Annual Report & Accounts 2008-2009
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Annual Report and Accounts2008/2009
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CLIC Sargent Cancer Care for Children Annual Report & Accountsfor the 15 months ending 31st March 2009
Contents 3 Chair’s Report
6 Trustees’ Report
28 Independent Auditors’ Report
30 Consolidated Statement of Financial Activities
32 Consolidated Group Balance Sheet
33 Consolidated Cash Flow Statement
34 Notes to the Accounts
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Chair’s Report
A message from Daphne Pullen
2008/9 has been a challenging year for everyone and we realised very early on that
the voluntary sector would not escape the economic challenges and prepared
ourselves appropriately. We protected our investments, managed and in some
places cut our expenditure, and set out targets for our income which were prudent
and sensible for the year ahead 2009/10. While doing this, we also saw our best
fundraising period ever in our history coming in at £25.3m raised during the 15
month period, thanks to the commitment of our supporters and donors – and with
particular mention to the Nottingham Home from Home Appeal Committee, and the
staff of HBOS.
We have built on our authoritative profile. In 2008, we reviewed the needs of
children and young people with cancer when not in hospital. This work has led to
the development of a good practice model of care - More Than My Illness, which
was supported by the Department of Health. We also have led the children and
young people’s workstream of the National Cancer Survivorship Initiative. This has
firmly established the voice of young people at the heart of policy making. We have
also seen positive change through our Fit to Eat campaign through support from the
then Secretary of State for Health, Alan Johnson, for our guidelines for hospitals;
work starting on the simplification of the Disability Living Allowance in line with our
calls in our Cut the Red Tape campaign; and commitments from government,
business and the Unions in line with our priorities on employment support for
parents caring for a sick child.
We have also continued to develop direct services through efficient delivery and
through partnership ensuring that more children and young people with cancer and
their families are being supported by a greater range of much needed quality
services.
We are committed to ensuring children, young people and their families get
appropriate care and support now and into the future. And it is with this in mind
that, at the beginning of 2009 following a review of our added value, we made
some cuts in our expenditure in line with the priority needs of our service users.
This has helped us safeguard our core priorities and through this consolidation we
are well prepared for future development and growth.
At the end of this financial period, we also said goodbye to our Chief Executive, Dr
Carole Easton. I want to thank her for all her hard work leading the charity to
significant success over the last three years. I would also like to thank Sarah
Talbot-Williams who took on the Interim Chief Executive role and with the senior
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management team kept the staff motivated and focussed on the job in hand. As
2009/10 starts, we are delighted to welcome Lorraine Clifton, our recently recruited
new Chief Executive who brings significant experience of working with our key
partner – the NHS – and will continue to improve the situation for children and
young people with cancer right across the UK.
But 2008 also saw a great sadness for CLIC Sargent and the childhood cancer
community. Geoff Thaxter, CLIC Sargent’s Director of Services and an active
proponent both at home and abroad of care and support for children and young
people with cancer and their families, died after a short illness. His legacy - his
drive and commitment - is continuing through our work. In February 2009, we
welcomed Dara de Burca as our new Director of Services, whose background in
delivering public sector services for children and young people will significantly help
strengthen our delivery of services to children and young people.
I also wish to pay a special tribute to one of our Trustees who left us in 2008/9, due
to ill-health – Sophie Broere. As a childhood cancer survivor, Sophie brought a
great insight to the board and showed how important it is to listen to the voice of
our service user groups. We will miss her input. I would also like to welcome two
new Trustees who bring experience and expertise which will add to the strength of
our charity – Dr Hamish Wallace, a leading paediatric oncologist based in
Edinburgh, and Rachel Billsberry-Grass, whose background in fundraising will add
well to the skill mix of the board. I am grateful to them and all the Trustees, who
are giving so much of their time but also their knowledge and expertise to make
sure we are able to do everything we can to help children and young people with
cancer, and their families.
One of the major reasons for success is our staff. We have immensely highly skilled
and committed staff, who work with children, young people and their extended
families and friends, supporting and caring for them at such a difficult time; our
fundraising and communications staff, who work in a challenging and highly
competitive environment, yet are still breaking records to raise the much needed
income and build our profile as the authoritative voice on child cancer; and our
support staff who make sure that the charity functions efficiently and effectively.
The team is not complete without our volunteers. They are our life blood and we
could not carry out the vast programme of activities without them – from our
committed founders, who are still very important to us in the charity, to our branch
and committee members and our patrons and ambassadors who raise not just
money but awareness in the local communities, and the wonderful volunteers up
and down the country who work in our shops, for fundraising activities, and in our
offices.
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I am confident with this strong team we will meet the challenges ahead and move
forward in 2009/10 confident that we will be able to do more for more children and
young people with cancer. I would like to say a huge thank you to everyone in our
tremendous team on behalf of the Charity and on behalf of the children and young
people with cancer and their families whom we support.
Daphne Pullen
Chair
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Trustees’ Report
In this report, we set out the report and accounts of CLIC Sargent Cancer
Care for Children (known as CLIC Sargent) for the 15 months ending 31
March 2009. As the Board of Trustees we do this under the Companies Act
1985 and the Charities Act 1993, the Statement of Recommended Practice:
Accounting by Charities issued in March 2005 and applicable accounting
standards. CLIC Sargent was incorporated on 29 October 2004.
Objectives and Principal Activities of CLIC Sargent
OBJECTIVES
In everything CLIC Sargent does, there is one overall objective in mind – to ease
the burden and lessen the impact of childhood cancer on children and young people
and their families. CLIC Sargent helps them with the trauma of diagnosis, the often
long, painful and difficult journey through treatment and continues to support them
after treatment and beyond.
CLIC Sargent is there for all children and young people with cancer. We are there
for their families too, responding to their individual needs and caring every step of
the way. We do this through:
• clinical, psychological, emotional, financial and practical services in hospital,
at home and in the community across the UK;
• being a strong voice nationally and locally and providing a platform for
children and young people with cancer to express their needs and views;
• research into causes and treatment and psycho-social impact of childhood
cancer.
PUBLIC BENEFIT
The Trustees continue to give due regard to the public benefit provided by the
charity in relation to its charitable purposes as set out in the objectives and
principal activities as outlined above and have given due consideration to guidance
issued by the Charity Commission on this subject.
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WHAT WE DO
We provide specialist clinical care – through nurses in hospital, in the
community and at home.
We provide emotional and practical support – by employing specialist social
workers who work with the children, young people and the family in hospital, in the
community and at home.
We support the family – providing grants and providing services offering practical
support in partnership with other providers.
We support young people – by employing young people’s workers who, working
in the hospital and in the community, help young people cope with the emotional
and physical affects of cancer at a pivotal time in their personal and social
development. Young people’s workers help young people live as normally as
possible during and after treatment.
We offer specialist care – through play specialists who use play on the hospital
wards to help children cope with, and understand, difficult treatments and
procedures.
We keep families together during treatment – our Homes from Home provide
comfortable, free, self-catering accommodation where families can stay together,
near the hospital in which their child is being treated.
We provide free holidays – where the family can have time together on safe, fun
and free catered or self catered holidays around the UK.
We provide financial assistance – through our grants programme which offers
immediate financial support for a range of needs and the extra costs of looking
after a child on treatment.
We offer information – through the Child Cancer Helpline a free, anonymous and
confidential telephone and email service is provided for anyone who wants to know
more about childhood cancer and through the provision of a range of information
materials. Our website www.clicsargent.org.uk is a further comprehensive resource
offering comprehensive local and national information 24/7.
Research treatment and care – through funding research projects throughout
the UK, possible causes of childhood cancers and improved treatments are
identified. We also fund psycho-social research projects looking at the emotional,
psychological and social impact of childhood cancer.
We influence and campaign – with and on behalf of children and young people
with cancer and their families to change policy and practice to improve the health,
practical, financial, social and educational care and support that they receive and to
raise awareness of their needs.
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GRANTS POLICY
Grants are offered to help families with the extra costs of caring for a child with
cancer. They are available to families who are normally resident in the United
Kingdom, whose child is aged 24 or under and is receiving curative treatment or
palliative care for cancer, leukaemia or lymphoma.
SERVICES FRAMEWORK
The Service Framework outlines the way in which CLIC Sargent provides services
that meet individual needs, delivered consistently. By setting priorities and
standards, it also provides a means of sharing best practice.
VOLUNTEERS
CLIC Sargent relies heavily on the support of volunteers who give their time and
commitment to helping us in our work with children and young people with cancer.
There are over 1000 volunteers working throughout the UK in a wide range of roles.
Hundreds of these volunteers work in our shops and in local fundraising committees
organising a wide range of events. We also have a number of volunteers who work
with our services, including in our Homes from Home and in our Malcolm Sargent
House holiday home. Our Patrons (listed on page 26) provide invaluable support,
giving their time and energy at fundraising events, hospital visits and a range of
other activities. In 2008, we created a Volunteer Manager post. This has not only
led to a marked increase in the number of volunteers, particularly in our offices, but
has also provided good support to volunteers themselves and those who work with
volunteers.
We have a range of young people and parent/carer support groups in which
individuals volunteer to support others. We have also introduced a new post of User
Participation Manager to develop the true participation of children and young people
and to deliver a participation strategy covering all aspects from governance to work
experience, from mentoring to web champions. The Young People’s Advisory Group
is advising the User Participation Manager and is advising the CLIC Sargent
Trustees and management team on key issues.
Achievements and Plans
In 2008/9, we have continued to grow our authoritativeness and establish stronger
links with the Department of Health to ensure that children and young people with
cancer will benefit from the best possible services. One of our major concerns has
been the need for better and more consistent community care and support
services, to offer children and young people with cancer the support they need both
in and out of hospital. Our first More Than My Illness report concentrated on
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children and young people up to the age of 16 and was published in February 2009.
The second report, due out later in 2009, focuses on the needs of young adults
from 16 – 24. This research and the development of service models underpin
NICE’s Improving Outcomes Guidance for Children and Young People with Cancer,
but also go further in highlighting the needs for integrated and co-ordinated care
both in the hospital and in the community. Our work has shown that in order to
ensure that children and young people have the community services they need to
continue their ordinary lives, the following three elements are needed:
• a key worker to co-ordinate clinical and non-clinical aspects of care
• assessment and care planning
• a community multi-disciplinary team.
We are committed to drawing together and influencing the many agencies and
service providers who all play a significant part in delivering such a service.
While this influencing and coordination role continues, CLIC Sargent, through its
services delivered across the UK, works tirelessly to improve the health and well
being outcomes for children and young people with cancer.
Children and young people are at the heart of everything we do, and 2008/9 has
seen a marked increase in the voice and participation of children and young people
with cancer in every aspect of the charity. There is still much to do, but we are
developing a strategy and focussing some resource to ensure that this is effective.
We continue to support the whole family, helping parents and carers cope not only
with the diagnosis, but also with the financial and emotional burden of cancer,
through our nurses and social workers, grants system, home from home and
holiday service, and our helpline.
With More Than My Illness and the National Cancer Survivorship Initiative, we have
been able to secure our position as major influencers on all issues relating to
childhood cancer. We have built our relationships with both major political parties
and established key campaigns which have made a difference to children and young
people with cancer and their families.
In this past year, we have also funded a range of research projects aimed at finding
better treatment and care, and understanding the emotional and psychological
impacts of childhood cancer.
We have invested and will continue to invest in service development and
improvement to ensure the highest quality of our services. In this challenging
economic environment, we have worked hard to secure the highest and broadest
level of services for children and young people and their families. To ensure the
greatest cost effectiveness, we have looked to build coherent partnerships to
deliver services and to influence.
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Improving health and wellbeing outcomes
In 2008/9:
• We published More Than My Illness, a review of the health and social care
needs of children and young people with cancer and their families in the
community, supported by the Department of Health. The first report focused
on the needs of 0-16 year olds. This identified the needs of this age group
and described a ‘good practice’ model of care for providers and
commissioners of cancer and community services.
• We supported 2,733 newly diagnosed children and young people and their
families, in addition to those continuing treatment.
• We created a further 4 new posts in the NHS to support children and young
people through their treatment.
• Through our Fit to Eat campaign, we delivered our own guidelines to all
Principal Treatment Centres, guidelines, endorsed by the then Secretary of
State for Health, Alan Johnson. These guidelines presented hospitals with a
clear path to improve hospital food services for children and young people in
treatment.
• We influenced the Education and Skills Bill and the Schools (Health Support)
Bill to reflect the needs of young people with cancer and ensure that support
is put in place to help them keep up with their education while they are ill.
In 2009/10:
• We will publish More Than My Illness phase II, focusing on the needs of
young adults aged 16-24.
• With our Department of Health partners, we will develop the role of the key
worker and implement a co-ordinated, integrated care plan approach to
assessing need and delivering services.
• We will increase the work we do with 16-24 year olds across all our services.
• Through both the delivery of direct social care and through our influencing
programme we will work hard to ensure that young people get the necessary
support to keep up with their education.
• We will take the lead on reviewing policy guidance to ensure that community
care professionals can offer the most appropriate support to children and
young people.
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Reducing the practical and financial burden of cancer
In 2008/9:
• We saw the near completion of the Nottingham Home from Home, which was
subsequently opened in June 2009. We also worked hard to successfully
resolve the challenges of the London Home from Home where work will start
in 2009 to open in 2010.
• We gave out 5,054 grants to families, totalling over £1.1million, providing
much needed financial support as families cope with having a sick child.
• Our Cut the Red Tape Campaign saw success in the shape of the Department
of Work and Pensions starting a simplification of the DLA benefit form. They
also asked us to help them to develop and test the new processes.
• We reviewed how to deliver practical community support with value for
money – working with volunteers, and a community grants system.
• We successfully responded to a 149% increase in enquiries about benefits.
In 2009/10:
• We will open the Nottingham and London Homes from Home.
• We will carry out a review of services in our Homes from Home to look at
how we can further improve the service to families.
• We will change the way we offer practical community and family support
through partnerships with other organisations and the implementation of a
Community Support Grant.
• We will review our grants programme to ensure that we are using available
funds in the most efficient and effective way possible and ensuring funds are
targeted at those most in need.
• We will continue to work with the Department of Work and Pensions to
develop and test their new DLA benefit processes.
• We will work with employers and Trade Unions to improve workplace rights
for parents caring for a child with cancer and to spread best practice for this
key group.
• We will run a feasibility study for a new Home from Home in Belfast and will
ensure that we plan appropriately for the relocation of the Homes from
Home in Edinburgh and Glasgow, due to hospital moves.
• We will increase our provision of benefits advice.
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Building support and understanding & reducing isolation
In 2008/9:
• We developed individual care plans for bereaved families.
• We enhanced our holiday provision at Malcolm Sargent House to give families
a more personalised service and improve the staffing model to provide more
development opportunities. We provided 473 family holidays.
• Through our helpline we despatched more than 56,000 leaflets and
publications to service users, families, care professionals, teachers and the
general public.
• The CLIC Sargent Helpline became accredited with the Telephone Helpline
Association.
• We have effectively engaged with young people and children as well as
parents about the work we do – service provision, policy development and
campaigns. Supported by our new User Participation Manager, we have set
up a Children and Young People’s Advisory Group, who will, amongst other
areas, look at participation in our governance.
• We have chaired and been an important partner in the children and young
people’s work stream of the Government’s National Cancer Survivorship
Initiative.
• We continued to work with our Survivor Task Force and had a very successful
UK Survivor Conference in September 2008.
• We have supported the Scottish Executive as they put together their Cancer
Plan. We have also inputted the views of children and young people with
cancer to the National Delivery Plan for Children and Young People’s
Specialist Services in Scotland.
• We produced a number of booklets, films and web pages to support young
people and families understand more about their experiences – from facing
death to keeping up with education, from benefits advice to cancer and work.
In 2009/10:
• We will continue our work with survivors and play a lead role in the
Government’s National Cancer Survivorship Initiative.
• We will participate in Survivorship test sites implementing improving care
pathways for survivors.
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• We will run two projects as part of the NCSI – one looking at consultation of
7-13 year olds and the other reviewing all policy and practice guidance for
working with children and young people cancer survivors in the community.
• We will develop work experience and skill development opportunities for
young people in partnership with corporate partners.
• We will develop the Young People’s Web Champion project to offer both work
experience to young people but also to develop the content and input of
young people to our website offering information and interactivity to all.
• We will provide specialist support to families most affected by their
bereavement and introduce specific support to ‘childless parents’ who have
lost their only child to cancer.
• We will work closely with the Department of Health on the development of
Information Prescriptions for children and young people.
Researching for better futures
In 2008/9:
• We have funded a number of scientific, clinical and psychosocial research
projects. We collected feedback to influence the development of our services
and those of other providers.
• To support the More Than My Illness Report, we conducted needs analysis by
asking children, young people and their families, and professionals what their
needs are when not in hospital.
In 2009/10:
• We will develop a quality assurance framework to ensure that our services
are of the highest quality and constantly evaluated for effectiveness.
• We will undertake an annual user satisfaction survey that is independently
verified to measure feedback and satisfaction levels of our services.
• We will produce summaries of research undertaken to ensure that this is
disseminated throughout the workforce.
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Investing in the development and improvement of services
In 2008/9:
• We ensured that the Principal Treatment Centres had appropriate social care
support in place led by a Team Leader, ensuring better support to families,
improving quality of provision and ensuring appropriate support for staff.
• We undertook a Social Work Activity Review which highlighted where we
needed to improve our delivery of social care support and defined the priority
needs for children, young people and their families.
• We were able to increase the number of development days given to staff by
nearly 50% to help them in the delivery of our quality services, through
developing partnerships with supporter and training organisations and
through using internal skills more effectively.
In 2009/10:
• We will build robust quality assurance and service planning frameworks that
can be used to target more statutory and grant income.
• We will ensure the services are reviewed and evaluated, using external
verification annually and that planning is based on this strong evidence base.
• The outcomes of the policy initiative for young people will inform priorities
for policy and practice guidance development.
• We will develop the CARE data system to improve our support to patients
and to supporters and to ensure that we have the right information to
appropriately develop services.
• We will continuously review safeguarding, so that we can be confident that
children are safe and this is reflected in the delivery of high standards of
care.
• We will continue to focus on providing an equitable high standard of learning
and development across the whole of CLIC Sargent.
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CLIC SARGENT IN SCOTLAND
CLIC Sargent was registered as a Charity with the Office of the Scottish Charity
Regulator (OSCR) on 8th September 2008 under the Scottish Charity Number
SC039857.
In 2008/9 we raised £4.8 million in Scotland, of which £2 million was a donation
from the HBOS foundation.
Volunteers and Supporters across the whole of Scotland have been vital to us and
have given time and money to support our full range of services in Scotland. A full
calendar of events including 70 Wild Miles and the Boxing Day Dips were key to our
engagement of many local communities. Also many young people with cancer
themselves and their families engaged in fundraising and awareness raising
activities committed and grateful to the support they received from CLIC Sargent.
In addition to the delivery of clinical, social care and emotional support through our
nurses, social workers, youth workers and play specialists, our Homes from Home
programme and our Holiday services played a significant part in the treatment
journeys of many children and young people with cancer in Scotland. CLIC Sargent
also played an important role in influencing the Scottish Parliament as well as
Scottish MPs in the UK Parliament. We particularly supported the Scottish Executive
as they put together their Cancer Plan and have supported children and young
people to get their voice heard in the development of the National Delivery Plan for
Children and Young People’s Specialist Services in Scotland.
FINANCIAL REVIEW AND RESULTS FOR THE YEAR
This Annual Report and Accounts is for a 15 month period as a consequence of
moving the year end date from December 31 to March 31. The Trustees made this
decision in order that the results of the volatile seasonal activity in December would
be known before the plans and budgets for the forthcoming financial year are
confirmed.
The Consolidated Statement of Financial Activities (SOFA), set out on page 30,
shows that during the 15 month financial period the gross income raised was
£25.3m and expenditure on direct charitable activities £16m. Total resources
expended of £26.2m resulted in a net outflow for the year of £0.9m.
After taking into account unrealised losses on investments, total fund balances
reduced by £1.1m to £15.1m. Funds restricted for specific purposes grew by £1.2m
to £5.6m mainly due to the highly successful Home from Home Appeal and also due
to the fundraising efforts of HBOS.
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The change of the accounting year end to March has meant that this period
encompasses two calendar first quarters in which traditionally CLIC Sargent spends
more than it raises. As a consequence our unrestricted reserves have diminished by
£2.2m to £9.5m.
The subsidiary company, CLIC Sargent Promotions Limited, achieved a turnover of
£1.8m and net income of £1.6m, all of which was transferred to the Charity under
the Gift Aid provisions.
Financial Management Policies
RESERVES
Free reserves comprise the total reserves available to the charity less those
reserves whose uses are restricted or else designated for specific purposes.
Each year the Trustees review the policy for maintaining free reserves taking into
consideration the major risks faced by the charity, their likely impact on income
sources and planned expenditure and an assessment of the ways to mitigate such
risks. As a result of this review the Trustees have agreed a policy to safeguard our
charitable commitments and to fund operational support expenditure, to allow for a
restructuring of the charity in the event of a very significant shortfall in income.
Free reserves also allow for capital availability in the event a significant operational
risk was to occur and to allow the charity to take advantage of a potential
unplanned opportunity.
Free reserves at 31 March 2009 amounted to £2.5m compared to reserves required
under the agreed policy of £4.8m. Having reviewed this position the Trustees
consider that the level of reserves is acceptable in the shorter term. It has been
necessary to balance the challenges of the major economic downturn with the
imperative to maintain services as far as possible; however, as the economy
recovers from the recession, it is the Trustees intention to build the level of free
reserves.
INVESTMENTS
In early 2008 the Trustees established a formal Investment Sub-Committee
reporting to the Finance and General Purposes Committee. This Sub-Committee is
responsible for overseeing the overall investment strategy and for the oversight of
its implementation by, and the performance of, the Charity's Investment Managers.
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In an unpredictable investment world the Charity looks to achieve a measured
balance between risk and reward. Having determined the level of reserves required
by the Charity for 2009/10 we have adopted a conservative Investment Policy that
seeks first to protect the reserves of the Charity and, second to achieve an
appropriate long term total return from a balanced portfolio having due regard for
the associated risks and liquidity of a range of investment products. The approach
is to reduce the risks associated with holding equity investments and in line with
this policy the Trustees approved the sale of £3.3m of equity based investments
during the period.
The Investment Funds are managed by UBS Wealth Management and their
performance is monitored on a regular basis by the Investment Sub-Committee.
The portfolio at the year end comprised predominantly of bank deposit investments
with a small equity holding.
The investment objectives of securing reserves through a capital base and
delivering an acceptable return remain a priority for the Charity.
EMPLOYEES
CLIC Sargent aims to be a charity which is open and transparent in our relationship
with our employees. This was seen clearly towards the end of this financial year,
when in response to the economic climate, we entered into a charity-wide
consultation with employees around cuts and redundancies. With the support of
our Staff Forum, staff energetically provided constructive and professional feedback
as part of this process. CLIC Sargent, at the end of this process, made 17
compulsory redundancies, which came into effect in May 2009. We worked hard to
offer outplacement and support to those who were leaving us, and provided
effective communication and support to staff as they had to continue business as
usual through this change programme.
Employees are kept informed about day-to-day news and events. Information is
provided on a regular basis through meetings, briefings and the CLIC Sargent
intranet. All employees are encouraged to give their views about any issue within
the charity, which included input into the staff survey, and there is a formal
opportunity for staff consultation through the staff forum.
CLIC Sargent is committed to providing equal opportunities in everything it does
and we have a range of policies to support this, including a Carer’s Policy and work
is progressing on a cancer policy so that our staff are able to receive the support
and benefits that we are encouraging other employers to provide for the families of
children with cancer. CLIC Sargent is committed to the professional and personal
development of all of our staff through learning and development opportunities,
supervision and appraisal. We have been able to continue our personal
development commitment to our staff in a cost effective manner by using the
resources of many of our corporate supporters, including HBOS, Virgin Trains, hmv
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and Virgin Unite and Skillsoft to deliver a wide range of face-to-face and e-learning
opportunities. We are most grateful to our supporters for these opportunities.
PENSIONS
CLIC Sargent operates defined contribution pension schemes for our employees.
Future Plans
In 2009/10, we will continue to consolidate our position in an economically
challenging environment and continue to implement our strategic priorities. We will
complete our efficiency savings and continue to maintain our cost effectiveness.
We will be developing our user participation strategy to ensure that in all of our
activity the views and voice of children and young people with cancer, and survivors
of child cancer will be at the forefront.
We will deliver in line with the priorities highlighted in the new Services Strategy.
We will ensure that we develop practices and systems within our social care
services to reflect the best practice described in More Than My Illness. We will be
working with health partners to look at ways of developing the Key Worker role
outlined in the best practice model of More Than My Illness. We will also work to
influence policy makers and providers to take on board our recommendations
relating to community based services and health care described in More Than My
Illness focussing on 0-16 year olds. We will also complete the work for our 2nd
report looking at the needs of 16-24 year olds.
The other piece of work that could make a substantial difference to the lives of
children and young people with cancer is the National Cancer Survivorship
Initiative. CLIC Sargent, in partnership with the Department of Health and
Macmillan Cancer Support, will continue to lead on identifying the needs of child
cancer survivors in order to establish the necessary support services. It will
particularly focus on its two projects – consultation with 7-13 year olds and a major
policy review on community based services for young people aged 14-24.
CLIC Sargent will continue to look at partnership working and will continue to build
its partnership with Teenage Cancer Trust, Home-Start and others to meet the
social and community based needs of children, young people and their families.
Our Home from Home service will be a key area for development in 2009/10.
Following the successful opening of the Nottingham Home from Home, CLIC
Sargent will focus on the completion of the London Home from Home project and
the feasibility study for a Belfast Home from Home. Work in line with relocation
plans for hospitals in Glasgow and Edinburgh will also be an important focus.
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In spite of the economic challenges, we will continue to consolidate our fundraising
position maximising the potential of our existing supporters and donors. We also
aim to grow our areas of income which will create a more sustainable and balanced
income base, including corporates, grants, major donors and individual donors. We
will continue to grow our use and involvement of volunteers, to maximise our cost
effectiveness and will continue to build on our growing public profile through
effective creative and PR strategies.
Governance and Management
CLIC Sargent is a registered charity (No. 1107328) and a company (No. 5273638)
limited by member guarantees. Our registered office is as shown on page 27 and
we are governed by a Memorandum and Articles of Association that were adopted
on 29 October 2004 and as amended in February 2008.
Our Trustees, Patrons and senior executives of CLIC Sargent are listed on
pages 25 – 27. Our Principal place of business and the external advisers of
CLIC Sargent are set out on page 27.
THE BOARD
The Board of Trustees (‘the Board’) is responsible for the overall governance of
CLIC Sargent. The number of Trustees cannot be fewer than six or more than
fourteen. The Recruitment and Selection Committee is responsible for the selection
and recruitment of new Trustees, using a transparent recruitment process with all
appointments approved by the full Board. A skills audit is used to identify the skills,
experience, characteristics and backgrounds that are needed to provide high quality
effective governance.
One third of the trustees must retire each year and may stand for re-election,
subject to serving for up to a maximum six year term, after which they may seek
re-election for a further three year period, subject to a two-thirds majority vote by
the Board. Trustees are bound by a signed Code of Conduct and on joining undergo
an induction programme suitable to their needs. Training on external and
organisational issues is provided throughout the year.
STATEMENT OF TRUSTEES’ RESPONSIBILITIES FOR THE FINANCIAL STATEMENTS
AND CORPORATE GOVERNANCE
The Trustees are responsible for their Annual Report and for the preparing of the
financial statements in accordance with applicable law and United Kingdom
Generally Accepted Accounting Practice. They are also responsible for ensuring they
give a true and fair view of the incoming resources and the application of resources
of the Charity and Group during the year, and of the state of affairs as at the end of
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the financial period. In preparing these financial statements, the Trustees are
required to:
• select suitable accounting policies and apply them consistently
• make judgements and estimates which are reasonable and prudent
• state whether the applicable accounting standards have been followed,
subject to any material departures disclosed and explained in the financial
statements
• prepare the financial statements on an on-going concern basis unless it is
inappropriate to presume that the Charity will continue in operation.
The Trustees are responsible for keeping proper accounting records which disclose
with reasonable accuracy at any time the financial position of the Charity, and
enable them to ensure that the financial statements comply with applicable laws
and regulations. They are also responsible for safeguarding the assets of the
Charity and for their proper application as required by charity law, and hence for
taking reasonable steps for the prevention and detection of fraud and other
irregularities.
The Trustees have overall responsibility for ensuring that the Charity has
appropriate systems and controls, financial and otherwise, to provide reasonable
assurance that:
• the Charity is operating efficiently and effectively
• proper records are maintained and financial information used within the
Charity, or for publication, is reliable
• the Charity complies with relevant laws and regulations.
Internal controls over all forms of commitment and expenditure continue to be
refined to improve efficiency. Processes are in place to ensure that performance is
monitored and that appropriate management information is prepared and reviewed
regularly by both the Senior Management Team and the Board of Trustees. The
systems of internal control are designed to provide reasonable, but not absolute
assurance against material misstatement or loss.
They include:
• a strategic plan and annual budget approved by the Trustees
• regular consideration by the Trustees of financial results, variances from
budgets, non-financial performance indicators and benchmarking reviews
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• delegation of day-to-day management authority and segregation of duties
• identification and management of risks.
DISCLOSURE OF INFORMATION TO AUDITORS
With regard to the preparation of this Annual Report and Accounts:
• As far as each Trustee is aware, there is no relevant audit information of
which the Charity’s auditors are unaware.
• Each Trustee has taken all of the steps that a Trustee might reasonably be
expected to have taken to be aware of relevant audit information and to
establish that the Charity’s auditors are aware of that information.
STRATEGIC MANAGEMENT
The Board meets at least four times a year, and is responsible for setting an
appropriate strategy for the Charity. It also ensures that relevant performance
measures are in place. The Board receives regular reports on all aspects of the
Charity’s work.
The Trustees and the Senior Management are at the moment reviewing the
governance against up-to-the-minute best practice to ensure it is delivering the
best for the charity. There are currently seven Committees. The members of these
Committees include Trustees, management and external advisers. The Terms of
Reference for these Committees are summarised below:
Finance and General Purposes Committee
The Finance and General Purposes Committee has responsibility for monitoring and
reviewing:
• human resources (staff and volunteers)
• financial & operational performance and procedures
• property transactions
• annual plans & budgets
• investments
• reserves
Power to act for the Charity on financial matters has been delegated to this
committee by the Board.
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Investment Committee
The Investment Committee is a sub-committee of the Finance and General Purpose
Committee, with responsibility for monitoring and reviewing:
• the appropriate reserves policy for recommendation to Finance and General
Purposes Committee
• the appropriate investment risk profile and investment policy that protects
the reserves of the charity, maintains balance of investments between
various portfolios and establishes performance benchmarks and investment
parameters
• the appointment of suitable regulated professional investment managers.
Audit Committee
The Audit Committee has responsibility for monitoring and reviewing:
• the policies and processes for the identification, assessment and
management of risk, including financial control
• the Charity’s financial statements to assess the integrity of financial
reporting
• the scope, results and effectiveness of external and internal audit
• the independence of the external auditors, their range of non-audit services
and fees.
Fundraising and Communications Committee
The Fundraising and Communications Committee is responsible for:
• contributing to the development of fundraising and communications
strategies and policies for Board approval
• ensuring there are appropriate annual fundraising and communications
budgets and operating plans for presentation to Trustees, based on agreed
strategies
• monitoring and reviewing fundraising and communications activities and
plans, making recommendations to the Management Team and Trustees
• ensuring there is an effective process to maintain and build on the
relationship between the charity and supporters/volunteers involved with
fundraising and campaigning.
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Services Committee
The Services Committee is responsible for:
• contributing to the development of the services strategy, responding to user
needs, taking account of internal and external resources, partnerships and
operating frameworks
• ensuring there is an appropriate annual services budget and operating plan
in place for presentation to Trustees, based on agreed strategy
• monitoring and reviewing services and plans, making recommendations to
the Management Team and Trustees
• coordination of the Research Committee
• assisting in the development of a campaigning strategy.
Research Committee
The Research Committee is a sub-committee of the Services Committee with
responsibility for:
• developing the strategy for both scientific/clinical (including psychosocial)
and needs research to support improvement in treatment and care for
children and young people with cancer
• awarding, monitoring and reviewing research and making recommendations
to the Senior Management Team and the Board as appropriate.
Recruitment and Selection Committee
The role of the Recruitment and Selection Committee is to:
• monitor and review the composition of the Board to ensure that it has the
appropriate blend of skills and experience
• identify and recruit new members of the Board and to be responsible for
their induction, support and development.
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24
Chief Executive
Authority to conduct CLIC Sargent’s day-to-day activities is delegated to the Chief
Executive, who is responsible for ensuring that the agreed strategy and policies are
carried out. A Senior Management Team reports to the Chief Executive and meets
fortnightly.
Risk Management
The Audit Committee has delegated authority from the Board to ensure that an
active risk management process is in place and forms part of CLIC Sargent’s on-
going organisation activity. However, the key risk which the Senior Management
Team and Trustees recognised early in 2008, was the impact of the economic
recession on CLIC Sargent’s income generation. This risk was carefully managed.
Costs were and continue to be very carefully controlled and some organisational
streamlining has taken place after full consultation with staff.
Fundraising and other charitable activities are heavily reliant on the commitment of
staff and volunteers. To improve retention rates there has been an investment in
developing more flexible benefits which will improve terms and conditions for staff
and in developing more support for volunteers with a strategy put in place to
ensure that volunteers are valued and supported and become an integral part of
the organisation.
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MEMBERS OF THE BOARD
Daphne Pullen (Chair)
Henry Kenyon FCA (Honorary
Treasurer and Vice Chair)
Simon Armson
Rachel Billsberry-Grass
(Appointed 23 September 2008)
Sophie Broere (Resigned
23 January 2009)
Jim Currie MBE
Tim Holley
Dr Meriel Jenney MRCPCH
MBChB MRCP
Dan Kendall
Jonathan Plumtree FCA
Sally Ramsay RGN RSCN
Dr Hamish Wallace MD,
FRCP, FRCPCH (Appointed
23 September 2008)
Chris Wathen FCIB
FINANCE & GENERAL PURPOSES
COMMITTEE
Daphne Pullen (Chair)
Jim Currie MBE
Henry Kenyon FCA
Sally Ramsay RGN RSCN
Chris Wathen FCIB
AUDIT COMMITTEE
Jonathan Plumtree FCA (Chair)
Jim Currie MBE
Daphne Pullen
Chris Wathen FCIB
RECRUITMENT & SELECTION
COMMITTEE
Chris Wathen FCIB (Chair)
Daphne Pullen
Sally Ramsay RGN RSCN
SERVICES COMMITTEE
Tim Holley (Chair)
Sophie Broere (Resigned
23 January 2009)
Dr Meriel Jenney MRCPCH
MBChB MRCP
Sally Ramsay RGN RSCN
Dr Hamish Wallace MD,
FRCP, FRCPCH (Appointed
23 September 2008)
RESEARCH COMMITTEE
(SCIENTIFIC & PSYCHOSOCIAL)
Dr Meriel Jenney MRCPCH
MBChB MRCP (Chair)
Peer Review Group
INVESTMENT COMMITTEE
Henry Kenyon FCA (Chair)
Dr Carole Easton (Resigned
30 April 2009)
Mark Lund (co-opted member:
Appointed 9 July 2009)
Chris Wathen FCIB
Steve Williams FCMA
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FUNDRAISING & COMMUNICATIONS
COMMITTEE
Dan Kendall (Chair)
Simon Armson
Rachel Billsberry-Grass
John Miller (co-opted member:
Appointed 19 September 2008)
Daphne Pullen
EXECUTIVE OFFICERS
Chief Executive
Dr Carole Easton (Resigned
30 April 2009)
Sarah Talbot-Williams (Acting Chief
Executive; 1 May – 29 July 2009)
Lorraine Clifton (Appointed
29 July 2009)
Director of Services
Geoff Thaxter (Died 19 August 2008)
Dara de Burca (Appointed
23 February 2009)
Director of Fundraising
Lucy Caldicott
Director of Communications
and Campaigning
Sarah Talbot-Williams
Director of Finance
Steve Williams FCMA
Director of Human Resources
Peter Atfield
Company Secretary
Steve Williams FCMA
FOUNDERS
Sylvia Darley OBE
Sargent Cancer Care for Children
Bob Woodward
CLIC – Cancer and Leukaemia
in Childhood
PRESIDENT
Gordon Morrison
PATRONS
Lady Helen Taylor,
CLIC Sargent Ambassador
Lord Attenborough,
Legacies Ambassador
Lucy Alexander
James Allen
Alice Beer
Angellica Bell
Nicola Benedetti
Cherie Booth
Sara Carello
Mark Chapman
Sir James Galway
Jonny & Laura Greenall
Tim Henman
Chris Hollins
Emma Johnson
Eddie & Marie Jordan
Gary Lineker
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Laurence & Jackie Llewelyn-Bowen
Julian Lloyd-Webber
Sally Magnusson
Barry & Sandra McGuigan
José Mourinho
Patsy Palmer
Steve Rider
Major General Garry Robison
Gaby Roslin
Michelle Ryan
Sharleen Spiteri
The Archbishop of Canterbury,
Dr Rowan Williams
Richard Young
PRINCIPAL PROFESSIONAL ADVISERS
Solicitors
TLT Solicitors
One Redcliffe Street
Bristol BS1 6TP
Bates Wells and Braithwaite
2-6 Cannon Street
London EC4M 6YH
Bankers
Royal Bank of Scotland
29 Old Brompton Road
London SW7 3JE
Lloyds TSB Bank Plc
25 Gresham Street
London EC2V 7HN
HSBC Bank Plc
1 Beadon Road
London W6 0EA
External Auditors
Horwath Clark Whitehill LLP
St Bride’s House
10 Salisbury Square
London EC4Y 8EH
Investment Managers
UBS AG Wealth Management
1 Curzon Street
London W1J 5UB
By order of the Board of Trustees
CLIC Sargent Cancer Care
for Children
Griffin House
161 Hammersmith Road
London W6 8SG
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28
Independent Auditors’ Report to the Members of CLIC Sargent Cancer Care for Children
We have audited the group and parent company financial statements of CLIC
Sargent Cancer Care for Children for the 15 months ending 31 March 2009 which
comprise the Group Statement of Financial Activities, the Group and Charity
Balance Sheets, the Group Cash Flow Statement and the related notes set out on
pages 30 to 50. These financial statements have been prepared in accordance with
the accounting policies set out therein.
This report is made solely to the charitable company’s members, as a body, in
accordance with section 235 of the Companies Act 1985 and to the charity’s
trustees, as a body, in accordance with section 44(1)(c) of the Charities and
Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so
that we might state to the company’s members those matters we are required to
state to them in an auditors’ report and for no other purpose. To the fullest extent
permitted by law, we do not accept or assume responsibility to anyone other than
the charitable company and its members as a body, for our audit work, for this
report, or for the opinion we have formed.
RESPECTIVE RESPONSIBILITIES OF THE TRUSTEES AND AUDITORS
The responsibilities of the trustees, who are also the directors of CLIC Sargent
Cancer Care for Children for the purposes of company law, for preparing the
Trustees’ Report and the financial statements in accordance with applicable law and
United Kingdom Accounting Standards (United Kingdom Generally Accepted
Accounting Practice) are set out in the Statement of Trustees’ Responsibilities on
page 20.
Our responsibility is to audit the financial statements in accordance with relevant
legal and regulatory requirements and International Standards on Auditing (UK and
Ireland).
We report to you our opinion as to whether the financial statements give a true and
fair view and are properly prepared in accordance with the Companies Act 1985 and
comply with the requirements of regulation 8 of the Charities Accounts (Scotland)
Regulations 2006. We also report to you if in our opinion the information given in
the Trustees’ Report is consistent with the financial statements.
In addition we report to you if, in our opinion, the charitable company has not kept
proper accounting records, if we have not received all the information and
explanations we require for our audit, or if information specified by law regarding
trustees’ remuneration and other transactions with the charity is not disclosed.
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We read the Trustees’ Report and consider the implications for our report if we
become aware of any apparent misstatements within it.
BASIS OF OPINION
We conducted our audit in accordance with International Standards on Auditing (UK
and Ireland) issued by the Auditing Practices Board. An audit includes examination,
on a test basis, of evidence relevant to the amounts and disclosures in the financial
statements. It also includes an assessment of the significant estimates and
judgments made by the Trustees in the preparation of the financial statements, and
of whether the accounting policies are appropriate to the charitable company’s
circumstances, consistently applied and adequately disclosed.
We planned and performed our audit so as to obtain all information and
explanations which we considered necessary in order to provide us with sufficient
evidence to give reasonable assurance as to whether the financial statements are
free from material misstatement, whether caused by fraud or other irregularity or
error. In forming our opinion we also evaluated the overall adequacy of the
presentation of information in the financial statements.
UNQUALIFIED OPINION
In our opinion:
• the financial statements give a true and fair view, in accordance with the
United Kingdom Generally Accepted Accounting Practice of the state of
affairs of the charitable company and the group as at 31 March 2009 and of
the group’s incoming resources and application of resources, including the
group’s income and expenditure, for the 15 months then ended;
• the financial statements have been properly prepared in accordance with the
Companies Act 1985; and comply with the requirements of regulation 8 of
the Charities Accounts (Scotland) Regulations 2006; and
• the information given in the Trustees’ Report is consistent with the financial
statements.
Horwath Clark Whitehill LLP
Chartered Accountants and Registered Auditors
6th August 2009
St Bride’s House
10 Salisbury Square
London EC4Y 8EH
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Consolidated Statement of Financial Activities for the 15 months ending 31st March 2009
(Incorporating a consolidated Income & Expenditure account) Notes Unrestricted
Funds Restricted
Funds Total 2009
(15 months) Total 2007
(12 months)
£’000 £’000 £’000 £’000
Incoming Resources
Generated funds:
Voluntary income
Donations and other voluntary income 12,452 4,792 17,244 14,440
Legacies 3,562 380 3,942 3,478
Activities for generating funds:
Shop and trading activities 3,752 - 3,752 2,287
Investment and other income 2 396 18 414 345
Total incoming resources 20,162 5,190 25,352 20,550
Resources expended
Cost of generating funds:
Fundraising costs 7,499 188 7,687 6,047
Shop and trading activities 2,254 - 2,254 1,708
9,753 188 9,941 7,755
Net income available for charitable activities 10,409 5,002 15,411 12,795
Charitable activities:
Improving health and well-being outcomes 4,717 925 5,642 4,755
Reducing the practical and financial burden of cancer 1,963 1,655 3,618 2,570
Building support and understanding & reducing isolation 3,222 895 4,117 3,037
Researching for better futures 1,721 26 1,747 1,021
Investing in the development and improvement of services 682 174 856 304
Total direct charitable expenditure 12,305 3,675 15,980 11,687
Governance Costs 252 - 252 238
Total resources expended 4 22,310 3,863 26,173 19,680
Net incoming resources before investment gains/(loss)
3 (2,148) 1,327 (821) 870
Realised gain/(loss) on investment assets 8a (87) - (87) (37)
Net incoming resources after investment gains/(loss) (2,235) 1,327 (908) 833
Transfer between Restricted funds & Unrestricted funds 14 163 (163) - -
(Deficit)/Surplus for the year carried forward (2,072) 1,164 (908) 833
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Notes Unrestricted
Funds Restricted
Funds Total 2009
(15 months) Total 2007
(12 months)
£’000 £’000 £’000 £’000
(Deficit)/Surplus for the year balance brought forward (2,072) 1,164 (908) 833
Other recognised gains and losses
Gains on revaluation of fixed assets for Charities own use 15 - - - 2,056
Unrealised (loss)/gain on investment assets 8a (185) - (185) (168)
Unrealised gain on foreign currency 18 - 18 11
(167) - (167) 1,899
Net movement in funds (2,239) 1,164 (1,075) 2,732
Balances brought forward 15 11,751 4,470 16,221 13,489
Fund balances carried forward 9,512 5,634 15,146 16,221
The notes on pages 34 to 50 form part
of these financial statements
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32
Consolidated Group Balance Sheet as at 31st March 2009
Group Charity
Notes
2009 (15 months)
2007 (12 months)
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000 Fixed Assets
Tangible fixed assets for use by the charity 7 8,401 5,837 8,401 5,837
Investments 8 1,040 4,039 1,140 4,139
9,441 9,876 9,541 9,976
Current Assets
Stocks 9 79 50 - -
Debtors 10 1,261 1,712 5,498 5,059
Cash at bank and short term deposits 7,536 7,089 7,273 6,354
8,876 8,851 12,771 11,413
Creditors
Amounts falling due within one year 11 (2,639) (2,223) (6,634) (4,885)
Net Current Assets 6,237 6,628 6,137 6,528
Creditors
Amounts falling due after one year 12 (532) (283) (532) (283)
Net Assets 15,146 16,221 15,146 16,221
Funds
Restricted funds 14 5,634 4,470 5,634 4,470
Unrestricted funds
Free reserves 15 2,482 5,234 2,482 5,234
Designated funds 15 4,974 4,461 4,974 4,461
Revaluation reserve 15 2,056 2,056 2,056 2,056
Non–charitable group trading funds 6 - - - -
Total Funds 15,146 16,221 15,146 16,221
These financial statements were approved by
the Board of Trustees on 6th August 2009
The notes on pages 34 to 50 form part
of these financial statements
Daphne Pullen Chair
Henry Kenyon FCA Treasurer
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33
Consolidated Group Cashflow Statement for the 15 months ending 31st March 2009
Notes
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000
Net cash inflow from operating activities 19 188 813
Return on investments and servicing of finance
Interest and other income received 414 345
Capital expenditure and financial investment
Purchase of Property (2,264) (93)
Purchase of other tangible fixed assets (645) (176)
Sales of property and other tangible fixed assets 28 10
Purchase of investments (602) (400)
Sale of investments 3,328 1,459
Cash inflow/(outflow) for capital expenditure
and financial investment
(155) 800
Net cash inflow / (outflow) before financing 20 447 1,958
Increase / (Decrease) in cash
447
1,958
The notes pages 34 to 50 form part
of these financial statements
CLIC Sargent Annual Report & Accounts
34
Notes to the Accounts for the 15 months ending 31st March 2009
1. ACCOUNTING POLICIES
The principal accounting policies, all of which have been applied consistently throughout the
year are set out below:
(a) Basis of accounting
The financial statements have been prepared under the historical cost convention, with the
exception of investments and certain properties, which are included at market value. The
financial statements have been prepared in accordance with the Statement of
Recommended Practice (SORP), “Accounting and Reporting by Charities”, published in
October 2005 and applicable accounting standards.
The group statement of financial activities (SOFA) and balance sheet consolidate the
financial statements of the charity and its subsidiary undertakings. The results of the
subsidiaries are consolidated on a line by line basis.
The charity has availed itself of Paragraph 3 (3) of Schedule 4 of the Companies Act and
adapted the Companies Act formats to reflect the special nature of the charity’s activities.
No separate SOFA has been presented for the charity alone as permitted by Section 230 of
the Companies Act 1985 and paragraph 304 of the SORP.
(b) Company status
CLIC Sargent Cancer Care for Children is a company limited by guarantee. The members of
the company are the Trustees. In the event of the charity being wound up, the liability in
respect of the guarantee is limited to £1 per member of the charity.
(c) Taxation
The company, which is a registered charity, is not liable to corporation tax.
(d) Funds
‘Restricted funds’ are funds on which donors have imposed specific restrictions or which
have been raised for particular purposes. The aim and use of each restricted fund is set out
in the notes to the financial statements.
‘Designated funds’ represent unrestricted funds that have been set aside by the Trustees
for particular purposes. The aim and use of each designated fund is set out in the notes to
the financial statements.
‘Free reserves’ are available for use at the discretion of the Trustees in pursuit of the
general objectives of the charity.
Investment income and gains are allocated to the appropriate fund.
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CLIC Sargent Annual Report & Accounts
35
Notes to the Accounts for the 15 months ending 31st March 2009
1. ACCOUNTING POLICIES (Continued)
(e) Incoming resources
All incoming resources are included in the financial statements when the charity is legally
entitled to the income and the amount can be quantified with reasonable accuracy. For
legacies, entitlement occurs when the charity has been formally notified of an impending
distribution and there is reasonable assurance of the value.
The charity benefits from gifts in kind in the form of volunteer time and unclaimed out of
pocket expenses. In addition many individuals, companies and organisations provide
facilities, equipment and services free of charge. The charity could not achieve some of its
work without these gifts, but it is not able to place a value on them, and therefore, does
not include them within the financial statements. Items donated for resale are included in
shop income when sold and no value is placed on stock at the year end.
(f) Resources expended
All expenditure is accounted for on an accruals basis and has been classified to expenditure
categories on a direct basis where appropriate or allocated in line with managerial and
budgetary responsibilities using several criteria, which include headcount, time and space
costs.
Cost of generating funds comprise the salaries, direct expenditure and overhead costs
incurred in carrying out fundraising, including events, the cost of trading and running the
charity’s shops and the costs attributable to managing investments and raising investment
income.
Grants payable are charged in the year when the offer is conveyed to the recipient except
in those cases where the offer is conditional, such grants being recognised as expenditure
when the conditions attaching are fulfilled.
Support costs are those costs incurred directly in support of expenditure on the objects of
the charity and include the staffing and associated costs of administering and managing
grants and the operational management of the charity. Costs have been allocated across
each cost category on the basis of head count and activity.
Governance costs are those incurred in the governance of the charity in compliance with
constitutional and statutory requirements.
(g) Tangible fixed assets, depreciation and revaluation
Depreciation is provided on all tangible fixed assets using a straight line basis over their
expected useful economic lives as follows:
Freehold land nil
Freehold buildings 50 years
Furniture & fittings 3 - 5 years
Caravans 5 years
Motor vehicles 4 years
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CLIC Sargent Annual Report & Accounts
36
Notes to the Accounts for the 15 months ending 31st March 2009
1. ACCOUNTING POLICIES (Continued)
Individual items costing £2,000 or less are not capitalised and any net book values below
this threshold are considered to be immaterial to these financial statements.
All freehold properties, together with the investment property were revalued at open
market value during January 2008 for the 2007 accounts. The valuation was undertaken by
professional Chartered Surveyors and Property Consultants. The value of the properties is
to be kept under review by the Trustees on an annual basis and a professional valuation
will be undertaken every five years, as required by FRS 15 Tangible Fixed Assets.
All Fixture & fittings are depreciated in accordance with the above policy with the exception
of leasehold capital purchases. These items are depreciated over the shorter of the lifetime
of the leasehold and 3-5 years.
(h) Investments
All the charity’s investments are made in accordance with the powers contained within the
Memorandum and Articles of Association. Investments are stated at market value. Realised
and unrealised gains and losses are shown separately in the appropriate section of the
financial statements. The historical cost of investments is shown in the notes to the
accounts.
Property investments are stated at open market value, following a revaluation by
professional Surveyors.
(i) Research expenditure
All research expenditure is included in the financial statements for the year in which the
commitment is incurred.
(j) Stock
Stock consists of purchased goods for resale and is valued at the lower of cost and net
realisable value. Items donated for resale or distribution is not included in the financial
statements until they are distributed or sold.
(k) Pension costs
The charity contributes to defined contribution, personal pension schemes on behalf of its
employees. The amount charged in the statement of financial activities represents the
contributions payable to the schemes in respect of the current accounting period.
The organisation has an obligation to provide three unfunded pensions. This has been
included under Creditors falling due after one year. Full FRS17 disclosure has not been
reflected in the financial statements as the Trustees consider this to be immaterial against
the costs of undertaking a full actuarial valuation. Each year the Trustees will seek a
market quotation to provide these pensions.
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CLIC Sargent Annual Report & Accounts
37
Notes to the Accounts for the 15 months ending 31st March 2009
1. ACCOUNTING POLICIES (Continued)
(l) Finance and operating leases
Rentals applicable to operating leases are charged to the financial statements on a straight
line basis over the lease term. Assets purchased under finance leases are capitalised as
fixed assets.
Obligations relating to these agreements are included under creditors in the balance sheet.
The difference between the capitalised costs and the total obligation under the leases
represents the finance charges. Finance charges are recognised in the financial statements
at a constant rate over the lease term.
(m) Financial Instruments
The investments are carried at market value under the alternative accounting rules of the
Companies Act 1985 and the provisions of Financial Reporting Standards 26 & 29 were not
required to be adopted accordingly.
2. INVESTMENT AND OTHER INCOME
2009 (15 months)
2007 (12 months)
£’000 £’000
Income from listed investments – UK 13 184
Interest received 347 121
Rental income 8 37
Other income 46 3
414 345
3. NET INCOMING/(OUTGOING) RESOURCES BEFORE INVESTMENT GAINS/(Loss)
2009 (15 months)
2007 (12 months)
£’000 £’000
This is stated after charging:
Depreciation 342 255
Payments under operating leases:
– land and buildings 993 862
– other 26 27
Auditors’ remuneration:
– audit 23 22
Trustees’ liability insurance 10 11
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CLIC Sargent Annual Report & Accounts
38
Notes to the Accounts for the 15 months ending 31st March 2009
4. ANALYSIS OF TOTAL RESOURCES EXPENDED
Staff Costs Support
Costs Other Depreciation
Total 2009
(15 months)
Total 2007
(12 months)
£’000 £’000 £’000 £’000 £’000 £’000
Cost of generating funds:
Fundraising costs 2,817 602 4,154 114 7,687 6,047
Shop and trading activities 941 170 1,124 19 2,254 1,708
3,758 772 5,278 133 9,941 7,755
Charitable Expenditure:
Improving health outcomes and well-being
4,416 475 674 77 5,642 4,755
Reducing the practical and financial burden of cancer
2,015 255 1,302 46 3,618 2,570
Building support and understanding & reducing
isolation
3,202 301 558 56 4,117 3,037
Researching for better futures 406 104 1,215 22 1,747 1,021
Investing in the development and improvement of services
283 23 542 8 856 304
10,322 1,158 4,291 209 15,980 11,687
Governance Costs 219 33 - - 252 238
Total resources expended 14,299 1,963 9,569 342 26,173 19,680
09RP136_annual report and accounts CONTENT.indd 37 2/9/09 17:07:33
CLIC Sargent Annual Report & Accounts
39
Notes to the Accounts for the 15 months ending 31st March 2009
4. ANALYSIS OF TOTAL RESOURCES EXPENDED (Continued)
Support Costs
Office Services Corporate Finance IT HR
Total 2009
(15 months)
Total 2007
(12 months)
£’000 £’000 £’000 £’000 £’000 £’000 £’000
Cost of generating funds:
Fundraising costs 343 7 122 61 69 602 676
Shop and trading activities 97 2 35 17 19 170 191
440 9 157 78 88 772 867
Charitable Expenditure:
Improving health outcomes
and well-being
271 6 96 48 54 475 532
Reducing the practical and financial burden of cancer
145 3 52 26 29 255 287
Building support and understanding & reducing isolation
172 4 61 30 34 301 340
Researching for better futures
59 1 21 11 12 104 114
Investing in the development and improvement of services
13 - 5 2 3 23 34
660 14 235 117 132 1,158 1,307
Governance Costs - 10 23 - - 33 27
Total support costs 1,100 33 415 195 220 1,963 2,201
5. EMPLOYEES
Employed Funded*
Total 2009
(15 months)
Total 2007
(12 months)
£’000 £’000 £’000 £’000
Staff costs consists of:
Wages and salaries 9,852 2,702 12,554 8,363
Social security costs 836 251 1,087 760
Pension costs 359 299 658 475
11,047 3,252 14,299 9,598
09RP136_annual report and accounts CONTENT.indd 38 2/9/09 17:07:34
CLIC Sargent Annual Report & Accounts
40
Notes to the Accounts for the 15 months ending 31st March 2009
5. EMPLOYEES (Continued)
The average quarterly number of employees on full time equivalent basis during the period
was made up as follows:
2009 (15 months)
No.
2007 (12 months)
No.
Fundraising 79 85
Direct service provision – employed 116 118
Direct service provision – funded * 91 82
Corporate support services 51 41
Shops and trading 53 54
390 380
Higher paid employees:
Employees receiving annual gross salaries in the following range: No. No.
£60,001 to £70,000 2 2
£70,001 to £80,000 2 1
£80,001 to £90,000 1 1
£90,001 to £100,000 1 -
All of the above employees are in a defined contribution pension scheme at a cost to the charity of
£41,988 (2007:4 employees, £24,736).
*Funded employees represent staff in CLIC Sargent care teams who are funded by CLIC Sargent but are employed by
Local Authorities or by Health Trusts. The total cost of funded posts in 2007 was £2,101k.
TRUSTEES’ REMUNERATION AND EXPENSES
None of the members of the board of trustees received any remuneration. During the year three
trustees (2007: 3) received reimbursements of personal travel and subsistence expenditure
amounting to £516 (2007: £3,614).
09RP136_annual report and accounts CONTENT.indd 39 2/9/09 17:07:34
CLIC Sargent Annual Report & Accounts
41
Notes to the Accounts for the 15 months ending 31st March 2009
6. SUBSIDIARY COMPANIES
The Charity owns 100% of the issued share capital of CLIC Sargent Promotions Limited.
A summary of the trading results for the period ended 31 March 2009 is as follows:
2009 (15 months)
2007 (12 months)
£’000 £’000
Turnover 1,813 2,865
Cost of sales 266 899
Gross profit 1,547 1,966
Administration expenses 25 16
Gift Aid donation to the Charity 1,557 2,007
Operating loss for the financial year (35) (57)
Other income 35 49
Profit/(Loss) for the year - (8)
Balance brought forward at beginning of year - 8
Balance carried forward at end of year - -
Net assets at 31 March 2009 100 100
The two former charities, Sargent Cancer Care for Children and CLIC – Cancer and Leukaemia in
Childhood are both companies limited by Guarantee. They are dormant 100% subsidiaries of
CLIC Sargent.
CLIC Sargent is trustee of the following three unincorporated dormant charities:
Cancer and Leukaemia in Childhood Trust
CLIC UK
CLIC International
09RP136_annual report and accounts CONTENT.indd 40 2/9/09 17:07:34
CLIC Sargent Annual Report & Accounts
42
Notes to the Accounts for the 15 months ending 31st March 2009
7. TANGIBLE FIXED ASSETS
Group and Charity
Land Freehold Property
Fixtures & Fittings
Motor Vehicles & Caravans Total
£’000 £’000 £’000 £’000 £’000
Cost or Valuation
At 1 January 2008 1,457 4,040 1,274 416 7,187
Additions - 2,264 645 - 2,909
Disposals - - - (28) (28)
At 31 March 2009 1,457 6,304 1,919 388 10,068
Depreciation
At 1 January 2008 - - 1,037 313 1,350
Charge for year - 96 190 56 342
Disposals - - - (25) (25)
At 31 March 2009 - 96 1,227 344 1,667
Net book value At 31 March 2009
1,457 6,208 692 44 8,401
At 31 December 2007 1,457 4,040 237 103 5,837
In line with the charity's accounting policy stated in note 1, the trustees have reviewed the valuation
and feel that any fluctuation is temporary and wouldn't materially impact on the reader of the
accounts understanding of the charity's financial position.
09RP136_annual report and accounts CONTENT.indd 41 2/9/09 17:07:34
CLIC Sargent Annual Report & Accounts
43
Notes to the Accounts for the 15 months ending 31st March 2009
8. INVESTMENTS
(a) Commercial Investments
Group Listed
Investments Investment
Property Total
£’000 £’000 £’000
Market value of investments as at 1 January 2008 3,943 96 4,039
Disposal (3,328) - (3,328)
Additions 602 - 602
Net gain/ (loss) for the year (273) - (273)
Market value at 31 March 2009 944 96 1,040
Historical cost of portfolio 1,060
In addition to the Group’s investments above, the Charity has £100k investment in the
subsidiary giving a total value of the Charity’s Investments of £1,140k.
Listed Investments:
The following individual holdings represented more than 5% by value of the portfolio total: £’000
JP Morgan Liquidity Fund 625
CAF UK Equity Fund 293
(b) Investments in subsidiaries
Subsidiary name % Share Trading Activity
a) CLIC Sargent Promotions Limited 100% Arranges concerts and events, receives royalties and sells Christmas cards and other goods
b) CLIC Promotions Limited 100% Dormant
c) Sargent Cancer Care for Children 100% Dormant
d) CLIC – Cancer and Leukaemia in Childhood 100% Dormant
e) The Child Cancer Foundation 100% Dormant
09RP136_annual report and accounts CONTENT.indd 42 2/9/09 17:07:35
CLIC Sargent Annual Report & Accounts
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Notes to the Accounts for the 15 months ending 31st March 2009
9. STOCKS
Group Charity
2009 (15 months)
2007 (12 months)
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000
Shop Inventories 79 50 - -
The replacement costs of stocks are not materially different from that stated above.
10. DEBTORS
Group Charity
2009 (15 months)
2007 (12 months)
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000
Trade debtors - - - -
Other debtors 66 220 64 274
Amounts owed by group undertakings - - 4,239 3,341
Prepayments and accrued income 1,195 1,492 1,195 1,444
1,261 1,712 5,498 5,059
11. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
Group Charity
2009 (15 months)
2007 (12 months)
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000
Trade creditors 1,241 942 1,210 904
Other taxes and social security costs 249 217 249 206
Accruals 805 1,008 800 995
Amounts due to group undertakings - - 4,031 2,724
Deferred income 344 56 344 56
2,639 2,223 6,634 4,885
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CLIC Sargent Annual Report & Accounts
45
Notes to the Accounts for the 15 months ending 31st March 2009
12. CREDITORS: AMOUNTS FALLING DUE AFTER ONE YEAR
Group Charity
2009 (15 months)
2007 (12 months)
2009 (15 months)
2007 (12 months)
£’000 £’000 £’000 £’000
Unfunded Pension Obligation (275) (283) (275) (283)
Research grant accrual (257) - (257) -
(532) (283) (532) (283)
There has been a change in accounting policy relating to the research grant expenditure. Where
previously it has been recognised in the financial statements in the year the expense was incurred,
it is now accounted on a commitment basis resulting in a creditor falling due after one year.
13. ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS
Fund balances at 31 March 2009 are represented by:
Unrestricted Funds
Restricted Funds Total
£’000 £’000 £’000
Tangible Fixed assets 6,132 2,269 8,401
Fixed Assets – Investments 1,040 - 1,040
Net current assets 2,872 3,365 6,237
Long term liabilities (532) - (532)
Net assets 9,512 5,634 15,146
Of the £2,269k, £1,649k relates to the restricted capital spend during the year for the London
Home and £620k for the Nottingham Home respectively.
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CLIC Sargent Annual Report & Accounts
46
Notes to the Accounts for the 15 months ending 31st March 2009
14. RESTRICTED FUNDS
Balance 1 January 2008
Income Expenditure
Transferred to Fixed Asset
Reserve
Balance 31 March 2009
£'000 £'000 £'000 £'000 £'000
London Home 3,631 126 (25) - 3,732
Nottingham Home 121 1,721 (489) - 1,353
Residential Resource 336 353 (459) (163) 67
Care Teams 359 1,558 (1,742) - 175
Research 23 - (23) - -
Grants - 1,248 (1,041) - 207
Helpline - 84 (84) - -
CARE Database - 100 - - 100
4,470 5,190 (3,863) (163) 5,634
London Home is for the acquisition and adaption of three properties close to University College
Hospital to provide accommodation for families of children receiving treatment at UCH.
Nottingham Home is an ongoing appeal for the acquisition, adaption and running costs of a
property close to Queens Medical Centre to provide accommodation for families of children
receiving treatment at the hospital.
Residential Resource relates to funds raised specifically for expenditure at Malcolm Sargent
House at Prestwick in Ayrshire.
£163k of restricted monies has been commissioned to capital expenditure on the Malcolm Sargent
House at Prestwick in Ayrshire, this amount has been designated to the fixed asset reserve in
accordance with the trustee policy.
Care Teams represent expenditure within the terms of geographically limited grants.
Research funds are directed to a project to investigate the long-term effects of childhood cancer
on the reproductive health of survivors.
Grants represent funds restricted to expenditure on grants to families and young people in some
geographical areas.
Restricted fund contributions made during 2009 included the following donors:
Big Lottery Fund Scotland £39,869 Youth services in Scotland
Big Lottery Young People’s Fund
Northern Ireland
£37,500 Youth services in Northern Ireland
BBC Children in Need £14,184 Social Work in Scotland
SHSSB Northern Ireland £4,518 Family Support in Northern Ireland
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CLIC Sargent Annual Report & Accounts
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Notes to the Accounts for the 15 months ending 31st March 2009
15. UNRESTRICTED FUNDS
Balance 1 January
2008 Income Expenditure
Market Value
Gains/ (Losses)
Transferred from Free
Reserves to Designated
Funds
Transferred from Fixed
Asset Reserve
Balance 31 March
2009
£’000 £’000 £’000 £’000 £’000 £’000 £’000
Free reserves: 5,234 20,089 (22,310) (254) (160) (117) 2,482
Designated Funds:
Sam’s House Project 15 - - - - (15) -
Fixed Asset Reserves 3,780 - - - - 295 4,075
London Home from Home
666 4 - - - - 670
Nottingham Home from Home
- 69 - - 160 - 229
4,461 73 - - 160 280 4,974
Revaluation reserve: 2,056 - - - - - 2,056
Total 11,751 20,162 (22,310) (254) - 163 9,512
Sam’s House Project – The Trustees have elected to transfer the designated funds set aside for
improvements for the Bristol House to free reserves as the expenditure has taken place.
The Fixed Asset Reserves – The Trustees have set aside funds to cover the value of fixed assets,
excluding revaluation.
16a. LONDON HOME FROM HOME
Balance 1 January 2008 Income Expenditure
Balance 31 March 2009
£’000 £’000 £’000 £’000
Restricted funds 3,631 126 (25) 3,732
Designated fund 666 4 - 670
Total 4,297 130 (25) 4,402
The London Home from Home fund is for the acquisition and adaption of three properties close to
University College Hospital to provide accommodation for families of children receiving treatment at
UCH. Two of the buildings were purchased in October 2008 at a cost of £1,649k. CLIC Sargent has
experienced ongoing delays in acquiring the third and final property. The building purchase of this
property was completed in July 2009 at a cost of £800k.
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CLIC Sargent Annual Report & Accounts
48
Notes to the Accounts for the 15 months ending 31st March 2009
Refurbishment work at a cost of approximately £900k will commence within 3 months of the
purchase of the third and final property. The Home from Home will open for operation in 2010.
The restricted fund balance of £3,732k includes a capital expenditure of £1,649k incurred in
purchasing the buildings. As they were not operational at the end of the financial period they are
treated as work in progress and will be transferred to the fixed asset reserve once the London home
is completed.
16b. NOTTINGHAM HOME FROM HOME
Balance 1 January 2008 Income Expenditure
Balance 31 March 2009
£’000 £’000 £’000 £’000
Restricted fund 121 1,721 (489) 1,353
Designated fund - 229 - 229
Total 121 1,950 (489) 1,582
Nottingham Home is an ongoing appeal for the acquisition, adaption and running costs of a property
close to Queens Medical Centre to provide accommodation for families of children receiving
treatment at the hospital. The appeal also includes funds to pay for the CLIC Sargent care team at
the Queens Medical Centre for a period of two years.
The building purchase was completed in June 2008 at a cost of £485k. The refurbishment of the
property was completed in June 2009 at a cost of approximately £300k and is open to families.
The restricted funds balance of £1,353k includes a capital expenditure of £620k incurred in
purchasing the building. As it was not operational at the end of the financial period it is treated as
work in progress and will be transferred to the fixed asset reserve when the Nottingham home is
completed.
The income in the year includes £18k of investment income.
17. COMMITMENTS UNDER OPERATING LEASES
Group and Charity
As at 31 March 2009, the Group and Charity had annual commitments under non-
cancellable operating leases as set out below:
2009 2007
Land and buildings Other
Land and buildings Other
£’000 £’000 £’000 £’000
Operating leases which expire:
Within one year 28 14 67 9
Within two to five years 694 7 484 18
After five years 73 - 311 -
795 21 862 27
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CLIC Sargent Annual Report & Accounts
49
Notes to the Accounts for the 15 months ending 31st March 2009
18. GRANTS
During the period the charity provided £1,353k (2007: £1,019k) for research funding and £1,124k
(2007: £1,129k) for care grants. An analysis of these has been given below.
Analysis of research grants provided in the period was as follows:
£’000
University of Bristol 619
University of Newcastle upon Tyne 51
University of Birmingham 161
University of Liverpool 39
University of Cardiff 74
University of Edinburgh 43
University of Leeds 8
University of Manchester 36
Teenagers and Young Adults with Cancer 44
Institute of Cancer Research in Sutton 52
Institute of Child Health 5
Psychosocial research 221
1,353
Grants awarded to families in the period were as follows:
£’000 No. grants
Compassionate Crisis 142 475
Education 5 24
Holidays 24 106
Subsistence and diet 155 1,367
Travel 357 2,401
Domestic Running expenses 371 1,817
Others 70 444
1,124 6,634
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CLIC Sargent Annual Report & Accounts
50
Notes to the Accounts for the 15 months ending 31st March 2009
19. RECONCILIATION OF NET INCOMING RESOURCES TO NET CASH INFLOW FROM
OPERATING ACTIVITIES
2009 (15 months)
2007 (12 months)
£’000 £’000
Net incoming resources for the period (821) 870
Interest received (347) (121)
Dividends received (13) (184)
Rent received (8) (37)
Other Income received (46) (3)
(1,235) 525
Depreciation charge for year 342 255
Profit on sale of fixed asset (6) -
Increase/(Decrease) in stocks (29) 15
Increase/(Decrease) in debtors 451 283
Increase/(Decrease) in creditors 665 (265)
Net cash inflow from operating activities 188 813
20. ANALYSIS OF CHANGES IN NET FUNDS
At 1 January 2008 Cash Flows At 31 March 2009
£’000 £’000 £’000
Cash at bank and in hand 7,089 447 7,536
7,089 447 7,536
09RP136_annual report and accounts CONTENT.indd 49 2/9/09 17:07:37
Contact DetailsCHILD CANCER HELPLINETel: 0800 197 0068 Mon to Fri: 9am – 5pm E: helpline@clicsargent.org.uk
DONATIONSTel: 0845 120 4442 E: supporterservices@clicsargent.org.uk
MEDIA ENQUIRIESTel: 0117 314 8621 E: mediarelations@clicsargent.org.uk Out of hours: 0844 848 1189
LONDON (REGISTERED OFFICE) & GENERAL ENQUIRIESGriffin House, 161 Hammersmith Road, London W6 8SG Tel: 020 8752 2800
BristolAbbey Wood Business Park, Filton, Bristol BS34 7JU Tel: 0117 311 2600
Glasgow4th Floor, Mercantile Chambers, 53 Bothwell Street, Glasgow G2 6TS Tel: 0141 572 5700
Belfast3rd Floor, 31 Bruce Street, Belfast BT2 7JD Tel: 028 9072 5780
Registered charity number 1107328 and registered in Scotland (SC039857). Company Number: 5273638
Printed on chlorine free and environmentally friendly paper,
manufactured with pulp supplied from sustainable managed forests.
www.clicsargent.org.uk
09CE136_annual report and accounts cover.indd 3 28/8/09 11:22:26
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