ANNUAL REPORT TO THE BOARD OF DIRECTORS ON THE UNAUDITED ACCOUNTS OF LEICESTERSHIRE MULTIPLE SCLEROSIS THERAPY CENTRE LTD, FOR THE YEAR ENDED 31/12/2019
In order to assist you to fulfil your duties under the Companies Act 2006, we have prepared for your approval the accounts of Leicestershire Multiple Sclerosis Therapy Centre Ltd for the year ended 31/12/2019 and set out on pages 6 to 13 from the Company’s accounting records and from the information and explanations you have given us.
This report is made solely to the Board of Directors of Leicestershire Multiple Sclerosis Therapy Centre Ltd, as a body in accordance with the terms of our engagement letter. Our work has been undertaken solely to prepare for your approval the accounts of Leicestershire Multiple Sclerosis Therapy Centre Ltd and state those matters that we have agreed to the Board of Directors of Leicester Multiple Sclerosis Therapy Centre Ltd, as a body, in this report, in accordance with the requirements of the as detailed on their website. To the fullest permitted by law, we do not accept or assure responsibility to anyone other than Leicestershire Multiple Sclerosis Therapy Centre Ltd and its Board of Directors as a body for our work or for this report.
It is your duty to ensure that Leicestershire Multiple Sclerosis Therapy Centre Ltd has kept adequate accounting records and to prepare statutory accounts that give a true and fair view of the assets, liabilities, financial position and profitability of Leicestershire Sclerosis therapy Centre Ltd. You consider that Leicestershire Multiple Sclerosis Centre Ltd is exempt from the statutory audit requirement for the year.
We have not been instructed to carry out an audit or a review of the accounts of Leicestershire Multiple Sclerosis Therapy Centre Ltd. For this reason, we have not verified the accuracy or completeness of the accounting records or information and explanations you have given to us and we do not, therefore, express any opinion on the statutory accounts.
It has been a year where having been made aware in 2018 that the Charity needs to bring its overheads and expenses in line with income received a great deal of progress has been made in the 2017 accounts the shortfall was £40,252 in the 2018 accounts the shortfall was £29,783 where as in 2019 it is now down to £16,175 LEICESTERSHIRE MULTIPLE SCLEROSIS THERAPY CENTRE LTD has sufficient Funds in hand to cover these and ended 2019 with a Bank balance of £70k.
Leicestershire Multiple Sclerosis Therapy Centre Limited Financial Statements For December 2020 Charity number 710925 Company number 02374648 1 of9
Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Trustees For the year ended 31 December 2020 Charity number 710925 Company number 02374648 Leicestsrshirg Multiple Sclerosis Therapy Centre (the Centre) The Trustees are please lo presenl their annual report together with the financial staternents of the Centre for the year ending 31 December 2020. The financial statements comply with the Charity Reporting and Accounting regulalions UK 2016. Charities Act 2011, The Companies Act 2006, and The Memorandum ofArticles Association. At the time of wriling, the corona virus restrictions are on-going and the impact of this on the Centre's activities will be referred to later in the report. Objectives and activities Our vision.. Empowering and enabling people living with Multiple Sclerosis (MS) and other heallh ondilions to actively manage Iheir lives. Our mission.. to deliver coordinated, holistic, and person-centered support servi$ and therapi8S to people living with MS and other health conditions assisting them in managing their daily lives. The Centre's objeGtives and prlncipal actlvities are: To aid and improve, for the public benefit, the condition of those living with MS and other health conditions by any lawful means including any of the following.. By bringing together persons living with MS, persons interested in MS and any other health conditions. By providing advice, guidan and moral and practical support for persons living with MS and any other health conditions. By providing therapy, including oxygen therapy, for persons living with MS or other symptoms or conditions in accordance with the protocols and guidelines of the principal company and with the prior written consent of the principal company. To improve the physical, mental, emotional, and social health and wellbeing of people living with MS, other health conditions, and their familieslcarers, to achieve their potential and ensure that they have the confidence and capacity to be active members and contributors in their local communities and civil society. The main adivities employed to assist the Centre in meeting its objectives in 2020 included the following.. Provision of a facility where self-management support, information and advi is available that will enable people living with MS and other long-term conditions, and their familylcarers, to manage their lives. Individual physiotherapy sessions and group physiotherapy classes are offered to people living with MS and other heallh conditions. Holislic therapies including acupuncture, reflexology, massage, Hopi ear candles, and aromatherapy. Oxygen therapy for people living with MS and a wide range of other health conditions. Changes to the board of trustees. Following the AGM June 2020, Elizabeth (Liz) Sexton stepped down as trustee. The trustees would like to thank Liz for all the hard work and support she has given to the Centre in her role as a trustee. Ryan Archerjoined as a trustee June 2020. The trustees established three strategic sub-groups to help improve the decision-making process and the development of key strategic strands. 1. Financial Sustainability. 2. Markeling and Branding. 3. Fomard Thinkinglplanning. The trustees have used outside sources to help with Marketing and Branding, some of which are based at De Montfort University. Impact of COVID-19 2of9
While the COVID-19 pandemic has caused many diffi¢ullies and UnrtaInties. it has also provided the Cenlre with an opportunity to step back and re-assess. With the need to adapt to a "new normal. the Centre has taken into consideration what is needed to Gontinue and ensure it acts with care and diligence in the best interest of its members, Consistent with the Centre's purposes. Assessing risks and resilience The trustees, the staff, and volunteers, have shown ¢onsiderable resilience during these unprecedented times. They have adapted quickly, managed risks and finances, and ¢on*ingency plans. They have work hard to find new ways in which lo engage with the members. Due to the impact thal COVID-19 was having on the Centre, the decision was made to ask staff to take voluntary redundancy. Susan Puglia, Lorna Harris. and Mark Emmet all agreed to take voluntary redundancy. Joy Nobis agreed to reduce her hours from 33 to 20 a week. A strong governance framework One of the key outcomes of this lasi year has been the trustees have had to think differently about how they govern and adapt to rapidly changin9 circumstances. However, it is imperative that governan changes are managed effectively and continue to be in the best interests of the Centre. The trustees have been dedicated and worked hard to provide good strong leadership and a clear strategic direction. The Centre, in responding to the many challenges brought aboLrt by COVID-19 restrictions, has adapted quickly to members needs and the changing environment. Over the year the Centre operated four different service delivery models. All seIS and therapies operated normally throughout the first quarter of 2020, until the 25th of March 2020 when lockdown restrictions forced the closure of all services based at the Centre. Throughout the lockdown period from 25th March - 13th May 2020, the Centre did not completely close its support services. During the two months of closure, the Centre was proactive and innovative, using Zoom and telephone support to ensure It continued to provide vital se1$. From 13th May the Centre opened on a restricted and controlled basis, offering limited oxygen therapy adhering to robust COVID-19 compliant practices. It also maintained the Zoom and telephone Seices. From 1 st September, limited physiotherapy sessions commenced on a one-one basis, adhering to robust COVID-19 compliant practices. Additionally, the Centre has: Actively engaged and updated with its members and supporters through social media platforms and regular newsletters. Utilised the Governments Job retention scheme, to help with the efficient management of our finances, resources, and services. Actively sourced emergency COVID-19 funding OPF)Ortunities to support ongoing service developments and finanGial sustainability of the charity. Actively engaged the trustees, staff, and volunteers in developing contingency plans and assessing and minimising risks. Service Developments From March to December 2020, the Centre has.. Developed and implemented the necessary policy and practice guidance and compliance for reopening restricted Centre based services on the 13th May. Commenced oxygen therapy over the five days. Developed online physiotherapy group sessions via Zoom. Carried out staffing and operational review processes. Achievements and performance Maintained our values, and our purpose, and most of our services. Minimised the financial risk to the Centre. Retained our CO staff team. Worked collaboratively in responding to contingency planning, client needs, assessing operational risks and in developing policies and practices. Successfully raised funds to sustain the Centre and maintained and developed services. Maintained our relationship with members and volunteers. 3of9
Fundraising The Centre would like to take this opportunity to thank Graham Bee TrusteelFundraising coordinator for all his hard work in helping to find the much-needed funds lo keep the Centre up and running, and all the members and friends of the Centre who have supported them all the way through COVID-19. The Centre is extremely grateful for the help received from trusts and foundations who supported and funded our charity during COVID-19 which helped to maintain vital services to its members and supported the sustainability of the Centre. These inclLtde.' The National Lottery Community funding, Foyle Foundation, Morrisons Foundation, Le1$ter City Football Club's °Gift of a Wish" Leicestershire County Council communities fund, and Leicester City Council. The Centre would also like to thank Ryan Archer and the Young Farmers for the Tractor Run held in Decemb8r, and Maureen Nixon, the quiz master. Risk management The trustees regularly undertake a review of the risks to which the Centre is exposed, particularly business, operational and financial risks. The Centre has introduced procedures and reporting regimes to mitigate and manage risks. Internal control systems are designed to meet the Centre's operating needs, the risks to which it is exposed, and to provide reasonable assuran against misstatement or Ioss. The Centre ensures the Health and Safety policy outline procedures to ensure compliance with health and safety of staff, volunteers, members, and visitors to the Centre. Internal control risks are minimised by the implementation of procedures for authorisation of all transaction and projects. Other policies are in place covering the protection of vulnerable adults, GDPR-data protection, complaints, conf1dentiality, volunteering, and equal opportunities. The Centre operates regular procedures to monitor the receipt of income, and capital expenditure. Future plans The trustees welcome fresh ideas, enthusiasm, and commitment being shown by new trustees, and Ihe invaluable support provided by every trustee. Our current circumstances are informing the strategic and recovery planning whith both staff and trustees have undertaken over the last few months. The strategic review will help us to formulate our overall slralegic objectives and provide the foundations for our fulure long tem development. It will define who we are, and what we want lo do. The Centre is actively developing strategies to plan for the future. Key lo moving forward and growing the Centre is building on ils learning and achievemenls, diversrfying its income stream, creating a shared vision, mission, values. and principles. The work has already started with the strategic groups.. Financial Stability - meeting on a regular basis with treasurer, accountant, Company secretary and Chairman. Forward Thinking and Planning- focusing on what we need to do and how to gel there. Marketing and Branding - help from De Montfort University who have looked at bench marking and marketing for the future. The University is also looking at how the website could be improved. Reservo's policy A portion of the reserves is designated for emergency or planned expenditure. The trustees consider that 12 months of operating costs is an appropriate level of general funds to maintain under nomial operations. With the current COCID-19 situation, these funds are being carefully monitored and general funds supplemented where possible through grants lo ensure the Centre can resume and re-establish operations once restrictions are lifted, and an appropriate method of service delivery is agreed. Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Board of Trustees For the year ended 31 December 2020 Reference and administration dètalls: 4of9
Company number 02374648 Charity number 710925 Registered office & Operational address 31 Freemens Common Lei¢ester LE2 7SQ Independent Examiner Barbara Breeze Clulow Bookkeeping & Forensic servIs Limited 8 Melboume Street Coalville LE67 3QT Bankers Barclays Leicester LE87 2B8 Market Harborough Building Society Welland House, The Square, Northampton Rd, Market Harborough LE16 7PD Directors and Trustees Steve Wilson. Graham Bee Elizabeth Woods Richard Hughes Susan West Christopher Emmet Lloyd Wells Lesley Butchar Ryan Archer Howard Proudman Roger Griebel Chair Vice Chair Company Secretary Treasurer Structure, Governance, and managemenL Governing document The Centre is a charitable company limited by guarantee, incorporated on 21 April 1989. Registered as a charity 26th August 1985. The company was established under a memorandum of agsoci3tion. which established the objects and powers of the Centre, and is governed under its articles of association. In the event of the Centre being wound up, members are required to contribLrte an amoLtnt not exedIng £1.00. The Centre (Leicestershire Multiple Sclerosis Therapy Centre Limited) was formally known as A.R.M.S. Leicestershire Limited but Changed its name on 18th February 2000. Recruitment and appointment of board of trustees. The original members of the company consisted of the founder member and ordinary mernbers. The founder member was ARMS IAction and Research for Multiple Sclerosis Limited), but this no 5of9
longer operates. The Centre now consists of members, who are persons with MS or those with an interest in promoting the objects of the Centre. The trustees are selected from the members of the Centre, excluding employees. The trustees, including dirertors of the Centre, are charity trustees for the purpose of the charity law. Under the requirements of the Memorandum of Articles of Association, the Iruslees are elected to serve for three years. They must take a break after three tenns. The trustees seek to ensure that the needs of the members are appropriately reflected throughout the diversity of the trustee body. There is a mix of members who use the facilities offered by the Centre, and others who have an interest in the aims of the Centre and ¢an offer appropriate business, clinical, or relevant skills. All members, apart from employees, are eligible to become trustees. The Centre has members with large variety of race. colour, and creeds. Trustee induction and training Many new trustees are already familiar with the practical work of the Centre, having either used the facililies or volunteered to help in the operation of the Centre prior to taking up the role of trustee. New trustees are invited and encouraged to attend short briefing sessions lo familiarise themselves with the Centre and the context within which it operates. These are led by the chair of of trustees and the Centre manager and will cover'.- The obligations of the trustees. The main documents which set out the operational framework for the Centre, including the memorandum of articles. Resourcing and the current financial position as set out in the latest published accounts. Future plans and objectives. Infomiation is provided drawing from the various regulator publications, and this will be distributed to all new trustees along with the Memorandum of Articles and the latest financial statement. Trustees are encouraged to attend any appropriate training evenls and any notes from these are circulated to other trustees to ensure the key learning points are shared. Organisational structure The Centre has up to 11 trustees who meet every three months, on a formal basis. Trustees will be invited to contribute their skills and expertise in agreed sub-groups for certain projects. In addition, the Centre manager communicates regularly for the purpose of taking forward specifi work areas. The trustees are responsible for Ihe strategic direction and policy of the Centre. A scheme of delegation is in place. Day to day responsibility for the provision of the services rests with the Centre manager, who oversees operational management of the Centre and individual supervision of the staff team. The manager also carries out fundraising activities and ensures that the team contributes to develop thèir skills and working practices in line with good practice. The trustees would like to acknowledge the continued and valued contribution to the smooth running of the Centre from its dedicated group of volunteers. Volunteers conlribute to all aspects of service delivery including the operation of the oxygen chamber, essential maintenance and repair. and cleaning and hygiene input. The trustees also act in a voluntary role and make considerable input to the direction of the Centre. Related parties In so far as it is Complementary to the charity's objects, the Centre is guided by both local and national policy. The Centre is a member of the MS National Centres (MSNTCI, an umbrella charity registered in England. Wales, and Scotland. As a member ofthe MSNTC, the Centre benefits from reduced oxygen prices, training, and the provision of national standards for the delivery of oxygen therapy. MSNTC holds open meetings around the UK to enable Centres to communicate and share ideas and best practice. The represenlalion of other Centres within this group has proved invaluable to the Cenlre in establishing improved links within the MS community and identifying relevant policy developmenls and prospective tatMentS and how they may be funded. 6of9
Responsibilities of the trustees. The trustees are responsible for preparing an annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards {United Kingdom Generally Accepted Accounting Practice). Company law requires the Centre's trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the Centre and of the income and expenditLtre, of the Centre for that period. In preparing the financial statements, the trustees are required to: Select suitable accounting policies and then apply them consistently. Observe the melhods and principles in the charities SORP. Make judgements and eslimates that are reasonable and prudent. Stale whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial Statements. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Centre and to enable them to ensure that Ihe financial statements comply with the Companies Act 2006. They are also responsible for 7of9
safeguarding the assets of the Centre and hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the Maintenan and integrity of the corporate and financial information included on the Centre's website. Legislation in the United Kingdom goveming the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Signed.. Steve Wilson Trusteelchair Registered office 31 Freemens Common Road Leicester LE2 7SQ Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Board of Trustees For the year ended 31 December 2020 I report on the accounts of the charity for the year ended 31 December 2020 which are set out on pages 12 to Respective responsibilities of trustees and examiner The charity trustees are responsible for the preparation of the accounts in accordance with the terms of the charity, The Trustee 2000 and the Charity Reporting and Accounting regulations UK 2016. Independent examiners statement In the course of my examination, no matter has come to my attention- 8of9
Name Barbara Breeze Clulow Bookkeeping & Forensi¢ Services Limited 8 Melbourne Street Coalville LE67 3QT Date 9of9
Leicestershire Multiple Sclerosis Therapy Centre Limited Financial Statements For December 2020 Charity number 710925 Company number 02374648 1 of9
Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Trustees For the year ended 31 December 2020 Charity number 710925 Company number 02374648 Leicestsrshirg Multiple Sclerosis Therapy Centre (the Centre) The Trustees are please lo presenl their annual report together with the financial staternents of the Centre for the year ending 31 December 2020. The financial statements comply with the Charity Reporting and Accounting regulalions UK 2016. Charities Act 2011, The Companies Act 2006, and The Memorandum ofArticles Association. At the time of wriling, the corona virus restrictions are on-going and the impact of this on the Centre's activities will be referred to later in the report. Objectives and activities Our vision.. Empowering and enabling people living with Multiple Sclerosis (MS) and other heallh ondilions to actively manage Iheir lives. Our mission.. to deliver coordinated, holistic, and person-centered support servi$ and therapi8S to people living with MS and other health conditions assisting them in managing their daily lives. The Centre's objeGtives and prlncipal actlvities are: To aid and improve, for the public benefit, the condition of those living with MS and other health conditions by any lawful means including any of the following.. By bringing together persons living with MS, persons interested in MS and any other health conditions. By providing advice, guidan and moral and practical support for persons living with MS and any other health conditions. By providing therapy, including oxygen therapy, for persons living with MS or other symptoms or conditions in accordance with the protocols and guidelines of the principal company and with the prior written consent of the principal company. To improve the physical, mental, emotional, and social health and wellbeing of people living with MS, other health conditions, and their familieslcarers, to achieve their potential and ensure that they have the confidence and capacity to be active members and contributors in their local communities and civil society. The main adivities employed to assist the Centre in meeting its objectives in 2020 included the following.. Provision of a facility where self-management support, information and advi is available that will enable people living with MS and other long-term conditions, and their familylcarers, to manage their lives. Individual physiotherapy sessions and group physiotherapy classes are offered to people living with MS and other heallh conditions. Holislic therapies including acupuncture, reflexology, massage, Hopi ear candles, and aromatherapy. Oxygen therapy for people living with MS and a wide range of other health conditions. Changes to the board of trustees. Following the AGM June 2020, Elizabeth (Liz) Sexton stepped down as trustee. The trustees would like to thank Liz for all the hard work and support she has given to the Centre in her role as a trustee. Ryan Archerjoined as a trustee June 2020. The trustees established three strategic sub-groups to help improve the decision-making process and the development of key strategic strands. 1. Financial Sustainability. 2. Markeling and Branding. 3. Fomard Thinkinglplanning. The trustees have used outside sources to help with Marketing and Branding, some of which are based at De Montfort University. Impact of COVID-19 2of9
While the COVID-19 pandemic has caused many diffi¢ullies and UnrtaInties. it has also provided the Cenlre with an opportunity to step back and re-assess. With the need to adapt to a "new normal. the Centre has taken into consideration what is needed to Gontinue and ensure it acts with care and diligence in the best interest of its members, Consistent with the Centre's purposes. Assessing risks and resilience The trustees, the staff, and volunteers, have shown ¢onsiderable resilience during these unprecedented times. They have adapted quickly, managed risks and finances, and ¢on*ingency plans. They have work hard to find new ways in which lo engage with the members. Due to the impact thal COVID-19 was having on the Centre, the decision was made to ask staff to take voluntary redundancy. Susan Puglia, Lorna Harris. and Mark Emmet all agreed to take voluntary redundancy. Joy Nobis agreed to reduce her hours from 33 to 20 a week. A strong governance framework One of the key outcomes of this lasi year has been the trustees have had to think differently about how they govern and adapt to rapidly changin9 circumstances. However, it is imperative that governan changes are managed effectively and continue to be in the best interests of the Centre. The trustees have been dedicated and worked hard to provide good strong leadership and a clear strategic direction. The Centre, in responding to the many challenges brought aboLrt by COVID-19 restrictions, has adapted quickly to members needs and the changing environment. Over the year the Centre operated four different service delivery models. All seIS and therapies operated normally throughout the first quarter of 2020, until the 25th of March 2020 when lockdown restrictions forced the closure of all services based at the Centre. Throughout the lockdown period from 25th March - 13th May 2020, the Centre did not completely close its support services. During the two months of closure, the Centre was proactive and innovative, using Zoom and telephone support to ensure It continued to provide vital se1$. From 13th May the Centre opened on a restricted and controlled basis, offering limited oxygen therapy adhering to robust COVID-19 compliant practices. It also maintained the Zoom and telephone Seices. From 1 st September, limited physiotherapy sessions commenced on a one-one basis, adhering to robust COVID-19 compliant practices. Additionally, the Centre has: Actively engaged and updated with its members and supporters through social media platforms and regular newsletters. Utilised the Governments Job retention scheme, to help with the efficient management of our finances, resources, and services. Actively sourced emergency COVID-19 funding OPF)Ortunities to support ongoing service developments and finanGial sustainability of the charity. Actively engaged the trustees, staff, and volunteers in developing contingency plans and assessing and minimising risks. Service Developments From March to December 2020, the Centre has.. Developed and implemented the necessary policy and practice guidance and compliance for reopening restricted Centre based services on the 13th May. Commenced oxygen therapy over the five days. Developed online physiotherapy group sessions via Zoom. Carried out staffing and operational review processes. Achievements and performance Maintained our values, and our purpose, and most of our services. Minimised the financial risk to the Centre. Retained our CO staff team. Worked collaboratively in responding to contingency planning, client needs, assessing operational risks and in developing policies and practices. Successfully raised funds to sustain the Centre and maintained and developed services. Maintained our relationship with members and volunteers. 3of9
Fundraising The Centre would like to take this opportunity to thank Graham Bee TrusteelFundraising coordinator for all his hard work in helping to find the much-needed funds lo keep the Centre up and running, and all the members and friends of the Centre who have supported them all the way through COVID-19. The Centre is extremely grateful for the help received from trusts and foundations who supported and funded our charity during COVID-19 which helped to maintain vital services to its members and supported the sustainability of the Centre. These inclLtde.' The National Lottery Community funding, Foyle Foundation, Morrisons Foundation, Le1$ter City Football Club's °Gift of a Wish" Leicestershire County Council communities fund, and Leicester City Council. The Centre would also like to thank Ryan Archer and the Young Farmers for the Tractor Run held in Decemb8r, and Maureen Nixon, the quiz master. Risk management The trustees regularly undertake a review of the risks to which the Centre is exposed, particularly business, operational and financial risks. The Centre has introduced procedures and reporting regimes to mitigate and manage risks. Internal control systems are designed to meet the Centre's operating needs, the risks to which it is exposed, and to provide reasonable assuran against misstatement or Ioss. The Centre ensures the Health and Safety policy outline procedures to ensure compliance with health and safety of staff, volunteers, members, and visitors to the Centre. Internal control risks are minimised by the implementation of procedures for authorisation of all transaction and projects. Other policies are in place covering the protection of vulnerable adults, GDPR-data protection, complaints, conf1dentiality, volunteering, and equal opportunities. The Centre operates regular procedures to monitor the receipt of income, and capital expenditure. Future plans The trustees welcome fresh ideas, enthusiasm, and commitment being shown by new trustees, and Ihe invaluable support provided by every trustee. Our current circumstances are informing the strategic and recovery planning whith both staff and trustees have undertaken over the last few months. The strategic review will help us to formulate our overall slralegic objectives and provide the foundations for our fulure long tem development. It will define who we are, and what we want lo do. The Centre is actively developing strategies to plan for the future. Key lo moving forward and growing the Centre is building on ils learning and achievemenls, diversrfying its income stream, creating a shared vision, mission, values. and principles. The work has already started with the strategic groups.. Financial Stability - meeting on a regular basis with treasurer, accountant, Company secretary and Chairman. Forward Thinking and Planning- focusing on what we need to do and how to gel there. Marketing and Branding - help from De Montfort University who have looked at bench marking and marketing for the future. The University is also looking at how the website could be improved. Reservo's policy A portion of the reserves is designated for emergency or planned expenditure. The trustees consider that 12 months of operating costs is an appropriate level of general funds to maintain under nomial operations. With the current COCID-19 situation, these funds are being carefully monitored and general funds supplemented where possible through grants lo ensure the Centre can resume and re-establish operations once restrictions are lifted, and an appropriate method of service delivery is agreed. Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Board of Trustees For the year ended 31 December 2020 Reference and administration dètalls: 4of9
Company number 02374648 Charity number 710925 Registered office & Operational address 31 Freemens Common Lei¢ester LE2 7SQ Independent Examiner Barbara Breeze Clulow Bookkeeping & Forensic servIs Limited 8 Melboume Street Coalville LE67 3QT Bankers Barclays Leicester LE87 2B8 Market Harborough Building Society Welland House, The Square, Northampton Rd, Market Harborough LE16 7PD Directors and Trustees Steve Wilson. Graham Bee Elizabeth Woods Richard Hughes Susan West Christopher Emmet Lloyd Wells Lesley Butchar Ryan Archer Howard Proudman Roger Griebel Chair Vice Chair Company Secretary Treasurer Structure, Governance, and managemenL Governing document The Centre is a charitable company limited by guarantee, incorporated on 21 April 1989. Registered as a charity 26th August 1985. The company was established under a memorandum of agsoci3tion. which established the objects and powers of the Centre, and is governed under its articles of association. In the event of the Centre being wound up, members are required to contribLrte an amoLtnt not exedIng £1.00. The Centre (Leicestershire Multiple Sclerosis Therapy Centre Limited) was formally known as A.R.M.S. Leicestershire Limited but Changed its name on 18th February 2000. Recruitment and appointment of board of trustees. The original members of the company consisted of the founder member and ordinary mernbers. The founder member was ARMS IAction and Research for Multiple Sclerosis Limited), but this no 5of9
longer operates. The Centre now consists of members, who are persons with MS or those with an interest in promoting the objects of the Centre. The trustees are selected from the members of the Centre, excluding employees. The trustees, including dirertors of the Centre, are charity trustees for the purpose of the charity law. Under the requirements of the Memorandum of Articles of Association, the Iruslees are elected to serve for three years. They must take a break after three tenns. The trustees seek to ensure that the needs of the members are appropriately reflected throughout the diversity of the trustee body. There is a mix of members who use the facilities offered by the Centre, and others who have an interest in the aims of the Centre and ¢an offer appropriate business, clinical, or relevant skills. All members, apart from employees, are eligible to become trustees. The Centre has members with large variety of race. colour, and creeds. Trustee induction and training Many new trustees are already familiar with the practical work of the Centre, having either used the facililies or volunteered to help in the operation of the Centre prior to taking up the role of trustee. New trustees are invited and encouraged to attend short briefing sessions lo familiarise themselves with the Centre and the context within which it operates. These are led by the chair of of trustees and the Centre manager and will cover'.- The obligations of the trustees. The main documents which set out the operational framework for the Centre, including the memorandum of articles. Resourcing and the current financial position as set out in the latest published accounts. Future plans and objectives. Infomiation is provided drawing from the various regulator publications, and this will be distributed to all new trustees along with the Memorandum of Articles and the latest financial statement. Trustees are encouraged to attend any appropriate training evenls and any notes from these are circulated to other trustees to ensure the key learning points are shared. Organisational structure The Centre has up to 11 trustees who meet every three months, on a formal basis. Trustees will be invited to contribute their skills and expertise in agreed sub-groups for certain projects. In addition, the Centre manager communicates regularly for the purpose of taking forward specifi work areas. The trustees are responsible for Ihe strategic direction and policy of the Centre. A scheme of delegation is in place. Day to day responsibility for the provision of the services rests with the Centre manager, who oversees operational management of the Centre and individual supervision of the staff team. The manager also carries out fundraising activities and ensures that the team contributes to develop thèir skills and working practices in line with good practice. The trustees would like to acknowledge the continued and valued contribution to the smooth running of the Centre from its dedicated group of volunteers. Volunteers conlribute to all aspects of service delivery including the operation of the oxygen chamber, essential maintenance and repair. and cleaning and hygiene input. The trustees also act in a voluntary role and make considerable input to the direction of the Centre. Related parties In so far as it is Complementary to the charity's objects, the Centre is guided by both local and national policy. The Centre is a member of the MS National Centres (MSNTCI, an umbrella charity registered in England. Wales, and Scotland. As a member ofthe MSNTC, the Centre benefits from reduced oxygen prices, training, and the provision of national standards for the delivery of oxygen therapy. MSNTC holds open meetings around the UK to enable Centres to communicate and share ideas and best practice. The represenlalion of other Centres within this group has proved invaluable to the Cenlre in establishing improved links within the MS community and identifying relevant policy developmenls and prospective tatMentS and how they may be funded. 6of9
Responsibilities of the trustees. The trustees are responsible for preparing an annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards {United Kingdom Generally Accepted Accounting Practice). Company law requires the Centre's trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the Centre and of the income and expenditLtre, of the Centre for that period. In preparing the financial statements, the trustees are required to: Select suitable accounting policies and then apply them consistently. Observe the melhods and principles in the charities SORP. Make judgements and eslimates that are reasonable and prudent. Stale whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial Statements. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Centre and to enable them to ensure that Ihe financial statements comply with the Companies Act 2006. They are also responsible for 7of9
safeguarding the assets of the Centre and hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the Maintenan and integrity of the corporate and financial information included on the Centre's website. Legislation in the United Kingdom goveming the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Signed.. Steve Wilson Trusteelchair Registered office 31 Freemens Common Road Leicester LE2 7SQ Leicestershire Multiple Sclerosis Therapy Centre Limited Chairmans Annual report of the Board of Trustees For the year ended 31 December 2020 I report on the accounts of the charity for the year ended 31 December 2020 which are set out on pages 12 to Respective responsibilities of trustees and examiner The charity trustees are responsible for the preparation of the accounts in accordance with the terms of the charity, The Trustee 2000 and the Charity Reporting and Accounting regulations UK 2016. Independent examiners statement In the course of my examination, no matter has come to my attention- 8of9
Name Barbara Breeze Clulow Bookkeeping & Forensi¢ Services Limited 8 Melbourne Street Coalville LE67 3QT Date 9of9