizing employee well-being as a strategic imperative. By giving managers the skills and knowledge to support their teams' mental health, organizations develop cultures of care and compassion which benefit both employees and the organization.
_St. John Ambulance Canada_
**St John International Annual Report 2023**
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## **Celebrating 140 Years of St John First Aid in Australia**
## _What was the challenge?_
Help never gets old. This was a key message for St John Ambulance Australia’s 140th year anniversary campaign between June 2023 and June 2024. The intent was to convey that while times have changed, the mission of St John is as relevant today as it was in 1883. The celebratory year presented the challenge of condensing decades of history into something meaningful for today’s communities.
St John’s services in Australia are geographically and operationally diverse. Within a federated structure, the Australian Priory’s head office works alongside eight separate but collaborative state and territory entities. Together, this network encompasses over 10,000 volunteers and more than 3,000 professional staff - reaching upward of 2 million people a year. Whilst services across Australia now vary to meet community needs, one thing has remained constant over the 140-year lifespan – First Aid.
The campaign sought to highlight the historic and modern relevance of first aid, alongside the value of St John’s people and communities.
_St John Ambulance Australia_
_St John Ambulance Australia_
_St John Ambulance Australia_
**St John International Annual Report 2023**
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_What was your response?_
St John came together nationally to acknowledge the anniversary with a series of community and member events, online content, media activity and merchandise. The campaign was launched on St John’s Day with the red and green light-up of 23 buildings and monuments in major cities and towns. The launch coincided with the official date of establishment of the first St John Ambulance Association in Melbourne in 1883.
We used a comparison of ‘then and now’ – style imagery and narratives highlighting our growth from the early days of the ‘aid to the injured’ movement, to the world-class training and frontline responses of today. We conducted an Australia-wide survey to test the public’s experiences with first aid. The survey revealed that while 72 percent of Australian adults had witnessed a health emergency, more than half did not feel confident in their ability to provide first aid. This provided a call to action to undertake first aid training. The resulting media coverage was significant with mentions in metropolitan and regional news outlets across television, radio, print, digital, and social media.
_What has been your biggest piece of learning from your work this year?_
We were much clearer about the importance of communication within a federated structure. The campaign created an increased appetite for collaborative efforts and has led to further plans for how best to deliver Australia-wide communications activity with a consistency of message and experience.
**St John International Annual Report 2023**
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## **St John Ambulance Papua New Guinea First Aid Training**
Since 1957, St John Ambulance has been a proud provider of first aid services in Papua New Guinea, holding the important position of the nation’s largest first aid training provider.
Training is delivered in the nation’s capital of Port Moresby, as well as directly to worksites across and communities Papua New Guinea, which makes it easy for people to gain or maintain their first aid qualifications. Last year, the Workplace First Aid Training graduated 2,661 individuals across various industries, equipping them with Level 1-3 certificates. The First Aid in Schools (FAIS) programme provided free first aid training to 1,285 Year Nine students from selected schools nationwide, nurturing a cadre of future first aid leaders as they progress in their academic pursuits.
Additionally, for the first time, the St John team began to deliver advanced resuscitation training for hospital nurses, with 443 nurses trained in health facilities throughout Port Moresby. Complementing these efforts, our public awareness programmes reached 703 individuals, further expanding the reach of lifesaving first aid knowledge.
In total, 5,092 individuals benefited from St John's first aid training programmes last year.
## _What is/was the challenge?_
Reflecting on the experience, First Aid Training Manager Joannah Mea highlights the significant challenge of providing effective first aid training in a country characterised by diverse communities with varying accessibility, cultural backgrounds, and literacy levels.
## _What was your response?_
Addressing this challenge involved in tailoring training materials and methodologies to suit local contexts and learning styles. Central to our approach is the utilisation of end of course participant surveys, administered prior to training sessions, to tailor our delivery to the specific needs of attendees. This approach enhances participants' learning experiences, fostering confidence in applying acquired knowledge and skills.
_St John Ambulance PNG_
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_Which of our St John values does your response link to?_
Our commitment to excellence in first aid training ensures that participants leave our sessions recognising St John Ambulance PNG as the premier choice for first aid education.
_What has been your biggest piece of learning from your work this year?_
Many of our participants are pioneers in their families and communities, being the first to receive such crucial first-aid training. This highlights the continuous demand for our services.
We significantly enriched our training programmes by introducing the customised Emergency First Aid Manual for Papua New Guinea, developed in collaboration with St John Ambulance Australia Ltd. The community has given positive feedback on it.
St John is dedicated to fostering community engagement and collaboration to ensure people have access to first aid training.
_St John Ambulance PNG_
_St John Ambulance PNG_
_St John Ambulance PNG_
**St John International Annual Report 2023**
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## **Ambulance Services**
_This case study was lifted from St John Solomon Island’s Ambulance Activity Report 2023. You can read their report in its - entirety here: https://stjohn.org.sb/activity report_
## **Responding to a Premature Birth at Mbonege Beach**
_Jonah Osborn, Clinician_
Arriving at work bright and early, I was excited as I knew today marked a significant milestone. The arrival of two new Landcruiser ambulances from Australia promised a boost in our operations, and I was chosen to be the first clinician to work out of one.
As we had just finished our vehicle and equipment checks, the crackle of the radio alerted us to an urgent call from Mbonege Beach, located in the western parts of Guadalcanal. A young woman, only 18years old, was experiencing labour far too early than expected. Without hesitation, we leapt into action, grateful for the sturdiness of the Landcruisers that promised to navigate the challenging Solomon Islands terrain better than our previous Mercedes Sprinters.
Upon arrival at the scene, a crowd had already gathered around the distressed mother-to-be. With practised efficiency, I conducted a thorough assessment, swiftly moving her into the ambulance for more privacy.
After ensuring she was stable and didn't require immediate intervention, we started the journey to the National Referral Hospital. However, the journey was fraught with difficulty as the rugged road conditions exacerbated her labour pains.
As we neared the hospital, urgency hung in the air as the baby’s arrival seemed imminent. With no time to spare, we halted the ambulance and aided in the delivery, facing a tense moment when the newborn initially remained silent. I provided stimulation to the baby and eventually heard a cry, signalling signs of life that brought immediate relief.
In that pivotal moment, as I ensured the stability of both mother and child, the gravity of our work sank in. This marked the first birth in our new ambulance, a testament to the trust put in us by the community and the importance of our role in delivering crucial care where it's needed most.
Handing over the mother and the newborn to the hospital staff, I couldn’t help but reflect on the privilege of being able to make a difference in people’s lives, even amidst the challenges of remote and rugged landscapes. This experience reaffirmed the important impact of our work and the trust in St John.
**St John International Annual Report 2023**
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St John Int•rnational Annual Roport 2023
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## **Eye Care**
## **St John South Africa- A Community Eye Care Initiative**
In partnership with Sasol, a global chemicals and energy company, we collaborated on a project targeting the overlooked needs of senior citizens and individuals with disabilities in the Sasolburg communities of Deneysville and Oranjeville in the Free State Province. The absence of medical aid access due to financial constraints left many people facing visual impairments without adequate care. Our goal was to address that need by providing comprehensive eye testing, spectacle provisions, and education awareness.
The pressing need stemmed from the communities' lack of access to eye care services. Senior citizens and those living with disabilities were disproportionately affected, hindered in daily tasks, and facing unemployment because of untreated visual impairments. Recognizing this, our project aimed to offer holistic eye care services, including testing, spectacles, and education, to improve their quality of life.
Our response was multifaceted. We conducted thorough eye testing for 510 individuals, diagnosing visual impairments Through our efforts, 404 people received much-needed pairs of spectacles, significantly enhancing their visual acuity and daily functionality. We also conducted education and awareness programmes, empowering individuals with knowledge about eye health maintenance and regular check-ups. For those requiring specialized procedures, we arranged referrals to Ophthalmopathy units in nearby hospitals ensuring all those seen received the care they needed.
Our response closely aligns with the St John value of respect. By recognizing the dignity and worth of every individual, we focussed on providing essential healthcare services to marginalized communities. Upholding the dignity and well-being of those we serve reflects our commitment to respect and compassion.
_St John South Africa_
**St John International Annual Report 2023**
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The most significant learning from our work this year is the impact of simple interventions and partnering with corporates who recognise the need for and embrace our vision. Witnessing the profound difference a pair of spectacles can make in enabling someone to perform daily tasks and engage in their livelihood is the best possible example of providing accessible healthcare services. Our experience emphasizes the need for continuing advocacy and action to address healthcare needs and ensure equal opportunities for all to lead healthy lives.
In conclusion, our collaboration with Sasol shows the transformative power partnership to provide compassionate and inclusive healthcare initiatives guided by respect and dignity. Through our joint efforts, we have made significant strides in improving well-being and quality of life for vulnerable populations, reflecting St John's enduring commitment to serving humanity with compassion and excellence.
_St John South Africa_
_St John South Africa_
_St John South Africa_
**St John International Annual Report 2023**
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## **St John Eye Hospital – Resilience of Service**
The war in Gaza continues to take a profound toll on the territory, its people, and the work of the Eye Hospital.
The hospital’s dedication to excellence and devotion to serving the people of this region, as it has been doing for over 140 years, received global recognition in 2023 with the awarding of the Champalimaud Vision Award.
As the single largest provider of expert eye care in the region, the St John of Jerusalem Eye Hospital Group treats 40,000 people every year in Gaza.
That work came to an abrupt halt after October 7th 2023 as hospital staff sought refuge in the south. The result is not only a mounting backlog of patients but many more now in need of treatment.
SJEHG remains transparent in its communication with supporters from within the St John global family and beyond keeping them informed about the crisis’s developments and its impacts on the hospital. The biggest challenge the hospital now faces is reestablishing its services in Gaza.
Meanwhile, increased hostilities and movement restrictions seriously impacted the numbers of patients seeking treatment in Jerusalem and the West Bank. Yet, even in the most adverse of conditions, hospital staff worked selflessly to ensure the continuity of care to patients in the region.
The hospital in Hebron and clinic in Kufor Aqab expanded the range of services on offer, and within weeks numbers at these facilities had exceeded pre-conflict levels.
Outreach services reached record levels in 2023, including the introduction of a new outreach programme in the West Bank, screening children’s eyesight in UNRWA schools, which has to date screened over 20,000 children.
In a region where 69,000 people are either blind or living with the early onset of sight loss, it is essential to get hospital services back up and running as soon as possible.
Work on a phased emergency response plan is well underway with hospital staff starting to deliver primary eyecare services to displaced people in the middle and south of the Strip.
_St John Eye Hospital_
**St John International Annual Report 2023**
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It is also vital to ensure the sustainability of the new services in the West Bank, both of which require investment for patients to continue to receive these services.
Later this year the hospital will open a new day-care facility in the city of Nablus in the northwest of the West Bank. For the first time this will mean patients in the West Bank will have access to surgery without the need to travel to Jerusalem.
Demonstrating its commitment to diversity and inclusion, this patient-centred, fully accessible facility will provide a safe and comfortable space for patients to receive surgical care without the additional burden of travelling to Jerusalem.
The hospital is also introducing a Nablusbased outreach service which will ensure services reach some of the West Bank’s most isolated communities.
As a charitable institution SJEHG relies upon the continued support of its friends and colleagues from within the St John global family. The outpouring of support in recent months has been remarkable and will be more vital than ever over the coming months and years as we strive to fulfil our guiding mission of Saving Sight, Changing Lives.
_St John Eye Hospital_
**St John International Annual Report 2023**
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## **Medical Responses to Community Healthcare**
## **Cycling Response Unit – St John Ambulance Hong Kong**
Cycling is a popular sport and recreational activity worldwide and Hong Kong is no exception. Since the early 2000’s, there has been increasing demand for first aid services for activities in large open spaces. There has been an upsurge of activities such as fund-raising walks, triathlons, longdistance runs and bicycle races which call for efficient and prompt medical assistance. These events often take place in locations with limited accessibility to motor vehicles, presenting a challenge for first aid providers who need to ensure timely care for casualties. Recognizing the need for a solution, a dedicated team equipped with essential first aid materials was established in 2006, initially as a trial initiative. Encouraged by its success during the sixmonth trial period, the Bicycle First Aid Team transitioned into a permanent establishment, officially inaugurating the Cycle Response Unit in 2009.
In view of the increasing demand for first aid services and at the request of the Hong Kong Police, bicycle patrol teams were established. These teams have been providing regular services on Sundays and holidays at popular recreational cycling tracks since 2016.
Presently, the CRU operates along three cycling tracks, with a team of some 200 members who contribute over 2,000 service hours annually. Beyond offering vital first aid assistance, the CRU is actively educating cyclists on road safety to help prevent accidents.
This pioneering endeavour exemplifies our motto, "For the Faith and in the Service of Humanity", which encourages and promotes humanitarian efforts and charitable relief for those afflicted by illness, distress, suffering, or danger, irrespective of race, class, or religion. The CRU has played a crucial role in saving lives in various situations.
In November 2019, the CRU responded to a collapsed participant during a Fun Run event. Thanks to the immediate resuscitation efforts by a previous St. John member and the prompt arrival of the CRU, the patient was successfully resuscitated and later discharged from the hospital. This incident perfectly illustrates the life-saving impact of the CRU's services.
_St John Ambulance Hong Kong_
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In another incident during a bicycle race, the CRU demonstrated their efficiency by locating and assisting an injured participant inside a tunnel within a short time. They were able to respond quickly on bicycles, which allowed them to navigate through the area faster than first aiders on foot. Prompt transportation to the hospital was arranged for the injured participant, ensuring they received timely medical attention.
Establishing service points and permanent first aid stations for the CRU requires close coordination with various government departments. This process involves securing suitable land and obtaining permission to construct depots. It is also important to seek the consent of local residents, especially in areas where new structures may affect their views and feng shui beliefs. This demonstrates the CRU's commitment to collaborating with government departments and respecting the concerns of the local community.
As the demands and complexities of their duties continue to grow, the CRU remains dedicated to enhancing their organizational capabilities and striving to improve the quality of services they deliver. This commitment reflects their ongoing efforts to meet the evolving needs of the community and ensure the highest level of care for individuals participating in cycling events.
_St John Ambulance Hong Kong_
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## **Blood Donation Drives – St John Ambulance Malaysia**
St John Malaysia host two distinct types of programmes for Blood Donation:
1. Annual Nationwide Blood Donation Campaign - normally we organise it for 2-3 days on a specific date. However, for 2024 we intend to have a month-long donation drive allowing our establishments to have some flexibility.
2. Blood Donation Suite - this is a collaboration between the National Blood Bank and happens every day. Currently we have 3 blood donation suites.
## _What is/was the challenge?_
Location: During the COVID-19 pandemic, SJAM was having difficulties securing venues to organise blood donation drives. Normally the blood donation is held at shopping malls, and public places - halls, places of worship, educational institutes, offices. Owners of these premises were reluctant to allow us the utilise the spaces. There are also times we asked to pay to rent the spaces. Or the space provided is very isolated, not suitable - hot, dark, poor ventilation and not convenient for donors. The space should be clean and safe both for donors and to ensure the quality of the blood collected is maintained. We also faced a challenge as some people felt unsafe going to the blood bank which is normally within a public medical facility. Parking facilities are limited due to congestion at these medical facilities. So, we concluded that having a permanent blood donation suite in a mall was one of the best ways to ensure a continuous supply of blood is available.
## _What was your response?_
SJA in Malaysia is incorporated under the Malaysian Parliament Act. Our role is as the auxiliary to the Ministry of Health. This was a good opportunity for SJAM to play a significant role in assisting the government, particularly the Ministry of Health. We had to change the way we organise blood donation and explore diverse ways and methods to achieve our goals. Working hand in hand with the National Blood Bank (PDN-Pusat Darah Negara) is one of the best decisions made by SJAM. SJAM today plays a significant role to assist PDN (Pusat Darah Negara) especially in securing locations for the permanent Blood Donation Suite. This eliminates their responsibility to sign contracts with the malls, funding - utility bills and rental, cleaning services, sourcing for donation in the form of products - goodies bags for successful donors. During COVID-19, the country was in lockdown, and we successfully organised numerous blood donation program throughout the country and were able to obtain 12,000 bags of blood within a year in 2020.
_St John Ambulance Malaysia_
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We did this by considering:
- Safety and Convenience: Malls have ample parking space and are easily accessible. Convenient for the community around the mall to head on to multitask - shopping, relaxing and doing good by donating blood. The Blood Donation Suite at 1 Utama Shopping Centre (2nd Largest Mall in Malaysia) and IOI City Mall, Putrajaya (Largest Mall in Malaysia) has high volume of visitors daily. Besides that, the cleanliness and temperature of the suite is well maintained to ensure the blood collected is preserved and maintained before it is transported daily to the National Blood Centre.
- Collaboration: With the permanent location, we can host companies, societies, and strategic partners to have their blood donation program at our premises. This has opened opportunities for SJAM to be the "consultant" for some of these partners. We help to organise and assist them. It has become much easier for us to get support from these partners to help sustain our Blood Donation Suite.
- Donation / Contribution / Support: In the past we had difficulties to source for donation. Today, Donors are able to witness our work and contribute financially or by donating their products to be used as goodies to appreciate donors. We can invite our strategic partners to visit our blood donation suite. Results can be seen immediately as the donation drive is daily.
_Which of our St John values does your response link to?_
- Openness and Transparency: collaboration with other like-minded establishments and willing to share our success-story without holding back for the greater good.
- Unselfishness: not putting the organisation interest first always but the end results. E.g. SJAM can sometimes pass on the limelight to others so that the results are in favour for SJAM.
- Respect: Treat our Strategic Partners as equal and they too will do the same.
- Excellence: Continuously improve the service for the betterment of everyone so we can be an example of excellence.
_What has been your biggest piece of learning from your work this year?_
Strategic Partnership has allowed us to work with other organisations to achieve our goals to help the needy. We should always be open to collaborate with other organisations who have the same interest, aim or vision. As our nation progresses and the world is facing new challenges especially in healthcare, we must learn to adapt and be relevant. We need to keep abreast with the latest issues and find opportunities to play a part in it.
**St John International Annual Report 2023**
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## **St John Ambulance College Kenya**
## _What is/was the challenge?_
St John Ambulance Kenya has an existing training department in Nairobi, who offer training to the government, corporates, and members of the public.
The challenge is that there is a rising number of private ambulances (in Nairobi alone, there are 20+), county government ambulances (there are 47 counties) and emergency departments across the country – this is a result of county devolution.
Thus, there is a rising demand for skilled personnel to man these ambulances and emergency departments.
_What was your response?_
We are developing the St John Training College. Via the College, we will be able to offer Licensing, Accreditation and Certification, allowing our graduates to practice in Kenya.
We will offer three levels of the EMT (Emergency Medical Technicians) Programme: a 2year Certificate; a 3year Diploma and a 2year Upgrade track for those who already hold one of our Certificates.
We expect our students to come from our current volunteer pool, cadets who have finished school, health care professionals who would like to expand their skillsets, and the public.
In the short term, we will expand and diversify our offerings based on the evolving emergency pre-hospital care and disaster management environment's needs.
We would then like to establish campuses across different counties to meet their local needs. We will then look to establish constituent colleges (where possible) in other African countries to meet their needs in the emergency prehospital care and disaster management space.
This approach is led by our St John value of Excellence: through our vision for our Training College to be internationally recognised as a “Centre of Excellence committed to offering world-class prehospital emergency medical care”, we will be delivering modern care to a high standard, with a clear focus on impact and efficiency. All those involved in the delivery of our training will keep up to date with the latest standards and all our services will be delivered with compassion, to the highest level, ensuring those in most need get the care they require from those we have trained.
_What has been your biggest piece of learning from your work this year?_
Dr. James Wanjangi, CEO, shares: As a new CEO (6 months) my biggest piece of learning has been the need to use a systematic approach when addressing the Priory and the direction I wish to see it grow into. I have adopted a Fix, Care, Growth approach. Different areas in the organisation are essential in any of the 3 areas and the goal is to identify where things are and address them based on the box they fit in. For example - the St. John College would sit under the growth area.
**St John International Annual Report 2023**
**26**
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St John Int•rnational Annual Roport 2023
27
## **Mother and Baby Programme**
## **St John Malawi – Working with Partnerships**
_We often talk about how the people of St John, rooted in their local communities, give continued devoted service on a global scale, and how proud we are of the impact we have in 44 countries and territories around the world._
- _But what does this really look like? What does community-led service look and feel like in practice?_
_We spoke with Vincent Tholo, from St John Malawi, where they have been developing strategic partnerships in their local communities to strengthen the impact of their work._
_Vincent, could you please tell us about the partners you’re currently working with?_
In Blantyre, St John Malawi works with the Ministry of Health through the District Health Office for Mbayani and Ndirande Health Centres where the government officials schedule outreach clinics and send staff to the outreach clinics; St John Malawi send its volunteers to mobilise communities for the outreach clinics and support health personnel with meals and transport. This partnership has worked very well over the years and has seen great improvements in the outputs and outcomes of the programme.
Recently, St John Malawi has engaged Global Aid Interfaith Alliance (GAIA) which is working on bedside nursing by providing training to health centre staff in Ndirande – Blantyre to which St John Malawi referred its clients for assistance. GAIA trains and mentors nurses to provide quality services to pregnant mothers in maternity and antenatal. St John Malawi partnered with GAIA for coordination on issues that hinder pregnant women from visiting the health facilities once pregnant or sick during pregnancy through the training and mentorship it offers to nurses and clinicians. This partnership is improving on allegations that nurses do not treat and welcome clients from the communities where St John Malawi works.
In Lilongwe, in addition to partnering with the Lilongwe District Health Office, St John Malawi is networking with Family Planning Association of Malawi (FPAM) and Banja La Mtsogolo (‘Marrie Stoppe’ - BLM) who work in family planning. They take advantage of St John Malawi outreach clinics and offer family planning services to clients who attend clinics. The family planning services offered during the outreach clinics add value to the work of St John Malawi as St John Malawi does not offer the services especially when the government runs out of drugs.
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_Could you please tell us a little bit more about how the partners you work with support your community health programme?_
The community health programme in St John Malawi is delivering the expected outputs and outcomes through coordinated and collaborated efforts with its implementing partners. The partners support in delivering and improving the key performance indicators in the programme. As such St John Malawi has networked with several partners while implementing its programmes both in Blantyre and Lilongwe.
The partners are in support of achieving the key performance indicators of St John Malawi. The District Health Offices provide training to St John Volunteers, conduct routine monitoring to assess the quality of work and provide essential health services during clinics while other non-governmental organizations like GAIA, FPAM and Marrie Stoppe enhance the work of St John Malawi through their work.
_What are the benefits you’ve seen to your partnership work?_
- Partners support the work of St John Malawi thereby enhancing the realisation of intended deliverables which could have been a challenge to achieve. The networking and coordination have resolved issues from the community regarding the conduct of health workers in maternity and antenatal; and provision of essential services like family planning. It is further expected to eliminate the attitudes of clients’ especially pregnant women to be motivated and attend ANC in the first trimester and deliver at the health facility.
- The partnership has improved the complementarity of efforts and work activities. For instance, FPAM and Banja La Mtsogolo provide family planning essentials services during the outreach clinics being supported by St John Malawi, and this motivates the communities to attend the clinic and have access to drugs.
- The partnership also helps to synergize efforts towards the good health of communities and motivate both staff and volunteers.
- The partnership also serves as a costcut mechanism for all partners since resources are well directed among partners.
Have there been any challenges created by these partnerships?
St John Malawi has not experienced any challenge from the partnership in these two districts so far.
St John's ongoing commitment to St John Malawi will continue to give families and many more a chance of a better and healthier life.
_St John Malawi_
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## **Mother and Baby Programme – Overview, Sylvia Chopamba, St John International**
_What is/was the challenge?_
Globally, maternal mortality remains unacceptably high. Efforts to reduce maternal and newborn mortality in SubSaharan Africa have been successful since 2000, with a continuous downward trend in most countries, but the rate is still almost double that of other regions. About 287,000 women died during and following pregnancy and childbirth in 2020 with 95% occurring in low and lower middle-income countries. Most could have been prevented. Sub-Saharan Africa alone accounted for around 70% of maternal deaths (202,000)
This includes:
- 11,897 pregnant women (124% of the annual target),
- 11,313 new mothers with infants (impressive 159% of the annual target)
- 7,387 partners / husbands (114% of the annual target).
The establishments have reached 183,877 community members with health education on improving maternal and newborn health (secondary beneficiaries, 114% of the annual target). In addition, 45,000 primary and secondary beneficiaries have been provided with clinical consultations.
In 2019, 47% of all under-5 deaths occurred in the newborn period with about one third dying on the day of birth and close to three quarters dying within the first week of life. Sub-Saharan Africa had the highest neonatal mortality rate in 2019 at 27 deaths per 1,000 live births. A child born in subSaharan Africa is 15 times more likely to die in the first 5 years than a child born in Europe or North America.
_How did the Mother and Baby Programme help in 2023?_
In 2023, the four St John establishments (Malawi, Uganda, Zambia, and Zimbabwe) implementing the M&B programme with support from St John International enrolled 30,597 primary beneficiaries – 132% of the 2023-year target.
_St John Zambia_
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_Which of our St John values does your response link to?_
The development of our performance monitoring system, “Nurture” in 2022 allows for real time performance management, by providing monthly information on the adoption of healthy behaviours by participants. Programme managers and volunteers can see immediately whether the advice they are giving is changing what pregnant mothers and their families do, and adapt their messaging if it is not working.
This illustrates the Order’s values of openness and transparency with its recent focus on using data to assess the impact that the programme has in the community and learning from that how to make it even better.
_What has been your biggest piece of learning from your work this year?_
To see the establishment’s confidence in using data and evidence to effectively deliver on a range of activities and influencing 2024 planning is the biggest piece of ‘takeaway’ in 2023. Using data and evidence to inform programme implementation is considered to be a best practice since it demonstrates clarity and transparency in reporting and promotes confidence in outcomes.
Throughout 2023, I have seen increased focus on ‘use of data and evidence’ from establishments staff to community volunteers to support implementation and adapt the programme in-country where improvement is needed. For example, in Zimbabwe, at the end of 2022, percentage of women enrolled in the project attending antenatal care (ANC) at least 4+ times was at 31%, in 2023, the worked with St John community volunteers using some of the rules and recommendations from the Mother and Baby Success Model to increase ANC attendance to 74%. In Uganda, women delivering at the Health Facility with a skilled worker was at 58% in 2022 and at the end of 2023, 77% of women had delivered at a HF with a skilled worker as recommended by WHO.
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## **St John International**
**St John International has had many successes this year in implementing our global strategy which has four aims:**
1. **To increase impact and quality of what we do, everywhere;**
2. **To empower oversight and understanding of the Order’s global status;**
3. **To represent the Order as an International Order of global significance;**
4. **To provide the St John Family with the tools it needs to collaborate.**
## New Staff
We were joined by 5 new members of staff in 2023. They all play a key role in the achievement of those objectives.
- Chris Smith, our Finance Director came to us from the Church of England. Looking after all things “finance”, the Finance Director manages the external audit process and produces our statutory accounts (including for this report!) and looks after our strategic financial planning and annual budgets. All of this ensures we can increase the impact and quality of what we do, everywhere – and keeps us in the strongest position to provide the St John family with the tools it needs to
- **32** collaborate.
- Jenny Wilcox, our Chief of Staff joined us from the UK Foreign Office. Supporting strategy delivery and business planning, Jenny plays a key role in the management of our global governance systems and events.
- David Tarbun, our first Digital Officer, arrived with 15 years+ of experience in IT support and project management for both the charity and private sectors. He provides the first point of contact for any technology issues , and offers advice and assistance from a technology perspective, increasing our impact and quality, and identifying the best tools for collaboration.
- Our Office Manager looks after our facilities here in London, answers any queries from the info@ inbox and supports our Finance Director with contracting and expenses. Nicky Emmett joined us with a wideranging background of administrative and organisation experience.
_TEC25_
**St John International Annual Report 2023**
Jessica Smith, our Head of Communications has previous experience in student mental health and children’s human rights. She works in collaboration with St John Communications teams around the world to develop and deliver the story of St John and increase the awareness of our shared global impact and value to ensure we represent our work as an International Order of global significance.
## New Projects
## _SuMo for First Aid_
- Our Success Models are operational guidebooks, written by our frontline experts (those running St John services in their local communities) to pull together and share best practice. We currently have two Success Models – a completed guidebook on how to run one of our Mother and Baby programmes, and one in development that will support running First Aid training as a Social Enterprise.
- This year we have worked closely with our wider St John family to develop five chapters in key business areas for our Success Model for First Aid as a Social Enterprise. We are completing these chapters and developing the resource pack to support our colleagues in implementing their shared best practice.
## _Communications Community of Practice_
- We opened the Community of Practice in July to a much wider audience and now have 51 participants in our mailing list. We hosted two meetings in 2023 and have agreed to meet once a quarter. We started a shared Canva design space to develop shared campaigns and inspiration boards _._
## _Fundraising Approach_
- We worked closely with David Hempleman-Adams, our new Special Projects Advisor, and his team to develop a strategic fundraising approach for the Order. By diversifying our income stream, we hope to identify new resources to allow us to increase our impact and quality. We will do this by expanding our programmes and developing new collaboration tools.
_Jenny visited our colleagues in Darwin, Australia_
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## Continued Successes
## _Grand Council_
## _Mother and Baby Programme_
- In 2023, the four St John establishments (Malawi, Uganda, Zambia, and Zimbabwe) implementing the M&B programme with support from St John International enrolled **30,597 primary beneficiaries** – 132% of the 2023-year target. This includes:
- **11,897 pregnant women** (124% of the annual target),
- **11,313 new mothers** with infants (an impressive 159% of the annual target)
- **7,387 partners / husbands** (114% of the annual target).
- The establishments have reached **183,877 community members** with health education on improving maternal and newborn health (secondary beneficiaries, 114% of the annual target). In addition, **45,000 primary and secondary beneficiaries** have been provided with clinical consultations.
Read more on page 30.
_Sylvia visited our colleagues in Malawi, Zambia, Zimbabwe and Uganda_
- Our Grand Council agenda for 2023 was “Approaches to Local Healthcare Issues within a Global Organisation”, hosted by Hato Hone St John New Zealand. We spent time discussing our strategy, considering how we are putting our values into action and ensuring we are doing our best to be diverse and inclusive in serving our communities and supporting our volunteers.
## _New Members to the Order_
- We have invested 504 new Members into The Order of St John in 2023.
- We have awarded 8 new Sovereign Award winners.
_Gareth visited our colleagues in Papua New Guinea_
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## What’s Next?
- New Website (in development with Hotfoot)
- 2024 will see the launch of our refreshed and revitalised new website. This will be the culmination of time spent consideringhow we best represent ourselves as an Order of international significance.
_Steven visited our colleagues in Singapore and Hong Kong_
- Launch of Global Leadership Programme
The Order of St John has been dedicated to delivering care to sick and the poor for over 1000 years. The Order’s activities evolved to reflect changing needs, but our core mission has remained constant thanks to in part to the leadership inspired by our humanitarian purpose. Those who currently lead, at any level in any country are expected to honour our 1000-year legacy. The Programmes team at the International Office spent a year consulting St John establishments around the world and using their ideas to support the design of the first St John Global Leadership Development Programme, a fully funded structured programme targeted at mid-career professionals, who are passionate and committed to the St John mission. The programme will be launched in June 2024.
## Grand Council in Cardiff
Grand Council this year will focus on Volunteerism, and we look forward to being hosted by our colleagues St John Cymru in Cardiff.
_Nada visited our colleagues in Malaysia_
_Jess and Tracy visited colleagues in Gibraltar for St John’s Day_
_Grand Council 2023 Credit: Blake Armstrong Photography NZ_
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## **Financial Review of the Year**
## **Income**
The main recurring source of funds for the Order continued to be agreed contributions from St John Establishments of £1,292,993 for the year (2022: £992,010).
Voluntary income of £2,037,492 was recognised in 2023 (2022: £674,365). This income varies from year to year with the level of donations and legacies received, whilst grant income was £103,376 (2022: £105,896).
A decrease in rental income was recorded in 2023 to £95,217 (2022: £106,665) reflecting the short rent-free period for our tenants during 2023 .
Interest on term deposits increased to £29,149 (2022:£3,568) due to a higher rate of return in 2023.
## **Resources Expended**
Total resources expended in 2023 were £1,528,963 (2022: £1,490,776). The direct costs of charitable activities decreased very slightly to £1,223,000 (2022: £1,231,521). A planned increase in staff size/costs took effect in 2023, meanwhile planned work on the St John International office building was scaled-back. Costs of two significant projects (the Leadership and Success-Model Programmes) being delayed until the start of 2024, whilst other savings were identified to ensure that our Communications and IT resources were being used effectively and efficiently. Established programmes such as the Mother and Baby Programme were able to adapt and continue with targets being largely met. There was also additional grant funding in the year for one-off charitable projects.
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**Financial Review of the Year**
## **Balance Sheet**
As at 31 December 2023, net assets were £9,026,120 (2022: £6,852,186). The Charterhouse Mews properties in London, together with the hospital premises in Jerusalem that are used by SJEHG, represent the most significant assets of the Order.
The Order’s cash assets are retained in UK banks in a series of higher-interest term deposit accounts, until such time as they are needed.
## **Going Concern**
The Order’s financial performance, reserves and future cashflows have been assessed by the Trustees at the date of approving the financial statements.
The Trustees are confident, and they believe that the Charity is able successfully to manage its business risks in the current uncertain economic climate. The Trustees will continue to monitor income and expenditure, limit commitments and adjust costs to counter the impact of any reductions in income, using reserves, if necessary, while continuing to further the objectives of the Order.
The Trustees have a reasonable expectation that the Order has adequate resources to continue its operations for the foreseeable future (being a period of at least 12 months from the date of approval of the financial statements) and believe there are no material uncertainties that call this into doubt. In view of this situation, the financial statements of the Order have been prepared on a going-concern basis of accounting.
## **Concessionary Loans & Security**
The Order has made loans to Establishments to assist them to continue to service their beneficiaries in accordance with the Order’s objectives. No interest is charged to these Priories. There were no new loans made in 2023, with loans totaling £276,000 (2022: £276,000) outstanding at the end of the year. The total loan is secured on property in South Africa and will be repayable to the Order in monthly instalments between 2024 and 2029.
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## **Financial Review of the Year**
## **Investments**
The Order continues to hold two investment properties, 1 and 2 Charterhouse Mews, London, and part of the ground floor of 3 Charterhouse Mews. These properties are leased to earn income for the work of the Order but the lease of the ground floor of 3 Charterhouse Mews was not renewed by the tenant during 2021 and remains empty.
Excess funds are held in term deposit accounts.
## **Raising Support**
We continue to strengthen our relationship with our current supporters. We focus on engaging Philanthropists, Trusts and Foundations and Institutional Funders for selected charitable projects in Establishments, such as the Mother and Baby Programme. We would like to thank all donors for their support in the last few years, making our achievements possible.
In addition, we have started to develop a global fundraising strategy, which, for the first time, aims to establish a joint effort bringing together fundraising activities within Priories, in addition to their national fundraising. A global case for support, in line with our new global mission statement, will be developed to approach major funders for significant, multi-national projects in our newly established regions.
The new fundraising strategy will further our global strategy development and ultimately help us reach more people.
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## **Financial Review of the Year**
## **Risk Management**
The Order identifies risks as they arise, and monitors the major strategic, business and operational risks that it faces. It assesses the mitigating actions that are in place, and, so far as it is able, manages these risks to minimise their effect. The Audit and Risk Committee (ARC) was restructured in 2019, to ensure global and independent input commensurate with the Order’s risk profile. The Order increased meeting frequency from 2020 reporting quarterly to the Trustees’ Executive Committee and annually to Grand Council. The ARC advises where additional resource is required to manage the Order’s risks.
The principal risks faced by the Order lie in the potential reputational risks arising in the many St John Establishments operating around the world, in diverse cultures and environments. Policies and guidance are being revised to provide a strong legal basis on which to operate for all parts of the organisation. The process has been enhanced by the development of an assessment tool for our Associations which provides a mechanism to identify where additional guidance and advice may be helpful to ensure best practice. In addition, the pandemic and the resulting financial and administrative challenges have been difficult to predict.
Through the Unrecognised Orders Monitoring Group, we monitor the use of the St John logo, countering misuse with a register of Intellectual Property, and membership of appropriate organisations to monitor the use of our trademark.
Diversity across the Order, and especially at Board level, is carefully monitored and all parts of the Order are encouraged to work to ensure their membership is representative of the countries in which they operate.
Recent appointments have made a visible impact on our senior leadership profile. We watch for risks associated with both our increasing charitable output and changing regulation with respect to charitable activity and data protection.
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## **Financial Review of the Year**
## **Grant Making Policy**
The Order has established its grant making policy to achieve its objects for the public benefit. The Order’s aim is to support St John Associations in achieving their charitable objects.
Grants are made to advance aspects of St John Establishments’ programming or functioning. This may include projects in First Aid and pre-hospital care, community health, disaster preparedness or other relevant activities.
Grants are also given for strengthening an Establishment’s organisational functioning, institutional development or governance with the aim of enabling improved charitable performance. Grants are made to some Establishments to cover costs of attending meetings and events sponsored by The Order of St John.
Recommendations for grants are made by staff and approved by the Secretary General within annual budgets agreed by the Trustees or, otherwise, approved by the Sub Prior of the Order. An exception is the Emergency Relief Fund, where grants are approved by the Secretary General,Sub Prior and Lord Prior. This fund has been used to support Malawi and Solomon Islands during 2023.
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**Financial Review of the Year**
## **Fundraising Policy**
- The Order is in compliance with CC20 of the Charity Commission Guidelines on fundraising and best practice recommendations from the Institute of Fundraising.
The Charities (Protection and Social Investment) Act 2016 requires us to report on the following activities:
- Our fundraising for the foreseeable future concentrates on applying for funds from Trusts, Major Donors and Corporate Partnerships. The Order’s Head of Fundraising & Communications looks after fundraising on a daily basis and no professional fundraisers or commercial participators are engaged other than for advice.
- The Order has not, nor has anyone acting on its behalf, been subject to an undertaking to be bound by a voluntary scheme for regulating fundraising or any voluntary standard of fundraising in respect of activities on behalf of the Charity.
- •The Charity monitors fundraising activities by reporting activities to the Trustees’ Executive Committee every quarter.
We have received no complaints about our fundraising activities.
- In respect of protection of vulnerable people,we do not make general approaches to the public. All members on our database need to confirm that they are happy to receive information and our procedure is to send one follow up letter only.
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## **Financial Review of the Year**
## **Investment Policy**
Funds of the Order not immediately required are invested. The current portfolio of investments includes property, term deposits of up to one to two years to maturity and cash at bank on immediate access.
Cash not needed for day-to-day purposes within the next year is invested in fixed rate accounts to earn as high as possible rate of return while maintaining security of funds held. The investment policy has been agreed by the Trustees and is periodically reviewed by the Audit and Risk Committee.
## **Reserves Policy**
The Order’s reserves fall into two main categories:
- Restricted income funds which may legally be used only for the purposes specified by the donor, and unrestricted income funds which are free for use for any of the purposes of the Charity as set out in its governing document.
- Unrestricted income funds comprise Designated Funds (those funds that the Trustees have set aside for particular purposes) and General Reserves.
## Planned level of reserves
The Charity budgets to deliver its charitable objectives while ensuring financial stability. It does this by aiming to keep an adequate, but not excessive, level in General Reserves, sufficient to ensure that contractual commitments to staff, for premises and programme work, can be made with reasonable confidence. The Order makes this assessment by looking at future cash requirements and setting budgets each year to ensure adequate cash liquidity within the availability of expected cash inflows and adequate levels of contingency.
The appropriateness of the Reserves Policy is reviewed by the Trustees in conjunction with the Order’s strategic plan, taking into account the degree of risk associated with the planned development programmes. At the current time, the Trustees have concluded that the overall level of the Order’s General Reserve should be maintained at a level of three to six months of annual expenditure.
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## **Financial Review of the Year**
## **Reserves Policy (Continued)**
## Actual level of reserves
As at 31 December 2023, total Reserves amounted to £9,026,121 (2022: £6,852,186). These are composed of Restricted income funds of £78,286 (2022: £71,990), Designated funds of £8,251,669 (2022: £6,383,121) and General Unrestricted funds of £696,163 (2022: £397,075) The General Unrestricted funds represent 5.5 months (2022: 4.5 months) of expenditure for that year and therefore the Trustees’ consider that the reserves are in line with the planned level of reserves.
## **Accumulated Funds**
Full details of funds are set out in note 19 to the financial statements.
In summary they comprise:
• Restricted income funds which contain the Emergency Relief fund and grants received for specific programmes not fully spent at the year end. The Jamaica Disaster Recovery Fund was fully spent during 2023, the Emergency Relief fund will be utilised when needed and has been used to support Malawi and the Solomon Islands during 2023.
• Designated funds represent funds allocated by the Trustees for specific purposes such as supporting St John Associations and one off costs that cannot be covered by income from one year alone.
• It is anticipated that the St John Association Development fund will be expended over three years while being topped up by further donations to allow additional support for Associations to continue on a rolling basis for as long as such donations allow. The Estate fund will fund work in 2024 to renovate existing internal office space. Other funds may be utilised in the year should the need arise.
• Unrestricted general reserves which are used by the Trustees to spend on the Charity’s general charitable objects.
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## **Financial Review of the Year**
## **Key Management Personnel Remuneration**
The Trustees consider the Board of Trustees and the Secretary General as key management personnel of the Charity in charge of directing and controlling the Charity and running and operating it on a day-to-day basis. All Trustees give of their time freely and no Trustee remuneration was paid in the year. Details of Trustee expenses and related party transactions are disclosed in notes 20 and 21 to the financial statements.
Trustees are required to disclose all relevant interests and register them with the Secretary General and, in accordance with the Order’s policy, withdraw from decisions where a conflict of interest arises.
The pay of the Charity’s Secretary General is reviewed annually by the Trustees and normally increased in accordance with average earnings. In view of the nature of the Charity, its economy of operations, and the extensive use of professional advisers, the Trustees consider that a multiple based on three and a half times the median average salary for full time UK employees is appropriate for this role.
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## **Structure and Governance**
## **History of the Order**
The Most Venerable Order of the Hospital of St John of Jerusalem, otherwise known as The Order of St John (UK Charity number 235979) is an organisation incorporated by Royal Charter. Its wholly owned subsidiary, St John Eye Hospital Group (“SJEHG”), is a company limited by guarantee.
St John International is the International Secretariat of the Order: the supporting body for St John organisations.
The Order has roots in the eleventh century and was reconstituted in the United Kingdom and Ireland in 1888 when Queen Victoria incorporated it by Royal Charter and constituted it as an Order of Chivalry of the British Crown. The Order is currently governed by a Royal Charter of 1955 and a Supplemental Royal Charter of 1974 as subsequently amended. His Majesty King Charles III is the Sovereign Head of the Order and HRH Prince Richard, Duke of Gloucester is the Grand Prior.
The Order has a Christian foundation and is stated in its Statutes to be “an ancient Christian brotherhood”. It is non-denominational, accepting people of all faiths and none. In its humanitarian work it reaches out to those of any race, class, religion or ability to pay. There are approximately 23,000 members of the Order worldwide, all of whom have had their membership sanctioned by the Sovereign Head in recognition of service and contribution rendered in furthering the work of the Order.
Establishments of the Order (which include Priories, Commanderies and St John Associations, and the Eye Hospital Group) are subject to the Charter, Statutes and Regulations of the Order, but are largely autonomous in their legal structures and service delivery activities.
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Members of the Order resident in countries in which there is an Establishment, by virtue of their membership of the Order, are also members of the relevant Establishment. The St John Establishments’ activities, in various countries of the world, include providing ambulance services, First Aid services and youth programmes.
The Order focuses its support on the smaller Establishments (Associations), which work with community based volunteers providing aid to their local community. Most Associations only have very few paid staff in administrative positions with charitable work being conducted by volunteers.
The UK Charity’s use of volunteers, is limited to those in specific roles within its committees and honorary positions including ceremonial and legal. No economic value has been included in the financial statements of these volunteers’ contribution to the Order.
## _Panorama of Jerusalem, by Tristram Ellis, watercolour on paper, 1897 (Museum of the Order of St John)_
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## **Constitution and Structure**
The Order is governed by a Grand Council. The ex officio members are the Grand Prior, the other Great Officers of the Order, namely the Lord Prior, the Chancellor, the Prelate and the Sub Prior, and the Chair of SJEHG together with the Priors or Chancellors of each of the Priories. The twenty-fifth Grand Council meeting was held in Queenstown on 13th-14th September 2023.
- The Trustees’ Executive Committee is a standing committee of the Grand Council. It is, subject to any directions by the Grand Prior, responsible for the general control and management of the administration of the Order.
- The Trustees’ Executive Committee members are the Charity Trustees of the Order for the purposes of the UK Charities Act 2011. The Trustees’ Executive Committee met four times during 2023.
- The Audit and Risk Committee is responsible to the Trustees’ Executive Committee for oversight of audit and risk. During 2022 the Audit and Risk Committee met 5 times over the year. The Audit and Risk sub-Committee also met a further 3 times during the year.
- The Nominations and Appointments Committee is a standing committee of the Grand Council. It is responsible for identifying candidates for appointment as a Great Officer, Principal Officer or Secretary General and advises the Grand Council in relation to such candidates and appointments. The Committee also evaluates candidates for appointment as the Chair of SJEHG (on the recommendation of the SJEHG Board) and advises the Trustees’ Executive Committee accordingly.
- The Honours and Awards Committee is a standing committee of the Grand Council. It advises the Grand Council on all matters relating to the Order Honours and Awards system, including appointments to and promotions in the Order and to eligibility for the award of The Life Saving Medal and the Service Medals of the Order. The Committee met four times in 2023.
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- The Unrecognised Orders Monitoring Group monitors the activities of any organisation in the territories of St John Priories that calls itself an order of St John or uses any trade name, trade mark or domain name in such a way that it might be confused with those of the Most Venerable Order and to feed that information to the International Office. The Group met on two occasions in 2023.
- The Pro Fide Committee is a standing committee of the Grand Council. It assists the Great Officers and the Trustees’ Executive Committee in maintaining and enhancing the Christian nature and ethos of the Order and advises the Great Officers, the Grand Council and the Trustees’ Executive Committee on ecclesiastical, pastoral, spiritual, religious and related matters pertaining to the Order. At Grand Council 2019 it was agreed that the College of Deans act as the Pro Fide Committee of Grand Council.
The members of the Grand Council and its committees during 2023 are set out on pages 48-52. New members of the Grand Council are formally inducted and trained by the Lord Prior. The Great Officers (other than the Grand Prior) are appointed by the Grand Prior following consultation with the Grand Council. All Trustees of the Order are inducted and informed of their responsibilities and duties as Trustees, in accordance with the UK Charities Act 2011, by the Secretary General.
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## **Public Benefit**
As this report makes clear, the actual delivery of service to communities in the countries in which The Order of St John is represented is carried out by the various Establishments of the Order which operate in 44 countries.
Pages 4 - 38 set out our activities, achievements and performance during the year, which are directly related to the objects and purposes for which the Order exists. The Order achieves most of its principal objects and purposes through the promotion of the efficiency and effectiveness of its Establishments, rather than in service delivery to communities themselves. Trustees are therefore confident that the Order meets the public benefit requirements, and they confirm that they have taken into account the guidance contained in the Charity Commission’s general guidance on public benefit where applicable. The Order of St John is accredited to the United Nations as a nongovernmental Organisation (NGO) in Special Consultative Status with the Economic and Social Council (ECOSOC). As a consequence of this status, the Order is required to render quadrennial reports to United Nations Headquarters in New York, setting out how the work of the Order around the world contributes to that of the United Nations in general and in particular to such international humanitarian objectives as the delivery of the Sustainable Development Goals (SDGs).
In promoting the efficiency of its Establishments, the Order is contributing to the delivery of its charitable objectives to members of the public without regard for race, class or religion.
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The members of the public, who have benefited from the Order’s activities, are:
1. Stakeholders of the Establishments receiving direct grants from the Order as detailed in note 6b to the financial statements;
2. The patients of the SJEHG in East Jerusalem, Gaza and Hebron and its clinic in Anabta, as well as those treated by mobile outreach clinics in the West Bank;
3. Members of the public in 44 countries and territories worldwide who receive from a St John Establishment First Aid treatment, ambulance services, sea and mountain rescue services, community care services and home-based primary healthcare;
4. Members of the public who have been trained by a St John Establishment in First Aid and in illness/accident prevention;
5. All those young people worldwide who have been trained and developed by a St John Establishment, who are thereby empowered to enhance their individual potential and contribute more effectively to their communities; and
6. Members of the public whose bravery has been recognised by the award of the Order’s Life Saving Medal or Certificate of Honour.
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## **Statement of the Responsibilities of the Trustees’ Executive Committee**
The Trustees’ Executive Committee, comprising the Trustees for the purposes of the UK Charities Act 2011, is responsible for preparing the Trustees’ Annual Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England and Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of the incoming resources and application of resources of the Charity for that period. In preparing these financial statements, the Trustees’ Executive Committee is required to:
- Select suitable accounting policies and then apply them consistently;
- Observe the methods and principles in the Charities SORP;
- Make judgments and estimates that are reasonable and prudent;
- State whether applicable accounting standards, comprising FRS 102, have been followed, subject to any material departures disclosed and explained in the financial statements; and
- Prepare the financial statements on the “going concern” basis unless it is inappropriate to presume that the Charity will continue in business.
The Trustees’ Executive Committee is responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and enables it to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of its Statutes. It is 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. The Trustees’ Executive Committee is responsible for the maintenance and integrity of the Charity and financial information included on the Charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. In the case of each Trustee in office at the date the Trustees’ Annual Report is approved: so far as each Trustee is aware, there is no relevant audit information of which the Charity’s auditors are unaware; and they have taken all the steps that they ought to have taken as a Trustee in order to make themselves aware of any relevant audit information and to establish that the Charity’s auditors are aware of that information.
Approved by the Trustees’ Executive Committee of The Order of St John and signed on its behalf by:
Professor Mark Compton AM Lord Prior The Order of St John Monday 10th July 2024
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## **Sovereign Head of the Order**
His Majesty King Charles III
## **Grand Council, Committees and Advisers**
## **The Grand Prior of The Order of St John**
His Royal Highness The Duke of Gloucester KG GCVO
## **The Grand Council of The Order of St John**
_The Great Officers of the Order during 2023 were:_ Professor Mark Compton AM (Lord Prior & Chair of Grand Council) The Right Reverend Timothy Stevens CBE (Prelate) Dr Gillian Willmore (Chancellor) (until 24th June 2023) Thomas Budd (Chancellor) (from 24th June 2023) Dr Steven Evans (Sub Prior)
## **The other members of the Grand Council during the year were:**
Stuart Shilson LVO DL (Prior, England and the Islands) Her Grace Eleanor Campbell,Duchess of Argyll (Prior, Scotland) Sir Paul Williams OBE DL (Prior, Wales) (until 24th June 2023) Paul Griffiths (Prior, Wales) (from 24th June 2023) Colonel Kevin Williams (Chancellor, South Africa) John Whitehead CNZM (Chancellor, New Zealand) Dr Andre Levesque OMM (Chancellor, Canada) Cameron Oxley (Chancellor, Australia) Nigel Heath (Prior, United States of America) Paul Ndungu (Prior, Kenya) Dr Selan Sayampanathan (Prior,Singapore) (until 24th June 2023) Sean Rozario (from 24th June 2023) Dr Chung Chin-Hung (Prior, Hong Kong) Sir Andrew Cash OBE (Chairman of SJEHG) Dr Rima Nasser-Ferris (Appointed member) David Verity (Hospitaller)
Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General)
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## **Trustees’ Executive Committee**
( _whose members were, for the purposes of the UK Charities Act 2011, the Charity Trustees of the Order)_
Professor Mark Compton AM (Lord Prior) The Right Reverend Timothy Stevens CBE (Prelate) Dr G E Willmore (Chancellor) (until 24th June 2023) Thomas Budd (Chancellor) (from 24th June 2023) Steven Evans (Sub Prior) Stuart Shilson LVO DL (Prior, England and the Islands) (from 24th June 2023) Sir Paul Williams OBE DL (Prior, Wales) (until 24th June 2023) John Whitehead (Chancellor, New Zealand) (from 24th June 2023) Cameron Oxley (Chancellor, Australia) (until 24th June 2023) Nigel Heath (Prior, United States of America) Paul Ndungu (Prior, Kenya) Dr Chung Chin-Hung (Prior, Hong Kong)
Sir Andrew Cash OBE (Chairman of SJEHG)
Dr Rima Nasser-Ferris (Appointed member)
Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General)
## **Audit and Risk Committee**
Sir Paul Williams OBE DL (Prior, Wales) (Chair) Colonel Angus Loudon MBE (CEO, Scotland) Professor Kevin Davies MBE (Wales) Souella Cumming FCA ONZM (New Zealand) Stephan Hargrave (Independent member) Dr Rima Nasser-Ferris (Appointed member) Avery Bhatia (Independent member) Cindy Jarboe (Independent member)
Secretary: Chris Smith (Finance Director)
## **Nominations and Appointments Committee**
The Right Reverend Timothy Stevens CBE (Prelate) (Chair) Professor Mark Compton AM (Lord Prior)
Secretary: Susan le Jeune d’Allegeershecque CMG (Secretary General)
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## **Honours and Awards Committee**
Dr Gillian Willmore (Chancellor & Chair)(until 24th June 2023) Thomas Budd (Chancellor & Chair) (from 24th June 2023) Professor Mark Compton AM (Lord Prior, President) The Right Reverend Timothy Stevens CBE (Prelate) Dr Steven Evans (Sub Prior) Kathryn Colvin CVO (Independent member) Lieutenant Colonel Stephen Segrave (Independent member)
Secretary: Group Captain Steven Wilson (Head of Chancery)
## **Unrecognised Orders Monitoring Group**
Group Captain Steven Wilson (Head of Chancery and Chair) Dr Gillian Willmore, Chancellor (Chancellor) (until 24th June 2023) Thomas Budd (Chancellor) (from 24th June 2023) Robert Harrison, (Priory of England and the Islands) Vivienne McKoy-Salt (Priory of England and Islands) Simon Mackintosh (Priory of Scotland) Marcel von Rossum (Priory for South Africa) Judith Hoban (Priory in New Zealand) Peter Wood (Priory in New Zealand) Patricia Kearney (Priory of Canada) Dr Matthew Glozier (Priory in Australia) Thomas Suggett (Priory in Australia) Jim Terzian (Priory in USA) Dr Robert Mutula (Priory of Kenya) Harun Gikera (Priory of Kenya) Warner Ee (Priory of Singapore) Susannah Chow (Priory of Hong Kong) Peter Kurrild-Klitgaard (Committee of the Orders of St John) Guy Stair Sainty (Committee of the Orders of St John) Todd Skilton ED JP (Order Librarian) Andrew Wells (Honorary Legal Counsel)
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## **Pro Fide Committee**
The Right Reverend Timothy Stevens CBE (Prelate) (Chair)
The Very Reverend John Hall (England and the Islands) (until September 2022) Reverend Neil Gardner (Scotland) Reverend David Morris (Wales) Reverend Neville Naidoo (South Africa)
Reverend Sir David Moxon KNZM CStJ (New Zealand) Major General Guy Chapdelaine (Canada) The Right Reverend Richard Hurford OAM (Australia) Reverend Dr Russell Levenson (United States of America) The Right Reverend Charles Muturi (Kenya) The Most Reverend Andrew Chan (Hong Kong)
Secretary: The Reverend Canon Dr Paul Williams (England and the Islands)
## **The Secretary- General, the Hospitaller and other Principal Officers of the Order**
Susan le Jeune d’Allegeershecque CMG - Secretary General David Verity, Hospitaller
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## **Honorary Officers of the Order**
David White, Genealogist Todd Skilton ED JP, Librarian Dr Jeremy Warren, Deputy Librarian
Major James Kelly, Director of Ceremonies Gregory Campbell, Honorary Legal Advisor (O‘Melveny) Anna Howell, Deputy Honorary Legal Advisor (Gibson Dunn) Andrew Wells, Deputy Honorary Legal Advisor (Herbert Smith Freehills)
## **Professional Advisers**
## Bankers
Barclays Bank plc 27 Regent Street Leicester LE87 2BB
## Solicitors
BDB Pitmans LLP One Bartholomew Close London EC1A 7BL
## Chartered Surveyors and Property Consultants
John D Wood 34-35 Clarges Street London W1J 7ES
## Independent Auditors
Buzzacott LLP 130 Wood Street London EC2V 6DL
Principal Office
St John House 3 Charterhouse Mews London EC1M 6BB
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## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John)**
## **Opinion**
This report is made solely to the trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. We have audited the accounts of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (the ‘charity’) for the year ended 31 December 2023 which comprise the statement of financial activities, the balance sheet, the statement of cash flows, principal accounting policies and the notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’(United Kingdom Generally Accepted Accounting Practice). In our opinion, the accounts:
- give a true and fair view of the state of the charity’s affairs as at 31 December 2023 and of its income and expenditure for the year then ended and of its incoming resources and application of resources;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the requirements of the Charities Act 2011.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the accounts section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the accounts 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.
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## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (Continued)**
## **Conclusions relating to going concern**
In auditing the accounts, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the accounts is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the accounts are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the accounts and our auditor’s report thereon. Our opinion on the accounts does not cover the other information and we do not express any form of assurance conclusion thereon.
In connection with our audit of the accounts, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the accounts or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
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## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (Continued)**
## **Matters on which we are required to report by exception**
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:
- the information given in the trustees’ annual report is inconsistent in any material respect with the accounts; or
- sufficient accounting records have not been kept; or
- the accounts are not in agreement with the accounting records and returns; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement, the trustees are responsible for the preparation of the accounts and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of accounts that are free from material misstatement, whether due to fraud or error.
In preparing the accounts, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the accounts**
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the accounts as a whole are 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 accounts.
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## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (Continued)**
## **Auditor’s responsibilities for the audit of the accounts (continued)**
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
- We obtained an understanding of the legal and regulatory frameworks that are applicable to the Charity and determined that the most significant are the Charities Act 2011 and the Charity SORP FRS 102.
- We understood how the Charity is complying with those legal and regulatory frameworks by making inquiries to management and those responsible for legal, compliance and governance procedures. We corroborated our inquiries through our review of trustee meetings and papers provided to the trustees.
- We evaluated the incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) by the trustees and those responsible for, or involved in, the preparation of the underlying accounting records and financial statements.
We assessed the susceptibility of the financial statements to material misstatements, including how fraud might occur. Audit procedures performed by the engagement team included:
- Identifying and assessing the design and implementation of controls in place to prevent and detect fraud;
- Reviewing contracts and agreements;
- Challenging assumptions and judgments made by management and the trustees in its significant accounting estimates and judgements; and
- Identifying and testing journal entries, in particular adjustments made at the year-end for financial statement preparation.
There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.
Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.
A further description of our responsibilities for the audit of the accounts is located on the
Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
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## **Independent Auditor’s Report to the Trustees of The Most Venerable Order of the Hospital of St John of Jerusalem (The Order of St John) (Continued)**
## **Use of our report**
This report is made solely to the charity’s trustees, as a body, in accordance with section 144 of the Charities Act 2011 and with regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor's 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Buzzacott LLP Statutory Auditor 130 Wood Street London EC2V 6DL
Date
Buzzacott LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006
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## **Statement of Financial Activities for the Year Ended 31 December 2023**
All of the above results are derived from continuing activities. All gains and losses recognised in the year are included above. There is no difference between the Statement of Financial Activities and the Income and Expenditure Account and therefore a separate statement of recognised gains and losses has not been prepared. The notes on page 65 - 98 form part of these financial statements.
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## **Balance Sheet as at 31 December 2023**
The notes on pages 65 - 98 form part of these financial statements. Approved by the Trustees’ Executive Committee of The Order of St John and signed on its behalf by:
Thomas Budd
Chancellor, The Order of St John
Monday 10th July 2024
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## **Statement of Cash Flows for the Year Ended 31 December 2023**
The notes on pages 65 to 98 form part of these financial statements.
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## **Notes to the Financial Statements**
## **1. Accounting Policies** General information
The Most Venerable Order of the Hospital of St John of Jerusalem is also known as The Order of St John (“the Order”). It acts as an administrative, coordinating and support body for the St John Establishments worldwide and is unique in combining the characteristic of being a Crown Order of Chivalry,a Christian Confraternity and a Charity.The Order’s mission, vision, objectives and values are set out on page 8 of the Trustees’ Annual Report. The Order’s registered address is St John House, 3 Charterhouse Mews,London EC1M 6BB. The registered Charity number is 235979.
## Basis of preparation of financial statements
The financial statements have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these financial statements. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice: applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective from 1 January 2019), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)**
## Basis of preparation of financial statements (continued)
The financial statements have been prepared to give a “true and fair” view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a “true and fair view”. This departure has involved following Accounting and Reporting by Charities preparing their financial statements in accordance with the latest Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Financial Reporting Standard applicable at the time the Charities (Accounts and Reports)Regulations 2008 came into effect.
The Charity constitutes a public benefit entity as defined by FRS 102.
## Going concern
The Order’s financial performance, reserves and future cashflows have been assessed by the Trustees at the date of approving the financial statements and they believe that the Charity is able to successfully manage its business risks in the current uncertain economic climate.The Trustees will continue to monitor income and expenditure, limit commitments and adjust costs to counter the impact of any reductions in income using reserves, if necessary, while continuing to further the objectives of the Order.
The Trustees have a reasonable expectation that the Order has adequate resources to continue its operations for the foreseeable future (being a period of at least 12 months from the date of approval of the financial statements) and believe there are currently no material uncertainties that call this into doubt and, in view of this position, the financial statements of the Order have been prepared on a going concern basis of accounting.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)**
## Scope of the financial statements
These financial statements comprise solely The Order of St John. The Order does not control its subsidiary undertaking SJEHG. Control is defined under financial reporting standards as having the power to govern and the ability to benefit. Further, the Order does not control any St John Establishment entity. Accordingly, the Order does not prepare consolidated financial statements. SJEHG and St John Priories and Associations file their separate financial statements, as appropriate, in their relevant jurisdictions.
## Funds structure
Restricted income funds are funds which are to be used in accordance with specific restrictions imposed by the donor or trust deed. Unrestricted income funds comprise those funds which the Trustees are free to use for any purpose in furtherance of the charitable objects. Unrestricted funds include designated funds where the Trustees,at their discretion,have created a fund for a specific purpose and general reserves. Further details of each fund are disclosed in note 19.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)** Income recognition
Income has been recognised in the financial statements on a receivable basis. Incoming resources are included in the Statement of Financial Activities when the Order is legally entitled to (or has physically received) the income and the amount can be quantified with reasonable accuracy. Where income is received in advance, recognition is deferred and it is included in creditors except where treatment is otherwise specified by the Charities SORP and where entitlement arises before income is received, the income is accrued.
Contributions to cover the annual running costs of the Order office are receivable from St John Priories and Associations and recognised on the basis of annual agreements between the Order and the individual Priories and Associations.
Donations are recognised when the Order has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that those conditions will be fulfilled in the reporting period.
Legacies are treated as incoming resources once the Order’s entitlement is clear and once it is possible to quantify the amount of the legacy with reasonable accuracy. Legacy gifts are recognised on a case by case basis following the granting of probate when the administrator/executor for the estate has communicated in writing both the amount and settlement date. In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title to the asset having been transferred to the Charity.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)** Income recognition (continued)
Grants are recognised when their terms and conditions are met to ensure entitlement to income, when receipt is probable and the amount to be received can be reasonably known.
Rental income, less any reserve in respect of a bad debt provision, from investment properties has been spread over the period to the earlier of the first break point in the lease or the end of the lease, on the basis of the total rent receivable over the period.
Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the Charity; this is normally upon notification of the interest paid or payable by the bank.
## Expenditure recognition
Expenditure is recognised when there is a legal or constructive obligation committing the Order to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.
Grants payable are payments made to other organisations in the furtherance of the Order’s objectives. The grants are recognised where either the Trustees have agreed to pay the grant without condition, and there is a reasonable expectation by the recipient that they will receive the grant, or the conditions attached to the grant are outside the control of the Order.
Governance costs principally relate to formal Board meetings including the Trustees’ Executive Committee and Grand Council and compliance with constitutional and statutory requirements.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)** Expenditure recognition (continued)
The Order adopts a policy of allocating costs to the respective cost headings throughout the year, and this allocation includes support costs where they are directly attributable.
Staff costs are allocated based on the estimated time spent by each staff in supporting the various activities. Shared costs (overheads and depreciation) have been allocated to each activity in the same proportions as the total staff costs.
## Gifts in kind
Where the value of gifted goods and services can be measured reliably, as determined by the cost to the third party, the value of these goods and services is included within charitable activities and within the appropriate category of incoming resource.
Time donated by volunteers is not valued in the financial statements. Where a Trustee’s travel and subsistence costs are paid either by the Trustee himself, or by another party on behalf of the Trustee, but are not recharged to The Order, the income and expenditure relating to those items are recognised only if they can be reliably measured.
Where the value of the gift is immaterial, or cannot be measured reliably, the substance of the transactions is described in the notes to the financial statements.
## Taxation
The Order is a registered Charity and therefore is not liable to income tax and corporation tax on income and gains derived from its charitable activities as they fall within the various exemptions available to registered charities.
Irrecoverable VAT has been charged to the statement of financial activities and is included with the expenditure to which it relates.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)**
## Heritage assets
The value of the heritage assets cannot be reliably measured and are not reflected in the financial statements.
## Intangible fixed assets
Intangible fixed assets represent the value of the Order’s trademarks and interests in European Union trademarks held jointly with the other Orders within the Alliance of The Orders of St John.
Trademarks acquired have finite useful lives of ten years and are carried at cost less any accumulated amortisation and any accumulated impairment losses.
Amortisation is calculated using the straight-line method to allocate the cost of trademarks over their estimated useful lives of ten years and is charged to support costs over the activities of the Order. The cost of renewing trademarks is recognised in the statement of financial activities as incurred.
## Tangible fixed assets
These are stated at cost less accumulated depreciation. Depreciation is calculated on a straight line basis. The costs of fixed assets, less estimated residual values, are written off over their estimated useful lives at the following rates:
- Land – not depreciated
- Freehold buildings – 50 years
- Furniture and equipment – 4 years
The Order adopts a minimum capitalisation limit of £1,000. However, if components of equipment (e.g. office furnishings or computers) are acquired with individual unit costs below the stated capitalisation threshold but collective costs of above £1,000 and anticipated asset lives are in excess of two years, then these groups of assets are collectively capitalised at the time of purchase.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)** Investment in subsidiary
The investment in the subsidiary company is shown at cost.
## Investments
Investment properties, which are held for the purpose of generating revenue for The Order, are stated at fair value. They are annually valued by an independent valuer with professional advice being obtained on the likelihood of material movements between full valuations to ensure that they continue to be valued in accordance with the Charity SORP.
## Concessionary loans to St John Establishments
Loans made to St John Establishments are held at cost less provision for impairment if required. They are public benefit concessionary loans, which are arrangements entered into below the prevailing rate of interest, not repayable on demand and made to further the charitable purposes of the Order. Concessionary loans are discounted if material.
## Cash and cash equivalents
Cash comprises cash in hand and deposits repayable on demand, less overdrafts payable on demand. Cash equivalents comprise funds held in term deposit accounts with a maturity of less than three months from the date of acquisition. Deposits with a maturity of over three months but less than one year are disclosed as short term deposits.
## Pensions
Employees of the Charity are entitled to join a defined contribution pension scheme. The Charity contribution is restricted to the contributions disclosed in note 8b which include insurance for a death in service benefit of one times an employee’s salary. Outstanding pension contributions at the year-end amounted to £nil (2022: £nil). The costs of the pension scheme are included within staff costs and are allocated in accordance with time spent on the differing activities undertaken by the Charity.
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## **Notes to the Financial Statements**
## **1. Accounting Policies (Continued)** Specific management judgements
The preparation of the financial statements requires management to make judgements, estimates and assumptions that affect the amount reported for assets and liabilities as at the balance sheet date and the amounts reported for income and expenditure during the year. However, the nature of estimation means that actual outcomes could differ from those estimates.
Specific estimates and judgements, with the most significant effect on the amounts recognised in the financial statements, are made by management in the process of applying The Order’s accounting policies. These judgements, estimates and assumptions are made on the basis of appropriate past evidence, professional advice and other relevant evidence, and are as follows:
- Investment properties (note13) – these are valued annually by a RICS qualified valuer independent of The Order. Such valuations use the most relevant and appropriate assumptions to come to an assessment of value in accordance with their professional standards.
- Intangible fixed assets (note 10) – while the costs of maintaining the trademark registration is amortised over 10 years, it is not possible to say whether this has any association with the fair value of the trademark.
- Tangible fixed assets (note 11) – the cost of the freehold land and buildings are depreciated in accordance with the accounting policies and subject to annual impairment review.
- Cost allocation (note 6d) – for the allocation of support costs, direct costs are used where possible. Staff costs are allocated, based on estimates of staff time spent on activities and overheads and depreciation are allocated in the same proportions as staff costs. These costs are analysed and reviewed periodically to ensure a correlation with work undertaken by staff.
- The Trustees do not consider that they control the subsidiary, SJEHG, as set out above, which is a key judgement being applied in the preparation of the financial statements.
**St John International Annual Report 2023**
**73**
**Notes to the Financial Statements**
## **2. Contributions from St John Establishments**
## **3. Other Voluntary Income**
## **4. Grants received**
Restricted grants of £103,376 (2022: £105,896) were received in the year to further the work of the Mother and Baby programme in Africa.
**St John International Annual Report 2023**
**74**
## **Notes to the Financial Statements**
## **5. Gifts in Kind**
The Order and SJEHG have an agreement in place whereby the Order provides use of the hospital and the Muristan in Jerusalem to SJEHG on 23 year leases at a rent of £10 per annum each. The cost of maintenance on and improvements to the Jerusalem hospital is borne by SJEHG. In the opinion of the Trustees, it would be impracticable to place a value on this facility or on the leases.
SJEHG also occupies part of the Order headquarters building in London at a rent of £1 per annum, under the terms of a Licence to Occupy. The cost of maintenance of the space occupied is borne by SJEHG. The value of this licence in 2023 was estimated at £57,000 (2022: £57,000) following recent rental offers on the investment properties. No value is recognised for this in the Order’s financial statements.
The St John Establishments are permitted to use the Order’s registered trademarks and Intellectual Property rights (IPRs). The contributions from the Priories include a charge for the use of the IPRs.
Some Establishments are charged a fee for the use of the Order’s IPRs based on their abilityto pay. In 2023, the amount paid by these fees was £189 (2022: £300).
The Trustees believe that intangible income arising from gifted use of IPRs to be immaterial. No gifts in kind were received in the year (2022: £nil).
**St John International Annual Report 2023**
**75**
## **Notes to the Financial Statements**
## **6. Total Expenditure**
Cost of activities in furtherance of the Charity's objects:
## **6a. Cost of raising Funds**
The cost of generating funds of £37,524 (2022: £54,947) principally relates to the staff costs of employing a fundraiser together with online fundraising costs and production of promotional material.
**St John International Annual Report 2023**
**76**
## **Notes to the Financial Statements**
## **6b. Expenditure on Charitable Activities**
In 2023 the expenditure on charitable activities was £1,223,000 (2022: £1,231,521) of which £1,076,093 (2022:£1,080,384) was expenditure from unrestricted funds and £146,907 (2022:£151,137) was expenditure from restricted funds. Charitable activities undertaken by the Order are detailed in the Report of the Trustees.
The following significant grants were made to St John Establishments:
**St John International Annual Report 2023**
**77**
**Notes to the Financial Statements**
## **6b. Expenditure on Charitable Activities (continued)**
These grants were made for the following activities:
## **6c. Governance Costs**
**St John International Annual Report 2023**
**78**
## **Notes to the Financial Statements**
## **6d. Analysis of Support Costs**
## **7. Taxation**
The Order of St John is a charity registered in England and Wales and applies all its income for charitable purposes. It therefore claims and obtains exemption from income and corporation tax.
**St John International Annual Report 2023**
**79**
## **Notes to the Financial Statements**
## **8. Analysis of Staff Costs and Renumeration received by Key Management Personnel**
## **8a. Employee Numbers**
The monthly average number of employees, including part-time staff calculated on an average headcount basis, analysed by function was:
## **8b. Staff Costs**
## **8c. Emoluments of Employees**
**St John International Annual Report 2023**
**80**
## **Notes to the Financial Statements**
## **8c. Emoluments of Employees (Continued)**
All employees are members of the organisation’s defined contributions pension scheme detailed in note 22.
The Order considers its key management personnel to be the Trustees and the Secretary General. The total employment benefits, including employer pension contributions of the key management personnel, were £179,704 (2022: £173,297).
## **9. Heritage Assets**
Heritage assets comprising the Great Banner (an embroidered banner) and the Cape of Reconciliation (an embroidered cape) were made and gifted to the Order in 1984. These objects are stored in the “Order of St John Museum” owned and maintained by the Priory of England and the Islands. The rights to a small share of the Kolossi Castle (which was built in 1454 by the Hospitallers of St John in Cyprus) were acquired in 1913 at a nominal value.
The net book value of the heritage assets is £nil reflecting that there is no realistic resale market for these assets.
**St John International Annual Report 2023**
**81**
**Notes to the Financial Statements**
## **10. Intangible Fixed Assets**
## Intangible assets comprise:
1. Trademarks for the Badge of the Order, name of St John Ambulance, St John Ambulance Caring for Life and Breath of Life;
2. European Union trademarks which include the names Johanniter and St John and the white eight-pointed Maltese or Amalfi cross, on red and black backgrounds of square and circular shapes.
Other Intellectual Property Rights owned by the Order comprise the Arms of the Order and the copyright in all books and publications written prior to October 1999. These have £nil value in the financial statements.
**St John International Annual Report 2023**
**82**
## **Notes to the Financial Statements**
## **11. Tangible Fixed Assets**
Freehold land and buildings in Jerusalem comprises: The SJEHG Land and Buildings; and The Muristan Premises.
The hospital buildings were completed in 1960 on acquisition of the land in Jerusalem. The buildings have been fully depreciated and the residual value of £282,000 included in the net book value of £297,500 above relates to the land, which is not depreciated. Since 1999 all improvements to the property have been incurred by SJEHG. The hospitals and their contents are currently insured by SJEHG for a value of approximately £24.8 million.
**St John International Annual Report 2023**
**83**
## **Notes to the Financial Statements**
## **11. Tangible Fixed Assets (Continued)**
Freehold Land and Buildings in London comprise St John House, 3 and 4 Charterhouse Mews, Clerkenwell, the headquarters of the Order, housing the Order Office and the UK offices of SJEHG; and the associated land. From 2016, part of the ground floor of 3 Charterhouse Mews was let out to The Orders of St John Care Trust and the property is now regarded as a mixed use asset. The apportioned cost of the leased area was removed from tangible fixed assets and transferred to Investment properties. The lease has now ended and as the tenants has not renewed it remains unoccupied at present.
## **12. Investment in Subsidiary**
The investment in subsidiary company is shown at cost £1,625 (2022: £1,625). The Order of St John is the sole member of SJEHG, 4 Charterhouse Mews, London EC1M6BB (Company no.7355619; Charity no.1139527). The Order of St John do not own or control a majority of voting rights of SJEHG and have no ability to control or direct the financial or operating activities of the subsidiary. SJEHG has no share capital and in the event of a winding up the Order’s liability would be limited to £10.
The subsidiary is the main provider of eye care in Jerusalem, the West Bank and Gaza. It is a renowned teaching hospital with medical and nursing training programmes. Research and development are also part of the hospitals’ activities. All operations and assets of SJEHG with the exception of the freehold interest in land and buildings which are owned by The Order of St John (note 11), are held with SJEHG and its subsidiaries. SJEHG’s Annual Report and Financial Statements may be found at www.stjohneyehospital.org
**St John International Annual Report 2023**
**84**
**Notes to the Financial Statements**
## **13. Investment Properties**
The valuation of 1 and 2 Charterhouse Mews, London was carried out at 31 December 2023 by a RICS Registered valuer from John D Wood in compliance with RICS Valuation- Professional Standards 2017. The fair value of the properties has been primarily derived using comparable recent market transactions on arm’s length terms. The value of these two properties at 31 December 2023 was £2,125,000 (2022: £2,000,000).
The leased area of 3 Charterhouse Mews was valued on the same basis (floor area) by management as 1 and 2 Charterhouse Mews as at 31 December 2023, as the property was built at the same time, is adjacent, is in the same style and is in the same condition as 1 and 2 Charterhouse Mews. This value at 31 December 2023 was £313,010 (2022: £294,625).
**St John International Annual Report 2023**
**85**
**Notes to the Financial Statements**
## **14. Loan to a St John Establishment**
A short-term loan of £50,000 was made to the Priory for South Africa in 2020 to enable continuation of the Order’s charitable work within South Africa. The loan was unsecured and repayable without interest by the end of June 2021. Subsequently, the Priory asked that payment be deferred for a period,and the Order also agreed to provide a loan of £226,000 to the Priory, to enable further provision of these charitable services. The total loan is now secured on property owned by the Priory for South Africa in South Africa. It continues to be non-interest bearing, and it will be repaid in equal monthly installments from April 2024 to March 2029.
## **15. Debtors**
**St John International Annual Report 2023**
**86**
**Notes to the Financial Statements**
## **16. Creditors**
Deferred income relates to insurance recoverable from tenants and the amortisation of future rental income.
## **17. Capital and other Commitments**
At the end of December 2023, contracts were in place committing the Order to the following payments in respect of a customer-relationship management (CRM) solution, a photocopier and IT services.
**St John International Annual Report 2023**
**87**
## **Notes to the Financial Statements**
## **18. Analysis of Net Assets**
**St John International Annual Report 2023**
**88**
## **Notes to the Financial Statements**
## **19. Statement of Funds 2023**
**St John International Annual Report 2023**
**89**
## **Notes to the Financial Statements**
## **19. Statement of Funds 2022 (Continued)**
**St John International Annual Report 2023**
**90**
## **Notes to the Financial Statements**
## **19. Statement of Funds 2022**
**St John International Annual Report 2023**
**91**
## **Notes to the Financial Statements**
## **19. Statement of Funds (Continued)**
## **Restricted Income Funds**
The Emergency Relief Fund £39,842 (2022:£38,893) was set up by St John Establishments to underwrite funding for urgent humanitarian relief in the event of disasters in regions where St John operates.
The Scottish Government via St John Scotland gave funds to be used by the Mother and Baby programme in Malawi. Money not spent, is carried forward as these programmes in Africa continue into 2023.
The St John Scotland PHC fund of £4,378 (2022: (£1,034)) comprises donated funds to enable the primary healthcare programme in Malawi to continue.
The money donated for Jamaica was fully spent out in 2023.
**St John International Annual Report 2023**
**92**
## **Notes to the Financial Statements**
## **19. Statement of Funds (Continued)**
## **Designated Funds**
The St John Association Development Fund of 3,569,385 (2022: £1,637,063) comprises funds that have been designated to support the St John Associations. This fund supports the Mother and Baby programme, the Social Enterprise Development programme, The Disaster Recovery programme and other supporting and programme developing activities.
The Website Redevelopment Fund of £26,823 (2022: £26,823) was set up to fund the redesign and rebuilding of the Order’s website. This is expected to be utilised over the next one to four years as the website continues to be improved with additional films and photography portraying the work of The Order of St John.
The Estate Fund of £107,000 (2022: £107,000) was set up to provide funds to maintain the capital value of the Charterhouse Mews properties and as a reserve to cope with any potential serious adverse cash flows arising from ownership of the Charterhouse Mews estate. It is planned to use this reserve in due course.
The HR Reserve Fund of £76,800 (2022: £76,800) has been set up to provide funds for the periodic recruitment of Great Officers and staff members and to ensure that The Order of St John is able to meet its employer commitments.
The Great Officers’ Travel Fund of £10,000 (2022: £10,000)is a fund to ensure the international travel costs of the recent appointees as Great Officers can be met as they carry out their duties on visits to St John Establishments throughout the world.
The Regional Conferences Fund of £105,000 (2022: £5,000) has been established to ensure that regional conference costs can be met as they occur.
The Covid-19 Fund was set up at the end of 2020, with a transfer from General Reserves to fund deferred travel. The general surplus at the end of 2023 was £0 (2022: £270,270) with the funds transferred back into General Reserves.
**St John International Annual Report 2023**
**93**
## **Notes to the Financial Statements**
## **19. Statement of Funds (Continued)**
## **Designated Funds (Continued)**
The Fixed Asset Reserve of £4,356,661 (2022: £4,250,235) is a designated fund that represents fixed assets used to enable the Order to carry out its charitable mission and to fund the investment in properties but excludes concessionary loans.
## **Unrestricted Income Fund**
The General Reserves of £696,163 (2022: £397,075) are free reserves which are used by the Trustees to spend on the Charity’s general charitable objects.
.
**St John International Annual Report 2023**
**94**
## **Notes to the Financial Statements**
## **20. Trustees** (as defined at page 42)
The Trustees all give freely their time and expertise without any form of remuneration or other benefit in cash or kind (2022: £nil). With the exception of the Great Officers and the independent board Trustee, expenses incurred by those acting as Charity Trustees and Senior Management of the St John Establishments are the responsibility of their respective Establishment in respect of travel, accommodation and subsistence at Board meetings.
The four (2022: four) Great Officers’ travel, accommodation and subsistence expenses, incurred in the course of their charitable activities, amounted to £140,695 (2022: £160,721). No (2022: four) Trustees donated £0 in 2023 (2022:£2,627). Other senior volunteers claimed £nil (2022: £nil) for travel, accommodation and subsistence during 2023; The Order’s committees are served by volunteers in honorary positions. These senior volunteers included eight Trustees (2022: 8)
.
**St John International Annual Report 2023**
**95**
## **Notes to the Financial Statements**
## **21. Related Parties**
Many of the Trustees of the Order are in positions of influence in organisations that make contributions to the Order. The amounts received from these organisations are:
.
**St John International Annual Report 2023**
**96**
**Notes to the Financial Statements**
## **22. Statement of Financial Activities for the Year Ended 31 December 2022**
**St John International Annual Report 2024**
**97**
## **Notes to the Financial Statements**
## **23. Pension Costs**
Current employees are members of The Pension Trust’s Federated Retirement Plan, a direct contribution scheme, and life cover has been purchased. During 2023, the Charity paid contributions at the rate of 11% (2022: 11%) of pensionable salary during the year and Members paid contributions betweena minimum of 2.5% and the Statutory Lifetime Allowance limit during the accounting year.
Pension costsare included in staff costsand are allocated on the basisof staff time spent on activities in the financial statements. Pension costs, as with all other staff costs are paid from the unrestricted funds of the Order.
.
**St John International Annual Report 2023**
**98**
St John House
3 Charterhouse Mews London EC1M 6BB
+44 (0) 207 251 3292 info@orderofstjohn.org
www.stjohninternational.org
Registered Charity No. 235979