The trustees present their annual report and financial statements for the year ended 31 January 2026.
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.
We are very thankful to our volunteers who remain instrumental in both the services we provide and the general operations of the charity. Within the centre we are thankful to 15 service delivery volunteers across holistic therapies, counselling services, finance and art activities. In addition, we have 12 volunteers who actively support us in the community with events/raising awareness. We extend our deepest thanks to all volunteers for their unwavering dedication and support.
This financial year has been one of the most significant periods of organisational reflection, transformation and growth since the charity was established.
With the departure of two key members of the management team, we decided to pause recruiting until we reviewed the charity processes and procedures. One of the most valuable outcomes of this review was a detailed examination of our clinical pathways. Every stage of a client's journey through HHHO was evaluated to ensure that people affected by cancer can access the right support, at the right time, through an efficient, compassionate and evidence-based pathway. This enabled us to identify our recruitment needs and rebuild with greater clarity, stronger accountability and a renewed focus on our long-term vision.
Alongside this work we strengthened our internal governance by reviewing policies, procedures and operational processes, creating a much stronger foundation for future growth.
Delivering Measurable Impact
Despite the operational changes taking place behind the scenes, we worked in line with our charitable objectives with HelpCURE seeing the final payment of our three year commitment to HELPCURE of £12,136 to sponsor a PhD student, Distributing HelpCOPE grants with a total of £1,214 distributed via our grant scheme. HelpCARE (our cancer centre) - The demand for our services continued to increase at an unprecedented level supporting over 1650 families and seeing an average of 140 people per week access support via our 20 services supporting emotional, practical and financial support.
We had 5474 centre visits, 203 new client registrations, 1470 Drop Ins, 127 Assessments, 2065 counselling hours, 3715.5 group hours were delivered. This resulted in 304% increase in Drop-In Centre attendance, 97% increase in counselling provision, equating to an additional 234 days of therapeutic support. 154% increase in group support hours delivered. An average reduction of 8.3 points across both PHQ-9 and GAD-7 clinical outcome measures, demonstrating significant improvements in service users' mental wellbeing. HHHO evidenced its values of immediacy, empathy and urgency with clients accessing counselling sessions by an average of 17 days from registration to commencement of counselling of which we had an 89% conversion rate from counselling assessment into active therapeutic support. These figures demonstrate not only increased demand but also our ability to respond efficiently whilst maintaining high quality, clinically effective services.
Recognising that support extends beyond counselling alone, we introduced a structured programme of monthly educational and wellbeing workshops, attracting an average of twelve attendees per session. These sessions continue to provide practical advice, emotional support and opportunities for peer connection throughout the cancer journey.
We also introduced quarterly Counselling Team Development Meetings, creating dedicated opportunities for counsellors to identify emerging themes, discuss complex presentations, share best practice and continually improve service delivery across the organisation.
Health Education and prevention
Entering our second year we continued to support the NHS lung health check programme by offering a weekly slot each month for lung screening to take place to those over 55 who are at high risk of lung cancer. We also began talks about smoking cessation and other screening possibilities that can take place from our community hub (including cervical screening).
Tackling Health Inequalities
Throughout the year we remained committed to addressing wider health inequalities experienced by many of our service users. Through the introduction of digital inclusion workshops, we supported individuals experiencing digital poverty by providing donated laptops, SIM cards and practical training. Sessions focused on improving digital confidence, enabling access to NHS digital services such as the NHS App, whilst also promoting online safety and digital wellbeing. These initiatives reflect our commitment to removing barriers that prevent people affected by cancer from accessing essential healthcare, information and support.
Strengthening Sustainability
Against an increasingly challenging financial climate for the voluntary sector, we made a conscious decision to increase our visibility across the communities we serve.
By strengthening relationships with existing supporters while developing new corporate, statutory and community partnerships, HHHO significantly increased external engagement throughout the year. This resulted in a number of strategic meetings and long-term partnerships that have considerably strengthened our future sustainability.
Most significantly, we secured a new five-year donation which provides the financial confidence to recruit two strategically important leadership positions: Charity Development and Projects Manager, Service Operations Director
These appointments represent an important investment in both income generation and operational excellence, enabling the charity to continue growing sustainably whilst maintaining the highest standards of service delivery.
Closing Thoughts:
This year marks the first time since before the COVID-19 pandemic that the organisation has been able to move beyond immediate operational pressures and focus on long-term sustainability.
By reviewing every aspect of our service delivery, strengthening governance, investing in management roles and securing longer-term funding, we have created a clear strategic direction for the future which has been signed off by trustees.
Our focus over the coming year will be to build upon these strong foundations by expanding our reach, addressing health inequalities, increasing partnership working and ensuring that every person affected by cancer has access to timely, compassionate and life-changing support.
Whilst the challenges facing the voluntary sector remain significant, this year has demonstrated the resilience of our organisation, the dedication of our people and the growing recognition of the vital role HHHO plays within cancer care across Birmingham and the West Midlands.
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 2026 the charity had unrestricted funds of £176,879 (2025 - £119,955).
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 developmentsOur main aims are to:-
Continue to meet our objectives under HelpCURE, HelpCOPE and HelpCARE.
To focus on funding from public health and local government
To continually review our processes and procedures to ensure they align with the cancer ecosystem
Evolve the early prevention and educational services from site
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, founder of the charity 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 2026.
Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 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. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.
Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. 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 Companies Act 2006.
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 Companies Act 2006 other than any requirement that the financial statements 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 financial statements 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" 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)". 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.
Accruals
The charity recognises accruals as part of its financial reporting process to ensure that expenses and liabilities are recorded in the period in which they are incurred, regardless of when payment is made. Accruals are estimated based on historical data, contractual obligations, and management's best judgement. These estimates are reviewed periodically and adjusted as necessary to reflect the most accurate financial position.
Bracelet components
Fundraising costs
Venue, catering, band and other running costs
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.
None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year, nor did they receive reimbursement of any expenses during the year or prior year.
The average monthly number of employees during the year was:
The key management personnel of the charity are the Trustees and the CEO. The total remuneration (including employers pension and national insurance costs) of the trustees was £nil (2025 £nil). The CEO is paid a salary at market rate for her role in the charity.
The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.
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 reappointed as 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 £6,930 (including VAT) during the year. At the year end the charity owed bk plus Limited £6,600.
The trustees consider the arrangement to be in the best interests of the charity and on normal commercial terms. No trustee receives any personal benefit from the transaction.