## **Haven House Foundation**
## **Annual Report and Financial Statements**
## **For the year ended 31 March 2022**
Charity no. 1044296 Company no. 3000171
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Haven House Foundation
Annual Report and Financial Statements 2021122
Chair and Chief Execulive's report
In the last financial year. Haven House Children's Hospice supported 404 babies, chlldren, and young
people (BCYP) and provided 36,995 hours of (£re to them and their families. We achieved this by
providing servi¢es. clinical and non-clinical, both Inside and outside the hospice. Our Hospice at Home
team supported 118 children and young people who might not otherwise hav& received our support.
We delivered 52 face to face family events and 117 face to face children's events safely. We opened
our grounds to our local community and have had wonderful events for families, most notably our
Plabnum Jubilee Garden Tea Paty, which was attended by 20 families.
Our annual report sets out our main achlevements. We move f0Thrd this year financially strong and
stable with an increase in statutory funding which has offset the drop in fundraising income due to the
pandemic. Wlth income-generating events planned, we are optimistic about our future.
The approach of the whole team has been truly inspiring, putting the child and family first and foremost,
th quality, safety and compassion being at the heart of everything we do. Atl the staff working across
our charity have been incredible. We have had a successful year and our Board and Senior
Management Team would like to thank all our stsff and volunteers, our lo¢al communities, our
fundraising, retsil and our ststutory partners for their support.
Looking ahead
Our focus going forward is to invest in restoring growth in the services w8 deliver but also to ensure
that we are making investment in our fundraising and infrastructure that wll underpin and sustain
increasing our reach and impact for the babies, children, and young people {BCYP) and families that
we are h8re to support.
There are many children and families who we sadly still cannot reach, and we know that the numberof
BCYP with life-limiting or life-threatening conditions in our communities continues to increase. 2021122
has made us more determined to do more for Ihe BCYP we support but also for children 2nd families
who still need our help in our local communities. There is an issue of unmet need and this is a challenge.
In May 2022 we launched our new strategy 'Delivering the Extraordinary in the Ordinary Day.. This will
be our road map for the next three years. setting out how we will achieve more for children and families
at Haven House. This has been c0-produd with our families, staff, volunteers, commissioners and
other stakeholders. We are excited to have led a North East London wide needs assessment for
paediatric palliative care in collaboration wth our partners. This will ensure that we develop our servi
where there is the greatest need so that we can reach as many families as possible.
We are always in awe of Ihe Incredible strength, courage and personaltties of the children and families
that we support here at Haven House. We know how important our services are to these families, and
we look forward to expanding what we do lo care even rnore effectively for the babies, children and
young people that are already known to us, expanding the community of families we reach and also
working collaboratively with our partners to improve the way that they work to Improve the quality of
lives of our bengficiaries.
Frances Daley
Chair
sian Wicks
Chief Executive
## **Haven House Foundation – Annual Report**
## _**1. Our objectives and activities**_
Haven House is located at The White House, in four acres of unspoilt woodland on the borders of North East London and Essex. We also operate increasingly within local homes and communities through our outreach and other specialist services.
## **Our vision**
The best quality care for extraordinary children and their families where and when they choose.
## **Our mission**
To provide the highest quality palliative and holistic care services to babies, children and young people and their families in our local communities. Working in partnership we will deliver these services when and where our families need them.
## **Our values**
- **Respectful:** recognising that everyone is an individual and treating others as we would expect to be treated
- **Safe:** creating a positive learning space and doing everything to ensure our services and environment are as safe as possible
- **Compassionate:** showing warmth and empathy in the most difficult of circumstances, and creating an environment where children and families can create lasting memories
- **Professional:** acting with integrity and honesty, striving for excellence and being accountable for our actions.
## **Our purpose**
Haven House supports families throughout their experience of caring for a baby, child or young person with a life-limiting and life-threatening condition. Haven House provides a range of physical, emotional, social and spiritual support services which are offered:
- Holistically
- Centred on the family
- To all eligible families within our geographical area
- Across a range of settings including the home, hospice, and hospital
- By specialist staff
- With engagement of the community
## **Our services**
Our services are delivered wherever they are needed and include:
- In-house and community end of life care including symptom management
- Post death care, including bereavement suite
- Counselling and bereavement support
- Planned and crisis in-house respite care – day care and overnight
- Community based respite care
- Step down care to prevent hospital admissions or to reduce the length of a hospital stay through transition from hospital to home
- In-house and community therapeutic support – specialist play, music, yoga, physiotherapy and complementary therapies
- Satellite physiotherapy service including aquatic physiotherapy
- Specialist outreach nursing – working in partnership with the Louis Dundas Oncology Outreach and Palliative Care Service at Great Ormond Street Hospital
- Partnership working with local children’s community nursing teams and acute NHS trusts delivering hospice at home nursing services including education and training
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- Neonatal music therapy provision – Whipps Cross Hospital
- Education and training of professionals and parents/carers
- Pharmaceutical clinic – Guys and St Thomas Trust
- Family support including one to one and group sibling support
- Family events including teenage cancer peer support group
- 24/7 specialist paediatric palliative care telephone advice
All our services are tailored to ensure that families receive individualised care in the setting of their choice, whether in our residential hospice, our holistic care centre or in the home and community.
## **Public benefit**
Our principal charitable purpose, as defined in our Articles of Association, is to provide “the relief of sickness and suffering among children and young people, and care and support to their families”.
The trustees confirm that they have complied with the duty in Section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit and consider that the hospice’s activities, as outlined in this report, fall within the definition of public benefit. Haven House delivers public benefit by providing services and support for children and young people with life-limiting or life-threatening conditions and their families at no personal cost to themselves.
## **Areas served**
Our services are available to children and families across North East London, West Essex and East & North Hertfordshire. During the year we supported over 400 children and families, mainly from these areas and supported some children and families from the North Central London area.
## _**2. Restoration and Recovery following the COVID-19 Pandemic**_
This past year we have been emerging from the COVID-19 pandemic safely. We are proud to say that we had 0% Hospice acquired infection and 100% COVID-19 staff vaccination uptake.
The last two and a half years have been challenging for our whole community, nation and the world. We have dealt with unprecedented healthcare and quality of life issues and Haven House, along with the wider health and charitable sectors have had to adapt, replan, and think differently about how we deliver our services. However, we have proven that Haven House is full of determined advocates for the children and families we support, keeping our doors open 24/7 throughout the pandemic and adapting and innovating as much as we could to continue to make a difference.
We now look ahead with optimism, confidence, and a renewed sense of ambition. We are excited about our future ambitions – we want to support more families, with even more care and work as effectively as possible with others to make sure that all families who need our support can access it equitably.
## _**3. Strategic report**_
The Board of Trustees presents this strategic report as required by the Companies Act 2006. This includes analysis of past performance in ‘Achievements and performance’, the context for the financial statements in the ‘Financial review’, insight into the challenges, objectives and strategies in ‘Plans for the future’, and the risks the charity faces in ‘Risk assessment and management’.
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## _**Achievements and performance**_
Each member of the Senior Management Team (SMT – see page 16) holds operational responsibility for delivering against strategic aims work plans. The SMT is supported by, and reports progress to, relevant committees of the Board.
Each operational area and work plan has a range of qualitative and quantitative measures and key performance indicators (KPIs) against which progress is measured and monitored. For example, we monitor the numbers of children supported within our different services, hours of care delivered and the evaluation of feedback from parents obtained via parent forums and ‘real-time’ feedback obtained on each visit. The SMT reviews performance against all KPIs each quarter as do our local NHS commissioners.
Our key achievements in 2021/22 against our original strategic aims and objectives are set out below.
## **1: To be the number one choice for referrers and families**
## **What we did:**
- Patient safety, patient experience and clinical effectiveness were prioritised as we emerged from the pandemic, delivering high quality compassionate care. We saw higher demand for more complex care provision and end of life care. We widened our partnership, working with tertiary and local providers to ensure that 24/7 responsive care was offered at home and in the Hospice
- • We continued to share information with our families through monthly e-newsletters, updating on events and developments, and using a secure parent page on our website which can be translated into other languages
- In our annual family experience survey of families, respondents awarded the following areas the top rating of 5 – Haven House is caring, Haven House treats my child with dignity and respect
- Quarterly engagement with local partners including CCG commissioners, our CQC relationship manager, CHaL (Children's hospices across London) colleagues to champion the needs of BCYP with life limiting and life-threatening conditions.
_**“Haven house is probably the only place I look forward to when I desperately need help and support to look after my child.”**_ Family survey 2021
_**“Haven House was our safe pair of hands, somewhere we could trust, they gave us reassurance and provided protection and guidance on an extremely difficult journey.”**_ Bereaved parents 2021
## **2: To build and maintain a reputation for clinical excellence**
## **What we did:**
- The Haven House clinical team were successfully shortlisted as finalists in the Royal College of Nursing (RCN) awards. The 2021 awards acknowledged the outstanding efforts, commitment and achievements made by the whole of the nursing community. Our successful submission was for the full care team in the category ‘Commitment to Carers’. We were very pleased to be highly commended.
- Working with our commissioners and NHS partners, we undertook research in Spring 2022 to ensure that our new strategy is built on the best possible understanding of the need for our services. This will ensure we target our support and growth in services effectively over the coming years. We have called this work the ‘needs assessment’ as it seeks to understand the need for Haven House services from within our local community.
- We integrated our care across the local system, working in partnership with other providers to ensure families could choose where end-of-life care was delivered e.g. at home, in hospital or in the hospice. Two Band 6 nurses were recruited to NHS integrated posts. We continued to provide neonatal music therapy providing 107 neonates with music therapy.
- 155 pharmacy clinics undertaken virtually and face to face. Introduction of a Saturday clinic to offer more flexibility for families
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- Emerging from the COVID-19 pandemic safely - we had 0% Hospice acquired infection and 100% COVID-19 staff vaccination uptake.
## _**What professionals said about us:**_
_“Our panel also feels it is important to highlight good practice and where possible pass such feedback to the professionals concerned. Clearly the parents had stated a wish for O to die at home and the panel were struck by the extreme lengths that services went to in order to fulfil this wish for the family. With the best will, it can be challenging to collaborate with the many professionals and services involved in cases such as O's and the panel heard that in the absence of available nursing cover in South East London, the North London service stepped in so that this child could get home whilst still receiving the best possible care. We know from our conversations with families that optimal care right to the very end of life makes the harrowing grieving process that follows that little bit easier. We do appreciate in a case such as this, that a high degree of communication and professional respect is required to work together so well and we commend you and all of your team for your part in this. Please share our appreciation.”_ (Child death overview panel June 2021)
## **3: To support more children and families**
## **What we did:**
- We delivered a total of 36,995 hours of care to children and the wider families
- We supported 404 children through one or more of our services
- We continued our Hospice at Home service, providing 763 home visits and successfully reaching out to 118 children with specialist nursing support, advice and symptom management, counselling, play, yoga, music and physiotherapy
- We delivered 1,591 therapy sessions for children and young people, including music therapy, physiotherapy and therapeutic yoga
- 52 face to face family events delivered, 177 face to face children's events delivered
- Opened a new accessible playground through funding from a charitable trust. Accessible garden of reflection completed through funding from a charitable trust.
## **What our families said about us:**
"Respite sessions during the year really help to support our family and ensure we spend quality time with the older sibling."
"The mum and dad groups are absolutely vital and critically missed out by other services."
"Haven House is probably the only place I look to when I desperately need help and support to look after my child."
“Having a child with such a rare and complex condition is extremely challenging and affects the whole family. I do not think we could have kept together as a family if it were not for the chance to reconnect to each other on respite days.”
## **4: To widen our positive profile within our communities**
## **What we did:**
- We secured excellent regional and national print, and broadcast media coverage. A total of 346 media articles ( **261** web, **34** press and **51** broadcast). Advertising value equivalent of **£2.69million** . Key highlights included: **ITV1:** Celebrity Tipping Point (Mark Wright), Harry Kane leading England to the Euro Finals, Lily Blackburn’s 15km Walk. Coverage on ITV1 reached **20.4million** people. **GB News** : Haven House mum featuring in interview for Children’s Hospice Week 2021 **ITVBE** : Family Diaries (with Billie and Greg Shepherd featured in 4 episodes)
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- We know that celebrities bring us a spike in coverage, and this was evident when our ambassadors Billie and Greg Shepherd held their fundraising event. Articles appeared in the Mail Online, The Mirror and The Sun **(Reach 23.8million, AVE 2.15million)**
- We had 228k views on our website with 77K visitors, 18% of those from social media. Our tweets were seen over one million times on twitter and our Facebook page reached over 392K people. Our Instagram page reached over 133K people, a 120% increase from the last financial year. We reached a milestone of 7,000 followers on twitter and 6,000 followers on Instagram and launched our TikTok account in February.
- We took the lead in working collaboratively with other care-providers across North-East London, meeting weekly to collectively manage system risks, highlight issues, share best practice and find solutions to common problems
## **5: To build and maintain a workforce comprising high quality, well-motivated staff and volunteers**
## **What we did for our staff:**
- We continued to support staff through the awareness of positive mental health and wellbeing and the regular promotion of the Employee Assistance Programme
- We expanded the reach of our qualified Mental Health First Aiders across the organisation
- We implemented a Menopause Awareness and Support Policy supported by ‘Menopause Workplace Champions’ and set up a ‘Menopause Café’
- We raised awareness of the role of our ‘Freedom to Speak Up Guardians’
- We held a virtual Organisational Learning Day (OLD) for staff to come together and share learnings
- We carried out a staff survey in March 2022 and the results highlighted:
- 100% of staff enjoy the work they do
- 100% of staff said that if a family member or friend needed to be treated, they would be happy with the standard of care at Haven House
- 96% of staff believe they understand what Haven House wants to achieve as an organisation
- We offered 13 student placements during the year, enabling student nurses to expand their knowledge and training within the hospice environment
- Five 2[nd] and 3[rd] year student nurses were paid to move into clinical practice during the pandemic, spending time each week at Haven House. This was a great example of collaboration, enabling us to do more for children and families as well as bolstering our resource and developing a potential workforce for the future.
## _**What our staff think is the best thing about working at Haven House:**_
“ _The people are passionate and committed, the cause is one that is so important. It is a privilege to work here.”_
_“What I love about working for Haven House is the 1:1 personalised time I get to give the children and their families.”_
_“The Team. Supportive, hardworking, caring, responsive, very loyal to Haven House and the BCYP and families, always willing to learn and grow.”_
## **Our Volunteers**
We have around 295 active volunteers who have traditionally supported the hospice, tirelessly helping us with many activities and a wide variety of roles, including as trustees.
As 2022 began and restrictions started lifting, we have seen the reintroduction of volunteers in certain key areas such as our grounds, and we have eased back towards normality. We are delighted to see our volunteers supporting our fundraising events again and back in our retail shops.
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We have continued to engage with all our volunteers with regular newsletters and virtual updates.
## **6: To operate from a solid and sustainable financial platform**
## **What we did:**
- Total income declined to £4.475m (2020/21 £5.210m). This included a total of £0.124m (2020/21 £1.011m) of Covid emergency funding. Excluding the Covid emergency funding underlying income was £0.151m (4%) above 2020/21 levels
- We have continued to receive increased levels of statutory funding which is provided to hospices throughout the UK, but to meet the increasing need for care and support to our beneficiaries we are reliant upon external fundraising from our supporters
- Over a number of years, we have built long-term relationships with funders who have supported our work and enabled us to care for our Haven House families. Notably, we are extremely grateful to the Amy Winehouse Foundation for their ongoing commitment to our Music Therapy programme, allowing our children and their siblings to express themselves through music, and the Pears Family Charitable Trust, who over the last ten years have enabled us to care for over 2,400 children and their families.
- We had a successful year in Corporate Fundraising with continued support from many longterm partners and the launch of new, exciting partnerships. We were delighted to retain and grow the support from our key partners including Assemble Media, BGC Partners, Galliard Homes, Ocean Holidays and Orbian. Launching new partnerships with Temasek and The Anderson Foundation has opened up new opportunities to grow income for the hospice.
- We have seven vibrant shops who have, for the first time, brought in £0.9 million of sales and continue to build our profile in key high streets
- We have continued to partner with the Local Hospice Lottery to support our Individual Giving programme
- Our celebrity ambassadors Billie & Greg Shepherd along with The Function Band held a fundraising evening in London with 250 guests and raised £120k
- We’ve been working hard in the background data cleaning and making better use of our CRM system (Raiser’s Edge). This has led to better reporting for the team as well as quicker information shared with our Finance team
- We held one Schools Enterprise Project last year with 9 schools taking part. The project ran from September to December 2021 and raised £23k
- The Christmas Tree Collection held in January 2022 we raised £14k from collecting and recycling 623 trees.
## **7: To be a model of good governance**
## **What we did:**
Haven House understands the unique requirements associated with running a charity that undertakes regulated activities, and so proactively commissioned a Board governance and effectiveness review to ensure that the charity is in a strong position from a leadership and governance perspective.
The review experienced a small, committed group of trustees, with diverse experiences, but a shared passion for the work the hospice undertakes. The review also encountered a dedicated SMT, ready to support the trustees by the operational oversight and delivery of the hospice’s work.
A great deal has been achieved by the hospice in recent years, including:
- the development of the hospice at home model
- a successful CQC inspection and rating
- resilience during the pandemic to ensure the service was maintained
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- integrated working across the emerging ICS landscape, to set the hospice on a good platform as further changes across the sector emerge from the Health and Care Bill.
Haven House acknowledges that governance reviews, even when they are pro-active ‘best practice’ reviews, may often appear to focus on areas of improvement, as the main value of the review is to ensure that gaps and/or concerns are identified, to enable the Board to consider areas of action.
We have recognised this by including ‘rigorous governance and strong leadership’ as a key enabler within the 2022-2025 strategy, with this Board review representing just one of many steps within that focus.
Additional actions:
- Risk management reporting incorporating a new strategic risk register and oversight have continued to be embedded throughout the year.
- Risk assessment and the on-going management of Covid-19 risks continued to be a standing item at Board of Trustees and sub-committee meetings throughout the year
- We held quarterly engagement meetings with our CQC specialist adviser and maintained our good rating
- At least one trustee represented the Board on every Committee, including on Safeguarding
- • We utilised the services of an external, qualified Data Protection Officer (DPO) to oversee and advise on data protection including the General Data Protection Regulations (GDPR), Health & Safety Advisor and Infection Control Advisor.
- The work that identified our future IT needs and the means to ensure that all our staff will be appropriately equipped and trained to work both in-hospice and remotely continues
## _**4.**_ **Financial review**
Total income in 2021/22 was £4.475m, a decrease of 14% (£736k) on 2020/21. After adjusting for the income received from Covid-19 emergency funding schemes which totalled £0.124m (2020/21 - £1.011m), underlying income in 2021/22 was £0.151m (4%) above 2020/21.
Income from our trading activities recovered strongly as the effects of the Covid-19 pandemic lessened and our stores returned to a more normal level of operations. Total income increased to £1.0m, an increase of £0.7m over 2020/21, as our retail stores were closed due to Covid-19 for much of the previous year
Legacy income was lower in 2021/22 at £48k compared to £528k in 2020/21.
Other fundraising income was broadly in line with 2020/21.
The impact of the pandemic and Covid-19 restrictions continued throughout the year but at a reduced level compared to 2020/21, and we continued to ensure that we maximised funding support provided by the various Government Covid-19 emergency funding schemes. We received £80k in NHSE Covid19 Emergency Grant funding (£611k 2020/21), which allowed us to maintain our bed capacity and support the NHS during the pandemic by receiving higher numbers of children for step down care. This continued to provide increased bed capacity within the NHS at a time when it was critically required. In addition, we received £16k (£292k 2020/21) from the Coronavirus Job Retention Scheme towards the payroll costs of those staff that were unable to work because of the restrictions and a further £28k (£107k 2020/21) in local authority retail grants to reduce the impact of losses incurred while the shops had to remain closed.
Total expenditure in 2021/22 was £4.415m, an increase of 9% (£365k) on 2020/21. At the start of the pandemic (March 2020) and as income was affected significantly, the charity reassessed its spending priorities, maximised opportunities to delay or cancel non-critical spend and utilised the Government’s furlough scheme to reduce costs whilst retaining staff. During 2021/22 we began to reinvest to deliver
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against growing demand for our services both in the short and medium term. The level of spend on our Charitable Activities remained constant at 64% of our total expenditure.
Overall, the above performance resulted in a net operating surplus of £0.06m (2020/21 £1.161m). Our plans for 2021/22 were formulated in the constantly changing and evolving circumstances of the pandemic and we began the financial year planning for a budget deficit. The better than budgeted overall result for the year is due mainly to a combination of the strong recovery of our retail stores and the very generous response of our donors whose support did not waiver despite the continued effects of the pandemic.
Our total funds increased during the year by £0.116m to £5.142m at the end of 2021/22. This increase includes the unrealised gains on our investment portfolio of £55k (2020/21 £320k) that reflect the rather more modest gains during the second year of the pandemic.
## **Reserves policy**
At 31 March 2022, the charity’s total reserves were £5.142m (2021: £5.026m), made up of restricted funds of £6k and unrestricted funds of £5.136m.
The Board considers that the key issues that free reserves need to cover are to pay our operating costs for a number of months, ensure we have the funds to cover redundancy costs and that we have a proportionate amount set aside to pay for a reasonable settlement of financial obligations related to our shop leases.
As a result, the target free reserves policy is set as the sum of:
- between 3-4 months of next year’s total cash expenditure
- estimated total staff redundancy costs
- 12 months of lease rental costs for the shops.
The above amounts to a target free reserves level ranging between £1.655m and £2.069m. Free reserves at 31 March 2022 were £3.327m (2021: £3.315m), significantly above the target range. However, we are anticipating annual deficits going forward in the medium term as we:
## 1) Rebuild and grow the investment in our services.
- 2) Refocus our fundraising and make a step change investment in developing its capability and capacity; and
- 3) Ensure that delayed investment in IT and other infrastructure projects that support the delivery of our work is delivered at pace and provides a greater platform for future growth.
Free reserves include a designated fund of £353k (2020/21 £353k) remaining to be invested in strategic service development. Note 14 of the financial statements summarises the current position on when that specific designated fund will be utilised.
## **Risk assessment and management**
The charity takes risk seriously and has undertaken risk assessments in five areas – governance, clinical, health and safety, finance and HR. Risk registers were discussed and reviewed by the various sub-committees of the Board during the year. Revised risk management and reporting processes were implemented at the beginning of 2020/21 which included:
- the systematic reporting to and updating by the Board of a Strategic Risk Register.
- oversight of the charity’s risk management and reporting processes by the Finance and Resources Committee
- increased responsibilities for sub-committees in their role as regards the reporting of changes in risks
- improved incident recording and monitoring.
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In addition, the charity continued its specific additional Covid-19 risk management reporting for the Board and a more detailed operational Covid-19 risk register for oversight by senior clinical staff and the senior management team. The Health & Safety and Premises Committee continued to assess Covid-19 risk management, including emergency arrangements for a potential Covid-19 outbreak and the assessment of risks relating to staff and volunteers returning to their place of work. Planning for events activity includes Covid-19 specific risk assessment as well as the routine risk assessment process.
Work and further actions identified are analysed by each committee throughout the year and the Committees provide reports to the Board.
A Risk Management Adviser participates on our Clinical and Health & Safety and Premises Committees, offering specific advice on clinical and health and safety risks.
The Clinical Governance Board meets quarterly and is chaired by clinical representation from the Board of Trustees. Membership includes our governance and risk lead nurse, safeguarding lead nurse, and Infection Prevention and Control adviser. The Board supports with improving the quality of the service and safeguarding high standards of care by creating an environment in which excellence in clinical care can flourish.
The Clinical Risk Group meets bi-monthly and is accountable for all of the components of clinical governance, specifically evidence-based care, service user involvement, risk management, continuous professional development and clinical audit review.
## **Investment policy**
The charity uses the services of investment managers Brewin Dolphin for the investing of surplus funds in a portfolio of listed investments.
The charity’s primary objectives for investing are to achieve a balance of income and capital growth on a total return basis and to have sufficient liquidity to respond to pressures on day-to-day cash (if required).
Given the pursuit of a total return mandate, along with future expected asset class returns and low inflation, CPI + 3% has been set as the long-term performance target to pursue alongside the risk category benchmark of the portfolio. This target will continue to be subject to annual assessment as part of the annual review of the performance of the investment portfolio and Brewin Dolphin as investment manager.
Whilst our investment policy has no specific ethical restrictions, we ensure that processes are in place with Brewin Dolphin to ensure that our investments are not in conflict with the charity’s objectives and we expect Brewin Dolphin to integrate environmental, social and governance aspects into their investment decision-making, providing evidence where appropriate.
During the year, our investments earned an income return of 2.4% (2020/21 2.6%) and an increase on the opening capital value of 4% (2020/21 17%)
At the year end, our investments managed by Brewin Dolphin in the Long-Term Reserves Fund totalled £1.906m. This value had reduced further to £1.835m in line with the continued fall in global equity markets as at July 31st 2022.
## **Going concern**
The Board of Trustees is of the opinion that Haven House has sufficient resources to continue its operational existence for the foreseeable future and for at least a period of twelve months following the date of approval of these financial statements.
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## _**5. Plans for the future**_
Thanks to the decisions that we took during the COVID-19 pandemic to focus on the quality and responsiveness of our care whilst being innovative in raising funds and thorough in managing down costs, we are in a much stronger position now to invest in the development and growth of our services and to ensure that we increase our investment in our fundraising and infrastructure for the longer term.
We know that the number of BCYP with life threatening or life-limiting conditions in the communities that we serve has continued to increase and that, sadly, despite our endeavours, the level of unmet need is higher too. During 2022/23, as we set out below, we are building on the themes of restore and recover, extending reach and accelerating improvement. This will create a strong platform for the development of our new ambitious three-year vision and strategy for 2022 onwards.
## **Key priorities for improvement in 2022/23**
The philosophy of children’s palliative care is to promote the best possible quality of life and care for every BCYP with a life-limiting or life-threatening condition and their family. Giving families real choice is key to this approach. Our vision relies on a high performing clinical team renowned for excellence and innovation. Ultimately our ambition is nothing less than becoming an outstanding provider of safe and compassionate care, working in partnership with all who use our services. To achieve this, we will strengthen our already established relationships with our neighbouring children’s hospices and local health and social care partnerships. We will work with our local ICS (North East) London Health and Care Partnership) to support the delivery of 'Integrated Care Systems' within North East London to drive transformation of children’s palliative care at local level and improve outcomes for BCYP. This partnership working will support the delivery of the NHS Long Term Plan commitments in North East London.
In summary, the charity has identified the following key themes as priorities for 2022/23:
## 1 - **Provide safe, specialist and personalised children’s nursing, care and therapies when and where needed: improving children and families’ quality of life, enabling choice**
- Expand back core elements of the service that the pandemic has made challenging, for example family group sessions
- Continue to innovate service provision to meet the needs of the families we support – identifying new therapies, support, counselling and group
- Expand support into hospital settings and environments to provide one-to-one specialist nursing and support for those children needing a greater medical oversight
- • Develop models of family engagement and support that better integrate the experience of families across the different services
- Continue to extend mechanisms for family engagement and feedback to improve service provision and model of care.
## 2 - **Collaborate and partner to improve the way families are supported through integration: develop strong pathways and build capacity and resilience**
- Continue to build relationships with key stakeholders that ensure Haven House participation and influence in local policy and strategy decisions
- Collaborate with others to better address the needs of young people and their families transitioning to adulthood, to address the unmet need identified in the research
- Participate and collaborate in research initiatives that are relevant for improving the work of Haven House and the wider field
- Identify gaps in evidence and research that, if filled, would improve the way that BCYP and their families are supported; develop proposals for partners and funders and then deliver or contribute to the evidence generation
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- Disseminate needs analysis and other research widely to help improve others’ approaches to widening access and support – both locally and within the children’s hospice network.
## 3. **Broaden our reach and address inequalities of access and support: expanding the number of babies, children and young people we support, addressing unmet need** s
- Develop specific neonatal pathways and referral mechanisms to broaden access for families as soon as possible after diagnosis
- Extend relationships with targeted NHS and third sector partners who will help with access and credibility with these target groups
- Build plans to address specific barriers to support within our communities, for example supporting non-native English speakers and developing links with community groups and other charities
- Put in place expanded monitoring framework to ensure success of widening access can be monitored and measured.
Our key priorities going forward will be supported by a clear operating plan for each year
## _**6. Structure, governance and management**_
Haven House Foundation is a company limited by guarantee and is governed by its Memorandum and Articles of Association dated 3 April 2012. It is registered as a charity with the Charity Commission. Our working name is Haven House Children’s Hospice. Membership of the Company is limited to the Trustees of the Charity and there are currently eight members each of whom agrees to contribute £10 in the event of the charity winding up.
## **Organisational structure**
The Board of Trustees, which can have an unlimited number of members, governs the charity. The Board is ultimately responsible for running the charity to ensure that it acts in the best interests of lifelimited and life-threatened children and young people, and their families, who are the charity’s beneficiaries.
The Board approves the charity’s strategy and future direction following advice from the charity’s staff and after consultation and discussion with the charity’s stakeholders. They set the policy and financial framework for the charity’s staff, volunteers, contractors and others so that they can work together effectively to achieve the charity’s aims. They also ensure the charity complies with the law and they safeguard the charity’s assets.
The Board met five times during this accounting period. Due to restrictions placed because of the pandemic, meetings were also held on-line. In addition, due to the significance of the pandemic on the organisation’s finances and operations, the Board were provided with updates between meetings. Five Committees report to the Board, each chaired by a trustee. These include Finance and Resources, Clinical Governance, Service Development, Income Generation and Marketing, and the Health & Safety and Premises Committees. Bi-monthly or quarterly Committee meetings were held depending on the needs of each Committee and on-line due to the pandemic, with additional meetings scheduled when required.
A Chief Executive is appointed by the Board of Trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive has delegated authority, within the terms of delegation approved by the Board, for operational matters including care, fundraising, finance and employment matters. The Board appointed a new Chief Executive in November 2021 following the long service and departure of the previous Chief Executive.
Hospice and community services operate from The White House in Woodford Green on the edge of North East London and Essex. In addition, the charity operates seven retail shops located across our area.
13
## **Governance**
All Directors of the Company are also Trustees of the charity - there are no other Trustees. The Directors are appointed for an initial term of four years. At the end of the first term, they can be re-elected for one more term. They must then stand down but can be re-elected after a gap of one year. The charity has Trustees' indemnity insurance for the benefit of its Trustees.
## **Recruitment and appointment of Trustees**
During the year two trustees retired as anticipated at the October 2021 AGM and one new trustee was appointed in July 2021. Ian Ailles was appointed as treasurer and chair of the Finance and Resources Committee from October 2021 and will assume the position of Chair of the Board of Trustees upon Frances Daley’s pending retirement in October 2022. Two further trustees resigned in July 2022 due to other commitments. The current Board of Trustees consists of 8 members and a recruitment process is underway to increase the number and diversity of the Board.
A governance review was undertaken during the year, and this will assist in the process of recruiting appropriate new trustees and will ensure that recognition is taken of the skills gap at Board level and wider representation on sub – committees across the hospice.
## **Induction and training of Trustees**
New trustees are given a role description setting out their duties and responsibilities and a copy of the New Trustee Information Pack. This includes the annual report and accounts, memorandum and articles of the organisation, vision and strategy information and Charity Commission guidance relating to the role and responsibility of being a trustee. Trustees also spend time with management and other staff to obtain greater understanding of the various activities of the charity.
## **Working with other children’s hospice organisations**
The charity is a member of Together for Short Lives, a charity representing children’s hospices in the UK and Hospice UK, a charity representing all hospices in the UK. Both charities also have non-hospice members, covering organisations across the wider palliative and children’s palliative care fields. The charity is also a member of CHaL (Children’s Hospices across London), a registered charity (1151317) and registered company (08248052). The directors are the Chief Executives of the six member children’s hospices.
14
Auditors
Moore Kingston Smith LLP have indicated their willingness to continue in ofFice and in accordance wtth
the provisions of the Companies Act it is proposed that they be reappointed auditor5 for the ensuing
year.
This report has been prepared in accordan with the provisions appllcable to companies entilled to
the small companies, exemption. The Annual Report, which includes the Strategic Report, was
approved by the Board of Trustees on 3 October 2022 and signed on its behalF by the Chair of the
Board and the Treasurer.
FranGes Daley
Chair
Ailles
Treasurer
Datè: Ckn.¢ Its 2<2L
15
## **Haven House Foundation**
## **Legal and administrative details**
## **Board of Trustees**
Frances Daley (Chair) Ian Ailles (Treasurer) Rachel Brodie (appointed 12 July 2021) Matt Barrett Emma Devereux Jonathan Harding Mohamed Omer Ghislaine Stephenson
## **Retirements**
Charles Hollwey (Treasurer) (resigned 4 October 2021) Michael Herst (resigned 4 October 2021) David Reading (formerly Bayton) (resigned 1 July 2022) Daniel Fluskey (resigned 12 July 2022)
## **Life Presidents**
Col (Retd.) Alan Hall MBE Anne Mallinson Christine Mansell
## **Patrons**
Rt. Hon. Sir lain Duncan Smith MP Barry Hearn OBE Vicki Michelle MBE Ben Shephard Ray Winstone
## **Ambassadors**
Rochelle Humes Billie Shepherd Greg Shepherd Mark Wright
## **Senior Management team**
Mike Palfreman Chief Executive until July 2021 Siân Wicks Chief Executive Officer (commenced November 2021) Richard Penney Interim Chief Executive (July – November 2021) and Director of Finance to May 2022 Gary Seager Interim Director of Finance and Interim Director of Income Generation and Marketing (commenced May 2022) Sarah Spackman Director of Human Resources and Facilities Eileen White Director of Care
16
## **Haven House Foundation**
## **Principal Bankers**
CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ
## **Auditors**
Moore Kingston Smith LLP Orbital House 20 Eastern Road Romford Essex RM1 3PJ
## **Risk Management and Health and Safety Adviser**
Cooper Safety Associates LLP Barn Cottage Malacca Farm West Clandon Surrey GU4 7UG
## **Pharmacy**
Specialist pharmacist for palliative and end of life care Clinical lead for Hospice pharmacy services Guy's and St Thomas' NHS Foundation Trust
## **Registered Office**
The White House Mallinson Park High Road Woodford Green Essex IG8 9LB **Charity number** : 1044296 **Company number** : 3000171
17
Haven House Foundatlon - Financial Statements
Trustee responsibilities in relation to the financial statements
The Board of Trustees (who are also directors of Haven House Foundation for the purposes ofcompany
law} are responsible for preparing the Trustees, Report and the financial statements in accordance with
applicable law and United Kingdom Accounting Standards (United lQngdom Generally ApIed
Accounting Practice).
Company Law requires the Trustees to prepare financial statements for each financial year which give
true and fair view of the stste of affairs of the charitable company and of the incoming resources,
including the income and expenditure. of the charitable company for that period.
In preparing those financial statements the Board of Trustees is required to:
Select suitable accounting policies and then apply them consistently
ObseNe the rnethods and principles in the Charities SORP
Make judgements and estimates that are reasonable and prudent
State whether applicable UK accounting standards have been followed, subject to any material
departures disclosed and explained in the financial statements
Prepare the financial statements on the 'going concern, basis unless it is in- appropriate to presume
that the charity will continue in operation.
The Board of Trustees is responsible for keeping proper accounting records which disclose with
reasonable accuracy at any time the financial position of the charitable Company and which enable
them to ensure that the financial statements comply with the Companies Act 2006. They are atso
responsible for safeguarding the assets of the charitablè company and hence for taking reasonable
steps for the prevention and detection of fraud and other Irregularities.
Each Trustee accepts, in so far as the Trustee is aware, that:
There is no relevant audit information ofwhich Haven House Foundation's auditors are unaware
The Trustees have tsken all the steps that they ought to have tsken in orderto make themselves
aware of any relevant audit information and to establish that the auditors are aware of that
informatton. and
The Trustees are responsible for the Maintenan and integrity of the corporate and financial
information included on the Haven House Foundation website. Legislation in the United
Kingdom goveming the preparation and dissemination of financial statements may differ from
legislation in other jurisdictions
Approved by the Board of Trustees and signed on its behalf by:
Frances Daley
Chair
Datè: Clr&2elL Z+JL
18
**Haven House Foundation - Financial Statements**
## **Independent Auditor’s Report**
## **To the Members of Haven House Foundation**
## **Opinion**
We have audited the financial statements of Haven House Foundation for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 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 charitable company’s affairs as at 31 March 2022 and of its 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 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 charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. 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. 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 information 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 financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
19
## **Haven House Foundation - Financial Statements**
the information given in the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and [the strategic report and the] trustees’ annual 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 company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or the 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 or the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies exemption in preparing the Trustees’ Annual Report and from preparing a Strategic Report.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 18, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the 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 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**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.
## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud**
The objectives of our audit in respect of fraud, are to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.
20
**Haven House Foundation - Financial Statements**
## **Our approach was as follows:**
We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.
We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.
We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations.
Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.
## **As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:**
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.
Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.
Evaluate the overall presentation, structure, and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the 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 any party other than the charitable company and charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.
**Karen Wardell (Senior Statutory Auditor) for and on behalf of Moore Kingston Smith LLP**
25 October 2022
**Chartered Accountants** Orbital House, 20 Eastern Road **Statutory Auditor** Romford RM1 3PJ
21
**Haven House Foundation - Financial Statements**
## **Statement of Financial Activities for the year ended 31 March 2022**
|**Notes**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2022**
**£**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2021**
**£**|
|---|---|---|---|---|---|---|
|**INCOME:**
2
_Donations and legacies:_
Legacies
Donations and Grants
2.1
_Income from charitable activities:_
Statutory funding for hospice care
2.2
Other grants
2.2
_Income from other trading activities:_
Shops
2.4
Events and other fundraising
2.5
Investment income
2.6
**Total**
**EXPENDITURE:**
3
_Costs of raising funds:_
Donations and legacies
Shops
Events and other fundraising
Investment management fees
_Expenditure on charitable activities:_
Provision of hospice services
**Total**
**Net operating surplus / (deficit)**
**Net unrealised gain/(loss) on investment**
**Net income / (expenditure)**
**Transfers between funds**
**Net movement in funds**
Total funds brought forward
**Total funds carried forward**
Government grant funding|47,575
2,113,244
2,160,819
779,176
-
-
779,176
882,953
83,435
966,388
39,737
**3,946,120**
619,088
715,445
222,580
12,773
1,569,885
2,313,760
**3,883,645**
**62,476**
**55,425**
**117,901**
-
**117,901**
5,017,813
**5,135,714**|-
69,247
69,247
-
435,631
24,151
459,782
-
-
-
-
**529,029**
1,617
5,664
2,318
-
9,598
521,532
**531,131**
**(2,101)**
**-**
**(2,101)**
-
**(2,101)**
8,246
**6,145**|47,575
2,182,491
2,230,066
779,176
435,631
24,151
1,238,958
882,953
83,435
966,388
39,737
**4,475,149**
620,705
721,108
224,897
12,773
1,579,483
2,835,292
**4,414,775**
**60,374**
**55,425**
**115,800**
**-**
**115,800**
5,026,059
**5,141,860**|528,258
2,136,876
2,665,134
717,924
-
-
717,924
239,322
141,253
380,575
31,205
**3,794,838**
568,262
525,708
146,653
9,096
1,249,719
1,421,670
**2,671,389**
**1,123,449**
**320,279**
**1,443,728**
**71,225**
**1,514,953**
3,502,860
**5,017,813**|-
392,462
392,462
-
940,812
82,566
1,023,378
-
-
-
-
**1,415,840**
45,088
122,685
10,692
-
178,465
1,199,760
**1,378,225**
**37,615**
**-**
**37,615**
**(71,225)**
**(33,610)**
41,856
**8,246**|528,258
2,529,338|
|||||||3,057,596
717,924
940,812
82,566|
|||||||1,741,302
239,322
141,253|
|||||||380,575
31,205|
|||||||**5,210,678**|
|||||||613,350
648,393
157,345
9,096|
|||||||1,428,184
2,621,430|
|||||||**4,049,614**|
|||||||**1,161,064**
**320,279**|
|||||||**1,481,343**
**-**|
|||||||**1,481,343**|
|||||||3,544,716|
|||||||**5,026,059**|
The statement of financial activities includes all gains and losses for the year and all activities relate to continuing activities. The detailed comparative information is included in note 20. The notes on pages 24 to 39 form part of these financial statements.
22
Haven House Foundation . Financlal Statements
Balance Sheet
As at 31 March 2022
2022
2021
Notes
Fixed Assets
Tangible ksets
Investrn6nts
1,808.785
1,905,909
3,714,694
1,704,316
1,830.458
3.534.774
Current Assets
Debtors
Cash at bank and in hand
610,997
1,135,412
1,746,409
577.183
1,267,477
1,844,660
Creditors:
kn?unts falling due within one year
10
319,243)
353,3751
Net ¢urrent assets
1,427.166
5,141.860
1,491.285
Total assets less ¢UTTent liabilities
5,026.059
Net assets
5.141,860
5,026,059
Income Funds
Restricted Funds
13
6,145
8,246
Unrestricted Funds
Designated funds
Other Charitable funds
14
2,161,785
2,973,930
5,141.860
2,055,21S
2,962,598
5,026.059
The accounts war& approved by the Board
Frances Daley. Chair
Dat8: 2cLL
Company re9l$tr•tion no.. 3000171
The notes on pages 24 to 39 form part of these financial statèments.
23
**Haven House Foundation - Financial Statements**
## **Cash Flow statement for year ended 31 March 2022**
|**Notes**
**Net cash flow from operating activities**
(a)
**Returns on investment and servicing of finance**
Investment income and interest
**Capital expenditure and financial investment**
Purchase of fixed assets
Purchase of Investment assets
Proceeds from sale of investment assets
Net cash movement in investments
**Management of liquid resources**
**Increase in net cash**
(b)
**Reconciliation to net cash**
Net cash at 1 April
Increase in cash
Movement in liquid resources
**Net cash at 31 March**
**Notes to the cashflow statement:**
(a)**Net cash inflow from operating activities**
Net incoming resources for the year
Depreciation
Net (gain)/loss in investments
Investment income and interest
(Increase)/decrease in debtors
Decrease in creditors
**Net cash inflow from operating activities**
(b)**Analysis of changes in net funds in the year**
Cash at bank|**2022**
**2021**
£
£
74,607
857,027
39,737
31,205
(259,609)
(103,625)
(269,007)
(802,802)
226,524
498,058
55,425
320,279
**(132,065)**
**800,142**
**-**
**-**
**(132,065)**
**800,142**
1,267,477
467,335
(132,065)
800,142
-
-
**1,135,412**
**1,267,477**
115,800
1,163,136
154,653
164,054
(88,163)
(407,359)
(39,737)
(31,205)
(33,814)
(14,584)
(34,132)
(17,015)
**74,607**
**857,027**
**1 April 2021**
**Cashflows 31 March 2022**
£
£
£
1,267,477
(132,065)
1,135,412|**2022**
**2021**
£
£
74,607
857,027
39,737
31,205
(259,609)
(103,625)
(269,007)
(802,802)
226,524
498,058
55,425
320,279|
|---|---|---|
|||**(132,065)**
**800,142**
**-**
**-**|
|||**(132,065)**
**800,142**|
|||1,267,477
467,335
(132,065)
800,142
-
-|
|||**1,135,412**
**1,267,477**|
|||115,800
1,163,136
154,653
164,054
(88,163)
(407,359)
(39,737)
(31,205)
(33,814)
(14,584)
(34,132)
(17,015)|
|||**74,607**
**857,027**|
||**1,267,477**
**(132,065)**
**1,135,412**||
24
**Haven House Foundation - Financial Statements**
## **Notes to the financial statements for the year ended 31 March 2022 Accounting Policies**
## **Company information**
Haven House Foundation is a charity, which is also a private company limited by guarantee, domiciled and incorporated in England and Wales. The registered office is The White House, Mallinson Park, Woodford Green, High Road, Essex, IG8 9LB.
## **1.1 Basis of accounting**
The financial statements have been prepared under the historical cost convention and in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland effective 1 January 2019 (The FRS 102 Charities SORP), the Companies Act 2006 and Charities Act 2011.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest pound.
The principal accounting policies adopted are set out below.
## **1.2 Incoming resources**
Voluntary income is received by way of donations and is included in full in the Statement of Financial Activities as soon as receivable.
Fundraising income by way of sale of function tickets is included when the function is held and is shown gross with the associated costs being included in fundraising costs.
Bank interest is included with the Statement of Financial Activities when receivable.
Legacies are recognised as income upon measurable entitlement and reasonable certainty of receipt.
Grant income is recognised as income in the period specified in the grant agreement.
Gifts in kind are brought into the accounts upon receipt at an estimate of open market value.
Shop sales are included when receivable.
## **1.3 Volunteer help**
The charitable company receives support from a wide variety of volunteers. It is not practical to place a value on the time volunteered by these persons, due to the variety of roles performed, the differences in time spent, and the sheer number of volunteers who gave of their time.
## **1.4 Resources expended**
Expenditure is charged on an accrual’s basis at cost inclusive of any VAT which cannot be recovered. Staff costs are allocated directly to the activity for which they are incurred. Costs of generating funds comprise the costs associated with attracting voluntary income (donations, legacies and grants), fundraising activities such as events and the costs of operating the charity’s shops. Charitable expenditure comprises those costs incurred in the delivery of hospice services. It includes both costs which can be directly allocated and those of an indirect nature necessary to support them. Support costs, which include governance costs, have been allocated to activity cost categories based on staff costs.
25
**Haven House Foundation - Financial Statements**
## **1.5 Tangible fixed assets and depreciation**
Tangible fixed assets are stated at cost less depreciation. Assets with a cost in excess of £1,000 intended to be of on-going use are capitalised as fixed assets. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life as follows:
Improvements to property: Shorter of life of lease or 10% of cost Leasehold property: Shorter of life of lease or 2% of cost Plant and machinery: 10% of cost Equipment: 20% of cost Motor vehicles: 25% of cost
## **1.6 Leasing commitments**
Rental payable under operating leases is charged against income on a straight-line basis over the period of the lease.
## **1.7 Fixed asset investments**
Investments are initially measured at their cost and subsequently are measured at their fair value at each reporting date. Fair value is based on their quoted price at the balance sheet date. Changes in fair value and gains and losses arising on the disposal of investments are realised in the Statement of Financial Activities.
## **1.8 Realised gains and losses**
All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investment are calculated as the difference between sales proceeds and original cost. Unrealised gains and losses are calculated as the difference between market value at the end of the year and the opening market value, or cost at purchase date if later.
## **1.9 Pensions**
The pension costs charged in the financial statements represent the contributions payable by the charity during the period in accordance with FRS 102.
The charity operates a defined benefit scheme for staff previously employed within the National Health Service. The assets of the scheme are held by the National Health Service Superannuation Scheme. This is a multi-employer defined benefit scheme but is accounted for as a defined contribution scheme as the charity is unable to identify the underlying assets and liabilities in that scheme. Contributions to the scheme are charged to the Statement of Financial Activities to spread the cost of pensions over employees’ working lives with the charity. The contributions are determined by qualified actuaries based on periodic valuations.
The charity contributes to the defined contribution schemes of those members of staff not included in the NHS Superannuation Fund. The assets of the schemes are held separately from those of the charity. This scheme was set up to meet the government’s requirements regarding pension provisions for staff.
## **1.10 Going concern**
The Trustees have at the time of approving the financial statements, a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future and for at least a period of twelve months following the date of approval of these financial statements. As a result, the Trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
26
**Haven House Foundation - Financial Statements**
## **1.11 Financial Assets**
The charitable company has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other financial instruments Issues’ of FRS 102 to all its financial instruments.
Basic financial assets, which include trade and other receivables and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method, unless the arrangement constitutes a financing transaction, where the market is measured at the present value of the future receipts discounted at a market rate of interest.
Other financial assets classified as fair value, through profit or loss, are measured at fair value. They are subsequently carried at amortised cost, using the effective interest rate method.
## **Impairment of financial assets**
Financial assets, other than those held at fair value through profit and loss, are assessed for indicators of impairment at each reporting date. Financial assets are impaired where there is objective evidence that, as a result of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected. The impairment loss is recognised in profit or loss.
## **De-recognition of financial assets**
Financial assets are de-recognised only when the contractual rights to the cash flows from the asset expire, or when it transfers the financial asset and substantially all the risks and rewards of ownership to another entity.
## **1.12 Financial Liabilities**
Basic financial liabilities are initially measured at transaction price, unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future receipts discounted at a market rate of interest. Other financial liabilities classified as fair value through the profit or loss, are measured at fair value. They are subsequently carried at amortised cost, using the effective interest rate method.
## **De-recognition of financial liabilities**
Financial liabilities are de-recognised when, and only when, the company’s obligations are discharged, cancelled or they expire.
## **1.13 Cash at bank and in hand**
Cash at bank and in hand includes working capital cash and deposits held at call within banks.
## **1.14 Critical accounting estimates and judgements**
In the application of the charitable company’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
27
**Haven House Foundation - Financial Statements**
## **Key sources of estimation uncertainty**
## **Useful economic lives of tangible fixed assets**
The annual depreciation charge for tangible fixed assets is sensitive to changes in the estimated useful lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 6 for the net book value of the tangible fixed assets by category of asset.
## **1.15 Donations of Gifts, Services and Facilities**
Donated goods, facilities, and services in the financial statements comprise the provision of services and other gifts, and include discounts given for such goods and services where these are over and above normal commercial discount terms. These are included in the Statement of Financial activities at the value of the gift to the charity; a corresponding amount is then recognised in expenditure in the period of receipt or, in the case of capital items donated over the expected lifetime of the asset. Goods, facilities, and services donated for charitable activities are treated as restricted in nature, while those donated for support activities are treated as unrestricted. In accordance with the Charities SORP (FRS 102) volunteer time, including that of trustees, is not recognised.
## **1.16 Donated Goods for resale**
The charity receives donated goods for resale in its shops. The Trustees consider that estimating the value of the donated goods is impractical due to the volume of low-value items received and the absence of detailed stock control systems and records. Therefore, donated goods for resale are not recognised on receipt, instead income is recognised when goods are sold.
## **1.17 Funds**
Funds held by the charity are either:
- Unrestricted funds which can be used in accordance with the charitable objects at the discretion of the trustees; or
- Designated funds which are set aside by the Trustees out of unrestricted funds for specific purposes or projects; or
- Restricted funds which are to be used for specific purposes within the objects of the charity, as laid down by the donor.
28
**Haven House Foundation - Financial Statements**
## **2 INCOME**
|**2.1 Donations and grants**
**2022**
Donations
Grants receivable (note 2.2)
Gifts in Kind (note 2.3)
**2021**
Donations
Grants receivable (note 2.2)
Gifts in Kind (note 2.3)
**2.2 Grants Receivable**
**Year ended 31 March 2022**
**Income from grants**
Coronavirus Job Retention Scheme
Local Authority Retail Grants
Albert Hunt Trust
Pears Foundation
Charles S French Charitable Trust
The Amy Winehouse Foundation
St James's Place Foundation
Jessie's Fund
MCKS Charitable Foundation
Thomas J Horne
Others
**Income from charitable activities**
NHSE Covid-19 Emergency Grant*
NHS England Annual Grant
Florence Nightingale Aid In Sickness Trust
BBC Children In Need
**Total Grants**|**Unrestricted**
**Restricted**
**Funds**
**Funds**
**Total**
**£**
**£**
**£**
1,746,534
-
1,746,534
131,121
69,247
200,368
235,589
-
235,589|
|---|---|
||**2,113,244**
**69,247**
**2,182,491 **|
||1,702,756
-
1,702,756
365,924
392,462
758,386
68,196
-
68,196|
||**2,136,876**
**392,462 **
**2,529,338**|
||**Unrestricted**
**Restricted**
**Funds**
**Funds**
**Total**
**£**
**£**
**£**
-
16,183
16,183
28,000
-
28,000
20,000
-
20,000
30,000 -
30,000
-
20,000
20,000
-
10,497
10,497
18,949 -
18,949
-
10,000
10,000
-
10,000
10,000
8,500 -
8,500
25,671
2,567
28,238|
||**131,121**
**69,247**
**200,367**|
||-
70,609
70,609
-
365,022
365,022
-
14,250
14,250
-
9,901
9,901|
||**-**
**459,782**
**459,782**|
|||
||**131,121**
**529,029**
**660,150**|
*NHSE awarded funding from December 2021 to March 2022 to provide support to people with complex needs in the context of the COVID-19 situation
29
## **Haven House Foundation - Financial Statements**
|**2.2 Grants Receivable (contd.)**
**Year ended 31 March 2021**
**Income from grants**
Coronavirus Job Retention Scheme
Local Authority Retail Grants
Epic Foundation
Pears Foundation
London Marathon Charitable Trust
The Amy Winehouse Foundation
St James's Place Foundation
Childwick Trust
Baily Thomas Charitable Fund
Stavros Niarchos Foundation
Thomas J Horne
Others
**Income from charitable activities**
NHSE Covid-19 Emergency Grant*
NHS England Annual Grant
Florence Nightingale Aid In Sickness Trust
BBC Children In Need
**Total Grants**|**Unrestricted**
**Restricted**
**Funds**
**Funds**
**Total**
**£**
**£**
**£**
**-**
292,988
292,988
107,073
-
107,073
93,438
-
93,438
60,000
-
60,000
-
41,225
41,225
-
19,366
19,366
18,400
-
18,400
15,000
-
15,000
-
15,000
15,000
-
10,000
10,000
8,000
-
8,000
64,013
13,883
77,896|
|---|---|
||**365,924**
**392,462 **
**758,386**|
||-
611,608
611,608
329,204
329,204
-
43,250
43,250
-
39,316
39,316|
||**-**
**1,023,378**
**1,023,378**|
|||
||**365,924**
**1,415,840**
**1,781,764**|
*NHSE awarded funding to allow the hospice to make available bed capacity and community support from April - July 2020 and from November 2020 - March 2021 to provide support to people with complex needs in the context of the COVID-19 situation.
## **2.3 Gifts in Kind**
Gifts in Kind represent donated goods and services, principally Google advertising
valued at £69,275 (2021: £67,696) and Garden of Reflection works £162,814 (2021: £0)
## **2.4 Shops**
Income from our shops includes an insurance claim of £nil (2021: £110,516) in respect of loss of earnings due to Covid-19 closures (2021: April - June 2020)
|**2.5 Events and Other Fundraising**
Events
Other Fundraising Activities
**2.6 Investment income**
Dividends on listed investments and other income
Interest on bank deposits|**2022**
**2021**
**£**
**£**
49,518
131,195
33,917
10,058|
|---|---|
||**83,435**
**141,253**|
||**2022**
**2021**
**£**
**£**
39,159
30,694
578
511|
||**39,737**
**31,205**|
30
**Haven House Foundation - Financial Statements**
## **3 Expenditure**
|**Analysis of total**
**Expenditure: 2022**
Direct salary and other costs
Support costs (see below)
**Analysis of support costs:**
Finance
Human Resources and Volunteering
Facilities & other White House costs
Information Technology
Communications
Governance|**Fundraising**
**Fundraising**
**Shops**
**Provision of**
**Investment**
**Total**
**Donations**
**Events**
**Hospice**
**Manager**
**2022**
**& Legacies**
**& Other**
**Services**
**Fees**
**£**
**£**
**£**
**£**
**£**
**£**
484,264
183,145
587,324
2,269,513
12,773
3,537,019
136,440
41,752
133,784
565,781
-
877,757
**620,704**
**224,897**
**721,108**
**2,835,294**
**12,773**
**4,414,776**
24,296
6,626
35,339
103,809
-
170,070
38,402
10,473
55,858
164,083
-
268,816
51,673
18,455
11,073
203,003
-
284,204
18,701
5,100
27,201
79,905
-
130,907
1,366
373
1,987
5,837
-
9,563
2,001
725
2,326
9,144
-
14,196|
|---|---|
||136,440
41,752
133,784
565,781-
877,757|
Directly attributable support costs have been allocated as appropriate.
Remaining support costs have been allocated across activities on the basis of average head count. These costs include providing Finance, HR for employees and volunteers, central facilities and IT support. General costs related to the operation of The White House site are included in the overall Facilities costs for the organisation. Governance costs includes the cost of external audit and an allocation of time spent by the Chief Executive.
31
**Haven House Foundation - Financial Statements**
|**3 Expenditure (contd.)**
**Analysis of total**
**Expenditure: 2021**
Direct Salary and other costs
Support costs (see below)
**Analysis of support costs:**
Finance
Human Resources and Volunteering
Facilities & other White House costs
Information Technology
Communications
Governance|**Fundraising**
**Fundraising**
**Shops**
**Provision of**
**Investment**
**Total**
**Donations**
**Events**
**Hospice**
**Management**
**2020**
**& Legacies**
**& Other**
**Services**
**Fees**|
|---|---|
||**£**
**£**
**£**
**£**
**£**
**£**
493,677
118,591
523,020
2,089,436
9,096
3,233,820
119,672
38,754
125,373
531,995 -
815,794|
||**613,349**
**157,345**
**648,393**
**2,621,431**
**9,096**
**4,049,614**|
||26,511
7,953
45,069
127,252
-
206,785
30,407
9,122
51,693
145,956
-
237,178
51,589
18,425
11,055
206,358
-
287,427
7,709
2,313
13,105
37,005
-
60,132
1,242
373
2,110
5,959
-
9,684
2,214
568
2,341
9,465
-
14,588|
||119,672
38,754
125,373
531,995
-
815,794|
32
**Haven House Foundation - Financial Statements**
## **4 Net movement in funds**
|**Net movement in funds**|||
|---|---|---|
||**2022**|**2021**|
||**£**|**£**|
|**Net movement in funds is stated after charging:**|||
|Depreciation of tangible fixed assets|154,653|164,054|
|Staff costs (note 5)|3,162,062|2,984,575|
|Operating lease rentals|219,527|218,120|
|Auditors remuneration:|||
|Audit Fees|10,000|8,300|
## **5 Staff costs**
## **Number of employees**
## **The average number of employees (including full time equivalents) were as follows:**
||**2022**|**2022**|**2021**|**2021**|
|---|---|---|---|---|
||**Heads**|**FTEs**|**Heads**|**FTEs**|
|Provision of hospice services|61|39|44|36|
|Fundraising|19|12|12|12|
|Shops|21|14|16|13|
|Other functions|31|14|20|15|
||**132**|**79**|**92**|**76**|
|**Staff costs**|||||
|||**£**||**£**|
|Wages and salaries||2,711,372||2,572,061|
|Social security costs||254,663||237,905|
|Pension costs||196,027||174,609|
|||**3,162,062**||**2,984,575**|
|**Number of employees earning in excess of £60,000**||**2022**||**2021**|
|||**Number**||**Number**|
|Employees with annual salary: £60,000 to £70,000||1||2|
|Employees with annual salary: £70,000 to £80,000||1||2|
|Employees with annual salary: £80,000 to £90,000||1||1|
Total employer's pension contributions for the higher paid employees during the year were £20,064 (2021: £27,050).
The key management personnel of the charity comprise the Trustees, the Chief Executive, Director of Care, Director of Finance, Director of HR & Facilities and Director of Income Generation & Marketing whose employee benefits including salaries, employers pension and national insurance contributions totalled £387,355 (2021: £437,960). No trustees received remuneration or reimbursement of expenses in the year (2021: £nil).
33
**Haven House Foundation - Financial Statements**
## **Haven House Foundation**
## **Notes to the financial statements**
**For the year ended 31 March 2022**
## **6 Tangible Fixed Assets**
|**Tangible Fixed Assets**||||||
|---|---|---|---|---|---|
||**Improvements Land and**
**to Property**
**Buildings**
**Leasehold**|**Fixtures,**
**fittings &**
**Equipment**|**Motor**
**Vehicles**|**Computer**
**Equipment**|**Total**|
|**Cost**
**At 1 April 2021**
**Additions**
**Disposals**
**At 31 March 2022**
**Depreciation**
**At 1 April 2021**
**Charge for period**
**Disposals**
**At 31 March 2022**
**Net book value**
**At 31 March 2022**
At 31 March 2021|**£**
**£**
1,878,384
783,146
169,156
-
**2,047,540**
**783,146**
1,006,031
185,220
50,728
15,676
-
**1,056,759**
**200,896**
**990,781**
**582,250**
872,353
597,926|**£**
883,903
34,477|**£**
38,710
13,379|**£**
160,976
42,597
(584)|**£**
3,745,119
259,609
(584)|
|||**918,380**|**52,089**|**202,989**|**4,004,144**|
|||674,997
71,607|38,710
-|135,845
16,643
(97)|2,040,803
154,653
(97)|
|||**746,604**|**38,710**|**152,391**|**2,195,359**|
|||**171,776**|**13,379**|**50,599**|**1,808,785**|
|||208,906|-|25,131|1,704,316|
Land and buildings have not been revalued. The Trustees consider that there is no advantage in obtaining a valuation as the property is used exclusively for charitable purposes.
34
**Haven House Foundation - Financial Statements**
## **7 Unlisted Investments**
The charity has a wholly owned trading subsidiary, Haven House Trading Limited, which was incorporated on 20 July 2011 in the United Kingdom and has not traded yet. The investment in the subsidiary is £1. Consolidated accounts have not been prepared because the trading subsidiary is dormant and immaterial to the group.
## **8 Listed investments**
|Market value at 1 April
Disposals at opening market value
Acquisitions at cost
Change in value in the year
**Market Value at 31 March**
**Historical cost**|**2022**
**2021**
**£**
**£**
1,830,458
1,120,427
(223,250)
(451,006)
269,007
802,802
29,694
358,235|
|---|---|
||**1,905,909**
**1,830,458**|
||**1,638,971**
**1,545,010**|
No individual investment holdings were deemed to be material and requiring separate disclosure.
## **9 Debtors**
|Income receivable
Prepayments
Accrued income
Other debtors|**2022**
**2021**
**£**
**£**
248,623
149,621
93,215
87,225
201,476
274,268
67,682
66,069|
|---|---|
||**610,996**
**577,183**|
## **10 Creditors: amounts falling due within one year**
|Other creditors
Accruals
Deferred income (note 10.1)
Due to subsidiary trading company
Taxation and social security
**10.1 Deferred income**
Balance at 1 April
Amounts released to incoming resources
Amounts deferred to future period
**Balance at 31 March**|**2022**
**£**
61,414
123,047
66,837
1
67,946|**2021**
**£**
79,170
100,117
114,473
1
59,614|
|---|---|---|
||**319,245**|**353,375**|
||**2022**
**£**
114,473
(114,473)
66,837|**2021**
**£**
109,217
(109,217)
114,473|
||**66,837**|**114,473**|
35
**Haven House Foundation - Financial Statements**
## **11 Pension costs**
The charity operates a defined benefit pension scheme for staff previously employed within the NHS. The assets of the scheme are held by the NHS Superannuation Scheme. This is a multiemployer defined benefit scheme, but is accounted for as a defined contribution scheme as the charity is unable to identify the underlying assets and liabilities in that scheme. Contributions to the scheme are charged to the Statement of Financial Activities so as to spread the cost of pensions over employees' working lives with the charity. The contributions are determined by qualified actuaries on the basis of periodic valuations. The pension cost for the year was £100,761 (2021: £84,712).
The charity contributes to the defined contribution schemes of those members of staff not included in the NHS Superannuation Fund. The assets of the schemes are held separately from those of the charity. The pension cost for the year represent contributions payable by the charity totalling £93,361 (2021: £89,897).
At the year end, £24,788 (2021: £36,885) was payable in respect of pension contributions.
## **12 Company limited by guarantee**
The company is limited by guarantee and does not have share capital. Under the terms of the Memorandum and Articles of Association the members each guarantee to contribute £10 in the event of winding up the company.
## **13 Restricted Funds**
|Fixed assets including equipment for care/other
NHSE Covid-19 Emergency Funding
NHSE Annual Hospice Funding
Coronavirus Job Retention Scheme
Music Therapy fund
Other|**Balance at**
**1 April**
**2021**
**£**
2,101
-
-
-
-
6,145
**8,246**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
-
(2,101)
-
-
70,609
(70,609)
-
-
365,022
(365,022)
-
-
16,183
(16,183)
-
-
10,497
(10,497)
-
-
66,718
(66,718)
-
6,145
**Movement in funds**|
|---|---|---|
|||**529,029**
**(531,130)**
**-**
**6,145**|
The Fixed Asset fund consists of funds raised to fund the refurbishment of the hospice building and purchase of medical equipment.
NHSE awarded funding from December 2021 to March 2022 to provide support to people with complex needs in the context of the COVID-19 situation
The NHS England hospice annual funding consists of funds received from NHS England to support existing hospice based palliative care, respite and community services.
The Coronavirus Job Retention Scheme fund consists of monies received directly for the payroll costs of staff on furlough during the pandemic.
The Music Therapy fund consists of funds received to fund the music therapy service.
36
## **Haven House Foundation - Financial Statements**
|**14 Designated funds**
Fixed Assets
Strategic Service Development|**Balance at**
**1 April**
**2021**
**£**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|
|---|---|---|---|---|
|||**Income**
**£**|**Expenditure**
**£**||
||1,702,215
353,000|259,025
-|(152,455)
-|-
1,808,785
-
353,000|
||**2,055,215**|**259,025**|**(152,455)**|**-**
**2,161,785**|
The Fixed Assets fund represents the balance of fixed assets that has not been funded from restricted donations.
The Strategic Service Development fund consists of funds that are designated to support future service developments. None was spent in this financial year but it is planned to utilise £296,000 in 2022/23.
The timing and utilisation of the remainder of the fund will be planned as part of developing our next strategy.
|**15 Analysis of net assets between funds**
**Fund balances at 31 March 2022 are represented by:**
Investments
Tangible fixed assets
Net current assets|**Restricted**
**£**|**Designated **
**£**|**Unrestricted**
**Total**
**£**
**£**|
|---|---|---|---|
||-
-
6,145|-
1,808,785
353,000|1,905,909
1,905,909
-
1,808,785
1,068,021
1,427,166|
||**6,145**|**2,161,785**|**2,973,930**
**5,141,860**|
|**16 Analysis of reserves**
Restricted funds
Designated funds
Unrestricted funds|**Balance at**
**1 April**
**2021**
**£**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|**Balance at**
**Income**
**Expenditure**
**Transfers**
**31 March**
**2022**
**£**
**£**
**£**
**£**
**Movement in funds**|
|---|---|---|---|---|
|||**Income**
**£**|**Expenditure**
**£**||
||8,246
2,055,215
2,962,598|529,029
259,025
3,742,520|(531,131)
(152,455)
(3,731,189)|-
6,145
-
2,161,785
-
2,973,929|
||**5,026,059**|**4,530,575**|**(4,414,775)**|-
**5,141,860**|
37
**Haven House Foundation - Financial Statements**
## **17 Commitments under operating leases**
At 31 March 2022 the charity has entered into a number of non-cancellable operating leases as lessee for which the total of future minimum lease payments are as follows:
|**Operating lease payments due:**
Within one year
Later than one year but within five years
More than five years|**2022**
**£**
210,400
582,750
242,600
**1,035,750**|**2021**
**£**
209,817
793,733
242,600|**Other**
**2022**
**2021**
**£**
**£**
9,127
8,304
14,763
13,418
-
-|
|---|---|---|---|
|||**1,246,150**|**23,890**
**21,721**|
## **18 Capital commitments**
At 31 March 2022 the charity had no capital commitments (2021: £nil).
## **19 Financial Instruments**
|**Carrying amount of financial assets**
Debt instruments measured at amortised cost
Measured at fair value through profit and loss
**Carrying amount of financial liabilities**
Measured at amortised cost|**2022**
**2021**
**£ **
**£**
472,001
450,591
1,905,909
1,830,458|
|---|---|
||**2,377,910**
**2,281,049**|
||**184,461**
**189,130**|
38
**Haven House Foundation - Financial Statements**
## **20. Prior Year Statement of Financial Activities:**
**Statement of Financial Activities for the year ended 31 March 2021**
|**Notes**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2021**
**£**|**Unrestricted**
**Funds**
**£**|**Restricted**
**Funds**
**£**|**Total**
**2020**
**£**|
|---|---|---|---|---|---|---|
|**INCOME:**
2
_Donations and legacies:_
Legacies
Donations and Grants
2.1
_Income from charitable activities:_
Statutory funding for hospice care
2.2
Other grants
2.2
_Income from other trading activities:_
Shops
2.4
Events and other fundraising
2.5
Investment income
2.6
**Total**
**EXPENDITURE:**
3
_Costs of raising funds:_
Donations and legacies
Shops
Events and other fundraising
Investment management fees
_Expenditure on charitable activities:_
Provision of hospice services
**Total**
**Net operating surplus / (deficit)**
**Net unrealised gain/(loss) on investment**
**Net income / (expenditure)**
**Transfers between funds**
**Net movement in funds**
Total funds brought forward
**Total funds carried forward**
Government grant funding|528,258
2,136,876
2,665,134
717,924
-
-
717,924
239,322
141,253
380,575
31,205
**3,794,838**
568,262
525,708
146,653
9,096
1,249,719
1,421,670
**2,671,389**
**1,123,449**
**320,279**
**1,443,728**
71,225
**1,514,953**
3,502,860
**5,017,813**|-
392,462
392,462
-
940,812
82,566
1,023,378
-
-
-
-
**1,415,840**
45,088
122,685
10,692
-
178,465
1,199,760
**1,378,225**
**37,615**
**-**
**37,615**
(71,225)
**(33,610)**
41,856
**8,246**|528,258
2,529,338
3,057,596
717,924
940,812
82,566
1,741,302
239,322
141,253
380,575
31,205
**5,210,678**
613,350
648,393
157,345
9,096
1,428,184
2,621,430
**4,049,614**
**1,161,064**
**320,279**
**1,481,343**
**-**
**1,481,343**
3,544,716
**5,026,059**|254,808
2,006,193
2,261,001
820,644
-
-
820,644
797,221
338,746
1,135,967
35,104
**4,252,716**
710,864
698,058
300,080
8,947
1,717,949
2,369,284
**4,087,233**
**165,483**
**(115,584)**
**49,899**
**474,558**
**524,457**
2,978,403
**3,502,860**|-
164,191
164,191
-
223,582
46,764
270,346
-
-
-
-
**434,537**
-
-
-
-
-
449,422
**449,422**
**(14,885)**
**-**
**(14,885)**
**(474,558)**
**(489,443)**
531,299
**41,856**|254,808
2,170,384|
|||||||2,425,192
820,644
223,582
46,764|
|||||||1,090,990
797,221
338,746|
|||||||1,135,967
35,104|
|||||||**4,687,253**|
|||||||710,864
698,058
300,080
8,947|
|||||||1,717,949
2,818,706|
|||||||**4,536,655**|
|||||||**150,598**
**(115,584)**|
|||||||**35,014**
**-**|
|||||||**35,014**|
|||||||3,509,702|
|||||||**3,544,716**|
39
**Haven House Foundation - Financial Statements**
## **Thank you**
Our vital work would not be possible without the dedication and generosity of our supporters and volunteers. We would like to thank all who have helped us to enable our children and their families to receive the care and support they need, when they need it. Though some have wished to remain anonymous, we would like to say a special thank you to the following organisations and individuals:
1-2-1 Urban Hot Yoga Essex
Acorns Charitable Trust Albert Hunt Trust Amy Winehouse Foundation, The Ardwick Trust Arsenal Foundation, The Assemble Media Group B.A.D. Golf Society Baily Thomas Charitable Fund, The Balgores Property Bancroft’s School Barclays Client Services BBC Children in Need Ben Shephard Berenberg BGC Partners BGL Group Limited Billie and Greg Shepherd BNY Mellon Brock Charitable Trust, The Bywaters Waste Management Services Cadent Foundation Campbell Johnston Clark Cannon Lodge No 1539 Carpenter’s Company Charitable Trust, The
Centor Insurance & Risk Management Ltd Chantal Rosenbaum Foundation Childwick Trust, The Chingford Foundation School CK66 Ltd Craig Davies
David Rothstein Daytrippers Foundation Dennis and Kathleen Smith Fund D J H Currie Memorial Trust D’Oyly Carte Charitable Trust Douglas Allen (Arun Estates)
EH Smith Charitable Trust Elena and Ralph Sueppel Epic Foundation Essex Community Foundation Essex Province of Mark Masons, The Euromoney Institutional Investor plc
February Foundation, The Florence Nightingale Aid in Sickness Trust
40
**Haven House Foundation - Financial Statements**
Forest School FORMO (Federation of Redbridge Muslim Organisation) Fowler Smith and Jones Trust Friends of Haven House Function Band, The Fulwell 73 Galliard Homes Ltd George Burrows Gerald Ronson Family Foundation Graham and Diana Peacock Greenfingers Charity Harapan Harry Kane Haslers’ Foundation Heulwen Evans The Holly Homelands Charitable Trust Hyde Park Corporation Hymans Robertson ICAP IGI Insurance InterEx Group Invesco James Sandler Jessie’s Fund John D Stephens, Dr Joshua Hayday Helping Hand Trust Kids in Need King Solomon High School Kobler Trust Lenderhand Leyton Orient Football Club Lily Blackburn Lipman Karas LLP London Angels Cancer Association London Borough of Waltham Forest London Marathon Charitable Trust, The London Province of Mark Lodges, The
Maria Sanchez and Paul Samouelle Martin Ellice Margaret McEwen Trust, The Masonic Charitable Foundation Matchroom Sport Foundation, The MCKS Charitable Foundation UK Michael J Lonsdale Group Michelle and Neill Vanlint Mondrian Investment Partners Ltd MRM Construction Ltd Mrs Yvonne Flux Charitable Trust Nick Davis Nicola and Harry Hastings
41
**Haven House Foundation - Financial Statements**
Ocean Holidays Office Team OneE Trustee Services Ltd Orbian Partners of Haven House Paul Canal Paul Turrell Pears Family Charitable Foundation Penelope Gluckstein Trust POETS Luncheon Society
Rachel Charitable Trust Rachel & David Barnett Charitable Trust RBS (L&I team) Redburn Roan Charitable Trust, The Sam Hustler Senator Pens Limited Simon Fanning Sir Jules Thorn Charitable Trust Sir Martin Sorrell Souter Charitable Trust, The Southgate School Stewart Investors Steve Shelton St. James’s Place Foundation Stavros Niarchos Foundation Sub-Zero & Wolf Suleyman Gul SGPT
TCHC Group Limited Terence and Anne Mallinson The Function Band The Media People The Health Lottery ELM Limited Thomas J Horne Memorial Trust, The Toyota Fund for a Better Tomorrow Trinity Catholic High School
Universal Pictures Limited
Victoria Claridge Victoria Sanderson Vincent Goldstein Viveca Dutt
Woodbridge High School Woodford County High School for Girls
42