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2021-07-31-accounts

JO’S CERVICAL CANCER TRUST

FINANCIAL STATEMENTS

FOR THE YEAR ENDING 31ST JULY 2021

CHARITY NO: 1133542 (ENGLAND & WALES) CHARITY NO: SC041236 (SCOTLAND)

COMPANY NO: 07111375

JO’S CERVICAL CANCER TRUST

FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

CONTENTS

Page
Reference and Administrative Details 1
Report of the Trustees 2 - 18
Auditors' report 19 - 21
Statement of Financial Activities 22
Balance Sheet 23
Statement of Cash Flows 24
Notes to the Financial Statements 25 - 34

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JO’S CERVICAL CANCER TRUST

REFERENCE AND ADMINISTRATIVE DETAILS

Jo’s Trust was established in 1999 as a Deed of Trust. In 2010 Jo’s Cervical Cancer Trust was incorporated as a company limited by guarantee and registered as a charity which then took on the assets and activities of Jo’s Trust.

Trustees: Clodagh Ward (Chair) Prof (Dr) Minaxi Desai, MBBS: FRCPath, CBE Doug D’Arcy Tessa Bamford (resigned 9[th] March 2021) Hugh Grootenhuis Louise Newton Dr Andrew Nordin, MBBS FRCOG Rebecca McCreath (resigned 16[th] December 2020) Dr Kevin Pollock, MPH Carol Taylor Amelia Chong (appointed 1[st] March 2021) Charlotte Rains (appointed 1[st] March 2021) Julie Mogridge (appointed 1[st] May 2021) Chief Executive: Samantha Dixon Registered Office: CAN Mezzanine, 7-14 Great Dover Street, London, SE1 4RY. Charity Number: 1133542 (England & Wales) Charity Number: SC041236 (Scotland) Company Number: 07111375 Auditors: Knox Cropper LLP 65-68 Leadenhall Street London, EC3A 2AD Bankers: C. Hoare & Co. 37 Fleet Street London EC4P 4DQ Solicitors: Farrer & Co. 66 Lincoln’s Inn Field London WC2A 3LH

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1.0 A Message From Our Chair – Clodagh Ward

‘Covid-19 made my whole experience so much harder. I was really wary of getting a smear test at first so put it off for a while and then appointments just weren’t available. The waiting was tough and I couldn’t take anyone with me to the follow up appointments which made me feel really alone at times. I’m only 33 and I was shocked when I was told I had cancer and needed a hysterectomy. I wanted another child but that was suddenly taken away.

The operation was a really difficult experience, and all the Covid-19 safety measures made me feel isolated. I wasn’t really given any information about aftercare, it felt like I was just left to work it out on my own. I have anxiety, and it just felt like more and more things to try and deal with.

Thankfully someone pointed me towards Jo’s. Jo’s enabled me to find answers and to understand terminology that I wasn’t familiar with. It’s hard not knowing what was going to happen or what the particular procedures were, but Jo’s had all that information and gave me comfort. Although you have the love and support off your friends and family, they don’t always understand what you are actually going through. With Jo’s they get it. They understand and can support you through it all.’

This story from Joanne is just one story from the thousands of women and people with a cervix, who contact us each year seeking support, comfort or information. At Jo’s we are here for anyone who needs us, for as long as they need us. This year has been a challenging one, for us as a charity but also for those who support us and the women and people with a cervix who we support. Covid-19 has slowed our progress down in some areas, particularly fundraising, with this year being a year to rebuild and recover following a 60% drop in unrestricted income however the number of people we have been able to support has continued to rise, of which we are really pleased.

I would like to thank everyone who has raised money to help us, to everyone who has shared their experience and to all who have given us their ideas or their time. Thanks also to all the staff members who have had to change their working practices. This includes juggling ‘lockdown home life’ with work at Jo’s, for some staff being furloughed and for others working through the pandemic, none of which has been easy for anyone. In an effort to reduce costs we reduced the size of our office in London, made use of the Job Retention Scheme (furlough) and cut back on some of our project work.

However hard the year was for us, it was nothing compared to how it feels to receive a devastating diagnosis whilst sitting alone, unable to properly say goodbye to a loved one, not being able to access a therapy which was a lifeline or being faced with postponed operations, tests and appointments. This was the reality for many over the year. The impact of Covid-19 on cancer and prevention services has been stark and it has not gone away. I would like to say a special ‘thank you’ to all of our volunteers who continued to provide support to those who contacted Jo’s in growing numbers during this time. We know that many of you had your own struggles – whether the result of increased work or home pressures – so to continue to prioritise your volunteering for us has been a blessing for which we are thankful.

Despite a significant drop in fundraising over the year there were some reasons to be optimistic and grateful which are elaborated upon in this report. We are grateful to all those who responded so positively to the launch of our Will writing partnership through which a large number of gifts were pledged to Jo’s which will help in terms of our long-term funding. In addition we would like to those agencies and individuals who stepped in to help us when funding from other sources dried up, in particular to DCMS (Department for Culture, Media and Sport) and NHS England.

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I would like to thank Robert Music, Chief Executive of Jo’s for twelve years, who has led the organisation to what it is today. Rob left his position at Jo’s in January 2021 and we wish him all the best in his future endeavours. Our new Chief Executive, Samantha Dixon, started with Jo’s in May 2021 and I would like to thank the Senior Management Team, particularly Rebecca Shoosmith, for stepping in to support the charity in this period of interregnum.

We also said goodbye to two long-standing and outstanding trustees – Tessa Bamford and Rebecca McCreath. I would like to thank them, on behalf of the Board, for their contribution and commitment over the years.

Whilst Covid-19 continues to bring a degree of uncertainty to our recovery plans, we are looking forward to a stronger and brighter future at Jo’s. At the time of writing this, we have just heard of the success the HPV vaccination is having in reducing cervical cancer diagnoses by 87% in the first cohorts to receive the vaccine when it was introduced in 2008. This is a transformational finding, which takes us a step closer to our vison of a world without cervical cancer.

This year we are developing a new five-year strategy to give us the focus, direction and stability we need to reduce the impact of cervical cancer in the UK. We will be engaging with as many of our stakeholders as possible, from as broad a background as possible, to ensure we have the impact we need and are excited to see what this holds for us. We hope that you’ll join us on that journey.

2.0 How We Fulfilled Our Charitable Purpose and Public Benefit in 2020/21

2.1 Charitable objectives and Public Benefit Statement

The charitable objectives set out in our governing document are:

The Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s aims and objectives and in planning future activities.

2.2 Our Vision and Mission

Our vision is for cervical cancer to be a thing of the past. Until we get there, our mission is to see cervical cancer prevented and to reduce the impact for everyone affected by cervical cell changes (abnormal cells) and cervical cancer through provision of the highest quality information and support, and campaigning for excellence in cervical cancer treatment and prevention.

2.3 Why We Are Here

Every year 3,200 mothers, daughters and friends will be told “It’s cervical cancer”. That’s nine each day. A further 220,000 will be diagnosed with cervical cell changes, often requiring invasive treatments and anxious waits. Diagnosis and treatment can bring a wide range of psychological, physical, and emotional impacts, often lasting for many years to come. We don’t want anyone to face tests or treatments alone, that includes the five million invited for cervical screening every year.

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We’re the only charity dedicated to providing support at every step and last year we helped over 6,500 directly through our services, with over 1.2m people viewing or downloading our information and resources.

The need for our services became even more evident this year. Cancer referral rates fell by 60% at the height of the pandemic with fewer people seeking help for potential cancer symptoms. Research conducted by Jo’s[1] found that only two in five women or people with a cervix knew any cervical cancer symptoms with the lowest level of awareness among 18-24 year age group. Screening services across much of the country were paused or reduced at the start of the pandemic. Searches on Google for ‘smear test’ increased 123% from 33,100 in June 2020 to 74,000 in March 2021 clearly showing the need for information and support. Similarly searches for ‘colposcopy’ increased by 82% to 40,500 in March 2021.

2.4 Who We Supported

We are a national charity whose policy and campaigning work, as well as the services we provide, covers the whole of the UK.

By far the largest age group we supported was the 25 to 34-year-old age range however the number of people we supported increased in every age range except the under 19s.

Currently the majority by far of the people we support are women (97%) however 3% are men who have called our Helpline.

1 Funded by Department for Culture, Media and Sport

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We are acutely aware that the majority of the people we support are in England. To an extent this can be explained as England is the most populous country however we will be working to increase the numbers, and proportion, of people supported over coming years from the devolved countries.

We are focussed on increasing the diversity of the people we support. This is a priority objective, led by the Board, for our organisation over the coming year and within our five-year strategy. Some work has already begun on this, particularly in Scotland, focussed on the over 50s and women and people with a cervix from the Polish community; we need to learn from this work and build on it in coming years. In other areas of diversity we have made some significant progress for instance our work to support the LGBTQ community, as well as our work to support women with learning disabilities; both of these are covered later in this report.

2.5 How We Supported People: Our Strategic Objectives

In 2017 we launched a five-year strategy which has formed the focus of our work over the past four years. This strategy comprises five objectives which are described below, together with the progress we have made in achieving these.

Like most organisations, at the time of writing our five-year strategy we had little idea that the world would suffer as a result of a global pandemic. Whilst we might not have achieved the progress we hoped to against some of our objectives, we are pleased with our achievements and resilience over the past year. We will continue to use this coming year to rebuild before launching our next long-term strategy.

Zoe’s Story…

‘I was diagnosed with CIN3 cells and HPV during Covid-19. I had no idea what either meant but thankfully found Jo’s. If I hadn’t had the Jo’s Forum I don’t know what I’d have done. I had treatment for my cell changes but was called in to discuss my results and the forum was a lifeline at that point as I was so scared. I searched for success rates, why I would be invited in and I think I actually knew what was going to be said so I almost wasn’t surprised when I was diagnosed with cervical cancer. I opted not to have a hysterectomy as we really want a second child but that was not an easy decision to make. The cancer was removed, but the abnormal cells are still there unfortunately and the next steps are being discussed. I think the aftermath is harder than the actual diagnosis, it was so fast.

I’ll have to have a biopsy to see what’s happening and I have everything crossed we can have a chance at a second baby.

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That screening appointment could have saved my life. It has given me opportunities to still be in some sort of control with future decisions regarding fertility; there are so many amazing things that can be done nowadays.

The Forums are such a lifeline. It means I can see my own story in others so I know other people have done just that. They give me hope.’

Objective 1: Ensure everyone affected by cervical cancer has access to the best treatment, support and information.

At the heart of what we do are the services we provide directly to those affected by cervical cancer, cell changes, or who have queries about the cervical screening programme. We provided support in the following ways:

‘After needing more information on my test results, I found Jo’s. I received more information from the Helpline than from my own GP. Thanks for reassuring me.’

Caller to the Helpline.

Service user.

‘The support was encouraging, reassuring and easy to understand .I felt much better having received their information which definitely allayed my anxieties’.

Forum user.

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‘Many thanks to you and everyone at Jo’s for this week’s ‘Let’s Meet’. I’ve really enjoyed seeing friendly faces and learning how to come out the other side of a diagnosis with a smile.’

Let’s Meet virtual attendee

‘The cervical cancer Forum was immeasurably reassuring whilst waiting for my colposcopy results. You do such brilliant work.’

Forum user.

Objective 2: Ensure significantly greater numbers of women and people with a cervix eligible for cervical screening or the HPV vaccination ‘truly’ understand the importance of cervical cancer prevention, make an informed choice and takes up the offer.

Participant in LD Filming Project

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Objective 3: Run targeted national campaigns to see improvements and change in health policy and practice.

Objective 4: Champion quality in local health practice to promote and ensure access to the best cervical cancer prevention and treatment programmes.

Objective 5: Build and foster partnerships both across the UK and worldwide that will enable us to have the greatest impact possible.

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Objective 6: At least double sustainable funding by 2021.

This year our income generation has been about survival. Whilst we set out in, 2016/17 to double our income from £1.75 per annum, it has remained steady over the last five years; this is a priority to address in the coming five-year strategy.

Due to the pandemic our main source of unrestricted income, our charity challenge fundraising partnership – Women V Cancer – could not take place. As a result of this, and further reductions of the number of fundraising events we could run and our supporters could undertake on our behalf, our unrestricted income was reduced by about half (£787k in 20/21 compared with £1.38m in 19/20). In these unprecedented circumstances we were especially grateful to the Department of Culture, Media and Sport (DCMS) and NHS England who funded projects to enable us to undertake research, deliver much needed campaigns and ensure our services were there for all who needed us.

Despite this, there have been highlights which need to be recognised and for which we are very grateful:

2.6 Our Plans for the Future

2021/22 is a year to rebuild our pipelines and pick up our pre-Covid-19 plans and ambition. The most significant thing to achieve this year will be the creation of a new five-year strategy to help us deliver our vision of a world without cervical cancer. With the demonstrable success of the HPV vaccination programme this vision feels all the more attainable with a clear strategy focussed on how Jo’s works alongside others to achieve this.

In the meantime we have outlined the following priorities in our annual plan in terms of charitable activity:

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Cross-cutting these objectives is our desire to work in geographical areas where we can have the greatest impact. We are starting with London, Greater Manchester and Sheffield/ South Yorkshire.

2. 7 Our Staff and Volunteers

2.7.1 Our Volunteers

Volunteers play an invaluable role in the work of Jo’s. More than four hundred volunteers, giving their time, experience and knowledge to the Charity for free enable us to have the reach, profile and knowledge that we do. Without our volunteers we would deliver so much less than we do and our reputation would not be as great as it is. The roles played by volunteers are varied:

We ensure that all volunteers have the tools, training and support to be able to undertake their roles to the best of their ability. Helpline volunteers, for instance, take part in an annual training weekend, with additional training throughout the year as need arises or new topics are highlighted. We know that we have increased significantly the amount of training undertaken by our Helpline volunteers as a result of Covid-19 and other issues which have arisen and we thank them for the time they have given to help us to continue to provide an effective and high-quality service to those who need us.

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For those volunteers whose expert opinion is sought, we maintain quality standards by ensuring that experts have the requisite qualifications in the field in which they are giving advice, as well as insurance to be able to provide such advice to us.

The staff and Trustees of Jo’s would like to give an especially big ‘thank you’ to all our volunteers who have supported us through a very difficult year despite them having their own challenges in work and home life with which to contend.

2.7.2 Our Staff

Jo’s has a small staff base for a national charity with a strong brand and reputation; at the end of July we had twenty-four staff, a mix of full and part-time. Staff work across four function areas (Services, Information and Outreach; Policy and Communications; Fundraising; Corporate Services) all of whom are led by a member of the Senior Leadership team, who in turn report into the Chief Executive Officer.

Having well trained, knowledgeable and empathetic staff members is critical to the work of Jo’s Cervical Cancer Trust. A new performance framework has recently been introduced to ensure that managers have the tools and skills to ensure that all staff have an appraisal, regular one-to-ones, clear and measurable objectives set and learning and development plans agreed. Recruiting new staff is increasingly difficult and competitive so, where possible, we need to try to keep and develop our staff to be able to undertake their roles to the best of their ability.

2.7.3 Leadership Team

Jo’s Cervical Cancer Trust is governed by its wholly volunteer Trustee Board. The role of the Board of Trustees is to set and agree the overall direction, strategy and culture at Jo’s Cervical Cancer Trust. They lead by example and support the CEO in the daily delivery of our strategic and annual plans and activities, monitoring performance against agreed objectives.

2.7.4 Wellbeing

Like many organisations, Jo’s found the wellbeing of its staff front-of-mind this year. For some the year brought working through a pandemic, others were affected by furlough. A number had to home-school their children, others look after other relatives and friends or contend with sickness themselves or of others. All in all a combination of factors which contributed to actual or potential mental and physical illhealth.

A group of staff interested in the subject put themselves forward to create the Wellbeing Committee. Through their resourcefulness Jo’s had a programme of activity and interventions throughout the year, the result of consultation with the wider staff team. These included virtual ‘chit chats’, virtual social activities such as quizzes as well as feeding into the Senior Leadership Team on initiatives such as changes to working practice (for instance the early finish on the last Friday of the month), which would help staff.

As a result of consultation through the Wellbeing committee, Jo’s now operates a hybrid way of working with the majority of staff spending most of their working week at home. This is primarily a response to comments made about improved mental and physical wellbeing as a result of such an approach with staff citing reduced travel time and cost as well as more productive working days. Staff are encouraged to spend some time in the head office, also meeting other staff near to them.

2.7.5 Equity Diversity and Inclusion (EDI)

EDI is an important, cross-cutting subject for the work of Jo’s. We know that we need to improve the diversity of the people we support across the UK and that this will only happen as a result of a strategic approach, led by the Board and executed at all levels.

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This year we employed an open recruitment process for Board members which stressed the importance of improving the diversity of our Board and we were delighted to recruit three new Trustees, Amelia Chong, Julie Mogridge and Charlotte Moses Raines.

We know we have some distance to go to be as diverse, fair and representative of the UK as we need to be but we have started the work towards this. Our EDI Committee is leading on this work, which will form a cross-cutting theme in our new five-year strategy. This will include key performance indicators for EDI which will be reported on to the Board on a quarterly basis.

3.0 Financial Review

3.1 Financial Position

Despite a difficult operating climate, Trustees are pleased that Jo’s income has remained steady due in most part to the support of a number of statutory funders who supported our work when other funding sources dried up. Overall income for the year stood at £1.613m compared with £1.899m the previous year. The composition of this income, and therefore how we are able to spend it, looked quite different with the vast majority (£827k versus £511k in 19/20) in the form of restricted grants as opposed to unrestricted income (£787k versus £1.388m in 19/20). The significance of this is that restricted income is only to be spent in accordance with the funder’s wishes on outlined projects whereas unrestricted income can be spent in furtherance of the Charity’s strategy and charitable objectives as the Board see fit; it can be used on innovative or pilot work which funders may not yet be prepared to fund. Whilst we are very grateful for the restricted funding we have received, we are keen to rebuild our pipeline of unrestricted income to enable us to continue to undertake ground-breaking work which we can then evaluate and take to prospective funders for future support.

After a number of years of increasing the investment in fundraising, spend for the year remains modest compared with others in the sector. It is understandable that fundraising costs reduced in

the year as what we would term ‘traditional’ fundraising ,such as events and community-driven support, dried up, some staff were ‘furloughed’ temporarily and vacancies not filled. Towards the end of our financial year some lockdown restrictions lifted and we now look to rebuild our pipeline and we will need a strong fundraising team in order to do this. It is therefore expected that fundraising expenditure will increase but that so too will income particularly unrestricted income.

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We are pleased with the level of our investment into charitable activities – the reason we exist- in fact in 2020/21 we spent more on our charitable activities than we have in any previous year. This is due in no small part to the very prudent approach taken in part through necessity as part of our Covid-19 response.

Overheads for the Charity remain low at £98k. A large part of this is the result of the downsizing of the Charity’s head office in London. Subsequently a small bank of hot desks has been taken by the Charity at significantly less cost than the cost of the previous office. With a new approach to hybrid working it is likely that a reduced head office space will be what is required for the foreseeable future.

Overall we finished the year being able to carry forward £602k in funds, a decrease from £655k the previous year. This represents a robust position in which to start the new financial year.

3.2 Reserves Policy

Understandably a more prudent approach to reviewing our level of reserves was taken this year. The charity’s reserves policy states that unrestricted reserves are to be a maximum of six months unrestricted expenditure. Due to the impact of Covid-19 the Board of Trustees agreed that in the short term it aims to hold a higher level of reserve due to ongoing uncertainty about the economic climate resulting from Covid19 and lockdown.

Review of the reserves policy remains a prudent action taken at each Board meeting. In addition a monthly meeting takes place between the CEO, Chair and Treasurer at which the financial position of the Charity is reviewed with a focus on monthly financial activity. Trustees are aware that, maintaining a higher level of reserves may deter some funders from supporting Jo’s however it is hoped that funders will largely understand the importance of prudency and risk-management which forms part of the Board’s decisionmaking process. It is hoped that, when we find ourselves in a post-pandemic environment, the Board can revert to an annual review of the reserves policy with the possibility of a lower level of reserves being retained.

In short, the reserves policy for the Charity requires the following:

• Reserves to be maintained at a balanced level which ensures that Jo’s Cervical Cancer Trust’s core activity can continue during a period when the level of voluntary income (which by its very nature is uncertain) is significantly reduced and which allows the anticipated additional expenditure on charitable output, in line with its strategic plan, to take place (typically 4-6 months unrestricted expenditure)

• The planned level of reserves to be maintained in a readily realisable form. Currently all reserves are kept in cash. There is no plan currently to invest cash in the longer term as it may be required if fundraising drops however this is something the Board will review intermittently.

3.3 Remunerations Policy

Trustees understand that the goal of a charity’s pay policy should be to offer fair pay to attract and keep appropriately qualified staff to lead, manage, support and deliver the charity’s aims. It should always be consistent with these aims and recognise that for certain charities it’s possible to attract senior executives with lower pay than public or private sector market rates.

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Trustees are responsible for setting remuneration levels for the charity’s most senior staff. In Jo’s these staff are members of the Senior Leadership Team. Recommendations on the salary for the Senior Leadership Team will be made by the CEO to the Board whilst CEO remuneration is the decision of the Board. To set appropriate pay and rewards for these staff requires making informed judgments and following the charity’s governance and constitutional arrangements. In deciding remuneration and reward levels for the Senior Leadership Team, Trustees consider:

Whilst the executive team have the ability to recruit replacement roles at the same pay level any proposed changes to salary, or creation of new posts for which a salary needs to be decided, should be presented to the Board together with a rationale for the salary level. The rationale should include benchmarking against similar roles within Jo’s and across the sector.

This year the Board recruited a new CEO to Jo’s. This CEO lives in Yorkshire and agreed that all travel and accommodation costs relating to their need to be in London would be met personally by the CEO.

There is a need for a new, organisation-wide remunerations and reward framework linked to a revised banding and grading system which will improve further some of the decision-making relating to positions throughout the Charity. This will be a piece of work over the coming years.

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3.4 Investment Policy

Jo’s does not have any investments as all funds are kept in cash to retain liquidity as we emerge from the pandemic. Jo’s has on its Board an investment manager who provides oversight and advice on this area.

3.5 Recovery and Resilience Fund Loan (RRLF)

In May 2020 the Charity successfully secured a £200,000 loan from the Recovery and Resilience Fund (RRLF) in order to provide additional security during a time of acute financial uncertainty. The RRLF is part of the Government’s Coronavirus Business Interruption Loan Scheme and the loan is for 3 years, unsecured with no capital repayable or interest charged in the first 12 months. It was decided by the Board that it would be prudent to retain this loan but repay the capital over two years. This decision was based on continued uncertainty, such as change of senior leadership and the continued pandemic. It has not been necessary to draw on the loan, nor is it expected to be necessary over the life of the loan; it remains in the bank as a ‘safety blanket’.

4.0 Governance and Risk Management

4.1. Structure

Jo’s Cervical Cancer Trust is governed by a Board of no more than twelve trustees led by a Chair and with support from the Treasurer.

Day-to-day running of the Charity is given by the Board to the Chief Executive Officer who leads a Senior Leadership Team made up of four heads of functional areas. The Chief Executive Officer provides internal and external leadership for the Charity, is responsible for the operational delivery of the Charity’s plans and objectives, and supporting the Board in terms of strategic direction, governance and assurance. The Heads of Department, who form the Senior Leadership Team, are responsible for:

4.2 How Decisions are Made

Delegated responsibility for some decisions rest with the CEO with some decisions resting with members of the team. For instance, once the annual budget is agreed, Heads of Department have authority to spend in line with their budget line.

Ultimately the Board decides the strategy, financial plans and budget for the organisation in line with a set of financial regulations. During Covid-19 and lockdown, an unprecedented level of decisions needed to be made at speed so a sub- group consisting of the Charity’s Chair, Treasurer, Chief Executive and Deputy Chief Executive met weekly to review the current financial situation in order to keep a closer eye on the operations of the Charity with a particular focus on the financial position. With the advent of the new CEO in May, this group initially continued to meet, in part to seek assurance but also to support the new CEO however the group now meets on a monthly basis to review the accounts. There is still the need to make some decisions outside of the cycle of Board meetings in which case the CEO meets with the Chair and Treasurer with a recommendation on any subsequent decisions agreed by the Board.

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The Board typically meets quarterly (four times a year). During the pandemic all meetings have moved to a virtual format. Like many charities the benefit of enabling virtual access to a meeting has created more inclusivity meaning it is easier for Board members to join a meeting from their home, wherever that may be across the country. It is envisaged that a hybrid model will be the standard for future meetings.

4.3 Risk Management

All risks identified by the Charity are codified into a risk register. This register uses a RAG (Red, Amber, Green) rating to assess the likelihood and impact of a risk, mitigating actions to reduce the risk are identified. Recently the practice relating to the risk register has changed with greater participation from the whole of the team in the identification of possible risks and remedial action required. The risk register is presented to the Board at each meeting, and discussed with the CEO taking away remedial actions to be implemented.

At the end of the financial year, these were the most significant risks identified:

1. Adequate staffing to deliver our charitable objectives (16/25)

2. Coronavirus (25/25)

4.4 Recruitment and Training of Trustees

The Board were sad to see the departure of Tessa Bamford and Rebecca McCreath and would like to thank them for their hard work and dedication to Jo’s over the years.

A skills and a diversity audit undertaken in the previous year shaped the approach to recruiting three new trustees to the Board. In a bid to improve the diversity of the Board and to broaden and deepen the skills on the Board, an externally facing recruitment process took place. We were delighted to welcome Amelia Chong, Julie Mogridge and Charlotte Raines to their first meeting in June. Amelia has a career in public policy and campaigning in charities as well as with the NHS and Charlotte is an experienced head of operations in a global charity. Julie has a career in law but joins the Board as a patient representative. Currently the gender balance of the Board is seven women and four men. Further work to map out diversity and create an aspiration of more diversity within the Board is being undertaken at the time of writing this report. The work to improve diversity at Board level and beyond will be reported on in more depth in the 21/22 review.

Trustees undertake an induction which includes meetings with key members of the Jo’s team and they are introduced to key charity documents. In addition, Trustees are encouraged to participate in externally provided specialist training on subjects such as governance, legal duties of trustees, fundraising etc. Increasingly trustees are invited to training sessions in which the staff are participating. Trustees are encouraged to take responsibility for their own learning, highlighting areas where they feel they may have a skills gap and being encouraged to attend training to fill these gaps.

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At the time of writing this report it recognised that our long-standing Chair, Clodagh Ward, is due to retire from the Board in spring 2022. A sub-group of the Board is taking forward the recruitment process for a new Chair who is hoped will be in post in time for a suitable handover at the February Board meeting.

It is recognised that, by the nature of the work they undertake in both a paid and voluntary capacity, Trustees are likely to have conflicts of interest from time to time. A Conflicts of Interest policy is in place to which all Trustees are bound and which is policed during meetings and for outside activities. An opportunity for all Trustees to declare any conflicts of interest takes place at the beginning of each Board meeting and these are managed according to the policy. Any conflicts which arise outside of meetings are raised with the Chair and managed accordingly.

In the year one issue was raised with the Information Commissioner’s Officer (ICO) which was found in favour of the complainant. This related to a right to erasure and the Charity complied with the actions requested by the IOC immediately.

4.5 Fundraising Standards, Regulation and Compliance

The Charity subscribes to the Fundraising Regulator and through this adheres to the Codes of Fundraising Practice in all its fundraising activities. Through this guidance, policies and working practices relating to working with vulnerable supporters, handling of complaints and ethical considerations are in place. The CEO and other members of the fundraising team are members of the Chartered Institute of Fundraising, giving them access to specialist interest groups and emerging best practice and legislative changes in fundraising.

Jo’s Cervical Cancer Trust does not sub-contract elements of its fundraising activities to telephone or marketing agencies and undertakes all its correspondence and contact with donors in-house. The charity does benefit from fundraising activity where it has been selected as a beneficiary. This includes the Women V Cancer challenge events organised by Dream Challenges in support of three women’s cancer charities. This relationship is covered by a contract with two governance meetings a year and detailed regular updates provided which includes projected income and participant numbers.

For members of the public who fundraise on their own initiative, the Charity has a fundraising guide which recommends safe and legal practices; fundraisers are encouraged to stay in contact with Jo’s staff in order to maintain best practice and so support can be provided. Contracted partnerships, say with corporate partners (commercial participators) or individuals, state that they are not representatives of, or employed by, Jo’s Cervical Cancer Trust.

The Charity received no complaints in relation to its fundraising in the year.

We are grateful for the donations we receive each year from the pharmaceutical and pharmaceutical technology industries, donations which remain a relatively small proportion of our overall income. To remain open and transparent with our supporters on income from pharmaceutical companies these were the donations received in 2020/21:

This equates to 4.1% of Jo’s overall income and sits within our policy of raising no more than 5% from pharmaceutical companies.

Page 18

JO’S CERVICAL CANCER TRUST

REPORT OF THE TRUSTEES (Continued)

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also the directors of Jo’s Cervical Cancer Trust for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including Financial Reporting Standard 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

AUDITORS

The auditors, Knox Cropper LLP, will be proposed for re-appointment at the forthcoming Annual General Meeting.

This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

APPROVAL

This report was approved by the Board of Directors and Trustees on 16th December 2021 and signed on their behalf by:

Clodagh Ward Hugh Grootenhuis -------------------------------------------------------------------------------------------------------

Page 19

INDEPENDENT AUDITORS' REPORT TO THE TRUSTEES AND MEMBERS OF JO’S CERVICAL CANCER TRUST

Opinion

We have audited the financial statements of Jo’s Cervical Cancer Trust (the ‘charitable company’) for the year ended 31[st] July 2021 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including a summary of 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 charitable company 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 ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditors’ report thereon. The trustees are responsible for the other information.

Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

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

Page 20

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF JO’S CERVICAL CANCER TRUST

(Continued)

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

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

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purpose 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 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 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 regulations made under those Acts.

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.

Page 21

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF JO’S CERVICAL CANCER TRUST

(Continued)

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed 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.

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. 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, for our audit work, for this report or for the opinions we have formed.

Simon Goodridge (Senior Statutory Auditor) for and on behalf of Knox Cropper LLP Chartered Accountants and Statutory Auditors

65-68 Leadenhall Street London, EC3A 2AD

16 December 2021

Page 22

JO’S CERVICAL CANCER TRUST

STATEMENT OF FINANCIAL ACTIVITIES

(INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT)

FOR THE YEAR ENDED 31[ST] JULY 2021

Notes
INCOME FROM
Grants and donations
3a
Activities for Generating Funds
3b
Investments
Other
TOTAL INCOMING RESOURCES
EXPENDITURE ON
Raising funds
Charitable Activities
4
TOTAL RESOURCES EXPENDED
Net Income and Net Movement
in Funds for the year
BALANCE BROUGHT FORWARD
BALANCE CARRIED FORWARD		 Unrestricted
Funds
Restricted
Funds
Total
2021
Total
2020
£
£
£
692,288
826,626
1,518,914
1,382,544
94,053
-
94,053
514,898
202
-
202
1,016
294
-
294
1,269
786,837
826,626
1,613,463
1,899,727
171,929
-
171,929
370,926
668,275
826,626
1,494,901
1,300,088
840,204
826,626
1,666,830
1,671,014
(53,367)
-
(53,367)
228,713
654,969
-
654,969
426,256
601,602
-
601,602
654,969

All amounts derived from continuing operations.

Page 23

JO’S CERVICAL CANCER TRUST BALANCE SHEET

AS AT 31[ST] JULY 2021

Notes
FIXED ASSETS
9
CURRENT ASSETS
Debtors
10
Cash at Bank and In Hand
CREDITORS: Amounts Falling
due within one year
11
NET CURRENT ASSETS
Total assets less current
liabilities
CREDITORS: Amounts Falling
due after more that one year
12
NET ASSETS
FUNDS
Restricted Funds
14
Unrestricted Funds :
General Reserve
15		 2021
£
179,379
950,813
1,130,192
(435,386)
£
4,134
694,806
698,940
(97,338)
601,602
-
601,602
601,602		 2020
£
£
8,701
190,502
1,150,055
1,340,557
(450,693)
889,864
898,565
(243,596)
654,969
-
654,969
654,969		 2020
£
£
8,701
190,502
1,150,055
1,340,557
(450,693)
889,864
898,565
(243,596)
654,969
-
654,969
654,969
898,565
(243,596)
654,969
-
654,969
654,969

The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies and with Financial Reporting Standard 102.

Approved on 2021 and signed on behalf of the board 16 December

Clodagh Ward Hugh Grootenhuis ................................................ …………………............................

Registered Company Number: 07111375

Page 24

JO’S CERVICAL CANCER TRUST

STATEMENT OF CASH FLOWS

AS AT 31[ST] JULY 2021

Statement of Cash Flows

OPERATING ACTIVITIES
Net income/(expenditure) for the reporting period
Depreciation charge
Interest payable
Investment income
(Increase)/decrease in debtors
Increase/(decrease) in creditors
(Increase)/decrease in stock
Net cash provided by/(used in) operating activities
INVESTING ACTIVITIES
Investment income
Purchase of equipment
Net cash provided by/(used in) investing activities
FINANCING ACTIVITIES
Repayment of borrowing
Cash inflows from new borrowing
Cash flows from financing activities
Change in cash and cash equivalents in the
reporting period
Cash and cash equivalents at the beginning of the
reporting period
Cash and cash equivalents at the end of the
reporting period		 2021
£
(53,367)
6,308
8,838
(202)
11,123
(161,565)
-
(188,865)
202
(1,741)
(1,539)
(8,838)
-
(8,838)
(199,242)
1,150,055
950,813		 2020
£
228,713
6,309
-
(1,016)
48,912
38,254
-
321,172
1,016
(7,298)
(6,282)
-
200,000
200,000
514,890
635,165
1,150,055
Analysis of changes in Net Debt
Cash and cash equivalents
Recovery and Resilience Loan Fund		 At 1.8.20
Cash Flows
At 31.7.21
£
£
£
1,150,055
(199,242)
950,813
(200,000)
8,838
(191,162)
950,055
(190,404)
759,651

Page 25

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31[ST] JULY 2021

1. ACCOUNTING POLICIES

(a) Basis of Preparation of Accounts

The financial statements of the charitable company have been prepared under the historical cost convention in accordance with the Charities SORP (FRS102 second edition – effective January 2019), Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and Companies Act 2006.

The charitable company constitutes a public benefit entity as defined by FRS102. The financial statements are presented in pounds sterling.

Judgements and key sources of estimation uncertainty.

Judgements and key sources of estimation uncertainty are detailed in the accounting policy where applicable.

(b) Going Concern

The Trustees have assessed whether the use of the going concern assumption is appropriate in preparing these financial statements. The Trustees have made this assessment in respect to a period of one year from the date of approval of these financial statements.

As detailed in note 2, the Trustees have considered the impact of Covid-19 on the charity and have concluded that there are no material uncertainties about the Trust’s ability to continue as a going concern.

(c) Tangible Fixed Assets and Depreciation

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided on a straight-line basis as follows:

Equipment: 33.33% on Cost

(d) Gifts in kind

Gifts in kind are included in the Statement of Financial Activities at the economic value to the charity where this is qualifiable and measurable.

(e) Income recognition

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Grants are recognised when the Trust has been notified in writing of both the amount and settlement date.

In the event that a grant is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period. This is estimated in the case of multi-year grants.

(f) Expenditure recognition

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Page 26

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31[ST] JULY 2021

All expenditure is accounted for on an accrual basis. All expenditure including support costs and governance costs are allocated or apportioned to the direct expenditure headings.

(g) FUNDS

Restricted funds are funds which are to be used in accordance with the specific restrictions imposed by the funder.

Unrestricted funds comprise those funds which the trustees are free to use for any purpose in furtherance of the charitable activities.

Further details for each category of fund are disclosed in Notes 14 and 15 respectively.

2. GOING CONCERN – COVID-19

Jo’s Cervical Cancer Trust, was significantly affected by the pandemic and the impact was immediate on our fundraising plans for summer 2020. This was due to face to face fundraising stopping, events being cancelled and the financial situation of many of our supporters sadly impacted. We acted quickly to try and secure the future of the charity. This included stopping projects, placing staff on furlough, salary cuts, giving up our office space and cutting back on every possible cost.

To enable the charity to act quickly, a sub group consisting of the charity’s Chair, Vice Chair, Treasurer, Chief Executive and Deputy Chief Executive met weekly to review the current financial situation in order to make speedy decisions and implement them to best protect the charity. Although the charity has now come through the initial crisis, this group continues to meet weekly. The full board of trustees agreed that the sub group should continue to meet regularly, with approval to make decisions if required without having to refer to the entire board.

To recoup the large loss of income the charity had to innovate, quickly launched an urgent emergency appeal, revamped our traditional annual face to face fundraising into a virtual format, and created a new campaign to encourage supporters to donate the cost of something they were not spending due to working from home. Many funders agreed to unrestrict existing grants, and we were successful in applying for emergency grants from both corporate and trust funders. This included financial support from the Department of Digital, Culture, Media & Sport, who supported our information and support services at such a critical time.

Additionally, the charity was successful in applying for a £200,000 loan from the Recovery and Resilience Fund (RRLF) in order to provide extra financial back up if required. The RRLF is part of the Government’s Coronavirus Business Interruption Loan Scheme and the loan is for 3 years, unsecured with no capital repayable or interest charged in the first 12 months.

Following the appointment of a new CEO during the year, the charity is developing a new long term strategy including a 5 year financial plan.

Based on the above, the charity’s cash reserves and forecasts for the period to December 2022, the trustees continue to believe the charity is a going concern and have prepared the financial statements on that basis.

Page 27

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

3a. GRANTS AND DONATIONS

The analysis of grants and donations for the year is as follows:
Government grants
UK Government : Department of Health
Department for Digital, Culture, Music and Sport
Coronavirus Job Retention Scheme
Scottish Government : Glasgow
West Scotland
Over 50’s
Scottish Helpline
NHSE Screening Recovery
RM Partners
Other grants
Companies and organisations
Trusts
Public donations and fundraising
Donation-in-Kind - Google Adwords (See Note 18)
Legacies
CTIVITIES FOR GENERATING FUNDS
The analysis of activities for generating funds for the year is as
follows:
Tribute Funds
Challenge Events
Christmas Cards		 2021
2020
£
£
19,142
69,534
290,738
143,963
33,038
79,244
50,186
43,404
101,325
53,952
104,593
45,704
4,990
-
158,204
-
39,378
-
32,000
63,585
128,544
211,662
72,507
80,156
170,056
336,097
288,785
255,243
25,428
-
1,518,914
1,382,544
35,624
17,089
58,129
497,583
300
226
94,053
514,898

3b. ACTIVITIES FOR GENERATING FUNDS

4. CHARITABLE ACTIVITIES

------------------- 2021 ----------------

HARITABLE ACTIVITIES ------------------- 2021 ----------------
Support Services
Information, Education and
awareness
Eradicate Cervical Cancer
Campaign
COVID 19 Support		 Direct
Costs
Administrative
Support
Costs
Total
2021
Total
2020
£
£
£
£
127,022
8,930
135,952
229,161
564,274
39,664
603,938
644,214
256,486
18,029
274,515
268,797
448,941
31,555
480,496
157,916
1,396,723
98,178
1,494,901
1,300,088

Page 28

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

4. CHARITABLE ACTIVITIES (continued)

For the prior year

Support Services
Information, Education and
awareness
Eradicate Cervical Cancer
Campaign
COVID 19 Support		 ------------------- 2020 ----------------
Direct
Costs
Administrative
Support
Costs
Total
2020
£
£
£
208,908
20,253
229,161
587,286
56,928
664,214
245,044
23,753
268,797
143,963
13,953
157,916
1,185,201
114,887
1,300,088

5. ADMINISTRATIVE SUPPORT COSTS

Legal and Professional
Premises and Office
Facilities
Office costs
Governance (Note 6)		 ------------------- 2021----------------
Support
Services
Informatio
n
Services
Eradicat
e Cancer
COVID1
9
Support
Total
2021
Total
2020
£
£
£
£
770
3,414
1,589
2,715
8,488
7,001
2,552
11,337
5,277
9,020
28,186
57,458
4,720
20,968
9,759
16,682
52,129
32,972
849
3,771
1,755
3,000
9,375
17,456
8,891
39,490
18,380
31,417
98,178
114,887

Administrative Support Costs are analysed between charitable activities and included in Note 3 above.

For the prior year

Legal and Professional
Premises and Office
Facilities
Office costs
Governance (Note 6)		 Support
Services
Information
Services
Eradicate
Cancer
COVID 19
Support
Total
2020
£
£
£
£
£
1,236
3,469
1,447
849
7,001
10,128
28,471
11,880
6,979
57,458
5,812
16,338
6,817
4,005
32,972
3,077
8,650
3,609
2,120
17,456
20,253
56,928
23,753
13,953
114,887

6. GOVERNANCE

Salaries
Trustee Expenses
Audit Fee		 2021
2020
£
£
9,375
14,573
548
663
3,852
2,220
13,775
17,456

Page 29

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

7. STAFF COSTS

Wages and Salaries
Social Security Costs
Pension Costs
Redundancy costs
The average number of staff employed during the period was:		 2021
2020
£
£
770,309
778,183
75,045
78,006
49,477
57,082
1,614
-
896,445
913,271
No
No
24
24

At 31 July 2021 Jo’s Cervical Cancer Trust had 24 employees (2020: 23)

In 2021, no member of staff received remuneration over £60,000 (2020 – one between £80,000-£90,000).

The remuneration of Key Management Personnel amounted to £287,082 (2020: £335,293).

8. TRUSTEES

The Trustees do not receive any benefits or remuneration for their services.

9. FIXED ASSETS

Cost:
At 1stAugust 2020
Additions
At 31stJuly 2021
Depreciation:
At 1stAugust 2020
Charge for the period
At 31stJuly 2021
Net Book Value:
31stJuly 2021
31stJuly 2020
10.
DEBTORS
Prepayments
Accrued Income
Other debtors		 Equipment
£
2021
44,952
1,741
46,693
36,251
6,308
42,559
4,134
8,701
2021
£
151,419
24,436
3,524
179,379		 2020
£
188,212
1,100
1,190
190,502

Page 30

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

11. CREDITORS : Amounts falling due within one year

within one year
2021 2020
Deferred income £ £ £ £
Department of Health - 19,142
Scottish Government (Glasgow) - 50,186
Scottish Government Statutory Fund 86,888 125,495
Scottish Government (Over 50’s) - 104,592
Scottish Helpline 1,876
Department of Digital, Culture, Media and - 39,690
Sport
Masonic Charitable Foundation - 6,320
St James’s Place Charitable Foundation 23,440 31,320
City Bridge - 7,357
Shanly Foundation - 1,500
Petra Trek 45,387 -
RM Partners 23,342 -
NHSE 16,198 -
Merck 10,120 -
North East London Alliance 24,067 -
231,318 385,602
Accruals 3,600 2,040
Other Creditors 82,973 38,697
Payroll Taxes 23,671 24,354
Recovery and Resilience Loan Fund 93,824 -
435,386 450,693
12. CREDITORS : Amounts falling due
after more than one year
2021 2020
£ £
Deferred income - Scottish Government Statutory Fund - 33,596
St James’s Place - 10,000
Recovery and Resilience Loan Fund (see below) 97,338 200,000
97,338 243,596

In May 2020 the Charity successfully secured a £200,000 loan from the Recovery and Resilience Fund (RRLF) in order to provide additional security during a time of acute financial uncertainty. The RRLF is part of the Government’s Coronavirus Business Interruption Loan Scheme and the loan is for 3 years, unsecured with no capital repayable or interest charged in the first 12 months. It was decided by the Board that it would be prudent to retain this loan but repay the capital over two years. This decision was based on continued uncertainty, such as change of senior leadership and the continued pandemic. It has not been necessary to draw on the loan, nor is it expected to be necessary over the life of the loan; it remains in the bank as a ‘safety blanket’.

Page 31

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

13. DEFERRED INCOME

EFERRED INCOME
Department of Health
Scottish
Government
(Glasgow)
Scottish Government
Statutory fund
Scottish Government (Over
50’s)
Dept for Digital, Culture,
Media and Sport
Other:
St James’s Place
Charitable Foundation
Masonic Charitable
Foundation
City Bridge
Shanly Foundation
RM Partners
NHSE
Merck
North East London Alliance
Scottish Helpline
Petra Trek		 Balance
1/8/20
New income
Released to
Statement of
Financial
Activities
Balance
31/7/21
£
£
£
£
19,142
-
(19,142)
-
50,186
-
(50,186)
-
159,091
-
(72,203)
86,888
104,592
-
(104,592)
-
39,690
251,048
(290,738)
-

41,320
3,000
(20,880)
23,440

6,320
-
(6,320)
-
7,357
-
(7,357)
-
1,500
-
(1,500)
-
-
49,787
(26,445)
23,342
-
174,402
(158,204)
16,198
-
15,000
(4,880)
10,120
-
37,000
(12,933)
24,067
-
6,866
(4,990)
1,876
-
45,387
-
45,387
429,198
582,490
(780,370)
231,318

Page 32

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

14. RESTRICTED FUNDS

ESTRICTED FUNDS
For Support Services
For
Information
and
Education Services
Eradicate Cervical Cancer
Campaign
COVID 19 Support
Coronavirus Job Retention
Scheme
Prior year
For Support Services
For Information Services
Eradicate Cervical Cancer
Campaign
COVID 19 Support
Coronavirus Job Retention
Scheme		 Balance
1/8/20
Incoming
Resources
Resources
Expended
Transfers
Balance
31/7/21
£
£
£
£
-
65,700
(65,700)
-
-
-
48,237
(48,237)
-
-
-
230,709
(230,709)
-
-
-
448,942
(448,942)
-
33,038
(33,038)
-
-
-
826,626
(826,626)
-
-
Balance
1/8/19
Incoming
Resources
Resources
Expended
Transfers
Balance
31/7/20
£
£
£
£
-
37,585
(37,585)
-
-
-
38,070
(38,070)
-
-
212,594
(212,594)
143,963
(143,963)
79,244
(79,244)
-
-
-
511,456
(511,456)
-
-

Restricted funds represent donations and grants restricted for use on particular areas of the Trust’s work.

15. UNRESTRICTED FUNDS

General Reserve
Prior year
General Reserve		 Balance
1/8/20
£
654,969
654,969
Balance
1/8/19
£
426,256
426,256		 Net
Incoming
Resources
£
(53,367)
(53,367)
Net
Incoming
Resources
£
228,713
228,713		 Balance
31/7/21
£
601,602
601,602
Balance
31/7/20
£
654,969
654,969

16. COMMITMENTS UNDER OPERATING LEASES

The Trust has amended the licence agreement for its office accommodation on September 2020 to reflect the reduction in desks used. The licence has a 3 months notice. Under the revised agreement the annual fee charge is £14,094 (2019-20: £14,094).

Page 33

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

17. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Tangible Fixed Assets
Cash
Debtors
Liabilities		 Unrestricted
£
4,134
950,813
179,379
(532,724)
601,602		 Restricted
£
-
-
-
-
-		 Total
2021
£
4,134
950,813
179,379
(532,724)
601,602
Prior year
Tangible Fixed Assets
Cash
Debtors
Liabilities		 Unrestricted
£
8,701
1,150,055
190,502
(694,289)
654,969		 Restricted
£
-
-
-
-
-		 Total
2020
£
8,701
1,150,055
190,502
(694,289)
654,969

18. DONATED SERVICES

In 2020-21 and the previous five years, the Trust received free advertised space on Google search pages under the Google Awards Scheme amounting to £288,785 (2019-20: £255,243).

19. RELATED PARTY TRANSACTIONS

There were no related party transactions in the year (2020: none).

20. TRADING SUBSIDIARY

Jo’s Cervical Cancer Trust Trading Limited (Company number 08158265) was incorporated in the UK as a wholly owned subsidiary of the Jo’s Cervical Cancer Trust, with an issued share capital of £1. The company has not undertaken any activities in the current or previous year.

Page 34

JO’S CERVICAL CANCER TRUST

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31ST JULY 2021

21 . COMPARATIVE FIGURES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Income from
Grants and donations
Activities for generating funds
Investment income
Other income
Total incoming resources
Expenditure on
Raising funds
Charitable activities
Total resources expended
Net Income/(Expenditure)
before transfers
Transfers to/(from) Restricted
Funds
Net Income/(Expenditure)
after transfers
Balance at 1stAugust 2019
Balance at 31stJuly 2020		 Unrestricted
Restricted
Total
Funds
Funds
2020
£
£
£
871,088
511,456
1,382,544
514,898
-
514,898
1,016
-
1,016
1,269
-
1,269
1,388,271
511,456
1,899,727
370,926
-
370,926
788,632
511,456
1,300,088
1,159,558
511,456
1,671,014
228,713
-
228,713
-
-
-
228,713
-
(22,545)
426,256
-
426,256
654,969
-
654,969