2025-05-31-accounts

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Annual Trustees’ Report and Accounts

Year ending 31 May 2025

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Contents

Trustees Report

Trustees Report
Welcome from our CEO & Chairman	4
Our Mission	5
Our Values	5
Our Pillars of Support	6
Our Objectives	6
Our Projects and Activities	7
Maisie’s Story	10
Achievements and Performance	11
Teddy’s Story	16
Financial Review	17
Looking Forward	21
Structure, Governance and Management	24
Legal and Administrative Information	25
Statement of Trustees’ Responsibilities	26
Annual Accounts
Independent Auditor’s Report	27
Statement of Financial Activities	30
Balance Sheet	31
Statement of Cash Flows	32
Notes to the Financial Statements	33

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We are Lennox Children’s Cancer Fund

Our aim is to make a positive difference to the lives of children with cancer, and their families. We are here to offer support when it is needed most.

Emotional support

While the doctors take care of your physical health, we’re here to take care of your mental health. Our community support group and family support helpline can provide that all important ear to listen, shoulder to cry on or friend to chat with.

Community

We help reduce loneliness through our range of social events including monthly community groups for the whole family, our Buddy Up scheme for teenagers, and our exciting annual events like Party for Heroes and a festive Christmas Party.

Financial support

During a child’s cancer treatment, many parents are unable to work and household costs can soar. Our care and crisis grants are available to provide a financial cushion when times get tough

.

Education

Through our AV1 Robots and School Support Programme, we help children stay connected to school and friends, reducing educational exclusion, bullying and isolation during and after treatment.

Practical support

From woolly socks to a phone charger, our ‘We’ve Got Your Back’ Packs provides all the essential items needed for the first few unexpected days in hospital.

Respite Breaks

A Lennox holiday or day out as a family can be ‘just what the doctor ordered’, reminding families the value of spending time together.

Lennox Children’s Cancer Fund

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Trustees Report

Lennox Children’s Cancer Fund was registered as a charity in England and Wales with the Charity Commission on 21[st] May 1992. The charity registration number is 1011325. The Trustees are pleased to present this report together with the financial statements of Lennox Children’s Cancer Fund for the year ended 31 May 2025.

The financial statements have been prepared in accordance with the accounting policies set out in Note 1 to the accounts, and comply with the charity’s Trust Deed, the Charities Act 2011 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (as amended for accounting periods commencing from 1[st] January 2016).

The legal and administrative information set out on page 25 forms part of this report.

| A message from our Chair of Trustees and CEO Welcome

As we reflect on the past year, we do so with a genuine sense of pride in how the charity continues to grow and strengthen. Despite ongoing financial pressures and a challenging external environment, we have made real progress, driven by an exceptional team who remain deeply committed to supporting children and families when they need us most.

This year has also marked an important moment of transition for our Board. We would like to thank Kevin Davis, who has chosen to step down from his role as Chair of Trustees after many years of dedicated service. Kevin’s leadership, insight and commitment have helped guide the charity through significant periods of development, and we are delighted that he will continue to support our work as a Trustee. We are pleased to move forward under new leadership as we continue to build on these strong foundations.

Our staff and volunteers remain at the heart of everything we do. Their hard work, compassion and professionalism ensure that we are continually improving and extending our reach. During the year, 76% of our total spending was directed towards charitable activities, all of which delivered positive and meaningful outcomes for the children and families we support.

We are particularly encouraged by the progress of our newer projects, which have truly begun to flourish this year, going from strength to strength and demonstrating their lasting impact. Alongside this growth, some of the most memorable moments of the year came from bringing families together through our events, especially the Party for Heroes in the summer and the Children’s Christmas Party, both of which were highlights for everyone involved.

We would like to thank our supporters, fundraisers, partners and volunteers for their continued belief in our work. Together, you enable us not only to sustain our services but to keep looking ahead with confidence and ambition.

Thank you for taking the time to read this report and review our accounts. Your support makes a real and lasting difference.

Best wishes,

Mark Brown Chair of Trustees

Vincent Fitzmaurice CEO

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Our Mission

Since our charity was founded in 1992, our mission has remained clear: to reduce the pain and suffering experienced by children diagnosed with cancer. Over time, our work has evolved to recognise that a child’s diagnosis affects the whole family, and our support now extends to parents, siblings and other family members, from the point of diagnosis, through treatment, and into life beyond cancer.

Each year, hundreds of families face the devastating news that their child has cancer, bringing with it emotional, practical and psychological challenges that can feel overwhelming. Our mission is to ensure that no family faces this journey alone by providing compassionate, timely and meaningful support when it is needed most.

All of our projects are designed to make a positive and lasting difference to the entire family. Through our dedicated Family Support Team, we work closely with each family to understand their individual circumstances and connect them with the right support at the right time, offering reassurance, guidance and care throughout every stage of their journey.

Our Values

The values that guide us have not changed this year and continue to underpin everything we do, ensuring that our support for families is delivered with care, integrity, and commitment.

Friendly and Fast acting Kind and welcoming When a family understanding . We pride ourselves needs help, we We put the families on creating a friendly make sure we can we support at the and welcoming react swiftly. Our forefront of environment for all team are easily everything we do our beneficiaries, reachable and and every decision supporters and always on hand to we make. donors. offer support. siecle Embracing Always everyone improving Honest and Every child, every We are constantly transparent family, every looking to improve our We are trusted by supporter, every services and to meet the many families employee and every the needs of our we have supported, volunteer matters. We families by listening and those who have embrace everyone in and exploring new supported us in the the Lennox innovative ways to last 30 years. community. help. 8

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Pillars of Support

During the year, we introduced two new pillars of support to better reflect the full wraparound services we provide to the children and families we support.

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Emotional Financial Education Practical Community Respite
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Together, these six pillars underpin all of our work and enable us to deliver meaningful, wraparound support that puts families first and helps us deliver the right support at the right time.

Our Objectives

Every family’s experience of childhood cancer is unique, and no two journeys are the same. Many families struggle to adjust to a ‘new normal’ following diagnosis, which is why we prioritise providing emotional, practical and financial support tailored to each family’s individual needs. We are committed to ensuring that every family feels heard, understood and cared for at every stage of their journey, with their needs placed at the centre of all decisions we make.

All of the charity’s projects and services are focused around our pillars of support to ensure they are delivered in line with the individual needs of each child and family. Our objectives are:

• To provide a friendly and non-judgemental emotional support service to parents, siblings and other family members, from the point of diagnosis through treatment, post-treatment, or bereavement.

• To refer families to professional counsellors free of charge, where additional specialist support is required.

• To relieve the financial burden incurred by families following a child’s cancer diagnosis.

• To provide gifts or monetary donations for individual children, particularly at Christmas, Easter and other significant occasions.

• To introduce families to others who are experiencing a similar journey, offering opportunities for advice, reassurance and friendship.

• To reduce incidences of cancer-related bullying in schools by raising awareness of the childhood cancer journey.

• To support children’s education during treatment, helping them to remain connected to their peers, teachers, lessons, and reduce isolation.

• To increase awareness of the signs and symptoms of childhood cancers to support earlier diagnosis and improved outcomes.

• To provide children and families with opportunities for respite and relaxation through essential quality time together, away from hospitals, treatment and clinical environments.

• To provide practical support at the point of hospital admission through the provision of essential items for the child and/or parent, helping to reduce stress and increase comfort.

• To increase the presence of our Family Support Team within hospitals to help identify families who may not yet be accessing our services.

• To consistently provide high-quality, responsive and timely assistance, ensuring families receive the right support at the right time.

• To continue promoting our services to ensure families in need are aware of and able to access our support.

We also remain committed to supporting hospitals with specialist children’s cancer wards, helping to ensure that children undergoing treatment receive the best possible care and quality of life. We continue to work closely with a number of hospitals, including Queen’s Hospital in Romford, Great Ormond Street Hospital in London, Addenbrooke’s Hospital in Cambridgeshire and Basildon Hospital in Essex.

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Our Projects and Activities

Respite Breaks

We provide respite holidays free of charge to families who need time away together to rest, recover and reconnect. For families affected by childhood cancer, even a short break can be vital in helping relationships survive the emotional and physical demands of treatment. For many, however, a family holiday can feel completely out of reach.

Cancer treatment often leaves children with a weakened immune system, meaning illness and unexpected hospital admissions are common. Our Respite Breaks project is designed with this in mind. Families are reassured that if their child is too unwell to travel, breaks can be rearranged or taken later, removing the worry of financial loss. Our holiday homes are also located within reasonable distance of UK hospitals, offering further peace of mind.

This flexibility and reassurance are especially important for families already carrying the emotional strain of ongoing treatment, frequent hospital appointments, treatment side effects and the financial pressures associated with childhood cancer.

Alongside the respite breaks themselves, we also provide holiday grants to help families enjoy a worryfree stay, as well as toys, games and DVDs in each holiday home to keep children entertained during quieter or rainy days.

Each year, many families leave heartfelt messages of thanks in our guest books, often sharing words of encouragement, advice and ideas for other families who may follow in their footsteps.

Emotional Support and EIMS

Being diagnosed with cancer at a young age can be frightening and overwhelming. Feelings of fear, anxiety, sadness and helplessness are common, not only for the child with cancer, but also for siblings and parents who are facing an uncertain future. Supporting the emotional and mental wellbeing of the whole family is therefore a vital part of our work.

Our Family Support Team has extensive experience in building trusted, often long-term relationships with families who need emotional support. They are there to listen, help families talk through worries, offer reassurance during difficult moments, and connect parents with others who understand what they are going through. This personal, human support plays a crucial role in helping families cope and should never be underestimated.

In recent years, demand for mental health support has continued to increase significantly. This is why, in 2024, we expanded our emotional support services and introduced our Early Intervention Mental Wellbeing Scheme (EIMS).

Through EIMS, families can access extended emotional support via our telephone helpline and, where needed, be referred to professional counsellors to receive early mental health support. We also run a monthly support group and provide therapy boxes, helping us reach families who may need extra encouragement to take the first step towards getting help.

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Care and Crisis Grants

Childhood cancer places a significant financial strain on families. Often one of both parents will be forced to give up work to care for their child while they are unable to attend school during their treatment.

Around 61% of parents are affected financially by their child’s diagnosis, with extra costs averaging around £700 per month, alongside an income loss of around £6,000 per year[1] . Because of this many parents also experience debt as a direct result of their child’s diagnosis.

during the group to offer one-to-one support. This provides parents with the opportunity to talk through worries, gain coping strategies and receive emotional support without committing to regular counselling. Some older children have also found it helpful to speak with the therapist about their own experiences and feelings.

Our Care and Crisis Grants provide a vital financial lifeline to families facing these pressures. Grants are used to help cover essential costs, including travel to and from hospital, specialist equipment, home adaptations, childcare for siblings, clothing, utility bills and other unexpected expenses. This support helps ease immediate financial stress at a time when families are already under immense emotional strain.

Share Our Strength (SOS) Support Group

Our monthly Share Our Strength (SOS) support group brings together parents, children, siblings and other family members who are facing similar experiences. It offers a safe and welcoming space where families can build friendships, share experiences and feel supported by people who truly understand the challenges of living with childhood cancer.

Each session includes a range of activities for children, encouraging them to play together and enjoy time with others who share similar experiences. This gives parents and carers the opportunity to relax, talk with one another or join in with the activities if they wish. The relaxed, no-pressure and non-judgemental environment helps families connect naturally, reducing feelings of isolation and loneliness. A therapist is often available

Buddy Up

Teenagers and young people with cancer face unique challenges that can significantly affect their wellbeing and mental health. Our Buddy Up initiative brings young people together through shared activities, days out and online connections.

We organise small group outings for young people and a parent or carer, visiting places such as cinemas, museums, theatres and theme parks. These experiences help young people build friendships, feel understood and connect with others who are going through similar experiences.

Welfare and Benefit Advice

In some cases, a one-off grant is not enough and families need longer-term financial support. Where this is the case, we provide advice and guidance to help families apply for state benefits such as Universal Credit, or refer them to specialist organisations who can carry out a full welfare and benefits check to make sure they receive all the benefits they are entitled to.

Helping families maximise their income allows them to plan for the future and stay financially afloat during treatment. This reduces financial worry and allows parents to focus their energy where it matters most - caring for their child.

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Gifts in Kind

At Christmas, Easter and other key times of the year, we distribute new toys, clothes, food treats and other gifts to children affected by cancer and their siblings. During treatment, many children miss out on everyday experiences such as school, holidays, birthday parties and days out with friends.

tailored to each child’s age, interests and abilities and may include toys, crafts, games and creative activities. These boxes offer comfort, distraction and creative expression, helping children cope emotionally during treatment and recovery.

By providing gifts, vouchers and donated tickets for family activities, we help children enjoy moments of normality and joy during an otherwise difficult time. These donations have proven to be incredibly valuable to families and are always received with gratitude.

‘We’ve Got Your Back’ Packs

Receiving a cancer diagnosis and being admitted to hospital suddenly can be overwhelming. Often parents don’t get a chance to go home first and find themselves in hospital for several days with no basic supplies. Our ‘We’ve Got Your Back’ packs are designed to support families through the first 24 hours of an unexpected hospital stay by providing essential items and small comforts.

Each back pack includes everyday necessities such as toiletries, socks, blankets, phone chargers and practical items for both parents and children, as well as activities and comfort items for the child. Parents also receive clear information about the charity’s wider support, including financial help, emotional support and respite breaks.

Community Events

Throughout the year, we host a range of events for children with cancer and their siblings, including Christmas parties, activity days, private visits to attractions, theatre trips and outdoor events.

Many of these events take place in venues or public places that children may not otherwise be able to attend due to compromised immune systems. By offering exclusive access with limited numbers, we create safe, inclusive environments where families can relax, connect and enjoy time together.

Therapy and Treasure boxes

When requested, we provide personalised therapy and treasure boxes for children. These boxes are carefully

Education and Raising Awareness

We play a vital role in supporting children affected by cancer by helping them stay connected to their education, school and friendship groups during treatment. Long periods away from school can lead to feelings of isolation and a loss of confidence, making it harder for children to reintegrate when they return. By working closely with schools, we raise awareness of childhood cancer to improve understanding among staff and pupils, and help create supportive environments that reduce stigma and bullying.

We also loan AV1 robots to children during treatment, allowing them to join their classroom remotely, stay involved in lessons and maintain a visible presence among their peers. Maintaining these educational and social connections helps children feel included and supported, while also providing a sense of normality and continuity at a time when much of their life feels uncertain.

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Maisie, age 6

When Maisie was diagnosed with cancer in December 2023, her entire family’s world was turned upside down. Months of intensive chemotherapy left Maisie deeply affected, both physically and psychologically. Early on, she struggled to take medication orally, and her eating was severely impacted, meaning she has relied on an NG tube and paediatric milk feeds since diagnosis.

Maisie’s parents faced their own challenges, with her mum having to give up work to care for her full-time and their household finances taking a big hit. Maisie’s 11 year old brother, Frankie, also felt the strain, struggling to see his sister so unwell, and dealing with the reduced attention from his parents. The family’s routines, finances, and emotional wellbeing were all significantly affected.

“Our family unit has been utterly shaken by Maisie’s illness and treatment in almost every way”

After getting in touch with us, Maisie and her family were able to enjoy a much-needed break at our Appletree Cottage in Norfolk. With the help of a holiday grant, they were also able to hire bikes, giving Maisie the joy of riding a tag-along bike, and letting Frankie enjoy some much-needed freedom cycling. They also spent a day exploring Bewilderwood and discovered a local horse sanctuary, Redwings in Aylsham, which they described as “very relaxing and perfect for us.” Horses and ponies have become a source of therapy and joy for Maisie, so we’re very proud that Lennox enabled her to experience them in a way that would have otherwise been impossible.

“We had such a nice time and it’s a beautiful place”

This break, along with some days out that we funded, have given Maisie’s family something they had been missing for a long time, the chance to simply be together. They allowed Frankie to feel included and valued, gave Maisie moments of freedom and happiness, and helped her parents reconnect with their children in a more relaxed setting. Together, this time helped ease emotional strain and strengthen family relationships during an incredibly challenging period.

“Thank you, again, for the care and attention you have shown us. It makes the world of difference to have people in our corner”

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Achievements and Performance

During the year, the charity made significant progress in delivering its charitable objectives, expanding both the scale and depth of its support for children and families affected by childhood cancer. Through continued development, increased reach and good collaboration with partners, the charity has been able to respond more effectively to beneficiaries’ needs, while creating meaningful moments of connection and joy for the families we support.

The charity provided direct financial, emotional and practical support to families affected by childhood cancer. This included care grants, essential items, emotional support and funded family experiences, all designed to reduce financial strain, improve wellbeing and provide comfort during extremely challenging periods, while helping the charity to achieve its objectives.

Emotional support

One key achievement this year was the continued success of the charity’s out-of-hours helpline, which we launched in early 2024. Over the year, families received 240 hours of out-of-hours support via telephone and text, alongside regular weekly check-ins during office hours. The availability of flexible, out-of-hours support has proved invaluable, offering families a safe and accessible listening space at times that suit them, often during moments of heightened anxiety or isolation.

The charity also significantly expanded its geographical reach, supporting families across 41 counties in England, Scotland and Wales, compared to 31 counties in the previous year. This growth reflects increased awareness of the charity’s services, particularly through the successful promotion of the new EIMS project.

During the year, the charity strengthened its referral pathways by building a portfolio of 47 qualified professional counsellors. Families are offered up to 10

funded counselling sessions per person, ensuring timely access to specialist emotional support. While the charity continues to work towards its ambition of having counsellors available in every UK county, online counselling remains available where face-to-face sessions are not yet possible, ensuring no delay in support.

Financial support

Over £41,000 was awarded in care grants to families facing financial hardship, helping to cover essential costs at a time when household income is often significantly reduced.

Respite support

A major milestone this year was the purchase of a new holiday home in the New Forest, increasing the charity’s capacity to offer respite breaks to an additional 96 families per year. The property has been fully furnished and equipped to ensure families can enjoy a comfortable, stress-free stay. The charity’s existing holiday homes also underwent maintenance and repairs to ensure they continue to meet a high standard.

Community support

The charity delivered a wide programme of beneficiary events throughout the year, offering families opportunities to relax, reconnect and create joyful memories together.

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The Share Our Strength support groups were expanded to a new venue in Colchester, enabling more families to attend. These groups continue to provide a safe, welcoming environment where individuals of all ages affected by cancer can access peer support, information and friendship.

At the beginning of 2025, the charity launched the new Buddy Up scheme, specifically designed to support teenagers aged 12–18 affected by childhood cancer. The programme focuses on peer connection and confidence-building through shared experiences, including activities such as an abseil at The O2 and gokarting. The scheme has been well received and will continue to grow in the coming year.

Children were greeted by the conductor as they entered wonderland at Basildon Sports and Social Club. Cheeky elves and other characters kept the entertainment going all afternoon, and children also enjoyed a visit from Santa, a delicious buffet, goody bags, face painting, characters and a giant inflatable igloo.

Other seasonal events included a Halloween Party at The Castle in Great Leighs, and several smaller outings such as farm visits and a Cinderella-themed mother and daughter afternoon tea.

The flagship Party for Heroes once again took place at Marsh Farm in Essex with 138 children attending, along with their families. They enjoyed a full day of activities, including themed entertainment, fairground rides, animal encounters and performances, with staff and volunteers giving their time to ensure the event was memorable and inclusive. The event continues to be a highlight for both families and volunteers alike.

Thirteen families were invited to attend Colchester Zoo’s Dream Night, themed Enchanted Forest . The zoo was closed to the public giving children the chance to explore the park without the usual crowds. They enjoyed feeding giraffes, seeing lions, tigers, monkeys, elephants, and many other animals. They also took part in fun activities with an Enchanted Forest theme.

Our magical Christmas Party was Polar Express themed, and, with 143 children plus their families attending, it was the biggest beneficiary event of the year. Guests were encouraged to come along in their pyjamas.

Educational support

A significant achievement this year was the launch of a new education support service, aimed at helping children with cancer remain connected to their education and friends. Through restricted funding, the charity purchased its first five AV1 robots, enabling children to attend lessons and interact with friends remotely from home or hospital. This initiative has helped reduce isolation and ensured that education can continue during treatment.

Practical support

The charity provided ‘We’ve Got Your Back’ packs to four hospitals, ensuring newly diagnosed children and their families had essential items for their first few nights in hospital, as well as clear signposting to the charity’s wider support services that are available to them.

During the year, we distributed treasure boxes that were individually tailored to each child’s age, interests and abilities. These boxes support emotional expression through play and creativity and encourage children to explore their feelings in a safe and supportive way.

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each of the events on their platform. We are just beginning to see the impact of this, as people start to sign up. The available challenges include runs, walks, bungee jumps, swims, cycles and obstacle races.

We had one supporter who took part in the 2025 London Marathon to raise funds for Lennox. We held a ballot to allocate our space and the winner was the aunt of one of our beneficiaries.

We have focused on two key campaigns this year: Go Gold is our campaign to raise awareness of childhood cancer awareness month in September, while our 25 Days campaign runs through December to raise funds towards the following year’s respite breaks. Go Gold raised over £11k and 25 Days raised £14.5k.

The fundraising team organised, marketed and hosted golf events, boxing events and football events during the year.

In total, 3,711 gifts were distributed to children wth cancer and their siblings, either sent directly to homes or delivered to hospital wards at Christmas and Easter. The charity also provided 114 vouchers or tickets, helping families access days out or meet essential costs.

Strong relationships with hospital staff have enabled continued delivery of toys, games and craft resources to wards throughout the year, including Southend, Basildon, Broomfield, Queen’s and Colchester Hospitals.

Alongside direct support, the charity assisted 40 families with applications for Universal Credit or other government benefits. Where possible, care grants were used to help cover essential living costs while families awaited benefit decisions, helping to reduce financial stress during periods of uncertainty.

With the support of a local Junior Parkrun, we have organised a Superhero Fun Run to take place in June 2025. We also organised a Christmas market in December 2024 and promoted the charity at many different third party events, such as markets, fairs and community events.

We held another very successful Christmas Gift appeal and, for the second year in a row, we received more gifts than we ever have before. This year, we hosted volunteer ‘wrappers’ in the office to help us pick gifts and wrap and pack them, ready for posting. With the help of the volunteers, we sent wrapped gifts to more than 1,200 children by post.

Two of our partnerships have extended their commitment to Lennox for another year. Both have

Generating Funds

Despite ongoing economic challenges, the charity successfully delivered a variety of fundraising activities, including community events, individual challenges and corporate support. These efforts ensured the charity was able to maintain support for beneficiaries while continuing to build sustainable income streams for the future.

The fundraising team has continued to support those who raise funds via their own fundraising activities. Many individuals organised their own fundraising activities, such as dress down days, quiz nights and cake sales.

We have focused a lot on building up the challenges this year and we have had a very successful year for skydives. In January 2025 we joined Run for Charity, who allow us to book up to five of our supporters onto

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committed to support Lennox by raising funds, raising awareness and offering practical support through staff training and advice. One of them is also hosting a corporate golf event that will enable us to meet with some of their supply chain, creating lots of new potential partnership opportunities.

In the last year, our team has sourced £546,811 in donations and grants from Trusts and Foundations. This is £209,770 more than last year. Of this income, £133,562 was restricted for our EIMS project, AV1 Robots and our new Buddy Up scheme.

The Essex Freemasons very generously funded our ‘We’ve Got Your Back’ Packs, which were delivered to four hospitals.

The National Lottery’s Reaching Communities programme is continuing to fund our EIMS project until January 2027. This has allowed as to expand the project this year to reach more families anywhere in the UK and provide early intervention mental-wellbeing support.

The charity’s stage production of Wizard of Oz took place in April 2025. While it didn’t sell as many tickets as previous shows, it created lots of networking opportunities and raised the profile of the charity in Basildon. A local knitting group created a very impressive post box topper to help promote the show.

Lennox Productions hosted their annual Christmas Concert at a church in Basildon this year. It was very well attended and the venue received very good feedback from the choir members and the audience. This was a scaled down event compared to last year, helping to create a more relaxed and fun feel to the concert. The group also hosted a smaller show in a local memorial hall to raise funds.

Community and Engagement

The charity strengthened relationships within the local community and beyond, raising awareness of childhood cancer and the charity’s work. Increased engagement across events, partnerships and digital platforms helped to broaden the charity’s reach and reinforce its mission.

Every September, for Childhood Cancer Awareness Month, we launch our Go Gold campaign. This is focused on increasing awareness of the signs and symptoms of childhood cancer, as well as promoting our projects and services for those affected. We hosted promotional activities at shopping centres around Essex and Kent to promote the campaign.

For the third year running, we were given a unit at Bluewater Shopping Centre to promote Childhood Cancer Awareness Month and we used this platform to speak to members of the public about the charity, our work, and childhood cancer. Some professional princesses and characters volunteered their time to help us promote this by taking photos with passers by and encouraging people to take leaflets or make donations. They also allowed us to advertise on the digital display boards that they have throughout the shopping centre. This level of advertising would usually cost in excess of £80k.

This year we invested in some LinkedIn training for the team to encourage them to share our work and encourage businesses to support us. LinkedIn is great for connecting with businesses all over the UK and showcasing the amazing work that we do.

Our Facebook and Instagram pages are also thriving. A new community page has been set up on Facebook for families to connect online. This allows us to identify

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families who may be in need of our services and signpost the to the support we have available.

Governance and Operations

Trustees continued to review and strengthen governance arrangements to ensure the charity remains well-managed, transparent and compliant with regulatory requirements. Improvements were made to policies, procedures and internal controls, supporting the long-term stability and effectiveness of the organisation.

We have had more people than ever looking to volunteer, and while this is great for the charity, it also presents challenges. Over the coming year, we will be looking to set up a volunteer programme so that individuals and businesses can see where we need help and apply their own skills to our needs.

The new CRM system launched in March 2024 and during this year has been fully implemented across all departments. This has brought all of our data together for more cohesive record keeping, and improved our processes, especially in the fundraising department.

We were very lucky to secure funding and acquire use of the office next door to our current office. This means we now have a nice space for families to visit, allowing them privacy while they are supported by our team. We also have a meeting room and a place to store our gifts in kind. The extra space has already been so valuable to our team and our beneficiaries, and will continue to do so for the coming year.

During the year, the charity made the difficult decision to reduce staffing levels in response to the challenging economic climate and increased cost pressures affecting lots of charities. While this was not a decision taken lightly, it was necessary to ensure the charity’s long-term financial stability and protect the delivery of its core services to beneficiaries. The Trustees are grateful for the dedication and commitment of those staff affected and are proud that, despite these changes, the charity has continued to deliver highquality support while strengthening its resilience for the future.

We have continued to reducing printing, and switching our paper processes to digital wherever possible. This reduces our carbon footprint as well as saving money for the charity.

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Teddy, age 3

Teddy was diagnosed with high-risk leukaemia (AML) in Feb 2022, when he was only nine months old. He spent six months in hospital while he received three rounds of chemotherapy and a bone marrow transplant. Although his transplant was initially successful, the donor cells in his body have started decreasing leaving Teddy at very high risk of relapse.

Teddy’s parents were forced to reduce their working hours to care for Teddy, because he has been too unwell to attend any childcare settings. As a result, their household income has significantly reduced.

After months in hospital, and many more at home in isolation, Teddy’s family wanted to travel and make as many precious memories as possible. Teddy is not allowed to travel abroad, so we were delighted to be able to give them a break away at our beautiful lodge in the New Forest.

“We spent so many dark and lonely nights through treatment dreaming of the day we could give Teddy the opportunity to get back outside and be himself. Being able to spend some quality time reconnecting as a family was really special”

Teddy is now three years old and the hospital visits are still not over. He is on a lot of medication, as well as having investigations for lung problems, and is being monitored closely for early signs of relapse.

“We have missed out on so much time making memories with Teddy due to him being diagnosed at such a young age. This has had a huge impact on us emotionally as a family and will continue to do so for some time”

We are continuing to support Teddy and his family practically and emotionally as they continue to navigate their journey and the long-lasting effects of childhood cancer.

Lennox Children’s Cancer Fund Lennox Children’s Cancer Fund Annual Trustees Report and Accounts Annual Trustees’ Report and Accounts for year ending 31Year Ending 31 May 2025 May 2025 Lv VS) eea ’ a , se . =

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Financial Review

Overview

The year ending 31[st] May 2025 was a period of significant growth for the charity. Increased income enabled us to expand our reach and improve our projects and services, directly benefiting children with cancer and their families.

----- Start of picture text -----
During the year, the charity received income totalling £1,356,247. The majority of this was raised through grants from
trusts and foundations, donations, and our own fundraising activities. The statement of financial activities in these
accounts show an expenditure of £1,198,696, however this doesn’t include £176,995 that was spent on a new holiday
home.
£133,562
Restricted
Income £1,222,685
Unrestricted
£1,078,663
Expenditure
Unrestricted
£120,033 £176,995
Restricted Holiday home
----- End of picture text -----

Income and Growth

Total income for this year increased to £1.36 million, showing a 31% increase on the previous year (2024: £1.04 million). This is the third year in a row, the charity has raised over £1 million showing stability and consistency. This growth has been driven primarily though the continued success of fundraising through trusts and foundations, alongside increased donations from individuals and business partnerships.

The graph below shows how, between 2024 and 2025, the income has increased in every area except ‘Other income’, which is primarly due to less Gift Aid being claimed during the current year.

----- Start of picture text -----
£700,000
£600,000 2025
£500,000 2025 2024
£400,000
2024
£300,000
£200,000
£100,000 2025
2024 2024
£0 2025
Donations, grants Fundraising, events Retail, trade Other income
and legacies and campaigns and gift in kind (including Gift Aid)
This year’s income is broken down as follows:
£646,666 was raised through donations and grants
£539,987 was raised through fundraising, events and campaigns
£144,041 was raised through our online charity shop and gifts and services in kind
£25,553 was raised through other income, including Gift Aid
£1,356,247 TOTAL
Lennox Children’s Cancer Fund
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Income Sources

Income from trusts and foundations rose to £546,881, including both restricted and unrestricted funding. This enabled the charity to plan with greater confidence and improve many of our key services for beneficiaries. Individual giving has more than doubled, showing an improvement in awareness and trust in the charity’s work. Income from business and corporate donations have also increased significantly as a result of the strengthening of our long-term partnerships.

Income from fundraising, events and campaigns remained stable at £539,987, with notable growth in corporate partnerships offsetting a reduction in community fundraising and challenges. In addition, the charity experienced a substantial increase in gifts and services in kind, which are valued at £141,531, and made up of vouchers, tickets, gifts, raffle prizes and vital advertising. The majority of these were used for charitable purposes, including days out for beneficiaries, birthday and Christmas gifts, donations to hospital wards or services at our beneficiary events. Together these enabled vital support to be delivered to families all over the country.

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Donations, grants Fundraising, events and campaigns Retail, trade Other income
and legacies and gift in kind
en zm
546,881
£196,401
£142,493 £141,531
£71,192 £63,945 £72,728
£28,593 £31,975 £32,445 £23,013
£2,510 £2,540
----- End of picture text -----

Unrestricted funds are available for the charity to use for any purpose, provided it is in line with our goals. Restricted funds are given for a specific purpose and must be spent in line with the conditions of the donation. This year, the charity received restricted funds totalling £133,562. The charity’s restricted funds are usually grants that are given towards one of our projects.

The income achieved this year would not have been possible without the generosity and commitment of our donors, fundraisers, corporate partners and grant-making trusts. Every donation, no matter the size, has played a vital role in enabling the charity to support children with cancer and their families.

Expenditure

The statement of financial activities shows total expenditure of £1,198,696 across the year. Of this, £911,906 was directed towards charitable activities, ensuring that 76% of our income was used to directly support our projects and services for children with cancer and their families.

Additionally, the charity purchased a new holiday home in the New Forest, which will serve up to 96 more families every year. This cost us £176,995, and is not recorded in the charitable expenditure. Instead it has been recorded as a tangilble fixed asset, under Note 12 in these accounts

The remaining £286,790 was invested in the cost of generating funds, enabling the charity to sustain income streams, build partnerships and support future service delivery. The Trustees are satisfied that this balance represents an effective use of resources, with a strong focus on maximising impact while maintaining long-term financial sustainability.

----- Start of picture text -----
New holiday
home
£178,543
Cost of
generating funds
£286,790
Charitable Activity
£911,906
----- End of picture text -----

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76% £41,799 £24,824 3,825
of our overall was given directly of professional gifts in kind were given
expenditure was spent to families in counselling was to children with cancer
directly on supporting need of financial funded to improve and their siblings, or
families support mental health hospital wards.
Delivery of charitable activities { ||
Total expenditure on charitable activities increased to £911,906 (2024: £722,910), plus an additional £176,995 that was
spent on the purchase of a new holiday home. This impressive amount reflects the charity’s commitment to directing
services and projects where they will deliver the greatest impact.
----- End of picture text -----

The emotional support and EIMS services, including the new family helpline that launched in February 2024, were significantly expanded during the year, with expenditure increasing to £203,060. Almost half of this was funded by The National Lottery’s Reaching Communities programme, who have funded the helpline and our early intervention counselling for three years. The remaining expenditure allowed us to increase our staffing, improve training and develop our online resourses. As a result, more families have been able to access timely emotional support during and after a child’s cancer diagnosis.

The charity has continued to provide care grants to families faced with financial hardship as a result of their child’s diagnosis, and a total of £138,446 was spent on delivering this vital project. £41,799 of this was given directly to families. While this is slightly reduced compared to last year, an increase in staffing, training and resources has ensured that families receive the appropriate guidance to access long-term financial support.

Respite breaks remained a vital part of the charity’s services, providing families with invaluable time away from the pressures of treatment and hospital visits. Expenditure on respite breaks totalled £118,019.

A key achievement during the year was the launch of the AV1 Robot scheme, as part of the education and awareness project. We have invested substantial resources to ensure that children could safely stay connected to their education and peers during treatment. £174,398 was spent on raising awareness and education, including the provision of AV1 Robots.

Other activities, including ‘We’ve Got Your Back’ packs, the Buddy-Up scheme for teenagers, Share Our Strength (SOS) support groups, gifts in kind, annual appeals and regualar beneficiary events, cost the charity a further £228,712. These activities help us to reach more families, broaden our support and offer increased visibility nationally.

The graph below demonstrates how our charitable expenditure was split between our main projects (including a share of staff and support costs).

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Emotional support and EIMS
£188,265
Respite Breaks£203,060
Care Grants
Gifts In Kind
£35,584
Events and Activities
We've Got Your Back' Packs£118,019 £73,764
Raising awareness and education
£63,893
£138,446
£0 £50,000 £100,000
----- End of picture text -----

Raising awareness and education We've Got Your Back' Packs Events and Activities Gifts In Kind Care Grants Respite Breaks Emotional support and EIMS

In addition to these amounts, a further £42,271 was spent on shared costs across all the projects. These include premises, postage, printing and travel.

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Administration and governance

The charity’s administration and governance costs, also referred to as support costs, include premises, communications, travel, audit fees, and other expenditure necessary for the day-to-day running of the organisation.

For the year ending 2025, these costs totalled £226,315 and are apportioned between charitable activities, £169,737, and the cost of generating funds, £56,578. Governance-specific expenditure, including audit fees, legal and professional advice, and trustees’ travel, amounted to £13,606, representing approximately 6% of total administration and governance costs. Trustees consider this level of expenditure appropriate to ensure effective oversight, compliance with statutory requirements, and efficient management of the charity.

Compared with the previous year, governance costs increased slightly due to higher audit fees, while trustees’ travel decreased. Overall, the majority of resources continue to be directed towards charitable activities, ensuring that the charity maximises its impact for beneficiaries while maintaining strong operational and financial controls. Trustees regularly review support and governance spending to ensure it remains proportionate and continues to deliver value to the charity and its beneficiaries.

----- Start of picture text -----
Administration
and governance
£226,315
Direct costs of
Direct charitable
generating funds
expenditure
£230,212
£742,169
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Reserves

The charity achieved a net surplus of £157,551 for the year, compared to a deficit in the previous year. This positive result strengthens the charity’s reserves and places the charity in a more resiliant position for the coming year.

The charity’s first priority is to protect the continuity of its services while steadily strengthening its financial reserves. The trustees are working towards maintaining reserves sufficient to cover at least six months of operating costs, providing stability in the event of a sudden loss of income. Building these reserves supports the long-term sustainability and enables the charity to plan confidently for future growth.

The charity’s funds are currently held in current accounts with a national high street bank. At 31 May 2025, the charity held total funds of £784,917, this comprised of £736,755 in unrestricted funds and £48,162 in restricted funds. The majority of unrestricted funds are held as tangible fixed assets, primarily the charity’s three respite holiday homes, which are kept to support the delivery of the charity’s respite breaks project over a long term period, but that the charity has the authority to sell or lease. Net current assets at the year end totalled £81,896, providing the charity with appropriate short-term liquidity to meet our ongoing commitments.

The Trustees regularly asses the reserves position in line with the reserves policy and are satisfied that the level of unrestricted reserves held is appropriate given the scale of the charity’s operations, its tangilble fixed asset and its future plans. Reserves are maintained to ensure the charity can continue to operate effectively, manage cash flow fluctuations, meet unforeseen costs and respond flexibly to the needs of beneficiaries. The charity’s reverves policy is reviewed by the Trustees annually.

During the year, the charity invested significantly in its long-term capacity, including the purchase of an additional respite holiday home. This investment reflects the Trustees’ commitment to ensuring that funds are not only safeguarded but actively used to enhance services and increase impact for children with cancer and their families.

We are satisifeid that the charity has delivered substancial impact during the year, increasing both scale and quality of the support offered to children with cancer and their families. Financial growth has been matched by responsible governance, which has ensured that funds were used effectively, and in line with the charity’s objectives.

Going Concern

The Trustees have considered the charity’s financial position and assessed the cash flow forecasts. They believe the charity has adequate resources to continue in operational exisitence for the foreseeable future. Accordingly, the Trustees consider it appropriate to adopt the going concern basis of accounting in preparing the financial statements.

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Looking Forward

The Trustees believe the charity is well-positioned to build on this year’s achievements. Plans are in place to expand support where possible, grow fundraising activity, and further develop partnerships that will enhance the charity’s ability to meet its objectives in the coming year.

Charitable Activities

Developing and promoting the EIMS telephone

helpline

Over the coming year, the charity will continue to improve and promote the EIMS telephone helpline, with a particular focus on reaching families in rural and hard-to-reach communities. By increasing awareness of the service and strengthening referral pathways, the charity aims to ensure that every family affected by childhood cancer knows how to access timely and compassionate support.

Long term growth of the Share Our Strength support groups

Building on recent expansion, the charity has a longterm vision to grow the Share Our Strength support groups by sourcing additional venues and establishing new groups in a wider range of locations. This will ensure that individuals of all ages affected by cancer have local access to safe, welcoming spaces where they can receive emotional support, reliable information, and opportunities for connection and friendship.

Expanding access to counselling services

We will continue to build our directory of qualified counsellors to ensure beneficiaries can access face-toface professional support regardless of their location. While some counselling is currently delivered through online sessions, the charity’s longer-term aim is to offer face-to-face counselling services to every community across the UK.

Continuing support through the Care Grants project

Support for families through the Care Grants project will remain a key priority in the year ahead. The charity will continue to award grants in line with its grantgiving policy, ensuring that funds are distributed fairly and responsibly and that each grant achieves maximum impact in alleviating financial pressure on families during and after treatment.

Working towards a 24-hour helpline service

The charity remains committed to expanding the EIMS telephone helpline with the long-term aim of making it formally available 24 hours a day. While the current out-of-hours service extends support beyond standard helpline times, many members of the family support team continue to volunteer their own time to assist families in crisis. The charity will explore sustainable options to formalise and strengthen this vital service.

Maintaining and improving holiday homes

The charity will continue to maintain and improve all three holiday homes to the highest possible standard. These improvements will ensure that families are able to enjoy high-quality breaks, providing valuable opportunities to rest and create positive memories together during challenging times.

Expanding the ‘We’ve Got Your Back’ packs

Planning beneficiary events

Staff have already begun planning this year’s programme of beneficiary events. These events will provide opportunities for families to connect, share experiences, and enjoy positive activities in a supportive environment, contributing to emotional wellbeing and a sense of community.

During the coming year, the charity will seek additional funding to expand the ‘We’ve Got Your Back’ packs project and supply more hospitals. The charity’s longterm ambition is for every newly diagnosed child in the UK to receive a pack, ensuring families receive practical support and reassurance at the earliest possible stage of their cancer journey.

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Raising Awareness

Strengthening partnerships with schools

The charity intends to strengthen its engagement with schools, universities, and other educational settings to raise awareness of childhood cancer, including the treatments and potential side effects. Through this awareness initiative, we aim to reduce isolation and

incidences of bullying for children returning to school following cancer treatment. Additionally, by highlighting the early signs and symptoms of cancer, we hope to encourage children to be more aware of their own health and to seek medical advice promptly when concerns arise.

Fundraising

Building new business partnerships

Over the coming year, the charity aims to expand and deepen relationships with businesses, seeking new opportunities for collaboration and establishing additional ‘Charity of the Year’ partnerships. These efforts will help secure sustainable income streams while fostering long-term engagement with the corporate sector in support of our mission.

Maximising challenge events

We plan to increase our portfolio of available challenges and actively promote the full range of fundraising challenges to encourage wider participation and engagement. By creating memorable and rewarding experiences for supporters, we hope to increase sponsorship income and inspire ongoing involvement in the charity’s work.

Engaging with new audiences

Through the charity’s events, campaigns and productions, we will reach new communities and audiences, raising both awareness and support for our cause. These events will serve as a platform to showcase our impact and connect with people who may not yet be familiar with the charity’s work.

Enhancing annual events

Over the coming year, the charity will focus on improving its signature annual events, including golf days, corporate gatherings, concerts and other key occasions. By enhancing the experience for participants and sponsors alike, we aim to increase engagement, strengthen relationships with supporters, and generate additional income to support our work.

Introducing a third annual campaign

To further boost fundraising at the start of the year, the charity plans to introduce a third annual campaign. This new initiative will complement existing campaigns, helping to diversify income streams and reach a new audience.

Increasing ticket sales for the annual production Next year’s annual fundraising and awareness production, Joseph and the Amazing Technicolor Dreamcoat , will be a major focus for audience engagement. The charity will implement targeted marketing and outreach strategies to increase ticket sales, attract new supporters, and maximise the combined impact of fundraising and awareness-raising.

Digital fundraising and communications

Supporting individual and small business fundraisers

We will continue to empower individuals and small businesses undertaking their own fundraising activities by providing practical guidance and recognition. By nurturing these efforts, we aim to maximise our income and strengthen our network of dedicated supporters.

The charity will continue to develop its digital fundraising to improve reach, engagement, and income. By making greater use of online giving platforms, targeted digital campaigns, and improved data insights from its CRM system, the charity aims to enhance supporter experiences and maximise fundraising opportunities.

Supporter stewardship and retention

Over the coming year, the charity will place increased emphasis on stewarding and retaining existing supporters. By strengthening relationships through regular communication and appropriate recognition, the charity aims to encourage continued support and build long-term loyalty among individuals, businesses, and partners.

Regular and legacy giving

We will explore opportunities to grow regular giving and raise awareness of legacy giving, where appropriate. These initiatives are intended to support long-term financial sustainability by encouraging ongoing support and future commitments that help secure the charity’s work for years to come.

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Administration

Recruiting and supporting volunteers

The charity will develop an attractive volunteer programme designed to recruit and retain committed volunteers. By providing training, resources, and recognition, we hope to create a motivated volunteer community that plays an essential role in delivering our activities, boosting our fundraising efforts and supporting our beneficiaries.

Monitoring impact and outcomes

The charity will continue to improve monitoring and evaluation of the impact of our projects and services. By reviewing outcomes, we can ensure that resources are being used effectively and that our work continues to deliver meaningful benefits for the children and families we support.

Reducing environmental impact

The charity remains committed to reducing its environmental impact and will continue to take practical steps to lower its carbon footprint. This includes reducing printing and paper use, increasing the use of digital communications, and reviewing operational practices to ensure they are as sustainable as possible.

Data protection and cyber security

Following recent investment in a new server and CRM, the charity will maintain a strong focus on data protection and cyber security. Over the coming year, this will include ongoing review of systems, staff awareness, and compliance with data protection legislation to safeguard sensitive information and maintain the trust of beneficiaries and supporters.

Enhancing efficiency

We will regularly review operational and fundraising processes to improve efficiency and reduce administrative overheads. By optimising our systems and workflows, we can focus more effectively on delivering high-impact fundraising initiatives and advancing our charitable objectives.

Investing in our staff and volunteers

We will continue to invest in staff training and team development to ensure employees are well equipped to deliver high-quality services and fundraising activities. By supporting professional development and encouraging effective team working, the charity aims to build a motivated, skilled, resilient and loyal workforce aligned with our strategic objectives.

Managing costs and securing best value

The charity will continue to actively manage its expenditure by sourcing the best possible prices for goods and services. Through careful procurement and regular review of supplier arrangements, the Trustees aim to ensure that resources are used efficiently, enabling the maximum possible funds to be directed towards charitable activities.

Governance, risk, and compliance

The Trustees will continue to prioritise strong governance and compliance in the year ahead, ensuring that the charity operates in line with regulatory requirements and best practice. This includes the regular review of policies, procedures, and risk management processes to support effective decision-making and organisational resilience.

Lennox Children’s Cancer Fund Annual Trustees Report and Accounts Lennox Children’s Cancer Fund Year Ending 31 May 2025 Annual Trustees’ Report and Accounts for year ending 31 May 2025

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Structure, Governance and Management

Governing Document

Lennox Children’s Cancer Fund is an unincorporated charity which is governed and operated within the requirements of a Trust Deed. The charity’s membership is comprised of its Trustees. The Trustees who served during the year and up to the date of signature of the final statements are listed in the legal and administrative information set out on page 25.

Recruitment, Appointment and Training of Trustees

The charity was formed by the original Trustees who retained the right to appoint additional Trustees from time to time. No Trustee is, or has been, appointed “for life”. Accordingly, the appointment and removal of Trustees remains exclusively with the board of Trustees as constituted from time to time.

The Trust Deed requires the board of Trustees to have at least three Trustees and a maximum of five. New Trustees are appointed by the existing Trustees. New appointees are given a personal induction to the charity, where their governance obligations are explained to them. Each new Trustee is provided with a copy of the Trust Deed, the charity’s latest report and statement of accounts and the minutes of the last Trustees’ meeting.

The Trustees hold at least three meetings each year and agree the broad strategy and areas of activity, the grant making, investment, reserves and risk management policies and performance of the charity.

Details of any Trustee expenses are disclosed in the accounts. Trustees are required to disclose all relevant interests and register them with the CEO and, in accordance with the charity’s policy, withdraw from any discussions where a conflict of interest may arise. At present, none of the appointed Trustees have interests in property held by the charity.

The Trustees have reviewed and accepted the code for good governance http://www.governancecode.org/full-code-of-governance/ as advised by the Charity Commission.

Organisational Structure

At the end of the year, the charity employed 15 full time and 2 part time staff. The CEO oversees the day-to-day running of the charity and delegates responsibilities to line managers and employees.

At the end of this year our employees’ time was divided between charitable activities and raising funds so that we can continue offering our vital projects and services.

Risk Management

With the help of the CEO, and in conjunction with staff and volunteers for the area of activity, the Trustees annually review the major risks to which the charity is exposed. Systems and procedures have been established to manage any risks. The Trustees have also reviewed all the policies that are currently in place and have found them to be working effectively. The charity has the appropriate employer’s insurance to cover all major risks. Contractual risks are reviewed before being entered into to assess that they could not significantly affect the charity’s ability to fulfil its objectives.

The Trustees have continued to support the policy of current and savings accounts for the funds of the charity and have not exposed the charity by investing in the extreme volatility of the stock market or other investment vehicles.

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Legal and Administrative Information

Charity Name Lennox Children’s Cancer Fund Charity Registration Number 1011325 Registered Office 26 Hemmells Laindon Essex SS15 6ED Trustees Mr M Brown (Chair) Mr K J Davis Mrs D Pierson Mr D Plato Senior Management Mr V Fitzmaurice (Chief Executive Officer) Independent Auditors KLSA LLP Kalamu House 11 Coldbath Square London EC1R 5HL Bankers Santander Corporate & Commercial Banking Sunderland SR43 4GG

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Statement of Trustees’ Responsibilities

The charity Trustees are 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), including the Charities SORP (Statement of Recommended 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’s financial activities and position for that period. In preparing those financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently.

• Observe the methods and principles in the Charities SORP.

• Make judgements and estimates that are reasonable and prudent.

• State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the accounts.

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations, the provisions of the Trust Deed and any relevant statutory requirements. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Statement as to disclosure to our auditors

As far as the Trustees are aware at the time of approving our Trustees’ Annual Report:

• There is no relevant audit information, being information needed by the auditor in connection with preparing their report, of which the charity’s auditor is unaware.

• The Trustees, having made enquiries of senior management and the auditor that they ought to have individually taken, have each taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

Members of the Trustee Board

Members of the Trustee Board, who served during the year and up to the date of this report, are set out on page 25.

The Trustees report was approved by the Board of Trustees on 20[th] February 2026.

~~fe QsD Cae~~ Mr M Brown Mr D W Plato Chair of Trustees Trustee

References

1. https://www.younglivesvscancer.org.uk/blog/the-cost-of-cancer-on-young-lives-is-more-than-medical/, accessed February 2026

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Annual Accounts 2024/2025

Independent Auditor’s Report

to the Trustees of Lennox Children’s Cancer Fund

Opinion

We have audited the financial statements of Lennox Children's Cancer Fund (the ‘Charity’) for the year ended 31 May 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. 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 financial statements:

• give a true and fair view of the state of the charity’s affairs as at 31 May 2025 and of its incoming resources and application of resources, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with 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 financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material 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 financial statements 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 other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other 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 Lennox Children’s Cancer Fund (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 Act 2011 requires us to report to you if, in our opinion

• the information given in the financial statements is inconsistent in any material respect with the Trustees report; or

• sufficient accounting records have not been kept; or

• the financial statements are not in agreement with the accounting records; or

• we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the statement of Trustees responsibilities, the Trustees are responsible for the preparation of the financial statements 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 financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, 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 cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

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 financial statements 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 financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

Extent to which the audit was considered capable of detecting irregularities, including fraud and noncompliance with laws and regulations

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

• we identified the laws and regulations applicable to the charity through discussions with Trustees and other management, and from our commercial knowledge and experience of the sector; and

• we focused on specific laws and regulations which we considered may have a direct material effect on the operations of the charity

• financial statements or the operations of the charity, including the Charities Act 2011, data protection, antibribery, employment, environmental and health and safety legislation.

We assessed the susceptibility of the charity’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

• making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

To address the risk of fraud through management bias and override of controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• assessed whether judgements and assumptions made in determining the accounting estimates set out in note 2 were indicative of potential bias; and

• investigated the rationale behind significant or unusual transactions.

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Independent Auditor’s Report

to the Trustees of Lennox Children’s Cancer Fund (continued)

To address the risk of non-compliance with laws and regulations, we communicated identified laws and regulations throughout our team and remained alert to any indications of non-compliance throughout the audit. The potential effect of these laws and regulations on the financial statements varies considerably.

Firstly, the charity is subject to laws and regulations that directly affect the financial statements including financial reporting legislation (including related charities legislation) and taxation legislation (including payroll taxes) and we assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statements items.

Secondly, the Charity is subject to grants terms and conditions where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the termination of grants. We identified the following areas as those most likely to have such an effect: terms attached to The National Lottery Community Fund grant. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. Therefore, if a breach of operational regulations is not disclosed to us or evident from relevant correspondence, an audit will not detect that breach.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.

Other matters

Your attention is drawn to the fact that the charity has prepared financial statements in accordance with "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (as amended) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

This has been done in order for the financial statements to provide a true and fair view in accordance with current Generally Accepted Accounting Practice.

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 the 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’s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

heli. 20 February 2026 [a30A8EDB595FC459... by: Shilpa Chheda (Senior Statutory Auditor) Date For and on behalf of KLSA LLP, Statutory Auditor Chartered Accountants Kalamu House 11 Coldbath Square London EC1R 5HL

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Statement of Financial Activities

For the year ended 31 May 2025

		Unrestricted funds	Restricted funds	2025	Unrestricted funds	Restricted funds	2024
	Notes	£	£	£	£	£	£
Income from:
Donations, grants and legacies	3	513,104	133,562	646,666	332,983	62,947	385,930
Fundraising and campaigns	4	539,987	-	539,987	536,701	-	536,701
Retail, trading and gift in kind	5	144,041	-	144,041	49,411	-	49,411
Other income	6	25,553	-	25,553	66,786	-	66,786
Total income		1,222,685	133,562	1,356,247	975,881	62,947	1,038,828
Expenditure on:
Charitable activites	7	791,873	120,033	911,906	687,096	35,814	722,910
Generating funds	8	286,790	-	286,790	351,974	-	351,974
Total expenditure		1,078,663	120,033	1,198,696	1,039,070	35,814	1,074,884
Net income/(expenditure) and movement in funds		144,022	13,529	157,551	(63,189)	27,133	(36,056)
Reconcilliation of funds:
Fund balances at 1 June		592,733	34,633	627,366	655,922	7,500	663,422
Fund balances at 31 May		736,755	48,162	784,917	592,733	34,633	627,366

The statement of financial activities includes all gains and losses recognised this year. All income and expenditure derive from continuing activities.

During the year ending 31 May 2025, the charity purchsed tangible fixed assets to a value of £178,543, including a respite holiday home costing £176,995. These have been recognised as tangible fixed assets rather than expenditure, and as such is not included in the charitable expenditure on this Statement of Financial Activities.

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Balance Sheet

As at 31 May 2025

		2025	2024
	Notes	£	£
Fixed assets:
Tangible assets	12	703,021	537,087
Current assets:
Debtors	13	38,410	13,369
Cash at bank and in hand		94,705	119,259
Total current assets		133,115	132,628
Creditors:
Amounts falling due within one year	14	(51,219)	(42,349)
Net current assets		81,896	90,279
Total assets less current liabilities		784,917	627,366
Income funds
Restricted	16	48,162	34,633
Unrestricted	17	736,755	592,733
Total income funds		784,917	627,366

The financial statements were approved by the Trustees on 20[th] February 2026.

~~te oD Cpr~~ Mr M Brown Mr D W Plato Chair of Trustees Trustee

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Statement of Cash Flows

For The Year Ended 31 May 2025

|||2025|2024
|| |---|---|---|---| ||Notes|£|£
|| |Cash flows from operating activities:
||||| |Cash (absorbed by)/generated from operations|21|153,989|3,281
|| |||||| |Investing activities:
||||| |Purchase of tangible fixed assets||(178,543)|(41,148)
|| |Net cash generated from/(used in) investing activities||(178,543)|(41,148)
|| |||||| |Net (decrease)/increase in cash and cash equivalents||(24,554)|(37,867)
|| |Cash and cash equivalents at beginning of year||119,259|157,126
|| |Cash and cash equivalents at end of year||94,705|119,259
||

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Notes to the Financial Statements

For the year ended 31 May 2025

1. Accounting Policies

1.0. Charity information

Lennox Children’s Cancer Fund is an unincorporated charity governed by a Trust Deed. The charity’s membership comprises its Trustees. The charity was registered with the Charity Commission for England and Wales on 21 May 1992 with registered charity number 1011325. The registered office of the charity is 26 Hemmells, Laindon, Essex, SS15 6ED.

1.1 Accounting convention

The accounts have been prepared in accordance with UK Generally Accepted Accounting Practice, including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland", the Charities Act 2011 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). Lennox Children's Cancer Fund is a Public Benefit Entity as defined by FRS 102.

The financial statements 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 the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

1.2 Going concern

In the current year, the charity's statement of financial activities was in a net income/(expenditure) position at £157,551 (2024: (£36,056)). The balance sheet was in a net asset position with a fund balance of £784,917 (2024: £627,366) with net current assets of £81,896 (2024: £90,279). The organisation had bore a significant human capital cost in the current year as the charity scales up to increasing funding generating activities by boosting corporate support among keeping up with individual pledges in future. This has already borne returns as the charity has secured material fund pledges from large corporations after the year end. As a result the net expenditure in the current year will be overshadowed by the secured material incomes in the year 2023/2024. These among other factors as considered such as the charity’s financing facilities and future funding plans, we confirm that the application of the going concern basis for the preparation of the financial statements continued to be appropriate.

At the time of approving the financial statements, the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

General Funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of their charitable objectives. They have been given no designation or restriction by the owner.

Designated Funds comprise of funds have been set aside with the agreement of the Trustees for specific purposes. These are used when donors have indicated they wish to make a gift in support of a particular area of work.

Restricted funds are funds which are to be used in accordance with the specific restrictions imposed by donors which have been raised by the charity for particular purposes. The restricted funds are set out in the notes to the financial statements.

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1. Accounting Policies (Continued)

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation. Income from production events are recognised on receipt of ticket sales and donations.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

Liabilities are recognised as resources expended as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under the principal categories of costs of generating funds and charitable activities rather than type of expense, in order to provide information that is more useful to users of the financial statements, as follows:

• The costs of generating funds consist of expenditure related to generating donations.

• Costs of charitable activities comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries.

Administration and governance, including those related to statutory independent examination and legal fees, have been treated as support costs.

All costs, including support costs, have been allocated between the expenditure categories on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly; others are apportioned on an appropriate basis, e.g. floor area or estimated usage.

Donations and grants

Donations and grants are paid to children who have been diagnosed with cancer and their family. This includes spending money when they use the charity's holiday homes. It is included in expenditure on charitable activities.

Donations and grants are transferred to the children and their family after the application for the donation and grant has been approved by the Trustees.

Support costs allocation

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs and governance costs. They are incurred directly in support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.

Cost of generating funds

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities.

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1. Accounting Policies (Continued)

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Assets with a cost of less than £500 are expensed.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Freehold land and buildings Freehold property is not depreciated Leasehold land and buildings Over term of the 28 to 30 year lease of the holiday home Fixtures and fittings 15% to 33.3% per annum on cost IT equipment 20% per annum on cost

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activites.

1.7 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

1.8 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.9 Financial instruments

The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.

Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.

Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

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1. Accounting Policies, 1.9 Financial instruments (Continued)

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

1.10 Taxation

The Trust is treated for tax purposes as a charity and is not liable to Income Tax on income derived from charitable activities. The Trust is not registered for VAT. All expenditure amounts in the Statement of Financial Activities (SOFA) are shown inclusive of VAT, where relevant.

1.11 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.12 Leases

Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessees. All other leases are classified as operating leases.

Assets held under finance leases are recognised as assets at the lower of the assets fair value at the date of inception and the present value of the minimum lease payments. The related liability is included in the balance sheet as a finance lease obligation. Lease payments are treated as consisting of capital and interest elements. The interest is charged to net income/(expenditure) for the year so as to produce a constant periodic rate of interest on the remaining balance of the liability.

Rentals payable under operativing leases, including any lease incentives received, are charged as an expense on a straight line basis over the terms of the relevent lease.

2 Critical Accounting Estimates and Judgements

In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

Key sources of estimation uncertainty

Useful lives of property, plant and equipment

Management reviews the useful lives and residual values of the items of property, plant and equipment on a regular basis. During the financial year, the Trustees determined no significant changes in the useful lives and residual values.

Staff costs accrual

The monetary liability for employees' accrued holidays and management approved bonus at the reporting date is recognised as an expense accrual.

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3 Donations, Grants and Legacies

	2025	2025	2025	2024	2024	2024
	Unrestricted Funds	Unrestricted Funds Restricted Funds	Restricted Funds Total	Total Unrestricted Funds	Unrestricted Funds Restricted Funds	Restricted Funds Total
	£	£ £	£ £	£ £	£ £	£ £
Individual	71,192	71,192 -	- 71,192	71,192 33,197	33,197 -	- 33,197
Corporate	28,593	28,593 -	- 28,593	15,622	15,622 -	- 15,622
Trusts and Foundations	413,319	413,319 133,562	133,562 546,881	546,881 274,164	274,164 62,947	62,947 337,111
Total income from donations, grants and legacies	513,104	513,104 133,562	133,562 646,666	646,666 322,983	322,983 62,947	62,947 385,930

4 Fundraising and Campaigns Income

	2025	2025	2025	2024	2024	2024
	Unrestricted Funds	Unrestricted Funds Restricted Funds	Restricted Funds Total	Total Unrestricted Funds	Unrestricted Funds Restricted Funds	Restricted Funds Total
	£	£ £	£ £	£ £	£ £	£ £
Lotteries and Campaigns	196,401	-	- 196,401	215,507	215,507 -	- 215,507
Challenges	31,975	-	- 31,975	42,658	42,658 -	- 42,658
Community	63,945	-	- 63,945	63,945 152,778	152,778 -	- 152,778
Corporate partnerships ~~==~~	142,493 ~~==~~	- ~~==~~	- 142,493 ~~==~~	142,493 51,000 ~~==~~	51,000 - ~~==~~	- 51,000 ~~==~~
Events and productions ~~==~~	72,728 ~~==~~	- ~~==~~	- 72,728 ~~==~~	68,109 ~~==~~	68,109 - ~~==~~	- 68,109 ~~==~~
Other fundraising ~~==~~	32,445 ~~==~~	32,445 - ~~==~~	- 32,445 ~~==~~	32,445 6,649 ~~==~~	6,649 - ~~==~~	- 6,649 ~~==~~
Total income from fundraising and campaigns ~~==~~	539,987 ~~==~~	- ~~==~~	- 539,987 ~~==~~	539,987 536,701 ~~==~~	536,701 - ~~==~~	- 536,701 ~~==~~

5 Retail, Trading and Gift in Kind Income

		2025					2024
Unrestricted Funds		Unrestricted Funds Restricted Funds	Restricted Funds Total		Total Unrestricted Funds		Unrestricted Funds Restricted Funds	Restricted Funds	Restricted Funds Total	Total
£		£ £	£ £		£ £		£ £	£	£ £	£
Gifts in kind £141,531		£141,531 -	- £141,531		£141,531 48,782		48,782 -	-	- 48,782	48,782
Retail £2,510		£2,510 -	- £2,510		£2,510 £629		£629 -	-	- £629	£629
Total income from retail, trading and gift in kind 144,041		-	- 144,041		144,041 49,411		49,411 -	-	- 49,411	49,411
Lennox Children’s Cancer Fund Annual Trustees’ Report and Accounts for year ending 31 May 2025 37 of 44 6 Other Income 2025 2024 Unrestricted Funds Restricted Funds Total Unrestricted Funds Restricted Funds Total £ £ £ £ £ £ Gift Aid 23,013 - 23,013 62,321 - 62,321 Interest received 2,540 - 2,540 2,368 - 2,368 Refunds - - - 2,097 - 2,097 Total income from other sources 25,553 - 25,553 66,786 - 66,786 ~~BSSs5s55=~~

Docusign Envelope ID: DB9B3763-7C6F-4B78-B8F0-4BF5DC7F625C

7 Expenditure - Cost of Charitable Activities

			2025	2024
		Notes	£	£
	Emotional Support and EIMS:
Staff			110,157	83,686
Equipment			1,011	700
Supervision and training			1,434	468
Travel			1,289	666
Marketing, evaluation and online resources			7,526	2,406
EIMS costs/premises, overheads and office costs			5,898	7,519
Counselling			24,824	3,232
Share of support costs		9	50,921	40,371
Total expenditure on Emotional support and EIMS			203,060	139,048
	Care Grants:
Grants to beneficiaries			41,799	£69,093
Staff			66,094	49,622
Share of support costs		9	30,553	29,165
Total expenditure on Care Grants			138,446	147,880
	Respite Breaks:
Upkeep of holiday homes			69,696	44,349
Staff			33,047	63,378
Share of support costs		9	15,276	37,251
Total expenditure on Respite Breaks			118,019	144,978
	Other projects and services:
Events and activities			65,006	5,758
Gifts In Kind			60,974	36,256
‘We’ve Got Your Back’ Packs			29,745	460
Raising awareness and education			174,398	18,686
Other			-	123,840
Share of support costs		9	72,987	72,787
Total expenditure on other projects and services			403,110	257,787
	Costs shared across projects:
Printing, stationery and postage			19,188	21,361
Premises			13,031	1,860
Travel			12,078	8,792
Marketing			4,974	1,204
Totals expenditure shared across projects			49,271	33,217

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8 Expenditure - Cost of Generating Funds

			2025	2024
		Notes	£	£
	Fundraising:
Donations and legacies			2,716	1,855
Events			57,110	63,462
Campaigns and lotteries			6,838	10,190
Total expenditure on fundraising			66,664	75,507
	Marketing:
Advertising			740	606
Total expenditure on marketing to generate income			740	606
	Other:
Premises			6,268	7,029
Staff			127,921	182,581
Share of support costs and governance		9	56,578	72,499
Other fundraising costs			28,619	13,752
Total other expenditure on generating funds			219,386	275,861

9 Cost of Administration & Governance (Support Costs)

	2025	2024
	£	£
Administration:
Staff	142,695	173,348
Premises	8,995	8,911
Communications	30,977	30,393
IT	7,191	6,673
Depreciation	12,609	9,814
Bank charges	7,016	5,300
Other expenses	3,226	5,220
Governance:
Travel	1,658	2,780
Audit fees	8,611	5,895
Legal and professional	3,337	3,739
Total administration and governance	226,315	252,073
Analysed between:
Cost of Generating Funds	56,578	72,499
Charitable Activities	169,737	179,574

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10 Employees

The average monthly number of employees during the year, based on full time equivalents, was:

|Senior Management (CEO)
Employees
Employment costs:
Wages and salaries
Social security
Pensions|2025
1
19
20
£
561,274
55,328
21,203
637,805|2024
1
21
22
£
601,694
53,237
21,524
676,455
~~|~~| |---|---|---|

Staff costs include £367,189 (2024: £320,526) for staff directly involved in delivering charitable activities, £127,921 (2024: £182,581) for staff involved in raising funds and £142,695 (2024: £173,348) for administrative and operations staff. There was one member of key management personnel (2024: one). Total salary received by key management during the year amounted to £58,508 (2024: £59,632)

There were no employees whose annual remunerations was £60,000 or more.

11 Taxation

The charity is exempt from taxation on its activities because all of its income is applied for charitable purposes.

12 Tangible Fixed Assets

||Freehold
land and
buildings|Leasehold
land and
buildings|Fixtures and
fittings|IT
equipment|Total
~~|~~| |---|---|---|---|---|---| ||£|£|£|£|£
~~|~~| |Cost:
~~|~~|||||| |At 1 June 2024|486,050|46,666|27,413|40,578|600,707
~~|~~| |Additions|-|176,995|1,548|-|178,543
~~|~~| |At 31 May 2025|486,050|223,661|28,961|40,578|779,250
~~|~~| |~~|~~|||||| |Depreciation and impairment
~~|~~|||||| |At 31 May 2024|-|40,001|19,150|4,469|63,620
~~|~~| |Depreciation charged in the year|-|1,667|2,826|8,116|12,609
~~|~~| |At 31 May 2025|-|41,668|21,976|12,585|76,229
~~|~~| |~~|~~|||||| |Carrying amount:
~~|~~|||||| |At 31 May 2024|486,050|6,665|8,263|36,109|537,087
~~|~~| |At 31 May 2025|486,050|181,993|6,985|27,993|703,021
~~|~~|

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13 Debtors 2025 2024 £ £ Amounts falling due within one year: Other 38,410 13,369 38,410 13,369 ~~==~~ 14 Creditors: Amounts Falling Due Within One Year 2025 2024 £ £ Other taxation and social security 32,400 21,901 Trade creditors 5,153 5,506 Other creditors 9,311 10,587 Accruals and deferred income 4,355 4,355 51,219 42,349 ~~as~~ 15 Operating Lease Commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under noncancellable operating leases, which fall due as follows: 2025 2024 £ £ Within one year 19,650 9,150 Between two and five years - 9,150 19,650 18,300 ~~—~~ The operating lease represents a lease of £9,150 and £10,500 to third parties for the head office. The lease is negotiated over terms of 2 years and rentals are fixed for 2 years. There are no options in place for either party to extend the lease terms.

16 Restricted Funds

The restricted funds of the charity comprise the unexpected balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used. 2025 2024 £ £ At 1 June 34,633 7,500 Incoming resources 133,562 62,947 Resources expended (120,033) (35,814) At 31 May 48,162 34,633 ~~ee~~ Lennox Children’s Cancer Fund Annual Trustees’ Report and Accounts for year ending 31 May 2025

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17 Unrestricted Funds 2025 2024 £ £ At 1 June 592,733 655,922 Incoming resources 1,222,685 975,881 Resources expended (1,078,663) (1,039,070) At 31 May 736,755 592,733 ~~—_~~	17 Unrestricted Funds 2025 2024 £ £ At 1 June 592,733 655,922 Incoming resources 1,222,685 975,881 Resources expended (1,078,663) (1,039,070) At 31 May 736,755 592,733 ~~—_~~
18 Analysis of net assets between funds Unrestricted Funds Restricted Funds Total £ £ £ At 31 May 2025 Tangible assets 703,021 - 703,021 Current assets/(liabilities) 33,734 48,162 81,896 736,755 48,162 784,917 At 31 May 2024 Tangible assets 521,157 15,930 537,087 Current assets/(liabilities) 71,576 18,703 90,279 592,733 34,633 627,366 ~~a~~
19 Retirement Benefit Schemes
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are	The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are
held separately from those of the Charity in an independently administered fund.

20 Related Party Transactions

	2025	2024
	£	£
Remuneration of key management personnel:
Aggregate compensation	58,508	59,632

No Trustee received any remuneration during the year. During the year the Trustees were reimbursed £1,658 (2024: £2,780) relating to support costs (mileage expenses).

Some family members of the CEO are employed by the charity and received remuneration of £51,952 (2024: £52,694) through PAYE as shown below.

		2025	2024
	Power by which the payment is permitted	£	£
Kevin Fitzmaurice	Employed by Trustees	32,106	33,622
Victoria Bending	Employed by Trustees	19,846	19,072

Other than the above, no trustee or other person related to the charity had any interest in any contract or transaction entered into by the charity during the year or the preceding year.

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21 Cash Generated From Operations

	2025	2024
	£	£
Surplus/(deficit) for the year	157,551	(36,056)
Adjustments for:
Depreciation and impairment of tangible fixed assets	12,60 9	9,814
Movements in working capital:
(Increase)/decrease in debtors	(25,041)	22,050
increase in creditors	8,870	7,473
Cash generated by operations	153,989	3,281

“Coming to SOS meetings means connecting with people who ‘get it.’ It’s been powerful for me, and for my child, to meet others who’ve been through something similar.”

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Year Ending 31 May 2025 Annual Trustees’ Report and Accounts for year ending 31 May 2025
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We are here to support you and your family through childhood cancer

If you or your family are struggling with the trauma of childhood cancer, please contact our friendly and caring family support team today.

Find out more

Website: www.lennoxccf.org.uk

Contact us

Telephone: [phone] Email: [e-mail] Address: 26 Hemmells, Laindon, Basildon, Essex SS15 6ED

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facebook.com/LennoxChildrensCancerFund

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