Greenwich & Bexley
Community Hospice
GREENWICH & BEXLEY
COMMUNITY HOSPICE LIMITED
IA charitable company limited by guarantee}
FINANCIAL STATEMENTS
FOR THE YEAR ENDED
31 MARCH 2022
Company Number.. 2747475
Registered Charity Number.. 1017406

Greenwich & Bexley
Community Hospice
CONTENTS
Page
Reference and administrative detsils
Trustees, Report
Report of the Auditors
34
Consolidated Statement of Financial Activities
36
Consolidated Balance Sheet
37
Consolidated Cash Flow Statement
38
Notes to the Financial Ststemenls
39

Greenwich & Bexley
Community Hospice
REFERENCE AND ADMINISTRATIVE DETAILS
Directors and Trustees
Mrs Ruth Russell
Mr Tim Gutteridge
Mr David Atterbury Thomas
Chair lalso Chair of Quality & Safety Committee to March 2022)
Deputy Chair and Chair of Trading Board
Treasurer and Chair of Finance Informats'on Goverriance and
Infomation Technology Committee
Company Secretary and Chair of Lottery Board
Mr Gerald Peters
Ms Lekshmi Babarujan
(resigned 21 July 20211
Mr Simon Di Marino
Ms Paula Keats
Mrs Estelle Kerridge
Ms Kate McGranaghan
(appointed 10 November 20211
Ms Rebecca Middleton
Mrs Mairead O'Reilly
Dr Mary-clare Parker
Mrs Manal Saéik
(appointed 10 November 20211
Mrs Komal Whittaker-Axon
Mr Michael Williams
{appointed 10 November 20211
Chair of Investment Committee
Chair of Remunerats"on Committee
Board Safeguarding Champion
Fundraising Link Trtjstee
Board Equity, Diversity and Inclusion Champion
Chair of Quality and Safety Committee
markeb.ng and Communications Link Trustee
Membership of Board Comrnittees
Quality & Safety Committee
Finance. Infomiation Governance and Infomation Technology Committee
Investment Committee
Remuneration Committee
Lottery Board
Trading Board (from August 2021)
Recovery and Transfomiab"on Programme Board lunb'l November 2021)
Non-Trustee Advisors
Mr Mike Davis
Mr Barry Dow
Mr Ivan Izikotwitz
Mr Alan Powell
Non-Executive Director for GBCH Trading
Non-Executive Director for GBCH Trading
Non-Executive Director for GBCH Trading
Chief Executive
Ms Kate Heaps
Senior Leadership Team
Mr Victor D'Arcy-Smith
Mr Jon Devlin
Ms Wendy Lelhem
Ms Aneta Saunders
Mrs Susan Smyth (resigned May 20211
Mr Graham Turner (appointed Sept 20211
Reglstered Manager
Ms Ellen Tumelty
Registered Office
185 Boslall Hill
Abbey Wood
London
SE2 OGB
Banke
National Westminster Bank Ltd
1 Townley Road
Bexleyhèath
Kent DA6 7JG

Greenwich & Bexley
Community Hospice
REFERENCE AND ADMINISTRATIVE DETAILS
Auditors
Haysrnacintyre LLP
10 Queen Street Place
London
EC4R 1AG
Registered Charity Number 1017406
Company Number
2747475

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022
The Board of Trustees present their report and the consolidated financial statements of Greenwich & Bexley
Community Hospice Limited IGBCHI for the year ended 31 March 2022.
The financial statements have been prepared in accordan￿ with the Statement of Recommended Practi
for Charities ISORP 20151 (Second Edition, effective 1 January 2019). applicable law and the Charity's
governing document
STRATEGIC REPORT
OBJECTIVES AND ACTIVITIES
The Charitys public benefit as set out in the objects clause in its Articles of Association is, for the relief of
pain and suffeiyng an70ng the ill, the pmvision, management and maintenanGe of a hospice and associated
communty and outreach seryices for people wrfh life-limiting illness and their families and friends, the
pmteetion 2nd preservation of the health of those affected by bereavement and the advancem8nt of
education of professionals and the public in the relief of paffn and suffering.
At Gr*nwich & Bexley Communty Hospice. we believe that every person facing death should have the
best quality of life possible. experien￿ dignity, peace and comft)rt and be supported to make the chol￿S
that are right for them.
Our organisational purpose is to support and care for people facing death and those close to them, their
families and professional carers, acting as a system and community leader and connector, supporting
others and delivering expert care to achieve our vision. As we strengthen our relationships across the
community and health and care system, we will be generous with our skill and expertise to increase the
profile of end of life issues and hospice care, improving access and extending reach.
Our staff work within our own seNices and in partnership with others to help patients maintain connections
with their community and maximise their quality of life. We continue to be creative in our approach to care,
reimagining support at home and for families, all the time responding to diverse needs arid the challenges
our patients and communities face.
We actively listen and respond to everyone who needs our care and at times, this requires us to lobby those
in powerto ensure that the necessary resources are available and that we can address barrierslchallenges.
We recognise that our people are our greatest asset., we recruit, develop and relain the best people, creating
opportunities and an environment for all of our staff so that they can be themselves and perform at their
best.

Greenwich & Bexley
Community Hospice
Our Values
Carry for and
cart •NJ I*•u5vvkasat*am
Striving for the best arKI
being forward thinking
a d￿se organisaL￿n wecan
%•th thstJfy*rgty.ackncMAe&Jty ihat
i.'n h￿nIrS t+om othws
Lvntir•J¢YJ51yiTnmwJ Ve￿11 rnamtain
ur aM￿LIc￿ io 1*5LaThJlO
i￿51091¥**￿￿ caie.supwrt an
from ts)nI#l￿*Tr￿È
8eAltyJf W*rA4yait￿1X)n Lothpynall
Ihirw the ffVJFE d1licu￿1hroJS•1K be
Public Benefit
The Trustees have paid due regard to the guidance provided by the Ch8rity Commission on Publi¢ Benefit.
They are assured that the aims and objectives, along with the outcomes of the activities of the Charity have
mel the Public Benefit requirerllent and acknowledge the generosity of its supporters who have enabled
the public to benefit from the Charity's activities. This Trustees report demonstrates how this was achieved.

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued)
OBJECTIVES AND ACTIVITIES Icontinuedl
Our Strategy
The last year has been fijll of challenges and triumphs,. when we first entered the Coronavirus Pandemic,
none of us expected il to last a year, let alone two,. but unfortunately, it has been what has coloured much
of our lives in 2021122 as well as the previous year.
Across the hospice, colleagues have learned to adapt to ensure that whatever their role they are still able
to deliver,. whether that is in our income generation team, in our back offices and support functions or in our
frontline clinical seNices. Our multi-professional team has adapted their practise, testing themselves
regularly to keep our patients and their colleagues safe,. becoming proficient at communication over video
or behind a mask and adapting their knowledge and skills lo respond to fresh challenges to ensure that we
maintain the best service we can for everyone who needs our care.
This virus has in some way impacted the lives and wellbeing of everyone in society, and al the hospice we
have not only had to respond lo greater need in our community, but we've had to take even greater care of
one another. Colleagues have themselves been impacted by the virus, many have lost loved ones
themselves or been very sick and some impacted by the protracted effects of long COVID. Nonetheless,
those who were able have worked tirelessly lo keep shifts covered and patients cared for.
Throughout 2021122, we continued to use our Recovery and Transformation Programme {RTPI to set our
direction, ensure we maintained opemtions and to develop our hospice. The programme focused on seven
priority areas, identified and cry5talli5ed by the COVID-19 experience.
1. Service Transformation
2. Refreshing Voluntèering
3. Staff Wellbeing and Development
4. Equity, Diversity and Inclusion
5. Retsil and Commercial Development
6. Fundraising Development
7. Stakeholder Engagement
The programme has helped us during a time of significant uncertainty and change to make progress
towards achieving our vision, respond lo opportunities and become more resilient to future threats. Through
the RTP, and working with Nesta and Julie Dodd. a digital transformation consultant, we were able to build
on what we've learned and begin to pul the last two years behind us with our new strategy, approved by
the Board of Trustees in March 2022.
Some headlines from engagement conducted by Nesta on behalf of the hospice are outlined below..
People feel overwhelmingly positive about
GBCH'S current care and support
We osked people to tel us howthey about GBCK'score WPPLYF¢u￿￿￿llYlrorn 1-10. oft
heard Irom 239 peop￿..
4&-,
0.4%
3%
2.3%
Ex¢epSonul
neg

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACTIVITIES Icontinugdl
Overall opportunities for setvice
transformation
P¢th•Khlps and
to*¢ QiidWiger&yStern1e￿eth
s¥oport..
PEO￿￿0$￿* W•al•sta￿tt
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• In¢￿
ASwg11 u Fee￿￿ IntQ seryte tr￿fUm￿l￿l.lheJEot1￿￿U￿rf￿s&fjCnvsRk toottwCr￿<Vmlig Raco¥
0rn4 Tra￿forM0tknn￿I￿￿ty Lle￿ 1ryGYC￿.
tapeh¢A¢¥èngooefiwntisys
18adeThh
¢eYalopm8nt
Pefr&*ln9v￿ufite￿rn
n8St
Our new strategy outlines our priorities for the next five years. We wi51 continue lo ensure that our patients,
their families and friends and the needs that they encounter through their journey from diagnosis through
to death and Into beieavement remain al the heart of all we do Our skilled, compassionate and dedicated
team of staff and volunteers, who always strive for the best in all that they do, will be responsible for the
delivery of our stotegy. Together we will work with local people and our partners lo understand and meet
the evolving needs of our communities, working together lo achieve the very best outcomes for patients.
The new strategy continues lo take account of the accelerated change and adaptation we have seen
through the challenges of 2020 and 2021 and seeks lo build on what is posits.ve about this change and
leave behind that which is negative.
Our strategic prioritie8 wll help ensure that we ulilise our resources as effi¢ienlly and effectively as possible
so that care and support is available where and when needed, delivered by the most appropriate person or
service. It also supports our aim lo ensure that we remain financially sustsinable, so that we can continue
to provide care and support long into the future.
We recognise that our purpose will sometimes require us to lake risks, to bè courageous in advocating for
those whom are most in need and sometimes to priorilise resources. We will continue lo be innovative in
our approach and focus on our priorities,. thi5 will help ensure that we achieve our vision of the best quality
of life possible for people facing death in our community.
Our three strategic priorities will ensure that we continue lo look forward lo be the very best we can be..
1. Listening lo all voices in our community, understanding their stories and challenging
inequalities so that we develop support, which is responsive, compassionate and flexib5e lo
meet differing and individual needs
2.Growing and empowering OLJr own staff, working lo our strengths alongside system
partners and developing others to give the best support they can lo dying people and their
families
3. Making the most of technology to assist us in delivering outstanding eare, increasing reach,
demonstrating impact and maximising income
Further information about our new strategy Is available al www.communi
hos
ice.or
.uk

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued}
OBJECTIVES AND ACTIVITIES {continuedl
The table below gives an overview of the progress made against our Recovery and Transfomiation
Programme objectives..
Vvofk strearn
SeNice
Transformation
Pro
ress
Appointment of New Director of Care and Service Transformation
Reopened our rehab gym and began a hybrid model of service delivery
Mapping of local opportunities for local wellbeing support already provided
by partners
Commencement of 1-1 wellbeing support provided by Wellbeing Support
worker
Evaluation of ongoing secondment of Physiotherapists lo Oxleas, Lung
Health team
Appointment of shared Occupational Therapist post wth St Christopher's
Hospice
Sessional Counsellors recruited ftjr re-modelled bereavement service
Continuation of our involvement in system-wide 'Home First, model
including 7 day Care Coordination service and fvrther expansion of Social
Work Team
Evaluation of Hospital End of Life Discharge Cooidinalor role
Further development of C8re Homes Team including introduction of Care
Homes ECHO webinars
Appointment of Board Safeguarding Champion
Completion of work by Nesla to inform new strategy
Completion of digital maturity assessment and horizon scan of
opportunities to support service transformab.on
Worked with CRASH charity to Commission options appraisal to inform
clinical estates strate
Reintroduction of face to face volunteering within hospice and community
Continued growth of Compassionate Neighbours scheme
Recruilmenl to new roles including for Kickslart Programme and
reintroduction of Youn
Ward Volunteers
Staff wellbeing month look place in partnership with St Christopher's
Hospi￿ funded by SELCCG
Ongoing use of SE London Wellbeing portal and contribution to its
development
Wellbeing sessions ad hocl via external supptsrters
Ongoing training and development available for all staff
Continuation of free meals for hospice based staff
HELP programme continues- including reintroduction of face to face
training
Re-Introdu¢tion of Schwartz Rounds
Progress towards implementation of our E,D&l vision and action plan
Introduction of new recruilmenl procedures
Further roll out of Unconscious bias training
Continued engagement with SE London People board E,D&l work
Appointment of Board E,D&l Champion
Commisioned METRO Charity to review supportfor LGBTQ+ people
Establishment of new Shadow workfor￿ Committee
oin
Communi
Develo
ment work
Refreshing
Volunteering
Staff Wellbeing and
Development
Equality, Diversity
and Inclusion
l The Hospice airns lo develop a culture which values its Staff and patientsl clients and its local community and lo have a system in
place which proactively prorDotes in¢lusion and equality for all as well as embracing dniersily. We aim to integrate equality. diversity
and inclusion in everything that we do. $0 that ft ts embÈdded in ourdaily practice.

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACTIVITIES Icontinuedl
Retail and
Commercial
Development
Completion of retail review lo advise future structure and strategy
Refurbishment 012 retail units
Comm155i0ned Box-move for hospice retail logistics
New Head of Retail in role
Established a Trading Board and recruited a new Trading Non-Executive
Director
Investment in fundraising to grow income, particulady individual giving,
lottery and commLJnily fundraising
Reinlroduclion of some fa￿ to face fundraising events and conlinualion
of virtual
Commenced project to replace our current Finance System
Appointment of new Database Manager and agreement to invest in new
Customer Relationship Management System ICRMI
ointment of a Fljndraisin
Trustee Cham
ion
Regular'lime lo talk, meetings embedded across the organisation
Appointmènt of new Marketing and Communications Managèr and review
of regular communications. including further development of electronic
communications Recruilmenl of Head of Communications and Marketing
Further development of brand and review of patient Information resources
oinlmenl of a Communications and Markelin
Trustee Champion
Fundraising
Development
Stakeholder
Engagement
During the height of the pandemic, we made some changes lo our governance structure lo ensure
continued board oversight and assurance, as well as lo provide sUPPOrt to the Chief Executive and her
senior leadership team. We have now reviewed the structure for 'bLJsiness a s usual, and will continue lo
implement our planned changes throughout 2021122.
Hospice Services
Greenwich & Bexley Community Hospice offers a number of services based within and working from our
main Hospice building. We were last Inspected by the Care Quality Commission in 2016, when we achieved
an overall rating of 'Good' and a rating of 'Outslanding' in the responsiveness domain.
Services 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 signif1cant
support lo the families and friends of those who we care for
Our outpatient servlees support people who remain at home but are able lo travel lo the hospice for
rehabilitation, ambulatory treatments and outpatient review as well as complementary and creative
therapies.
Our rehabilitation team work with patients in all Hospice services lo maintain or develop
independence and develop strategies to m2nage symptoms such as fatigue and breathlessness.
Our bereavement and coun$elling service gives emotional support and counselling to people with
advanced illness and their families and friends before and after bereavement, face to faTr Individually.
in groups and over the telephone.
The Hospice's chaplaincy service provides spiritual support to patients across 811 settings when
requested.
Services in the Hospital
The Hospice Team at Queen Ellzabeth Hospltsl, Vvoolwich, trains and advises hospital staff on end
of life care and symptom control issues as well as supporting patients and their f8milies directly, helping
lo ensure that their wishes for care are met and supporting patien15 to be discharged home, or lo a
care home or the Hospice where thi5 Is appropriate. This service operates seven days a week.

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACHIEVEMENTS Icontinuedl
Services in the Comrnunity
The hospice's Community Services provide specialist palliative care across Greenwich and Bexley
Boroughs. Clinical Nurse SpeGialists, Doctors and Allied Health Professionals visit people in their own
homes. in care homes and in the local prisons,. giving holistic care, advice and support to them and
their ne￿Ork of informal support as well as to the other community staff (GPS, District Nurses etc.}
involved in their care. In Greenwich, we a150 provide a fully inlegraled care coordination,
hospice@home and nursing service, providing practical and personal care around the clock in patient's
own homes. Since the beginning of the Coronavirus pandemic, the hospice has also delivered personal
care to residents in Bexley through a SPDI-purchase arrangement. These services operate seven-days
a week as well as providing on Call advice around the clock. In Greenwich we also provide night silting
and a night time rapid-response service, provided through a conlractwith Thrtaiie Curie and Oxleas NHS
Foundation Trust.
The Hospice Social Workers work with patients lo access benefits and grants as well as to try to
resolve housing issues and gel help with complex children and family needs or safeguarding concerns.
Our network of community volunteers increasingly also supports people in their own homes, and
includes volunteers who provide compassion. companionship and practical support, these volunteers
are called Compassionate Neighbours.
Education and Care Homes Support
Through our Involvement in the Hospice Education and Learning Partnership (HELP), our team
provides bespoke and programmed training to nurses, doctors and other health and social ca
professionals as well as providing support and facilitation to staff, patients and families in care homes.
HELP is a partnership be￿een our own hospice and St Christopheffs Hospice.
OneBexley
In 2020121 we were awarded a contract by London Borough of Bexley to provide assessment and
review of social care needs for adults and their carers across the borough. This contract, which is the
first of its kind, is delivered by the hospice as prime contractor with a partnership of seven other local
charities. As the service develops we hope that it will help us engage with people earlier in their disease
as well as supporting more carers who are looking after loved ones facing the end of their lives. Due
to the success of the short-term pilot, which demonstrated better outcomes and more personalised
care, we have been awarded a three-year contract
Progress on HospSce Strategy and Priorities for Improvement during the Coronavirus Pandemic
Despite the challenges that continued because of the Coronavirus Pandemic, our Hospice achieved a huge
amount in 2021122. Much of what we achieved focused on us maintaining business continuity throughout
our services as opposed to explicitly about meeting our strategic priorities, bul where the situation presented
challenges, we viewed them as opportunities to improve and in doing $0 were able to achieve a number of
strategic goals.
Business Continui
and Infection Prevention
We were able to continue to protect our'mission critical, seN1￿$ and support more people than ever before.
Our hospice-wide pandemic planning gmup continued to meet regularly, to respond to new legislation and
guidance, this has now become a regular group which meets lo discuss operational challenges as they
arise. The outcome of our govemance review continued to be implemented, moving to bi-monthly board
meetings and our new Workforce Committee was established in 'shadow' form. Operational managers
continued to focus on maintaining our service and supporting staff and continued lo assure the Board
around our financial stability, worlrforce wellbeing and resilience, response to the pandemic and quality and
safety of our seNices. Our Chair and Chief Executive continued with their weekly meetings and liaised with
other Board members as necessary, we have reviewed our depulising structure for board members to
ensure business conlinuily for govemance and 8SSLJrance.
In the early part of the year we continued to reduce face-to-face contrdct be￿een staff and be￿een staff
and patients where this was appropriate. Many patients remain reluctant to have home visits and for some
staff, work life balance has been enhanced by working from home. so hybrid working has remained in place
where appropriatel possible.

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACHIEVEMENTS Icontinuedl
Our Registered Managerl Infection Prevention Lead led on all aspects of infection risk management with
support from the pandemic planning group, our HR department and Estates Team. As the benefit of wide
scale vaccination began to enable reslriclions to be lifted in wider s(Kiety, we were able lo bring more staff,
Outpat￿entS and visitors were welcomed back into the building, however we continue lo maintain strict
controls with mask wearing, social distancing and regular lateral flow device testing for hospice b8sedl
linical staff. We were pleased to be able lo welcome our inpalienl team back into the rest of the hospice
as we opened the inpatient unil front doors once more. We remain diligent with barrier nuising for new
inpalienl admissions and patients suspected with COVID and we have had no COVID outbreaks in the
hospice in the year because of our continued caution.
Partnershi
workin
We remain grateful to our own stsff who showed flexibility working in other areas of the hospice al limes of
peak demandl staffing difficulty. In particular, our physiotherapists continue to be seconded on a part time
basis to the respiratory team at Oxleas NHS Foundation Trust, working in the team to support patients who
could benefit from a palliative approach.
Our partnership approach continued throughout the year with regular participation in the Greenwich and
Bexley 'Syslem' wide group 'Resplendenl'. Through this group, we have proactively participated in problem
solving across organisalions, as well as getting support when the Hospice needs il from partners. We
accessed winter funding once more which enabled us to invest in our community services.
Our Greenwich and Bexley End of Life group convened at the beginning of the pandemic now continues as
a system wide group. chaired by our Director of Care and Service Transformation. The plans for this group
link with the SE London Integrated Care System Palliative and End of Life Care Netwoik which is lead by
our Chief Executive and supported by 3 Project Manager seconded from the hospice.
We maintained our partnership with Sl Christopher's, including ajoinl Occupational Therapist post., however
the Senior Medical support to our inpalienl unil and collaboration on our second on call rola ceasèd due to
changes in their medical staffing. An independent Medical Consultant supports the team instead and a
working with Supportive Care UK lo help sustain our second on call rota. Our Hospice Education and
Learning Partnership continued to deliver face to face and virtual learning to colleagues across the NHS
and independent care home sector, embedding virtual meetings called Project ECHO with our local care
homes. We were sorry to see the joint Chief Executives from Sl Christopher's moving on to new roles at
the end of the year and hope that our collaboration will continue under the new leadership.
staff Wellbein
The curnulalive impact of two extremely difficult years has been significant across our whole staff team.
Changes lo practice with less face lo face interaction and less opportunity for infomial support, long hours
and the reality and lear of COVID impacting on staffing levels and the health of ourselves and our loved
ones, means that we all bear the scars of the pandemic. The unrelenting nature of these challenges has
made it difficult to maintain morale at limes. Our very special hospice team have supported one another to
get through this last year and together we have achieved so much under tremendous adversity, the board
are incredibly grateful for the continued commitment and dedicats'on shown by every member of staff.
The conflict in Ukraine and the cost of living crisis has also added additional worry and pressure for people
across the whole of society, our staff are no different and so we will continue lo be mindful of both these
issues in our wellbeing support.
We maintained regular'lime to tslk, sessions for colleagues to share worries and anxieties as well as good
news. We also held a staff wellbeing month in partnership with Sl Christopherfs Hospice in May. The month
included pamper days, wellbeing checks as well as a programme of virtLJal health and wellbeing focused
sessions The funding received from SE London Integrated Care System for the month also funded
refurbishment of our staff 'wobble room, and the ladies, changing rooms. We were pleased to be able lo
reintroduce Schwartz rounds, which we also opened up to colleagues from Oxleas NHS Foundation Trust
and were evaluated well. Staff began lo use our 'Spe8k Up, plattorm Work In Confiden￿, albeit in small
numbers, and continued to access Clinical Supervision, our Employee Assistance Programme and the
South East London Wellbeing portal.
10

Greenwich & Bexloy
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACHIEVEMENTS Icontinuedl
We're planning a review of Clinical Supervision in 2022123 which will inform our strategy lo support clinical
staff,. we're also planning a hospice-wide staff survey al the beginning of 2022123 and willuse the findings
of this to inform our People Strategy. We'll a150 continue to link with our staff wellbeing group formed as
part of the RTP, to develop more wellbeing inib'atives.
'LVhat was best for me was the wellbeing check, which thankfully I have followed up with nFy GP. If I didn't
do this I don't think I would have spok8n to my GP and now receiving treatment. So very well done,
'Thank you forputting these SeSs￿nS on- it was really good to take sorne time to do mindfulness or to get
8 massage, as this is not something I would do regularfy. It would be great to see ffnitl8tives like this
spread across the year to encourage staff to remen7ber to prioritise their own health and wellbeing.
Thanks again, great ideal,
Feedback from staff following our joint hospice wellbeing rnonth
IYS nice to be able to connect with colleagues th8t we wouldn t nom7ally see. Having an insight into each
otherfs working lives is interesting and often very imp8clful.'
Feedback from staff member following a Schwartz round
Investment in Infomiation Technolo
Following the significant investment in IT in the previous year, we continued our nelwork upgrade and
moved our server infrastructure into the'cloud,. We also commenced a project to move our finance system
onlo a new platfomi, the project will complete in the autumn of 2022, closely followed by a planned upgrade
to a new Customer Relationship Management System.
Financial Sustainabili
Although budgeting and income from our usual sources of income were still impacted by the pandemic, we
faced immense uncertainty and so we adapted and developed our plans accordingly. Detail on retail and
fundraising inccime is provided later in thi5 report. We were extremely grateful for the conlinualion of the
Hospice grant from NHS England, which gave us an ability to plan and develop in response to increased
need.

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
OBJECTIVES AND ACHIEVEMENTS Icontinuedl
CARE ACTIVITY
1043 bplng rt*4vty referred within thefln•ncial ￿ar and V15
'(￿905Th9. P￿t￿nts having be•n ref•rr•d priorto th• start of th•
linaneial year. People usually rec•ive 5UPPOrt frorn m¢xe than
on¢ hospiee ser¥ic•. $0 th• number ot i1￿1¥￿IU&l referrals 15
g￿terth)n the numbw of p¢gpJe w•supporred.
for 2,718
people in
20J122
Hospice Based Service
Inpatient Care
In 2021122 we provided care for 295 patients within Woodlands, our Inpatient Unit1257 in 20201211. Despite
this, occupancy remained al only 63Q/.1202012163'/01 because our average length of slay reduced frorn 13
days to 10 days, as many patients chose lo remain al home surrounded by family, rather than allending
the hospice which had restrictions on visitors for parts of the year Patients are referred for inpatient care
for pain and symptom control, terminal care, complex psychological support and respite care.
For some patients their symptoms become hard lo manage and require specialist assessment, support and
treatment. These patients will stay with us lo enable the multi-disciplinary team to assess their condition
and if ne￿$sary, modify their medication in order lo relieve pain and other symptoms, before discharge
back home. There was a slight Increase in patients being discharged at the end of their slay with 28 /0 of
patients who stayed in the Hospi￿ in 2021122 being discharged home12020121260/0). Some people whose
illness has reached the fin81 stages choose lo come lo the hospi￿ for terminal care.. these patients are
offered compassionate nursing and medical care so they can achieve the best quality of life during their
final days.
The direct cost of providing care in the Inpalienl Unit in 2021122 was £1,439.81412020121 £1,445.1151,
costs remained flat, mainly due lo a high vacancy rale in our inpatient team.
Outpatient Services
Rehabilitation
The Hospice rehabilitation team, comprising 2 Physiotherapists and an Occupational Therapist, work with
our nurses and doctors lo enhance the skills of the multi-disciplinary team and encourage a rehabililalive
approach across all of our services. Our team continued lo develop this service, embedding a rehabilitative
approach throughout all a￿aS of the Hospice and working with a small number of rehabilitation volunteers
who SUPFX)rt their work.
The team worked in the inpatient unit, our rehabilitation gym and virtually to support patients with a small
amount of home visiting taking place, mainly by our Occupational Therapist. Our physiolherapisls Continued
to be seconded to the Oxleas NHS Foundation Trust lung health team on a part-lime basis and following
positive evaluation we are now seeking funding to continue and expand this service. IN total the team
supported 201 new patients in the year, compared lo 116 In 2020121.
Our Vvellbeing Support Worker spent lime with individLJal patients as wèll as mapping services provided by
others in our community. She is now in the process of developing a number of opportunities for virtual and
face-lo-face wellbeing groups and these will increase when we appoint to a new Allied He211h Professionav
Wellbeing Lead post, planned for 2022123.
12

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued}
OBJECTIVES AND ACHIEVEMENTS {continued)
Case Study:
After a stay in hospital, Tracy chose lo spend her final weeks in our inpatient unit. She was unsure what to
expect as she was unaware of the hospice and the support and care available. Inits'ally she had found il a
little scary, but was quickly pul at ease by the cornpassion shown lo her by the team who looked after her
and the bonds that quickly fomied. She recallèd that on her second day, Nurse Louise had painted her nails
and later washed her hair and how happy and lifted that had made her feel.
Tracy was amazed by the level of the personalised and compassionate care that she received and the
positive impact that had on her and her visiting family, and she wanted to shout at￿ul the great work that
the hospice is doing in the community 'Many years ago, when you'd say the word 'hospI￿,, you'd think
actually its end of life ca￿, but it's so much more. They are doing so much more for me, it's not all about
just one thing and they've got the facilrties to help you live your life the way you need lo live it, no matter
how long you've got to live it.
Social. Psychological and Spiritual Care
The Hospice endeavours to meet all the needs of its patiènts whether they are physical, emotional or
spiritual. Our social workers, bereavement support team, chaplain and volunteers help other members of
the team to ensure that we meet the holistic needs of patients and their families and friends.
The need for social work support Continu￿ to increase in 2021122, supporting 112 new patients this year
1114 in 2020121} with a variety of issues including complex family work, safeguarding issues, housing.
benefits and asylum issues_ We were su¢¢essftJl in our plans lo expand our Social Work service in the year,
which helped to meet this challenging workload. We hope that in 2022123 we will be able to expand our pre
and post-bereavement support for children as we Continue to see more parents of children as children.
During the course of this year, we contintjed to offer one to one counselling support virtually via telephone
and video. We offer counselling to patients, relatives and carers, before and following bèreavement for
relatives. Where appropriate, we pass on referrals to other partners through our newly established
Greenwich & Bexley Bereavement HelpPoinl. In total in 2021122 our counselling service supported 503
people, provided by paid and volunteer sessional counsellors as well as our Bereavement Coordinator.
Practice Development
We continued lo work through HELP. the Hospice Education and Leaming Partnership in collaboration with
Sl Christopher's Hospice. By working together we reached more local health and care staff, enabling them
to support more people lo achieve their goal of dying in their own horne or caie home focusing on promoting
holistic care, dignity, independence and choice at the end of life as well as developing symptom
management and communication skills_
Community Based SeTvices
The Hospice offers 24 hour care and support in the community across the London Boroughs of Greenwich
and Bexley. In 2021122 our specialist palliative care community team supported 1.489 new patients11,331
in 2020121, a 12 /0 increase); 196 of these patients were supported al some point during their journey via
our telephone support service1263 in 20201211. Of the 1,546 people who died under the care of the hospice
(all services), 69 /0 were able to die out of hospital167Q/o in 2020J21}.
Whilst there was a slight reduction in patients with a cancer diagnosis (reduction of 58 or 4 /., following a
significant increase in 20201211, the most notable growth in activity was in people experiencing frailtyl old
age and those with respiratory conditions. The team supported an additional 50 people experiencing fraillyl
old age in 2021122, an increase of 100 /0 and 49 people with a respiratory condition, an increase of 20'h_
The direct cost of Specialist Community Care in 2021122 was £959,01112020121 £949,956), challenges in
recruitment and vacancies were responsible for costs remaining relatively flat. Our community team
continued to use technology to assist them in their clinical practice, protecting shielded patients as well as
freeing up valuable tmvelling lime.
13

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
The H05pice@Home seNice continues lo deliver an important element of Hospice community activity, led
by the Hospice and delivered in partnership with Marie Curie and Oxleas NHS Foundation Trust. The lolal
cost of the care provided by the Greenwich Care Partnership in 2021122 was £772,54612020121 £724,457).
Throughout 2020121 our team look a leading role in managing the discharge process for those facing end
of life in Queen Elizabeth Hospital and we were delighted to be able to support Bexley residents as well as
those we normally support in Greenwich through our Hospice@Home team, the increased costs mainly
relate lo these additional services. In 2021122 the Hospice@Home team supported a total of 250 new
palienls1275 in 20201211.
Case Study:
The Community team are Cu￿￿tlY supporting a young man of 26 years old who lives with his mum and
young sister. He was diagnosed with a rare brain tumour when he was 18 yèars old, just as he was ready
lo start university Despite life changing immeasurably for him, he went onto graduate from university, set
up a social enterprise to educate and support people affected by cancer and brain lumours, particularly
those in Black and Minority Ethnic communities and he started a company which sells merchandise lo
support the social enterprise- Rare & Loved.
Since then, he has undergone a number of surgeries and treatments, each having some residual effect on
him ln some way. The team have been involved since Summer 2020 with practical issues such as benefits,
securing a family break, advocacy, symptom management, emotional support and referring his younger
sister to Young Carers. The disease has progressed further and there are no further treatment options, we
continue to support the patient and family on this difficult journey. The patient has recently had a book
published, detailing the challenges that he ha5 encountered and how he has coped with them.
Hospice Outreaeh in Hospital
Our hospital 5UPPOrt team based at Queen Elizabeth Hospital, Woolwich, 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 941 patients over 1075 referrals1918 patients and 1062 in 2020121
2°h increase). This demonslrales sustained growth following investment in the team the previous year. The
direct ¢051 of Hospice Care in the Hospital in 2021122 was £393,56912020121 £345,008).
Case Study:
Il's always good lo apply our hospice approach to care in the hospital setting., the hospice's hospital support
team recently carèd for a patient who was approaching the end of her life who had complex care needs
most suitably catered for in a hospital environment. After struggling with this reality, the team had emotional
and honest conversations with her about whère she would preferred lo end her days, and having discussed
that a hospice slay was not going lo be possible. they ascertained that what W85 most important to her.
She wanted her husband lo be able to stay with her and lo spend time outside, seeing the birds, the
greenery and the blue sky. The hospital team leader and senior doctor took lime out of their rounds to lake
her in a wheelchair away from the busy hospital ward into the fresh air where she could see the trees and
sky outside the hospital. The team leader later commented 'lt was a most honourable and beautiful moment
that we were able to share with the patient and her husband- the patient who could not verbally
communicate shed lears and smiled - the husband was so grateful.... it was one of the most beautiful
moments of end of life care in my experience and one both myself and colleagues will remember forever.,
OneBexley Consortium
One Bexley is a consortium of eight charities who have agreed to work together for mutual benefit as well
as to improve the lives of Bexley citizens. The consortium includes the Hospice, Bexley Voluntary 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 to 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.
14

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued}
ACHIEVEMENTS AND PERFORMANCE {continued)
Through the contract, we are aiming for people to..
a. Have care and support that enables them lo live as 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
c. Have needs mel effectively, efficiently and quickly
d. Facilitate proactive and preventative care support rather than reactive and crisis care2.
Greenwich & Bexley Cornmunity Hospice is the prime contractor for the OneBexley Pathways Contract and
our Chief Executs"ve Chairs the One Bexley Programme Board. Through this mechanism the Hospice is
working to extend reach, build and ulilise community assets and deliver value for rnoney and quality benefits
to the Hospice, the wider system and the Bexley population.
Following the success of the pilot phase, we were pleased to be able to secure a new three-year contract
for OneBexley in March 2022.
REACHING ALL OF OUR COMMUNITY
Care beyond Cancer
The Hospice continues to strive to reach people with a diagnosis other than cancer, who nationally are
often less likely to be referred and to access support from specialist palliab.ve care 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 be￿een April 2021 and
March 2022 included 125 people referred to our counsellinglsocial work service only., we have excluded
these clients for the purposes of diagnosis rèporting, as many of these will be carers or bereaved family
members. This leaves 2,593 people with at least one recorded diagnosis.
The proportion of patients with a cancer diagnosis was 520h.
Serving People of All Ages
The Hospice provides care to anyone with a life limiting illness living In the London Boroughs of Greenwich
r Bexley who is over the age of 183 The majority of people we care for are over 65. In 2021122, 65Q/• of
the people we cared for were over 75 {2020121 $2'/01 and 36 /• were over 8512020121 33Q/o}.
As predicted, we are seeing the need for care for the 'older old" increasing and we expect this trend to
continue over the next 10-20 years. This is already having an impact on the type of care we provide as
people in the .85 years and overf category are more likely to have elderly carers or live alone, and may
also be more likely to live in a setting such as a care home or supported housing 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 continued lo invest in our work in care homes in 2021122
and will continue lo develop this support as part of the new strategy.
Taken frorn LBB pathways contract service specification (2020)
Additionalty. children and young p8ople who are farnily wernbets or clos& friends of those we care for, rÈGeive support from staff.
particvlèdy psycholog￿al support and social work services.
15

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
Patient Diagnosis
1% i*
can.tr
Dtryenya
Coronatrif
CarJityaKuiJr conditrons
IEwIOla 4t
S'..=ke
her
Patient Agel Gender
7CQ
3C
2￿
IC*J
18-24
25-64
65-74
75-84
85.
Female • Male
16

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
Cultural Diversity
The Hospice continues lo focus on ensuring that all groups in our community are aware of our services and
to break down the barriers to accessing our care and support. As part of this strategy, we spend time with
community leaders and groups listening lo them about their needs and talking about the HospiTr to try to
dispel any myths that may discourage people from accessing our services when they need them. At the
end of 2019120 we received a grant from the National Lottery to help us accelerate this work, however the
pandemic forTrd us lo scale back our plans to focus on maintaining business continuity.
Although we have made some progress with our ethnicity monitoring1838 or 290h of patients in 2020121
did not have their ethnicity recorded), disappointingly in 2021122 this issue remained for 675 people or 250/0.
For the remaining patients for whom ethnicity was recorded, there was a larger number of people in the
non-white British group127 /0 yèar on year increase) whereas the White British group stayed the same. We
saw the largest growth in the'Black or Black British, and 'Other' categories.
We continue have a clear focus on data quality in all areas, but are particularly focussing on this area as
part of our Equality, Diversity and Inclusion Work which will be rnonilored through the Quality and Safety
Committee.
Cultural Heritage
-￿r=r￿12.. ?".
•Th tsritk2n Orner
fri:
Orher
-.e ar1￿5
-.e Other i%￿￿1te Iri$￿￿￿￿.e Orneri
17

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 lcontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
INCIDENT MANAGEMENTI HEALTH & SAFETY
Reporting of clinical incidents is ernbedded into the routine business of the H05pice Quality & Safely
Committee through the clinical dashboard.
Our medicines incident rale was 56 for the whole year (74 20201211 a further reduction on the previous year
and a welcome downward trend. We were able lo use Hospice UK'S national annual benchmarking audit
to compare ourselves against similar hospices., incidents are graded level 0-6 wlh O being least severe,
our errors ranged from level O to level 2, also an improvement on the previous year. Our rate of 'level O.
(error prevented) drug errors al Greenwich & Bexley Community Hospice is higher than the average for
Hospices of a similar size145.kn at GBCH, 29 /0 National average per annuml,however the overall number
of incidents reported is higher, which we strongly believe is due lo the low threshold we have for reporting
concerns, no matter how minor. We had no repealed incidents of concern and nursing staff undertake a
regular medication assessment lo assure the organisation of their competency.
Through the National audit programme, we are also able to benchmark our performance in terms of the
incidence of falls. We reported a lower than average figure for falls of 8.2 per 1,000 overnight bed days
IAudit average 9.91, we also reduced our overall rate by 500/0 from 16.7 in 2020121. 96°/o of falls were in the
no harml low hami Category, sadly the rerllaining 1 fall was recorded as severe harm, this related to a
gentleman who had sustained a suspected hip fracture whilst trying lo mobilise independently. He and his
family decided that he did not wish lo attend hospital for Irealmenl, bul to remain at the hospice for comfort
care alone.
We received 17 care and 16 non-care complaints in 2021122 12020121, 15 care, 15 non-care complaintsl,
all complaints were fully invesligaled, whether they are informal complaints such as direct feedback
or comments received on patient and family feedback questionnaire5 or formal written complaints.
An investigation is carried out for all complaints and where possible the complainant is invited to meet with
members of the senior team lo discuss their concerns and the outcome of any investigation. Complaints
are seen as an opportunity lo learn and improve and findings are shared widely with our own team, and
partners where applicable.
We review the Hospice's operational risk register as a stsnding item at the Quality & Safely Committee and
issues are escalated to the Board if appropriate. In 2021122 the register mainly featured matters relating to
staffing, IT and COVID-19.
Serious Incidents
The Hospice Board receives a report from the Chief Executive al every Board meeting which confirms
whether there have been any serious incidents that should be notified lo the Charity Commission andlor
Care Quality Commission. We reported one incident to the Charity Commission as a precautionary measure
in 2020121., they confirmed that no further action was required.
Further inform81ion about incidents and complaints is available in our 2021122 Quality Account.
PATIENT AND FAMILY FEEDBACK
Thè Charity receives hundreds of thank you cards and letters 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 to gather patient and family feedback in a more structured way through
questionnaires. We continue to use our online feedback portal IWantGreatCare to collect patient feedback.
with largeled mailshots lo certain service users.
Our Patient Forum unfortunately remained on hold throughout 2021122 due lo staff capacity and social
distancing., however, we will be pleased to see this restart early in 2022123.
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 future.
18

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
'In the most dire circumstances we found the support of the &ntir& team exceptional, warm caring and
positivg. W8 couldn't have asked for more. We were rewarded with 10 months at home togather despite
the pmgnosis of only days to live after the initial 8dmission- thank you.
Feedback on community service from bereaved relative
I f881 I must thank you and our team for admitting yesterday my dearbrolherin law into yourinpatient
unit, whiGh has saved the day atter a struggle at home, complicated by my Siste￿ advanced demerptia
8nd herh8ving to be admitted to a nursing home. My nieces report such 8mazing care already received
from the clinffcal teany.....I must admit I did burst into teats just now reading my niece s text from her dads
bedsid& describing your excellent care forher dad.
Thank you letter. Inpatient Unit
'(She) only stayed 4 days in yotjrhospice. Having hetsem trained and sewed as a nurse in the NHS for41
years. LfyAen (she) said to every family member her sincere satisfaction about the wonderful Gare and
attention she received from all yourstaff, that Was a first.
Thank you letter, Inpatient Unit
'} don't even know where to begin in sawng how massively thanlrful we are for the care and love you
gave. You were so incredibly kind to both him and our family and you made 8 $8d 8nd hard situation
much e8sier for all of us and most importantlyyou made (himj comfortable 8nd put a smile on his face
every time you walked through the door.,
Feedback on Hospice@Home seNlce from bereaved relative
'1 would like lo thank you for811 the help my husband and I have received from the hospi￿ at this very
difficult time. Thanks to (community nurse) forhelping him come to terms with his cancer and aGceptirRg
his condition. To (the ffnpatient drs end nurses) who looked after him and lastly {bereaverrRent coordinator)
for helping me cope thmughouÈ'
Feedback from bereaved relative on Inpatient Unit. Community Service and Counselllng Support
SUPPORTING THE HOSPICE TO PROVIDE CARE
Volunteers
The Hospice continues to benefit from the support of a large number and diverse range of volunteers.
Volunteers not only bring their time and expertise but also their personalities and life experiences, helping
to create the special atmosphere that exists within the Charity.
Volunteers work in all areas of the Hospice., these include trustees, receptionists. gardeners, clothes 50rters
in retail distribution, IT volunteers, compassionate neighbours and volunteer fundraisers to mention a few.
In 2021122 528 people were active as volunteers, collectively giving over 83,000 hours of their time and
skills.
In total, this equates to over 50 full time workers for a year, or a financial donation equivalent to
approximately £917,500. Compared to 2020121 this represents an increase in volunteer hours as we
reopened our shops and safely opened our building back up lo volunteers. We were excited lo welcome
volunteers back across all of our services, as they are a key part of the fabric of the organisation,
representative of our whole community and embedding the ethos and values of charity in their work. We
are indebted to all of our volunteers, new and established, who step up to take on new roles and established
positions 10 5UPPOrt our staff team and our patients.
19

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE {continuedl
The skills and expertise that volunteers add lo every aspect of our work is one of the aspects that makes
Hospice care so special. We are proud and greatly encouraged lo have such a wide range of volunteers
from teenagers lo people in their late 80s offering their time to the HospiTr. We have identifièd volunteering
as a priority in our new strategy which will focus on recruitment of new volunteers, development of new
roles and training and support for new and existing volunteers as well as those staff who manage
volunteers. We also hope that we can encourage people lo volunteer for the hospice as a way to widen
participation in the community, in health and care generally and lo improve their wellbeing and life and
career chances in future. Our Young Ward Volunteers Programme is one such example of thi5, over the
first two cohorts we have had 25 volunteers from a range of backgrounds, many of whom who have gone
on lo use their learning to support their studiesl work in healthcare.
Feniale
Male
20%
20%
80%
72%
17 years w 18 years 0 19 years i 20 years
Ethnicity
io
White British Black Brltlsh Aslan BritIsh White Other Mlxed Other
Case Study:
Nineteen year old student Sophie'5 ambition was to become a nurse and she was studying Health and
Social Work Level 2 when she applied to join our Young Ward Volunteer Programme. In September 2021.
she began her six-monlh volunteering placement, which Consists of extensive training via weekly four-hour
shifts on our Inpatient Unit supporting our clinical team, whilst simultaneously working towards a non-
a¢¢redited Care Certilicale. Sophie gained valuable healthcare experience through the programme and
enjoyed il so much so that she has become a Healthcare Assistant and a valued member of the hospice
staff team.

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continued)
ACHIEVEMENTS AND PERFORMANCE {continued)
Where did they go?
Workinv at GBCH
Working in Government office
Pardmedical Soence Degree
Healthcare Degree (no¢spe¢ified)
Enviroi)mental Science Degree
Forensic Science Degree
Psychology/ SW Degree
Midwifery Degree
Nursing Degree
io
Incorne Generation
Fundraising and Lottery
Throughout 2021122 we continued lo face many of the same challenges as the year before however, we
are now much more comfortable with applying a flexible approach and are more adept at leaming from our
peers and proactively listening lo our supporters. The team has also become expert al responding to
changing circumstances and tsking a creative approach lo oising much needed funds. This year, across
all areas of fundraising, our priority has remained a focus on excellent engagement with local people to
build solid foundations for future years.
Despite another challenging and un￿rtain year for our organisation and recognising that local people also
face significant challenges, we continued lo be overwhelmed by the support frorn our community. We
couldn't do what we do without those who lake part, fundraise, volunteer and donate. Your unwavering
support through such difficult times, feels so incredibly special. Thank you.
Fundraising income fell short of budget in 21122 by £108,000 however it is worth noting that total income of
£1,173,000 demonstrates an 8,￿ growth on 19120 Ipre-pandemicl income generated. With excellent
budgetary control and due lo a number of vacancies throughout the year, expenditure fell short of budget
by £76,000, making for a net contribution £32,000 short of budget.
Events Fundraising struggled with continued uncertainty around COVID-19 infections and cautious
supporter behaviour. The team were creative and determined in their approach to try new things,. we utilised
a new online platform and ran our first virtual challenge event with more than 100 people taking part, 800
of whom fundraised (compared to a general average of 300/0 parb"cipants raising sponsorship). Across the
events calendar, the team focussed on tailored communications for supporters, to see smaller groups
fundraising more on average.
We were delighted to see the return of our first in-person event for two yea￿, hosting the Mini Marathon in
Royal Greenwich Park in September. Despite much lower levels of registration than in previous years.
thoLJghtful communications meant that 45 % of new supporters and 35QA of returning supporters, raised
sponsorship to support the work of the Hospice. It was a wonderful morale boost for the team and many of
our dedicated volunteers to return to in-person events and there was an uplifting 'communily spirit,
atmosphere bringing people back together for such a fun event. A special mention must go to our fantastic
event sponsors, JLL and groups that volunteered en-masse to make the event possible - Lewisham &
Greenwich Police Cadets, the 97 (Woolwichl Detachment Army Cadets and Greenwich GoodGym.
21

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
Vve decided to go ahead with other face-lo-face events as a way to prioritise continuing engagement with
our community. We know that many of our annual events are key dales in the diary and have the potential
to help bring our community back together (with appropriate measures in place lo keep people safel. Our
message in continuing lo deliver events was very much. 'we're still here for you, and 'we c2n't wail for you
to join us al an event whenever the lime is right for you.
We opened a new Christmas Grotto for 2021 in Danson House, Bexley. Our first year was a success and
we hope we will be able to develop and grow this fundraiser over the next few years, engaging with loca
families to generate significant income lor Hospice care.
In 2021 we live streamed our Annual Carol Concert from Greenwich, bringing this much-loved festive
fundraiser to even more people, in the comfort of their own home. This very special event was also an
opportunity for us to invite and thank some of our most dedicated supporters. We would like lo extend our
thanks to the Old Royal Naval College for generously discounting venue fees to maximise the income we
raised.
In Community Fundraising, we supported the return of a much-loved communily-own fundraising event, our
in-person 'Open Gardens Festival, with more than 30 gardens featured., we raised more than £20,000. We
would 5ike to thank Penny Matheson and her family, as well as all the garden hosts for their support in
running and hosting the festival.
Local people demonstrated their unwavering support once again through individual giving., with a new
Individual Giving Manager now in place, we are refining processes and our offer to grow this income stream
and our weekly lottery further over the coming years.
We continued to run a door-lo-door and venue Canvassing campaign In partnership with LFS (Lottery
Fundraising Services) and saw the Hospice's weekly lottery membership grow by 1,904 players. The team
returned lo face-to-face activity on 12th April 2021 and the signup numbers for April and May lotslled 798
compared to 8 budget of 140. These fundraisers are also raising awareness of the Hospice generally and
signposting lo¢al people lo find OLJI more, or support in others ways il playing our lottery is not right for them.
The Lottery contributed £163,610 towards Hospice care and lottery players also made donations back to
the Hospiee tolalling £17,000 in 2021122.
Strivin
for the hi
hesl standards
We commissioned a database consultant lo report on the quality of our data and processes, as well as an
external data protection audit. Both exercises highlighted areas for improvement and resulted in an action
plan lo ensure the highest standards of praclise, these have all now been made. Along with wider
conversations around our vision for Fundraising operations, this piece of work resulted in the Senior
Leadership Team championing a project to replace our Fundraising database. This is incrèdibly exciting
and will transform the way that we work and enable a culture of data-led decision making which is vital for
great relationship management, supporter care and income growth.
The im
act of vacancies
The level of vacancies in our team has affected our ability to deliver 8gainsl planned activity and generate
income,. at no point in the year has the team been at full strength and so there has been an added burden
for the whole team to cover the workload of vacant posts. The recruitment landscape has changed
significantly in the last two years and remains incredibly challenging across all areas of the business.,
adapting our recruitment processes has been essential lo ensure we engage the best fundraising
candidates.
It is vital to have the right people in the right roles, so despite the challenging landscape, we have been
sure lo wait for the right people. That did mean that for more than 7 months of the year we were wilhoul an
Individual Giving Manager and a Trusts Manager. For 6 months of the year we were wilhoul support in our
fundamental donation processing function, which a number of the team covered by picking up additional
responsibilities. We were also unable lo progress our major donorlphilanthropy fundraising plans, as we
struggled to recruit lo this new post for the whole year.
22

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued)
ACHIEVEMENTS AND PERFORMANCE {continuedl
Our a roach to fundraisin
At Greenwich & Bexley Community Hospice, our supporters and the local community are incredibly
important lo us and we always endeavour to deliver the highest possible standards when fundraising. The
trustees are aware of best practi￿ and trLJStee duties as contained in the Charity Commission publication
CC20 "Charity Fundraising." a Guidè to Trustee Duties"
In 2021122 we continued to make sure all our fundraising activities were compliant with regulatory stsndards
as well as including additional levels of risk management and provisions in line with government guidance.
We continued to prioritise excellent supporter experience across all areas of fundraising and continued to
review our data protection compliance and best practise.
The Hospice is registered with the Fundraising Regulator and adhere5 to the code of Fundraising PraCtI￿-
we received no complaints via the Regulator in 2021122. Greenwich & Bexley Community H05pice Lottery
is registered with and regulated by the Gambling Commission.
Trading
The government restrictions relating to the COVID-19 pandemic were lifted in the middle of April allowing
our stores to operate throughout the rest of the year without any closures. We originally anticipated three
months of lockdown and budgeted accordingly hence our total gross income from Retail significantly
oulperfomed our budget and raised £2,111,967 {2020121., £704,583). Our stoos Imded for 50 weeks and
delivered +15 /0 on 2019 sales. The to181 net contribution from our stores was £305,50012020121.- loss of
£576,308). The pre-pandemic contribution (20191201 was £243,766.
We appointed a new Head of Retail at the beginning of the year and this has enabled us to focus on
improving our internal processes and sharing business knowledge across the whole trading team. Similar
to fundraising, our biggest challenge remains long-term vacancies in IhÈ team and challenges around
recruilrnent of skilled staff. Despite excellent results for the year compared to previous years, the level of
lost hours has had a direct impact on our profitability as well as staff wellbeing and morale.
Tffidin
Board and strate
The pandemic ha5 accelerated changes within the retail sector across the UK and while there are some
clear challenges, we also recognise that there is great potential for modemi5ation in our Trading operation
{retail stores, e-commerce and other commercial activiliesl_ We need to be able lo capitalise on these
opportunities. which means having the right expertise at a strategic and operational level. As part of the
governance review, we identified that the establishment of a Trading Board to support the development of
our retail and commercial activities and c8Pitalise on all potential opportunities in this uncertain climate.
The purpose of the Trading Board is to be forward looking and strategic and we have already seen that IL
brings retail related expertise and experience to assist our slrategic planning
supports challenge, innovation and development in Trading as well as helping us to while manage
risks and operate efficiently
helps to ensure that all legal and regulatory compliance requirements are met
The Trading Board had its first meeting in August 2021 and in December we welcomed Bary Dow as our
first Non Executive Director of the GBCF4 Trading Ltd. We are aiming to recruit other new Directors with
relevant expertise in 2022123.
The Trading Board had supported the Director of Income Generation with the development of our new
Trading Strategy, which will be finalised in 2022123. The Trading Strategy builds on our overarching strategy
and has four key priorities.. People, Stores, Ecommerce and Digital and Innovation and Partnerships.
23

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
ACHIEVEMENTS AND PERFORMANCE Icontinuedl
Retail Gift Aid
It should be noted that for accounting 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
good5. This is reflected in the results of the trading subsidiary, GBCH Trading Ltd which is included in note
10 of these accounts.
Acknowled
ment
We are incredibly grateful to all our customers, donors and volunteers who continue lo support our stores
and ullimalely, our patients. Thank you.
FINANCIAL REVIEW- Strategic Report
The Consolidated Statement of Financial Activities for the year ended 31 March 2022 is set out on page
36. There is a surplus reFX)rted for the year of £917,19112020121 £818,730).
On the General Fund there was a surplus of £996,109 for the year before Iransfers1202Q121 £649,140).
Legacies reported for the year were £969,279 12020121 £682,237). £846,348 was received in restricted
funds throughout the year.
We had budgeted for a deficit in 2021122 however we were delighted that our final declared results are
significantly better than we had anticipated. This was largely due to the shops being open for almost 12
months of the year and additional support from NHS England. In total for the year ended 31$1 March 2022,
expenditure rose by 80￿.
The surplus reported for this year has provided a boost to our reserves and we have 8greed a plan lo invest
some of these to secure adolilional income sources in future years and lo expand our services to reach the
increased need for our services that we continue to see (see page 26 for further information on our reserves
policy).
We agreed a modest increase in our slalulory income from SE London CCG (now SE London ICSI al the
beginning ofthe year We were also successful in sècuring additional income as part of the winterpressures
and home first initiatives. The overall impact of these changes on our sl8tulory income was an increase of
9 /D (to £4,481,335). NHS Income was 42'/o of income of the Charity in 2021122, another 70/01£706,4231
was provided through support from the NHS England via Hospice UK leaving thè remaining 510/0 which we
must raise through the generous support of individuals, bLJsine5ses, charitable trusts and foundations, and
¢ommLJnity groups and oryanisalions
Seveml elements of service that the Hospice provides have been designated as a Commissiongr
Requested Service ICRSI by SE London Clinical Commissioning Group. This necessitates that the Hospice
maintains a licence with NHS Impmvement5, which brings an additional level of scrutiny and regulation for
the Charity. 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 designation works lo benefit our
benefici8ries.
Throughout 2021122 we continued lo build on our close system-wide partnerships forged during the
pandemic. Our role in the Greenwich and Bexley silver command group 'Resplendenl' was pivotal in
ensuring that people facing end of life were cared for in the appropriate place and that staff in all settings
were supported with additional training to C8re for people at end of life.
Our involvement helped solve problems including vaccination for staff and has led to addit￿n81 resources
being made available through the COVID response funding and the 'Home Fir51' Programme. The local
landscape continues lo change and we are keen lo continue working in partnership to lead the
improvements needed for people facing the end of life in Greenwich & Bexley.
In any other year the statstory contribution is approximately 400/0 of income.
NHS Improv8m?nt is an executive non-departmenlal public body of the Department of Health. It is the sector regulator for heaYLh
$ervic&s In England.
24

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
FINANCIAL REVIEW- Strateglc Report Icontinuedl
Where our mone
came from In 2021122
Donations
120/0
Charity Shop
Income
180/0
Other Income
80/0
Lottery
4%
Legacies
9Vo
NHS Income
490/0
Where our money was spent in 2021122
Running our
charity Shops
16Vo
Raising Funds
60/0
Running a
Lottery
30/0
Running a
Hospice
75Q/o
For every pound raised 75 pence was
spent on care
25

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
FINANCIAL REVIEW- Strategic Report Icontinuedl
Reserves Policy
The Hospice holds reserves lo create financial security and allow for investment in the future operational
development of the Hospice. The Trustees have recently reviewed our reserves policy and agreed il is their
intention lo retain a level of free resèrves lunreslricled funds not committed or invested in fixed assets) of
£4,883,229. This figLJre takes account of the following considerations..
To fund shortfalls in income Iwhelher stalulory, retail, lottery, donations, legacies or other
fundraising acliviliesl when it does not reach expected levels. The charity 15 dependent on
fundraised income as well as slatulory funding. Thè fundraised income is subject to fluctuationas
economic conditions change and slatulory funding could be affected by government policy and
the financial position of NHS commissioners.,
To fund unexpected expenditure, for example, when projects overrun or unplanned events occur.,
To fund unexpected building maintenance costs and to provide a degree of flexibility for innovation.,
and
To fund working capital. The majority of hospice expenditure is fixed whereas both fundraised
and stslutory income fluctuates in terms of cash inllowover the year.
The Hospice's free reserves are represented in the accounts by the 'General Fund,, the 'Recovery and
Transfomalion Fund, and the new'Building Development Fund,. The Board took the decision to wind down
the 'Legacy Equalisalion Fund, this year, and to invest this into the bNo remaining designated funds with
the balance transferred to the General Fund
Recove
and Transformation Fund
R TF .. The Trustees have invested an amount of free reserves into
areas which will enable the charity lo recover from the pandemic and support the Implementation of our
new strategy lo help deliver a sustainable future for the hospice. In 2021122 £42,208 was spent from the
Recovery and Transformation Fund, which has now been 'toppecJ up, lo the value of £600.000 with further
designation of free reserves into this fund.
Buildin
Develo
ment Fund
In addition lo the RTF, the trustees agreed lo invest a further £300,000 into a designated Building
Development Fund in 2021122. This fund will be used to support the development of the building post
pandemic, including investment in our inpalienl unil, creating more single bedrooms lo enable easier
infection control and improvement of our staff changing and rest facilities to Improve staff wellbeing. We
are grateful to CRASH Charity for facilitating a review of our Boslall Hill site in 2021122, this created
feasibility study of the options available to Improve our building post pandemic.
Fixed Asset Fund". The Trustees have established a designated Fixed Assets Reserve, equivalent to the
net book value of Fixed Assets, in order lo make the level of free reserves mole Iransparenl. As described
in Note 16, the nel book value of the land and buildings on which the Charity's main operations are located
are included in a reslrided fund. The Fixed Assets Reserve therefore represents the nel book value of fixed
assets other than land and buildings on which the Charity's main operations are located.
At 31 March 2022, Free Reserves increased to £5,596,20212020121- £4,469,371). This is over our agreed
reserves largel of £4,883,229.
Investment powers, policy and performance
The Investment Committee is in place lo monitor the investments under the powers laid down in the
Memorandum and Articles of Association. The primary objective of the investment policy is lo provide
financial security and stability for the operation of the Greenwich & Bexley Community Hospice. Our funds
placed with Ralhbones are now valued al £891,56612020121 £800,3121.
26

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continuedl
PLANS FOR THE FUTURE- Strategic Report
In March 2022 the Trustees approved a new five year strategy for the hospice. It outlines our priorities
which continue to centre around our patients, their families and friends and the need5 that they encounter
through their journey from diagnosis through to death and into bereavement
Our skilled, compassionate and dedicated team of stsff and volunteers, who always strive for the best in all
that they do, will be responsible for the delivery of this strategy. Together we will work with local people and
our partners to understand and meet the evolving needs of our communities, working together lo achieve
the very best outcomes for patients.
The strategy lakes account of the accelerated change and adaplalion we have seen through the Challenges
of 2D20 and 2021 and seeks to build on what is positive about this change and leave behind that which is
negative.
The local Greenwich and Bexley plan includes end of life care and bereavement as a vital element of servi
in the posl-COVID WOTld, additional capacity is being maintained across the system in 2022123 with a focus
on 'home first, and 'virtual wards,. The Hospice remains ideally placed to take the lead in keeping end of
life care at the top of the agenda.
Our Strategic Priorities
Our priorities aim to utilise our resources as efficiently and effects'vely as possible 50 that care and support
is available where and when needed, delivered by the most appropriate personl service. They also aim to
ensure that we remain sustainable, so that we can continue to provide care and support long into the future.
Our purpose will sometimes require us to take risks, lo be courageous in advocating for those whom are
most in need and sometimes to prioritise resources. We will need to continue to be innovative in our
approach and focussed on our priorities. This will give us the direction lo ensure that we achieve our vision
of the best quality of life possible for people facing death in our community- Our priorities will ensure that
we continue to look forward to be the very best we can be.
1. Listening to all voices in our community, understsnding their stories and challenging inequalities so that
we develop support which is responsive, compassionate and flexible to meet differing and individual needs
2. Growing and empowering our own staff, working to our strengths alongside system partners and
developing others to give the best support they can to dying people and their families
3. Making the most of technology lo assist us in delivering outstanding care, increasing reach,
demonstrating impact and maximising income
Now that the five-year direction has been approved, we a￿ developing detailed plans which we will begin
operationalising in 2022123,. these are in the following areas".
Service Transformation Strategy
People Plan (incorporating equity, diversity and inclusion and wellbeing)
Community Developrnent Strategy (incorporating volunteering)
Environmental Strategy
Estates Plan
Digital Strategy
Fundraising Strategy
Trading Strategy
Communications and Marketing Strategy
Further Information regarding our five-year strategy can be found at.. communityhospi¢e.org.uk.
'I've seen a change in perspectsve for the hospice, looking beyond sernce specs and ¢h8llenging the
system on whats best for the patient... Flexibility on how staff ancl ￿SOUr￿$ a￿ used has really been a
breath of fresh air and pushed us all as org8nis8tions.
stakeholder Interview: Shaping the future of Greenwich & Bexley Communlty Hospice- Insights
report- Nesta 2021
27

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
STRUCTURE, GOVERNANCE AND MANAGEMENT
'The Hospice was a key partner in our local COVID respons8 8nd remaffns alongside us as we continue to
support our care honpes and develop our loc81 Home First schemes. Your Quality Account shows that
YOU 8re 8 learning organisalion continually holding yourselves lo account and challenging yourselves to
new ways to support our residents and their families 8t the most sensitive tiffle Through your
engagernenl in th& system locally you challenge and support US 811 lo do th8 same.,
Partner, NHS Bexley
Greenwich & Bexley Community Hospice Limited is a Company limited by guarantee and not having a sh2re
capital is governed by its Memorandum and Articles of Association dated 15th Sèptember 1992 and
amended to meet the developing needs of the Charity on 15th January 1993, 8th January 2001, 1 Olh July
2006 and 8th June 2012. The Members, liability is limited. Every Member of the Company undertakes lo
contribute up lo £1 to the assets of the company in the event of il being wound up.11 is a registered Charity
with the Charity Commission (No 10174061. The number of Members of the Company is limited to 50.
Present membership is 18. Every person desirous of becoming a Member must sign and deliver to the
Company an application for membership. The sole right lo membership is vèsted 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 ol Management Ilhe Trusleesl and its membership
comes from within the Members of the Company. 11 Is an objective lo have members on the Board of
Management whose skills, expertise and backgrounds complemènt the needs and aspirations of the
workings of the Hospice and ils business. Current membèrship of the Board of Management is 14 and
following a review in 2020, the Articles of Association determine a minimum of four and a maximum of 14.
Al each Annual General Meeting, those Trustees who have served for a period of four years since their last
appointment shall retire and be eligible for re-appoinlmenl, via elec110n by Members, for a further four-year
term of office. New Trustees are recruited as skill gaps are identified or lo support 5ucce5sion planning
through external advert and direct approach, with a robust interview process and the appropriate pre-
volunteering checks.
Each Designated Officer (Chair. Dèputy Chair, Treasurer and Company Secretary) is elected by and from
within the Board of Management lo serve a period of up lo 4 years following which the position will become
subject to re-election.
The Board went out lo open recruitment in August 2021 and was successful in appointing three new
Trustees. This resulted in filling a number of identified skills gaps as well as improving the diversity on our
Board. Any future recruilmenl will continue to lake this open approach, targeb'ng skills and increasing Board
diversity. The charity holds indemnity insurance in respect of trustees.
Trustee induction and ongoing training
New Trustees undergo an orienlalion and training lo brief them on their role and the various aspects of the
Hospice service and lo brief them on their legal obligations under Charity and company law, the content of
the Memorandum and Articles of Association, the committee and decision making process, the business
plan and recent financial perfomiance of the Charity. We also pair new Trustees up with a'buddy, to support
them in settling into their role.
Trustees attend appropriate external training events which will develop them to better undertake their role.
In 2021122 Trustees attended the follo￿ng training..
Compliance and Culture - Civil Society
Raising the Bar for Charity Governance- Civil Society
The Charity trustee induction and refresher- NCVO
Safeguarding Essentials - NCVO
Understanding the numbers.. financial intelligence for trustees training - NCVO
28

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued)
STRUCTURE, GOVERNANCE AND MANAGEMENT {continued}
There is an annual review and apprais81 of Trustees, individual roles within the organisation. Our Chair
parbcipated in a 360° degree 8ppr8isal this year, facilitated by the NHS Leadership Academy.
Oryanisation
The Board meets every 81ternate month., in 2021122 there were a number of sub-committees with specific
responsibilities." Quality & Safety Committee, Finance, Information Governance and Information Technology
Committee, Investment Committee, Remuneration Committee and the Recovery and Transformation
Programme Board. As a result of the previous governan￿ review and the work undertaken by the RTPB,
a Trading Board was established in 2021122 and a Worlrfor¢e Committee was established in 'shadow' form,
lo become a full sub<ommittee of the board in 2022123, the RTPB was wound up in November 2021 in
anticipation of our new strategy.
The Board, along with the senior leadership team of the company have an °Away Day" lo discuss future
strategic developments of the Hospice and its services. The Chief Executive manages the day-to-day
operations of the Hospice and leads Ils Strategic DevelopmenL To facilitate effective operations, the Chief
Executive has delegated authority, within a scheme of delegation approved by the Trustee5, for matters
including finance, employment, fundraising and Care Quality Commission registration.
Regulatory Framework
The Hospice is registered with the Care Quality Commission lo enable il lo operate as a Hospice. Ellen
Tumelty, Modem Matron for Inpatient SeNices is the Registered Manager and Kate 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 'Outstanding' for the Responsiveness domain. The Hospice produced a 'Quality Ac¢ounY for
2021122, which is submitted to the cac and to NHS Improvement6.
The Hospice was required to hold an NHS Improvement (Monitor) Issued Provider licence from April 2018.,
this requires regular reporting of financial plans, performance against these plans and assessment of
financial risk.
Related partigs
The Hospice has close relationships wth NHS SE London who supports the Charity's work including a
significant financial contribution. Close working relationships exist with other 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, St Christopherfs Hospice and Darent
Valley Hospital NHS Trust.
The Hospice has a contractual 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, Bexley
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 Toding Limited and Greenwich
& Bexley Community Hospice Lottery Limited. Detsils of their activities 2re highlighted in note 10 of these
accounts.
The H05pice has a Remunerab"on Ctsmmittee which reviews and sets the remuneration of the Chief
Executive and Senior Leadership Team (key management personnel) based on appropriate market rates
and other parameters on at least an annual basis.
Available via the Hospice website
29

Greenwich & Bexley
Community Hospice
TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl
STRUCTURE. GOVERNANCE AND MANAGEMENT Icontinuedl
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 look foNard lo recruiting a paid gardener lo lead our dedicated team
of volunteer gardeners in 2022123 so that we can develop a long-lerm plan for our grounds, which will
create a beautiful environment for patients, families and staff and encourage biodiversity.
We continued our partnership with Veolia and the Royal Borough of Greenwich al our RePurpose unil this
year, removing tonnes of waste from the waste chain through salvage, upcycle and resale. Although we
contribute significantly to the reuse, repurpose, recycle agenda through all our shops. we know Ihefft is
more we can do to reduce waste a¢r05s our operation. We have commissioned an environmental review
from Royal Borough of Greenwich greener business team and in 2022123 we will use this report lo help
develop a more detailed environmental strategy to guide our vision lo play a greater role in the increasingly
important green agenda.
We are mindful of the increasing cost of fuel and the impact it also has on the environment, we have
invested in an electric vehicle this year as well as investing in electric car charging points on site. We plan
lo increase the size of the electric fleet going forwards and lo reduce our carbon footprint through energy
efficiencies and other forms of green tmvel.
Social Responsibility
As well as the Public Benefit outlined al page 4, the hospice wants lo be an organisalion that maximises
any opportunities to strengthen our local area. As a local employer and business, we have the ability to
bring economic and social capital lo the area and make the lives of our staff, volunteers and the
communities they live in better beyond our charitsble purpose.
Our People Plan will create opportunities for new and existing staff and volunteers lo live happy, healthy
lives and be developed and rewarded in their work, this includes widening participation so that we ensure
our whole community have equity of access lo new and emerging roles and our Community Development
Strategy will not only encourage engagement with community groups that we haven't yet mel, bul also
explore how we encourage staff lo get involved in their own communities through flexible working policies
and a volunteering promise.
Risk Management
The Trustees implement a Risk Management Strategy which comprises of..
A regular review of the Charity's Corporate Risk Register and Risk Management Framework IRMFI
The eslablishmenl of systems and procedures lo miligale those risks identified in the register and
RMF
The Implementation of procedures designed to minimise any potential impact on the Charity should
those risks malerialise
The Trustees review the financial accounts on a monthly basis and constantly review the level of reserves
which it is felt prudent should be held.
The top 3 risks as identified by the Finance, Information Governan￿ and Information Technology
Committee are outlined in the table below..
Risk
1. Financial uncertainly as we
emerge from the COVID-19
Pandemic and related to the
War in Ukraine and the Rising
Cost of Living.
Miti
ation
The Board and Senior Leadership Team continue to monitor income,
expenditure and cash flow closely, with monthly review of f0￿cast.
We continue lo negotiate with system partners and commissioners
about additional resources to support our work.
We have developed a new five-year strategy and estsblished an
Investment Fund lo support us to grow our income, and lo implement
digital technologies to maximise efficiency.
We have a health level of reserves.

Greenwich & Bexley
Community Hospice
TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continued
STRUCTURE, GOVERNANCE AND MANAGEMENT Icontinuedl
Risk
2. Additional workload created
by the effects of the COVID-19
Pandemic and the aging
populationl Recruitment and
retention challenges in our
clinical workforce
Miti
ation
We are working with system partners to manage existing and plan for
future increased demand.
We continue lo recruit bank staff to provide flexibility and have
identified new ways of working to enable us to meet increased need.
We are developing our detailed Service Transformation Strategy and
People Plan to be approved October 2022, this will set out our plans
for how we plan lo meet future demand and how we will recruit, retain
and develop our workforce.
We are planning a review of salaries and terms and conditions of
employment to ensure they remain in line with our competitors.
Delivery of education to external organisalions and good
communication about Hospice opportunities.
Development of new roles lo fill gaps that are difficult lo fill le.g.
traditional nursing roles)
Increased use of di
We upgradèd our h2rdw2re in 2021.
We carry out regular network penetration tests and have a third party
agrèement with a company who monitor our ne￿Ork for potential
thrèats.
We have cybersecurity insurance in place.
All staff are trained on an annual basis around data protection and
cyber security.
staff are only able to access GBCH systems when on site or with 2
factor authentication.
The majority of personally identifiable information is seeurely held on
the cloud (Raiserfs Edge and Systmonel
Clinical staff use NHS mail lo communicate about individual patient
care.
Contr8Ct with Data Protection people for advice and guidance
Robust incident mana
ement
3. Data Protection risks due to
increased prevalence of
cyberattacks.
31

Greenwich & Bexley
Community Hospice
TRUSTEES, RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS
The Trustees (who are also Direelors of Greenwich & Bexley Community Hospice Limited for the purposes
of company lawl are responsible for preparing the Trustees. Report and the financial statements in
accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally
Accepted Accounting Praclicel.
Company law requires the Trustees to prepare financial statements for each financial year which givè a
true and fair view ol the slate of affairs of the charitable company and the group and of the incoming
resources and application of resources, including the income and expenditure, of the charitable
companylgroup for that period. In preparing these financial stalemenls, the Trustees are required to".
Select suitable accounting poliGies and then apply them consislenlly..
Observe the methods and prinGiples of the Charities SORP,"
Make sound judggments and 6slin7ates that are reasonable and prudent,.
stale whether applicable Accounting Standards have been followed, subject lo any material
departures disclosed and explained in the financial sl8lements,"
Prepare the financial slalements on the going concern basis unless il is appropriat8 lo presume
that th6 charity will not continue business.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy
at any lime of the financial position of the charitable company and enable them to ensuie that the financial
statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of
the charitable company and the Group and hence for tsking reasonable steps for the prevention and
detection 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 of which the company's auditors are unaware.
As the Directors 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 inforrnalion and to eslsblish that the charity's auditors are aware of
that infomialion.
Auditors
A resolution will be proposed at the Annual General Meeting that Haysmacintyre LLP be reappointed as
auditors lo the Charity for the ensuing year.
By Order of the Trustees
InAp
roving the Trustees, Report, the Board are also approving the Strategic Report Included herein
ca
acily
ompany directors.
L13É
. October 2022
Mrs
Chair
uth
32

Greenwich & Bexley
Community Hospice
INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMMUNITY
HOSPICE LIMITED
Opinion
We have audited the financial statements of Greenwich and Bexley Community Hospice Limited for the
year ended 31 March 2022 which comprise the Consolidated Statement of Financial Activities, the
Consolidated and Parent Charitable Company Balance Sheets, the Consolidated Cash Flow Stslement
and notes to the financial statements, including a summary of significant accounting policies. The financial
reporting framework that has been applied in their prepaffttion is applicable law and United Kingdom
Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard
applicable Nn the UK 8nd Republic of Ireland (United Kingdom Generally Accepted Accounb"ng Practi¢el.
In our opinion, the financial statements..
give a true and fair view of the stale of the group's and of the parent charitable company's affairs
as at 31 March 2022 and of the group's and p8renl Charitable company's net movement in funds.
including the income and expenditure, for the year then ended.,
> h8ve been properly prepared in accordance with United Kingdom Generally Accepted Accounting
Practice," and
> have been prepared in accordance with the requirements of the Companies Act 2006.
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and
applicable law. Our responsibilitie5 under those standards are further described in the Auditor's
responsibilities for the audit of the financial statements section of our report. We are independent of the
charitylgroup in accordance with the ethical requireTnents that are relevant to our audit of the financial
statements in the UK, including the FRC'S Ethical Standard. and we have fulfilled our other ethical
responsibilities in accordance with these requirements. Vve believe that the audit evidence we have
obtained is suffficienl and approprTale to provide a basis for our opinion.
Conclusions relating to going concern
In auditing the financial stalemenls, we have concluded that the trustees, use of the going concem basis of
accounting in the preparation of the financial slaternenls is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relab.ng to events
or conditions that, individually or collectively, may cast significant doubt on the group's ability to continue
as a going concern for a period of al least twelve months from when the financial statements are 8Uthorised
for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concem are described in
the relevant sections of this reporL
Other information
The trustees are responsible for the other infomiation. The other information comprises the information
included in the Trustees, Annual Report. Our opinion on the ff nancial statements does not cover the other
information and, ex￿pt to the extent otherwise explicitly stated in our report, we do not express any fomi
of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information
and, in doing so, consider whether the other infonmation is materially inconsistent with the financial
statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we
identify such material inconsistencies or apparent material misstatements, we are required to determine
whether there is a material misstatement in the finaneial statements or a material misstatement of the other
information. If, based on the work we have perfomied, we conclude that there is a material misstatement
of this other Information, we are required to report that fact.
We have nothing to report in this regard.
Opinions on other matters prescribed by the Companies Act 2006
In our opinion, based on the work undertaken in the course of the audit.
33

Greenwich & Bexley
Community Hospice
INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMMUNITY
HOSPICE LIMITED Icontinued
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
statements are prepared is consistent with the financial statements., and
the strategic report and the directors, report included within the Trustees, Report have been
prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exception
In the light of the knowledge and understanding of the group and the parent charitable company and ils
environment obtained In the course of the audit, we have not identified material misstatements in the
Trustees, Report Iwhich incorporates the strategic report and the diiectors, report).
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006
require us lo report to you if, In our opinion".
adequate accounting records have not been kept by the parent charitable company, or returns
adequate for our audit have not been received from branches not visited by us., or
the parent charitable company financial statements are not in agreement with the accounting
records and returns., or
certain disclosures of trustees, remuneration specified by law are not made., or
we have not received all the information and explanations we require for our audit.
Responslbllltles of trustees for the financial ststements
As explained more fully in the trustees, responsibilities slalement sel out on page 32, the Iruslees (who are
also the directors of the charitable company for the purposes of company lawl are responsible for the
preparation of the financial statements and for being satisfied that they give a true and fair view, and for
such internal control as the trustees determine is necessary lo enable the preparation of financial
statements that are free from material misslalemenl, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the group's and the parent
charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to
going concern and using the going concern basis of accounting unless the Iruslees either intend to liquidate
the group or the parent charitable company or to cease operations, or have no realistic allernalive bul to
do so.
Auditor's responsibilities for the audit of the financial statements
Our objective5 are to obtain reasonable assurance about whether the financial slalemenls as a whole are
free from material misslatemenl, 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, bul is not a guarantee that an audit
conducted in accordance with ISAS IUKI will always delecl a material misstatement when it exists.
Misstalemenls can arise from fraud or error and are considered material If, individually or in the aggregate,
they could reasonably be expected to influence the economic decisions of users taken on the basis of these
financial slalemenls.
Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design
procedures in line with our responsibilities, outlined above, lo detect material misslatement5 in respect of
irregularities, including fraud. The extent to which our procedures are capable of detecting 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 of the Care Quality Commission, Charity Commission, employment law and health and safety
regulations, and we considered the exlenl to which non-compliance might have a material effect on the
financial statements. We also considered those laws and regulations that have a direct Impact on the
preparation of the financial statements such the Companies Act 2006, the Charities A¢1 2011, the Slalemenl
of Recommended Practice for Charities ISORP 20151 (Second Edition, effective l January 20191, payroll
taxes and VAT.

Greenwich & Bexley
Community Hospice
INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMNIUNITY
HOSPICE LIMITED (continued}
We evaluated managemenfs incentives and opportunities for fraudulent manipulation of the financial
statements (including the risk of override of controls), and determined that the principal risks were re18ted
to recognition of income and management bias in certain accounting estimates. Audit procedures
performed by the engagement tearn included..
Inspecting trustees, meeting minutes.,
Inspecting correspondence with regulators and tax authorities.,
Discussions with management including consideration of known or suspected instsnces of non-
compliance with laws and regulation and fraud.,
Evaluating management's controls designed to prevent and detect irregularities..
Identifying and testing journals, in particularjoumal entries posted at the year-end or with unusual
descriptions,. and
Challenging assumptions and judgements made by management in their critical accounting
estimates.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including
those leading to a material misstatement in the financial statements or non-compliance with regulation. This
risk increases the more that compliance with a law or regulation is removed from the events and
tfftnsactions reflected in the financial slatemenls, as we will be less likely lo become aware of instanTrs of
non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error,
as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
A further description of our responsibilities for the auditof the financial statements is located on the Financial
Reporting Council's website at.. www_frc.or
.uk/auditorsres
onsibilities. This description forms part of our
audilorfs report.
Use of our report
This report is made solely to the charitable company's members, a5 a body, in accordanTr with Chapter 3
of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might stale lo the
charitable company's members those matters we are required lo slate to them in an Auditor's report and
for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to
anyone other than the charitable company and the charitable company's members as a body, for our audit
work, for this report, or for the opinions we have formed.
Siobhan Holmes (Senior Statutory Auditor)
For and on behalf of Haysmacintyre LLP
Statutory Auditors
10 Queen Street
London
EC4R 1AG
Date..
35

Greenwich & Bexley
Community Hospice
CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES
{Incorporating INCOME AND EXPENDITURE ACCOUNT)
Unrestricted Funds
General
Designated
Restricted
Fund5
2022
2021
Notes
INCOME FROM:
Donations and Legacies..
Voluntary Income
General donations
Charity shop donations
Legacies
Charitable activities..
Operating a Hospice
Other trading activities..
Charity shop income
Lottery income
Other sales income
Rental income
Investment..
Other income..
954,565
229,602
969,279
139,925
1,094,490
229,602
969,279
1,562,094
42,093
682,327
4,481,335
4,481,335
4,121,839
1,882,365
417,442
38,482
10,311
21,923
726,493
1,882,365
417,442
38,482
10,311
21,923
1.432,916
662,490
282,685
57,926
9,410
20,222
2,268,013
4a
4b
706,423
Total Income
9,731,797
846,348 10,578,145
9,709,099
EXPENDITURE ON:
Raising funds.
Fundraising and marketing
costs
Charity shop expenditure
Lottery expenditure
Charitable activities..
Operating a Hospice
Clinical expenses
629,424
629,424
591,095
1,587,580
255,591
1.587,580
255,591
1,642,466
215,212
6,330,157
925,266
7,255,423
6,530,776
Total Expenditure
8,802,752
925,266
9,728,018
8,979,549
Net (lossesllgains on
investments
10
67,064
67,064
89,180
Net incomel{expenditure)
996,109
178.9181
917,191
818,730
Transfers between funds
16
922,391
{843.20SI
179,1851
Net movement In funds
1,918,500
(843,2061 (158.1031
917.191
818,730
BALANCE BROUGHT
FORWARD at 114121
2,777,702
1,966,349
6,269,308 11.013.359 10,194,629
BALANCE CARRIED
FORWARD at 3113122
4,696,202
1,123,143
6,111,205 11,930,550 11,013,359
All recognised gains and losses are included in the consolidated slalement of financial activitie5.
All transactions are derived from continuing activities.
The accompanying notes form part of these financial slalernenls.
Full comparative figures for the year ended 31 March 2022 are shown in note 21.
36

Greenwich & Bexley
Community Hospice
COMPANY NUMBER: 2747475
CONSOLIDATED AND CHARITY BALANCE SHEETS
As at 31 March 2022
The Group
2022
The Charity
Notes
2021
2022
2021
FIXED ASSETS
Tangible assets
Investments
6,089,764
891,566
6,210,485
811,342
6,089,764 6,210,485
892.568
812,344
10
6,981,330
7,021,827
6,982,332 7.022,829
CURRENT ASSETS
Stocks
Debtors
Cash on deposit, at bank and in
hand
11
12
5,457
1,736,456
3,063,749
2,708,338
4,825,528
3,160,586 2,257.589
4,338,029 2,911,964
7,533,866
4,805,662
7,498,615 5,169,553
CURRENT LIABILITIES
CREDITORS.. Amounts falling
due within one year
13
12,584,646)
1814,130)
12,334,170) 1657,2961
NET CURRENT ASSETS
4,949,220
3,991.532
5,164,445 4,512,257
NET ASSETS
11,930,550 11.013,359
12,146,777 11,535,086
FUNDS
UNRESTRICTED FUNDS".
General Fund
Designated Funds
Fixed Assets Fund
Legacy Fund
RTP Fund
Building Development Fund
4,696,202 2,777,702
4,912,429 3,299,429
223,143
274,680
1,191,669
500,000
223,143
274,680
1,191,669
500,000
600,000
300,000
600,000
300,000
RESTRICTED FUNDS:
Propety Fund
others
5,866,621
244,584
5,935,805
333.503
5,866,621 5,935,805
244,584
333,503
16
11,930,550 11.013,359
12,146,777 11,535,086
51-
The financial statements were approved and authorised for issue by the Board of Directors on L l i< 6 k /
2022 and were signed below on its behalf by..
MrsR
uss
Director
David Atterbury Thomas- Director
The accompanying notes form part of these financial statements.
The net income for the charty only for the year is £611,691 12020121=£1.340.4571
37

Greenwich & Bexley
Community Hospice
CONSOLIDATED CASH FLOW STATEMENT
FOR THE YEAR ENDED 31 MARCH 2022
2022
2021
Notes
CASH FLOWS FROM OPERATING ACTIVITIES
1,842.590
1,762,349
CASH FLOWS FROM INVESTING ACTIVITIES
Interest received
Payments to acquire fixed assets
Disposal of fixed assets
Purchase Df investments
1,166
181,9771
2,240
1143,9631
9,750
111,0301
CASH PROVIDED I (USED INI INVESTING ACTIVITIES
1,761,779
1,619,346
INCREASEI (DECREASE} IN CASH IN THE YEAR
1,761,779
1,619,346
Cash and cash equivalents at the beginning of the year
3,063,749
1,444,403
TOTAL CASH AND CASH EQUIVALENTS AT THE END OF THE
YEAR
4.825,528
3,063,749
NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT
A. RECONCILIATION OF NET INCOME TO NET
CASH FLOW FROM OPERATING ACTIVITIES
2022
2021
Net income las per the Statement of Financial Acliviliesl
917,191
818,730
Depreciation charge
Profil on disposal of fixed assets
Gainson Investments
Decrease in stock
Ilncieaselldecrease in debtors
Increase in creditors
Interest received
202,698
194,640
19,7501
1100,4601
3,989
712,743
144,697
12.2401
180,2231
5,457
1971,8821
1.770,515
11,1661
Net cash used in operating activities
1.842,590
1,762,349
ANALYSIS OF NET DEBT
The charity has no nel debt and therefore no analysis is required.
38

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS
ACCOUNTING POLICIES
The principal accounting policies adopted, judgements and key sourees of estimation uncertainty in
the preparation of the financial stslements are as follows..
Statement of compliance
The financial ststements have been prepared in accordan￿ with Accounting and Reporting by
Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in
accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS
102} leffecb.ve 1 January 2015)- the Statement of Recommended Practice for Charities {SORP 20151
(Second Edition, effective 1 January 20211, the Financial Reporting Standard applicable in the UK and
Republic of Ireland IFRS 102) and the Companies Act 2006.
Greenwich & Bexley Community Hospi￿ Limited meets the definition of a public benefrt entity under
FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless
otherwise staled in the relevant accounting policy note{s}.
General infomiation
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 Icharty number. 10174061 the
charity's registered office is shown in the referen￿ and administrats.on section. The charity is set up as
a company limited by guarantee.
Preparation of accounts on a going concern basis
Im
act of economic factors on our business
The COVID-19 worldwide pandemic has generated an economic tsunami, demonstrating the inherent
volatility to revenue income, coupled with the conflict in Ukraine and the rising cost of living, we
continue to operate in incredibly uncertain times. We were pleased lo see the lrfting of many lockdown
measures in April 2021, but our community remains understandably cautious and, as a result, it is
difficult to predict how people will shop, donate and volunteer their time into 2022123.
Following the instigation of our business continuity plan the previous year, many changes remained
in place for significant parts of the year. Most notably, we continued to rely on more remote video
and telephone consultation. although we were glad to bring outpatients back into the building and
gradually relax some of our visib.ng arrangements for our inpatient unil. We have continued to see an
increased need for care in the community, and the demand for Inpalienl and hospital support is also
above pre-pandemic levels. We welcomed more volunteers back into all areas of our operation,. it
was refreshing to see their generosity and commiknent which has been the lifeblood of the hospice
fi)r so long.
We designed our fundraising plans to be flexible and adaptable to sccommodate supporter behaviour
and we were excited lo open our shops earlier than we had budgeted for, gaining an addib.onal three
months, worth of income.
We were glad to be able to benefit from an additional £706.423 Hospice Emergency funding from
NHS England, and were sUPPOrted by an additional £299,000 of COVID-19 funding from the local
NHS.
The cost of living crisis has seen a significant increase in inflation instigated by high energy price5.
The company will benefit from the various measures that the govemment is putting in pla￿ to
support companies through this crisis.
3?

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
ACCOUNTING POLICIES Icontinuedl
In addition..
We have free reserves of £5.6m and have liquid funds of £4.8m in our bank account5 a5 at
the year-end
We are able lo Iiquidale the investment portfolio if necessary.
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 coricern. The review of our financial
position, reserves levels and future plans gives Trustees confidence the charity remains a going
concern for the foreseeable future.
Consolidation
The group financial stslemenls consolidate the financial statements of the charitable company and
its wholly owned subsidiaries, GBCH Trading Limited and Greenwich & Bexley Community Hospice
Lottery Limited. 11 is the group's policy to transfer the profits of the subsidiaries lo the charity under
Gift Aid. A separate Statement of Financial Activities and Income and Expenditure Account for the
charity has not been presented because the Charity has taken advantagè of the exemption afforded
by section 408 of the Companies Act 2006. The surplus of the parent charity was £917,191 12021..
£818,730). The registered office for both GBCH Trading Limited and Greenwich & Bexley Community
Hospice Limited is 185 Boslall Hill, London, SE2 OGB. Uniform accounting policies have been
applied.
Income recognition
All income, including government grants, is rec￿nISed once the charity has enlillemenl lo income, il is
probable that income will be received and the amount of income receivable can be measured reliably.
Donations and legacles
Donations and gifts and are included in full in the Statement of Financial Activities when there is
entitlement. probability of receipt and the amount of income receivable can be measured reliably.
Gifts in kind
Gifts in kind represent assets donated for distribution or use by the Charity. Assets given for
distribution are recognised as income only when distributed. Assets given for use by the charity are
recognised when receivable. Gifts in kind are valued at the amount actually realised from the disposal
of the assets or at the price the charity would othe￿ise have paid for the assets.
Personal Protective Equipment IPPE}
The group received donated PPE during the year, organised by Hospice UK.
Grant$
Grants (including government grants) are recognised in full in the statement of financial activities in
the year in which the charity has entitlement lo the income, the amount of income receivable can be
measured reliably and there is probability of receipt.
Income from charitable activities
Income from charitable activities is recognised as earned as the related services are provided.
Income from other trading ackn'vities is recognised as earned as the related goods are provided.
Other Income
Income received from pension recovery, salary recharges, Bexley adult social care contract, and
NHS England are included in other income.
Investment income
Investment income 15 recognised on a receivable basis once the amounts can be measured reliably

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS {continued)
ACCOUNTING POLICIES Icontinuedl
Expenditure
Expendbture is recognised On￿ there is a legal or constructive obligation to make a payment to a
third party, it is probable that settlement will be required and the amount of the obligation can be
measured reliably. Expenditure is classified under the following activity headings..
Costs of raising funds wmprises-, fundraising and marketing, charity shop and lottery
expenditure.
Expenditure on charitable activities comprises Hospice operating costs.
Irrecoverable 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 to that activity.
However, the cost of overall direction and administration of each activity, comprising the salary and
overhead costs of the central function, is apportioned based on staff time attributable lo each activity.
Allocation of costs
St8ff costs are allocated be￿een direct charitable expenditure and supptsrt costs based on the time
spent on these activities. Other costs are allocated directly to the relevant heading.
Fixed assets
Depreciation is provided to write off the cost or valuab"on, less estimated residual values, of all fixed
assets, except f￿ehOld land over their expected useful lives. It is calculated at the following rates..
Freehold buildings
Fixture, Fittings and equipment
Motor vehicles
10/0 Straight line
331130/0 and 1 OOA straight line
25Vo straight line
Donated assets are induded at value on the date received.
Investments
Investments are a form of basic financial instruments and are initially shown in the financial slalements
al market value. Movements in the market values of investrnents are shown as unrealised gains and
losses in the Ststement of Financial Aclivilies.
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 estimated selling price less additional
costs to completion and disposal.
The Trustees have concluded and agreed thatthe valuing of shops donated goods for resale on receipt
is impractical due to the high volume of low value fiems, lack of stock system for recording these items
and the administrative cost involved. Instead the income is recognised in the accounts when these
goods are sold.
Financial instruments
The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial
instruments. Basic financial instruments are initially recognised al transaction value and subsequently
measured at their settlement value with the exception of bank loans which are subsequently
measured al amortised cost using the effective interest method.
41

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl
ACCOUNTING POLICIES Icontlnued}
Creditors and provisions
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 to a third p3rly and the amount due to sellle
the obligation can be measured or estimated reliably. Creditors and provisions are normally
cognised al their settlement amount after allowing for any trade discounts due.
Debtors
Trade and other debtors are recoonised at the settlement amount due after any trade discount
offered. Prepayments are valued at 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 short term highly liquid investments with a short
malurily of three months or less from the date of acquisition or opening of the deposit or similar
account.
Operating leases
Renta15 payable under operating leases are charged lo the Statement of Financial Activities (SOFA}
as incurred over the term of the lease.
Funds
Unrestricted funds are funds that can be used in accordance with the charitable objects at the
discretion of the trustees.
Designated funds are unrestricted funds earmarked by the trustees for particular purposes.
Re51riGted funds Comprise monies raised for, and their use restricted lo a specific purpose or
donations subject lo donor-lmposed conditions.
Estimates and judgements
Estimates and judgements are continually evaluated and are based on historical experience and
other factors, Including expectations of future events that are believed to be reasonable under the
circum51ance5. Although these estimates are based on management's best knowledge of the
amount, events or actions, actual results ultimately may differ from those estimates. The Trustees
consider the eslimalion of useful life of fixed assets lo be the area of judgement and eslimalion that
have a significant effect on the financial statements. Further details on Ihesejudgemenls are provided
above under tangible fixed assets.
Legacies are recognised when the following conditions are confirmed..
there has been grant ol probate by the end of the financial year
the executors have established that there are sufficient funds to pay the legacy
any conditions altsched lo the legacy are either within the control of the Charity or have been met
Employee benefits
Short term benefits
Short term benefits including holiday pay are recognised as an expense in the period in which the
service is received.
Employee lermin8tion benefrts
Termination benefits are accounted for on an accrual basis and in line with FRS 102.
Pension scheme
Contributions to the NHS and Stakeholder pension schemes in respect of eligible employees are
charged to the income and expenditure account as they become payable. The Stakeholder scheme
is 8 defined contribution scheme and the NHS a final Salary scheme.
42

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
DONATIONS AND LEGACIES
2022
Totsl
2021
Total
Donations
Legacies
1,329,092
969,279
1,604,187
682,327
2,298,371
2,286,514
INCOME FROM CHAR ￿ABLE AcTIV￿lEs
Operating a HoSpi￿- NHS income
4.481.335
4,121,839
4a.
OTHER SALES INCOME
2022
2021
Catering Income
Training Income
5,184
33,298
2,072
55,854
38,482
57,926
4b. OTHER INCOME
2022
2021
Pension Recovery
Medical Insurance Claims
Landlord Contribtjtion to shop repairs
Kickstart Rebates
Covid Testing charges
Leasè Extension
Salary Recharge secondment
Retail, Hospitality and Leisure Grant
Furlough Refund including Trading
NHS England Support
Adult social Care Contract
Charge for provision of medical notes
Others
22,528
4.463
22,528
55,854
2,055
12,000
32,562
21,660
30,605
52,002
10,446
706,423
539,546
29,707
198,732
414,537
1,386,599
210,000
50
681
1,432,916
2,268,013

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl
ANALYSIS OF GROUP EXPENDITURE
5a Direct and Support Costs
Direct
Costs
Support
costs
Total
2022
Raising Funds
Fundraising and marketing costs
Charity shop expenditure
Lottery expenditure
491,838
1.549,753
251,391
137,586
629,424
37.827 1.587,580
4,200
255,591
Charitable activities
Operating a Hospice
Clinical expenses
5,835.296
1,420,127 7,255,423
Expenditure
8, 128,278
1,599,740 9,728,018
Direct and Support costs
Direct
costs
Support
costs
Total
2021
Raising Funds
Fundraising and marketing costs
Charity shop expenditure
Lottery expenditure
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
5.548,610
982,166 6.530,776
Expenditure
7.861.239
1,118,310 8.979,549
44

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
ANALYSIS OF GROUP EXPENDITURE Icontinuedl
5b.
Support costs
Administration
Finance
and IT
Office
Costs
Governance
Total
2022
Raising funds
Fundraising and marketing
Costs
Charity shop expenditure
Lottery expenditure
65,463
57,270
9,771
5,082
137.586
33,287
4,540
4,200
37,827
4,200
Clinical expenses
660,713
615.974
100.532
42,908 1,420,127
759,463
681,984
110,303
47,990 1,599,740
Support costs
Administration
Finance
and IT
Office
Costs
Governance
Total
2021
Raising funds
Fundraising and markeb'ng
costs
Charity shop expenditure
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
559,596
98,449
34,124 1,118,310
sc
Governance costs include:
2022
2021
Staff costs
Auditoff s remuneration.
Audit work
Other services
47,990
34,124
13,900
10,900
{2001
61,890 44,824
Where support costs are not incurred specifically for an activity heading, they are allocated on the
basis of the number and level of staff ernployed within the appropriate activity heading.

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontlnued)
ANALYSIS OF GROUP EXPENDITURE leontlnuedl
Employees
The Group
2022
2021
Number
Number
The Charity
2022
2021
Number
Number
Average number of employees. excluding Directors
Full lime equivalent figures
179
156
178
157
143
122
134
118
Staff costs consisted of:
2022
2021
2022
2021
Salaries
Social security costs
Other pension costs
Redundancy payments
5,350,454 5,192,777 4,435,247 4, 190,992
540,939
499,901
465.838
422,939
369,278
368,642
332,792
326.220
20,062
20,062
6,260,671 6,081,382 5,233,877 4,960,213
Agency
Medical services
175,719
222,163
29,422
283,955
169,416
222,163
29,422
283,955
6.658,553 6,394,759 5,625,456 5,273,590
The number ofemployees whose emoluments were £60.000 or above per annum were..
2022
2021
£60,000- £69,999
£70,000- £79,999
£80,000-£89,999
£100.000 - £109,999
Of these, 8 employees are accruing pension contributions totslling £55,796 12021'.7 employees,
accruing £44,105).
The total employèe benefi'ts of the key management personnel of the Group were £524,915
12021. £448,572) Of this, £491,732 12021.. £416,889) relates to the key management personnel of
the charity.
TRUSTEES REMUNERATION AND EXPENSES
No expenses were fftimbursed to trustees in the current year.12021.' £Nill. No Trustee received
remuneration in the current or prior year.
46

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS {continued)
NET INCOME
2022
2021
The net income is stated after charging-.
Auditors, remuneration (excluding VATI
For audit
For tax compliant services
Lease payments
Depreciation
16,700
5,940
343,297
202,698
15,500
3,640
333,750
194,640
TANGIBLE ASSETS-
GROUP
Subsidiary
Furniture,
Equipment
& Vehicles
Group
Total
Freehold
Land &
Buildings
Equipment
Motor
Fumiture & Vehicles
Fittings
Charity
Total
Cost or valuation
Al 1 April 2021
Additions
Disposals
6,918,444
2.116,082
60,627
69,650
21,350
140,8861
9,104.176
81.977
140,8861
127,801 9,231,977
81,977
1127,8011 11 $8,687)
At 31 March 2022
6.918,444
2,176,709
50,114
9.145,267
9,145,267
Depreciation
At 1 April 2021
Provided for the year
Disposals
982,639
69,184
1,849.320
123.138
61,732
10.376
140,8861
2,893,691
202,698
140,886)
127,801 3,021,492
202,698
1127,801} {168,6871
At 31 March 2022
1,051,823
1.972,458
31,222
3,055,503
3,055,503
Net Book Value
Al 31 March 2022
5,866.621
204,251
18,892
6,089,764
6,089.764
At 31 March 2021
5.935,805
266,762
7,918
6,210,485
6,210.485
47

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS (continued
10. FIXED ASSET INVESTMENTS
2022
2021
Charlty..
Shares in subsidiary companies al cost
Listed Investments
1,002
891,566
1,002
811,342
At 31 March 2022
892,568
812,344
The historical cost of listed investments at 31 March 2022 was £750.00012021.' £750,000).
2022
2021
Al 1 April 2021
Additions
Disposals
Gainl Ilossl on investment
nveslmenl Income
Investment Fees
811,342
699,852
11,030
66,871
20,952
17,5991
100,460
17,983
16,7031
Al 31 March 2022
891.566
811,342
2022
2021
Investment in subsidiary undertakings
Cost
GBCH Trading Limited
Greenwich & 8exley Community Hospice Lottery Ltd
1,000
1.000
Al 31 March 2022
1,002
1,002
The charitsble company owns 1000/0 of the share capital of GBCH Trading Limited being 1,000
Ordinary Shares of £1 each and 100Q/o of the share capitsl of 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 chaiily shops. The principal activity of
Greenwich & Bexley Community Hospice Lottery Ltd Icompany registration number". 064837681 is lo
generate funds for the p8rent company through the operation of a lottery. Where applicable, the lolal
nel taxable profits are distributed to the Charity by gift aid.
A summary of the results of the subsidiaries are shown on the next p8ge.
48

Greenwich & Bexloy
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS {continued)
10. FIXED ASSET INVESTMENTS Icontinued}
2022
2021
GBCH Tradlng Llmhed
Turnover
Cost of sales
1.882,365
111,604)
662.490
{6,2391
Gross profit
Administrative expenses
1,870,761
656,251
11.575,9771 11,636,227)
Operating Ilossllprofit
Other Income
294,784 1979,9761
10,716
390,163
305,500
1589,8131
13,505
Corporation Tax
ProfiU(Lossl for the year
305,500
1576,308}
ProfiVILossl brought forward
1521,727}
54,581
ProfiVILossl carried forward
{216,2271 {521,7271
The assets and liabilities of the subsidiary were..
Fixed assets
Current assets
Current liabilities
583,422
257,214
1798,6491 1777,9411
Total net assets
1215,2271 1520,7271
Aggregate share capital and reserves
1215,2271 1520,7271
The net Iliabiltbesllassets of the subsidiary as at 31 Mareh 2022 were £ {215,227112020121.. £1520,7271.
Greenwich & Bexley Community Hospice Lottery Limited
2022
2021
Turnover
Cost of sales
417,442
282,685
{71,912} 167,600)
Gross profi't
Administmtive expenses
345,530
215,085
1183.6791 1147,6121
Operating profit
161,851
67,473
161,851
67.473
(161,8511 167,473)
Distribution to parent charity
Retained in subsidiary
49

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS lcontinuedl
10. FIXED ASSET INVESTMENTS {continuedl
The Current assets and liabilities of the subsidiary were..
Current assets
Current liabilities
223,148
112.853
1223,1461 1112,8211
Total nel assets
Aggregate share capital and reserves
The nel assets of the subsidiary as al 31 March 2022 were £212021.. £21.
11. STOCKS
The Group
2022
The Charity
2022
2021
2021
Materials
5,457
12. DEBTORS
The Group
The Charity
2022
2021
2022
2021
Trade debtors
Prepayments
Legacies
Other accrued income
NHS England grant
other debtors
Amounts due from subsidiaries
689,226
349,053
878,116
54,811
644,089
93,043
96,284
225,536
923,559
58,311
318,120
114.646
686,351
71,693
878,116
39.000
644,089
70,060
771,277
86,443
58,482
923,559
42,500
318,120
94,527
733,958
2,708,338
1,736.456
3,160,586
2,257,589
13. CREDITORS: amounts falling due within
one year
The Group
The Charity
2022
2021
2022
2021
Trade creditors
Other taxes and social security
Accruals
Other Creditors
Deferred income Inole 151.
489,798
132,693
804,218
897,087
260,850
239,858
127,599
316,381
49,900
80,392
446,571
132,094
630,113
897,087
228,305
222,122
127,599
205,984
49,886
51,705
2.584,646
814.130
2,334,170
657,296
50

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS (continued)
14. ANALYSIS OF DEFERRED INCOME
Group
Charity
2022
2021
2022
2021
Deferred income at 1 April
Applied during the year
Released during the year
80,392
211,546
131,0881
74,242
28,687
122.5371
51,705
179,000
{2,4001
51,705
Deferred income at 31 March
260,850
80,392
228,305
51,705
15. STATEMENT OF FUNDS {20221
At
3113122
At 114121
Income
Expenditure Transfers
& Gains
Unrestricted Funds
General Fund
2,777,702
9,731,797
(8.802.752)
989,455
4.696,202
Designated..
Fixed Assets Fund
Legacy Equalisation Fund
Recovery & Transformation
Fund
Building Development Fund
274,680
1,191,669
500,000
151,5371
11,191,669)
142,208
223,143
142,2081
600,000
300,000
300,000
Restricted Funds
Donations
Propety Fund
333,503
5.935,805
846,348
1925,2661
{10,0011
244,584
{69,1841 5,866,621
Group Total
11,013,359
10,578,145
19,770,226)
109,272 11,930,550
51

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS {continuedl
STATEMENT OF FUNDS12021)
At
3113121
At 114120
Income
Expenditure Transfers
Unrestricted Funds
General Fund
Designated..
Fixed Assets Fund
Legacy Equalisalion Fund
Recovery & Transformation
Fund
Restrlcted Funds
Donations
2,049.220 8,003,163
17,443,203)
168,522
2,777,702
260,048
1,691,669
14,632
1500,0001
500,000
274,680
1,191,669
500,000
193,501
1.705,936
11,536,3461
129,5881
333,503
Property Fund
6,000,191
1.705,936
164,3861
5,935,805
Group Total
10.194,629 9,709,099
18,979,549)
89,180 11,013.359
The Trustees have deslgnated funds out of the unrestricted funds for speGrfi¢ Pu￿OS9S as
follows.-.
Fixgd Assets Fund
In order lo fulfil its charitable objectives the Charity needs ils fixed assets. These assets, although
unrestricted, cannot be realised wilhoul undermining the Charity's work and the Trustees therefore
feel that it is appropriate to reflect the investment in fixed assets by means of a designated fund.
Legacy Equalisation Fund
In 2016117 the Trustees created a Legacy Equalisalion Fund taking advantage of the record legacy
income in that year. The fund was established lo be used to moderate the fluctuating nature of legacy
income by allocating any annual excess of legacy income received over the ten year average legacy
income lo the Equalisalion Fund and lo release funds back lo the General Fund in years where the
legacy income falls below the ten year average. Due to above average income in 2021120, £735,291
was transferred to the Legacy Equalisalion Fund from the general fund. The Board took the decision
lo wind down the 'Lega¢y Equalisalion Fund, this year, and to invest this into the two remaining
designated funds with the balance transferred to the General Fund
Recovery and Transformation Fund
This fund has been set up lo invest In a number of projects to support the Recovery & Transformation
Programme. The Hospice Recovery and Transfomialion Programme was approved by the Board of
Trustees al the end of 2021. The purpose of the programme is lo help us recover from the effects of
the pandemic and lo support transformation in seven priority areas, Identified and crystallised by the
COVID-19 experience..
Service Transfomation
Refreshing Volunteering
Staff Wellbeing and Development
Equality, Diversity and Inclusion
Retail and Commercial Development
Fundraising Development
Stakeholder Engagement
Building Developrnent Fund
Thi5 fund will be used lo support the development of the building post pandemic, including investment
in our inpalienl unil, creating more single bedrooms to enable easier infection control and
improvement of our staff changing and rest facilities to improve staff wellbeing. We are grateful lo
CRASH Charity for facilitating a review of our Bostall Hill sile in 2021122. Thi5 created a feasibility
study of the options available lo improve our building post pandemic.
52

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
The Charity has the following restricted funds."
Donations Fund
This represents funds received where the donor has declared where the gift should be spent During
the year, £228,843 was released into general reserves.
Property Fund
The predecessor organisation to the Hospice, an unincorporated charity, transferred the land and
buildings on which the Hospice's main operations are located, to the Hospi￿ on restrictive tem)s for
the sum of £1. The transfer documentation predates the SORP and Charities Act, but legal opinion
elarified restrictive temis that the propety is held on trust by Greenwich & Bexley Community
Hospice Limited on behalf of the predecessor org2nisab"on. However, the Charty has the legal right
to register charges against the propety and it could be indemnified OLtt of the premises in respect of
liabilities properly inCUr￿d in the Charity's role of Trustee.
Accordingly, the net book value of the land and buildings together with all improvements made to
date on the premises are reported as a separate restricted fund.
Transfers betsveen funds reflects the capital building project and movement in fixed assets.

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinugd)
16.
ANALYSIS OF GROUP NET ASSETS
BETWEEN FUNDS AS AT 3113122
General
Fund
Designated Restrlcted
Fund
Funds
Subsidiary
Reserves
Total
Fixed assets
Investments
Current assets
Current liabilities
223,143
5,866,621
6,089,764
891,566
806,570
7,533,866
11,022,797} {2,584,6461
891,566
5,582,712
11,561,849)
900,000
244,584
4.912,429
1,123,143
6,111,205
{216,2271
11,930,550
ANALYSIS OF GROUP NET ASSETS
BETWEEN FUNDS AS AT 3113121
General
Fund
Designated Rostrlcted
Fund
Funds
Subsldlary
Reserves
Total
Fixed assets
Investments
Current assets
Current liabilities
274,680
5,935,805
6,210,485
811,342
4,805,662
{814.130}
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
17. PENSIONS
The company contributes 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 contributions payable by the
company to the pension scheme funds. The NHS scheme is a multi-employer deferred benefits
scheme which is underwritten by the Treasury. The Charity's obligations are limited to its annual
contributions. The scheme currently has an employee contribution of be￿een 50/0 and 13.5Yo and
an employer contribution of 14.30k. The Stakeholder Scheme has an employee contribution decided
by the employee and the employer contribution is 10/0 above the employee's contribution5 UP to
maximum of 70A. The total employers pensions contribution for the year amounted to £332,792
{2021'. £326,220} and as al the balance sheet date the company held lolal contributions of £53,207
{2021'. £49,841) that were payable lo the pension schemes. The charity does not have any further
commitments under these pension schemes.
54

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
18. OPERATING LEASE
COMMITMENTS
2022
2021
Land &
Buildings
Land &
Buildings
Other
Other
As at 31 March 2022, the charity
had annual lease rental
commitments totalling..
Leases expiring within 1
year
Leases expiring within 1-5
years
Leases expiring after 5
years
208,897
6,884
193,049
4,065
511,699
8.658
490,998
8,073
5,151
18,332
725,747
15,542
702,379
12,138
19. CAPITAL COMMITMENTS
2022
2021
Aulhorised
5,000
20. RELATED PARTY TRANSACTIONS
In 2022 the following transactions took place belween the Charity and its wholly owned subsidiaries
GBCH Trading Limited (company number.. 056120681 and Greenwich & Bexley Communty Hospi
Lottery Limited (company number.. 06483768)..
Amounts due to the parent company at the yearend was £771,277.
There are no other outstanding balanTrs with related parties as at 31 March 202212021.. £nill. The
total amount of donations received from the trustees in the year was £9,15512021." £ 31,1131.
55

Greenwich & Bexley
Community Hospice
NOTES TO THE FINANCIAL STATEMENTS Icontinuedl
21.
COMPARATIVE CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES120211'.
Unrestricted Funds
Restricted
General
Designated
Funds
2021
Notes
INCOME FROM:
Donations and Legacles..
Voluntary Income
General donations
Charity shop donations
Legacies
Charitable activities..
Operating a Hospi¢e
other trading aGtivities.-
Charity shop income
Lottery income
Other sales income
Rental income
Investn7ent.-
other incom8.'
1,242,757
42,093
882,327
319,337
1.562,094
42.093
682,327
4,121.839
4,121,839
862.49D
282.685
57.926
9,410
20,222
881,414
662,490
282.685
57.928
9.410
20,222
2.268,013
4a
4b
1,386.599
Total In¢ome
8,003,163
1.705.936 9,709,099
EXPENDITURE ON..
Raisijjg funds..
Fundraising and marketing
costs
Charity shop expenditure
Lottery expenditure
Charitable activtities..
Operating a Hospice
Clinical expenses
591.095
591,095
1,642,466
215,212
1,642.466
215.212
4,994,430
1,536,346
6,53D.776
Total Expenditure
7,443,203
1.536.346
8,979,549
Net Ilossesllgains on
investments
89,180
89,180
N•t incomellexpenditurèl
649,140
169,590
818,730
Transfers between funds
16
79,342
14,632
193,974)
Net movement in lunds
728,482
14,632
75.616
818,730
BALANCE BROUGHT
FORWARD at 114120
2,049,220
1,951,717
6,193,692 10,194,629
BALANCE CARRIED
2,777,702
1,986,349
6,269,308 11,013,359
FORWARD at 3113121
56