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2023-03-31-accounts

CLIC Sargent Cancer Care for Children trading as

Young Lives vs Cancer

Annual Report and Accounts 2022/2023

CONTENTS

CONTENTS
Why we exist and our vision 3
Chair’sintroduction 4
Trustees’ report*
Our approach to safeguarding 6
Our approach tofundraising 7
Our achievements and performance 10
Our future plans 19
Risks anduncertainties 21
Financial review and results for the year 22
Structure, governance and management 25
Employees and volunteers 28
Statement of Trustees’ responsibilities 30
Independent auditor’s report 32
Financial statements
Consolidated statement of financial activities 37
Balance sheets 39
Consolidated cash flow statement 40
Notes to the accounts 41
Reference and administrative details 65
*The Trustees’ Report incorporates the Strategic Report (see pages 6–31).

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WHY WE EXIST

When a child is diagnosed with cancer it threatens everything, for them and their family.

At a time when they should be busy being children, enjoying their rollercoaster teenage years or finding their feet at university, life becomes full of fear. Fear of treatment, but also of families being torn apart, of overwhelming money worries, mental health stretched to breaking point, of having nowhere to turn, no one to talk to.

At Young Lives vs Cancer, we get that. We are the charity that helps children and young people (0 to 25) and their families find the strength to face whatever cancer throws at them. We currently support over 6,000 children and young people a year. But every day 12 more children and young people hear the devastating news they have cancer. We’ll face it all together – but we can’t do it without you.

OUR VISION

Our vision is a world where everyone under 25 with cancer, and their families, will get the support and help they need during their cancer treatment and beyond, including bereaved families living with emotional pain.

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CHAIR’S INTRODUCTION

Covid-19 was tough for children and young people with cancer, and their families. But during 2022/23, for most young cancer patients, the trauma and impact of cancer reached new levels of devastation.

Their financial burden deepened with spiralling cancer costs exacerbated by the cost-of-living crisis and soaring inflation. Getting access to the support they so desperately needed, right now, took longer and any hopes for relief in the spring 2023 budget were shattered.

Without our services, many young cancer patients and their families would struggle to cope. They simply shouldn’t have to choose between finding the money for food or for travelling to life-saving cancer treatment. So, we’ve been working hard to support them with what they need, when they need it, in whatever way we can. This includes making sure they get the support they’re entitled to.

During 2022/23, we achieved a total income of £23.8m, compared to £26.3m in 2021/22. Our focus has been on planning for future growth in our net income, while also managing the transition from the generous help we were receiving from Morrisons (worth £3.5 million annually), which came to an end in February 2022 after two extensions. Recognising the acute effects of the current economic climate on young cancer patients and their families, we successfully launched and raised £0.2m for a crisis grant fund. These grants covered vital basics such as heating, warm clothes and transportation costs to get to treatment.

When the war in Ukraine broke out and children with cancer had to be transported to the UK to continue treatment, our social workers were there to welcome and support them. Alongside their colleagues in NHS England and Children’s Cancer and Leukaemia Group they supported 21 children with cancer from Ukraine.

Throughout the year, our focus remained on ensuring that we provide an equitable service to young cancer patients and their families. We extended our reach through our Central Support and Social Care team, offering greater flexibility for them to access our support, regardless of their location.

We finished embedding the structural changes to our social-care service so we can deliver our strategy for children and young people with cancer, ensuring consistent, equitable access. We also created a new digital team to increase our reach by allowing people to refer themselves through our website. This consistent approach means children and young people with cancer, and their families, receive tailored support more quickly by those best placed to meet their needs.

Another area of focus was improving our brand to increase our reach and make more people aware of Young Lives vs Cancer. This is essential for us to be able to do more for children and young people with cancer, and their families. It will also help us generate more income over the next decade and to support everyone who needs us.

We have also been bringing more lived experiences and voices into our work to help shape our organisational strategy and activities. One example of this is the development of our Voice Board, where young cancer patients and parents/carers will advise our Trustees and provide a lived-experience perspective to inform and shape strategic decisions.

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In 2022/23, we started laying the groundwork for our new strategy, which we’ll be developing over the next year. The first stage involves thinking about the kind of future children and young people with cancer, and their families, really need, and how we will help to create that. To support this we've commissioned a collaborative piece of research with partners Teenage Cancer Trust, Ellen McArthur Cancer Trust and Children’s Cancer and Leukaemia Group. This research will be co-designed by individuals with lived experiences of cancer, their families and those supporting young cancer patients. The insights gained from these projects will serve as the foundation for our strategy, set to be unveiled in 2024.

In our ongoing efforts to become a truly diverse and inclusive organisation, we have made significant progress in promoting diversity, inclusion, equity and a sense of belonging among our employees, and the children, young people and families we serve. Examples include our social-care team’s anti-oppressive practice training, which was embraced by all, and the review of our recruitment processes, which is helping us to be more aligned with antioppressive principles.

These are just a selection of highlights from the year, which we could not have achieved without the unwavering commitment of the thousands of incredible people who form part of Team Young Lives.

We cannot thank you enough.

Sir David Haslam CBE, Chair

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OUR APPROACH TO SAFEGUARDING

On the back of the pandemic, 2022/23 was a very tough year for many children and young people with cancer, and their families. Year on year, the number of safeguarding concerns we have supported have increased, with concerns about mental health, neglect and domestic abuse remaining high. It’s a picture repeated across the voluntary sector as families and communities have struggled with the cost of living and continuing pressures on public services and the NHS.

Our approach to safeguarding is straightforward – safeguarding is everyone’s responsibility and everyone should know what is expected of them, whatever they do at Young Lives vs Cancer. Our training is tailored so that Trustees, staff and volunteers in all roles have the right level of safeguarding knowledge, confidence and support. For the first time we commissioned specialist training about suicide and domestic abuse and provided internal training about safeguarding and diversity, equity, inclusion and belonging. Volunteers and non-frontline staff may rarely (if ever) come across a safeguarding concern, but the charity will only be a safe organisation if everyone is alert to the possibility of a safeguarding concern and the opportunity to help someone who may need protection and support.

In 2022/23, we worked through an action plan of changes and improvements recommended by our 2021 safeguarding peer reviewers. We’re not complacent and we’re not done yet – keeping people safe will always be about transparency, learning from experience, learning from others and continuous improvement.

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OUR APPROACH TO FUNDRAISING

Young Lives vs Cancer is a member of the Chartered Institute of Fundraising and registered with the UK Fundraising Regulator. The charity complies with the Code of Fundraising Practice.

In 2022/23, we continued to implement our two-year strategic plan for income and communications, Building Back Stronger , aimed at recovering and growing back stronger from the effects of COVID-19 on our income generation. This plan focuses on relationship fundraising, providing excellent supporter experience and engagement across all fundraising opportunities with a strong and compelling voice to foster ongoing support.

As we exited from the direct impacts of COVID-19 we needed to navigate the cost-of-living crisis and also our exit from our partnership with Morrisons (after extensions from three years of support to what was ultimately five years, concluding in Feb 2022).

Our name change in May 2021 from CLIC Sargent to Young Lives vs Cancer was embedded further in 2022/23. We’re now seeing the impact of the name change pulling through in our brand metrics, with our charity being in the top five most improved brands in the YouGov Brand index for brand improvement in 2022, compared to 2021. This finding is supported by anecdotal evidence such as our increased success in staff votes during corporate partnership selection processes. We’ve continued to work on our brand with a project to refresh our brand positioning this year, in preparation for our communications in 2023.

We continue to take a balanced approach to our fundraising portfolio to mitigate risk in the fluctuation of income and an ongoing uncertain and volatile external environment. Long standing activities such as face-to-face fundraising acquisition and sporting events, continue to be core components to our portfolio and we regularly review and develop these to ensure we are responding to the changing environment. We’ve also continued to innovate, testing our approach to grow our digital activity such as Facebook challenges, email appeals and direct response television.

We work closely with street, door-to-door, venue and telephone fundraising agencies, ensuring a focus on high standards of professionalism, supporter experience and compliance. Agencies are contractually required to ensure all fundraising activity is in accordance with all applicable legal and Code of Fundraising Practice requirements, Young Lives vs Cancer’s ethical fundraising policy and the relevant binding codes of practice issued by the Fundraising Regulator. The signed agreements are reviewed on an annual basis to ensure they meet the relevant standards. Professional fundraising agencies must have clear, transparent and upto-date policies in place to protect vulnerable people and other members of the public from unreasonable behaviour. All fundraising activities delivered by our contracted fundraising agencies are monitored closely through regular meetings, mystery shopping by agency staff and external bodies, the regulatory mystery shopping carried out by the Institute of Fundraising and close complaint analysis. Regular training is also provided to the fundraisers working on our campaigns by the agency and ourselves. We regularly listen to a selection of call recordings made in each of our outbound and inbound campaigns – we monitor calls using a

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telephone marketing compliance checklist to ensure quality meets what is required as detailed in the Code of Fundraising Practice. We provide regular feedback on call monitoring to our agencies.

We undertake telemarketing upgrade, reactivation and conversion with two external agencies. Young Lives vs Cancer uses legitimate interest for telemarketing where deemed appropriate in our direct marketing. Where outbound calling is undertaken and we do not hold a specific opt-in to marketing calls, we suppress supporter data against the telephone preference system before any campaign starts. Where a supporter requests to opt out of telephone marketing we honour this request and update the record on our supporter database.

We undertake digital advertising on Meta and Google to solicit new financial and non-financial supporters. Some of our digital advertising campaigns we design internally (for our Facebook Fundraising Challenges and to advertise third-party events) but we also use an external digital agency to plan and manage our campaigns. We use audience interest and demographic data to target specific audiences on Meta with our adverts. We upload supporter email addresses to Meta to create custom ‘look alike’ audiences, which we target with our adverts, although we do not directly serve adverts to the supporters we upload. We use Facebook forms to collect and download supporter data, from there we send supporters who have opted in to email on email journeys, and we use legitimate interest to call supporters firstly supressing them against the telephone preference system. We use Google advertising to target informational and educational searches from cold audiences through the Grants account, by utilising Google's in-kind advertising budget, which in turn helps build brand credibility and awareness, and establishes the organisation as an expert in age-specialist cancer support. The two-account approach then allows the Paid account to play the role of driving donations through high-intent campaigns, which strategically use conversion data to help further target users who are likely to donate.

Young Lives vs Cancer works with a number of commercial partners through cause-related marketing agreements. Thorough due-diligence checks are completed before any new agreement is made and contracts are put in place to ensure all fundraising activity conducted by a commercial participator is done in accordance with all legal requirements and Young Lives vs Cancer's Working with Companies and Ethical Fundraising and Engagement policies. Progress against agreed targets (including performance against agreed financial targets) is monitored on a regular basis through review meetings with our partners. We also review with our partners areas such as adherence to solicitation statements and their responsibilities in line with the Code of Fundraising practice and the law.

Young Lives vs Cancer has a number of registered volunteers who fundraise on behalf of the charity, for example our fundraising groups and within our charity shops. This activity is covered by our insurance and we have a risk-assessment process that is followed by the relevant fundraising engagement manager prior to these events taking place. Our fundraising staff discuss all fundraising events with the volunteers prior to them taking place to ensure that they are events and activities that follow our guidelines and are a fit for our brand, as well as being safe. There is also an on-call system in place for these events, so that the volunteers have an avenue to escalate issues out of hours. We also have a number of supporters who choose to put on events in aid of our organisation, for example bake sales or quizzes. These supporters usually have a connection to our cause and know a family we support. These supporters are not covered by our insurance, so our Regional Fundraising team offer advice to them to make sure the event they put on in our name is meeting fundraising regulation CLIC Sargent Cancer Care for Children - Annual Report and Accounts younglivesvscancer.org.uk

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standards. For example, they offer advice on licences needed for their events, insurance needed and how to perform risk assessments.

In 2022/23, Young Lives vs Cancer received 106 complaints about its fundraising (2021/22: 105) all of which are now closed. Of that number, we received 77 complaints about face-toface fundraising, accounting for 0.54% of sign-ups achieved through the activity, and a much smaller proportion of the number of people actually engaged by our face-to-face agencies. In line with regulation requirements, the number of complaints and type of fundraising generating the complaints are submitted to the Fundraising Regulator each year.

Young Lives vs Cancer takes its responsibilities regarding potentially vulnerable individuals when fundraising and recruiting potential donors seriously. We are committed to ensuring that everyone who works for us understands their responsibilities to all donors and supporters, including how to respond to the needs of people in vulnerable circumstances and helping donors make informed decisions.

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OUR ACHIEVEMENTS AND PERFORMANCE

When a child is diagnosed with cancer life becomes full of fear, for them and their family. Fear of treatment, but also of families being torn apart, overwhelming money worries, of having nowhere to turn, and no one to talk to.

At Young Lives vs Cancer, we believe children and young people with cancer, and their families, should have the same opportunities as anyone else. And we know that specialist, high-quality and empowering support during cancer treatment has a lasting impact, creating a better future for children and young people.

We want to help families find the strength to face whatever cancer throws at them. In order to achieve this aim, we focus on three strategic goals

We shape all the work we do around these goals, which we’ll use to report our 2022/23 achievements against.

Public benefit

In reviewing our aims and objectives and planning our future activities, we have referred to and complied with the duty in section 17 of the Charities Act 2011. This relates to having due regard to the Charity Commission’s published general guidance on public benefit. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.

REACHING MORE OF THE PEOPLE WHO NEED US

Our aim for 2022/23:

To continue to work towards reaching every child and young person with cancer who needs us, and their families.

We said we’d do this by:

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What we achieved in 2022/23

2022/23 continued to be a difficult year for children and young people with cancer, and their families. With the financial climate and cost-of-living crisis continuing to have a significant impact on our service users, we considered how we could continue to do our very best for those who need us.

Our social-work teams provided individual, tailored support to 7,068 children and young people who have cancer, and their families. This was an increase on the previous year’s figure (6,100), with many of our teams across the UK experiencing higher activity levels.

The Central Support and Social Care team is part of our social-work service. It is an additional ‘digital front door’ into our services. In 2022/23, we supported 1,732 enquiries by email, telephone and live chat.

Homes from Home

Our Homes from Home are a free place for families to stay when their child is going through cancer treatment. They are close to principal treatment centres and help families avoid the extra financial burdens of travel, accommodation and food costs. This also enables young cancer patients to be close to their loved ones, keeping the family together at a difficult time.

In 2022, we began to receive an increase in requests for patients to stay with their families at our Homes from Home. To manage this safely we have introduced a new programme of work. The growth in patient stays is a result of some hospitals implementing ambulatory care for some cancer treatments: patients who would have required an inpatient stay instead are able to return home if they live within 30 to 60 minutes from the hospital or if they are staying at accommodation close to the hospital. We implemented procedures to ensure this was safely managed, working closely with the NHS; this work will continue into 2023/24.

In 2022/23, we appointed a service manager for the Homes from Home – this brings consistency in our overall services management structure and a greater resilience to the day operations.

We welcomed 487 families, who had 1,166 stays in our 11 Homes from Home. This is an increase compared with 364 families and 839 stays in 2021/22 and equates to a 69% occupancy rate across our Homes.

Our grants

In 2022/3, we gave out 6,088 grants to children and young people with cancer, and their families, spending £1,188,000, compared with the previous year’s figure of £966,000.

In response to the cost-of-living crisis, we once again launched a crisis grant appeal and quickly implemented a new additional crisis grant in October 2022. The grant provided an additional £500,000 for young cancer patients and their families, in addition to our existing grants, to help with whatever hardship they were facing: heating a home, giving a child with cancer a warm coat or putting petrol in the car to get to lifesaving treatment. We spent around £400,00 of this in 2022/23 and will use the remaining £100,000 in 2023/24.

We implemented the learning from our Grants Review, including improving access to the registration grant from our website; and greater flexibility in the financial hardship grant linked to need.

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We continued to support young cancer patients and their families with the greatest financial needs through our financial hardship grants. A total of 1,333 financial hardship grants were given to families, totalling £372,000.

Our social-care professionals have amazing knowledge about the other sources of funding young cancer patients can access and, as a result, they managed to secure an additional £390,000 in grants from other organisations.

In 2022/23, the Smile of Arran Trust continued to provide over £15,000 towards vital grants for children and young people diagnosed with brain cancer.

Our Benefits and Welfare Rights service gave advice to 1,986 enquiries across a range of issues such as housing, immigration, debt and benefit advice. The benefits calculator and online grants tools remain available to young cancer patients and their families. It is estimated that this service secured over £1.2m in potential benefits for them. This is a decrease compared with 2021/22, due in part to the £20 per week reduction in Universal Credit which became effective in October 2021.

Search engine optimisation

We looked at our website and found ways to improve it. We made changes to the pages that would help more people find us through search engines. We hired a specialist to help with writing content that people already search for the most on our website, and we made changes to the structure of our website. We also trained our web content developers to create content that search engines can understand and helping us show up more in search results.

A UK-wide service: digital group work

The digital group work service was embedded in 2023 as part of our UK-wide social work service. We delivered workshops and structured programmes directly to children and young people with cancer, and their families, as well as to local groups. Attendees evaluate them highly. The programmes and workshops included:

In 2022/23, we held 19 digital workshop sessions, with an average of nine participants in each one. 3,509 children and young people with cancer, and their families, accessed our digital groups and a UCAS video was downloaded by 55 service users.

We also have a range of Facebook groups for children and young people with cancer, and their families. Our parents’ and carers’ group has 2,297 members (as of March 2023) and our Mind the Chaps group has 489 members (as of March 2023).

In 2022, we took a look at our online communities to learn how we can make it easier for people to connect and access information. We did this by asking for feedback from members

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of two Facebook groups specifically created for parents and caregivers. These groups have been active since 2017.

In 2023/24, we’ll continue to deliver digital services across the UK, based on the needs of children and young people with cancer, and their families. We will also explore new digital platforms.

Partnering with other services

In 2022/23, we continued to work closely with our charity partners to ensure that children and young people with cancer, and their families, could access the support and services they need. By collaborating with our partners, we made sure that our services were diverse, equitable, inclusive and accessible, enabling everyone to feel like they belonged. To enhance the effectiveness and excellence of our work, we created a framework that served as a guiding principle for our partnership initiatives, including predefined standards and quality assurance.

We continued our strategic partnerships with Ellen MacArthur Cancer Trust, Teenage Cancer Trust, Macmillan Cancer Support, Children’s Cancer and Leukaemia Group and Teenagers and Young Adults with Cancer. We also collaborated with lots of charity partners to give young cancer patients, and their families, access to services such as fitness and health via Trekstock, peer support via Alike and speciality advice relating to specific cancers. Additionally, we signposted to fellow charities so that young cancer patients and their families could gain access to a multitude of services and special occasions.

Our aims for 2023/24

Homes from Home

To better understand the future needs of children and young people with cancer, and their families, in ambulatory treatment and to support them through our services and influencing work.

We’ll do this by:

Grants

To continue to ease the impact of the cost of cancer through our grants.

We’ll do this by:

Services partnerships

To continue to diversify our partnerships.

We’ll do this by:

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Search engine optimisation

To provide the information we know children and young people with cancer, and their families, are searching for.

We’ll do this by:

Reach and data

To drive service performance and improvement.

We’ll do this by:

Raise profile

To gain an improved understanding of the work we do and an improved confidence to communicate our full-service offer.

PROVIDING AN EQUITABLE SERVICE

Our aims for 2022/23:

We said we’d do this by:

What we achieved in 2022/23

We are passionate about making sure the voices of children and young people with cancer, and their families, are at the heart of everything we do. In fact, this is vital to making sure we're meeting the needs of those we support and helping to create positive change for young cancer patients in the future.

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Refreshing our policy evidence base and influencing system change

With investment in the Policy and Influencing team we’ve been able to continue to grow our policy evidence base, especially our data on the financial costs of cancer. This enables us to confidently advocate on behalf of children and young people with cancer, and their families, across the whole of the UK to make governments know how much cancer costs young cancer patients.

We’ve also developed an evidence-based Children and Young People's Plan together with our partner Children’s Cancer and Leukaemia Group to support the UK government and sector colleagues to work together to shape a better future for young cancer patients. We’ll continue to drive this forward in our policy and influencing work.

Amplifying voices

The voices of children, young people and families are crucial to shaping what we do. We’re using an evidence-based approach to explore the different ways to involve children and young people in our work, seeking out best practice across the sector and choosing an approach that works best for those Young Lives vs Cancer supports.

Developing a Voice Board

Our Voice Board was established in late 2022 to ensure that the lived experience of young cancer patients and their families is listened to, considered and acted upon as part of our approach to good governance. There are 12 members on our Voice Board, six young people who have or have had cancer and six parent and carers of children with cancer.

The Voice Board will be there to help Young Lives vs Cancer's Trustees and Directors to make decisions about the charity. Our Trustees guide our work and are responsible for the direction of the organisation. They're all volunteers and give their time for free to help families face everything cancer throws at them. We want our Trustees to be informed by the most important people to the people to the organisation – the children, young people and families we exist to support.

Standards for our social-work service

We’ve developed service specifications which clearly outline standards for our social-work service and what that service involves. An important aspect of this is treating young cancer patients and their families fairly and consistently, no matter where in the UK they are based. We also gather data on our service to learn more about how effectively we are meeting their needs.

Making sure we continue to improve and deliver the best service we can

Delivering a safe service for children and young people with cancer continues to be a priority, so we make sure our frontline staff are trained to the highest standards and can develop with an annual training plan.

In 2022/23, we did quarterly service reviews to identify areas where we could improve. The reviews included the revision of our service standards which promote professional responsibility and accountability. This year we’ve also focused on improving our systems, so they are fit for purpose, ensuring young cancer patients get the best support.

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Continuing to provide a consistent service across UK

Our new operational model was fully embedded across all social-work teams in 2022/23. This means we are consistent in our approach across the UK and can effectively assess children, young people and their family’s needs, so that they can be appropriately supported. We also successfully integrated the paediatric service at Leeds General Hospital into the Young Lives vs Cancer service, so that we offer stable and consistent support to children, young people and their families in this area, in line with the rest of the UK.

Our aims for 2023/24:

We’ll do this by:

SECURING SUSTAINABLE GROWTH FOR THE FUTURE

Children and young people with cancer are helped by the incredible supporters of Young Lives vs Cancer, who make everything we do possible. By engaging these supporters, and creating great experiences for them, they will stay longer and do more to help us be there for every family that needs our support.

Our aim for 2022/23

To secure sustainable growth for the future.

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We said we’d do this by:

What we achieved in 2022/23: Fundraising has changed in the past few years, with more people working from home and the rise of digital influencing all aspects of life. We’ve adapted to this by continuing to develop and test a range of new fundraising opportunities, alongside improving the way we communicate the impact of our work to our supporters.

We have a robust financial plan which is regularly tested against external scenarios. These scenarios are reviewed regularly and are built on all the available insight, research and internal and external challenge available, so that we can anticipate how children, young people and families will be impacted by what is happening, and how income sources will change.

We have taken an approach of continuous improvement to ensure we are maximising returns and income as much as possible. We continued to build on the success of the virtual Facebook Challenges we’d trialled in lockdown, raising an incredible £587,000. The market has become saturated with increased costs and, to address this, we moved to an approach of small tests of different challenge types, resulting in an uplift in the final quarter of the year.

In 2022, our winter appeal raised a total income of £122,758 including gift aid (£13,351 more than the total income raised in the previous year), with the increase coming from more income being received digitally.

We started the year with 42,000 supporters who gave a direct debit donation (recruited in previous years). By the end of March 2023, 35,680 supporters were still giving. This is in line with our targets but does also demonstrate the impact the economic situation is having on charitable giving.

We developed some great fundraising relationships with companies at a regional level, raising £839,000 overall through this area. Key successes included winning staff votes for PWC Scotland and Red Funnel Ferries, as well as public votes such as the Tesco blue token scheme. Our name change has had a really positive impact on these types of votes. We also succeeded in getting new national corporate partners like Briggs and Softcat on board, and our longstanding partnership with JD Wetherspoon reached a milestone of £20m raised over 20 years.

We continued our work with creative agency Arthur London to develop Young Lives vs Cancer into a fundraising brand.

Without our supporters, children and young people with cancer, and their families, wouldn’t be able to access the specialist help they so desperately need during treatment and beyond. We’ve been working hard to understand our supporters better, so we can talk to them in the way they want and offer them the right products to create the best experience for them.

To achieve all this, we needed to make sure we have strong systems in place in order to get better data and insight about what works – whether for service users or in the ways we raise money – so we can make sure we are investing in the things that have the biggest impact for children and young people.

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Our aims for 2023/24

Next year we’ll focus on a journey towards growth through:

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OUR FUTURE PLANS

In 2023/24 we’ll continue to deliver our three strategic goals published in 2020. We will:

Focus on needs – equity, consistency, impact

All children and young people have the right to access a consistent offer of support from Young Lives vs Cancer that reflects their assessed needs – which in the current environment are growing – and we will shout loudly so they get better support from ‘the system’.

Seek to reach more of the people who need us

Currently, around 900 children and young people under 25 struggle with a cancer diagnosis without the age-specialist support they need.

We will continue to ensure our support is engaging, impactful and accessible for people no matter where they live or receive treatment. We will work with other organisations and build awareness to make sure the people who need us hear about us at the right time.

Secure sustainable growth for the future

To put us in the best position for changing the future for children and young people with cancer, we want to grow sustainable income. We will give our amazing supporters an amazing experience, we will be building awareness, and we will continuously improve our systems and ways of working.

At the same time, we’ve started building the foundations of a new future for children and young people with cancer – one in which everyone who needs support gets the right support for them at the right time. To define and build that future we are:

1. Investing in innovation now

We are ambitious for children and young people with cancer, and we want our next strategy to reflect that ambition. To create the world that young cancer patients want, need and deserve, we know that we need to think and act differently. As well as continuing to deliver our vital services, we need to create new ways to improve outcomes for children and young people. That’s where innovation comes in. We want to experiment with new ways of meeting the needs of young cancer patients, so that we are ready to deliver on our new strategy when it launches, and ultimately create that future world that children and young people want.

2. Looking to the future

Our next strategy will be shaped by collaborative research with young people, families, partner charities and everyone who supports young cancer patients to build a new evidence base looking at the psychosocial needs of young cancer patients and how the current system supports them.

Working with Children’s Cancer and Leukaemia Group (CCLG), the Ellen MacArthur Cancer Trust and Teenage Cancer Trust, the research will also identify gaps and what needs to happen in order to build a better future for children and young people diagnosed with cancer.

Dartington Service Design Lab, a charity aiming to improve children’s outcomes through research, systems thinking and co-design approaches, has been commissioned as the research partner. They are undertaking experience-led research, which will be co-designed

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which will be co-designed by young people, parents of children with cancer and key stakeholders, with Edge Hill University.

Living our values

We are guided by our enduring values: Bravery, Integrity, Confidence and One Team.

Real integrity is when values are demonstrated in choices and actions. Our strategy set out how we will behave to demonstrate these values in everything we do.

In three areas we made promises that we need to demonstrate in the way we behave and these continue to drive us in 2022/23:

1. Diversity, equity, inclusion and belonging (DEIB)

We will continue on our #BraveNotPerfect journey, delivering on our two-year strategy focused on diversity, inclusion, equity and belonging.

Over the past 12 months, we have made some considerable progress against our objectives to address diversity, inclusion, equity and belonging for our workforce and the children, young people and families. Most notably, we delivered anti-oppressive practice training for socialcare staff and commissioned an anti-oppressive recruitment review into our processes.

We will build on the steps forward taken over the past year, and take action to move further down the road to becoming a truly diverse and inclusive organisation, with anti-oppression at its core.

See our strategy for more information.

2. Environmental sustainability

This year we published a Statement of Intent describing our belief that we have a responsibility to the future of children and young people with cancer, and so we believe we have a responsibility to measure, control and reduce our environmental impact, working alongside others towards a more sustainable future.

While we work towards becoming net zero in the future, we have established a project to become environmentally responsible now, looking at our practices in relation to offices, technology, procurement and more. This continues to drive us in 2023/24

See our Statement of Intent for more information.

3. Voice and engagement

We created a Voice Board in late 2022 with six young cancer patients and six parents and caregivers of children with cancer. The aim of the group is to ensure that their experiences are considered and used to guide decisions as a charity. The group will work with Trustees and Directors.

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RISKS AND UNCERTAINTIES

Our Board of Trustees and Executive Team together identify and review how we are managing risk as we pursue our strategic objectives, looking at risks to our impact, financial sustainability, good governance and compliance, reputation and safeguarding, and they determine our appetite for risk.

The Board regularly reviews a register of strategic risk and the management of our risks is underpinned by our Controls and Assurance Framework.

The significant strategic risks that we have been managing over the last year coalesce around three key interconnected areas of risk – managing the need for support, navigating the economic context and supporting our workforce. These continue into 2023/24.

Need for support

In a volatile external environment, people’s needs for support are continuing to increase, both during cancer treatment and beyond. More people need support, and their needs are more complex. Our tiered service model is designed to ensure the most intensive services are focused on the greatest needs. We continue to work very closely with the NHS and are building new partnerships with other charities so we can reach more people, close the gaps between services and give people the best support we can.

Together with partners in the sector, we have launched research to improve our understanding of people’s needs for support and the impact of the system of psychosocial support on their quality of life. We are building our data and insight, so we can be sure that in this environment, we are focusing on the things that have the biggest impact.

Economic context

We have a robust financial plan which is regularly tested against planning scenarios we have developed that take account of the current pressures on the cost of living and the ways in which this may impact fundraising. These scenarios enable us to anticipate how children, young people and families will be impacted by what is happening and how our income sources will change.

Supporting our workforce

Everyone who works or volunteers for Team Young Lives is passionate about the work we do, and a key area of focus – in this current environment and always – must be enabling them to support the people who need us, and ensuring we can recruit and retain people. We do regular workforce surveys to understand how our people are doing and have a strong programme in place to support our people’s well-being.

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FINANCIAL REVIEW AND RESULTS FOR THE YEAR

The Consolidated Statement of Financial Activities shows the financial results for Young Lives vs Cancer and its active trading subsidiaries, CLIC Sargent Promotions Limited, CLIC Sargent Developments Limited and CLIC Sargent Lottery Limited.

Although fundraising income declined this financial year in comparison to the last, excluding the impact of the end of our partnership with Morrisons in February 2022, like-for-like income grew £0.5m to £23.5m thereby continuing the recovery post the pandemic. Those channels where income grew in the last year are those where the pandemic restricted activity for part of the previous financial year, primarily our Individual Giving +£0.4m, Regional Engagement +£0.4m, Sports Challenges +£0.4m and from our partnership with JD Wetherspoons +£0.4m, where we were able to benefit from a full year of activities this year. The charity also benefitted from new corporate partnerships with income earned of £0.9m, an increase of +£0.6m in the year.

Whilst those channels listed above recovered well, income from Digital Challenges via Facebook reduced £0.2m as a result of the increased competition in this space. In addition, income from People’s Postcode Lottery reduced £0.6m as a result of one less grant payment in the year. This was expected and followed the change to a grants base in the previous financial year.

Total expenditure increased by £1.4m from £24.1m to £25.5m. This is a result of both the impact of a full year of fundraising (2021/22 was impacted by the pandemic) and an investment in our services. Excluding dilapidations provided for in 2022/23, fundraising costs increased from £10.5m in 2021/22 to £12m in 2022/23.

The group’s cash position has reduced by (£1.7m) to £10.8m reflecting the operating deficit in the financial year as we invested in services and other aspects of the charity.

CLIC Sargent Promotions Limited performs trading activity and receives cause-related marketing income on behalf of the charity. The company had a turnover of £0.2m (21/22: £1.4m) and net profit of £0.1m (21/22: £1.0m), all of which will be donated to the charity. The reduction in income is a result in a reduction in income from cause related marketing income following the ending of the partnerships with Morrisons at the end of the previous financial year.

CLIC Sargent Developments Limited manages the design and build of new Homes from Home. During 2022/23, no new homes were developed and this is reflected in the drop in income from £1.5m to £0.0m. The company made a small loss of £11k in the year, meaning the company did not donate anything to the charity in the year (2021/22: £16k).

CLIC Sargent Lottery Limited holds lotteries and raffles on behalf of the charity. The company had turnover of £70k (2021/22: £148k) and net profit of £49k (2021/22: £126k), all of which was donated to the charity.

Reserves

Free Reserves comprise the total reserves available to the charity less those reserves which are restricted or designated for specific purposes.

Each year the Trustees review the policy for maintain Free Reserves, taking into consideration the major risks faced by the charity, the potential impact of these risks on income and

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expenditure and any risk mitigations identified, with the aim to ensure the reserves policy remains appropriate for the charity in the current environment and amending as appropriate.

As a result of the review in 2022/23, the Trustees decided to update the policy to reflect the aim of holding Free Reserves between £5.0m and £8.0m. The policy retains the risk premium of £1.5m to cover short to medium term risks to income and expenditure as a result of the prevailing economic climate.

As a result, we will be seeking to hold a minimum of £6.5m Free Reserves. This risk premium will be reassessed annually and removed as risks crystallise or are mitigated. Funds held between £6.5m and £8.0m will be used to invest in services, income generation and infrastructure.

Total funds at 31 March 2023 amounted to £28.5m (2021/22: £30.2m), of which £1.8m (2021/22:£2.5m) was restricted to specific purposes and £18.4m (2021/22: £19.1m) was designated, with £2.3m (2021/22: £3.2m) set aside for specific future projects (further detail in Note 19), and the remainder representing fixed assets.

Free Reserves at 31 March 2023 amounted to £8.3m (2021/22: £8.6m) which is £0.3m greater than the upper limit of our Free Reserves policy. This is due to delays in expenditure on projects in the year. We are forecasting a deficit in the next financial year as we aim to deploy designated funds and our excess Free Reserves to further invest in long-term service delivery and sustainable income as we seek to reach more children and young people with cancer that need our support. We expect Free Reserves to fall within our policy in the first quarter of 2023/24.

The Trustees will continue to consider the balance of risk between financial resilience and investment in the development of activities. While they consider the current level of Free Reserves appropriate for the needs of the charity, this will be re-evaluated as appropriate in light of future forecasts and requirements.

Going concern

The charity’s financial position and performance has been outlined in the financial review above. The Trustees have assessed projected future income, expenditure and cash flows over the period to March 2024 and analysed the charity’s reserves position, liquid assets and its ability to withstand a material decline in income. Consideration has been given to the stability, predictability and diversity of various income streams in making this assessment.

Our Reserves policy is reviewed annually and is integral to ensuring we remain a going concern by holding sufficient reserves to withstand a significant decline in income or unexpected costs. The policy is developed based on the financial risks identified within the strategic risk register. Our forecasting and longer-term financial planning seeks to be income led, committing to new costs only when affordable and financial planning decisions are made in the context of our reserves policy.

The long-term financial position of the charity is monitored on a monthly basis, being incorporated into a rolling forecast process, and reviewed by the Finance Committee, in detail, and then the wider Board of Trustees on a quarterly basis. Our current year forecast, along with a further two year outlook, considers the impact of our projections on both our Free Reserves and cash position.

The Trustees have concluded that Young Lives vs Cancer and its non-dormant subsidiaries, CLIC Sargent Promotions Limited, CLIC Sargent Developments Limited and CLIC Sargent

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Lottery Limited, have adequate resources to continue activities for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the accounts.

Financial Instruments

The Finance Committee is responsible for overseeing the overall investment strategy and for the oversight of its implementation. The Trustees have continued to adopt a conservative investment policy that seeks first to protect the reserves of the charity and second to achieve an appropriate return.

During 2022/23, the charity continued to hold liquid assets due to the prevailing market conditions. This approach is expected to be maintained during 2023/24 due to the prevailing economic climate and associated pressures and risks.

Streamlined Energy and Carbon Reporting (SECR)

Young Lives vs Cancer has made a commitment to develop our environmental management approach, our What Now? Strategy states:

We will challenge our ways of working and be conscious to minimise our environmental impact whilst pursuing our goals. We will see the alternatives that still enable us to be better, faster and stronger for children, young people and families. We will engage our whole organisation in the debate to set a target for this and report on it.

We have not included usage for offices where we have service agreements and/or we are not charged for energy usage as a tenant as we do not have access to this usage data. In line with SECR guidelines we have not included emissions related to the use of public transport. GHG emissions have been calculated using 2019 UK Defra carbon conversion factors, emissions are presented in CO2 e. For our buildings we have used an energy intensity metric of kWh per m2, using data from our energy bills.

We do not keep records of the size of or fuel type of our employees’ personal vehicles. Therefore, where they have used their vehicles for work and claimed mileage, we based on the measurements for an average personal vehicle and unknown fuel type from the Defra dataset. We do not have mileage data for our fuel cards and have arrived at usage figures using RAC data for average fuel costs in 2022/23 and the metric Defra for CO2e per litre of diesel.

----- Start of picture text -----
Our energy usage in 2021/22 Our energy usage in 2022/23
Gas usage: 169,292.93 kg CO2e Gas usage: 847,582.04 kg CO2e
Gas use intensity: 333.30 kWh/m2/y Gas use intensity: 936.92 kWh/m2/y
61.16 kg CO2e/ m2/y 171.94 kg CO2e/ m2/y
Electricity use: 124,518.17 kg CO2e Electricity use: 183,892.70 kg CO2e
Energy use intensity: 65.79 kwh/m2/y Energy use intensity: 101.63 kwh/m2/y
16.82 kg CO2e/m2/y 25.98 kg CO2e/m2/y
Travel data: 44,029.96 kg CO2e Travel data: 53,093.53 kg CO2e
----- End of picture text -----

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STRUCTURE, GOVERNANCE AND MANAGEMENT

Young Lives vs Cancer is a working name of CLIC Sargent Cancer Care for Children, a registered charity in England and Wales (No. 1107328) and in Scotland (SC039857) and a company (No. 05273638) limited by member guarantee and is governed by revised Articles of Association adopted in June 2020.

Our Trustees, honorary presidents, vice presidents, ambassadors and senior executives of Young Lives vs Cancer are listed within the Reference and Administrative section of the accounts.

As disclosed in note 9 to the Financial Statements, Young Lives vs Cancer owns 100% of the issued share capital of CLIC Sargent Promotions Limited and CLIC Sargent Developments Limited. CLIC Sargent also has control over CLIC Sargent Lottery Limited. Information presented on the organisational structure below is based on the group and includes CLIC Sargent Promotions Limited, CLIC Sargent Developments Limited and CLIC Sargent Lottery Limited.

The Board

The Board of Trustees for the charity and the Boards of Directors for Young Lives vs Cancer and the subsidiaries (‘the Board’) are responsible for the overall governance of Young Lives vs Cancer and meet at least four times each year. The number of Trustees cannot be fewer than six or more than 14. The governance of the charity is aligned with good governance practice as set out in the Charity Governance Code.

The Board reviews itself against the Charity Governance Code and undertakes proactive development in diversity, equity, inclusion and belonging (DEIB) and safeguarding. In 2022/23, the Board has commenced the commissioning of an external review of its effectiveness as a Board.

The Governance Committee is responsible for the selection and recruitment of new Trustees, using a transparent recruitment process with input from young people who have or have had cancer, and their families. All appointments are approved by the full Board. A skills audit is used to identify the skills, experience, characteristics and backgrounds that are needed to provide high-quality, effective and inclusive governance.

During 2022/23, three Trustees stepped down from their roles at the end of their terms of office, and the Board appointed four new Trustees with professional expertise in innovation, social work and medical oncology, and an independent member to join a Board subcommittee.

New Trustees are provided with a comprehensive induction pack with information about the charity and their role as a Trustee. New Trustees must also complete an induction programme, which includes meetings with staff within different areas of the charity, site visits (where possible) and safeguarding training. Any development needs that they may have during their time as a Trustee are discussed as part of their appraisal with the Chair. Trustees also attend conferences such as the Trustee Exchange and a Trustee workshop is held each year, part of which is focused on Trustee development and Board effectiveness. Trustees are also provided with regular briefings and information about relevant events.

Trustees are initially appointed to a term of office of three years’ duration and may be reappointed by the Board for a further term of office. A Trustee who has served for two consecutive terms shall remain out of office for at least one year unless the Board resolves by CLIC Sargent Cancer Care for Children - Annual Report and Accounts younglivesvscancer.org.uk

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a two-thirds majority vote. A Chair of the Board shall be eligible to be reappointed for a third term as a Trustee. The Trustees may also determine that the term of office of the presiding Chair of the Board be extended for up to two years, save that if the term is so extended and they then cease to be the Chair, they would automatically cease to be a Trustee. In exceptional circumstances, to be determined by the Board, a retiring Trustee’s term of office may be extended for a period of one year for the purpose of business continuity and in the best interests of the charity.

Strategic management

The Board is responsible for setting an appropriate strategy for the charity. It also ensures that relevant performance measures are in place. The Trustee Board has delegated consideration of specific issues to four subcommittees, which then make recommendations to the Board. The Board receives regular reports on all aspects of the charity’s work. The terms of reference for the four committees are summarised below.

Board Advisory Group

Between Board meetings, informal meetings between the Board and Executive Team are held as necessary, to which all Trustees are invited to engage in the work of the charity and debate strategic issues.

Safeguarding Committee

The Safeguarding Committee is a subcommittee of the Board with responsibility for:

Finance Committee

The Finance Committee is a subcommittee of the Board, with responsibility for assisting the Board in discharging its duties in the following areas:

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Power to act for the charity on financial matters has been delegated to this committee by the Board.

Audit Committee

The Audit Committee is a subcommittee of the Board with responsibility for monitoring and reviewing:

Governance Committee

The Governance Committee is a subcommittee of the Board with responsibility for:

Chief Executive

Authority to conduct Young Lives vs Cancer’s day-to-day activities is delegated to the Chief Executive, who is responsible for ensuring that the agreed strategy and policies are carried out. An Executive Team reports to the Chief Executive and meets weekly.

Remuneration policy for key management personnel

The Executive Team are considered to be the key management personnel for the charity. Remuneration of our Executive Team is benchmarked against the external market every two years, using the leading charity and voluntary sector salary survey.

The review involves consideration of salary survey data at the median along with economic indicators, affordability, competitiveness and retention of those in key roles.

Options for Executive Team pay are then considered by our Governance Committee and agreed by the Board of Trustees.

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EMPLOYEES AND VOLUNTEERS

In 2022/23, our workforce has again shown resilience, flexibility and commitment to our cause.

We have maximised the advantages of adopting a flexible way of working and have given considerable choice to teams on how hybrid working can operate most effectively for them. While we are continuing to learn, the transition to this new way of working has been successful. Our ongoing priority is to ensure we realise the benefits of hybrid working in terms of wellbeing, recruitment and retention.

This year we have carried out carried out a wide-ranging review into our approach to pay and benefits. This was to make sure that our approach works the best it can for us going forward as we develop our next strategy and to ensure we have clear principles that underpin future decisions about pay and reward at Young Lives vs Cancer. We knew from existing feedback that there are improvements we can make, such as better communication and transparency around pay and benefits in the organisation.

The review involved benchmarking our salaries and our benefits package, an equal pay audit, interviews with staff, and a review of our policies and documents relating to pay and benefits. The review involved benchmarking our salaries and our benefits package, an equalpay audit, interviews with staff and a review of our policies and documents relating to pay and benefits.

The review told us that:

These findings were used to create a set of recommendations at the end of 2022/23.

We continued to develop our workforce planning and retained focus on building a culture of volunteering, integrating volunteers into our service model design.

During the summer we delivered a volunteering summit to think differently around why and how we’re developing a culture of volunteering. Using the outcomes from the summit, we built a roadmap to guide our priorities over the next 18 months.

We have launched our new online learning platform, The Academy, and completed management development training for every people manager at all levels (whether a manager of staff or volunteers). As we move into the next year, we will be looking at how we further enhance our leadership and management development offer.

We have made considerable progress against the objectives of our diversity, equity, inclusion and belonging (DEIB) strategy, Brave not Perfect. This year we have:

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We have also launched two new staff equality networks – the racial equity staff network and the LGBTQIA+ staff network. We also carried out an extensive anti-oppressive recruitment review. You can read more about this review here.

The results of the review have given us some clear insights and recommendations into how we can improve the way we recruit and the steps we can take to create an actively antioppressive approach – this means we acknowledge that there are wider systemic issues which these processes exist within, and that we all have a part to play in helping to change this and remove the barriers those in minoritised communities face.

One of the first actions we’ll be taking is to develop a recruitment policy which clearly sets out our commitments to inclusive practice and our expectations of how we recruit. Recommendations from the review will also inform projects to update and improve recruitment for both staff and volunteers, which will run throughout 2023/24 and will include improved guidance, templates and training, including anti-oppression and allyship training for our leadership teams.

We have changed the way we report our ethnicity pay to report by three categories – Black, Asian and Mixed compared to White. Our results for this year are that we have a negative mean pay gap of -11.7%, -3.7% and -9.8% respectively. For the median pay gap, the results are 5.1%, -8.2% and -12.1% respectively. You can find our results from previous years here. In addition we have started reporting our pay gaps for sexual orientation, disability, age and religion the first results of which can be found here [INSERT LINK]

Pensions

Young Lives vs Cancer operates a qualifying auto-enrolment, defined contribution pension scheme for our paid employees

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees (who are also directors for the purposes of company law) are responsible for preparing the Strategic Report, the Trustees’ Report and the accounts in accordance with applicable law and regulations. Company and charity law requires the Trustees to prepare accounts for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (Financial Reporting Standard 102) and applicable law.

Company law requires the Trustees to prepare financial statements for each financial year. Under company and charity law the Trustees must not approve the accounts unless they are satisfied that they give a true and fair view of the state of affairs of the charity and the group, and of the group’s net incoming/outgoing resources for that period. In preparing these accounts, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the transactions of the charity and the group, and disclose with reasonable accuracy at any time the financial position of the charity and the group. The Trustees must ensure that the accounts comply with the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the provisions of the charity’s constitution. They are also responsible for safeguarding the assets of the charity and the group, and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees have overall responsibility for ensuring that the charity has appropriate systems and controls, financial and otherwise, to provide reasonable assurance that:

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Internal controls over all forms of commitment and expenditure continue to be refined to improve efficiency. Processes are in place to ensure that performance is monitored and that appropriate management information is prepared and reviewed regularly by both the Executive Team and the Board of Trustees. The systems of internal control are designed to provide reasonable, but not absolute, assurance against material misstatement or loss.

These include:

With regard to the preparation of this Annual Report and Accounts:

This Annual Report of the Trustees, under the Charities Act 2011 and the Companies Act 2006, has been approved by the Trustees, including approving in their capacity as company directors the Strategic Report contained therein, and is signed as authorised on their behalf by:

Sir David Haslam (Chair)

14 December 2023

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Independent Auditor’s Report to the Members and Trustees of Young Lives vs Cancer

Opinion

We have audited the financial statements of Young Lives vs Cancer (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2023 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity Balance Sheets, the Consolidated 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:

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 group 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 charitable company's or the group’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.

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Other information

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

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether 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.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of our audit

Matters on which we are required to report by exception

In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:

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Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 30 to 31, the trustees (who are also the directors of the charitable company for the purposes of company law) 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 charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or 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 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts 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.

Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 and The Charities and Trustee Investment (Scotland) Act 2005

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together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud.

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.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be with the completeness and timing of legacies, grant and Trust income and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, the Finance Committee and Audit Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, Scottish Charity Regulator, designing audit procedures over the completeness and timing of legacies, grant and Trust income, and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, and to the charitable company’s trustees, as a body, in accordance with Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charitable company’s members 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 charitable company and the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

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Guy Biggin Senior Statutory Auditor For and on behalf of Crowe U.K. LLP Statutory Auditor

4th Floor St James House St James’ Square Cheltenham Gl50 3PR

Date: 20 December 2023

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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36

Consolidated statement of financial activities

(incorporating an income and expenditure account) For the year ending 31 March 2023

For the year ending 31 March 2023
Notes Unrestricted
funds		 Restricted
funds
2023		 Restated
2022
£’000 £’000 £’000 £’000
Income from:
Donations and legacies
Donations and other voluntary income 2
 14,953 1,623 16,576 17,647
Legacies 2
 2,877 45 2,922 3,339
Other trading activities
Retail trading 2
 1,518 - 1,518 1,360
Fundraising trading 2
 2,609 1 2,610 3,778
Lottery income 3
 70 - 70 148
Investments 37 - 37 2
Other 4
 94 - 94 49
Total income 22,158 1,669 23,827 26,323
Expenditure on:
Raising funds
Donations and legacies
Retail trading
Fundraising trading		 2

2

2
 9,313
1,377
1,301		 -
-
-		 9,313
1,377
1,301		 9,015
2,457
1,229
11,991 - 11,991 12,701
Net income available for charitable activities 10,167 1,669 11,836 13,622
Charitable activities:
Mental health impact of cancer
Being away from home
Future fears
Financial fears
When a child dies



1,662
3,544
1,615
3,398
1,051		 164
1,086
296
639
91		 1,826
4,630
1,911
4,037
1,142		 1,548
3,990
1,613
3,372
940
Total direct charitable expenditure 6
 11,270 2,276 13,546 11,463
Total expenditure 6
 23,261 2,276 25,537 24,164
Net income/(expenditure) 5 (1,103) - 607
(1,710)		 2,159
Transfers between funds 17,19
 67 (67) - 0 -
Net movement between funds (1,036) (674)
(1,710)		 2,159
Total funds brought forward 17,19 27,774 2,463 30,237 28,078
Total funds carried forward 26,738 1,789 28,527 30,237

All amounts shown above relate to continuing operations.

Fund comparatives are provided in last year's Consolidated Statement of Financial Activities on the next page. Notes 1 to 25 on the following pages form part of these financial statements.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Consolidated statement of financial activities

(incorporating an income and expenditure account) For the year ending 31 March 2022

For the year ending 31 March 2022
Notes Unrestricted
funds		 Restricted
funds
2022		 2021
£’000 £’000 £’000 £’000
Income from:
Donations and legacies
Donations and other voluntary income 2
 16,123 1,524 17,647 15,709
Legacies 2
 3,213 126 3,339 2,381
Other trading activities -
Retail trading 2
 1,360 - 1,360 738
Fundraising trading 2
 3,733 45 3,778 1,879
Lottery income 3
 148 - 148 1,443
-
Investments 2
 - 2 6
Other 4
 49
 - 49 47
Total income 24,628 1,695 26,323 22,203
Expenditure on:
Raising funds
Donations and legacies
Retail trading
Fundraising trading		 2

2

2
 7,583

2,784

1,290
 -
-
-		 7,583
2,784
1,290		 6,411
2,191
223
11,657
 - 11,657 8,825
Net income available for charitable activities 12,971 1,695 14,666 13,378
Charitable activities:
When the doctor says cancer
There's no place like home
Helping young lives thrive, not just survive
Cancer costs
When a child dies
Making change happen




1,349
3,951
1,315
3,454
584
586		 156
531
143
358
53
27		 1,505
4,482
1,458
3,812
637
613		 2,096
3,993
1,512
3,655
643
395
Total direct charitable expenditure 6
 11,239 1,268 12,507 12,294
Total expenditure 6
 22,896 1,268 24,164 21,119
Net income/(expenditure) 5 1,732 427 2,159 1,084
Transfers between funds 17,19
 1,735 (1,735) - -
Net movement between funds 3,467 (1,308) 2,159 1,084
Total funds brought forward 17,19 24,307 3,771 28,078 26,994
Total funds carried forward 27,774 2,463 30,237 28,078

All amounts shown above relate to continuing operations.

Fund comparatives are provided in last year's Consolidated Statement of Financial Activities on the next page. Notes 1 to 25 on the following pages form part of these financial statements.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Balance sheets As at 31 March 2023

Company number: 05273638

----- Start of picture text -----
Group Charity
Notes 2023 2022 2023 2022
£’000 £’000 £’000 £’000
Fixed assets
Tangible fixed assets 10 16,077 15,962 16,056 15,936
Investments 11a - - 121 126
16,077 15,962 16,177 16,062
Current assets
Investment assets 11b 14 14 14 14
Stock 12 26 27 - -
Debtors 13 4,785 5,673 4,859 7,026
Cash at bank and in hand 23 10,772 12,433 10,470 10,575
15,597 18,147 15,343 17,615
Creditors
Amounts falling due within one year 14 (2,653) (2,798) (2,490) (2,366)
Net current assets 12,944 15,349 12,853 15,249
Creditors
Amounts falling due after one year 15 (494) (1,074) (494) (1,074)
Net assets 16 28,527 30,237 28,536 30,237
The funds of the charity
Restricted income funds 17 1,789 2,463 1,789 2,463
Unrestricted funds
Free reserves 19 8,335 8,644 8,344 8,644
Designated funds 19 18,403 19,130 18,403 19,130
Total charity funds 28,527 30,237 28,536 30,237
----- End of picture text -----

The parent charity made a deficit in the year of £1,701k (2022: surplus of £2,159k).

These financial statements were approved by the Board of Trustees and authorised for issue on 14 December 2023.

David Haslam Chair

Anna Hancock Treasurer

Notes 1 to 25 on the following pages form part of these financial statements.

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Consolidated cash flow statement

For the year ending 31 March 2023

Notes 2023 2022
Net cash (used in)/provided by operating activities
22
Cash flows from investing activities
Interest received
Net sales proceeds from the sale of fixed assets
Purchase of property, plant and equipment
10
Net cash (used in)/provided by investing activities
Change in cash and cash equivalents for the year
23
Cash and cash equivalents at the beginning of the year
23
Cash and cash equivalents at the end of the year
23		 £’000
£’000
£’000
(1,089)
37
2
31
-
(640)
(1,814)
(572)
(1,661)
12,433
10,772		 £’000
2,861


(1,812)
1,049
11,384
12,433

Notes 1 to 25 on the following pages form part of these financial statements.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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For the year ending 31 March 2023

Notes to the accounts

1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

(a) Basis of accounting and going concern

The financial statements have been prepared 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) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

CLIC Sargent Cancer Care for Children ("the charity" or "the parent") meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

After making enquiries, the Trustees are satisfied that there are no material uncertainties about the Charity's ability to continue as a going concern for the foreseeable future. Accordingly, they continue to adopt the going concern basis in preparing the accounts as outlined in the Trustees' Report.

(b) Group financial statements

The group financial statements consolidate the results of the parent and its non-dormant subsidiaries, CLIC Sargent Promotions Limited, CLIC Sargent Developments Limited and CLIC Sargent Lottery Limited (see Note 9), on a line by line basis. All intra-group transactions are fully eliminated on consolidation in the group results.

The charity has availed itself of Paragraph 3 (3) of Schedule 4 of the Companies Act and adapted the Companies Act formats to reflect the special nature of the charity’s activities. No separate SOFA has been presented for the charity alone as permitted by Section 480 of the Companies Act 2006. The net result of the parent (the charity) is shown on the Balance Sheet.

The charity is a qualifying entity as defined in FRS 102 and therefore has taken advantage of the exemptions in FRS 102 from the requirement to present a charity-only cashflow statement.

(c) Legal status

CLIC Sargent Cancer Care for Children was incorporated in the United Kingdom as a company limited by guarantee (company no. 05273638). The entity is also a registered charity in England and Wales (charity no. 1107328) and Scotland (charity no. SC039857). The principle and registered office is shown at the back of these Accounts.

The members of the company are the Trustees. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(d) Estimates and judgements

Preparation of the financial statements requires management to make estimates and judgements. The items in the financial statements where the most significant estimates and judgements have been made are:

(e) Taxation

The company, which is a registered charity, is entitled to taxation exemptions on all income and gains properly applied for its charitable purposes. There are no taxation losses for the subsidiary companies as all of the taxable profits are gifted to the parent charity.

(f) Funds

Restricted funds are funds on which donors have imposed specific restrictions or which have been raised for particular purposes. The aim and use of each restricted fund is set out in Note 17.

Designated funds represent unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in Note 19.

Free reserves are available for use at the discretion of the Trustees in pursuit of the general objectives of the charity.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(g) Income and deferred income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.

Legacy income is recognised when there is a grant of probate; the executors have established there are sufficient funds to distribute income from the estate; the legacy can be valued with reasonable accuracy and any conditions attached to the legacy have been met or are within the control of the charity.

Income from grants , whether capital or revenue in nature, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably. Grant income will be deferred if received in advance of meeting performance conditions or if the donor specifically states that the income must be spent in a future accounting period.

Contractual income is recognised when the goods or services as specified by the contract are delivered by the charity. This income is treated as unrestricted in the accounts.

Income relating to events is recognised in the period in which the event occurs.

Donations comprise gifts that will not provide any return to the donor other than the knowledge that someone will benefit from the donation. Income from donations includes gifts that must be spent on some particular area of work (i.e. restricted income funds). Donations include gifts in kind and donated services (see accounting policy (h) below).

Income from other trading activities includes income earned from both trading activities to raise funds for the charity and income from fundraising events. To fall within this analysis heading, the income must be received in exchange for supplying goods and services in order to raise funds for the charity.

Lottery income includes amounts raised from raffles and lotteries, including proceeds from the sale of scratchcards in Morrisons stores. Fees and expenses for scratchcards are determined by our External Lottery Manager Rieves and CLIC Sargent receive proceeds net of costs, hence income is recognised on a net basis.

Other income includes profit from the sale of fixed assets and contractual income earned from our services that is immaterial and therefore classified as Other income.

Deferred income consists of cash received by the charity, where the income recognition criteria has not been met because entitlement to the income does not exist at the balance sheet date. Deferred income is not recognised in the SOFA until the charity is entitled to the income. Instead, deferred income is disclosed as a liability in the balance sheet.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(h) Donated services and facilities

The charity benefits from gifts in kind in the form of volunteer time and unclaimed out of pocket expenses. These are not recognised in the accounts as they cannot be reliably valued, but further information is provided in the Trustees' annual report.

In addition many individuals, companies and organisations provide facilities, equipment and services such as advertising free of charge. The charity recognises, where possible, the value of the gift, which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market. A corresponding amount is then recognised in expenditure in the period of receipt.

Items donated for resale are included in shop income when sold and no value is placed on stock at the year end. These items are not recognised in the accounts on receipt as it is impractical to do so given the high volume of low-value items received by the charity and the absence of a sophisticated stock control system to assist with documenting and valuing donated stock held. The Trustees consider that the cost of implementing such a system would outweigh the benefits. High value items of donated stock (with an individual value of £1,000 or more) are recognised on receipt if the income recognition criteria is met.

(i) Expenditure recognition and irrecoverable VAT

Liabilities are recognised when the charity has a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Expenditure on Raising Funds includes all expenditure (salaries, direct costs and overheads) incurred by the charity and its subsidiaries to raise funds for its charitable purposes. It includes the costs of all fundraising activities, events, non-charitable trading activities, and the sale of donated goods.

Costs allocated to Fundraising Trading are those relating to our Major Events, Challenge Events and other non-charitable trading activities such as cause-related marketing undertaken with our corporate partners.

Expenditure allocated to Retail Trading relates to the costs of running the charity’s shops; recycling and product marketing activities.

All other expenditure on raising funds relates to the cost of bringing in Donations and Legacies.

Expenditure on Charitable Activities includes all costs incurred by the charity in undertaking activities that further its charitable aims.

Governance costs include expenditure incurred for and by the Board necessary for the strategic oversight of the charity.

Irrecoverable VAT and termination payments are accounted for in the period an obligation is made or liability incurred and are charged against the relevant activity.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(j) Grants payable

CLIC Sargent care grants are available to children, young people and their families who meet the eligibility criteria for registration with the charity. The need for financial support must be related to the child’s illness and to support additional expenses incurred. CLIC Sargent does not pay costs of treatment, medical equipment, therapies or school fees.

Grants to children, young people and their families are charged in the year when the offer is conveyed to the recipient. These grants are not subject to conditions being fulfilled once the eligibility criteria has been satisfied.

Occasionally, grants are awarded to other third parties in the furtherance of the charitable objects of the charity. In the case of an unconditional grant offer this is accrued once the recipient has been notified of the grant award. Grants awards that are subject to the recipient fulfilling performance conditions are only accrued when the recipient has been notified of the grant and any remaining unfulfilled condition attaching to that grant is outside of the control of the charity.

(k) Expenditure Allocation including support costs

All expenditure is accounted for on an accruals basis and has been classified to expenditure categories on a direct basis where appropriate or allocated in line with managerial and budgetary responsibilities using several criteria, which include headcount and activity.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include IT support, finance, personnel, payroll and governance costs which support the Charity's services and fundraising activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. Costs have been allocated across each cost category on the basis of head count and activity.

(l) Tangible and intangible assets

Individual items costing £2,000 or more are capitalised at cost. Where an item is below £2,000, but is combined with other items as part of a project or to create an asset, these items will be capitalised if the collective value is greater than £2,000. Property which is gifted to the charity is held at valuation and reviewed for impairment.

Depreciation is provided on all tangible fixed assets using a straight line basis over their expected useful economic lives as follows:

Depreciation is provided on
economic lives as follows:		 all tangible fixe
Land nil
Freehold property 50 years
Furniture and fittings 3-5 years
Motor vehicles 4 years

Assets under construction represent those assets that are undergoing improvements prior to being made operational. During this phase no depreciation is charged.

Fixed assets are subject to periodic review for impairment where there is an indication of a reduction in their carrying value. Any significant impairment is recognised in the consolidated SOFA in the year in which it occurs.

Intangible assets are stated at cost less accumulated amortisation. Amortisation is provided on all intangible assets using a straight-line basis over their expected useful economic life of 3-5 years.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(m) Investments

All the charity’s investments are made in accordance with the powers contained within the Memorandum and Articles of Association.

Commercial investments are initially stated at purchase value and then are restated at market value at the end of each financial year. Where it is the intention to realise an investment asset without reinvestment of the sale proceeds, the investment asset is classified as a current asset investment. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised and unrealised investment gains and losses are combined in the SOFA. The historical cost of commercial investments is shown in the notes to the accounts.

Cash held on long term deposit is cash on deposit and cash equivalents with a maturity of three months or more held for investment purposes rather than to meet short-term cash commitments as they fall due.

Investment Properties relate to shops owned by the charity that are used in part by CLIC Sargent Promotions Limited to undertake trading activities via the sale of new merchandise. A percentage of trading income relative to total income is calculated for each shop and applied to the book value to calculate the value of investment properties for the charity balance sheet. Following FRS102 Triennial Review 2017 becoming effective, the Charity has taken advantage of the accounting policy choice to account for investment properties which are let to group companies at cost less accumulated depreciation, rather than fair value. As such, no restatement of comparative figures has been required.

(n) Stock

Stock consists of purchased goods for resale and is valued at the lower of cost and net realisable value. Items donated for resale or distribution are not included in the accounts until they are distributed or sold (see accounting policy (h) for further information).

(o) Cash at bank and in hand

Cash at bank and cash in hand includes petty cash, and cash in bank accounts and short term deposit accounts with a maturity of three months or less from the date of opening the account.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(p) Debtors, creditors and provisions

Debtors with the exception of prepayments are those amounts that satisfy the income recognition policy at (g) above, recognised at the settlement amount due, where funds have not been received at the year end.

Prepayments are expenditure paid in the current financial year relating to costs to be incurred in a future accounting period. These are valued at the amount prepaid net of any trade discounts due.

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Debtors and creditors are reviewed at the year-end for evidence of required impairment to their settlement value.

(q) Dilapidations policy

A dilapidations liability assessment has been conducted on the full property portfolio at at 31 March 2023. A provision is included in the financial statements for those costs that the charity estimates will be incurred upon vacating properties in the near future, based on the condition of the properties at the year end. Whilst some uncertainty exists regarding both the timing and amounts of the provisions, the amount represents the best estimate of the Trustees.

(r) Financial instruments

The charity has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. The charity also has a small holding of commercial investments measured at market value. Further information is provided in Note 25.

(s) Pension costs

The charity contributes to defined contribution personal pension schemes on behalf of its employees. The amount charged in the SOFA represents the contributions payable to the schemes in respect of the current accounting period. Costs are allocated to activities in line with wages costs.

The charity also has an obligation to provide one unfunded pension. This has been included under creditors falling due in less than one year. Full disclosure has not been reflected in the accounts as the Trustees consider this to be immaterial against the costs of undertaking a full actuarial valuation and the amount is immaterial to the accounts.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Notes to the accounts

For the year ending 31 March 2023 (continued)

(t) Finance and operating leases

A lease is classified as a finance lease if it transfers substantially all the risks and rewards incidental to ownership. A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership. The Charity does not currently have any finance leases.

Rentals applicable to operating leases are charged to the accounts on a straight line basis over the lease term. Where an operating lease becomes an onerous contract, for example when the charity leases a property which it subsequently leaves unused and the property cannot be sub-let to recover its costs, the charity will recognise all irrecoverable costs immediately.

Assets purchased under finance leases are capitalised as fixed assets. Obligations relating to these agreements are included under creditors in the balance sheet. The difference between the capitalised costs and the total obligation under the leases represents the finance charges. Finance charges are recognised in the accounts at a constant rate over the lease term. The Charity does not currently have any finance leases.

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Notes to the accounts

For the year ending 31 March 2023 (continued)

2. Net fundraising income

During the year, donations and legacies decreased by £1.5 million (2022: increase of £2.9 million).

Net fundraising income, including trading income, for the group is as follows:

Unrestricted Restricted 2023 Restated
2022
£’000 £’000
£’000		 £’000
Donations and legacies
Donations 12,111 762
12,873		 12,814
Grants 2,679 861
3,540		 4,550
Government Grants and Support - -
-		 78
Gifts in Kind 163 -
163		 205
Legacies 2,877 45
2,922		 3,339
Fundraising trading income
Total donations and legacies
Retail trading income
Lottery income
Major fundraising events
Challenge events
Other fundraising trading income		 17,830
1,518
70
553
1,959
97		 1,668
-
-
-
1
-
19,498

1,518

70

553
1,960

97		 20,986
1,360
148
598
1,958
1,222
Total fundraising trading income 2,609 1
2,610		 3,778
Total fundraising income 22,027 1,669
23,696		 26,272
Less: fundraising trading costs
Less: retail trading costs
Less: donations and legacies' costs
Major fundraising events
Challenge events
Other fundraising trading expenditure		 (9,313)

(1,377)

(324)

(967)

(10)
 -
-
-
-
-
(9,313)

(1,377)

(324)

(967)

(10)		 (9,015)
(2,457)
(181)
(1,014)
(34)
(1,301)
 -
(1,301)		 (1,229)
Total fundraising expenditure (11,991)
 -
(11,991)		 (12,701)
Net fundraising income 10,036 1,669 11,705 13,571

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Notes to the accounts

For the year ending 31 March 2023 (continued)

3. Lottery

Lottery income is unrestricted. Income received during the year relates to proceeds from the sale of scratch cards in Morrisons stores. Expenses are incurred by an external lottery provider on behalf of the charity. See Note 1 (g) for further information on lottery income. Amounts received

----- Start of picture text -----
2023 2022
£’000 £’000
Gross proceeds 350 740
Expenses (134) (392)
Prize fund (146) (200)
Net proceeds received by the charity 70 148
----- End of picture text -----

4. Other income

4. Other income
Unrestricted Restricted 2023 2022
£’000
Other income
94		 £’000
-
£’000
94		 £’000
49
94 - 94 49

5. Net income/(expenditure)

2023 2022
£’000 £’000
This is stated after charging / (crediting):
Depreciation 494
450
Profit on the disposal of fixed assets - -
Payments under operating leases:
land and buildings 785 840
Auditor’s remuneration 37
28

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Notes to the accounts

For the year ending 31 March 2023 (continued)

6. Analysis of total expenditure

----- Start of picture text -----
Direct &
Direct Non- Indirect Non- Restated
Indirect 2023
Staff Costs Staff Costs 2022
Staff Costs
(Note 8) (Note 7)
£’000 £’000 £’000 £’000 £’000
Cost of generating funds:
Donations and legacies 4,660 4,146 507 9,313 9,015
Retail trading 608 605 164 1,377 2,457
Fundraising trading 209 1,077 15 1,301 1,229
5,477 5,828 686 11,991 12,701
Charitable expenditure:
Mental health impact of cancer 1,481 172 173 1,826 1,548
Being away from home 3,068 1,123 439 4,630 3,990
Future fears 1,554 176 181 1,911 1,613
Financial fears 2,208 1,446 383 4,037 3,372
When a child dies 901 133 108 1,142 940
9,212 3,050 1,284 13,546 11,463
Total expenditure 14,689 8,878 1,970 25,537 24,164
----- End of picture text -----

The direct and indirect staff costs above include the allocation of salaries for support staff.

We have reviewed the way we allocate expenditure between Costs of generating funds and Charitable expenditure to ensure that it best represents how our costs are spent. We have also restated the comparatives for 2022.

7. Analysis of support costs

Support costs Office
services		 Corporate Finance IT HR Governance 2023 Restated
2022
Cost of generating funds:
Donations and legacies
Retail trading
Fundraising trading		 £’000
248
80
7		 £’000
41
14
1		 £’000
46
15
1		 £’000
100
32
3		 £’000
56
18
2		 £’000
16
5
1		 £’000
507
164
15		 £’000

422

176

46
335 56 62 135 76 22 686
644
Charitable expenditure:
Mental health impact of cancer
Being away from home
Future fears
Financial fears
When a child dies		 84
215
88
187
53		 20
50
21
44
13		 16
40
16
35
10		 34
86
36
75
21		 13
34
14
30
8		 6
14
6
12
3		 173
439
181
383
108
150

387

157

327

91
627 148 117 252 99 41 1,284
1,112
Total support costs 962 204 179 387 175 63 1,970
1,756

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Notes to the accounts

For the year ending 31 March 2023 (continued)

8. Employees

----- Start of picture text -----
Group and charity Employed Funded* 2023 2022
Staff costs consist of: £’000 £’000 £’000 £’000
Wages and salaries 12,192 292 12,484 11,252
Social security costs 1,215 - 1,215 1,065
Pension costs 990 - 990 931
14,397 292 14,689 13,248
Group and charity 2023 2022
The average number of employees on full-time equivalent basis during the year was as
No. No.
follows:
Fundraising 70 64
Direct service provision – employed 161 142
Direct service provision – funded * 11 10
Corporate support services 100 100
Retail trading 22 24
364 340
----- End of picture text -----**

The average number of staff employed during the year was 421 (2022: 394).

*Funded employees represent staff in Young Lives vs Cancer care teams who are funded by Young Lives vs Cancer but are employed by local authorities or health trusts.

**Employed costs include capitalised salaries.

During the year the charity made payments to employees of £55k (2022: £40k) in relation to redundancy and termination payments, of which £nil (2022: £nil) was unpaid at year-end.

Higher paid employees:

Higher paid employees:
Group and charity 2023
2022
Employees receiving annual gross salaries in the following range: No.
No.
£60,000 to £70,000 6
5
£70,001 to £80,000 2
1
£80,001 to £90,000 2
2
£90,001 to £100,000 32
£100,001 to £110,000 --
£110,001 to £120,000 --
£120,001 to £130,000 --
£130,001 to £140,000 11

The Chief Executive received a salary of £136,000 (2022: £132,000) excluding employer pension and national insurance contributions.

Key Management Personnel:

We consider the directors (our Executive) to be the key management personnel for the charity.

Group and charity 2023 2022
Wages and salaries
Social security costs
Pension costs
Key management personnel costs for the charity and group consist of:		 £’000
665
83
54
£’000

543

63

42
802
648

Trustees’ remuneration and expenses

None of the members of the Board of Trustees received any remuneration. During the year, four Trustees received reimbursements of travel and subsistence expenditure totalling £940 (2022: one Trustee received £109).

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

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Notes to the accounts

For the year ending 31 March 2023 (continued)

9. Subsidiary companies

The charity owns 100% of the issued share capital of CLIC Sargent Promotions Limited and CLIC Sargent Developments Limited. Additionally the charity controls the board of CLIC Sargent Lottery Limited, incorporated on 26 May 2019, and therefore the results are consolidated within these accounts. All of these companies are incorporated in the United Kingdom.

CLIC Sargent Promotions Limited (company number 00957520) buys new merchandise for resale and receives cause-related marketing income from corporate partners for the benefit of the charity.

CLIC Sargent Developments Limited (company number 09106476) manages the design and build of new Homes from Home on behalf of the charity.

CLIC Sargent Lottery Limited (company number 10791106) holds lotteries and raffles on behalf of the charity.

A summary of CLIC Sargent Promotions Limited's trading results for the year ended 31 March 2023 is as follows:

----- Start of picture text -----
2023 2022
£’000 £’000
Turnover 237 1,442
Cost of sales (20) (46)
Gross profit 217 1,396
Administration expenses (76) (367)
Operating profit for the financial year 141 1,029
Other income - -
Profit for the year 141 1,029
Balance brought forward at beginning of year - -
Gift Aid donation to the charity (141) (1,029)
Balance carried forward at end of year - -
Total assets 267 1,613
Total liabilities (167) (1,513)
Net assets at 31 March 2023 100 100
----- End of picture text -----

A summary of CLIC Sargent Developments Limited's trading results for the year ended 31 March 2023 is as follows:

follows:
2023 2022
Turnover
Cost of sales		 £’000
(50)
49		 £’000
1,461
(1,433)
Gross profit
Administration expenses		 (1)
(10)		 28
(8)
Operating (loss)/profit for the financial year
Other income		 (11)
-		 20

-
(Loss)/profit for the year
Balance brought forward at beginning of year
Gift Aid donation to the charity		 (11)
-
-		 20

(4)

(16)
Balance carried forward at end of year (11) -
Total assets
Total liabilities		 91
(102)		 377
(377)
Net (liabilities)/assets at 31 March 2023 (11) -

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Notes to the accounts

For the year ending 31 March 2023 (continued)

9. Subsidiary companies (continued)

A summary of CLIC Sargent Lottery Limited's trading results for the year ended 31 March 2023 is as follows:

2023 2022
£’000 £’000
Turnover 70
148
Cost of sales -
-
Gross profit
Administration expenses		 70
(21)
148
(22)
Operating profit for the financial year
Other income		 49
-		 126

-
Profit for the year
Balance brought forward at beginning of year
Gift Aid donation to the charity		 49
-
(49)		 126

-
(126)
Balance carried forward at end of year -
-
Total assets
Total liabilities		 71
(71)		 191
(191)
Net assets at 31 March 2023 - -

The two former charities, Sargent Cancer Care for Children (charity number: 1085616, company number: 04173873) and CLIC – Cancer and Leukaemia in Childhood (charity number: 802396, company number: 02397331), are both companies limited by guarantee. They are dormant 100% subsidiaries of CLIC Sargent.

The charity is also trustee of the following three unincorporated dormant charities:

Cancer and Leukaemia in Childhood Trust

CLIC UK CLIC International

All of the subsidiary companies have the same registered office address as the parent charity, shown on the final page.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

10. Tangible and Intangible Fixed assets

Group Intangibles Land
Freehold
property		 Assets under
construction		 Fixtures and
fittings		 Motor
vehicles
Total
£’000 £’000 £’000 £’000 £’000 £’000
Cost or valuation
At 31 March 2022 796 3,113 10,923 3,221 919 13 18,985
Additions 40 - 419 - 181
 -
640
Disposals - - (31) - (67)
 -
(98)
Transfer between classes - - 3,163 (3,221) 58 - -
At 31 March 2023 836 3,113 14,474 - 1,091 13 19,527
Depreciation
At 31 March 2022
Charge for year
Disposals		 595
54
-		 -
-
-		 1,867
284
-		 -
-
-		 548
156
(67)
 13
-
-
3,023

494

(67)
At 31 March 2023 649 - 2,151 - 637 13
3,450
Net book value
At 31 March 2023 187 3,113 12,323 - 454 -
16,077
At 31 March 2022 201 3,113 9,056 3,221 371 -
15,962

Charity

The charity owns all of the assets of the group. However some of the shops owned by the charity are partially occupied by CLIC Sargent Promotions Limited for the sale of new merchandise. £20,942 (2022: £26,144) of the net book value of the shops has been reclassified as investment property on the basis of trading income as a percentage of total shops income (see Note 11a).

The net book value of the fixed assets of the charity is £21k (2022: £26k) less than the group total above, giving a total of £16,056k (2022: £15,936k).

Intangible assets included above comprise software development, database development and the website.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

11. Investments

(a) Fixed Asset Investments Group Charity
2023
2022
2023		 2022
£’000
£’000
£’000		 £’000
Charity investment in subsidiaries -
-100		 100
Investment properties Note 10 -
-21
26
--121
126

The charity has a £100,001 investment in the subsidiaries CLIC Promotions (£100,000) and CLIC Developments (£1). This is unchanged from 2022.

(b) Current Asset Investments

Group and charity Listed
investments
Total
£’000 £’000
Market value at 1 April 2022 and at 31 March 2023 14 14
Historical cost 24 24

It is the intention to sell shares in commercial investments in the future, once conditions are favourable. Sales proceeds will not be reinvested in new investments.

(c) Investments in subsidiaries (see Note 9)

Subsidiary name % Share Trading activity
a) CLIC Sargent Promotions Limited 100% Buys new merchandise for resale and receives
corporate advertising income.
b) CLIC Sargent Developments Limited 100% Manages the design and build of new charitable
services properties.
Set up to run lotteries and raffles on behalf of
c) CLIC Sargent Lottery Limited N/A the parent charity. This is a company limited by
guarantee with no share capital but is controlled
by the parent charity.
c) Sargent Cancer Care for Children 100% Dormant
d) CLIC-Cancer and Leukaemia in Childhood 100% Dormant

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Notes to the accounts

For the year ending 31 March 2022 (continued)

12. Stock

12. Stock
Group Charity
2023 2022
2023		 2022
£’000 £’000
£’000		 £’000
Shop inventories 26 27
-		 -

13. Debtors

13. Debtors
Group
Charity
2023
2022
2023		 2022
Other debtors
Amounts owed by group undertakings
Prepayments and accrued income		 £’000
£’000
£’000
599432569
--131
4,1865,2414,159		 £’000
299
1,496
5,231
4,7855,6734,859 7,026

14. Creditors: amounts falling due within one year

Group
Charity		 Group
Charity
2023
2022
2023		 2022
Trade creditors
Taxation and social security
Other creditors
Accruals
Deferred income*
Unfunded pension obligation		 £’000
£’000
£’000
387405372
328258277
182118182
1,2071,4771,110
540540540
9-
9		 £’000
367
258
118
1,150
473
-
2,6532,7982,490 2,366

15. Creditors: amounts falling due after one year

Group
Charity		 Group
Charity
2023
2022
2023		 2022
Dilapidation provision
Unfunded pension obligation		 £’000
£’000
£'000
4941,051494
-23-		 £'000
1,051
23
4941,074494 1,074

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61

Notes to the accounts

For the year ending 31 March 2023 (continued)

16. Analysis of net assets between funds

Fund balances at 31 March 2023 are represented by:

----- Start of picture text -----
Unrestricted Restricted
Group Total
Funds Funds
£’000 £’000 £’000
Tangible fixed assets 16,078 (1) 16,077
Net current assets 11,154 1,790 12,944
Long-term liabilities (494) - (494)
Net assets 26,738 1,789 28,527
----- End of picture text -----

Fund balances at 31 March 2022 were represented by:

----- Start of picture text -----
Unrestricted Restricted
Group Total
Funds Funds
£’000 £’000 £’000
Tangible fixed assets 15,963 (1) 15,962
Net current assets 12,885 2,464 15,349
Long-term liabilities (1,074) - (1,074)
Net assets 27,774 2,463 30,237
17. Restricted funds
Restricted funds at 31 March 2023 are represented by:
Balance Income Expenditure Transfers Balance
31 March
Group and charity 01 April 2022 between funds
2023
£'000 £'000 £'000 £'000 £'000
London Home from Home 48 - (16) - 32
Newcastle Home From Home 889 - (27) - 862
Manchester Home from Home 758 - (288) (6) 464
Other Homes from Home 318 187 (343) (61) 101
Care teams 265 214 (342) - 137
Grants 29 214 (222) - 21
Thrive Not Just Survive - Society Generale - 1 (1) -
Projects 155 208 (191) - 172
Programmes 1 593 (594) - -
Regional - 252 (252) - -
2,463 1,669 (2,276) (67) 1,789
Restricted funds at 31 March 2022 were represented by:
Balance Income Expenditure Transfers Balance
31 March
Group and charity 01 April 2021 between funds
2022
£'000 £'000 £'000 £'000 £'000
London Home from Home 52 - (4) - 48
Newcastle Home From Home 881 8 - - 889
Manchester Home from Home 2,519 - (26) (1,735) 758
Other Homes from Home - 453 (135) - 318
Care teams 247 444 (426) - 265
Grants 40 37 (48) - 29
Thrive Not Just Survive - 39 (39) - -
Projects 3 190 (38) - 155
Programmes 16 449 (464) - 1
Regional 13 75 (88) - -
3,771 1,695 (1,268) (1,735) 2,463
----- End of picture text -----

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Notes to the accounts

For the year ending 31 March 2023 (continued)

17. Restricted funds (continued)

London Home from Home Fund represents restricted funds for major development work on our Home from Home in London, Paul's House.

Newcastle Home from Home Fund represents restricted funds for the purchase of and development of a new Home from Home in Newcastle.

Manchester Home from Home Fund represents Morrisons funding over our original partnership total of £7.3m that will be put towards the purchase of and development of a new Home from Home in Manchester.

Residential resource includes funds to be spent at specific Homes from Home.

Care teams represent expenditure within the terms of geographically limited grants.

Grants represent funds provided to families and young people in specific geographical areas.

Projects represents funding secured for other specific projects.

Programmes is funding given to support one of the Six Ways We Help programmes, which form the basis of our charitable activity (see note 6).

Regional represents funding received that must be spent within a specific geographical area of operation. This funding has no further restrictions.

Transfer between Funds: The Other Homes from Home transfer relates to Olwen McPherson funding for CLIC House fixtures & fittings. These costs have been transferred to the fixed asset reserve.

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Notes to the accounts

For the year ending 31 March 2023 (continued)

18. Restricted fund contributions

We are grateful to all our donors for their support. We acknowledge the following contributions:

----- Start of picture text -----
City Bridge Trust 2023
£’000
The funding arm of the City of London
Corporation's charity, Bridge House Estates 57
(Charity no. 1035628)
----- End of picture text -----

Helping young cancer patients from London, and their families, to cope with the costs of cancer.

BBC Children in Need

Big Lottery Fund

Big Lottery Fund - Northern Ireland
(Together We Thrive Project)
Total		 Balance
Balance
1 April 2022
Income
Expenditure
31 March 2023
£’000
£’000
£’000
£’000
123 135 (178)80
123 135 (178)80

19. Unrestricted funds

Free and Designated funds at 31 March 2023 are represented by:

Balance Transfers
Balance
Charity 1 April 2022 Income Expenditure between funds
31 March 2023
£’000 £’000 £’000 £’000 £’000
Free reserves 8,644 21,922 (21,759) (472) 8,335
Designated funds:
Fixed asset reserve 15,963 - (494) 609
16,078
Morrisons - 236 (236) -
-
New Finance & HR System 800 - - -
800
New Customer Relationship Management System 459 - - (28)
431
Future services Investment Fund 789 - (247) -
542
Carryover Fundraising Investment Fund 525 - (525) -
-
Technology Infrastructure Investment Fund 264 - - -
264
Other 330 - - (42)
288
19,130 236 (1,502) 539
18,403
Total 27,774 22,158 (23,261) 67
26,738

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Notes to the accounts

For the year ending 31 March 2023 (continued)

19. Unrestricted funds (continued)

Free and Designated funds at 31 March 2022 were represented by:

Balance Transfers
Balance
Charity 1 April 2021 Income Expenditure between funds
31 March 2022
£’000 £’000 £’000 £’000 £’000
Free reserves 7,895 21,453 (19,077) (1,627) 8,644
Designated funds:
Fixed asset reserve
Morrisons
New Finance & HR System
New Customer Relationship Management System
New Services Operating Model
Future services Investment Fund
Carryover Fundraising Investment Fund
Technology Infrastructure Investment Fund
Other		 14,598
-
800
500
170
-
-
-
344		 -
3,175
-
-
-
-
-
-
-		 (450)
(3,175)
-
(40)
(89)
(1)
-
-
(64)		 1,815
-
-
(1)
(81)
790
525
264
50		 15,963

-

800
459
-
789

525

264
330
16,412 3,175 (3,819) 3,362
19,130
Total 24,307 24,628 (22,896) 1,735
27,774

Fixed asset reserve – The Trustees have set aside funds to cover the net book value of tangible fixed assets, excluding those assets included within restricted funds.

Morrisons - CLIC Sargent became Morrison's charity partner during 2017/2018. Funds raised from the partnership were previously set aside for specific projects, including wider family use of existing CLIC Sargent Homes from Home, a digital service provision and increased grant-making activity for beneficiaries. From 2020/21 Morrisons have agreed to fund the shortfall on the Manchester Home from Home project, with all other income being classed as unrestricted.

New Finance & HR system - A new system is required in order to drive efficiency and improve processes within the organisation. This project is planned to commence in 2024/25.

New Customer Relationship Management System - A fund has been designated to deliver enhanced CRM capability during 2023/24.

New Services Operating Model - The designated funds have been set aside to cover deferred redundancy & infrastructure change costs. This fund was fully spent by the end of 2021/22.

Future services Investment Fund - This fund comprises of a number of elements of future planned spend to develop impact for our beneficiaries. It is being utilised for foundational research on future needs and upweighting the capability in our Policy & Influencing team to maxmise the impact of this research and our wider campaining capacity over the next three years.

Carryover Fundraising Investment Fund - This re-times expenditure into 2023/24, originally planned and budgeted for in 2021/22 for the acquisition of regular giving supporters. This represents the balance that had been delayed due to restrictions during the financial year. This fund was spent in 2022/23.

Technology Infrastructure Investment Fund - To secure two fixed term specialist Technology roles to underpin our technology capability & infrastructure required to deliver our Fundraising & Services strategy.

Other - A legacy was received in 2019/20 and 2020/21 totalling £264k which has currently been classed as designated funding - this remains unspent at year end but will be fully spent on service delivery in 2023/24. A further £66k was added from Free Reserves in 2021/22 to fund hardware replacement, of which £42k was spent in 2022/23 and the remainder will be spent in 2023/24.

Transfers between funds: The £609k transfer to the fixed asset reserve represents fixed asset additions including capital costs for the CLIC House Home from Home (£357k), CRM project (£28k) and hardware replacement project (£168k) and fixed asset disposals as part of the hardware replacement project (£67k).

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Notes to the accounts

For the year ending 31 March 2023 (continued)

20. Commitments

As at 31 March 2023 there were future minimum lease payments under non-cancellable operating leases for each of the following periods:

each of the following periods:
2023 2022
Group and charity Land and
buildings		 Other Land and
buildings		 Other
£’000 £’000 £’000 £’000
Total commitments due:
Within one year 422 - 785
 -
Within two to five years 198 - 595
 -
After five years - - 25
 -
620 - 1,405
 -

The value of capital commitments at 31 March 2023 was £90k (2022: £139k). This relates to contractual amounts due to the systems supplier Pythagoras for implementing the new CRM system.

Five of the charity's operating leases totalling £59k were determined to be onerous at year end 2023 (2022: £145k), and we have included a provision to recognise all irrecoverable costs immediately in respect of these.

21. Grants

Grants to individuals, including comparative information are included in the table below.

No grants were made to organisations in the year (2022: £112k).

Grants awarded to families and young people in the period were as follows:

2023 2022 2022
Group and charity £’000 No. of grants £’000 No. of grants
Registration 283 2,842
269		 2,690
Compassionate 28 93
33		 110
Financial Hardship 372 1,333
355		 1,270
Winter Emergency Grant 83 266
290		 881
Crisis Grant 389 1,287 - -
Other 33 267 20 125
1,188 6,088 967 5,076

Of the grants awarded £35k was unpaid at 31 March 2023 (2022: £9k). The Crisis Grant was introduced in 2022/23 to support children, young people and their families with the rising cost of living.

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22. Reconciliation of net income/(expenditure) to net cash flow from operating activities

activities
Group 2023 2022
£’000 £’000
Net income for the year (1,710) 2,159
Adjustments for:
Depreciation charges 494 450
Interest received (37) (2)
Profit on the disposal of fixed assets -
-
Increase in stock 1 13
Increase in debtors 888 (503)
Increase in creditors (725) 744
Net cash provided by operating activities (1,089) 2,861

23. Analysis of cash and cash equivalents

Group At 1 April
2022		 Cash flows At 31 March
2023
£’000 £’000 £’000
Cash at bank and in hand 12,433 (1,661) 10,772
12,433 (1,661) 10,772

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24. Related party transactions

Key Management Personnel

The charity pays the University Hospital Southampton NHS Foundation Trust ("The Trust") for the rental of phone lines used by CLIC Sargent Staff. The former Chair of Trustees is also the Chair of the Trust. During 2022/23 CLIC Sargent paid the Trust £3,477 (2022: £845).

The charity paid Kaleidoscope Health and Care £Nil (2022: £1,291) for our share of the Improving Outcomes work commissioned by a group of specialist cancer charities. The Chair of the Board of Trustees is a Senior Advisor to Kaleidoscope Health and Care.

The group pays Sayer Vincent for the compilation of the annual corporation tax returns. Trustee Farrah Kitabi is a Senior Manager at Sayer Vincent. During 2022/23 CLIC Sargent paid Sayer Vincent £3,366 (2022: £3,006).

Subsidiaries

Transactions between the parent company CLIC Sargent Cancer Care for Children and the subsidiaries, CLIC Sargent Developments Limited, CLIC Sargent Promotions Limited and CLIC Sargent Lottery Limited, are as follows:

Management fee payable to the charity for staff and support services provided to the subsidiaries: £75,420 (2022: £372,685) from CLIC Sargent Promotions Limited, £4,904 (2022: £5,195) from CLIC Sargent Developments Limited and £17,089 (2022: £18,854) from CLIC Sargent Lottery Limited.

VAT paid by the charity on behalf of CLIC Sargent Promotions Limited: £30,252 (2022: £257,575). Design and Build costs incurred by CLIC Sargent Developments Limited and recharged to the charity: (£49,558) (2022: £1,460,640).

Profits in the subsidiaries to be donated to the charity: £150,593 (2022: £1,029,016) from CLIC Sargent Promotions Limited, £48,652 (2022: £126,134) from CLIC Sargent Lottery Limited and £nil (2022: £16,171) from CLIC Sargent Developments Limited.

Balances repayable at the year end: £82,690 (2022: £1,460,296) to the charity from CLIC Sargent Promotions Limited; £45,549 (2022: £152,293) from the charity to CLIC Sargent Developments Limited and £66,761 (2022: £188,574) from CLIC Sargent Lottery Limited to the charity.

25. Financial assets and liabilities

Group 2023 2022
£’000 £’000
Financial assets measured at fair value through profit or loss:
Investments in liquid equity instruments Note 11b 14
14
Financial assets measured at amortised cost:
Accrued income and other debtors Note 13 3,226 4,189
Cash at bank and in hand Note 23 10,772 12,433
Financial liabilities measured at amortised cost:
Trade creditors and accruals due in less than one year Note 14 1,594 1,882
Financial liabilities measured at net present value:
Unfunded pension obligation due in more than one year Note 15 - 23

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Reference and administrative details

Registered name of the charity CLIC Sargent Cancer Care for Children Trading as Young Lives vs Cancer Charity number 1107328 OSCR number SC039857 Company number 05273638

The Trustees of CLIC Sargent are the charity’s Trustees under charity law and the directors of the charitable company.

Members of the Board

Sir David Haslam - Chair

Sheila Apps (Appointed 30 March 2023, Resigned 22 June 2023) Sathya Bala Sarah Blackmore (Appointed 30 March 2023) Julia Chisholm (Resigned 30 November 2022) Karen Eccles Daniel Farag (Appointed 30 March 2023) Stephen George Anna Hancock - Treasurer Rachel Hollis Peter Houghton (Resigned 9 May 2023) Harry Howard (Resigned 14 December 2022) Farrah Kitabi Niamh Lawlor Jason Loo (Resigned 30 June 2022) Kevin Smith (Appointed 30 March 2023)

Finance Committee

Anna Hancock - Chair

Tony Dowrick Stephen George Sir David Haslam Rachel Kirby-Rider Niamh Lawlor Luke Mallett (Resigned July 2023) Kevin Smith (Appointed June 2023) Richard Whiteside (Appointed December 2022)

Audit Committee

Farrah Kitabi - Chair

Daniel Farag (Appointed June 2023) Rachel Hollis Peter Houghton (Resigned May 2023) Luke Vile (Appointed March 2023)

Governance Committee

Rachel Hollis - Chair

David Evans Rachel Kirby-Rider Anna Hancock Sir David Haslam Jenny Turner

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Reference and administrative details (continued)

Safeguarding Committee

Peter Houghton - Chair (Resigned May 2023) Sarah Blackmore - Chair (Appointed May 2023)

Lynn Charlton (Appointed January 2023) Karen Eccles Greg Edwards Shazia Ellahi (Appointed May 2023) David Evans Paul Gathercole (Resigned June 2023) Sir David Haslam Luke Mallett (Resigned July 2023) Helen McShane (Resigned January 2023) Jenny Turner

Executive officers

Chief Executive

Rachel Kirby-Rider Chief Innovation Helen McShane (Appointed January 2023) Director of Corporate Services Tony Dowrick Director of Income and Engagement Luke Mallett (Resigned July 2023)

Director of Services

Helen McShane (Resigned January 2023) Lynn Charlton (Appointed January 2023) Director of People and Learning David Evans

Director of Strategy and Governance, Company Secretary Jenny Turner Director of Policy, Influencing and Voice Helen Gravestock

Founders

Sylvia Darley OBE - Sargent Cancer Care for Children Bob Woodward - CLIC – Cancer and Leukaemia in Childhood

Honorary Presidents

Gordon Morrison

Vice Presidents

Francesca and Andrea Brignone Lucy Butcher Sara and Massimo Carello Rachel Woodward Carrick Laura and Jonny Greenall Jake and Harriet Humphrey Nicola and Jonathan Plumtree

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Reference and administrative details (continued)

Ambassadors

Alice Beer Angellica Bell Nicola Benedetti Ben Cajee Mark Chapman Jules Von Hep Chris Hollins Portia Jett Christine Lampard Julian Lloyd Webber Ore Oduba Patsy Palmer Ryan Peniston Gaby Roslin Michelle Ryan Tom York

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Reference and administrative details (continued)

Principal professional advisers

Solicitors IBB Solicitors Capital Court 30 Windsor Street Uxbridge Middlesex UB8 1AB

Bates Wells & Braithwaite London LLP 10 Queen Street Place London EC4R 1BE

Bankers Barclays Bank 1 Churchill Place London E14 5HP

Royal Bank of Scotland 29 Old Brompton Road London SW7 3JE Lloyds TSB Bank Plc 25 Gresham Street London EC2V 7HN External auditors Crowe U.K. LLP Statutory Auditor 4th Floor, St James House St James' Square Cheltenham GL50 3PR

Internal auditors MHA MacIntyre Hudson 30-34 New Bridge Street London EC4V 6BJ

Principal and Registered office

4th Floor, Whitefriars Lewins Mead Bristol, BS1 2NT

CLIC Sargent Cancer Care for Children - Annual Report and Accounts

www.younglivesvscancer.org.uk