OpenCharities

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

2022-03-31-accounts

Hospice UK

Annual report and financial statements – 31 March 2022

Audited annual report and financial statements

For the year ended 31 March 2022

Charity registered in England and Wales No. 1014851

Charity registered in Scotland No. SC041112

Company No. 2751549

1

Hospice UK Annual report and financial statements – 31 March 2022

Contents

Page
Acknowledgements 3
Directors and strategic report 4
Structure, governance and management 21
Reference and administrative information 24
Independent auditor’s report 28
Consolidated statement of financial activities 32
Balance sheets 33
Consolidated statement of cash flows 34
Notes to the financial statements 35

2

Hospice UK Annual report and financial statements – 31 March 2022

Acknowledgements

The Trustees sincerely thank Hospice UK’s partners and donors for their ongoing support.

We are most grateful to our corporate and commercial partners, in particular abrdn plc, Amazon Smile, Anchor, Blue Stream Academy, Deutsche Bank, Dignity plc, Dreamscape Solutions Limited, Haysmacintyre, Joules Limited, Life Ledger, Lottoland, National Garden Scheme, NatWest Tyl, New Look Retailers Limited, Northern Trust, Peridot Partners, PwC Foundation, Raffolux, Skyline Business Services Limited, St James’s Place Wealth Management, The Co-operative Bank and Towergate Insurance.

We would like to thank the Trusts and Foundations whose ongoing support has been invaluable in the response to the pandemic and beyond.

Our loyal and dedicated individual donors and events participants have provided both funds and inspiration for our work. We are sincerely thankful too to those supporters who have left a gift to Hospice UK in their Will, or have committed to doing so in the future.

We thank our Vice-Presidents, Ambassadors, the Development Board and the London Events Committee for their ongoing dedication and support.

Thanks also to the many staff and trustees of member hospices who give their time, expertise and wisdom to inform our work.

Through this year Hospice UK’s staff and volunteers continued to deal admirably with the disruptions caused by the pandemic, and we thank them for their hard work and dedication.

3

Hospice UK Annual report and financial statements – 31 March 2022

Strategic report

Who we are

Hospice UK is the national charity for hospice and end of life care. We work to ensure everyone affected by death, dying and bereavement gets the care and support they need, when they need it.

Our vision

We believe that everyone, no matter who they are, where they are or why there are ill, should receive the best possible care at the end of their life. No one should die in avoidable pain or suffering.

Our mission

Our mission is to transform the way society cares for the dying and those around them. To empower individuals, communities and populations to embrace the ethos of hospice care and extend its breadth and reach to improve everyone’s experience of death, dying and bereavement.

Strategic priorities

Hospice UK’s five-year strategy, developed in 2017 and running to 2022, sets out four strategic goals which continue to guide our work in spite of the significant disruptions caused by the COVID-19 pandemic.

Our four strategic goals are:

  1. Extend our reach and enable hospice quality care to be delivered in any setting.

  2. Tackle inequality and widen access to hospice care.

  3. Work with communities to build capacity and resilience to care for those at the end of life.

  4. Empower a strong, dynamic and responsive hospice sector.

A strategy which sets out how these priorities translate into the children’s hospice sector is available on our website.

Public benefit

We have referred to the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, we consider how our planned activities will contribute to the aims and objectives we have set.

We are here to support the hospice and palliative and end of life care sector improve people’s end of life experience in the UK. Hospice care is free for however long it is needed, and whether provided in someone’s home, at the hospice or elsewhere in the community.

The following sections give an overview of our activities undertaken this year to meet our charitable objectives, including how we have responded to the ongoing COVID-19 pandemic.

4

Hospice UK Annual report and financial statements – 31 March 2022

Activities, achievements and performance

Responding to COVID-19

This year was the second full year in which the work of Hospice UK was significantly shaped by the COVID-19 pandemic. Even as the infection rate ebbed and flowed across the UK, the knock-on effects on the hospice and end of life sector have remained significant. Our focus has been to steer the sector through the immediate challenges of the pandemic and ensure that as a society we are better prepared to provide end of life care for all who need it into the future, including those who have historically missed out.

Throughout the year, Hospice UK has continued to work closely with the governments in Westminster, Cardiff, Edinburgh and Belfast, and with NHS England and the devolved health authorities, to ensure that the hospice sector was in a strong position to provide vital care to hundreds of thousands of people, and support the NHS as it responded to COVID-19. Building on the two rounds of government funding secured in England in 2020-21, along with consequential funding in Wales, Scotland and Northern Ireland, we were able to facilitate the hospice sector’s continued support for the NHS and wider health and care system in response to the virus, in particular the Omicron wave.

With additional government funding of £99M for the period between December 2021 and March 2022 in England, we ensured hospices were able to support the NHS with the discharge of patients from hospitals to hospice care, and with wider community support for end of life care. Final figures have yet to be validated and confirmed but, nationally, this programme enabled more than four million community contacts, and more than 550,000 hospice at home and inpatient bed days over this period.

As part of the programme additional grant funding was available to enable access to a single point of contact (SPOC) for palliative care and 24/7 specialist palliative care advice and support. Hospices or NHS organisations were eligible to apply for this funding. A total of 73 grants were awarded, totalling more than £4 million.

Throughout the year we continued to manage the successful distribution of Personal Protective Equipment to hospices free of charge, via a network of local distribution hubs provided voluntarily by 13 hospices. By 31 March 2022 the network enabled the distribution of more than 85 million items of PPE in total since the start of the pandemic, including more than 38 million items this year. As from 1 April 2022, hospices are integrated into the mainstream PPE distribution system. In addition we have continued to successfully advocate on behalf of hospice staff for access to vaccinations and testing, co-ordinating sector submissions to government consultations on these matters.

The sections that follow look in detail at our projects and activities under our four strategic priority areas, both as they relate to the COVID-19 pandemic, and our ongoing work to improve and strengthen end of life care for the future.

5

Hospice UK Annual report and financial statements – 31 March 2022

Strategic priority 1: extend our reach and enable hospice quality care to be delivered in any setting

Sharing knowledge, skills and best practice is a core to our work. Our goal is for high quality end of life care to be delivered wherever it is needed, and through a number of networks and forums, we encourage and empower frontline staff and clinical leaders to collaborate and learn from one another to achieve this. As the end of life care system reshapes in line with wider healthcare system reforms across the UK, this collaboration and joint working is becoming ever more important, and it informs our influencing work with governments and other authorities across the UK.

Project ECHO

Project ECHO (Extension of Community Healthcare Outcomes) goes from strength to strength as a tool to co-ordinate the response to the pandemic and to drive improvements in all aspects of end of life care. It provides an evidence-based model for education, training, sharing best practice, cocreating new service delivery models and supporting more integrated working for healthcare professionals delivering services in palliative and end of life care.

The ECHO methodology promotes effective virtual learning with an emphasis on co-production and co-design. 100% of responders rate the ECHOs ran by Hospice UK to be of high quality, with 69% reporting that they had made changes to processes or practices as a result of their participation.

This year Hospice UK saw 2,000 (2020/21: 7000) attendances across ECHO networks covering:

The ECHO sessions provide safe online spaces for chief executives, trustees and managers from across the UK to share, discuss challenges and agree on collective solutions. As we emerge from the pandemic, ECHO Networks will continue to help recover and rebuild services in a much changed world, and with the development of Integrated Care Systems in England, ECHO provides a key enabler for hospices and other organisations.

While continuing to work with our ‘superhub’ partners in Sheffield and Inverness, we also trained hospices and NHS Trusts to become ECHO hubs, with 34 people from six organisations completing immersion training (202/21: 55 people from fourteen organisations completing immersion training)

Project ECHO in Northern Ireland

In Northern Ireland, our contract with the Health and Social Care Board (HSCB) continues to meet the demands of the health and social care sector delivering its services during a pandemic. Participants were able to connect in real time to receive updates, work through new guidance, build relationships, solve problems collaboratively, learn from each other and provide support.

6

Hospice UK Annual report and financial statements – 31 March 2022

Our Project ECHO team in the Hospice UK Belfast office provided extensive support and training to health and social care partners across Northern Ireland to help keep services connected. In total the ECHO team delivered 224 (2020/21: 398) ECHO Sessions with more than 8,500 (2020/21: 15,070) attendances. In March 2022, we published the Project ECHO NI Evaluation Report, demonstrating a positive impact across the health system in Northern Ireland. Healthcare providers describe Project ECHO as contributing to improved knowledge, skills, confidence, self-efficacy, and satisfaction across all disciplines and levels of the health system.

Clinical Communities of Practice

Alongside our ECHO networks, we run a number of clinical communities of practice which meet virtually using a webinar format. This year we ran 20 webinars across our communities of practice that cover:

These sessions reached more than 1700 participants with strong representation across the four nations. The sessions allow the sharing and discussion of vital information and best practice. Topics discussed included revised definitions for pressure ulcers and medical incidents in hospices, policy consultations in the four nations, and vaccination policy for staff. Building on our communities of practice, we also ran a one-day virtual conference for Executive Clinical Leads in Hospice and Palliative Care and Strategic HR and Workforce Leads.

Listening to the voices of people affected by death, dying and bereavement

Listening to and understanding the experiences of people affected by death, dying and bereavement must be at the core of our work, shaping Hospice UK’s strategy and activities. The pandemic has thrown this priority into sharper relief than ever, and over the course of this year we have begun a detailed, long-term exercise through which we are exploring how to make sure our public voice work in all its forms is meaningful, beneficial and appropriate.

Closely linked to our equality, diversity and inclusion agenda, we are exploring how best to listen and respond to the voices of people who have historically been less heard, and seeking to understand internally how this can help to shape our work. This includes everything from our public facing campaign work through Dying Matters, to our numerous projects to support professionals to deliver better care. One example this year is our work with Maureen Anderson, whose parents died at home in July 2020, at the height of the first wave of the pandemic. Maureen’s experience, and her commitment to sharing it and ensuring it is learned from, has been driving much of our policy, influencing and campaigning work on the issue of excess deaths at home. As well as briefing parliamentarians and policy stakeholders, we have worked with Maureen for her to help us to engage the public through campaigning work due around Dying Matters Awareness Week 2022.

7

Hospice UK

Annual report and financial statements – 31 March 2022

Influencing the policy agenda

Our influencing of policy across the four nations has gone from strength to strength, championing the quality of hospice and end of life care and building ever stronger relationships with key decision makers. As well as securing further hospice grant funding we have secured direct policy change through a number of our projects, detailed through this report.

A key target has been to increase our ability to rely on the actions of parliamentarians across the UK, the success of which has been embodied through our cross party parliamentary groups, the frequency of mentions of Hospice UK in different parliaments and the attendance of the Minister of State for Care, Gillian Keegan, at our national conference.

In England we were proud to be a partner organisation, alongside Marie Curie, Together for Short Lives and Sue Ryder, in putting forward and successfully campaigning for an amendment, via our All Party Parliamentary Group co-chair Baroness Finlay, to the Health and Care Bill 2022. Once enacted the amendment would put palliative care on a statutory footing in England for the first time, meaning Integrated Care Systems will be expected by law to consider the local need for end of life care. Statutory guidance to support implementation of the amendment, which we will feed into, is expected in 2022-23.

We have engaged with different Westminster government departments and committees on a range of issues. This includes the Care Quality Commission’s new strategy, Health Education England’s workforce strategy, the Autumn Budget, the Health and Social Care Committee’s inquiry into workforce, the initial UK COVID-19 Public Inquiry terms of reference and the Dementia Ten Year Plan. We also provided an extensive submission to the UK Commission on Bereavement.

Hospice UK co-ordinates the Palliative and End of Life Care Consortium of the Health and Wellbeing Alliance (England). The Alliance connects third sector organisations with policy teams from the Department of Health and Social Care, NHS England and the Office for Health Improvement and Disparities. Through the Alliance we championed end of life care on government policy development around patient involvement, volunteers, mental health, the Health Disparities White Paper and digital inclusion.

Through our secretariat role with the All Party Parliamentary Group (APPG) on Hospice and End of Life Care we have provided a platform for parliamentarians and public to hear about the impact of the pandemic on end of life for people and professionals. The APPG, with all sessions well attended by a range of MPs and Peers, has held several oral evidence sessions as well as receiving more than 100 written responses which will be used both to inform the UK COVID-19 Public Inquiry, and to make a series of recommendations on what the sector will need to recover and develop beyond the pandemic.

Influencing in Wales

In Wales, Hospice UK successfully engaged prospective Members of the Senedd ahead of the 2021 elections, publishing our own manifesto. Our work helped to secure strong support from the new Welsh Government following the elections, including commitments to ‘focus on end of life care’ and ‘review hospice funding’. This has led to an additional £2.2 million in annual funding for third sector hospices in Wales alongside ongoing work to develop a more collaborative, integrated and sustainable funding model for the future.

8

Hospice UK Annual report and financial statements – 31 March 2022

Hospice UK has also successfully advocated for the Welsh Government to address inequalities, improve out-of-hours support and to take a more collaborative approach to end of life and palliative care in Wales through emerging policy documents like the Quality Statement and National Programme.

This work was informed by publication of our Future Vision Cymru Seamless and Sustainable report outlining how end of life care can be made more accessible, equitable and sustainable for adults and children. The report was launched at the Welsh Labour Spring conference where we discussed its finding with members of the Senedd and the Minister for Health and Social Services.

Hospice UK continues to provide secretariat to the Senedd Cross Party Group on Hospice and Palliative Care, which ran an inquiry into experiences of end of life care during the pandemic with a report due to be published.

Influencing in Scotland

In Scotland we launched a major report into the Future of Hospice Care in collaboration with the Scottish Hospice Leadership Group. The project was informed by five focus groups with hospice and palliative care staff, polling from more than 500 members of the Scottish public, an evidence review of published academic papers, a survey of hospice staff and in depth interviews with key stakeholders in the sector.

The report looks at the role and contribution of hospice care, the sector response to COVID-19, how hospices are adapting to meet future challenges and what is needed to enable change. It continues to be central to our discussions with senior Government ministers and civil servants as they form the priorities of the Scottish Government’s new programme on end of life care.

We produced a manifesto of asks of political parties in the May 2021 Holyrood elections, calling for further bereavement support, help for family carers, a sustainable funding solution for hospices and a renewed approach to social care. We and our partner organisations were pleased to see joint requests for a new strategy for palliative and end of life care met by the new Scottish Government, and those organisations are now working closely with civil servants to develop what that strategy will look like.

We provided detailed responses to a number of consultations, including the National Care Service (NCS), the Scottish approach to a COVID-19 public inquiry and a member’s bill on assisted dying, both of which were informed by hospice members and their staff as well as close collaboration with other third sector organisations. On the NCS we worked with the Scottish Partnership for Palliative Care to produce in depth analysis for members on what is likely to change and how that might impact our sector. We anticipate the NCS, assisted dying and the COVID-19 inquiry to remain high on the agenda in political and public debate over the coming year.

End of life care training for care home staff

The Wolfson Foundation agreed that Hospice UK could reallocate £100,000 from our bursary grant to support the delivery of Gold Standards Framework training and accreditation for care homes.

The Grant funding enabled the delivery of GSF quality improvement programmes in end of life care, with the aim of supporting the care home sector by putting a systematic process in place to ensure everyone receives quality end of life care. A total of 75 care homes have benefited from the programme, with a further eight in line for training in April 2022.

9

Hospice UK Annual report and financial statements – 31 March 2022

Strategic priority 2: tackle inequality and widen access to hospice care

End of life care is unequal, with many thousands not receiving the specialist care they would benefit from at the end of life. While research is needed in this area, we know that those missing out are disproportionately drawn from groups who miss out throughout their lives, including racialized communities, people from lower socioeconomic backgrounds, LGBT+ communities, and people living in rural communities. Our research and influencing programme in this space has stepped up significantly this year, with the twin aims of better understanding what is happening for different communities and why, and then working with those groups to identify what needs to change, and how.

Our research on equality and inclusion

This year we published Equality in Hospice and End of Life Care: Challenges and Change . The report reviews recent academic literature, puts forward examples of good practice submitted to us from across the sector and identifies where key challenges exist for people from nine different parts of our communities when it comes to accessing end of life care. It has since been cited within NHS England’s end of life plan on inequalities and we have presented the work at NHSE webinars, at conferences and to key stakeholders, including Welsh Government and the Scottish Hospice Leadership Group.

The Challenges and Change report provides the foundation for a series of ‘deep dive’ research projects examining the experiences of different groups in end of life care. The first such report, Dying Behind Bars , was published this year, examining how the surge in the numbers of deaths in prisons has led to a significant unmet need for end of life care. The research revealed examples of: inequivalent care in prisons to what would be received in the community; inappropriate use of restraints on people in prison and end of life; lack of consideration of compassionate release for people in prison facing end of life and a lack of bereavement support for both staff and people in prison following a death.

Off the back of the report Hospice UK continues to work to make the case for better end of life care in prisons and to share examples of good practice. We have built strong relationships with the Ministry of Justice, UKHSA, prison authorities and health and justice leads, while our work with the NHSE Strategic Clinical Network in the East of England is being widely recognised. We are one of the few non-justice organisations closely linked into the development of a Ministry of Justice strategy on older people in prisons, and sit on a small working group setup to create bereavement guidance for prisons to work to.

We are very pleased that both the strategy and guidance reflect recommendations set out in Dying Behind Bars , including bereavement support within prisons and a review of the compassionate release process. Our growing presence in this area was reflected by more than 250 attendees from across health and justice joining our expert webinar on prisons and end of life care. We will continue the project in the year ahead, with a key aim to formalise a community of practice or ECHO in this space.

The next ‘deep dive’ report, due for publication in 2022-23, will focus on the experiences and perceptions of end of life care among trans and non-binary communities.

10

Hospice UK Annual report and financial statements – 31 March 2022

Support for people dying at home

The COVID-19 pandemic led to a significant and ongoing surge in the numbers of people dying at home, the vast majority of whom died from causes unrelated to coronavirus. While it has long been understood that dying at home can be a preference for many people, it is clear during the pandemic that many thousands won’t have done so by choice, and may not have had the right care in place.

Through our Dying Matters campaign and policy and research work, we have successfully highlighted this important issue, which previously was ‘under the radar’. Analysis of public data on deaths at home combined with our knowledge of end of life care highlighted that up to 1,000 additional people a week were dying at home compared to five year averages, with many of these unlikely to have received the specialist end of life services such as pain relief and symptom management which they might have benefited from.

In a project which will continue into 2022-23, we have been providing a platform for some of the families affected to share their experiences, securing significant national media coverage including on Channel 4 News, Sky News and in a number of national newspapers, and engaging a growing range of MPs and other decision makers on the issue. Our parliamentary work too has provided further opportunities to hear from those with lived experience, with our co-ordinating role for both the Cross Party Group in Wales and All Party Parliamentary Group in Scotland delivering evidence sessions on deaths at home that were attended by parliamentarians from across party lines.

Hospice UK continues to push for the challenge of deaths at home to be specifically considered by the UK COVID-19 Public Inquiry.

Transitioning from children to adult services

In September 2019, a three-year project began to consider and address the need of young people with long-term conditions as they transition from children’s to adult services. After some delay owing to the pandemic, three ECHO Transition Hubs are now established and facilitating learning events for their communities of practice. In order to truly capture the voice of young people some initial work has begun with a young person with complex healthcare needs to understand her lived experience of transition. She has agreed to be involved in the evaluation of this project. Attendance at the quarterly Transition Co-ordinators meeting and receipt of the quarterly Transition bulletin continues to increase.

Strategic priority 3: work with communities to build capacity and resilience to care for those at the end of life

The pandemic has the potential to shift the willingness and ability of communities, companies, health and care staff and the wider public to think about and plan for end of life. Hospice UK continues to deliver a growing range of projects and activities designed to nurture, encourage and support communities of all types to talk about, plan for and respond well to death, dying and grief. Working together is critical to continue to deliver this significant societal change.

Driving public conversations through Dying Matters

We have continued to evolve and diversify the activities and approach of our Dying Matters campaign, with a strong response from the public. Our strategy centres on meeting our audience where it is – and so talking about dying and grief in a way which is culturally relevant and engaging.

11

Hospice UK Annual report and financial statements – 31 March 2022

Dying Matters Awareness Week continues as a centrepiece of the campaign, and in May 2021 more than 160 public events encouraging people to consider end of life took place across the country. These events generated more than 100 pieces of media coverage, driving the local and national conversation about death and dying. And to support these conversations, there were more than 15,000 downloads of our refreshed range of resources and advice.

Storytelling, and sharing people’s voices and experiences played a central role this year. This prompted a positive response, with more than 13,000 views of our campaign film, and a reach of more than 800,000 on Twitter, for example. We also saw more than 2,000 new people subscribe to our email newsletter.

The campaign continues to expand beyond Awareness Week. Now in its third year, #IRemember in November 2021 saw hundreds of members of the public sharing memories of loved ones who have died. More than 40 ‘influencers’ backed the campaign, including MPs, podcasters and celebrities, and for the first time we commissioned an original creative piece to support the activity, in a spoken word poem delivered by artist Suli Breaks. This activity was designed to broaden our audience and provide a platform for different ways of talking about grief which have historically been underrepresented.

Building on this growing strand of creative arts work, with support from Dignity plc, we have piloted for the first time this year a small Dying Matters grants programme. We’re grateful to Dignity for their financial support and for their backing of our mission to open up conversations about death and dying. The grants will fund arts and culture based activities with a specific focus on encouraging conversations about death and grief with communities who have traditionally been less supported by this sort of work, informed by Hospice UK’s work in this area. We have received more than 130 applications to the programme and will be disbursing the funds to a small number of successful projects next year. After a successful pilot we hope to expand this programme in 2022-23.

Supporting health and social care staff

At the start of the COVID-19 pandemic, NHS England and the Department of Health and Social Care commissioned Hospice UK to establish a bereavement support and trauma helpline for health staff experiencing distress in their personal life or through witnessing multiple deaths in their work as a result of the pandemic. Partnering with North Yorkshire Hospice Care’s existing local service, Just ‘B’, we expanded the service to a confidential, national telephone helpline offering emotional wellbeing, bereavement and trauma support to NHS, care sector staff and emergency service workers and their family members. The project has now finished. During the 18 months the helpline ran it supported more than 900 frontline workers with their mental health.

In partnership with Shout, Samaritans, Mind and The Royal Foundation of the Duke and Duchess of Cambridge, we launched the Our Frontline campaign in spring 2020 in response to COVID-19. The campaign was set up to provide mental health and wellbeing support to frontline health, social care and emergency workers during the pandemic, signposting the available services – including Just ‘B’ – provided by each partner through a specifically designed website portal.

Over 270,000 people visited the website for information and the campaign reached more than 35 million people. Our Frontline campaign came to a close in November 2021 however the partner organisations remain committed to supporting frontline and key workers through their ongoing work.

12

Hospice UK Annual report and financial statements – 31 March 2022

Providing information and advice

The demand for information and advice about hospice and end of life care is significant, and while many people use local advice services, Hospice UK provides a central, national hub of information for families experiencing dying and bereavement, and for professionals working in this space. Over the course of 2020-21 we responded to more than 800 direct enquiries covering issues such as how to talk about death and dying, support for family members in a caring role, advice on volunteering, and professional advice for those seeking a career in hospice or palliative care.

Many thousands more accessed similar information online. As part of a major website redesign project, we also overhauled, refreshed and centralised the information available on our website, condensing a vast array of disparate resources into an easy-to-navigate, user driven resource with real life stories and practical advice. The website now incorporates the Dying Matters campaign, ensuring all our resources and support are in one place.

The new website also features an enhanced directory of hospice care which includes for the first time summaries of key services provided by each hospice.

Working with corporate partners

We have again received incredible support throughout the year from our corporate partners from supporting our vital work financially, to raising awareness of death, dying and grief.

In 2021, we celebrated the 25th anniversary of our partnership with the National Garden Scheme. Since we began working together in 1996, the National Garden Scheme have donated an incredible £6.4million to Hospice UK. To mark this significant milestone we sent David Austen ‘The Generous Gardener’ rose plants to participating hospices. The National Garden Scheme remains one of our largest and most loyal supporters, donating £500,000 this year.

We had a hugely successful first year in partnership with the PwC Foundation. PwC colleagues raised £140,000 during this time through a range of fundraising activities, including a touring-the-nation walking challenge and virtual carol concert. We’ve also been lucky enough to benefit from PwC’s wide range of skills, and employees have supported Hospice UK and their local hospices by completing 67 hours of virtual volunteering, including running risk management training for hospices, and sourcing auction prizes for our Gala Dinner.

Our two year partnership with Deutsche Bank came to an end in December 2021. Despite the pandemic drastically changing the fundraising landscape, together we raised a remarkable £2.3million. In September 2021the Deutsche Bank One Day campaign took place, where staff showed enormous generosity by donating a day of their salary to Hospice UK and raising a phenomenal £858,000. In addition, colleagues also took part in the three peaks challenge, and the Olympics-inspired virtual Tokyo Challenge, covering a distance of 6,000 miles (London to Tokyo) by running, walking, cycling or running.

We’re proud to be working with our retail partners New Look and Joules. New Look colleagues and customers across the UK took on a series of sport-themed fundraising challenges as part of their ‘Going for Gold’ fundraiser. A variety of activities took place, including employees taking on the Yorkshire Three Peaks Challenge and a cycling challenge from Newcastle to Edinburgh. Going for Gold raised over £150,000. Our partnership with Joules began in 2017 and is still going strong. They found innovative ways to continue supporting hospice care through such difficult times, raising more than £30,000 through employee fundraising and online donations.

13

Hospice UK Annual report and financial statements – 31 March 2022

We’ve had a long-term partnership with The Co-operative Bank since 2003. The Co-operative Bank’s generous colleagues and customers donated more than £55,000 through their Everyday Rewards accounts.

Compassionate Employers

In addition to fundraising with companies, our Compassionate Employers programme has developed and expanded over the last year. Compassionate Employers is our workplace support programme, helping organisations support their employees affected by grief, caring responsibilities or a lifechanging diagnosis.

Compassionate Employers upskills employees, teams and line managers through training, advice and resources to ensure they are confident and capable to support themselves and others. Our comprehensive assessment and tailored recommendations help employers progress towards becoming a gold standard Compassionate Employer.

We now have six organisations on the programme, with 75% renewing their membership into a second year.

Over the last year we have refreshed our research into the need for this programme, and revamped our marketing materials to help us promote Compassionate Employers. Having spoken at panel events and events such as the Health & Wellbeing at Work Conference, we are building our external profile as experts in this field.

Supporting people bereaved by COVID-19

The clinical team at Hospice UK moved rapidly in March 2020 to secure funding to support bereavement services as they moved online during the COVID-19 pandemic. The project has continued over the past year, with the aim of reaching people who might not be able to ordinarily access bereavement services and to prototype the different approaches to providing online support.

Nine hospice partners took part in the programme and ran 21 projects across a six-month period. The participating hospices were selected because they were already bringing their services online and engaging people who wouldn’t ordinarily have accessed bereavement support. The project presented an opportunity to enable changes so virtual bereavement services can be delivered to people in their own homes, workplaces and communities.

The project team delivered monthly masterclasses, and Project ECHO peer-to-peer learning sessions. Alongside varied project specific monitoring, the project work was evaluated through short online session evaluations, and regular accounts of progress by the participants.

While many hospices have brought their services online, the project brought rigour to this area by introducing teams to Quality Improvement methodology to develop their project management skills, to provide a framework for identifying and testing change ideas, to measure impact, and to plan for the future.

Strategic priority 4: empower a strong, dynamic and responsive hospice sector The resilience of the hospice sector has shone through during the pandemic – but the crisis has also exposed the fragility of end of life care, and significant questions remain about its future structure and funding. Our programme of work under this strategic priority is designed to consider

14

Hospice UK

Annual report and financial statements – 31 March 2022

those big questions, while also providing practical support for hospices and hospice staff to innovate and improve care in the short and medium term.

Future vision programme: re-imagining a more sustainable future for palliative and end of life care

Launched in 2020, the Future Vision programme exists to harness expertise and knowledge to support and build the capacity of local care providers to achieve long term sustainability within their system. This is a three-phase programme with the design and development of each phase dependent on the outcomes of the previous phase.

Phase One – the Discovery Phase - started the exploration of routes to a more sustainable future for palliative and end of life care by identifying the barriers and challenges to transforming systems that exist, and then looking at the integration and collaborations already underway. This first phase led to the identification of nine recommended principles for sustainability. These principles form a framework that is now being used by hospices and systems commissioners to provoke system-wide strategic conversations and re-imagine a new approach.

Phase Two, launched at the end of 2021, utilises the nine principles as a framework to bring different partners together to share insight, intelligence, learning and experiences from across local, regional and national systems. A new online Innovation Hub to share knowledge and experience, along with dedicated resources to steer the building of relationships within systems are aimed at building the capability, capacity and confidence of hospices to explore potential new solutions and initiatives they need to enact the change needed for their community.

Our annual national conference and programme of webinars and networks play a key part of this. Our first national conference since the start of the COVID-19 pandemic was attended by more than 600 delegates from across hospice and end of life care. Along with our Innovation ECHO meetings, our regular trustee network meetings are attended by more 100 delegates from senior positions and boards in hospices across the UK.

The national conference would not be possible without the support of our corporate sponsors and exhibitors. We would especially like to thank our Gold and Silver sponsors: Blue Stream Academy, Dreamscape Solutions, Life Ledger, Skyline Business Services, Towergate Insurance and Peridot Partners. Rathbone Investments also attended the conference, having been a longstanding supporter of Hospice UK’s conferences and events. abrdn, another loyal supporter of our Trustee Network, also provided a bespoke webinar for hospice trustees to introduce an investment guide they produced exclusively for hospices.

These forums and networks all provide opportunities to showcase strategic and innovative thinking from across hospice and end of life care with practical examples of experience and knowledge on implementing innovative approaches.

Mapping and supporting the workforce

Hospice UK conducted a ‘snapshot’ workforce survey, launched in March 2021, to map the specialist palliative care workforce across the four nations. This was the first such survey carried out since 2013, and provides an important overview of the clinical workforce.

The key headline findings provide reinforced evidence for known challenges, and shine a spotlight on the challenges we are facing. These include the increasingly ageing workforce – with more than 35% of the total workforce above the age of 55 – and the level of vacancies, with around 1200 nursing vacancies identified at the time of the survey.

15

Hospice UK Annual report and financial statements – 31 March 2022

The snapshot confirmed the urgent need for stronger development of clinical career pathways and education networks with a focus on workforce supply, recruitment, and crucially, retention. We are planning to build our understanding of these challenges further during 2022-23, and continually share practice examples within our clinical communities of practice and ECHO network sessions.

Resilience based clinical supervision

Our workforce is our most precious resource when it comes to caring for people with life limiting conditions and supporting them to live as well as possible until they die. We are investing in raising awareness of the importance of staff wellbeing, and we are working in partnership with the Foundation of Nursing Studies to equip clinical supervisions to support the emotional wellbeing of their staff. More than 20 hospices are actively taking part in this work through the development and implementation of a Resilience Based Clinical Supervision model, which we are collectively aiming to further champion and cascade to support more staff across the sector.

The work builds on and complements existing wellbeing models, and is based on the principles of valuing all staff and developing a compassionate culture where support is seen as an essential component of working life, and is fully supported by hospice senior leadership teams.

Our grant programmes

Our grants programmes are designed to drive innovation and improvement in hospice care across the UK. As well as improving care locally, as Hospice UK we share the learnings and innovations that emerge from the grants with others around the sector. This year we awarded a total of 239 grants (excluding NHS England funding) worth more than £352,000.

With generous support from the Rank Foundation, we have awarded six grants to hospices within Scotland totalling £96,316. The projects are aimed at re-opening day care using new approaches to both virtual and safe face-to-face services.

The Wolfson Foundation continues to support hospice staff with bursaries for professional development awarded by Hospice UK. This year 229 staff were awarded a bursary, with a total value of nearly £208,000.

Celebrating the sector through Hospice Care Week 2021

This year we set out to celebrate all that is achieved by the hospice community in the UK through Hospice Care Week. Nearly 150 hospices took part on social media, with many other face to face events in and around hospices across the country. A number of hospices generated local and national media coverage, educating the public about hospice care. The week remains a focal point for member hospices to come together and illustrate how important hospice care is, and share stories of its impact for thousands of families.

16

Hospice UK Annual report and financial statements – 31 March 2022

Financial review

Overall Financial Performance

Our net movement on funds, before investment gains, was a surplus of £4M (2020/21: surplus £0.8M).

The key indicator by which the trustees measure our financial performance is the surplus or deficit on unrestricted general funds, before any investment gains / losses. We recorded a surplus on unrestricted general funds of £3.6M (2020/21: £1.1M) before investments gains. The trustees were satisfied with the financial performance.

Our total income for 2021/22 was £109M compared to £264.4M in the previous year. The reduction compared to the prior year was due to a reduction in the level of emergency COVID-19 support provided by NHSE.

Total expenditure fell from £263.5M million in the previous year to £105M for similar reasons. We spent over 99% of our expenditure on charitable activities, and less than 1% on fundraising.

Our trading subsidiary Help the Hospices Trading made a profit of £63k (2020-21: £61k), which was donated to the charity under Deed of Covenant. As well as advertising income, the trading subsidiary runs education and training events, and carries out some fundraising activities, all under the control of and for the benefit of the charity. The improved financial performance was primarily because we were able to hold our annual conference this year (cancelled last year due to COVID-19).

In December 2021, the Gold Standards Framework CIC became independent from Hospice UK. The results for the year are consolidated up until 30 November 2021.

Investment policy and performance

Our investment performance and holdings are regularly reviewed by the Finance Committee against a benchmark of similar investments. Our investments are held in line with our investment policy, which lays out guidelines for risk and asset mix, as well as ensuring there are appropriate ethical policies in place. Each of our investments performed in line with, or better than, its benchmark, and therefore overall the trustees were satisfied with this performance.

17

Hospice UK Annual report and financial statements – 31 March 2022

In the financial year under review, our investments increased in value by £99,000 (2020/21: £406,000 increase). We also generated income of £56,000 (2020/21: £107,000) from our investments and cash holdings.

Principal Funding Sources and Fundraising Strategy

The vast majority of the charity’s income comes from fundraising income (excluding one off emergency Covid-19 income that was received from NHSE during the year). More than half of this income is non-recurring, and therefore significant new fundraising income needs to be generated each year. The biggest sources of fundraising income are income from corporate partnerships and charitable trusts. Legacies, payroll giving and fundraising events are also significant sources. Our fundraising strategy focussed on maximising donations from existing income sources, while developing new income streams. To that end, we hope to grow our donations from corporate partners, commercial sponsors, major donors and individuals in future years.

Reserves policy

The trustees have reviewed the reliability of income streams, our commitment to future expenditure and the risks we face as a charity. We are dependent on some volatile forms of fundraising income and much of our income is only committed for one year. However, we do have some forms of more reliable income, and our income streams are becoming more diverse as we seek to reduce our risk.

Based on an analysis of our commitments, and the risks associated with various income streams, the trustees have determined that we should aim to hold free reserves (defined as unrestricted general funds) of at least £3M This is to ensure that we can meet our commitments to member hospices, our staff and other stakeholders, should our annual income not meet our expectations. Should our free reserves significantly exceed the levels set out in this policy, we will review our activities appropriately, and authorise additional expenditure on specific projects.

At 31 March 2022, the charity had total funds of £11.7M Of these, £3.7M represent free reserves and therefore we are holding funds in line with our reserves policy.

Impact of COVID-19 on our Activities and Finances

In common with all organisations in the UK, our activities and finances in 2021-22 were significantly impacted by the COVID-19 epidemic.

Whilst we expect our financial performance in 2022-23 to return to levels similar to that experienced prior to the pandemic, our reserves policy has been reviewed in light of the risks associated with the pandemic, and we are believe we are holding sufficient funds to ensure that our activities will not be impacted by any potential funding shortfalls in the short term.

18

Hospice UK Annual report and financial statements – 31 March 2022

Grant making policy

Hospice UK aims to make a real, practical difference in everything we do. Our grant programmes demonstrate this commitment with a range of grants to hospices, including supporting their staff.

Our grant programmes are funded by the generous donations received from external sources, including trusts and foundations. We are grateful for their support. The criteria for each programme are agreed by the Hospice UK Governance Committee and each respective funder, taking into account any restrictions that funders wish to be included.

Applications for funding for individuals, e.g. through the Professional Development Grants programme, are considered and approved by the Head of Grants.

Applications for funding from major grant programmes are considered by the Major Grants Committee, which makes recommendations for approval as follows:

19

Hospice UK Annual report and financial statements – 31 March 2022

Risk assessment

The Trustees, together with the Senior Management Team, regularly identify and monitor risks to which Hospice UK is exposed and ensure that appropriate systems and controls are in place to manage significant risks.

Risks are monitored against the four key areas set out in our strategic plan.

As part of this work, we maintain a risk register, which is reviewed and discussed regularly by the full Board of Trustees, and actions are taken to mitigate risk where appropriate.

Compliance with Fundraising Standards

Staff employed by Hospice UK carry out the majority of our fundraising activities. For some activities, we work with other organisations or individuals to assist with our fundraising. For example, we work with payroll giving agencies to sign up supporters to our payroll giving schemes and specialist organisations to organise charity challenge events. All arrangements are governed by written agreements that cover the responsibilities of both parties, and ensure that anyone working on our behalf adheres to our strict ethical standards, and we take all recent steps to protect vulnerable people.

Hospice UK is registered with the Fundraising Regulator, and complies with the Code of Fundraising Practice and the Fundraising Promise. No instances of non-compliance with any relevant regulations or guidelines have been identified, and nor have we received any complaints about our fundraising activities.

Much of our income is generated from companies or trusts. When seeking to raise money from the public, we only send marketing material to those who have previously said they are happy to be contacted by us (and individuals are free to change their minds at any time). We take great care to ensure that our level of communication with our supporters is proportional and appropriate. In the past year we have not engaged in telephone marketing or in raising money from door to door or street collections

Plans for Future Periods

We have identified five key priorities for 2022-23:

This concludes the strategic report.

20

Hospice UK Annual report and financial statements – 31 March 2022

Structure, governance and management

Objectives

The objectives of the charity are:

Governance documents and constitution

Hospice UK is a charitable company limited by guarantee constituted on 29 September 1992 and governed by articles and memorandum of association. The trustees are also directors of the charity for the purposes of the Companies Act. No specific restrictions are imposed by the governing documents.

The charity has a wholly owned trading subsidiary, Help the Hospices (Trading) Ltd, (company number 2000660), which is used as a vehicle for fundraising and controls the Gold Standards Framework (a community interest company, number 07231949).

The Board of Trustees

The charity has a membership for organisations whose primary purpose is to provide and / or support hospice care. Each member can nominate individuals to stand for election as trustees of the charity. Nominations are based on the skills, experience and competencies needed to ensure a representative balance of professional expertise on the Board of Trustees, and voted on by all members.

Hospice UK trustees are detailed on page 22. Two thirds of trustees are elected for a four-year term and can then be re-elected for a further four years. Trustees can co-opt any duly qualified person to serve as a trustee, providing the number of co-opted trustees does not exceed one-third of the total number of trustees. The full Board met eight times during the year.

New trustees receive a wide-ranging induction information pack and complete conflict of interest and eligibility statements on joining the charity. Trustees are welcomed with at least one

21

Hospice UK Annual report and financial statements – 31 March 2022

familiarisation day visit to Hospice House, to meet with staff and other trustees. Further induction information is supplied as new trustees join Board committees and become involved in the charity’s activities.

A number of trustees serve on Board committees or advisory panels, and the Chair of the Board is an ex-officio member of each. The Board monitors and controls the programme of the charity through at least four Board meetings each year and through a number of Board committees.

� Governance Committee

Responsibilities are to oversee the governance of the organisation including Board composition, associated trustee appointments, election processes, and reviewing Board performance and succession planning. The committee is responsible for overseeing all grant programmes including setting the eligibility criteria for each grant programme, the basis for making awards, and ensuring compliance with these criteria. The committee met two times during the year.

� People Committee

Sets the broad framework for remuneration packages of the leadership team, oversees the HR strategy of the organisation and approves key HR policies. The committee is also responsible for making sure our remunerations policy is appropriate and ensures that we have a consistent, objective and clear process across the charity for how we set individual salaries. The aim is to ensure that the salaries are realistic, sustainable but competitive against the external market and correctly aligned when the role is broken down and evaluated against others in the charity; to help ensure this a service provided by Croner Consulting, which compares salaries with comparative roles in the charity sector, is used. The People Committee approve the Senior Management Team salaries, and salaries of other staff proposed by the Chief Executive Officer. The committee met two times during the year.

� Finance Committee

Responsibilities include advising and monitoring budgets, financial controls and financial reporting, overseeing audit matters and ensuring adequate risk management and compliance. The committee met three times in the year, and the key activity during the year was the setting of the charity’s budget and regular monitoring of performance against it.

Day-to-day management of the charity is delegated to the Chief Executive Officer and then across the organisation through a regularly reviewed schedule of delegation.

22

Hospice UK Annual report and financial statements – 31 March 2022

Membership

The membership structure of Hospice UK came into being in April 2007. At 31st March 2022, there were 210 members (31 March 2021: 210)

Members of Hospice UK engage to shape our future programmes and priorities by:

In the event of winding-up, each member is liable to pay a maximum of £1.

The Advisory Council and the Forum of Chairmen

The Advisory Council plays a key role in Hospice UK and is the forum through which members formally communicate with Hospice UK. Member hospices, via elected representatives, advise our Board and Senior Management Team on key issues and priorities relating to hospice philosophy, policy, practice and professional development. Hospice UK communicates the work of the charity back to the members and seeks views.

The Forum of Hospice Chairmen, formerly the Forum of Chairmen of Independent Hospices, is a national network that promotes the role of hospice chairs and trustees and feeds back to Hospice UK issues relating to the governance of hospices in order to help shape our governance support programmes.

The Chairs of the Advisory Council (Tony Collins) and the Forum of Chairmen (Kate Tompkins) each hold a place on the Board of Hospice UK.

23

Hospice UK Annual report and financial statements – 31 March 2022

Reference and administrative information

Trustees

Paul Jennings[#] Chloe Chik[#,3]

Chair Appointed November 2020 Appointed September 2021

Tony Collins[ 2] Emma Reynolds[#,] Kate Tompkins[,1 ]

Stephen Roberts[*1 ]

Dr Mike Miller*[1,2]

Michelle Rollinson[2,3] David Smith[3] John Knight[3] Rhian Edwards Terry O’Leary” Sharon Allen*[1,2 ]

Deputy Chair Reappointed May2019 Reappointed July 2020 Appointed in February 2017 Retired 5 July 2022 Appointed July 2017 Reappointed Sept 2021 Appointed May 2018 Reappointed May 2022 Appointed May 2019 Appointed November 2019 Appointed November 2019 Retired March 2022 Appointed June 2022 Appointed July 2022 Appointed Sept 2021

Membership of Board committees as of 31 March 2022

Founder

Anne, Duchess of Norfolk CBE

24

Hospice UK

Annual report and financial statements – 31 March 2022

Vice-Presidents

Baroness Finlay of Llandaff Martyn Lewis CBE Prof. David Clark Lord Howard of Lympne Robert Peston

Senior Management Team (as at date of approval)

Craig Duncan Chief Operating Officer Jonathan Ellis Director of Policy, Advocacy and Clinical Programmes Catherine Bosworth Director of Income Generation Rowena Lovell Director of Strategy and Governance Sarah West Director of Campaigns and Communications

Registered office

34-44 Britannia Street London WC1X 9JG

Charity and company registration

Registered charity in England and Wales: 1014851 Registered charity in Scotland: SC041112 Company limited by guarantee: 2751549

Solicitor

Auditors

Bates, Wells and Braithwaite 2-6 Cannon Street London EC4M 6YH

Price Bailey LLP 1 Dane Street Bishop’s Stortford Hertfordshire, CM23 3BT

Bank

Coutts and Co. 440 Strand London WC2 0QS

25

Hospice UK Annual report and financial statements – 31 March 2022

Statement of trustees’ responsibilities

The trustees (who are also directors of Hospice UK for the purposes of company law) are responsible for preparing the report of the trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and group and of the incoming resources and application of resources, including the income and expenditure, of the charitable company and group for that period. In preparing these financial statements, the directors are required to:

The trustees are responsible for ensuring proper accounting records are kept that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as trustees are aware:

26

Hospice UK Annual report and financial statements – 31 March 2022

The trustees are responsible for ensuring the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Auditors

Price Bailey LLP have expressed their willingness to continue as the charitable company’s auditors, and a resolution to this effect will be proposed at the AGM.

Approved by the Trustees on 21 October 2022 and signed on their behalf by

Paul Jennings

Chair of Trustees

27

Hospice UK Annual report and financial statements – 31 March 2022

Independent Auditor’s Report to the Members of Hospice UK

Opinion

We have audited the financial statements of Hospice UK (the ‘parent charitable company’) and its subsidiaries (the 'group') for the year ended 31 March 2022 which comprise of the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheet, the Group Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the trustees annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not

28

Hospice UK Annual report and financial statements – 31 March 2022

cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report and the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

29

Hospice UK Annual report and financial statements – 31 March 2022

Auditor responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

We gained an understanding of the legal and regulatory framework applicable to the Charitable Group and the sector in which it operates and considered the risk of the Charitable Group not complying with the applicable laws and regulations including fraud in particular those that could have a material impact on the financial statements. This included those regulations directly related to the financial statements, including financial reporting, and tax legislation. In relation to the operations of the Charitable Group this included compliance with the Charities Act 2011 and Companies Act 2006.

The risks were discussed with the audit team and we remained alert to any indications of non compliance throughout the audit. We carried out specific procedures to address the risks identified. These included the following:

Reviewing minutes of Board meetings, reviewing any correspondence with the Charity Commission, agreeing the financial statement disclosures to underlying supporting documentation, and enquiries of management and officers of the Charitable Group. We have also reviewed the procedures in place for the reporting of any incidents to the Trustee Board including serious incident reporting of these matters as necessary with the Charity Commission.

Management override: To address the risk of management override of controls, we carried out testing of journal entries and other adjustments for appropriateness. We also assessed management bias in relation to the accounting policies adopted and in determining significant accounting estimates, including treatment of legacies and grant income, and the valuation of investments.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

30

Hospice UK

Annual report and financial statements – 31 March 2022

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and to the charitable company’s trustees, as a body, in accordance with act. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees those matters we are required to state to them in an auditor’s 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 the charitable company’s members as a body and the charitable company’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Helena Wilkinson BSc FCA DChA (Senior Statutory Auditor)

For and on behalf of

Price Bailey LLP

Chartered Accountants

Statutory Auditors

3rd Floor,

24 Old Bond St,

Mayfair,

London

W1S 4AP

Date: 21 October 2022

31

Hospice UK

Annual report and financial statements – 31 March 2022

Consolidated statement of financial activities

(Incorporating an income and expenditure account) For the year ended 31 March 2022

Note
Income
Donations and legacies:
2
Funds raised for Hospice UK
Government grants to support COVID response
Funds raised for independent hospices
Income from other trading activities
The Coronavirus Job Retention Scheme Income
Investment income
Income from charitable activities:
Supporting those providing end of life care
Total income
Expenditure
Expenditure on charitable activities:
3
Extend our Reach
Tackle Inequality
Work with Communities
Empower a Strong Hospice Sector
COVID-19 response in England
Costs of raising funds
3
Total expenditure
Realised gains on investments
Unrealised (losses)/gains
10
Net income/(expenditure) for the year
5
Transfer between funds
16
Net movement in funds
Reconciliation of funds
Total funds brought forward
1
Total funds carried forward
16
Net income/(expenditure) before
gains/(losses) on investments		 Unrestricted Funds Unrestricted Funds Restricted
Funds
£'000

1,727

98,859

153

228
-
-
-		 2022
2021
Total
Total
£'000
£'000
8,799
5,125
98,859
257,808
153
165
288
349

43
172

56
107

933
628
General
£'000
7,073
-
-
59
43
56
933		 Designated
£'000
-
-
-
-
-
-
-
8,165
568
457
880
714
385
1,593		 -
20
20
20
47
20
53
100,967
517
219
30
730
98,871
-		 109,132
264,355
1,105
1,200
697
838
929
1,009
1,490
1,242
99,277
258,171

1,646
1,104
4,597 180 100,368 105,145
263,564
3,567
(20)
99		 (180)
-
-		 599
-
-		 3,987
791

(20)
0

99
406
3,646
(3,915)		 (180)
3,915		 599
-		 4,066
1,197
--
(269) 3,735 599 4,066
1,197
3,887 2,753 923 7,564
6,367
3,618 6,489 1,523 11,630
7,564

32

Hospice UK

Annual report and financial statements – 31 March 2022

Balance sheet

As at 31 March 2022

Note
Fixed assets
Tangible fixed assets
9
Investments
10
Current assets
Debtors
14
Cash at bank and in hand
Creditors
15
Net current assets
Total net assets
13
Funds
16
Restricted funds
Unrestricted funds
General funds
Designated funds
Building Repairs Fund
Web & Digital
Fixed assets
2017-2022 Strategy
Digital/technology
Fundraising Innovation
Training and development
Future Vision
Transformation
Total funds
Amounts due within one year		 Thegroup The charity
2022
£'000
1,069
3,538		 2021
£'000
1,119
3,523		 2022
2021
£'000
£'000
1,069
1,118
3,538
3,175
4,607
4,293
58,265
41,087
34,687
5,874
92,952
46,961
85,946
43,828
7,005
3,132
11,612
7,425
1,523
923
3,600
3,749
500
185
169
300
1,070
1,118
3,250
1,150

700
-

250
-

100
-

200
-

250
-
11,612
7,425
4,607
58,316
34,935		 4,642
41,176
6,014
93,251
86,228		 47,190
44,268
7,023 2,922
11,630 7,564
1,523
3,618
500
169
1,070
3,250
700
250
100
200
250		 923
3,887
185
300
1,119
1,150
-
-
-
-
-
11,630 7,564

The notes on pages 35 to 58 form part of these financial statements.

Approved b y the trustees 21 October 2022 and signed on their behalf by

Pau l Jennings CHAIR OF TRUSTEES

Company number 2751549

33

Hospice UK

Annual report and financial statements – 31 March 2022

Consolidated statement of cashflows
For theyear ended 31 March 2022
2022
2021
£'000
£'000
Cashflows from operating activities:
Net cash generated by operating activities
28,921
1,394
Change in cash and cash equivalents in the reporting period
28,921
1,394
Reconciliation of net movement in funds to net cash flow from operating activities
2022
2021
£'000
£'000
Net movement in funds for the year
4,066
1,197
Non-operating cashflows eliminated
Depreciation
49
59
Losses/(gains) on investments
(99)
(406)
Increase in debtors
(15,931)
(40,227)
Increase in creditors
40,751
41,092
Disposal of GSF assets
351
(321)
Donated Shares
(264)
-
Net cash generated by operating activities
28,921
1,395
Cash and cash equivalents at 01 April 2021
6,014
4,620
Cash and cash equivalents at 31 March 2022
34,935
6,014
Analysis of cash and cash equivalents
2022
2021
£'000
£'000
Cash in hand at the beginning of the year
6,014
4,620
Increase in cash in hand
28,921
1,394
Cash in hand at the end of the year
34,935
6,014
Analysis of changes in net debt
Cash and cash equivalents 01 April 2021
6,014
4,620
Cash flows
28,921
1,394
Other non cash changes
Cash and Cash equivalents 31 March 2022
34,935
6,014

34

Hospice UK Annual report and financial statements – 31 March 2022

Notes to the financial statements

1. Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the Financial Statements are shown below.

a. Basis of Preparation

The financial statements have been prepared in accordance with 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) - Charities SORP (FRS 102), and the Companies Act 2006.

The charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £1000.

b. Legal status of the charity

Hopsice UK is a charitable company limited by guarantee incorporated in England, Wales and Scotland and has no share capital. 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. The address of the registered office is 34-44 Britannia Street, London, WC1X 9JG. The principal activity of the charity is to support those providing end of life care.

c. Going concern

At the balance sheet date the Trustees consider that there are no material uncertainties about the charitable company’s ability to continue as a going concern. Future cash flows forecasts and budgets indicate that the charity can continue to operate into 2023.

With regard to the following year, the most significant area of uncertainty is the level of donations which need to be raised each year. This is covered in more detail in the performance and risk sections of the trustees’ annual report. The trustees however believe the charitable company remains a going concern due to the ability of the organisation to settle liabilities as they fall due for a period of at least 12 months from the date of this report.

d. Group financial statements

These financial statements consolidate the results of the charitable company, Hospice UK and its wholly-owned subsidiaries, Help the Hospices (Trading) Limited and The Gold Standards Framework Centre CIC on a line by line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the charitable company has not been presented because the charitable company has 35 taken advantage of the exemption afforded by section 408 of the Companies Act

Hospice UK

Annual report and financial statements – 31 March 2022

1. Accounting policies (continued)

e. Income

Income is included in the Statement of Financial Activities (SoFA) when:

Where income has related expenditure (as with fundraising or contract income) the income and related expenditure are reported gross in the SoFA.

During the period all income arose from within the UK.

Grants and donations

Donations, grants and gifts are recognised when receivable.

In the event that a donation is subject to conditions before the charity is entitled to the funds, the income is deferred and not recognised until it is probable that those conditions will be fulfilled in the reporting period.

Sponsorship from events and events registration fees are recognised when the event takes place.

Revenue grants are recognised when received or receivable whichever is earlier.

Where unconditional entitlement to grants receivable is dependent upon fulfilment of conditions within the charity's control, the income is recognised when there is sufficient evidence that conditions will be met. Where there is uncertainty as to whether the charity can meet such conditions the grant income is deferred.

Legacy income

Pecuniary legacies are recognised on notification. For residuary legacies, entitlement is taken on a case by case basis as the earlier of the date when the charity is aware that probate has been granted, and either:

Receipt of a legacy is only considered probable when the amount can be measured reliably.

Investment income

Investment income represents interest receivable from UK bank deposits and investments. This is included in the accounts when receivable.

Investment gains and losses includes any gain or loss resulting from change in market value at the end of the year and any gain or loss on the sale of investments.

36

Hospice UK

Annual report and financial statements – 31 March 2022

1. Accounting policies (continued)

f. Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis under the following headings:

Costs of raising funds

Costs of raising funds comprises fundraising costs incurred in seeking donations, grants and legacies; costs of fundraising activities including commercial trading; and their associated support costs. Fundraising costs do not include the costs of disseminating information in support of the charitable activities.

Expenditure on charitable activities

Expenditure on charitable activities is analysed by the charity's key charitable objectives as identified in the charity's current strategy.

Expenditure on charitable activities comprises the costs of activities undertaken to further the purposes of the charity and their associated support costs.

Support and governance costs

Support costs comprise those costs which are incurred directly in support of expenditure on the objectives of the charity and include governance cost, finance, and office costs.

Support costs include irrecoverable VAT.

Support costs are allocated to each of the activities on the basis of estimated average headcount deployed supporting each objective in the year.

g. Grants

Grants payable are recognised on approval of the grant by the Grants Committee and notification to its recipient.

h. Taxation

Hospice UK meets the definition of a charitable company for UK corporation tax purposes.

Accordingly, the company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively for charitable purposes.

37

Hospice UK

Annual report and financial statements – 31 March 2022

1. Accounting policies (continued)

i. Pension

Hospice UK contributes towards defined contribution pension plans for employees. Pension costs are recognised when they fall due.

The costs of the defined contribution scheme are included with the associated staff costs and allocated to raising funds, charitable activities, support and governance costs and charged to the unrestricted funds of the charity.

The charity has no liability beyond making its contributions and paying across the deductions for employees' contributions.

j. Fixed Assets

All assets costing more than £1,500 are capitalised at their historical cost when purchased. Assets are reviewed for impairment if circumstances indicate their value in the accounts may exceed their net realisable value and value in use.

Depreciation is incurred at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The annual depreciation rates in use are as follows:

Freehold land nil % Building and improvements 2% of cost Furniture and office equipment 25% of net book value IT equipment and software 33% of cost

k. Investments

Investments are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing bid market price, except for the shares in the trading subsidiary which are carried at cost.

The SOFA includes the net gains and losses arising on revaluation and disposals throughout the year.

l. Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Accrued income and tax recoverable is included at the best estimate of the amounts receivable at the balance sheet date.

m. Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

38

Hospice UK

Annual report and financial statements – 31 March 2022

1. Accounting policies (continued)

n. Creditors

Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.

o. Fund accounting

Restricted funds are to be used for specified purposes as laid down by the donor. Expenditure which meets these criteria is identified to the fund, together with an agreed allocation of management and support costs.

Unrestricted funds are donations and other incoming resources received or generated to further any of the charitable purposes of Hospice UK.

Designated funds are unrestricted funds which the trustees have decided at their discretion to set aside to use for a specific purpose.

The aim and use of each material designated and restricted fund is set out in the notes to the financial statements.

p. Operating Leases

Operating leases are recognised over the period of which the lease falls due.

q. Judgements and key sources of uncertainty

No judgements (apart from those involving estimates) have been made in the process of applying the above accounting policies.

The key assumptions concerning the future and key sources of estimation uncertainty at the key reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include:

r. Foreign currencies

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at rates of exchange ruling at the balance sheet date.

Transactions in foreign currencies are translated into sterling at the rate ruling on the date of the transaction.

Exchange gains and losses are recognised in the SoFA.

39

Hospice UK Annual report and financial statements – 31 March 2022

1. Accounting policies (continued)

s. Financial instruments

The charity only has financial assets and liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their fair value as at the balance sheet date. All financial instruments of the charity are measured at cost with the exception of investments in the charity’s portfolio, which are measured at fair value as at the balance sheet date using the closing bid market value with all realised and unrealised gains included in the statement of financial activities. The value of investments as well as their original cost is stated in note 10. Financial assets include investments in the portfolio, the bank balances, trade debtors, accrued income and other debtors but exclude prepayments and taxation. Financial liabilities include trade creditors, other creditors, accruals and deferred income but exclude social security and other taxes due.

40

Hospice UK

Annual report and financial statements – 31 March 2022

2. Donations and Legacies - Group

. Donations and Legacies - Group
Unrestricted
£'000
Corporate donations
1,862
Trusts and other charities
158
Payroll giving
269
Challenge events
685
Campaigns and special events
115
National Garden Scheme
500
Legacies
3,414
Individual donors
68
Government and statutory income
0
COVID-19 response in England
0
Other voluntary income
45
Total Donations and Legacies
7,116
Donation and legacy income can be analysed as follows:
Income for Hospice UK
7,116
Government grants to support COVID response
-
Income for Hospices
-
7,116		 Unrestricted
£'000
1,862
158
269
685
115
500
3,414
68
0
0
45		 Restricted
£'000
40
1,225
153
-
-
-
-
-
461
98,859
-		 2022
Total
£'000
1,902
1,383
422
685
115
500
3,414
68
461
98,859
45		 Unrestricted
£'000
1,576
278
311
105
21
425
771
82
0
0
4		 2021
Restricted
Total
£'000
£'000
6
1,582
1,064
1,342
165
477
-
105
-
21
-
425
-
771
-
82
482
482
257,808
257,808
-
4
7,116 100,739 107,855 3,573 259,525
263,098
1,552
5,125
257,808
257,808
165
165
1,727
98,859
153		 8,843
98,859
153		 3,573
-
-
7,116 100,739 107,855 3,573 259,525
263,098

41

Hospice UK

Annual report and financial statements – 31 March 2022

3. Analysis of expenditure -
a) 2022
Staff costs (Note 7)
Grants payable (Note 4)
Local hospices donations
Other expenditure
Support and governance
Total expenditure 2022
b) 2021
Staff costs (Note 7)
Grants payable (Note 3)
Local hospices donations
Other expenditure
Support and governance
Total expenditure 2021		 Group Direct Costs: Cha ritable activities £'000
796
-
-
415
Cost of Raising
Funds		 2022
£'000
£'000
679
3,746
-
99,068
-
153
789
2,178
Support and
governance
£'000
786
(2)
-
158
Reach
£'000
343
96
-
94
Inequality		 £'000
343
-
-
423
Communities		 £'000
505
242
153
210
Strong Hospice
Sector		 £'000
293
98,732
-
89
COVID-19 response in England
942
163		 533
163		 766
163		 1,110
381		 99,114
163		 1,211
435		 1,468
105,145
(1,468)
-
1,105 697 929 1,490 99,277 1,646 -
105,145
Direct Costs: C haritable activities £'000
745
-
-
63
Cost of Raising
Funds		 2021
£'000
£'000
864
3,846
-
258,186
-
165
201
1,367
Support and
governance
£'000
825
25
-
132
Reach		 £'000
332
384
-
(6)
Inequality		 £'000
334
150
-
397
Communities		 £'000
471
363
165
76
Strong Hospice
Sector		 £'000
275
257,264
-
504
COVID-19 response in England
982
218		 710
128		 881
128		 1,075
167		 258,043
128		 808
296		 1,065
263,564
(1,065)
-
1,200 838 1,009 1,242 258,171 1,104 -
263,564

42

Hospice UK Annual report and financial statements – 31 March 2022

3. Analysis of expenditure - Group (continued)

Support costs are not attributable to a single activity and have been apportioned on the basis of the number of people employed within an activity.

Charitable activities

c. Analysis of support costs - 2022
Finance
Facilities
Governance
Human Resources
Communications
Strategy & Legal
Irrecoverable VAT
IT & Business Systems
d. Analysis of support costs - 2021
Finance
Facilities
Governance
Human Resources
Communications
Strategy & Legal
Irrecoverable VAT
IT & Business Systems		 2022
£'000
£'000
111
376
87
293
24
80
88
299
2
6
5
17
18
59
101
339
Cost of
Raising Funds
£'000
42
33
9
33
1
2
7
38
Reach		 £'000
42
33
9
33
1
2
7
38
Inequality		 £'000
42
33
9
33
1
2
7
38
Communities		 £'000
97
76
21
77
1
4
15
88
Strong Hospice
Sector		 £'000
42
33
9
33
1
2
7
38
COVID-19
response in
England
163 163 163 381 163 435
1,468
2021
£'000
£'000
51
183
65
236
19
68
52
188
1
3
2
8
11
40
94
340
Cost of
Raising Funds
Charitable ac tivities
£'000
37
48
14
38
1
2
8
70
Reach		 £'000
22
28
8
23
-
1
5
41
Inequality		 £'000
22
28
8
23
-
1
5
41
Communities		 £'000
29
37
11
29
1
1
6
53
Strong Hospice
Sector		 £'000
22
28
8
23
-
1
5
41
COVID-19
response in
England
218 128 128 167 128 296
1,064

43

Hospice UK

Annual report and financial statements – 31 March 2022

4. Grants payable - Group

4. Grants payable - Group
Grants given comprise of: 2022
2021
£'000
£'000
Grants to support COVID-19 response in England
Grants to support COVID-19 response in England PPE
Grants for capital projects to enhance wellbeing		 94,639
257,099
-
165
131
312
Professional development grants
Grants to develop bereavement services in hospices
Other grant programmes
SPOC (Single Point of Contact)
Provision for grants which may not be claimed
Note 3		 208
207
-
450
13
228
4,093
-
99,085
258,460
(17)
(274)
99,068
258,186
A full list of grants awarded in the year is available from our website at
www.hospiceuk.org/grantsawarded.
1200 (2021: 1432) grants were made to 202 organisations.

5. Net income/(expenditure) for the year - Group

This is stated after charging / crediting:
Depreciation
Trustees' indemnity insurance
Auditors' remuneration:
Audit - Hospice UK
Audit - Help the Hospices (Trading) Ltd.
Audit - Gold Standard Framework
Other services
Operating leases
Note 18		 2022
2021
£'000
£'000
(49)
(59)
1
1
17
15
4
4
-
6
1
2
46
40

6. Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The charity's trading subsidiary Help the Hospices (Trading) Limited pays all its available profits to the charity under a deed of covenant. Its charge to corporation tax in the year was nil (2021: £nil).

44

Hospice UK

Annual report and financial statements – 31 March 2022

7. Analysis of staff costs - Group

a) Staff numbers

The average monthly head count was 79 (2021: 82). The average number of employees during the year was as follows:

Extend our Reach
Tackle Inequality
Work with Communities
Empower a Strong Hospice Sector
COVID-19 response in England
Raising Funds
Support and Governance
b) Staff costs
Salaries and wages
Social security costs
Pension contributions		 2022
2021
No.
No.
7
14
7
8
7
8
17
10
19
19
7
8
15
15
79
82
2022
2021
£'000
£'000
3,178
3,093
337
324
231
231
Holiday Pay Accrual -
196
Temporary and agency staff -
-
3,746
3,843

The charity considers its key management personnel to be its trustees and the members of the Senior Management Team (SMT).

The charity's trustees were not paid and did not receive any benefits from employment with Hospice UK in the year (Prior year: £nil). They were reimbursed expenses during the year as stated in note 17.

The value of payments and other benefits, including pension contributions, to members of SMT in the year was £834k (2021: £734k).

45

Hospice UK

Annual report and financial statements – 31 March 2022

7. Analysis of staff costs - Group (continued)

The number of employees whose total employee benefits excluding pension contributions exceeded £60,000 was:

2022 2021
No. No.
£60,000 - £70,000 1 3
£70,000 - £80,000 1 -
£80,000 - £90,000 3 2
£90,000 - £100,000 2 3
£100,000 - £110,000 1 1

Pensions contributions for higher paid employees totalled £92k (2021: £107k).

8. Pension - Group

The charity operates a defined contribution pension plan for its employees. The amount recognised as an expense in the period was £230k (2021: £283k).There was £34k outstanding at the year end (2021: £nil)

9. Tangible fixed assets - group and charity

Cost
At the start of the year
At the end of the year
Depreciation
At the start of the year
Charge for the year
At the end of the year
Net book value
At the end of the year
At the start of the year		 Freehold
land
£'000
163		 Building
£'000
1,595		 Furniture
and office
equipment
£'000
337		 IT
equipment
£'000
182		 Total
£'000
2,277
163
-
-		 1,595
708
32		 337
270
17		 182
182
-		 2,277
1,159
49
- 740 287 182 1,208
163 855 50 -
-		 1,069
163 887 67 1,118

46

Hospice UK

Annual report and financial statements – 31 March 2022

10. Investments - group and charity

a) Group

Market value at the start of the year
GSF Investment
Donated Shares
Realised loss on disposal
Unrealised gain
Market value at the end of the year
Historic cost at the year end
Investments comprise:
b) Charity
Market value at the start of the year
Donated Shares
Unrealised gain
Market value at the end of the year
Historic cost at the year end
Investments comprise:
UK Common investment funds
UK Common investment funds		 2022
2021
£'000
£'000
3,523
2,798
-
319
264
(349)
-
99
406
3,538
3,523
2,361
2,361
2022
2021
£'000
£'000
3,538
3,523
2022
2021
£'000
£'000
3,175
2,798
264
-
99
377
3,538
3,175
2,361
2,361
2021
2020
£'000
£'000
3,538
3,175

47

Hospice UK

Annual report and financial statements – 31 March 2022

11.Subsidiary Undertaking

a) Trading

The charitable company controls two subsidiaries. Help the Hospices (Trading) Limited - company number 02000660 is registered in England and Wales.

An investment of £100 is held by Hospice UK in Help the Hospices (Trading) Ltd. This represents the cost of acquiring the whole of the ordinary share capital of the company. Help the Hospices (Trading) Limited is used for non-primary purpose trading activities.

The results of Help the Hospices (Trading) Limited are shown below and have been consolidated on a line by line basis into group financial statements. Available profits are distributed to the charitable company by deed of covenant.

Turnover
Cost of sales
Gross profit
Administrative expenses
Profit on ordinary activities
Payment under Deed of Covenant
Net result
The aggregate of the assets, liabilities and funds was:
Assets
Liabilities
Funds		 2022
£'000
773
(517)		 2021
£'000
489
(306)
257
(194)		 183
(122)
63
(63)		 61
(61)
- -
2022
£'000
406
(388)		 2021
£'000
173
(155)
18 18

48

Hospice UK

Annual report and financial statements – 31 March 2022

b) GSF

On 1 July 2020 the charitable company became the sole gaurantor of Gold Standards Framework CIC (GSF). Gold Standards Framework CIC - company number 07231949 is registered in England and Wales. On 30 November 2021, the charitable company resigned as sole gaurantor.

No fee was paid for the accquisition or disposal of GSF. The principle activity of GSF is training to professionals who work in a range of settings in providing end of lide care.

The results of GSF are shown below and have been consolidated on a line by line basis into group financial statements during the period it was part of the group.

Turnover
Cost of sales
Gross profit
Administrative expenses
Loss on ordinary activities
Other operating income
Operating Profit
Gains/(losses) on listed investments
Net result
The aggregate of the assets, liabilities and funds was:
Assets
Liabilities
Funds		 8 months to
30 Nov
2021
1 July 2020
to 31 March
2021
£'000
£'000
105
157
(27)
(142)
78
15
(80)
(96)
(2)
(81)
35
56
33
(24)
-
1
33
(23)
2021
2021
£'000
£'000
531
517
(498)
(540)
33
(23)

49

Hospice UK Annual report and financial statements – 31 March 2022

12. Parent charity

Hospice UK's gross income and the results for the year are as follows:

Gross income
Net income/(expenditure) before gains/(losses) on investments		 2022
2021
£'000
£'000
108,533
264,243
3,954
846

13. Analysis of net assets between funds - Group

a) 2022
Group
Tangible fixed assets
Investments
Net current assets
Charity
Tangible fixed assets
Investments
Net current assets
b) 2021
Group
Tangible fixed assets
Investments
Net current assets
Charity
Tangible fixed assets
Investments
Net current assets		 General
£'000
-
3,538
80		 Designated
£'000
1,069
-
5,419		 Restricted
£'000
-
-
1,523		 2022
Total
£'000
1,069
3,538
7,023
11,630
2022
Total
£'000
1,070
3,538
7,004
11,612
2021
Total
£'000
1,120
3,523
2,921
7,564
2021
Total
£'000
1,120
3,175
3,130
7,425
3,618 6,489 1,523
General
£'000
-
3,538
62		 Designated
£'000
1,070
-
5,419		 Restricted
£'000
-
-
1,523
3,600 6,489 1,523
General
£'000
-
3,523
364		 Designated
£'000
1,120
-
1,634		 Restricted
£'000
-
-
923
3,887 2,754 923
General
£'000
-
3,175
574		 Designated
£'000
1,120
-
1,633		 Restricted
£'000
-
-
923
3,749 2,753 923

50

Hospice UK

Annual report and financial statements – 31 March 2022

14. Debtors

Trade debtors
Tax and social security
Prepayments and accrued income
Amounts due from subsidiary		 The group The group The charity
2022
£'000
215
-
6
58,094		 2021
£'000
262
-
-
40,914		 2022
2021
£'000
£'000
185
183
106
-
6
-
57,967
40,904
58,265
41,087
58,316 41,176

Within prepayments and accrued income is £168k (2021: £280k) of prepayments relating to fundraising events which will be held after the year end.

15. Creditors: amounts due within one year

2022
2021
£'000
£'000
Trade and other creditors
239
111
Tax and social security
-
93
Amounts due to subsidary HTH
-
-
Amounts due to subsidary GSF
-
-
Amounts due to independent hospices
153
173
Grants committed but not yet due
26,690
2,069
Accruals and deferred income
59,146
41,822
86,228
44,268
Thegroup		 Thegroup Thegroup The charity
2021
£'000
111
93
-
-
173
2,069
41,822		 2022
2021
£'000
£'000
77
205
-
67
-
104
-
33
153
173
26,690
2,069
59,027
41,177
85,946
43,828
86,228 44,268

Within accruals and deferred income is £138k (2021: £389k) of deferred income relating to fundraising events which will be held after the year end.

The Charity is part of a group VAT registration and therefore is potentially liable for VAT liabilities of its subsidaries. As at 31 March 2022 its subsidary trading company, Help the Hopsices had a creditor value relating to value added tax of £10,815 (2021 £59,152)

b) Deferred income reconciliation

51
Balance brought forward
Amount recognised in year
Amount deferred in the year
Balance carried forward		 Thegroup Thegroup The charity The charity
2022
£'000
1,009
(1,009)
192		 2021
£'000
370
(178)
817		 2022
£'000
337
(337)
138		 2021
£'000
337
(337)
389
192 1,009 138 389

Hospice UK

Annual report and financial statements – 31 March 2022

16. Movements in funds

16. Movements in funds
52

a) 2022
Restricted funds
Health & Wellbeing Alliance
NHS England
Department of Health and Social Care
Other projects
Total restricted funds
Unrestricted funds
Designated funds:
Building repairs fund
Fixed assets
Fundraising
Web & Digital
Strategy
Digital/technology
Fundraising Innovation
Training and development
Future Vision
Transformation
Total designated funds
General funds
Total unrestricted funds
Total funds
b) 2022
Charity
Restricted funds
Health & Wellbeing Alliance
NHS England
Department of Health and Social Care
Other projects
Total restricted funds
Unrestricted funds
Designated funds:
Building repairs fund
Fixed assets
Web & Digital
Strategy
Digital/technology
Fundraising Innovation
Training and development
Future Vision
Transformation
Total designated funds
TGeneral funds
Total funds		 £'000
-
12
12
899
At 1 April
2021		 Income
£'000
90
98,859
-
2,018		 Expenditure
£'000
(90)
(98,871)
(12)
(1,394)		 £'000
-
-
-
-
Unrealised
gains/(loss
es)		 £'000
-
-
-
-
Transfer
s
between
funds		 £'000
-
-
-
1,523
At 31 March
2022
923
185
1,119
-
300
1,150
-
-
-
-
-		 100,967
-
-
-
-
-
-
-
-
-
-		 (100,368)
-
(49)
-
(131)
-
-
-
-
-
-		 -
-
-
-
-
-
-
-
-
-
-		 -
315
-
-
-
2,100
700
250
100
200
250		 1,523
500
1,070
-
169
3,250
700
250
100
200
250
2,754
3,887		 -
8,165		 (180)
(4,617)		 -
99		 3,915
(3,915)		 6,489
3,618
6,641 8,165 (4,797) 99 - 10,107
7,564 109,132 (105,165) 99 - 11,630
£'000
-
12
12
899
At 1 April
2021		 Income
£'000
90
98,859
-
2,018		 Expenditure
£'000
(90)
(98,871)
(12)
(1,394)		 £'000
-
-
-
-
Unrealised
gains/(loss
es)		 £'000
-
-
-
-
Transfer
s
between
funds		 £'000
-
(12)
12
1,523
At 31 March
2022
923
185
1,119
300
1,150
-
-
-
-
-		 100,967
-
-
-
-
-
-
-
-
-		 (100,368)
(50)
(131)
-
-
-
-
-
-		 -
-
-
-
-
-
-
-
-
-		 -
315
0
0
2,100
700
250
100
200
250		 1,523
500
1,070
169
3,250
700
250
100
200
250
2,754
3,749		 -
7,566		 (181)
(7,814)		 -
99		 3,915
(3,915)		 6,489
3,600
6,503 7,566 (7,995) 99 - 10,089
7,427 108,533 (108,362) 99 - 11,612

Hospice UK

Annual report and financial statements – 31 March 2022

a) 2021
Group
£'000
Restricted funds
Health & Wellbeing Alliance
-
NHS England
-
Department of Health and Soci
-
Other projects
1,200
Total restricted funds
1,200
Unrestricted funds
Designated funds:
Building repairs fund
191
Fixed assets
1,176
Web & Digital
300
2017-2022 Strategy
1,150
Total designated funds
2,817
General funds
2,350
Total unrestricted funds
5,167
Total funds
6,367
a) 2021
Charity
£'000
Restricted funds
Health & Wellbeing Alliance
-
NHS England
-
Department of Health and Soci
-
Other projects
1,200
Total restricted funds
1,200
Unrestricted funds
Designated funds:
Building repairs fund
191
Fixed assets
1,176
Web & Digital
300
2017-2022 Strategy
1,150
Total designated funds
2,817
General funds
2,335
Total unrestricted funds
5,152
Total funds
6,352
At 1 April
2020
At 1 April
2020		 a) 2021
Group
£'000
Restricted funds
Health & Wellbeing Alliance
-
NHS England
-
Department of Health and Soci
-
Other projects
1,200
Total restricted funds
1,200
Unrestricted funds
Designated funds:
Building repairs fund
191
Fixed assets
1,176
Web & Digital
300
2017-2022 Strategy
1,150
Total designated funds
2,817
General funds
2,350
Total unrestricted funds
5,167
Total funds
6,367
a) 2021
Charity
£'000
Restricted funds
Health & Wellbeing Alliance
-
NHS England
-
Department of Health and Soci
-
Other projects
1,200
Total restricted funds
1,200
Unrestricted funds
Designated funds:
Building repairs fund
191
Fixed assets
1,176
Web & Digital
300
2017-2022 Strategy
1,150
Total designated funds
2,817
General funds
2,335
Total unrestricted funds
5,152
Total funds
6,352
At 1 April
2020
At 1 April
2020		 Income
£'000
60
257,631
177
1,963		 Expenditure
£'000
(60)
(257,619)
(165)
(2,264)		 £'000
-
-
-
-
Unrealised
gains/(losses)		 £'000
£'000
-
-
-
12
-
12
-
899
At March 2021
Transfers
between
funds
1,200
191
1,176
300
1,150		 259,831
-
2
-
-		 (260,108)
(6)
(59)
-
-		 -
-
-
-
-		 -
923
-
185
-
1,119
-
300
-
1,150
2,817
2,350		 2
4,522		 (65)
(3,391)		 -
406		 -
2,754
-
3,887
5,167 4,524 (3,456) 406 -
6,641
6,367 264,355 (263,564) 406 -
7,564
£'000
£'000
-
-
-
12
-
12
-
900
At March 2021
Transfers
between
funds
Income
£'000
60
257,631
177
1,964		 Expenditure
£'000
(60)
(257,619)
(165)
(2,264)		 £'000
-
-
-
-
Unrealised
gains/(losses)
1,200
191
1,176
300
1,150		 259,831
-
-
-
-		 (260,108)
(6)
(58)
-
-		 -
-
-
-
-		 -
923
-
185
-
1,118
-
300
-
1,150
2,817
2,335		 -
3,745		 (64)
(2,708)		 -
377		 -
2,753
-
3,749
5,152 3,745 (2,772) 377 -
6,502
6,352 263,577 (262,881) 377 -
7,425

53

Hospice UK

Annual report and financial statements – 31 March 2022

16. Movements in funds (continued)

e) Purposes of restricted funds

NHS England - provided funding to Hospice UK to enable it to support hospices in England to faciliate the provision of palliative care and Covid-19 clinical services for the benefit of patients of all ages through both inpatient and community provision.

Health & Wellbeing Alliance - NHE England awarded £90,000 to a consoritum of charities (NCPC, Hospice UK, Marie Curie & Together for Short Lives) in relation to our membership of the Alliance. The Alliance is a partnership of voluntary organisations who work to bring the voice of the sector into policy-making. Hospice UK leads the partnership.

Department of Health and Social Care provided funding to enable Hospice UK to reimburse hospices in England for additional PPE (personal protective equipment) costs they had incurred as a result of the COVID-19 epidemic.

Other projects - represents restricted funds for a variety of programmes supporting hospice care in the UK.

f) Purposes of designated funds

Building repairs fund - to budget for major repairs to the freehold property. A new designation was made in 2022 to cover plannen rennovation work to happen over the next two years

Fixed assets - represents the value of our tangible fixed assets

Web & Digital - for the development of a new website

Strategy - to cover additional expenditure needed to achieve our strategic goals over the next five years

Digital/technology - to cover investment in our IT infrastrucure planned for the next two years

Fundraising Innovation - to allow us to invest in new approaches to income generation

Training and development - to cover training and development costs over the next three years

Future Vision - to complete our Future Vision programme

Transformation - to support our work to transform end of life care

54

Hospice UK Annual report and financial statements – 31 March 2022

17. Related party transactions

a) Independent hospices and trustees

Over 80% of the Trustees are closely associated with independent charitable hospices and palliative care. As we have awarded 1200 grants during the year to organisations working in palliative care, it is not unusual that some of these grants are to organisations with which our trustees are associated.

Trustees who sit on the awards committee withdraw from all decisions regarding grants to any organisation, or individual within the organisation, with which they are associated and so cannot influence these decisions in any way.

A summary of the grants awarded to organisations, or individuals within the organisation, associated with our trustees is given below. The total value of all grants awarded in the year is disclosed in note 4.

Hospice UK's member hospices also benefit from funding through our national corporate partnerships and our payroll giving scheme. The total value of all local hospice donations in the year is disclosed in note 3.

St Andrews
Hospice of the Good Shepherd
Dorothy House Hospice Care
Arthur Rank
Teeside
Saint Michael's Hospice (Harrogate)
North Devon Hospice
Naomi House and Jacksplace Hospices
Total		 5
4
4
13
4
7
4
4
Number of
grants		 £'000
273
146
908
538
129
883
340
54
Value of
grants		 £'000
-
1
-
-
-
1
-
1
Hospice
Donations		 2022
2021
£'000
£'000
273
1,245
147
437
908
2,686
538
863
129
632
884
1,626
340
1,427
55
1,197
3,274
10,113
45 3,271 3

Hospice UK paid the cost of travel and expenses incurred by Trustees whilst fulfilling their duties to Hospice UK. This includes the reimbursement of expenses totalling £1k (2021: £nil) for trustees.

Following an open tender process, the group commissioned St Michaels Hospice Harrogate to provide a national telephone support line for NHS staff and other care workers. A trustee of Hospice UK is the Chief Executive of St Michaels Harrogate. £198k was paid to St Michaels Harrogate for providing this service during the year (2021: £270k)

55

Hospice UK Annual report and financial statements – 31 March 2022

17. Related party transactions (continued)

b) Worldwide Hospice and Palliative Care Alliance (WHPCA)

The Acting CEO of Hospice UK, Craig Duncan, is a trustee of the Worldwide Hospice and Palliative Care Alliance (WHPCA), a charity registered in the UK.

Hospice UK provided various services to WHPCA, including financial and payroll processing, and financial management and reporting support, charged at £9k (2021: £11k).

At the end of the year Hospice UK owed £8k to WHPCA (2021: Hospice UK owed £20k to WHPCA).

The Trustees do not consider WHPCA to be a subsidiary or an associate and the results and net assets of WHPCA have not been included in the group accounts.

There were no other related party transactions in the year.

18. Operating lease commitments

Net income for the year for the Group are stated after charging operating lease payments on equipment of £43k (2021: £40k)

The total future minimum lease payments under non-cancellable operating leases are as follows:

2022 2021 2021
£'000 £'000 £'000
No later than one year 43 40 40
Later than one year and not later than five years 0 6 6

56

Hospice UK

Annual report and financial statements – 31 March 2022

19. Ultimate controlling party

There is no overall controlling party.

20. Post balance sheet events

There were no post balance sheet events.

21. Contingent Assets

The charity has been notified of a number of potential legacies which do not meet the conditions for recognition as income at the balance sheet date. The value of these gifts is uncertain, but is esimated at £1.3M (2020/21: £1.5M) The charity is extremely grateful to all the generous donors who support it through gifts in wills.

57

Hospice UK Annual report and financial statements – 31 March 2022

22. Consolidated statement of financial activities

(Incorporating an income and expenditure account) For the year ended 31 March 2021

Income
Donations and legacies:
Funds raised for Hospice UK
Government grants to support COVID response
Funds raised for independent hospices
Income from other trading activities
The Coronavirus Job Retention Scheme Income
Investment income
Income from charitable activities:
Supporting those providing hospice care
Total income
Expenditure
Expenditure on charitable activities:
Extend our Reach
Tackle Inequality
Work with Communities
Empower a Strong Hospice Sector
COVID-19 response in England
Costs of raising funds
Total expenditure
Unrealised (losses)/gains
Net income for the year
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
Net (expenditure)/income before
(losses)/gains on investments		 Unrestricted Funds Unrestricted Funds Restricted
Funds
£'000
1,552
257,808
165
306
-
-
-		 2021
Total
£'000
5,125
257,808
165
349
172
107
628
General
£'000
3,573
-
-
43
172
107
628		 Designated
£'000
-
-
-
-
-
-
-
4,523
778
244
963
259
61
1,088		 -
13
8
8
10
8
16		 259,831
409
586
38
973
258,102
-		 264,355
1,200
838
1,009
1,242
258,171
0
1,104
3,393 63 260,108 263,564
1,130
406		 (63)
-		 (277)
-		 791
406
1,536 (63) (277) 1,197
1,536 (63) (277) 1,197
2,350 2,817 1,200 6,367
3,886 2,754 923 7,564

58