## **Teens Unite Fighting Cancer Annual Report and Financial Statements** For year ending 31st March 2024
Registered Charity Number: 1118361 Company Registration Number: 06111574 (England and Wales)
## **Legal and Administrative Information**
## **Trustees**
Julia Reynolds P Maslen J Marchant N Collins Dr A Sadler S Parmar
## **Chair of Trustees**
Dr Rebecca Godfrey
## **Chief Executive:**
Roxanne Lawrance
## **Co-Founders:**
Debbie Pezzani Karen Millen OBE
## **Charity Number: 1118361 Company Number: 06111574**
## **Trading address:**
Hoddesdon Gateway, The Old Police Station, High Street, Hoddesdon, EN11 8BJ
## **Registered office:**
Home Farm, White Stubbs Lane, Broxbourne, Hertfordshire, EN10 7PZ
## **Accountants:**
HB Accountants, Plumpton House, Plumpton Road, Hoddesdon, EN11 0LB
## **Bankers**
Barclays Bank Plc, Upper Marlborough Road, St Albans, Hertfordshire, AL1 3AL
## **Investment Advisors**
St. James's Place Wealth Management, St. James's Place House, 1 Tetbury Road, Gloucestershire, GL7 1FP
The trustees present their annual report and financial statements for the year ended 31 March 2024.
The accounts have been prepared in accordance with the accounting policies set out in note 1 to the accounts and comply with the Charity's Trust Deed, the Companies Act 2006 and the Statement of Recommended Practice, "Accounting and Reporting by Charities", issued in March 2005.
The Trustees confirm that they have complied with the duty in Section 4 of the Charities Act 2006 to have due regard to the Charity Commission's general guidance on public benefit, 'Charities and Public Benefit'. That guidance addresses the need for all charities' aims to be, demonstrably, for the public benefit.
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**When I found Teens Unite it was a turning point. I met others my age who had been through cancer, and for the first time, I felt truly understood.**
**Teens Unite has given me the support I needed to navigate this journey with others who truly get it.**
**Lilly, diagnosed with Small Cell Carcinoma, aged 13**
## **Contents**
|**Contents**||
|---|---|
||Page|
|A message from CEO and Chair Trustee|
5|
|An introduction:||
|The need for our support|
7|
|What makes us different?|
8|
|Our impact|
9|
|Our current strategy|
11|
|Our performance:||
|Attracting and engaging|
13|
|Developing the organisation for success|
16|
|Driving brand awareness|
18|
|Significantly grow income|
20|
|Building for the future|
22|
|Risk and safeguarding|
25|
|Looking ahead to 2024/25|27|
|Structure, governance, and maintenance|29|
|Independent examiners report|31|
|Statement of financial activities|32|
|Balance sheet|34|
|Notes to the financial statements|35|
4
## **An introduction from our Chief Executive and Chair Trustee**
**At a time when the cost of living crisis continues to challenge the third sector, we are proud to share the successes of Teens Unite Fighting Cancer over the past financial year.**
According to research from NCVO, rising operational and service delivery costs, along with declining charitable giving may lead to one in five charities disappearing by the end of 2024.
Yet, despite these challenges, Teens Unite has seen a remarkable 26% increase in income compared to our previous financial year. This growth has enabled us to support more teenagers and young adults living with, and beyond cancer than ever before.
None of this would have been possible without the support of our donors, funders, volunteers, social and hospital teams, and corporate and charity partners. Their continued commitment to our cause over the past year, has enabled us to provide 1,047 spaces for young people to access our face-to-face support when they need it most, alongside the expansion of our outreach services.
For a generation where their mental health, finances, and social inclusion are already under strain, cancer amplifies these problems in young people even further, and our mission to improve their lives has never been more urgent.
These successes are preparing us for the most exciting chapter in our journey so far.
As the ever-increasing demand for our support continues, Teens Unite is preparing to open the first retreat in England for teenagers and young adults whose lives have been impacted by cancer.
This financial year, we made a significant step forward with securing a suitable site. This space will be transformed into a retreat offering the ongoing support, connection, and opportunities needed by young people following a cancer diagnosis.
With the purchase completed in April 2024, this major milestone will be the start of Teens Unite transforming the support available to young cancer patients outside of medical care.
**Roxanne Lawrance, Dr Rebecca Godfrey, Chief Executive Chair Trustee**
In the past 12 months, we’ve seen a significant 140% increase in registrations from 13–24-yearolds navigating life during and after cancer. To meet this growing demand, we’ve remained steadfast in delivering our five-year strategic plan, now in its third year. From engaging more hospital teams to diversifying our income and strengthening our brand, these efforts have helped us expand our reach across the UK.
We are delighted to announce that, following a rigorous recruitment process, Dr. Rebecca Godfrey was appointed Chair Trustee in July 2024.
Dr. Godfrey has since signed off on our annual report and financial statement, for 2023-24.
5
**Teens Unite have given me the confidence and motivation to continue with my studies and pursue my career.**
**Without them, I wouldn't be where I am today. And knowing I have their ongoing support for as long as I need it, is one of the best feelings you can have.** 55
**James, diagnosed with a brain tumour, aged 16**
## **Objectives and activities**
## **Why we’re needed**
**Every young person deserves to thrive in life, and cancer shouldn’t get in the way.**
Cancer brings a specific set of challenges to teenagers and young adults. It impacts their mental and physical health, friendships, education, and aspirations for the future.
It’s an isolating and lonely experience, that doesn’t just take away their ‘normal’, but deprives them of opportunities which shape who they are and what they can achieve.
**Every two minutes, someone in the UK is diagnosed with cancer, with the fastestgrowing incidence among those aged 20-24. ***
**Over 40,000 teenagers and young adults across the UK are now living with cancer and the lasting effects of treatment.**
Without the right support, cancer doesn’t just affect their key developmental years, it changes the rest of their lives.
Teens Unite ensures that teenagers and young adults can live life to the full, and reach their potential, without cancer holding them back.
## **The impact of cancer for teenagers and young adults**:**
**96% 87% 95% 77% feel a negative lose contact with experience a have difficulty finding impact on their their friends negative impact on work after treatment mental health their physical ability**
> ***** Cancer Research UK - www.cancerresearchuk.org
> ******[Statistics gathered internally by Teens Unite as a result of extensive research and analysis of the information provided by beneficiaries ]
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## **How we change young lives**
**We’re empowering young people to embrace life with cancer, and thrive beyond it.**
We take action from the start. From the moment a young person hears the words ‘you have cancer’, they can start accessing our support.
And we’re here for them throughout it all - treatment, remission, and as they navigate the years that follow.
Our tailored activities, residential stays, and skills-based programmes, unite teenagers and young adults with a shared experience of cancer.
**84% of young people are now surviving their cancer diagnosis for at least five years*.**
**But, they need ongoing support to overcome the long-term impact on their mental, emotional and physical health.**
- [Cancer Research UK -] www.cancerresearchuk.org
Supported by Teens Unite, and encouraged by each other, they find friendship, learn new skills, challenge themselves, and enjoy new experiences, which enable them to live positively during and after cancer.
## **What makes us different?**
**We are the only charity in the UK dedicated to providing ongoing support for 13-24-year-olds to overcome the mental, physical, and emotional challenges that follow a cancer diagnosis.**
Often ringing the end of treatment bell is an alarm signal for a new set of struggles these young people are about to face.
The focus on survival shifts to adapting to how life has changed, and coming to terms with the mental, emotional, and physical impact cancer is having on their lives, and the relationships around them.
That’s why our support is available to young people for as long as they need it, no matter how much time has passed since their diagnosis.
We recognise that every individual’s journey is unique. At a time when so many decisions are taken out of their hands, we strive to empower young people with choice. There are no limits to how often they can access our support, how many activities they can join, or how long the conversation can continue.
Our role is finished when they feel confident, motivated, and ready to take independent steps toward a brighter future.
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## **Our impact**
**Without Teens Unite, cancer would be a lonely and isolating experience, leaving many young people feeling disconnected, and unable to rebuild their lives.**
We are filling a void in the support needed for their overall wellbeing and recovery, that medical professionals are unable to provide, and other charities are not specialising in.
This can be seen with the 96% of young people experiencing a negative impact on their mental health, yet 44% of them do not have access to NHS support for the mental health impacts of their diagnosis.
**An additional 2,500 new cases of cancer in teenagers and young adults will be diagnosed this year alone.**
**We need to ensure they are supported with their physical, mental, and emotional health.**
In addition, we’re making a difference to family members too. We understand that cancer doesn’t just impact the person diagnosed, but those closest to them, and they also need a community around them that understands; which we create through our specialised activities and events.
## **Following our support**:**
|**100%**
**feel better**
**connected**|**91%**
**feel an improvement**
**on their mental**
**health**|**84%**
**experience an**
**improvement on**
**their physical ability**|**81%**
**feel less anxious**
**about life with and**
**beyond cancer**|
|---|---|---|---|
- ******[Statistics gathered internally by Teens Unite as a result of extensive research and analysis of the information provided by beneficiaries ]
|**Our mission:**|To improve the lives of teenagers and young adults living with, and|
|---|---|
||beyond cancer|
|**Our vision:**|To ensure every teenager and young adult has the opportunity to thrive, not just|
||survive, following a cancer diagnosis|
|**Our ambition:**|To change the lives of 30,000 young people aged 13-24, who have experienced|
||cancer, over the next 10 years|
|**Our big goal:**|To open the first retreat in England for teenagers and young adults whose lives|
||have been impacted by cancer|
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**No-one knows the pain and sadness of watching your peers move forward and grow into young adults, whilst the future you always thought you’d have is being taken away.**
**With Teens Unite we can still be young people. It’s where cancer doesn’t make us different from others our age, but makes us the same.**
**Leana, diagnosed with a brain tumour, aged 17**
## **Our current strategy**
**April 2023 to March 2024 marked the third year of our five-year strategic plan, ‘Ambition Twenty Twenty-Six’.**
Centered around five key pillars of our charity’s operation, this strategy guides our objectives to ensure we are making the greatest possible impact when it comes to improving the lives of teenagers and young adults living with, and beyond, cancer.
## **Attracting & Engaging**
Engage with even more young people with cancer by increasing the reach of services and growing the presence of Teens Unite in hospitals, amongst social workers we work alongside and across social platforms.
## **Developing the organisation for success**
Create a culture of excellence, recruiting, retaining, and upskilling an engaged team, and exceeding in all of these areas.
## **Driving brand awareness**
Develop a clear and impactful strategy that effectively communicates our identity, the critical need for our support, and the transformative impact of our work to both new and existing supporters.
## **Significantly grow income**
Deliver against a flexible funding strategy to ensure the Charity is sustainable and has the most efficient range of fundraising activities to treble income and service provision over the next three years.
## **Building for the future**
Expand our service offering to support more young people across the UK, through the delivery of the first dedicated retreat in England for teenagers and young adults overcoming the impact of cancer.
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**Mikhaila, diagnosed with Malignant Melanoma, aged 19**
**Achievements & Performance Here’s how we’ve delivered against each of our core objectives**
## **Attracting & Engaging**
**Our headline success with engaging more young people following a cancer diagnosis.**
**140%**
**increase in the number of young people registering for our support**
**1,047**
**spaces to attend a Teens Unite activity**
**Working in partnership with: hospitals 55 42 charities**
## **546 hours**
**dedicated to our outreach services, engaging with young people over the phone to ensure their wellbeing**
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## **Attracting & Engaging**
## **What we planned for:**
- **Reach more young people from across the UK**
- **Increase engagement with the younger demographic of our age range (13-24)**
- **Increase presence in hospitals to engage at diagnosis stage**
- **Improve inclusion and diversity - with a particular focus on males**
- **Ensure young people and their families are part of a supportive cancer community**
## **How we performed:**
## **Increased registrations by 140%**
We’ve strengthened our relationships with the hospitals we already collaborate with, and established partnerships with eight more across the UK, including GOSH.
By increasing the frequency of ward visits, introducing monthly digital calls for medical teams and social workers, and participating in their team meetings, we’ve been able to share our support more effectively.
We also prioritised raising brand awareness and ensuring clear signposting across various hospital departments, including teenage cancer wards, treatment centers, and late effects clinics.
Our enhanced presence in hospitals, combined with a strategic focus on the social platforms most popular with our beneficiaries (TikTok and Instagram) has played a major role in driving a significant increase in registrations.
## **Engaged with our minority groups**
We saw progress in increasing male registrations from 34% to 48%. On average, males now form 40% of the young people attending our activities, stays and programmes; where they’re able to prioritise their mental health and wellbeing and create a support network around them. This defies the trends commonly seen in healthcare.
We’ve also improved engagement with the younger demographic of our beneficiaries, and have an even split across beneficiaries with 48% over 18 and 49% under 18 (3% not given). This ensures we are having a greater positive impact on the entirety of their key developmental years.
14
## **Improved the accessibility of our support across the UK**
We provided 1,067 opportunities for teenagers and young adults to access our support through in-person and digital activities, residential stays, hospital visits and large-scale motivational events.
We ventured to locations across the UK to ensure our support was more accessible, working with hospitals, and listening to the feedback of beneficiaries to identify the areas where our support was most in demand. We travelled the breadth of the country from Manchester to Exeter.
As a result, this improved interaction has seen the following increases in registrations: 50% in the devolved nations, 50% in the West Midlands, 425% in North East, and 89% in South West.
## **Implemented the first of our dedicated skillsbased programmes**
Our ‘Play it Forward’ programme in collaboration with Chelsea FC, enabled 15 beneficiaries to train alongside professional coaches, learn from nutritionists, and improve their fitness, with 75% reporting an improvement in their physical ability, along with 84% feeling an improvement in their mental health.
This was the pilot of a series of forthcoming programmes, dedicated to learning skills and gaining experience across a range of specialisms.
## **Motivated, encouraged, and inspired**
This financial year saw the return of our annual, motivational ‘Discover You’ event hosted at InterContinental London, which inspires beneficiaries to start rebuilding their lives beyond cancer. Attended by 80 individuals, 100% felt empowered to start living life to the full following the event.
We also introduced our ‘Let’s Talk Cancer’ event; providing young people with a safe and supportive space to share their personal experiences, and seek the advice of peers sitting on the panel, who have experienced the support of Teens Unite previously; encouraging them to overcome challenges and look ahead to the future. Hosted at the Samsung KX venue.
15
## **Developing the organisation for success**
**Our headline success with strengthening our team and enhancing performance.**
**2**
## **4**
**new appointments to grow our aspiring team**
**new youth board members improving diversity and inclusion**
**5,500 volunteer hours - the equivalent of 3 full time employees**
**2**
**new trustee appointments to strengthen the expertise on the board**
16
## **Developing the organisation for success**
## **What we planned for:**
- **Bring further expertise to the Trustee Board**
- **Expand the team to drive income through fundraising and partnerships Continue to be informed by the lived experience of those we support**
- **Review our CRM database, and ensure the team is using it effectively**
## **How we performed:**
## **Strengthened the Trustee Board**
We are now benefitting from the marketing expertise of the Customer Proposition Director for Tesco, who has joined our Trustee Board this financial year.
We’ve also appointed a Fundraising and Partnerships lead with more than 20 years experience, who will proactively support our ambition through new collaborations and partnerships.
## **Grown the team**
We have not just grown our team, but also ensured that we have the right skills and experience in place to meet our strategic objectives.
In line with our ambition to treble income as part of our five year strategy, the appointment of a Partnerships Manager and Events and Marketing Executive will aid in achieving this goal.
## **Given more young people a voice**
With four new additions to our Youth Advisory Board, we’re ensuring its diverse, inclusive and representative of all the beneficiaries who are registered with us. Together, they educate us, help shape our campaigns, and inform our decisions. This group meet formally every quarter, and report to directly to the Board of Trustees.
## **Improved CRM database and performance**
A CRM database review and updated staff training has ensured the accuracy and the effective use of data, to form better communications with beneficiaries and supporters, and measure the performance of campaigns, challenges and fundraisers.
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## **Driving brand awareness**
**Our headline success with strengthening our brand, and raising awareness of the cause we stand for.**
**Featured on BBC Children in Need, and The One Show**
## **1m**
**Tik Tok users engaged with**
**2**
**new prominent awareness campaigns on the issues surrounding cancer in young people**
**29,000**
**visitors to the Teens Unite website**
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## **Driving brand awareness**
## **What we planned for:**
- **Strengthen our brand identity visually, and through tone of voice**
- **Grow our presence on Tik Tok and Instagram**
- **Raise awareness of the issues we strive to solve and the impact we have**
## **How we performed:**
## **Raised awareness of the cause and gave young people a voice**
As a member of The Children and Young People with Cancer Coalition (CYPCC), we supported the annual TYA Cancer Awareness Month campaign, where we collaborated with 13 other cancer charities to raise awareness of the unique challenges that teenagers and young adults face when diagnosed with cancer, giving the young people we support a voice to be heard.
We marked World Mental Health Day with a new campaign ‘The impacts of cancer are not always visible’, highlighting the longterm effect cancer has on the mental health of young people, not just during treatment, but the rest of their lives.
The campaign was endorsed by seven other charities, it reached 7,436 Instagram accounts, and 537,009 Tik Tok users.
## **Grown our presence on social**
We strategically shifted our focus to TikTok and Instagram, the two platforms where our beneficiaries are most active and engaged. We were delighted to be appointed as a TikTok supported charity.
This approach has seen positive results; in the last financial year, our TikTok content had over 1 million views, while our Instagram reach exceeded 81,000 users.
## **Refined our brand**
The Brand and Communications team invested time into refining our tone of voice, and tightening visual brand guidelines to ensure Teens Unite is consistent in our appearance, and messaging across our audiences.
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## **Significantly grow income**
**Our headline success with working towards trebling our income as part of our five year strategy.**
**26% increase in income**
**498 challenge participants**
**----- Start of picture text -----**
£104,000
**----- End of picture text -----**
**profit raised through our annual Strictly Dancing Ball**
**800 guests attended our two gala events**
20
## **Significantly grow income**
## **What we planned for:**
- **Increase income by 15%**
- **Increase the number of fundraising challenge participants by 30% A return to overseas challenges to raise income and engage supporters**
- **Raise at least £100,000 from fundraising galas**
## **How we performed:**
## **Increased income by 26%**
Our goal was to increase income by 15%, and we exceeded this target.
While expenditure increased slightly compared to last year, this investment enabled us to achieve an impressive 26% growth in income. This progress marks an important step as we work towards our ambitious goal of tripling income over the course of our five-year strategy.
## **Return to overseas challenges**
This year marked the return of our overseas fundraising challenges; a first since the Covid-19 pandemic.
A group of 19 participants, joined by our Founder, Debbie Pezzani, cycled through Thailand, raising an incredible £49,773 profit for Teens Unite.
## **Hosted two fundraising galas for 800 guests**
We hosted two galas attended by 800 guests; our annual Strictly Dancing Ball and The Christof Ball in collaboration with our Co-Founder, Karen Millen OBE.
These events raised a combined profit of £154,000; exceeding our £100,000 target.
## **Increased challenge participants by 68.2%**
This year, 498 supporters participated in a fundraising challenge in aid of Teens Unite, an increase from 296 last year. This remarkable growth highlights the incredible engagement and commitment of our supporters, whose dedication enables us to make even more of a difference. Together, they raised £247,709.
21
## **Building for the future**
**A first look as we prepare to open the first retreat in England for teenagers and young adults diagnosed with cancer.**
22
## **Building for the future**
## **What we planned for:**
**To secure a suitable site for The House of Teens Unite; the first facility of its kind in England**
## **How we performed:**
## **Moved closer to reaching our 10 year ambition**
Our ambition is to change the lives of 30,000 teenagers and young adults living with, and beyond cancer over the next 10 years.
Opening the first retreat in England dedicated to teenagers and young adults who have experienced cancer, will enable our current support output to increase by 50%.
This year, Teens Unite has identified, and secured a suitable site by utilising designated funds for the deposit, making us one step closer to achieving this ambition.
## **Recognised the need more than ever**
This year saw the return of our two annual residential stays; both of which were oversubscribed for a third consecutive year.
The feedback from these stays shows that 100% of the young people felt ready to make positive changes in their life, 100% felt better connected, and 94% had learnt skills to help develop a future career/ education path.
With the development of the House of Teens Unite, we’ll be able to extend these life-changing opportunities to even more teenagers and young adults, offering a supportive space to thrive through the connections they make and the activities we provide.
Securing the site marks a significant milestone in Teens Unite’s journey. In the next financial year, we aim to commence our appeal to raise £3.5 million to adapt the site, ensuring it meets the needs of our beneficiaries and is fully accessible for all.
At the time of submitting this report, Teens Unite successfully completed on the sale of the site in April 2024. The designated funds have now been allocated.
23
66 **Teens Unite is a great charity that I highly recommend to all teenagers and young adults that I meet and support.**
**Teens Unite offers a real sense of normality to any young person through difficult and challenging times, giving them a sense of escapism when they need it, and a safe and supportive space to make friends.** 55 **Linda, Youth Support Coordinator, UCLH**
**Preventing and managing risk**
## **Managing and preventing overall risk**
While not all risks are avoidable, Teens Unite has a robust risk management process in place to mitigate potential risks as effectively as possible. This process is reviewed monthly by the Chief Executive and Treasurer, with the Board of Trustees conducting a comprehensive assessment of major operational and financial risks during their quarterly meetings. All meeting discussions, actions, and activities are formally recorded for accountability.
Key aspects of our risk management include:
- Risk Register: All major risks are documented, categorised, and evaluated for likelihood and severity, with each assigned a dedicated owner.
- Project and Event Risk Assessments: Every project and event undergoes thorough risk assessment at the planning stage; determining whether the event or project should go ahead
- Monitoring External Factors: External influences (financial, political, or cultural) and their potential impact on the organisation are carefully monitored, with precuations implemented where necessary
The Board of Trustees and Senior Management Team are confident that the systems, policies, and measures in place effectively reduce exposure to risk, ensuring the continued success and resilience of the charity.
## **Financial risk and our reserves policy**
Currently, one of the biggest risks to the charity sector remains financial security, as the cost-of-living crisis and the impact this will have on charitable giving; particularly through voluntary donations and corporate partnerships.
According to CAF (Charities Aid Foundation), giving was at an all time low in 2022, with 4.9million fewer people donating to charity.
We have tight control of our finances, led by our treasurer with over 40 years banking history. The Board of Trustees and Chief Executive have set the requirements for reserves to be maintained at a level equating to approximately six months of unrestricted charitable expenditure.
Six months is considered a more than sufficient level to bridge the gap between the spending and receiving of income, and to cover unplanned expenditure during this turbulent cost of living crisis.
Our ethos is to spend restricted funds as soon as we can for the purpose in which they are intended. In the unlikely event that this is not possible, the supporter will be contacted by our Chief Executive to discuss transferring the donation to our unrestricted funds, moving it to our designated funds, or if they would prefer it was returned to them.
Although Gifts in Kind have decreased this financial year, this is largely due to the hospitality industry's reduced ability to offer discounts amidst rising costs of living. However, we aim to increase Gifts in Kind next year by prioritising the development of corporate partnerships, which will enable us to secure pro bono support and strengthen our resource.
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**Safeguarding and wellbeing**
At Teens Unite, safeguarding and promoting the wellbeing of everyone involved in our charity - young people, their families, and our employees - are core to our values. We recognise the immense responsibility entrusted to us as we support young people living with, and beyond cancer, and we are commitment to creating a safe, inclusive, and encouraging environment for all.
We are mindful that for the young people we support, safeguarding is more than a policy; it is embedded in every aspect of our services. We ensure that all our activities, whether in person or online, adhere to strict safeguarding standards. Our dedicated team is trained to identify and address potential risks, while fostering an atmosphere of trust and respect.
The safeguarding policies and procedures we abide by are as follows:
- Safe recruitment policies including DBS (Disclosure and Barring Service) checks are obtained for all staff members, and any voluntary members of the team who interact with our beneficiaries
- All staff, Trustees, and voluntary members where necessary undertake bi-annual safeguarding training, provided by NSPCC
- All staff, Trustees, and voluntary members where necessary, are reminded annually of the safeguarding policies and procedures in place; and the process of managing safeguarding concerns
- Risk and safeguarding assessments are conducted prior to all beneficiary activity to protect the safety and wellbeing of the teenagers and young adults, staff and volunteers
Our safeguarding practice, policies, and procedures are overseen by by our Safeguarding Lead on the Trustee Board, alongside the Chief Executive and Beneficiary Team. It is their overall responsibility to ensure the safety and protection of the teenagers and young adults we support.
Alongside safeguarding, we place significant emphasis on the wellbeing of everyone within the organisation, not just those we support. We encourage openness, prioritise mental health as much as physical health, and provide opportunities to professionally develop.
Our dedication to safeguarding and wellbeing is at the heart of everything we do. It reflects our unwavering commitment to creating an environment where everyone involved with Teens Unite can feel safe, valued, and inspired to achieve their potential.
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## **Looking ahead to 2024/25 Risk Management**
**Following the success of the financial year 2023/24, we look ahead to building on this momentum by expanding our reach, enhancing our delivery, and working towards achieving our ambitious goals for the year ahead.**
**Our objectives within the five-pillars of our five year strategy, for 2024/25 are:**
## **Attracting & Engaging**
- Expand service reach to engage 30% more young people with cancer annually by increasing outreach efforts with hospitals and social workers, and through social engagement
- Establish new partnerships with other charities and hospital teams to ensure early engagement with teenagers and young adults by extending our network to 60 hospitals across the UK, and 46 charities
- Host at least 15 national meet-ups annually, expanding the reach of Teens Unite to young people across the country
- Ensure our support is accessible and inclusive to all young people in need of our support, by hosting a minimum of four digital sessions each month
- Implement a dedicated programme of support for parents and siblings; creating a network for the whole family and extending our support even further
- Ensure more young people and their families can benefit from our ‘Let’s Talk Cancer’ and ‘Discover You’ events, hosting 200 individuals across these events
## **Developing the organisation for success**
- Continue to foster a supportive work environment where team members are empowered to grow alongside the charity's development, with opportunities to expand and strengthen the team
- Implement personalised training and development plans for the team to support upskilling in leadership, in preparation as the charity enters a period of significant growth
- Continue to build our volunteer base to incorporate additional skills, experience and resource into our team
- Begin to review, plan and prepare for our next five year strategy, due to commence in 2026
27
## **Driving brand awareness**
- Design and launch a new website in-house in Q4, raising our profile, simplifying our donation and registration processes, building transparency with supporters, and showcasing our impact
- Increase social media engagement by 25% across all platforms, using metrics to provide insight on follower growth, interactions and engagement
- Achieve a 30% annual increase in website traffic, and an 8% improvement in newsletter engagement
Plan and execute 3 core awareness campaigns that showcase the need and impact of our work
- Continue to build on our incredible supporter base; ensuring comms are tailored and clearly demonstrate the difference our supporters are enabling to happen
## **Significantly grow income**
- Continue to work towards trebling income as part of our five-year strategic plan
- Secure new corporate partnerships and collaborations with household names; growing to account for 10% of the charities income
- Diversify income by implementing e-commerce sales in conjunction with our existing trading activity through our retail outlet; continuing to work with high street brands who are committed to making a charitable and sustainable difference
- Continue to drive income through fundraising challenges and gala events, equating for 50% of income
## **Building for the future**
- Complete purchase of the site for The House of Teens Unite by Q1 of 2024/25, and progress to planning application to ensure the property meets the needs and requirements of our beneficiaries
- Secure an income in excess of £1 million to support the start of the capital appeal to reach our £3.5million fundraising target for The House of Teens Unite
- Build an advisory board dedicated to support the fundraising and delivery of the first facility in England for teenagers and young adults
## **Designated Funds**
As Teens Unite moves to closer to opening the first retreat in England for teenagers and young adults diagnosed with cancer, we have increased our designated funds by £200,000 to £1.4million.
These funds will be used to complete the purchase of the site, which will be transformed into The House of Teens Unite. (Sale completed in April 2024).
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**Structure, governance, and maintenance**
The Charity is a company limited by guarantee and was set up by a trust deed on 16 February 2007.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
## J. Reynolds
## V. Edwards (resigned August 2023)
J. Marchant
Dr. R. Godfrey (appointed as Chair in July 2024)
P. Maslen
Dr. A. Sadler N Collins (appointed August 2023) S Parmar (appointed August 2023)
The Charity maintains a Board of Trustees, a minimum of three and a maximum of eight at any time. Trustees serve a term of three years on the Board and take a lead role in supporting the operation to deliver against the five-year strategy. This involves monitoring and taking prompt and decisive action to ensure that performance and impact is achieved. The Board, too, are the guardians of our fundamental values and ethos. The Board is supported by the Charities Co-Founders Debbie Pezzani and Karen Millen OBE.
The Board of Trustees meets, formally, a minimum of four times a year and host an annual AGM to ensure the Charity has a clear vision, mission and strategic direction and is focused on achieving them.
The Board reviews and approves the Charity’s strategic and annual plans and is committed to its own strategic plan which ensures leadership, integrity, effectiveness, diversity, openness, and accountability and well as a strategic view of decision making and risk management in line with general guidance published by the Charity Commission.
The Trustees regularly review the membership of the Board to ensure that the necessary skills, experiences, and perspectives needed for effective governance are in place.
The Teens Unite Operational Team has responsibility for the day-to-day management of the Charity. This team comprises the Chief Executive Officer, supported by a team of nine employees responsible for Operational Management, Trust and Partnership Income, Fundraising and Event Management, Marketing and Communications and Beneficiary Delivery and Support.
The Trustees' report was approved by the Board of Trustees.
Trustee: Dr Rebecca Godfrey
Signature:
Date: `10 December 2024`
29
**Every young person deserves the chance to thrive, and cancer shouldn’t get in the way.**
**Teens Unite ensures teenagers and young adults live positively, and reach their potential, without cancer holding them back.**
## **TEENS UNITE FIGHTING CANCER**
## **INDEPENDENT EXAMINER'S REPORT**
## **TO THE TRUSTEES OF TEENS UNITE FIGHTING CANCER**
I report to the trustees on my examination of the financial statements of Teens Unite Fighting Cancer (the charity) for the year ended 31 March 2024.
## **Responsibilities and basis of report**
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
## **Independent examiner's statement**
Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of I.C.A.E.W., which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
- 1 accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
- 2 the financial statements do not accord with those records; or
- 3 the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
- 4 the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
## HB Accountants
HB Accountants (Dec 10, 2024 14:55 GMT)
## **HB Accountants**
28 Plumpton House
Plumpton Road Hoddesdon Hertfordshire EN11 0LB
10/12/2024 Dated: .........................
- 31 -
## **TEENS UNITE FIGHTING CANCER**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
|**Current financial year**
**Unrestricted**
**Unrestricted**
**Restricted**
**funds**
**funds**
**funds**
**general**
**designated**
**2024**
**2024**
**2024**
**Notes**
**£**
**£**
**£**
**Income and endowments from:**
Voluntary income
**3**
253,110
-
91,113
Activities for generating funds
**4**
596,571
-
-
Investment income
**5**
25,658
-
-
Other income
**6**
-
-
-
**Total income**
875,339
-
91,113
**Expenditure on:**
Costs of raising funds
**7**
344,169
-
-
Charitable activities
**8**
324,103
-
94,513
**Total resources expended**
668,272
-
94,513
Net gains/(losses) on investments
7,606
-
-
**Net incoming/(outgoing) resources**
**before transfers**
214,673
-
(3,400)
**Net incoming/(outgoing) resources**
**before transfers**
214,673
-
(3,400)
Gross transfers between funds
(200,000)
200,000
-
**Net movement in funds**
14,673
200,000
(3,400)
Fund balances at 1 April 2023
255,160
1,200,000
10,900
**Fund balances at 31 March 2024**
269,833
1,400,000
7,500|**Total**
**2024**
**£**
344,223
596,571
25,658
-
966,452
344,169
418,616
762,785
7,606
211,273
211,273
-
211,273
1,466,060
1,677,333|Total
2023
**£**
411,256
324,726
4,282
22,500
762,764
256,991
419,400
676,391
(22,820)
63,553
63,553
-
63,553
1,402,507
1,466,060|
|---|---|---|
The Charity has allocated an additional £200,000 to the designated fund, bringing the total to £1,400,000. These funds have been designated by the Board of Trustees exclusively for the purchase and development of the first purpose-built retreat for teenagers and young adults diagnosed with cancer.
The statement of financial activities includes all gains and losses recognised in the year.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 32 -
## **TEENS UNITE FIGHTING CANCER**
## **STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
|**Prior financial year**
**Unrestricted**
**Unrestricted**
**Restricted**
**funds**
**funds**
**funds**
**general**
**designated**
**2023**
**2023**
**2023**
**Notes**
**£**
**£**
**£**
**Income and endowments from:**
Voluntary income
**3**
372,160
-
39,096
Activities for generating funds
**4**
324,726
-
-
Investment income
**5**
4,282
-
-
Other income
**6**
22,500
-
-
**Total income**
723,668
-
39,096
**Expenditure on:**
Costs of raising funds
**7**
233,648
-
23,343
Charitable activities
**8**
391,204
-
28,196
**Total resources expended**
624,852
-
51,539
Net gains/(losses) on investments
(22,820)
-
-
**Net incoming/(outgoing) resources before**
**transfers**
75,996
-
(12,443)
Gross transfers between funds
(100,000)
100,000
-
**Net movement in funds**
(24,004)
100,000
(12,443)
Fund balances at 1 April 2022
279,164
1,100,000
23,343
**Fund balances at 31 March 2023**
255,160
1,200,000
10,900|**Total**
**2023**
**£**
411,256
324,726
4,282
22,500
762,764
256,991
419,400
676,391
(22,820)
63,553
-
63,553
1,402,507
1,466,060|
|---|---|
The statement of financial activities includes all gains and losses recognised in the year.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.
- 33 -
## **TEENS UNITE FIGHTING CANCER**
## **BALANCE SHEET**
## _**AS AT 31 MARCH 2024**_
|**Notes**
**Fixed assets**
Tangible assets
**14**
**Current assets**
Debtors
**15**
Investments
**16**
Cash at bank and in hand
**Creditors: amounts falling due within one**
**year**
**17**
**Net current assets**
**Net assets**
**The funds of the charity**
Restricted income funds
**18**
Unrestricted funds - general
Unrestricted funds - designated
**19**|**2024**
**£**
257,870
20,888
1,426,131
1,704,889
(35,530)|**£**
7,974
1,669,359
1,677,333
7,500
269,833
1,400,000
1,677,333|**2023**
**£**
16,790
339,333
1,107,599
1,463,722
(3,000)|**£**
5,338
1,460,722|
|---|---|---|---|---|
|||||1,466,060|
|||||10,900
255,160
1,200,000|
|||||1,466,060|
The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2024.
The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.
The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.
```
10 December 2024
```
The financial statements were approved by the trustees on .........................
.............................. Dr. R. Godfrey **Chair of trustees**
Company registration number 06111574 (England and Wales)
- 34 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **1 Accounting policies**
## **Charity information**
Teens Unite Fighting Cancer is a private company limited by guarantee incorporated in England and Wales. The registered office is Home Farm, White Stubbs Lane, Broxbourne, EN10 7PZ.
## **1.1 Accounting convention**
The accounts have been prepared in accordance with the charity's trust deed, the Companies Act 2006 and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (as amended for accounting periods commencing from 1 January 2016). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities applying FRS 102 Update Bulletin 1 not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity.
## **1.4 Incoming resources**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
Gifts and services in kind are included in the accounts at fair view. Income is included in donations and expenses included in the relevant expenditure category.
A grant that specifies performance conditions is recognised in income when the performance conditions are met. Where a grant does not specify performance conditions it is recognised in income when the proceeds are received or receivable. A grant received before the recognition criteria are satisfied is recognised as a liability.
Sales of donated goods are recognised only when these items are sold as it is considered to be impracticable to value these goods upon receipt . Stocks of undistributed donated goods are not valued for balance sheet purposes.
- 35 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **1 Accounting policies (continued)**
## **1.5 Resources expended**
All expenditure is accounted for on an accruals basis and is inclusive of irrecoverable VAT.
## **1.6 Tangible fixed assets**
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
Fixtures, fittings & equipment 25% reducing balance Computer equipment 25% straight line Motor vehicles 25% reducing balance
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
## **1.7 Investments**
Current asset investments are stated at market value.
## **1.8 Impairment of fixed assets**
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
## **1.9 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.10 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
## _**Basic financial assets**_
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
- 36 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **1 Accounting policies (continued)**
## _**Basic financial liabilities**_
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## _**Derecognition of financial liabilities**_
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
## **1.11 Employee benefits**
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## **1.12 Retirement benefits**
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
## **1.13 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.
## **2 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
- 37 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **3 Voluntary income**
|**Unrestricted**
**Restricted**
**general funds**
**funds**
**£**
**£**
Grants, gifts and donations
204,023
91,113
Donated goods and services
49,087
-
253,110
91,113
For the year ended 31 March 2023
372,160
39,096|**Total**
**2024**
**£**
295,136
49,087
344,223|**Total**
**2023**
**£**
251,626
159,630|
|---|---|---|
|||411,256|
|||411,256|
## **4 Activities for generating funds**
|||**Unrestricted**|Unrestricted|
|---|---|---|---|
|||**funds**|funds|
|||**general**|general|
|||**2024**|2023|
|||**£**|£|
||Fundraising events|525,370|241,855|
||Charity Shop income|71,201|82,871|
|||596,571|324,726|
|**5**|**Investment income**|||
|||**Unrestricted**|Unrestricted|
|||**funds**|funds|
|||**general**|general|
|||**2024**|2023|
|||**£**|£|
||Income from listed investments|6,651|3,091|
||Interest receivable|19,007|1,191|
|||25,658|4,282|
|**6**|**Other income**|||
|||**2024**|2023|
|||**£**|£|
||Property deposit refund|-|22,500|
- 38 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
**7 Costs of raising funds**
|**Costs of raising funds**|||
|---|---|---|
|**Unrestricted**
**Restricted**
**funds**
**funds**
**general**
**£**
**£**
Fundraising activities expenses
Staging fundraising events
209,913
-
Charity Shop expenses
13,325
-
Staff costs
106,315
-
Share of support costs (see note 9)
11,546
-
Share of governance costs (see note 9)
3,070
-
344,169
-|**Total**
**2024**
**£**
209,913
13,325
106,315
11,546
3,070
344,169|**Total**
**2023**
**£**
90,161
7,835
140,688
14,609
3,698|
|||256,991|
|**8**
**Charitable activities**
Staff costs
Teens events and activities
Legal and professional fees
Advertising
Share of support costs (see note 9)
Share of governance costs (see note 9)
**Analysis by fund**
Unrestricted funds - general
Restricted funds|**2024**
**£**
253,254
89,829
13,870
3,198
360,151
46,184
12,281
418,616
324,103
94,513
418,616|**2023**
**£**
189,495
171,932
-
-|
|---|---|---|
|||361,427
46,262
11,711|
|||419,400|
|||391,204
28,196|
|||419,400|
- 39 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **9 Support and governance costs**
|**Support costs**
**Governance**
**costs**
**£**
**£**
Staff costs
12,860
12,531
Depreciation
2,658
-
Premises
27,925
-
Motor and travel
1,862
-
Printing, postage, stationery
and telephone
2,628
-
Information technology
1,801
-
Bank, credit card and
justgiving charges
599
-
Staff expenses
5,142
-
Legal and professional fees
1,440
-
Other expenses
815
-
Accountancy fees
-
2,820
57,730
15,351
Analysed between
Fundraising
11,546
3,070
Charitable activities
46,184
12,281
57,730
15,351|**2024**
**£**
25,391
2,658
27,925
1,862
2,628
1,801
599
5,142
1,440
815
2,820
73,081
14,616
58,465
73,081|**2023 Basis of allocation**
**£**
28,646
1,782
21,851
2,265
3,453
8,435
883
4,057
990
918
3,000
76,280
18,307
57,973
76,280|
|---|---|---|
Support and governance costs are allocated between fundraising and charitable activities as decided by the trustees based on what they consider to be a reasonable measure of activity. This year the ratio is 20:80, last year it was 24:76.
## **10 Trustees**
None of the trustees (or any persons connected with them) received any remuneration during the year and were not reimbursed for any expenses.
- 40 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **11 Employees**
## **Number of employees**
||**Number of employees**|||
|---|---|---|---|
||The average monthly number of employees during the year was:|||
|||**2024**|**2023**|
|||**Number**|**Number**|
||.|10|11|
||**Employment costs**|**2024**|**2023**|
|||**£**|**£**|
||Wages and salaries|348,122|325,784|
||Social security costs|30,152|26,462|
||Other pension costs|6,686|6,583|
|||384,960|358,829|
||The number of employees whose annual remuneration was £60,000 or more were:|||
|||**2024**|**2023**|
|||**Number**|**Number**|
||£60,000 - £70,000|1|1|
|**12**|**Related party transactions**|||
||**Remuneration of key management personnel**|||
||The remuneration of key management personnel was as follows:|||
|||**2024**|**2023**|
|||**£**|**£**|
||Aggregate compensation|99,214|97,860|
||**Transactions with related parties**|||
||During the year the charity entered into the following transactions with related parties:|||
||**Purchase of goods**||
|---|---|---|
||**2024**|**2023**|
||**£**|**£**|
|Other related parties|280|1,122|
||280|1,122|
## **13 Taxation**
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
- 41 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
|**14**
**Tangible fixed assets**
**Fixtures, fittings**
**& equipment**
**Computer**
**equipment**
**Motor vehicles**
**£**
**£**
**£**
**Cost**
At 1 April 2023
96,750
7,556
19,617
Additions
-
5,294
-
Disposals
-
(7,556)
-
At 31 March 2024
96,750
5,294
19,617
**Depreciation and impairment**
At 1 April 2023
93,375
7,556
17,654
Depreciation charged in the year
844
1,323
491
Eliminated in respect of disposals
-
(7,556)
-
At 31 March 2024
94,219
1,323
18,145
**Carrying amount**
At 31 March 2024
2,531
3,971
1,472
At 31 March 2023
3,375
-
1,963
**15**
**Debtors**
**2024**
**Amounts falling due within one year:**
**£**
Other debtors
214,295
Prepayments and accrued income
43,575
257,870|**Total**
**£**
123,923
5,294
(7,556)|
|---|---|
||121,661|
||118,585
2,658
(7,556)|
||113,687|
||7,974|
||5,338|
||**2023**
**£**
16,790
-|
||16,790|
Included in other debtors this year is the deposit for £179,250 for the purchase of The House of Teens Unite.
Prepayments represent payments in advance for the Strictly Dancing Ball fundraising event for 2024/25.
|**16**|**Current asset investments**|||
|---|---|---|---|
|||**2024**|**2023**|
|||**£**|**£**|
||Listed investments|20,888|339,333|
- 42 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **17 Creditors: amounts falling due within one year**
|Other taxation and social security
Accruals and deferred income|**2024**
**£**
9,783
25,747
35,530|**2023**
**£**
-
3,000|
|---|---|---|
|||3,000|
## **18 Restricted funds**
The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.
|**At 1 April 2023**
**£**
Teens activities
10,900
Salary costs
-
10,900
**Previous year:**
**At 1 April 2022**
**£**
Teens activities
-
Salary costs
23,343
23,343|**Incoming**
**resources**
**Resources**
**expended**
**At**
**£**
**£**
17,640
(21,040)
73,473
(73,473)
91,113
(94,513)
**Incoming**
**resources**
**Resources**
**expended**
**At**
**£**
**£**
39,096
(28,196)
-
(23,343)
39,096
(51,539)|**31 March**
**2024**
**£**
7,500
-|
|---|---|---|
|||7,500|
|||**31 March**
**2023**
**£**
10,900
-|
|||10,900|
## **19 Designated funds**
These are unrestricted funds which are material to the charity's activities.
|**At 1 April 2023**
**£**
The House of Teens Unite
1,200,000
**Previous year:**
**At 1 April 2022**
**£**
The House of Teens Unite
1,000,000|**Transfers**
**At**
**£**
200,000
**Transfers**
**At**
**£**
100,000|**31 March**
**2024**
**£**
1,400,000|
|---|---|---|
|||**31 March**
**2023**
**£**
1,100,000|
- 43 -
## **TEENS UNITE FIGHTING CANCER**
## **NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)**
## _**FOR THE YEAR ENDED 31 MARCH 2024**_
## **19 Designated funds (continued)**
The Charity’s £1,400,000 designated funds reported at the end of the financial year were set aside to be used solely for purchasing land and developing the House of Teens Unite. These funds were utilised when the charity purchased a property on 15 April 2024.
|**20**
**Analysis of net assets between funds**
**Unrestricted**
**funds**
**Designated**
**funds**
**2024**
**2024**
**£**
**£**
Fund balances
at 31 March
2024 are
represented
by:
Tangible assets
7,974
-
Current assets
261,859
1,400,000
269,833
1,400,000|**20**
**Analysis of net assets between funds**
**Unrestricted**
**funds**
**Designated**
**funds**
**2024**
**2024**
**£**
**£**
Fund balances
at 31 March
2024 are
represented
by:
Tangible assets
7,974
-
Current assets
261,859
1,400,000
269,833
1,400,000|**Restricte**
**d funds**
**2024**
**£**
-
7,500
7,500|**Total Unrestricted**
**funds**
**Designated**
**funds**
**Restricted**
**funds**
**2024**
**2023**
**2023**
**2023**
**£**
**£**
**£**
**£**
7,974
5,338
-
-
1,669,359
249,822
1,200,000
10,900
1,677,333
255,160
1,200,000
10,900|**Total**
**2023**
**£**
5,338
1,460,722|
|---|---|---|---|---|
||1,400,000|||1,466,060|
- 44 -
## Teens Unite Annual Accounts
## 31.03.2024_signed
## Final Audit Report
2024-12-10
Created: 2024-12-10 By: Vicki Foster (vickif@hbaccountants.co.uk) Status: Signed Transaction ID: CBJCHBCAABAAc-jOXdAklYFCCOhBzvPZrIqunamErCyR
## "Teens Unite Annual Accounts 31.03.2024_signed" History
## Document created by Vicki Foster (vickif@hbaccountants.co.uk)
2024-12-10 - 2:25:01 PM GMT- IP address: 172.187.154.162
Document emailed to HB Accountants (keith@hbaccountants.co.uk) for signature
2024-12-10 - 2:27:00 PM GMT
Email viewed by HB Accountants (keith@hbaccountants.co.uk)
2024-12-10 - 2:54:29 PM GMT- IP address: 104.47.30.126
## Document e-signed by HB Accountants (keith@hbaccountants.co.uk)
Signature Date: 2024-12-10 - 2:55:20 PM GMT - Time Source: server- IP address: 20.254.115.54
## Agreement completed.
2024-12-10 - 2:55:20 PM GMT