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2021-03-31-accounts

Supporting our hospital communities through their most challenging year ever

Raise (West Hertfordshire Hospitals NHS Trust Charity) The corporate trustee’s report and accounts for the year ended

31 March 2021

Raise

(West Hertfordshire Hospitals NHS Trust Charity)

Willow House Watford General Hospital Vicarage Road Watford WD18 0HB Tel: 01923 436177 Web: raisewestherts.org.uk Email: office@raisewestherts.org.uk Instagram: @raisewestherts Twitter: @raisewestherts Facebook: @raisewestherts Registered charity no: 1052210 © Raise 2021

Image: Memorial garden at Watford General Hospital

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Contents

1. Introducing Raise............................................................ 4
2. Our year at a glance...................................................... 6
3. Chair’s overview............................................................... 7
4. Thoughts from the Charity Director............... 8
5. COVID-19 impact and response......................... 9
6. Our charitable activities...........................................16
• How we spend your money
• Responding to COVID-19
• New technologies
• Patients and families
• Developing staf
• Projects for 2021/22
7. Our vision for the future......................................... 24
8. Beyond COVID-19: How you can help........ 25
9. Governance and management........................ 26
**10. ** Administrative information................................ 28
**11. ** Financial review............................................................. 29
12. Independent auditor’s report............................ 32
13. Financial statements 2020/21........................... 34
• Statement of fnancial activity
• Balance sheet
• Statement of cash fow
• Notes to the accounts

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1. INTRODUCING RAISE

We are Raise – the charity that works with the local community to support hospitals in west Hertfordshire.

Our mission is to make a difference to patient care and to the working lives of staff at West Hertfordshire Hospitals NHS Trust (WHHT). We work with corporate donors, individual supporters and community groups to improve the health and wellbeing of communities across west Hertfordshire.

We have done this since 1995 and we continue to grow each year. Your three local hospitals – Hemel Hempstead, St Albans City and Watford General – serve nearly a million patients each year. Raise is proud to stand alongside its 5,000 NHS staff in good times and in tough times. And there have most certainly been tough times to look back on in this report.

In 2020/21, NHS charities across the UK were pivotal in supporting our NHS as it dealt with the COVID-19 pandemic. Our umbrella organisation

You may even have helped one of our initiatives without even knowing, through sponsoring Captain Sir Tom or donating to NHS Charities Together. Or you may have donated directly to Raise. However you have given, we are very grateful.

Above: Charity director Sofia Sheikh and special projects manager Ruth Paterson with an important message

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“Every now and then an extraordinary person comes along and changes people’s lives for ever. Captain Sir Tom was one of those. The money he inspired others to donate is being used by NHS charities … it provides urgent practical and emotional support to NHS staff and volunteers working in extremely difficult circumstances and making lifesaving decisions every day. This is the most challenging time in the history of the NHS so the funds raised by Captain Sir Tom and others will continue to be needed now and in future” Ellie Orton , CEO, NHS Charities Together

All of us at Raise are proud to have supported WHHT as its staff dealt with what was undoubtedly their most challenging year ever.

Our brief has always been to support its staff and patients, and it is fair to say this was never more important than in this reporting year.

The range of donations was amazing – volunteering, financial and gifts – from individuals, community organisations, schools, charities and businesses across west Hertfordshire and beyond. We simply would not have been able to achieve all we did without the outpouring of love and generosity from our communities. This was humbling, so let us start this report with a very, very big thank you to everyone who helped in whatever capacity and with whatever amount.

Our 2019/20 report said: “COVID-19 dominated the last two months of our reporting year and, as we prepare this report, that continues.” We could not have envisaged then that a year later we would be looking back over a period so completely dominated by the virus.

Whilst the pandemic has brought heartache and hardship, it has also brought Raise closer

Above: New furniture was provided for the neonatal department at Watford General Hospital

to its community and has shown us how much support there is for us and our mission. We have made firm friends, established new partnerships and boosted our income. With this backing, we can only continue to flourish and ‘pay it forward’.

Centre: The Face Behind The Mask wall has helped patients and families connect with staff during the pandemic

Every patient deserves the highest quality care, and your support helps Raise and WHHT to go ‘above and beyond’ what the NHS provides. Donations help us fund new technology, environmental enhancements, staff development and the extra comforts that make all the difference to patients. Volunteers help patients and families to navigate our three busy hospital sites and provide support to patients in so many ways.

This report tells you about our unique response to COVID-19 and also reflects on the progress against the aims we set out in our previous annual report. We hope you find it interesting and inspiring.

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2. OUR YEAR AT A GLANCE

OVER

£680,000 supporting our hospitals, including nearly £300,000 SPENT from our COVID-19 appeal

Tens of thousands of donated meals, drinks and personal care items distributed to staff on COVID-19 wards

Nearly £60,000 spent on maternity and special care baby facilities Over 100 grant applications received

supporting our hospitals, including nearly £300,000 from our COVID-19 appeal

More than applications received £400,000 donated to our COVID-19 Including over appeal

Raise a Smile Christmas Appeal 2020 generated over £20,000 and hundreds of gifts

Seed-funded four volunteer pilot projects for WHHT’s voluntary services team

Including over £150,000 received from NHS Charities Together

CHARITABLE INCOME 2020/21 Total income £1,170,000

CHARITABLE EXPENDITURE 2020/21 Total expenditure £766,000

Capital and medical equipment £251,000

Donations £675,000 Legacies £477,000 Investment income £18,000

The full accounts for the reporting year are shown from Page 34 onwards

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3. CHAIR’S OVERVIEW

When we reported last year, COVID-19 was on the rise and I wrote that Raise needed to “adapt quickly and work with our local communities to provide new and different support to our much-loved local hospitals”.

Throughout the reporting period Sofia and her team demonstrated this versatility and resilience time and time again and I am proud of how, as a result, Raise was able to support our NHS trust through its most challenging year ever.

I am hesitant about celebrating success at a time when so many have suffered, but on balance I think it is right to continue to use opportunities such as this report to highlight what the charity does well and the difference it makes.

Some highlights in this report for me are:

I’m also pleased with the steps taken by Sofia Sheikh, our charity director, to modernise the operational functions at Raise, some of which is well overdue. The Charity Committee remains committed to investing in the charity’s future and as we start to think about our emergence from the pandemic, we are in the process of reviewing the charity’s strategy, financial systems, budgets and risk assessments so that we can build on the strengths we have demonstrated over the reporting year.

Finally, in this opening narrative, it would be remiss of me not to thank every individual donor, staff member, volunteer, community group, school, religious organisation, business, charity and other body that has helped us this year.

Thank you feels weak for what you have done, but Thank You!

Jonathan Rennison Chair of the Charity Committee

“Throughout the reporting period Sofia and her team demonstrated versatility and resilience time and time again and I am proud of how, as a result, Raise was able to support our NHS trust through its most challenging year ever”

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4. THOUGHTS FROM THE CHARITY DIRECTOR

2020/21 was my first full year in post as charity director, and the pandemic has obviously dominated the charity’s activities throughout, as you will read in this report.

However, the counter to that, for me, has been the incredible spirit I have witnessed in our community, in particular responding to our calls for help when it became obvious that our hospital staff were going to need support for many weeks and months.

Our communities demonstrated the very best of human nature, helping us to help our hospitals cope with their toughest year ever.

Some of my plans – set out in last year’s report – for developing Raise had to be accelerated during the year, whilst others were paused. Our team grew as I was joined by Ruth Paterson (previously voluntary services manager at WHHT) in the role of specialist project manager; Freya Hollingsworth as fundraising officer; and Valerie Hill who split her time between Raise and WHHT’s communications team. I aspire to continue this expansion in the coming year as I firmly believe Raise can do even more for our hospitals with extra resources.

“the pandemic has dominated the charity’s activities … however, the counter to that has been the incredible spirit I have witnessed in our community, in particular responding to our calls for help when it became obvious that our hospital staff were going to need support ”

As well as marshalling incoming donations and offers of help during 2020/21, we took major steps forward in terms of our infrastructure. Following a procurement exercise, we have outsourced our fund management to an organisation with expertise in charity finances. The benefits of this are clear already and we have adopted many new processes and systems that are helping to streamline this

side of our operation and bring it into line with charity sector standards. We have also developed a more efficient grant application process, introduced a new donor management system, and strengthened our social media presence.

Our major capital appeal was not launched as planned, but as we write this exciting project is now underway.

Many, many organisations have helped us this year, but I must give a special mention to Watford Chamber of Commerce, and of course to Watford FC and Watford FC Community Sports and Education Trust (the club’s charity). Without the donated stadium facilities, their people, and their vocal support for Raise and WHHT, the pandemic would have been even tougher.

When we look forward to the pandemic being behind us, we also see a future where we continue to work with those who supported us so steadfastly through it.

I must also thank Watford Borough Council. The council allowed Raise to use offices in the Town Hall when it became impractical for us to be on hospital premises. Again, without this support, we would not be the team we are today.

Signing off a year by writing for the annual report is, by nature, retrospective, but I would like to end on a forward-looking note. The next few months will be a period of consolidation and re-assessment of plans as we emerge from the pandemic. In the longer term I remain ambitious for Raise; with our communities’ support we can only go from strength to strength.

Sofia Sheikh Charity Director

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5. COVID-19 IMPACT AND RESPONSE

THE IMPACT OF COVID-19 ON THE CHARITY

Across the UK and around the world, many charities struggled this year as fundraising events were cancelled and donor attention and money was diverted to COVID-19 related causes.

But Raise and other NHS charities were impacted differently; we were faced with unprecedented community support, donations running into six figures and an influx of gifts.

We quickly had to turn our attention to the logistics of receiving, storing and distributing donated items - what a lovely problem to have! Food seemed to be a theme, with edible treats flooding in to keep NHS staff on the go. We also found that requests we put out were answered almost immediately – things like face cream (to soothe skin after wearing PPE for long periods of time) and homemade scrubs, which arrived when needed.

WHHT’s trusty volunteers, as well as redeployed staff and volunteers from WFC and Watford Chamber of Commerce helped us manage everything that came in for the 5,000 staff working across WHHT’s three hospitals and in particular, those on the COVID-19 wards.

THE COVID-19 RESPONSE PORTAL

At the beginning of 2020 we created the

COVID-19 online response portal for people to give in lots of ways. This also provided a central point, from which a supporter could:

The portal also provided a central point for WHHT staff to:

“We received incredible support from our community this year, most notably during the last weeks of the reporting year in response to the COVID-19 public health emergency” Raise Annual Report 2019/20

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Above: The wellbeing of our hospital staff is always a focus for Raise

CARING FOR NHS STAFF

The impact of the pandemic on WHHT NHS staff cannot be overstated. As well as very challenging times at work – which in many cases involved taking on new roles and dealing with distressing experiences – staff were also managing the issues associated with lockdown, with worries for their own health and that of friends and family.

At one point, some 20% of WHHT ward staff were unable to work because of the virus; either directly or because of needing to isolate.

WHHT lost six members of staff to COVID-19, most of whom were clinical and were from black and ethnic minority (BAME) communities. Our hearts go out to their families and indeed Raise was able to provide some immediate financial assistance where needed.

BAME communities have been disproportionately affected by the virus; given that approximately 40% of the WHHT

workforce are from these ethnic groups, it is understandable therefore that this has brought additional concern.

Raise funded many COVID-19 related staff welfare projects in this reporting year, but we are under no illusion that the need for support is over; the impact of the pandemic will be felt for many months yet, and possibly years.

One of our stated intentions from our 2019/2020 report was to achieve a higher profile among WHHT staff. Whilst we would never have wished for a pandemic to be the reason for having greater prominence, Raise has felt privileged to help and to be at the centre of initiatives that supported staff wellbeing. These included distributing care packs, delivering exercise classes and counselling sessions, and the equipping and refurbishment of staff-only spaces in clinical areas – both existing ones and those created to deal with COVID-19.

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THE RESPONSE FROM OUR NEIGHBOURS WATFORD FC

The health professionals who have come over here have been very much treated as family. Even though it’s a massive football stadium it’s as if they’re coming home to their own living room and just taking a bit of time out to relax before they go back to that hot house of the hospital to look after sick patients. It’s making a huge difference. Once you get here the warm welcome that we get from the club’s staff and volunteers, the food, the facilities, just looking across the pitch, the fresh air. Absolutely amazing.

Anthony Curran , WHHT Pastoral Care Manager, May 2020

At the end of the previous reporting year the UK had just entered the first national COVID-19 lockdown, and at that time we reported how businesses, charities and community groups were coming to the aid of the hospitals with donations of cash, goods and services beyond our wildest expectations.

In particular we reflected on how the support we received from Watford FC was so critical at that time. Now, in the light of the experience of the full year, we make no apologies for repeating our grateful thanks to the club and the club’s charity.

It is difficult to describe what it meant to everyone at WHHT and Raise when they stepped in with the approach of ‘our home is your home’. NHS staff were quite literally given use of the full stadium facilities for weeks and weeks, a truly incredible story that, quite rightly, made national news headlines. Football club staff served thousands of meals, put the club’s laundry facilities to use washing medical scrubs, and stored and helped us distribute tens of thousands of donated items. The space provided included safe relaxing areas, counselling rooms, training space, a memorial room dedicated to lost colleagues and plenty of freedom to spend time on the terraces in fresh air in a COVID-safe environment.

We all feel privileged that we can actually make a difference and do something ...truly privileged ...it’s a demonstration of the quality of staff that we have at this football club and our core values. I couldn’t be prouder as the chairman of Watford FC as I am today.

Scott Duxbury , Chairman and Chief Executive, Watford FC, May 2020

I look back now and wonder how we would have managed without the facilities and people the club provided. It was an incredible act of kindness, and one that we will never forget. Sofia Sheikh, Charity Director

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THE RESPONSE FROM THE RESPONSE IN INDIVIDUAL DONORS GIFTS IN KIND

Raise received a superb response to our own local COVID-19 fundraising appeal, which we launched at short notice using our then relatively new social media channels and the services of JustGiving. During the financial year funds donated directly by the public via JustGiving amounted to some tens of thousands of pounds

Individual donations ranged from £5,000 from an anonymous donor, to a few pounds from children giving us their pocket money. All were deeply appreciated and every penny essential, underpinning our activities during the year.

Public and businesses’ generosity with goods and gifts far exceeded our expectations. We had to work hard to ensure that no goods or offers of help were turned away. Use of the ample storage at Watford FC helped us enormously.

Amongst the many gifts were ….

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THE RESPONSE FROM VOLUNTEERS

The trust’s amazing volunteers continue to be a fantastic and energetic source of support. On the last day of the previous reporting year the COVID-19 Volunteer Response Hub was created, and one year on, over 250 volunteers had given their time, donating a total of nearly 15,000 hours of care and dedication.

Raise funded a dedicated volunteering coordinator to relieve some of the pressures on the hospitals during winter months and during the pandemic by providing volunteer support to the emergency department. During the year over 5,000 hours of volunteer support was provided to the emergency department alone.

Following a successful pilot ‘end of life’ care volunteering project, this year Raise secured funding from Helpforce for a project manager for one year to embed this work.

The project was paused due to the pandemic and recommenced in February 2021 with a project manager in post. At the end of March 2021, just a few weeks into the project, 10 volunteers had already been trained to provided specialist end of life care support to patients and their families.

When the pandemic struck volunteer support to the women’s and children’s services was reduced as visitors were limited. Approaching the second wave and winter pressures, it was clear that targeted support here would be a huge benefit to patients, families and staff who had greatly missed the volunteer support received in previous years. In November 2020 Raise funded a one year post for a dedicated women’s and children’s services volunteering coordinator and in five months to year end a group of over 50 volunteers had been established. The breastfeeding peer support team has also been relaunched with two previous peer supporters returning and a recruitment plan in place; at year end eight new volunteers were undergoing the training to become breastfeeding peer supporters and there are plans for a further 10 this year.

In a climate of volatile employment prospects during the pandemic, Raise was successful in its bid to The John Lewis Foundation to build on the already strong youth volunteering project with a two year youth volunteering manager post from January 2020. The service now includes focus on supporting young people to gain employability skills through volunteering and during 2020/21 over 150 young people aged 16-25 have given over 6,000 hours supporting our hospitals through the pandemic.

WHHT’s voluntary services team is an important recipient of Raise funding and this will no doubt continue to be the case irrespective of the virus. During the reporting year Raise is very proud to have funded or part funded an emergency department volunteer coordinator, an end of life care volunteer manager, a women’s and children’s services volunteer coordinator and a youth volunteer manager.

Below: Ruhie is amongst the many valued volunteers who make such a massive difference across all three of our hospitals

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THE RESPONSE FROM FUNDRAISERS

2020/21 was a very different year to normal for our fundraisers. Mass participation events were cancelled and it was difficult or impossible to arrange many of the usual community events that so many charities rely on.

But we weren’t let down. More than £20,000 was raised for us through community fundraising. The enthusiasm and innovation was impressive; from telling jokes to running on the spot, from virtual marathons to skydiving from 15,000 feet (socially distanced, of course) and from livestreaming gaming and music to being inspired by Captain Sir Tom Moore’s incredible 100 laps of his garden.

It is always with deep gratitude that we receive donations in memory, often inspired by the care that has been provided to a family member by the NHS staff across our three hospitals. There were many examples of this during this reporting year and we are humbled to receive such donations.

HERE ARE JUST A FEW EXAMPLES OF COMMUNITY FUNDRAISING THIS YEAR. THERE ARE MANY MORE - FAR TOO MANY TO FIT HERE - BUT WE ARE EQUALLY GRATEFUL TO YOU ALL WHETHER MENTIONED HERE OR NOT.

7 year old Lily’s Lockdown Jokes raised over £2,000 for raise and brought much needed smiles to her community

Ellie, Tasha and Isabella chose to leap out of an aeroplane, raising over £3,700 which they asked us to use to support maternity services

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Sarah, Nicola and Rebecca Ho, with family and friends, raised over £4,000 in memory of their husband and father Nelson, who sadly passed away in January 2021.

Community Fundraising raised over £20,000.

Over £3,000 was donated by friends and family of Alan Fitchett who was taken from them by COVID-19 in April 2020

A football match between Harvesters U16 South and Borehamwood Youth raised more than £200 in February, following the postponement of a game that was cancelled in the first lockdown

An ardent Watford FC supporter spent Valentine’s Day on the road running a half marathon distance between St Albans and Hemel Hempstead hospitals. Greg Bishop raised £1,000 by completing the 13.1 mile run.

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6. OUR CHARITABLE ACTIVITIES

HOW WE SPEND YOUR MONEY

Raise funds were spent in five broad areas during the reporting year:

In previous years, a category ‘Greatest immediate need’ has been included in our reporting. This year that has been replaced with the category ‘Responding to COVID-19’.

These factors are considered when deciding how spending is split between our five threads of work:

RESPONDING TO COVID-19

Here are just a few examples of how we have spent your COVID-19 related donations.

BLACK AND MINORITY ETHNIC NETWORK

With support from NHS Charities Together we provided funding of £50,000 which will be spent over the period 2020/2023 supporting Connect, a peer support network for BAME staff working at the three hospitals. The funding allows the recruitment of a network coordinator and is providing Cultural Intelligence training on diversity issues across the workforce. It will also fund network events once these are permitted.

“The training was very insightful. It has helped in enriching my understanding of how to function in a multicultural organisation … the importance of striking a balance between reality and objectives was apparent after the training”.

Temitayo Magbagbeola, Associate Chief Nurse

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EQUIPMENT

Reconfiguration of wards to enable isolation areas to be set up meant that many staff rest areas were lost at a time when they were most needed. Raise contributed to the speedy equipping of replacement and temporary staff areas by purchasing or co-ordinating donations of microwave ovens, fridges, kettles, coffee machines and other equipment.

Raise also approved funding towards the refurbishment of facilities by WHHT to support our diverse community and the psychological wellbeing of NHS staff. The proposal includes prayer rooms as well as wellbeing rooms to accommodate counselling and psychological support, as well as upgrading the pastoral care and chaplaincy office.

“The funding … will support the staff during the post pandemic phase of which is likely to be a considerable period of time. This includes the possibility of post-traumatic symptoms developing. Therefore funding to support the environment for staff over the next three to four years is crucial to supporting their wellbeing.”

Sofia Sheikh Charity Director

CARE PACKS

During the first wave of the pandemic, Raise and the WHHT volunteers created and distributed thousands of care packs to frontline staff. These were made up of a mixture of donated goods (for example the vitamin D tablets donated by Vitabiotics and moisturisers donated by British Airways) and items purchased by Raise, including snacks, lip balm and other small gifts. These packs were well received by intensive care unit staff in particular.

MEMORIALS

Conscious of the devastating impact of the loss of several staff members to COVID-19, Raise has funded several grant applications to fund memorial items. These include £1,600 for a memorial bench to provide a space for peaceful reflection, something that was planned and requested by the WHHT chief nurse in consultation with staff. This was supplemented shortly afterwards by a further grant of £1,800 to purchase cherry blossom trees and other plants to create a memorial garden around the bench.

Above: The terrace will provide much needed restful space for our hospitals’ staff

The resulting area is well used and is pictured on the inside front cover of this report.

PLANNED TERRACE AREA AT WATFORD GENERAL HOSPITAL

Funding secured by Raise from NHS Charities Together will contribute to the cost of building a new wellbeing space for NHS staff at Watford General Hospital – The Haven. This large project is in development and will create a 100sqm covered terrace accessible from the main restaurant area; it is the largest of a number of planned enhancements to staff areas across all three of hospitals with focus on those hardest hit by the pandemic and most in need of extra comforts.

The Haven and the other enhancements will provide staff with valuable spaces for them to be able to comfortably rest away from the busy clinical areas.

Since the return of professional football to Vicarage Road and the inevitable loss of the use of the facilities at the football club for hospital staff, far fewer numbers are responding to the trust’s Rest, Rehydrate and Refuel campaign encouraging them to take breaks and time out from the busy frontline of the pandemic.

The Haven, being located right by the main restaurant, will strive to replicate the sanctuary experience provided by our kind neighbours at WFC during the first wave.

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NEW TECHNOLOGIES

We are very pleased that we were able to continue supporting our hospitals with investment in new equipment, just as in previous years.

Purchases in this financial year included over £15,000 for a colposcopy chair, enabling the department to examine patients in comfort and dignity.

£30,000 was provided to the WHHT radiology department to purchase new PACS workstations. PACS is a Picture Archiving and Communication System and is a model of imaging technology. PACS technology is economical, digital, and links multiple technologies (radiographs, CT, MR, ultrasound etc) both within hospitals and indeed around the world. This has increased the capacity of the department and will also facilitate some excellent radiology training.

Above: a colposcopy chair Above: Radiology were also provided with £2,600 of funding to purchase a new patient transfer slide with inbuilt weighing scales.

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£4,500 was spent to provide a birthing bed to facilitate maternity staff training, allowing best use of the simulation manikins purchased last year.

This has considerably enhanced the ability of the simulation department to provide training to NHS staff dealing with complex scenarios including dealing with haemorrhage in childbirth.

The same department was provided with £1,360 to purchase simulation venesection arms which are used train staff to draw blood and treat conditions such as genetic haemochromatosis.

We were particularly pleased to be able to provide £17,000 for the purchase of a LifeStart trolley for the neonatal unit. This specialist equipment saves lives.

“Babies born preterm are at risk of brain injury that can have long lasting effect on the baby and family. Recent research has shown that deferring umbilical cord clamping by a few minutes can improve blood circulation in the baby and reduce brain injury, bowel inflammation and need for blood transfusions. However, these babies being small and vulnerable, lose heat quite quickly and therefore special equipment is required to keep them warm, provide breathing support while the umbilical cord is still attached. Having access to a special resuscitaire such as LifeStart trolley enables the neonatal team to do all of this while the umbilical cord is still attached to the placenta.”

Sankara Narayanan, WHHT Neonatal Consultant

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PATIENTS AND FAMILIES

We were delighted to have been able to maintain our support for the maternity and neonatal care services at Watford General Hospital, including the Special Care Baby Unit (SCBU).

Above: Raise is always proud to support our hospitals’ maternity services

We are often in receipt of donations from donors that wish to support these specific services and we will always honour this of course.

Purchases this year that have been funded by Raise include £3,000 for a specialist ‘kangaroo’ breastfeeding chair to replace some of the simple waiting room style chairs used by the maternity wards until now. This is a considerable enhancement, in particular for mothers experiencing problems starting or maintaining breastfeeding.

We also purchased sofas and other equipment for the neonatal staff area and neonatal patient areas and committed grant funding to allow the purchase of new neonatal drip stands early in the new financial year.

Other purchases included breast pumps, pillows and seating. The units have also benefited, like others, from equipment purchased with our COVID-19 fund and from the purchase of the LifeStart Resus trolley mentioned above under the New Technologies heading above.

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DEVELOPING STAFF

As noted earlier, Raise funded a significant investment in training via the BAME network, Connect.

This cultural intelligence training was made available to staff at all levels, including at board level, and has advanced understanding of the cultures and needs of BAME staff.

Raise contributed to several other staff training initiatives during the year.

We also provided nearly £5,000 for training above and beyond the minimum required for the NHS for a variety of projects, including enabling an increased proportion of the nursing staff on Tudor Ward (haematology and endocrinology) to complete enhanced training in caring for patients undergoing chemotherapy and for those at end of life.

Understandably, NHS staff have been less able to attend additional training during this reporting period but as we emerge from the pandemic we will again welcome grant applications from staff who wish to complete courses, attend conferences, and undertake additional simulation and other training in order to enhance their skills.

PASTORAL CARE

During this financial year Raise funded the refurbishment of the trust’s pastoral care facilities, which provide spaces of rest, relaxation and respite for staff, patients and their families. The pastoral care facilities now include memorial rooms and outdoor spaces at each of the trust’s three hospitals.

The pastoral care facilities also include rooms for counselling and reflection for use by staff, patients and their families, which include stress relief, anxiety and relaxation devices.

OTHER GRANTS

A number of smaller grants have provided additional enhancements to the patient environment. These include additional patient facilities in the neonatal unit, soft furnishings, lockers, and a number of Christmas trees and decorations across the three sites.

Below: Pastoral care for NHS staff is crucial

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PROJECTS FOR 2021/22 Raise will continue with all five threads of activity as much as is practical in the coming year.

Responding to COVID-19 will continue to be a feature of our work whether there is a further wave or not, and our investment in new resources, planned before the pandemic, means that we will be seeking to increase our investment in the other threads.

NEW PROJECTS

Funding for several projects for 2022 has already been agreed, including two major grants:

Over £53,000 will enable the WHHT vascular study department to purchase a new ultrasound system. Although not critical, this equipment makes a big difference to the patient experience. Therefore, this is a good example of how Raise can provide ‘above and beyond’ that funded by the NHS. The new equipment will speed up the diagnostic process, provide high-resolution images, and facilitate accurate diagnosis of venous thromboembolism and deep vein thrombosis.

£28,000 has been requested to purchase new phototherapy units and radiometer light meters to treat neonatal jaundice, replacing outdated bulky equipment and making space around the neonatal bed space. This will create better outcomes for the babies treated and better access for parents.

We will, of course, report on progress with these and other grants and projects on our website as they are implemented and in next year’s annual report.

CAPITAL FUNDING APPEAL

Looking beyond 2021/22, Raise still intends a major capital funding appeal to build a new interventional radiology (IR) suite at Watford General Hospital. We originally planned to launch this in early 2020 but, like so many plans, the appeal was postponed during the pandemic.

Interventional radiology is a minimally invasive procedure, performed by highly skilled doctors, to diagnose and treat various diseases. The hospital has a small IR team that shares its space and equipment with other services. This can mean that to be able to receive IR procedures patients may need to be treated further away from home, or they have to revert to their procedure being carried out in traditional, more invasive ways.

The new tailor-made IR suite will include a specialist paediatric facility which will enable children and their families to receive specialist support closer to home here in west Hertfordshire.

The project will be led by Dr Zamir Muhammad, pictured.

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THE LEAGUE OF FRIENDS OF WATFORD HOSPITALS

The League of Friends of Watford Hospitals continued their long tradition of working with Raise in support of patient care.

They were quick to help during the pandemic when WHHT rapidly increased its critical care training. In line with their previous support to the simulation suite at Watford General, the League paid for additional equipment which was used for training staff who were deployed to COVID-19 wards. The rapid purchase of this equipment was a vital part of WHHT’s response.

Donations from the League are largely generated from sales at two refreshment outlets at Watford General Hospital. The larger of these two is volunteer-run and is in the outpatients department, but has been closed during the pandemic. The smaller tea bar, which has paid staff, has continued to operate through most of the pandemic.

We remain enormously grateful to the League for their support and we look forward to working with them in the future.

Below: The League has a great tradition and track record of funding medical equipment purchases for Watford General Hospital

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7. OUR VISION FOR THE FUTURE

The Charity Committee, representing WHHT as the corporate trustee of the charity, recognises that there is still so much more that we can do.

At the time of writing this report, the committee is reviewing its strategic plans for the charity working with external consultants from CASS Business School’s Centre for Charity Effectiveness. We will share our plans as they emerge.

Whatever strategic plans may develop over the coming months, supporting the staff at our three hospitals throughout COVID-19, post pandemic and beyond will always be a high priority.

Despite what is happening around us – in fact driven by what is happening around us – we still want to pursue our ambitious plans for the future. Having created an independent identity and brand presence, grown the team, and improved various operational functions, we are in a good position to press ahead. The charity is also in a strong financial position and thus able to invest in its own future if required.

Over the next three years, our aspirations include:

To do all this, in the coming year, Raise will grow its team and expand the ways that stakeholders and our wider community can get involved and support us through fundraising and volunteering – as individuals, local businesses, community groups, trusts and foundations.

We will continue the work started last year consolidating and streamlining fund administration and financial processes and will further modernise our infrastructure.

The Charity Committee members represent the corporate trustee, West Hertfordshire Hospitals NHS Trust. As a group we are proud of what has been achieved this year, however we always want to do more.

Sofia and her team have coped very well with the impact of the pandemic but there is a lot to do going forward and 2021/22 will certainly be another very busy year for us all.

Helen Brown, Deputy CEO WHHT and Raise Charity Committee Member

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8. BEYOND COVID-19: HOW YOU CAN HELP

If you would like to support Raise and help us make a genuine difference at your local NHS hospitals, you can do so in several ways:

MAKE A DONATION

You can make a fast and secure card donation at our website www.raisewestherts.org.uk/donate. A financial contribution to our general (unrestricted) fund is the simplest way to help us because it gives the trustee of the charity discretion over how best to spend your gift, ensuring it is deployed quickly and where it is needed the most.

EVENTS

We do not know when we will be able to offer places on challenge events again, but of course we will publicise this on our website and social media channels as soon as it happens.

We encourage you to organise or take part in community organised fundraising events on our behalf, but please do so within all the current COVID-19 related guidelines. Please stay safe. Let us know what you are doing so we can support you with fundraising materials. We can give you a shout out on our social media channels too; you can find us on Twitter, Instagram and Facebook (all our social media handles are @raisewestherts).

DONATE IN MEMORY OF A LOVED ONE

You can commemorate the life of a loved one by making a donation to Raise. Please contact us at any time to discuss this and how it might be recognised. You can also arrange collections for Raise in lieu of funeral flowers, either at a ceremony or online. Again, please contact us for advice.

SUPPORT US THROUGH YOUR BUSINESS

Do you run a west Hertfordshire business? Please consider adopting us as your ‘Charity of the Year’ or encouraging your staff to fundraise for us. Please contact Sofia Sheikh to talk about how we can work together to help meet your corporate social responsibility agenda to our mutual benefit.

LEAVE A GIFT IN YOUR WILL

A gift left in a Will to Raise can make a significant difference to our three hospitals. Also, through a special arrangement with Hertfordshire solicitors Heckford Norton, you can take advantage of their Will writing service at a reduced cost, just mention Raise when you contact them.

LEARN MORE …

To learn more about supporting Raise, please explore our website raisewestherts.org.uk

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9. GOVERNANCE AND MANAGEMENT

LEGAL STRUCTURE

Raise (West Hertfordshire Hospitals NHS Trust Charity) was established by a Declaration of Trust dated 12 December 1995 and its aim is to provide monies wholly or mainly for the services of the hospital trust. There are a number of subsidiary funds relating to the umbrella charity.

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CORPORATE TRUSTEE REPRESENTATIVES AND THEIR RESPONSIBILITIES

The charity has a single corporate trustee, West Hertfordshire Hospitals NHS Trust. The NHS Trust Board, representing the corporate trustee, delegates responsibility to a Charity Committee. This committee meets at least four times a year and the Chair of the Committee reports to the NHS Trust Board, as corporate trustee, following each meeting.

MEMBERS OF THE CORPORATE TRUSTEE’S BOARD

As at 31 March 2021 these were:

EXECUTIVE

NON-EXECUTIVE

Christine Allen (Chief Executive)

Phil Townsend (Chairman)

Professor Tracey Carter (Chief Nurse and Director of Infection Prevention and Control)

Professor Tracey Carter Paul Cartwright (Chief Nurse and Director of Infection Prevention and Control) (Non-Executive Director) Don Richards Jonathan Rennison (Chief Financial Officer) (Senior Independent Director) Michael van der Watt Virginia Edwards (Chief Medical Officer) (Non-Executive Director) Helen Brown Edwin Josephs (Deputy Chief Executive) (Non-Executive Director from December 2020) Natalie Edwards (Non-Executive Director from December 2020)

There were three changes in the composition of the Corporate Trustee’s board in the year ending March 2021; John Brougham left his non-executive director post and Edwin Josephs and Natalie Edwards joined as non-executive directors. At 31 March 2021 there were five executive directors and six non-executive directors making up the Corporate Trustee’s board.

CHARITY COMMITTEE

Acting for the Corporate Trustee, the purpose of the Charity Committee is to:

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10. ADMINISTRATIVE INFORMATION

Registered charity number 1052210

Registered charity name

West Hertfordshire Hospitals NHS Trust Charity

Operating names

Raise Raise West Herts

Bank

Lloyds TSB 67 High Street Watford Herts WD17 2DU

Registered charity address

c/o West Hertfordshire Hospitals NHS Trust Watford General Hospital Vicarage Road Watford Hertfordshire WD18 0HB

Independent Auditor

Hillier Hopkins LLP Chartered Accountants & Statutory Auditor Radius House 51 Clarendon Road Watford Herts WD17 1HP

Internet

www.raisewestherts.org.uk office@raisewestherts.org.uk

Social media

facebook.com/raisewestherts twitter.com/raisewestherts instagram.com/raisewestherts

Privacy and fundraising

We work hard to meet our responsibilities under the General Data Protection Regulations (GDPR). Our privacy notice is available on our website and explains what supporters and others can expect from us and how we collect and manage information about them. Any adverse matters relating to GPDR compliance are reported to the Charity Committee and to our regulators as required. There were no such matters to report this year.

We are registered with the Fundraising Regulator to demonstrate our commitment to transparency. Our fundraising promise is published on our website and explains what supporters can expect from us, and what to do if they have any concerns.

Investment managers

Rathbones Greenback Investments 8 Finsbury Circus London EC2M 7AZ

Senior charity staff

Ms Sofia Sheikh (Charity Director, appointed December 2019)

29 + FINANCIAL REVIEW

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11. FINANCIAL REVIEW

OVERVIEW

Our total net assets as at 31 March 2021 were £1,414k; this represents an increase in reserves of £483k (increase of 51%) from 31 March 2020.

Income has increased from £610k to £1,170k (an increase of 92%). This included monies received from League of Friends projects of £53k (previous year £242k) and income from legacies and in memorial of £495k (previous year £107k). COVID-19 donations income were £199k (previous year £nil) and income from Trust and Foundations were £294k including COVID-19 grants of £203k (previous year £336k). Income from other sources increased by £55k in the year to £130k (previous year £75k).

Total expenditure has also increased, from £587k to £766k (an increase of 30%). This is mainly due to charitable activities where expenditure in the year ending 31 March 2021 was £682k (previous year £541k).

Investments

The valuation of the charity’s portfolio was £691k at 31 March 2021 (previous year £618k). This is an 11.8% increase in value and reflects the recovery effect of emerging from COVID-19 on world stock markets. Returns on investment are allocated on a pro rata basis to unrestricted (including designated) and restricted funds.

The trustees continued to monitor the portfolio based on Rathbones’ advice as the COVID-19 pandemic affected stock markets around the world. In March 2021 Rathbones recommended that the investment strategy remain unchanged and planned to make strategic purchases of preferred equities in a more considered way. Subsequently, Rathbones have been cautiously re-investing funds in light of the possible measured reopening of economies and a possible bounce in markets, with a higher percentage of the portfolio in cash investments.

Debtors

As at 31 March 2021 total debtors were £17k (previous year 15k). This comprised monies due from the League of Friends (£14k) and Gift Aid of £3k.

Cash

As at 31 March 2021 the total cash balance was £1,029k (previous year 321k) due to one-off higher legacy income of £451k and COVID-19 donations. The charity has some exciting new projects planned for the new financial year to use these funds to improve patient outcome and staff development.

Creditors

The amount owed by Raise at 31 March 2021 was £323k which includes monies for completed projects and accruals for other projects, all due to the NHS Trust.

Reserves policy

The reserves currently stand at £1,414k (previous year £931k). At 31 March 2021 the valuation of the investment portfolio was £691k, with the balance of assets (£723k) being net current assets. The main element of the current assets make-up is cash (£1,029k).

Note 10 of the accounts refers to the purposes of the material funds. Of the total fund balance at 31 March 2021 of £1,414k, there are 16 restricted funds with a value of £750k, with the rest of the funds (£664k) held in designated unrestricted funds.

The Corporate Trustee is committed to applying the income of the charity within a ‘reasonable time’ of receiving it. This policy applies to restricted and unrestricted (designated and undesignated) funds. The focus on timely expenditure of funds, together with the investment objective places a requirement on fund holders and fund managers to work with the charity to develop spending plans and forecasts for expenditure.

The reserves policy has been considered and it has been agreed that reserves will be retained sufficient to fund six months of expenditure including a cash holding of 90 days expenditure at a minimum.

Investment policy

Our investment objectives are to maximise growth over the long term whilst protecting the real value of the funds and maintaining a reasonable level of income. The appointed investment managers have, at the discretion of the Corporate Trustee, unrestricted powers in accordance with the Charities Act 2011, with the exception that there will be no investment in companies that have a significant investment in tobacco or alcohol.

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Rathbones Investment Managers Ltd have been the charity’s investment manager for the whole of the financial year ending 31 March 2021. They report quarterly to the Charity Committee regarding performance of the investment portfolio and outlook for the coming year. The report explains all investment movements i.e. purchases, sales and market movements, and all financial transactions are supported by contract notes. Rathbones charge a quarterly management fee which is 0.75% of the portfolio valuation and is deducted direct from the portfolio cash holding.

Risk management

The Charity Committee, on behalf of the Corporate Trustee, ensures that the charity meets its obligations for risk management as set out in the terms of reference. It has established a framework for risk identification and has examined the strategic and operational risks that the charity faces. The Charity Committee regularly reviews these risks and takes action to mitigate and monitor them.

The investment strategy is constantly reviewed by the Charity Committee in line with the level of risk appetite agreed by the Corporate Trustee.

At the time of writing, a major review of the charity’s risk register and the risks it faces is underway and we will report the outcomes of this as soon as is appropriate.

Incoming resources

Total incoming resources for the year ending 31 March 2021 was £1,170k (previous year £610k) which included voluntary income of £1,152k and investment income of £18k.

Voluntary income includes donations from other charitable organisations including trusts and grant-giving bodies, churches and schools, private companies, trust employees, community events and other individual donations from patients, their relatives and their friends.

Investment income includes income from the investment portfolio managed by Rathbones Investment Management Ltd.

Resources expended

Total resources expended were £766k (previous year £587k). This was split between charitable activities (£682k) and activities for generating funds (£84k).

Charitable activities include expenditure incurred by the charity in undertaking activities that further its charitable aims of improving patient and staff experience and wellbeing, as follows:

Improving patient outcomes: Patient wellbeing and amenities £365k (previous year £345k) including monies spent on fixtures and fittings (£63k) capital equipment (£151k), patient welfare including staff assistance (£50k), and medical equipment (£101k).

Staff development: This is made up of staff wellbeing and amenities £94k (previous year £34k) including the salary costs of the specialist project manager since August 2020.

Expenditure on staff training (course expenses) comprised spend on general training of £6k (previous year £48k) and equipment for staff benefit £49k (previous year £7k).

Expenditure on fundraising includes monies spent on the charity’s branding of £37k (previous year £7k) and running costs of £13k (previous year £2k).

Administration and audit costs amounted to £72k (previous year £43k). This includes interim finance support cost (£28k), interim digital media support (£17k), communication support (£3k) and administration/support costs from West Hertfordshire Hospitals NHS Trust (£19k), and audit costs of £6k (previous year £6k). West Hertfordshire Hospitals NHS Trust provided a finance service to the charity with the charge being governed by a service level agreement until 31 March 2021.

Staff costs were £99k (previous year £89k); the cost of the charity director is included. The charity directors’ costs are currently charged 50% to the unrestricted general fund and 50% to charitable activities. The charge to the charitable activities reflects the work on governance of the charity. During the year a new fundraising officer was appointed (from 1 June 2020) and a communication support officer was appointed (from 1 September 2020 for one day per week).

Investment management fees were £6k (previous year £5k) being the fee charged by our investment managers, Rathbones Investment Managers Ltd, based on the value of the portfolio.

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12. INDEPENDENT AUDITOR’S REPORT

Independent Auditor’s Report to the Corporate Trustee of West Hertfordshire Hospitals NHS Trust Charity

Opinion

We have audited the financial statements of West Hertfordshire Hospitals NHS Trust Charity (the ‘charity’) for the year ended 31 March 2021 which comprise of Statement of Comprehensive Income, Statement of Financial Position, Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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 Corporate Trustee’s 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 charity’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 Corporate Trustee 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 Corporate Trustee’s annual report, other than the financial statements and our auditor’s report thereon. The Corporate Trustee is responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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

We have nothing to report in this regard.

Matters on which we are required to report by exception

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the Corporate Trustee’s responsibilities statement on page 34, the trustee is 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 trustee 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 Corporate Trustee is responsible for assessing the charity’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 Corporate Trustee either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.

33

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

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

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

As a result of these procedures, we considered the opportunities and incentives that may exist within the organisation for fraud and identified the greatest potential for fraud. In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override, including testing journals and evaluating whether there was evidence of bias by the directors that represented a risk of material misstatement due to fraud.

We also obtained an understanding of the legal and regulatory frameworks that the charity operates in, focusing on provisions of those laws and regulations that had a direct effect on the determination of material amounts and disclosures in the financial statements. We focused on laws and regulations that could give rise to a material misstatement in the financial statements, including, but not limited to, the Companies Act 2006 and relevant tax legislation.

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

A further description of our responsibilities is available on the Financial Reporting Council’s website at https://tinyurl.com/auditorsresponsibilities. This description forms part of our auditor’s report.

Other Matters

The comparative financial statements are unaudited.

Use of our report

This report is made solely to the charity’s Corporate Trustee, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity’s Corporate Trustee those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity’s Corporate Trustee as a body, for our audit work, for this report, or for the opinions we have formed.

Alexander Bottom ACA (Senior statutory auditor) for and on behalf of Hillier Hopkins LLP

Chartered Accountants Statutory Auditor Radius House 51 Clarendon Road Watford Hertfordshire WD17 1HP

Date: 22 December 2021

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

34

13. FINANCIAL STATEMENTS

For the year 01 April 2020 to 31 March 2021.

Statement of Corporate Trustee’s Responsibilities

The Corporate Trustee is responsible for:

The Corporate Trustee is required under the Charities Act 2016 to prepare accounts for each financial year. In preparing those accounts, the Corporate Trustee is required to:

The Corporate Trustee confirms that, as far as it is aware, there is no relevant information of which the Charity’s auditors are unaware and that it has taken all reasonable steps to ensure that this is the case.

The Corporate Trustee confirms that it has met the responsibilities set out above and complied with the requirements for preparing the accounts. These financial statements have been compiled from and are in accordance with the financial records maintained by the Corporate Trustee.

For and on behalf of the West Hertfordshire Hospitals NHS Trust

Signed

Phil Townsend

Chair of Corporate Trustee

04 November 2021

35

STATEMENT OF FINANCIAL ACTIVITY

Income and expenditure for the year 01 April 2020 to 31 March 2021

----- Start of picture text -----
2020-21 2020-21 2020-21 2019-20 2019-20 2019-20
See Unrestricted Restricted Total Unrestricted Restricted Total
note Funds Funds Funds Funds Funds Funds
£000 £000 £000 £000 £000 £000
Income and endowments
Donations and Legacies 2.1 158 994 1,152 299 286 585
Investment Income 2.2 16 2 18 22 3 25
Total 174 996 1,170 321 289 610
Expenditure
Raising Funds 3 (83) (1) (84) (45) (1) (46)
Charitable Activities 3 (290) (392) (682) (235) (306) (541)
Total (373) (393) (766) (280) (307) (587)
Gains/(losses) on investment assets 4 79 0 79 (40) (1) (41)
Net Income/(Expenditure) (120) 603 483 1 (19) (18)
Transfers between funds
(22) 22 0 0 0 0
Net movement in funds 10 (142) 625 483 1 (19) (18)
Reconciliation of Funds
Fund balances B/F 10 806 125 931 805 144 949
Fund balances C/F 10 664 750 1,414 806 125 931
----- End of picture text -----

36

BALANCE SHEET

Statement of financial position at 31 March 2021

----- Start of picture text -----
2021 2021 2021 2020 2020 2020
See Unrestricted Restricted Total at 31 Unrestricted Restricted Total at 31
note Funds Funds March Funds Funds March
£000 £000 £000 £000 £000 £000
Fixed Assets
Investments 5 324 367 691 534 84 618
Total Fixed Assets 324 367 691 534 84 618
Current Assets
Debtors 6 8 9 17 13 2 15
Cash at bank 7 484 545 1,029 279 42 321
Total Current Assets 492 554 1,046 292 44 336
Creditors: 8 (152) (171) (323) (20) (3) (23)
Amounts falling due within one year
Net Current Assets 340 383 723 272 41 313
Total Net Assets 664 750 1,414 806 125 931
Comprising
Restricted funds 10a 0 750 750 0 125 125
Unrestricted funds 10b 664 0 664 806 0 806
Total Funds 664 750 1,414 806 125 931
----- End of picture text -----

Signed

Phil Townsend Chair of Corporate Trustee

04 November 2021

37

STATEMENT OF CASH FLOW

Cash flow for the year 01 April 2020 to 31 March 2021

----- Start of picture text -----
Total Funds Total Funds
2020-2021 2019-2020
See £000 £000 £000 £000
note
Cash flow from operating activities
Operating surplus/(deficit) before income from bank and investments 9a 349 (2)
Cash flow from investing activities
Purchase and sale of securities 9b 43 7
Investment income received 2.2 18 23
Bank interest received 2.2 0 2
Total from investing activities 61 32
Movement in working capital
Decrease/(Increase) in Debtors 6 (2) 17
(Decrease)/Increase in Creditors 8 300 (20)
Net Cash Generated from operating activities 298 (3)
Change in cash and cash equivalents in reporting period 708 27
Cash and cash equivalents at beginning of reporting period 321 294
Cash and cash equivalents at end of reporting period 7 1,029 321
----- End of picture text -----

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NOTES TO THE ACCOUNTS 1. ACCOUNTING CONCEPTS AND POLICIES

1.1 Basis of preparation

The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

West Hertfordshire Hospitals NHS Trust Charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Going Concern

The finances of the Corporate Trustee (West Hertfordshire Hospitals NHS Trust) were much improved over 2020/21. The Corporate Trustee is not aware of any going concern issues which may cast significant doubt about West Hertfordshire Hospitals NHS Trust’s ability to continue operating. The Corporate Trustee has received assurances from the NHS Board that the services currently provided by the Trust will continue to be provided for the foreseeable future.

After making appropriate enquiries, the members of the Charity Committee have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.

1.3 Financial instruments

The charity has opted to account for financial instruments in line with IAS 39. See notes 8a and 8b for further details.

1.4 Financial assets

Financial assets are recognised when the charity becomes party to the financial instrument contract or when the income is probable. Financial assets are de-recognised when the contractual rights have expired or the asset has been transferred. Financial assets are initially recognised at fair value.

1.5 Financial liabilities

Financial liabilities are recognised on the statement of financial position when the charity becomes party to the contractual provisions of the financial instrument. Financial liabilities are de-recognised when the liability has been paid or expired.

1.6 Income and Endowments

All incoming resources are included in full in the financial statements as soon as the following three factors can be met:

1.7 Boundary of Recognition of Income

Incoming resources reflected in these accounts reflect those resources which have satisfied the conditions applied to the boundary of recognition of income. This boundary has been established as the cashiers’ office of the Trust.

1.8 Expenditure

The funds held on trust accounts are prepared in accordance with the accruals concept. All expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party. In the year 2020/21 all the expenditure approved by the Corporate Trustees has been accrued.

1.9 Raising funds

The cost of generating funds is the cost associated with generating income for the funds held on trust. This will include the costs associated with the investment manager’s fees, charity director’s salary and other fundraising costs.

1.10 Charitable activities

Cost of charities activities comprise all costs incurred in the pursuit of the charitable objectives and include governance costs which are accounted for on an accruals basis as are recharges from West Hertfordshire Hospitals NHS Trust covering audit fees and accounting services. They are apportioned over all of the funds based on the average fund balance. Grants made by the League of Friends are reported within charitable funds.

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1.11 Allocating costs by activity

All administration costs being the other staff costs and audit fees will be apportioned to Raising Funds and Charitable Activities based on time spent on each activity.

1.12 Structure of funds

Where there is a legal restriction on the purpose to which a fund may be put, the fund is classified in the accounts as a restricted fund. Funds where the capital is held to generate income for charitable purposes and cannot itself be spent are accounted for as endowment funds. Other funds which are not legally restricted and the Corporate Trustee has chosen to earmark for set purposes are classified as designated funds. See note 14.

1.13 Fixed asset investments

Fixed asset Investments are shown at market value. Quoted stocks and shares are included in the statement of financial position at mid-market price, ex-dividend. Other fixed asset investments are included at the Corporate Trustee’s best estimate of market price.

1.14 Debtors

Debtors are amounts owed to the charity. They are measured on their recoverable amount.

1.15 Cash

Cash at bank and in hand is held to meet the day-to-day running costs of the charity as they fall due.

1.17 Realised and unrealised gains and losses

All gains and losses are taken to the Statement of Financial Activity as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and opening market value (or date of purchase if later). Unrealised gains and losses are calculated as the difference between market value at the year end and opening market value (or date of purchase if later).

1.18 Pooling Scheme

An official pooling scheme is operated for investments relating to the funds of the West Hertfordshire Hospitals NHS Trust Common Investment Fund. This scheme was registered with the Charity Commission on 2 March 2001.

1.19 Irrecoverable VAT

Irrecoverable VAT is charged against the category of resources expended for which it is incurred.

1.20 Related Party Transactions

None of the trustees or members of the West Hertfordshire Hospitals NHS board or parties related to them has undertaken any transactions with, or received any benefits from the charity in payment or kind. Creditors and accruals, see note 8, include the West Hertfordshire Hospitals NHS Trust, included in which is a figure that relates to capital equipment items, categorised as such because the cost is in excess of £5,000. The figures are noted below.

1.16 Creditors

Creditors are amounts owed by the charity. They are measured at the amount that the charity expects to have to pay to settle the debt, and recognised as soon as there is a legal or constructive obligation to make payment to a third party.

----- Start of picture text -----
Name of Related Party Relationship Nature of transaction 2020/21 2019/20
£000 £000
West Herts Hospitals NHS Trust Corporate Trustee Contribution to the NHS 114 238
----- End of picture text -----

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2. INCOME AND ENDOWMENTS

----- Start of picture text -----
2.1 Donations and Legacies
Unrestricted Restricted Total Unrestricted Restricted Total
Funds Funds Funds Funds Funds Funds
2020/21 2020/21 2020/21 2019/20 2019/20 2019/20
£000 £000 £000 £000 £000 £000
Donations (i) 140 513 653 175 286 461
Legacies (ii) 0 477 477 107 0 107
Other (via Just Giving/Virgin) 18 4 22 17 0 17
Total 158 994 1,152 299 286 585
----- End of picture text -----

(i) Includes large donations received for COVID-19 appeal including grants from NHS Charities Together and others amounting to £402K (ii) Includes one large legacy payment of £451k for medical and surgical equipment.

2.2
Investment Income
Unrestricted
Restricted
Total
Unrestricted
Restricted
Total
Funds
Funds
Funds
Funds
Funds
Funds
2020/21
2020/21
2020/21
2019/20
2019/20
2019/20
£000
£000
£000
£000
£000
£000
Rathbones Dividends/interest 16
2
18		 20
3
23
Natwest Bank Interest 0
0
0		 2
0
2
Total 16
2
18		 22
3
25

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3. EXPENDITURE

----- Start of picture text -----
3 Expenses Summary
Charitable Raising Funds Total Funds Charitable Raising Funds Total Funds
activities activities
2020/21 2020/21 2020/21 2019/20 2019/20 2019/20
£000 £000 £000 £000 £000 £000
Capital Equipment 151 0 151 238 0 238
Medical Equipment 101 0 101 2 0 2
Staff costs (See Note 3.1(iv)) 43 56 99 43 46 89
Staff Welfare 94 0 94 34 0 34
Administration (See Note 3.1(iii)) 66 0 66 37 0 37
Furniture/fittings 63 0 63 35 0 35
Patient welfare (See note 3.1(i)) 50 0 50 70 0 70
Courses and equipment 49 0 49 7 0 7
Computers, branding and 37 0 37 7 0 7
fundraising software
Consultancy costs 0 25 25 7 0 7
Running Costs 11 2 13 2 0 2
Staff training 6 0 6 48 0 48
Audit (See Note 3.3) 6 0 6 6 0 6
Investment fees 5 1 6 5 0 5
Total 682 84 766 541 46 587
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3.1 Staff costs

There are no directly employed staff costs this year or in any previous years; staff are employed by West Hertfordshire Hospitals NHS Trust and recharged to the charity as follows:

3.2 Trustees remuneration, benefits and expenses

No member of the Corporate Trustee’s board were paid any remuneration or expenses by the charity for their services representing the Corporate Trustee on the Charity Committee

3.3 Auditors remuneration

The external auditors remuneration related solely to audit (previous year: independent review) with no additional work being undertaken. The actual cost for the current year is £6k (previous year £6k).

42

4. GAINS/(LOSSES) ON INVESTMENT ASSETS

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4 (Losses)/Gains on investment assets
Unrestricted Restricted Total Funds Unrestricted Restricted Total Funds
Funds Funds Funds Funds
2020/21 2020/21 2020/21 2019/20 2019/20 2019/20
£000 £000 £000 £000 £000 £000
Realised (losses) / gains (3) 0 (3) (7) (1) (8)
Unrealised (losses) / gains 82 0 82 (33) 0 (33)
Total 79 0 79 (40) (1) (41)
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5. INVESTMENT FIXED ASSETS PORTFOLIO

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5 Investment fixed assets portfolio
Held in Total Total
the UK 2021 2020
£000 £000 £000
Market value at 31 March:
Investments listed on Stock Exchange 634 634 594
Cash held as part of the portfolio 57 57 24
Total 691 691 618
Market value at start of period 31 March 618 666
Less: Disposals at carrying value (157) (100)
Add: Acquisitions at cost 114 93
Net (loss) / gain on revaluation 79 (41)
Movement in cash balance 33 0
Other movements 4 0
Market value at end of period 31 March 691 618
Historic cost at end of period 635 644
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6. DEBTORS

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6 Debtors
31 March 31 March
2021 2020
£000 £000
Amounts falling due within 1 year 17 15
Funding pledge from the League of Friends (£14k (previous year £9k))
Gift aid claim from HMRC (£3k)
Total debtors 17 15
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7. CASH AT BANK

7 Cash at bank

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Total Total
2021 2020
£000 £000
Lloyds current account 48 90
Nat West current account 981 231
Total cash held 1,029 321
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8. CREDITORS

8 Creditors

Total
Total
2021
2020
£000
£000		 Total
Total
2021
2020
£000
£000		 Total
Total
2021
2020
£000
£000
Amounts fallingdue within 1year 36 19
Accruals 287 4
Total creditors 323 23

Creditors were amounts due to West Hertfordshire Hospitals NHS Trust

8a. FINANCIAL ASSETS

8a Financial Assets

At fair value
through
receipts and
payments
Receivables
Total
Total		 At fair value
through
receipts and
payments
Receivables
Total
Total		 At fair value
through
receipts and
payments
Receivables
Total
Total
31 March
31 March
31 March
31 March
2021
2021
2021
2020
£000
£000
£000
£000
Investments 691
0		 691
618
Debtors 0
17		 17
15
Cash at bank and in hand 0
1,029		 1,029
321
Total fnancial assets 691
1,046		 1,737
954

8b. FINANCIAL LIABILITIES

8b
Financial Liabilities		 8b
Financial Liabilities		 8b
Financial Liabilities
Payables
Total
Total
31 March
31 March
31 March
2021
2021
2020
£000
£000
£000
Creditors 36
36		 19
Accruals 287
287		 4
Total
323
323
23

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9a. RECONCILIATION OF NET EXPENDITURE WITH DEFICIT ON CASHFLOW

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9a Reconciliation of net expenditure with deficit on cashflow
2020/21 2019/20
£000 £000
Operating surplus (deficit) from statement of financial activities 483 (18)
Deduct: dividends and interest on investment portfolio (18) (23)
Deduct: bank interest 0 (2)
Net loss/(gain) on revaluation (79) 41
Movement in cash balance (33) 0
Other movements (4) 0
Per cash flow on operating activities 349 (2)
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9b. ANALYSIS OF CASH MOVEMENTS WITHIN THE CASHFLOW

9b
Cashfow: Analysis of cash movements within the cashfow		 9b
Cashfow: Analysis of cash movements within the cashfow		 9b
Cashfow: Analysis of cash movements within the cashfow
2020/21
2019/20
£000
£000
Investing activities
Saleproceeds from investments 157 100
Purchases of fxed asset investments (114) (93)
Total 43 7

45

10a. RESTRICTED FUNDS

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10.a Restricted Funds
Balance at Incoming Resources Transfers Gains and Balance st
31 March resources expended (Note iv) Losses 31 March
2020 2021
£000 £000 £000 £000 £000 £000
Material funds
A Breast Cancer Appeal 35 1 (5) 0 0 31
B Horace Robinson Renal Unit 35 2 (6) 0 0 31
C League of Friends (WGH) 0 53 (53) 0 0 0
D League of Friends (HHGH) (Note i) 15 0 (9) 0 0 6
E W.G.Moore Legacy (Dialysis) 10 0 (2) 0 0 8
F Paediatric Diabetes 0 0 0 0 0 0
G Helen Donald Nurse (Cancer) 1 0 0 0 0 1
H Youth Volunteering Dev’t (Note ii) 28 35 (14) 0 0 49
I Paediatric Cystic Fibrosis 6 0 (1) 0 0 5
J Investment gain/(loss) (Note iii) (5) 0 0 0 0 (5)
K Medical and Surgical Equipment 0 451 0 0 0 451
L COVID-19 0 402 (286) 0 0 116
M UK Neqas Training & Education 0 0 0 7 0 7
N End of life Care Volunteering 0 15 (17) 15 0 13
O Volunteering (ED) 0 10 0 0 0 10
P WGH Elderly Patients 0 26 0 0 0 26
Total 125 996 (393) 22 0 750
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Notes

i) The League of Friends Hemel ceased operations during 2018 and donated funds to be spent for the benefit of Hemel Hospital patients

ii) A grant was received from the Pears Foundation to fund a specific project within the hospital

iii) Investment gains and losses are only allocated to funds when the gain/loss is realised. This fund balance relates to unrealised losses attributable to the restricted funds

iv) Funds are reclassified from unrestricted to restricted

Raising funds for cancer care Dialysis unit patient care and staff training Equipment funding for the local hospital Funding for the local hospital Renal Dialysis machines

46

10b. UNRESTRICTED FUNDS

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10.2 Unrestricted Funds Balance at Incoming Resources Transfers Gains and Balance at
31 March resources expended (Note ii) Losses 31 March
2020 2021
£000 £000 £000 £000 £000 £000
Material funds
A Haematology Patients 109 2 (64) 0 0 47
B West Herts General 28 82 (107) 0 0 3
C Clinical Biochemistry 46 1 (8) 0 0 39
D Gurney Bequest 31 1 (5) 0 0 27
E Metabolic (Diabetes) 30 4 (5) 0 0 29
F Neurology 39 1 (6) 0 0 34
G Staff wellbeing 5 2 0 0 0 7
H Colorectal Cancer 36 1 (6) 0 0 31
I S.C.B.U. 68 12 (57) 0 0 23
J Carers Support Team 16 1 (3) 0 0 14
K Paediatrics 29 7 (7) 0 0 29
L Patients Experience 8 0 (1) 0 0 7
M Diabetic Equipment 37 1 (6) 0 0 32
N Investment gains / (loss) (48) 0 0 0 79 31
(Note i)
O Staff Reward and Development 0 39 (33) 0 0 6
P Others (116) 372 20 (65) (22) 0 305
Total 806 174 (373) (22) 79 664
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Notes

i) The charity only allocates gains and losses when realised. The fund balance of the unrealised gains as at 31 March 2021 was £79k (previous year loss £48k). Gains in the year of £82k (previous year loss 33k) is shown in note 4.

Treatment of patients with blood disorders

Trust wide expenditure

I S.C.B.U.

47

11. CONNECTED ORGANISATIONS

----- Start of picture text -----
2020/21 2019/20
Name, nature of connection, description turnover of operating surplus turnover of operating deficit
of activities undertaken and details of any connected of connected connected of connected
qualifications expressed by their auditors organisation organisation organisation organisation
£000 £000 £000 £000
West Hertfordshire Hospitals NHS Trust is the
472,565 843 393,675 (18,351)
charity’s corporate trustee
----- End of picture text -----

48

West Hertfordshire Hospitals Charity

Willow House Watford General Hospital Vicarage Road Watford WD18 0HB Tel: 01923 436177

Web: raisewestherts.org.uk Email: office@raisewestherts.org.uk Instagram: @raisewestherts Twitter: @raisewestherts Facebook: @raisewestherts Registered charity no: 1052210 © Raise 2021