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~~Swindon Therapy Centre for Multiple Sclerosis (Registered number: 03031662) Trading as Neuro Wellbeing Centre~~
~~Report of the Trustees~~ for the Year Ended 31 March 2024
The trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 31 March 2024. The trustees have adopted the provisions of 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) (effective 1 January 2019). OBJECTIVES AND ACTIVITIES Objectives and aims The Charity delivers benefit to service users using the name of 'The Neuro Wellbeing Centre’, an identity which reflects the diverse range of conditions for which relief is provided. It is governed by its Memorandum and Articles of Association and aims to promote the relief of persons who live with neurological conditions, by any lawful means, and_ in particular: |. to provide wellbeing treatments, guidance and practical support to those living with neurological conditions. Il. to provide therapy (including but not limited to high dosage oxygen therapy (HDOT)). Significant activities To ensure that the charitable company's aims are met, it has a general policy to bring together those living with neurological conditions to form a service-user-based community in which help delivered by the Wellbeing Centre, and self-help enabled by a supportive community of staff, volunteers, and service-users improves the quality of life for everyone in that community. The Charitable Company equips and administers a "Centre" (Bradbury House) for the provision of therapy for any person or body, and funds this by requesting membership contributions together with fundraising events, general donations and grant funding, supplied by a wide range of grant making organisations. There have been no material changes in these policies since the last report. Public benefit The trustees are satisfied that the Charity's stated objective falls within the category "advancement of health" which _ is set out in the Charities Act 2011. The Charity meets this objective through lawful means as described previously. The trustees have complied with the Charities Act 2011 and their duty to 'have regard’ to public benefit guidance provided by the Charity Commission when exercising powers or duties to which guidance is relevant. ACHIEVEMENT AND PERFORMANCE Delivery against charitable objects The charitable company continued to deliver against its objective of providing a range of therapies, support, and advice to those living with neurological conditions, their families, and carers and to other people who can benefit from the support which it provides. The team effort and effect The Charity delivered therapies and services during the reporting period through the tireless efforts of a small part-time staff team of eight, supplemented by other (contracted, self-employed) specialist providers. Alongside paid staff and contractors, the charity continued to benefit from the selfless and inspirational support of a team of 28 volunteers. In October 2023, a managed handover was affected from Beth Gardner, the first ever incumbent in a CEO role for the charity, to Debi Isaac-Taylor who, following an unproductive recruitment process, agreed to take the role on an ad interim basis. This was a smooth and natural transition for Debi, who had previously held the position of Communications and Engagement Manager, and was already focused on growing the capacity, sustainability and reach of the charity. Governance (and volunteer) resilience was further strengthened by the addition of two new trustees to the Board, each chosen for their specific skills and experience.
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Swindon Therapy Centre for Multiple Sclerosis Trading as Neuro Wellbeing Centre
Report of the Trustees for the Year Ended 31 March 2024
Continuing to grow our reach
During the reporting period the number and diversity of those using our facilities continued to increase, successfully adding to the positive, supportive culture and sense of community which service users regularly report as a key strength of the charity, and as beneficial to their wellbeing.
Ongoing work to update our website (to reflect additional offerings, provide more detail about availability and ways to refer), attendance at local health and wellbeing groups and events, and significantly increased distribution of information leaflets about the Centre, all contributed to wider awareness of who and where we are, leading to engagement with a wider community, not only of prospective service-users, but also of referrers, new volunteers, and new potential and actual funders.
As a result of these initiatives, new enquiries reached unprecedented levels, with 71 new people contacting the Centre between September and December 2023 alone, each seeking to learn more about and use our services. The overall average rate of new enquiries during this financial year, of 18 per month, was more than four times greater than in the period between emergence from the last Covid lockdown and the beginning of this period.
The charity now has more than 300 regular service users, undertaking therapies, exercise, and classes. Further, with the addition of new groups who use the charity for pain management, Pilates, Tai Chi, dance classes and simply, in some cases, for meeting up, the number of people now benefitting from support is close to 700.
Leveraging resources and skills of a growing network of external partners
Following an extensive programme of engagement with large local employers, we have been delighted to welcome eighteen corporate volunteering teams during the reporting period, who between them carried out a widespread refresh of the building and accessible garden area at minimal cost to the charity. These pro-bono services have avoided incurring further necessary overhead costs and provided contacts and skill-shares that are, in turn, beginning to deliver further financial and other benefits. For example, one of these corporate days, in which a full redecoration of the social area was undertaken by the senior leadership team of a large local corporate, resulted in the recruitment of one of our new trustees.
Continuing improvements to facilities
We continued to protect and improve the viability of our building with upgrades and enhancements. Long planned work was undertaken to reorganise and extend car parking. Much of the building was redecorated and the outdoor garden area refreshed by the corporate volunteers mentioned above. Significant and necessary maintenance and replacement work was carried out on the heating and plumbing systems and repairs made to leaking roof tiles. We continue to strive for a facility which is welcoming, safe and sustainable.
Service delivery
Overall service delivery increased over the reporting period by 20.3%.
| Therapy | 2023/24 | 2022/23 |
|---|---|---|
| Oxygen | 2,250 | 1,722 |
| Counselling | 67 | 72 |
| Gym/Exercise/Classes (Physio services) | 2,856 | 2,481 |
| Assessments (Physio new | ||
| appointments) | 84 | 94 |
| Total Therapies | 5,257 | 4,369 |
Making best use of barometric oxygen
The trustees are particularly grateful for the excellent work undertaken by the dedicated team of staff and volunteers who operate the oxygen chamber and who have contributed to a substantial increase in utilisation of this key asset. Prior to the pandemic, occupancy of available seats ('utilisation') during oxygen sessions ran at 30% at best. During 2023 and early 2024, utilisation increased to well over 70%. This is great news for two reasons. First, it means that we are reaching more people and delivering a service, which users tell us makes a very positive difference to the management of their condition, to many more who can benefit from it. Second, it is much more cost efficient and therefore sustainable for the oxygen chambers to be as fully used as possible. The trustees record grateful thanks and congratulations to everyone who has enabled the development of this key service.
Volunteers
The trustees, who are also all volunteers, wish to record their grateful thanks to all occasional and regular volunteers (new as well as longstanding) who so willingly donate their time and service to our charity. Their support has once again been an inspiration, and they have individually and collectively ensured that the charity is able to continue to provide care and support and will continue to be able to do so for the foreseeable future.
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Swindon Therapy Centre for Multiple Sclerosis Trading as Neuro Wellbeing Centre
Report of the Trustees for the Year Ended 31 March 2024
STRUCTURE, GOVERNANCE AND MANAGEMENT
Risk management
The trustees have assessed the major risks to which The Charity is exposed, particularly those related to operations and finances, and are satisfied that appropriate systems and procedures are in place to mitigate exposure to the major risks.
The trustees have identified the top five risks as:
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Financial Sustainability: We fail to generate sufficient income to meet the costs needed to sustain our charity.
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Fundraising impairment: We do not undertake sufficient grant and/or community fundraising activity to deliver sustained levels of income.
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Serious personal injury or property damage: We do not attend to sufficient mitigating actions to prevent injury to a service user, volunteer or staff member and/or property/equipment.
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Safeguarding: We fail in our safeguarding obligations.
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Impact: We do not deliver optimum impact for those who depend upon us.
For each of the top five risks (and all other risks that the trustees have identified and regularly consider), there are risks associated with our own conduct, the conduct of others whom we have authorised and conduct which we have not authorised.
To mitigate each of the risks, there are in place various processes, procedures, and controls and these are periodically reviewed by trustees, staff and volunteers (where appropriate) to ensure full coverage of and mitigating actions in place in respect of all aspects of risks.
Measures already in place, which are operating effectively, include but are not limited to:
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a programme of systematic and frequent review of costs incurred and concerted action to optimise such costs at every opportunity.
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a reinvigorated focus on a diverse range of community and grant fundraising activities alongside continued strategic focus on maximising use of our Centre facilities and generating optimal rental/hire income from this approach.
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an ongoing focus on delivery to service users that, whilst encouraging donations, also recognises that donation income may need to be replaced with other sources of income if individuals cannot afford to donate (emphasising that delivery of our service is not contingent on ability or propensity to donate).
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a comprehensive continuous review of safeguarding needs, health and safety measures and required actions including, where necessary, engaging external agencies to advise on and assist with mitigation of safeguarding risks (e.g. regular fire safety checks, inspection of the barometric oxygen chamber and plant, PAT testing and servicing of gym and exercise equipment).
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careful and regular monitoring of the expectations of service users, through focused surveys, ongoing dialogue between them and Support Workers, and by consultation with a "Focus Group", considering and regularly reviewing the extent to which positive outcomes are delivered.
REFERENCE AND ADMINISTRATIVE DETAILS Registered Company number
03031662 (England and Wales)
Registered Charity number
1047353
Registered office
Bradbury House Westmead Drive Westmead Swindon Wiltshire SN5 7ER
Trustees
C Clayton T Culling J Keppel (Appointed 1.11.23) Y Omotoso A Saunders S Wells (Appointed 20.7.23)
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Notes D D D D D
' 129,771 9 54,637 184,408 155,930
( 31,943 9 9 31,943 45,128
B 757 9 9 757 272
9
162,471 54,637 217,108 201,330
9 9
6 396 396 1,030
7
178,778 45,919 54,637 279,334 277,868
179,174 45,919 54,637 279,730 278,898
9
(16,703) (45,919) (62,622) (77,568)
9 9 9
19 (37,277) 37,277
9
2B'&! "3 (8,642) (62,622) (77,568)
9
"&" B 750,075 830,160 907,728
9
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----- Start of picture text -----
D D D D D
9 9
948,976 948,976 965,441
9 9
12,369 (&'(!
9 9
20,815 86,860
9 9
33,184 91,209
9
(7,079) (7,940) (15,019) (18,976)
9
(7,940) 18,165 72,233
9
941,036 967,141 1,037,674
9 9
(199,603) (199,603) (207,514)
9
741,433 767,538 830,160
26,105 "&" B
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1$ | there are conditions attached to the donation and this requires a level of performance
#?
%?
| 2024 | 2023 |
|---|---|
| D | D |
| 180,010 | 153,048 |
| (&'! | 2,882 |
| 184,408 | 155,930 |
| 2024 | 2023 |
| D | D |
| 460 | 10,293 |
| 5,520 | 3,700 |
| 25,963 | 18,900 |
| 9 | 12,235 |
| 31,943 | 45,128 |
| 2024 | 2023 |
| D | D |
$?
B?
>?
D D 396 Support costs (see note 8) D D D 48,857 Governance costs D D D 3,578 2024 D D 27,256 2,237 31 March 2024 nor for the year March 2024 nor for the year 2024 D D
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D D D D
9
60,910
9 9
272 9 9
9
60,910
9 9
----- End of picture text -----
| 31,207 | 346,275 | (377,482) | (377,482) | 9 | ||
|---|---|---|---|---|---|---|
| 1,343 | 317,270 | (396,181) | (77,568) | (77,568) | ||
| 78,742 | 432,805 | 396,181 | 907,728 | |||
| FORWARD | "&" B | 750,075 | 9 | 830,160 | ||
| Freehold | Oxygen | Computer | ||||
| property | Chamber | Equipment | equipment | Totals | ||
| D | D | D | D | D | ||
| 942,136 | 107,896 | 145,706 | 1,667 | 1,197,405 | ||
| 10,791 | 9 | 9 | 9 | 10,791 | ||
| 952,927 | 107,896 | 145,706 | 1,667 | 1,208,196 | ||
| 'B&BB' | 82,816 | 111,928 | 1,667 | 231,964 | ||
| 17,992 | 2,508 | 6,756 | 9 | 27,256 | ||
| B'&B(B | 85,324 | 118,684 | 1,667 | 259,220 | ||
| 899,382 | 22,572 | 27,022 | 9 | 948,976 | ||
| 906,583 | 25,080 | 33,778 | 9 | 965,441 | ||
| landandbuildings | buildingsisfreehold | DB'&''' landof |
(2023 | 9 DB'&'''3 | whichis | not |
D 1,838 D 7,940 'B 2,296 689 3,259 D D
D
D 3,672 677 (&'(! 2023 D 7,852 836 2,582 3,604 4,102 18,976 2023 D 2023 D 7,852 8,511 30,074 2023 D
| At 1.4.23 | Net movement in funds |
Transfers between funds |
At 31.3.24 |
|---|---|---|---|
| D | D | D | D |
| "&" B | (16,703) | (37,277) | 26,105 |
| 750,075 | (45,919) | 37,277 | 741,433 |
| 830,160 | (62,622) | 9 | 767,538 |
| 830,160 | (62,622) | 9 | 767,538 |
| as follows: | |||
| Incoming | Resources | Movement | |
| resources | expended | in funds | |
| D | D | D | |
| 162,471 | (179,174) | (16,703) | |
| 9 | (45,919) | (45,919) | |
| 162,471 | (225,093) | (62,622) | |
| '&""" | 2'&"""3 | 9 | |
| 1,080 | (1,080) | 9 | |
| 49,002 | (49,002) | 9 | |
| 1,555 | (1,555) | 9 | |
| 54,637 | (54,637) | 9 | |
| 217,108 | (279,730) | (62,622) | |
| Net | Transfers | ||
| movement | between | At | |
| At 1.4.22 | in funds | funds | 31.3.23 |
| D | D | D | D |
| 78,742 | (29,864) | 31,207 | "&" B |
| 432,805 | (29,005) | 346,275 | 750,075 |
| 511,547 | (58,869) | 377,482 | 830,160 |
| '((&'"' | 9 | 2'((&'"'3 | 9 |
| 1,652 | 9 | (1,652) | 9 |
| 31,527 3,119 |
9 (3,119) |
9 (31,527) |
9 9 |
| !&B " | 2!&B "3 | 9 | 9 |
| 6,000 | (6,000) | 9 | 9 |
| 396,181 | (18,699) | (377,482) | 9 |
| 907,728 | (77,568) | 9 | 830,160 |
| Incoming resources |
Resources expended |
Movement in funds |
|---|---|---|
| D | D | D |
| 140,420 | (170,284) | (29,864) |
| 9 | (29,005) | (29,005) |
| 140,420 | (199,289) | (58,869) |
| 9 | (3,119) | (3,119) |
| 9 | 2!&B "3 | 2!&B "3 |
| 22,045 | (22,045) | 9 |
| 26,110 | (32,110) | (6,000) |
| 3,120 | (3,120) | 9 |
| 4,635 | (4,635) | 9 |
| B&""" | 2B&"""3 | 9 |
9