2022-03-31-accounts

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Title

East Anglia’s Children’s Hospices Report and Accounts 2021-22

www.each.org.uk

Report and Accounts 2021-22 • www.each.org.uk 1

Our Vision, Mission and Values

Our Vision

We aspire daily to lead the way in providing world class care for children with life-threatening conditions. Every child deserves support, alongside their families, whenever and wherever they need it.

Our Mission

To improve the quality of life and wellbeing of every child and family under our care, by providing individual and comprehensive services at all times.

Our Values

Empathy and understanding

Understanding the views and feelings of others is central to our work relationships and how we interact daily.

Make it happen

We are empowered to and take responsibility for getting things done.

Open and respectful

Commitment to quality

We consistently employ our best efforts and strive for the highest standards in everything that we do, always looking for ways to improve.

We operate in an honest and participative way. Welcoming constructive feedback and different views, we understand the power of words and behaviour, and hold ourselves accountable for maintaining a positive and considerate work environment.

2 Report and Accounts 2021-22 • www.each.org.uk

Welcome

The last two years have been challenging for East Anglia’s Children’s Hospices (EACH), in terms of service delivery and the income required to maintain the organisation.

�� the organisation was forecasting a £4 million �� to the sustainability of EACH. Because of substantial government funding, the generosity of supporters, cost saving measures and the recovery of trading and fundraising, our medium-term future is now secure.

We are very proud all three of our hospices are assessed as “Outstanding” by the Care Quality Commission. EACH currently cares for nearly 600 individuals (children, young people and family members) and demand is projected to increase. We employ around 375 staff and are supported by more than 1800 volunteers. The requirement to generate 85% of annual operating costs from non-statutory sources has driven �� growing rapidly, and our fundraising has also been very successful over the last year.

This year, the Board has signed off a new four-year strategy to ensure the necessary infrastructure and investment choices are made to provide the workforce, training, equipment and environment to deliver the best possible care. This strategy sets out how we will grow the organisation in capacity and capability over this period, delivering a balanced and sustainable budgetary position by 2025-26. This strategy does not call on our �� insure against unforeseen events or circumstances.

The ambition that drives the strategy is a determination �� made and ensure our hospice services work at capacity, delivering world class care wherever it is needed. This will require a deeper understanding of demand, capacity and productivity to make the best possible use of the resources available to us. People entrust EACH with the most vulnerable children in society, they also entrust us to use their money wisely. This strategy will ensure we honour both obligations, building a sustainable and resilient organisation capable of meeting the needs of life-threatened and life-limited children and their families across East Anglia.

Will Self – Chair of Trustees Phil Gormley – Chief Executive

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Strategic Report

Our Strategic Commitments

�� services that meet the needs of children and their �� of the available resources.
We will support children and families by working ever more closely with the NHS and health and social care providers, as well as other hospice and charitable organisations.
We will inform and contribute to the evidence base underpinning children’s palliative care. We aspire to be national and international sector leaders in ��

And we make these commitments to our staff, partners, supporters and customers.

We will operate in a way consistent with the EACH values.
We will communicate clearly and transparently.
We will respond quickly and effectively when called upon.
�� relentlessly focusing on frontline service delivery.
�� that families have told us are important to them. This will include the full range of services at our three hospices and in the community.
We will develop our online and digital services to reach more children and families in ways that are convenient and accessible to them.

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Our Key Activities

Our Care

As a result of the pandemic, this year continued to be �� our approach to service delivery.

Over the last 12 months, referrals to EACH to provide care and support to families with children and young people living with their conditions increased by 47%. More than half of the end of life care provided was to ��

They also told us to keep the online wellbeing support options we introduced in 2020. For some, this approach ��

As we continue to listen to and learn from children, young people and families, our new four-year strategy ��

Our model of care was revised to take account of the learning from COVID and understanding ‘What �� about the importance of reinstating face-to-face care and support, and in particular, the family events and activities where families can meet together and have time with staff to provide informal support, create family memories and help reduce the isolation they have felt during the pandemic.

The number of children and young people we supported
Lead child or young person Children, young people and families who received care at end of life Location of death: home 18; hospice 8; hospital 24	499 50
The number of hours of care and support we delivered
To children, young people and family members, including those who are bereaved	43,250
Symptom Management Nursing Service (SMNS) preventables
Number of occasions a GP visit or admission to hospital avoided for a family due to an SMNS intervention	350

Report and Accounts 2021-22 • www.each.org.uk 5

Clinical Training, Education and Research

�� of virtual and face-to-face approaches, informed by COVID-secure working guidelines.

The following mandatory training was provided for all care staff:

��
Moving and Handling
Infection Control – Level 2 e-learning
Safeguarding Children Level 3
Safeguarding Adults Level 2 e-learning
��
Fire Safety
Food Hygiene e-learning
Data Security Awareness e-learning.

EACH supported 28 applications from care staff to �� conferences during the reporting period, both in person �� Safeguarding, Catheterisation, Long-Term Ventilation, Paediatric Palliative Care Train the Trainer and the Hospice UK Conference.

�� training and education events provided by The East of England Managed Clinical Network (MCN), hosted by EACH.

Care staff had academic work accepted for journals and presentation at national meetings, as follows:

Palliative Care and Symptom Management, Whitham, J presented at the East of England Bereavement study day (July 2021).
‘In memory of…’ Terminal Illness and Bereavement article (June 2021) Orr, K.
Oral morphine versus transmucosal diamorphine for breakthrough pain in children: methods and outcomes: UK (DIPPER study) consensus. Emily Harrop, Christina Liossi, Liz Jamieson, Silke Gastine, Kate Oulton, Simon Skene, Richard F Howard, Margaret Johnson, Katherine Boyce, Lorraine Mitchell, Satbir Jassal, Anna-Karenia Anderson, Richard D Hain, Michelle Hills, Julie Bayliss, Archana Soman, Joanna Laddie, David Vickers, Charlotte Mellor, Tim Warlow, Ian Chi Kei CK Wong, Harrop E, et al. BMJ Supportive & Palliative Care 2021;0:1–10. doi:10.1136/bmjspcare-2021-003278.
Adapting a Long-Term Ventilation (LTV) service for Children and Young People (CYP) in a Hospice Care Setting – Development of Senior Care Assistants. Jenna Ridout, Rachel Van Den Brink Budgen, Hannah �� Tina Howlett, Jenine Blackford, Harriet Warriner, Linda Maynard. Presented at the Hospice UK Conference, November 2021.

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Development of a Managed Clinical Network. Linda Maynard. Presented to the Scottish Children & Young People’s Palliative Care Network (SCYPPCN). December 2021.
The EACH Model of Community Palliative & End �� Managed Clinical Network. Linda Maynard. Presented at the Virtual Study Day for Specialist Trainees in Paediatric Palliative Care. March 2022.

Our Income Generation

Over the last year, our fundraising team bounced back from the pandemic, with many successes throughout the year; particularly in corporate, trusts and events �� of virtual and face-to-face fundraising methods effectively, which included well-attended online thank you webinars, the further development of digital media as a fundraising promotional tool, and the successful return to major face-to-face events.

Over £1 million was raised from our corporate �� of £300,000 from Bloor Homes.

The return of mass participation events included the star-studded Happy Christmas Ipswich 2 show at the Regent Theatre. Led by Griff Rhys Jones, this hugely successful sell-out event raised more than £90,000.

��

�� growth of 17.4%, along with the addition of two new shops to our portfolio, in Royston and Huntingdon. �� our eBay operation, which performed 29.4% ahead of budget.

We are grateful recipients of a Children’s Hospice Grant, a project funded by NHS England.

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Charitable Trusts

Every year we receive incredible support from many charitable trusts and foundations, and we really appreciate all those who make the decision to donate to EACH.

�� grateful to the following:

Alan Boswell Group Charitable Trust, B&Q Foundation, Cambridgeshire Community Foundation, Colchester Catalyst Charity, D G Marshall of Cambridge Trust, �� Fitzwilliam Charitable Trust, Fowler Smith & Jones �� Group Foundation, Mark Benevolent Fund, Masonic Charitable Foundation, Norfolk Community Foundation, �� Trust, Suffolk Community Foundation (through Co-op Community Cares Fund, Private Fund – CF, Private Fund – JA, Suffolk Coronavirus Community Fund Response, and Suffolk Giving Fund), Serco Foundation, Sir Jules Thorn Charitable Trust, The Albert Hunt Trust, The Childwick Trust, The Company of Actuaries Charitable Trust Fund, The Desmond Foundation, The Douglas Compton James Charitable Trust, The D’Oyly Carte Charitable Trust, The Earle & Stuart Charitable Trust, The Ellerdale Trust, The Gengulphus Fund, The Hobson Charity, The Hospital Saturday Fund, The Lady Hind Trust, The Leslie Mary Carter Charitable Trust, The Lord Belstead Charitable Trust, The Mark Nickerson Charitable Settlement, The Mills & Reeve Charitable Trust, The Northwick Trust, The Patrick Rowland Foundation, The Paul Bassham Charitable Trust, The R C Snelling Charitable Trust, The Scarfe Charitable Trust, The Spurrell Charitable Trust, The Thompson Family Charitable Trust, The Woodmill Trust, Wise Music Foundation.

Complaints and concerns in relation to our fundraising activities

Our People and Volunteers

Our People

We have a diverse workforce of around 375 employees (300 full-time equivalent) and 31 bank staff employed across predominantly three hospice locations, 45 retail outlets and a central services team based at Milton, Cambridgeshire.

�� roles. Retail roles include store managers, sales assistants and online retail specialists. Professional �� marketing and communications, information and volunteer services, fundraising and facilities. Career progression across the organisation is encouraged.

Employees work collaboratively and are inspired to be involved and empowered. Support includes twice-yearly formal appraisal meetings, learning and development opportunities, all-staff communications meetings with Directors, organisation development projects and team workshops, meetings and activities. �� many roles. In August 2021, we successfully achieved Investors in People Accreditation.

Our Volunteers

Volunteers are a hugely valuable and integral part of EACH’s workforce and complement the work of our �� over 1,800 volunteers undertaking many varied roles and key activities. This includes practical support in the family home, family wellbeing groups, events and activities, and fundraising, housekeeping, gardening, maintenance, reception, fundraising friends groups, administration and across our shops and Retail �� volunteers.

Throughout 2021-22, we received a total of four complaints relating to fundraising activities. While we take these complaints seriously and are always looking for ways to improve, the number of complaints as a ��

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Our Financial Performance

To provide high quality services for children, young people and families, it is essential the charity has �� made directly to those using our services and we are dependent on raising funds through individual giving, fundraising, retail, legacies, charitable trusts and government funding.

Income and Expenditure in 2021-22

During the year, we continued to recover from the impact of the pandemic while continuing to receive additional government funding for the provision of �� than 2020-21, but was more than compensated for by �� our retail income.

Our accounts are in a positive position at the year end, with a gain in net income from operational activities of £2,556,427 (2021: £1,795,227).

Total income for the year was £16.7m (2021: £14.3m). As a result of the impact of the pandemic, we saw �� previous year, which included increases of £16k in donations, £12k in trust funds, £1m in legacy income and £4m in trading income. These increases were offset by a decrease in statutory income of £1.2m and £1.4m in other income.

�� in 2020-21. This was primarily due to planned higher �� resumed following the pandemic, and higher trading costs (£624k) from shops reopening afterwards.

Unrealised gains on investment assets amounted to £100k �� March 2022. There was also a gain of £29k following the revaluation of an investment asset held for potential development opportunity. Valuation advice was sought from surveyors and based on agricultural land value.

The surplus made in the year to 31st March 2022 has been transferred to reserves.

Report and Accounts 2021-22 • www.each.org.uk 9

Where we receive our income

Community	£3,061,519	18%
Corporate	£595,389	4%
Trusts	£954,713	6%
Legacies	£2,102,322	13%
Statutory	£3,406,551	20%
Retail & Trading	£6,166,140	37%
Other	£446,291	3%
Total	£16,732,925	100%

Where we spend it

EACH Milton	£2,595,869	18%
EACH The Treehouse	£2,166,034	15%
EACH The Nook	£3,249,442	23%
Fundraising, Publicity & Investment	£1,527,575	11%
Retail and Trading	£4,637,578	33%
Total	£14,176,498	100%

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Funds and Reserves

In accordance with Charity Commission guidance, our Trustees have determined a policy for reserves. The EACH policy requires that:

Restricted Funds must be used for the purpose for which they were intended under the direction of the donor. At year end, the value of the Restricted Fund was £142k (2021: £75k).

Designated Funds should include: a capital reserve, �� the charity is protected from rising costs.

The capital reserve, or funds represented by assets �� assets owned by the charity, amounted to £16.5m (2021: £17.1m).
�� 31st March 2021 were £800k (2020: £600k).
�� coming years.
A Strategic Reserve of £1.8m has been set aside to cover the planned additional cost required in the ��

Contingency Reserves should be in place to protect the �� high quality services. Our Trustees have reviewed the charity’s requirement for contingency reserves by ��

Fluctuations in income generation, by considering historic trends and projections, and looking at the risks associated with variations in different income streams.
Reviewing the operational requirement for cash �� the minimum level of cover required to ensure that operations are not interrupted.
Reviewing current risks, particularly those associated with the pandemic.
Considering the impact of a sudden crisis which might require the charity to close, including calculations for potential redundancy payments, contractual commitments, liabilities and dilapidation costs, offset by a prudent estimate for the market value of assets owned.

As a result of this review, Trustees determined that for ongoing operational security the charity should aim to set aside the greater of £4m or four months �� contingency reserve.

The contingency reserve at 31st March 2022 was set at £5.2m (2020: £4.8m). This is equivalent to four months �� therefore fully funded.

Free Reserves at year end amounted to £1.4m �� capital requirements.

----- Start of picture text -----
EACH Funds as at 31st March 2022 Designated Restricted Free Reserves Total
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EACH Funds as at 31st March 2022	Designated	Restricted	Free Reserves	Total

Funds Represented byAssets	16,476,841	-	-	16,476,841
��	1,841,982	-	-	1,841,982
ContingencyReserves	5,169,015	-	-	5,169,015
��	2,498,000	-	-	2,498,000
��	800,000	-	-	800,000
Restricted Funds	-	141,504	-	141,504
Free Reserves(workingcapital)	-	-	1,450,395	1,450,395
	26,785,838	141,504	1,450,395	28,377,737

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Investment Policy and Performance

The charity’s investment policy requires the organisation to invest funds in such a manner that �� future plans. Investment managers are appointed by the Board following a selection procedure. J M Finn currently manage the charity’s investments.

Key Risks and Uncertainties

The Board undertakes continual assessment of the �� that adequate controls and procedures are in place to mitigate these risks. The Audit Risk and Compliance Committee is responsible for overseeing the approach to risk across the whole of the charity’s activities.

The charity uses a risk management system to assess and report risk at both an operational and strategic level. �� as raw risks; mitigations and controls are then applied with the aim of reducing risk to an acceptable level.

Risks are scored based on impact and likelihood – this calculates an overall risk score. Any risk scoring a red RAG rating is reported to the Board through the Board Assurance Framework (BAF). Operational risks are managed by the relevant manager or clinician. �� and the Board Committees review the strategic risks relevant to them at their quarterly meetings. Trustees also carry out a full review of strategic risk annually. ��

The risk of failure to provide care of the required quality resulting in potentially unsafe, ineffective care ��
The risk that EACH cannot fund its charitable objectives and strategic plan.
��
�� damage reputation, including the potential for social media or online platforms to accelerate adverse publicity.
�� failure to comply with applicable legislation.
The risk that the Board does not have a strategy to deliver the charitable objectives.
The risk of failure to recruit or retain appropriate staff or that staff motivation is adversely affected.

All the above risks have been reviewed by the Trustees during the year, who consider that the controls and mitigations in place for each risk area are appropriate.

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What we achieved in 2021-22

1. Engage with families, staff, trustees and our ��

�� Team has engaged with families, staff and key partners �� matters most to families and captured the key learning arising from new ways of working as a result of the pandemic, and considered the opportunities and challenges we may face.

As a result, we have a new four-year strategy to ensure the necessary infrastructure and investment choices are made to provide the workforce, training, equipment and environment, to deliver the best possible care. It sets out how we will grow the organisation in capacity and capability over this period, delivering a balanced and sustainable budgetary position by 2025-26. The strategy �� to insure against unforeseen events or circumstances.

2. Increase the provision of nursing care short ��

We delivered a successful nurse recruitment campaign, and as a result, were able to deliver 49% more short breaks while continuing to respond to all end of life care needs.

3. Develop online delivery of elements of the care model, providing families greater choice and ��

Online wellbeing groups, activities and therapies are now part of our core service offer to families. This, along with the reinstatement of face-to-face activities and groups like siblings’ days, family fun days and bereavement groups, means families are now able to have more choice better suited to their preferences. In addition, families can now also use an online system to directly book on to activities, groups and events of their choice.

4. Develop and deliver a new EACH website and ��

A new EACH website was successfully developed and went live in November 2021. The site, which includes new brand elements, continues to receive positive feedback and increased engagement.

A new digital communications role was added to the Marketing and Communications team, resulting in continuous web development and increased support for our social media activity. This resulted in more planning, higher quality posts, improved Facebook advertising and stronger all-round development work for fundraising events, staff and volunteer recruitment, and new digital platform development.

5. Deliver a new People strategy to develop our workforce and achieve Investors in ��

A four-year People strategy was developed in 2021 to help map out the key People priorities to support delivering key business objectives and growth in the coming years. EACH was awarded Investors in People accreditation in August 2021, with positive feedback on our current practices and approach to employee engagement and commitment. This programme is a continuous improvement in working commitment, with the leadership and management teams following up with their teams to continue the two-way engagement.

6. Deliver a new Fundraising strategy to ��

As part of the new Fundraising strategy, a process was put in place to improve and continue supporter stewardship. This included development of our donor thanking process and a new ‘squad’ working group to place ownership across the whole team in this area.

A new major donor product, The Giving Circle, was launched in November 2021 to re-engage and increase major giving. We introduced a new product development group to identify, test and launch new fundraising products.

We increased our legacy marketing activity and development, including a new online Will writing �� generic and targeted social media messaging.

�� ‘new business’ activity with targeted approaches to new and lapsed companies.

We also reviewed our strategy for developing our approach to Celebrity Ambassadors, resulting in a proposal to be considered by the Board for 2022-23 onwards.

7. Proactively prioritise and engage active and ��

Success in this area included the introduction of �� charitable trusts, resulting in further donations and strong relationship building. Following the major success of Happy Christmas Ipswich, the actor and comedian, Griff Rhys Jones, remained engaged to lead ��

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8. Leverage our mission and compelling charitable cause to acquire new supporters and uplift ��

We delivered a programme of online supporter webinar events, shining a light on the care we provide and the impact on families, which attracted high levels of supporter attendance and positive outcomes.

We introduced several new events to engage a wider variety of the community and continued to successfully build new corporate fundraising partnerships.

9. Accelerate the development of new products and fundraising initiatives that are resilient to ��

More than 20 people signed up to our new product, ��

Our Pier to Pier and Junior Piglet fundraising events were two of many successes in 2021, with popularity and participant growth coming as a result of increased and creative digital marketing activity.

10. Support staff to re-open our retail operation, improve volunteer recruitment, open four new shops, develop the e-commerce champion ��

Having returned from lockdown in April 2021, retail sales during the year were far stronger than anticipated, with like-for-like growth of 17.4% for 2021-22. This was driven by high volumes of ��

Despite employee levels being boosted by the �� our biggest challenge during the year. This was primarily ��

Additional measures were implemented to support our employees, including the introduction of cluster managers, additional short term relief managers and ��

Volunteer levels post-lockdown were circa 20% below pre-pandemic. Following two strong recruitment campaigns the volunteers’ numbers were largely restored, but we believe volunteer hours remain much lower than before the pandemic.

Two new shops were opened during the year, in Royston and Huntingdon, and we also refurbished our Long Stratton, Hadleigh and Halstead stores.

E-commerce sales grew strongly, ahead of budget, with eBay income the primary driver. We introduced eBay regional trainers to complement our programme of eBay Champions and total sales were 29.4%

ahead of budget and 81.1% up on 2019-20. We also successfully commenced trading on Amazon and on Asos Marketplace with our sustainable fashion brand, Style with EACH.

��

�� the income generated for the charity when compared to the previous year. This was because 2020-21 income was heavily impacted by the pandemic, with shop closures reducing retail income, fundraising events cancelled, and government grants claimed to replace other income streams.

During 2021-22 the charity reacted rapidly to the reduction and subsequent removal of controls by reopening shops and recommencing fundraising events. �� which was replaced through the recovery of other income streams. Staff posts that were previously on hold were released and recruitment was successful. This resulted in an increase in staff costs year-on-year of £1.28m.

By responding in this way, the charity achieved a net income for the year of £2.7m and, most importantly, was able to continue to deliver care services to plan. The �� additional post year-end legacy income that was accrued into the year, as required under the Charity SORP.

12. Support Trustees to develop their knowledge of children’s palliative care and charity governance through training and close working ��

Work continued building Trustees’ skills and knowledge, including virtual training sessions to focus on two key areas – Information Governance and Safeguarding. The EACH Board Chair is also using a well-established Governance Wheel to map out key strengths and development for each member, together with an overall Board assessment.

As a result of COVID restrictions, Trustees have been unable to spend as much time within the hospice �� improve as restrictions ease.

13. Put in place a robust process to recruit a new ��

We completed our process to appoint a new Chair and were delighted Will Self accepted the position of Chair, with Helen Langton as Deputy Chair, to the Board of Trustees.

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What we want to achieve in 2022-23

Care

Increase our capacity to respond to the growing demand for both end of life care and short breaks, by appointing an additional three nurses, three care assistants, one clinical educator and one physical therapies technician.
Develop a business case in partnership with our NHS Integrated Care System partners, including hospitals and community teams, to develop our long-term ventilation service for the babies, children and young people who use our service.
Initiate projects to scope the hospice site development required at Milton and The Treehouse, and complete ��

Fundraising

Deliver an annual fundraising income budget of £6.2m, including legacies.
�� fundraising to grow income by £100k.
Introduce an EACH Wills Month by partnering with ��
Develop Happy Christmas Ipswich as our main EACH ��
Lead major supporter cultivation events with a focus on growing new initiatives.
Grow Charitable Trust income to maintain levels received during the pandemic.
Enable individual giving income growth through product development and improved standards of stewardship.

Retail

Grow our income through diversifying our operation whilst continuing to support our retail staff to achieve their objectives.

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People

Deliver a People plan that enables EACH to attract, retain, develop and grow a diverse workforce by providing professional HR, volunteering and learning support that enables our managers and employees to effectively meet the needs of our families by:
Creating an engaged, collaborative and inclusive working environment which is conducive to employee wellbeing where employees feel involved and valued.
Ensuring we have a robust selection, onboarding, induction and training programme for new hires (including volunteers), with a view to improving diversity of candidates, and quality, speed, tenure and time to effectiveness of new hires.
Developing more strategic partnerships in Volunteer �� positive action recruitment to attract more diversity across our volunteers.
Building a retention and talent development programme to attract and retain key talent in the organisation and ensuring investments are made to meet strategic workforce planning needs.

Financial

�� in care delivery that will be funded by reserves.
To achieve: total income of £16.6m, total staff costs �� projecting a net break-even position.

Information Systems

Following a tender and review process, which has now been completed, to transition our managed services to a new provider.
Improve our IT infrastructure, with particular focus on improvements to Wi-Fi connectivity.
�� within the organisation.

Environmental

To review the business case for installation of solar panels and electric vehicle charging points at some sites.
To continue with the environmental work being led by the environmental committee and to take impact into account in organisational decision making.
�� Savings Opportunity Scheme (ESOS 3).

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Environmental, Social and Governance

Environmental

Statement of Carbon Emissions

Statement of carbon emissions compliant with UK legislation set out in the Streamlined Energy and Carbon Reporting (SECR) 21st January 2021, covering energy use and associated greenhouse gas emissions relating to gas, ��

----- Start of picture text -----
Apr 2021 – Mar 2022 Apr 2020 – Mar 2021
----- End of picture text -----

	Apr 2021 – Mar 2022	Apr 2020 – Mar 2021

Total electricity use	1,041,812 kWh	869,680 kWh
Total gas use	948,205 kWh	943,685 kWh
Total transport fuel	104,566 kWh	240,319 kWh
Total energy from other fuels	0 kWh	0 kWh
Total energy use (all sources)	2,094,583 kWh	2,053,684 kWh
Total carbon emissions (electricity)	303 tCO2e	203 tCO2e
Total carbon emissions (gas)	203 tCO2e	173 tCO2e
Total carbon emissions (transport fuel)	33 tCO2e	65 tCO2e
Total carbon emissions (other sources)	0 tCO2e	0 tCO2e
Total carbon emissions	540 tCO2e	441 tCO2e
Total estate size	108,800 sqft	135,879 sqft
Carbon intensity ratio	4.96 kgCO2e per sqft	3.25 kgCO2e per sqft

The latest emissions data includes WTT and T&D.

WTT accounts for the upstream emissions associated �� sources prior to combustion (gas, fuel) or for use in the generation of electricity.

T&D accounts for the emissions associated through grid energy loss which occurs in getting the electricity from the powerplant to your sites.

For comparison purposes, WTT and T&D added to previous years data below.

	Apr 2021 – Mar 2022	Apr 2020 – Mar 2021
Total carbon emissions (electricity)	303 tCO2e	253 tCO2e
Total carbon emissions (gas)	203 tCO2e	202 tCO2e
Total carbon emissions (transport fuel)	33 tCO2e	74 tCO2e
Total carbon emissions	540 tCO2e	529 tCO2e
Total estate size	108,800 sqft	135,879 sqft
Carbon intensity ratio	4.96 kgCO2e per sqft	3.89 kgCO2e per sqft

Report and Accounts 2021-22 • www.each.org.uk 17

��

We are committed to responsible carbon management �� our organisation, wherever it’s cost effective. We recognise climate change is one of the most serious environmental challenges currently threatening the global community and we understand we have a role to play in reducing greenhouse gas emissions.

As our work returned to pre-pandemic activity levels, �� but have worked to minimise the increase. We have implemented the following policies for the purpose of ��

Introduced hybrid working practises into contracts of employment, which has reduced our staff’s private mileage.

Methodology used in the calculation of disclosures

�� the Energy Savings Opportunity Scheme version 6, published by the Environment Agency, 21.01.21) used in conjunction with Government GHG reporting conversion factors.

For carbon-only related matters, the SECR methodology �� including Streamlined Energy and Carbon Reporting and Greenhouse Gas Reporting”, was used in conjunction with Government GHG reporting conversion factors.

https://assets.publishing.service.gov.uk/government/ �� Env-reporting-guidance_inc_SECR_31March.pdf

Continued to encourage the use of video conferencing.
As our boilers come up for replacement, we are �� replacement boiler at Milton was upgraded to this standard.
�� heating solutions in some of our shops and will continue to do so as shops are upgraded.
We have installed motion sensor lights in lowerusage areas to ensure lights are not left on unnecessarily.
We have started a car sharing programme at one of our key sites.
We are increasingly using tools available to us to reduce energy consumption, in particular, matching heating times to occupancy hours.

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Social

��

In setting its objectives and planning its activities and services, the Board has given careful consideration to the Charity Commission’s guidance on the Public �� Access to services is based solely on need and no charges are made to families for any services provided.

The Board considers that the charity meets the two �� Below and on pages 20 to 21 details activities carried out by the charity to further its purpose for public �� demonstrating the difference the charity’s activities made.

Gracie-Leigh’s story…

Eleven-year-old Gracie-Leigh Tarrant has a number �� involving her heart and lungs. She spent much of the �� operations and more than 200 anaesthetics. Visits to The Treehouse therefore provide much-needed and well-earned respite for mum, Fay.

Fay said: “The support EACH give us is incredible and it’s not just the things on the surface – they dig down to the core of our situation. I feel slightly guilty to say that �� reluctant. In fact, I was adamant we wouldn’t go there, and it took about a year for me to change my opinion. It felt like giving up.

“ On the contrary, the support we’ve received as a family has been incredible and made the world of difference, both at home and at The Treehouse. As soon as we �� My perception of the place changed straight away and I couldn’t believe we hadn’t gone in sooner.”

The Difference We Make

EACH cares for babies, children and young people with life-threatening conditions and supports their families. Our family-centred approach includes end of life care, specialist symptom management, short breaks, wellbeing activities, mental health therapies, counselling, a family information service and volunteer services in the family home, all meeting the individual needs of the child, young person and all the family.

�� give to them, and their families, helps them to live their �� create lifelong memories. We provide the best possible care to those at the end of their lives and ensure their families get the support they need in their bereavement.

Fay is immensely proud of Gracie-Leigh, who, despite her health, continues to smile and shine bright.

� �� various life-threatening conditions, mainly involving her heart and lungs, and pretty much lived in hospital �� operations and more than 200 anaesthetics. Despite that, she’s an incredibly happy, cheerful little girl and we’re so lucky she is who she is.

�� from. Her personality keeps us going. She’s the heartbeat of our family and at the centre of everything we do. My other children are fantastic, too, and so caring. They always want to help and get involved, which is so sweet. We’ve always got carers in the house, but nothing fazes them. They’re just incredible.”

Report and Accounts 2021-22 • www.each.org.uk 19

Tom’s story…

�� issues, having been diagnosed with rare brain conditions polymicrogyria and schizencephaly when he was just a baby. He also had chronic lung disease, meaning he was often in hospital with chest infections, �� syndrome.

Then came the dreaded C-word, in the form of Osteosarcoma. The cancer was in his right leg and, with treatment out of the question, mum Nicky, husband Tim, Tom and brothers Ben and Luca moved into The Treehouse on Christmas Day 2020. It was there that Tom and his family received care and support from the team at EACH, before he died on 16th January 2021. He was just 11.

Mum Nicky said: “EACH was a fantastic support to us. I knew I’d reached a point where looking after him was beyond my capability. Medically, we were in a place no parent can cope with. So, at 8pm on Christmas night, an ambulance rolled up and we went to The Treehouse. It was unbelievable and awful. A nurse and care assistant left their families on Christmas Day to open up the hospice in our time of need. We ended up living there and being looked after for 16 days.

Luca, thankfully, was completely distracted because so much was put on for him, in terms of arts and crafts. I remember him driving a car around that used to bang into everyone’s feet! It was good for him and also for Ben, who celebrated his 18th birthday there. Staff decorated the hospice and made him food and cakes.”

In her darkest hour, Nicky says she will forever be grateful for that care and support.

“ We knew by this time things were coming to an end,” she said. “From my point of view, caring for my son had always been driven and powered by pure love. Throughout that time, you go to a place where you have to cope. Now I was at a stage where it was impossible to cope but I had the staff there to put an arm around me. There’s no way I, or we, could have dealt with that situation, or Tom’s pain, without EACH. From that point of view, and from the point of view of my other boys, it was the best decision I made in Tom’s life.”

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Douglas’s story…

Little Douglas Wright had more than a year of treatment after being diagnosed with neuroblastoma – a rare type of cancer that mostly affects babies and young children. EACH provided end-of-life care for the four-year-old before his death in February 2018. Parents Henry and Jane Wright have spoken of their “debt of gratitude” for the support they received, in addition to daughter Clara (then seven).

�� children’s hospice entails,” said Henry. “I thought it was all about palliative care and essentially where someone goes to die. I didn’t know about all the other things EACH provides. The team were there for us at the end and have continued to be ever since. If I picked the phone up tomorrow, I’m certain help would be at hand. We’ve been to support groups, had bereavement counselling and Clara has attended sibling days, like the trip to Clip n’ Climb, in Cambridge. There wasn’t anyone at school she could speak to, so the sibling groups gave her an opportunity to chat to other brothers and sisters who ��

Jane is similarly positive and grateful for the care and ��

“ The support from EACH was invaluable and we owe them a debt of gratitude we can never repay,” she said.
“ They were there every step of the way and it’s not �� offered the services of a hospice when we were still hopeful treatment could cure Douglas. However, it �� end-of-life care. The hospices are eye-opening places but they’re certainly not depressing. Far from it. It’s not a clinical environment, like a hospital. The wonderful nurses visited us, often several times a day, and that support didn’t stop when Douglas died. They helped us with admin, thinking about funeral arrangements and then later with counselling and bereavement groups. That ongoing support helped so much.”

Report and Accounts 2021-22 • www.each.org.uk 21

Engagement with Stakeholders and Business Conduct

The Trustees consider they have complied with their duties in section 172 of the Companies Act (2006), by acting in good faith and focusing on the organisation’s charitable purpose in the short and long term regarding all stakeholders who interact with the charity. Activities have included:

Children, young people and families

Continued engagement with and seeking feedback on the development of our services from the children, young people and families we provide care and support to. This includes via Family Forums, by e-newsletter, with digital resources, a dedicated Family Zone section on the EACH website, and through face-to-face interaction, ��

Supporters

We are committed to ensuring we build the best possible relationships with our supporters; relationships built on trust and respectful fundraising practices. We have developed a range of quality assurance mechanisms to monitor activities undertaken on behalf of EACH. Our policy and processes identify, respect and protect vulnerable supporters and other members of the public from undue pressure, unreasonable intrusion and unreasonably persistent behaviour in connection with our fundraising activity. This is monitored closely alongside our other policies to ensure we are operating the best fundraising standards.

Our Fundraising Standards

We are registered with the Fundraising Regulator and are committed to our Fundraising Promise.

�� staff are focused and committed to ensuring we build the best possible relationships with our donors, relationships built on trust and respectful fundraising practices.

We strive to ensure giving to charity is the great ��

We take our responsibilities to our supporters very seriously. With the help of our valued fundraising volunteers, we undertake a diverse range of income generation activities and our fundraising programme includes: Trust fundraising, corporate fundraising with businesses and organisations, community fundraising with individuals and groups, and direct marketing through letter, telephone, face-to-face lottery and direct debit programmes, where we engage the services of partner agencies to gain the best value for money and to ensure reliable high-quality delivery.

We inform our fundraising partners of their obligations to ensure fundraising in our name is conducted to the highest possible standards.

We have developed a range of quality assurance mechanisms to monitor activities undertaken on behalf of EACH, including supporter feedback, complaints ratios and regular activity reviews.

We regularly evaluate our policies and procedures. Our overarching corporate policy and processes based on best practice identify, respect and protect vulnerable supporters and other members of the public from undue pressure, unreasonable intrusion and unreasonably persistent behaviour in connection with our fundraising activity.

Guidance for fundraising on protecting vulnerable supporters is followed across all our fundraising activities and our fundraising agencies are trained on protecting vulnerable people. This is monitored closely alongside our other policies to ensure we are operating the best fundraising standards.

For full details of our supporter standards, visit www.each.org.uk/complaints-supporter-standardsand-data-protection.

Suppliers

We have strict policies and standard operating procedures in place to ensure we maintain fair and professional relationships with all our suppliers, including to allow and control fair tender process and supplier selection.

Employees

Engagement with staff is a key priority at EACH and we were delighted to be awarded Investors in People Accreditation in August 2021. Since then, team level action planning continues to proactively seek feedback from employees, including responding to survey data and valuing and promoting high quality internal communications.

We have a strong employee communication approach with managers holding regular one-to-ones and catchups with employees, as well as formal team meetings. In addition, a weekly communication from our Chief �� ‘all employee’ communication meetings with directors. We also communicate regularly to our volunteers and seek their feedback on key initiatives.

22 Report and Accounts 2021-22 • www.each.org.uk

Trustees receive high quality management information and are supported in their decision-making processes to enable them to lead on developing the organisation’s long-term strategy. Our activities are highly regulated, and we maintain the highest levels of business conduct with effective internal controls. All three of our hospices are rated as ‘Outstanding’ by the Care Quality Commission (CQC). During the year, the CQC also carried out their transitional monitoring arrangements assessment and there were no concerns raised. There �� regular reporting at all levels up to and including the �� and its various committees, with reviews of Board effectiveness and a policy on Board rotation. All our work is underpinned by our organisational values of Empathy and Understanding, Open and Respectful, Make it Happen and Commitment to Quality.

Governance

Constitution

EACH was incorporated as a private limited company by guarantee without share capital and is governed by the Memorandum and Articles of Association dated 16th April 1998 as amended. The charity has three wholly owned subsidiaries:

East Anglia’s Children’s Hospices (Trading) Limited; a private limited company governed by the Memorandum and Articles of Association dated 31st July 2014 as amended.
Stable Trading Limited; a private limited company by guarantee and without share capital governed by the Memorandum and Articles of Association dated 1st February 1991 as amended. This company is currently dormant.
Children’s Hospice for the Eastern Region; a private limited company without share capital governed by the Memorandum and Articles of Association dated 24th December 1992 as amended. This company is currently dormant.

EACH is governed by the Board of Trustees who are drawn from a variety of backgrounds and meet quarterly. The Board is responsible for setting the strategic direction of the charity. There is an approved scheme of delegation which enables decisions and actions to be taken by committees and the ��

Clinical Governance Committee
Finance and Income Generation Committee (which includes an investment sub-committee)
Audit, Risk and Compliance Committee
Human Resources Committee.

The Board has determined that the following powers are reserved to itself:

Approval of reserved and delegated powers.
Approval of the structure of arrangements for dealing with complaints.
Approval of the corporate, organisational, management and control structure.
Approval of the terms of reference of committees of the Board and the setting and variation of levels �� Directors.
The appointment and role descriptions of the ��
The appointment of members of the committees of the Board.
The appointment of EACH representatives to outside bodies.
The appointment of and the terms of service and remuneration policy applying to the Chief ��
The appointment of investment and pension advisors, auditors, bankers, solicitors, insurers and other professional advisors.
The approval of certain policies.
Approval of the strategic objectives of the charity and of the key issues arising therefrom.
��
Approval of the operational budget for the ��
Oversight of the charity’s operations and review of performance in the light of the strategic objectives, business plans and budgets.
Acquisition, disposal or change of use of land or buildings.
�� entering into of any transaction that is material, strategically or by reason of size.
Approval of contracts (capital or revenue) outside the budget likely to amount to over £20,000 during the period of the contract.
Approval of action on legal and arbitration proceedings (including tribunal or alternative dispute resolutions involving the charity).
Approval of investment strategy.
The entering into of any indemnities or guarantees or any banking facilities and the creation of any charge or other encumbrance over assets of the charity.
Approval of the charity’s annual report and accounts in compliance with current legislation.
�� policies or practices and of any alteration of the charity’s accounting reference date.
Delegation to committees of the Board and to the ��

Report and Accounts 2021-22 • www.each.org.uk 23

Trustees serving during the year, appointment and induction

New Trustees undergo an induction programme which involves visiting the various parts of the organisation, meeting with managers and staff, and observing at �� requirements are reviewed on an annual basis.

During the year Trustee attendance at Board meetings was 70% (2021: 95%).

The Board has self-assessed against the requirements of the good governance code, identifying a review of the diversity of the Board as a key area of development.

In accordance with the Articles of Association a third of ��

The Trustees who are required to retire by rotation �� appointment or reappointment. The Trustees take into account the Charity Commission’s recommendation that �� nine years; however, the total period of appointment may be varied in any particular case if the other Trustees then serving determine that it would be in the interests of the charity to do so. Four Trustees retired during the year and Will Self was appointed as Chair. The names of all Trustees are listed on page 51. Periodically, the Board is assessed on skills, �� strengths, gaps and areas for development.

EACH Management Executive (MEX)

�� Care and Deputy CEO, Director of Finance, Director of Fundraising and Communications, Director of Retail and Director of People.

��

Chief Executive

Phil Gormley

Director of Care and Deputy Chief Executive Tracy Rennie

Director of Finance Ruth Kiani

Director of Fundraising and Communications Kevin Clements

Director of People Nicky Kendrick

�� Ruth Kiani and Ian Nicolson who are directors within the meaning of the Companies Act for the subsidiary company East Anglia’s Children’s Hospices (Trading) Ltd. Ruth Kiani also acts as Company Secretary for East Anglia’s Children’s Hospices.

The Board last undertook a review of the salaries �� benchmarking of similar organisations. The Board �� salaries would be reviewed through a similar ��

Umbrella groups

The charity is a member of both Hospice UK and Together for Short Lives, who act as umbrella organisations providing advice and support to member �� Lives also operates a national fundraising scheme, of which EACH is a participant.

Partnership working

EACH works in partnership with a variety of statutory and voluntary organisations engaged in providing care and support to children with life-threatening illnesses. Key partnership organisations are:

��The East of England Managed Clinical Network (MCN). EACH hosts this service which provides out-of-hours access to specialist medical support and advice, provides education, and develops and promotes good practice guidance. It comprises one tertiary centre and nine district general hospitals:
Cambridge University Hospital Foundation Trust
Norfolk & Norwich University Hospital NHS Trust
West Suffolk Hospital, Bury St Edmunds, Suffolk
Ipswich Hospital, Suffolk
��
��
James Paget Hospital, Gorleston, Norfolk
Queen Elizabeth Hospital, King’s Lynn, Norfolk
Hinchingbrooke Hospital, Huntingdon, Cambridgeshire
Peterborough Hospital, Cambridgeshire.
��Community NHS Trusts including Norfolk Community Health and Care NHS Trust, Cambridge and Peterborough Foundation Trust, North and Mid ��

Director of Retail

Ian Nicolson

24 Report and Accounts 2021-22 • www.each.org.uk

��NHS England and County Council Commissioners, �� and Waveney CCG, NHS Cambridgeshire and Peterborough CCG, and Norfolk County Council.
��Other children’s hospices, including Keech Hospice Care in Bedfordshire, Haven House Hospice in West ��
��Adult hospices, including St Elizabeth Hospice (Ipswich), The Norfolk Hospice Tapping House (Norfolk), Sue Ryder (Peterborough) and Arthur Rank Hospice (Cambridge).

��

Together for Short Lives Advisory Council. The Director of Care continued as a member of the TFSL Advisory Council.

Quality Account

Under the Health Act 2009 and the NHS (Quality Accounts) Regulations 2010, there is a requirement for EACH to submit a Quality Account to the Secretary of State for Health. Quality Accounts are an annual statement from healthcare providers designed to demonstrate an organisation’s approach to ongoing quality improvement. The report is available to view on the EACH website.

Other disclosures

The charity makes no grants to other organisations, has no social investment programme, holds no assets as a custodian Trustee and does not have powers to invest �� There are no uncertainties regarding the charity’s going concern basis. Pension commitments are described in ��

East of England Children’s Palliative Care Forum

and county-based palliative care networks. These are responsible for developing and implementing the priorities of the Managed Clinical Network. The Regional Forum is chaired by the Director of Care and attended by the Medical Director and Nurse Consultant. The county-based networks are attended by the Nurse Consultant, Matrons, Service Managers and Clinical Education Lead.

East of England Palliative & End of Life Care

Strategic Clinical Network.

The Director of Care and the EACH Medical Director are CYP PEOLC representatives and attend this in their capacity as chairs of the CYP Palliative Care Forum and MCN respectively.

National Palliative & End of Life Care Programme Advisory Board.

The Director of Care and Nurse Consultant (in their capacity as RCN vice chair role noted below) were invited to join this group.

Royal College of Nursing: Children & Young People Palliative Care Community.

The EACH Nurse Consultant is vice chair of this group.

Together for Short Lives/Association of Paediatric

Palliative Medicine national research group. This is attended by the EACH Nurse Consultant.

National Children and Young People Hospice

LTV Forum.

This group is attended by the EACH Respiratory Nurse Specialist and EACH Senior Care Assistants for Long-Term Ventilation.

Report and Accounts 2021-22 • www.each.org.uk 25

Trustees’ responsibilities statement – charitable company

Statement of Directors’ Responsibilities

The Trustees (who are also directors of East Anglia’s Children’s Hospices for the purposes of company law) are responsible for preparing the Trustees’ Annual Report [(including the Strategic Report)] and the �� and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

�� view of the state of affairs of the charitable company and of the incoming resources and application of �� charitable company for that period. In preparing these ��

In so far as the Trustees are aware:

there is no relevant audit information of which the charitable company’s auditor is unaware; and
the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees are responsible for the maintenance and �� included on the charitable company’s website. Legislation in the United Kingdom governing the �� may differ from legislation in other jurisdictions.

Auditors

The Board recommends to the AGM that Price Bailey LLP should continue to be engaged as auditors for the ��

select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP 2019 (FRS 102);
make judgements and estimates that are reasonable and prudent;
state whether applicable UK Accounting Standards have been followed, subject to any material �� statements;

BY ORDER OF THE BOARD

Ruth Kiani

Secretary

Date: 20th October 2022

�� basis, unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable �� charitable company and enable them to ensure that the �� 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

26 Report and Accounts 2021-22 • www.each.org.uk

Consolidated Statement of Financial Activities (incorporating an income and expenditure account) for the year ended 31st March 2022

----- Start of picture text -----
2022 2021
General Designated Restricted Total Funds Total Funds
Note £ £ £ £ £
Income:
Donations and legacies:
Donations 3,551,100 - 105,808 3,656,908 3,641,194
Trust Income 801,310 - 153,403 954,713 942,885
Legacies 1,213,916 - 888,406 2,102,322 1,102,611
5,566,326 - 1,147,617 6,713,943 5,686,690
Income from charitable activities 1 2,884,482 - 522,069 3,406,551 4,598,774
Income from retail and other
trading activities 1 6,166,140 - - 6,166,140 2,168,169
Investment income 11 105,977 - - 105,977 100,582
Other income 1 340,314 - - 340,314 1,781,057
Total Income 15,063,239 - 1,669,686 16,732,925 14,335,272
Expenditure:
Fundraising 2 1,504,469 - - 1,504,469 1,224,137
Costs of goods sold and retail costs 2 4,637,578 - - 4,637,578 4,013,427
Investment management costs 2 23,106 - - 23,106 20,275
Cost of raising voluntary income 6,165,153 - - 6,165,153 5,257,839
Expenditure on charitable activities 3 6,408,137 - 1,603,208 8,011,345 7,282,206
Total expenditure 2 12,573,290 - 1,603,208 14,176,498 12,540,045
Net income from operational
activities for the year 2,489,949 - 66,478 2,556,427 1,795,227
Net gains/gains on investments 100,066 - - 100,066 742,168
Revaluation of investment asset 29,250 - - 29,250 -
Net income for the year 2,619,265 - 66,478 2,685,743 2,537,395
Transfers between funds 20 (1,737,342) 1,737,342 - - -
Net movement in funds 881,923 1,737,342 66,478 2,685,743 2,537,395
Reconciliation of funds:
Total funds brought forward 568,472 25,048,496 75,026 25,691,994 23,154,599
Total funds carried forward 1,450,395 26,785,838 141,504 28,377,737 25,691,994
----- End of picture text -----

All amounts relate to continuing activities of the group. The Statement of Financial Activities includes all gains and losses recognised in the year. The notes to the accounts are shown on pages 30 - 47.

Report and Accounts 2021-22 • www.each.org.uk 27

Consolidated and Charity Balance Sheet as at 31st March 2022

----- Start of picture text -----
Group Charity
Notes 2022 2021 2022 2021
£ £ £ £s
Fixed assets
Tangible assets 10 16,476,841 17,112,567 16,476,841 17,112,567
Intangible assets 32,440 - 32,440 -
Investments 11 4,499,253 4,321,649 4,499,253 4,321,649
21,008,534 21,434,216 21,008,534 21,434,216
Current assets
Stock 17,865 18,909 3,185 -
Debtors 16 2,750,102 2,990,740 2,765,859 3,009,257
Cash 6,133,123 2,641,109 6,123,813 2,630,805
8,901,090 5,650,758 8,892,857 5,640,062
Liabilities
Creditors due within one year 17 (1,531,887) (1,392,980) (1,523,655) (1,382,285)
Net current assets 7,369,203 4,257,778 7,369,202 4,257,777
Total net assets 28,377,737 25,691,994 28,377,736 25,691,993
The funds of the charity:
Restricted income funds 20 141,504 75,026 141,504 75,026
Designated funds 20 10,308,997 7,935,929 10,308,997 7,935,929
General funds 20 1,450,395 568,472 1,450,394 568,471
Capital reserve 20 16,476,841 17,112,567 16,476,841 17,112,567
Total unrestricted 28,236,233 25,616,968 28,236,232 25,616,967
Total funds 20 28,377,737 25,691,994 28,377,736 25,691,993
----- End of picture text -----

Approved by the Board of Directors and signed and authorised for issue on their behalf by:

William Self Chair 20th October 2022 East Anglia’s Children’s Hospices Charity Number: 1069284, Company Number 03550187 Registered in England & Wales in the United Kingdom

The notes to the accounts are shown on pages 30 - 47.

28 Report and Accounts 2021-22 • www.each.org.uk

Consolidated Cash Flow Statement for the year ended 31st March 2022

----- Start of picture text -----
Group Charity
Notes 2022 2021 2022 2021
£ £ £ £s
�� 24 3,666,941 1,892,893 3,667,935 1,888,902
��
Dividends, interest and rents from investments 105,255 98,760 105,255 98,760
Proceeds for sale of property, plant and equipment 375,000 154,038 375,000 154,038
Purchase of property, plant and equipment 10 (577,643) (735,790) (577,643) (735,790)
Proceeds from sale of investments 129,692 808,999 129,692 808,999
Purchase of investments 11 (224,893) (1,139,214) (224,893) (1,139,214)
Net cash used investing activities (192,589) (813,207) (192,589) (813,207)
Change in cash and cash equivalents
in the reporting period 3,474,352 1,079,686 3,475,346 1,075,695
Cash and cash equivalents at the
beginning of the reporting period 25 2,696,979 1,617,293 2,686,675 1,610,980
Cash and cash equivalents at the end
of the reporting period 25 6,171,331 2,696,979 6,162,021 2,686,675
----- End of picture text -----

The notes to the accounts are shown on pages 30 - 47.

Report and Accounts 2021-22 • www.each.org.uk 29

Notes to the Financial Statements for the year ended 31st March 2022

1 Income

----- Start of picture text -----
Income from Charitable Activities 2022 2021
£ £
Community and hospice-based service delivered from EACH Milton 1,100,731 1,463,608
Community and hospice-based service delivered from EACH The Nook 1,459,387 1,878,267
Community and hospice-based service delivered from EACH The Treehouse 846,433 1,256,899
3,406,551 4,598,774
Statutory Funds Received for Charitable Activities 2022 2021
£ £
NHS England Children’s Hospice Grant 996,833 967,798
NHSE Covid Funding 522,069 1,977,063
Grant funding from Clinical Commissioning Groups and County Councils 1,444,279 1,319,703
Continuing Care Funding 443,370 334,210
3,406,551 4,598,774
All income from charitable activities in both the current and previous year relate to
statutory income for provision of services as detailed above.
During the year the charity received grant funding directly from NHS England. The total amount awarded
amounted to £996,833 (2021 £967,798). The full amont of the grant was spent during the year.
----- End of picture text -----

In response to Covid-19, NHS England also awarded funding to for the hospice to make bed capacity and community support available from December 2021 to March 2022. This amounted to £412,068 (2021: £1,977,063).

	Income from retail and other trading activities	2022 £	2021 £
	Charity Shop Sales Other	6,003,096 163,044	2,066,195 101,974
		6,166,140	2,168,169

2 Analysis of expenditure

	2022	2022	2022	2021	2021	2021
	Direct costs £	Support costs £	Total costs £	Direct costs £	Support costs £	Total costs £

Raising funds Fundraising and publicity Retail and trading Investment management Charitable activities	1,211,097 4,066,367 23,106	293,372 571,212 -	1,504,469 4,637,579 23,106	1,058,215 3,561,386 20,275	165,922 452,041 -	1,224,137 4,013,427 20,275
	5,300,570	864,584	6,165,154	4,639,876	617,963	5,257,839
Community and hospice-bas	ed service deli	vered from:
EACH Milton EACH The Nook EACH The Treehouse Total	2,251,147 2,812,185 1,874,609	344,722 437,257 291,425	2,595,869 3,249,442 2,166,034	1,918,081 2,573,479 2,049,370	213,013 299,087 229,176	2,131,094 2,872,566 2,278,546
	6,937,941	1,073,404	8,011,345	6,540,930	741,276	7,282,206
	12,238,511	1,937,988	14,176,499	11,180,806	1,359,239	12,540,045

30 Report and Accounts 2021-22 • www.each.org.uk

3 Analysis of support costs

Support costs 2022	Management	Human	IT Systems	Finance	Governance	Total
	& Admin	Resources
	£	£	£	£	£	£
Cost of generating
voluntary income	212,872	8,034	66,998	3,878	1,590	293,372
Trading: costs of goods
sold and other costs	393,085	27,079	109,170	36,658	5,220	571,212
	605,957	35,113	176,168	40,536	6,810	864,584
Milton service	262,307	17,303	59,560	2,130	3,422	344,722
The Nook service	332,554	21,946	72,402	6,006	4,349	437,257
The Treehouse service	223,911	14,818	47,961	1,817	2,918	291,425
Charitable activities	818,772	54,067	179,923	9,953	10,689	1,073,404
Total support costs	1,424,729	89,180	356,091	50,489	17,499	1,937,988

Support costs are apportioned on the basis of staff costs. Governance costs comprise of audit fees and accountancy fees £17,499 (2021: £16,293)

Support costs 2021	Management	Human	IT Systems	Finance	Governance	Total
	& Admin	Resources
	£	£	£	£	£	£
Cost of generating
voluntary income	90,644	7,256	64,518	1,811	1,693	165,922
Trading: costs of goods
sold and other costs	290,791	19,699	116,696	19,838	5,017	452,041
	381,435	26,955	181,214	21,649	6,710	617,963
Milton service	135,003	10,489	62,478	2,384	2,659	213,013
The Nook service	194,816	15,204	76,715	8,505	3,847	299,087
The Treehouse service	156,051	12,045	55,244	2,759	3,077	229,176
Charitable activities	485,870	37,738	194,437	13,648	9,583	741,276
Total support costs	867,305	64,693	375,651	35,297	16,293	1,359,239

Report and Accounts 2021-22 • www.each.org.uk 31

4 Analysis of staff costs

----- Start of picture text -----
Staff costs 2022 2021
£ £
Wages and salaries 8,595,271 7,483,477
National Insurance 756,273 651,368
Pension costs 596,744 536,347
Total staff costs 9,948,288 8,671,192
----- End of picture text -----

��

During the year a termination payment was made to three members of staff at a cost of £10,959 (2021: £9,684).

5 Staff

----- Start of picture text -----
Staff full-time equivalents and headcount 2022 2021
Full-Time Full-Time
Headcount Equivalent Headcount Equivalent
The average number of staff employed in the year were:
Direct charitable services 183 158 178 154
Fundraising services 24 23 25 24
Retail 140 94 123 87
Support services 34 28 36 30
Total 381 303 362 295
----- End of picture text -----

32 Report and Accounts 2021-22 • www.each.org.uk

6 Key management personnel and higher paid employees

��

----- Start of picture text -----
Key management personnel 2022 2021
£ £
��
Salary 489,780 312,539
Employer’s Pension Contribution 24,859 16,294
Employer’s National Insurance payments 60,783 38,698
----- End of picture text -----

��

----- Start of picture text -----
Higher paid employee salary bands and pension 2022 2021
£60,000-£69,999 6 1
£70,000-£79,999 - 2
£80,000-£89,999 3 2
£90,000-£99,999 - -
£100,000-£109,999 - -
£120,000-£129,999 1 -
£ £
Pension contribution of higher paid employees 48,874 53,582
----- End of picture text -----

7 Pension cost

The charity operates a ‘group personal pension plan’. The assets of the scheme are held separately from those of the charity in an independently administered fund. In addition, the charity made contribution to the NHS pension scheme ��

At 31st March 2022 £76,449 (2021: £83,564) in pension contributions was due to be paid to pension providers.

----- Start of picture text -----
2022 2021
£ £
Total pension scheme contributions: 596,744 536,347
Pension contribution included in creditors: 92,991 76,449
----- End of picture text -----

Report and Accounts 2021-22 • www.each.org.uk 33

8 Net income

----- Start of picture text -----
Net Income 2022 2021
£ £
Net income is stated after charging:
Depreciation 809,905 815,402
Auditors’ remuneration:
- for audit service 16,750 16,250
- for other services 750 750
��
Operating lease rentals 26,480 26,480
Operating leases for property 872,695 756,455
----- End of picture text -----

9 Intangible assets

----- Start of picture text -----
Group and charity intangible assets Website Total
Development
£ £
Cost
At start of year - -
Additions - -
Transfer In 33,600 33,600
Disposals - -
At end of year 33,600 33,600
Amortisation
At start of year - -
Charge for the year - -
Transfer In 1,160 1,160
Eliminated on disposal - -
At end of year 1,160 1,160
Net book value at the end of the year 32,440 32,440
Net book value at the start of the year - -
----- End of picture text -----

34 Report and Accounts 2021-22 • www.each.org.uk

10 Tangible assets

----- Start of picture text -----
��
Property Property for Investment & Vehicles
£ £ £ £ £
Cost
At start of year 3,400,049 14,060,068 375,000 4,055,449 21,890,566
Additions 4,522 - 288,000 285,121 577,643
Transfer to Intangibles - - - (33,600) (33,600)
Disposals - - (375,000) - (375,000)
At end of year 3,404,571 14,060,068 288,000 4,306,970 22,059,609
Depreciation
At start of year 243,902 1,758,979 - 2,775,119 4,778,000
Charge for the year 55,275 268,989 - 481,664 805,928
Transfer to Intangibles - - - (1,160) (1,160)
Eliminated on disposal - - - - -
At end of year 299,177 2,027,968 - 3,255,622 5,582,768
Net book value at the end of the year 3,105,394 12,032,100 288,000 1,051,348 16,476,841
Net book value at the start of the year 3,156,147 12,301,089 375,000 1,280,330 17,112,566
----- End of picture text -----

11 Investments, group and charity

----- Start of picture text -----
Investment movements 2022 2021
Market value Market value
£ £
Market value at beginning of year 4,265,779 3,193,395
Additions at cost 224,893 1,139,214
Disposals at opening book value (183,848) (752,103)
Unrealised gains/gains on revaluation 154,223 685,273
Market value at end of year 4,461,046 4,265,779
Cash held on investments portfolio 38,208 55,870
Total portfolio market value including cash 4,499,253 4,321,649
Investment categories 2022 2021
£ £
Investment income from listed investments 105,255 98,760
Bank interest for the year 722 1,822
----- End of picture text -----

Report and Accounts 2021-22 • www.each.org.uk 35

12 Financial performance of the charity

�� subsidiary EACH (Trading) Limited. The summary performance of the charity alone is as follows:

----- Start of picture text -----
East Anglia’s Children’s Hospices 2022 2021
Charity No. 1069284, Company No. 03550187, Registered in UK £ £
Income 16,640,616 14,268,567
Gift Aid from trading subsidiary 93,809 66,704
��
Investment gain/gain 129,316 742,168
Net income 2,685,742 2,537,395
Total funds brought forward 25,691,993 23,154,598
Total funds carried forward 28,377,735 25,691,993
Represented by:
Restricted funds 75,026 75,026
----- End of picture text -----

13 Financial performance of the trading subsidiary

East Anglia’s Children’s Hospices (Trading) Ltd is wholly-owned by East Anglia’s Children’s Hospices. The �� deed of covenant. The charity holds one share of £1 in its wholly-owned trading subsidiary company East Anglia’s Children’s Hospices (Trading) Ltd, which is incorporated in the United Kingdom. These are the only shares allotted, called up and fully paid. The activities and results of this company are summarised as follows:

----- Start of picture text -----
East Anglia’s Children’s Hospices (Trading) Ltd 2022 2021
Company No. 09155768, Registered in UK £ £
Turnover 159,296 101,409
Cost of sales (65,317) (34,535)
��
��
��
Gift Aid donated to the charity (93,809) (66,704)
��
Balance Sheet
Assets 30,493 43,616
Liabilities (30,492) (43,615)
----- End of picture text -----

36 Report and Accounts 2021-22 • www.each.org.uk

14 Trading Subsidiary - Stable Trading Limited

(company no 02593818, UK registered)

Stable Trading Limited is a company limited by guarantee which is under the control of the directors of East Anglia’s Children’s Hospices. The subsidiary’s main purpose was to sell goods to raise funds for the charity, in 2014 the subsidiaries activities were transferred to the charity. There are no results or activities to report for this company. The company is dormant.

15 Subsidiary - Children’s Hospice for the Eastern Region (CHER)

(company no 02776381, UK registered)

The Children’s Hospice for the Eastern Region is a dormant company wholly owned by East Anglia’s Children’s Hospices. There are no results or activities to report for this company. The company is dormant.

16 Debtors and contingent assets

----- Start of picture text -----
Debtors Group Charity
2022 2021 2022 2021
£ £ £ £
Trade debtors 275,813 462,835 269,311 450,232
Amount owed by group companies - - 22,259 31,120
��
Prepayments 532,020 403,957 532,020 403,957
Accrued income 1,531,006 1,832,214 1,531,006 1,832,214
Other debtors 32,405 93,639 32,405 93,639
2,750,102 2,990,740 2,765,859 3,009,257
----- End of picture text -----

�� At the balance sheet date contingent legacy assets are estimated to be: £1,777,303 (2021: £1,457,773)

Report and Accounts 2021-22 • www.each.org.uk 37

17 Creditors: amounts falling due within one year

----- Start of picture text -----
Group Charity
2022 2021 2022 2021
£ £ £ £
Trade creditors 308,723 157,599 305,491 159,399
��
Other creditors 113,294 153,490 113,294 150,996
Accruals 709,359 584,704 709,359 584,704
Deferred income 106,765 239,415 101,765 229,414
Provisions 93,680 92,901 93,680 92,901
1,531,887 1,392,980 1,523,655 1,382,285
----- End of picture text -----

18 Financial commitments under non-cancellable operating leases

----- Start of picture text -----
2022 2021
Land & Land &
Buildings Other Buildings Other
£ £ £ £
��
Within 1 year 797,448 26,043 739,691 26,043
In 2-5 years 1,214,158 78,106 1,015,075 84,853
Over 5 years 43,330 5,092 - 24,388
2,054,936 109,241 1,754,766 135,284
----- End of picture text -----

19 Capital Commitments

----- Start of picture text -----
2022 2021
£ £
2 Retail Vans On Order 52,828 -
----- End of picture text -----

38 Report and Accounts 2021-22 • www.each.org.uk

20 Statement of funds

----- Start of picture text -----
��
31/3/2021 Income & Gains Transfers 31/3/2022
£ £ £ £ £
General funds 568,472 15,192,555 (11,970,004) (2,373,068 1,417,955
Designated funds - revenue
Covid recovery fund 2,500,000 - - (2,500,000) -
Reserves policy 4,835,929 - - 333,086 5,169,015
Strategic Development - - - 1,841,982 1,841,982
��
��
7,935,929 - - 2,373,068 10,308,997
Designated funds - capital
Land & Buildings 15,832,236 - (694,743) - 15,137,493
��
Intangible Assets - - (1,160) 33,600 32,440
17,112,567 - (603,286) - 16,509,281
Total Designated Funds 25,048,496 - (603,286) 2,373,068 26,818,278
Restricted funds
Art, Music & Play - 10,375 (10,075) - 300
Care 100 1,111,535 (1,110,610) - 1,025
Complementary Therapy 377 - - - 377
Help at Home - 7,500 (7,500) - -
Mobile Phones - 1,200 (1,200) - -
Nook Grounds 52,000 2,500 - - 54,500
Nursing Kits 3,257 - (3,257) - -
��
Burglary Recovery - 585 (585) - -
Staff Fund 50 - (50) - -
Syringe Drivers 10,800 - (10,800) - -
Milton Equipment 8,442 111,600 (42,063) - 77,979
Nook Equipment - 5,750 (5,000) - 750
Treehouse Equipment - 5,573 - - 5,573
NHSE Covid Funding - 412,068 (412,068) - -
Total Restricted Funds 75,026 1,669,686 (1,603,208) - 141,504
Total Funds 25,691,994 16,862,241 (14,176,498) - 28,377,737
----- End of picture text -----

Restricted funds

��

Designated funds

Designated funds comprise of capital and other designated funds, the capital fund is a designated fund set aside ��

General funds

The general fund includes £1 (2020 £1) retained in the reserves of the subsidiary company.

Report and Accounts 2021-22 • www.each.org.uk 39

21 Statement of funds prior year

----- Start of picture text -----
��
31/3/2020 Income & Gains Transfers 31/3/2021
£ £ £ £ £
General funds 1,523,023 11,843,073 (8,611,998) (4,185,626) 568,472
Designated funds - revenue
Covid recovery fund - - - 2,500,000 2,500,000
Reserves policy 4,000,000 - - 835,929 4,835,929
��
4,400,000 - - 3,535,929 7,935,929
Designated funds - capital
Land and buildings 15,678,235 - (335,249) 489,250 15,832,236
��
17,231,576 - (718,706) 599,697 15,832,236
Total Designated Funds 21,631,576 - (718,706 4,135,626 3,768,165
Restricted funds
Art and Play - 1,470 (1,470) - -
Care - 98,563 (98,563) - -
Complimentary therapy - 377 - - 377
Computer equipment - 6,500 (6,500) - -
Fundraising - 510 (510) - -
Milton Hub equipment - 8,442 - - 8,442
Milton service - 74,807 (74,732) - 75
Music therapy - 5,600 (5,600) - -
NHSE Covid funding via HUK - 1,977,063 (1,977,063) - -
Nook build - 1,000 (1,000) - -
Nook grounds - 2,000 - 50,000 52,000
Nook service - 136,145 (136,120) - 25
Nursing kits - 3,257 - - 3,257
Protective equipment - 5,062 (5,062) - -
Sound cradle - 2,100 (2,100) - -
Staff fund - 100 (50) - 50
Syringe drivers - 10,800 - - 10,800
The Treehouse service - 158,403 (158,403) - -
Total Restricted Funds - 2,492,199 (2,467,173) 50,000 75,026
Total funds 23,154,599 14,335,272 (11,797,877) - 24,411,663
----- End of picture text -----

40 Report and Accounts 2021-22 • www.each.org.uk

22 Net assets by funds

----- Start of picture text -----
Net assets 2022 General Designated Capital Restricted Total
Funds Funds Reserve Funds Funds
£ £ £ £ £
��
Intangible assets 32,440 - - - 32,440
Investments - 4,499,253 - - 4,499,253
Current assets 2,949,842 5,809,744 - 141,504 8,901,090
Creditors falling due in less than one year (1,531,887) - - - (1,531,887)
1,450,395 10,308,997 16,476,841 141,504 28,377,737
Net assets 2021 General Designated Capital Restricted Total
Funds Funds Reserve Funds Funds
£ £ £ £ £
��
Investments - 4,321,649 - - 4,321,649
Current assets 1,961,452 3,614,280 - 75,026 5,650,758
Creditors falling due in less than one year (1,392,980) - - - (1,392,980)
568,472 7,935,929 17,112,567 75,026 25,691,994
----- End of picture text -----

23 Related party transactions

----- Start of picture text -----
2022 2021
£ £
Balance due at 31st March from EACH (Trading) Ltd to EACH 22,259 31,120
Donations made by directors and key staff 6,740 6,125
��
----- End of picture text -----

East Anglia’s Children’s Hospices has three wholly owned subsidaries; Stable Trading Ltd, East Anglia’s Children’s Hospices (Trading) Limited (EACH (Trading) Ltd), and The Children’s Hospice for the Eastern Region (CHER). CHER and Stable Trading Ltd are dormant companies with no assets or liabilities. EACH (Trading) Gits Aids ��

East Anglia’s Children’s Hospices is controlled by its directors.

Report and Accounts 2021-22 • www.each.org.uk 41

��

----- Start of picture text -----
Group Charity
2022 2021 2022 2021
£ £ £ £
Net income for the reporting period (as per the
Statement of Financial Activities) 2,685,743 2,537,395 2,685,742 2,537,395
Depreciation charges 809,905 815,402 809,905 815,402
(Losses)/(losses) on investments (100,066) (742,168) (100,066) (742,168)
Dividends, interest and rents from investments (105,255) (98,760) (105,255) (98,760)
��
Decrease/(increase) in stocks 1,044 (12,084) (3,185) -
Decrease/(increase) in debtors 240,638 (335,681) 243,398 (356,976)
Increase/(decrease) in creditors 138,907 (156,569) 141,370 (151,349)
Net cash provided by/(used in) operating activities 3,666,941 1,892,893 3,667,935 1,888,902
----- End of picture text -----

25 Analysis of cash and cash equivalents

	Group	Group	Charity	Charity
	2022 £	2021 £	2022 £	2021 £
Cash in hand Cash held as part of the investment portfolio	6,133,123 38,208	2,641,109 55,870	6,123,813 38,208	2,630,805 55,870
Total cash and cash equivalents	6,171,331	2,696,979	6,162,021	2,686,675

26 Net debt reconciliation
		At 1/4/2021 £	Cash Movement £	At 1/4/2022 £
Group Cash in hand		2,641,109	6,123,813	6,133,123
Cash held as part of the investment portfolio		55,870	-	38,208
Total cash and cash equivalents Charity Cash in hand Cash held as part of the investment portfolio		2,696,979 2,630,805 55,870	6,123,813 6,123,813 -	6,171,331 6,123,813 38,208
Total cash and cash equivalents		2,686,675	6,123,813	6,162,021

42 Report and Accounts 2021-22 • www.each.org.uk

��

----- Start of picture text -----
��
��
��
Income:
Donations and legacies:
Donations 3,577,010 - 64,184 3,641,194
Trust income 763,353 - 179,532 942,885
Legacies 831,191 - 271,420 1,102,611
5,171,554 - 515,136 5,686,690
Income from charitable activities 2,621,711 - 1,977,063 4,598,774
Income from retail and other trading activities 2,168,169 - - 2,168,169
Investment income 100,582 - - 100,582
Other income 1,782,057 - - 1,781,057
Total Income 11,844,073 - 2,492,199 14,335,272
Expenditure:
Cost of raising voluntary income:
Fundraising 1,223,627 - 510 1,224,137
Costs of goods sold and retail costs 4,013,427 - - 4,013,427
Investment management costs 20,275 - - 20,275
5,257,329 - 510 5,257,839
Expenditure on charitable activities 4,114,751 700,792 2,466,663 7,282,206
Total expenditure 9,372,080 700,792 2,467,173 12,540,045
Net income from operational activities for the year 2,470,993 (700,792) 25,026 1,795,227
Net gains/(losses) on investments 742,168 - - 742,168
Net income for the year 3,213,161 (700,792) 25,026 2,537,395
Transfers between funds (4,167,712) 4,117,712 50,000 -
Net movement in funds (954,551) 3,416,920 75,026 2,537,395
Reconciliation of funds: -
Total funds brought forward 1,523,023 21,631,576 - 23,154,599
Total funds carried forward 568,472 25,048,496 75,026 25,691,994
----- End of picture text -----

Report and Accounts 2021-22 • www.each.org.uk 43

Accounting Policies

The principal accounting policies, adopted judgements, and key sources of estimation uncertainty in the ��

a. Basis of preparation

�� accordance with 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) – (Charities SORP (FRS 102)) and the Companies Act 2006.

East Anglia’s Children’s Hospices meets the �� Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

�� �� assumptions that affect items in the accounts are to do with judging when legacy income should be �� the contingent asset for legacy is shown in note 16.
�� The charity is a company limited by guarantee and has no share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. East Anglia’s Children’s Hospices (Trading) Limited is a trading company and wholly-owned by the charity. Stable Trading Limited is a company limited by guarantee under the control of the Trustees and also East Anglia’s Children’s Hospices.

d. Going concern

The Trustees consider that there are no material uncertainties about EACH’s ability to continue as a going concern.

�� �� the charity and its wholly-owned subsidiaries on a line-by-line basis. A separate Statement of Financial �� charity has not been presented because the charity �� section 408 of the Companies Act 2006.
��
Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the Trustees have decided at their �� The aim and purpose of each designated fund is �� Restricted funds are given to EACH for a variety of �� of children and families or the development of new facilities. The cost of raising and administering �� The aim and use of each material designated and �� statements. Investment income, gains and losses are allocated to the appropriate fund.

g. Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received, and the amount can be measured reliably.

�� fundraising or contract income), the income and �� Statement of Financial Activities.

Donations, grants and gifts are recognised when receivable. In the event that a donation is subject to �� entitled to the funds, the income is deferred and not �� processed for donations with relevant and appropriate Gift Aid declarations. Claims are made in the same period as the donation is received. Any amounts of Gift Aid not received by the year end are accounted for in income and accrued income in debtors.

Income from NHS contracts, government and other grants, whether ‘capital’ grants or ‘revenue’ grants, are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received, and the amount can be measured reliably and is not deferred.

44 Report and Accounts 2021-22 • www.each.org.uk

For legacies, entitlement is taken on a case-by-case basis, pecuniary bequests are recognised following �� bequests are recognised at the earlier date of either �� the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably, �� intention to make a distribution. If the legacy is in the form of an asset other than cash or an asset �� is subject to the value of the asset being able to be reliably measured and title to the asset has passed �� the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material (see note 16).

Income received in advance for a future fundraising event or for a grant received relating to the following year are deferred until the criteria for income recognition are met.

Interest on deposit funds held is included when receivable and the amount can be measured reliably �� the interest paid or payable by the bank. Dividends are recognised once the dividend has been declared �� investment advisor of the dividend yield of the �� relation to investment income is recognised at the time the investment income is receivable.

Sponsorship from events, fundraising and events’ registration fees are recognised in income when the event takes place. Lottery income is accounted for in respect of those draws that have taken place in the year. Trading income is recognised on point of sale for both donated and purchased goods.

h. Donated goods and services

Donated services or facilities are recognised when the charity has control over the item, any conditions associated with the donated item have been met, �� measured reliably.

Donated professional services and facilities are included in income at the estimated value of the gift to the charity when received, based on the amount that the charity would have been prepared to pay for these services or facilities had it been required to purchase them, with a corresponding entry in �� to income at the value to the charity with the other ��

Rent-free periods and landlord contributions to shop set-up costs are spread over the life of the lease.

��

�� constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured �� accruals basis under the following headings:
Costs of raising funds comprise fundraising costs incurred in seeking donations, grants and legacies; investment management fees; costs of fundraising activities including the costs of goods sold, shop costs, commercial trading and their associated support costs. Fundraising costs do not include the costs of disseminating information of support of the charitable activities.
�� the costs of providing specialist palliative care and support, community services, research and other educational activities undertaken to further the purposes of the charity and their associated support costs.
Support costs comprise those costs which are �� objects of the charity and include governance �� are those costs incurred in connection with the compliance with constitutional and statutory requirements of the charity. Irrecoverable VAT is charged as a cost against the activity for which �� allocated to each of the activities on the basis of ��

��

The value of the services provided by volunteers �� Further details of their contribution are provided in the Strategic report.

Report and Accounts 2021-22 • www.each.org.uk 45

k. Fixed assets

All assets costing more than £1,000 are capitalised at their historical cost when purchased. Depreciation is provided to write off the cost or revaluated �� lives on a straight-line basis as follows:

Motor vehicles 20% of cost �� • Freehold buildings 2% of cost • Improvements to the leasehold property over lease period

�� write-down is considered if there is concern over the carrying value of an asset and is assessed by comparing that carrying value against the value in use or realisable value of the asset when appropriate.

l. Investments

�� and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted �� subsidiary which are carried at cost. The statement of �� arising on revaluation and disposals throughout the year. The charity does not acquire put options, ��

All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired �� Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value.

m. Stock

Stock of retail goods is included at the lower of cost or net realisable value. Donated items of stock for �� statements until they are sold or distributed because the Trustees consider it impractical to be able to assess the amount of donated stocks as there are no systems in place which record these items until they are sold and undertaking a stock take would incur undue cost for the charity which far outweighs the ��

n. Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Accrued �� estimate of the amounts receivable at the balance sheet date.

o. Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

p. Creditors

Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.

Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities.

�� is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.

46 Report and Accounts 2021-22 • www.each.org.uk

��

�� recognised at transaction value and subsequently measured at their settlement value with the �� measured at amortised cost using the effective interest method.

�� cost and investments are recorded at fair value being closing bid value. All other assets and liabilities are recorded at cost which is their fair value.

r. Pensions

Employees of the charity are entitled to join a �� NHS scheme. Charity contributions are disclosed in note 5. There were no overdue contributions at �� scheme are included with the associated staff costs and allocated therefore to raising funds, charitable activities, support and governance costs and charged to the unrestricted funds of the charity.

s. Operating leases

Operating leases are recognised over the period �� receivable as an incentive to sign an operating lease are recognised on a straight-line basis over the period of the lease.

��

The company is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act �� received within categories covered by Chapter 3 ��

The money purchase plan is managed by Aviva and the plan invests the contributions made by the employee and employer in an investment fund to build up over the term of the plan. The pension fund is then converted into a pension upon the �� as when they are eligible for a state pension. Aviva charges employees directly for the management of the scheme at 0.55% and this is deducted from the investment fund annually. The charity has no liability beyond making its contributions and paying across the deductions for the employee’s contributions.

Report and Accounts 2021-22 • www.each.org.uk 47

Independent Auditor’s Report to the Members of East Anglia’s Children’s Hospices for the year ended 31st March 2022

Opinion

�� Anglia’s Children’s Hospices (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31st March 2022, which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheet, the Group Cash �� reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 ‘‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’’.

��

give a true and fair view of the state of the group’s and parent charitable company’s affairs as at 31st March 2022, and of its incoming resources and application of resources, including its income and ��
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 �� report. We are independent of the charitable company in accordance with the ethical requirements that are �� UK, including the FRC’s Ethical Standard, and we have �� with these requirements. We believe that the audit �� to provide a basis for our opinion.

Conclusions relating to going concern

�� that the Trustees’ use of the going concern basis �� statements is appropriate.

Based on the work we have performed, we have not �� or conditions that, individually or collectively, may cast �� company’s ability to continue as a going concern for a period of at least twelve months from when the ��

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 Trustees’ Annual Report, other than �� responsibility is to read the other information and, in doing so, consider whether the other information is �� 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 ��

If, based on the work we have performed, we conclude that there is a material misstatement of this other ��

We have nothing to report in this regard.

48 Report and Accounts 2021-22 • www.each.org.uk

Opinion on other matters prescribed by the Companies Act 2006

In our opinion based on the work undertaken in the course of the audit:

the information given in the Trustees’ Annual Report, incorporating the Strategic Report and the Directors’ �� statements are prepared, is consistent with the ��
the Strategic Report and the Directors’ Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we �� Strategic Report and the Directors’ Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
�� are not in agreement with the accounting records and returns; or
certain disclosures of Trustees’ remuneration ��
we have not received all the information and ��

Responsibilities of Trustees

�� statement in the Trustees’ Report, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the �� internal control as the Trustees determine is necessary �� are free from material misstatement, whether due to fraud or error.

�� are responsible for assessing the group’s and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the ��

We have been appointed auditor under the Companies Act 2006 and report in accordance with this Act.

Our objectives are to obtain reasonable assurance �� 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 �� Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, �� economic decisions of users taken on the basis of these ��

Report and Accounts 2021-22 • www.each.org.uk 49

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

We gained an understanding of the legal and regulatory framework applicable to the charitable company and how it operates and considered the risk of the group and the parent charitable company not complying with the applicable laws and regulations including fraud in particular those that could have �� included those regulations directly related to the �� parent charitable company this included employment ��

The risks were discussed with the audit team and we remained alert to any indications of non-compliance �� included the following:

We reviewed systems and procedures to identify potential areas of management override risk. In �� to underlying records and we carried out testing of journal entries and other adjustments for appropriateness.
We reviewed accounting policies for evidence of management bias and ensured that the accounting �� statements.
We reviewed minutes of Trustee Board meetings �� underlying supporting documentation.
�� of the parent charitable company regarding laws and regulations applicable to the organisation.
We have reviewed any correspondence with the Charity Commission and reviewed the procedures in place for the reporting of incidents to the Trustee Board, including serious incident reporting of any such matters if necessary.

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 �� regulation. This risk increases the more that compliance with a law or regulation is removed from the events �� 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 as to what �� irregularities, including fraud.

A further description of our responsibilities is available on the FRC’s website at: https://www. frc.org.uk/auditors/audit-assurance/auditor-s�� the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.

We communicate with those charged with governance regarding, among other matters, the planned scope �� that we identify during our audit.

Use of this 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 charitable company’s members those matters we are required to state to them in an auditor’s report and �� by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members, for our audit work, for this report, or for the opinions we have formed.

Richard Vass (Senior Statutory Auditor) For and on behalf of PRICE BAILEY LLP

Chartered Accountants Statutory Auditors Tennyson House, Cambridge Business Park, Cambridge, CB4 0WZ.

Date: 4 November 2022TBC

50 Report and Accounts 2021-22 • www.each.org.uk

Royal Patron

HRH The Princess of Wales

Company Secretary

Ruth Kiani

Vice President

Sir Martyn Lewis CBE

Patrons

Mrs Julie Spence OBE QPM DL, HM Lord-Lieutenant of Cambridgeshire

The Lady Dannatt MBE, HM Lord-Lieutenant of Norfolk The Countess of Euston, HM Lord-Lieutenant of Suffolk �� The Marchioness of Cholmondeley The Countess of Leicester Emma Deterding

Charities Number: 1069284 Registered Number: 03550187

VAT Number: 216 8793 76

��

Church Lane, Milton Cambridge, CB24 6AB

Statutory Auditors

Price Bailey LLP, Tennyson House, Cambridge Business Park, Cambridge, CB4 0WZ

Bankers

Ambassadors

Christina and Humphrey Burton CBE

Frankie Dettori MBE Frankel Anthony Horowitz OBE Lucy Loveheart Ed Sheeran Delia Smith CBE

National Westminster Bank Plc., 5 Market Place, Wymondham, Norfolk, NR18 0AG

Barclays Bank Plc., 28 Chesterton Road, Cambridge, CB4 3AZ

Investment Managers

J M Finn, 4 Coleman Street, London, EC2R 5TA.

Report and Accounts 2021-22 • www.each.org.uk 51

East Anglia’s Children’s Hospices

Milton �� The Nook (Norfolk) The Treehouse ��

Keep up-to-date

EACHhospices EACH_hospices EACHhospices EACHhospices

Get in touch

Royal Patron: HRH The Princess of Wales

Call: 01223 800 800 Email: supportercare@each.org.uk Visit: www.each.org.uk

Registered Charity No. 1069284 • Company No. 03550187 Vat No. 216 8793 76

Title

Our Vision, Mission and Values

Our Vision

Our Mission

Our Values

Empathy and understanding

Make it happen

Open and respectful

Commitment to quality

Welcome

Will Self – Chair of Trustees Phil Gormley – Chief Executive

Strategic Report

Our Strategic Commitments

Our Key Activities

Our Care

Clinical Training, Education and Research

Our Income Generation

Charitable Trusts

Complaints and concerns in relation to our fundraising activities

Our People and Volunteers

Our People

Our Volunteers

Our Financial Performance

Income and Expenditure in 2021-22

Where we spend it

Funds and Reserves

Investment Policy and Performance

Key Risks and Uncertainties

What we achieved in 2021-22

1. Engage with families, staff, trustees and our �������������������������������������������

2. Increase the provision of nursing care short ���������������������

3. Develop online delivery of elements of the care model, providing families greater choice and �������������������������������������������

4. Develop and deliver a new EACH website and ��������������������������������

5. Deliver a new People strategy to develop our workforce and achieve Investors in ����������������������

6. Deliver a new Fundraising strategy to ������������������������������������

7. Proactively prioritise and engage active and �������������������

8. Leverage our mission and compelling charitable cause to acquire new supporters and uplift ���������������

9. Accelerate the development of new products and fundraising initiatives that are resilient to ��������������������

10. Support staff to re-open our retail operation, improve volunteer recruitment, open four new shops, develop the e-commerce champion �����������������������������

���� ������������������������������������������� �����������������������������

12. Support Trustees to develop their knowledge of children’s palliative care and charity governance through training and close working �������������������������������

13. Put in place a robust process to recruit a new ��������������������������������

What we want to achieve in 2022-23

Care

Fundraising

Retail

People

Financial

Information Systems

Environmental

Environmental

Statement of Carbon Emissions

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Social

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Gracie-Leigh’s story…

The Difference We Make

Tom’s story…

Douglas’s story…

Engagement with Stakeholders and Business Conduct

Children, young people and families

Supporters

Our Fundraising Standards

Suppliers

Employees

Governance

Constitution

Trustees serving during the year, appointment and induction

EACH Management Executive (MEX)

Chief Executive

Umbrella groups

Partnership working

Director of Retail

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Quality Account

Other disclosures

East of England Children’s Palliative Care Forum

East of England Palliative & End of Life Care

Strategic Clinical Network.

1. Engage with families, staff, trustees and our ��

2. Increase the provision of nursing care short ��

3. Develop online delivery of elements of the care model, providing families greater choice and ��

4. Develop and deliver a new EACH website and ��

5. Deliver a new People strategy to develop our workforce and achieve Investors in ��

6. Deliver a new Fundraising strategy to ��

7. Proactively prioritise and engage active and ��

8. Leverage our mission and compelling charitable cause to acquire new supporters and uplift ��

9. Accelerate the development of new products and fundraising initiatives that are resilient to ��

10. Support staff to re-open our retail operation, improve volunteer recruitment, open four new shops, develop the e-commerce champion ��

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12. Support Trustees to develop their knowledge of children’s palliative care and charity governance through training and close working ��

13. Put in place a robust process to recruit a new ��

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Auditor’s responsibilities for the audit of the ��