**Be positive no matter what. Surround yourself with supportive family and friends, and remember that Brain Tumour Support are there to help. The support they give is fantastic. Dave**
Not only do I feel passionately about the work that we do at Brain Tumour Support, but I strongly believe that it is our duty to seize this opportunity to improve how we do it. This is the time to rebuild the charity for our future, and the future for those we support. We can’t change what has happened over the past two years, but we can change how we want it to look as we joyfully enter into our 20th year of delivering support.
## **Brain Tumour Support Annual Review 2021-22**
**Incorporating the Trustees’ Annual Report and examined accounts for the year ended 31st March 2022**
## **Contents**
- 2 Introduction from the Chair of Trustees
- 3 Overview from the CEO – Rebuilding the charity as we look towards our 20th year
- 4 Our purpose, vision, mission, and values
- 5 Our motivation
**I connected with Brain Tumour Support during the pandemic when I was really struggling, and I don’t think I can ever repay them for the support they gave me. Helen**
- 6 The shape and impact of our support
- 8 Lives touched and the difference we made
- 14 Re-engaging our wonderful fundraisers and volunteers
- 16 Developing our volunteer programme
- 17 Partnerships and colloboration
- 18 Support service pilot project to reduce isolation
- 20 Our strategy
- 22 Our structure, governance and management
- 24 Our financial review
- 28 Independent examiner’s report
- 29 Statement of financial activities
- 30 Balance sheet 32 Notes to financial statements 41 Legal and administrative details
**1**
## **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 2022.
As we started the 2021-22 financial year we faced a challenging landscape as a result of the Covid-19 pandemic. The incredibly hard work of the charity team in the previous year had enabled our adapted support services to continue for the brain tumour patients and families which mean so much to us. I am proud to report that this fantastic effort continued through the year to March 2022, as we focussed on stabilising the charity and commencing work on our operational plan for services going forward.
I want to express my thanks and continued admiration, to all those involved with Brain Tumour Support. To Tina and her team for their outstanding commitment and support of each other in delivering the vital support service we provide. To all our supporters who were just fantastic in how they kept donations and fundraising income in line with the previous year. Also to the wonderful volunteers for their help in administration, fundraising and support, as well as to my fellow trustees whose commitment to the charity has been unwavering. We have also been delighted to welcome Steve Bodley and John Stuart, joining as trustees in the past year, and we are already benefitting from their input.
closer to our vision that no-one feels alone and without support when facing the impact of a brain tumour diagnosis.
Rebuilding the charity with a wide reaching support model which is sustainable from a funding perspective is critical however, and despite the progress made over the last couple of years, we cannot relax. We are now living with Covid-19, but there is still a significant degree of uncertainty about the future, particularly for fundraising, as we deal with the biggest cost of living crisis in 40 years. We have done well to rebuild the finances of the charity and now need to move forward with cautious optimism. I am confident we can do this when we look at the Brain Tumour Support team and how well they have responded to the challenges of the last three years.
**Andrew Chater, Chair of Trustees**
The period of the pandemic revealed the importance of our team being both resilient and adaptable. These combined qualities have enabled the charity to remain a constant for people facing the uncertainty and confusion that a brain tumour diagnosis throws into life. It is that consistency, allied to breadth of knowledge and depth of understanding and care, that brings a unique quality to the support that we offer. We have also seen how the necessity to find new ways of delivering our services has resulted in Brain Tumour Support’s reach expanding, and it demonstrates how new approaches can help us move
**2**
## **Rebuilding the charity as we look towards our 20th year**
We would certainly not have invited the many challenges that the past two years have brought due to Covid-19, however I feel proud and gratified to say that we have emerged from the pandemic a stronger charity.
We are a stronger team with an indomitable spirit and a determination to learn from the crisis management that has been necessary to survive this extraordinary period. It is important that we continue that trajectory, to enable Brain Tumour Support to reach its full potential, and meet the complex needs within our community.
The people we support are at the centre of everything we do and our key messaging for Brain Tumour Awareness Month in March 2022 encapsulated the heart and purpose behind Brain Tumour Support. Our message was simple: #SupportMatters #BecauseYouMatter
Therefore, much of this year has been about continuing to provide support and counselling services on virtual platforms, listening to what our community wants, introducing new online groups, growing our Facebook Forum support, and re-engaging with health professionals. We are further developing our support strategy under the watchful eye of our new Support Services Manager and our aim is the restoration of face-to-face service delivery in the next financial year.
We have further work to do on our longer term strategy and we constantly strive for improvement and development as we seek to remain true to our values. Brain Tumour Support has always been about providing an indiviualised human response to the needs of people faced with a brain tumour diagnosis, and now our challenge is to establish the best way of realising that across the UK.
Over the past year we have been able to rebuild, thanks to the passion and commitment of our Trustees, staff, ambassadors and volunteers across all aspects of the charity.
We are truly grateful for the commitment of our loyal supporters and fundraisers, and we continue to grow our supporter base which is also wonderful to see.
It gives me both pleasure and pride to be looking forward and taking Brain Tumour Support into its 20th year in 2023. It is both a milestone and an impetus to continue our work to build a thriving support service for all who need it.
**Tina Mitchell Skinner, CEO and Founder**
## **#SupportMatters #BecauseYouMatter**
## **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 diagnosis.
## **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**
We believe in the power of working together, and everything we do is driven by 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
**4**
## **Our motivation**
The facts about brain tumours are shocking. The impact of a brain tumour, even low grade and slow growing, can be complex and often hidden, and it can steal a life in so many ways. This is why #SupportMatters
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“When we
had the original 45
diagnosis, it was just
like having a hand
grenade thrown into Approximately 45
your life.” people each day in the
Louise UK face a brain tumour
diagnosis
**----- End of picture text -----**
**“I was really outgoing and confident before this happened and now I’m just a shadow of myself.” Julian**
**Around a quarter of patients experience seizures,** leading to anxiety, fear and risk
Over **65% of people** say a brain tumour has a **negative impact on friendships**
**----- Start of picture text -----**
“Tumours
can take the essence
of the person you
love away. Memory,
mobility and
personality can all
be affected.”
Lizzie
**----- End of picture text -----**
**Over 40% of people have to give up work** as a result of their diagnosis
**“You have to learn to live again, as somebody else.” Nick**
**5**
## **The shape and impact of our support**
Our one-to-one approach enables patients and their loved ones to receive support in a way that suits them. Trained Support Professionals, who bring with them a wide range of knowledge and expertise, offer a personal assessment and give ongoing support by telephone, email, text and online.
All our services are free to access and include:
- One-to-one support
- Telephone support
- Online information
- Support sessions and groups
- Support Forums on Facebook
- Social and support events
- Specialist welfare and benefits advice
- Counselling
- End of life support
- Bereavement support
## **Counselling**
Our counselling service is available to anyone who has been affected by a brain tumour diagnosis, whether a patient, family member or friend. It is there to provide additional support to our Support Professionals, and is another confidential and secure place to process any feelings or issues which are difficult to handle.
Within a safe setting it allows the opportunity to explore feelings, working at an individual pace over a series of weeks and months. It is a unique and personalised service which we are seeking to grow in the next financial year.
## **Keeping services relevant**
Our range of services is guided by the needs and preferences that people have when facing their individual brain tumour journey. We listen and gather information from our community in order to provide services that are relevant and useful.
**Counselling has helped enormously. I am able to start looking forward, and plan for the future, something that was impossible before. Pam**
We collect quantitative data from those who contact the charity, and qualitative feedback from client surveys, comments, conversations and case studies, to monitor our impact.
Our support is as unique and complex as each experience of facing a brain tumour diagnosis, so numbers form only a fraction of the picture. However, along with feedback received, they do indicate the impact of the charity’s work across the year and help shape our support for the future.
**6**
## **An insight into our year**
3,452 339 1055 people **people used our specialist counselling received regular Facebook Forum sessions for individuals support from a Support or families Professional**
300
339
709
**specialist topic support session attendances**
**new referrals to our services**
**friendship group attendances**
24.9 minutes **average time spent for each support contact**
190 **average number of support team contacts per week**
£62,500 **of benefits gained with help from our welfare/ benefits service**
**I don’t allow my focus to be solely on my tumour. I plan things and look forward to quality time which was something I didn’t do before. Sandra**
## **Who accessed our services?**
Patients 31% Loved ones and carers 62% Bereaved 7%
## **What type of brain tumour?**
High grade 33% Low grade/non malignant 56% Not yet graded 11%
**7**
## **Lives touched and the difference we made**
## **Adam’s story**
In September 2021 Adam was diagnosed with a brain tumour after he collapsed with a seizure at his young son's football game.
The tumour was initially thought to be low grade but, after surgery to remove it, histology confirmed that it was in fact highly malignant, grade 4 astrocytoma, and therefore needed further intensive treatment. Adam started radiotherapy MondayFriday, alongside oral chemotherapy every day for six weeks. He then faced a further six cycles of chemotherapy to try and prevent tumour regrowth.
**This wonderful charity have provided me with someone to talk to, support groups to attend and arranged counselling for me. They are amazing!**
The support that Adam received throughout his treatment has been incredibly important to him. He says “As soon as the diagnosis was confirmed, I reached out to Brain Tumour Support and they have been by my side every step of the way! The virtual support groups are great - supportive, caring and inspiring hearing from others in my situation.”
## **Giving back**
Even whilst in the middle of his chemotherapy Adam wanted to give something back to say thanks for the support he was receiving. In February 2022 he took on Brain Tumour Support’s Move 28 Miles challenge and raised almost £500. The fundraiser was not only a good motivation for Adam throughout that month, it was also inspiring and encouraging to others to see his determination and achievement.
Unfortunately due to his diagnosis and treatment, and being unable to drive for two years, Adam had to resign from his job as deputy head teacher at a special school. However, his most recent scan was very positive, with no sign of regrowth, and he is starting a new job in a more local school, and looking forward with optimism. The day of rejoining his son on the football pitch was particularly special: “When first diagnosed I didn’t think I would ever play football again, and certainly not with my youngest - but I did!”
**8**
## **Tony and Stacey’s story**
Tony started experiencing vision problems and headaches in May 2020. Six months later, after numerous appointments and specialist opinions, and in the midst of the Covid lockdown, he was told he had a brain tumour.
From feeling everything was good as a successful business owner, Tony was suddenly faced with two weeks’ isolation followed by major surgery, and life instantly changed for him, wife Stacey and their family.
“Our emotions were all over the place – I was scared and worried. It was a low grade tumour, meningioma on my optic nerve. I was angry that no-one had diagnosed it before. It was like a whirlwind, everything happened so fast. Covid had taken hold of the whole world, everything was shut and I wasn’t in control!”
The operation wasn’t able to remove all of the tumour and Tony started suffering very badly with seizures. The physical and psychological impact of all he was going through was very hard. “My headaches crept back in and I felt lost, broken, when I thought I would be on the mend and back to work.”
Planned radiotherapy treatment was halted when it was discovered that the remaining tumour was regrowing and had doubled in size, and so Tony faced a second more aggressive surgery to remove the tumour and save what sight he had left. The damage to his eyesight and the seizures that Tony continues to suffer mean that he cannot go back to driving, which was his job, and his life.
“I wouldn’t have got through this without the amazing support of my wife, she is an angel, she has stayed by my side the whole time. Also from my wonderful family and Brain Tumour Support, who were at the end of the phone when we needed them, and provided counselling to keep me going.”
As a thank you for the support that both Tony and Stacey received, they joined our 5K fundraising challenge Superheroes for Support as a family, and raised an incredible total of over £8,900.
**9**
**Lives touched and the difference we made (cont)**
## **Simone’s story**
Simone was diagnosed with a low grade brain tumour and has had to have several surgeries to remove as much of the tumour as possible and limit further growth and damage.
**I can’t stress how much your support meant to me at a time when I needed it a lot more than I realised. I think we keep going for family sometimes, but to do that, we have to let someone in to help take care of us!**
Despite being a primary school teacher, as a parent she struggled to know how to explain to her own six year old son what she was going through. Simone had the idea to write a poem for young children to guide such conversations.
“It was a couple of years after my diagnosis that I was signposted to Brain Tumour Support. Having previously attended group sessions early in my recovery, I had decided I didn’t need any personal support. However, later I had to accept that the problems caused by my tumour meant I could no longer continue with my 20+ year career as a primary school teacher. That’s when I had my first one-to-one chat with a
Support Professional.
“It was such an uplifting conversation. I hadn’t even noticed what a considerable weight I had been carrying around until it was released. I’d been working so hard to put a brave face on things so as not to upset my family, that having someone who I could talk with easily, like a catch-up with a friend, without worrying about upsetting them or being judged, was a terrific gift.
“It was through these conversations that I mentioned my idea – I wanted to create something to help parents going through similar experiences to mine. From these conversations, Simone was encouraged to develop it into a picture book to help other parents in a similar position.
“I’m normally such a private person, I remember saying ‘I can’t believe I’m telling you’ - but I’m so glad I did, because it is now a reality.”
**10**
## **Helen’s story**
In July 2017 Helen’s husband David had a tonic-clonic seizure and was diagnosed with an anaplastic oligodendroglioma.
The tumour was aggressive and two weeks later David underwent a craniotomy which removed around 75% of the tumour, followed by radiotherapy and chemotherapy. The cancer treatment halted the tumour growth, but a year after treatment ended David was diagnosed with severe acquired brain injury – the result of the tumour, surgery and radiotherapy.
Helen recalls the immediate and ongoing impact of David’s diagnosis:
“The second I saw David after his operation I knew that as much as my husband was alive, the man I had married and had chosen to spend my life with, was gone. He was no longer easygoing, extroverted and independent David, and I overnight became his carer.
“David has communication deficits, mobility issues and an inability to control his emotions. He struggles to speak and hold a conversation, his memory is bad, he can’t make decisions or plan ahead, and needs a strict routine alongside constant supervision to keep him safe.
“Whilst still working myself, my life is shaped completely now by being David’s carer – getting him dressed in the morning, helping him eat, pushing him in his wheelchair. And the man I care for isn’t the man I married, nor is he the dad that our son had as a nine year old. The family life we have isn’t the one we planned. It’s like caring for someone you are also grieving for.
“I found Brain Tumour Support during the Covid lockdown. I saw an online post about a virtual Friendship Group meeting and signed up. Within five minutes of being on my first call with the group, I felt at ease and we all
understood each other – never underestimate the positivity of the brain tumour community! I’ve joined more virtual meetups and I receive calls from one of the Support Professionals who simply listens. And for me, in my 40s and caring for my husband, it can be a very lonely place and really tough to keep going without that support.”
**Brain Tumour Support understand what it’s like to live with and care for someone with a brain tumour. Life is becoming more difficult for David and he is relying on those around him more, so the support from the charity really helps us keep going.**
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**Lives touched and the difference we made (cont)**
## **Dave’s story**
Dave was a detective with Staffordshire Police, doing a complex and stressful job so the headaches he had been suffering from for a number of years were put down to stress from his heavy work load.
that my life would never be the same again for me, or my family.”
Some weeks after testing positive for Covid in June 2021, persistent symptoms and a particularly violent headache caused him to worry about long Covid and he contacted his GP who sent him for a CT scan. Dave was stunned to received a phone call with the news that he had a brain tumour.
The tumour was the size of a satsuma and the only appropriate treatment was surgery. Dave’s wife Rachel and young son Elijah also had to quickly come to terms with the risks that were involved in such a major operation. The surgery revealed that the tumour was a low grade meningioma, but due to its position a small amount couldn’t be removed.
“This news was absolutely devastating and completely floored me. I had gone in a split second from a hard working guy with a whole future mapped out to realising very quickly
## **Important awareness**
“I also want to raise awareness about the life changing impact brain tumours can have. Although I look physically well and healthy the impact on my day-to-day life is massive and the issues are not always obvious to other people. Staffordshire Police have been extremely supportive, and I have had a lot of help from Brain Tumour Support which fills a massive void which can’t be met by the NHS.
“I was told that due to the tumour being wrapped around the main vein, I was only months if not weeks away from collapse. I am one of the very few people that can say Covid saved me – if I had not caught it I would have continued to ignore my symptoms. I know I am in a fortunate position and have been very lucky to get a second chance.
**You hear the phrase ‘hidden disability’ all the time, and I never really understood it until now. I often appear fine to people but it’s when I get back home and close the door that I struggle.**
“I want to get the message out about my story to raise awareness so people don’t ignore their symptoms and seek help and advice as early as possible from their GPs.
“The charity has also given me a new lease of life by fundraising for them. As a Detective my passion was keeping the public safe but, since I’m unlikely to return to the frontline police, I am directing that passion into raising awareness and fundraising for the charity.”
**12**
## **Stories from our Support Professionals**
Our Support Professionals have so much experience and offer a vital, individualised service to our patients and their families. These stories highlight just how invaluable their support is.
**Emotional support, counselling and peer support** Rose found out she had a low grade tumour by chance during a scan for something else.
She had to wait three months to see a specialist and was struggling with a range of symptoms, including nausea, extreme fatigue, headaches and lack of balance. Rose was self-employed and struggling to keep work going. As a result her mental health suffered.
Rose felt that nobody was listening and she had nobody to turn to. I contacted the low-grade Clinical Nurse Specialist at the hospital on her behalf, and they have since offered regular contact and support. She now attends our regional and low grade groups online, and has found these really useful and supportive.
## **Advocacy and financial guidance**
Marvin has no family and few friends. He was diagnosed with glioblastoma grade 4 a year ago.
Marvin can no longer read or write as a result of losing most of his sight, and he regularly suffers blackouts. Currently on palliative care, he has been really struggling with nobody to help him. I referred him to our benefits support service to help with pension credits. Marvin had been paying for a carer to come twice a day, but this hadn’t included the personal care which he needed and was entitled to.
After speaking to Marvin’s carer and a palliative care nurse and persisting, over a number of weeks, to speak directly to his social worker, daily personal care was finally put in place.
An hour a day, seven days a week, has meant a daily shower is possible, and feeling cared for has made such a difference.
**“I cannot thank you enough. When it feels like everyone else is just ignoring me, the people who work at this charity are the only ones who have been there.”**
She is active on the regional Facebook friendship group, led by a Brain Tumour Support volunteer, and has both received and given peer support to other members of the group. She has also started Brain Tumour Support counselling sessions, which are really helping.
**“I don’t know what I’d do without you. You’re the first people I turn to when things get tough.”**
**13**
**14**
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## **Developing our volunteer programme**
The continuing rebuild of the charity has included the recruitment of a Volunteer Co-ordinator. The remit of this role was to reconnect with existing volunteers and to start work on a new volunteer programme.
Learning about how our existing volunteers have contributed to the charity over the past two years has been a key foundation of this important work. Being inclusive is one of our key values and volunteer engagement forms part of this value, enabling them to feel they have a purpose in helping us to achieve our goals.
Many volunteers have not been able to engage with us during the pandemic and as one of our key volunteers describes, “My confidence had been severely knocked during the pandemic and I have really missed volunteering and meeting people.” This highlighted to the Volunteer Co-ordinator the impact of the last two years, how the changes caused by the pandemic had affected volunteers and the adverse effect it had on their mental wellbeing.
**Some of our most active volunteers are living with brain tumours and numerous physical and mental challenges. Their motivation is very inspiring and the work they do is incredible. Gavin, Volunteer Co-ordinator**
Our new volunteer programme is well underway with the foundation work aiming to be completed by the end of the next financial year. New volunteers will be recruited with a solid training plan being implemented as part of this project.
**16**
## **Our partnerships and colloboration**
Working collaboratively with other organisations means we can be more effective in achieving our aims and improving the lives of people affected by a brain tumour.
Partnerships include other brain tumour charities and patient organisations, such as Macmillan England and Wales/Cymru. We work very closely with the NHS neuro teams and social care professionals, and support and attend the All Party Parliamentary Group for Brain Tumours (APPGBT), working with government and senior officials, local MPs and other decision makers.
As a member of a number of organisations and alliances, including the Brain Cancer Network Alliance and 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 progress towards common goals.
The Tessa Jowell Centres of Excellence programme has continued apace, with the programme being led by Professor Bushby. The Centres of Excellence designation has been a fundamental movement towards the Mission’s vision to ensure that a certain level of expertise is held across all areas of neuro oncology and that each designated centre provides a comprehensive level of service and research activities for brain tumour patients and families. Brain Tumour Support has an important part to play in working with hospitals to help to support this.
## **Showing we care**
Our joint work with the teams at the neuro centres across the UK has recommenced and this has been integral to our re-engagement with the centres post-Covid. It is a vital area of work which we are seeking to build upon and as part of this we were delighted to once again deliver our care boxes to these teams. This was accompanied with the clear messaging around how Brain Tumour Support can make a difference to their patients and families, outlining the services which can be delivered by the Brain Tumour Support team.
**17**
## **Support service pilot project to reduce isolation**
## **Evaluation of a three-year pilot for people in Wales**
Brain Tumour Support established a new, three-year support service pilot in South East Wales in 2019 as a response to feedback from patients and clinicians who had highlighted high levels of local support needs. Macmillan Cancer Support funded the pilot and an independent evaluation of the service, completed in December 2021.
Just as the service was making headway it was severely impacted by the Covid-19 pandemic with face-to-face support suspended. However the need and determination to continue support throughout this challenging period meant that online Zoom support sessions evolved. These proved to be a popular and effective way of reaching people, particularly those who would struggle to attend in person for various reasons such as lack of mobility or transport, having caring responsibilities or being housebound.
## **Purpose**
A key theme of the project was to reduce isolation, reflecting Brain Tumour Support’s vision to ensure _‘That no-one feels alone when facing the effects of a brain tumour diagnosis.’_ Cognitive impairment is common among people living with a brain tumour and for this reason no-one can be considered as easy to reach, and loneliness and isolation are common issues for people needing support. The aim of the pilot was to gather and evaluate the service’s impact in this region, and to give time to raise the funds to keep it operating should it prove successful.
The online support groups further developed into ‘topic sessions’, focussing on particular areas of interest, including high grade and low grade tumour support, carers’ support, proton beam therapy, relaxation techniques, and ‘ask the expert’ sessions with participating Neuro Consultants and Clinical Nurse Specialists.
## **The service and how it developed**
The service initially comprised counselling, social media and website access, information resources, a monthly in-person support group and 1:1 support with two Support Professionals. As awareness of the service grew, referrals from secondary care increased significantly. Clinicians reported not only how patients found it beneficial but also that, when they were under enormous pressure within the NHS, they felt reassured that BTS was picking up and helping to address the nonclinical needs of their patients. Additionally the service was able to support clients from organisations offering health or cancer support but without specialist knowledge of the complex impact of a brain tumour.
In addition, one of the Support Professionals has been able to offer specialist support with welfare benefits and finance issues caused by a brain tumour diagnosis. There is a high, and increasing, need for this.
**It’s important to be able to signpost patients to a support group that will have far more specialist knowledge and information than I can offer.**
## **Impact and feedback**
When the two Support Professionals in Wales began their work in April 2019 their case load was 19. By the time of evaluation in October 2021, and in spite of the impact of Covid-19, the service supported 137 clients.
**Health care professional**
**18**
**I find it easier to talk to family now I can talk to my Support Professional, it’s not like I’m dumping on my partner. Service user**
Many people also expressed a huge sense of gratitude towards the Support Professionals and stated that they would like to give back in some way, whether through sharing their story, volunteering or fundraising. This in itself creates well-being through a sense of purpose and helping others.
Offering different means of support revealed that people value choice and that we can meet a range of preferences. Feedback evidenced that while some people find it very helpful to share their challenges and experiences, others may prefer to discuss ‘normal life’ and issues not relating to their condition. Equally, some feel more comfortable with one-to-one conversations.
Plenty of research shows that being connected is very important to mental health. Many service users reported that a valuable part of the Brain Tumour Support service was the sense of being a part of the BTS community, helping to alleviate feelings of isolation and loneliness.
“What I get out of the remote sessions depends on the dynamic of the group. We talk about different things including the latest Bond movie. They are positive and friendly.”
The emotional support offered by Brain Tumour Support was particularly valued and many people said that it helped them considerably in their day-to-day life. Some previously had nobody else to turn to for such support. Others did have support from friends or family but nevertheless appreciated a conversation with someone outside their familial unit. Commonly they didn’t wish to burden loved ones with issues that they might not be able to help with. All spoke very highly of the benefits of this and the skills of the Support Professionals themselves in providing this service.
## **Moving forward**
By completion of the pilot, and through embracing the challenges posed by Covid-19, the South East Wales project was undoubtedly successful. It is now funded by BTS, and the learnings from the pilot have helped us develop and extend our service delivery across the UK.
Over the period of the pilot, specialist welfare benefits support was provided to 101 patients and/or family members. It included assistance with housing issues, benefits applications and appeal hearings, and has resulted in benefits and financial help totalling over £136,000 which may otherwise not have been received. There is clear demand for this area of expert support and we anticipate developing it further.
**Being at home makes it easier to speak about normal life than in a more clinical setting. Service user**
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## **Our strategy: reshape and rebuild for the future**
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.
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 on-going postCovid-19 challenges which we have faced. It is important to note that Covid-19 was still having a significant and negative impact on our lives, including from a clinical perspective where hospital admissions were still acute and neuro staff shortages apparent due to them being called upon to cover Covid wards or staff having to self-isolate under government guidelines.
Adopting a 100-day strategic plan within the remaining third and fourth quarters of the previous financial year 2020/21 was essential to provide clear focus on our immediate priorities and was the springboard we needed to bring us securely into this current financial year 2021/22. Continuously acknowledging that the main priority was to keep supporting families affected by a brain tumour, particularly during a time of uncertainty, vulnerability and isolation was key for us. The sad reality is that those feelings of fear and loneliness which so often accompany a brain tumour diagnosis has meant that this key priority remains just as true now as it was during the periods of lockdown.
Following a remarkably financially successful year end, during what was notably the most difficult period for the charity thus far, we enthusiastically entered the new financial year with a solid and ambitious strategy. The financial year 2021/22 was the first year emerging from the initial harsh impact of Covid-19 which brought with
it a new and fresh determination from the Senior Team to rebuild and reshape the future of our charity. At the start of April 2021, we were just finalising the outputs of our 100-day strategic plan which had taken the charity through the most difficult periods of the pandemic.
Aware of the many challenges which were waiting for us in the ensuing months, we had embedded some key changes to futureproof our work, both in terms of the charity organisation and our support provision. This included the investigation and implementation of a new HR system, work around identifying gaps which we know exist in the support model, investment in the fundraising team, carrying out a comprehensive risk, governance and compliance review and the onboarding of new trustees. Most significantly, the impact from the previous year of a different way of working and moving support to online virtual platforms, has resulted in the creation of a new roadmap for the provision of support services and fundraising engagement for Brain Tumour Support.
## **Strategic goals**
As part of this roadmap, we have three strategic goals:
**Understand** the support needs within the brain tumour community
**Raise awareness** of how BTS supports those affected by a brain tumour
**Provide support** to patients and families affected by any type of brain tumour
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## **Key priorities**
Underpinning those strategic goals, our four key priorities guide the planning in all areas of the charity.
Our progress against key objectives aligned to these operational plans has been significant:
## **Structure and sustainability for growth**
- Begin to rebuild staff and volunteer teams post Covid
- New Volunteer Co-ordinator role to support the rebuild of the volunteer user engagement
- Continue to use the Staff Retention Scheme to sustain income
- Review charity structure to take us into 2022/23 and beyond
- Move from temporary to permanent office space
- Continuous monitoring of governance and compliance frameworks
- Regular and established financial reporting to all stakeholders
- Planned spend on website/CRM development still in progress, to be developed further in 2022/23
## **People and wellbeing**
- Embed new hybrid style of working
- Implement new online HR system
- Focus on staff and volunteer wellbeing to ensure they are being cared for in line with charity values
- Review staff job roles and rates competitively within third sector
- Full remit of HR policies and procedures updated
- Develop leadership charters and behavioural frameworks
## **Increase profile and income**
- Develop new income and funding streams post-Covid
- Continue to implement PR strategy to communicate with all audiences
- Re-engagement with ambassadors where possible
- Continuation of virtual and in-person fundraising events
-
- Introduction of new community fundraising event Move 28 Miles
- Build upon corporate fundraising work
- Build a strong and diverse fundraising team to secure the our rebuild
- Drive forward our digital, social and campaign presence
- Continuous involvement with the Tessa Jowell Brain Cancer Mission and work within the brain tumour community for progress
- Collaboration and partnership working with neuro teams, clinicians and medical professionals across the NHS
## **Conduct support research (to start to rebuild our support delivery)**
- Continue to use survey results to help shape our support delivery
- Re-evaluate support sessions based on client feedback
- Add further topic specific zoom sessions in response to client need
- Continue to develop the client review process to establish further need
- Develop evaluation tools to enable support services to flourish
- Understand the Welsh service pilot evaluation results to continue support delivery in South East Wales
- Monitor and grow our Facebook Forum through newly appointed Digital Support Professional
- Re-connect with clinical staff to redefine the charity’s key deliverables
**21**
## **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 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.
## **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.
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 additional financial management reports with commentary by the Finance Manager.
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 or expense reimbursement. 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.
## **Recruitment and appointment of Trustees**
In accordance with the Articles 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 reappointment 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.
## **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 by the Finance Manager with relevant information from the Charity Commission on a regular basis. We are currently undergoing a review of the induction programme.
**22**
## **Chief Executive**
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.
## **Fundraising policy**
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.
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.
The charity has continued to respond carefully to the fall out of Covid during this financial year and is actively being cautious in its decision making, having agreed a planned spend of its reserves in order to successfully rebuild.
## **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 Coronavirus Covid-19 and its impact in our sector, during the previous financial year, 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.
**As a board we’re so proud of where we are as a charity, especially following the pandemic, and we’re excited to see how we will continue to grow in the coming years.**
**Stephanie Lawless, Trustee**
**23**
## **Our financial review**
Brain Tumour Support receives very little government or statutory funding and we rely in the majority on voluntary donations and fundraising. Our published statutory accounts for 2021/22 include the financial position of the charity as at 31 March 2022.
The previous financial year 2020/21 was one of rapid decision-making considering the anticipated severity of the effects of the pandemic. Evidence within the sector indicates that there has been a varied experience with fundraising income lines in both larger and smaller charities. Understandably it will take a while for the charitable sector to recover from the onslaught of Covid-19 and now with the cost of living crisis rearing its ugly head, although it is difficult to know exactly what impact there will be, it certainly makes for more challenges ahead. Although Brain Tumour Support ends this 2021/22 Financial Year with a decrease in overall income, it is in balance, a very pleasing result after we were forced to face further imposed lockdowns and continued restrictions, that once again impacted on available fundraising opportunities. As previously, we have sought different ways to maintain and increase our digital and virtual offerings in order to remain engaged with our supporters, whilst also offering our supporters the opportunity to meet for events within the current Covid guidelines.
The 2021 Superhero for Support fundraiser was a huge success at the start of our financial year as was the annual Hilly Helmet Challenge in August, and both were available to join ‘virtually’ as well as in person. As the year continued, there were clear indicators from our supporters that exercise and physical activity remained an important focus following the restrictions of the pandemic, and so for the start of 2022 we introduced Move 28 Miles, an activity based fundraiser which encouraged supporters to clock 28 miles using any form of exercise throughout the month of February. We had amazing engagement with this fundraiser and we will be holding it again in 2023.
As lockdown began to cease and meeting up with others once again became the norm, we also saw the beginning of people having the desire to get involved with third party events and this income has more than doubled. As various workforces have returned under a hybrid model, our challenge has been to keep our corporate relationships strong, and we have successfully kept this income buoyant. We have built relationships for further growth in the next financial year and this is an area which we anticipate will augment over time.
Our strength in good decision making was apparent as we entered into this financial year, having made use of the Job Retention Scheme provided by the government, together with the Bounce Back Loan, which gave us the safety net we needed at that time. We continued to use the Job Retention Scheme until it ceased and over those few months brought the remaining furloughed staff back. With the favourable rate of interest on the Bounce Back Loan, the Board has taken the decision to repay by instalments in order to continue to mitigate any risk and remaining cautious due to the current climate within which we are operating. We would like to put on record our thanks for the government support during these difficult times.
In summary, gross income for the year ending March 2021/22 has dropped by 31% to £425,387 from £618,032. It is important to note that the Coronavirus related items included in the year ending March 2020/21 were one-off grants. Therefore, the income from donations (without the Coronavirus related income) is a more meaningful comparison to make. Year ending March 2021/22 was £400,848 and year ending March 2020/21 was £436,530, which is only an 8% reduction.
**24**
## **Donations for year end 31 March 2022**
**----- Start of picture text -----**
Unrestricted Restricted Total
Funds Funds 2022
£ £ £
Donations 257,743 143,105 400,848
Government grants:
Coronavirus Job Retention Scheme 23,535 23,535
Coronavirus Community Support
Fund -
Other trading activities 1,004 1,004
258,747 166,640 425,387
Prior year comparative
Unrestricted Restricted Total
Funds Funds 2021
£ £ £
Donations 284,831 151,699 436,530
Government grants:
Coronavirus Job Retention Scheme 131,107 131,107
Coronavirus Community Support
50,000 50,000
Fund
Other trading activities 395 395
285,226 332,806 618,032
**----- End of picture text -----**
We have presented this table to show that the Coronavirus specific income in 2021/22 was £23,535 and in 2020/21 was £181,107 which accounts for 23% of the change. This table is an extract from Note 2 of these accounts.
The fundraising team have continued to work tirelessly to keep the charity’s fundraising income at a level to continue our rebuild. However 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 Macmillan grant funding for our Support Professional costs in Wales throughout this year, with funding from Macmillan England having now ceased.
At 31 March 2022, the charity had net unrestricted funds of £184,509 and net restricted income fund reserves of £64,188.
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 had previously approved expenditure in reserves as part of the charity’s transition to rebuild the support services team. Throughout this year however, there were some key staff changes which necessitated swift decision making in certain areas to enable the service to continue apace. It also gave us the opportunity to press the ‘pause’ button and to reflect on how to structure the team to form our strategy for the next five years. The period of transition included new staff training and time spent strengthening the team to maintain seamless service delivery. It has been a year of stabilisation and the start of a rebuild and the realisation that this will take longer than perhaps originally anticipated.
The Board have now approved expenditure in reserves to support this year’s new strategic aims. This has included the ‘rebuilding’ of the support team to ensure that we are in a position to successfully progress along our strategic roadmap, with restricted funds in the reserves being expended over the course of the next year on support and counselling service delivery within specified geographical areas. Approval was also given for plans to increase the fundraising team to take us solidly into the start of our 20th anniversary year.
**25**
**Our Financial Review (cont)**
In addition, our vision for the volunteer programme has started to take shape with the appointment of a new Volunteer Co-ordinator. The volunteers at Brain Tumour Support have always been a solid base to the work which we do but during the pandemic, their contribution was restricted due to Covid guidelines. However, the programme is progressing and we expect to see exciting results from this during 2023/24.
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. We are now facing additional external factors which is not just Brexit and the lingering impact of Covid-19, but also a cost of living crisis along with the invasion of Ukraine, and we anticipate some fall out as a result of these wider economic factors. The impact of this will show in donor behaviour and in turn may have an overall effect on charity giving income. However, with the changes which we are making, we feel confident that we are in a strong position.
## **Future Plans**
The Board met with the Senior Leadership Team for a strategy day in March 2022 which was an opportunity for the Board to receive feedback from the team as a whole, and for us all to review the way forward to plan our strategy work into the next financial year 2022/23. It resulted in some key sign offs for the next year, which included agreed spend into reserves in order to continue the remarkable progress which has already been made on the rebuild of the charity post-Covid.
The key priorities for spend have been agreed for database and website evaluation and planning; continued work on the governance project and Trustee and staff induction training programme; data analysis and impact outcomes. This will involve scoping work and therefore new roles to move these vital projects forward. The support model development will include obtaining measurable feedback from patients and carers on the value of face-to-face versus virtual support. The continuation of the rebuild of the support services delivery will necessitate new roles for our digital offering.
## **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 continue to be charitable trusts and funds, with the income streams from community fundraising and third party events with corporate partnerships remaining in equilibrium. Other funding sources include Gift Aid, Christmas cards and Facebook fundraisers. Our Facebook fundraisers were up by 150%. As outlined in last year’s Annual Report, it was anticipated that the full economic impact of Covid-19 would be realised throughout all sectors and especially within the third sector, thus predicting a difficult year in fundraising in the next financial year 2021/22. With the emergency trust funds dissipating, and the intermittent lockdown scenarios, this financial year has suffered once again. In the absence of the Macmillan England funding, reduced Job Retention Scheme assistance, and the drop in community fundraising, this has resulted in a small decrease in overall income.
Our work is supported by some wonderful charitable trusts and foundations who have supported us so that we can in turn support some of the most vulnerable people in our community.
## **Special thanks to**
The Childwick Trust The Clare Milne Trust The Edward Gostling Foundation The Eveson Trust
Gloucestershire Masonic Charity Action Herefordshire Community Foundation James Tudor Foundation
John James Bristol Foundation Lillie C Johnson Charitable Trust North Somerset Community Foundation
**26**
## **Investment policy**
The cash balance at 31 March 2022 was £235,241 compared to £297,318 at 31 March 2021. The charity’s aim is to retain a prudent amount in reserves. 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 Co-operative 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.
## **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, our reserves remain higher than our policy level. The charity ended the financial year with £184,509 of unrestricted reserves and £64,188 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.
Registered office:
The Clock Tower, Old Weston Road, Flax Bourton, Bristol BS48 1UR
## **Andrew Chater - Chair of Trustees**
Approved by the Board of Trustees and signed on its behalf on 28 October 2022
**27**
## **Finance summary**
## **Income**
Charitable trust donations 36% Fundraising and individual donations 48% Macmillan funding 10% Government grants 6% (Coronavirus Job Retention Scheme)
## **Expenditure**
Charitable activities 67% (support provision and raising awareness)
Raising funds 32%
## **Independent examiner’s report To the Trustees of Brain Tumour Support (‘the Company’), year end 31 March 2022**
1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
I report to the charity trustees on my examination of the accounts of the Company for the year ended insert 31 March 2022.
2. the accounts do not accord with those records; or
## **Responsibilities and basis of report**
3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or
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.
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
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.
## **Independent examiner’s statement**
Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.
## **Joshua Kingston BSc ACA**
Burton Sweet Limited, Chartered Accountants, The Clock Tower, 5 Farleigh Court, Old Weston Road, Flax Bourton, Bristol BS48 1UR
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:
Date: 28 October 2022
**28**
## **Statement of financial activities**
## **(Including income and expenditure account) year ended 31 March 2022**
**----- Start of picture text -----**
Unrestricted Restricted Total funds Total funds
Note Funds Funds 2022 2021
£ £ £ £
**----- End of picture text -----**
||**Note**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total funds**
**2022**
**£**|**Total funds**
**2021**
**£**|
|---|---|---|---|---|---|
|**Income from:**
Donations and grants
Other trading activities|2
3|257,743
1,004|166,640
-|424,383
1,004|617,637
395|
|**Total income**||**258,747**|**166,640**|**425,387**|**618,032**|
|**Expenditure on:**
Raising funds
Charitable activities|4
5|128,963
95,184|9,498
178,286|138,461
273,470|103,835
291,313|
|**Total expenditure**||**224,147**|**187,784**|**411,931**|**395,148**|
|**Net income/(expenditure)**
**and net movement in funds**
**Reconciliation of funds:**
Total funds brought forward|7
15|**34,600**
149,909|**(21,144)**
85,332|**13,456**
235,241|**222,884**
12,357|
|**Total funds carried forward**|15|**184,509**|**64,188**|**248,697**|**235,241**|
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 32 to 40 form part of these financial statements.
**29**
## **Balance sheet**
## **As at 31 March 2022**
**----- Start of picture text -----**
2022 2021
Note
£ £ £ £
**----- End of picture text -----**
||**Note**|**£**|**2022**
**£**|**£**|**2021**
**£**|
|---|---|---|---|---|---|
|**Fixed assets**
Tangible assets|10||-||198|
|**Current assets**
Debtors
Cash at bank|11|7,091
300,929||8,479
297,318||
|**Creditors**
Amounts falling due
within oneyear|12|308,020
(27,297)||305,797
(29,087)||
|**Net current assets**|||280,723||276,710|
|**Total assets less**
**current liabilities**|||280,723||276,908|
|**Creditors**
Amounts falling due
after morethan oneyear|13||(32,026)||(41,667)|
|**Total net assets**|||**248,697**||**235,241**|
|**Funds**
Unrestricted Funds
Restricted Funds|16
16||184,509
64,188||149,909
85,332|
||||**248,697**||**235,241**|
For the year ending 31 March 2022 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 28 October 2022 and signed on their behalf, by
## **Mr A Chater**
**Chair of Trustees**
The notes on pages 32 to 40 form part of these financial statements.
**30**
## **Cash flow statement**
## **Year ended 31 March 2022**
||**Note**|**2022**
**£**|**2021**
**£**|
|---|---|---|---|
|**Net cash infow from operating**
**activities**|17|**3,611**|**265,473**|
|**Net cash infow/(outfow) for theyear**|18|**3,611**|**265,473**|
## **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.
**You provide a service like no other, one which is very much needed. Palliative care nurse**
**31**
## **Notes to the financial statements**
## **Year ended 31 March 2022**
## **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
**32**
## **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**
## **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 grants**
Government grants for Coronavirus Job Retention Scheme were recognised in the period to which employment expenses were incurred and deemed to be receivable.
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.
**33**
**Notes to the financial statments (cont)**
## **2 Donations and grants**
## **3 Income from: Other trading activities**
**----- Start of picture text -----**
Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds 2022 Funds Funds 2022
£ £ £ £ £ £
Macmillan funding - 43,780 43,780 Merchandise and other sales 1,004 - 1,004
Charitable trust donations 55,600 98,680 154,280 1,004 - 1,004
Fundraising and individual donations 202,143 645 202,788
Prior year comparative
Government grants:
Unrestricted Restricted Total
Coronavirus Job Retention Scheme
- 23,535 23,535 Funds Funds 2021
(Furlough)
£ £ £
257,743 166,640 424,383
Merchandise and other sales 395 - 395
**----- End of picture text -----**
|||||
|---|---|---|---|
||**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2021**
**£**|
|Merchandise and other sales|395|-|395|
||**395**|**-**|**395**|
## **Prior year comparative**
**----- Start of picture text -----**
Unrestricted Restricted Total
Funds Funds 2021
£ £ £
**----- End of picture text -----**
## **4 Expenditure on: Raising Funds**
||**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|
|Macmillan funding
Charitable trust donations
Fundraising and individual donations
**Government grants:**
Coronavirus Job Retention
Scheme (Furlough)
Coronavirus Community
Support Fund|-
49,351
235,480
-
-|34,925
116,774
-
131,107
50,000|34,925
166,125
235,480
131,107
50,000|
||**284,831**|**332,806**|**617,637**|
||**Notes**|**Activities**
**undertaken**
**directly**
**£**|**Central**
**costs**
**£**|**Total**
**2022**
**£**|
|---|---|---|---|---|
|Fundraising|6|113,780|24,681|138,461|
|||**113,780**|**24,681**|**138,461**|
## **Prior year comparative**
||Notes|**Activities**
**undertaken**
**directly**
**£**|**Central**
**costs**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|---|
|Fundraising|6|77,866|25,969|103,835|
|||**77,866**|**25,969**|**103,835**|
**34**
## **5 Expenditure on: Charitable activities**
||**Notes**|**Activities**
**undertaken**
**directly**
**£**|**Central**
**costs**
**£**|**Total**
**2022**
**£**|
|---|---|---|---|---|
|Providing support
Raising awareness|6|179,861
44,864|39,013
9,732|218,874
54,596|
|||**224,725**|**48,745**|**273,470**|
## **Prior year comparative**
||**Notes**|**Activities**
**undertaken**
**directly**
**£**|**Central**
**costs**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|---|
|Providing support
Raising awareness|6|194,356
24,100|64,819
8,038|259,175
32,138|
|||**218,456**|**72,857**|**291,313**|
## **6 Central costs**
||**Charitable**
**activities**
**£**|**Raising**
**funds**
**£**|**Total**
**2022**
**£**|
|---|---|---|---|
|Operating costs
**Governance costs**
Accountancy fees|47,217
1,528|23,907
774|71,124
2,302|
||**48,745**|**24,681**|**73,426**|
## **Prior year comparative**
||**Charitable**
**activities**
**£**|**Raising**
**funds**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|
|Operating costs
**Governance costs**
Accountancy fees|71,383
1,474|25,444
525|96,827
1,999|
||**72,857**|**25,969**|**98,826**|
## **7 Net income for the year This is stated after charging:**
**----- Start of picture text -----**
2022 2021
£ £
**----- End of picture text -----**
||**2022**
**£**|
**2021**
**£**|
|---|---|---|
|Independent examiner's remuneration
- Examination services
- Accounts preparation
Depreciation|895
1,037
198|
790
914
1,462|
**35**
**Notes to the financial statments (cont)**
## **8 Staff costs and emoluments**
## **This is stated after charging:**
**----- Start of picture text -----**
2022 2021
£ £
**----- End of picture text -----**
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|Wages and salaries
Social security costs
Pension contributions
Redundancy costs|305,726
6,768
4,905
-|306,505
15,119
4,846
3,452|
||**317,399**|**329,922**|
## **Particulars of employees:**
The average number of employees during the year, calculated on the basis of average headcount, was 18.2 (2021: 19.8).
The average number of employees during the year, calculated on the basis of full time equivalents, was 12.1 (2021: 13.5).
No employee received remuneration of more than £60,000 during the year (2021 - nil)
Employment benefits received by seven (2021: six) key management personnel in the period were £112,322 (2021: £109,831).
## **9 Prior-year comparative Statement of Financial Activities**
||**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|
|**Income from:**
Donations
Other trading activities|284,831
395|332,806
-|617,637
395|
|**Total income**|**285,226**|**332,806**|**618,032**|
|**Expenditure on:**
Raising funds
Charitable activities|74,158
66,792|29,677
224,521|103,835
291,313|
|**Total expenditure**|**140,950**|**254,198**|**395,148**|
|Net income/(expenditure) and net
movement in funds
**Reconciliation of funds:**
Total funds brought forward|144,276
5,633|78,608
6,724|222,884
12,357|
|**Total funds carried forward**|**149,909**|**85,332**|**235,241**|
**36**
## **10 Tangible fixed assets**
**----- Start of picture text -----**
Equipment Fixtures & Total
£ fittings 2022
£ £
**----- End of picture text -----**
||**Equipment**
**£**|**Fixtures &**
**fttings**
**£**|**Total**
**2022**
**£**|
|---|---|---|---|
|**Cost**
At 1 April 2021|7,331|1,390|8,721|
|**At 31 March 2022**|**7,331**|**1,390**|**8,721**|
|**Depreciation**
At 1 April 2021
Charge for the year|7,133
198|1,390
-|8,523
198|
|**At 31 March 2022**|**7,331**|**1,390**|**8,721**|
|**Net book value**
**At 31 March 2022**|**-**|**-**|**-**|
|**At 31 March 2021**|**198**|**-**|**198**|
## **11 Debtors**
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|Trade debtors
Prepayments
Other debtors|4,585
1,569
937|6,465
1,042
972|
||**7,091**|**8,479**|
## **12 Creditors: amounts falling due within one year**
**----- Start of picture text -----**
2022 2021
£ £
**----- End of picture text -----**
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|Trade creditors
Accruals and deferred income
Taxation and social security
Other creditors
Bank Loan|2,111
11,090
3,041
1,055
10,000|1,482
13,933
4,149
1,190
8,333|
||**27,297**|**29,087**|
## **13 Creditors: amounts falling due after more than one year**
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|Bank Loan|32,026|41,667|
||**32,026**|**41,667**|
## **14 Operating lease commitments**
At 31 March 2022 the company had total minimum commitments under noncancellable operating leases for premises as follows:
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|**Payments due:**
Within 1 year
Between 2 to 5 years|5,700
2,850|285
-|
**37**
**Notes to the financial statments (cont)**
## **15 Movement in funds**
**----- Start of picture text -----**
As at Transfers As at
Year ended 31 March 2022 1 Apr 2021 Income Expenditure in/(out) 31 Mar 2022
£ £ £ £ £
**----- End of picture text -----**
|**Year ended 31 March 2022**|**As at**
**1 Apr 2021**
**£**|**Income**
**£**|**Expenditure**
**£**|**Transfers**
**in/(out)**
**£**|**As at**
**31 Mar 2022**
**£**|
|---|---|---|---|---|---|
|**Restricted funds**
Co-ordinators
Regional support groups
Support for children
Counselling
Coronavirus Job Retention Scheme
(Furlough)|-
76,967
-
8,365
-|43,780
94,625
500
4,200
23,535|(43,780)
(108,139)
(337)
(11,993)
(23,535)|-
-
-
-
-|-
63,453
163
572
-|
||**85,332**|**166,640**|**(187,784)**|**-**|**64,188**|
|**Unrestricted funds**
General fund|149,909|258,747|(224,147)|-|184,509|
||**149,909**|**258,747**|**(224,147)**|**-**|**184,509**|
|**Total funds**|**235,241**|**425,387**|**(411,931)**|**-**|**248,697**|
**38**
**----- Start of picture text -----**
As at Transfers As at
Year ended 31 March 2021 1 Apr 2020 Income Expenditure in/(out) 31 Mar 2021
£ £ £ £ £
**----- End of picture text -----**
|**Year ended 31 March 2021**|**As at**
**1 Apr 2020**
**£**|**Income**
**£**|**Expenditure**
**£**|**Transfers**
**in/(out)**
**£**|**As at**
**31 Mar 2021**
**£**|
|---|---|---|---|---|---|
|**Restricted funds**
Co-ordinators
Regional support groups
Support for children
Counselling
Coronavirus Job Retention Scheme
(Furlough)
National Lottery - Covid-19 response
Patient and family weekend|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**|
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 ‘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 are monitored and maintained.
The ‘Support for children’ restricted fund is where donors have restricted their donations to be used in supporting Brain Tumour patients who are children or the children of Brain Tumour patients.
The ‘Counselling’ restricted fund is the provision of counselling services to the charity’s service users.
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 spent within the year.
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 ‘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.
**39**
**Notes to the financial statments (cont)**
## **16 Analysis of net assets between funds**
**----- Start of picture text -----**
Fixed Cash at Other
assets bank net assets Total
£ £ £ £
**----- End of picture text -----**
||**Fixed**
**assets**
**£**|**Cash at**
**bank**
**£**|**Other**
**net assets**
**£**|**Total**
**£**|
|---|---|---|---|---|
|**As at 31 March 2022**
Restricted funds
Unrestricted funds|-
-|64,188
236,741|-
(52,232)|64,188
184,509|
|**As at 31 March 2021**
Restricted funds
Unrestricted funds|**-**
-
198|**300,929**
85,332
211,986|**(52,232)**
-
(62,275)|**248,697**
85,332
149,909|
||**198**|**297,318**|**(62,275)**|**235,241**|
## **17 Reconciliation of net movement in funds to net cash inflow from operating activities**
## **18 Analysis of changes in cash during the year**
**----- Start of picture text -----**
2022 2021 Change
£ £ £
Cash at bank and in hand 300,929 297,318 3,611
2021 2020 Change
£ £ £
Cash at bank and in hand 297,318 31,845 265,473
**----- End of picture text -----**
## **19 Related party transactions**
Trustee remuneration in the year was £nil (2021: £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 (2021: £303).
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 -----**
2022 2021
£ £
**----- End of picture text -----**
||**2022**
**£**|**2021**
**£**|
|---|---|---|
|Statement of Financial Activities:
Net movement in funds
Depreciation
Decrease in current liabilities
Decrease in debtors
Increase/(Decrease) in non-current liabilities|13,456
198
(1,790)
1,388
(9,641)|222,884
1,462
(21,238)
20,698
41,667|
|Net cash infow/(outfow) from operating activities|**3,611**|**265,473**|
**40**
## **Legal and administrative details**
Brain Tumour Support
Registered Charity 1163856
Incorporated on 31st March 2015
Company registration number 09718307
## **Registered office**
The Clock Tower Old Weston Road Flax Bourton Bristol BS48 1UR
## **Trustees and Directors 2021-2022**
The Trustees (who are directors for the purpose of company law) who served during the year and since the year end were as follows: Andrew Chater, Chair
Emma Brereton
Ken Wilson
Stephanie Lawless Steve Bodley (appointed January 2022) John Stuart (appointed April 2022)
## **Bankers**
National Westminster Thornbury, Bristol
**----- Start of picture text -----**
Carolyn
**----- End of picture text -----**
**41**
## **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**