The trustees present their annual report and financial statements for the year ended 31 January 2024.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document (Memorandum and Articles), the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).
Harry's Story
Whilst battling an inoperable brain tumour, Harry was inspired to make a difference to all people with brain cancer when a friend of his, who also had a brain tumour, became very ill. Within the space of just over two years, Harry had organised and attended nearly 100 events to raise money for and raise awareness of brain cancer. He touched the hearts of the nation with his efforts and helped change the lives of everyone he met.
Sadly, Harry's health took a sudden turn for the worse following brain surgery in August 2011. On the 8th October 2011 and after 14 weeks in a coma, Harry passed away peacefully at home in his mom's arms.
Harry's work had touched so many lives, that Help Harry Help Others (HHHO) was set up in order to carry on his vision to make a difference to all people that suffer with brain tumours.
Policies and Objectives
The charity's main objects, as set out in the articles of association are:
To preserve, protect and promote the health of children and young people by promoting research for the public benefit into the causes and treatment of cancer, with particular regard (but without limitation) to brain cancers and to raise funds for such purpose.
To advance the education of the public in relation to the foregoing by the provision of lectures, seminars, publications, workshops and any other means of bringing awareness to the public.
To preserve, protect and promote the health of children and young people with brain cancer and their families and providing or assisting in the provision of equipment, facilities, resources, services, activities and support (whether financial or otherwise) or such items as they might require or as might be appropriate to improve the quality of their life.
Activities for Achieving Objectives
A key part of achieving the objects of the charity, is continuing the fundraising efforts that Harry began in creative, imaginative and fun ways, building on being a community. Whilst establishing the Cancer Support Centre and its services has taken lots of time and resource, we have still been as active as possible in a range of activities which include:
Liaising with the health care sector to promote the services of HHHO and the Drop in Cancer Support Centre.
Promotion of awareness of cancer through visits to schools,prisons, communities and businesses.
Educational workshops.
Fundraising activities to support the delivery of services.
Grant making.
Offering a range of services to support cancer patients and their families from the HHHO Drop in Cancer Support Centre.
The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the charity should undertake.
Volunteer Engagement: Our volunteers are the backbone of HHHO, providing invaluable service delivery and operational support. This year, professional service delivery volunteers increased from 12 to 19, and we enlisted over 100 volunteers for a major community event. Regular volunteer engagement remains strong with 20 dedicated individuals raising awareness in the community. We extend our deepest thanks to all volunteers for their unwavering dedication and support.
Review of activities
Introduction: As a small operational team, we have witnessed firsthand the significant challenges and transformations our charity has endured over the past year. Born from the profound personal journey of cancer, HHHO is deeply committed to supporting individuals and families navigating the hardships of cancer. This report reflects on our achievements, challenges, and strategic responses to an evolving landscape in cancer support services.
Operational Challenges and Staffing Dynamics: The sudden departure of a key staff member posed significant operational challenges, especially during a critical period of organising major fundraising events. This included our annual charity ball in February and the inaugural event of Birmingham Walkathon. However, being a very small operational team, following the sudden departure of a PA due to relocation, with pressing events there was no time or resource to enable us to recruit at the point of organising two events. This meant as a small team we were under immense pressure to achieve the goals, however both events ran successful and supported the income needed to support the demand on our services.
The resignation of our Head of Counselling, triggered by personal bereavement, meaning a relocation out of Birmingham, necessitated urgent recruitment to maintain service continuity. In addition the board were very conscious of the rising costs due to increased demand on our services and were able to made immediate strategic adjustments by expanding our employed counselling team, so we could reduce sessional costs. Two part time posts for an adult and a youth counsellor were approved. The counselling service costs alone have doubled due to the demand on counselling and listening services since the pandemic and cost of living crisis. The subsequent onboarding of three new team members eventually stabilised our counselling service delivery framework.
Despite internal challenges, HHHO successfully hosted two large-scale fundraising events, significantly aiding our financial stance. Our counselling and listening services continued to expand, addressing the increased demand from new and existing service users.
The unexpected staffing changes showed the impact on the Founder whose focus then had to shift immediately from awareness and fundraising, to ensure that the service delivery was not affected and operationally we continued to meet service expectations. For a small charity team trying to navigate through when they only have a small operational team has proved challenging. With us all being very aware of this the trustees approved the appointment of an assistant to help with some of the ground work on the events and fundraising side.
As the new team members settled in, new group training and CPD days were introduced to ensure we supported our counsellors and listeners. The Head of counselling continued to run our support groups and remodelled these to ensure that we could cover more general topics that were highlighted by those undergoing counselling. With the success of Time 4 Teens after school club for teenagers, the new appointment of the part time youth counsellor enabled us to also establish a Time4Tweens after school club to offer group support for 8-12 year olds. In addition to our youth work, the proactive approach to support people following their treatment / caring role ending saw us expand our Step Forwards coaching and mentoring to also running topical workshops to help people address common things we identified through service delivery that people were struggling with.
Our innovative programs and services have benefitted over 1300 families & made substantial impacts. Financially, we distributed significant funds through our HelpCURE, HelpCOPE, and HelpCARE objectives including £12,132 via HelpCURE, £5,084.86 donated via our HelpCOPE fund (giving grants to families suffering financial hardship as a result of a cancer diagnosis), and £65,085.50 via HelpCARE (Our Drop In Cancer Support Centre). Throughout this year we have supported over 1300 adults and children affected by ANY type of cancer . We had our highest number of new service users since pre Covid of 213 new service users turning to us for support.17 service users sadly lost their battle with cancer and we continue to support their loved ones following their loss.
Through the centre we have delivered over 3517 hours of support across 20 services including Emotional Support, Counselling, Coaching & mentoring, Debt and Financial Advice, Benefits Advice in which we have obtained a total of £191,566 in benefits for service users, Housing & Council Tax Advice, Breast Care Advice and bra fitting, Support Groups and Workshops on a range of topics to support the wellbeing of patients and their families. We also offered a range of holistic therapies, arts and craft groups and a variety of social groups like Men Matters and Care and Share buddy groups to reduce isolation and offer informal support. We also had 368 DNA’s/cancelled appointments across the year. As 81 were DNA’s, which ultimately cost the charity, we have addressed this to our service users to remind them the importance of giving over 24 hours’ notice of cancellation where possible.
HHHO still speak at various functions including corporate, community and schools in order to raise awareness and educate people about cancer. We have built solid foundations with larger charities and support them via the Centre too allowing them to run workshops and educational sessions for cancer patients. We are also busy promoting our services within the healthcare sector to raise awareness for the areas we can support via HelpCURE, HelpCOPE and HelpCARE.
The success of our relationship building, and desire to educate and support people around prevention and early diagnosis has enabled us to continue supporting the NHS TLHC Lung Health Check programme. This has seen an additional 5000 people access our building for lung health checks / MRI scans in the first twelve months. As well as cancer detection in over 20 people, this also detected other lung issues of which the patients are undergoing investigations / treatment. The trustees are very proud to support this as prevention and education are important in our objectives.
Being very conscious of the growth in the team of both skilled volunteers and service delivery personnel, resulting in the increase of running costs, highlighted to the board the need to free up the Founders time to enable her to focus on income generation by relieving her of the day to day operational management. Both the unavoidable increase in expenditure and factoring in the changes in public support, meant that change was needed to enable the charity to address the income gap. In the last quarter of the financial year, we started the recruitment process to recruit an Operations Director to take on this role.
Despite a lot of mainly staffing challenges which have taken a lot of time and focus, the trustees are delighted that our two large events have supported our income, along with an increase in events that our supporters have organised. We are however, very conscious that like many grass roots charities, we continue to find it extremely difficult since the pandemic and that we need to find new ways to bridge the gap between income and expenditure. The recruitment for the Ops Director will enable the Founder to spend more time developing relationships between potential supporters, NHS and also be able to focus on grants and funding applications.
Closing Thoughts: The journey through this year has reinforced the resilience of our team and the importance of our mission. As we navigate the complexities of cancer support, we are reminded daily of the critical impact of our work. We are committed to adapting our strategies to meet the demands of those we serve, ensuring that no one faces cancer alone.
Acknowledgments: The trustees thank our volunteers, staff, sessional workers and donors for their continued support. Your commitment enables us to extend Harry’s legacy of compassion and innovation in cancer support.
Principal Funding Sources
The charity is largely funded by voluntary donations and various fundraising events.
It is the policy of the charity that unrestricted funds which have not been designated for a specific use should be maintained at a level equivalent to six month’s of unrestricted charitable expenditure. The trustees consider this level to be sufficient to cover applications for grants and to ensure there are sufficient funds to cover the cancer care service, including the Drop in Cancer Support Centre, running expenses plus support and governance costs.. This level of reserves has been maintained throughout the year.
As at 31 January 2024 the charity had unrestricted funds of £183,944 (2023 - £224,164).
The trustees have assessed the major risks to which the charity is exposed, and are satisfied that systems are in place to mitigate exposure to the major risks.
The trustees have policies in place and grant applications are discussed at trustee meetings where the board reaches a decision on each application.
Future developments
Our main aims are to:-
Continue to meet our objectives under HelpCURE, HelpCOPE and HelpCARE.
Look at other means of income to ensure our service model is sustainable with the increased demand.
Review all our systems and procedures to ensure we deliver the best service possible and become as efficient as possible
Raise awareness of the centre to ensure 3,400 people affected by Cancer locally are aware of all that is accessible to them.
Look at how we can reduce health inequalities via securing funding to deliver and run outreach programmes
Continually evolve our services to meet the needs of our service users and the local community.
The charity is controlled by its governing document and constitutes a company limited by guarantee as defined by the Companies Act 2006.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
The management of the charity is the responsibility of the trustees, who are elected and co-opted under the terms of the Articles of Association. None of the trustees has any beneficial interest in the company. All of the trustees are members of the company and their liability is limited to a sum not exceeding £10, being the amount that each member undertakes to contribute to the assets of the charity in the event of it being wound up while they are a member, or within one year after them ceasing to be a member.
The trustees are ultimately responsible for the decision making of the charity, but the day to day operation of the activities is delegated to Georgina Mosely, a trustee and Chief Executive Officer. The trustees meet regularly.
The trustees' report was approved by the Board of Trustees.
I report to the trustees on my examination of the financial statements of Help Harry Help Others (the charity) for the year ended 31 January 2024.
As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Since the charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the charity as required by section 386 of the 2006 Act; or
the financial statements do not accord with those records; or
the financial statements do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination; or
the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.
Help Harry Help Others is a private company limited by guarantee incorporated in England and Wales. The registered office is 8 Midland Croft, Birmingham, B33 0AW, England.
The financial statements have been prepared in accordance with the charity's [governing document], the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.
The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.
Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Stocks are stated at the lower of cost and estimated selling price less costs to complete and sell. Cost comprises direct materials and, where applicable, direct labour costs and those overheads that have been incurred in bringing the stocks to their present location and condition. Items held for distribution at no or nominal consideration are measured the lower of replacement cost and cost.
Net realisable value is the estimated selling price less all estimated costs of completion and costs to be incurred in marketing, selling and distribution.
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Grants
Donated services and facilities
Sale of goods
Events income - golf day, Walkathon, other events
Annual ball
Bracelet components
Fundraising costs
Venue, catering, band and other running costs
Activities undertaken directly
Giving grants to families suffering financial hardship. The charity supports families who are struggling financially as a direct result of a cancer diagnosis. It can offer practical support like grants for petrol, parking, food, utility bills, rent/mortgage, domestic appliances and funerals.
Raising funds to help research projects to find a cure for brain tumours.
Supporting patients, relatives, carers and colleagues.
A drop-in cancer support centre providing emotional support, counselling, benefits advice, debt and financial advice, housing advice, employment advice, workshops and support groups, hair loss and wig fitting and breast care services.
During the year one of the directors received payment as an employee of the charity, as permitted under the Articles of Association. A salary of £42,000 (2023 - £40,250) was paid to Mrs G Moseley, with benefits in kind of £8,387 (2023 - £8,171) and pension contributions of £1,073 (2023 - £1,020).
The average monthly number of employees during the year was:
The key management personnel of the charity are the Trustees. The total remuneration (including employers pension and national insurance costs) of key management personnel was as follows:
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
Deferred income is included in the financial statements as follows:
The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.
The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.
During the year the charity entered into the following transactions with related parties:
BK Plus Limited were appointed accountants. One of the trustees of the charity, Mr D J Baldwin, is also a director of BK Plus Ltd. The charity incurred accountancy fees of £6,000 (including VAT) during the year. At the year end the charity owed BK Plus Limited £6,000.