|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|
1
## **Laura Lee**
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> 1 visits include in-person, online, face to face and by telephone
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> 2 Excl Northern Ireland
> 3 Excl Northern Ireland
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|**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|
10
|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|
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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.
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8th July 2026
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##
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