2024-03-31-accounts

Demelza Hospice Care for Children Annual report and financial statements for the period ended 31 March 2024

Registered Charity Number 1039651 Company Number 02948500

Introduction from our CEO

Contents

Introduction from CEO 3

It is with great pride and achievement that I look back on the last year. In the face of significant ongoing challenges, common to many hospices and charities, we have made enormous progress on some of the key objectives we published in our five-year strategy in 2022.

We are Demelza 4

Achievements and Performance 7

Strategic report	8
Trustees’ report	8
Charitable Objects	8
Fundraising and Lottery	10
Compliance with fundraising regulations	10
Section 172 (1) statement	10
Diversity and Inclusion	12
Financial Review	14
Risks	16
Investments	18
Part 2 Political and charity donations SECR	18 18
Statement of responsibilities	21
Review of quality Independent auditors’ report 22
performance Financial Statements Notes to the Statements	25 28
in 2022/23 Structure, governance and management	48

As I reflect on 25 years at Demelza, I am happy to share notable successes, while maintaining a sense of perspective about what lies ahead.

Returning to pre-COVID levels of fundraising, in what continues to be difficult economic times, is an outstanding achievement. The fact we’ve managed this at the same time as increasing by 40% the number of families we care for, demonstrates the constant pressure to redouble our fundraising efforts.

An important factor in our fundraising success has been the continuing courage and generosity of Demelza families to share their stories. I have the real privilege, at every board meeting, of hearing a story with the trustees. Whether it demonstrates the quality of our care, the impact on a family or our colleagues or indeed an ongoing challenge, it’s these real life, relatable accounts that inspire us all to do more. The board continues to be an invaluable source of support for me and the rest of the senior team here at Demelza and Sean Reynolds CB CBE DFC, who joined as chair last year, has been an integral part of this positive working relationship.

Improved stewardship of donors, both large and small, has been a further contributor to increased income generation. And hearing and implementing feedback direct from our children, young people and their families has ensured we make the best-informed decisions we can.

Over the next 12 months we will continue our efforts to secure the funding we believe we should from the four Integrated Care Boards who are responsible for providing palliative and end of life care services.

After seven years’ hard work, and with the huge generosity of many donors, we were delighted to be able to open Hill Farm, a new multi-purpose state of the art facility, incorporating accommodation, suitable for both young people and nurses, as well as an events space and large car park, directly opposite our Kent site.

On the subject of nurses, after many years struggling to keep pace with the required levels of recruitment, I am optimistic for our new campaign and career development pathway.

A further cause for optimism is the continued positive response to our rebrand, especially evident in the fresh, bold look of our shops which now really stand out on the high street and speak to consumers.

All that remains is for me to express my heartfelt thanks to everyone who has played a part in the progress we have made in the last year, and who I am quite sure are as committed as I am to confront head-on the continuing challenges: the families who access our services, our colleagues, volunteers, donors, trustees and supporters.

[ak] Lavinia Jarrett CEO[LA]

Corporate Information 50

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Demelza annual report and financial statements 3

We are Demelza Our Values Demelza delivers extraordinary care to Fiercely committed to quality extraordinary children who are facing serious or life-limiting conditions, throughout Kent, South Vision nothing but excellence. East London and East Sussex. To see a world where children and young people with serious or life-limiting Demelza is here to support them and their conditions, and their families, have access families at every step – from first diagnosis to personalised, expert care enabling them and for as long as we’re needed. Demelza is to live the best lives they can. here with care that doesn’t back down. Mission By their side when they feel isolated, helping To deliver care that doesn’t back down to to create the joy in family life and making Passion Performance and Pride children and young people with serious or precious memories during challenging times. life-limiting conditions, and their families, across Kent, South East London and East We support families when and where we’re needed most: at our three core sites, in their Sussex – from first diagnosis and for as long as we’re needed. homes, in local communities and online. With two residential hospices in Kent and South East London and a community hub in East Sussex, we go beyond providing outstanding care and @: emotional support. Human is our nature We help children explore their creativity, have fun and make memories. Our support is as unique as every child and family and personalised to adapt around their specific circumstances: from creative therapies and short breaks to practical ° and emotional support for families and siblings, alongside expert clinical and end of life care. Our specialist teams are on hand day and night, all year round. Always honest, always authentic

The families and children we help, and our supporters, deserve nothing but excellence.

Each one of us has a vital role to play in providing unique care and support, and we always strive to deliver outstanding service. By working together, we can give even more families a chance to enjoy their time making precious memories. We recognise everyone brings a different perspective and we celebrate all forms of diversity.

Passion Performance and Pride

Passion, performance and pride – it’s how we get the best from each other and deliver exceptional care and support.

We love what we do. It’s the most rewarding job in the world. We feel privileged to care and support children and their families. We are proud to be part of an inclusive team demelza.

We see every person as a unique individual. We give every child and family member a service that suits their individual needs.

We’re all human beings, and through empathy and understanding, we can provide essential care as unique as the person who receives it. All our differences are respected and valued which makes us stronger. We value and respect everyone who is part of our story.

Always honest, always authentic

We are clear, open, and honest because we value everyone and their unique insight.

We always look for the best solution. We exist to give outstanding care and support to children and their families.

Innovate, develop & improve

Each member of team demelza is driven to do better.

Through evidence, insight and experience, we strive to develop and improve to give children and families outstanding care and support. We always look for ways to transform change into opportunity and growth. We actively seek and welcome representation from all diverse and minority groups.

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Our achievements and performance Over the last year we have experienced success across a wide range of facets, from fundraising to recruitment and facilities to new services. Despite the economic headwinds most evident in the costof-living crisis, we have succeeded in returning to pre-COVID levels of fundraising income.

With ever increasing need, we need every penny of that income – most evidently when you consider we have increased by 40% the number of young people and families that we are supporting. This increased reach is in part down to the in-reach projects we have now firmly established, which mean we now have a fully operational neonatal pathway enabling us to support more babies and families and at an earlier stage.

To provide more care to more young people, you need more nurses. Two successful nurse recruitment campaigns over the last 12 months have helped us to meet this increased need, but the nurse recruitment landscape remains a challenge across the board.

also integral to what we do at Demelza and the introduction of a new seasonal programme of events is helping us do just that. This includes art therapy groups, music experience days for siblings, Black History month, Dads Day out, choir, online events for different ages and groups and 18-24 activity days.

That age group, the young adults have also been one of the main beneficiaries of our newly opened multi-purpose facility opposite Demelza Kent – Hill Farm.

As we continue our journey to ensuring Demelza operates as an entirely inclusive organisation, for colleagues and our families, we were heartened to receive Silver Investors in Diversity accreditation.

Nursing care is only one part of the support we provide to children and their families. Providing joy and helping families make memories is

254

We supported 705 children with serious or life limiting conditions and their families

We welcomed 216 new families onto our caseload

The Hydro pool was used 492 times

We provided 254 day care sessions

We provided 533 overnight short breaks

We provided 3,489 short break sessions within our community

We provided 59 siblings with support, activities and events

Family events attended by 1,604 children and family members

We provided 2,797 volunteer driving hours, including taking families to hospital appointments

We provided 454 counselling sessions to 54 children and family members

We provided 114 specialist clinical end of life, step down and symptom management sessions

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Strategic report

Trustees report

The Trustees (who are also directors of the charity for the purposes of the Companies Act) present their annual report together with the audited financial statements of Demelza Hospice Care for Children (the company) for 12 months ending on 31 March 2024. The annual report includes both Trustees’ report for the purposes of charity law, and the directors’ report and strategic report for the purposes of company law. This report includes pages 1-21 and pages 48-51.

The Trustees confirm that the annual report and financial statements of the company comply with the current statutory requirements, the requirements of company’s governing document and the provisions of the Statement of Recommended Practice (SORP) Account and Reporting by Charities, FRS102 and SORP 2015.

Charitable Objects

The memorandum and articles of association sets out the main charitable object:

The charity’s objects (Objects) are to promote the relief of illness and suffering in such ways as the charity shall from time to time think fit, and in particular in the counties of Kent, East Sussex, part of Surrey and South London, and in particular (but without prejudice to the generality whether geographical or otherwise of such object):

(1) by establishing, maintaining and conducting residential nursing and convalescent homes for the reception and care of young persons of either sex, and whether or not a member of the charity (without regard to race or creed) who are suffering

from any chronic or terminal illness, or from any other physical or mental infirmity, disability or disease and for the reception and care of the members of the family of such persons whether adult or otherwise, and so that any such home may be restricted to patients (and the families of patients) of under a certain age limit or of one sex only or (whether or not so restricted as aforesaid) to patients suffering from any particular type or types of illness, disability, disease or infirmity, and by providing medical or other treatment or attention for any such persons and their families in their own homes;

(2) by conducting or promoting or encouraging research into the care and treatment of persons suffering from any such illness, disability, disease or infirmity as previously mentioned and particularly into the care and treatment of persons suffering from terminal illness and the care of the families of such persons and by providing for the dissemination of the results of such research;

(3) by promoting or encouraging or assisting in the teaching or training of doctors, nurses, physiotherapists, administrators, social workers and other persons engaged in any branch of medicine, surgery, nursing or allied services, and in the teaching or training of students in any branch of medicine, surgery, nursing or allied services;

(4) by providing or assisting or encouraging the provision of spiritual help and guidance for any person’s resident (either as patients or as families of such persons or otherwise) or associated in any way with any such home or homes as aforesaid.

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Fundraising and Lottery

We continue to work in a challenging economic climate, which has affected our fundraising income. Including legacies, gross income was £6,209k – this is £92k behind budget but £287k ahead of our net budget and now back at pre-COVID-19 levels.

Regional and corporate fundraising, legacies and philanthropy all overperformed against budget whilst events, special events, individual giving and trusts fell behind.

Philanthropy had an exceptional year with an income of £676k which was £234k ahead of target and £314k ahead of the prior year.

Despite the challenges we will continue to face into the coming year, the fundraising team remains agile with multiple income streams to ensure we can continue to grow income to support our strategic objectives.

Lottery continued with consistent income during the 2023 calendar year. Lottery income was £1,848k and represents 61% of the total proceeds after the deduction of prizes and expenses.

Compliance with fundraising regulations

The charity undertakes fundraising activity via the support of volunteers’ fundraising in the community, applying to and partnering with companies and grant-giving trusts, direct mailings and appeals, and organising of events. Our fundraising activities are carried out in line with the Fundraising Code of Practice set by the fundraising regulator. Our fundraising promise is available on our website.

Charity supporters registered on the telephone preference service would only be called with an appeal if they have agreed to receive such calls. Callers are thoroughly trained and updated on the charity’s work and calls are regularly monitored. Demelza received 13 complaints (2023: 13) about fundraising activity in the reporting period. They are mainly in response to delays in thanking, which has been rectified with extra capacity being introduced in the Supporter Services team, and a short-term issue with World Pay, which was resolved a soon as we knew there was a problem.

Section 172 (1) statement

The Trustees and directors of Demelza Hospice Care for Children have acted in accordance with their duties codified in law, which include their duty to act in the way in which they consider, in good faith, would be most likely to promote the success of the charity for the benefit of its beneficiaries, having regard to the stakeholders and matters set out in section 172(1) of the Companies Act 2006.

Section 172 considerations are embedded in decision-making at board level and throughout the group. Issues, factors and stakeholders which the directors have considered when discharging their duty under section 172(1) are detailed on pages 3 to 14 and 41 to 43 and throughout this Annual Report.

Our vision and mission statement are set out on page 3 of this report. Our achievements, performance and future plans are described in the strategic report, (pages 4 to 8) as are the risks facing our organisation and the mitigating actions we plan to take. Our environmental performance, and information about our engagement with employees is also included in this strategic report. The section on structure, governance and management (pages 48 to 50) contains information about the governance of the organisation.

S172(1) (b) ‘The interests of the company’s employees’

Employee Relations

The Board recognises that Demelza employees are our most important asset and are fundamental to the delivery of our strategic ambitions. Our success depends on attracting, retaining, motivating and developing them, wherever they are in the world.

The annual staff survey is one of the Board’s principal tools to measure employee engagement, motivation and commitment to Demelza. It enables the Board to understand how we are learning from survey findings to strengthen Demelza’s culture and values, and informs decision-making, from pay and benefits to health, safety and wellbeing.

Disabled Employees – We are committed to equality, diversity and inclusion in the recruitment, training, promotion and career development of people living with a disability. Demelza aims to ensure that people with disabilities are givenequal opportunity to obtain employment. In doing so, we will fully consider making reasonable adjustments to working practices, equipment and premises to ensure that a person living with a disability is not put at a substantial disadvantage due to their disability. Should staff become disabled in the course of their employment, every effort will be made through reasonable adjustment, retraining or redeployment to enable them to remain in employment.

If a staff member or a candidate feels that they have been unfairly discriminated against, they may raise a complaint under Demelza’s Complaints Policy.

S172(1) (c) ‘The need to foster the company’s business relationships with suppliers, customers and others’

Demelza’s key business relationships are with: The NHS and other healthcare partners; our suppliers; and our donors and supporters. This is not an exhaustive list: other key stakeholders include HMRC and the Charity Commission. To deliver our mission and strategy, we need to work with others. We are committed to prompt payment of invoices within agreed payment terms. The importance

we attach to building relationships with our committed, generous donors and supporters is affirmed on page 18.

S172(1) (d) ‘The impact of the company’s operations on the community and the environment’

We are committed to reducing our carbon footprint by 2030 and once we have our carbon footprint data for 202-24 we can create the strategy to reduce emissions over the next six years. We continue to aim for carbon neutrality by 2025 in line with government targets.

S172(1) (e) ‘The desirability of the company maintaining a reputation for high standards of business conduct’

It is crucial that Demelza maintains its reputation for high standards of conduct. We remain committed to financial and risk management, compliance, safeguarding and good governance. We are committed to a focus on the charity’s impact.

S172(1) (f) ‘The need to act fairly as between members of the company’

It’s not relevant to Demelza’s organisational structure, as the charity is run in the interests of its charitable objects and its beneficiaries rather than in the interests of its members.

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Diversity and Inclusion EDI (FREDIE – Fairness, Respect, Equality, Diversity, Inclusion, Engagement)

We continually strive to improve our approach to equality, diversity, and inclusion at Demelza.

The FREDIE and Wellbeing Steering Group guide and lead Demelza with Diversity, Equality and Inclusion and support initiatives to ensure that Demelza creates an inclusive and engaged culture. This is to ensure that:

• All people feel welcome and comfortable when

• receiving care or support from Demelza or when working or volunteering as a member of the Demelza Team

• We have a diverse staff and volunteer workforce that benefits from the innovation and richness that diversity brings

• We are playing our part in making a fairer society by tackling prejudice and privilege

FREDIE is recognised within the ‘Investors in Diversity’ as a way of implementing and embedding change and buy-in from employees and volunteers to create a natural environment for an inclusive culture to flourish. To create an inclusive culture, you must build on the solid values of FREDIE.

The last year has witnessed considerable progress on our long-term work to create an inclusive workplace and in recognition of that we were awarded the Silver Investors in Diversity Accreditation. Among the many successes in 2023/24 were:

• Monthly meetings of the FREDIE and Wellbeing Steering group

• Introduction of Curious Conversations – a safe place for employees to explore and discuss FREDIE topics

• Launch of FREDIE and Wellbeing information and resource hubs on the Demelza intranet

• Revision of Demelza’s values and behaviours to reflect FREDIE

• Translation of our Guide to Services into Punjabi

and Somali

• Appointment of one our Trustees as EDI lead

• Introduction of a diversity calendar of celebrations using the nine protected characteristics

• Installation of hearing loops

• Introduction of pronoun badges for staff and

visitors

• Provision of several EDI training programmes: It’s about race, Understanding LGBTQ+ and young people, Equality Impact Assessments

• Fairness: Being reasonable, right and just

• Respect: Having due regard for the feelings and wishes of others

• Equality: Where every person has equal rights and every person has a fair chance

• Diversity: Diverse means different, so diversity includes us all. The concept of diversity encompasses understanding, acceptance and respect

• Inclusion: Where every person feels respected, valued and that they fit in with the organisational culture

• Engagement: Two-way commitment and communication between an organisation and its employees, volunteers and service users

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Financial review

Income

Income in 2023-24 continued to grow, with a total operational income of £15,880k (2023: £14,480k). All of our main income streams grew and we would like to thank our donors, shoppers and lottery players for their generosity and continued support.

The reported income figures on the accounts also include the donation of Hill Farm, our new purposebuilt facility on the Kent site. This asset has been capitalised at a value of £1,379k and is being depreciated accordingly. However, the accounts must show corresponding income as a gift in kind. Resulting in a final income figure of £17,260k as shown in the SOFA on page 25.

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12%
12%
25%
Retail
Fundraising
11%
Hill Farm
Statutory
Lottery
14% Legacies
25% Other
8%
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Fundraising events raised £526k (2023: £735k). Additional events organised specifically for philanthropic and corporate donors led to further income of £308k (This is included in Donations).

Donations totalled £3,522k in the year ending 31 March 2024 (2023: £3,113k). Fundraising income was particularly strong from Philanthropists and Corporate Partners.

Legacy income was £2,150k (2023: £1,817k).

Statutory funding from NHS England, CCGs and Local Authorities were £2,423k (2023: £1,992k). There was an increase in the NHS England Annual Children’s Hospice Grant to £1,668k (2023: £1,398k) while funding from ICSs, CCGs and Local Authorities grew to £755k (2023: £593k).

Retail income was £4,369k (2023: £4,034k). New shops in Earl Street (Maidstone) and Orpington opened during the year and the Orpington shop took unprecedented levels of income during the first week of opening, with queues outside the door. During March 2024, the distribution centre and warehouse shop in Maidstone closed due to the site being sold by the owners for redevelopment and a new location is being prepared for opening Autum 2024.

Grants from charitable trusts and foundations totalled £315k (2023: £397k).

Expenditure

Expenditure was £17,969k in 2023-24 (2023: £16,151k). This increase mainly represents increased staffing costs throughout the organisation, from growth to enable us to carry out the work laid out in our five-year strategy and in response to high inflation and the costof-living crisis. Demelza pays the real living wage as a minimum across the organisation and in 2023-24 this represented an increase to our lowest paid staff of 8.2% from 2022-23.

The cost of providing care was £10,544k (2023: £9,362k), an increase of 13%. Recruitment into nursing vacancies, particularly in South East London, continues to be a challenge and teams at both the Kent and the South East London sites were under-established during the year.

The cost of generating funds was £7,425k (2023: £6,789k), an increase of 9%. Fundraising costs were £2,153k (2023: £2,109k). Retail expenditure increased to £4,241k (2023: £3,806k) reflecting the opening of two shops and inflation on costs incurred across retail including salaries. Lottery costs increased marginally to £746k (2023: £666k) this is mainly due to the increased costs of lottery canvassers and the charges levied for space at events and venues. The cost of maintaining and letting the properties owned by the subsidiary, ACG Lettings Ltd, increased to £186k (2023: £125k) due to increased maintenance and repair costs.

Reserves

Our reserves policy states that to ensure the sustainability of our service for those who need it most, we hold between 6.5 and 10.5 months of running costs in free reserves.

On 31 March 2024 we held 6.99 months (or £10,839k) of free reserves (2023: 7.57 months or £10,183k).

The increase in free reserves between March 2023 and March 2024 was £656k. The main factors in the movement of the free reserves were:

1. The operational deficit was £577k better than planned.

2. The gain on investments of £659k and reductions in the value of investment property portfolio of £27k are included in the unrestricted reserves total.

3. £1,200k of unrestricted expenditure was made in 23-24 from the Care and Resources Strategy Fund. This was the continuation of expenditure on new elements of Care and Resources implemented first year of the strategy.

4. £359k of unrestricted expenditure was made from the Digital Transformation Fund. On 31st March 2024 the balance of funds in this fund (£549k) were de-designated. This was approved by the Resources Committee in acknowledgment that Digital Transformation must be embedded as business as usual to keep pace with advances in digital technology and improve our business processes.

Lottery income was steady at £1,848k (2023: £1817k).

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Risks

Principal Strategic Risks and Mitigations

The senior leadership team and Trustees regularly review organisational risks and how to negate or mitigate them as much as possible. The Trustees have assessed that the main strategic risks have been:

Strategic Risk

Actioned Mitigations

• Number of • Review of services at Demelza appropriately South East London in response to skilled employees nursing shortage, to safeguard and volunteers services for end of life and urgent care and wellbeing of employees

• Salaries to be aligned to the sector benchmark, where possible

• New recruitment software application introduced to encourage applications and enable data analytics

• New nurse campaign to recruit nurses to Demelza, fully utilising new branding

• Workforce Strategy will offer career opportunities to increase number of employed nurses by 10%

• Retention strategy to develop voice of the employee to include wellbeing plan and enhanced internal communications

• Enhanced engagement, support and training of volunteers

• Statutory Funding • Proactive engagement with local for Children’s MPs to lobby Government for Hospices sustainable funding

• Lobby ICBs to ring-fence children’s hospice grant for 24/25, the final year

• Engagement with local Integrated Care Boards to secure sustainable funding and raise awareness of responsibilities to children’s hospices

• House of Commons event to showcase work of Demelza and engage with key individuals

Further Planned Mitigations

• Implementation of new DBS management solution

• Project to review Demelza’s service model and identify clinical pathways for access to services.

• Continued engagement with local MPs and Integrated Care Boards to strengthen relationships and understanding around children’s hospices and statutory obligations to provide services

• Continued collaborative working on national messages with Together for Short Lives and Hospice UK.

• Continue communication with different stakeholder groups about long term sustainable funding needs

Strategic Risk Actioned Mitigations Further Planned Mitigations

Statutory Funding • Working in collaboration with for Children’s Hospice UK and Together Hospices for Short Lives to lobby the (continued) government for increased funding for hospices

Inflation and Cost of Living Crisis Including income downturn

• Statutory funding strategy to be developed

• Increase in applications for statutory funding for services

• Strategic scenario planning for any necessary reduction in services, should ICBs not be able to offer a sustainable financial contribution

• Plans to campaign local MPs to raise awareness of Demelza’s services

• Detailed financial scenario planning and three-year budget projections

• Cost of living pay award of a minimum of 3% in April 24 to all employees, in line with NHS

Information Governance, including Cyber Security

• Renewed Cyber Essentials • Cyber Essentials Plus Accreditation planned Accreditation

• Ongoing review of data retention and reduction of records stored

• Working with independent virtual data protection officer for routine expert advice

• New supplier identified to undertake network

• Cyber security an inherent strand of all digital transformation projects

• Cyber Essentials Certification gained

• Full audit of Kent Hospice site • Development of business completed, in collaboration with continuity policy and plan Kent Fire and Rescue, with action • Future proofing of building for changes of use penetration

• plan identified

Fire safety at Kent Hospice reviewed and brought up to required standards

• Future proofing of building for changes of use penetration testing to ensure resiliency of IT infrastructure

• Ongoing programme of works to assure future compliance

• Business continuity simulation completed

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Investments

Brewin Dolphin acted as Demelza’s investment managers throughout the year. Our primary aim from investment is to achieve sustainable capital growth within a balanced risk environment. Ultimately these funds will form our free reserves and provide a safety net to ensure the continued provision of the Charity’s core services. The primary objective is to generate a total return of 2% above the rate of inflation as measured by CPI on a 5-year rolling basis.

As set out in the financial notes on page 39; we held £11,740k at the start of the year. Dividends

of £338k were received during the year and withdrawals of £1.4m were made. There was an unrealised gain of £659k in the year and the fees charged by our investment manager were £42k. The value of investments at the end of the year was £11,294k.

Political and charity donations

Demelza is a registered charity and the whole of its payments are applied to charitable purposes as detailed in the accounts. No specific contributions to other charities were made in the period nor were any political contributions made.

Energy and Carbon Year on Year Comparison

SECR

Greenhouse Gas emissions and energy consumption

Energy and Carbon Calculation

Efficiency narrative

We have a policy of recording and reviewing all energy use and investigating unexplained anomalies.

We have completed initiatives within our premises to limit lighting use by PIRs and use of LED fittings.

The electric charging point is in regular use. The Energy Savings Opportunity Scheme (ESOS) is well advanced and will be submitted in August 2024 in line with the revised Government timescales. The ESOS report and our work on our Carbon Footprint and Carbon Reduction plan will provide our next steps in reducing energy use.

Quantification and Reporting Methodology

The methodology we have used is The GHG Protocol Corporate Accounting and Reporting Standard.

We have followed the 2013 UK Government Environmental Reporting Guidelines (updated March 2019).

We have used the 2023 UK Government’s Conversion Factors for Company Reporting. The energy efficiency narrative methodology is based on energy management best practice.

Intensity ratio

It was decided to use total £m turnover as our metric. The resulting intensity ratio of tCO2e per total £m turnover will best reflect changes in operation and energy consumption over time.

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Organisational boundary

We have used the financial control approach.

Scope	Emissions (tCO2e)	% contribution to SECR
1	184.95	53.34
2	129.71	37.41
3	32.05	9.24
Total	346.71	100.00

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Scope 3
9%
Scope 1
53%
Scope 2
38%
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Statement of Responsibilities

The Trustees 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 Practice). The law applicable to charities in England & Wales requires the Trustees to prepare financial statements for each fiscal year which give a true and fair view of the state of affairs of the charity and the group and of the incoming resources and application of resources of the charity and the group for that period. In preparing these financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently.

• Observe the methods and principles in the Charities Statement of Recommended Practice (FRS102)

• Make judgements and estimates that are reasonable and prudent

• State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities

Act 2011, applicable accounting regulations and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Disclosure of information to auditor

The Trustees who held office at the date of approval of this Trustees’ Report confirm that, so far as they are aware, there is no relevant audit information of which the company’s auditors are unaware; and each Trustee has taken all the steps that they ought to have taken as a trustee to make themselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information.

This report, incorporating the Strategic Report, was approved by the Trustees, in their capacity as Company Directors, on 3 October 2024 and signed on its behalf by

Air Marshal Sean Reynolds CB CBE DFC, Chair of TrusteesTrustees

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Independent auditors report

Opinion

We have audited the financial statements of Demelza Hospice Care for Children (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2024 which comprise the consolidated statement of financial activities, group balance sheet, charity balance sheet, consolidated cash flow statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the affairs of the group and the parent charitable company as of 31 March 2024 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have 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 (UK) (ISAs (UK)) and applicable law. Our responsibilities 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 group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

We have nothing to report in this regard.

Other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken during the audit:

• the information given in the Trustees’ Annual Report which includes the Directors’ Report and the Strategic Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the Trustees’ Annual Report which includes the Directors’ Report and the Strategic Report has 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 their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report and Strategic Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 require us to 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.

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities set out on page 21, the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and 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 trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the

financial statements

We have been appointed as auditors under the Companies Act 2006 and report in accordance with regulations made under that Act.

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

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these can detect irregularities, including fraud are detailed below.

Identifying and assessing risks related to irregularities:

We assessed the susceptibility of the group and parent charitable company’s financial statements to material misstatement and how fraud might occur, including through discussions with management and trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives and opportunities for fraudulent manipulation of the financial statements. We identified laws and regulations that are of significance in the context of the group and parent charitable company by discussions with trustees and updating our understanding of the sectors in which the group and parent charitable company operate.

Laws and regulations of direct significance in the context of the group and parent charitable company include The Companies Act 2006 and guidance issued by the Charity Commission for England and Wales.

Further the group is subject to other laws and regulations where the consequences of noncompliance could have a material effect on amounts or disclosures in the financial statements,

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Financial Statements

through significant fine, litigation or restrictions on the group’s operations. We identified the most significant laws and regulations to be those issued by the Care Quality Commission covering health care services and those issued by the Gambling Commission covering requirements for running a lottery.

Audit response to risks identified: We considered the extent of compliance with these laws and regulations as part of our audit procedures on the related financial statement items including a review of financial statement disclosures. We reviewed the parent charitable company’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the parent charitable company’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance.

During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected, or alleged fraud. We addressed the risk of fraud through management override of controls by testing the appropriateness of journal entries and identifying any significant transactions that were unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws, regulations, and fraud.

There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions reflected in the financial statements, the less

likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the parent charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the parent charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the parent charitable company and the parent charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

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Cara Turtington (Senior Statutory Auditor) for and on behalf of Saffery LLP

Chartered Accountants

Statutory Auditors

71 Queen Victoria Street

London EC4V 4BE

3 October 2024 Date ………………………...................…………………………...................…………………………...............

Saffery LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

Consolidated Statement of Financial Activities for the year ended 31 March 2024

All the activities of the Group and the Charity are continuing. There are no other recognised gains or losses. Full comparative figures for the period ended 31st March 2023 are shown in note 31. The notes on pages 28-47 form part of these financial statements.

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Demelza Hospice Care for Children Balance Sheet at 31 March 2024

Consolidated Cash Flow Statement for the Year Ended 31 March 2024

As permitted by section 408 of the Companies Act 2006 no separate Statement of Financial Activities for the charity alone has been presented. The deficit for the charity only on the period is £192k (2023: £2.205m)

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Notes to the financial statements For the Period ended 31 March 2024

Note 1. Accounting Policies

Statement of compliance

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (Charities SORP (FRS102 second edition)) and the Financial Reporting Standard applicable in the United Kingdom and republic of Ireland (FRS 102) and the Charities Act 2011. Demelza Hospice Care for Children meets the definition of a public benefit entity under FRS 102. The functional currency is £ Sterling.

General information

The Charity is a company limited by guarantee, incorporated in England and Wales (company number 2948500) and a charity registered in England and Wales (charity number: 1039651). The Charity’s registered office address is: Rook Lane, Bobbing, Sittingbourne, Kent, ME9 8DZ.

Basis of consolidation

These financial statements consolidate the results, assets and liabilities of the charity’s trading subsidiary Demelza Trading Ltd (company number: 03090528) and ACG Lettings Ltd (company number: 03031999 on a line-by-line basis.

Going concern

The trustees have reviewed Demelza Hospice Care for Children’s financial position, considering the impact of future activities, and concluded that it is appropriate to produce the accounts on a going concern basis for the 12 months from the date the accounts are signed.

A summary of the accounting policies, which have been consistently applied, is set out below.

Significant judgements and estimates

The key sources of uncertainty in our estimations that have a significant effect on the amounts recognised in the financial statements are described in the accounting policies and are

summarised below:

• residuary legacies – the charity recognises residuary legacies once probate has been granted, which therefore requires an estimation of the amount receivable.

Accounting for income

Income received by way of donations, collecting boxes or from functions, shops or flag days is not recorded in the financial statements until the cash, or document of title to the investment or property is received at headquarters. Legacy income is recognised in the SOFA when receipt is probable, amounts receivable can be measured with sufficient reliability and the charity is entitled to the income.

No account is taken of monies or other assets in the hands of outside or voluntary helpers until such monies are banked or other assets are remitted to headquarters. Contracted fees receivable and grants invoiced to local authorities, as well as investment income and accrued tax recoverable, are accrued. Other grants from central government and local authorities are recorded in the financial statements when they are receivable.

Contracted fee income specifically received in advance of expenditure in the next financial year is deferred in the balance sheet.

The value of investments and property bequeathed or donated to Demelza Hospice Care for Children is taken to be market value on the date when the documents of title are received.

Expenditure

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs relating to that category. Where costs cannot be directly attributable to particular headings, they have been allocated to activities on a basis consistent with the use of resources. Central overhead costs are allocated to operational and fundraising functions on the basis of their use of central support services.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the cost of disseminating information in support of the charitable activities.

Note 1. Accounting Policies (continued)

Support costs, which include central or regional functions such as general management, budgeting and accounting, payroll administration, human resources, information technology, facilities and estates, are allocated across charitable and fundraising activities under the following categories, financial management, people and organisational development, information systems, facilities and estates.

Where information about the aims, objectives and projects of the Charity is provided in the content of fundraising material in an educational manner in the furtherance of the Charity’s objectives, those costs are apportioned to charitable activities. Irrecoverable value added tax (VAT) is included in the relevant expense categories.

Support and governance costs are apportioned on the basis of usage of a resource in terms of time taken, capacity used and requests made.

Tax

Demelza Hospice Care for Children is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income from capital gains received within categories covered by Chapter 3 Part II corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that such income or gains are applied exclusively to charitable purposes. Profit from the subsidiaries is gift aided to Demelza Hospice Care for Children.

Leases

All leases are operating leases. Costs in respect of these leases are charged to the statement of financial activities over the term of the lease.

Fixed assets

Land and buildings

Land and buildings are stated in the balance sheet at the most recent valuation or, in the case of purchases or additions subsequent to the date of such valuation, at cost, less depreciation provided in relation to such valuation or cost, as appropriate,

to write off the assets other than freehold land over the following periods.

Freehold buildings

The period of the estimated useful life up to a maximum of 50 years from the date of purchase.

Leasehold land and buildings

The unexpired portion of the lease up to a maximum of 50 years from the date of the most recent revaluation or, if later, the date of the purchase.

Building improvements

Between 3 to 25 years based on nature of usage, or if earlier, the unexpired portion of the lease.

Motor vehicles

Motor vehicles are stated in the Balance Sheet at cost, less depreciation provided to write off the vehicles over a period of 4 years.

Equipment

Equipment is stated in the Balance Sheet at cost less depreciation to write off the equipment over a period of 4 years.

Intangible fixed assets

Intangible fixed assets such as the website, software and intellectual property are amortised over a period of 3 to 10 years.

Fund accounting

Restricted funds

These funds are restricted by the donor for specific purposes. Revenue funds restricted by the donor are held in restricted reserves and funds are matched against expenditure as appropriate.

Unrestricted funds

These funds comprise accumulated surpluses and deficits on general funds that are expendable at the discretion of the Trustees in furtherance of the objects of the charity and that have not been designated for other purposes.

Designated funds

These are unrestricted funds that have been set aside at the discretion of the Trustees for particular purposes.

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Short term employee benefits

Salaries, wages and employment-related payments are recognised in the period in which the service is received from employees. The cost of annual leave entitlement earned but not taken by employees at the end of the period is recognised in the financial statements to the extent that employees are permitted to carry-forward leave into the following period.

Pensions

Demelza Hospice Care for Children operates a defined contribution scheme available to the majority of its permanent employees. The Charity and its subsidiaries also make contributions to the National Health Service Pension Scheme for certain employees which is a defined benefit scheme. However, the scheme is a multi-employer scheme and the charity is unable to identify its share of the underlying assets and liabilities. As a result, this scheme is also accounted for by the charity as a defined contribution scheme.

All the pension schemes are administered by separate trustees and are run independently of the charity.

The costs of providing pensions for employees are therefore all charged in the statement of financial activities for the year in which the contributions are payable.

Charity’s normal sale or usage requirements, are recognised when, and to the extent that, performance occurs, i.e. when delivery of the goods or services is made. Regular Note 1. Accounting Policies (continued) sales are recognised and de-recognised, as applicable, using the trade date.

De-recognition

All debtors are de-recognised when the rights to receive cash flows from the assets have expired or the Charity has transferred substantially all of the risks and rewards of ownership.

Investments

Investments held for the long-term to generate income or capital growth are carried at fair value as fixed assets. Realised and unrealised gains are accounted for within the statement of financial activities.

Investment properties

Investment properties are valued at the year end. Gains or losses are recognised in the accounts of the relevant subsidiary and shown within the statement of financial activities.

Stock

Stocks comprise finished goods and are stated at the lower of cost and net realisable value.

Notes to the financial statements for the year ended 31 March 2024

Creditors and provisions

Liabilities

Future liabilities are recognised when Demelza Hospice Care for Children has a legal or constructive financial obligation, that can be reliably estimated and for which there is an expectation that payment will be made.

Financial instruments

Cash at bank and short-term deposits includes cash and short-term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. All cash and short-term deposits are basic instruments and are measured at amortised cost.

Debtors recognition

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 party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for trade discounts due.

Donated goods

The trustees have concluded and agreed that the valuing of shops donated goods for resale on receipt is impractical due to the high volume of low value items, 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.

Debtors which arise from contracts for the sale of non-financial items (such as goods or services), which are entered into in accordance with the

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Notes to the financial statements for the year ended 31 March 2024

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

The classification of assets has been reviewed in the year and assets have been reclassified from ‘fixtures and fittings’ where they are considered to be improvements and enhancements to the fabric of the building.

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

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Notes to the financial statements for the year ended 31 March 2024

Notes to the financial statements for the year ended 31 March 2024

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Structure, governance and management

Organisational structure

The charity operates as a company limited by guarantee, under the terms of its memorandum and articles of association. Legal responsibility for the management and stewardship of the hospice is vested in the Board of Trustees.

Day-to-day operational decisions are delegated to a Senior Leadership Team. During the period covered by this report, this consisted of a Chief Executive, Director of Nursing and Care, Director of Fundraising & Marketing, Director of Trading, Director of Development and Support, Director of Quality Improvement and Clinical Governance and Director of Finance & Business Planning (none of whom are directors within the meaning of the Companies Act).

Key management personnel are those individuals who have authority and responsibility for planning, directing and controlling the activities of the charity, directly or indirectly, including any director (whether executive or otherwise). The Appraisal and Remuneration Committee is responsible for setting the pay for these personnel, comparing to industry benchmarks as appropriate.

The Trustees, directors and management are shown on page 44 of this document.

The Trustees held four board meetings during the year. The five sub-committees also met regularly throughout the year, reporting respectively for matters concerned with clinical governance, fundraising & marketing, resources, and appraisal & remuneration.

The trading company (Demelza Trading Limited No. 03090528) is a wholly owned subsidiary incorporated in England and Wales and has a separate board of directors that reports to the Board of Trustees of the charity. The trading subsidiary runs shops and a weekly lottery to support the objects of the charity.

The charity’s subsidiary (South-East Medical Services Limited (SEMS) No. 06042090), which built the Eltham hospice, had no turnover this year and is dormant.

The charity’s subsidiary (ACG Lettings Ltd No 03031999) is a wholly owned subsidiary

incorporated in England and Wales and has a separate Board of Directors which reports to the Board of Trustees of the charity. The trading subsidiary owns, maintains and lets residential property in East Kent.

Trustee induction and training

The Board of Trustees maintains a skills matrix of all Trustees to identify any shortfall in desired competencies. If any shortfall is identified, the Trustees actively seek a suitable candidate to fill that role on the board. Candidates are interviewed, and those selected are invited to join the board for one meeting and given a tour of the hospice to assess whether they are deemed suitable by all the Trustees; this also allows candidates to judge whether the role is one they feel they could comfortably fulfil.

New board members are then given an induction pack, including relevant Charity Commission publications, statutory accounts, and explanations of their duties as well as copies of previous board meeting minutes. They also attend an induction session with selected Trustees and staff.

All members of the Board are encouraged to attend appropriate internal and external training events where these facilitate the undertaking of their role.

Clinical governance

Demelza has a comprehensive Clinical Governance Policy and appropriate procedures in place. Demelza will demonstrate accountability for, and ensure continuous improvement in, the quality of services for expectant mothers, babies, children and families and safeguard high standards of care by creating an environment in which excellence in clinical care will flourish.

The Clinical Governance Committee (which is a sub-committee of the Board):

• Analyses, benchmarks, evaluates, reviews and monitors all aspects of service delivery to ensure national minimum guidelines and evidencebased practice are met

• Ensures that policies, procedures and training support our practice to best meet the needs of our service

• Reviews, identifies, monitors and manages risk.

Key performance indicators

The Senior Leadership Team monitors a variety of key performance indicators (KPIs) to check

achievement of strategic and operational objectives, reporting on them to trustees. These KPIs monitor the amount and type of care provided, management of resources, and income generation.

Statement on public benefit

The Trustees confirm that they have complied with the duty in Section 17 of the Charities Act 2011 to have due regard for public benefit guidance published by the Charity Commission in determining the activities undertaken by the charity. In the interest of transparency, the Trustees make the following observations on the two key principles of public benefit.

Firstly, Demelza is clear on the beneficiaries of its work both in this report and in its general communications. The beneficiaries are babies, children and young people with serious and lifelimiting conditions and their families, and expectant mothers, within Kent, East Sussex and South East London. A referral process is in place with clear guidelines on criteria, with anyone being able to refer a child subject to appropriate consent, including families themselves. The Trustees have paid due regard to the latest demographic and other research and data on the number of actual and potential beneficiaries, and their needs.

Secondly, our business-planning and monitoring/ reporting are structured around the benefits delivered to the beneficiaries through our work, including monitoring the impact we have had on their lives. This is reflected in the Trustees’ report. The benefits are respite care, therapeutic services, and other related activities, with access to

emergency and end of life care when required. This can be at either of the hospices or within the family home via the community care teams. Support services include family support, therapies and pre and post bereavement support for the child and their immediate family.

The monitored benefits include whether assessed needs within individual care plans have been met, and improvements (including increased social functioning, resilience, and emotional wellbeing), monitored through standardised tools. We also regularly consult with our beneficiaries, for example in surveys and representatives’ forums, to gain information on our impact.

The Trustees review the activities of the charity against its aims on an ongoing basis and are satisfied that all activities continue to be related to its aims.

The charity does not exclude or give priority on any basis other than medical and social need. Any private benefits are incidental, with Trustees receiving no remuneration, and any personal or business involvement is listed under the related party transaction section.

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Corporate Information

Demelza Hospice Care for Children

A company limited by guarantee Company No. 2948500 (Demelza Hospice Care for Children) Charity No. 1039651 Registered office: Rook Lane, Bobbing, Sittingbourne, Kent, ME9 8DZ www.demelza.org.uk Telephone: [phone]

Subsidiary companies:

Demelza Trading Limited Company No. 03090528. A private limited company ACG Lettings Ltd, Company No. 03031999. A private limited company

Trustee board

David Highton to May 2023 Sean Reynolds appointed May 2023

Founder president Derek Phillips

President

Trustees

Robert Alexander retired March 2024 Darren Anstee retired November 2024 Pedro Avery Pippa Barber Richard Douglas Richard Finn Paul Hewish David Highton retired November 2023 George Hunter Debbie Kemp retired January 2024 Susan Lowson retired June 2023 Yvonne Parks Charlotte Parry-Jones Alex Parry-Jones Nicola Porter (Tyers) Vinit Shah retired March 2024 Natasha Smith Paul Smith

Company Secretary

James Niblett to October 2023 Lavinia Jarrett (October-November 2023) Charlotte Chamberlain appointed November 2023

Chief Executive Officer Lavinia Jarrett

Deputy Chief Executive Officer Hayley Richardson appointed February 2024

Director of Finance & Business Planning James Niblett to October 2023 Charlotte Chamberlain appointed November 2023

Director of Clinical Services

Paul Truesdale to June 2023 Katie Stevens (Acting) from June 2023 Katie Stevens appointed October 2023

Director of People, Culture & Resources Hayley Clark

Director of Fundraising & Marketing Hayley Richardson to February 2024

Richard Oldfield OBE DL

Vice Presidents

The Most Reverend and Right Honourable Justin Welby, Archbishop of Canterbury Daniel Radcliffe Sally Lindsay Sir Martyn Lewis, CBE Len Goodman (died April 2023) Dave Berry Jayne Torvill, OBE Cheryl Baker Robin Cousins, MBE Gary Lineker, OBE Lady Kingsdown, OBE Paul Auston, DL Turrloo Parrett Fiona Sunley Des Crampton James Kelly Rhiannedd Brooke Sarah Kemsley

Director of Retail Ashley Henson

Director of Quality Improvement & Clinical Governance Liz Bray

Director of Business Development & Support Claire Ellis-Waghorn appointed November 2023

Auditors

Saffery LLP 71 Queen Victoria Street, London, EC4V 4BE

Bankers

National Westminster Bank Plc 2nd Floor County Gate, Stacey’s Street, Maidstone, Kent ME14 1ST

Principal Solicitor

Mayo Wynne Baxter Solicitors 3 Bell Lane, Lewes, East Sussex BN7 1JU

@demelzacharity

[e-mail]

Demelza Kent (Registered Office)

Demelza South East London

Rook Lane, Bobbing, Sittingbourne, Kent, ME9 8DZ T: 01795 845200

5 Wensley Close, Eltham, London, SE9 5AB T: 020 8859 9800

Find out more at:

demelza.org.uk

Demelza East Sussex

150a Bexhill Road, St Leonards-on-Sea, East Sussex, TN38 8BL T: 01323 446461

© Demelza 2024. Updated August 2024.