Greenwich & Bexley Community Hospice GREENWICH & BEXLEY COMMUNITY HOSPICE LIMITED (A charltable company limited by guarantee) FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Company Number.. 2747475 Registered Charity Number". 1017406 Greenwich & Bexley Communlty Hospice CONTENTS Page Reference and adminislralive details Trustees, Report Report of the Auditors Consolidated Statement of Financial Aclivf(ies 32 Consolidated Balance Sheet 33 Consolidated Cash Flow Slatemgnt 34 Notes lo the Financial Slalemenls 35 Greenwich & Bexley Community Hospice REFERENCE AND ADMINISTRATIVE DETAILS Directors and Trustees Mr5 Ruth Russell.. Chair, also Chair of Quality & Safety Committee •0+ *) Mr Tim Gulleridge." Deputy Chair Mr David Allerbury Thomas@OHon Treasurerl Chair of Finance and Investm8nt Commillees.. o+%- Mr Gerald Pelers.. Company Secretary Ms Lekshmi Babaruja lappoinled November 20201 Mr Tim Barnes QC . Iresigned November 20201 Mr Simon Di Marino + Ms Paula Keats.. Chair of Remuneration Commillee •0% Mrs Estelle Kerridge Mrs Mairead O'Reilly Ms Rebecca Middleton Dr Mary-clare Parker . Mr Peter Sowden o%0 Mrs Komal Whittaker-Axon lappoinled November 2D201 lappoinled November 20201 (appointed November 20201 {resigned November 2020) lappoinled November 2020) Non Truste6 Subcommlttee Memberl Advlsor Mr Alan Powell + Members of Board Sub Committeos Qualrty & Safely Committe& G Finance Committee + Investment Committee Remuneration Cotnmillee ) Recovery and Transformation Programme Board Chief Executiv Senior Leadership Team Ms Kate Heaps.. Chair, Recovery and Transformation Programme Board Mr Justice Allotey (resigned September 20201 Mr Victor D'Arcy-Smilh (appointed November 2020) Ms Wendy Lethe Mr Jon Devlin Dr Brendan O'Neill Ms Aneta Saunders Mrs Susan Smyth (resigned November 2020} Registered Manager Ms Ellen Tumelly Registered Office 185 Boslall Hill Abbey Wood London SE2 OGB Bankers National Westminster Bank Ltd 1 Townley Road Bexleyheath Kent DA6 7JG Auditors Haysmacinlyre LLP 10 Queen Street Place London EC4R 1AG R&gistered Charity Number 1017406 Company Number 2747475 Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 The Board of Trustees present their report and the consolidated financial slalemenls of Greenwich & Bexley Community Hospi¢e Limitecs IGBCHI for the year ended 31 March 2021. The financial slalemenls have been p￿pared in accordance with the Slalemenl of Recommended Practice for Charities ISORP 20151 (Second Edition. effective 1 January 20191, applicable law and the Charity's governing document. STRATEGIC REPORT OBJECTIVES AND ACTIVITIES The Charity's public benefit as sel out in the objects clause in ils Articles of Association is for the relief of P8in and suffering among the ill, the provision, managemenl and mainlenance of a hospice and associated community and outreach seNices for ￿Ople with life limiting illness and Ihgir families and fri8nds, the protection and preseNation of the he8lth of those amecled by bereavement and Ihe advanc8menl of educalion of professionals and Ihe public in the ￿ller of pain and suffering. Al Greenwich & Bexl8y Community Hospice. we believe that every dying person in Greenwich and Bexley should have the best care, support and quality of life possible and that oui role is lo lead the way by giving expert care, support and edu¢alion lo people with leminal illness, their families, friends and professional carers We do this by responding lo the needs of our community, supporting people who have incurable diseases such as cancer, heart failure, respiratory disease, neurological conditions and advanced dementia. Our services and support extend otjlside of the Hospice inpalienl unit and oulpaliènt services, in patients. homes, care homes, prisons and in hospital. Our staff work in our own services and in partnership with other health and care organisalions lo help people maintain Connections with their community and lo maximise their quality of life. Public Benefit The Trustees have paid due regard lo the guidance provided by the Charity Commission on Public Beneftt. They are assured that the aims and objectives, along with the outcomes of the activities of the Charity have mel the Public Ben&fil requirement and acknowledge the generosity of ils supporters who have enabled the public lo benefit from the Charity's activities. This Trijslees ￿port demonslrales how this was achieved. The Coronavlrus Pandemic Al the beginning of 2020121, the Coronavirus pandemic was only just starting lo develop, and nobody had a real understanding of how much influence il would have globally. As the nation began lo prepare for a national bckdown, the hospice invoked ils pand8mic policy and our business conlinuily plan was implemented. All aspects of our Charity were significantly impacted by the psndemic with our hospice services providing care and support lo those who were directly and indirectly impacted by COVID-19 and our support serVi￿S and income generation activities having lo adapt lo resporbd lo the challenges of lockdown and remote working. The board and hospice slafl have worked together lo maintain operations throughout the last year and due lo hard work in fundraising and the government rescue packages available, our hospice remains in a reasonable financial position. Not only have we survived, bul we have seen unpre¢edenled change in our own organisalion, across health and social eare and throughout society. Whilst thi5 has had ils challenges. there have been definite opportunities which we are Capilalising on to sustain and strengthen our charity and the services we provide to our community. 11 would have been a missed opportunity to return to life as il was pre COVID-19, and instead we are using the experience of the pandemic as a ¢alalysl for positive change. Although the future remains qijile uncertain with regard COVID-19, the progress made through vaccine roll-out gives us some Cause for optimism and we are now planning for the recovery phase of the pandemic, with a cautious eye on possible future waves of infe¢lion and potential lockdowns. OLJr future planning includes a scenario Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 l¢ontinuedl OBJECTIVES AND ACTIVITIES Icontinuedl where there remains an increased need for palliative and end of life servic&s, with anlicipaled increases of deaths from cancer as a result of delays in presentation and treatment over the last 12 months. One positive is that end of life and bereav8ment issues ale now being seen as everyone's responsibility in the post- COV1D world and we are working with system partners lo maintain additional community capacily, focussing on 'home-lirsl' and 'virtual by default, in service design. As a result of the uncertainty prosenled by the developin9 pandemic, we chose not lo develop a new long term slralegy bul instead lo develop a shorter term, Recovery and Transformation ProgTrmme for the next 18 months. Further infomalion about this programme is presented below. Our Strategy IRecovery and Transformation Programmel Our previous Ihree-year strategy sel out the organisalion's direction and plans lo ensure our Charity continued to respond to the growing and diverse needs of OUT community, adapted lo opportunities and challenges and remained linanGially sustainable. The strategy had 3 cross culling threads running through an open and supportive organisalional culture., valuing diversity and qualrty care when il Counts As well as 4 core themes.. building partnerships, networks and Community., sustainability, efFiciency and innovation,. developing and retaining our workforce and generating sufficient income lo safely meet demand and quality requirements Our new Recovery and Transformation Programme IRTPI focuses on seven prioTily areas. identified and crysl811ised by the COVID-19 experience. 1. Service Transformation 2. Refreshing Volunteering 3. Staff Wellbeing and Development 4. Equality, Diversity and Inclusion The programme will help us duiing this lime of signili¢anl residual uncertainly to make progress towards achieving our vision, respond to opportunities and become more resilient to future threats.11 aims ID help us develop our longer-lerm strategy. 5. Retail and Commercial Development 6. Fundraising Development 7. Stakeholder Engagement Tho table below gives an overview of some of the progress made lo dale: Work stream Servi¢e Transformation Pro ress Agreed to close current model of Day Hospice permanently Recruitment of Wellbeing Support Worker Review of Counselling SeNice- development of Bereavement HelpPoinl and new model of sessional Counsellois Development of Hospice's role in System 'Home First Model, Expansion of Social Work Team Development of Nursing Associate Role in IPU Dis¢harge Coordinator recrurtment in Hospice Hospital Team Conlinualion of 7 day Care Coordination service Invoslmenl in Care Homes Team Secondmenl of Physiolherapisls to Oxleas, Lung team Shared Senior Medical support with St Christopherfs Hospice Appointed Nesla lo support development of long term vision and strategy Appointed digital consultant lo support digital elements of service transformal￿n Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnuedl OBJECTIVES AND ACTIVITIES Icontinuedl Refreshing Volunteering Review of all volunteer roles across the Hospice Review of motivation of existing and potential volunteers Development of six volunteering 'lamilies' Review of training for volunteers and managers of volunteers Expansion of Compassionate Neighbours scheme Review of volunteering database Review of su ort and communication with volunleeTS Slafl survey- post phase 1 of pandemic, specifically re wellbeing and post wellbeing month st8ff wellbeing month planned with Sl Christopher's Hospice funded by SELCCG Launch of Work In Confidence- whistleblowing platform Link lo SE London Wellbeing portal Review of Staff awards programme Wellbeing sessions ad hocl via external supporters Ongoing training and development available for all st8ff Conlinualion of free meals for hos ice based staff Development of E,D&I ViSiDn' and action plan Review of recruitment procedures- blind recruilmenl through CIPHR HR platform Unconscious bias training across 500A hospice (plan lo provide lo all slaffj Link with SE London PeDple board E.D&l work Celebration for specific festivals including Black History Month and Pride Month oin Communil Develo ment work Appointed retail consuttanl lo advise future structure and strategy Review of leases across retail network H&S audit of network Implemenlalion ol H&S action plan Refurbishment of 2 retail uni18 Restructure ol warehouse and logistics operation Review of GDPR compliance and Gift Aid Processes Expansion of e-commerce operations Re¢ruilment of Head of Retail Review of regular retail communications Agreement lo establish a Trading Board and recruilmenl of Iwo Trading Non-Executive Dir&¢lors Launch of emergency appeal Development of virtual events programme Review of individual giving and supporterjourney Investment in community fundraising Review of GDPR compliance Review and dèvelo ment of use of Fundraisin Stall Wellbeing and Development Equality, Diversity and Inclusion Retail and Commercial Development Fundraising Development database The Hospice aims lo develop a culture which values ils staff and palienlsl clients and ils local Community and to have a system in place which proactively promotes in¢lusitsn and eqLJalily for all as well as embracing diversity. We aim lo integrate equality, diversity and inclusion in everything that we do, so that il is embedded in our daily practice. Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2020 Icontinuedl OBJECTIVES AND ACTIVITIES Icontinuedl Stakeholder Engagement Eslablishmenl of regular face to face and virtual 'lime lo talk. meetings Recruilmenl of Head of Communications and Markaling Development of brand Commissioned digital marketing agency to increasel improve digital marketing Review of internal communications Lar e scale stakeholder surve conducted b Nesta lo inform strat During the height of the pandemic, we made some changes lo our governan¢e structure lo ensure continued board oversight and assurance. as well as lo provide support lo the Chief Executive and her senior18adership team. As we move back lo 'business as usual,, we have reviewed the structure again and will continue to implement our planned changes throughout 2021r22. Hospice SeNlces Greenwich & Bexley Community H05pi¢e offers a number of serwces based within and working from our main Hospice building. We were13sI inspected by the Care Quality Commission in 2018, when we a¢hiev8d an overall rating of 'Good' and a rating of 'Oulstanding' in the responsiveness domain. SeNices in the Hospice building Our inpatient unil, caring for and supporting people who have symptom control needs, complex psychological support needs. respite needs or end of life care needs. The team also provide significant support lo the families and friends of those who we care for. Our outpatient service5 SUPPOrt people who remain al home bul are able lo travel lo thè hospice for rehabilitation. ambulatory Irealmenls and Dutpalienl review as well as complementary and creative therapies. Our rehabilitation team work with patients in all Hospice servic&s lo maintain or develop independence and develop strategies to manage symptoms such as fatigue and breathlessness. Our bereavement and counselling service gives emolDnal support and counselling lo people with adVan￿d illness and their families and friends before and after bereavement, face to face individually, In groups and over the lelephono. The Hospice's Chaplaincy service provides spiritual support to patients across all settings when requested. Services In the Community The hospice's Community Services provide specialist palliative care across Greenwch and Bexley Boroughs. Clinical Nurse Specialists. Doclois and Allied Health Professionals visit people in their ow homes, in care homes and in the local prisons., giving holistic care, advice and support lo them and their network of informal support as well as to the other community staff IGPS, District Nurses elc.) involved in their care, In Greenwich, we also provide a fully integrated care coordination. Hospice@Home and nursing service, providing praclical and personal Care around the clock in patient's own homes. Since the beginning of the Coronavirus pandemic, the hospicg has also delivered personal care lo residents in Bexley through a spot purchased arrangement. The Hospice Soclal Worker and volunteer Benefits Advisors work with patients lo access benefits and grants as well as lo try lo resolve housing issues and gel help with Complex children and family needs or safeguarding concerns. Our network of Community voluntèers increasingly also supports people in their own homes, and includes volunteers who are trained lo support people to plan for their future care needs as well as volunteers who provide compassion, companionship and practical support. these volunteers are called Compassionate Neighbours. Our outpatiettt setvices w@r@ Suspended ID March 2020 due to the f.oronavirus pandemic During the pandE￿ie th18 sèrvLcé reverted eo vjrtual and telephone Contact onLy Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinugdl OBJECTIVES AND ACHIEVEMENTS Icontinuedl Services in the Hospital The Hospice Team at Queon Ellzabeth Hospltal. Woolwich, trains and advises hospf(al staff on end of life care and symptom control issues as well as supporting patients and their families directly, helping to ensure that their wishes lor care are mel and supporting patients lo be discharged home, or lo a care home or the Hospice Whe￿ this is appropriate. In 2020 the Hospice expanded the hours ol operation DI this setvice from six lo seven days a week. Education and Care Homes Support Through our involvement in the Hosplce Educatlon and Learning Partnership IHELPI. our team provides bespoke and programmed training lo nurses, doctors and other health and social care professionals as well as providing support and facililalion lo staff, patients and families in care homes. HELP is a partnership between our own hospice and Sl ChristDpher's Hospice. Progress on Hosplce Strategy and Prlorlties for Improvement during thg Coronavirus Pandemic Despite the challenges presented by the Coronavirus Pandemic, our Hospice achieved a huge amount in 2020121. Much of what we achieved was related lo maintaining business conlinuily throughout our services as opposed lo explicitly about meeting our strategic prioiilies bul whe[8 the situation presented challenges, we viewed them as opportunities lo improve and in doing so were able lo achieve a number of strategic goals. Business Continui nd Infec ion Pr vention We tested our busine55 conlinuily plan and pandemic preparedness to the extreme at the beginning of the pandemic, bul with the Changes we made we were able lo protect our'mission critical, services and support more people than ever before. We established a Hospice-wide pandemic planning group who mel regularly, responding lo new legislation and guidan￿ on an almost daily basis al first. Our clinical leads established a seven-day a week working rola lo supplement OLJr manager on call rota, enabling management support in person in the building Ihroughoul the whole week. This was reassuring for staff and enabled timely decision-making. We reviewed our Board and subcommillee limelable and established a Pandemic Crisis Board and Finance Meeting, standing down all othsr Committees for the first half ol the year. This enabled operational managers to fo¢us on maintaining our servi¢e and supporting staff and continued lo assure the Board around our financial Stabil￿Y, workforce wellbeing arid resilience, response lo the pandemic and quality and safely of our services. Our Chair and Chief Executive had meetings al least weekly and liaised with other Board members as necessary, this included establishing a depulising slruGlure for board members lo ensure business continuity for governance and assurance. We worked to reduce face-lo-face contact between staff and belwoen staff and patients where this was appropriate. Many patients were shielding and reluclanl lo have home visits, so adaplalion was required lo enable consistent SUPPDrt (see below). Our oulpalienl services were closed for much of the year as we fell they presented an unnecessary risk to patients and staff and having closed our day hospi¢e in March 2020, we have made the decisitsn not lo reopen il in its current formal. As we begin lo build our oulpalienl setvices back, developing a new wellbeing offer with smaller focused groups and mullidis¢iplinary clinics. Our Registered Managerl Infection Prevention Lead led on all aspe¢ls of infection risk management with support from the pandemic planning group, our HR department and Eslales Team. This led lo complete segregation of our inpalienl unil and staff from the rest ol the hospi¢e. community staff forming 'bubbles' lo be in the office or work from home and complete as6essmenl of the rest of the hospice workforce lo enable a COVID-secure environment with a large proportion of support staff working frorn home for much of the year. We ceased the use of any agency staff completely al the beginning of the pandemic and asked for assurances from any bank staff that they were not working in any other environments. Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 WiARCH 2021 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl We have been diligent with barrier nursing for new admissions and patients suspected with COVID, but only managed lo gel lesling for our inpatients in May 2020, closely followed by staff PCR lesling from July. Testing in the ¢ommunily came later which resulted in a number ol patients we were nursing with presumed COVID with the appropriate infection control measures in pl8¢e. Unfortunately, this was later than wè would have liked and may have caused some staff lo have lo self-isolale for longer than necessary or for them lo be al work asymplomali¢ with COVID. Our va￿inatIon programm& for staff began in December 2020, unfortunately, too late for the highly infectious Kent variant and this resulted in 250/0 of staff being off sickl self-isolating over Christmas and New Year. We had a short closure of our inpalienl unil during this lime and Worked with Sl Christopher's Hospice to support anyone who needed an admission in these lew days. We implemented national guidance to restrict visitors lo our inpalienl unit during this lime and inevitably, this influenced the number of patients who ¢hoso lo come lo an inpalienl f8cilily as opposed lo remaining al home. Reslricling visitors is very much In opposition lo the Hospice ethos of home from home and holistic patient and family Care. This placed a burden on patients and staff alike, OLJr team worked hard lo maintain family bonds through use of FaceTime and Skype as well as using keepsakes such as knilled htrarts to tsha￿ with relatives who could not be with their loved ones in their final days. We were extremely relieved when lateral flow device testing for visitors became available and have been gradually able lo reduce reslriclions in line wilh guidance. Al first, this was challenging due lo the workforce burden of coriducling lesls on up lo 30 visitors a day, bul this has eased significantly wth the public availability of tests. We continue lo carry out individual risk assessments for all staff and have supported staff during shielding to work from home where possible. Particular allenlion has been paid lo ensuring those who were thought to be at greater risk due lo their elhnicily were completely comfortable with their face-lo-fa¢e work, using a greater level of protection than guidelines suggest le.g. FFP3 masks) il necessary. At the beginning of the pandemic, il was impossible lo access adequate PPE for staff through the usual channels, and we are extremely grateful for donated PPE. Our community, supporters, friends and neighbours made scrubs for staff lo work in and schcK)Is, vets and be8uly parlours donated goggles, gloves, masks and aprons. When a national hospice supply became possible from the government, GBCH stepped up and became a PPE distribution hub for London and Kent hospices. Thi5 supply has been vital whilst the supply chain for PPE has continued lo be a challenge and has also been a significant contribution in financial leims (see note 11. The supply has continued throughout and we were fortunate lo have support from volunteers and staff to ensure that not only were PPE orders prepared, bul that they were delivered to 17 other hospices up until December 2020. Partnershi wor We were grateful to our own redeployed staff who showed flexibility working in other areas of the hospice at limes of peak demalldl slafling difficulty. We are also grateful lo DemeSz8 Hospice who enabled a staff member to join the HOSpi￿@Home team for several weeks at the beginning of the pandemic. Through these secondmenls, staff learned from one another and g8ined a bellef understanding of the patient pathway. For example, our physiolherapisls were redeployed for several months lo support with staffing our inpatient unil and at the end of the year,. they were seconded on a part lime basis lo the respiratory team al Oxleas NHS Foundation Trust, working in the team lo support patients who could benefit from a palliative approach, We were also able lo negoliale an extension into Bexley for our subcontracted rapid response service, lo support night Distri¢l Nursing In Bexley (Oxleas NHSFTI al limes of peak demandlslaffing challenges. Our partnership approach continued throughout the year with al least twice weekly participation in the Greenwich and Bexley 'Syslem' wide COVID operational group 'Re5plendent'. Through this group, we proactively participated in Problem solving across orgalli58tions, as well as gelling support when the Hospice needed il from partners. We have ¢ollaboralively worked with partners to draft plans for additional COVID and winter funding, ensuring that we considered the needs of people approaching the end of their lives in these plans. Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinued) At the beoinning of the p8ndpmir. WSA. eonvened s Greenwich gnd B8xloy 'Bronze' levcl End ol Life group with all partners, chaired by our Chief Executive. This group now has CCG programme management support and is embedded in system development governance slrucluies. In July 2020 we launched a new collaborative proje¢l the Greenwich and Bexley Bereavement HelpPoinl htt ..11 bbereavemenl.or I working with other local bereavement charities. the NHS and local authorities lo ensure that those who were bereaved during the pandemic had responsive access lo a wide range of responsive support. Al the end of the year. we were busy planning lor a system wid& approach lo dwng mallers waek, as well as focusin9 on improving uptake of advance care planning and exploring how the group can improve L3ck of access lo services from some groups. Our partnership with St Chrislopherfs has grown throughout this last year, we continue lo develop our rehabililalion service and now have a joint appointment for an Occupational Therapist,. following the relocation of one of our Medical Consultants they are now providing Senior med￿al support lo our inpalienl unil and collaborating on our second on call rola. We have also provided mutual aid during closures in our respe¢live inpalienl facilities. We developed our role in the Bexley voluntary sector consortium 'OneBexley' during the year and as prime contractor were successful in securing a 6-monlh contract Ilaler exténded) to provide adu￿ social care assessment and reviews for Bexley residents. This has helped develop mutual understanding of our services across the partnership and we are beginning lo see benefits for those who are approaching end of life through referrals coming direct from partners. Others k)oked lo our hospice lo provide guidance, especially in the early stages of the pandemic. We worked with the CCG and other psychological support servicèg lo produce guidance and advice for staff working in care homes and have been funded for a care homes nurse in Greenwich lo supplement our Bexley resource. We worked with SE London palliative and primary care colleagues lo develop symptom control guidance for a new. unknown disease, respondirhg trj tiviflpnrts as soon s$ it becamo $vailablo. New wa s of workin Clinical staff adapted lo working from home where appropriat&. inAVitAhly bringing a great deal of sadness Into their personal space through inleraclions with patients being 8UPPOrted on the phone. Our team adapted lo remote and virtual consullalions where necessary lo protect staff and patients with the majority oflhose who had been under our outpatient and day hospice services movino nntn telgphon&lvideo support, we began lo use a video tool, which is Inlegraled into our electronic patient management system. We now have a much greater idea of the potential for using technology with a cohort lover 25 /0) of patients and this learning will be used as we develop new services and we explore thp pntg.ntixl for digital to improv• our quality, reach and responsiveness. This adaplalion was only possible because of the hard work of our IT team who worked with our partners ITRM to roll out new haidware lo all IT users al the beginning of the year. Thefe was significant change in our hospilal-based team too, ¥Mlh a grealor emphasis on discharge from hospital, our team were asked lo conduct all assessments for patients eligible for fgsl-lrack care. This change was perhaps easier for GBCH staff than for oth&r hospital specialist palliative care teams as we have the experience of our Greenwich Care Partnership service, however il was a significant increase in workload. The team also worked remotely for much of the lime, advising ward staff about symptom management and developing bile size training packages. We are pleased lo report that following inveslrnenl from our CCGS and successful recruilmenl lo the team, we now have a seven-day servic& in our hospital team. Our care management service Ilhe front door of the Greenwich Care Partneiship service) also operated seven days a week throughout much of the year lo respond lo the increased need for Hospice@Home care. Following a successful pilot in 2019120, we were able lo apply our learning lo continue providing Hospi¢8@Home support for residents of Bexley (funded on a spot purchase basis). This has accounted for a large part of the increase in patients cared for by this team and we are hopeful that this option will continue on an ongoing basis. Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl OBJECTIVES AND ACHIEVEMENTS l¢ontinuedl In November, we began a staff consultation. which focussed mainly on our income generation activities, bul in our clinical services, il resulted in permanent redeployment of day hospice staff lo our community team and a reduction in the number of paid subslanlive counsellors. Because of the learning from our partnership with other bereavement services, we have invested in a team leader role and will be recruiting lo paid and voluntary positions, which provide more flexible hours of operation. It was not just our staff who adapted through the pandemic. our volunteering team had lo work differently too. As we invoked the business conlinuily plan, we effectively 'furloughed' 95010 of volunteer5 from their normal roles. A large number Tetrained and were redeployed. theywerejoined by a group of newvolunleers who trained as Gompassionale neighbours and sel about supporting patients at home virtually or in person as well as carrying out practical tasks such as doing shopping and Collecting prescriptions. Education Through our partnership with St Christopher's Hospice, the Hospice Education and Learning Partnership provided a significant amount of training in response lo the pandemic through 2020r21. Thi5 included a series of freely available webinars, as well as sorne laTgeled training for GPS, community nurses. hospital staff, local care homes and the NHS Nightingale Hospital (London). We began a programme of Project ECHO sessions for Greenwich and Bexley Care Homes, which routinely allracl 30 attendees to the live session, with opportunity for playback for those unable to attend. Stsff Wellbein There is no doubl that 2020121 has put a huge amount of stress on ourwhole staff team. They have learned new ways of working, worked long hours and been fearful of protecting their own health as well as the health of their own loved ones. There is no way to repay this lo the team and il is difficult for our many Ihankyous not just to sound like a plalilude. What is Glear is that the whole team has grown because of the pandemic.. we are clearer than ever before of our role in the healthcare system and ol why and how our charilabk purpose is so important and makes such a difference lo the lives of local people. The community stepped up with incredible support, donating lo our emergency appeal and giving comfort pack5 to staff. This provided a much need morale boost on many difficult days. We established weekly face to face and video linked 'lime lo talk, sessions. held in the grounds of the hospice and via Zoom for staff working from home orwho were furloughed. These sessions provided space lo share worries and anxieties as well as good news. and boosted morale on many occasv)ns. We awarded the team small tokens of gralilude including addiliDnal leave and the Chief Executive and Chair wrote lellers of thanks lo staff and their families. Following investment from SELCCG we are planning a joint staff wellbeing month with St Christopher's Hospice. '1 have worked al th& Hospice for the last fourand a half years ..... I have always felt prwileged to be part of Ihe team, and Ihoroughly enjoy doing the work that we do. The lastyo&r h8s been incredibly challenging &1 lim&s, and very worrying not just for ourselves but for ourcolleagues and our f8milies. l ￿ad yourcard out lo my 88-year-old Mum, who is shielding. She is very frail, blind and has numerous health issues. l am not in my Mums bubble due lo Ihe naluTr of Ihe work l (Jo, and because my brother slopp8d up for that role, but I speak lo her regularty and have on occasion been able lo meet her at distanc8 outside. l jusl wanted lo let you know her reaclion lo Ihe lovely card you senl. Mum has worriod continuously about myself and olherfflembers of my family during this pandemic and al limes has been qtjile overwhelmed. This lime she WEJS oVe￿helmed because of Ihe kindness of yourcommenls. Il's nol always easy explaining lo an 88-year-old lady why she can't see l?erd&ughler. I think she sees things bil clearer i?ow. So thank you again. Thank you email from member of staff Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl It is not possible lo look b8ck al 2020121 wilhoul reflecting on the global impact c>f George Floyd's murder. We look time out lo reflect on how the Hospice approached equality, diversity and inclusion IEDII and provioled a forum for staff lo share their experiences. This work is helping lo inform the work of our EDI woik stream of the recovery and tiansformalion progiamme. Though not scheduled for the year, we decided lo conduct a spot survey of staff after the first phase of Ihe pandemic. The findings were largely positive recognising that although il had been a challenging lime, the HOsp￿e and ils leadership team had done all il could lo support staff wellbeing. We installed a new whistleblowing platform Worklnconfidence during the year and this will enable us lo continue lo run spot surveys as well as an annual staff sujvey. We plan lo use spot survey8 lo support our recovery and Iransformalion programme. Investment in Information Technolo The Hospice upgraded almost all of ils IT hardware in 2020121 to bring ils eqLFipmenl up lo dale and lo enable a move from obsolete Windows applications lo Microsoft 365. This went some way towards improving our resilience lo potential cyber-attacks and the greater funclionalily and portability supported staff who were working from home as well as supporting our increased use ol digital technology in our care and support functions. We are planning lo work with OLJr IT partner ITRM lo upgrade any remaining hardware in 2021122, including moving on premises servers into the 'cloud'. Financial Sustairbabilil The pandemic and accompanying lockdowns brought particular challenges lo our hospice finances. Throughout the year, we faced immense uncertainty and we adapted and developed our plans accordingly. The most signifi'cant negative impact was on our trading incorne, our shops were Closed by a larg6 part of the year whiGh inevitably reduced sales. We used the opportLJnVcy of our shops being closed lo Garry out much needed refurbishments and updates lo retail strategy. Most retail staff were furloughed and the hospi￿ Board agreed lo'lop up, these staff s salaries lo 1 OO¥D. Retail costs were for the large part, covered by Hospitality, Retail and Leisure Grants from our lo¢al authorities and furlough payments from HMRC. Our fundraising plarbs wele also 91gnificanlly disrupted in the year. Unlike many charities, we made the de¢ision not lo furlough our fundraising team and instead they worked flexibly to support other areas of the hospice operation, as well as adapting their plans lo take the majority of fundraising More detail on these areas is provided later in the report. CARE ACTIVITY Between April 2020 and March 2021, 2269 people were referred to the Hospice and 653 patients had their care ongoing, leading lo a lolal 2,922 unique patients cared for in 2020121. People usually re￿1ve services from more than one Hospi¢e service. H05plce Based Setvlces Inpatient Care In 2020121 we provided care for 257 patients within Woodlands, our Inpatient Unil1282 in 20191201. Overall our occupancy level was only 6301.12019r20 88ohi this change is largely due lo COVID-fj9 which impacted the number of patients admitted and overall length of slay, as many patients chose to remain al home surrounded by family, rather than allending the hospi¢e which had necessary reslriclions on visitors. Patients are referred lor inpalienl care for pain and symptom control, terminal care, complex psychological support and respite care. 10 Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 (continued} OBJECTIVES AND ACHIEVEMENTS Icontinuedl For some patients their symptoms become hard lo manage and require specialist assessment, support and treatment. These patients will slay wlh us to enable the mulli4isciplinary team to assess their condilion and if necessary, modify their medication in older lo relieve pain and other symptoms, bafore discharge back home. The trend for less patients being discharged al the end of their stay continued with only 26tsA of patients who stayed in the Hospice in 2020121 being discharged home12019120 25tsAI. Some people whose illness has reached the final stages choose to come lo the hospice for terminal care.. these patients are offered Compassionate nursing and medical care so they can achieve the best quality of life during their ftnal days. To ensure the prolecliorb of patients on our inpalienl unil, Woodlands remained segregated from the rest of thè Hospice Ihioughoul the year. As a result, our inpalienl slafl have been entering and exiling the unit Ihrough a separate roule and taking their breaks on the unit. We have had 8 variety of visiting restrictions during this lime. and have seen changes in referral pallerns because of Ihe pandemic. The direct cost of providing care in the Inpalienl Unit in 2020121 was £1,445,11512019120 £1,411,850). The reason for this 20/0 increase was due lo annual salary increases for staff orb the unil. Case Study: One woman the Hospice was caring for became voryillat home and was urgently taken to hospital. Sadly, her health suddenly deteriorated but because the hospital was In full lockdown, she could not have any vlsltors. She was alone withoutany famlly, and most tragically- without her husband. Hospice consultant, Brendan, worked closely with hospital doctors $0 that she could be moved to the Hospice, where herhusband could bè with her. This meant she could hold her husband's hand, they could tell one another how much they loved each other, and make preelous memorles in their final days together. More importantly, they were able to say goodbye. Every patient we cared for at the Hosplce or at homg, meant one potentialty life-saving bgd freg for a person with COWD-19. Outpatient Services Due lo the vulnerabilities of our Day HospKe patient group, the Hospice had lo suspend Day Hospice al the end of the yearlo protect patients from any risk of the Coronavirus. Throughout the pandemicwe sought new and innovative ways to provide support lo shielding patients with stable symptoms, including telephone and video support provided by staff and trained volunteers and distribution of 'busy bags, lo provide people with aclivilEs to keep them active and occupied. Rehabilitation The Hospice rehabilitation team, comprising 2 Physiotherapists and an Occupational Therapist, work with our nurses and doctors lo enhsnce the skills of the multi-disciplinary team and encourage a rehabilitative approach across all of our setvices. Our loam are working lo develop this service, embedding a rehabililalive approach throughout all areas of the Hospice and working with a small number of rehabililalion volunteers who support their work. During the p8ndemi¢ because our therapists were not initially able lo see patients fa￿ lo face for rehabililalion, they were seconded lo work on our inpatient unil, which enabled the sharing of their knowledge and skills as well as bolsterin9 the team. They are now back working in the gym and remotely using COVID-19 secure practices working 1-1 with patients. We have made the deCiS￿n through our Service TTansformalion work that we will not reintroduce Shornells Day Hospice in ils previous formal. Instead, the team are in the process of developing a number of outpatient clinics and drop in wellbeing aclivilies, which we will start when COVID-19 allows. Slaflwho were formally employed in this have been redeployed lo work in our community sorvices. Greenwich & Bexley Communlty Hosplce TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2020 Icontinued ACHIEVEMENTS AND PERFORMANCE (Gontinuedl Social, Psychologlcal and Spiritual Care The Hospice endeavours lo meet all the needs of ils patients whether they are physical, emotional or spiritual. Our counsellors, social worker. chaplains and volunteers help other members of the team lo ensure that we meet the holistic needs of patients and Ihoir families and friends. During the Course of this year, we Continued lo offer one lo one ¢ounselling support virtually via telephone and video. We offer counselling to patients, relatives and carers, before and following bereavement for relatives. Where appropriate. we pass on referrals to other partners through our newly established Greenwich & Bexley Bereavement HelpPoinl. In total in 2020121, our counselling team carried out 2,516 aclivilies. In De¢ember 2020, we made some structural changes lo the way that we manage the counselling service and appointed lo a new role of a Bereavement and Counselling Coordinator. Going forward we plan lo have paid and volunteer counsellors on a sessional basis lo provide a more flexible service and help meet the diverse range of needs of our patients. Our social worker corilinues lo be extrernely busy. supporting 152 patients this year with a variety of issues including complex family work, safeguarding issues, housing, benefit8 and asylum issues. We are hopeful that we will be able lo invest lo develop our Social Work service in 2021122. During the Coronavirus pandemie, we were grateful for the support of many local businesses who provided food and comfort parcels for patients who are less fortunate or who were shielding, these weie distributed by our Social Worker and our volunteers team. Practice Development We continued lo work through HELP, the Hospice Education and Learning Partnership in collaboration with Sl Christopher's Hospice. By working together wè aim lo reach more local health and care staff to enable them lo support more people lo achieve their goal of dying in their own home or Care home focusing on promoting holistic care, dignity, Independen￿ and choice al the end of life as well as developing symptom management and communicalron skills. Al the beginning of the pandemic, we worked lo make all of our education and training on line and virtual, and were askèd lo develop resources for a number of new partners including the London Nightingale Hospital. Communlty Based Setvlces The Hospice offers 24-hour care and support in the community across the London Boroughs of Greenwich and Bexley. In 2020121 our specialist palliative care community team re¢eived 1,594 new referrals11,079 in 2019120, a 48°k increase).. 263 of these patients were supported al some point during their journey via our telephone support service. Of the 1,415 people who died under the care of the hospice (all services), 67°h were able lo die out of hospital161 tsA in 2019120). The most notable growth in activity was In our ¢an¢er caseload, the team supported an additional 382 people with a cancer diagnosis in 2020121, an increase of 32°/9. The direct cost of Specialist Community Care in 2020121 was £949,956 (2019120 £894,S14} the reason for this 6Yo increase was due lo expansion of the team lo meet additional demand and annual salary increases for our staff. Our community team adapted quickly lo woiking on line and via the phone where possible al the beginning of the pandemi¢, necessitated by a wish lo protect shielded patients as w811 as a significant increase in the caseload. We eonlinue lo evaluate and develop this model of support where appropriate as we devek)p our services for the future. The Greenwich Care Partnership continues lo deliver an important element of Hospice community aclivily, led by the Hospice and delivered in partnership with Marie Curie Cancer Cafe and Oxleas NHS Foundation Trust. The lolal cost of the care provided by the Greenwich Care Partnership in 2020121 was £724,547 12019120 £702,846). Throughout 2020121 our team look a leading role in managing the discharg6 process for those facing end of life in Queen Elizabeth Hospital and we were delighted lo be abl8 lo support Bexley residents as well as those we normally support in Greenwich through our Hospice@Home team. In 2020121 the Hospi¢e@Home team supported a lolal D1292 patients. an increase of 50% Dn the previous year. The value of spot purchased packages for Bexley residents, amounted lo £15,418 of earned income. Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 (continued ACHIEVEMENTS AND PERFORMANCE Icontinuedl Case Study: Often, It is the little things that mean the world to someone we carg for. One older lady was dlscharged from hospital and living on her own. Carers from the Hospice visitod three times a day to help her with her meals* getting changed and anything else she neèded. She had a very small appetite and hadn't beèn enjoying herfood. One dayshe mentionèd In passlng thatshe would rèally love lish and chips. rhe next day on their way to vlsit thls lady, our carers stopped to pick up some fish and chips as a surprise lor her- paying with their own money. They knew that because of how frail she was, she wouldn't manage to eat much, but just the smell and the faste of one chip was enough to fulfil that craving and givg her the pleasure of eating something she enjoyed. H05pice Outreach in Hospital Ottrr hospital support team based al Queen Elizabeth Hospital, WOO￿lch, plays an important role in educating and advising hospital professionals as well as supporting patients and their families in hospital. This year our small team made visits to 1,062 palienls1912 in 2019120 16°A increase). This was made possible due to recrvilment lo the team as well as expansion of the service to 7 days a week In October 2020. The dire¢l cost of Hospice Care in the Hosprtal in 2020121 was £345,008 12019120 £298,600} this increase was lor additional staffing to enable the increase in service hours. OneBexley Consortium One Bexley is a consortium of eight chaiilies who have agregd lo work 109elheT for mutual benefit as well as lo improve the lives of Bexley citizens. The consortium includes the Hospice, Bexley Volunl8¥y Services Council, Age UK Bexley, Inspire Community Trust, MIND in Bexley, Carers, Support Bexley, SE London Crossroads Care and Bexley Mencap. In April 2020, OneBexley was awarded a contract lo deliver and transform the way that adult social care is delivered. The consortium is working with the council and partners to ensure that the most vulnerable people in Bexley gel the right kind of care and support. Through the contract, we are aiming for people to.. a. Have care and support that enables them lo live a8 they want to b. Be in Control of planning their own care and support with additional help as required by those who know and care about them Have needs mel effe¢lively, efficiently and qui¢kly d. Facilitate PToaclive and prevenlalive care support rather than reactive and crisis care Greenwich & 8exley Community Hospice is the prime conlraclorfor the OneBexley Pathways Contract and our Chief Executive chairs the One Bexley Programme Board. Through this mechanism the Hospice is hoping that il will be a vehicle lo extend reach. build and ulilise community assets and deliver value for money and quality benefrts to the Hospi￿, the wider system and the Bexley population. REACHING ALL OF OUR COMMUNITY Care bèyond Cancer The Hospice continues lo strive to reach people with a diagnosis olher Ihan cancer, who nationally are often Sess likely to be referred and lo access support from specialist palli8liv8 ¢are services. In previous years we have only reported on one primary diagnosis for each patient, however many of our patients have complex needs and more than one significant diagnosis. Referrals between April 2020 and Maich 2021 in¢luded 109 people referred lo our counsellinglsocial work service only,. we have excluded these clients for the purposes of diagnosis reporting. as many of these will be carers or bereaved family members. Of the remaining patients, 114 did nol have a diagnosis recorded, leaving 2,669 people with al least one recorded diagnosis. raken fix)m LBB pathway5 conlra¢l service spccification120201 Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl The proportion of patients with a cancerdiagnosis was 53Y., 8Vo of patients had a diagnosis of Coronavirus. nosis Patient DlaL_-.- Cancer 1568 Dementia 345 Resplratory condiitons 274 Coronavirus 253 Heart Failure 118 Neurologyconditions ￿ 112 Other cardlova5cularconditions w 65 61 Frailtylold Age • 49 Sepsis m 43 Stroke 37 Liver di5ease/Fallure i J8 All other di3gnoses ￿ 59 200 400 600 800 Ioou 1200 1400 1600 18Q) Se￿ing People of All Ages The Hospice provides care lo anyone with a life limiting i11ness living in the London Boroughs of Greenwich or Bexley who is over the age 01185 The majority of people we care for are over 65. In 2020121, 62Qh of the people we Cared for were over 7512019120 59%) and 33./0 were over 8512019120 131Q/oll. As predicted, w& are seeing the need for care for the °older olct. increasing and we expect this trend lo continue over the next 10-20 years. This is already having an impact on the type of caie we provide as people in the "85 years and over" category are more likely ID have elderly carers or live alone, and may also be more likely lo live in a selling such as a care home or supported hotjsing scheme. In addition, older people are more likely lo have multiple conditions, including dementia, and therefore live with increasing levels of frailty and with more complex needs. We invested in our Wofk in care homes in 2020121 and will Continue to develop this support as part of the R TP. Patient A el Sgx 85+ 1 595 355 75-84 401 65.74 257 290 Female 25-64 305 264 Malè 18-24 10113 0-17 -800 .6(M) -400 .2 200 4DO 600 Addillonally, Children and young peopk a￿ famlly rnembers or close frpnds of those we tsre l(K. reCe￿e supwrt from slgff. partlculady psythologlcal support 8nd S￿al work servlcÈs. Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnued} ACHIEVEMENTS AND PERFORMANCE lcontinuedl Black. Asian and Minority Ethnlc Communities The Hospice continues lo focus Dn ensuring that all groups in our community are aware of our services and to break down the barriers lo accessing our care and support. As part of this strategy, we spend lime with community leaders and groups listening lo thèm about their needs and talking about the Hospic& lo try lo dispel any myths that may dis¢ourage people from accessing our services when they need them. Al the end of 2019r20 we received a grant from the National Lollery to help us accelerate this work, however the pandemi¢ forced us lo scale back our plans to focus on maintaining business ¢onlinuily. In 2020121, the numbers of people accessing our services from all communities increased from 2,145 10 2,922 (by 360/01. Disappointingly, there remains a large number of people for whom their elhnicily was not recorded1838 or 29°kl. For the remaining patients forwhom ethnicity was recorded, ther& is a larger growth in the non While British group {39ts/0 growth year on year) compared lo Ihtswhile British group129Q/o growth). We saw the largest gTOWth in Ihe'whtie Irishlwhile other, and 'Black African, Black Caribbean, Other Black or Black British, categories. We continue have a clear focus on data quality in all areas, bul are particularly focussing on this area as part of our Equality, Diversity and Inclusion work stream of the Recovery and Transformation Programme. Patient Ethnic 21 ID3 White Brit15h 12S White Other (White IrlshNhlle Other) CaribbÈan, Other Wack tsackÈroundl pakistanl, Chlnese, Ban￿adeS￿l, OtherAyanl Omixed IWhit&l6la¢k Car5bbe2Th, White/Olack African. WhitelAsian, otherl 1685 tDother Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 lcontlnuedl ACHIEVEMENTS AND PERFORMANCE l¢ontinued) INCIDENT MANAGEMENTI HEALTH & SAFETY Reporting of clinical incidents is embedded into the routine business of the Hospice Quality & Safely Committee Ihrovgh the clinical dashboard. Our medicines incident rale w85 74 for the whole year1138 20191201, il is likely that this reduction was in part due lo having less temporary staff during the year and a lower level of occupancy. We were able to use Hospice UK'S national annual benchmaiking audit lo compar& ourselves against similar hospices. Incidents are graded level 0-6 with O being least severe. our errors rang￿ from level O lo level 3 wlh eight being categorised at level 2 Ipalienl monitoring. no hamil and five being calegorised al level 3 (some change, no hannl. Our rale of level O. drug errors al Greenwich & Bexley Communrty H05pic$ is higher than the average for Hospices of a similar size147 al GBCH, 3.4 National average per annuml, though we strongly believe this lo be due lo the low threshold we have for feporting concerns. We have had no repealed incidents ol concern and nursing staff undertake a regular medi¢alN)n assessment lo assure the organisalion of their competency. Through this audit programme, we ate also able lo benchmark our performan￿ in terms of the inciden¢e of falls. We reported a higher than average figure for falls of 16.4 per 1,000 overnight bed days (Audit average 11.71. 97°A of falls were in the no hamil low harm category. the remaining 1 fall was recorded as severe harm as the patient died within 24 hours of the fall. The palienl was receiving end of life care and had been quite confused prior to the fall. The case was referred lo the coroner al the lime and there wore no concerns raised by the coroner or the patient's family about the care the paliènl received pie or post- We received 15 care and 15 non-care complaints in 202012112019120, 14 care. g non-ca￿ complainlsl, all complaints were fully invesligaled, whether they are inlomal complaints such as direct feedback or comments received on patient and family feedback questionnaires or formal wrillen complaints. An investigation is carried out for all complain15 and where possible the complainant is invited lo mest with members of the senior team lo discuss their concerns and the outcome of any investigation. We rewew the Hospice's operational risk register as a standing item al the Quality & Safety Committee and issues are escalated lo the Board if appropriate. In 2020121 the register continued lo feature matters relating lo Brexit., staffing and COVID-19. Serious Incldents The Hospice Board receives a report trom the Chief Executive al every Board meeting which confirms whether Ihere have been any serious incidents that should be notified lo the Charity Commission andlor Care Quality Commission. We reported two incidents lo the Charity Commission as a precautionary measure in 2020121, they confirmed that no further action was required. Further information about in¢idenls and Complaints is available in our 2020121 Quality Account. PATIENT AND FAMILY FEEDBACK The Charity receives hundreds of thank you cards and lellers from patients and bereaved families each year., in addition, there are a number of Comments and suggestion boxes placed around the Hospice building and we continue lo gather patient and family feedback in a more slruclured way through questionnaires. We continue lo use our online feedback portal iWantGreatCare lo collect patient feedback, with largeled mailshols to certain service users. Our Patient Forum unfortunately remained on hold throughout 2020121 due lo staff Capacity and social distancing. When received, feedback is reviewed al the Hospice's regular clinical leads meeting and Quality & Safety Committee. This feeds into a quality improvement plan and helps shape our services in the fLFture. Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl ACHIEVEMENTS AND PERFORMANCE l¢ontinuedl '1 cannot Ih&nk your kindness and support gnough during this lime. From wh&n my mum was diagnosed the care we receivod was above and beyond, the nursing staff were absolutely fanlaslic. Feodback on community service from bereaved relatlve- VOICES questionnaire '1 would just like lo say Tharpk you to all the $18ff fmm Greenwich & Bexley Community Hospice, wo lost my brother on Boxing Day. the comn7unily nurse was such a great help lo us as a family as we looked aftermy brother af home, with all the help from (nurse). Iho lovely carers Ihal visited my brolher 3 limes a day, always cheerful, put * smile on my brothers face and ours, so nice lo see him clean silting up in bed. Wilhoul Ihe help froffl (the leam), w8 wouldn't of been so lucky lo keep him home until th& end of his life. l jusl want Ihem all lo know from ourfamily that we are really grateful for all the c￿￿ they gave my brother, and th& support they gave us. Thank you from the bottom of ourh&arts.' Thank you card-CommunitylGCPISocial Work 'A huge thank you forg8lling my husband b811er and w811 enough lo Gome homo. Your and kindness is exceplional, Thank you letter, Inpatient Unlt '1 was ovewhelmed by the f8cl I w&s losing my eldest daughlpr lo stomach GanGer while I was caring for my youngest d&ughler who has a progrèssiv& condition and who was plagued by inf8clions. Jhe Gounselling I reeeivod gave me a point of sanity where I could say how I f911 and work my way through the things Ihat were happening., Feedback from Counsèlling client SUPPORTING THE HOSPICE TO PROVIDE CARE Volunteers The Hospice continues to benefit from the support of a large number and diverse range of volunleeTS. Volunteers not only bririg their lime and expertise bul al80 their personalities and life experiences. helping lo create the special atmosphere Ihal exists within the Charity. Volunteers work in all areas of the Hospice. These include Iruslees, receptionists, gardeners. clothes sorters in retail dislribulion, IT volunteers, compassionate neighbours and volLJnleer fundraisers lo menlion few. In excess of 459 volunteers were registered with the Charity at the end of 2020121 and gave colleclivtrly over 64,000 hours of lime during the year. In lolal this equates lo 38 full lime workers lor a year, or a financial donation equivalent to apprDximalely £800,000. Compared lo 2019120 this represents a drop in volunteer hours as we reduced footfall in our building lo support business continuity and social distancing. However we were able lo grow some areas of our volunteering programme, supporting those patients who were shielding on the telephong or through visits on the driveway, helping our clinical team with practical tasks such as collecting prescriptions and delivering COVID lesls lo the hospita1, delivering PPE lo the network of London Hospices. We remain gialeful to those volunteers. new and established. who were able to Step up lo lake on these responsibilili&s lo support our staff and patients. The skills and expertise that volunteers ad6 lo every aspect of our work is one of the aspects that makes Hospi¢e care so special. We are proud and gre311y encouraged lo have such a wide range of volunteers frorll teenagers lo people in their late eos offering their lime to the Hospice. We have identified volunteering as a prioiily in our Recovery and Transforfnalion Programme, the work-slream will include a focus on recruilmenl of new volunteers, d&velopmenl of new roles and training and support for new and existing volunteers as well as those slafl who manage volunteers. Greenwich & Bexley Communlty Hosplce TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl ACHIEVEMENTS AND PERFORMANCE (continued Income Generatlon In any normal year, almost two Ihlrds of operating costs are funded by voluntary income and the Hospice exists only thanks lo the generosity of our donois (groups, Companies and individuals), customers and legalors. Despite the considerable additional support from the government in 2020121, il was a year when local support couldn't have been more important lo ensure continued Hospice services, we want ID share a heartfelt thank YOU lo every person, company, Tru51- to everyone who stood with us and supported our work. Our charitable income ￿mained vital in maintaining our viability. In response lo the COVID-19 pandèmic, our priority was lo protect the financial position of the Hospice, maximising any opportunities lo generate income. We chose not lo furlough our fundraisers at any lime. We applied an agile de¢ision-making process and flexibly ulilised our resources, re-allocating team lime lo wherever the need was grealesl. This included whole-leam support for the emergency appeal, covering Hospice reception duties. secLJring PPE when none was available through our usual channels and supporting clinical teams with testing for visitors lo our inpatient unil. The Impact of restrlctlons For the entire year, fundraising activity was significantly impacted by national lockdown and the reslriclions imposed in response lo the COVID-19 pandemic. Peoplè were lo slay al home meaning traditional f8ce-lo- face fundraising and events were not possible and staff were also required lo work from home, tx)Ih of which necessilaled new ways ol working across the team. Reslriclions meant that events, challenges and all areas of c¢)mmunily fundraising were signrfisanlly limited and fell short of budgeted income. The team were however quick lo launch an emergency appeal and were bold in their messaging lo supporters. We were overwhelmed by the support from our local community and Individual Giving, In Memory and Regular Giving income streams all surpassed budgeted income. with the emergency appeal generating £340,4%. We embraced digital channels and saw a huge increas& In erbgagemenl online across all income areas. Desprte the chall$nges, an almost complete calendar of events was delivered including virtual mass participation challenges and a Christmas Santa's grollo. The team prioiilised continued engagement with supporters and made efforts lo raise the profile of Hospice events, at a lime that events were otherwise largely 'cancelled. A significant proportion of grollo visitors were new supporters of the Hospice- perhaps explained by being one of the only local grollo experiences still going ahead. Events pivoted online included a virtual 'Carol Concert al hDme' (viewed 824 limes, compared lo 300 allendees in 20191 and a virtual Lights of Love service (previously, Light up a Lifel. The number of online donations lor the Lights of Love service was more than three limes that of 2019, and generated £7,000 compared lo £1,500 in the previous year. Both events will be planned with a pre-recordedl video element going forward lo widen the reach and improve aC￿SsIbl111Y for supporters who are unable to attond in person. Case Study.. Emma was a young woman wg SUPPOrted in the community last year. She had cancer and was unlikely to live until Christmas. How do you establish hope for a woman wlth iwo small children7 How do you make memories so the kids don't just remèmber the sad times but have lovlng and happy memorles with their mum too? Llsa, one of our communlty nurses, suggested brlnging Christmas forward. She teamed up with Glyn, our Social Worker and they organised a box of Christmas treats with decoratlons and food to be delivered to the house. Thanks to the hospice team, Emma and her family were able to have a very special family Christmas in November. Despite the team demonslraling a relentless can-do allilude and creativity in approaching OLJr È¢livilies, not everything was SUCG8SSful. We delivered a new virtual festival event, which fell short of engagement and income expe¢lalions. However, arguably ILJSI as valuable, was the subsequent learning from havirig run such a complex digital evenl and the development within the team culture lo lake measured risks and try now ways lo raise hospice funds. Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl The Hospice's weekly lollery membership grew by 1,8S1 players thanks to a successful door-lo.door campaign run in partnership with LFS (Lotteiy Fundraising Servicesl. This is still a relatively new approach lo fundraising for the Hospice, bul when easing of reslri¢lions allowed for canvassing aclivily lo be resumed between peiiods of lockdown. public feedback was ptssilive and welcoming of the engagement. and sign- up numbers surpassed budget. The Lottery contributed £67,473 towards Hospice care. Thinking creativety, Temaining agile and conlingen¢y planning ne¢essitaled by the pandemic, have become routine for the team. During this lime, the team also laid foundations fordevelopmenl of key in¢ome streams beyond 2020121, reviewing team processes lo ensure maximum efficiency, investing in improvements lo our fundraising database and scoping and planning for potential new streams of income. Our approach to fundralsing Al Greenwich & Bexley Community Hospice, our supporters and the local community are incredibly important to LIS and we always endeavour to deliver the highest possible standards when fundraising. In 2020121 we continued lo make suie all our fundraising activities were ¢omplaintwith regulatory standards as well as including additional levels of risk management and provisions in line with government guidan￿. We continued to priorilise ex￿lIent supporter experience across all areas of fundraising and carried out a review of our data prote¢lion compliance. The Hospice is registered with the Fundraising Regulator and adheres lo the code of Fundraising Practice.. we received no complaints via the Regulator in 2020121. Greenwich & Bexley Community Hospice Lollery is registered with and regulated by the Gambling Commission. Retail- transformlng tradlng in pandemlc The government reslriclions relating lo the COVID-19 pandemic significantly impacted on our retail operation. Our shops closed for most of the yearand the majority of our retail team were placed on furlough. This had a direct impact on our trading resLJlls'. gTOSS $81es accounted for £662,490 bringing a nel loss of £576,308. However. we received furlough and retails grants lolalling £613k. which helped in offsetting the loss. While we had lo apply a responsive and flexible approach lo the ever-changing external environment, our focus continuèd on the following priorities.. Ensurln the safel of our staff volunteers and customers COVID prevention has been our top priority throughout a year.. we invested heavily in PPE and safely measures for our staff, volunteers and customers, implemented government guidelines as they were published and Changed the way our shops operated lo prevent the spread of Coronavirus. This continues lo be our focus through 21122. 2. Staff Volunteer wellbein The pandemic had an undeniably significant Imp8¢t on the mental health of all Hospice based slafl. It has also been also an anxious and stressful lime for the retail team, especially during the early 51ages ol the pandemic. We implemented regular keep-in-IDuch sessions during fuTlough. as well as wellbeing inilialives once the shops re-opened and offered counselling support when need&d. This continu&s lo be our focus as we move forward. 3. Buildin on ensuri health and safe I refurbishments across our retail eslale Throughout the pandemi¢, we completed outstanding work from the previous year lo address challenges across the retail eslale. This has ensured full regulatory compliance and enabled us to sel up an ongoing retail eslales maintenance program. Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontlnuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl 4. Maximisin ortunilies While dealing with large-scale operational challenges, we have made our decisioris based on a strategic approach, Constantly re-evaluating the long-term potential lor our retail operation. We invested in establishing an e-commerce function. redeveloped our distribution centre and refilled two key shops., we reviewed the logislics function and reslruclLtred our retail managèment, culminating in the appointment of a Head of Retail in March 2021. 5. Suslainabilil Over the last year we have prevented 129.27 lonnes of waste from ending up in landfill through the sale and recycling of stock in our retail n8lwork and 14.35 lonnes have been prevented from reaching landfill as a result of being rescued, reused and repurposed through our RePurpose project (run in partnership with Royal Borough of Greenwich and Veolial. Our objective through the year was primarily to maintain a strategic focus, ensuring we achieve strong results long term by investing smartly. We are increclibly grateful lo our customers for helping us lo survive such a challenging year and supporting ultimately- our patients. We want lo also acknowltrdge three landlords who kindly gave us dis¢oun15 on rent and our volunteers who have played such a fundamental role in the su¢¢gssful reopening of OUT shops. 11 should be noted that foraccounling purposes through the Gift Aid scheme for donated goods, a proportion of retail income, which is in effect a donation, is treated as income for the charity and not for the trading subsidiary. The trading subsidiary only accounts for the commission element of the sale value on donated goDds. This is reflected in the results of tho trading subsÉiary, GBCH Trading Ltd which is included in note 10 of these accounts. FINANCIAL REVIEW- Strategic Report The Consolidated Slalemenl of Financial Activities for the year ended 31 Mar¢h 2021 is sel out on page 34. There is a sutplus reported for the year of £818.73012020- 932,5641. On the General Fund there was a surplus of £649,140 for the year before transfers {2020 £740,511). Legacies reported for the year were £682.327. this was signifi¢anlly lower than the previous year bul iemains a very important strand of voluntary in¢ome12020 £1,681,.2901. £319,337 was received in reslricled funds throughout the year. We haol budgeted for a deficit in 2020121 however we were delighted that our final declared results are signilicanlly beller than we had anlicipaled. This was largely due lo the succttss of our COVID-19 emergency appeal 1£340,4961 and signili¢anl support from the governmenl1£1.999,8681. In total tor the year ended 31st March 2021. income rose by 30/0 and expenditure rose by 61b/o. The surplus reported for this year has provided a boost lo our unrestricted reserves. We agreed an above inflation increase in our slalulory income from Greenwich and Bexley CCGS al the beginning of the year. We wortr also successful in securing additional income to support the expansion of our hospital palliative care team lo a seven-day service. The overall impact of these changes on our slalulory income was an increase of 9 /0 Ilo £4,121.8391. CDnliacled NHS income was 42Q/o of income of the Charity in 2020121, another 14°kn1£1,386,5991 was provided through support from the NHS England via Hospice UK leaving the remaining 440/0 which we musl raise through the generous support of individuals, businesses. charitable trusts and foundations, and community groups and organisaliorbs In any other year Ilie statiitory ¢ontiibutioii is approximately 40¢/fj of income. 20 Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl FINANCIAL REVIEW - Strateglc Report Icontinuedl Since 2012113 several elemonls of service that the H05pice provides have been designated as a CommissionerRequesled Sewice ICRSI by NAS Bexley Clinical Commissioning Gioup. This n&¢essilales that the Hospice maintains a licence with NHS Improvement7 which brings an additional level of scrutiny and fegulalion for the Charity,. in 2020121 this designation was extended to include Greenwich. The Hospice is one of only a few Hospices nationally who have been designated as CRS and we continue to work closely with NHS Improvement to ensure that this designaliDn works to benefit our beneficiaries. Throughout 2020121 we worked more closely than evèr before with other system partners across the inlegral&d care system. Our role in the Greenwich and Bexley silver ¢ommand group 'Resplendent' was pivotal in ensuring that people facing end of life were carecl for in the appropriate place and that $18ff in all sellings were supported with addilK)nal training lo care for people al end of lrfe. Our involvement helped solve problems including access lo PPE, lesling and vaccination for staff and has led lo additional resources being made available through the COVID responsè funding and the 'Home First, Programme. The local landscape continues lo change and we are keen lo continue working in partnership lo lead the improvements needed for people facing the end of life in Greenwich & Bexley. Where our money came from in 2020121 harity Shop lthtonie otherlncome Donatlr•Th 17% Lo**erv othersèles 1% NHS Contro Intomt 42% fjOVern￿e￿t COVID Gvanls 9% NHS Improvèmènt Ipmlots8ly known a8 Monltorl is an e￿et￿1ve non-dèpartmÉni81 publlc body of Ihe Oepartmenl of Hegllh. 11 s the sedor regulalor for health seNi*s in England. 21 Greenwich & Bexley Communlty Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl FINANCIAL REVIEW- Strategic Report Icontinuedl Where our money was spent In 2020121- 73p in avery pound was spent on providing hospico care. R¥5$5ng Fund5 Runwng ourthorlty Shop5 RunninE a lottery IY. Reserves Pollcy The Hospice holds reserves lo create financial security and allow for the future operalÈonal development of the Hospice. The Trustees have agreed il is their intention to relain a level of free reserves lurirestricled funds not ¢ommilled or invested in fixed asselsl to enable the Hospice lo cover ils running costs for six months. The Hospits's free reserves are represented in the accounts by the 'General Fund, and the 'Legacy Equalisalion FLJnd' and a new designated 'Recovery and Transfomalion Fund,. Le ac ualisalion Fund.. In 2016117 tho Trustees created a Legacy Equalisation Fund taking advantage of the record legacy income in that year. The fund was established lo be used to moderate the ffuclualing nature of legacy in¢ome by allocating any annual excess of legacy income received over the len-year average legacy income to the Equalisalion Fund and lo release funds back to the Geneial Fund in years where the legacy income falls below the ten year 8verage. Recove and TransfDrmalion Fund. Although Free Reserves are currently below the largel agreed by the Trustees, our relatively healthy level of reserves have provided the Charity with a degiee of security during the current Coronavirus pandemic. In light of the changing and challenging environment in which we Currently operate. the trustees believe that now is the lime lo increase investment ol free iesetves Into areas, which will enable the charity lo recover and transform. The Iruslees have therefore agreed to create, and invest a proportion of free reserves into. a designated Recovery and Transformation Fund. Fixed Asset Fund.. The Trustees have established a designated Fixed Assets Reserve, equivalent lo the Nel Book Value of Fixed Assets, in order lo make the l$vel ol free reserves more transparonl. As described in Note 16, the nel book value of the land and buildings on which the Charity's main operations are Iwaled are included in a reslricled fund. The Fixed Assets Reserve therefore represents the nel book value of fixed assets other than land and bLJildings on which Ihe Charills main operations are located. 22 Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl FINANCIAL REVIEW- Strategic Report Icontinuedl Al 31 March 2021, Free Reserves increased lo £4,469,371 {2020- £3,739,989), equNalent lo running costs for 2020r21 of 6.0 monlhs12020- 5.3 monlhsl. The hospice has successfully managed the pandemic with current Free Reserves. However, the Trustees will be reviewing Free Reserves largel level as the Hospice's next strategy develops in the coming monlhs to ensure that reserves balance short temi financial risk and the need for strategic investment. In the meantime, Trustee's recognise Free Reserves will fall even further below the agreed larget level as Recovery and Transfoimalion Fund investments are tnade, bul consider the investment in the Ionger-lerm future of the charily lo l)e a higher priority than the immediate short-term financials risks al this lime. Investment powers, policy and performance The Inveslmenl Gommillee is in place lo monitor the investments under the powers laid dowrn in the Memorandum and Articles of Association. The primary objective of the inveslrnenl policy is lo provide financial security and stability for the operation ol the Greenwich & Bexley Community Hospice. Our funds placed with Rathbones are now valued al £800,31212020 - £699,179). PLANS FOR THE FUTURE- Strategic Report Because ofthe pandemic, we have seen unprecedented change in our own organisation, across the health and social care system and throughout society. Whilst this has had its challong8S, there are some definite opportunities which the Hospice has capilalised on to sustain and strengthen our charity and the services we provide. 11 is neither possible nor appropriate to return lo life as il was pre-COVID-19, and the Board have agreed that we should use this experience as a calalysl for posrtive change in our Hospice. We Continue lo be uncertain about the future with regard lo the Coronavirus pandomic and the prevalence of COVID-19. Although the Hospice and the wider system are planning for recovery, we know that the autumn and winter of 2021 is likely lo bring fresh challenges. We are already experiencing an incroased need for palliative and end of life care services particularly in advanced Gancer caused by delays in Irealmenl and the reluctance of the public to allend healthcare sellin9s for check-ups or con￿rning symptoms. The local Greenwch ané Bexley plan includes end of life care and bereavement as a vital elemeril of service in the posl-COVID world, addilional capacity is being maintained acTOSS the system in 2021122 with a focus on 'home first, and 'virtual by default,. The H05pice is ideally placed lo lake the lead in keeping end of lrfe care al the lop of the agenda. Because of the uncertain future brought about by the parndemic we have developed a 12-18 month Recovery and Transformatlon Programme IRTP) for the Hospice,. this progr8mme will help us shape our luture strategy during a time of significant change and residual uncertainly, lo make progress towards achieving our vision, respond lo opportunities and become more resilient lo future threats. The programme focuses on seven priority areas, identified and cryslallised through the COVID-19 experience and began in September 2020. Through the PTiorilies outlined below, we aim lo maintain and strengthen our ¢orw)rate, financia1 and operational resilience lo ensure that we remain effective and relevant within the post COVID-19 world and that we are able lo meet the growing demand for exeellenl palliative and end of life care. Throughout the period Sept 2020 March 2021, each priority work stream began to develop their objectives. the outcomes they want lo see and the limesGales which they anlicipale delivering them in. Inevitably, some of the work streams are more complex and wider reaching, and Ihttir progress was hampered by the second wave ol COVID~19 in December 20201 January 2021 The work to progress them is now underway again and we are conlenl that we will still be able lo develop our longer-lerm strategy in lime for FY2022123. 23 Greenwich & Bexley Communlty Hosplce TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 lcontinugdl PLANS FOR THE FUTURE- Strategic Report Icontlnuedl Technology has enabled a number of significant changes to the way we work during the pandemic and will therefore be key in our thinking to respond lo our priorities. A number ol work streams are exploring technological opportunities and solutions and we ale involving external specific expertise lo support this work. The priorities are.. 1. Service Transformation 2. Refreshing Volunteering 3. Staff Wellbeing and Development 4. Equality, Diversity and Inclusion 5. Retail and Commercial Development 6. Fundraising Development 7. Stakeholder Engagement Each group has one or two leads and operates under similar terms of reference. The Recovery and Translorrnalion Programrne Board (RTPBI oversee the work ol these groups, this is a temporary sub- committee of the Hospi￿ Board. In re¢ognilion of the signili¢anl Iransformalion agenda for our Hospice, the Trustees have created a designated Recovery and TransfoTmation Programme Fund to help drive the work Isee page 51}. The RTPB is reviewing and discussing the findings and recommendations of the sub-groups as they emerge and identifying future oversight and assurance requirements lo be incorporated in our governance framewoik. Where appropriate, the RTPB scrulinises work stream proposals before making recommendations lo other relevant sub-commillees andlor the Hospice Board. This devolopmenl phase will continue for the next 9-12 months, planned to complete by March 2022 STRUCTURE, GOVERNANCE AND MANAGEMENT Greenwich & Bexley Community Hospice Limited is a company limited by guarantee and not having a share capital is governed by ils Memorandum and Articles of Association dated 15th September 1992 and amended to meet the developing needs of the Charity on 15￿ January 1993, 8th January 2001, 10th July 2006, 8th June 2012 11th November 2020. The Members, liability is limited. Every Member of the Company undertakes to contribut$ up lo £110 the assets of the company in the event of il being wound up. It is a registered Charity wth the Charity Commission (No 10174061. The number of Members of the Company is limited to 50. Present membership is 18. Every peison desirous of becoming a Member musl sign and deliver lo the Company an application for membership. The sole right lo membership Is vested in the committee (Board of Management- see below) who may, without showing cause, refuse lo admit any application lo membership. Board of Management The business of the Charity is managed by a Board of Management Ilhe Trusleesl and ils membership comes from within the Members of the Company. 11 is an objective lo have members on the Board of Managem6nl whose skills and expertise complement the needs and aspirations of the workings of a Hospi¢e and ils business. Current membership of the BoaTd of Management is 12 and following a review in 2020, the Articles of Asso¢i81ion determine a minimum of four and a maximum of 14. At each Annual General Meeting, those Trustees who have setved lor a period of four years since their last appointment shall retire and be eligible for re-appointment, via election by Members, for a further four years term ol office. New Trustees are recruited as skill gaps are idenlilied or lo support su¢¢ession planning through exlernal advert and dire¢l approach, with a robust interview prO￿sS and the approprialo pre- volunteering checks. 24 Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl STRUCTURE, GOVERNANCE AND MANAGEMENT Icontinuedl Each Designated Officer (Chair, Deputy Chair. Treasurer and Company Secrelaiyl is elected by and from within the Board of Management to serve a period of up lo 4 years following which the position will bècome subject lo re-election, Following the Trustee skills audit completed in February 2019, the Board went out to open recrLJilmenl in August 2020 and was SL¢¢¢essful in appointing five new Trustees. This resulted in filling a number of ski51s gaps as well as improving the diversity on OUT Board. Any future recruilmenl will continue to lake this open approach, targeting skills and increasing Board diversity. Trustee induction and ongoing training New Trustees undergo an orientation to brief them on their role and the various aspects of the Hospice service and to brief them on their legal obligations under Charity and ￿MpanY law, the contenl of the Memorandum and Articles of Association, the committee and decision making procoss, the business plan and recent financial performan￿ of the Charity. This year, we also paired each new Trustee up with a 'buddy' lo support them in sellling into their role. Trustees attend appropriate external training events which will develop them lo better undertake their role. In 2020121 Trustees attended the following training.. Hospice UK Virtual Conference Hospice UK Business Conlinuily ECHO Unconscious Bias Training In house- update on the refreshed Charity Governance Code Forum of Independent Hospice Chairs Group Meetings NCVO Role and Dltlies of Trustees haysmacinlyre Trustee training.. introduction to charily finance and reporting haysmacinlyre Trustee training.. What every Trustee should know In house- digital Iransformallon for hospices There is an annual r8view and apprais81 of Trustees, indniidual roles within the organisalion. Organisation The Board now meets every allernale month as agreèd in the previoLJS year's governance ieview. The Board also has 8 number of sub-commillees with specific responsibilities". Quality & Safely Committee, Finance Committee, Inveslment Committee, Remun&ralion Committee and the Recovery and Transformation PrograTnme Board. As a result ol the previous governance review and the work undertaken by the RTPB, two new commillees planned for 2021.. A Workforce Committee and a Trading board. The Board, along with the senior leadership team of the company have an °Away Da¥, lo discuss future strategic developments of the Hospice and ils services. The Chief Executive manages the day-lo-day oparalions of the Hospice and leads ils Strategic Development. To facililale effectDie operalitsns, the Chief Executive has delegated aulhorily, within a scheme ol delegation approved by the Trustees, for mallers including finance. empk)ymenl, fundraising and Care Quality Commission regislralion. The emeTgen¢y governance structure implemented at the end of 2019120 continued for the first part of 2020121 with monthly board and finance committee meetings. held virtually rather than face lo face, frequent wrillen reports lo Board by the Chief Executive, regular cash fbw review meetings with the Chair, Treasurer, Chief Executive and Finance Lead and standing down the other regular governance sub commillees. By November 2020. we reinstated our normal governance structure. We established a Iwice-weekly pandemic group including opeTalional leads and senior leadership team and we kept a spe¢ili¢ risk register for COVID-19', detailed reports were produced for Board covering all areas of the Hospice. 25 Greenwich & Bexloy Communlty Hospice TRUSTEES, REpnRT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl STRUCTURE, GOVERNANCE AND MANAGEMENT Icontinuedl Regulatory FramAwnrk The Hospice is registered with the Care Quality Commission lo enable it lo 0￿rate as a H08pice. Ellen Tume51y, Modern Matron for Inpalienl Services is the Registered Manager and Kale Heaps, is the Responsible Person. The Hospice maintains a schedule of compliance with the relevant Statutory Regulations and may be inspected by the Care Quality Commission twice annually, by announced andlor unannounced inspection. The Hospice was inspected in the autumn of 2016 and received an overall'Good' rating, with 'Oulstanding' for the Responsivenèss domain. The Hospice produced a Quality Account" for 2020121. which is submitted lo NHS ImprovemenlB The Hospice was required lo hold an NHS Improvement IMonilor} Issued Provider licènca from April 2018., this requires regular reporting of financial plans, performance against these plans and assessment of financial risk. Related parties The Hospice has elose relationships with NHS SE London who supports the Charity's work including a significant financial contribution. Close working relationships exist with olh8r health and care providers within the community in particular. Lewisham & Greenwich NHS Trust, Oxleas NHS Foundation Trust, London Borough of Bexley, Royal Borough of Greenwich. Marie Curie, Sl Christopher's Hospice and Darent Valley Hospital NHS Trust. The Hospice has a conlraclual relationship with seven other charities in Bexley as a part of a consortium OneBexley (Age UK Bexley. Bexley Carers, SE London Crossroads, Inspire Community Trust, Bexlay Mencap, MIND in Bexley and Bexley Voluntary Services Councill., the Hospice is also represented by the Chief Executive on the Local Care Programme Board in Bexley. The Hospice has two wholly owned subsidiary trading companies- GBCH Trading Limited and Greenwich & Bexley Community Hospice Lollery Limited. Details of their activities are highlighted in note 11 of these accounts. The Hospice has a Remuneration Committee which rewews and sets the remuneration of the Chief Executive and Senior Leadership Team (key managemént pgrsonnoll hAAg.d on appropriate market rat•g and other parameters on al least an annual basis. Rlsk Manaqement The Trustees implement a Risk Management Strategy which comprises of.. A regular review of the Charity's Corporate Risk Register and Risk Managèment Framework IRMFI The eslablishmenl of systems and procedures to mitlQ21p. thn.*A ri*k¢ idgntified in the register and RMF The implemenlalion of procedures designed to rninimise any Potential impact on the Charity should those risks malerialise The Trustees reV￿W the financial accounts on a monthly basis and constantly review the level of reserves which il is fell prudent shoukl be held. Our approach to Sustainability and the Environment The Hospice is surrounded by large gardens and undeveloped grounds, some of which are covered by an environmental protection order. We are mindful that there is more that we can do to ensure we play our part in encouraging biodiversity in the local area. Although we contribute significantly lo the reuse. repurpose, recycle agenda through our shops. we know there is also more we can do lo redLJce waste from our main site and to reduce our carbon footprint through energy efficiencies and green travel. In 2021122 we will develop an environmental slralegy lo help us play our part in the increasingly important green agenda. AvaIla￿e thè Hospice }￿b511e 26 Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2021 Icontinuedl RISK MANAGEMENT- Strategic report {contlnuedl The lop 3 risks as idenlif5ed by the Finance Committee are outlined in the table below.. Risk 1. Financial Uncertainty as we emerge from the COVID-19 Pandemic and related lo the developing SE London Integrated Care System and related commissioning slruclures. 2. Additional Workload created by Ihe effects of the COVID-19 Pandemi¢l Recruilrllenl and retention ¢ha11enges IN nursing and general clinical woikforce atlon The Board and Management Team continue lo monitor Income, Expenditure and Cash flow closely, wrth monthly review of forecast. We continue to negotiate with system partners and commissioners about additional resources lo support our work. We have developed a Recovery and Transformation Programme lo plan for the future and grow our income, this includes a designated fund to invest in this develo menl. We are working with system partner5 to manage existing and plan for future increased demand. We continue lo recruit bank staff lo provide flexibility and have identified new ways of WDTking lo enable us lo meet incroased need. Working with Nesla on Recovery and Transformation Programmè (service transfoimalionl lo plan for the future and implement further changes lo onable us lo meet f(Jlure demand. Recruilmenl of Director of Care and Service Transfomialion ID support additional leadership capacity. Investment in existing workforce lo ènable development and caroer progression within the organisation. Suceession planning for staff approaching reliremenll being promoted. Competitive salary and terms and conditions of employment commensurate with NHS Comparators. Increasing placement capacity and exposure lo undergraduate nurses in training. Delivery of education lo external organisalions and good communication about Hospice opportunities, Development of new roles lo fill gaps that are difficult lo fill le.g. Iradilional nursing roles) Increased use of di We Ljpgraded all our client devices with new hardware and software including latest operating system and anti-virus software in 2020 and currently in the process of upgrading our backend infraslructure to cloud platform We carry out regular network penelialion tests and have a third party agreemgnl with a company who monitor our network for potential threats. We have cybersecurity insurance in place. All slafl are trained on an annual basis around d81a protection and cyber security. Staff are only able lo access GBCH systems when on sile or through our VPN with mullifaclor aulhenli¢alion. The majority of personally identifiable information is securely held on the cloud IRaiserf$ Edge and Syslmone) Clinical staff use NHS mail to cDmmuriical& about individual patient care. Our cloud platform offers Dlsaster recovery solution with backup snapshots taken throughout the day and kept al dillerenl siles. Contract with Data Protection people for advice and guidance Robusl incident mana emenl 3. Data Protection risks due to Increased prevalence of cyberalla¢ks and increase in working from home. 27 Greenwich & Bexley Communlty Hospice TRUSTEES, RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS The Trustees (who are also Directors of Greenwich & Bexley Community Hospice Limited for the purposes of company lawl are responsible for preparing the Trustees, Report and the financial slalemenls in accordance with applicable law and United Kingdom Accounting Standards Iuniled Kingdom Generally Accepted Accounting Pracli¢o}. Company law Tequires the Trustees to PTepare financial slalements ftsr each financial year which give a true and fair view of the state of affairs of the Charitable company and the group and of the incoming resouices and application of resources, including the income and 8xpenditure, of the charitable companylgroup for that period. In preparing these linan¢ial slalemenls, the Trustees are required lo.. Select suilable accoui?ting polKies and then apply them consistently,. Obseme the methods and principles oflhe Charities SORP,. Make sound judgemenls and gslimates Ihal are reasonable and pwdenl.. Slate whether applicable Accounling Standards have beon followed, subject to any materi81 departures disclosed and explained in the financial slalemenls,. Prepare Ihe financial slalemenls on Ihe going concern basis unless il ￿ appropriale lo presume Ihal the charity will nol conlinue in business. The Trustees are responsible for keeping propeT accounting records that disclose with reasonable accuracy al any lime ol the financial position of the charitable company and enable them lo ensure that the financial slalemenls comply with the Cornp8nies Act 2006. 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 dele¢lion of fraud and other irregularities. In accordance with company law, as the company's directors. we certify that.. So far as we are aware, there is no relevant audit information ofwhich the company's auditors are unaware. As the Dlreclors of the company we have taken all the steps that we ought lo have taken in order to make ourselves aware of any relevant audit information and lo establish that the charity's auditors are aware of that information. Auditors A resolution will be proposed al the Annual Genoral Meetin9 that Haysmacinlyre be reappointed as auditors lo the charity for the ensuing year. By Order of the Trustees In Approving the Trustees, Rgport, the Board are also approving the Strategic Report included herein their ca ily as mpany directors. MrsR Chair h Russe . September 2021 28 Greenwich & Bexley Communlty Hospice INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMMUNITY HOSPICE LIMITED Oplnion We have audited the financial statements of Greenwich and Bexley Community Hospice Limited for the year ended 31 March 2021 which comprise the Consolidated Slalemenl of Financial Activities. the Consolidated and Parent Charitable Company Balance Sheets, the Consolidated Cash Flow Statement and notes lo the financial statements, including a summary of SIgn￿l¢ant 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 Tho Fin8ncial Reporting Standard appI￿able tho UK and R8pUbl￿ of Ireland (United Kingdom Generally Accept8d Accounting Praclicel. In our opinion, tho financial slalemenls." > give a true and lair view ol the slate of the group's and of the parent charitable company's affairs as al 31 March 2021 and of the group's and parent charitable company's nel movement in funds, in¢luding the income and expenditure, for the year then ended., > have been properly prepared in a￿ordanCe with United Kingdom Gonerally Accepted Accounting Practi￿.. and have be8n prapared in accordance with the requirements of the Companies A¢t 2006. Basis for opinion We conducted our audit in accordance wrth International Standards on Auditing {UKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Audilorfs responsibilities for the audit of the financial slalemenls section of our report. We are independent of the charilylgroup in accordance with the ethical requirements that are relevant lo our audit of the financial slalèmenls in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in acGordan¢e with these requirements. We believe that the audit evidence we have oblaingd is sufficient and appropriate lo provide a basis for our opinion. Concluslons relating to going concern In auditing the financial slalemenls. we h8ve Concluded that the Iru51ees' use of the going concem basis of accounting in the prepaialion of the financial slalemenls is appropriate. Based on the work we have performed, we have not identified any material uncertainties Telaling to events or conditions that, individually or collectively, may cast significant doubl on the group's ability ID continue a5 8 going concern lor a period of at least twelve months from when the financial slalemenls are aulhorised for issue. Our responsibilities and the responsibilities of the trustees with respect lo going concern are described in the relevant sections of this report. Other Information The Iruslees 8re responsible for the other information. The other information comprises the information included in the Trustees, Annual Report. Our opinion on the financial slalemenls does not cover thè other information and, except lo the exlenl otherwise explicitly slated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial slalemenls, our responsibility is lo read the other infDrmalion and, in doing so, consider whether the other information is materially inconsislenl with the financial statements or our knowledge obtained in the audit or otherwise appears lo be materially misslalèd. If we identify such material inconsistencies or apparent material misslalements, we are required lo determin& whether there is a material misslalernenl in th8 financial statements or a material misslalemenl ol the other information. If, based on the work we have perfomied, we conclude that there is a material misslalemenl of this other information, we ar& required to report that fact. We have nothing to report in this Tegard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaker5 in the course of the audit.. Greenwich & Bexley Communlty Hosplce the information given in the Trustees, Report (which includes the strategic report and the directors, report prepared for the purposes of company lawl for the financial year for which the financial slalements are prepared is consislenl with the financial slalemenls., and the strategic report and the directors, report in¢luded within the Trustees, Report have been prepar&d in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light ol the knowledge and understanding of the group and the parent charitable company and its environment obtained in the Course of the audit, we have not identified material misslalemenls in the Trustees, Report (which incorporates the strategic report and the direclors, report}. We have nothing lo report in respect ol the following matters in relation to which the Companies Act 2006 require us lo report lo you if, in our opinion.. adequate accounting recoids have not been kept by the p8renl charitable company, or retums adequate for our audit have not been received from branches not visited by us.. or 2. the parent charitable company financial slalemenls are not in agreement with the accounting records and returns., or certain disclosure8 of Iruslees, remuneration specified by law are not made.. or we have not received all the information and explanations we require for our audit. Responsibilities of trustees for the flnancial statements As explained more fully in the Iruslees, responsibilities slalemenl sel out on page 32, the Iruslees (who are also the directors of the charitable company for the purposes of company 13wI aro responsible for the preparation of the financial slalemenls and for being satisfied that they give a true and fair view, and for such internal control as the Iruslees determine is necessary lo enable the preparation of financial slalements that are free from material misslalement, whether due lo fraud or error. In preparing the financial slalemenls, the Iruslees are responsible for assessing the group's and the parent charitable company's ability lo continue as a going concern, disclosing, as applicable, matters related lo going concern and using the going concorn basis of accounting unless the Iruslees either intend lo liquidate the group or the parent Charitab￿ company or to cease operations, or have no realistic allernalive bul lo do so. Auditor's responsibilities for the audit of thg financlal statements Our objectives ale lo obtain reasonable assurance about whether the financial slalemenls as a whole are free from material misslalemenl, whether due lo fraud or error, and lo 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 IUKI will always delecl a material misslalemenl whèn il exists. Misstalemenls can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected lo influence the economic decisions of users taken on the basis of thes¢ financial slalemenls. Irregularities, including fiaud. are instances ol non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above. lo delect material misslalemenls in respect of irregularities, including fraud. The exlenl lo which our procedures are capable ol delecling irregularities, including fraud is detailed below. Based on our understanding of the group and the environment in which il operates, we identified that the principal risks of non-compliance with laws and regulations related lo compliance with regulatory requirements oflhe Care Quality Commission, Charity Commission, employment law and health and safety regulations, and we considered the extent lo which non-compliance might have a material effect on the financial slalemenls. We also considered those laws and regulations that have a direct impad on the preparation of the financial statements such the Companies Act 2006, the Charities Act 2011, the Slalemenl of Recommended Practice lor Charities ISORP 2015) (Second Edition, effe¢live 1 January 20191. payroll taxes and VAT. We evaluated management's incentives and opportunities for fraudulent manipulation of the financial slalemenls (including the risk of override of controls), and determined that the piincipal risks were related Greonwich & Rpxlpy Community Hospice to r8cognitK>n of income and management hias tn rArtAin 2ccountino eslimales. Audit procedures performed by the enga9emenl team included.. Inspecting trustees. meetlng mlnuies., Inspecting corresponden¢e with regulators and tax aulhorilies., Discussions with management including wnsideralion of known or suspected instances of non- compliance wilh laws and regulation and fraud-, Evaluating management's controls designed to prevent and delecl irregularities.. Identifying and lesling joumals. in particular journal entries posted wi(h unusual a￿OUnt combinations, postings by unusual users or with unusual desGiiptions,' and Challenging assumptions and judgements made by management in their critical accounting estimates. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. ￿w.fIC.or .uklaudilorsres nsibililies. This description forms part of our audiloi's report. Use of our report This report is made solely to the char11able companls membeis, as a body. in accordanGe with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might slate to the charitable company's members those matters we are required lo slate lo 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 lo anyone other than the charitable company and the charitable company's members as a body, lor Dur audit work, for this report, or for the opinions we have formed. Siobhan Holmes (Senior Statutory Audiloil For and on behalf of Haysmacinlyre LLP ststulory Audilors 10 Queen streei London EC4R 1AG Date.. 05 November 2021 31 Greenwich & Bexley Community Hosplce CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES Ilncorporatlng INCOME AND EXPENDITURE ACCOUNTI Unrestrlcted Funds General Designated Restricted Funds 2021 2020 Notes INCOME FROM.. Donations and Legacles.. Voluntary Income General donations Charity shop donations Legacies Charitable acrfvltles.- Operating a Hospice Other trading a¢tlvltles.- Charity shop income Lottery income Other sales income Rental income Investment.- Other income.. 1,242.757 42,093 682,327 319,337 1,562,094 42,093 682,327 1,278,687 175,680 1,681,290 4,121,839 4,121.839 3,781,571 662,490 282,685 57,926 9.410 20,222 881,414 662.490 282.685 57,926 9,410 20,222 1,386,599 2,268,013 1.773,370 267,837 100,011 9,562 29,757 356.646 4a 4b Total Income 8.003,163 1,705,936 9,709,099 9,454,411 EXPENDITURE ON: Raising funds.. Fundraising and marketing costs Charity shop expenditure Lottery expenditure Charitable aetivities.. Operating a Hospice Clinical expenses 591,095 591,095 552,501 1,642,466 215,212 1.642.466 215,212 1.719,034 197,714 4,994,430 1,536,346 6,530.776 5,980.380 Total Expenditure 7,443.203 1,536,346 8,979,549 8,449,629 Nel Ilossesllgains on investments 10 89,180 89,180 172.2181 Net incom&llexpenditLFrg1 649, 140 189.590 818.730 932,584 Transfers between funds 16 79,342 14,632 193,974} Net movement In funds 728,482 14,632 75.616 818,730 932.564 BALANCE BROUGHT FORWARD at 114120 2.049.220 1,951,717 6,193,692 10.194,629 9,262,065 BALANCE CARRIED FORWARD at 3113121 2,777,702 1,966,349 6,269.308 11.013,359 10,194,629 All recognised gsins and losses are incluLfed in the consolidated slalemenl of financial 2clivilies. All transactions are derived from continuing activities. The accompanying notes form part of these financial slalemernls. Full comparative figures for the year ended 31 March 2020 are shown In note 22. 32 Greenwich & Bexley Communlty Hospice COMPANY NUMBER: 2747475 CONSOLIDATED AND CHARITY BALANCE SHEETS As at 31 March 2021 The Group 2021 The Charity 2021 Notes 2020 2020 FIXED ASSETS Tangible assets Investments 6,210,485 811,342 6,261,162 S99,852 6,210,485 812,344 6,260,239 700,854 10 7,021.827 6,961,014 7,022,829 6.961,093 CURRENT ASSETS Stocks Debtors Cash on deposit, al bank and in hand 11 12 5,457 1.736,456 3,063,749 9,446 2,449.198 1,444.403 2,257,589 2,911.964 2,614.163 1,184,559 4,805,662 3,903,047 5,169,553 3,798,722 CURRENT LIABILITIES CREDITORS.. Amounts falling due within one year 13 1814,130} 1669,432} {657,296} 1565,1861 NET CURRENT ASSETS 3,991,532 3.233,615 4,512.257 3,233,536 NET ASSETS 11,013,359 10,194,62S 11,535.086 10,194,629 FUNDS UNRESTRICTED FUNDS.. Gerieral Fund Designated Funds Fixed Assets Fund Legacy Fund Recovery & Transformation Fund 2,777,702 2,049,220 3,299,429 2,049,220 274,880 1,191.869 500,000 260.048 1,691.669 274.680 1.191.669 500,000 260,048 1,691,669 RESTRICTED FUNDS: Property Fund Othors 5,935,805 333,503 8,000,191 193,501 5,935,805 333,503 6,000,191 193,501 11,013,359 10,194,629 11,535.086 10,194,629 The financial slalements were approved and authorised for issue by the Board of Directors on 8lh September 2021 and were signed bek)w ori ils behalf by.. Mrs Ruth Russell - Director David Atterbury Thomas - Director The ac¢ompanying notes form part of these financial slalements. The net income for the charity only lor the year 18 £818,73012020.'£932,564} Greenwich & Bexley Community Hosplce CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2021 2021 2020 Notes CASH FLOWS FROM OPERATING ACTIVITIES 1,762,349 1175,8461 CASH FLOWS FROM INVESTING ACTIVITIES Interest received Payments lo acquire fixed assets Disposal of fixed assets Purchase of investments 2.240 1143,9631 9.750 111,0301 5.979 1243,9911 CASH PROVIDED I (USED INI INVESTING ACTIVITIES 1,619.346 1238,0121 INCREASEI IDECREASEI IN CASH IN THE YEAR 1,619,346 1413,8581 Cash and cash equivalents at the beginning of the year 1,444,403 1,858,261 TOTAL CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR 3,063.749 1,444,403 NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT A. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2021 2020 N$1 inGome Depreciation charge Profil on disposal of fixed assets Gainsl (Losses) on Investments Decrease in sloek IlncreasellDecrease in debtors {Decreaselllncrease in creditors Interest received 818.730 194,640 19,7501 1100,4601 55,4e5 3,989 2,120 712,743 {1,433,1471 144,697 101,229 12,2401 15,9791 932,564 171,882 Nel cash used in operating activities 1,762,349 1175,8461 34 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS ACCOUNTING POLICIES The principal accounting policies adopted, judgements and key sources of eslimalion uncertainty in the preparation of the financial statements are as follows.. Statement of cornpliance The financial slalements have been prepared in accordan￿ with Accounting and Reporting by Charities.. Slalemenl of Recommended Practice applic3ble lo charities preparing their accounts in accordance with the Financial Reporting StandarLI applicable in thè UK and Republic of Irèland IFRS 1021 leffeclive 1 January 20151- the Slal8menl DI Recommended Practice for Charities ISORP 20151 (Second Edition, offeclive 1 January 20201, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006. Greenwich & Bexley Community Hospice Limited meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unbss otherwise staled in the relevant accounting policy nolelsl. Gen&ral inforniation The charity is a private company limited by guarantee, incorporated in England and Wales (company number.. 27474751 and a charity registered in England and Wales lcharily number.. 1017406) the charity's registered office is shown in the reference and administration section. Preparatlon of accounts on a golng concgm basis Impact of COVID-19 on our business The COVID-19 worldwde pandemic has get)eraled an economic tsunami, demonslraling the inherent volalilily to revenue income which is expected lo continue lo have an impact on the results for the forthcoming year. However, the exlenl of Ihis impact is currently unknown. On the 23rd March 2020, central government introduced ieslriclions and a lockdown. This was followed by several relaxing and tightening of measures throughout 2020121 with shops remaining closed at the end of the year into 2021122. Al the beginning ol the pandemic the Hospice instigated our business continuity plan and this has reSu￿ed in many changes lo services. Our inpalienl unil was segregated from the rest of the Hospice for most ol the year," our Day Hospi￿ and oulpalienl services closed, and Day HDspice remains closed for the foreseeable future,. our community and hospital services adapted lo protect vulnerable p81ienls and Dur staff and our regular volunteering programme was stood down, with new volunteering roles being developed for those who had the lime and physical resilien￿ lo support the Hospice. Throughout we have continued lo support patients and families wherever they rieed help. with more sUPPOrt being delivered on the telephone or via video call as well as continued fa￿ lo face input. We have seen demand for care inGrease in the community, but a reduction in demand for IPU and hospital. OLJr support services all continued and in income generation, our shops were closed and fundraising had lo adapt their plans lo moTe iemole and virtual offerings. As well as reviewing 811 of our fundraising plans lo protect whichever planned income streams we could. our fundraising team launched an emergency appeal which raised £340.496 and we havo been proactive and successfully applied for a number of additional grants from Trusts. Our lottery is almosl al budget. Our shops were closed for several months and Ihorefore look a significant hil, however they arè now reopened and are recovering well. An additional £198,732 of government income has been received through the Retail, H05pilalily and Leisure grant s¢heme (Business Interruption Granll. We have also claimed £414,537.00 of furlough grant from the government. 35 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinugdl ACCOUNTING POLICIES lcontinuedl In response ID the above, the enlily look the following actions.. We successfully sought rent relief holidays from some of our shop landlords We applied for rates holiday from our local aulhorilies1£27,5401 We moved our fundraising events to virtual and poslponedl downscaled other events We launched an emergency appeal (raising more than £420,000 inclusive of Gift Aid and including significant funding fTom trusts and foundations) We have now reopened most of our shops and already they are making a significant contribution We applied lo the Job retention s¢heme1£414,537 claimed lo datel We ¢13imed grants from the Retail. LeisLJr& and Hospilalily Grants Scheme1£198,7321 We claimed Hospice Emergency funding from NHS Eng5and1£1,386,5991 We launched an e-commerce initiative We claimed add((ional COVID-19 funding from the NHS We reslricled unnecessary spend We accessed FOC PPE through NHS Supply chain In addition.. We have free reserves of £4.Sm and have liquid funds of more than £3.5m in our bank accounts We ascertained we are able lo borrow money from oui bank if we need additional cash for working capital We are able lo liquidate the investment portfolio if necessary. The results for the lalesl Income & Expenditure Forecast show a favourable variance compared to the budgeted position. Based on the plans and measures described above, the Trustees consider there are no material uncertainties about the Charity's ability lo continue as a going concern. The review of our financial position, reserves levels and future plans gives Trustees confidence the charvcy remains a going concern lor the foreseeable future. Consolidation The group financial slalemenls consolidate the financial slalemenls of the chariiabl? ¢ompany and ils wholly owned subsidiaries, GBCH Trading Limited and Greenwich & Bexley Community Hospice Lollery Limited. A separate Slalemenl of Financial Aclivilies and Income and Expendrture Account for the charity has not been presented b8Gause the Charity has taken advantage of the exemption afforded by section 408 of the Compallies Act 2006. The surplus Dflhe paf8nl charily was £818,730 12020.. £932,5641. The registered office for both GBCH Trading Limited and Greenwich & Bexley Community Hospice Limf(ed is 185 Bostall Hill, London, SE2 OGB. Uniform a¢counling policies have been applied. Income recognition All income, including government giants, is recognised once the Charity has enlillemenl lo iricome, it is probable that income will be received and the amount of income receivable can be measured reliably. Donations and lega¢le5 Donations and gifts and are included in full in the Slalemenl of Financial Activities when there is enlillemenl, piobability of re¢61pI and the amount of income ieceivable can be measured reliably. Glfts In klnd Gifts in kind represent assets donated lor distribution or use by the Charity. Assets given for dislribulion are recognised as incorlle only when dislribuled. Assets given lor use by the charity are recognised when receivable. Gifts in kind are valued al the amount actually realised from the disposal of the assets or al the price the charity would otherwise have paid for the assets. Personal Protective Equlpment IPPE} The group received donated PPE lo the value of £571,171 duririg the year, organised by Hospice UK 36 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENT5 Icontinuedl ACCOUNTING POLICIES Icontinuedl Grants Grants are recognised in full in the slalement of financial activities in the year in which the charity has enlillemenl lo the income, the amount of income receivable can be measured reliably and there is probability of receipt. The group recognised £198,732 from the Retail, Hospilalily and Leisure Grant Fund Scheme and £1.386,599 from NHS England as part of the government's COVID-19 emergency response. This income has been included in full in the 31 March 2021 f1nancial slalements as the charity met the three income criteria of entillemenl, measurement and probability al this dale. Income from charitable activities Income from charitable activities is recognised as eamed as the related services are provided. Income from other trading activities is recognised as eamed as the related goods are provided, other Income Isee note 4bl In¢ome received from pension recovery, salary recharges. Bexley adult social care contra¢l, furlough refunds and grants from the retail, hospilalily and leisure grant fund ￿heme and NHS England are included in other income. Investment incom8 Investment income is recognised on a receivable basis once the amounts can be measured reliably Expenditure Expenditure is re¢ognised once there is a legal or constructive obligation lo make a payment lo a third party, il is probable that settlement will be requirtrd and the amount of the obligation Can be measured reliably. Expenditure is Classified under the following a¢livily headings.. Costs of raising furid5 comprises., fundraising and marketing, charity shop and lollery expenditure. Expenditure on charitable a¢livilies comprises Hospice operating costs. Irrecoverab￿ VAT is charged as a cost against the activity for which the expenditure was incurred Expenditure is allocated to the particular activity where the cost relates directly lo that aclivily. However, the cost of overall direction and adminislralion of each aclivily, comprising the salary and overhead costs of the central function, is apportioned based on staff time allribulable lo each activity Allocation of costs Staff costs are allocated between direct charitable expenditure and support costs based on the lime Spent on these activities. Olhei costs are allocated directly lo the relevant heading. Fixed assets Depreciation is provided to write off the ¢osl or valuation. less eslimaled residual values, of all fixed assets, except freehold land over their expected useful lives. 11 is calculated al the following rates.. Freehold buildings Fixture, Fillings and equipment Motor vehicles 1Yo slraighl line 33113O/D and 10Vo slraighl line 25°/o Strai9hl lirie Donated assets are included al value on the dale received. Investments Investments are a form of basic financial instruments and are initially shown in the financial slalemenls al market value. Movements in the market values of investments are shown as unrealised gains and losses in the Slalemenl of Financial Aclivilies. 37 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS lcontlnuedl ACCOUNTING POLICIES Icontinued} Stocks Stocks are valued al the lower of cost and nel realisable value. Cost is based on the cost of purchase on a first in, first out basis. Net realisable value is based on eslimaled selling price less additional costs lo completion and disposal. The Trustees have concluded and agreed that the valuing of shops donated goods for resale on receipt is impractical due lo the high volume of low value items, lack of stock system for recording these il&ms and the adminiqlralive cost involved. Instead the income is recognised in the accounts when these goods aro sold. Financial instruments The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial inslrumenls. Basic financial instrLJmenls are initially re¢ognised al transaction value and subsequently measured at Iheii selllemenl value with the exception of bank loans which are subsequently measured al amortised Cost using the effective interest method. Creditors and provlslons Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds lo a third party and the amount due lo settle the obligation can be measured or eslimaled reliably. Creditors and provisions are llormally recognised al their settlement amount after allowing for any trade discounts due. Debtors Trade and other debtors are recognised al the selllèmenl amount due after any trade discount offered. Prepayments ar8 valued al the amount prepaid net of any trade discounts due. Cash at bank and in hand Cash at bank and cash in hand includes cash and shcirt term highly liquid investments with a short malurily of three months or less from the dale of acquisilDn or opening of the deposit or similar a¢¢ounl. Operating leases Rentals payable under operating leases are charged lo the Slalemenl of Financial Activities ISOFAI as incurred over Ihe term of the lease. Funds Unreslricled funds are funds Ihat can be used in accordance with the charitable obje¢ls al the dis¢relion of the Iruslees. Designated funds are unrestricted funds eamarked by the Iruslees for particular purposes. Reslricled lunds comprise monies raised for, and their use reslricled lo a specific purpose or donations subject lo donor-imposed conditions. Estimates and judgements Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future even15 that are belIe￿d lo be reasonable under the circumstances. Although these eslimales are based on management's best knowledge of the amount, events or actions, actual results ultimately may differ from Ih05e eslimales. The Trustees consider the eslimalion of useful life Df fixed assets lo be the area of judgement and eslimalion that have a significant eflecl on the financial slalemenls. Further details on these judgements are provided above under 18ngible fixed assets. 38 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL ST ATEMENTS lcontinuedl ACCOUNTING POUCIES Icontinuedl Legacies are recognised when the following conditions are confirmed.. there has been grant of probate by the end of the finan¢ial year the executors have established that there are sufficient funds lo pay the legacy any coriditions attached to the legacy are either within the contiol of the Charity or have been mel Employee beneflts Short lemi bgnelils Short term benefits including holiday p8y are recognised as an expense in the period in which the service is received. Employe8 termination benefils Temination benefrts are accounted for on an accrual basis and in line wffh FRS 102. P8nsion scheme Contributions to the NHS and Stakeholder pension schemes in respect of eligible employees are charged lo the income and expenditure account as they become payable. The Stakeholder scheme is a defined contribution scheme and the NHS a final salary scheme. DONATIONS AND LEGACIES 2021 2020 Total Total Donations Legacies 1.604,187 682.327 1,454,367 1,681,290 2,286,514 3,135.657 INCOME FROM CHARITABLE ACTIVITIES Operating a Hospice- NHS income 4,121,839 3,781,571 4a. OTHER SALES INCOME 2021 2020 Catering Income Training Income 2,072 55.854 25,842 74,169 57,826 100.011 39 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl ANALYSIS OF GROUP EXPENDITURE 4b. OTHER INCOME 2021 2020 Pension Recovery Medical Insurance Claims Landlord Contribution lo shop repairs Charge lo landlord for clearance of Knotweed at shop Room Hirelcalering Scrap pro¢eeds of donated cai Salary Recharge se¢ondmenl Retail, Hospilalily and Leisure Grant Furlough Refund including Trading NHS England Support Adult social Care Contract Charge for piovision of medical notes Others 22.528 55,854 2,055 22,528 268 750 323 9,313 126 29,707 198,732 414,537 1,386,599 210,OOQ 50 310,000 13,243 95 2,268,013 356,646 Direct and Support costs Direct ¢osts Support ¢osts Total 2021 Raising Funds Fundraising and marketing costs Charity shop expenditure Lollery gxpendilure 495,074 1,606,183 211,372 96.021 591,095 36,283 1,642,466 3,840 215,212 Charitable activities Operating a Hospice Clinical expenses 5,548,810 982,186 6,530,776 7,861,239 Expenditure 1,118.310 8,979,549 DiTect and Support costs Dlrect costs Support costs Total 2020 Raising Funds Fundraising and marketing Costs Charity shop expenditure Lollery expenditure 482,584 1,684,528 194.144 69,917 552,501 34,50S 1,719,034 3,570 197,714 Charitable actlvities Opèrating a Hospice Clinical expenses 5,234,297 746,083 5,980,380 Expenditure 7,595,553 854.076 8,449,629 40 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl ANALYSIS OF GROUP EXPENDITURE Icontinuedl 5b. Support costs Admlnlstratlon Finance and IT Office Costs Governance Total 2021 Raising funds Fundraising and marketing costs Charity shop expendilu Lottery expenditure 34,666 48,501 9.054 3,800 96,021 31,683 4,600 3,840 36.283 3,840 Clinical expenses 359,792 502,655 89,395 30,324 982,166 426.141 559,598 98,449 34,124 1,118,310 Support Costs Administration Finance and IT Office Costs Governance Total 2020 Raislng funds Fundraising and marketing costs Charity shop expenditure Lottery expenditure 11,817 44,658 9,622 3,820 69,917 30,281 4,225 3,570 34,506 3,570 Clinical expenses 138,383 482,256 98,436 27,008 745,083 180,481 534,709 108.058 30,828 854,076 sc Governance Costs include: 2021 2020 Staff costs Auditor's remuneration.. Audit work Other services 34,124 30.828 10,900 12001 10,000 5,350 44,824 46.178 Where support costs are not incurred specifically for an activity heading, they are allocated on the basis of the number and level of staff employed within Ihe appropriate aclivrty heading. 41 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS l¢ontinued} ANALYSIS OF GROUP EXPENDITURE Icontinuedl Employees The Group 2021 2020 Number Number The Charity 2021 2020 Number Number Average number ol employees, excluding Directors Full lime equivalent figures 178 157 179 149 134 118 132 107 Staff costs consisted of.. 2021 2020 2021 2020 Salaries Social security costs Other pension costs Redundancy payments 5,192,777 4,788,908 4,190,992 3,807,388 499,901 459.749 422.939 383,652 368,642 345,343 326 220 302,587 20.062 20,062 6,081.382 5,594,000 4,960,213 4,493,627 Agency Medical services 29,422 283,955 64.101 322,82e 29,422 283.955 62.151 322,828 6,394,759 5,980,929 5,273,590 4,878.606 The number of employees whose emoluments were £60,000 or above per annum were.. 2021 2020 £60,000 - £69,999 £70,000 - £79,999 £100,000 - £109,999 Of these, 7 employees are accruing p&nsion contributions tolalling £44,105 12020.. 4 employees, accruing £29.0171. The lolal employee benefits of the key management personnel of the Group were £448.57212020.. £427,790>. Of this, £416,889 12020.. £400,718) relates lo the key management personnel of the charity. TRUSTEES REMUNERATION AND EXPENSES Expenses wele reimbursed to no Iruslees in the current year.12020.' £Nill. No Trustee received remuneration in the Current or prior year. 42 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinued} NET INCOME 2021 2020 The nel income is stated after chargin9: Auditors, remuneration (excluding VATI For audit For lax compliant services Depreciation 15,500 3,640 194,640 14,200 4,800 171,882 TANGIBLE ASSETS - GROUP Subsidlary Furniturg, Equipment & Vehicles Group Total Freehold Land & Buildings Equipment Motor Furniture & Vehlcles Fittings Charlty Total Cost or valuatlon Al 1 April 2020 Additions Disposals 6,913,646 4,798 1,976,917 139,165 95,596 8,986.159 143,983 125,9461 183,211 9,169.370 143,963 {55,4101 {81.356} 125,946) Al 31 Ma￿h 2021 6,918,444 2.116.082 69,650 9,104,176 127,801 9,231,977 Depreciatlon At 1 April 2020 Provided for the year Disposals 913,455 69,184 1,731,935 117,385 80,530 2,725.920 7,148 193,717 125.946) 125,9461 182.288 2,908,208 923 194,640 155,4101 181,3561 At 31 March 2021 982.639 1,849,320 61.732 2.893,691 127.801 3,021,492 Net Book Value Al 31 March 2021 5,935,805 266.762 7,918 6,210,485 8,210,485 Al 31 March 2020 6,000,191 244,982 15,066 6,260.239 923 6.261,162 43 Greenwich & Bexley Community Hosplce NOTES TO THE FINANCIAL STATEMENTS Icontinuedl 10. FIXED ASSET INVESTMENTS 2021 2020 Charlty.. Shares in subsidiary companies al cost Listed Investments 1,002 811.342 1,002 699,852 Al 31 March 2021 812,344 700.854 The historical cost of listed investments al 31 March 2021 was £750,00012020.' £750,000). 2021 2020 Al 1 April 2020 Additions Disposals Gainl (Ioss) on investment Investment Income Investment Fees 699,852 11,030 755,337 89,180 17,983 {6,7031 172,2181 23,778 17,0451 Al 31 March 2021 811,342 699,852 2021 2020 Investment In subsidlary undertaklngs Cost and Director's valLJalion GBCH Trading Limited Greenwich & Bexley Community Hospice Lottery Ltd At 31 March 2021 1,000 1,000 1,002 1.002 The charitable company owns 1 OOOA ol the share capital of GBCH Trading Limited being 1,000 Ordinary Shares of £1 each and 1000h of the share capital ol Greenwich & Bexley Community Hospice Lollery Limited being 2 Ordinary Shares of £1 each. The subsidiaries are registered in the United Kingdom. The principal activity of GBCH Trading Limited (company registration number." 56120681 is the operation of charity shops. The principal activity of Greenwich & Bexley Community Hospice Lollery Ltd (company registration number.. 064837681 is lo generate funds for the parent company through the operation of a lollery. Where applicable, the total net laxablo profits are distributed to the Charity by gift aKI. A summary of the results of the subsidiaries are shown on the next page. 44 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl 10. FIXED ASSET INVESTMENTS Icontinuedl 2021 2020 GBCH Trading Limited Turnover Cost of sales 662,490 16.239) 1,773,370 110,7671 Gross profil Adminislralive expenses 656,251 1,762,603 11.636.227) 11,708,268) Operating Ilossllprofil Olhor Income 1979,9761 390,163 54,335 13.751 1589,8131 13,505 68,086 113,5051 Corporation Tax ILossllProfil for the year Profil brought forward 1576,3081 54,581 54,581 ILossllProfil carried forward 1521,7271 54,581 The assets and liabilities of the subsidiary were.. Fixed assets Current assets CuTrenl liabilities 923 257,214 469,674 (777,9411 1469.591 Total net assets 1520,7271 1,000 Aggregate share capilal and reservos 1520,7271 1,000 The nel Iliabililiesllassels of the subsidlary as at 31 March 2021 were £1520,727112020.' £1,000). Greenwich & Bexley Communlty Hospice Lottery Limited 2021 2020 Turnover Cost of sales 282,685 167,6001 267,837 169,064) Gross proff( Adminislralive expenses 215,085 198,773 1147,6121 1128.6501 Operating profrt 67,473 70,123 67,473 167,4731 70,123 170,123} Distribution lo parent charty Retained in subsidiary 45 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl The current assets and liabilities ol the subsidiary were.. Current assets Current liabilities 112,853 108,026 {112,8211 (108,0241 Total nel assets Aggregate share capital and reserves The nel assets of the subsidiary as at 31 March 2021 were £212020.. £21. 11. STOCKS The Group The Charity 2021 2020 2021 2020 Materials 5,457 9.446 12. DEBTORS The Group The Charlty 2021 2020 2021 2020 Trade debtors Prepayments Legacies Olh&r accrued income Hospitality, Retail and Leisure Grants NHS England grant Other debtors Amounts due frorll subsidiaries 96.284 225,536 923,559 58,311 105,019 227,466 1,56S,065 164,451 310,000 86.443 58,482 923,559 42,500 104,877 82,668 1,566,065 15,385 310,000 318,120 114,646 318.120 94,527 733,958 61.955 473,213 1,736,456 2,449,198 2,257,589 2,614.163 13. CREDITORS: amounts falling due wlthin one year Thè Group The Charity 2021 2020 2021 2020 Trade creditors Other taxes and social SecUr￿Y Accruals Other Creditors Deferred income Inole 151. 239,858 127,599 316,381 49,900 80,392 319.687 119,423 106,882 49,198 74,242 222,122 127.599 205,984 49,886 51,705 302,523 119,423 42,337 49,198 51,705 814,130 669,432 657,296 565,186 46 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuadl 14. FINANCIAL INSTRUMENTS Thg Group The Charity 2021 2020 2021 2020 Financial assets al amDrtised cost (includes trade debtors, legacies, accrued income, other debtors and amounts due from subsidiariesl. 5,386,011 4,365,987 5,922,415 4,415,906 Financial liabilities at amortised cost {includes trade creditors, other taxes and social sècurily, olhei Gredilors and amounts due lo the subsidiariesl. 367,457 439.110 349,721 421,947 15. ANALYSIS OF DEFERRED INCOME Group Charity 2021 2020 2021 2020 Deferred income 211 April Applied during the year Released during the year 74.242 28,68 {22,5371 110,428 22,538 {58,7241 51,705 90,923 139,2181 Deferred income at 31 March 80,392 74,242 51,705 51,705 16. STATEMENT OF FUNDS120211 At 114120 Income Expendlture Transfers & Galns At 3113121 Unrestricted Funds General Fund Designated.. Fixed Assets Fund Legacy Equalisalion Fund Recovery & Transformation Fund Restricted Fund5 Donations Property Fund 2,049.220 8,003,163 17,443.2031 168,522 2.777,702 260.048 1,691.669 14,632 274,680 1500,0001 1,191,669 500,000 500,000 193,501 6.000,191 1,705,936 11,536,346) 129.5881 333,503 164.3861 5,935,805 Group Total 10.194,629 9,709,099 18,979.5491 89,180 11,013,359 STATEMENT OF FUNDS120201 At 3113120 At 114119 Income Expenditure Transfers Unrestricted Funds General Fund Designated.. Fixed Assets Fund Legacy Equalisalion Fund Restricted Funds Donations Property Fund 2,069,152 9,161.752 18.349,0231 {832,661) 2,049,220 223,857 956,378 3S,191 735,291 260,048 1.691,669 53,111 5,959,567 292,6S9 1100,6061 151.6631 193,501 40,824 6,000,191 Gmup Total 9,262,065 9,454,411 18,449,6291 172,2181 10,194,629 47 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinued} The Trustees have designated funds out of the unrest17Cted lunds for speclflc purposes as follows... Flxed Assets Fund In order lo fulfil ils charitable obje¢lives the Charily needs its fixed assets. These assets, 8￿hOUgh unreslricled, cannot be realised wilhoul undermining the Charity's work and the Trustees Ihefefore feel that il is appropriate lo reflect the investment in fixed assets by means of a designated fund. Legacy Equalisation Fund In 2016117 the Truslees created a Legacy Equali8alion Fund taking advantage of the record legacy income in that year. The fund was established to be used to moderate the fluclualing nature of legacy income by allo¢aling any annual excess of legacy income received over the len year average legacy income lo the Equalisalion Fund and to release funds baGk lo the Gerberal Fund in years whgro the legacy income falls below the len year average. Due lo above average income in 2020120. £735.291 was transferred lo the Legacy Equaliyalion Fund from the general fund. Recovery and Transformation Fund This fund has been set up lo invest in a number of projects to support the Recovery & Tr8nsform81ion Programme. The Hospice Recovery and Tiansfotrnalion Programme was approved by the Boaid of Trustees al the end 012020. The purpose of the programme is lo help u5 recover from the effects of the pandemic and lo support transformation in seven priority areas, identified and cryslallised by the COVID-19 experience.. Service Transformation Refreshing VolurileeTing Staff Wellbeing and Development Equality, Diversity and Inclusion Retail and Commercial Development Fundraising Development Stakeholder Engagement The Charity has the following restricted funds.. Donatlons Fund This represents funds received where the donor has declared where the gift should be spent. During the year. £29,5883 was released into general reserves which had been spent on Cap￿￿1 projects pertaining lo the kilchen refurbishment, Property Fund The predecessor organisation lo the Hospice, an unincorporated charity, transferred the land and buildings on which the Hospice's main operations are located, lo the Hospice on reslriclive terms for the sum of £1. The transfer documenlalion piedates the SORP and Charities Act, bul legal opinion ¢larilied reslri¢tive torms that the property is held on trust by Greenwich & Bexley Community Hospice Limited on behalf of the predecessor organisalion. However, the Charity has the legal right lo register charges against the property and il could be indemnified out ol the premises in respect of liabilities properly incurred in the Charity's rDle of Trustee. A¢cordingly, the nel book value of the land and buildings together with all improvements made to dale on the premises are reported as a separate reslricled fund. Transfers between funds reflects the Capital building project and movement in fixed assets. 48 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl 17. ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS AS AT 3113121 General Fund Designated Restricted Fund Funds Subsidiary Reserves Total Fixed assets Investments Current assets Current liabilities 274,680 5,935,805 6,210,485 811,342 4,805,662 1814,1301 811,342 2,410,423 77,664 1,691,669 333.503 370,067 1891,7941 3,299.429 1,966,349 6,269,308 1521,7271 11,013,359 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS AS AT 3113120 General Fund Deslgnated Restrlcted Fund Funds Subsldiary Reserves Total Fixed assets Investments Current assets Current liabilities 280,048 6,000.191 923 6,261,162 699,852 3,903,047 1669.4321 699,852 1,440,177 190,809) 1,691.669 193,501 577,700 1578,6231 2,049,220 1.951,717 6.193,692 10,194,629 18. PENSIONS The company conlribules to the NHS and Stakeholder pension schemes in respect of eligible employees. The assets of the schemes are held separately from those of the company in independently administered funds. The pension cost represents Gonlribulions payabl8 by the company lo the pension scheme funds. The NHS scheme is a mulli£mployer deferred benefits scheme which is undetwrillen by the Treasury. The Charity's obligations are limited lo ils annual contributions. The scheme currently has an employee contribution of between 50/0 and 13.50A and an employer contribution of 14.30/0. The Stakeholder Scheme has an employee contribution decided by the employee and the employer contribution is 10k above the employee's contributions up lo a maximum of 70/0. The total employers pensions conlribLJlion for the year amounted lo £326,220 12020.. £302,587) and a5 al the balance sheet dale the company held lolal conlrihulions of £49,841 {2020.. £49,1531 that were payable lo the pension schemes. 49 Greenwich & Bexley Communlty Hospice NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl 19. OPERATING LEASE COMMITMENTS 2021 2020 Land & Buildings Land & Buildings Other other As al 31 March 2021, the charity had annual lease rental commitments lotalling.. Lease5 expiring within l year Le8ses expiring within 1-5 years Leases expiring after 5 years 193,049 490,998 18,332 4,065 8,073 233,422 630,083 97,987 4,265 12,195 702,379 12,138 961.492 16,460 20. CAPITAL COMMITMENTS 2021 2020 Aulhorised 8,000 21. RELATED PARTY TRANSACTIONS In the year ended 3151 March 2021 the following transactions took place between the Charity and ils wholly owned subsidiaries.. GBCH Trading Limited (company number 056120681 and Greenwich & Bexley Community Hospi￿ Lollery Limited (company number.. 064837681.. Amounts duo to the parent company al the year-end was £733,958. There are no other oulslanding balances with related parties as al 31 Mar¢h 2021 {2020.. £nill. The lotsl amount of donations recefved from the trustees in the year was £ 31,11312020.. £ 9,8771. 50 Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS l¢ontlnued} 22. COMPARATIVE CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES120201: Unrestricted Funds Restricted General Designated Funds 2020 Notes INCOME FROM: Donations and Legacies.. Voluntary Income General donations Charity shop donations Legacies Charitable actlvltles.. Operating a Hospice Other trading activities.. Charity shop income Lollery income Other sales income Rental In￿Me Investment.. Other income.. 986,028 175,680 1,681,290 292,659 1,278,687 175,680 1,681,290 3,781,571 3,781,571 1,773,370 267,837 1QO,011 9,582 29,757 356,646 1,773,370 267,837 100,011 9,562 29,757 356,646 Total Income 9,161.752 292,659 9,454,411 EXPENDITURE ON: Raising funds.. Fundraising and marketing costs Charity shop expenditure Lollery expenditure Charitable activibes.. Operating a Hospice Clinic21 expenses 552,501 552,501 1,719.034 197.714 1,719,034 197,714 5.879.774 100,606 5,980,380 Totsl Expendlture 8,349,023 100,606 8,449,629 Nel Ilossesllgains on investments 10 172,2181 172,2181 Net Incomell&xpendlturel 740,511 192,053 932,564 Transfers between funds 16 1760,4431 771,482 111,0391 Net movement In lunds 119,9321 771,482 181,014 932,564 BALANCE BROUGHT FORWARD at 114119 2.069,152 1,180,235 6,012,678 9,262,085 BALANCE CARRIED FORWARD at 3113120 2.049,220 1.951,717 6.193,692 10,194,629