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Annual R eview
2020-21
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**One day I hope to be brain tumour free, but for now I’m brain tumour strong thanks to friends, family and Brain Tumour Support.** **Sharon** “What is the bravest thing you’ve ever said?” asked the boy “Help.” said the horse “When have you been at your strongest?” asked the boy. “When I have dared to show my weakness.” “Asking for help isn’t giving up.” said the horse. “It’s refusing to give up.” From the book ‘The Boy, the Mole, the Fox and the Horse’ by Charlie Mackesy ## These words upheld me during such uncertain times. Being a CEO in the midst of a pandemic ranks as being one of my scariest experiences. When I really thought we might not get through, a video from me asking our community for help was the beginning of our Together We Are Stronger Appeal. I urge you to read this Annual Report about how we continued to professionally deliver our support services to those needing a lifeline at this time, and then how successfully we ended our financial year. Tina Mitchell Skinner – CEO and Founder, Brain Tumour Support ## Brain Tumour Support Annual Review 2020-21 Incorporating the Trustees’ Annual Report and examined accounts for the year ended 31st March 2021 ## Contents - 4 Introduction from the Chair of Trustees - 5 Together We Are Stronger has never been so true: Perspective from the CEO - 6 Our purpose – vision, mission and values 7 Our motivation For us who are chronically ill and fatigued, lockdown is normal life. - 8 Our achievements in the year - 9 Our Covid story – working together When everybody else got to join us and realise that actually life isn’t so easy, I think they got a little taste of what it’s like to live like this. - 16 Moving forward collaboratively - 18 The difference we’ve made - 23 Our research - 24 Our strategy - 26 Our structure, governance and management - 28 Our financial review **Jen** - 31 Statement of financial activities - 32 Balance sheet - 34 Notes to the financial statements - 42 Legal, administrative and contact details 2 3 ## Introduction by our Chair I am pleased to present the Trustees’ Annual Report together with the financial statements of the charity for the year ending 31 March 2021. This report and the financial statements cover one of the most challenging periods of recent times as the world battles with the impact of Covid-19. How the charity has responded has been revealing, as challenge so often is, of the underlying character and values of the team and its mission. I am constantly impressed by the charity’s resilience in the face of challenge. The ability to find something positive, to change and adapt whilst never compromising the values that have always been at its heart. We have made good progress since March 2020, and done well to rebuild the finances of the charity, but we cannot relax. There is still a degree of uncertainty about the future, particularly fundraising, as we come out of this pandemic. The report demonstrates how every part of the Brain Tumour Support family pulled together, and I want to express a huge personal thank you, and my admiration, to all those involved. Their tremendous efforts enabled us to continue to provide our support, albeit in new ways, throughout this period. We therefore need to move forward with cautious optimism – and I am confident we can do this when we look at all involved with the charity, and how well we have responded to date. - To Tina and her team who never cease to amaze me with their dedication and support of each other in delivering the vital support service we provide. - To my fellow trustees who significantly stepped up their commitment to help guide the charity through the challenges of Covid-19. - To all our supporters who were just fantastic in how they responded to our fundraising appeals. Andrew Chater, Chair of Trustees - To our greatly valued volunteers who have shown such loyalty and generosity. - To the medical professionals for what they have delivered during this extremely difficult period. ## Together We Are Stronger has never been so true During the most challenging year in the history of the charity, I have been overwhelmed by the innovation and strength of those around me, enabling us to continue supporting families. All of this has only been possible thanks to you, supporters and fundraisers, corporate partnerships, trustees, volunteers and the staff team. It feels as if the challenges we all faced in lockdown have given an insight into the world which those people living with a brain tumour face every day. When someone receives a brain tumour diagnosis, that lack of knowledge, understanding and information, the complete unknown of what will happen next, is very real and very frightening. As for all those people living with a brain tumour, whilst the future is never certain, we can look ahead and feel confident that the generosity of spirit and dedication of those around us is powerful. We have all experienced such a rollercoaster of emotions during this time and through this crisis, and we have rallied. When our roots are shaken and we face adversity, we pull together and turn it into positivity. My priority throughout this report is to focus on how we have adapted our support services to deliver a good and contributory service by moving to virtual platforms and developing our offering in ways which we could only have previously imagined. Our face to face support groups were suspended before lockdown was enforced and we seamlessly transferred our office work to home working due to our solid IT systems which were already in place. Whether through direct support from our Support Professionals, through our Facebook Forum, or through our counselling service, we have concentrated on staying true to our values, ensuring that the overall safety of our patients and families takes precedence. When the neuro clinical teams were called to the front line as the pandemic broke, I for one felt privileged that Brain Tumour Support was able to be there in support. One of the clinical nurse specialists wrote to me saying “Your team is amazing and we would be lost without the support and care you provide for our patients.” Together We Are Stronger has never been so true. I’m proud to share the story of our Covid journey – we could not have done this without the wonderful people of our brain tumour community, new and old, who have been relentless in their support of us and an integral part of our Together We Are Stronger Appeal. Tina Mitchell Skinner, CEO and Founder 4 5 ## Our purpose This year gave an insight into some of the challenges faced by brain tumour patients for whom isolation, loss of independence, fear and uncertainty are part of ‘normal’ life. ## Our Vision That no one feels alone when facing the effects of a brain tumour. ## Our Mission To provide patients, carers, friends and family individualised and specialist information, guidance and emotional support for as long as it is needed. ## Our Values Be inclusive – Together we are stronger, all-embracing and available to anyone Be supportive – Together we are caring and always ready to come alongside to encourage and empower Be compassionate – Together we are gentle and warm-hearted with a listening ear, yet incredibly resilient Be professional – Together we are consistently reviewing and re-evaluating our services, so that they are personalised, proficient and rich with experience ## Our motivation The facts about brain tumours are shocking and the impact of a diagnosis can be felt over a prolonged period, often changing life forever. These sobering facts remind us every day of why support matters. +40% Brain tumours can affect anyone regardless of age, sex, Over 40% of people lifestyle or general have to give up health work as a result of their diagnosis 45 +40% Brain tumours kill more children and Approximately 45 people each day adults under the age of in the UK face a brain 40 than any other work tumour diagnosis type of cancer their diagnosis +55% +100k Over 55% of people Over 100,000 people in the UK are have to give up Incidences of, and living with a brain their driving licence deaths from, brain tumour and lose their tumours are independence increasing Over 100,000 people in the UK are living with a brain tumour Over 65% of people say a brain tumour has a negative impact on friendships 6 7 ## What we achieved and who we supported in the year We know that support doesn’t come as a ‘one size fits all’ and so our range of services responds to the different needs and preferences that people have when facing their individual brain tumour journey. We monitor the impact of our work by collecting both quantitative and qualitative feedback from client surveys, comments, conversations and case studies, and we collect data on those who contact the charity and receive personalised support from us. Numbers never tell the whole story, but they do give an insight into the work we do and the lives we touch across a year. 3,231 people used the Brain Tumour Support Forum on Facebook 1,218 people received regular support from a Support Professional 422 new referrals **----- Start of picture text -----**
116 people supported following bereavement
589 people attended topic sessions
The virtual meetings 561 people attended friendship groups
have helped me to feel less
88 people received specialist counselling
lonely and isolated.
It’s lovely seeing everyone
from the support group
and just having a chat Who accessed our services? What type of brain tumour?
with other people who
understand. 37% high grade
54% patients
58% low grade /
Emily 37% loved ones & carers
non-malignant
9% bereaved
5% not yet diagnosed
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## Our Covid story - working together to keep support going Covid-19 had an impact on the third sector financially, strategically, practically and on a very human level. Our plans for service development and fundraising were suddenly overturned and everything we wanted to achieve for improvement in the lives of others seemed impossible. transition to home working for the whole charity team. With the beginning of the first lockdown on 23rd March 2020 people everywhere faced the prospect of their normal world changing, and of suddenly having to cope with a ‘new normal’. As a charity seeing brain tumour patients, and their loved ones, every day having to suddenly face a world of isolation and uncertainty with or without a global pandemic, we were perhaps more familiar with, and adaptable to, that ‘new normal’ than many. Every function within the charity worked harder than ever, despite a greatly reduced team. Our primary concern was to ensure support would still be there for the patients and families for whom the pandemic added further complications and stress to the devastating impact of a brain tumour diagnosis. Fundraising and charity income of course took an immediate hit and in May 2020 we launched our emergency appeal, Together We Are Stronger, a fundraising strategy with three phases. We are particularly attuned to the vulnerabilities of the brain tumour community and so took decisive and early action to adapt our own working practices in order to protect those we support, suspending all support groups and face to face support, and closing our office in an early ## Together We Are Stronger **----- Start of picture text -----**
3
2
1
Together
Together
Together We Thrive
We Rebuild
We Survive
The ultimate goal for our
To rebuild vital support
To ensure the immediate work once the coronavirus support services looking
survival of the charity restrictions allow towards April 2022 and
beyond
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8 9 ## Together We Survive This first phase of our strategy was focused on the survival of the charity, in the early days of the pandemic. Here is an overview of the elements and activity which constituted this first phase. **This is how we survived Covid.** **----- Start of picture text -----**
Support
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Fundraising
and finance
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- Face-to-face groups and one-to-one support suspended - Reduced charity team and hours - Together We Are Stronger Appeal - Continued Macmillan support for Wales - Committed fundraisers - Adaptation to Zoom - Trusts and funds - Transition to online support sessions - Increased regular donors - Increased phone counselling - Long-term and loyal supporters - Transition to online counselling - Innovations in fundraising - Government financial support **----- Start of picture text -----**
• Move to smaller office and
home working
Volunteers and
collaboration
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- Loyalty of our volunteers who wanted to help - • Support for volunteers to engage online - • Trustees increased workload ## Together We Are Stronger Appeal Fundraisers old and new joined our Together Clubs and took on all sorts of Covid-safe activities to raise funds. Donors and supporters responded to the urgency of our appeal, and Trusts and Funds, including crisis funds responding to the pandemic, recognised the need and value of our work. - £130,000 was raised in this first stage of our appeal. We share here just a few of the amazing fundraising stories. ## Wolverhampton Grammar School Coast to Coast Challenge ## Anna’s Masquerade Ball Anna found out that she had a brain tumour on her 30th birthday. After two surgeries, chemotherapy and radiotherapy she had to come to terms with living with diagnosis and uncertainty about her future. A group of Year 10 students were training to run 187 miles from St Bees to Robin Hood’s Bay as a tag team, in 24 hours. Throughout this journey, Anna found the care and assistance of our Support Professional so valuable that she wanted to give something back. So she devised a fundraising Masquerade Ball for May 2020. Then came Covid-19 and the Ball was cancelled, but Anna knew we needed her support more than ever. Ticket holders very generously refused a refund, and the raffle with donated prizes went online. The pandemic prevented them from completing the original route, but they were determined to still achieve the challenge. The students kept training, and in October they ran the distance by completing Anna raised an incredible £2,960 - 40 circuits of a 7.5km track in - Birches Valley, Cannock Chase. They raised over £7,700 Dan’s Miles for Support Several of Dan’s family have been affected by brain tumours, including Dan who has lived with a brain tumour since 2001. Dan and his son Jonah clocked up a total of 1,206 miles – Land’s End to John O’Groats and back! They raised over £500 10 11 ## Together We Rebuild A National Lottery Covid Community Support Fund award enabled us to reach the ‘Together We Rebuild’ stage of our appeal. Rebuilding was not just about the charity’s finances, it was also the development of support services that could operate in the landscape shaped by Covid and be both sustainable and forward looking. **This was how we adapted through Covid.** ## Support ## Fundraising and finance - UK wide support - Topic based online Support Sessions - ‘Meet the expert’ sessions - Together We Are Stronger Appeal - On-line friendship groups - Covid Community Support Fund Facebook Forum growth - - Campaign film – Jane’s Story - Increased online counselling - Covid Kindness book - BTS support charter and best practice framework developed - - Virtual Sparkle - Remembering Robins - Masked Singer Suit Raffle Volunteers and collaboration - New ambassadors - Development of volunteer-led friendship groups - Appreciation Week - BTS saying a big ‘thank you’ ## Jane’s Story launch film ‘Together We Rebuild’ was launched with the short film ‘Jane’s Story’kindly produced free of charge by Autumn Films. Finances were bolstered by continuing efforts from our wonderful community of fundraisers and supporters. ## Adapting support During this time, we looked carefully at how we could best fulfil the need that we know exists across the country. The successful development of online groups, topic-based Support Sessions, one-to-one support and counselling via Zoom, showed how personalised support could be offered across a wide geographical reach, whilst still addressing individual need. ## Expert guidance Specialist topic-based ‘Meet the expert’ Support Sessions included Dr Matt Williams, Consultant Clinical Oncologist and Shivani Soni, Clinical Nurse Specialist, from Imperial College Healthcare NHS Trust. These sessions offered direct contact and Q & A on a wide range of issues put forward by attendees. **----- Start of picture text -----**
Covid
Kindness book
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Brain Tumour Support was privileged to benefit from and feature in this book by Anna James which celebrates hard work, Masked S inger adaptability and kindness suit raffle during the Covid-19 As well as valuable funds, this pandemic. ## Volunteer-led friendship groups We developed new ways for our committed volunteers to be actively involved in support. For example, virtual friendship groups in specific regions proved extremely successful. As well as valuable funds, this event brought awareness of Brain Tumour Support to a new audience through the popularity and public profile of our new ambassadors TV presenter Joel Dommett and his wife Hannah Cooper. This is a model which could make ‘local support’ a possibility across many more regions. I would have committed suicide had I not found BTS. More than that, you have helped me to bring some structure and joy into my life….. These sessions are a life-changer for me. **Gabrielle** 12 13 ## Together We Thrive The Covid pandemic has brought us huge challenges but also a different perspective. Future proofing our work based on our positive learnings will be paramount to our success as we look to the future. **This is how we will thrive as we learn to live with Covid.** Support Fundraising and finance - Redefine our support model - • Restructure support delivery - • • Covid safe community events Optimise digital support - • Return of third party events • Hybrid support offering • • Continuing online fundraising Develop counselling practice - • • Developing corporates and Regularly review client feedback major donors • Further collaboration - • Multi-year funding strategy • Coordination of BTS services • Continuing hybrid working alongside the TJBCM Volunteers and collaboration • Developing new volunteers in new regions • Growing collaborations in the brain tumour community How we learn and grow So, how have we been affected by Covid-19 and what can we take forward that is positive? - We have been given the opportunity to: 1. Examine the way we have been operating 2. Develop a new way of working to support brain tumour families 3. Offer our staff additional support in areas of mental health and wellbeing 4. Develop emotional resilience within teams 5. Remember to celebrate the small wins 6. Face change head on in this time of world turmoil 7. Acknowledge the supportive value of acts of kindness 8. Work out new ways to engage with our audiences 9. Rely more heavily on our Board to offer guidance and direction at each stage 10. Build trust and commitment The shared experiences of Covid and what we have learnt as a charity are integral to the understanding and development of our support service going forward. #TogetherWeAreStronger 14 15 ## Moving forward collaboratively At Brain Tumour Support, the team has a collective understanding of what it is like for someone’s world to be turned upside down by a brain tumour diagnosis, and no matter what type or grade the impact can be profound. We seek to ensure that everyone gets the support they need by working alongside the hospital teams who look after their clinical care, and signposting to related services and organisations. 59% of patients were unwilling or felt very anxious to attend in-person appointments and clinics, but were equally worried by the risk of having to miss a scan or other test. Concern was particularly high over the thought of skipping treatments, with 88% of respondents either unwilling or very anxious about this. So, in the midst of the pandemic, when pressures on the NHS and all social care services were so great, we clearly saw the knock-on effect and the potential impact of this for all those in the brain tumour community. The International Brain Tumour Alliance’s survey of brain tumour patients and carers, undertaken in April-May 2020, revealed some headline findings. Their Europe-wide data showed that, due to Covid-19, 34% of brain tumour patients had already experienced a delay in their treatment and care such as chemotherapy and having follow-up scans. Those greatest fears revealed the hidden cost to brain tumour patients and their families in the UK with the pressures that came from the redeployment of specialist teams to Covid wards and on the NHS as a whole. For us as a charity the Covid period has highlighted how the very essence of all we do is collaborative. Our close work alongside and supporting the NHS neuro teams is essential to delivering the support, beyond clinical care, that is crucial for so many patients and families facing the ‘new normal’ of life after a brain tumour diagnosis. Never underestimate the power of a small contact. As we move forward the collaborative work with the Tessa Jowell Brain Cancer Mission and partner organisations brings considerable impetus and hope towards achieving equal and excellent care and treatment throughout the country. Over the pandemic I emailed a lady once a week just to let her know I was here for her. When she passed away her daughter told me that my emails meant so much to her, she knew that someone outside the family cared about her. Alongside this we will continue to redefine and adapt our support service delivery to ensure that we execute a well governed support model, available for all and sustainable in the longer term. **Support Professional Sarah** ## Care for the carers Brain Tumour Support has always been proud and grateful to work so closely with many highly skilled and dedicated NHS neuro teams. In March 2021, we wanted to show them our support after such a gruelling period. The Brain Tumour Support care boxes were a small way of showing the NHS staff how much they mean to us as a charity. They also represented a hope for the future of continued work together to improve the lives of brain tumour patients and their families. a long and sad day of clinic **Neuro Oncology Team North Bristol NHS Trust** 16 17 It was really great when our Support Professional invited our group to meet over Zoom. It has been a lifeline. ## The difference we’ve made Here’s how our work has made a difference to some of the many families we support. These stories are why we do what we do. We’re hoping that one day soon we will be able to meet again in person, but until then we are so grateful for our Zoom time. **----- Start of picture text -----**
Alison
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## Andrew’s story Brain Tumour Support helped to provide personal and financial stability to Andrew and his family’s life at a time when they were still dealing with a terrible diagnosis, and a drastic change of financial circumstances. Following his diagnosis at the age of 40 of a cancerous but inoperable tumour located on his brain stem, Andrew went through an arduous six weeks radiotherapy and 12 months chemotherapy which forced him to give up his job and also his home. The help given by the BTS Support Professional initially enabled him to find the benefits he was entitled to, guide him through the procedures involved and ultimately win an appeal to receive the maximum award due to him. For Andrew, his parents Alison and Bill, and his brother Neil, the regular one-to-one discussions with a familiar Support Professional, and a chance to meet other brain tumour patients - before Covid at the Support Groups and then throughout the pandemic via virtual meetings - helped to provide crucial moral and psychological support. ## Amanda’s story Following her brain tumour diagnosis Amanda struggled to come to terms with the physical and emotional impact it had on her life, and on her marriage. The support services at Brain Tumour Support, including specialist counselling over Zoom, turned this around for her. “Before, I was feeling low, invaluable, incapable and very frustrated," Amanda explained. “Since counselling with Kate at Brain Tumour Support I feel so much more positive and hopeful about my future, living with the after effects of having a brain tumour. It has helped me to understand why I have limitations now and how to accept the new me. "Kate was there also for couple therapy as my husband and I needed to adjust in our own different ways and to come together to do that. If it hadn’t been for this help then I dare say we would have divorced, and so I will be eternally grateful for her going above and beyond her job in counselling me with coming to terms with having had a brain tumour.” Sometimes exploring emotions can be very painful and it is useful to speak to someone outside your immediate situation. The realization that you aren’t alone following a brain tumour diagnosis can be transformational. **Kate Jefferies, Brain Tumour Support Counsellor** Acceptance is a huge step in living as near a normal life as possible and I have Brain Tumour Support to thank for helping me eventually get there. **Amanda** 18 19 ## A clinician’s perspective "I had a difficult discussion with a patient and their family yesterday about transition to palliative and end of life care and in the course of the discussion the support provided by Brain Tumour Support was raised. "The relative and carer said the work of the Support Professional (SP) had been exemplary. She said they had been there through all the difficult times and been so thorough and compassionate. It has been a difficult and challenging time for the patient and their relatives who have been back and forth to hospital multiple times with complications. But through it all the SP has been a constant source of support, always calling to check in and ensure that the relatives are cared for. "I was so impressed that at such a tough time after such sad news to hear the relative was able to relay her gratitude and thanks about her support." Moya Kirmond Surgical Neuro Oncology Clinical Nurse Specialist **Moya** **----- Start of picture text -----**
From
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attending the session I felt incredibly lucky as I appear to have come through my surgery pretty well. It was very moving to see others and hear the challenges they are facing. **Lisa** It’s been excellent to have these zoom sessions to be in contact with people who are going through the same experiences. **Oliver** ## Paul’s story It was only after several years of misdiagnoses and losing his job as an accountant because of a change in his behaviour, that Paul was finally diagnosed with a slow growing tumour which was wrapped around his pituitary gland and pressing on his optic nerve. That was 2016 and his first surgery, though successful, left him partially sighted and facing months in a rehabilitation unit, learning to walk again. By early 2020 regular MRI scans were showing regrowth and the tumour was affecting his remaining eyesight, so further surgery was being considered. However the Covid lockdown put this on hold and so the situation for Paul continues to be monitored whilst he is on the waiting list for an awake craniotomy. Throughout this experience the help from Brain Tumour Support and connection with people who understand has been crucial. Paul’s wife, Tina, explains “People don’t realise what Paul has been through. Unless you’ve been there yourself or watched a loved one go through this, it is so difficult to explain. When we meet others who have been affected by a brain tumour diagnosis, we don’t have to explain, or pretend. We can just talk, or not talk. We can just be us.” Their children also received some specialist counselling, which has helped them deal with the different and confusing emotions they were feeling while seeing their dad so ill. We’ve had wonderful support from family and friends, but the support we have had from the charity has been that extra help we needed to enable us to cope with all the challenges this awful disease throws at us. **----- Start of picture text -----**
Tina
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20 21 I get told it might be this and I have months to live, and then I get told it is something else and I have longer, and it is a lot to deal with…. Having that support and someone to turn to for help on everything has been amazing. **Sharon** ## Sharon’s story Sharon was a nurse for 32 years before facing her own health battle that changed her life. Having at first thought she might have early onset dementia, she was finally diagnosed with an extremely rare inter-cranial plasma cell granuloma brain tumour. Sharon explains, “I was told I am currently the only person in the UK that has it deep within the right parietal lobe of the brain, making surgery not an option. This meant at the start of the pandemic I was on the drug Rituximab and later started seven months of chemotherapy. Both failed to treat the tumour but did affect my immune system leaving me immunosuppressed and effectively trapped at home – shielding regardless of whether it was legally required or not.” Sharon says her family have been incredible, but the uncertainty surrounding her diagnosis and treatment options was very challenging and she found vital help through Brain Tumour Support, prior to the pandemic with face to face meetings, and then through the virtual support sessions. “Being a nurse for so many years, I understand most of the medical side but I have never been on the patient side of things and the charity has helped me with that burden as well. “Without this charity so many people getting that diagnosis will be left without support and advice which is so crucial.” ## Our research Brain Tumour Support is consistently guided by patient need and it is paramount that we and fellow health care professionals have an understanding of individual concerns, in order to offer the most effective ways of supporting patients and their loved ones. In a research study which was concluded this year, in conjunction with the University of Worcester’s Centre for Palliative Care Research and Worcestershire Acute Hospitals NHS Trust, we have delivered a preliminary report exploring impact on the quality of life for adult patients living with a primary brain tumour. This study is one arm of a two country study with Norway. However due to the Covid-19 pandemic, it was not ethically possible to transfer or exchange data. Therefore the study report takes in only the UK perspective. ## Methodology A qualitative approach was employed to gain in-depth narratives about patients’ experiences. Ethical approval was obtained, before semistructured, individual face-to-face interviews were conducted (interviews completed in 2020, prior to the Covid pandemic). All interviews were voice recorded and later transcribed ready for analysis. ## Findings ## The team Findings and data were coded and thematically analysed, with four themes emerging: Sharon Chadwick – former Neuro–oncology Clinical Nurse Specialist, Worcestershire Acute Hospitals NHS Trust - Adjustment (psychological and practical) Dr Brian Nyatanga – Senior Lecturer Palliative and End of Life Care, University of Worcester - Loss of independence - - Support - Dr Lucy Wilkinson – Support Professional, Brain Tumour Support - Health and symptoms Rosemary Wormington – former Head of Support, Brain Tumour Support The findings show the significant impact that living with a brain tumour has on patients’ quality of life, from simple practical issues to complex and profound psychological ones. ## Study objectives - To understand the impact of living with a primary brain tumour on the quality of life for adult patients The importance of therapeutic and supportive care and its impact on their lives, when available, is evidenced. As is the need for more comprehensive and accessible support to be made available that is both flexible to the needs of the individual and their changing needs over time. - To identify ways (strategies) patients use to adjust and cope with the condition - To identify the impact of interventions in terms of care, therapies and support received Whilst further research is required into how support needs might change as a patient’s condition progresses towards the end of life, the findings overwhelmingly identify an abundance of psychological needs, not all of which are being fully met by the services that are currently available. 22 23 ## Our strategy The Trustees have referred to the guidance in the Charity Commission’s general guidance on public benefit when reviewing the aims and objectives of the charity and in planning future activities. All activities therefore reflect the Trustees’ desire to follow the purposes of the charity and to meet the requirements of general public benefit. Each of the work streams, comprising people, processes, systems, fundraising and marketing, gave us the necessary foundations upon which to continue to build the charity structure for growth and support service development. The previous years’ priorities of maintaining sustainability for the charity’s current and on-going support services, as well as ensuring that we have a healthy and sustainable model to enable progress for growth, were successfully achieved. This has allowed us to determine our next steps to shape the support framework and standards which we apply to the support we offer. The importance of monitoring service delivery is paramount and continuously under review. The Trustees are pleased that the achievements and performance of Brain Tumour Support, as set out below, demonstrate continued progress against strategic priorities despite the challenges which we have faced. Whilst our current strategic plan 2016-21 remained operational during this year, we adapted and developed this in direct response to the Covid-19 pandemic outbreak, thereby incorporating a new 100 day strategic plan within it. This 100 day plan focused on how to prioritise our work in the third and fourth quarters of the year with our primary goal during the entire Covid crisis being to keep supporting families with a brain tumour at the time of a brain tumour diagnosis and throughout their journey. Therefore, at the time of the outbreak of the Covid pandemic and as we entered into this financial year, we were in the midst of this vital work. Vital work which had to come to a standstill. We made a charity wide decision to suspend our face to face support groups and in the immediate months which followed, we reshaped our service delivery to offer support digitally and we have responded to the needs of our families by keeping in touch with them and offering them the various available support options on-line. Covid-19 has presented many challenges to Brain Tumour Support, however, it has also presented some insight into potential new ways of working as an organisation, and how we can reach more people with our support and cut costs across the board in all functions. The importance of this was particularly highlighted at a time when isolation and fear caused increased anxiety for vulnerable members of the community who were experiencing delays to their treatment, and were feeling more isolated than ever due to enforced self-isolation or shielding. By the start of this financial year, we had already embarked on the groundwork for a new strategic plan to be written and ready for implementation in April 2021. This involved a large piece of work enabling us to reflect upon our structure, organisation and purpose, and providing us with the required information to feed into both the current strategy and the new future strategy of the charity. ## Progress against our priorities ## Our key strategic priorities remain and our progress against key objectives aligned to these are: ## Be the expert provider of patient and family support - Review of structure to take us into 2021/22 - - A survey conducted with our client database, including those currently in receipt of support and those that have had support in the past. We - Transition from the office to homeworking and new ‘hybrid’ working - Raise the profile and income of the charity also shared details of the survey on our social media channels and the support forum encouraging anyone who had accessed our services to complete the survey to help shape our services - Develop new and varied income through access to new emergency funding streams Adapt services to continue to provide support to families on-line - - Continue to implement PR strategy to communicate with variety of audiences Strengthen and develop Macmillan partnership Monitor and grow the Facebook forum - - Development of ambassador roles where possible - - - Development of virtual fundraising options including digital Sparkle Day Introduce topic specific Zoom sessions - - Volunteer user engagement in on-line focus groups - - Corporate development Develop a streamlined approach to patient support - • Increased weekly training and development plans for Support Professionals during furlough in addition to mandatory training ## Drive awareness and wider understanding of the impact of brain tumours - Continuous involvement with the Tessa Jowell Brain Cancer Mission and being a part of the change within the brain tumour community to bring progress for families affected by a brain tumour Develop charity structure and sustainability for growth • Restructure the team because of the pandemic • Use of the Staff Retention scheme to sustain income • Governance and risk compliance re-modelling - Collaboration and partnership working with neuro teams, clinicians and medical professionals across the NHS - IBTA Covid-19 survey participation - Focus on and develop HR strategies for staff and volunteers by offering flexibility in home working arrangements with the aim to balance motivation, and to introduce flexibility to personal needs - 24 25 ## Our structure, governance and management Brain Tumour Support is a charitable company limited by guarantee, registered at Companies House as a company and with the Charity Commission. The company was established under a Memorandum of Association which outlined the objects of the charitable company. It is governed by its Articles of Association. ## Public benefit The Board ensures that Brain Tumour Support operates effectively and efficiently through an understanding of charity income and expenditure. They take on a genuine responsibility of deciding how the charity’s assets are best used to benefit all those people affected by the diagnosis of a brain tumour. The Trustees confirm that they have complied with the duty in the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission. The annual report contains a fuller description of the public benefit that the charity provides within the main body of the report. ## Recruitment and appointment of Trustees In accordance with the Article of Association, Trustees are not required to retire by rotation each year. Any member entitled to vote at the general meeting may propose one person for appointment or re-appointment as a Trustee. The number of elected Trustees shall not be less than three and subject to a maximum of 12. The elected Trustees may co-opt a maximum of up to one half of their number as Trustees. ## The Board of Trustees Brain Tumour Support has directors and members. The directors of the charity are also Trustees of the charity for the purposes of the Charities Act. The Board of Trustees makes up the governing body and oversees the governance of the charity, whilst the day to day management is led by Tina Mitchell Skinner, the appointed Chief Executive Officer, supported by the appointed Deputy CEO. ## Trustee training and induction New Trustees undergo a comprehensive induction to brief them on their legal obligations under charity law, the content of the Memorandum and Articles of Association, the structure and governance of the charity as well as all policies and procedures, their obligations under the Trustees Code of Conduct, strategic and operational plans and budgets together with recent financial performance. Trustees are also provided with relevant information from the Charity Commission on a regular basis. The Chief Executive Officer, together with the charity’s Senior Leadership Team, submit proposals and recommendations to the Board on a quarterly basis for approval of strategy and to review and officially sign off on-going implementation plans for each area of activity carried out by the charity. In between, all Trustees are sent comprehensive monthly reports produced by each function to update them on monthly activities including financial management reports with commentary by the Finance Manager. ## Chief Executive The Trustees are all experienced business people in their individual fields and provide a sound authority on direction and governance. They willingly give up their time free of charge and none of them, without exception, receive any Trustee remuneration. The Chief Executive is responsible for setting the strategic direction for the charity with the Trustees, leading its implementation, and holds operational and financial authority within the set parameters. ## Risk management ## The Trustees have a risk management strategy, which comprises: - An annual review of the risks the charity may face - The establishment of systems and procedures to mitigate those risks identified in the annual review of risks - The implementation of procedures designed to minimise the risks Due to the serious nature of the pandemic and its impact on our sector, the Trustees reported the pandemic to the Charity Commission as a serious incident. We clearly demonstrated that we identified the risk and were consequently taking prudent and appropriate actions to overcome the possible loss of income. However, the Charity Commission later decided that it was not a requirement for charities to refer incidents such as this if related to the pandemic. Serious incident reports are not deleted, and therefore it remains on record, despite this change. ## Fundraising policy The fundraising policy for Brain Tumour Support is regulated by the Fundraising Regulator. The charity primarily fundraises from community fundraising events and trusts and grants. The charity recognises the need to conduct its fundraising within the context of recognised standards set out in the Chartered Institute of Fundraising’s Code of Fundraising Practice, the Data Protection Act 1998/ UKGDPR2021 and the CAP Code (Committee of Advertising Practice). We do not employ external professional fundraisers or companies. ## Awareness and collaboration By working collaboratively with other organisations, we can be more effective in achieving our aims and improving the lives of people affected by a brain tumour. This includes other brain tumour charities, and patient organisations, with specific partnership working with Macmillan England and Wales/Cymru. We work very closely with the NHS neuro teams and social care professionals, and support and attend the APPGBT, the All Party Parliamentary Group for Brain Tumours, working with government and senior officials, local MP’s and other decision-makers. As a member of a number of organisations and alliances, including the Brain Cancer Network Alliance and the International Brain Tumour Alliance, we also have representation on the Joint Strategy Board for the Tessa Jowell Brain Cancer Mission. We believe that this collaboration leads to better outcomes towards common goals. 26 27 ## Our financial review Brain Tumour Support receives no government or statutory funding and we rely 100% on voluntary donations and fundraising. Our published statutory accounts for 2020/21 include the financial position of the charity as at 31st March 2021. The financial year 2020/21 was one of rapid decision-making considering the anticipated severity of the effects of the Covid-19 pandemic. When the original budget was set, it was with the view of ‘building a healthy and sustainable model’ to enable us to embark on the next steps of growth and continue to invest in the future of our charitable activities. However, with the impact of the pandemic it became very apparent at the end of March 2020 that a re-forecast was required based on a significantly reduced income forecast. Due to the enforced UK wide lockdown, this re-forecast assumed that all the traditional community fundraising events (cake and bake sales/marathons/cycling events) would be cancelled and with the government guidance to begin working from home, that corporate fundraising would also grind to a halt. Due to the tireless work of the fundraising team and the generous support of the brain tumour community in response to our emergency “Together We Are Stronger Appeal”, we saw our income increase by 25% from the previous year. In summary, gross income generated in 2020/21 was £618,032, an increase of £159,266 on the previous Financial Year, resulting in the net income for for the year of £222,884, compared to a net loss in the prior year of £30,062. This net figure has been achieved not only through prudent financial management and decision making during this difficult Covid period but also to the rapid transition to online digital fundraising and the charity’s Trust and Grant Fundraiser swiftly re-focusing her efforts towards specific Covid-19 grants to counteract the predicted shortfall in community fundraising income. The overall fundraising and individual donations have unsurprisingly fallen this financial year, with a 9.6% decrease on the previous year. We continued to receive grant funding for our Support Professional costs in Wales and, with agreement from Macmillan Cancer Support because of the situation, this service was temporarily extended to England and Wales for a short period of time. Funding for the English service finished at the end of June 2020. Following numerous board meetings about the charity’s approach to managing its finances throughout the pandemic, the charity took the decision right from the beginning to make use of the Job Retention Scheme provided by the government. At each stage of the changes in guidelines, consultations were made with staff and during the initial lockdown period, we furloughed up to 90% of our staff to maximise the benefit of the Job Retention Scheme and so preserve the finances of the charity as best we could. Furthermore, to give us the maximum financial help needed in this crisis, and to ensure that we would be in a position to continue to provide support to families affected by a brain tumour, we took steps to mitigate future risk by gradually bringing staff back when the flexible furlough scheme was introduced and we completed a redundancy process which sadly resulted in us letting go of five valuable members of staff. The funding from Macmillan Cancer Support for our Welsh service will continue until April 2022. We applied and successfully received a £50,000 Business Bounce Back loan via the government support scheme, for contingency purposes given the uncertainty during the pandemic and as we come out of it. At 31st March 2021, the charity had net unrestricted funds of £149,909 and net restricted income fund reserves of £85,332. In line with our vision, the charity’s income is dedicated to being spent on the support services which we offer, free of charge, to any families affected by any type of brain tumour. The Board have approved expenditure in reserves to support the new strategic aims in 2022, which includes renewed investment in our support services to ensure that we can transition through the ‘Together We Rebuild’ stage. We will continue to monitor our level of reserves as we make this transition whilst safeguarding the position of the charity to ensure that our future is certain within the uncertain environment resulting from the pandemic. Restricted funds were £85,332 which will be expended over the course of the next year (2022) on support and counselling service delivery within specified geographical areas. ## Balance sheet The surplus realised this year has increased our accumulated funds and cash reserves at the year end. ## Funding sources During this financial year, the principal funding sources for Brain Tumour Support are charitable trusts and community fundraising and events, with many individual donations from the Together We Are Stronger Appeal. Other funding sources include Gift Aid and the Christmas ‘Remembering Robins’ campaign. It is anticipated that the full economic impact of Covid-19 will be realised throughout all sectors and especially within the third sector, thus we are predicting a further difficult year in fundraising in the next Financial Year 2021/22. However, in this, our most challenging year, we are extremely grateful to the many charitable trusts and foundations who support our work, enabling us to continue this vital service across England and Wales. ## Special thanks to Edward Gostling Foundation Cornwall Community Foundation Herefordshire Community Foundation Quartet Community Foundation John James Bristol Foundation The Fore RAFT Fund Provincial Grand Lodge of Warwickshire St James’s Place Charitable Foundation The Eveson Charitable Trust The Grocers Charity We also wish to acknowledge the opportunity provided by the government which enabled us to receive funding from the Coronavirus Community Support Fund, distributed by The National Lottery Community Fund. This came at a critical time for the charity to be able to maintain support provision through such a difficult period for the brain tumour community, and to begin to rebuild services for the future. ## Investment policy The cash balance at 31 March 2021 was £297,318 compared to £31,845 at 31 March 2020. The charity’s aim is to retain a prudent amount in reserves and this financial year has seen a significant improvement in the charity’s reserves position. Following a process of due diligence, the charity opened additional bank accounts to ensure all cash deposits are covered by the £85,000 Financial Services Compensation Scheme. The charity now has cash investments, deposited with NatWest Bank, The Cooperative Bank and the CAF Investment Portfolio (Cambridge & Counties Bank Ltd) which ensure we protect the principal sums invested whilst optimising the balance between flexibility and rate of return. Remaining vigilant to improve the return on our cash resources and not to exceed our bank account indemnity is part of our risk management. 28 29 Our Financial Review (cont) ## Reserves Policy The reserves policy of the charity is to maintain free reserves (defined as unrestricted funds less funds that can only be realised by disposing of tangible fixed assets) equal to three months operational costs. During this financial year, we have successfully brought our reserves up to our policy level. The charity ended the financial year with £149,909 of unrestricted reserves and £85,332 of restricted income. ## Statement of Trustees’ Responsibilities The Trustees (who are also directors of Brain Tumour Support for the purposes of company law) are responsible for preparing the Trustees’ Report (incorporating the strategic report and directors’ report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure, of the charitable 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 judgments and estimates that are reasonable and prudent - state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable 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 charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. ## Small company provisions This report has been prepared in accordance with the special provisions for small companies under part 15 of the Companies Act 2006. ## **Andrew Chater - Chair of Board of Trustees and Directors** Approved by the Board of Trustees and signed on its behalf on 30 November 2021 ## Our finance summary ## Income Charitable trust donations Fundraising and individual donations Macmillan funding Government grants (Furlough and Coronavirus Community Support Fund) ## Expenditure Charitable activities - support provision and raising awareness Raising funds ## Statement of financial activities ## (Including income and expenditure account) year ended 31 March 2021 **----- Start of picture text -----**
Unrestricted Restricted Total funds Total funds
Note Funds Funds 2021 2020
£ £ £ £
**----- End of picture text -----**
||**Note**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total funds**
**2021**
**£**|**Total funds**
**2020**
**£**| |---|---|---|---|---|---| |**Income from:**
Donations and grants
Charitable activities
Other tradingactivities|2
3|284,831
-
395|332,806
-
-|617,637
-

395|452,789
39

5,938| |**Total income**||**285,226**|
**332,806**|
**618,032**|
**458,766**| |**Expenditure on:**
Raising funds
Charitable activities|4
5|74,158
66,792|
29,677

224,521|
103,835

291,313|
111,989

376,839| |**Total expenditure**||**140,950**|
**254,198**|
**395,148**|
**488,828**| |**Net income/(expenditure)**
**and net movement in funds**
**Reconciliation of funds:**
Total funds brought forward|7
15|**144,276**
5,633|
**78,608**

6,724|
**222,884**

12,357|
**(30,062)**

42,419| |**Total funds carried forward**|15|**149,909**|
**85,332**|
**235,241**|
**12,357**| The comparative funds are detailed in note 9. The company has no recognised gains or losses other than the results for the year as set out above. All of the activities of the company are classed as continuing. The notes on pages 34 to 42 form part of these financial statements. I’m so glad that I found BTS, just wish I’d found you all sooner....The group is incredibly supportive and it’s helping me build a happier relationship with the new me. It’s so reassuring to know I’m not alone. **Sarah** 30 31 ## Balance sheet As at 31 March 2021 ||**Note**|**£**|**2021**
**£**|**£**|**2020**
**£**|For the year ending 31 March 2021 the company was entitled to
exemption from audit under section 477 of the Companies Act 2006
relating to small companies.
Directors responsibilities
•
The members have not required the company to obtain an audit of its
accounts for the year in question in accordance with section 476,
•
The directors acknowledge their responsibilities for complying with the
requirements of the Act with respect to accounting records and the
preparation of accounts.
The financial statements have been prepared in accordance with the
special provisions relating to companies subject to the small companies
regime within part 15 of the Companies Act 2006.
The financial statements were authorised for issue, approved by the
members of the committee on 30 November 2021 and signed on their
behalf, by
Mr A Chater
Chair of Trustees| |---|---|---|---|---|---|---| |**Fixed assets**
Tangible assets|10||198||1,660|| |**Current assets**
Debtors
Cash at bank|11|8,479
297,318||29,177
31,845||| |**Creditors**
Amounts falling due
withinone year|12|305,797
(29,087)||61,022
(50,325)||| |**Net current assets**|||276,710||10,697|| |**Total assets less current**
**liabilities**|||276,908||12,357|| |**Creditors**
Amounts falling due after
more thanone year|13||(41,667)||-|| |**Total net assets**|||**235,241**||**12,357**|| |**Funds**
Unrestricted Income
Restricted Income|16
16||149,909
85,332||5,633
6,724|| ||||**235,241**||**12,357**|| The notes on pages 34 to 42 form part of these financial statements. ## Cash flow statement ## Year ended 31 March 2021 ||**Note**|**2021**
**£**|**2020**
**£**| |---|---|---|---| |**Net cash inflow from operating activities**|17|**265,473**|**(19,805)**| |**Net cash inflow/(outflow) for theyear**|18|**265,473**|**(19,805)**| ## Cash flow restrictions Charity law forbids the use of net cash inflows on any endowed or other restricted fund to offset net cash outflows on any fund outside its own Objects, except on special authority. In practice this restriction has not had any effect on cash flows for the year. The notes on pages 34 to 42 form part of these financial statements. At times like this it is so difficult to know how to process your feelings and emotions and to think through the life-changing situation. The counselling from Brain Tumour Support is so supportive and I feel like I am moving forward in learning how to handle my grief. **Jackie** 32 33 ## Notes to the financial statements ## Year ended 31 March 2021 ## 1 Accounting Policies ## **a) Basis of preparation** The financial statements have been prepared under the historical cost convention and in accordance with the Companies Act 2006, Charities Act 2011, Financial Reporting Standard 102 and the Charities Statement of Recommended Practice based thereon (SORP FRS102). The charity is a public benefit entity as defined under FRS102. The financial statements have been prepared on a going concern basis. The trustees consider that there are no material uncertainties affecting the ability of the charity to continue as a going concern. ## **b) Income** All income is included in the Statement of Financial Activities when the company is legally entitled to the income and the amount can be quantified with reasonable accuracy. Grants, including grants for the purchase of fixed assets, are recognised in the income and expenditure account as they become receivable. Gifts in kind are valued at estimated open market value at the date of the gift, in the case of assets for retention or consumption, or at the value to the organisation in the case of donated services or facilities. ## **c) Expenditure** Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that activity. Central costs are equivalent to the SORP’s definition of support costs and are where costs cannot be directly attributed to activities they have been allocated to activities on a basis consistent with the use of the resource. Governance costs include the costs of governance arrangements which relate to the general running of the company. These costs are associated with constitutional and statutory requirements and include costs associated with the strategic management of the company’s activities. These are included within central costs. ## **d) Fund accounting** Unrestricted funds contain accumulated surplus and deficits on general funds and can be used in accordance with the company objects at the discretion of the Trustees. Restricted funds represent monies received for specific purposes. All income and expenditure relating to the restricted funds’ movements is included in the income and expenditure account. Further details of restricted funds are shown in note 15. ## **e) Fixed assets** Fixed assets are held at cost less accumulated depreciation. Assets costing less than £500 are not capitalised. Depreciation is calculated so as to write-off the cost of an asset, less its estimated residual value, over the useful economic life of the asset as follows: Equipment 33% straight line Fixtures & fittings 15% straight line ## **f) Trade debtors** Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the company will not be able to collect all amounts due according to the original terms of the receivables. ## **g) 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. ## **h) 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 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 recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method. ## **i) Pensions** The charity has arranged a defined contribution scheme for its staff. Pension costs charged in the SOFA represent the contributions payable by the charity in the period. ## **j) Government g rants** Government grants for Coronavirus Job Retention Scheme were recognised in the period to which employment expenses were incurred and deemed to be receivable. 34 35 Notes to the financial statments (cont) ## 3 Income from: Other trading activities ## 2 Donations and grants **----- Start of picture text -----**
Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds 2021 Funds Funds 2021
£ £ £ £ £ £
Macmillan funding - 34,925 34,925 Merchandise and other sales 395 - 395
Charitable trust donations 121,959 116,774 238,733 395 - 395
Fundraising and individual donations 162,872 - 162,872
All income from other trading activities in the prior year was unrestricted.
Government grants:
Coronavirus Job Retention Scheme
- 131,107 131,107 4 Expenditure on: Raising Funds
(Furlough)
Coronavirus Community Support Fund - 50,000 50,000 Activities
undertaken Central Total
284,831 332,806 617,637 Notes
directly costs 2021
Prior year comparative £ £ £
Fundraising 6 77,866 25,969 103,835
Unrestricted Restricted Total
Funds Funds 2020 77,866 25,969 103,835
£ £ £
Prior year comparative
Macmillan funding - 99,120 99,120
Activities
Charitable trust donations 124,651 48,664 173,315
undertaken Central Total
Notes
Fundraising and individual donations 179,566 788 180,354 directly costs 2020
£ £ £
304,217 148,572 452,789
Fundraising 6 83,734 28,255 111,989
83,734 28,255 111,989
**----- End of picture text -----**
## 5 Expenditure on: Charitable activities ## 6 Central costs |||**Activities**
**undertaken**
**directly**|**Central**
**costs**|**Total**
**2021**||**Charitable**
**activities**
**£**|

**Raising**
**funds**
**£**|**Total**
**2021**
**£**| |---|---|---|---|---|---|---|---|---| ||**Notes**|**£**|**£**||Operating costs
**Governance costs**
Accountancyfees|71,383
1,474|
25,444

525|96,827
1,999| |Providing support
Raisingawareness|6|194,356
24,100|64,819
8,038|||||| |||**218,456**|**72,857**|||||| |||||||**72,857**|
**25,969**|**98,826**| ||||||**Prior year comparative**|||| |||||||**Charitable**
**activities**
**£**|**Raising**
**funds**
**£**|**Total**
**2020**
**£**| ||||||Operating costs
**Governance costs**
Accountancyfees|93,548
1,529|27,801
454|121,349
1,983| |||||||**95,077**|**28,255**|**123,332**| 7 Net income for the year **This is stated after charging:** **----- Start of picture text -----**
2021 2020
£ £
**----- End of picture text -----**
||**2021**
**£**|
**2020**
**£**| |---|---|---| |Independent examiner's remuneration
- Examination services
- Accounts preparation
Depreciation|790
914
1,462|
782

906

1,916| 36 37 Notes to the financial statments (cont) ## 8 Staff costs and emoluments ## 9 Prior-year comparative Statement of Financial Activities **----- Start of picture text -----**
This is stated after charging: Unrestricted Restricted Total
Funds Funds 2020
2021 2020
£ £ £
£ £
Income from:
**----- End of picture text -----**
||**2021**
**£**
|**2020**
**£**
|**Income from:**|**Funds**
**£**|**Funds**
**£**|**2020**
**£**| |---|---|---|---|---|---|---| |Wages and salaries|306,505|349,093||||| |Social security costs|15,119|17,469|Donations|304,217|148,572|452,789| |Pension contributions|4,846|5,568|Charitable activities|-|39|39| |Redundancycosts|3,452|-|Other tradingactivities|5,938|-|5,938| ||**329,922**|**372,130**|**Total income**|**310,155**|**148,611**|**458,766**| ||||**Expenditure on:**|||| |**Particulars of employees:**|||Charitable activities|206,669|170,170|376,839| |The average number of employees during the year, calculated on the basis of average
headcount, was 19.8 (2020: 22.7).|||Raisingfunds|111,989|-|111,989| |The average number of employees during the year, calculated on the basis of full time|||**Total expenditure**|**318,658**|**170,170**|**488,828**| |equivalents, was 13.5 (2020: 14.9).
No employee received remuneration of more than £60,000 during the year (2020 -|||Net income/(expenditure) and net
movement in funds|(8,503)|(21,559)|(30,062)| |nil)|||**Reconciliation of funds:**|||| |Employment benefits received by six (2020: six) key management personnel in the
period were £109,831 (2020: £107,895).|||Total funds brought forward|14,136|28,283|42,419| ||||**Total funds carried forward**|**5,633**|**6,724**|**12,357**| ## 10 Tangible fixed assets ## 12 Creditors: amounts falling due within one year **----- Start of picture text -----**
Equipment Fixtures & Total 2021 2020
£ fittings 2020 £ £
£ £ Trade creditors 1,482 9,638
Cost
Accruals and deferred income 13,933 8,496
At 1 April 2020 7,331 1,390 8,721
Taxation and social security 4,149 10,958
At 31 March 2021 7,331 1,390 8,721
Other creditors 1,190 21,233
Depreciation Bank Loan 8,333 -
At 1 April 2020 5,671 1,390 7,061
29,087 50,325
Charge for the year 1,462 - 1,462
At 31 March 2021 7,133 1,390 8,523
13 Creditors: amounts falling due after more than one year
Net book value
At 31 March 2021 198 - 198 2021 2020
£ £
At 31 March 2020 1,660 - 1,660
Bank Loan 41,667 -
41,667 -
11 Debtors
This is stated after charging:
14 Operating lease commitments
2021 2020
£ £ At 31 March the company had the total minimum commitments under non-
cancellable operating leases for premises as follows:
Trade debtors 6,465 12,253
Prepayments 1,042 5,848
2021 2020
Other debtors 972 11,076 £ £
8,479 29,177 Payments due:
Within 1 year 285 -
**----- End of picture text -----**
38 39 Notes to the financial statments (cont) ## 15 Movement in funds **----- Start of picture text -----**
As at Transfers As at
Year ended 31 March 2021 1 Apr 20 Income Expenditure in/(out) 31 Mar 21
£ £ £ £ £
**----- End of picture text -----**
|**Year ended 31 March 2021**|**As at**
**1 Apr 20**
**£**|**Income**
**£**|**Expenditure**
**£**|**Transfers**
**in/(out)**
**£**|**As at**
**31 Mar 21**
**£**| |---|---|---|---|---|---| |**Restricted funds**
Co-ordinators
Regional support groups
Support for children
Counselling
Coronavirus Job Retention Scheme
(Furlough)
National Lottery - Covid-19 response
Patient and familyweekend|697
2,481
3,507
-
-
-
39|34,925
105,924
750
10,100
131,107
50,000
-|(35,622)
(31,438)
(4,257)
(1,735)
(131,107)
(50,000)
(39)|-
-
-
-
-
-
-|-
76,967
-
8,365
-
-
-| ||**6,724**|**332,806**|**(254,198)**|**-**|**85,332**| |**Unrestricted funds**
General fund|5,633|285,226|(140,950)|-|149,909| ||**5,633**|**285,226**|**(140,950)**|**-**|**149,909**| |**Total funds**|**12,357**|**618,032**|**(395,148)**|**-**|**235,241**| **----- Start of picture text -----**
As at Transfers As at
Income Expenditure
Year ended 31 March 2020 1 Apr 19 in/(out) 31 Mar 20
£ £
£ £ £
**----- End of picture text -----**
|**Year ended 31 March 2020**|**As at**
**1 Apr 19**
**£**|**Income**
**£**|**Expenditure**
**£**|**Transfers**
**in/(out)**
**£**|**As at**
**31 Mar 20**
**£**| |---|---|---|---|---|---| |**Restricted funds**
Co-ordinators
Regional support groups
Support for children
Website
Patient and familyweekend|2,310
22,278
3,507
188
-|99,120
49,452
-
-
39|(99,082)
(70,900)
-
(188)
-|(1,651)
1,651
-
-
-|697
2,481
3,507
-
39| ||**28,283**|**148,611**|**(170,170)**|**-**|**6,724**| |**Unrestricted funds**
General fund|14,136|310,155|(318,658)|-|5,633| ||**14,136**|**310,155**|**(318,658)**|**-**|**5,633**| |**Total funds**|**42,419**|**458,766**|**(488,828)**|**-**|**12,357**| The ‘Co-ordinators’ restricted fund is where Macmillan Cancer Support have restricted their grant to be used specifically to create and support co-ordinator posts in the charity. The ‘Patient and family weekend’ restricted fund is where donors have restricted their donations towards the costs of providing an education, information and support event for patients and their families. The ‘Regional support groups’ restricted fund is where donors have restricted their donation to be used specifically to support the running costs of one of the charity’s many different regional support groups. The disclosure of these different restricted funds has been combined due to their similarity, however the individual restrictions of each donation is monitored and maintained. The ‘Counselling’ restricted fund is the provision of counselling services to the charity’s service users. The ‘National Lottery’ restricted fund is a government grant administered by the Big Lottery covering the extra costs of the charity’s response to the changes in the service provision due to the Covid-19 crisis. The ‘Support for children’ restricted fund is where donors have restricted their donations to be used in supporting brain tumour patients that are children or the children of brain tumour patients. The ‘Coronavirus Job Retention Scheme (Furlough)’ restricted fund relates to a government grant received in response to the effects of UK lockdown and employees’ inability to work. The grants related to the costs of the majority of their wages and therefore had been fully expended within the year. The ‘Website’ restricted fund is where donors have restricted their donations towards the costs of maintaining and improving the charity’s website. 40 41 Notes to the financial statments (cont) ## 16 Analysis of net assets between funds ## 18 Analysis of changes in cash during the year ||**Fixed**
**assets**
**£**|**Cash at**
**bank**
**£**|**Other**
**net assets**
**£**|**Total**
**£**|


||**2021**
**£**|**2020**
**£**
**Change**
**£**|**2020**
**£**
**Change**
**£**| |---|---|---|---|---|---|---|---|---|---| |||||||**Cash at bank and in hand**|**297,318**|**31,845**|**265,473**| |**As at 31 March 2021**
Restricted funds
Unrestricted funds|-
198|85,332
211,986|-
(62,275)|85,332
149,909|||||| ||||||||||| ||||||||**2020**
**£**|**2019**
**£**
**Change**
**£**|| ||**198**|**297,318**|**(62,275)**|**235,241**||**Cash at bank and in hand**|**31,845**|**51,650**|**(19,805)**| |**As at 31 March 2020**|||||||||| |Restricted funds
Unrestricted funds|-
1,660|6,724
25,121|-
(21,148)|6,724
5,633|||||| ||**1,660**|**31,845**|**(21,148)**|**12,357**|||||| |Restricted funds|-|6,724|-|6,724|| |---|---|---|---|---|---| |Unrestricted funds|1,660|25,121|(21,148)|5,633|19 Related party transactions| ||**1,660**|**31,845**|**(21,148)**|**12,357**|During the previous year, the CEO provided a loan of £20,000 to ensure that| ||||||the charity had sufficient working capital in place whilst working to improve the| ||||||fundraising capability. The loan was repaid in full during the year.| - 17 Reconciliation of net movement in funds to net cash inflow from operating activities Trustee remuneration in the year was £nil (2020: £nil). No Trustee was reimbursed for any expenses during the year or the prior year. Total Trustee donations to the charity in the year were £303 (2020: £180). There were no other related party transactions in the year or the prior year other than those disclosed elsewhere in these financial statements. **----- Start of picture text -----**
2021 2020
£ £
**----- End of picture text -----**
||**2021**
**£**|**2020**
**£**| |---|---|---| |Statement of Financial Activities:
Net movement in funds
Depreciation
Decrease in current liabilities
Decrease in debtors
Increase in non-current liabilities|222,884
1,462
(21,238)
20,698
41,667|(30,062)
1,916
(1,374)
9,715
-| |Net cash inflow/(outflow)from operatingactivities|**265,473**|**(19,805)**| ## Legal and administrative details ## Brain Tumour Support Registered Charity 1163856 Incorporated on 5th August 2015 Company registration number 09718307 ## Registered office The Clock Tower Old Weston Road Flax Bourton Bristol BS48 1UR ## **Bankers** National Westminster Thornbury Bristol ## Trustees and Directors 2020-21 Andrew Chater, Chair Ken Wilson Emma Brereton Stephanie Lawless ## Contact us Brain Tumour Support 7a St Mary Street, Thornbury South Gloucestershire BS35 2AB **Telephone** 01454 414355 **Email** info@braintumoursupport.co.uk Get support **Support direct line** 01454 422701 **Support email** support@braintumoursupport.co.uk www.braintumoursupport.co.uk 42 43 It’s hard to comprehend just how much there is to take on board, for mum and for all the family, and the range of emotions you go through. Knowing that Brain Tumour Support is there to guide and support has really helped to sustain us through some very difficult days. **Hannah**