2023-03-31-accounts

Solving Kids, Cancer Annua gp.ort G Accounts 202 23

Jessica

WHO IS ON OUR COVER? In April 2021, Jessica was diagnosed with neuroblastoma and she began standard frontline treatment. The disease did not respond as hoped. Jessica was then enrolled in a clinical trial in Southampton called MiNivAn. This trial is being co-funded by Solving Kids’ Cancer UK.

Jessica has now completed all of her treatments and has no evidence of active disease. She has started attending nursery and is enjoying life away from the hospital.

We have supported the family throughout their journey and continue to be there to share their important milestones.

Our vision

Solving Kids’ Cancer UK’s vision is a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

Our mission

Helping those affected by neuroblastoma, an often aggressive and deadly childhood cancer, by:

• Initiating and funding best-in-class clinical research

Providing hope, information and support to families throughout their cancer journey

• Raising awareness of childhood cancer, advocating and campaigning for

• positive change.

Contents

03 Our year

04 An introduction from our

• Chair of Trustees

• 07 Welcome from our Chief Executive Officer

• 08 Strategic Plan 2022-2027

• 10 Research

12 Support

• 14 Awareness

• 16 Your support

• 19 Events

• 20 Achievements & performance 2022-23

• 22 Future plans

• 23 Structure, governance & management 26 Our legal & administrative details 27 Our finances

• 32 Independent auditors report 35 Financial statements and notes

• 59 Thank you

Our year

olving Kids’ Cancer UK’s’ vision is a future where no child dies of the childhood cancer neuroblastoma or S suffers due to the treatment they receive. Every two weeks a child in the UK with neuroblastoma dies. Help us to change this outcome.

We are a small but mighty parent-led charity with children firmly at our heart. We are striving for better outcomes for children and families affected by neuroblastoma, both now and in the future. In every conversation, we amplify their voice and ensure their needs are at the heart of all we do.

We will not stop until children with neuroblastoma, in the UK and beyond, have access to the treatment they need, when they need it, as close to home as possible.

Over the last year, we have:

• Delivered the first year of our ambitious strategy , strengthening our team and wider infrastructure.

• Supported over 400 families by providing emotional, practical and financial support which includes 76 families who are new to the charity.

• Formed the ACTION Consortium , a group of five

• charities from across North America and Europe, to launch the largest-ever research grant call dedicated to neuroblastoma at $2 million.

• Led and facilitated the first cross-party roundtable

• of MPs in Westminster , focussed on the challenges faced by neuroblastoma families in accessing novel treatment options.

• Developed a Solving Kids’ Cancer UK Family Support Service-led coaching programme for families in post-treatment or bereavement.

• Supported 20 families from across the UK and Republic of Ireland to enable them to access

• treatments and clinical trials not currently available within the NHS.

• Collectively saved families over £150,000 by negotiating treatment costs with instituitons.

• Welcomed over 400 participants from 39 countries to our third Neuroblastoma Parent Global Symposium .

• Reached more families of children diagnosed with neuroblastoma at an earlier point, providing 35 Big Love Fund grants to families and 52 Care & Connect Support Bags to children.

• We had eight Research Programmes and grants in funding during the year.

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Welcome

Introduction from our Chair of Trustees

Our campaign launch was spearheaded by six-year-old Beau from West Yorkshire, who was diagnosed with neuroblastoma in December 2020. Beau and her mum, Shirley, received support from Solving Kids’ Cancer UK and, after Beau’s neuroblastoma returned, she participated in the MiNivAn trial we are co-funding. Tragically, despite everything, Beau’s cancer progressed further and in June, just before her seventh birthday, she died.

his year marks 10 years since my son, Adam, died of neuroblastoma. He was diagnosed in 2009, aged five, and spent the next four T years in treatment. As I reflect now, some things have changed for the better since then, yet at the same time so much remains the same. For children diagnosed today, survival for high-risk neuroblastoma is still no more than a 50-50 chance.

Evidence of how things have changed is seen in the ‘Stories of hope’ section of our new website, launched as part of our brand refresh. Here you can read about children, many supported by Solving Kids’ Cancer UK, who have completed treatment and are in remission from their cancer.

Things have changed – yes – but too much remains the same. There is still so much work to do so that one day all children with neuroblastoma survive their disease and go on to lead long and healthy lives. This is the vision that drives us and that we continue to work towards every day. Enabled only by the commitment, kindness, and generosity of everyone who supports us in our mission.

While there have been improvements for newly diagnosed neuroblastoma, there are few good options for children whose disease is resistant to initial therapy or that later comes back. Research into neuroblastoma is critically underfunded. Clinical trials overwhelmingly depend on charities to initiate and fund them. This year, along with charity partners from Europe and North America, we launched our latest initiative seeking to deliver the most innovative and impactful clinical trial possible for children using our shared funding model. The fact we currently lack the financial firepower to drive more major improvements to benefit children is a source of profound frustration. Clinical trials are costly, complicated and painstakingly slow. It’s hard to overstate this and even harder to explain. Yet without clinical trials, we will never provide better treatments for children, regardless of the lab-based research conducted by scientists.

Nick Bird Chair of the Board of Trustees

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N I C K B I R D
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Delivering on our five-year strategy means a renewed and much stronger emphasis on campaigning and advocacy. The lack of focus on childhood cancer, the leading cause of death in children over the age of one, by successive UK governments cannot be allowed to continue. Last year, we participated in a roundtable meeting in Westminster with MPs from the three main political parties, before launching our ‘Back Britain to Beat Childhood Cancer’ campaign alongside the Daily Express. Our call for direct government investment to enable the UK to lead Europe in a transatlantic clinical trial for children with neuroblastoma could pave the way for accelerated progress across the childhood 02 solvingkidscancer.org.uk cancer landscape in the UK.

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forever 6
Beau
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On the other side of a storm is the strength that comes from having Gregory S. Williams navigated through it.

Welcome from our Chief Executive Officer

e have emerged from the multitude of challenges presented by the pandemic and then launched headlong into W a fragile economic climate that has affected both our community and our supporters in a host of different ways.

every day; from running to canoeing, from head-shaving to carol singing. Our supporters are dedicated and creative and each individual effort helps to make such a difference. I am so grateful to all of you who have supported us this year. I would particularly like to thank our Patron, Carl Cavers, for his continued and unwavering support. It is because of Carl that we have the incredible support of the amazing team at Sumo Group who have been such champions of our shared cause – my heartfelt thanks to all of you.

Despite these challenges, the charity has proven itself to be robust and resilient in the face of adversity and, if anything, these challenges have served to make us stronger and more determined than ever before. After all, we are here to support children facing neuroblastoma, one of the most aggressive cancers in its high-risk form. These precious children face unimaginable challenges each and every day – it is from them that we draw our strength and absolute determination to make a real difference.

Finally, I would like to say a personal thanks on behalf of myself and our team, to our dedicated Board of Trustees who continue to give their time freely to supporting the charity and providing expert advice and guidance to me as their Chief Executive Officer.

And so, we look to the future from a position of strength, motivated by our generous supporters and inspired by the children and families we support, we simply won’t stop until we achieve our vision of a world where no child dies from the childhood cancer neuroblastoma or suffers due to the treatment they receive.

The charity has now completed the implementation of the first year of our five year strategy and I’m pleased to report that we have delivered against all of the ambitious objectives we set for ourselves; from launching our most aspirational research grant call yet and piloting our new coaching programme for parents/carers, to engaging with political leaders to raise awareness of some of the barriers and challenges families face, we have laid the groundwork and set the pace for change and progress.

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Gail Jackson
Chief Executive Officer
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After reading this year’s review, I know you will feel, Gail Jackson
as I do, that the team at Solving Kids’ Cancer UK has Chief Executive Officer
once again evidenced their absolute commitment
and determination to providing bespoke support
to children and families facing neuroblastoma in the
here and now while focussing on improving outcomes
for children in the future through our dedicated
research and advocacy work. I am proud to work
alongside this incredible team and am thankful for
all that they do every day.
Of course, we couldn’t achieve all of this without the
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invaluable contribution of the individuals, families and
businesses who do their utmost to support our work
G A I L J A C K S O N
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Strategic plan 2022-2027

We are fighting for a future where no child dies of the childhood cancer neuroblastoma or suffers due to the treatment they receive.

Our work is driven by three key pillars

Support

Research

Reach ALL families

Accelerate clinical trial development

Every family of a child diagnosed with neuroblastoma in the UK will have access to our support service from the point of diagnosis.

We will focus on the development of new treatments by investing in clinical research and working with valued partners for maximum impact.

Broaden range of support

We will develop and expand our support offer in line with what families tell us they need.

Prioritise the needs of children

We will engage with families to identify areas of unmet need, challenging experts to find solutions and work together to deliver maximum impact through the research we fund.

Inform and support

decision-making

We will ensure families have access to the most current and scientifically robust data from around the world and support their decision to access the best treatment possible.

Foster collaboration

We will build and strengthen international partnerships to share expertise, best practice and resource, whilst building knowledge.

Awareness

Research advocacy

We will amplify the voice of the children and parents, seeking to advance science and understanding of the disease alongside patientcentric research.

Patient advocacy

We will champion the needs of individual children and their families, providing parent-led support around decision-making to improve treatment outcomes.

Awareness and campaigning

We will raise the profile and support the treatment needs of children with neuroblastoma and other childhood cancers with the general public, government and public bodies.

Our strategy

Our values

To underpin the delivery of our five-year strategy, our work will be guided by an internal implementation plan centred around three key enablers and a clear focus on our vision and values.

Caring

We care passionately about children with neuroblastoma, their families, and all those who care for them, including our staff, volunteers and supporters

Transparent

Sustainable

We will ensure our charity remains financially robust to deliver against our strategic objectives, securing the funds required.

We are open and honest about all that we do and how we do it.

Collaborative

Relationships are at the heart of our work – from the children and families we work with, to the individuals, organisations and networks that are involved in their care.

Good governance

We will continue to build a strong culture of compliance, transparency and continuous improvement at all levels of the organisation.

Inclusive

Our services are developed to ensure they meet needs and we aim to make them accessible to all.

Impact

We will measure and showcase the impact of our work and demonstrate return on investment to our supporters.

Determined

We lead with tenacity and are unfaltering in our drive to help, support and fight for children with cancer.

Hopeful

We have a strong sense of optimism and hope is at the heart of all that we do.

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Solving Kids Cancer UK Research

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Archie
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Leonardo
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e drive and invest in pioneering clinical research, focussed on finding treatments that are more effective W and less toxic.

an area with poor survival and no current standard of care. Our goal with this research grant is to challenge the research community to find better solutions for this underserved part of the neuroblastoma community.

Our research mission is led by parents of children affected by neuroblastoma, who have become experts in the field, allowing us to build a portfolio that has children and families at its heart. We are uniquely placed to use our influence, embedded position within the research community and reputation alongside our Association of Medical Research Charities (AMRC)-accredited research funding framework to make a difference for children.

SIOPEN High-Risk Neuroblastoma Study 2 UK sites – opening accelerating clinical trial development In 2020, we committed to majority fund the UK arm of the latest frontline trial for neuroblastoma, SIOPEN High-Risk Neuroblastoma Study 2, being implemented across Europe. However, opening these complex trials poses challenges due to limited resources in the UK healthcare system. As advocates for affected children and families, we are determined to ensure every child can access all available treatments, including clinical trials. Opening the high-risk 2 trial sites has been a top priority for our research team. We have addressed several barriers through conversations with the Solving Kids’ Cancer UK-funded neuroblastoma Senior Trials Coordinator at the Cancer Research Clinical Trials Unit at the University of Birmingham and involvement on the trial steering committee. Over half of the trial sites have now opened. We remain dedicated to this cause, ensuring prompt access to the trial at Principal Treatment Centres and preventing future neuroblastoma trial delays.

Clinical research brings the all-important hope that families need when facing a childhood cancer diagnosis. By investing in pioneering projects, we are working towards a future with improved outcomes for children with neuroblastoma, as well as bringing more options to the clinic for children who are in need now.

2022/23 summary

ACTION Consortium

– accelerating clinical trials development

We announced our largest-ever award, the international Advancing Clinical Trial Implementation and Optimisation in Neuroblastoma (ACTION) grant call. In collaboration with four like-minded non-profit organisations – Anticancer Fund, Kindred Foundation, The Evan Foundation, and Zoé4Life – we presented this ambitious grant call, valued at $2 million. This is one of the largest dedicated to neuroblastoma research. The focus is on novel treatments for relapsed high-risk neuroblastoma,

ALADDIN – prioritising needs of children and families/fostering collaboration

We are proud to be one of the 13 partners involved in the launch of the brand-new ALADDIN educational programme. Our collective mission is to accelerate the pace of childhood cancer drug development by empowering the current and future generations of researchers through education and knowledge.

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Arianna
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Arianna was diagnosed with stage 4 high-risk neuroblastoma in November 2021 and immediately began frontline treatment at Great Ormond Street Hospital. At the end of her induction chemotherapy, scans showed that her disease had reduced significantly, but not enough to move on to the next stage of treatment. At this point, Arianna was accepted onto the MiNivAn trial.

The MiNivAn study is a clinical trial at the University Hospital in Southampton, co-funded by Solving Kids’ Cancer UK. The trial is investigating new combinations of specialised radiotherapy and antibody therapies to treat neuroblastoma that has not responded fully to chemotherapy or that comes back after remission.

As a result, Arianna’s disease reduced even further which allowed her to progress on the standard treatment pathway as planned. She has now started immunotherapy which will be the final stage of her frontline treatment. Her family continues to admire her strength and confidence throughout this difficult journey, as the ‘real-life Wonder Woman’.

As one of the lead patient organisations involved in the project, we’re working to ensure that the scientific community is properly informed on the importance of involving patients in research. The programme successfully launched in 2022 after receiving funding through the EU ERASMUS scheme, with several educational activities now underway.

Advances in Neuroblastoma Research – fostering collaboration

This year we sponsored the 2023 Advances in Neuroblastoma Research meeting (ANR) that took place in Amsterdam. The meeting was attended by over 800 members of the scientific community, as well as patient representatives like ourselves. Of note at this year’s event, was that patient advocates appeared on the main agenda for the first time in ANR history, thanks to our active participation alongside other international charities. In the session titled: “How patient advocates can help improve the survival of children with neuroblastoma,” Chair of our Scientific Advisory Board (SAB), Professor Andy Pearson, led engaging talks and discussion, including a presentation by Chair of the Board of Trustees, Nick Bird, who shared the learnings from his journey from parent to expert advocate.

Patient Information Forum (PIF) Tick – prioritising needs of children and families

Solving Kids’ Cancer UK is now a certified member of the Patient Information Forum (PIF) Tick scheme as a Trusted Information Creator. This scheme is an independently-assessed quality mark for trusted health information. Having this accreditation and the robust process we have developed to achieve this, means we can now be certain that the health information we share is best fulfilling the needs of the children and families that we support.

2023/24 goals

• Complete ACTION Request for Application process in collaboration with our consortium partners.

· Engage in the planning of the next European frontline trial – High-Risk Neuroblastoma Study 3 to drive innovation.

• Facilitate the opening of the TITAN trial for ALK-positive high-risk neuroblastoma across Europe.

• Actively participate in and contribute to the Third Neuroblastoma Drug Development Strategy which will focus on the needs of children.

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Solving Kids Cancer UK Su ort pp

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Florentina
Bibi
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ur unique Family Support Service is dedicated to the neuroblastoma patient and parent community in the UK. The team O blends personal experience and acquired knowledge, as parents of children affected by neuroblastoma, with professional skills and experience. They provide expert advice on practical, financial and emotional burdens, as well as helping to guide families through often difficult, complex and fraught decision-making processes. Our service focusses on the here and now, easing the immediate burdens and pressures that a neuroblastoma diagnosis brings.

in bereavement with funeral and associated costs. During 2022/23, we gave out 35 grants to families.

Post-treatment support

We truly understand the conflicting emotions parents feel when their child’s treatment ends. It can be an overwhelming, isolating time full of worries and uncertainties. Our Family Support team has lived experience of this. We received National Lottery funding to develop our post-treatment support offer, which we recognise as an area of unmet need. In March 2023, we launched a carefully designed, pilot phase Coaching programme in partnership with Life After Cancer, specifically with oncology parents in mind. The aim of the programme has been to increase a parent’s physical, mental, emotional and social wellbeing and fulfil their potential after their child’s diagnosis, reducing the risk of mental distress.

2022/23 summary

Care & Connect Support Bags

In 2022/23, 52 families received our Care & Connect Support Bags, which have been carefully created for every family with a neuroblastoma diagnosis, based in the UK and in active treatment. Every bag contains specially selected items to support children and families during their hospital stays, as well as items to provide comfort and entertainment.

2023/24 goals

· Expand the Neuroblastoma Parents Global Symposium (NPGS) to include two content tracks, one focussing on the latest developments in neuroblastoma research and the other on psycho-social support for neuroblastoma.

Wow, Solving Kids’ Cancer UK really understands what oncology families need! We got an amazing box of goodies for all of us today. We’ve got the dreaded scans next week and a treat like this really helps. Thank you so much! Laura, Bibi’s Mum.

· Participate in the REDMAPP study which is an intervention to support parent treatment decisionmaking in relapse and refractory neuroblastoma. · Having been piloted in early 2023, officially launch the Post Treatment programme and design and launch the pilot phase of the Bereavement Coaching programme.

Big Love Fund

Inspired by Luke Wiltshire, who sadly passed away of neuroblastoma in 2021, we launched the Big Love Fund in June 2022. The fund was created for families affected by neuroblastoma, to support children or young people’s physical or emotional welfare and families

· Further develop our own working knowledge and relationships with institutions offering the most promising, innovative treatments such as CAR-T Cell therapy.

Peter

Peter was diagnosed with neuroblastoma in 2019. After complaining of backache, doctors identified a growth in his thorax pressing on his spinal cord, causing a spinal cord injury and leaving him with no movement in his lower body. After surgery, his parents were given the devastating news that the growth was intermediate-risk neuroblastoma.

Peter completed treatment and was disease-free in February 2020. Sadly, in August, scans showed that Peter had relapsed with disease spreading throughout his body, classing his relapse as high-risk and reducing his chances of long-term survival. His parents reached out to Solving Kids’ Cancer UK for support in understanding the treatment path ahead and the options available to Peter, as relapsed neuroblastoma is particularly difficult to treat. Peter was immediately enrolled on the BEACON study, part-funded by Solving Kids’ Cancer UK. His response to this was mixed, however it did clear disease in his bone marrow. After receiving radiotherapy to his skull, there were no further treatment options available for Peter unless his disease worsened, so the family decided to ‘wait and watch’ until his next scans.

Scans showed further shrinkage of the skull tumour and no progression of the disease. With these results and the support of Solving Kids’ Cancer UK, the family was able to enrol Peter on the DFMO study. They flew out to North Carolina to start a two-year treatment plan in early 2022. In July 2023, Peter’s scans showed that he had no evidence of active disease, but he will continue receiving treatment until January 2024.

Solving Kids’ Cancer UK have been key in helping us navigate relapse treatment options, fundraising for treatment in the US, organising the US trips, supporting us all emotionally and practically. Honestly don’t know where we’d be right now without their support! Mandy, mum to Peter

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Solving Kids Cancer UK Awareness

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Gail Jackson, Kim Leadbeater and Nick Bird
at the Westminster Roundtable, June 2022
Kayla
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Westminster Roundtable

longside our work in research and support, we are committed to raising wider awareness of neuroblastoma and its devastating impact. A We are striving to highlight the challenges in this complex landscape that are hindering efforts to improve the treatment and care for children. By working collaboratively across the paediatric cancer community and engaging with key decision-makers, we hope to deliver change at a national level for the benefit of children and families.

In June 2022, Solving Kids’ Cancer UK joined Kim Leadbeater MP and Tom Tugendhat MP, at a roundtable of experts in Westminster to advise on efforts to secure UK-led vaccine trials for children with cancer. Solving Kids’ Cancer UK was joined by parents of children with neuroblastoma – Shirley Hepworth and Claire Scott, as well as medical experts in the field. As part of our Family Support Service, Solving Kids’ Cancer UK has supported families to travel overseas to access clinical trials of potential new therapies that are not available in the UK. But this comes with an immense financial and emotional cost to families. With strong support from MPs, Kim Leadbeater and Tom Tugendhat, this roundtable opened the discussion of securing more government investment into ultra-rare children’s cancers like neuroblastoma to make more clinical trials available for children here in the UK. The benefits to this would be multi-faceted – by not only better serving children and families affected by neuroblastoma now, but also developing lasting infrastructure that would establish the UK as a leader in the field, allowing children to benefit far into the future.

Back Britain to Beat Childhood Cancer campaign

In January 2023, we launched our campaign in partnership with the Daily Express, titled ‘Back Britain to Beat Childhood Cancer’. To improve the treatment and outcome of neuroblastoma, clinical research must be accelerated, which is why we’re urging the government to act by investing in childhood cancer research. In the ongoing campaign, parents, politicians, clinicians and industry experts have shared their knowledge and views on how and why the government must better prioritise the needs of children with cancer.

External affairs strategy

As a charity that has long advocated for children with cancer, we know that we have the knowledge and expertise to facilitate real change. However, policy and public affairs is a new and complex world to Solving Kids’ Cancer UK. We were therefore thrilled to have partnered with OVID to develop our first formal external affairs strategy that sets out a five-year plan to push paediatric cancer and neuroblastoma up the policy agenda, while strengthening paediatric cancer research and access to clinical trials. The strategy will officially launch in September 2023.

Research advocacy

Chair of the Board of Trustees, Nick Bird, and Head of Research, Leona Knox, were asked to participate in the Children’s Oncology Group (COG) Spring meeting 2022 to discuss ways forward with determining the role of high-dose chemotherapy and stem-cell transplant in high-risk neuroblastoma. Leona helped open the half-day meeting by sharing a personal perspective and Nick helped close the meeting as the only advocate on the panel. COG leaders are now

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Beau
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Beau was diagnosed with high-risk neuroblastoma in December 2020, aged four. She immediately began frontline treatment, enduring chemotherapy, surgery, stem cell transplant, radiotherapy and immunotherapy. Before completing her treatment, her family were told that she had relapsed and that the cancer had returned in multiple places.

Despite continued efforts to treat the relapsed neuroblastoma, Beau’s disease spread. In May 2023, treatment was halted, and she and her family enjoyed life to the fullest for the time they could. Beau passed away one month later, at six years old.

Beau’s mum, Shirley, became connected with Solving Kids’ Cancer UK early on in their neuroblastoma journey. Shirley passionately advocates for change, not only for Beau’s sake but for every child and family that endure this devastating disease. She was instrumental in enabling the Westminster Roundtable in June 2022, inspiring Solving Kids’ Cancer UK to work at a new level to bring systemic change that will improve the lives of those affected by childhood cancer.

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Flora
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using the session to generate ideas for a future study in North America. Leona was also asked to present at the FDA Pediatric Subcommittee of the Oncologic Drugs Advisory Committee meeting in May 2022, to discuss the potential utility of an intermediate clinical endpoint (response to induction therapy) in high-risk neuroblastoma. We hope this will push for the acceleration of the evaluation of new therapies in high-risk neuroblastoma.

2023/24 Goals

• Launch and implement external affairs strategy.

• Consistent submissions to government consultations on health and cancer policy.

• Establish and grow SIOPEN advocate network.

• Continue to participate in clinical trial steering groups to accelerate progress.

• Initiate support programme for parents who are keen to become more involved in advocacy.

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Your support

Over the last year, we have been humbled by the support we have received from our community and event fundraisers and the ongoing support we have received from our corporate supporters. Highlights from the year include:

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and event fundraisers and the ongoing support
we have received from our corporate supporters.
Highlights from the year include:
A L E N K A ,
S KC F U N D R A I S E R
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Royal Parks Half Marathon

The Royal Parks Half Marathon 2022 was the charity’s biggest challenge event to date. Over 60 runners took part for #TeamSKC, all training and fundraising towards the same vision. Many were completely new to running but wanted to do something big to show their support.

and volunteers were there at two points along the course to cheer on runners in our team as they went past. We proudly had some of the loudest cheers on the course!

Runners met us at our post-event celebration in the festival village once they had completed their half marathon. Here they celebrated their incredible achievement with other runners, alongside food, drinks and goody bags. It was truly a day to remember and £45,000 was raised for Solving Kids’ Cancer UK.

Those participating took in some of the capital’s world-famous landmarks, on closed roads and within four of London’s eight Royal Parks – Hyde Park, The Green Park, St James’s Park and Kensington Gardens. A team of Solving Kids’ Cancer UK staff

GamesAid

We were delighted to continue our relationship and receive £20,000 from GamesAid – the UK video games industry-based charity.

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C A R L C AV E R S
S KC U K PAT R O N &
S U M O G R O U P C E O
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Canoe challenge

In June 2022, a group of fundraisers went coast to coast across Scotland in canoes. Starting at Fort William and finishing at the end of Loch Ness, the five-day adventure was an 85km route that included man-made canals, three Scottish lochs, and secluded sections of river with rapids. They took on this challenge in memory of Kitty Warburton and raised over £5,800 for Solving Kids’ Cancer UK.

This relationship means so much to us and the children and families we support. Children with neuroblastoma and their families are faced with immense challenges and as a small charity we are continually challenged to find the resources we need to ensure we can continue to be there to support them when they need us the most. We believe that GamesAid and its members truly understand this and help to make our families feel seen and heard. Gail Jackson, CEO, Solving Kids’ Cancer UK

Sumo Group

In 2022/23 we were able to launch our Care & Connect Support Bags thanks to Sumo Group’s generous donation. Stacey Smith, Sumo Group’s Head of IT Service Delivery, also sourced and gifted 100 tablets to include in the bags.

Sumo Group lent their video editing and production expertise to help us produce a charity film that will raise awareness of neuroblastoma and the support we provide. The filming took place in 2022/23 and was launched in May 2023.

Head shave

After volunteering abroad for three weeks across the summer of 2022, Connie came home and decided that she wanted to continue to give back. On the day of her return, she had her plaits cut off and her head shaved by her mum with dog clippers! She did all of this to raise funds of more than £1,200 for children with neuroblastoma.

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Events

Family Fun Day

Following the COVID-19 pandemic, we wanted to host a day in the summer that was as accessible as possible to all the families we support, where they could come together after a difficult couple of years of not being able to meet in-person. On 16 July 2022, we held our Family Fun Day which brought families together for a relaxed and child-inclusive event at the beautiful Knebworth House. Over 40 families attended and created connections while having a really good time. There was an array of activities for all ages and interests. Our friends at We Can Kick It, a US-based organisation dedicated to inspiring and empowering children and families affected by cancer, led football games and activities. There were plenty of activities for guests to enjoy together as a family, from giant lawn games to craft activities. There was also a wonderful BBQ lunch, fit for the glorious weather on the day!

Neuroblastoma Parent Global Symposium 2022

On 11 November 2022, we held our third Neuroblastoma Parent Global Symposium (NPGS) in partnership with Solving Kids’ Cancer US. The awardwinning global event aims to inform and empower families affected by neuroblastoma, connecting them with those who work to treat, help and support them.

The event welcomed over 400 participants who heard from world-leading scientific and clinical experts working to push boundaries in the treatment of neuroblastoma, as they provided updates on the latest cutting-edge research. It also included Q&A sessions with experts and virtual conversation rooms on specific topics where families could come together for peer support.

This event highlights how well connected the oncology world is and that we are fortunate to have so many amazing experts around the global searching for better treatments/cures for this devasting disease. Adam, Australia

Families can access all the content from the 2022 events on-demand at solvingkidscancer.org.uk We are grateful for the support from Norgine, EUSA Pharma, United Therapeutics Oncology, Sanofi, Y-mAbs Therapeutics Inc and GRC World Forums in making this event possible.

Festive hope

Our Christmas Carol Concert, on 8 December 2022, was our first in-person festive get-together for three years and it did not disappoint.

We were joined by none other than the EastEnders cast who formed their own choir and gave a brilliant performance. They even stayed behind at the end to meet guests and take plenty of selfies.

We had some magical performances from the London Show Choir and the London Oratory School Chamber Choir, which left everyone feeling warm and festive. And we also celebrated some of our heroes of 2022 who had such a positive impact on the neuroblastoma community during the year, including a special scientific award to Dr Juliet Gray for her continued exceptional contribution to neuroblastoma research and dedicated patient care.

The EastEnders choir performing at our Christmas Carol Concert in December 2022.

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Achievements & performance

The first year of our new strategy has been a busy and very successful one with significant progress made across each of our three key pillars – Research, Support and Awareness. This included a strong focus on maintaining and developing our lean infrastructure.

Research

Support

• Formed the ACTION Consortium, a group of five charities across the

• US and Europe to launch the largestever research grant call dedicated to neuroblastoma at $2 million.

• Reached more families than ever before through direct support from our Family Support Service team, one-off support grants, Care & Connect Support Bags and attendance of our Neuroblastoma Parent Global Symposium.

• Facilitated the opening of the UK’s frontline high-risk neuroblastoma trial across multiple UK sites.

• Launched the ALADDIN educational • Developed a Solving Kids’ Cancer programme alongside 13 multiUK family support post-treatment stakeholder partners, which aims programme for families in postto accelerate the pace of childhood treatment and bereavement. cancer drug development by empowering current and future • Provided 52 Care & Connect generations of researchers through Support Bags to children education and knowledge. diagnosed with neuroblastoma, containing toys, vouchers and

• • Sponsored and participated in the equipment during active and

• 2023 Advances in Neuroblastoma long-term treatment.

• Sponsored and participated in the 2023 Advances in Neuroblastoma

• Research conference.

• Appointed two new members to • Supported 20 families from across our Scientific Advisory Board: the UK and Republic of Ireland,

• Dr Julia Glade Bender, paediatric who raised over £1.6 million to oncologist and Vice Chair of enable them to access treatments Paediatric Clinical Research at and clinical trials not currently Memorial Sloan Kettering in New available within the NHS. York; and Dr Meredith Irwin, Chief of Paediatrics at the Hospital for • Provided over £121,000 in pastoral Sick Children in Toronto. grants to 58 families and launched

• • Certified as a PIF TICK Trusted the Big Love Fund in June 2022, providing 35 families with a

• Information Creator. financial support grant.

Awareness

• Worked with a range of stakeholders to develop our first ever external affairs strategy.

• Co-led the ‘Back Britain to Beat Childhood Cancer’ campaign launched in partnership with the Daily Express.

• Facilitated the first cross-party MP roundtable in Westminster, focussed on bringing more

• clinical trials to children with neuroblastoma in the UK.

• Advocated for the needs of

• children at an international level through contribution to the

• Children’s Oncology Group (COG) Spring meeting 2022 and the FDA Pediatric Subcommittee

• of the Oncologic Drugs Advisory Committee meeting in May 2022.

Inspire public support for the Charity

Strong governance and infrastructure

Images above, from left to right:

Nick Bird, Charity Chair of the Year Teddy and Jude.

• Raised £760k of unrestricted • After an extensive consultation income in a very challenging process, designed and economic climate. developed a new brand for the charity that more effectively

• • Had 60 runners in the Royal and accurately represents the Parks Half Marathon, one of our charity’s growth and evolution. largest ever challenge events.

• Contracted and procured a

• • Strengthened our digital new website to support our communications and social brand and reach.

• media infrastructure with the recruitment of a new role • Exceptional leadership from our of Digital Campaigns and Chair of Board of Trustees, Nick Marketing Officer. Bird, recognised by the Third Sector Awards, winning the

• • Welcomed many of our supporters award of Charity Chair of and families to our in-person the Year 2022. Christmas Carol Concert with tuneful support from the • Continued to effectively Eastenders Choir, London Show manage our costs to ensure Choir and the London Oratory we are a lean and agile School Chamber Choir. organisation, responsive to the needs of our community.

• Secured GamesAid funding for a seventh year running.

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Future plans

he charity has proven itself to be robust and resilient in the face of adversity and uncertainty as a result of the COVID-19 pandemic and T resulting fragile economic climate, but we are not complacent. We will continue to find ways to adapt and evolve our operating model to ensure we can continue to provide services to children with neuroblastoma and their families for many years to come.

We have made significant progress in the first year of our new strategy and have achieved all of the ambitious objectives we set for ourselves in year one, which focussed on securing a strong foundation and platform from which to build.

Year two of our strategy will see the charity consolidating the many changes made within year one, with a focus on embedding and continually improving and adapting the services we offer to ensure we are meeting the expressed needs of our community.

Over the next year we will:

• Continue to effectively and passionately advocate for children and families affected by neuroblastoma

• and work in partnership with the global neuroblastoma clinical and research communities, to help facilitate more effective and less toxic treatment options for children in the UK.

• Progress our most ambitious international Request for Applications (RFA) to date, together with our international partners through the ACTION consortium. This focusses on refractory and relapse neuroblastoma, calling for innovative approaches to accelerating clinical trials and evaluation of novel therapies.

• Build on the success of our parental engagement model through expansion of our Parent Involvement

• Forum through wider recruitment of new members and establishing a dedicated research advocacy group.

• Host our annual Neuroblastoma Parent Global Symposium, together with our partner in the US, and based on feedback from the global community, include a psycho-social track alongside the

• scientific and research track, to provide a broader range of information to support carers of children with neuroblastoma.

• Following the completion of our pilot

programmes, we will launch our Care & Connect Coaching programmes in 2023, which are a series of online sessions for parents of children diagnosed with neuroblastoma following the end of treatment, as well as for those in bereavement, focussing on parental wellbeing and life after cancer.

• Launch our first External Affairs Strategy, working collaboratively with a multi-stakeholder group, to proactively raise awareness of the barriers and challenges to progressing clinical trials in the UK and identify solutions that focus on accelerating progress towards bringing more effective and less toxic treatment options to children diagnosed with cancer, more quickly.

• Continue to grow and strengthen our fundraising pipeline through expansion of our corporate partnerships, development of an individual giving programme and further development of our named funds so that families have a supported way to raise funds in the name of their child that support the core activities of the charity.

• Recruit two additional Trustee Board members based on analysis of skills and experiences needed in accordance with the charity’s five-year strategy.

• Focus on collaboration through both enhancing existing relationships with organisations who share our values and ambitions for children facing

• cancer and their families, as well as building new partnerships; seeking to minimise duplication and coordinating efforts across all of our three key pillars of research, support and awareness so that more children and families can benefit from our collective efforts.

• Build on our efforts to address equity, diversity and inclusion across our organisation both internally and externally, ensuring we are meeting the needs of staff and volunteers, as well as beneficiaries of the charity’s services.

• Launch and embed our new brand and continue to develop our new CRM and website, ensuring we achieve maximum benefit from the investment which will include reaching more families in need and growing our database of supporters.

Structure, governance & mana ement g

Governing document

Public benefit

The Trustees give due regard to the public benefit provided by the charity in relation to its charitable purpose as set out by the Objects and due consideration to the relevant guidance issued by the Charity Commission. The Trustees will continue to ensure that the principal activities of the charity are to provide public benefit.

The Trustees, who are also Directors for the purposes of company law, present their report and the financial statements of the company for the year ended 31 March 2023.

The charity is controlled by its governing document, the Articles of Association, and constitutes an incorporated registered charity. The charity was incorporated on 30 March 2010 at Companies House, was entered in the Register of Charities on 20 April 2010 and is administered by the Trustees. At their discretion, the Trustees may spend all or part of the capital of the charity in furthering its Objects, in the following ways:

Board of Trustees

Solving Kids’ Cancer UK is governed by the Board of Trustees, chaired by Nick Bird. The Trustees determine the charity’s strategic direction and oversee progress against objectives. It is responsible for governance and for upholding the charity’s values. The charity must have at least two Trustees. The day-to-day running of the charity is the responsibility of the Chief Executive Officer.

• i) To raise funds. The Trustees must not undertake any substantial permanent trading activity and must comply with any relevant statutory regulations.

The Board of Trustees supports the principles of good governance set out in the new Charity Governance Code (see www.charitygovernancecode.org) and also the continuous improvement model which the Code promotes.

• ii) To buy, take on lease or in exchange, hire or otherwise acquire property and to maintain and equip it for use.

• iii) To sell, lease or otherwise dispose of all or any part of property belonging to the charity.

The Board receives ongoing training and development, including periodic technical briefings on neuroblastoma research, has joint sessions with the Chair of the Scientific Advisory Board and attends the annual Neuroblastoma Parent Global Symposium and other relevant conferences/meetings.

• iv) To borrow money and to charge the whole or any part of the property belonging to the charity as security for repayment of the money borrowed.

Aims and objects

The Board of Trustees has formal board meetings six times during the year. In accordance with the charity’s Articles of Association, Trustees must undertake to attend meetings regularly and any Trustee failing to do so may be duly removed from their position.

The charity’s objects (“Objects”) are specifically restricted to the following:

• To advance the understanding and treatment of cancer in children through the greater awareness, provision of equipment, access to treatment

• protocols in hospitals and medical centres and clinical research aimed at improved diagnosis and treatment anywhere in the world.

The quorum necessary for the transaction of Trustee business at an ordinary meeting is two Trustees. The nominated Chair has the casting vote for decisions where there is equal weighting.

• To advance the education, relieve the sickness and the poverty of persons living anywhere in the world through the provision of equipment,

• financial assistance and by any other charitable means that the directors in their absolute

• discretion think fit.

The Board selects and appoints new Trustees based upon their empathy with the Objects of the charity, skills and experience to help provide the appropriate level of governance and oversight for the charity to be effective, coupled with their ability to commit the necessary time for Board meetings and other key events.

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Structure, governance & mana ement continued g

During the year, the Board focussed on the launch of the new strategy and oversight of the first set of deliverables, including agreeing the new brand and agreeing new roles within the organisation. The Board also supported the expansion of the SAB to increase representation across North America. The Chair, Nick Bird, attended an MP roundtable with the CEO in June 2022 with a focus on Advocacy.

Trustee induction procedures include completing relevant training and working with staff and existing Trustees to understand the organisation and develop internal relationships, to include one-to-one meetings with the CEO, Chair of the Board, Trustees and members of the Leadership Team. The induction also covers governance processes, strategic planning and finance, so that new Trustees are equipped with relevant knowledge about the organisation and its priorities. New Trustees are provided with a Role Description and Person Specification and Board Code of Conduct.

Scientific Advisory Board

Solving Kids’ Cancer UK’s Scientific Advisory Board (SAB) is an independent body of experts who are responsible for providing expert guidance and support to help us achieve our research goals, as well as overseeing our robust, AMRC accredited grant award process. Their advice and recommendations are presented to the Board of Trustees via our research team.

Our SAB continues to play an active role in guiding the research-related work of Solving Kids’ Cancer UK and provides valuable feedback on our ongoing initiatives. The Project Monitoring Process was reviewed this year with the SAB guiding the revised approach to processes such as project extensions. The SAB received letters of intent for our latest international Request for Applications (ACTION) and gave scientific feedback to guide the final application.

The SAB also appointed two additional new members – one with specific neuroblastoma expertise and one non-neuroblastoma specific expert – which will further expand the capacity of the SAB and help reduce scenarios where a conflict of interest may arise, and proudly welcomed Dr Julia Glade Bender and Dr Meredith Irwin to the SAB.

The Trustees would like to extend their

wholehearted gratitude to every member of our Scientific Advisory Board, for their continued dedication to push the charity’s research goals forward, for the benefit of children with neuroblastoma in the UK and internationally. A special thanks goes to the Chair of our Scientific Advisory Board, Professor Andy Pearson, for providing his expertise and continued tireless commitment to help children with neuroblastoma and for his incredible enthusiasm and support for the work of Solving Kids’ Cancer UK.

Staff remuneration

All salaries, including that of the Chief Executive, are based upon an assessment of the employment market, the skill levels required, the size and financial performance of the charity and the salary levels required to obtain the services of the best staff.

Equity, diversity and inclusion

Solving Kids’ Cancer UK has a strong, caring ethos and is firmly committed to equity, diversity, and inclusion (EDI), which is integral to our new five-year strategy and values.

We are committed to embedding principles of equity, diversity and inclusion, ensuring that our operations, activities and services are designed and open for everyone to be included and to fostering culture, behaviours and practices in support of social justice.

EDI is fundamental to achieving our charity objectives to reach and be there for all families affected by neuroblastoma and for the health and wellbeing of all those we work with and exist for. We want everyone to feel included and believe in the importance of reflecting different perspectives, experiences and skills, including from those with lived experience of neuroblastoma, within our staff, board and volunteer teams.

We are not EDI experts, we don’t have all the answers, and we won’t always get it right – but this can’t and won’t hold us back. We are committed to learning, to listening and to creating safe spaces for difficult conversations that will inspire and lead to positive and lasting change.

Safeguarding

Our work and practice is underpinned by safeguarding principles with the aim of protecting children and young people and enhancing their welfare. Solving Kids’ Cancer UK always works in accordance with legislation, statutory guidance and best safeguarding practices. Solving Kids’ Cancer UK has robust safeguarding policies and procedures in place and all staff and Trustees receive dedicated safeguarding training upon induction with regular updates as required. All hiring managers are required to access Safer Recruitment training to ensure that our recruitment processes are robust with an emphasis on ensuring the safety and welfare of the children and families we support. All staff and Trustees are required to have a basic DBS check and clearance before commencing their role with Solving Kids’ Cancer UK and this is extended to any volunteer or service provider that may have regular direct interaction with the children and families we support. The charity reviews and revises safeguarding policies and procedures at regular intervals, at least annually, and has a designated safeguarding lead within the leadership team and a Trustee with designated safeguarding oversight.

Volunteers

The Trustees are extremely grateful for the considerable contribution made by the charity’s volunteers and fundraisers in support of children with high-risk neuroblastoma, including our Parent Involvement Forum members, our committed and generous Patrons Rob Brydon, Carl Cavers and, welcomed as a Patron just after the year end, Kellie Bright. We are grateful to all those who lend their time, expertise and resources in furtherance of our charitable objectives.

This extends to the significant contribution made by clinicians and researchers who advise the charity on the complex landscape of high-risk neuroblastoma treatment, as well as those individuals that assist the office team with administration activities necessary for us to achieve our aims and objectives. During the year, the charity was supported by a huge number of volunteers working virtually who collectively contributed over 2,000 hours and we are hugely grateful to them all.

We would particularly like to acknowledge the dedication and commitment of our Patron, Carl Cavers, Chief Executive Officer of the Sumo Group, for his unwavering support of our charity. Over the last year, Carl has raised wider awareness of the needs of children with neuroblastoma and their families through his participation in national and international racing championships and introduced our charity to his wider network, supporting the growth of our individual and corporate support.

Through Carl, the charity has benefitted from incredible support from the Sumo Group who alongside donating funds to support our Care & Connect Support Bags, lend the charity their varied skills and expertise and help raise wider awareness.

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Our legal & administrative details

Registered charity name

Chief Executive

Solving Kids’ Cancer UK (changed from Solving Kids’ Cancer UK Ltd on 25 August 2023)

Gail Jackson

Leadership Team

Anne Denman (Head of Fundraising and Communications left December 2022) Claire Hislop (Head of Operations) Danielle Russell (Head of Fundraising and Engagement – joined February 2023) Gemma Wadsley (Head of Strategic Finance) Leona Knox (Head of Research) Vicky Inglis (Head of Family Support Service)

Charity registration number

1135601 (England and Wales) SC045094 (Scotland)

Company registration number 07208648

Registered office

Auditors

Unit 02-03 Salisbury House, 29 Finsbury Circus London EC2M 5SQ

Shipleys LLP Chartered Accountants & Statutory Auditor 10 Orange Street, Haymarket London, WC2H 7DQ

Previous address

(until 11 September 2023) Coram Campus 41 Brunswick Square London WC1N 1AZ

Bankers

National Westminster Bank Church Road Branch London, NW4 4DS

Trustees

Investment managers

Nick Bird (Chair of the Board of Trustees) Joseph Tabone (Board Policy and Safeguarding Lead) Matthew G White (Equality, Diversity and Inclusion Lead) David Coulon (Treasurer) Alexandra Lane Dr Áine McCarthy

CCLA Investment Management Limited Senator House 85 Queen Victoria Street London, EC4V 4ET

Solicitors

Withers 16 Old Bailey London EC4M 7EG

Company Secretary Gemma Wadsley

Our finances

Overview

We showed strong resilience in our income and operations during the year, in the face of the challenging external economic environment and cost of living crisis. Our unrestricted income was 10% down on the prior year at £760,051. We invested as planned in our new strategy whilst ensuring spend remained lean and we reported an unrestricted deficit of £52,415 before transfers, in line with our plans to reduce our reserves back into the target range through planned investment.

Overall, we are reporting an organisational surplus of £965,677, which reflects the timing difference between families raising funds and spending funds and is also reflective of our Research Strategy with timing, meaning we had significant activity within 2022/23 with the resulting funding commitments occurring within 2023/24.

Income

Our total income for the year was £2,991,524 (2022: £3,579,609). This is made up of £760,051 of unrestricted funds (2022: £843,739), £1,614,036 of designated funds (2022: £2,413,207) and £617,437 of restricted funds (2022: £322,663).

Our unrestricted income is made up of voluntary and investment income, which supports all of our charity’s internal activities. This includes our family support provision – offering pastoral care to support families and providing evidence-based, impartial information to support parents in their choice of treatment options for their child and to access treatments and clinical trials if they are not available in the UK. It also includes our internal research team and infrastructure, all our fundraising activities and our operational running and governance. The majority of the remainder of our income relates to designated family funds which the Board have designated in the name of a child to support treatment options for that individual child and Income restricted to our Research Activities.

Whilst overall income has reduced by £588,085, this is largely as a result of designated funds which relates to income designated to family appeals with less families fundraising to travel abroad for treatment compared to the previous year.

Expenditure

Expenditure decreased slightly for the year at £1,884,851 (2022: £2,105,215). This reduction relates to families accessing treatment abroad which happened to be lower in this financial year. Family Support costs were down overall at £1,112,536 (2022: £1,246,284) as a result although Pastoral support to families has increased within this number. The phasing of Research commitments means that they fluctuate from year to year, with 2023 including one commitment extension at £38,379 (2022: £263,522). As noted as part of our new strategy, we have invested in our Family Support Service and Research teams as well as wider infrastructure such as website and our unrestricted expenditure has increased as a result to £862,928 (2022: £726,352). Our costs remain extremely lean.

Investments

Given the nature of the organisation, supporting very young children and their families, our investment objectives are primarily to invest in an ethically sound manner in order to protect the value of the charity’s assets against inflation and provide modest returns through a combination of income distribution and capital growth. In addition to being mindful of the nature of investments made on behalf of the charity, the Trustees’ appetite for risk is also influenced by the significant amount of funds that are designated for future purposes. The COIF Charities Ethical Investment Fund aims to provide a long-term gross return of 5% per annum net of inflation. Within this, the fund aims to deliver a consistent annual distribution of income and operate with a level of volatility (risk) that is no greater than 75% of the volatility of the UK equity market. The return performance for the year was -2% given the market decline in the year, however, over the last three years the figure is +10.63%, which is consistent with our aims. Investment income for the year was £107,438.

Following a volatile investment year, we are reporting an investment loss of £184,680 (2022: £289,123 gain). However, over the total period, since purchase the investment has given capital growth of £1,019,388.

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Our finances

continued

Reserves policy

The Trustees have adopted a reserves policy which they consider appropriate to ensure the continued ability of the charity to meet its objectives.

General funds are set aside to meet future costs to support our families and deliver our strategy. At the financial year-end, general funds were £959,981 (2022: £984,377).

General free reserves (undesignated funds excluding fixed assets) were £951,005 and represent 10.5 months’ undesignated expenditure.

Free reserves are calculated as follows:

2023 £ Total funds of the charity 13,333,320 Less: Restricted funds (2,012,688) Less: Designated funds (10,360,651) Less: Fixed assets held for charity use (8,976) £951,005

The Reserves policy currently states that six to nine months of essential running costs should be covered in order to meet its obligations in the short-term (£545,000-£817,000 based upon 2023/24 budget). This is based on an assessment of the organisational risk approach and funding model.

As part of our five-year strategy, we agreed Investment in service delivery and income generation ahead of income growth, with planned deficits across the first half of the strategy and this year’s deficit is the result of this plan. We have another deficit forecast for the 2024 budget which will bring our reserves position closer to the target range with the focus on fundraising investment, bringing through long-term fundraising growth alongside expenditure growth going forward.

This robust financial plan, alongside the need for caution given the continued challenging nature of the external environment for all charities, means that the Trustees are comfortable with the current reserves level and longer-term policy.

Designated funds are set aside for the treatment of specific children with neuroblastoma and are not available for the general running of the charity or any projects which do not directly relate to the treatment of that child. At the financial year-end, the charity held designated reserves of £10,360,651 (2022: £9,739,522). In the event of a child’s death, the funds will be available to the family to support funeral and related costs and then the balance will be released from designated children’s funds after a period of a year. Following the end of a successful course of treatment and a child exhibiting no evidence of disease (NED), funds will remain designated for a period of five years so that they are available for that child should they suffer a relapse and require further treatment, a situation which is sadly common for neuroblastoma patients. This policy resulted in £280,187 (2022: £632,742) transferring from designated children’s funds within the year with 70% transferred to the designated Solving Kids’ Cancer UK Research Fund, 10% to the designated Solving Kids’ Cancer UK Children’s Reserve Fund, 10% to the Pastoral Grant fund and 10% to undesignated reserves.

Restricted Reserves are funds which can only be used for particular restricted purposes within the objects of the charity and arise when specified by the donor, or when funds are raised for particular restricted purposes. At the financial year-end, the charity held restricted reserves of £2,012,688 (2022: £1,643,744), of which £1,228,877 (2022: £1,218,822) arose from funds being held on behalf of families who were previously supported by Families Against Neuroblastoma.

Supporters of the charity are asked to note that, although the charity appears to hold significant reserves, 78% of these funds are designated or restricted to fund the treatment or support of children and families and a further 15% is designated or restricted to Research.

Risk management

The charity’s Trustees have considered the major risks to which the charity is exposed and have reviewed those risks and established systems and procedures to manage those risks. The Trustees have overall responsibility for ensuring that the charity

has an appropriate system of controls, financial and otherwise. They are responsible for safeguarding the assets of the charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities and to provide reassurance that:

• Its assets are safeguarded against unauthorised use or disposition;

• Proper records are maintained and financial information used within the charity or for publication is reliable and reviewed at every Trustee meeting; and

• The charity complies with relevant laws and regulations.

The risk register is a live document which is reviewed in detail every six months by the Board and Leadership Team and we have a secondary shorter-term register, which specifically groups the key current risks and our mitigation.

Risk categories include:

Governance

Covers risk of non-delivery of strategy, Board Skills & Capabilities and effective decision making and reporting.

Controls in place to manage these risks include a clear strategy underpinned by annual plans, a balanced and involved Board who have clear terms of reference and who consider their effectiveness and undertake training as appropriate. The Board request and receive regular reporting from executive management.

People

Covers risk of loss of key staff and poor structure.

Controls in place to manage these risks include strong oversight by CEO and senior managers, clear roles and responsibilities and strong HR processes. As staff numbers are small, this is a key risk which is closely monitored.

Finance

Covers all financial risks around effectiveness of our business model, level of reserves, management of investments and effective insurance.

Controls in place to manage these risks include annual budgeting and forecasting processes with regular reporting of our financial position to Trustees. We have a clear reserves policy and hold general reserves to manage any changes in cash flow. We have an investment policy and investment managers who report on performance regularly.

Compliance

Covers all risks relating to non-compliance of required regulations including data protection, health and safety, employment and financial.

Controls in place to manage these risks include effective policies, staff training and awareness and effective advisors.

Operational, legal and physical

Covers risk of not being able to meet demands for family support and quality of support provided, risk of lack of funds due to expenditure exceeding income, health and safety risks and other operational risks including employment risks and disaster recovery.

Controls in place to manage these risks include ensuring the team have appropriate support to deliver in their roles and we are continuously considering current and future demand. Budgets and reserves are effectively managed to ensure funding is maintained. We have policies in place which are well understood and adhered to around health and safety, disaster recovery, employment policies and other areas of compliance.

Environmental /external factors

Covers reputational risk and relevant external risks such as economic conditions and Brexit.

Controls in place to manage these risks include effective communications policies and resource and ongoing monitoring of relevant external plans with action plans as required.

Grant-making policy

The Board of Trustees makes two types of grants. Firstly, grants to assist children suffering from neuroblastoma. Families, who need help, either self-refer, hear about the charity from their child’s oncologist, or make contact with the charity’s Family Support Team. Grants are also offered in the form of a hardship fund for families struggling to meet their

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Our finances

continued

necessary costs due to the effects of having a child in treatment for neuroblastoma.

The second type is Research Grants. We engage in two distinct research funding mechanisms; a regular competitive funding call, and also ad-hoc Exceptional Funding Requests. All research grants are awarded in line with the principles laid out by the Association of Medical Research Charities (AMRC). Each application will be subject to rigorous scientific review guided by the charity’s Scientific Advisory Board (SAB) and the nature of any grant made will depend on funds available through Solving Kids’ Cancer UK’s own reserves, or those made available through strategic collaborative partnerships.

Investment policy and objectives

The Deed of Trust allows the charity to deposit or invest funds in any manner; but to do so only after obtaining such advice from financial experts as the Trustees deem necessary and having regard to the suitability of investments and need for diversification. The charity aims to follow the COIF Ethical Fund Policy; excluding investments in companies involved in, for example, nuclear weapons, landmines, production of abortifacients, and other disqualifying criteria where there is a significant involvement (>10% of turnover).

Fundraising approach and policy

As a cause-related charity, we recognise that the service we offer for children and families affected by neuroblastoma and the advances in research we invest in would not be possible without the generous support and passion our supporters and families’ supporters provide. We receive very little public funding for our work, relying on the generous support of the neuroblastoma community and general public.

We are registered with the regulatory body for fundraising in the UK, the Fundraising Regulator. As members of the scheme, we follow their Code of Fundraising Practice and comply with the key principles embodied in The Code. Many of our families raise funds for us at a local level and we ensure that they have all the information they need to comply with our policies and procedures.

It is hugely important to us that our supporters trust us and are well looked after:

• We ensure that we never put undue pressure on members of the public when raising funds.

• We are open and honest and approach our fundraising activities respectfully and considerately.

• We ensure that we comply with the wishes of our donors and comply with all general data protection laws.

• We respect the rights, dignity and privacy of our supporters and beneficiaries.

• We are accountable to our supporters and take this responsibility seriously.

We review all of our fundraising campaigns to ensure they fully comply with The Code and our fundraising activities are discussed regularly at Board meetings, to help ensure that our fundraising practices reflect and reinforce our values. Whether we’re fundraising ourselves or working with families, organisations or volunteers, it’s just as important.

We currently raise funds in a variety of ways, including: direct email campaigns, regular and individual giving programmes, virtual and in-person challenge events, corporate partnerships and percentage profit partnerships, direct cash donations, raffles, sponsored events and Charity of the Year partnerships. We have agreed and begun the implementation of a five-year fundraising strategy, which will further build upon our strong stewardship approach to develop existing income streams and develop new ones.

Within the year we achieved an unrestricted income of £760,051 with 29% coming from Corporate, Trusts & Foundations and Major Gifts, 23% from Community and Events and 22% coming through our family campaigns. Our performance reflects the challenging fundraising environment.

We take the protection of the personal data of all our supporters and donors extremely seriously and constantly review and monitor our fundraising policies and procedures to ensure we deliver ‘best practice’. We do not engage professional fundraisers to raise money on our behalf.

We have a CRM system to further protect and manage our supporter data.

We welcome feedback on our fundraising activities at any time and strive to listen and learn from this feedback. During the course of the year, we recorded no complaints. We have a robust complaints policy. If a complaint about our fundraising activities is unable to be resolved through our complaints procedure, members of the public are advised to raise it with the Fundraising Regulator.

Trustees responsibilities statement

The Trustees (who are also the Directors of Solving Kids’ Cancer UK for the purposes of company law) are responsible for preparing the Trustees Annual Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law, the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law, the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the company and the income and expenditure of the company for that period.

In preparing these financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently;

• Observe the methods and principles in the Charities SORP;

• Make judgements and accounting estimates that are reasonable and prudent; and

• Prepare the financial statements on the going

• concern basis unless it is inappropriate to presume that the company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the company’s transactions and disclose with

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

Each of the persons who is a Trustee at the date of approval of this report confirms that:

• So far as each Trustee is aware, there is no relevant audit information of which the company’s auditor is unaware; and

• Each Trustee has taken all steps that they ought to have taken as a Trustee to make themselves aware of any relevant audit information and to establish that

• the company’s auditor is aware of that information.

This report has been prepared in accordance with the provisions applicable to companies entitled to the small companies’ exemption.

Registered office:

Signed on behalf of the Board of Trustees

Unit 02-03 Salisbury House, 29 Finsbury Circus London EC2M 5SQ

David Coulon

Trustee and Treasurer 10th October 2023

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Independent auditors report

to the Trustees and members of Solving Kids’ Cancer UK

Independent Auditors Report to the Trustees and members of Solving Kids’ Cancer UK

Opinion

We have audited the financial statements of Solving Kids’ Cancer UK (“the charitable company”) for the year ended 31 March 2023, which comprise the Statement of Financial Activities (incorporating the Income and Expenditure Account), the Balance Sheet, the Statement of Cash Flows and the related notes, 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 The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• Give a true and fair view of the state of the charitable company’s affairs as at 31 March 2023 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• Have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustees Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006.

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 Solving Kids’ Cancer UK’s ability to continue as a going concern for a period of at least 12 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 auditor’s report thereon. The Trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, 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 or a material misstatement of the other information. 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.

Opinion on other matters prescribed by the companies act 2006

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

• The information given in the Trustees Annual Report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• The directors’ report included within the Trustees Annual Report has been prepared in accordance with applicable legal requirements.

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 Annual Report.

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

• Adequate and proper accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• The financial statements are not in agreement with the accounting records and returns; or

• Certain disclosures of Trustees’ remuneration specified by law are not made; or

• We have not received all the information and explanations we require for our audit; or

• The Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the Trustees’ report and from the requirement to prepare a

• strategic report.

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 purposes of company

law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditors under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with the Acts and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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:

• We obtained an understanding of the charitable company’s activities, controls and laws and regulations and assessed the susceptibility of the charitable

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Independent auditors report

to the Trustees and members of Solving Kids’ Cancer UK

company’s financial statements to material misstatement from irregularities, including fraud.

• Conclude on the appropriateness of the Trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.

• We determined that the laws and regulations that are most significant to the charitable company are the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the 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) (Charities SORP (FRS 102)), Companies Act 2006, Charities Act 2011, Charities and Trustee Investment (Scotland) Act 2005, the Fundraising Regulations and the charitable company’s Articles of Association.

• Based on this understanding we designed our audit procedures to detect irregularities, including fraud. Testing undertaken included making enquiries

• on the management and those charged with governance; journal entry testing; review of bank letters, investments reports, Trustee board minutes and the Articles of Association; review of transactions for any undisclosed related party transactions; reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations. These procedures were designed to provide

• reasonable assurance that the financial statements were free from fraud or error.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

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

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the internal control.

Tim Hardy (Senior Statutory Auditor) 10th October 2023 For and on behalf of SHIPLEYS LLP Chartered Accountants & Statutory Auditor 10 Orange Street, Haymarket, London WC2H 7DQ

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Trustees.

Statement of financial activities

Incorporating the income and expenditure account, year ended 31 March 2023

----- Start of picture text -----
General General Restricted Total Total
funds funds funds funds funds
Note Undesignated Designated 2023 2022
£ £ £ £ £
INCOME
Donations 2 569,044 1,602,591 592,670 2,764,305 3,446,438
Trading activities 3 29,265 11,445 3,800 44,510 25,606
Investment income 4 161,742 - 20,967 182,709 107,565
TOTAL INCOME 760,051 1,614,036 617,437 2,991,524 3,579,609
EXPENDITURE ON:
Raising funds 5 (301,347) (17,978) (1,781) (321,106) (353,065)
Charitable activities 6 (561,581) (755,452) (246,712) (1,563,745) (1,752,150)
TOTAL EXPENDITURE (862,928) (773,430) (248,493) (1,884,851) (2,105,215)
NET (EXPENDITURE ) /
INCOME BEFORE
(LOSSES) / GAINS ON
INVESTMENTS (102,877) 840,606 368,944 1,106,673 1,474,394
Net (losses) gains
on investments 13 – (184,680) – (184,680) 289,123
–
Other gains / (losses) 50,462 (6,778) 43,684 13,369
NET (EXPENDITURE) /
INCOME (52,415) 649,148 368,944 965,677 1,776,886
Transfer between 20, 21,
funds 22 28,019 (28,019) – – –
NET MOVEMENT
IN FUNDS (24,396) 621,129 368,944 965,677 1,776,886
RECONCILIATION
OF FUNDS
Total funds
brought forward 984,377 9,739,522 1,643,744 12,367,643 10,590,757
TOTAL FUNDS
CARRIED FORWARD 959,981 10,360,651 2,012,688 13,333,320 12,367,643
----- End of picture text -----

The statement of financial activities includes all gains and losses in the year. All of the above amounts relate to continuing activities. The notes on pages 38-57 form part of these financial statements.

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Year ended 31 March 2023

Year ended 31 March 2023

Balance sheet

----- Start of picture text -----
2023 2023 2022 2022
Note £ £ £ £
FIXED ASSETS
Tangible assets 12 8,976 9,250
Investments 13 3,519,388 3,704,068
3,528,364 3,713,318
CURRENT ASSETS
Debtors 14 100,921 215,759
Cash at bank
and in hand 11,284,479 10,120,041
11,385,400 10,335,800
CREDITORS:
Amounts falling due
within one year 15 (1,022,050) (1,084,513)
NET CURRENT ASSETS 10,363,350 9,251,287
TOTAL ASSETS LESS
CURRENT LIABILITIES 13,891,714 12,964,605
CREDITORS:
Amounts falling due
after one year 16 (558,394) (596,962)
NET ASSETS 13,333,320 12,367,643
FUNDS OF THE CHARITY
Restricted funds 20 2,012,688 1,643,744
Designated funds 21 10,360,651 9,739,522
Undesignated funds 22 959,981 984,377
Total funds carried
forward 13,333,320 12,367,643
----- End of picture text -----

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime. These financial statements were approved by the members of the committee and authorised for issue on 10th October 2023 and are signed on their behalf by:

David Coulon, Trustee Company registration number: 07208648

The notes on pages 38-57 form part of these financial statements.

Statement of cash flows

----- Start of picture text -----
Note 2023 2022
£ £
----- End of picture text -----

CASH FLOWS FROM OPERATING ACTIVITIES
Net income		965,677	1,776,886
Adjustments for:
Depreciation		5,508	4,715
Losses / (gains) on investments		184,680	(289,123)
Dividends and interest from investments		(161,742)	(107,565)
Decrease / (increase) in debtors		119,512	(53,848)
(Decrease)/ increase in creditors		(101,031)	138,271
Net cash provided by operating activities		1,012,604	1,469,336
CASH FLOWS FROM INVESTING ACTIVITIES
Dividends and interest from investments		157,068	106,772
Purchase of property, plant and equipment		(5,234)	(923)
Net cash provided by investing activities		151,834	105,849
CHANGE IN CASH AND CASH EQUIVALENTS	28	1,164,438	1,575,185
CASH AT START OF YEAR	28	10,120,041	8,544,856
CASH AT END OF YEAR	28	11,284,479	10,120,041

The notes on pages 38-57 form part of these financial statements.

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Notes to the financial statements

1. Accounting policies

General information

Solving Kids’ Cancer UK Ltd is a private company limited by guarantee incorporated in England under the Companies Act. The address of the registered office is Unit 02-03 Salisbury House, 29 Finsbury Circus, London EC2M 5SQ. The objectives of the charity are set out on page 23.

On 25 August 2023, the charitable company changed its name from Solving Kids’ Cancer UK Ltd to Solving Kids’ Cancer UK.

On 11 September 2023, the charity moved its registered office from Coram Campus, 41 Brunswick Square, London WC1N 1AZ to Unit 02-03 Salisbury House, 29 Finsbury Circus, London EC2M 5SQ.

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Solving Kids’ Cancer UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policies.

The functional currency of the charity is considered to be pounds sterling because that is the currency of the primary economic environment in which the charity operates. The financial statements are also presented in pounds sterling.

The amounts in the financial statements are presented to the nearest £, unless otherwise stated.

Preparation of the financial statements

on a going concern basis

The financial statements of the charity have been prepared on the going concern basis. There are no material uncertainties about the charity’s ability to continue. The Trustees consider that the going concern

basis is appropriate having considered a period of at least twelve months from approval of these financial statements. The Trustees have prepared budgets and cash flow forecasts for that period which support the going concern assumption.

Fund accounting

Undesignated funds are available to spend on activities that further any of the purposes of charity.

Designated funds are funds of the charity which the Trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular restricted purposes within the objects of the charity.

Income

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

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation 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.

90% of any donation made to an individual appeal or journey is designated for the particular purpose of funding treatment not freely available on the NHS. The remaining 10% is retained within undesignated general funds to cover costs associated with the administration and management of appeals and journeys; including support with fundraising, logistics, and development of relationships as intermediary between families and the medical institutions that provide access to treatments and clinical trials.

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is

probable and that economic benefit can be measured reliably. On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Income from Government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. In respect of the Coronavirus Job Retention Scheme grant; all conditions, with respect to the eligible costs being claimed, need to be met.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due. This is normally upon notification by our investment advisor of the dividend yield of the investment portfolio.

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis.

Expenditure is classified under the following activity headings:

• Costs of raising funds comprise the costs of attracting donations and fundraising.

• Expenditure on charitable activities includes the cost incurred by the charity in the delivery of activities and services for its beneficiaries.

Grants payable are payments made to third parties in the furtherance of the charitable objects of the charity. In the case of an unconditional grant offer this is accrued once the recipient has been notified of the grant award. The notification gives the recipient

a reasonable expectation that they will receive the grant. Grant awards that are subject to the recipient fulfilling performance conditions are only accrued when the recipient has been notified of the grant and any remaining unfulfilled condition attaching to that grant is outside of the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty as to the timing of the grant or the amount of grant payable.

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include staff, premises, finance and governance costs. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the basis of an estimate of the proportion of time spent by staff on those activities.

Governance costs comprise all costs involving the public accountability of the charity and its compliance with regulation and good practice.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Tangible fixed assets

Fixed assets are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows: Equipment – 25% on straight line basis.

Fixed asset investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price.

All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities.

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Notes to the financial statements continued

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions

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

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

Operating leases

The charity classifies the lease of the office space as an operating lease as the title remains with the lessor. Rental charges are charged on a straight line basis over the term of the lease.

Pension costs

Contributions to defined contribution plans are recognised as an expense in the period in which the related service is provided. Differences between contributions payable in the year and the contributions actually paid are shown as either accruals or prepayments on the balance sheet.

2. Donations

	Undesignated funds £	Designated funds £	Restricted funds £	Total funds 2023 £
Donations	533,973	1,602,591	493,919	2,630,483
Donated services	35,071	-	-	35,071
Government grants	-	-	98,751	98,751
	569,044	1,602,591	592,670	2,764,305
	Undesignated funds £	Designated funds £	Restricted funds £	Total funds 2022 £
Donations	683,140	2,412,441	257,355	3,352,936
Donated services	32,000	-	-	32,000
Government grants	-	-	61,502	61,502
	715,140	2,412,441	318,857	3,446,438

The charity benefits greatly from the involvement and enthusiastic support of its many volunteers. In accordance with FRS 102 and Charities SORP (FRS 102), the economic contribution of general volunteers is not recognised in the financial statements.

recognised within income as a donation with an equivalent expense through the Statement of Financial Activities.

Income from Government grants comprises grants received under the UK Government COVID Medical Research Charity Support Fund of £98,751 (2022: £58,522) to provide support to UK Research in funding and the Government Coronavirus Job Retention Scheme of £nil (2022: £2,980). This grant was provided to support the cost of furloughed charity staff. The charity has not benefited from any other kinds of government assistance during the current or prior year.

During the year, the charity received donated services relating to legal services and support for the Neuroblastoma Parent Global Symposium. The value of these services to the charity is estimated at £25,071 and £10,000 respectively (2022: £12,000 and £20,000 respectively). The estimated value of these services is

3. Other trading activities

		Undesignated funds £	Designated funds £	Restricted funds £	Total funds £
Fundraising events	2023	29,265	11,445	3,800	44,510
Fundraising events	2022	21,540	766	3,300	25,606

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Notes to the financial statements continued

4. Investment income

	Undesignated funds £	Designated funds £	Restricted funds £	Total funds 2023 £
Income from investments	107,438	-	-	107,438
Deposit account interest	54,304	-	20,967	75,271
	161,742	-	20,967	182,709
	Undesignated funds £	Designated funds £	Restricted funds £	Total funds 2022 £
Income from investments	106,111	-	-	106,111
Deposit account interest	948	-	506	1,454
	107,059	-	506	107,565

5. Cost of raising funds

	Undesignated funds £	Designated funds £	Restricted funds £	Total funds 2023 £
Cost of raising funds	188,963	17,978	1,781	208,722
Support costs	112,384	-	-	112,384
	301,347	17,978	1,781	321,106
	Undesignated funds (restated) £	Designated funds (restated) £	Restricted funds (restated) £	Total funds 2022 (restated) £
Cost of raising funds	193,375	50,755	1,876	246,006
Support costs	107,059	-	-	107,059
	300,434	50,755	1,876	353,065

6. Costs of charitable activities

	Activities undertaken £	Grant funding activities £	Support costs £	Total funds 2023 £
Support	181,279	807,590	123,667	1,112,536
Research	135,806	38,765	88,152	262,723
Awareness	117,548	-	70,938	188,486
	434,633	846,355	282,757	1,563,745
	Activities undertaken (restated) £	Grant funding activities (restated) £	Support costs (restated) £	Total funds 2022 (restated) £
Support	145,339	988,307	112,638	1,246,284
Research	89,930	263,522	33,583	387,035
Awareness	69,480	-	49,351	118,831
	304,749	1,251,829	195,572	1,752,150

Expenditure on charitable activities was £1,563,745 (2022: £1,752,150) of which £561,581 was undesignated (2022: £425,918), £755,452 was designated (2022: £1,178,048) and £246,712 was restricted (2022: £148,184).

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Notes to the financial statements continued

7. Analysis of support costs

Support costs are allocated based on the proportion of time spent by staff on those activities.

	Support £	Research £	Awareness £	Fundraising activities £	Total 2023 £
Staff costs	54,224	38,652	31,104	49,277	173,257
Premises and systems	42,579	30,351	24,424	38,694	136,048
Legal and professional	9,931	7,079	5,697	9,025	31,732
Finance costs	812	579	466	739	2,596
Depreciation	1,724	1,229	989	1,566	5,508
Governance costs	14,397	10,262	8,258	13,083	46,000
	123,667	88,152	70,938	112,384	395,141
	Support (restated) £	Research (restated) £	Awareness (restated) £	Fundraising activities (restated) £	Total 2022 (restated) £
Staff costs	48,933	14,589	21,440	46,509	131,471
Premises and systems	34,143	10,180	14,959	32,451	91,733
Legal and professional	13,115	3,910	5,746	12,465	35,236
Finance costs	1,155	345	506	1,099	3,105
Depreciation	1,755	523	769	1,668	4,715
Governance costs	13,537	4,036	5,931	12,866	36,370
	112,638	33,583	49,351	107,058	302,630

9. Analysis of grants

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Children's treatment	685,390	900,765
Family support	122,200	87,542
Research
University of Birmingham	38,378	-
Stanford University	-	125,000
UCL Great Ormond St Institute of Child Health	-	125,000
Newcastle University	(912)	13,522
University College London	(1,001)	-
Travel bursary	2,300	-
	846,355	1,251,829

Children’s treatment grants are made towards the medical costs of the children suffering from neuroblastoma. The grants are paid directly to the hospitals providing the treatment.

grants are paid directly to the institutions and are institutions working internationally which reflects the specialist and global nature of the research we fund.

Family Support Grants are those made towards providing essential support services to families affected by high risk childhood cancers. These grants are paid directly to affected families and organisations as appropriate or as directed.

Grants are made towards medical research for potential future life-saving treatments made possible through the constantly evolving world of burgeoning laboratory, pre-clinical and clinical research. These

8. Governance costs

	2023 £	2022 £
Auditor’s remuneration	13,000	12,780
Legal and professional	26,437	18,048
Staf costs	6,563	5,542
	46,000	36,370

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Notes to the financial statements continued

10. Staff costs and emoluments

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Wages and salaries	581,282	493,263
Social security costs	55,767	44,600
Pension costs – defned contribution	19,280	16,412
	656,329	554,275

Particulars of employees: The average head count of employees during the year was 18 (2022: 15). The average number of full-time equivalent employees during the year is analysed as follows:

Pension costs are allocated to activities in proportion to the related staffing costs and are allocated between undesignated, designated and restricted funds on the basis of each employee’s activities.

----- Start of picture text -----
2023 2022
No. No.
----- End of picture text -----

Charitable activities	7	6
Fundraising	3	3
Support	4	3
	14	12

The number of employees whose remuneration for the year fell within the following bands, were:

		2023 No.	2022 No.
£70,000	to £79,999	-	1
£80,000	to £89,999	1	-

11. Net income

Net income is stated after charging:

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Auditor’s remuneration
Audit	13,000	12,780
Taxation	804	780
Depreciation	5,508	4,715
Operating leases – ofces	8,593	10,043

12. Tangible fixed assets

	Equipment £
COST
At 1 April 2022	23,338
Additions	5,234
At 31 March 2023	28,572
DEPRECIATION
At 1 April 2022	14,088
Charge for the year	5,508
At 31 March 2023	19,596
NET BOOK VALUE
At 31 March 2023	8,976
At 31 March 2022	9,250

No higher paid staff were accruing benefits under a pension scheme (2022: None).

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Notes to the financial statements continued

13. Investments

----- Start of picture text -----
Movement in market value
2023 2022
£ £
----- End of picture text -----

Market Value at 1 April 2022							3,704,068		3,414,945
Net (loss) / gain on revaluations							(184,680)		289,123
Market value at 31 March 2023							3,519,388		3,704,068
Historical cost at 31 March 2023							2,500,000		2,500,000

Analysis of investments as at 31 March 2023 Designated funds 2023 £	Analysis of investments as at 31 March 2023 Designated funds 2023 £	Designated funds 2022 £
UK listed investments	3,519,388	3,704,068

All investments are carried at their fair value. Holdings in investment funds, unit trusts and open-ended investment companies are at the bid price. The basis of fair value for quoted investments is equivalent to the market value, using the bid price.

The following investments were material in the context of the investment portfolio: COIF Charities Ethical Investment Fund – £3,519,388 (2022: £3,704,068).

The main form of financial risk faced by the charity is that of volatility in investment markets due to wider economic conditions and variability of investment returns. This risk is mitigated by obtaining advice from a financial expert on the charity’s investment portfolio.

Asset sales and purchases are recognised at the date of trade at cost (that is their transaction value).

14. Debtors

	2023 £	2022 £
Other debtors	10,869	137,831
Prepayments and accrued income	90,052	77,928
	100,921	215,759

15. Creditors: Amounts falling due within one year

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Trade creditors	247	-
Other creditors	8,183	53,384
Accruals and deferred income	149,465	55,643
Grant commitments (note 17)	242,613	372,998
Funds held as agent (note 18)	621,542	602,488
	1,022,050	1,084,513

16. Creditors: Amounts falling due after more than one year

		2023 £	2022 £
Grant commitments (note	17)	558,394	596,962

Grant commitments of £153,976 are due in more than five years (2022 £153,976).

17. Grant commitments

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Grant commitments brought forward	969,960	931,149
New commitments during the year	38,766	275,866
Payments made in the year	(207,719)	(237,055)
Grant commitments carried forward	801,007	969,960
Commitments at 31 March 2023 are payable as follows:
Within one year	242,613	372,998
After more than one year	558,394	596,962
Grant commitments carried forward	801,007	969,960

Payments made in the year relate to milestone payments against existing grant commitments.

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Notes to the financial statements continued

18. Funds held as agent

----- Start of picture text -----
2023 2022
£ £
----- End of picture text -----

Funds held as agent brought forward	602,488	598,212
Funds received during the year	90,000	297,000
Payments made	(70,946)	(292,724)
Funds held as agent carried forward	621,542	602,488

At the year end, the charity held £621,542 (2022: £602,488) and this has been included in creditors in Note 15. £392,604 was held on behalf of Zoe4Life (2022: £389,024), £174,198 on behalf of The Merryn Lacy Trust (2022: £200,617) and £54,740 on behalf of Joining Against Cancer in Kids (J-A-C-K) (2022: £12,847).

The charity has received funds as agent in its role as administrator of the Request for Applications (RFA) process and also of the research project for the prospective identification of children with “ultra-high-risk” (UHR) neuroblastoma.

19. Commitments under operating leases

At 31 March 2023 the company had total minimum lease payments under non-cancellable operating leases as set out below.

Land and buildings	2023 £	2022 £
Operating leases which expire:
Within 1 year	1,619	9,833
Within 2 to 5 years	1,484	-
	3,103	9,833

20. Restricted funds

	Balance at 1 April 2022 £	Income £	Expenditure £	Transfers £	Balance at 31 March 2023 £
Families Against
Neuroblastoma (FAN)	932,614	16,488	(10,918)	-	938,184
FAN Emergency Relapse Fund	286,208	4,485	-	-	290,693
HK Fund	15,842	-	(9,923)	-	5,919
CE Discretionary Fund	3,782	-	(3,544)	-	238
Restricted research funds	45,534	1,078	(22)	-	46,590
Parent Conference Fund	834	28,979	(29,813)	-	-
Other funds	96,815	55,324	(1,505)	-	150,634
Joining Against Cancer in Kids	27,180	-	-	-	27,180
Sunni Mae Fund	84,365	-	-	-	84,365
Family Support Fund	25,000	-	(25,000)	-	-
Support bags	25,000	-	(25,000)	-	-
Merryn Lacey Fund	100,570	-	-	-	100,570
Lottery funding	-	9,660	(3,521)	-	6,139
Ruperts Revenge Trust Fund	-	248,191	(100,022)	-	148,169
ALADDIN	-	46,181	(39,021)	-	7,160
Isla Caton Fund	-	207,051	(204)	-	206,847
	1,643,744	617,437	(248,493)	-	2,012,688
	Balance at 1 April 2021 £	Income £	Expenditure £	Transfers £	Balance at 31 March 2022 £
Families Against
Neuroblastoma (FAN)	937,188	399	(4,973)	-	932,614
FAN Emergency Relapse Fund	286,100	108	-	-	286,208
HK Fund	15,842	-	-	-	15,842
CE Discretionary Fund	3,782	-	-	-	3,782
Restricted research funds	-	59,060	(13,526)	-	45,534
Parent Conference Fund	-	52,542	(51,708)	-	834
Other funds	91,684	57,003	(51,872)	-	96,815
Joining Against Cancer in Kids	27,180	-	-	-	27,180
Sunni Mae Fund	84,365	-	-	-	84,365
Family Support fund	25,000	25,000	(25,000)	-	25,000
Furlough Fund	-	2,981	(2,981)	-	-
Support bags	-	25,000	-	-	25,000
Merryn Lacey Fund	-	100,570	-	-	100,570
	1,471,141	322,663	(150,060)	-	1,643,744

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Notes to the financial statements continued

20. Restricted funds Continued

Restricted funds can only be used for particular restricted purposes within the objects of the charity as specified by the donor or when funds are raised for particular restricted purposes.

Families Against Neuroblastoma (FAN)/ FAN Emergency Relapse Fund

There are 10 funds transferred from Families Against Neuroblastoma (FAN) and held for the sole use of individual children for access to treatment and welfare/ pastoral issues. Treatments are limited to those that are consistent with Solving Kids’ Cancer UK Clinical Trial Policy. A further two donations from FAN were received to be used solely to support children with relapsed neuroblastoma with no access to other funds to pay for treatment that is not freely available on the NHS.

HK Fund is restricted for the sole purposes of supporting an individual named child. In accordance with the wishes of the donor, the fund supports the long-term health and welfare related needs of the beneficiary and is not accessed on a regular basis.

CE Discretionary Fund was established through an individual donation made to the charity to provide the Chief Executive with a means to fund initiatives in support of the effective working of the organisation, but for which no other budget existed.

Restricted Research Funds is a restricted fund

where monies are not currently awarded to any specific research project, but nonetheless earmarked to support research.

Parent Conference Fund represents donations towards the annual parent conference.

Other Funds represent funds created by families in memoriam specifically for research and advocacy projects.

Joining Against Cancer in Kids is a restricted fund which has been provided by Joining Against Cancer in Kids to support the costs incurred by families when participating in neuroblastoma trials/treatment being conducted at The Memorial Sloan Kettering Cancer Centre, New York or Hospital Saint Joan de Déu Barcelona.

Sunni Mae Fund is restricted to support the development and operational running of a Solving Kids’ Cancer UK’s presence in Ireland and/or provide wider support to Irish families affected by neuroblastoma. Alternatively, the fund can be used to support a future research funding call in which the Sunni Mae Trust will be acknowledged as a named collaborative funding partner.

Family Support Fund is restricted to the activities of the family support team.

Furlough Fund represents a government grant provided to support the cost of furloughed charity staff.

Support Bags represents funds donated specifically to create Support bags for all children diagnosed with neuroblastoma.

Merryn Lacey Fund represents funds donated by the trust which are restricted to research.

Lottery Funding represents a National Lottery Award for all restricted to our family support Life after Cancer Programme.

Ruperts Revenge Trust Fund represents restricted funds of £100,000 towards the Anti-CD47 + anti-GD2 research and £148,191 restricted to research.

ALADDIN represents a European funding grant for the delivery of a multi-stakeholder educational programme on regulatory science in paediatric cancer drug development.

Isla Caton Fund represents funds transferred and raised for pioneering research in memory of beautiful Isla who loved to sing and dance.

21. Designated funds

		Balance at 1 April 2022 £	Income £	Expenditure £	Transfers £	Net losses on investments £	Other gains and losses £	Balance at 31 March 2023 £
	Designated Funds	6,923,606	1,525,794	(783,716)	(280,187)	-	-	7,385,497
	Solving Kids’ Cancer
	Children’s Reserve
	Fund	600,812	-	(9,400)	28,019	-	-	619,431
	Solving Kids’ Cancer
	Research Fund	959,004	101,466	61,150	196,130	-	(6,778)	1,310,972
	Family Support Fund	29,123	3,000	(30,724)	-	-	-	1,399
	COVID-19 Fund	143	-	-	-	-	-	143
	Big Love and
	Pastoral Funds	5,927	615	(10,740)	28,019	-	-	23,821
	Designated General	16,839	(16,839)	-	-	-	-	-
	Investment Reserve	1,204,068	-	-	-	(184,680)	-	1,019,388
		9,739,522	1,614,036	(773,430)	(28,019)	(184,680)	(6,778)	10,360,651
		Balance at 1 April 2021 £	Income £	Expenditure £	Transfers £	Net gains on investments £	Other gains and losses £	Balance at 31 March 2022 £
	Designated Funds	6,191,809	2,389,373	(1,024,834)	(632,742)	-	-	6,923,606
	Solving Kids’ Cancer
	Children’s Reserve
	Fund	477,933	-	(3,669)	126,548	-	-	600,812
	Solving Kids’ Cancer
	Research Fund	728,385	45	(200,000)	442,919	-	(12,345)	959,004
	Family Support Fund	28,423	1,000	(300)	-	-	-	29,123
	COVID-19 Fund	120	23	-	-	-	-	143
	Big Love Fund	-	5,927	-	-	-	-	5,927
	Designated General	-	16,839	-	-	-	-	16,839
	Investment Reserve	914,945	-	-	-	289,123	-	1,204,068
		8,341,615	**2,413,207 **	(1,228,803)	(63,275)	289,123	(12,345)	9,739,522

Designated funds are funds which have been allocated by the Trustees out of undesignated general funds to specific appeals for the treatment of children with neuroblastoma. In the event of a child’s death, the funds will be released from designated funds. Following the

end of a successful course of treatment, and a child exhibiting no evidence of disease (NED), funds will remain designated for a period of 5 years so that they are available for that child should they suffer a relapse and require further treatment, a situation which is

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Notes to the financial statements continued

Continued 21. Designated funds

Family Support Fund is designated to the activities of the family support team.

common for neuroblastoma patients. During the year, this policy resulted in transfers of £280,187 (2022: £632,742) with 70% transferred to the designated Solving Kids’ Cancer Research Fund, 10% to the designated Solving Kids’ Cancer Children’s Reserve Fund, 10% to designated pastoral funds and 10% to undesignated reserves.

COVID-19 Fund is designated to the granting of funds to families of children with Neuroblastoma who have suffered a loss of income or increase in costs as a result of the diagnosis. It is initially for those affected by the need to shield during COVID-19.

Solving Kids’ Cancer Children’s Reserve Fund is money designated to;

Big Love and Pastoral Funds is designated to the granting of pastoral funds to support a child or young person’s physical or emotional welfare and to support families in bereavement. During the year £28,019 was transferred from designated funds (2022: £nil).

(1) support families who are fundraising for treatment who may require additional financial support to be able to meet the deadlines for enrolment on a particular clinical trial, and

(2) support children who are receiving treatment abroad but for whom additional unanticipated medical expenses are incurred. During the year £28,019 was transferred from designated funds (2022: £126,548).

Designated General is a general fund to hold designated income prior to allocation against an individual fund for example whilst awaiting gift aid allocation.

Solving Kids’ Cancer Research Fund is a designated fund where monies are not currently awarded to any specific research project, but nonetheless earmarked to support research. During the year, £196,130 was transferred from designated funds (2022: £442,919).

Investment Reserve represents the movement in fair value on investments since acquisition.

22. Undesignated funds

----- Start of picture text -----
Balance Income Expenditure Transfers Other gains Balance at
at 1 April and losses 31 March
2022 2023
£ £ £ £ £ £
Undesignated funds 984,377 760,051 (862,928) 28,019 50,462 959,981
Balance Income Expenditure Transfers Other gains Balance at
at 1 April and losses 31 March
2021 2022
£ £ £ £ £ £
Undesignated funds 778,001 843,739 (726,352) 63,275 25,714 984,377
----- End of picture text -----

23. Analysis of net assets between funds

Fund balances at 31 March 2023 are represented by:

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2023
£ £ £ £
----- End of picture text -----

	Tangible fixed assets	8,976	-	-	8,976
	Investments	-	3,519,388	-	3,519,388
	Cash at bank and in hand	1,523,780	7,555,004	2,205,695	11,284,479
	Other net current (liabilities) / assets	(572,775)	(271,763)	(76,591)	(921,129)
	Creditors falling due in more	-	(441,978)	(116,416)	(558,394)
	than one year
		959,981	10,360,651	2,012,688	13,333,320

Fund balances at 31 March 2022 are represented by:

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2022
£ £ £ £
----- End of picture text -----

Tangible fixed assets	9,250	-	-	9,250
Investments	-	3,704,068	-	3,704,068
Cash at bank and in hand	1,470,884	6,842,983	1,806,174	10,120,041
Other net current (liabilities) / assets	(495,757)	(265,789)	(107,208)	(868,754)
Creditors falling due in more	-	(541,740)	(55,222)	(596,962)
than one year
	984,377	9,739,522	1,643,744	12,367,643

24. Company limited by guarantee

26. Related party transactions

The key management personnel of the charity for the year comprised the Trustees, Chief Executive and the Heads of Departments. The total employee benefits of the key management personnel were £301,390 (2022: £286,020).

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is £10.

25. Taxation

The Trustees did not receive any remuneration or other benefits during the year (2022: £nil). One Trustee received reimbursement of expenses during the year of £854 relating to memberships and subscriptions (2022: £655).

The charity is exempt from tax on income and gains to the extent that these are applied to its charitable objects.

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Notes to the financial statements continued

Continued 26. Related party transactions

During the year the charity paid salaries of £nil The total donations received from two Trustees (2022: £710) to a close family member of Nick Bird, (2022: 2) during the year amounted to £1,100 a Trustee. (2022: £280).

27. Financial instruments

Financial assets measured at fair value through statement of financial activities:

----- Start of picture text -----
2023 2022
£ £
Investments 3,519,388 3,704,068
The income, expense, gains and losses in respect of all financial instruments are summarised below:
2023 2022
£ £
Net (loss) / gain on revaluation of investments (184,680) 289,123
Investment income 107,438 106,111
For further details about risks arising from financial instruments and the measurement basis see note 13.
28. Analysis of changes in debt
At 1 April Cash flows At March
2022 2023
£ £
Net cash
Cash at bank and in hand 10,120,041 1,164,438 11,284,479
At 1 April Cash flows As at March
2021 2022
£ £
Net cash
Cash at bank and in hand 8,544,856 1,575,185 10,120,041
----- End of picture text -----

29. Comparatives for the statement of financial activities

----- Start of picture text -----
Undesignated Designated Restricted Total funds
funds funds funds 2022
(restated) (restated) (restated) (restated)
£ £ £ £
----- End of picture text -----

INCOME
Donations	715,140	2,412,441	318,857	3,446,438
Trading activities	21,540	766	3,300	25,606
Investment income	107,059	-	506	107,565
TOTAL INCOME	843,739	2,413,207	322,663	3,579,609
EXPENDITURE
Raising funds	(300,434)	(50,755)	(1,876)	(353,065)
Charitable activities	(425,918)	(1,178,048)	(148,184)	(1,752,150)
TOTAL EXPENDITURE	(726,352)	(1,228,803)	(150,060)	(2,105,215)
NET INCOME BEFORE GAINS
ON INVESTMENTS	117,387	1,184,404	172,603	1,474,394
Net gains on investments	-	289,123	-	289,123
Other gains / (losses)	25,714	(12,345)	-	13,369
NET INCOME	143,101	1,461,182	172,603	1,776,886
Transfer between funds	63,275	(63,275)	-	-
NET MOVEMENT IN FUNDS	206,376	1,397,907	172,603	1,776,886
RECONCILIATION OF FUNDS
Total funds brought forward	778,001	8,341,615	1,471,141	10,590,757
TOTAL FUNDS CARRIED FORWARD	984,377	9,739,522	1,643,744	12,367,643

30. Prior year adjustment

Following the implementation of our new five year organisational strategy we have amended how we group our charitable expenditure from ‘Access to Medical’, ‘Medical Research’ and ‘Education, Awareness and Family Support’ to our three Strategy

Pillars of ‘Support’, ‘Research’ and ‘Awareness’. In practice the change for the prior year figures is simply the movement of Family Support grants and other spend moving from ‘Education, Awareness and Family Support’ to the first pillar of ‘Support’.

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Thank you

We want to say a heartfelt thanks to the following companies, people, schools, charities, foundations and trusts for their wonderful support.

Poppy

Companies Allen & Overy LLP Aqua Leak Burnt Peach CitrusHR EUSA Fusebox Games GamesAid Google GRC World Forums Harper Collins Irish SBA iTech Media Marks Sattins MiniClip Norgine Pipeline Technology Centre Privacy Culture PwC Ritter Sport Sanofi

Scamp and Dude Sumo Digital Sumo Group PLC United Therapeutics Y-mAbs Therapeutics Inc.

Patron & Champions Kellie Bright Rob Brydon Carl Cavers Demie Risby

Scientific Advisory Board Professor Andy Pearson – Chair Dr John Maris – Vice-Chair Dr Juliet Gray Dr Lucas Moreno Professor Michel Zwaan Dr Julie Park Dr Steve DuBois Dr Meredith Irwin Dr Julia Glade Bender Nick Bird – Lay Member

Ambassadors & individuals Clare and Chris Andrew Polly Arber Delroy Atkinson Bobby Brazier Jamie Borthwick Ashley Byam Mary Boulin

Ed Cartledge Natalie Cassidy Navin Chowdhry Tony Clay Will Cocker

Pippa Collins Graham Cooper Ellie Dadd

Tom Donegan Roger Griffiths

Liam Gurney Shirley Hepworth Harley Kisberg Gurlaine Kur Garcha Stewart and Cassie Leaver Chris Lee

Emma and Jamie Mascaro Shona McGarty Darren Mills Dan Moore Matthew Morrison Clair Norris

Robson O’Reardon Adina Pascall Heather Peace

Helen Pearson

Lara Polati

Juhaim RasulChoudhury Reach Creative

Branding Ltd Stacey Smith Balvinder Sopal James Speakman Lorraine Stanley Nick Streeter Gilly Taylforth Aaron Thiara Iulia and Padmesh Thuraisingham Ioannis Topsakalidis Lacey Turner Jessie Wallace Mark Ward

Charities, Parent foundations Involvement & trusts Forum Anticancer Fund Naomi Bentham Arnold Clark Leeanne Brennan Community Fund Kate Dixon Band of Parents Claire Donnelly Childrens Neuroblastoma Garrett Fitzgerald Cancer Foundation Stewart Leaver GamesAid Naomi Shefford-Thomas Joining Against Cancer Carrie Wright in Kids (J-A-C-K) Kindred Foundation Neuroblastoma UK Family & Rupert’s Revenge named funds Sir John Sumner’s Trust Alfie’s Wishes Solving Kids’ Cancer US Hannah’s Heroes Special Effect Oscar Knox Fund St. George’s Society of Smiles for Stanley New York The Isla Caton Fund St James’ Place

Charitable Foundation

Schools

The Blackwood Engineering Trust The Evan Foundation The Hospital Saturday Trust The Merryn Lacy Trust

Kings’s School Hove London Oratory School Chamber Choir Pakefield High School

The Tula Trust Zoe4Life

Hero Awards 2022 recipients

Jacqueline Barber Dr Juliet Gray Krystal Knight Donna Ludwinski Danny Maloney Mariann Nagy Rebecca Rodgers Stacey Smith Sam Green and

Sharon Stanley Julie and Mel Williams Scholes Junior and Infant School, Holmfirth

Solving Kids’ Cancer UK is a registered charity. We receive very little public funding for our work, relying completely on the generous support of the neuroblastoma community and general public.

The support you give will make the difference to the lives of children and families affected by childhood cancer. For more information on how you can support and to donate visit: solvingkidscancer.org.uk

@SKC_UK SolvingKidsCancer365 skc365 Solving Kids’ Cancer UK

Solving Kids’ Cancer UK is a registered charity in England and Wales (1135601) and in Scotland (SCO45094). It is a company limited by guarantee in England and Wales (7208648). The charity and company currently operate as Solving Kids’ Cancer UK.

Solving Kids’ Cancer UK

Unit 02-03, Salisbury House, 29 Finsbury Circus, London EC2M 5SQ Email: [e-mail] Telephone: [phone]