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2025-03-31-accounts

BEHÇET’S PATIENTS CENTRES (A charitable company limited by guarantee)

Annual Report and unaudited Financial Statements for the year from 1 April 2024 to 31 March 2025

Company No: 08085618

Charity No: 1148599

Behçet’s Patients Centres Annual Report 2025

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BEHÇET’S PATIENTS CENTRES (A charitable company limited by guarantee)

Contents of the Financial Statements For the year ended 31 March 2025

A. Directors’ Report...................................................3 - 15
B. Directors’ Responsibilities.....................................16
C. Statement of Financial Activities 2025 …..……….17
Statement of Financial Activities 2024…….………18
D. Balance Sheet……………………………...………..19
E. Notes to the Financial Statements………..…….…20 - 22
F. Independent Examiner’s Report…………….……..23

Behçet’s Patients Centres Annual Report 2025

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A. Directors’ Report

1. Reference and Administrative Information

Charitable Company Name: Behçet’s Patients Centres
Company No: 08085618
Charity No: 1148599
Registered Office c/oGravita Oxford LLP
First Floor, Park Central
40-41 Park End Street
OXFORD
OX1 1JD
Administrative Address: 17 Culverley Crescent
Knowle
SOLIHULL
B93 9RB
Accountants: UHY Ross Brooke
Suite I, Windrush Court
Abingdon Business Park
ABINGDON
OX14 1SY
Members: Behçet's UK
Alan Lane
Jan Mather
Amanda Moseley
Mike Rawlins
Judith Scott
Directors: Jan Mather (Chair)
Mike Rawlins (Vice Chair)
Alan Lane (Finance Director)
Amanda Moseley
Judith Scott
NHS Advisor: Prof. Farida Fortune
Commencement The Company was incorporated on 28 May 2012 and
commenced operations on 1 June 2012.

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2. Structure, Governance and Management

2.1 Governing Document: Memorandum and Articles of Association

The charitable company operates with a voluntary management committee/Board of Directors who meet on a bi-annual basis, with additional meetings via telephone conference as required.

Other members of the Board can be appointed by the existing Directors. In so doing they will have regard to the need for the Board to contain a range of skills and relevant experience and will ensure that newly appointed Directors are appropriately trained as to their legal responsibilities. The liability of the Directors is limited by guarantee.

The Directors are not entitled to and did not receive any remuneration during the period.

2.2 Annual General Meeting

The Annual General Meeting was held on 18 April 2024. During the meeting, Alan Lane, Amanda Moseley and Michael Rawlins were re-appointed as Directors following the expiry of their terms of office. In addition, Jan Mather was re-elected as Chair and Michael Rawlins was re-elected as ViceChair, both to serve until the next AGM

2.3 Employees

There has been one change of employee of the BPC this financial year.

Denise Lavers was appointed as Operational Lead on 1 July 2024 following a robust recruitment process.

John Mather retired as Operations Manager with effect from 30 June 2024 following 10 years service.

The Support Coordinators remain the same and are:

Rebecca Hyder – Birmingham Centre of Excellence – employed March 2015 Jackie Pooler – Liverpool Centre of Excellence – employed July 2014 Jean Christians – London Centre of Excellence – employed March 2013.

3. Objectives, Activities, Achievements & Performance

Behçet’s UK (formerly Behçet’s Syndrome Society) undertook a survey of its membership during 2008 which revealed that Behçet’s is more debilitating than previously understood. The Quality-ofLife survey revealed that the impact of Behçet’s is similar to that of Multiple Sclerosis, which has an approved patient pathway through the NHS. With this, and the knowledge that on average it was taking 12 years for Behçet’s patients to receive a diagnosis, Behçet’s UK began an application to the National Specialised Commissioning Group for Centres of Excellence to be established to treat patients with Behçet’s.

The bid to establish the Centres of Excellence was successful and the Centres were established in April 2012. The Behçet’s Patients Centres charitable company was established in conjunction with Behçet’s UK to manage the NHS contract whilst ensuring the vision for patients was delivered.

Behçet’s Patients Centres (BPC) complements the national clinical service that NHS England commissions from three expert providers in England for patients with Behçet’s through the three Centres of Excellence located in London, Birmingham and Liverpool.

It supports the delivery of high-quality specialised care to patients who have this rare disease. It supports the services to ensure that patients with Behçet’s have coordinated care and are provided with full information about their condition.

The current Service Specification agreed with the NHS in 2024 following a successful tender in the form of an Expression of Interest for the period from April 2024 to March 2028 ensures that the nonmedical support work carried out by Behçet’s Patients Centres, through the Support Coordinators and Operations Manager employed by the charity, is a true reflection of that work.

Behçet’s Patients Centres Annual Report 2025

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New ways of working

Each Centre has utilised technology with a mixture of face-to-face, video and telephone consultations, dependent on the availability of consultants and the requirements of patients.

For the Support Coordinators, the preference is face-to-face consultations, as so much of their work is based around these conversations and they help us provide the right level of non-medical support for our patients. Chatting and listening to patients is a key function of the role of the Support Coordinators. The Operational staff have adapted well to new ways of working with our colleagues in the NHS. They have maintained contact with patients whether that be face-to-face or virtually by video or telephone to check in with them and make them aware that the services of the charity are available to help with their non-medical needs.

The Support Coordinators have continued throughout the reporting period to demonstrate their flexibility to meet the non-medical support needs of their patients.

3.1 Description of Services as agreed with NHS England

3.1.1 Provide non-medical support to patients attending a Behçet’s Centre of Excellence

3.1.2 Provision of information about Behçet’s and the services provided by the Behçet’s Centre of Excellence

3.1.3 Management of Service Contract between the charity, Behçet’s Patients Centres, and NHS England

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3.2 Achievements for Financial Year 2024-25 and performance in relation to objects and Service Agreement Outputs

3.2.1 Provision of non-medical support to patients attending a Behçet’s Centre of Excellence:

Deliverables

3.2.2 Provision of information about Behçet’s and the services provided by the Behçet’s Centre of Excellence:

Deliverables:

The statistics for the last 12 months (below) show the number of patients supported and the types of contact Support Coordinators have had with patients.

As previously highlighted, the pandemic led to a hybrid way of working, with a mixture of face-toface and virtual appointments. This hybrid model of working has continued to be implemented post pandemic, though the contact has predominantly been within the clinic, working with the NHS clinical teams and our patients.

Behçet’s Patients Centres Annual Report 2025

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The following data charts highlight the fluctuating nature of the role of the Support Coordinators, numbers continue to vary each quarter based upon a variety of factors:

----- Start of picture text -----
Individual Patients
521
463
399 [408] 401
373 363 325 346 352 337 376 336 323 376
301 288 [308] 302
----- End of picture text -----

Support Coordinator "Job Plan" Breakdown

----- Start of picture text -----
100%
90% 29%
35% 37%
80% 49%
70%
60%
50%
66%
40% 61% 54%
30% 47%
20%
10%
9%
4% 5% 4%
0%
BPC Qtr 1 BPC Qtr 2 BPC Qtr 3 BPC Qtr 4
Awareness Face to Face Other Contact
----- End of picture text -----

The Operational Lead has also analysed the database of patients to identify “Active” patients, where active is based upon some contact with a Support Coordinator in the previous two-year period. Behçet’s Patients Centres Annual Report 2025 7

This review of patients recognises the fluctuating nature of Behçet’s and is a truer measure of the number of patients being supported by BPC.

----- Start of picture text -----
Active
1835 Total
626
762 Birmingham Centre
Liverpool Centre
London Centre
447
----- End of picture text -----

3.2.3 Fostering education, collaboration and networking in the medical and allied professions:

The BPS Matters newsletter continues to promote the Support Coordinators’ perspective of work within the clinic and is shared across the medical staff at all three Centres. As well as highlighting particularly interesting cases (which are anonymised), the newsletter also shares some of the key successes achieved with patients, any trends, positive or negative, with benefits, welfare or other agency support, plus how the charity and staff continue to support the NHS and Behçet’s UK.

The content and layout have been refreshed to ensure the publication remains interesting and informative for the recipients.

In recent issues we have encompassed “Patient Feedback” from the quarter to highlight how the range of support provided has had a positive impact on the non-medical needs of patients at the varying stages of their Behçet’s journey.

Through this, content has included

  1. Support and Advocacy

  2. Employment and Education

  3. Non-Medical Support Trends

  4. Team Development and Networking

  5. Patient Feedback

The latest version of BPS Matters can be downloaded from our website: https://behcetspatients.org.uk/bps-matters-newsletter.

Feedback from the recipients of BPS Matters is positive and that the information within the journal provides a good insight into the work and support being provided by the Support Coordinators across all three Centres of Excellence.

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3.2.4 The promotion and assistance of research into Behçet’s disease and the dissemination of the useful results:

The formation of the Centres has provided the largest sample population available in England to conduct research into Behçet’s disease. Each of the Centres is discussing potential research, how they can collaborate amongst themselves and with other medical professionals. We are also working closely with Behçet’s UK as they progress their ambition to develop a register of patients which will also assist with identifying the sample population.

3.3 Service Agreement Outputs:

3.3.1 Patient Advocacy and engagement in service delivery

Following attendance at a clinic in a Centre of Excellence, patients are sent an anonymous electronic survey to complete to provide feedback on the service they received. These are closely monitored and reviewed to highlight areas for improvement or for sharing best practice amongst the Centres. The feedback is overwhelmingly positive and includes the following sample quotes:

“Thank you to all who offer help and support on this rare complex lifelong condition…. knowing I can contact someone for support is a huge comfort when so many people do not understand the complexity of Behçet’s disease.”

“…always very empathetic and happy to support either in person or on the phone. I really appreciate the support. Thank you!”

“Being diagnosed with this sickness and realising there are people such as my support coordinator there to support you makes a vast difference.”

“Just continue with the good work!”

'Support Co-ordinator is a godsend she goes above and beyond to help us she always rings or arranges appointments and keeps to them she texts or rings if she hasn't heard from us in a while or if she has done anything to help letters or forms or calls she always rings to see if went ok or if she needs to do anything else to. We all love her!.

'Support Co-ordinator at the clinic is wonderful. So friendly and extremely supportive, very interested in your wellbeing and day-to-day, which really makes a difference. Clinic days wouldn't be the same without her.

'It's the added comfort of knowing that someone is there.’

‘I felt more in control and was able to apply the advice I was given’.

‘Without the patient support coordinators many patients would struggle to get the support they need’.

'I started to receive PIP .... I only knew I was entitled because of my support coordinator.

'Definitely made a difference … it is a diagnosis that people are not aware of so the letter my support coordinator carefully prepared explaining the symptoms and how they affect one's life was amazing.’

“Always makes a difference,

The Behçet’s Support Coordinator is always reassuring and ready to offer support when needed”

“Having someone check in like that… it helps, it makes you feel heard and not just a number”

“It was nice to check in with the Support Coordinator and I appreciated her getting in contact.”

“A huge difference, I would struggle even more if they weren't available.”

Behçet’s Patients Centres Annual Report 2025

3.3.2 Dedicated Website

The website for Behçet’s Patients Centres (BPC) under the trading name of Behçet’s Patients Support is a resource actively promoted by the Support Coordinators .

The website can be found at https://behcetspatients.org.uk/. The website provides a “one-stop” for all information about the Centres of Excellence, with links to all three Centres and to Behçet’s UK to promote the “In partnership with the NHS and Behçet’s UK” mission of the charity.

The website provides specific information in the following areas:

Having a dedicated website allows for the charity to promote themes, for example links to the current Behçet’s Quality of Life Survey, information on the cost-of-living crisis and the qualitative feedback survey.

3.3.3 Newsletter articles provided from both patients and clinic staff for publication in the quarterly Behçet’s UK newsletter.

Throughout 2024/25, the Centres have been represented with a significant presence in the Behçet’s UK newsletter. Each of the Centres is encouraged to provide articles for every edition with one of the Support Coordinators also providing information on lifestyle management and wellbeing. Articles this year have included:

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3.3.4 Patient Information Pack – ensuring all patients who attend clinic for the first time receive a copy.

A Patient Information Pack continues to be distributed by the Support Coordinators at the Centres.

Following feedback from patients attending a centre, patients were becoming overwhelmed by the breadth of areas the disease could potentially affect which was having a negative impact on their wellbeing at a time when they were coming to terms with a new diagnosis.

The information pack given at their first clinic visit therefore only includes factsheets on:

A digital version of our summary information pack is now also available for either downloading from our website (https://behcetspatients.org.uk/beh%C3%A7et%E2%80%99s-factsheets) or for email to a patient. We also encourage our patients to visit the website of Behçet’s UK (https://behcetsuk.org/behcets-medical-factsheets/) where the most up to date information sheets on all the symptoms of the illness can be viewed and downloaded.

The Support Coordinator will continue to facilitate the provision of information to ensure all patients have access to the most up to date and appropriate information in a format relevant to them.

3.3.5 Support Coordinator workload prioritisation should aim for 65% direct face to face contact with patients: 30% other contact / facilitation work and 5% raising awareness activities.

The Support Coordinators log their time against categories of work they undertake to ensure their workload prioritisation is aligned to the Company’s Service Agreement.

The job plan for the Support Coordinators is broken down as follows:

The statistics for the last 12 months are below:

Data shows the flexible approach adopted by the Support Coordinators in switching between face to face and other contact as the needs of the Centres of Excellence and the patients themselves change and evolve. The key is for the Support Coordinator to remain flexible and adapt as necessary.

----- Start of picture text -----
Actual Patient Outcomes
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Awareness Face to Face Other
Yr 2022 Yr 2023 Yr 2024 Yr 2025
----- End of picture text -----

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3.3.6 Training and Development – contribute to the Behçet’s UK AGM to promote the service.

The charity was represented at the October AGM of Behçet’s UK by the Directors; Jan Mather, Judi Scott and Amanda Moseley with Alan Lane available online, ensuring that any questions relating to the service could be formally answered. All three support coordinators were present along with the Operational Lead.

3.3.7 Raising Awareness of Services Provision

The Commissioning for Quality and Innovation (CQUIN) framework supports improvements in the quality of services and the creation of new, improved patterns of care as appropriate.

At the latest NHS CQUIN meeting held in Birmingham on 12 March, the Chair, Jan Mather, the Operational Lead, Denise Lavers and the Birmingham Support Coordinator were present.

A specific BPC contract meeting is being arranged for the Spring when the Annual Reports have been approved.

3.3.8 Provide Stakeholder engagement by publishing a quarterly ‘BPS Matters’ to key medical staff in clinics.

The ‘ BPS Matters’ newssheet has been produced quarterly and the content refreshed during 2024/25 to ensure it remains interesting and informative to the recipients. It is circulated to the key stakeholders including Lead Clinician of each Centre along with the NSCG Commissioner and the Chair of Behçet’s UK. The aim of this news sheet is to highlight to the medical team within the Centres any trends we are observing and to share best practice amongst the Centres. This publication continues to be well received with each of the Centre Leads circulating to their teams. A summary of the newssheet is published in the Behçet’s UK Quarterly newsletter as well as being made available on our website (https://behcetspatients.org.uk/bps-matters-newsletter)

In recent issues we have encompassed “Patient Feedback” from the quarter to highlight how the range of support provided has had a positive impact on the non-medical needs of patients at the varying stages of their Behçet’s journey.

Through this, content has included

  1. Support and Advocacy

  2. Employment and Education

  3. Non-Medical Support Trends

  4. Team Development and Networking 5. Patient Feedback

3.3.9 NetZero commitments

As an organisation, BPC is committed to being a responsible business. We are developing a roadmap to ensure we reduce our carbon footprint and play our part in ensuring the NHS achieves it’s NetZero commitment.

During FY25, we have :-

  1. Continued with virtual Board meetings and Team meetings wherever possible. There is value in meeting face to face and the Board of Directors limit this to twice a year to save on the societal impact of travel. For the January face to face meeting, the venue was selected to enable all attendees to travel by public transport, which is a conscious decision to reduce our carbon footprint.

  2. Previously, we have printed both business cards and our Introductory leaflets to our service and the illness. During this year we have consolidated our business cards into our introductory leaflet. This reduces our paper usage whilst still ensuring our patients receive the information they need in the most appropriate format.

We shall continue to assess our carbon output and explore ways to minimise this whilst balancing maintaining the standards of our service provision.

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3.4 Looking to 2025-26

3.4.1 Training

The service has become well established with feedback being overwhelmingly positive, however ways to improve the services to patients are always being sought.

All Support Coordinators have rolling NHS Honorary Contracts in place and with that comes the responsibility to complete all relevant mandatory training. Such training being provided by the relevant NHS Trust and online via “eLearning for healthcare” (elfh is a Health Education England - programme in partnership with the NHS and professional bodies https://www.e lfh.org.uk/).

Courses completed include:

Mandatory Training continues to be undertaken (in line with NHS Honorary Contract requirement).

The Company continues to look for appropriate courses to ensure our Support Coordinators remain current with any benefits changes as this is an ongoing need.

The personal development of the team is under consideration, after undertaking coaching training and resilience training in previous years.

The training will be agreed collaboratively based on need and timeliness together with the benefit it will deliver for our service users.

3.4.2 EVOLVING ROLE OF SUPPORT COORDINATOR

What the Support Coordinators do on a day-to-day basis will continue to evolve over time and allow for the continuation of individual ways of working. Whist it is not envisaged that there will be a radical change to the role, the Team do recognise that they should update their knowledge and training, and develop a more outward looking approach, so that BPC can stay in line with NHS innovations and initiatives.

Many aspects of Social Prescribing are already embedded in the role of the Support Coordinator: the recent shift to a “living well with Behçet’s” focus for patients highlights the positive impact working with a Support Coordinator makes on the lives of patients.

BPC will develop a ‘What Matters to You Most?’ approach for patients and offer a ‘What Matters to You Most?’ discussion followed by the creation of a support plan for each patient, based in line with Maslow’s hierarchy of needs, whilst recognising each patient will have differing support requirements and will be positioned at various stages of the hierarchy of need.

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That plan would involve Support Coordinators researching relevant agencies for signposting advice and opportunities and where appropriate making referrals with follow up support to check on how everything is going.

The ‘What Matters to You Most?’ approach will allow Support Coordinators to support a wider range of patients, not only for those patients who are actively managing their Behçet’s, but also those that are currently living well with Behçet’s and have little contact with their Support Coordinator.

3.4.3 Meeting schedules

The BPC has held four Board meetings, one face to face in Birmingham and the remaining three by video conference during financial year 2024-25. In addition, the BPC AGM was held on 18 April 2024 also via video conference.

During the financial year 2025-26, it is intended to revert to the model of two face-to-face meetings, generally in the Spring and Autumn whilst we onboard the newly appointed Operational Lead. Each meeting will continue to be minuted to reflect the discussions and agreed actions.

In addition, two joint meetings, one in person at the Behçet’s UK AGM and the other using video conferencing were held between the BPC and Behçet’s UK to ensure we remain aligned, and our services are complimentary for the benefits of patients.

3.4.4 Company Training Day(s)

The BPC also held a face-to-face training meeting during financial year 2024-25, with the meeting being attended by all the operational staff and available Directors. The objectives of the meeting were to ensure the Directors were fully briefed on the variety of work that is undertaken by the Support Coordinators, to keep them up to date with trends and best practice and to focus on specific tools to assist in managing their workload and priorities. There was also a strategy session to ensure we are positioning ourselves to remain a valuable service into the Centres and to our patients.

This type of training will continue on an annual basis with any relevant learning and action points noted and shared via either BPS Matters or via the Behçet’s UK newsletter.

3.4.5 Risks

The Board of Directors has considered the risks to which the charity is exposed.

The most significant risk is that the four-year contract agreed from April 2024 with an initial 3.1% uplift in funding will not keep pace with inflation in salary and other costs. It is therefore anticipated that a revision to the contract will be required in due course for the company to remain a viable concern.

An announcement was made in March 2025 by the Government that NHS England would cease operation. Our contract is currently with NHS England. We have received no official correspondence to date on the impact to our contract, but have written to a National Specialised Commissioning team commissioner for clarification. This uncertainty will be added to our risk register.

The Company had a small operating deficit in 2024-25 and its reserves are more than adequate to cope with this situation in the short term.

The Directors are therefore of the opinion that the charity is a going concern.

Directors will also continue to monitor cash flow closely, as well as ensuring that any recruitment procedures include Disclosure Barring Service checks, that staff are appropriately trained and that there are relevant policies including a Data Protection policy that reflects the newly introduced data privacy regulations. Directors will continue to take out appropriate insurance for the services that the Company provides.

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4. Financial Review

The Company was incorporated on 28 May 2012. Its first financial period ended on 31 May 2013, after which the accounting reference date was changed to 31 March for subsequent years. This report relates to the financial year ending 31 March 2025.

The Company’s main source of income is a grant from the National Health Service Commissioning Board by means of a contract with the Company to provide support services to Behçet’s patients in conjunction with the three Patients Centres. Some additional income has been received from the Barts Health NHS Trust in order to extend the administrative support provided by one of the Support Co-ordinators at the London clinic and some small charitable donations have again been received this year.

The Company employs three Support Coordinators and finances their recruitment and training, the provision of laptop computers and stationery, including patient information packs, and meets the Support Coordinators’ travel costs and incidental expenses. In addition, the Company employs its own part-time Operational Lead and contributes to the costs of the Behçet’s UK newsletter.

At the end of the previous financial period, the Company had total reserves of £48.3k. In the period ending 31 March 2025 it received income of £128.5k, principally from NHS England, and £0.4k from investments. It spent some £128.2k on charitable activities and £2..8k on governance costs, giving a deficit of £2.1k for the period, which was funded from the reserves brought forward from earlier years.

4.1 Investment Policy

The Directors’ policy on finance is to utilise its CAF Bank current account for routine income and expenditure and to place funds not needed in the short term on deposit with a Scottish Widows 90day account. The BPC is responsible for delivering to the National Specialised Commissioning Groups award and therefore it is not anticipated that a large reserve will be created. Claims are made on a quarterly basis to the NSCG to cover incurred expenditure.

4.2 Reserves Policy

The Company's reserves at 31 March 2025 were £46.1k. Directors aim to maintain reserves at a level not exceeding the company’s normal income for a six-month period, together with any funds necessary to meet expenditure on activities that are incomplete at the end of a financial period, as a contingency in the event of the non-renewal of the contract with NHS England to provide for an orderly winding-up of the company's activities.

4.3 Basis of Preparation

The financial statements comply with the Charities Act 2011, the Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS 102.

4.4 Public Benefit

The Directors have had regard to the Charity Commission’s guidance on public benefit, as detailed in section 3 above.

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B. Directors’ Responsibilities

The Directors are responsible for preparing the Directors’ Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Directors to prepare financial statements for each financial year. Under that law, the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounts Standard and Applicable Law).

Under company law the Directors 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 charitable company and of the profit or loss of the charitable company for that period. In preparing these financial statements the Directors are required to:

The Directors are responsible for keeping accounting records that disclose with reasonable accuracy the financial position of the charity 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 charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

This report was approved by the Board on 29 April 2025 and signed on its behalf by

Jan Mather Chair of the Board of Directors

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C. Statement of Financial Activities

STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 MARCH 2025

(Incorporating the income and expenditure account)

Note Unrestricted Unrestricted Restricted Total Total
Fund Funds 2024-25 2023-24
INCOME AND ENDOWMENTS
Income from charitable activities 3 90 128 432 128 522 123 881
Total Income and endowments 90 128 432 128 522 123 881

EXPENDITURE ON:
Charitable activities 4 0 128 256 128 256 120 213
Governance costs 5 0 2 774 2 774 2 597
Total Expenditure 0 131 030 131 030 122 810
Net expenditure before gains on 90 -2 598 -2 508 1 071
investments
Net gains on investments 377 0 377 442
NET INCOME 467 -2 598 -2 131 1 513
Transfers between funds 6 -2 598 2 598 0 0
Net movements in Funds -2 131 0 -2 131 1 513
RECONCILIATION OF FUNDS
Fund balance brought forward at 48 272 0 48 272 46 759
1 Apr 2024
Fund balance carried forward at 46 141 0 46 141 48 272
31 Mar 2025

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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2024

(Incorporating the income and expenditure account)

Note Unrestricted Unrestricted Restricted Total Total
Fund Funds 2023-24 2022-23
INCOME AND ENDOWMENTS
Income from charitable activities 3 231 123 650 123 881 117 274
Total Income and endowments 231 123 650 123 881 117 274

EXPENDITURE ON:
Charitable activities 4 0 120 213 120 213 118 607
Governance costs 5 0 2 597 2 597 2 843
Total Expenditure 0 122 810 122 810 121 450
Net expenditure before gains on 231 840 1 071 -4 176
investments
Net gains on investments 442 0 442 101
NET INCOME 673 840 1 513 -4 075
Transfers between funds 6 840 -840 0 0
Net movements in Funds 1 513 0 1 513 -4 075
RECONCILIATION OF FUNDS
Fund balance brought forward at 46 759 0 46 759 50 834
1 Apr 2023
Fund balance carried forward at 48 272 0 48 272 46 759
31 Mar 2024

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D. BALANCE SHEET AS AT 31 MARCH 2025

Notes
Current assets
Debtors
9
Prepayments
10
Cash at bank and in hand
11
Total current assets
Creditors: amounts falling due within
one year
12
Total assets less current liabilities
Creditors: amounts falling due after
one year
Net assets
Funds of the charity
Unrestricted fund
Restricted fund
Total funds		 Unrestricted
Fund
Restricted
Funds
263
29 686
0
436
45 878
-25 990
46 141
4 132
0
4 132
46 141
0
0
0
46 141
0
46 141
0
0
0
46 141
0		 Total
2024-25
29 949
436
19 888
50 273
4 132
46 141
0
46 141
46 141
0
46 141		 Total
2023-24
10 908
1 461
40 029
52 398
4 126
48 272
0
48 272
48 272
0
48 272

All of the company’s activities were derived from continuing operations during the above two financial periods.

Note: Restricted Fund

This fund records monies received from NHS Commissioning via the London Strategic Health Authority and from Barts NHS Trust during this accounting period and the charitable purposes for which they have been employed.

The financial statements comply with the Charities Act 2011, the Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS 102.

For the financial period ended 31 March 2025, the company was entitled to exemption from audit under section 477(1) of the Companies Act 2006, and no notice has been deposited under section 476(1) requesting an audit.

The directors acknowledge their responsibilities for:

These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies’ regime.

Approved by the Board of Directors on 29 April 2025 and authorised for issue on 29 April 2025.

Jan Mather Chair of the Board of Directors

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E. NOTES TO THE FINANCIAL STATEMENTS

PERIOD ENDED 31 MARCH 2025

1. CHARITY DETAILS

The charity is a charitable company limited by guarantee.

Its registered office is at: First Floor

Park Central 40-41 Park End Street OXFORD OX1 1JD

The charity is a public benefit entity.

2. ACCOUNTING POLICIES

The principal accounting policies of the company are as follows:

(a) Basis of accounting

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 FRS 102 and the Companies Act 2006. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

(b) Income

Grants from National Health Service England and receipts from Barts Health NHS Trust are included in the income and expenditure account as they become available.

(c) Explanation of the categories of expenditure

Charitable activities

This comprises all direct costs and management overheads which have been incurred by the charity in meeting its charitable objects.

Governance costs

Governance expenses represents the costs incurred in connection with the administration of the charity in compliance with constitutional and statutory requirements.

(d) Taxation

The company is a registered charity and is not liable to United Kingdom taxes on its income.

(e) Presentation currency

The financial statements are presented in Sterling, which is the functional currency of the charity.

(f) Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

(g) Trade creditors

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charitable company does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognized at the transaction price.

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3. ANALYSIS OF CHARITABLE INCOME

ANALYSIS OF CHARITABLE INCOME
NHS England
Barts Health NHS Trust
Other donations
ANALYSIS OF CHARITABLE EXPENDITURE
Staff recruitment, training and HR costs
Salaries and wages (4 employees in 2025, 4 in 2024)
Employer’s NI
Employment rebate
Employer’s pension costs
General travel expenses
Subsistence costs
Insurance
Telephone/fax/email
Printing/photocopying
Newsletter
Postage
Stationery and materials
ICT hardware
ICT software
Equipment purchases
Conference expenses

ANALYSIS OF GOVERNANCE COSTS
Independent examination of accounts
Financial administration
Bank charges
Professional fees
Other fees
Data Protection registration
Board meeting expenses		 2025
£
112 400
16 032
90

128 522
2025
£
1 092
109 458
9 813
-5 000
3 280
2 187
300
1 070
1 168
111
1 651
76
182
0
1 610
75
1 183
128 256
2025
£
780
1 200
99
573
13
35
74
2 774		 2024
£
108 100
15 550
231
123 881
2024
£
1 462
103 293
9 233
-5 000
3 099
1 104
65
977
1 278
95
2 484
38
96
50
1 766
173
0
120 213
2024
£
750
1 045
60
543
0
35
164
2 597

4.

5.

6. TRANSFER OF FUNDS

Any unspent monies received from NHSE in previous years were transferred to unrestricted funds and the directors have been able to use these funds to promote the charitable object without restriction. The operating deficit in 2024-25 was funded from these reserves.

7. DIRECTORS’ EMOLUMENTS

The directors are not entitled to and did not receive any remuneration during the year. Travel and accommodation expenses incurred by the directors on behalf of the charity may be reimbursed. Expenses were claimed by one director totalling £118 in 2024-25 (£165 in 2023-24). There were no expenses paid to third parties on behalf of trustees.

8. EMPLOYEE EXPENSES

The total average monthly number of employees during the year was 4 (2024: 4). The company has a pension scheme for its employees. Contributions totalling £3280 were made during the year (£3099 in 2024). There were no redundancy or termination payments. No staff were paid £60 000 or more during the year (2024: none).

60 000 or more during the year (2024: none).
The numbers of employees whose remuneration for the year fell 2025 2024
within the following bands were:
£10 000 to £20 000 1 1
£20 001 to £30 000 2 2
£30 001 to £40 000 0 0
£40 001 to £50 000 1 1

The total paid to key management personnel, including pension contributions, was £ 19.0k (2024: £17.0k).

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9. ANALYSIS OF DEBTORS 2025 2024
£ £
Donations due from PayPal 0 164
Interest due on Scottish Widows a/c 263 105
NHS England 28 350 9 343
Barts Health NHS Trust 1 336 1 296
29 949 10 908
10. ANALYSIS OF PREPAYMENTS 2025 2024
£ £
Proportion of insurance premium paid in advance 0 1 034
Proportion of company secretarial fees paid in advance 436 427
436 1 461
11. ANALYSIS OF CASH 2025 2024
£ £
CAF Bank current account 13 141 13 605
Scottish Widows 90-day account 5 997 25 849
Floats held by members of saff to meet expenses 750 575
__ ___
19 888 40 029
12. ANALYSIS OF CREDITORS (due within one year) 2025 2024
£ £
HMRC – PAYE and National Insurance payments 2 250 2 512
Pension scheme payments 620 603
Staff expenses claims 446 128
Provision for cost of independent examination of accounts 780 750
Behçet’s UK re-charges 0 133
Proportion of insurance premium relating to previous year 36 0
___ ___
4 132 4 126

13. RELATED PARTY TRANSACTIONS

There were no related party transactions in either period and there were no donated services.

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F. INDEPENDENT EXAMINER'S REPORT

TO THE TRUSTEES OF

BEHÇET'S PATIENTS CENTRES

I report to the charity trustees on my examination of the accounts of Behçet's Patients Centres (the Company) for the year ended 31 March 2025, which are set out on pages 17 to 22

Responsibilities and basis of report

As the charity's trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 (the '2011 Act). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's report

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Name of examiner: Caroline Webster

Name of firm: UHY Ross Brooke

Relevant professional body: Institute of Chartered Accountants in England and Wales

Address: Suite I, Windrush Court, Abingdon Business Park, ABINGDON, OX14 1SY

Signed:

Date: 27 May 2025

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