2021-03-31-accounts

ANNUAL REPORT & FINANCIAL ACCOUNTS Year Ended 31 March 2021

Dr Kershaw's Hospice (a company Limited by Guarantee) Charity Number: 1105924 Company Number: 5221414

You are at the heart of everything we do!

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Contents. Brand Guidelines Contents.

Our Values 8 About Dr Kershaw’s 11 Management & Financial Details 12 Structure, Governance & Management 13 Response to Covid 14 Our Business as Usual 20 Patient Safety & Quality of Care 22 Patient Experience 24 Clinical Services 26 Learning & Organisational 34 Development 36 Staff Resilience Volunteering 40 Quality Improvement & HR 42 Income Development 44 Financial Review 50 Statement of Board of Trustees’ 52 Responsibilities for the Financial Statements

Independent Auditors’ Report to the Members of Dr Kershaw’s Hospice

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Statement of Financial Activities for 57 the Year Ended March 31, 2021 Balance Sheet 58 Statement of Cash Flows 59 Notes to Financial Statements 60

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Mission Statement.

Our Mission is ‘to add quality to the lives of those with life limiting illnesses.’

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Our Values.

Inclusiveness

We recognise, respect and embrace the diversity of our community, promoting equality in all that we do.

Openness & Transparency

Our openness and transparency reflects our duty to the patient and our statutory obligations.

Dignity & Respect

We treat our patients with the utmost respect, maintaining privacy and dignity at all times.

Responsiveness

We are responsive to the individual needs of our patient, their families and carers.

Compassion

We treat our patients, families and carers with compassion.

High Quality Care

We are dedicated to the provision of the highest quality evidence-based care.

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About Dr Kershaw’s Hospice.

bereavement - for as long as they need us.

Dr Kershaw’s Hospice is an adult Hospice for Oldham and its surrounding areas. As a charity, we provide free specialist care for those with life limiting illnesses as well as support for those who are important to them - loved ones, families, friends, even pets.

We endeavour to be a caring organisation for all our patients, our staff, our volunteers and our partners across the community - other hospices, NHS & non-NHS organisations.

As leaders in our field, we reach out into family homes, hospitals, care homes and colleagues; offering emotional, spiritual and practical support.

Since the Hospice first opened its doors initially in 1989, we care and support the people we are in contact with both during a person’s illness, at death and into

Acknowledgements.

The Trustees would like to thank all our funders for their generous support over the past twelve months, in particular:

We are extremely grateful to all the Trusts and Foundations, Corporate supporters, individual donors, Friends, Lottery players, event participants, and community fundraisers who support us, without whom our work would not be possible, and to the generous people who left a gift to Dr Kershaw’s in their Will, or have pledged to do so in the future.

The Beaverbrooks Charitable Trust, The Wolfson Foundation, Garfield Weston Foundation, Life for a Life, CRASH Charity, and the Screwfix Foundation for supporting our In-Patient Unit Capital Campaign and enabling us to complete our project despite Covid-19 delays.

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Management & Financial Details.

Trustees.

The Trustees (who are also Directors of the charity for purposes of company law) present their financial statements and annual report for the year ended 31 March, 2021. The other general information given in the report covers the year between annual meetings.

Mirriam Lawton (Chair) Dr Paul Cook (Vice Chair) Anne Sykes Jonathan Lipton Sue Briscall Peter Wakefield Rachel Damianou Joanne Jones Jacqueline Wood Kim Wrigley Jonathan Edwards Stephen Schofield

Appointed January 2020 Appointed January 2020 Appointed May 2011 Appointed January 2015 Appointed April 2014 Appointed December 2018 Appointed October 2019 Appointed October 2019 Appointed January 2021 Appointed January 2021 Appointed January 2021 Appointed January 2021

Trading Company.

Dr Kershaw’s Hospice Ltd Company Number - 5221414

Company Secretary - Rachel Damianou Charity Number - 1105924

Senior Management Team.

Chief Executive Officer Medical Director Director of Clinical Services Director of Finance

Joanne Sloan Dr Matthias Hohmann Adele Doherty Maria Papaleo Lyndsey Donbavand Rebecca Bentham Lindsey Harper Kelly Foster Sarah Longmore

Director of Quality and Governance Director of Income Development & Marketing Lead Nurse Community Services Senior Sister End of Life Nurse Educator

Banking Services.

Barclays Bank PLC National Westminster Bank PLC Charities Aid Foundation (CAF)

25 High Street, Oldham, OLl 3AZ 8 Rochdale Road, Royton, Oldham, OL2 8QJ Kings Hill, West Mallin, Kent, ME19 4TA

External Auditors.

Chadwick & Company - Chartered Accountants Capital House, 272 Manchester Road Droylsden, Manchester M43 6PW

Structure, Governance & Management.

The organisation’s governance structures are shown in the diagram below...

Board Governance Structure - 2021.

Board of Trustees Secretary to the Company Secretary Chair - Mirriam Lawton, Paul Cook (Vice Chair), Peter Board Rachel Damianou Wakefield, Sue Briscall, Anne Sykes, Jonathan Lipton, Beverley Schofield Joanne Jones, Rachel Damianou, Jacqueline Wood, Kim Wrigley, Stephen Schofield, Jonathan Edwards Officer Roles Senior Dementia Champion - Adele Doherty Management Team Equality, Diversity & Dignity Champion - Adele Joanne Sloan, Dr Doherty Matthias Hohmann, Health & Safety - Lyndsey Donbavand / Paul Barnes Lyndsey Donbavand, Caldicott Guardian - Dr Matthias Hohmann Adele Doherty, Responsible Officer - Joanne Sloan Lindsey Harper, Registered Manager - Adele Doherty Maria Papaleo, Safeguarding - Joanne Sloan Rebecca Bentham, Freedom to Speak Up Guardian - Adele Doherty Kelly Foster, Sarah SIRO - Maria Papaleo Longmore Controlled Drugs Accountable Officer (CDAO) - Adele Doherty PREVENT Lead - Adele Doherty

Sub Groups

Trustee Support Roles Executive Support - Mirriam Lawton

Clinical Governance- Adele Doherty (Chair), Sue Briscall (Vice Chair) Human Resources / OD - Lyndsey Donbavand (Chair), Jacquie Wood (Vice Chair) Information Governance - Joanne Sloan (Chair), Paul Cook (Vice Chair) Strategic Governance - Mirriam Lawton (Chair), Joanne Sloan (Vice Chair) Financial Resourcing - Peter Wakefield (Chair), Maria Papaleo (Vice Chair) Income Development & Communications - Rebecca Bentham (Chair), Jonathan Edwards (Vice Chair)

Special Projects - Paul Cook Finance - Peter Wakefield Human Resources - Jacquie Wood Well-Being Centre - Anne Sykes / Kim Wrigley

Community Engagement & Volunteers - Jacquie Wood Clinical - Sue Briscall / Kim Wrigley Medical - Jonathan Lipton Legal - Joanne Jones / Rachel Damianou Income Development - Jonathan Edwards / Stephen Schofield Safeguarding & SIRO - Paul Cook

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Dr Kershaw’s Collective Response to the Covid-19 Crisis.

Covid-19.

The Covid-19 pandemic has posed a unique challenge to Dr Kershaw’s Hospice and it has been vital to ensure that palliative care considerations have been incorporated into the pandemic planning.

The temporary closure of the In-Patient Unit in November 2020 presented the Hospice with an opportunity to do things differently in response to the pandemic. We significantly increased the number of patients cared for in the community, this included our medical staff, who were able to directly support primary and community care services. We deployed our In-Patient Night Nursing team into the community, working with the Out of Hours Community Nursing team, supporting the need for a rapid response during the night for all palliative patients across Oldham.

Nursing and medical staff have had to quickly adapt to a new way of working ‘safely’ and have responded with amazing tenacity. Alternative delivery methods of palliative care were explored throughout to ensure that the continuity of a highquality service that Dr Kershaw’s prides itself on remained unchanged.

Palliative patients were also given access to a specialist mobile number by either their District Nurse or Community Palliative Nurse and could use this number to contact nursing services as and when required.

Inside the Hospice, we completely adapted the physical layout, with doctors and nurses working within the Well-Being Centre, art rooms and café so that the Hospice’s staff could effectively practice government guidelines on social-distancing. The new layout also enabled cross-communication and allowed for staff to closely support each other during a difficult time.

Our Caring Hands service continued to provide domiciliary care across the Oldham borough with no disruptions to the service.

Covid-19.

The Hospice launched a successful online appeal for nursing staff to populate a Covid-19 nurse bank, which allowed us to respond promptly and effectively to service demand. The level of interest was overwhelming and it has been amazing to have high quality Healthcare Assistant’s fulfilling the roles exceptionally well and supplementing our existing staff.

The Hospice dealt with more patients than ever before, tripling our offer within the community of Oldham, with two teams operating day shifts and one at night, providing vital support to families across the borough.

We used the opportunity to invest and enhance digital technology which has supported the Hospice throughout the pandemic and enabled us to continue functioning throughout the lockdown periods.

All of the staff and volunteers swiftly adapted to the required changes. They ensured our patients remained at the heart of everything we do, offering a calming presence through the difficult days, and their unfaltering dedication to Dr Kershaw’s Hospice.

We were delighted to be presented with a ‘Special Recognition Award’ by Eamonn O’Neil, the High Sheriff of Manchester! Presented to those who have made an outstanding contribution to the community during the difficult circumstances brought about by Covid-19. Well-deserved recognition indeed for all our staff’s hard work and dedication to duty.

As we reflect on what has been a difficult year, we are also optimistic for the future and are very much looking forward to welcoming everyone back into the Hospice to enjoy our array of services, our café and our fundraising events.

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Medical Services.

Covid 19.

Over 2020 and 2021 as a direct

response to Covid-19, we have adapted our usual working practices to support the community.

Since launching, patients have benefited from the speed and ease of accessing their medication.

Over 2020 and 2021 as a direct response to Covid-19, we have adapted our usual working practices to support the community.

With our innovative electronic prescribing system fully in use and making a huge difference to our patients, we shared our results with the Greater Manchester Hospices Group (GMHG) to see if other local Hospices were interested in the same opportunity. GMHG with our support submitted a bid to NHS England for funding to support implementing this initiative and the group was successful, receiving £50,000 in funding to be shared between the hospices.

Caring for patients in the community regularly resulted in our doctors needing to prescribe additional or new medication. However, we weren’t set up as a community prescribing organisation, with any prescriptions having to be issued by the patient’s own GP or out-of-hours clinic which could take a substantial amount of time; leaving a patient without necessary medication.

Our clinical team took steps to become a community prescribing organisation; enabling us to issue prescriptions remotely and direct to the patient’s pharmacy, providing vital medication quickly.

The Hospice’s Medical Team also adapted to meet demand and began working 7 days a week, providing a new 24/7 advice and support service directly to Hospice at Home staff, GPs, and community teams - a service which was not available 7 days a week prior to the pandemic.

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Covid 19.

Non-Clinical Services Response

The long-term effects of Covid-19 are currently unknown, however, all charities have been significantly impacted by the pandemic and anticipate this continuing for some time. In response to the difficulties we faced in meeting the target for our new In-Patient Unit Capital Campaign, the Income Development team launched a new Appeal to engage with the local community; Furnished with Love – Give the Gift of Comfort. The focus of the Appeal was to raise funds to address the deficit, but with a specific ask for donations to purchase furniture for the new In-Patient Unit Family Lounge. The Appeal was a great success with social media followers, schools, and local corporate organisations getting involved.

With over 225 individual donations, 4 sponsored events, and a grant, a total of £39,810 was raised. We also produced a promotional video reaching over 6,900 people on Facebook.

Despite the Appeal’s success, the initial plans for the Income Development 5-year strategy had to be completely revised to reflect the current economic climate, focusing on fundraising activities responding to the new environment. The strategy centres on reducing fundraising events and diversifying income streams; with Trusts & Foundations being a central focus and reviewing possible partnerships with other Greater Manchester Hospices (GMH) for additional income streams.

Volunteer Services.

Our wonderful team of volunteers are pivotal to the Hospice’s day to day functionality. During 2020 many had to stand down as our shops closed, events were cancelled and some were shielding during the crisis. We made every effort to keep in regular contact with our volunteers during periods of lockdown by weekly phone calls, emails, Facebook and activities - virtual tours, app recommendations, online puzzles, audio books, zoo cams, free craft patterns, isolation bingo, a gardening competition, best DIY project

and a poetry competition. Volunteer contact has been good and feedback from the calls has been extremely positive.

Because of this, we have identified volunteers who have additional struggles in life, beyond Covid-19, that we would not normally be aware of. The crisis has allowed us to make more time and effort in ensuring these volunteers have a voice, are able to talk and feel they have been supported when they needed it the most.

Education and Training.

Current night staff and returning day staff (from sick, isolation or maternity leave) were all offered training and support to adjust safely to their roles in the Covid-19 safe model of practice.

learning and development, including training on safe and appropriate use of PPE. Resources provided to ensure staff are current and up to date with all the clinical developments affecting palliative and end-of-life care in relation to Covid-19.

Mandatory training continued to be delivered, with a flexible approach leading to enhanced compliance across all subjects and all groups of staff.

Staff health and well-being has also been a priority throughout the pandemic. We created a ‘Calm Zone’ where staff can get away and access a range of supportive and self-help materials with the emphasis being on their emotional health.

A ‘Pop up Learning Hub’ was introduced in the clinical workspace to support staff with their

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Our Business as Usual.

Safeguarding.

We promote a culture of listening to, and seeking the views of those we care for in a way that is appropriate to their understanding taking into account those views in individual decisions and in the establishment or development of services.

Dr Kershaw’s Hospice and Palliative Care Services are fully committed to safeguarding the welfare of all those we care for. We recognise our responsibility to promote safe practice and to protect all from harm.

The Board of Trustees reviewed the safeguarding governance and management arrangements of the charity and its performance and is satisfied that we fulfil the expectations and requirements as set out in guidance issued by the Charity Commission.

We work together to encourage an ethos which embraces diversity and respects the rights of all involved within our services. We support the right of all to live free from abuse with respect; dignity and equality, believing that all should receive the support they need to reach their full potential and remain safe.

New Build.

reroofing, solar panels and extended car-parking.

Construction of our new In-Patient Unit which started in September 2019, completed in February 2021 and includes en-suite facilities for 12 patients; additional facilities for relatives and visitors; medical piped gases and suction, new staff and storage facilities and additional car parking on the existing site. Alongside the New Build, the Hospice has taken the opportunity to upgrade the remaining building stock and utilities, including

A generous legacy has enabled work to begin on our grounds and gardens to create a landscape which will be enjoyed by patients, relatives and staff alike for years to come.

Information Governance.

Work has continued throughout 2020/21 to ensure that the Hospice is able to fulfil the requirements of the NHS Data Security and Protection (DSP) Toolkit.

Data flow maps and impact assessments have been completed and are reviewed continuously to ensure all relevant control measures are in place ensuring that the personal data obtained is justified and complies with data minimisation principles.

Due to the Covid-19 pandemic Health, Safety

Organisational Governance.

The Board of Trustees are fully committed to the principles of the Hospice, good governance and contributing to the organisation’s safety and continued improvement.

Trustees are recruited to ensure that the Board has a wide range of business experience and knowledge. This ensures that the company is organised on a sound basis and that all decisions are well founded and financially viable.

The Trustees are responsible for making policy and main funding decisions with the day-to-day management of the Hospice being under the direction of the Chief Executive Officer and her Executive Officers.

All potential risks to the organisation are held within our Risk Register – this is a live document, updated at every Senior Managers Monthly Subgroup meeting with key issues reviewed at every Board meeting by both the Executive Managers and Trustees.

Quality and performance reports and statistics are considered at every meeting of the Board. Particular attention is given to mandatory training, the admissions/episodes in both In-Patient Unit and the Well-Being Centre, to ensure that best use is being made of available beds and resources without compromising quality of care.

and Security Self-Assessment Checklists were implemented for all staff working from home. The checklist was introduced to highlight any potential risks associated with information governance, confidentiality and data security and relevant control measures have been applied, where required.

Privacy issues have been identified and risk analysis has been completed giving reassurance that the information asset is secure and complies with General Data Protection Regulations.

During this year the Board welcomed Jacqueline Wood, Kim Wrigley, Stephen Schofield, and Jonathan Edwards who bring their individual talents and expertise to the Board.

Trustee Gordon Russell stepped down from the Board in December 2020 after many years’ service to the Hospice. Dr Kershaw’s Hospice wish to thank him for his time, expertise, and dedication to the hospice. Former Chairman Vernon Cressey stepped down in January 2020. The Board acknowledged his retirement as Chair of the Board of Trustees. Vernon became a council member in November 1999 and was Secretary to the Trustees and also Secretary of the Governing Council from August 2000. He has been Company Secretary from September 2004 to January 2015 and a Trustee since December 2005 and he was appointed Chair of the Board in November 2014. Vernon was thanked for his long and valuable service

Thanks are also extended to Dr Paul Cook for his ongoing work in the role of Special Projects Advisor in relation to our new build and renovations project. He has devoted considerable time and effort to ensuring that our project is brought to fruition on target, obtaining significant NHS Capital monies and Charitable grants towards its funding.

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Patient Safety and Quality of Care.

CQC Transitional Regulatory Approach.

The clinical audit calendar is systematic and responsive to clinical requirements. The audit results from 2020/21 are displayed in a prominent place for all staff to observe and includes a results summary that highlights good practice and areas of practice where it could be improved. There is also an associated action plan displayed to provide the finer detail regarding each audit. The audit findings are discussed in the monthly Nurses Forum and Clinical Governance Group.

Overall compliance 2020/21 = 93%

Due to the pandemic the CQC (Care Quality Commission) Inspectors have adapted their methods of inspection by introducing a transitional approach to monitoring services.

On 19th February 2020, members of the Senior Management Team took part in a CQC Transitional Monitoring inspection interview, focusing on safety, how effectively our services are led and how easily people can access our services.

In preparation for the interview a 17,000-word document was submitted The interview took place via Microsoft Teams, and afterwards our Inspector and his Line Manager prepared a summary of their findings and we were delighted to receive positive feedback and thanked for all of our time and efforts. It was reassuring to know that all of the additional control measures that have been implemented due to Covid-19 were recognised and praised by the CQC inspectors and that as a result of this there were no further regulatory action required.

Our Registered Manager, Director of Clinical Services, continues to liaise with our local CQC inspector to provide updates on performance indicators and developments.

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Patient Experience

Feedback, good and bad, is vitally important and allows us to make improvements where it might be needed. In the last year (April 2020 to March 2021) we received 381 types of feedback from service users and received 2 complaints.

The 2 complaints received were not related to patient care. Both complaints were investigated and discussed with the parties involved and have been resolved satisfactorily.

We discuss themes from compliments and concerns we receive at the Clinical Governance and Senior Management Team Meetings, which are also reported to the Board of Trustees.

During 2020 we improved on an integrated strategy to collect, review, learn from and apply patient and carer feedback across all Hospice services.

Internal mechanisms have been further developed as a result to allow the collection of patient feedback in a systematic way. Patient and carer ‘satisfaction surveys’ have been redesigned across all service areas which incorporate the friends and family test. This allows us to summarise patient feedback responses and use the information to analyse findings, to share success and address any required improvements through hospice sub groups.

Since the launch of the new survey in August 2020 we have continually monitored the progress and it is clear from the survey responses received that it has had a positive impact. Internal and external reporting has become much more effective since recording patient experience on an electronic database.

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Clinical Services.

Despite the challenges the global pandemic presented the Hospice had another successful year. We delivered much needed care to hundreds of patients and their loved ones across Oldham and the surrounding areas, at no cost to themselves.

The Hospice is proactively working in collaboration with our partner organisations ensuring care is focused and coordinated, which has further enhanced end-of-life care for the people of Oldham. Our input has increased and has helped reduce the numbers of avoidable hospital admissions for people whose preferred place is the Hospice or their home.

Well-Being Centre.

The Well-Being Centre did unfortunately have to close due to restrictions, however existing patients continued to receive a weekly phone call from clinical staff and an escalation process was in place to assist with any clinical advice required.

This is also addressing social isolation and prompting positive mental health and well-being for the involved patients.

Due to Covid-19 and the closure of the Well-Being Centre, a focus has been on the delivery of a virtual version of the Well-Being Centre that patients can access via Microsoft Teams with volunteers being able to facilitate most sessions.

All existing patients were contacted to discuss their interest in the virtual service. Twelve patients felt unable to participate, mainly due to lack of technology but have since been offered a place on the Friendship Service.

Virtual Well-Being Centre Sessions.

The virtual sessions that are established include:

Yoga

A volunteer offers gentle and restorative yoga therapy sessions.

Quiz

The quiz is facilitated by an experienced volunteer on a Tuesday afternoon. The quiz is a chance for the patients to have some fun and prompts discussions.

Relaxation

This is a volunteer led session and uses relaxation techniques for patients to listen and respond to. This session has been most popular with the patients and has again received positive feedback from all patients.

“Being able to be part of the quiz has brightened up my day as I live alone and have been shielding”.

“This has really helped me deal with my anxiety I really look forward to a little ‘me time’ when I can completely relax.”

Exercise

The exercise class is being run by Oldham Community Leisure Centre who are volunteering their time and expertise for our patients. The sessions start with some discussion amongst the patients and the volunteer to establish their needs and capabilities. The exercises are tailored to each individual and the patients are not pushed to exert themselves beyond their capabilities. Patients had a dumbbell and exercise band delivered to their homes so that they can use these during the sessions.

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Hospice at Home.

of the modular unit was undertaken. We secured a second vehicle to support the increase in patients currently being cared for in the community, with great thanks to Ford Oldham.

Dr Kershaw’s Hospice at Home Service continues to benefit the local community providing high quality, individualised and flexible end-of-life care. Now in its fifth year, Hospice at Home is a thriving, well established, relied on and respected service in our local community.

Following the success of the Hospice community overnight support, a business case was produced and included an analysis of the data that was collected through a successful 6-month pilot. This data fully supports an extension of the current Hospice at Home model with the addition of the rapid response palliative calls between the hours of 21.00hrs- 07.00hrs.

During the pandemic the Hospice at Home Service continued to be business as usual, working in collaboration with our partner organisations.

We reintroduced our “Community Hub” in the Well-Being Centre conservatory to house staff whilst the next phase of the new build and removal

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Dr Kershaw’s Caring Hands.

Our domiciliary care service, Caring Hands is now well-established with an excellent reputation in our community for providing high-quality care and we are able to provide qualitative evidence to support our belief. The Continuing Healthcare Commissioner (CHC) have also received overwhelmingly positive feedback regarding the care we provide, and we have been requested by name and reputation by several families.

this will attract high calibre applicants that are required to support the expansion.

Initial conversations with the CCG and CHC regarding a new proposed way of working and a block commission of our service have not progressed as intended due to the constraints of the pandemic and the limitations this has placed on all involved. Regular meetings have been scheduled to discuss the future contract for Caring Hands as the current 3 year contract is reaching its natural end. We are hopeful an agreement will be reached to ensure that this essential service can continue and develop further.

The staged expansion of Caring Hands continues, and a revised advertisement for community Healthcare Assistant’s has been released via our website and social media platforms. We are hopeful

Dr Kershaw’s Caring Hands.

Nursing Times Awards 2020 Finalists

The Caring Hands service became finalists following nominations in the ‘Cancer Nursing’ and the ‘Nursing in the Community’ Nursing Times Award categories.

Carer satisfaction from people accessing our community care services has been overwhelmingly positive and has been an outstanding feature of the service provided. We have also had excellent feedback from our district nursing colleagues who are often providing care for the same patients we are visiting.

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Spiritual Care and Bereavement Support.

The Bereavement service continues to provide support to the bereaved within the Hospice community and also to the wider community, led by our Spiritual Care Nurse who is supported by a small but dedicated group of skilled volunteers across a range of roles.

Our Bereavement Service Through Covid.

However, due to the restrictions on visiting the Hospice and face to face contacts imposed during the pandemic we had to completely rethink how we could best reach those in need of this particular service.

ensuring we reach as many people as possible and offer our support at the most difficult of times.

We continued to provide mementos for families across all Hospice services, including memory boxes, fingerprints, locks of hair, teddy bears and hearts.

As more people were forced to isolate the Bereavement Support Nurse has been pivotal in

Telephone Service.

The telephone support service introduced at the start of the pandemic continues to work well. Healthcare Assistant and volunteer support started in January 2021 and is complementing the service. A volunteer counsellor works with the Bereavement Support Nurse.

Dementia Support.

Collaborative work with Oldham Memory Services to support a bereaved dementia sufferer is ongoing, and a ‘dementia toolbox’ of support strategies, resources and relevant contacts is in development to better support dementia sufferers accessing hospice services in future, in line with the Hospice’s dementia friendly status.

Friendship Service.

A Friendship Service has been developed to address loneliness and isolation by facilitating a weekly phone call from a volunteer to a service user. It is modelled on similar support services run by Age UK and other organisations. Initially the service was introduced to people who have accessed the Well-Being Centre prior to lockdown

and people who have accessed the Bereavement Support Service and are ready to move on to a less intensive intervention than bereavement support. Healthcare Assistants and volunteers began working with the Bereavement Service in March 2021 to facilitate the creation of this Friendship Service.

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Learning and Organisational Development.

Dr Kershaw’s Hospice is committed to the development of its staff and aims to provide a working environment in which staff are able to maximise their performance, commitment and contribution.

Our comprehensive statutory and mandatory training program includes face-to-face sessions, e-learning and workbooks as methods of teaching. This reflects current practice and is consistent with relevant national and local regulations/legislation.

Compliance with the Hospice mandatory training programme has been consistently high throughout the year:

In 2021/22 we will continue to develop the Learning Strategy demonstrating how the Hospice assesses, implements and evaluates the learning needs of all staff within a robust framework that supports equality of opportunity.

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Staff Resilience.

The past year has been an incredibly challenging one for everyone. Anxiety and mental health issues have become much more prevalent. Dr Kershaw’s has always treasured and supported our staff and volunteers and the work they do, but the pandemic has put a greater emphasis on mental health and well-being. In turn we have made it our focus to strengthen our measures to support the well-being of our staff.

A ‘temperature check’ was introduced in August 2020 and repeated in November to gain a better understanding of how staff were feeling and to continuously work on creating an environment where staff feel valued and satisfied in a period where there are so many challenges.

The survey results allowed us to learn where things are working well or not so well, expand on them and also benchmark staff engagement. There has been a need to ensure that staff are supported in a robust manner - using the temperature checks gave the opportunity to support staff in a more meaningful way.

Healthy Workforce.

A Healthy Workforce program was introduced which gave all staff the opportunity to take some time out of their usual working day to sign up to a number of workshops focused on wellness and mindfulness. The main aim was to encourage our team to stop, take a breath and relax and to continue this practice moving forwards.

treatments including Reiki.

The Workplace Well-being Launch which was just the start of our initiative has received excellent feedback from those who attended.

We have trained 11 dedicated Mental Health First Aiders and have expanded our well-being services, bringing our workplace resources together in one impactful toolkit.

A range of free complementary therapies were also made available to staff, offering a selection of

Currently in place:

• Clinical supervision

• Mental Health First Aiders

• Staff surveys

• Significant events analysis meetings

• Connect 5 training

• Staff Well-being days

• Pin boards – monthly well-being ideas and suggestions

• Trainee counsellors on site providing one to one support

Staff Resilience.

Future Framework (in addition to everything currently in place):

• Drop in clinics for all staff to access

• Support for Mental Health First Aiders

• Schwartz rounds

• Formal training - resilience specific

• Development of a clinical skills directory and training

• Development of an organisational development directory and training

• Regular complementary therapy slots available to staff

Internal Communications & Community Engagement:

• In 2020/21 our Marketing and Communications Manager brought a new focus to the team – both internally and externally.

• A new staff newsletter, Connect, has been launched to aid better communication across all teams and to celebrate achievements within the Hospice.

• The work put in by our Marketing and Communications team has increased our social media followers and our press coverage is rising.

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Thank You Week.

In December 2020, we launched our first ever Dr Kershaw’s ‘Thank You Week’ in recognition of the hard work that everyone does and to say thank you for going above and beyond during the pandemic. The Senior Management Team and Board of Trustees took the opportunity to share their thanks and appreciation with a series of messages and videos sent out to everyone via email and social media.

Each member of staff also received an extra day’s holiday as a ‘Thank You day’ for each person’s exceptional contribution in what has been the most challenging of years.

Positive and Appreciative Feedback from Staff.

“The extra day’s holiday was gratefully received by the nursing team and was a huge boost to morale, giving the team an extra day to spend with their loved ones.”

Adele Doherty, Director of Clinical Services

“This year has been very strange, but I have been around incredibly professional, friendly, positive people staff, volunteers and patients, and together we have got through this. So, thank you for having the trust in me to carry out my role in a professional manner too!”

Alison Taylor, Deputy Shop Manager

“The personal Thank You letter from Joanne and the extra day holiday was such a lovely surprise! It’s not something I’ve experienced in other places of work and it gave me a real boost. Thank you!”

Kathryn Harding, Bereavement Support Nurse

“Thank you for my ‘Thank You’ day holiday. What a lovely thought and such lovely words in your letter. I’m hoping that 2021 brings some stability and enables us to once more engage in face to face contact with our supporters to generate much needed income for this amazing place!”

Joanne Penketh, Head of Lottery & Donor Stewardship

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Volunteering.

During 2020/2021 the Volunteer Department has focused upon developing existing roles to ensure they are fit for purpose and creating new specialist roles to add value to the Hospice workforce.

We would like to thank all of the volunteers who continue to support us.

Volunteering.

We got a great response to the Volunteer Satisfaction Survey this year despite a large proportion of volunteers being unable to physically volunteer due to restrictions.

Our main actions from the survey will be to continue to improve communication, work on ways to make everyone feel like part of the Dr Kershaw’s team and demonstrate just how volunteers make a difference through their efforts.

“I feel part of a big family who care for each other.”

“I think that the shops have been well organised to deal with the safety issues.”

Our Volunteer Department at the Hospice has worked hard to keep in touch with our network of volunteers to help them combat loneliness.

The team have been busy delivering care packages to the most vulnerable, to help those who have been self-isolating. In addition, we have been providing the community with fun, uplifting, activities via our website and our social media pages. Our network of supporters could participate alone or as a family, from the comfort of their own homes to help combat boredom during isolation.

A program of support was designed as they isolated, ensuring we have kept in touch with our volunteers. Packages, puzzles and regular phone calls have all been actioned to ensure our volunteers felt safe and cared for, wherever possible we ensured vulnerable volunteers had everything they needed.

The Volunteer Mandatory Training Program has been a huge success in 2020/21 with 95% compliance to date.

“Keeping me informed has made me still feel part of the team!!”

One of the unexpected results that came out of the survey was the substantial increase in how informed and valued volunteers now felt compared to last year. This is absolutely something we want to continue to build upon, as volunteers return to their roles.

Average Response Scores (out of 10)

Despite the unusual nature of 2020 and the many challenges we all faced, we have been so lucky to still have our huge team of volunteers on hand to support in any way they can. In 2020, our volunteers dedicated over 18,548 hours of their time. Their commitment never ceases to amaze us!

On Monday 2 November 2020, Helpforce, an organisation which partners with health and care organisations to increase volunteering opportunities and accelerate their impact launched their Wall of Fame. This was to say a big thank you to all volunteers and recognise their amazing support and achievements, especially during the last difficult year. Dr Kershaw’s Hospice volunteers were not just included once, but four times!

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Quality Improvement and Human Resources.

Internal systems have been developed to support the effectiveness of data collection and reporting. The appointment of the Clinical Services Administrator in January 2020 has given us the opportunity to concentrate on enhancing the functionality and reporting element of the EMIS system including the creation of modules to support new services working collaboratively with the medical and clinical teams. This has been a huge success and is enabling the Hospice to use performance information in a range of ways from internal communications, supporting internal audits and to fulfil external commissioning requirements.

2020 to date has presented many challenges for the Hospice. Policies, procedures and guidelines have been developed and introduced to support the changes and have been instrumental to managing the impact of Covid-19 safely and effectively.

During these unprecedented times we have been able to react promptly and the changes that have been implemented have had a positive impact in changing ways of working to maximise efficiency and productivity.

Relevant control measures have been implemented to ensure the environment and personal safety is not compromised and is continually monitored through inspection, internal audit, staff/volunteer risk assessment and survey feedback.

42 Dr Kershaw’s Hospice Annual Report & Financial Accounts

Income Development.

The Income Development team’s core objective is to secure sustainable income in support of the Hospice’s strategy. The Covid-19 pandemic continued to have a huge impact on fundraising income for the Hospice; please see our Covid-19 response summary.

Hospice Shops

Throughout the financial year the Hospice shops were closed for a total of 6 months and the majority of shops’ staff furloughed. This had a huge impact on revenue as retail is a vital income stream for the Hospice. Throughout the year the shops secured a gross income of £113,860, against a budget of £483,700, with therefore a shortfall of 76.5%.

E-Commerce and Trading Manager post.

September brought the appointment of a new Area Retail and Trading Manager, with a background in Corporate Retail, who brought a new lease of life to our shops. A 5-year strategy was developed to align with the overarching Income Development strategy – focussing on new target driven processes, the introduction of new revenue streams, brand enhancements and shop refurbishments, and new store developments. The initial priority centred on an evaluation of the current retail model with a restructure and cost saving exercise; ensuring all activities secured a solid return on investment or were replaced with a more stable, profitable, and forecastable alternative.

During the year the Hospice appointed an E-Commerce and Trading Manager to lead on the expansion of all e-commerce activities and non-shop trading in order to maximise income for the Hospice; with an initial focus on eBay. Unfortunately, the pandemic impacted on the success of this income stream which resulted in a financial loss and the redundancy of the

Hospice Lottery

The Hospice Lottery saw a huge reduction in weekly players, with over 1,600 members cancelling their memberships due to the pandemic. Throughout the whole year, we were also unable to canvass door to door due to the lock downs and the Tier system put in place; reducing the ability to secure additional memberships and players.

the lottery contributed £240,000 to the Hospice in support of patient care.

Dr Kershaw’s Hospice Lottery is committed to ensuring that the Lottery is operated in a secure, fair and socially responsible way and to endorsing responsible gambling amongst its members. Dr Kershaw’s Hospice Lottery is a member of the Hospice Lotteries Association, which is committed to working together to encourage responsible gambling and provide access to support if needed.

However, in October 2020 the Hospice launched a telesales campaign working with Integrated Promotions Ltd. This proved most successful with over 600 new members being secured by the end of March 2021. Lottery promotions also took place via the Hospice website, social media platforms, Hospice newsletter and staff Newsletter.

Dr Kershaw’s Hospice is licensed and regulated in Great Britain by the Gambling Commission under account number 5224.

85.9p of every £1 goes directly towards providing patient care, 9.5p towards lottery prizes, and the remaining 4.6p is spent on lottery administration, training, staff costs, licenses and marketing. Average number of players in the draw is 12879.

Despite the fall in weekly players the local community showed great support to the Hospice through the four bumper draws (spring, summer, autumn and Christmas) which raised over £57,000. This was over £27,000 up on the 2019 draws with £16,000 of that in donations alone. During 2020/21

*These figures are based on income and expenditure for Dec 2020.

44 Dr Kershaw’s Hospice Annual Report & Financial Accounts

Fundraising.

Trusts & Foundations Fundraising.

Event Fundraising.

was a huge success with 1,040 dedications made in memory of lost loved ones. The service received 2,900 views on Facebook and 1,005 views on YouTube, from local, national, and international supporters watching. The service raised a gross income of just over £27,000, which was a 70% increase on the 2019 service. The 2021/22 events calendar will include a mix of live and virtual events to account for any safety measures that may still need to be adhered to.

Due to Government restrictions we were unable to move forward with our live planned events for 2020 and 2021, and had to cancel all activities. However, some events were adapted to virtual activities to enable us to engage with the community in some form. Our Light Up a Life service was held virtually on Facebook and YouTube, with a promotion on Oldham Community Radio 99.7 FM, and dedication names published in the Oldham Times. Light Up a Life

Corporate Fundraising.

Payment Innovations, Touch Solicitors, Radial, Ribble Packaging, and Remedian IT Solutions. Due to the pandemic and limited corporate support the 2020 Corporate Challenge was postponed and the Hospice’s Corporate Fundraiser was made redundant.

Corporate support diminished during the pandemic, but some loyal local businesses were still able to support the Hospice through ‘charity of the year’ partnerships, sponsorship opportunities, and donations. Corporate support included, but was not limited to, Tesco, Amazon UK, Schneider Electric, Studio, Corptel, Primark, Asda, Crane

Fundraising for the new In-Patient Unit Capital Campaign continued into 2020/21 with a number of applications submitted to Trusts and Foundations in request of financial support. Grant funding towards the capital campaign was secured from The Beaverbrooks Charitable Trust, The Wolfson Foundation, Garfield Weston Foundation, Life for a Life, CRASH Charity, and Screwfix Foundation. Additional funds were also sort for

general running costs and support with Covid-19, support was granted from Oldham Council, The Masonic Charitable Foundation, Crane Fund for Widows and Children, OneFamily Foundation, Action Together, Tesco Community Grants - Groundwork. Dr Kershaw’s Hospice is extremely grateful to these Trusts and Foundations for their generous support.

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Fundraising.

Community Fundraising.

The community’s support for Dr Kershaw’s Hospice continued throughout the pandemic, all be it in peaks and troughs throughout the year. Key organisations supported the Hospice with PPE, donated goods, and monetary donations. Our thanks go out to all who helped us, including but not limited to, Oldham Metro Rotary and Rotary Club of Oldham, the Freemasons, the Oldham Mayor (Cllr Alexandra), the Big White Charity Van, and Saddleworth Round Table.

fundraising for Dr Kershaw’s; celebrating reaching £36,000 for Keira’s Wishes. Through her initiative Keira kindly provided the funding for the TV’s in the new In-Patient Unit patient rooms.

In October 2020 we launched a new fundraising Appeal; Furnish with Love – Give the Gift of Comfort. The Appeal focussed on raising funds to address the then deficit in income for the new In-Patient Unit; specifically asking for donations to purchase furniture for the new In-Patient Unit Family Lounge. The Appeal was promoted via our shops, advertising, social media, and via marketing drops. It was also our focus for Christmas; adapting it to a third party fundraising campaign for schools and corporate organisations. With Senior Sister, Kelly Foster, as the avatar face of the Appeal it was a great success securing £39,810 gross income, and just under 7,000 engagement interactions via our social media platforms.

Members of the public hosted their own events or fundraising activities to support the Hospice. Activities included head shaves, pub quizzes, and Facebook birthday fundraising. Our Community Team created a new ‘Do It for Dr Kershaw’s’ Campaign which included a virtual balloon race and ‘Bake It’ competition, sharing initiatives, bespoke activity sheets, and ideas for supporters to do their own fundraising; which the community got behind.

The Friends of Dr Kershaw’s Hospice continued to give regularly, with over £25,551 being given to support clinical services and patient care.

Keira Arnold, one of the Hospice’s youngest fundraisers, had another year of successful

Marketing & Communications.

The Communications Team has grown from strength to strength over the past year, with the appointment of a new Marketing and Communications Manager and a Digital Marketing and Events Executive. The team has been focussed on developing dynamic, digitally driven communications; drawing on online activities, using patient and their families’ stories, and dispelling the myths surrounding Hospices.

of the Hospice and been resized and redesigned.

Online support has grown throughout the year with engagement and followers on Facebook, Twitter, Instagram, LinkedIn, and YouTube increasing. The Hospice secured a weekly page in the Oldham Times featuring key updates and stories on patient care. Features have also been included in the local press and on the radio, including the Oldham Times, Oldham Reporter, The Oldham Chronicle (online), Saddleworth Monthly, Saddleworth Life, Saddleworth Independent, The Metro, Manchester Evening News and Oldham Community Radio 99.7FM.

The Hospice’s Brand Guidelines have been redeveloped, a new staff newsletter introduced, the Hospice’s website has had a makeover, and the Hospice’s newsletter has been renamed the Heart

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Financial Review.

£508k. These went a long way to help improve our patient care. The Hospice could not continue to function without these very generous gifts.

2020/21 saw the Hospice face and overcome some of its biggest and toughest challenges to date. The global impact of Covid-19 affected patients, staff, volunteers physically, mentally and emotionally, and saw the worlds’ economy dive, resulting in closure of businesses and redundancies.

2020/21 saw the completion and opening of our new In-Patient Unit in February 2021. The Unit offers modern facilities and equipment to our patients and their loved ones. The Hospice has drawn on reserves accumulated over a number of years, and were successful in securing ringfenced funding, help from the Community, our Furnish with Love Appeal and Dr Kershaw’s Lottery made this possible.

The way the Hospice delivered its care to those who most need us, changed overnight. Internal investment and the overwhelming support from local community, businesses and our business partners, saw the introduction of a 24/7 telephone advice line, a dedicated bank of nurses, and trebled care in the community. Investment and support form Oldham NHS, was received to help secure additional equipment to help combat Covid and purchase additional IT equipment to support staff working from home and conference meetings.

The Hospice finished the year with £996k across restricted and unrestricted funds.The Hospice plans to designate approximately £500k to capital, as we plan to continue improvements to our reception area, and external grounds.

Special thanks must be given to NHS England, and the support of Hospice UK, for their work in helping secure the vital funding Hospices across the country needed to survive this very difficult Financial Year. Many thanks to North Manchester NHS, for their support during the pandemic and our heartfelt thanks you to our loyal community and local businesses, who continue to support us through everything, with a variety of donations, from food, gifts, PPE, cash, to vehicles.

Without the support of the NHS, our commissioners, supporters, our piers, staff and volunteers, it could have been a very different story for the Hospice, and our most sincere thanks go out to you all.

Despite the challenges the last year has presented, the Hospice and its staff remain positive, strong and committed to the work we do, in providing and maintaining the highest standard of care to our patients, and looking after visitors, volunteers and staff.

During 2020/21 the Hospice was again fortunate to be the beneficiary of legacies and bequests, totalling

Dr Kershaw’s Trustees 2021.

50 Dr Kershaw’s Hospice Annual Report & Financial Accounts

Statement of Board of Trustees’ Responsibilities for the Financial Statements.

The Trustees are responsible for preparing the Trustees Report and the Financial Statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice.

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

The Trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Company law requires the Board of 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 of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements the Trustees are required to

• Select suitable accounting policies and then apply them consistently;

• So far as the Trustees are aware, there is no relevant

• • Observe the methods and principles in the information (as defined by section 418 of the

• Charity SORP; Companies Act 2006) of which the charitable

• • Make judgements and estimates that are companies’ auditors are unaware, and each Trustee reasonable and prudent; has taken all steps necessary in order to make them aware of any audit information and to establish

• • State whether applicable accounting standards that the charitable company’s auditors are aware of have been following, subject to any material that information. departures disclosed and explained in the financial statements; and

Auditors.

In accordance with the company’s articles, a resolution proposing that Chadwick & Company (Manchester) Limited be reappointed as auditor of the company will be put at a General Meeting.

Approval.

This report was approved by the Trustees on the 16th December 2021 and signed on their behalf by:-

Rachel Damianou

NAME Mirriam Lawton POSITION CHAIR/TRUSTEE

NAME Rachel Damianou POSITION COMPANY SECRETARY

NAME Paul R Cook POSITION VICE CHAIR/TRUSTEE

NAME Peter Wakefield POSITION TRUSTEE

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DR KERSHAW'S HOSPICE

INDEPENDENT AUDITOR'S REPORT

TO THE TRUSTEES OF DR KERSHAW'S HOSPICE

Opinion

We have audited the financial statements of Dr Kershaw's Hospice (the ‘charity’) for the year ended 31 March 2021 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

• In our opinion, the financial statements:

• give a true and fair view of the state of the charitable company's affairs as at 31 March 2021 and of its incoming resources and application of resources, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

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

Conclusions relating to going concern

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

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

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

Other information

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

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

• the information given in the trustees' report, which includes the directors' report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors' report included within the trustees' report has been prepared in accordance with applicable legal requirements.

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DR KERSHAW'S HOSPICE

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF DR KERSHAW'S HOSPICE

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the directors' report included within the trustees' report.

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

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees' remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies' exemptions in preparing the trustees' report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

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

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

Extent to which the audit was considered capable of detecting irregularities, including fraud

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

• At the planning stage of the audit we gain an understanding of the laws and regulations which apply to the Group and how management seek to comply with them. This helps us to make appropriate risk assessments.

• During the audit we focus on relevant risk areas and review compliance with laws and regulations through making relevant enquiries and corroboration by, for example, reviewing Trustees Minutes and other documentation.

• We assess the risk of material misstatement in the financial statements including as a result of fraud and undertake procedures including:

• I. Review of controls set in place by management

• II. Enquiry of management as to whether they consider fraud or other irregularities may have occurred or where such opportunity might exist

• III. Challenge of management assumptions with regard to accounting estimates

• IV. Identification and testing of journal entries, particularly those which may appear to be unusual by size or nature.

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DR KERSHAW'S HOSPICE

INDEPENDENT AUDITOR'S REPORT (CONTINUED) TO THE TRUSTEES OF DR KERSHAW'S HOSPICE

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 regulations. 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 of not detecting a material misstatement resulting from fraud is higher than for one resulting from error as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditors' 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.

Michael Royle BA(Hons)FCA (Senior Statutory Auditor) for and on behalf of Chadwick & Company (Manchester) Limited

Chartered Accountants Statutory Auditors Capital House 272 Manchester Road Droylsden Manchester M43 6PW

16 December 2021

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DR KERSHAW'S HOSPICE

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2021

Unrestricted Restricted funds funds 2021 2021 Notes £ £ Income and endowments from: Donations and legacies 3 1,054,907 1,332,848 Charitable activities 4 1,449,547 - Other trading activities 5 413,728 - Investments 6 33,089 - Other income 7 89,975 - Total income 3,041,246 1,332,848 Expenditure on: Raising funds 8 379,372 9,093 Charitable activities 9 2,837,100 41,765 Other 13 110,489 - Total resources expended 3,326,961 50,858 Net gains/(losses) on investments 14 - - Net (outgoing)/ incoming resources before transfers (285,715) 1,281,990 Gross transfers between funds 1,078,446 (1,078,446) Net movement in funds 792,731 203,544 Fund balances at 1 April 2020 4,953,180 3,743,439 Fund balances at 31 March 2021 5,745,911 3,946,983	Total Unrestricted funds 2021 2020 £ £ 2,387,755 765,162 1,449,547 1,406,484 413,728 969,162 33,089 43,028 89,975 5,743 4,374,094 3,189,579 388,465 443,712 2,878,865 2,724,748 110,489 221,253 3,377,819 3,389,713 - (2,087) 996,275 (202,221) - - 996,275 (202,221) 8,696,619 5,155,401 9,692,894 4,953,180	Restricted funds 2020 £ 1,434,118 - - - - 1,434,118 - 12,037 - 12,037 - 1,422,081 - 1,422,081 2,321,358 3,743,439	Total 2020 £ 2,199,280 1,406,484 969,162 43,028 5,743 4,623,697 443,712 2,736,785 221,253 3,401,750 (2,087) 1,219,860 - 1,219,860 7,476,759 8,696,619
Donations and legacies 3 Charitable activities 4 Other trading activities 5 Investments 6 Other income 7 Total income Expenditure on: Raising funds 8 Charitable activities 9 Other 13 Total resources expended Net gains/(losses) on investments 14 Net (outgoing)/ incoming resources before transfers Gross transfers between funds Net movement in funds Fund balances at 1 April 2020 Fund balances at 31 March 2021

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

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DR KERSHAW'S HOSPICE

BALANCE SHEET

AS AT 31 MARCH 2021

		2021		2020
	Notes	£	£	£	£
Fixed assets
Tangible assets	15		3,855,100		2,166,648
Investments	16		31,880		31,880
			3,886,980		2,198,528
Current assets
Debtors	17	1,971,433		2,349,446
Cash at bank and in hand		5,709,936		6,017,898
		7,681,369		8,367,344
Creditors: amounts falling due within
one year	18	(1,875,455)		(1,869,253)
Net current assets			5,805,914		6,498,091
Total assets less current liabilities			9,692,894		8,696,619
Income funds
Restricted funds	20		3,946,983		3,743,439
Unrestricted funds
Designated funds	21	3,216,165		770,985
General unrestricted funds		2,529,746		4,182,195
			5,745,911		4,953,180
			9,692,894		8,696,619

The financial statements were approved by the Trustees on 16 December 2021

M Lawton	Dr P Cook
Trustee	Trustee
P Wakefield	R Damianou
Trustee	Trustee
Company Registration No. 05221414

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DR KERSHAW'S HOSPICE

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2021

2021 Notes £ £ Cash flows from operating activities Cash generated from operations 26 1,384,071 Investing activities Purchase of tangible fixed assets (1,725,122) Investment income received 33,089 Net cash used in investing activities (1,692,033) Net cash used in financing activities - Net decrease in cash and cash equivalents (307,962) Cash and cash equivalents at beginning of year 6,017,898 Cash and cash equivalents at end of year 5,709,936

2020 £ £ 643,558 (789,996) 43,028 (746,968) - (103,410) 6,121,308 6,017,898

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DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

1 Accounting policies

Charity information

Dr Kershaw's Hospice is a private company limited by guarantee incorporated in England and Wales. The registered office is Turf Lane, Royton, Oldham, Lancashire, OL2 6EU. In the event of the charity being wound up, the liability in respect of the guarantee is limited £10 per member of the charity.

1.1 Accounting convention

The financial statements have been prepared in accordance with the charity's [governing document], the Companies Act 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)". The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below.

1.2 Going concern

During the previous period, Covid-19 was designated a pandemic by the World Health Organisation (WHO). The trustees continue to review the impact on the charity, ensuring provisions are put in place to mitigate any risk to the charity’s ability to operate as a going concern. At the date of signing the financial statements, in the opinion of the trustees, Covid-19 will not impact on the charity's ability to operate as a going concern. Consequently, the charity continues to adopt the going concern basis in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds of the charity which the Trustees have decided at their discretion to set aside to use for a specific purpose. The aim and purpose of each designated fund is set out in the notes to the financial statements.

Restricted funds are donations and grants which have been specified by the donor to be solely used for particular areas of the Hospice's work.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

• 60 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

1 Accounting policies

(Continued)

Grants of a capital nature are treated as deferred credits and credited through the Statement of Financial Activities over the estimated use of the relevant fixed assets.

Capital grants and other funds received towards the leasehold building refurbishment programme have been recognised in reserves are are to be amortised over the lease of the building.

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

1.5 Expenditure

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. Direct expenditure on charitable activities is classified under the following headings:

• In-patient care - Medical services - Day-care - Hospice at home - Caring Hands

The charity is registered for VAT and is able to recover input VAT on the majority of its activities. The charity operates VAT under partial exemption. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Costs of raising funds includes expenditure incurred in generating donations; arranging, organising and participation in funding events; costs of operating the charity shops.

Support costs are those functions that assist the work the charity but do not directly undertake charitable activities. Support costs include staff and overhead costs for finance, governance and general overheads.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Leased building refurbishment Over length of the lease Fixtures and fittings 20% straight line Motor vehicles 25% reducing balance

Assets in the course of construction are not depreciated.

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in net income/(expenditure) for the year.

1.7 Fixed asset investments

Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred.

Shares in the trading subsidiary are carried at cost.

• 61 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

1 Accounting policies

(Continued)

1.8 Impairment of fixed assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

1.9 Stocks

Goods donated to the Hospice shops are principally given as gift aid donations. When the goods are sold the value realised is communicated to the donor to confirm it is their wish that the receipt be retained by the Hospice as a gift aided donation. Accordingly, stock held has no value because the charity only has control over the value and income when the donation is confirmed by the donor.

1.10 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.11 Financial instruments

The Hospice 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.

1.12 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.

1.13 Employee benefits

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

1.14 Retirement benefits

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

1.15 Leases

Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.

2 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

• 62 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

3 Donations and legacies

Unrestricted Restricted funds funds general 2021 2021 £ £ Donations and gifts 538,719 62,828 Legacies receivable 508,688 - Grants receivable 7,500 1,270,020 1,054,907 1,332,848 Donations and gifts General donations 309,532 - In memoriam 159,367 - Friends of the Hospice 25,551 - Income tax recoverable 37,399 - Donations building fund - - Covid-19 response - 13,465 Keira's Wishes - 9,553 Furnished with Love - 39,810 Other 6,870 - 538,719 62,828 Grants receivable Other grants 7,500 - Covid-19 response - 29,796 NHS England - 1,090,824 New IPU fund - 149,400 7,500 1,270,020	Total Unrestricted funds general 2021 2020 £ £ 601,547 394,856 508,688 293,306 1,277,520 77,000 2,387,755 765,162 309,532 187,632 159,367 133,887 25,551 24,621 37,399 34,370 - - 13,465 - 9,553 14,346 39,810 - 6,870 - 601,547 394,856 7,500 - 29,796 - 1,090,824 - 149,400 77,000 1,277,520 77,000	Restricted funds 2020 £ 1,434,118 - - 1,434,118 - - - - 1,434,118 - - - - 1,434,118 - - - - -	Total 2020 £ 1,828,974 293,306 77,000
			2,199,280
			187,632 133,887 24,621 34,370 1,434,118 - 14,346 - -
			1,828,974
			- - - 77,000
			77,000

The NHSE awarded funding to allow the hospice to make available bed capacity and community support from April 2020 to July 2020 to provide support to people with complex needs in the context of the COVID-19 situation and to provide bed capacity and community support from November 2020 to March 2021 for the same purpose.

• 63 -

Total	2020		£	1,406,484
Caring	Hands	2020	£	167,748
Hospice at	Home	2020	£	288,778
Day-care /	Well Being	2020	£	23,051
In-patient	Care	2020	£	926,907
Total	2021		£	1,449,547
Caring	Hands	2021	£	192,277
Hospice at	Home	2021	£	297,116
In-patient	Care	2021	£	960,154

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

5 Other trading activities

	Unrestricted	Unrestricted
	funds	funds
	general	general
	2021	2020
	£	£
Fundraising events	37,199	208,388
Shop income	113,860	444,342
Hospice lottery	240,000	300,000
Donated by trading company	22,669	16,432
Other trading activities	413,728	969,162

6 Investments

	Unrestricted	Unrestricted
	funds	funds
	general	general
	2021	2020
	£	£
Dividends - equities	992	1,295
Interest - fixed interest securities	31,951	41,057
Bank interest	146	676
	33,089	43,028

7 Other income

	Unrestricted	Unrestricted
	funds	funds
	general	general
	2021	2020
	£	£
Room hire	6,900	2,500
Job Retention Scheme	64,700	-
Training	18,375	3,243
	89,975	5,743

• 65 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

8 Raising funds

Unrestricted Restricted funds funds general 2021 2021 £ £ Fundraising and publicity Staging fundraising events 6,998 9,093 Other fundraising costs 10,297 - Staff costs 179,897 - Fundraising and publicity 197,192 9,093 Trading costs Operating charity shops 77,244 - Other trading activities 10,407 - Staff costs 94,529 - Trading costs 182,180 - 379,372 9,093	Total Unrestricted funds general 2021 2020 £ £ 16,091 42,484 10,297 27,411 179,897 158,097 206,285 227,992 77,244 97,446 10,407 16,785 94,529 101,489 182,180 215,720 388,465 443,712	Total Unrestricted funds general 2021 2020 £ £ 16,091 42,484 10,297 27,411 179,897 158,097 206,285 227,992 77,244 97,446 10,407 16,785 94,529 101,489 182,180 215,720 388,465 443,712
		227,992
		97,446 16,785 101,489
		215,720
		443,712

• 66 -

	Total	2020		£	2,364,312	21,374	212,212	26,807	86,860	2,711,565	-		25,220		2,736,785			2,724,748	12,037	2,736,785
	Total	2021		£	2,354,988	-	19,022	22,274	-	2,396,284	456,191		26,390		2,878,865			2,837,100	41,765	2,878,865
	Caring	Hands	2021	£	437,487	-	1,876	-	-	439,363	84,747		4,902		529,012			521,253	7,759	529,012
	Hospice at	Home	2021	£	429,210	-	9,393	-	-	438,603	83,144		4,810		526,557			518,945	7,612	526,557
	Daycare /	Wellbeing	2021	£	134,045	-	873	-	-	134,918	25,966		1,502		162,386			160,009	2,377	162,386
	Medical	Services	2021	£	370,580	-	65	-	-	370,645	71,786		4,153		446,584			440,012	6,572	446,584
	In Patient	Care	2021	£	983,666	-	6,815	22,274	-	1,012,755	190,548		11,023		1,214,326			1,196,881	17,445	1,214,326
Charitable activities					Staff costs	Depreciation and impairment	Other direct costs	Medical costs	Equipment & premises		Share of support costs (see note 10)		Share of governance costs (see note 10)				Analysis by fund	Unrestricted funds - general	Restricted funds
9

(Continued)		Total	2020	£	2,364,312	21,374	212,212	26,807	86,860	2,711,565	25,220		2,736,785			2,724,748	12,037	2,736,785
		Support	Costs	£	524,420	21,374	165,965	-	58,398	770,157	25,220		795,377			783,340	12,037	795,377
		Premises	Costs	£	168,838	-	10,774	-	28,462	208,074	-		208,074			208,074	-	208,074
		Caring	Hands	£	244,884	-	1,748	-	-	246,632	-		246,632			246,632	-	246,632
		Hospice at	Home	£	244,691	-	5,896	-	-	250,587	-		250,587			250,587	-	250,587
		Daycare /	Wellbeing	£	43,116	-	906	-	-	44,022	-		44,022			44,022	-	44,022
		Medical	Services	£	306,383	-	948	-	-	307,331	-		307,331			307,331	-	307,331
		In Patient	Care	£	831,980	-	25,975	26,807	-	884,762	-		884,762			884,762	-	884,762
Charitable activities	For the year ended 31 March 2020				Staff costs	Depreciation and impairment	Other direct costs	Medical costs	Equipment & premises		Share of governance costs (see note 10)				Analysis by fund	Unrestricted funds - general	Restricted funds
9

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

10 Support costs Staff costs Depreciation Support direct costs Support equipment & premises costs Audit fees Legal and professional Analysed between Charitable activities	Support costs Governance costs £ £ 197,487 - 36,670 - 79,581 - 142,453 - - 8,500 - 17,890 456,191 26,390 456,191 26,390	2021 £ 197,487 36,670 79,581 142,453 8,500 17,890 482,581 482,581	Support costs Governance costs £ £ - - - - - - - - - 9,650 - 15,570 - 25,220 - 25,220	2020 £ - - - - 9,650 15,570
				25,220
				25,220

Governance costs includes payments to the auditors of £8,500 (2020- £9,650) for audit fees.

11 Trustees

None of the trustees (or any persons connected with them) received any remuneration or benefits from the charity during the year.

12 Employees

The average monthly number of employees during the year was:

Direct charitable services Fundraising services Support services Total Employment costs Wages and salaries Social security costs Other pension costs	2021 Number 55 17 29 101 2021 £ 2,411,359 206,200 209,342 2,826,901	2020 Number 58 23 28
		109
		2020 £ 2,289,363 187,142 147,393
		2,623,898

The full time equivalent average monthly head count was 79 (2020: 82).

• 69 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

12 Employees

(Continued)

The number of employees whose annual remuneration, excluding pension contributions, was £60,000 or more were:

		2021	2020
		Number	Number
£60,001	- £70,000	1	1
£80,001	- £90,000	-	1
£90,001	- £100,000	1	-

The above salaries are in relation to Dr Kershaw's medical personnel.

13 Other

	Unrestricted	Unrestricted
	funds	funds
	general	general
	2021	2020
Prior year irrecoverable VAT	-	75,000
Exceptional item - hire of portacabin	110,489	146,253
	110,489	221,253

14 Net gains/(losses) on investments

	Total	Unrestricted
		funds
		general
	2021	2020
	£	£
Revaluation of investments	-	(2,087)

• 70 -

Total			£	4,503,982	1,725,122	6,229,104	2,337,334	36,670	2,374,004	3,855,100		2,166,648
New inpatient	unit project		£	1,015,285	1,631,244	2,646,529	-	-	-	2,646,529		1,015,285
Long term	leasehold	property	£	70,000	-	70,000	-	-	-	70,000		70,000
Fixtures and Motor vehicles	fittings		£ £	201,218 32,380	93,878 -	295,096 32,380	180,008 31,547	24,425 208	204,433 31,755	90,663 625		21,210 833
Leased	building	refurbishment	£	2,644,406	-	2,644,406	1,585,086	12,037	1,597,123	1,047,283		1,059,320
Leasehold	property		£	540,693	-	540,693	540,693	-	540,693	-		-

Tangible fixed assets	Cost	At 1 April 2020	Additions	At 31 March 2021	At 31 March 2021	Depreciation and impairment	At 1 April 2020	Depreciation charged in the year	At 31 March 2021	At 31 March 2021	Carrying amount	At 31 March 2021	At 31 March 2021	At 31 March 2020
15

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

15 Tangible fixed assets

(Continued)

Leasehold property - represents expenses incurred on the property prior to obtaining a lease on the premises. Accordingly, all expenditure in the Oldham Hospice Appeal during the years ending on 30 September 2001 was written off as incurred. From 1 October 2001 the Oldham Hospice Appeal occupied the property under a lease with the Pennine Acute Hospital Trust (formerly the Oldham NHS Trust) for a period of 25 years at a peppercorn rent, due to expire October 2025. However, as the directors wished to carry out a major rebuild, further negotiations took place during 2018 and a new lease was signed on 29 March 2018, for a further 30 years with a view to two subsequent 30-year extensions.

• Leased building refurbishment represents costs incurred on the property from 2002 onwards by The Oldham Hospice Appeal and Dr. Kershaw's Hospice towards which the hospice has received grants and other financial assistance. The net book value of this asset equates to the restricted leased building fund reserve. The costs and the reserves will be depreciated/amortised over the remaining lease period which has now been extended to ninety years following the creation of the new lease.

• Long term leasehold property is the building owned by the Hospice and used as part of the Shaw shop at 50 Market Street, Shaw. The property was revalued for the financial statements to 31 March 2017, and the directors consider this continues to be a fair value of the property at 31 March 2021.

• New inpatient unit project Planning and work has continued during the year which incorporates improvements to the grounds and car parking. No depreciation charged as yet - to be introduced upon final completion of all related works.

16 Fixed asset investments

Unlisted investments Other investments £ Cost or valuation At 1 April 2020 & 31 March 2021 31,780 100 Carrying amount At 31 March 2021 31,780 100 At 31 March 2020 31,780 100 2021 Other investments comprise: Notes £ Investments in subsidiaries 25 100 2021 £ Investments at fair value comprise: Corporate bonds - cost £25,000 30,304 Investment shares bequested 1,476 31,780	Total £ 31,880
	31,880
	31,880
	2020 £ 100
	2020 £ 30,304 1,476
	31,780

• 72 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

17 Debtors

Debtors
Amounts falling due within one year: Trade debtors Amounts owed by subsidiary undertakings Other debtors Prepayments and accrued income	2021 £ 112,765 58,781 1,389,666 410,221 1,971,433	2020 £ 319,444 35,271 1,301,828 692,903
		2,349,446

18 Creditors: amounts falling due within one year

Trade creditors Other taxation and social security Other creditors Accruals and deferred income	2021 £ 223,027 30,355 1,309,859 312,214 1,875,455	2020 £ 442,968 26,060 1,306,323 93,902
		1,869,253

19 Retirement benefit schemes

Defined contribution schemes

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The charge to profit or loss in respect of defined contribution schemes was £209,342 (2020 - £147,393).

• 73 -

Restricted funds	The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:	Movement in funds Movement in funds	Balance at Incoming Resources Balance at Incoming Resources Transfers Balance at	1 April 2019 resources expended 1 April 2020 resources expended 31 March 2021	£ £ £ £ £ £ £ £	Restricted capital funds 1,317,951 768,692 (12,037) 2,074,606 - (12,037) 1,631,243 3,693,812	Designated capital funds 1,003,407 665,426 - 1,668,833 149,399 - (1,631,243) 186,989	Covid-19 response funds - - - - 1,134,086 (29,727) (1,104,359) -	Keira's Wishes - - - - 9,553 (4,876) 25,913 30,590	Furnished with Love - - - - 39,810 (4,218) - 35,592	2,321,358 1,434,118 (12,037) 3,743,439 1,332,848 (50,858) (1,078,446) 3,946,983
20

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

21 Designated funds

The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:

Development fund Capital projects fund Business continuation funds	Balance at 1 April 2019 £ 770,985 - - 770,985	Balance at 1 April 2020 £ 770,985 - - 770,985	Transfers 31 £ - 700,000 1,745,180 2,445,180	Balance at March 2021 £ 770,985 700,000 1,745,180
				3,216,165

22 Analysis of net assets between funds

Unrestricted funds Restricted funds 2021 2021 £ £ Fund balances at 31 March 2021 are represented by: Tangible assets 161,287 3,693,813 Investments 31,880 - Current assets/ (liabilities) 5,552,742 253,172 5,745,909 3,946,985	Total Unrestricted funds 2021 2020 £ £ 3,855,100 92,042 31,880 31,880 5,805,914 4,829,258 9,692,894 4,953,180	Restricted funds 2020 £ 2,074,606 - 1,668,833 3,743,439	Total 2020 £ 2,166,648 31,880 6,498,091
			8,696,619

23 Operating lease commitments

At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:

Within one year Between two and five years	2021 £ 20,327 3,949 24,276	2020 £ 45,248 48,166
		93,414

• 75 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2021

24 Related party transactions

Remuneration of key management personnel

The remuneration of key management personnel, including employers NI and pension contributions is as follows.

	2021	2020
	£	£
Aggregate compensation	436,379	419,814

The Hospice considers that the key management personnel comprise the Trustees and the Senior Management Team - who currently are the Chief Executive Officer, Medical Director, Director of Clinical Services, Director of Quality and Governance, Director of Finance, Director of Income Development and Marketing.

25 Subsidiaries

Details of the charity's subsidiaries at 31 March 2021 are as follows:

Name of undertaking	Registered	Nature of	Class of	% Held
	office	business	shares held
Dr Kershaw's Hospice (Trading) Limited	England & Wales	Trading company	Ordinary	100.00

The aggregate capital and reserves and the result for the year of subsidiaries excluded from consolidation was as follows:

Name of undertaking	Profit/(Loss)	Capital and
	Transferred	Reserves
	£	£
Dr Kershaw's Hospice (Trading) Limited	22,669	100

Unincorporated undertakings

Dr Kershaw's Hospice Lottery is related to the Hospice but is independently registered with and regulated by the Gambling Commission, with whom accounts are filed annually. The lottery exists solely to contribute surpluses to the Hospice and at 31 March 2021 had distributable reserves of £678,755 (2020: £352,712).

• 76 -

DR KERSHAW'S HOSPICE

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED)

FOR THE YEAR ENDED 31 MARCH 2021

26 Cash generated from operations Surplus for the year Adjustments for: Investment income recognised in statement of financial activities Fair value gains and losses on investments Depreciation and impairment of tangible fixed assets Movements in working capital: Decrease/(increase) in debtors Increase in creditors Cash generated from operations	2021 2020 £ £ 996,275 1,219,860 (33,089) (43,028) - 2,087 36,670 21,374 378,013 (1,675,592) 6,202 1,118,857 1,384,071 643,558

• 77 -

Dr Kershaw’s Hospice would like to express its thanks and gratitude to everyone who supported and donated to the Hospice during the year. Your generosity enables the Hospice to remain open and provide free, quality, specialist care to the local community. On behalf of all our staff, patients and their families we Thank You!

Dr Kershaw’s Hospice Annual Report & Financial Accounts

78

79

Dr Kershaw’s Hospice Annual Report & Financial Accounts

“It brings me great comfort that Dad had his wish to die at home. Thank you for the care, kindness and professionalism during the last hours of his life.”

• A Patient’s Family

80 Dr Kershaw’s Hospice Annual Report & Financial Accounts

Dr Kershaw’s Hospice Annual Report & Financial Accounts 81

Dr Kershaw’s Hospice, Turf Lane, Royton, Oldham, OL2 6EU www.drkh.org.uk

Tel: [phone] Email: [e-mail]

Reg. Charity No: 1105924