2025-12-31-accounts - Maggie Keswick Jencks Cancer Caring Centres Trust

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

Index to a nnual r eport and consolidated	f inancial s tatements
Welcome from the Chairman of the Board	of Directors	1
Report from the Chief Executive		2
Objectives, Achievements and Performance		3
Financial Review		5
Responsible Fundraising and Cancer Support provision		8
Environmental Sustainability		9
Princip al Risks and Uncertainties		10
Governance, Structure and Management		1 2
Statement of Directors’ responsibility		1 4
President, Patrons , Directors and Officers		1 6
Independent A uditor ’ s report		1 7
Consolidated statement of financial activities		20
Charitable company statement of financial activities		21
Consolidated balance sheet		2 2
Company balance sheet		2 3
Consolidated and company statement of cash flows		2 4
Notes to the financial statements		2 5

Laura Lee

1 visits include in-person, online, face to face and by telephone

2 Excl Northern Ireland

3 Excl Northern Ireland

Risk	How we manage it
Each risk area is supported by relevant policies and procedures that are regularly reviewed and updated and subject to compliance testing
Organisational growth Economic factors affecting construction costs Inability to secure capital income	- Robust operational and governance process in place for all construction projects - Board and Finance & Investment committee monitor cost approval of each project - Board membership strengthened through addition of property expertise - Property and trading group reviews progress incl. analysis of expenditure against budget - New Centre Development Fund - National Campaign Committee to generate capital income - Reviewed monthly by Executive , including monitoring of construction costs - Feasibility period identified for each project
Revenue Growth Inability to grow revenue income in line with organisational growth Inability to acquire new donors	- Finance and Investment committee meet quarterly to monitor performance - Robust internal financial controls - Strategy to invest, grow and diversify our income in the communities where we operate - Reserves policy in place - Expert management of investment - Acquisition and retention plans for all income streams - New brand/media campaigns based on audience insight - Improved financial data reporting and analysis - Fundraising proposition in place - Investment in donor insight - Planned transition of fundraising CRM to Salesforce
Leadership	- Succession plans in place for Executive team and overseen by People

Retention and succession of senior leadership	Committee (sub - committee of Board) - Personal development reviews - Executive Salary Review - Opportunities for leadership development/coaching/mentoring
Cancer care and support Failure to maintain the quality of the standards set Failure to recruit and retain highly skilled clinical staff	- Programme operating model to ensure right level of skills and resource in place to support activity and ensure quality outcomes for the cancer population supported by centres - Review of programme e.g. Benefits Advice, support for men - An nual Assurance Plan in place - Psychological governance in place ~~-~~ Named p sychologist oversees staff support and supervision framework - Cancer care programme delivered by qualified/ registered healthcare professionals - Quality Assurance and Training Lead in post - Level 1 - 3 psychology training in place for programme staff - Centre Leadership programme in place - Emerging leadership programme - Clear job profiles and development reviews - Strong recruitment network & process overseen by HR - Induction and Development Lead in post - Organisational Principles and purpose established - People Strategy group oversee s implementation of 5 year priorities - Benchmarking of compensation and benefits to ensure competitive overseen by People Committee
Safeguarding Serious harm or abuse of vulnerable people	- COO and named Safeguarding leads appropriately trained - Annual mandatory training - Speak up, Listen up, Follow up approach in place - DBS/ PVG checks for all staff, volunteers and Board members - Safeguarding policies and procedures in place and reviewed annually - Escalation and reporting process - Weekly staff support and supervision led by n amed Psychologist - DEI foundational training rollout underway - OSCR and CC compliant
Strategy implementation and planning Loss of management control may lead to inability to achieve strategic objectives	- Board has oversight of strategy and delivery of operational plans - Executive Team meet monthly for in depth review by function of activity against the business plans - Strengthened board membership with the addition of expertise in governance and risk - 5 year strategy agreed in plan 2023 - 2027
Health and Safety Failure to comply with H&S legislation	- Risk assessments in place for all locations - Mandatory annual training - Annual policy review and approval by Board - Incident reporting and follow up procedures - Fire Management Plans in place - Monitoring of compliance
GDPR Data protection breach	- Mandatory annual training - Designated internal Data Protection O fficer - DPO outsourced to Third Party - Data protection policy and procedures approved by Board - Escalation process and procedures - CRM in place for centre visitor and supporter data
Reputation Gifts from Politically Exposed Persons (PEPS) and other high profile donors	- Gift Acceptance policy is in place and was reviewed by external agency and recommendations implemented - Due diligence undertaken - Know your Donor template for fundraisers - Designated Process & Compliance Lead in place - Approval required by Board prior to engagement with high profile donors - Mandatory training for fundraisers
IT controls Cyber security breach	- Industry standard systems - Strategy aligned to national cyber security framework

shall be appointed for a term not exceeding 3 years and shall be eligible for re-appointment for a second and final term not exceeding 3 years. Directors shall then stand down and shall not be eligible for re-appointment. In exceptional circumstances, and what is considered exceptional shall be determined by the Directors, a Director may be re-appointed by a simple majority of Directors to serve a third and a fourth 3 year term and shall not be required to stand down after their second term. After serving a fourth term, a Director shall be required to stand down and shall not be eligible for re-appointment.

8th July 2026