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2021-03-31-accounts

Annual Report 2020/21 14cl￿ I tiovsLa£ knv56 your local children's hospice

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‘The craft
experiences, music
and story-telling are
things which they
both find relaxing.’
Annette, Alex and
Ellen's Mummy
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 Florence enjoying music at the hospice

Front cover image: Beth enjoying foamy fun at the hospice

Contents

Contents
//About Us 5
//Chair of Trustees and Chief Executive Joint Statement 11
Strategic Report
//Covid-19 Impact 15
Keeping our families safe
Recognising the important role of hospice care
Protecting our staff
Continuity of income
A cautious outlook for the year ahead
//Agility and Resilience 27
Service and environment improvements
Adapting to home working
Diversifying our income streams
//Equality, Diversity and Inclusivity 33
//Looking to the Future 37
Strategic Review 2021
Volunteer review
Interim strategic objectives
//Financial Review 43
//Independent Auditor’s Report 57
//Financial Statements 65

Helen & Douglas House gave us the chance to spend three precious days with Ryan going for walks around the grounds. They provided anything we needed to make all the memories we could whilst offering us constant support and reassurance that when the time came, they would be there for us. Paul, Ryan's Daddy who spent his final days at Helen & Douglas House in August 2020

// About Us I Max enjoying the garden

Our Vision:

 Josh with his Mummy and brother

7

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BIRMINGHAM
Kettering
Rugby
Huntingdon
St Neots
Worcester
Warks
Worcs Northants
Beds
Herts
Welwyn
Glos Bucks Garden City
OXFORD
Oxon
Harrow
LONDON
BRISTOL Wilts Berks
Staines
Bath
Basingstoke
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What we do

Helen & Douglas House hospice improves the lives of local terminally ill children and their families living in Oxfordshire and the surrounding counties. We help children live their lives to the full, even when that life is short.

We are the world’s first children’s hospice, founded in 1982.

We care for local terminally ill children and their families at our hospice in Oxford, at home or in hospital with life-enhancing care. This includes supportive stays, pain relief, symptom management, end of life care and bereavement support for parents and siblings.

Our amazing team, including doctors, nurses and carers, provide exceptional care tailored to the needs of the child throughout their life, whether that life lasts for hours, days, months, or years.

We help children living with a huge variety of complex conditions which will end their lives prematurely. Our experienced team helps reduce the fear and pain felt by families facing an uncertain future and, when life comes to an end, we are there to help them survive the loss of their child.

We are a local charity and need to raise £3.6m each year to fund our work.

// About Us

We are creative and resourceful

We are open and honest

We lead by example

We are committed to partnership

We are caring

How we are funded

and need to raise £3.6m

Where does Helen & Douglas House receive its money from?

19 %

81 %

How we spend the money you give us

67p

Our year in numbers

642 bed nights 1 in 3 children's care is funded by Gifts in Wills

2,838 hours of community and family support care were provided

Legacy income Covid-19 Government support

13

297 153

is the number of weeks our shops were able to trade for in 2020

28

57

is the number of shops as at 31 March 2021 £3.6m

New patient referrals last year Overnight/day stay admissions Children on our caseload

is what we need to raise each year to fund the cost of care

// Chair of

Trustees and Chief Executive Joint Statement

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‘We have needed to
adapt almost everything
we do and how we do
it so that we could
continue to provide care
to children and support
their families.’
Clare Periton,
Chief Executive
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 Clare Periton (top) & Ian Blair (bottom right)

13

We must start by acknowledging what a challenging year it has been for the children and families we care for, our staff and volunteers and for the organisation. None of us anticipated the consequences of the pandemic would endure for so long and have the devastating impact it did on all our lives.

Many of you will have experienced those challenges yourselves, possibly the ultimate challenge of losing someone close to you. These have been extraordinary times and we are overwhelmed that so many of you felt able to continue to support us during these difficult months. Thank you. Every pound donated helps us care for every terminally ill child that needs us as well as supporting their families through the toughest of times. It also helps us plan and ensure we are here for years to come. Because of you, we were able to provide care to the children and families who needed us during a uniquely challenging year for the NHS and the families of terminally ill children.

The hospice sector has been the beneficiary of a substantial amount of Government support this year and without that help we would be facing an even more uncertain future. The Government quite rightly recognised the important role that hospices could play in taking some of the pressure away from hospitals. This approach helped a great many more people receive good palliative and end of life care which is the very essence of our mission. We were very pleased to play our part in the local and national healthcare response.

A combination of substantial Government support and the generosity of the public has enabled us to close the financial year in a relatively stable position and with a surplus. This was not anticipated earlier in the year and this enviable position will undoubtedly be relied upon to provide continuity of care, together with some reassurance as we face an uncertain start to the new financial year. Additional Government support has now come to an end and there remains a lot of uncertainty about the recovery of the economy, high unemployment levels, public confidence and what measures might be needed to counter any new variants of the virus. These uncertainties have the potential to influence our ability to fund the service we are relied upon to deliver in future years.

We were proud to be named as one of the charities to benefit from the work of the Captain Tom Foundation. It has been an honour and pleasure to work with the Foundation and following the sad death of Captain Sir Tom, we were delighted his family have continued his pledge of helping others to have a more hopeful future.

A donation from the Foundation, together with others helped us create a new garden at the hospice. For some time, our garden really needed to be improved and we are delighted that the garden has been improved with new facilities for children and families to enjoy the emotional and physical benefits of an outdoor garden space which is fit for purpose.

// Chair of Trustees and Chief Executive Joint Statement

14

The introduction of new pathways, a wheelchair swing, sensory experiences and a place for families to relax together will improve the lives of local terminally ill children. We are indebted to supporter Darren Field, Managing Director of The New Driveway Company, who took on the challenge of transforming the garden working with our Estates team, together with a network of contributors and volunteers. Together they have created a beautiful new garden space.

Throughout the course of this year, we have needed to adapt almost everything we do and how we do it so that we could continue to provide care to children and support their families.

There were challenges of course but more than anything we are proud of the creativity, agility and resilience shown by our staff in making the changes necessary to be successful this year. In every team and every aspect of the organisation, individuals have collaborated and put their collective energy and passion into finding alternative solutions and ways of working. Much of what we have achieved and what we have learned will be retained and used to positively shape our future in a world which has changed forever.

This is something we are addressing and working on putting right to have a more diverse and inclusive workforce. We are committed to being a welcoming and inclusive organisation for everyone and we will consult with families to better understand how we can do that.

We would like to thank everyone, our supporters, our volunteers and our staff for doing whatever they could to help us end this terrible year in a relatively stable position. We also want to thank the families we care for, for their tolerance and support of the changes we have had to make to the service they rely on to prioritise our resources on the children who needed emergency care and those facing the end of their life.

We want to care for more children and their families in a place of their choosing, whether that is at home, in hospital or at the hospice. Please continue to support us in any way you can.

Ian Blair Chair of Trustees Clare Periton Chief Executive Officer 26 July 2021

It has been brought to everyone’s attention the fact that racism and white privilege can exist in any organisation and we have identified that our workforce is not representative of the community it serves.

// Chair of Trustees and Chief Executive Joint Statement

// Covid-19 Impact

16

The impact of Covid-19 affected every aspect of the organisation. Our priority throughout has been to keep everyone safe, to ensure the continuity of our service, and to continue to raise the money to fund it.

Keeping our families safe

Since the start of the pandemic, we have been able to care for every child and family that has needed our help and we have had no Covid-19 transmissions at the hospice.

That is credit to our families, and every member of staff responsible for infection control and keeping children safe. Everyone, whether it be our doctors, nurses care team, catering, estates, health & safety and housekeeping, has played a vital role in ensuring we have been able to provide care to everyone who has needed us.

At the beginning of the pandemic our immediate concern was how we could safely care for very vulnerable and sick children. This was primarily due to limited knowledge at that time of how the virus would affect children, particularly frail and extremely sick children. We did not know how we would continue to assess and treat the children in our care until it became clear that whilst not impossible, it is uncommon for children to die from Covid-19.

Our next consideration was how we would need to adapt the service to avoid Covid-19 transmission within the hospice to remain

a safe environment for all staff, children and families and indeed anyone else they were in contact with.

The hospice was initially closed to nonessential visitors and planned overnight stays were temporarily paused. Most of the families we care for were equally worried for their own safety and preferred to shield at home. We did continue to provide end of life and emergency care in house.

We adapted very quickly. We looked at alternative means of providing care to children to ensure that, as far as possible, children were able to be cared for at home, stay out of hospital wherever possible, and families did not feel isolated or unsupported.

We reviewed our caseload and scrutinised each child’s situation individually. Whilst planned overnight stays at the hospice were not possible, we increased the amount of nursing and medical outreach care we provided to children at home. Where it was not possible to visit children at home, technology was used to make contact possible. Contemporaneous electronic patient notes were recorded and our staff were connected virtually to each other, to parents and to other healthcare professionals involved in children’s care. We continued to offer admissions to the sickest of children.

Our outside space has played an important role in enhancing the children’s experience of attending the hospice. Outdoor space facilitated safer contact with other close family members such as grandparents and siblings.

// Covid-19 Impact

17

Similarly, for outreach visits, staff used public and home outdoor spaces creatively to meet parents and children.

Another concern at the start and indeed throughout the pandemic was the impact of Covid-19 on our staff in terms of their safety and their availability. We strengthened the resilience of our staffing capacity by increasing the availability of Registered Nursing Staff from management positions to front line care, working within the parameters of their competency when there was the need to do so to provide ‘surge capacity’. So senior nurses such as our CEO, Director of Clinical Services and Head of Care supported their teams to deliver care safely when that was needed.

We continued to admit children for end of life care and complex symptom management throughout the pandemic. The pain and anxiety caused by visitor restrictions in a hospital setting were well publicised and was difficult both for families and staff. During the year we saw an increase of almost 50% versus the previous year in the number of end of life cases supported by the organisation. This was due primarily to more end of life care being diverted to a hospice and community to protect NHS hospital services. Enabling more children and families to access our care remains a priority for the clinical service.

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Zachary enjoying the
toys at the hospice
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Recognising the important role of hospice care

This has helped to shine an important spotlight on the vital role of hospices in the UK. Never has good end of life care been so visible or important to so many people and restrictions on visitors to anyone at the end of their life goes against everything good hospice care represents. When hospitals were unable to safely allow families to be with their loved ones at the end of their life, hospices were able to step in and accept more referrals and provide good end of life care to more people.

We ensured that every child was surrounded by the people who were most important to them at the end of their life. We accommodated, as far as possible, families who visited children at the end of their life and that was possible because we adapted our service to prioritise end of life cases being admitted.

// Covid-19 Impact

18

Throughout the year, we have needed to remain agile. We have been flexible and adapted the service to the needs of families, to remain safe, operate within NHS England guidelines and to accommodate fluctuations in staff availability.

In October we launched an interim service model which has increased the number of children we can admit to the hospice and this has been welcomed by families. From May 2021 we began admitting day cases on Monday, Saturday and Sunday and booking supportive stays midweek. This allows more children and families to access our care and is proving to be very popular.

As part of our commitment to wider society and to support the NHS to cope with the pandemic, several of our nurses and healthcare workers volunteered for a temporary redeployment to other healthcare facilities at Katharine House Hospice, Sobell House Hospice and the Oxford University Hospital. We are very proud of our staff for volunteering to do this and care for sick adults .This was often challenging and distressing work at the height of the pandemic but they demonstrated extraordinary resilience and dedication throughout.

We also have members of our clinical team who have volunteered to assist with the national vaccination programme and have been volunteering at local vaccination centres to help our local communities.

Protecting our staff

The impact on staff of Covid-19 has been significant. Staff who previously worked together in our office were asked to work from home at short notice and that created an initial and urgent need to support staff with appropriate technology to do that.

Those without laptops received them, Office 365 Teams software was installed so that staff could collaborate, work and meet online from remote locations. Overall, the move to home working has been successful and for most staff this has been a beneficial consequence of the pandemic.

Particularly at the start of the pandemic, guidance, information and restrictions were changing very quickly and especially as many of our staff were now working remotely, we recognised the need to scale up all communications across the organisation.

The Trustees were updated regularly by the Executive team on all matters and Trustees met remotely. Staff and volunteer communications were also scaled up as quickly as possible. The Executive team began regular updates via email and virtual meetings for all staff to attend to receive updates from across the organisation which helped individuals and teams stay connected to each other as well as maintaining essential connectedness to the cause.

// Covid-19 Impact

Toby

Toby and his family who were pushed to the limits when they had Covid-19 symptoms last year.

Toby is seven years old and lives at home in Buckinghamshire with his Mum and Dad, Kim and Tim. He has a complex neurological condition called Dravet Syndrome, which means he experiences very frequent and severe seizures. Toby, his Mum, and Dad had Covid-19 symptoms last year.

Tim Toby’s Dad said ‘One call was all it took; within minutes we were talking to

senior doctors at Helen & Douglas House who gave us the advice we needed on drugs and protocols and tips to keep us going. Those calls kept coming over the next few days as we nursed Toby through the worst of it.

We believe that if we hadn’t had medical support from the hospice then Toby would have ended up in hospital, something we just couldn’t face in our poorly state. We are so grateful.’

 Toby, with his Dad, Tim

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‘We believe
that if we hadn’t
had medical support
from the hospice
then Toby would have
ended up in hospital...’
Tim, Toby's Dad
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20

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Nurse Hannah
giving Riley water
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For staff working directly with children at the hospice, in hospitals and in family homes, the changes to working practice were focused on increased infection control and restricted access to the hospice for families.

Staff quickly adapted to wearing scrubs and personal protection equipment. It was, at first, difficult to source appropriate PPE equipment and staff were agile and creative about resolving this issue. Some of our volunteers, including one of our Trustees, made scrubs using recycled fabric and we used these extensively until new scrubs could be sourced.

Inevitably a lot of the impact has been felt by our retail staff and volunteers who, over the course of the year, have been required to temporarily close and then reopen our retail shops several times during the year.

During periods of closure all volunteers were asked to remain at home and all staff based in the shops were furloughed. The central senior retail team remained at work and ensured shops were closed, maintained and reopened safely.

Undoubtedly, we have all been affected by Covid-19. Despite a huge amount of disruption and uncertainty in the workplace and in some cases, personal loss and challenges at home, all our staff and volunteers have shown huge resilience, agility and creativity to ensure the organisation has adapted successfully.

Continuity of income

One of our earliest concerns was the ability to generate the income relied upon to operate the hospice service. During the early weeks of the pandemic our concerns around the financial implications of the pandemic were substantial in terms of the immediate lockdown and closure of our retail shops, the anticipated impact on fundraising and uncertainty about how long this would last.

The financial review will show that a combination of fundraising innovation, prudent cost control, Government support, investment returns and public generosity has enabled the organisation to end the financial year with a surplus.

We are not alone in this position within the hospice charity sector although this is not a picture which is replicated across most charities.

// Covid-19 Impact

21

47 %

The latest Voluntary, Community Social Enterprise (VCSE) dashboard survey data shows that 47% of respondents saw a decrease in their income during the 2020-21 financial year compared to the previous financial year. This is not to imply that there was no income growth in 2020.

31 %

31% of organisations surveyed in the VCSE dashboard reported an increase in income, and ProBono Economics (PBE) found that almost one in four charities saw their incomes increase over 2020.

4/10 10 %+

However, PBE’s research shows that the magnitude of income lost by charities far outweighed that gained. Four in ten charities saw their income fall by more than 10% and nearly a quarter of charities saw their income fall by more than 25%. Conversely, just one in 20 charities reported increases of more than 25%.

Source NFP Synergy May 2021

We were concerned about how we could protect our income as far as possible and how the organisation would recover if our reserves were significantly depleted. The organisation took steps to protect its investments against financial loss by moving some of the investment balance to a less volatile fund, early on when the markets were incredibly unstable. We have recently seen our investments recover which is a significant contributor to our surplus this year.

Our reserves at the start of the pandemic were sufficient to withstand substantial loss of income during the year but a decimation of those reserves would have presented the organisation with a recovery problem.

The hospice sector was well supported by the UK Government through the year and the organisation was quickly reassured by financial support which was promised at an early stage of the pandemic.

Without this vital financial support, the organisation would have survived the year financially but depleted reserves would have inevitably led to consideration about our future viability given the level of financial uncertainty.

In addition, we were able to make a business interruption insurance claim for the loss of retail income we incurred during the first lockdown because of our shops having to cease trading for a considerable period. This too helped support our financial position, contributing to our retail fixed costs which were ongoing.

// Covid-19 Impact

22

As we enter a new financial year and as the country begins to recover from Covid-19 the Government funding we received last year will come to an end.

Government support is the most significant reason why the organisation did not end the year with a deficit but it is not the only reason.

We also expected that some charitable Trusts and Foundations might divert financial support to causes more directly affected by the pandemic, to assist with the urgent and pressing need to help families in financial crisis, etc.

Alongside some significant declines in fundraising income, we also anticipated that legacy income might be unaffected and individual donations from the public would increase.

A strong fundraising year

In March 2020 we were most worried about what aspect of income generation would be impacted the most and for how long. We expected our fundraising income to be significantly affected. Initial expectations of 12 weeks disruption eventually became 12 months and there was uncertainty about our ability to fundraise to support the service over the long term.

We knew that fundraising income from events would be immediately affected by the national lockdown and the cancellation of all mass participation events. Similarly, income from community fundraising was also expected to be impacted as this income relies on community-based activities, face to face contact and social events.

We were unsure of the impact on fundraising income from the corporate sector because we felt businesses may be overwhelmed and our corporate supporters would be focused on their own recovery.

In total we anticipated we may lose in the region of 17% of our total income excluding legacies. Many charities were forecasting that the impact on income could be as high as 40-50%. The actual results were partially in line with expectations although actual performance was not as severe as forecasted in April 2020 and our actual income from donations was £2.772m versus a budget of £3.114m; a shortfall of £342k, c11%.

Income from events was decimated and community fundraising sources significantly decreased below budget.

Corporate income was helped by one significant donation of £300,000 and as expected, individual donations from the public increased significantly as our supporters recognised the importance of their continued support and we are very grateful to them for this. Our Christmas Appeal was the most successful appeal the organisation has ever achieved and our subsequent appeals have performed strongly too.

// Covid-19 Impact

23

Legacy income from gifts in wills exceeded budget this year with £1.187m received versus a budget of £350,000. This is, of course, a difficult income stream to predict in any year but this year this vital income has offset income losses in other areas which were outside of our control.

The result of better-than-expected income from fundraising and legacy sources meant that the full year actual income from fundraising was £3,959m versus budget of £3,458m.

Thank you to all our supporters who continued to support Helen & Douglas House this year and whose generosity helped fund care for all the children and families who needed our help. Thanks to you, not a single child was refused the care they needed.

The closure of the high street

Government restrictions meant our shops only traded for 13 weeks in total and the result of that was a revenue loss of £2.325m versus budget and a full year actual net loss after all costs of £972k. We were able to protect almost all retail roles during closure thanks to the Coronavirus Job Retention Scheme (CJRS – Furlough).

A total of 4 shops were closed during the year and will not reopen. This was either due to planned closures of unprofitable shops where the lease had either come to an end, or where we activated a break clause.

We were also able to reduce the impact of Covid-19 on our retail costs thanks to the Government business rate relief support. We also transferred our furniture delivery service to a third party and removed the need for operating our own leased vehicles.

// Covid-19 Impact

Protecting our supporters

Our approach to fundraising, working with professional fundraisers and commercial participators

16

Our fundraising function comprises 16 staff. These staff work in teams organised by income source to generate funds for Helen & Douglas House to fund our vision. The data and supporter services team manage all enquiries from the public, manage our donor database and data selections for fundraising activity and ensure we operate in line with fundraising and data protection regulations.

● Our Community & Events and Strategic Partnerships teams focus on raising money through our own events, third party events, working with corporate partners and local businesses, community groups, churches, schools, and individuals who take on their own fundraising activity.

Fundraising Regulation and the Code of Fundraising Practice

For the period under review we have had no significant incidence of non-compliance with the Code of Fundraising Practice or Chartered Institute of Fundraising guidance.

// Covid-19 Impact

Complaints

In the Financial year 2020/21 we received three complaints. Two were in relation to our email marketing activities and one related to our lottery player recruitment, where our partner Local Hospice Lottery recruits players using their own fundraisers. We responded to all complainants and resolved their complaints appropriately.

10,774 In the Financial year 2020/21, we received donations from 10,774 supporters.

Vulnerable People

The charity adheres to the Code of Fundraising Practice in its dealings with people who we identify as vulnerable and we are mindful of the Chartered Institute of Fundraising's guidance.

We only work with third party commercial participators who are committed to protecting vulnerable people and who also adhere to the Code.

Monitoring the activity of third parties

● All materials used by third party commercial participators are drafted and reviewed by the charity. The training of fundraising staff by third party commercial participators is overseen and regularly attended by representatives of the charity. Third party fundraising staff are periodically shadowed whilst canvassing the public. Recordings of telephone calls with donors conducted by third party commercial participators are reviewed regularly.

Contracts with third party commercial participators contain complaint and vulnerable people clauses scrutinised and agreed with the charity. All complaints received by third party commercial participators are shared with the charity.

// Covid-19 Impact

26

A cautious outlook for the year ahead

Whilst we ended the financial year in a positive financial position, we face the year ahead with continued uncertainty.

A successful and widely adopted vaccine programme is hopefully the light at the end of the tunnel for us all, but the extent and pace at which life returns to pre pandemic levels will have an influence on our levels of voluntary support.

Our retail shops reopened on 21 April and have so far been trading well. We have held our first mass participation event and have more planned over the next 12 months. However, increases in public confidence, attitudes to spending, visiting the high street to shop, to socialise and to take part in social activities, and the long-term impacts of the virus on unemployment are all unknown.

Consequently, the surplus we accumulated this year, may be drawn upon to support income shortfall gaps in the year ahead, especially given Government funding has now come to an end.

Drawing down on our reserves may be necessary to ensure we maintain continuity of service to meet the needs of individual children and their families.

----- Start of picture text -----
Stanley and Riley
in the garden
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// Covid-19 Impact

// Agility and Resilience

28

Whilst the year has been challenging and difficult in lots of ways for almost everyone it has also been the catalyst for some outstanding creativity, innovation, agility and resilience which might not have otherwise been possible.

It is this agility and resilience which has enabled the organisation to come through a tumultuous year and has accelerated our preparedness for the future.

Despite the challenges, a lot of what we achieved and learned will go on to shape our future in a very positive way.

Service and environment developments

We continued with plans for structural changes to the hospice building and created a conservatory quiet space, a new bathroom and a new treatment room.

Despite being able to offer fewer bed nights at the hospice due to the lockdown, we were able to ensure we cared for everyone who needed our care by increasing the amount of contact we had with families overall via outreach nursing and medical care, telephone contact, consultations via virtual media and hampers delivered to homes.

Where families were unable to access our services directly, we have kept in touch several ways; the most popular of which was our hamper drops. We provided a care and treat hamper for the families of all the children and young people, and these were delivered by staff and volunteers, giving us

an opportunity to meet the family on the doorstep and identify any family who maybe needed more support than they were seeking.

The play team arranged several craft and activity packs throughout the year which were also very well received. Many families have given us feedback to say this really helped them feel they were not forgotten and was much appreciated.

This has allowed us to care for more children at a place they were happiest to be cared for, often at home and that is something we will continue to build on.

Our doctors went out to assess and treat children at home significantly more than pre pandemic. Meetings, with professionals from one or more clinical disciplines who work together to treat children, became virtual rather than physically attended which allowed for more people to attend from wherever they were located. It was quickly acknowledged that virtual meetings offered a more effective and responsive means of enabling the best care for the most vulnerable children.

Throughout the year we continued to contribute to important areas of palliative care research and below is a list of some of the publications which were attributed to Helen & Douglas House. Some of these were Covid-19 specific in respect of providing medication to the dying without needles which could be adopted by family carers at home.

// Agility and Resilience

29

Adapting to home working

The organisation adapted to ensure new technology was introduced at pace and staff were quickly equipped to work from home effectively.

Many of our staff have reported that their work life balance as well as productivity has improved because of not being office based every day.

Flexible working policies will be reviewed as a result and new hybrid ways of working will be introduced, with a combination of home and office working where appropriate so that staff in relevant roles, can work where they are most effective. That will require our office space to evolve in terms of layout and design to facilitate collaborative working rather than individual staff and desk working.

Diversified income streams

We quickly adapted our fundraising strategy and transitioned to digital channels and platforms to recover income lost from more traditional face to face methods.

In April we created a new giving circle called Children’s Champions. This membership Group will support the funding of certain projects and innovations at Helen House.

We launched our first virtual fundraising events last year with Make It Till You Bake It and Race From The North Pole and we learned a lot from them and will continue to build on our virtual offer.

We created a series of social media donation campaigns to reach existing and new audiences, and this in part contributed to the growth in individual cash donations we experienced throughout the year. Our door-to-door campaign to recruit regular cash givers was suspended and we replaced this with a telephone campaign which showed promise and we will look to continue with this approach as some supporters prefer this.

We also launched an initiative to develop a new product co-created between our fundraising and our clinical teams. Currently in the development stage, this product will support parents, help them communicate with their children and covers some of the harder to navigate subjects which are part of life; remembrance, difference, and emotions for example.

// Agility and Resilience

30

These are just a few examples of how the organisation has adapted at pace. Many of these initiatives were already in the pipeline and the restrictions placed upon us and impact of the virus has meant that we have simply accelerated our plans. Whilst this year has presented us all with considerable challenges, the overarching effect has been hopeful and has brought with it many benefits, including:

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Anthony
----- End of picture text -----

// Agility and Resilience

Ella

Kirsty, Ella’s Mummy said:

’Thoughout the various lockdowns we have received hampers, presents and most importantly we have received care from Helen & Douglas House though phone calls which has reassured us with Ella when she hasn't been too well. Ella also got to stay at the hospice in December too which she really enjoyed.

Helen & Douglas House hospice has helped us as a family in so many ways. When you have a child that has complex medical needs, life is tough as you are always worrying and wondering what’s going to happen next.

But for any concerns we have, Helen & Douglas House has always been there for us, just for a chat or to have a bit of respite so we can recharge our batteries as parents and for this we will never forget them.

‘Without them we don’t know what we would do. They make a very bad situation and turn it into fun happiness which makes you forget for a while of what you’re going though. We are truly thankful to them for being there for us and many other families and most of all they always make Ella smile.

 Ella, enjoying craft activities

----- Start of picture text -----
‘Helen & Douglas
House hospice has
helped us as a family
in so many ways.’
Kirsty, Ella's Mummy
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We are able to leave our beautiful boy for a short stay knowing he is receiving the best care and attention as he would at home. This allows us to have a worry-free break from our hectic lives and helps us to come back to our boy feeling refreshed. Stephanie, Zac's Mum, who visits Helen & Douglas House for respite care

// Equality, Diversity and Inclusivity

34

We want Helen & Douglas House to be an inclusive organisation to all people and recognise we have not yet achieved this, particularly in respect of racial diversity within our workforce.

We are proud to say that the profile of our service users is broadly representative of the ethnicity of the communities we serve but our workforce remains predominantly white and female.

We need to create opportunities and reduce barriers for everyone, particularly underrepresented groups. We are committed to making sure there is no discrimination in our processes for recruitment and selection, performance management and pay, and that promotion and retention is fairly granted across the organisation.

We are collaborating with another children’s hospice, Demelza in Kent and South London who share this commitment and together we have formed a group of staff from across the organisation with the aim of supporting the development and implementation of plans and actions which recognise, respect and value people’s differences.

The group has agreed to pursue the following:

The scope of the group is to provide input and insight to all aspects of our operations, including how we work as an employer, service design and delivery, and communications and strategy.

// Equality, Diversity and Inclusivity

35

Both organisations recognise that this group cannot identify and implement all the changes necessary for improvement without the guidance of a stakeholder reference group comprising a diverse group of people who can bring a relevant perspective. Each organisation will invite volunteer representatives from within their workforce, local community groups and service users to be part of this stakeholder group.

In addition, we have supported Together for Short Lives by inviting our families to participate in a survey to better understand the experience of families from minority ethnic backgrounds (particularly Pakistani and other south Asian groups), when accessing children’s palliative care.

We hope to hear about what works, what barriers they may face and any gaps in the support offered to these families and this survey will report back in the summer of 2021.

We are committed to making Helen & Douglas House an organisation that values equality, diversity and inclusivity, and as such this issue will remain at the top of our agenda.

// Equality, Diversity and Inclusivity

Losing our boys during the pandemic has been particularly hard. Whilst we've still been able to talk to our families on the phone, nothing beats just giving our parents a hug. I think that makes the grief particularly hard. That human face to face contact is so important which was not possible in lockdown. Paul and Siobhan, who tragically lost their twin boys, James and Ryan in August

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twin boys, James and Ryan in August
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// Looking to the Future

Hilary

 Hilary helping with the spring hampers

Hilary joined Helen & Douglas House as a volunteer helping at the hospice and a family’s home in Oxford for eight years.

Hilary’s volunteering role is very varied. She helps a family the hospice cares for at their home as a Home Volunteer, helping with housework, playing with the child’s sibling and provides help and support for family trips out. She also helps the care team at the hospice, entertaining siblings of terminally ill children staying at the hospice whilst their parents have a well-deserved break. She also helps with things like packing the spring packs we sent to 150 local families this April.

Hilary had been teaching since 1973 and her last job was at a local school for children with special needs. She knew children from this school who were visiting Helen & Douglas House and knew how much they enjoyed it. When she retired, Hilary wanted to keep up her links with the hospice, be part of the team and continue to work with the local families with terminally ill children.

Hilary said ‘I have learnt a lot from everyone I have met at Helen & Douglas House and especially the family that I visit as a Home Volunteer. I have also appreciated the training sessions offered by the hospice.’

39

Strengthening our volunteer proposition

In February we commissioned an external specialist to review our volunteering capabilities, resources and processes and identify any opportunities for improvement.

The research carried out provided a good understanding of how volunteering at Helen & Douglas House compares with other organisations and gave some direction for the future.

The review reported that our existing volunteers are positive about their experience of giving time to Helen & Douglas House and are very proud of their contribution to our work. The review also identified that that existing volunteer roles are traditional and there is an opportunity to grow by developing roles in other areas of the charity.

We know we have a strong volunteer ethos compared to similar sized organisations, but our resources, communications, and processes need improving to ensure we attract and retain committed volunteers and improve their experience with us.

We welcome the findings of the review, acknowledge that our volunteers are a vital part of Helen & Douglas House, and we will be investing in volunteering in the months ahead.

We wish to thank all our volunteers for their valuable support, including many who have had to remain at home for most of the last year. We hope you will return to continue to give your time to support us because your contribution is vital. We cannot thank you enough for everything you do to help us care for local terminally ill children.

// Looking to the Future

40

Interim strategic priorities

For the financial year starting March 2021, the organisation will focus on the following key interim priorities. We are currently undergoing a strategic review and an operating plan for the next 3 years will be informed by this review.

Strategic Review 2021

Our current five-year strategy has now been operating since 2016. The objective of the current review is to identify what changes and developments may be needed to take Helen & Douglas House into the next several years. The need for a strategic review now is reinforced by the changes to the organisation and its environment resulting from Covid-19.

Our aim is to put the organisation in the best possible position to meet the needs of the children and their families who have palliative and supportive care needs, and to support others who also care for them, bearing in mind our wider obligations to society.

// Looking to the Future

The Strategic Review

Technology

How should we best deploy technology in a rapidly changing world?

Environment How should we manage our estate and address wider environmental concerns?

Service provision

How should we develop our services to children and families; how should we work with partners?

The Strategic Review will consider all the components of our strategy, under these main headings

People How we will ensure that we are a diverse, well-staffed, open and welcoming organisation?

Governance

Do our charitable objects properly capture our role and aims; do we have the right governance structure?

Funding

How will we ensure that we continue to raise the funds to support our service aspirations?

// Looking to the Future

42

A Review Panel was established by the Board of Trustees in December 2020. It is made up of nine representatives from the Board of Trustees and the Executive team, with one external member bringing an expert outside perspective to challenge and widen the thinking of the established members. The Panel has been drawing on the evidence of Trustees, staff and external people active in relevant fields.

The Panel spent the period from January to March 2021 focusing on the role and scope of the organisation – what we provide, to whom and in what partnerships. In April 2021 specific workgroups were established to consider the ‘how’ questions such as funding, governance, people and technology.

The Panel will then report to the Board of Trustees in the form of a Board Paper to be considered at its regular July Board meeting. It is expected that the Board will then mandate the Executive team to develop an operating strategy during the third quarter of 2021. That strategy will be a public document.

----- Start of picture text -----
Aahil with
Nurse Andrew
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// Looking to the Future

// Financial Review Lily-mae in the garden

44

We ended the financial year with a surplus on restricted funds of £0.118m and a surplus on unrestricted funds of £2.467m, resulting in a consolidated increase in funds for the year ended 31 March 2021 of £2.585m (2020: £0.914m increase in funds). Our like for like income (excluding Covid-19 financial support) decreased by 36.5% compared to 2019/20 with some of the key movements as follows:

Overall, with the inclusion of all income received, there was a decrease year on year of £308k (-3.17%). The detrimental impact on our income as a result of Covid-19 were supported by specicic Government funding for hospices in addition to the generic HMRC support schemes, that were available to us through the year. The additional financial support we received during 2020/21 is detailed below:

** The retail support grants covered periods of closure excluding the first UK lockdown. The first UK lockdown retail support grants were accounted for in 2019/20.

The impact of Covid-19 in 2020/21 meant that the organisation had to demonstrate agility in the way it delivered the service, and the way funds were raised to support our charitable activities. Despite the challenging year, our total costs have remained largely unchanged, £8.3m versus £8.4m in 2019/20 and in the main this is due to a large percentage of our cost base being fixed. All financial support received is presented in total income with no offset against costs incurred.

// Financial Review

45

Expenditure on Raising Funds is categorised between Donations & Legacies and Trading Activities. Within raising funds expenditure, the costs of raising donations and legacies increased by 17.3% and on trading activities (including the retail network and lottery) decreased by 15.5%. Expenditure on donations and legacies increased largely due to the full year impact of a staffing restructure and new product investment.

Expenditure on Charitable Activities is categorised between Hospice Care and Bereavement. There was a 6.9% increase in the level of expenditure on hospice care due to salary increases, depreciation and a greater level of support costs as a result of Covid-19.

There was significant movement in the value of our investments held by CCLA with a net increase of 35% in our total fund(s) value. Of this increase, £1.413m is unrealised gains which replenish the significant investment losses made during February and March 2020. Also included in the total funds value is £2.5m held in a deposit account to go some way to reduce our exposure to risk, part funded from the investment fund and part from cash held in the bank.

Risk management

The Trustees examined the principal areas of the charity’s operations and reviewed the major risks associated with each. The Trustees consider that the charity’s systems are such that these risks are managed to an acceptable level. The risk management strategy forms part of the annual planning process against which the Trustees regularly review progress. The Trustees review the risk register twice a year. The Trustees seek to anticipate future risks by undertaking risk analysis as part of the long-term strategic planning programme.

The following table summarises our key risks and control procedures that are in place:

// Financial Review

46

Risk Management
Failure to generate
adequate, sustainable
income to fund our service
Operational expenditure
for our current and
planned service model
exceeds income		 • Diversify income generation
• Look at which areas are most successful
and invest in these
• Networking, new thinking and planning
• Developing new fundraising and retail strategies
• Adjusting fundraising mix in light of the situation
Failure to safeguard service
users, staff and volunteers
Due to the conduct of a
member of staff or volunteer
or organisational change		 • Robust safeguarding policy and procedure
• Safeguarding team
• Safeguarding framework developed 2018
• Safeguarding steering group with representatives
in different departments
• Board reporting and nominated board member
• Safe recruitment procedures
• Rolled out training to retail staff
• Posters in all shops and departments
• Reporting culture
• Mandatory training in safeguarding
• Risk assessments
Electronic
Communication Failure
A breakdown of the
organisation’s electronic
and telephonic
communication systems		 • Robust, up to date emergency plan(s)
• Emergency mobile phones
• Use of personal mobile phones
• Robust backup and security measures
• Back up generator
• ICT support contracts (including out of hours)
• Investment in robust ICT infrastructure
• ICT headcount increased
• Out of hours on-call support (ICT Team)
• Regular 1:1, Director of ICT and Head of ICT
• Clear ICT processes and communication methods

// Financial Review

47

Risk Management
Increase in acute needs
of overall population
impacting capacity
for planned care
An increase in clinical need
for existing patients as well
as a potential rise in new		 •Outreach to support families
•Telephone support from the medical team
and the care team
•Support from the Community and
Family Support Team
•Creative use of the HDH services
(day cases, mid-week stays)
•Joint working with the acute trusts and other
community services (statutory and third sector)
•Use of virtual multi-disciplinary meetings
between teams to plan care effciently
•Signifcant increase in our community
and in-reach offer
•Ongoing gap analysis and capacity monitoring
with partners via Thames Valley Paediatric
Palliative Care Network.
Recruitment and retention
of talent does not enable
HDH to effectively deliver
its strategy
Could lead to lack of
support for HDH at the
expected level to meet
stakeholder requirements		 •Recruitment campaigns in place to address turnover
•Specifc hiring approach being development
for each ‘hotspot’ areas
•Pulse survey completed for Strategic Review
•MHFAs in place
•Use of bank and agency staff
•Looking creatively at staffng and skill mix
•Pulling RNs from other areas of the organisation
(surge action plan)

// Financial Review

48

Investments policy

The charity invests in pooled funds managed by CCLA Investment Management Ltd. Investments are primarily held in equity funds. The portfolio is reviewed at least annually and, under the guidance of CCLA Investment Management Ltd, amended according to the anticipated market conditions and organisational needs. The quarterly reports from CCLA’s Social Responsibility Investigation Unit confirm to the Trustees that the CBF funds’ managers adopt a rigorous approach to corporate social responsibility in line with the Trustees’ instructions on ethical codes.

The aim is to maximise total annual return on a portfolio of prudently and ethically invested financial assets. During 2020/21 there were investment income payments totalling £225k and an overall net gain of £1.413m. In addition there was a further £80k gain on revaluation pertaining to an investment property, therefore creating a total investment net gain of £1.493m.

Reserves Policy & Going Concern

Reserves are held to enable us to continue to help beneficiaries and to secure the future of the charity. They provide investment income, cash resources for capital projects and a subsidy for years when income does not match expenditure.

Our policy is to have free reserves of at least six months’ total operational costs of providing charitable activities including support costs. The value is based on the annual budget and is reviewed each year.

on the annual budget and is reviewed each year.
Summaryof reserves 31 March 2021 £'000
Unrestricted Reserves at 31 March 2021 14,621
Less the value of fxed assets 3,949
Less amounts allocated or designated 2,352
‘Free’ reserves at 31 March 2021 8,320

As at March 2021, it cost c£302k per month to provide hospice care, family support and bereavement care. The 2020/21 six-month total operational costs budget is £4.816m so the March 2021 level of ‘free’ reserves represents 10 months’ total operational costs*. Unrestricted reserves less fixed assets represent 13 months’ total operational costs.

**- the total operational costs budget includes hospice and bereavement, support services and income generation costs.

// Financial Review

49

The Charity has considered its future service costs in relation to projected income in the short to medium term future. Whilst there remains some uncertainty around certain income streams and an acknowledgment that they are likely to increase, there is a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future.

The Trustees believe that the Charity is well placed to manage its risks successfully. There are no material uncertainties about the group and the Charity’s ability to continue as a going concern.

Allocated/designated amounts

Helen & Douglas House makes several allocations from its unrestricted reserve. These cover:

Pay policy

The organisational pay policy sets out the principles that the Charity follows, but specifically:

It is reviewed annually by the people and remuneration committee.

Pay scales and rates

The Charity has aligned pay to at least that of the NHS for clinical staff.

As of 31 March 2021, with the exception of the CEO, Retail and Doctors, all employees are paid on a rankings scale implemented as part of benchmarking exercise undertaken in late 2019. During 2020/21 any salary changes as a result of the benchmarking were implemented in November 2020 and backdated to April 2020. Retail staff are on a separate pay scale.

// Financial Review

50

The CEO salary is approved by the Chair of Trustees and Doctors’ sessional rates are determined by the Department of Health.

The minimum hourly rate paid in 2020/21 was £8.72, this is in line with the National Living Wage.

Pension schemes

The Charity offers two pension schemes.

NHS Pension

Employees who join, having paid into an NHS pension in the previous 12 months, are entitled to re-join the NHS Scheme.

Employer's Pension

Employees are able to join one of two schemes.

There is a higher contribution rate scheme that has been in operation for some time. This requires the employee to contribute 6% and the Charity 7%. If the employee chooses not to join this scheme and meets the requirements, they will be automatically enrolled into a scheme offering the minimum level of contributions (2020/21: 5% for employee & 3% for employer). Staff must choose to opt out of the auto-enrolment scheme if they do not wish to join.

// Financial Review

51

Administrative details

The Trustees, who are also directors of the charity for the purposes of the Companies Act, submit their annual report and the audited financial statements for the year ended 31 March 2021. The annual report and financial statements comply with the Charities Act 2011, the Companies Act 2006, Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standards applicable in the UK and Republic of Ireland (FRS 102), the charity’s memorandum and articles of association and the requirements of a directors’ report as required under company law.

The table below is a list of all trustees covering the relevant reporting period and the Assurance Committee they sit on.

Assurance Committee they sit on. Assurance Committee they sit on. Assurance Committee they sit on. Assurance Committee they sit on. Assurance Committee they sit on. Assurance Committee they sit on.
Trustees:
Tanya Baldwin

Lord Blair of Boughton
Katherine Boyce

Sir Stephen Bubb
Dr Ann Goldman

David Gye

Colin Love
Peter Marland
Sister Jean Raphael

Annewen Rowe

Simeon Tinant
Martin Wildsmith


Ian Watson

Professor Andrew Wilkinson

Catherine Worswick
Clinical Governance
Organisational Audit and Health & Safety
Finance and Income Generation
People and Remuneration
Trading Company
Tanya Baldwin
Lord Blair of Boughton
Katherine Boyce
Sir Stephen Bubb
Dr Ann Goldman
David Gye
Colin Love
Peter Marland
Sister Jean Raphael
Annewen Rowe
Simeon Tinant
Martin Wildsmith
Ian Watson
Professor Andrew Wilkinson
Catherine Worswick

// Financial Review

52

Keymanagementpersonnel:
Chief Executive Offcer & Trading Company Director Clare Periton
Director of Clinical Services Andrea Lambert
Director of Support Services (Resigned September 2020) Jenny Rigby
Director of Support Services (Appointed March 2021) Ashley Roper
Director of Income Generation Hazel Bedford
Director of Finance and ICT Mark Stowe
Medical Director Dr Emily Harrop
Company Secretary & Trading Company Director Mike Cooper

Solicitors:

Coffin Mew, Rivergate House, Newbury Business Park, London Road, Newbury, RG14 2PZ

Independent auditor:

Sayer Vincent LLP, Invicta House, 108-114 Golden Lane, London, EC1Y 0TL

Banks:

National Westminster Bank plc, 32 Cornmarket Street, Oxford, OX1 3HA

Barclays Bank plc, 54 Cornmarket Street, Oxford, OX1 3HB

Investment managers:

CCLA, Senator House, 85 Queen Victoria Street, London, EC4V 4ET

// Financial Review

53

The charity and public benefit

Helen & Douglas House accepts patients based on an objective assessment of need against defined criteria, and in line with principles adopted nationally for children and young people with palliative care needs (ref. Together for Short Lives). We operate a principle of equality of access to care, according to assessed need, and offer services to any member of the public within those criteria without discrimination (subject to operating capacity).

We provide care free of charge to our beneficiaries. We are only able to do this through the generosity of public donations and through our continual pursuit of a fair funding contribution from statutory sources. For every £1 received of statutory money, the charity itself generates a further £4.36 of income from voluntary donations, representing significant return on investment for the state.

The trustees have had regard to the Charity Commission’s guidance on public benefit in carrying out the charity’s objectives and are satisfied that any eligible child or young person, and their family members/carers can benefit from the charity’s services.

Organisation structure, governance and management

Helen House and Douglas House were each originally established under the aegis of the Society of All Saints Sisters of the Poor (ASSP), a registered charity and Anglican religious community for women, whose Mother House is in Oxford. The two hospices are built within the grounds of the Society’s Convent. On 14 October 2016, a Special Resolution was adopted by the Trustees of the ASSP which gave Helen & Douglas House independence from their organisation structure.

The Chief Executive is responsible for organising an induction programme for new trustees and on-going training for all trustees. Each trustee receives a trustee induction file on appointment. This and on-going training are based on material provided by Hospice UK, the umbrella body of the hospice movement in the United Kingdom, and the Charity Commission.

Whilst the trustees have, and accept, ultimate responsibility for directing the charity’s affairs they have delegated authority for day-to-day operational decisions to the Chief Executive, who reports to them at the bi-monthly meetings of the board.

// Financial Review

54

Helen & Douglas House (Trading) Limited, a wholly owned subsidiary of Helen & Douglas House, was established to generate funds for the charity from the sale mostly of donated goods, with a small element of new goods in the sales-mix. In April 2006, a decision was taken to directly account for the sale of donated goods through the charity rather than channelling them through the trading company. The sale of new goods continues to be accounted for through Helen & Douglas House (Trading) Limited. The results of the subsidiary company have been incorporated into these financial statements. The loss for the trading subsidiary was £11k (2020: £34k profit) but there is an expectation that this will return to profit during 2021/22 and so the negative reserve position will be eliminated.

Trustee board members

A sister of All Saints Sisters of the Poor is a Trustee of Helen & Douglas House. The remaining trustees do not have a beneficial interest.

Trustees’ responsibilities

The trustees (who are also directors of Helen & Douglas House for the purposes of company law) are responsible for preparing the trustee’s annual report, including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practices).

Company and charity law require the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and group and of its incoming resources and application of resources, including the income and expenditure, of the group for that period. In preparing these financial statements the trustees are required to:

// Financial Review

55

The trustees are responsible for keeping adequate accounting records that disclose reasonable accuracy, at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act. They are also responsible for safeguarding the assets of the charitable company and group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The trustees’ annual report which includes the strategic report has been approved by the trustees on 26 July 2021 and signed on their behalf by

Ian Blair Chair of Trustees 26 July 2021

// Financial Review

Temitope

 Temitope, taking part in our Adolescent Sibling Group

When a child is diagnosed with a life shortening illness, everyone in the family is affected.

The stress of frequent hospital visits, gruelling treatments and the other harsh realities of dealing with terminal illness can take a major toll on family life. That includes brothers and sisters, who can find it upsetting seeing their sibling’s health declining as their illness progresses and the impact that it has on the whole family.

We provide two support groups for the brothers and sisters of terminally ill children: The Elephant Club for younger siblings aged 6 to 11 years old and an Adolescent Sibling Group for those aged 12 to 17 years old.

On the Saturday before Mother’s Day, the Sibling’s Team Leader, Rosa, held a live craft session on Zoom for 11 of the siblings we care for. During this session they made some lovely Mother’s Day presents. Temitope, aged 8, was one of the children who took part in the arts and crafts session.

Mum Anita said ‘The Helen & Douglas House Sibling Support Team has been amazing. Generous in all their Zoom activities, making Temitope happy to take part. She really enjoys all the arts and crafts and she likes interacting with Rosa, the Sibling Team Leader. The Mother’s Day craft day was especially lovely and very thoughtful. It made me smile.’

// Independent Auditor’s Report

58

Independent auditor’s report to the members of Helen & Douglas House

Opinion

We have audited the financial statements of Helen & Douglas House (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2021 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the group financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

// Independent Auditor’s Report to the Members of Helen & Douglas House

59

Conclusions relating to going concern

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

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

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

Other information

The other information comprises the information included in the trustees’ annual report, including the strategic report, other than the group financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the group financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the group financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

// Independent Auditor’s Report to the Members of Helen & Douglas House

60

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report, including the strategic report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities Act 2011 requires us to report to you if, in our opinion:

Responsibilities of trustees

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

// Independent Auditor’s Report to the Members of Helen & Douglas House

61

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charites Act 2011 and report in accordance with those Acts.

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

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

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

// Independent Auditor’s Report to the Members of Helen & Douglas House

62

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

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

// Independent Auditor’s Report to the Members of Helen & Douglas House

63

Use of our report

This report is made solely to the charitable company’s members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. 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 for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Fleur Holden

Senior statutory auditor

13 September 2021

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

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

// Independent Auditor’s Report to the Members of Helen & Douglas House

----- Start of picture text -----
‘Helen & Douglas
House is my
daughter's special
place, to be safe,
smile and be happy.’
Parent
----- End of picture text -----

 Lily-Mae with Nurse Sarah

// Financial Statements Stanley with his Mum

66 Financial Statements

Consolidated statement of financial activities for the year ended 31 March 2021

66 Financial Statements 66 Financial Statements 66 Financial Statements 66 Financial Statements 66 Financial Statements
Consolidated statement of financial activities for the year ended 31 March 2021
Restricted
funds
Unrestricted
funds
Total funds
2020/21
Total funds
2019/20
NOTE £000 £000
£000		 £000
Income from:
Donations & legacies 2a 340 4,662
5,002		 4,044
Charitable activities 2b 2,243 0
2,243		 580
Other tradingactivities 2c 0 1,323
1,323		 4,321
Investments 2d 0 235
235		 192
Other 2e 0 619
619		 593
Total 2,583
6,839
9,422		 9,730
Expenditure on:
Raisingfunds: Donations & legacies 0 1,670
1,670		 1,423
Raisingfunds: Tradingactivities 0 3,045
3,045		 3,605
Charitable activities: Hospice care 2,319 882
3,201		 2,994
Charitable activities: Bereavement 94 320
414		 381
Total 3
2,413
5,917
8,330		 8,403
Net income before net gains
on investments		 170 922
1,092		 1,327
Net(losses) / gains on investments 6 0 1,493
1,493		 (413)
Transfer between funds (52) 52
0		 0
Net movement in funds 118
2,467
2,585		 914
Reconciliation of funds:
Total funds brought forward 17 363 12,154
12,517		 11,603
Total funds carried forward 481
14,621
15,102		 12,517
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those
stated above. Movements in funds are disclosed in Note 15 and the comparativeprioryear SOFA is disclosed in Note 17

// Financial Statements

67 Financial Statements

Balance sheets as at 31 March 2021

67 Financial Statements 67 Financial Statements 67 Financial Statements 67 Financial Statements 67 Financial Statements 67 Financial Statements 67 Financial Statements
Balance sheets as at 31 March 2021
Group Charity
NOTE 2020/21
£000
2019/20
£000		 2020/21
£000
2019/20
£000
Fixed assets
–tangible fxed assets		 5
Buildings 3,672 3,579 3,672 3,579
Fixture,fttings& equipment 192 201 192 201
IT Costs 85 61 85 61
3,949 3,841 3,949 3,841
Fixed assets – investments
Investments 6 7,148 7,509 7,148 7,509
Current assets
Stock 0 3 0 0
Debtors 8 745 1,207 744 1,207
Short term investments 9 2,504 1 2,504 1
Cash&bank 1,296 445 1,295 444
4,545 1,656 4,543 1,652
Current liabilities
Creditors 10 (540) (489) (545) (488)
(falling due in less than one year)
Net current assets 4005 1,167 3,998 1,164
Net assets 15,102 12,517 15,095 12,514
Accumulated funds
Unrestricted – Designated 15a 2,352 3,064 2,352 3,064
Unrestricted – General 15a 12,269 9,090 12,168 9,087
Restricted 15a 481 363 575 363
15,102 12,517 15,095 12,514
Company Number:4120488
These fnancial statements were approved and authorised for
behalf by:
Ian Blair
Chair of Trustees
26July2021		 issue by the Trustees and signed on their

// Financial Statements

68 Financial Statements

Statement of cash flows for the year ended 31 March 2021

68 Financial Statements 68 Financial Statements 68 Financial Statements
Statement of cash flows for the year ended 31 March 2021
2020/21 2019/20
Net cash flow from £000 £000
Cash fows from operating activities:
Net incomefor thereporting period 2,585 914
Adjustments for:
Depreciation charges 398 373
Net(gains) /losseson investments (1,493) 413
Dividends,interest and rent from investments (235) (192)
Loss/(proft) on disposalof fxed assets 0 (579)
Decrease / (increase)in stock 3 8
Increase / (decrease)in creditors 51 (99)
Decrease / (increase)in debtors 462 (692)
Net cashprovided by operating activities 1,772 146
Cash fows from investing activities:
Dividends,interest and rents from investments 235 192
Netproceeds from the sale of fxed assets 0 2,005
Purchase of fxed assets (156) (89)
Purchase of investments (1,000) (3,375)
Net cash used by investing activities (921) (1,267)
Increase/ (decrease) in cash balance 851 (1,121)
Movement in cash balances Start ofyear
445		 1,566
End ofyear
1,296		 445
Change
851		 (1,121)

// Financial Statements

69

1 Accounting policies

Statutory information

Helen & Douglas House is a company limited by guarantee and is incorporated in England, registered in England and Wales (No. 4120488).

It is a registered charity in England and Wales (No. 1085951).

The registered office address and principal place of business is 14a Magdalen Road, Oxford OX4 1RW.

The following accounting policies have been used consistently with items considered material in relation to the group accounts.

Basis of preparation

The accounts have been prepared in 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 & the Republic of Ireland (FRS 102) – (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK & the Republic of Ireland (FRS 102) and the Companies Act.

The consolidated financial statements comprise the accounts of Helen & Douglas House and its trading subsidiary, Helen & Douglas House (Trading) Limited, made up to 31 March 2021. The trading results of the subsidiary are shown in note 7. Transactions and balances between the charitable company and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two companies are disclosed in the notes of the charitable company’s balance sheet.

A separate statement of financial activities, or income and expenditure account, for the charitable company itself is not presented because the charitable company has taken advantage of the exemptions afforded by section 408 of the Companies Act.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

Public benefit entity

Helen & Douglas House meets the definition of a public benefit entity under FRS 102.

// Financial Statements

70

Going concern basis

The trustees consider that there are no material uncertainties about the charitable company’s ability to continue as a going concern.

The charity has investment and bank balances of some £10.9m (2020: £7.95m) which the trustees consider adequate to meet future operational commitments.

Investment in subsidiaries

The investment in the subsidiary is at cost.

Income

// Financial Statements

71

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

the following activity headings:
Charitable activities (Hospice Care) The direct cost of running Helen House
and Douglas House, Clinical management,
Medical Team and direct support services
of Catering, Domestic and Facilities teams.
Charitable activities (Bereavement) The cost of the operation of the family
support and bereavement team.
Costs of raising funds The cost incurred to receive voluntary
contributions as well as the cost of
activities with a fundraising purpose.
Trading activities The cost related to running our network
of shops and our Lottery operation.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Allocation of support services

Expended resources are allocated to the particular activity where the cost relates directly to the activity. The cost of overall management and administration of each activity, comprising salary and overhead costs of central functions, is apportioned on the following basis:

// Financial Statements

72

Support area Basis of apportionment to the four main cost areas
Finance Based on the combined value of income and expenditure
CEO Offce Apportionment based on the % time allocated
by individual employees
Governance Apportionment based on the total cost in each area
IT Apportionment based on the % time allocated
by individual employees
People, Volunteering
& Resources		 A combination of allocation methods used based on an
individual employee role, including recruitment numbers,
number of employees and number of volunteers

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

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 discount due.

Short Term Investments

Short term investments include cash balances that are invested in accounts with a maturity date of between 3 and 12 months.

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.

Creditors and provisions

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

// Financial Statements

73

Financial Instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. Funds restricted for the purchase of fixed assets are transferred to unrestricted funds once the asset has been acquired.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

Stock

Stock is valued at the lower of cost and net realisable value. The stock of donated goods is not valued.

Tangible fixed assets

Items of expenditure are capitalised where the purchase price exceeds £1,000.

Depreciation charges are allocated to activities on the basis of the use of the related assets in those activities.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value evenly over its expected useful life. The depreciation rates in use are as follows:

rates in use are as follows:
Buildings 2.5%
BuildingImprovements 10.0%
Fixtures & fittings 15.0%
Computer equipment 33.3%
Motor vehicles 25.0%

Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

// Financial Statements

74

Listed investments

Investments are a basic form of financial instrument and are initially recognised as their transaction value and subsequently measured at their fair value as at the balance sheet date, using the closing quoted market value. Any change in the fair value will be recognised in the Statement of Financial Activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains / (losses) on investments” in the Statement of Financial Activities.

The charity does not acquire complex financial instruments.

Investment properties

Investment properties are measured initially at cost and subsequently included in the balance sheet at fair value. Investment properties are not depreciated. Any change in the fair value is recognised in the Statement of Financial Activities. The valuation method used to determine fair value will be stated in the note to the accounts.

Taxation

No corporation tax is payable due to the charitable status of the parent company. Taxable profits are generated by the Trading subsidiary and are transferred as a gift to the parent company.

Pension costs

The Charity operates its own defined contribution scheme, currently provided by Scottish Widows. In addition, some employees are entitled to be members of the NHS pension scheme. For the Charity to allow the employee to continue with membership of the NHS Pension Scheme they must have paid into it in the 12 months prior to joining the Charity.

The NHS Pension Scheme is an unfunded, defined benefit scheme for NHS employers, GP Practices and other bodies allowed under the direction of the Secretary of State. The scheme is not designed to be run in a way that would enable NHS bodies to identify their share of the underlying scheme assets and liabilities. Therefore, the scheme is accounted for as if it were a defined contribution scheme: the cost to the Charity of participating in the scheme is taken as equal to the contributions payable to the scheme for the accounting period.

Operating leases

Rentals applicable to operating leases are charged on a straight line basis over the period of the lease.

// Financial Statements

----- Start of picture text -----
‘Life is precious
and at Helen &
Douglas House we
can make memories
to treasure forever.’
Parent
----- End of picture text -----

 Max enjoying messy play with Carer Hannah

76 Financial Statements

Notes to the financial statements for the year ended 31 March 2021

76 Financial Statements 76 Financial Statements 76 Financial Statements 76 Financial Statements
Notes to the financial statements for the year ended 31 March 2021
2 Income
2020/21		 2019/20
£000 £000
2a Donations
2,772		 2,716
Legacies**
1,187		 680
CoronavirusJob Retention Scheme
726		 23
RetailSupport Grants
317		 625
5,002 4,044
- At__31 March 2021there wasc£980kin the legacy pipeline
(at31 March 2020 c£785k**)
2b Charitable activities
NHS England Children’s HospiceGrant(see Note 15a)
458		 305
NHS and Local Authoritycontributions tocostof care
217		 275
Government Funding (Hospice UK) (see Note 15a)
1,568		 0
2,243 580
2c Trading activities
Salesof donated and bought ingoods
831		 3,541
Gift Aidon salesof donatedgoods
72		 331
Web sales
58		 42
Lotteryincome
318		 312
Other
44		 95
1,323 4,321
2d Investments
Rent income
10		 23
Fund and Dividend income
225		 169
235 192
2e Other income
Profton sale of Warehouse
17		 579
Other (IncludingBusiness ContinuityInsurance Claim relatingto the frst lockdown of Covid-19)
603		 14
619 593
Total income
9,422		 9,730

// Financial Statements

77 Financial Statements

3 Expenditure
–Current Year		 Hospice Care Bereavement Fundraising Trading 2020/21
£000 £000 £000 £000
£000
Paycosts 2,072 362 945 1,548
4,927
Non-paycosts 316 7 489 1,091
1,903
Central support costs
(see below)		 478 45 236 343
1,102
Depreciation 335 0 0 63
398
3,201
414
1,670
3,045
8,330
Central Support Costs: £000 £000 £000 £000
£000
Finance 35 4 79 79
197
CEO Offce 160 0 34 34
228
Governance 5 1 3 5
14
IT 68 19 67 39
193
People &ResourcingTeam 210 21 53 186
470
478
45
236
343
1,102
3 Expenditure
–Prior Year		 Hospice Care Bereavement Fundraising Trading 2019/20
£000 £000 £000 £000 £000
Paycosts 1,967 323 849 1,640 4,779
Non-paycosts 297 10 382 1,462 2,151
Central support costs
(see below)		 423 48 192 437 1,100
Depreciation 307 0 0 66 373
2,994
381
1,423
3,605		 8,403
Central Support Costs: £000 £000 £000 £000 £000
Finance 31 5 63 110 209
CEO Offce 138 8 39 33 218
Governance 10 1 6 14 31
IT 60 9 35 69 173
People &ResourcingTeam 184 25 49 211 469
423
48
192
437		 1,100
3 Net income / (expenditure) for the year is stated after charging:
2020/21
£000
Auditor’s remuneration (excluding VAT):

2019/20
£000
Audit of these fnancial statements
16
 14
Audit of fnancial statements of subsidiary
1
1
Other Services
1		 1
Operatinglease rentals –Property
798		 948
Operatinglease rentals –Other
16		 23

// Financial Statements

78 Financial Statements

4

Salaries and employees

The permanent employee head count and the associated Full Time Equivalent as at 31 March 2021 & 31 March 2020, by function was:

&31 March 2020,byfunction was:
2020/21 2019/20
Head Count
FTE		 Head Count FTE
Nursing,medical and care 49
(39.05)		 53 (41.69)
Fundraising 23
(21.38)		 22 (20.53)
Management&administration 21
(20.05)		 19 (18.04)
Retail 61
(50.57)		 69 (65.54)
Estates,domestic and catering 10
(9.12)		 11 (8.77)
164
(140.18)		 174 (154.57)

The organisation employed people on bank contracts (zero hours). In 2020/21 there were 59 individuals who worked zero hours contracts totalling the equivalent of 3.49 FTE (2019/20: 73 individuals, 8.24 FTE). Bank FTE are not included in the table above.

78 Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements
4 Salaries and employees
The permanent employee head count and the associated Full Time Equivalent as at 31 March 2021
&31 March 2020,byfunction was:
2020/21 2019/20
Head Count
FTE		 Head Count FTE
Nursing,medical and care 49
(39.05)		 53 (41.69)
Fundraising 23
(21.38)		 22 (20.53)
Management&administration 21
(20.05)		 19 (18.04)
Retail 61
(50.57)		 69 (65.54)
Estates,domestic and catering 10
(9.12)		 11 (8.77)
164
(140.18)		 174
(154.57)
The organisation employed people on bank contracts (zero hours). In 2020/21 there were
59 individuals who worked zero hours contracts totalling the equivalent of 3.49 FTE
(2019/20: 73 individuals, 8.24 FTE). Bank FTE are not included in the table above.
Staff salary costs: £000 £000
Salaries*** 4,877 4,644
National InsuranceContributions 440 428
Pension Contributions 343 318
*** - Includes actual & accrued redundancy & termination costs 5,660 5,390
Agency,advertisingandotheremployeecosts 93 108
5,752 5,498
Employee emoluments:* 2020/21 2019/20
£90,000- £99,999 1 2
£80,000- £89,999 1 0
£70,000- £79,999 1 0
£60,000- £69,999 2 2
* - Excludes Employer NI and Pension
Key management personnel (as defned in the Trustees' Annual Report)
£518,458 (2019/20: £415,230)**		 total remuneration was
** - Includes Employer NI and Pension
Termination payments***
In 2020/21 the Charity had 1 (2019/20: 2) redundancy & termination payments that amounted to
£4,374(2019/20: £2,557)
*** - any redundancy costs are included within the termination payments total.

// Financial Statements

79 Financial Statements

4 Salaries and employees (continued)

Pension costs

Total pension contributions charged to the statement of financial activity, by scheme

79 Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements
4 Salaries and employees (continued)
Pension costs
Totalpension contributions charged tothestatementof fnancial activity,byscheme
2020/21
£000
2019/20
£000
Charitydefned contribution scheme 203 185
NHSpension scheme 140 133
343
318
Volunteers
Thenumberof individuals whovolunteered for the groupis setout in thetablebelow:
Number of volunteers Number of hours
volunteered		 Economic value
of the hours(£)
2020/21 2019/20 2020/21 2019/20 2020/21 2019/20
Care 101 133 763 11,305 6,653 92,814
Fundraising 0 4 0 128 0 1,051
Retail 355 425 0 55,250 0 453,603
Other 14 22 0 1,782 0 14,630
Total 470 584 763 68,465 6,653 562,098

Due to Coronavirus our Retail Volunteers did not work any hours due to the shops being closed for a significant part of the year. The economic value of volunteer hours is for information only, this is not recognised in the financial statements.

// Financial Statements

80 Financial Statements

5 Fixed Assets Land &
Buildings		 Building
Improve-ments		 Fixtures, fittings
& equipment
IT Cost		 Motor vehicles Total
£000 £000 £000 £000 £000 £000
Cost
At 1 April 2020 5,856 1,351 1,667 298 25 9,197
Additions - 2 67 87 - 156
Disposals - - - - - 0
Transfer from
Investmentproperties		 350 - - - - 350
At 31 March 2021
6,206
1,353
1,734
385
25
9,703
Depreciation
At 1 April 2020 (2,794) (833) (1,467) (237) (25) (5,356)
Charged inyear (149) (111) (75) (63) - (398)
Eliminatedon disposal - - - - - 0
At 31 March 2021
(2,943)
(944)
(1,542)
(300)
(25)
(5,754)
Net book value
At 31 March 2021
3,263
409
192
85
0
3,949
At 1 April 2020
3,061
518
201
61
0
3,841
Douglas House property assets continue to be recognised in the fnancial statements
as the expectation is the assets will continue to deliver benefts to the Charity.
All assets are used for charitable purposes.
6 Investments 2020/21
£000		 2019/20
£000
CCLA – Investment Fund 6,887 6,978
CCLA – Deposit Fund 2,504 -
Other listed investments(Bonds and Shares) 261 261
Investmentproperty - 270
9,652 7,509
Market valueat 1 April 2020 7,509 4,547
CCLA – Investment Fund Purchases - 3,375
CCLA – Deposit Fund Investment 1,000 -
Proceeds from sale of investments - -
Transferof Investment Property (350) -
Netgainon revaluation 1,493 (413)
Market value at 31 March 2021 9,652 7,509
Investment property was valued at its market value as at 9th October 2020. The valuation was provided
by Richard Venables of VSL & Partners (Kidlington). The basis of said valuation was: Market rate,
interest in the freehold and potential competitive bidding.
The investment property is now used for supporting charitable activities so no longer meets the defnition
of an investment property and has therefore been reclassifed as a tangible fxed asset at its fair value
of £350,000, resulting in an £80,000 unrealised investmentgain.

// Financial Statements

81 Financial Statements

7 Subsidiary undertaking

81 Financial Statements
7 Subsidiary undertaking

The charity owns the whole of the issued ordinary shares of Helen & Douglas House (Trading)
Limited, a company incorporated in England (Co. Number : 05090748). The subsidiary is used
for non-primary purpose trading activities. All activities have been consolidated on a line by line
basis in the statement of fnancial activities. Available profts are distributed under gift aid to
the charitable company. Clare Periton, of the charitable company, Michael Cooper, and Martin
Wildsmith, are directors of Helen & Douglas House (Trading) Limited.
A summary ofthecompany's resultsare as follows:
2020/21
£000		 2019/20
£000
Turnover 27 59
Costof sales (25) (24)
Grossproft 2 35
Administrative expenses (13) (1)
(Loss) / proft on ordinary activities before taxation (11) 34
Taxationonproftonordinaryactivities - -
(Loss) / proft for the fnancial year (11) 34
Retainedearnings brought forward 8 8
(Loss) / proft for thefnancialyear (11) 34
Profts distributed to parent undergift aid 0 (34)
Retained earnings carried forward (3) 8
All of the above results are derived from continuing activities. There were no other recognised gains
or losses other than those stated above. All movements in equity are included within the statement above.
Administrative expenses includes Management Charge from the parent charity of £11,054
Parent charity
The parent charity’sgross incomeand theresults for the year aredisclosed as follows:
2020/21
£000		 2019/20
£000
Gross income 9,422 9,705
Result for the year 2,585 921

// Financial Statements

82 Financial Statements

Group Group Charity Charity
2020/21
£000
2019/20
£000		 2020/21
£000
2019/20
£000
8 Debtors
Tradedebtors 107 77 107 77
Investment incomereceivable 12 12 10 12
Accrued income 218 714 220 714
Accrued legacyincome 25 0 25 0
Prepayments 307 319 307 319
VAT recoverable 59 75 58 75
Other debtors 17 10 17 10
745 1,207 744 1,207
Group Charity
2020/21
£000
2019/20
£000
2020/21
£000
2019/20
£000
9 Current asset investments
CBF Deposit Fund 2,504 1 2,504
10 Creditors
Tradecreditors 99 80 95 80
Social securityandother taxes 110 109 110 109
Other creditors 161 213 171 213
Accruals and deferred income 170 87 169 86
540 489 545 488

Trustee remuneration

11 Trustee remuneration No trustees (2020/21: None) received remuneration for their office. No trustees were reimbursed for expenses (2019/20: None) for representing the charity.

12 Leasing commitments

At the end of the year the Charity & Group had total commitments under non-cancellable leases as follows:

At the end of the year the Charity &
leasesas follows:		 Group had total commitmen Group had total commitmen ts undernon-cance undernon-cance llable
Property Other
2020/21
2019/20		 2020/21 2019/20
£000 £000 £000 £000
Less thanone year 730 869 8 22
Betweenoneand fve years 1,030 1,375 11 0
Morethan fve years 10 140 0 0
1,770 2,384 19 22

// Financial Statements

83 Financial Statements

13 Related party transactions

Helen & Douglas House paid rent of £46,747 (2019/20 £46,747) to The Society of All Saints, Sisters of the Poor. In addition there is a contribution of £5,400 (2019/20 £5,250) to the maintenance of the communal garden. The trustees of The Society of All Saints were members of Helen & Douglas House until October 2016, however one Trustee is now common to both Boards.

14 Analysis of group net assets between funds

14 Analysis of group net assets between funds Analysis of group net assets between funds Analysis of group net assets between funds
2020/21
£000
2019/20
£000
General charitablefunds
12,269		 9,090
Designated funds
2,352		 3,064
Restricted Funds
481		 363
15,102 12,517
The fundsare represented by:
Restricted
£000
Designated
£000
Unrestricted
£000
2020/21
£000
Fixed assets 0 0 3,949
3,949
Investments 0 2,352 4,796
7,148
Current assets 481 0 4,064
4,545
Current liabilities 0 0 (540)
(540)
481
2,352
12,269
15,102
Restricted
£000
Designated
£000
Unrestricted
£000
2019/20
£000
Fixed assets 0 0 3,841 3,841
Investments 0 3,064 4,445 7,509
Current assets 363 0 1,293 1,656
Current liabilities 0 0 (489) (489)
363
3,064
9,090
12,517

// Financial Statements

84 Financial Statements

15a Movements in funds (Current Year)

84 Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements
15a Movements in funds (Current Year)
Balance
01/04/2020
Income		 Expenditure Transfers
between
funds
Balance
31/03/2021
Restricted funds £000 £000 £000 £000
£000
Charitable Activities
NHS England Children’s
HospiceGrant		 0 458 (458) 0
0
NHS and Local Authority
contributions tocostof care		 0 217 (217) 0
0
Government Funding
(via Hospice UK)		 0 1,568 (1,568) 0
0
0
2,243
(2,243)
0
0
Donations and Legacies
Enablement 0 38 0 0
38
Helen Houseplay 103 2 (31) 0
74
Helen House music 1 0 0 0
1
Helen House art 2 0 0 0
2
Helen House in-patient 18 7 0 0
25
Outreach work 69 134 (94) 0
109
Thames Valley Health
Education		 29 0 0 0
29
Clinical training 36 0 (3) 0
33
Clinical equipment 85 40 (4) 0
121
Volunteering 1 0 0 0
1
Projects 19 110 (39) (52)
38
363 341 (171) (52)
481
363
2,584
(2,414)
(52)
481
Unrestricted funds
Designated funds: £000 £000 £000 £000
£000
Lease commitments 2,405 0 0 (617)
1,788
Redundancyfund 350 0 0 0
350
Shopfund 160 0 0 (95)
65
Maternityfund 149 0 0 0
149
Total designated funds
3,064
0
0
(712)
2,352
General funds 9,090 8,332 (5,917) 712
12,217
Total unrestricted funds 12,154 8,332 (5,917) 52
14,621
Total funds
12,517
10,916
(8,331)
0
15,102

// Financial Statements

85 Financial Statements

15b Movements in funds (Prior Year)

85 Financial Statements Financial Statements Financial Statements Financial Statements Financial Statements
15b Movements in funds (Prior Year)
Balance
01/04/2019
Income		 Expenditure Transfers
between
funds
Balance
31/03/2020
Restricted funds £000 £000 £000 £000
£000
NHS England Children’s
HospiceGrant		 0
305		 (305) 0
0
Helen Houseplay 4
139		 (40) 0
103
Helen House music 2 0 (1) 0
1
Helen House art 2 0
0		 0
2
Helen House in-patient (2) 21 (1) 0
18
Outreach work 34 98 (63) 0
69
Thames Valley Health
Education		 29 0
0
0
29
Clinical training 36 0
0
0
36
Clinical equipment 64 21 0 0
85
Volunteering 1
0
0
0
1
Doctors team 0
5		 (5) 0
0
Projects (33) 56 (4) 0
19
137
645
(419)
0
363
Unrestricted funds
Designated funds: £000 £000 £000 £000
£000
Lease commitments 2,289 0
0
116
2,405
Redundancyfund 500
0
0
(150)
350
Shopfund 160
0
0
0
160
Maternityfund 149
0
0
0
149
Total designated funds
3,098
0
0
(34)
**3,064 **
General funds 8,368 9,085 (8,397) 34
9,090
Total unrestricted funds 11,466 9,085 (8,397) 0
12,154
Total funds
11,603
9,730
(8,816)
0
12,517

// Financial Statements

86

NHS England Children’s Hospice Grant

The annual grant contribution funded by NHS England has been restricted to our provision of children’s hospice care during the financial year, and fully used for that purpose.

NHS Clinical Commissioning Groups and Local Authorities

Funding contributions from a Clinical Commissioning Group (CCG) or Local Authority may be attributed to the care of a specific patient or may be in respect of all care provided to patients registered with a GP in a particular CCG. In 2020/21 we had NHS contract and grant agreements with the following CCGs:

2020/21 2019/20
NHS Buckinghamshire CCG £31,200 £98,336
NHS Milton Keynes CCG £26,708 £20,721
NHS Nene CCG £1,568 £18,815
NHS Northamptonshire* £21,000 £2,184
NHS Oxfordshire CCG £100,000 £100,000
NHS Swindon £15,000 £11,911
NHS Wiltshire CCG £23,130 £22,500

*Named NHS Corby CCG in 2019/20

All the funds received from public sector sources were fully used in the financial year for the purposes intended. During 2020/21 one -off Government funding payments were received totalling £1.568m to ensure the availability of bed capacity should it be needed during the pandemic as well as to help ensure the longer-term sustainability of hospices.

Enablement

To fund staff and project work related to patient enablement activities

HH Play

The income in this fund has been generated in order to invest into resources supporting play activities

HH Music

The income in this fund has been generated in order to invest in music therapy and activities for patients.

// Financial Statements

87

HH Art

The income in this fund has been generated in order to invest in art activities for patients.

HH In - Patient

The income in this fund has been generated in order to invest into resources supporting in-house patient care.

Outreach Work

The aim of this fund is to cover costs of Outreach Workers who provide assistance in the patient’s home.

Thames Valley Health Education

A fund of money to help continued development of clinical supervision within the organisation.

Clinical Training

A restricted fund of money to help pay for internal training of Helen & Douglas House clinical employees.

Clinical Equipment

This fund is for the donations we receive that are required to be spent on purchases of large items of clinical equipment.

Volunteering

Staff Cost or project work supporting volunteering across the organisation.

Doctors Team

This fund supports the cost of Doctors or project work relating to the Doctors’ team.

Projects

Funding received for specific projects pertaining to the development and enhancement of the building, gardens and facilities. There was a transfer of funds during the year due to the terms of the restricted donation being satisfied once the specified assets were acquired, thus allowing the charity to use the assets on an unrestricted basis for any charitable purpose.

Designated Funds

The details of designated funds purposes can be found in the financial review section of the annual report.

// Financial Statements

88

16 NHS pension scheme

Past and present employees are covered by the provisions of the two NHS Pension Schemes. Details of the benefits payable and rules of the Schemes can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/pensions. Both are unfunded defined benefit schemes that cover NHS employers, GP practices and other bodies, allowed under the direction of the Secretary of State for Health in England and Wales. They are not designed to be run in a way that would enable NHS bodies to identify their share of the underlying scheme assets and liabilities. Therefore, each scheme is accounted for as if it were a defined contribution scheme: the cost to the NHS body of participating in each scheme is taken as equal to the contributions payable to that scheme for the accounting period.

In order that the defined benefit obligations recognised in the financial statements do not differ materially from those that would be determined at the reporting date by a formal actuarial valuation, the FReM requires that “the period between formal valuations shall be four years, with approximate assessments in intervening years”. An outline of these follows:

a) Accounting valuation

A valuation of scheme liability is carried out annually by the scheme actuary (currently the Government Actuary’s Department) as at the end of the reporting period. This utilises an actuarial assessment for the previous accounting period in conjunction with updated membership and financial data for the current reporting period, and is accepted as providing suitably robust figures for financial reporting purposes. The valuation of the scheme liability as at 31 March 2021, is based on valuation data as 31 March 2020, updated to 31 March 2021 with summary global member and accounting data. In undertaking this actuarial assessment, the methodology prescribed in IAS 19, relevant FReM interpretations, and the discount rate prescribed by HM Treasury have also been used.

The latest assessment of the liabilities of the scheme is contained in the report of the scheme actuary, which forms part of the annual NHS Pension Scheme Accounts. These accounts can be viewed on the NHS Pensions website and are published annually. Copies can also be obtained from The Stationery Office.

// Financial Statements

89

b) Full actuarial (funding) valuation

The purpose of this valuation is to assess the level of liability in respect of the benefits due under the schemes (taking into account recent demographic experience), and to recommend contribution rates payable by employees and employers.

The latest actuarial valuation undertaken for the NHS Pension Scheme was completed as at 31 March 2016. The results of this valuation set the employer contribution rate payable from April 2019 to 20.6% of pensionable pay.

The 2016 funding valuation was also expected to test the cost of the Scheme relative to the employer cost cap set following the 2012 valuation.

In January 2019, the Government announced a pause to the cost control element of the 2016 valuations, due to the uncertainty around member benefits caused by the discrimination ruling relating to the McCloud case.

The Government subsequently announced in July 2020 that the pause had been lifted, and so the cost control element of the 2016 valuations could be completed. The Government has set out that the costs of remedy of the discrimination will be included in this process. HMT valuation directions will set out the technical detail of how the costs of remedy will be included in the valuation process. The Government has also confirmed that the Government Actuary is reviewing the cost control mechanism (as was originally announced in 2018). The review will assess whether the cost control mechanism is working in line with original government objectives and reported to Government in April 2021. The findings of this review will not impact the 2016 valuations, with the aim for any changes to the cost cap mechanism to be made in time for the completion of the 2020 actuarial valuations.

// Financial Statements

90 Financial Statements

90 Financial Statements
17 Comparative SOFA
Restricted
funds
Unrestricted
funds
Total funds
2019/20
£000 £000
£000
Income from:
Donations & legacies 340 3,056
3,396
Charitable activities 305 275
580
Other tradingactivities 0
4,969
4,969
Investments 0
192
192
Other 0
593
593
Total
645
9,085
9,730
Expenditure on:
Raisingfunds: Donations & legacies 0 1,423
1,423
Raisingfunds: tradingactivities 0
3,605
3,605
Charitable activities: Hospice care 356 2,638
2,994
Charitable activities: Bereavement 63 318
381
Total
419
7,984
8,403
Net income before net gainson investments 226 1,101
1,327
Netgains on investments 0
(413)
(413)
Net movement in funds
226
688
914
Reconciliation of funds:
Total funds brought forward 137 11,466
11,603
Total fundscarried forward
363
12,154
12,517

// Financial Statements

91 // Financial Slalemenls

Fundraise Donate

Volunteer Shop

Helen & Douglas House 14A Magdalen Road Oxford OX4 1RW

E: Fundraising@helenanddouglas.org.uk

T: 01865 799150

www.helenanddouglas.org.uk

Company number 4120488 Registered charity number 1085951 Registered office address Helen & Douglas House, 14A Magdalen Road, Oxford OX4 1RW