| Page | |||
|---|---|---|---|
| Trustees report |
1-3 | ||
| Independent examiner's |
report | ||
| Statement offinancial |
activities | ||
| Balance sheet | |||
| Notes to the financial | statements | 7-14 |
| Phase 1 | Phase 2 | ' | Phase 3 | Phase 4 | Phase 5 (a/d) | Phase 6 | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Establishing Iegallethlcal |
' , Identifying lhe key ,'team members, ' |
, Identifying ,'the first |
Early trans plants |
Phase 5a". Begin reduction |
In | Support for difficult and paediatric |
||||||||
| /funding and |
steering group | I | pairs for | , , |
(full team | TLC team size, | ' | cases only | ||||||
| politica I |
(including a |
, | Iranspiani | support) | whilst developing | |||||||||
| framework | politician, legal |
capability | , | Continued | ||||||||||
| , | adviser, palient, |
, | Clinical | Plan for 2 | , | development | of | |||||||
| Develop an | ' | hospital manager, | ' , |
pre-tx and | visits/year | as | Phase 6b,'Minimal | I | capabilities | and | ||||
| initial prospective |
Tx leader(s)) | planning visit |
driven by local team |
TLC support (ejg surgical only), |
' ' |
succession plannlng- |
||||||||
| outline | BuslnessfMOU | visit | whilst developing | j | susiainsbility | and | ||||||||
| strategic plan | ' | Continued | other capabilities | j | resilience | |||||||||
| and MOU | Define capability | j | capability | |||||||||||
| development | needs | ; | development | Plan for 2-3 | : | Biennial visits | likely | |||||||
| Scope visit(s) | visitslyear | , ' |
with virtual | support | ||||||||||
| ~ | Consideration | of | ||||||||||||
| I | cadaveric | |||||||||||||
| j | development |
| Unrestricted | Restricted | Total | Unrestricted | Restricted | Total | |||
|---|---|---|---|---|---|---|---|---|
| funds | funds | funds | funds | |||||
| 2022 | 2022 | 2022 | 2021 | 2021 | 2021 | |||
| ~l~~o | Notes | E | ||||||
| Voluntary Income |
30,286 | 59,361 | 89,647 | 26,804 | 20,786 | 47,590 | ||
| Other trading | activities | 3,706 | 3,706 | 33,392 | 33,392 | |||
| Investments | 2 | 2 | 4 | 4 | ||||
| Material other | income | 5,144 | 7,716 | 12,860 | 7,010 | 28,041 | 35,051 | |
| Total income | 39,138 | 67,077 | 106,215 | 67,210 | 48,827 | 116,037 | ||
| e i e |
||||||||
| Raising funds | 287 | 287 | ||||||
| Charitable activities |
54,979 | 62,671 | 117,650 | 40,347 | 66,829 | 107,176 | ||
| Total expenditure | 54,979 | 62,671 | 117,650 | 40,634 | 66,829 | 107,463 | ||
| Net (expenditure)/income | for | |||||||
| the year/ | ||||||||
| Net movement | in funds | (15,841) | 4,406 | (11,435) | 26,576 | (18,002) | 8,574 | |
| Fund balances | at 1 May | 2021 | 236,907 | (64,545) | 172,362 | 210,331 | (46,543) | 163,788 |
| Fund balances at 30April | ||||||||
| 2022 | 221,066 | (60,139) | 160,927 | 236,907 | (64,545) | 172,362 |
| Unrestricted | Restricted | Total | Unrestricted | Restricted | Total | ||
|---|---|---|---|---|---|---|---|
| funds | funds | funds | funds | ||||
| 2022 | 2022 | 2022 | 2021 | 2021 | 2021 | ||
| E | E | F | |||||
| Donations | and gifts | 9,532 | 9,532 | 6,000 | 6,000 | ||
| Corporate | Donations | 19,638 | 59,361 | 78,999 | 20,786 | 20,786 | |
| Donated | goods and | ||||||
| services | 6,870 | 6,870 | |||||
| Other | 1,116 | 1,116 | 13,934 | 13,934 | |||
| 30,286 | 59,361 | 89,647 | 26,804 | 20,786 | 47,590 |
| Unrestricted | Unrestricted |
|---|---|
| funds | funds |
| 2022f | 2021 F |
| 3,706 | 33,392 |
| Unrestricted | Unrestricted |
|---|---|
| funds | funds |
| 2022f | 2021 |
| Raising fun | ds | ||
|---|---|---|---|
| Total | Unrestricted | ||
| funds | |||
| 2022 | 2021 | ||
| E | |||
| r isi | d | ||
| Fundraising | agents commissions | 287 | |
| 287 |
| Cost of charitable |
Wages and salaries |
Total 2022 |
Cost of charitable |
Wages and salaries |
Total 2021 |
||||
|---|---|---|---|---|---|---|---|---|---|
| activities | activities | ||||||||
| 2022 | 2022 | 2021 | 2021 | ||||||
| Staff costs | 85,611 | 85,611 | 83,416 | 83,416 | |||||
| Charitable activities |
|||||||||
| undertaken | directly | 2,000 | 2,000 | ||||||
| Accommodation | and | flights | 10,849 | 10,849 | |||||
| Motor costs | 162 | 162 | |||||||
| Other costs | 279 | 279 | |||||||
| Subsistence | 14 | 14 | 97 | 97 | |||||
| Fundraising | costs | 800 | 800 | 4,870 | 4,870 | ||||
| 12,104 | 85,611 | 97,715 | 6,967 | 83,416 | 90,383 | ||||
| Share ofsupport | costs (see | ||||||||
| note 8) Share ofgovernance |
costs | 11,542 | 11,542 | 9,827 | 9,827 | ||||
| (see note 8) | 8,393 | 8,393 | 6,966 | 6,966 | |||||
| 32,039 | 85,611 | 117,650 | 23,760 | 83,416 | 107,176 | ||||
| Analysis by |
fund | ||||||||
| Unrestricted | funds | 20,735 | 34,244 | 54,979 | 23,663 | 16,684 | 40,347 | ||
| Restricted funds |
11,304 | 51,367 | 62,671 | 97 | 66,732 | 66,829 | |||
| 32,039 | 85,611 | 117,650 | 23,760 | 83,416 | 107,176 |
| Creditors: amounts |
falling due within one year | ||
|---|---|---|---|
| 2022f | 2021f | ||
| Other taxation and social security | 875 | ||
| Other creditors | 383 | 5,057 | |
| Accruals and deferred | income | 2,880 | 2,880 |
| 3,263 | 8,812 |
| Movement | in funds | ||||
|---|---|---|---|---|---|
| Balance at 1 | Income | Expenditure | Balance at 30 | ||
| May 2021f | f | f | April 2022 f |
||
| Ghana | (24,804) | (24,804) | |||
| Trinidad | &Barbados | 8,381 | 47,120 | (45,549) | 9,952 |
| Jamaica | (48,122) | 19,957 | (17,122) | (45,287) | |
| (64,545) | 67,077 | (62,671) | (60,139) |
| Analysis | ofnet assets | between funds |
|||||
|---|---|---|---|---|---|---|---|
| Unrestricted | Restricted | Total | Unrestricted | Restricted | Total | ||
| 2022 f |
2022 f |
2022 f |
2021 f |
2021 f |
2021 f |
||
| Fund balances at 30 | |||||||
| April 2022 | are | ||||||
| represented | by: | ||||||
| Current assets/(liabilities) | 221,066 | (60,139) | 160,927 | 236,907 | (64,545) | 172,362 | |
| 221,066 | (60,139) | 160,927 | 236,907 | (64,545) | 172,362 |