## ## |Reference and Administration
Details|Reference and Administration
Details|Reference and Administration
Details|| |---|---|---|---| |Report ofthe|Trustees||| |Report ofthe|independent
auditor||19| |Principal
accounting
policies|||| |Consolidated|statement
offinancial|activities|26| |Consolidated|balance sheet||27| |Charity balance sheet|||28| |Consolidated|cash flow statement||29| |Notes to the|financial statements||30| ## |Company|registration|number|06187174||| |---|---|---|---|---|---| |Charity number|||1119499||| |Registered|office||Unit 2 Walton|I odge|| ||||Walton Street||| ||||Aylesbury||| ||||Bucks||| ||||HP21 7QY||| |Board ofTrustees|||Mr P Bridgman||| ||||Mr P Cotton||| ||||Mrs D Earnshaw||| ||||Mr M Fabes||| ||||Mr SJones||| ||||MrJ Leggett||| ||||Ms J Naismith||| ||||Ms S Plumridge||| ||||Mr N Ratcliffe (Chairman)||| ||||Mr C Sherman||| ||||Dr A Watt||| |Chief Executive|||Mrs J Turner||| |Bankers|||Lloyds Bank pic||| ||||Market Square||| ||||Aylesbury||| ||||Bucks||| ||||HP20 1TD||| |Auditors|||Azets Audit Services||| ||||Suites B& D||| ||||Burnham
Yard||| ||||Beaconsfield||| ||||HP9 2JH||| |Investment|advisors||Schroder
&Co, (trading as Cazenove||Capital)| ||||1 London Wall|Place|| ||||London||| ||||EC27 SAU||| |Website address|||www. fnhospice.|org.uk|| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |Objectives for year|Objectives for year|||Achievements
over the past year| |---|---|---|---|---| |To continue the provision
of high-||||The Charity has increased
provision
of hospice care during| |quality specialist palliative care||||the year thus enabling
a range ofservices to be delivered
for| |delivered|by the Florence Nightingale|||local people at the Florence Nightingale
Hospice (FNH) and| |Hospice both in the Hospice building||||in the community.| |and
in the|community.|||| |||||During 2021-22, 314patients were cared for by the In-Patient| |To explore ifother palliative care||||Unit.
The Charity also commissioned
palliative care in the| |services need to be provided
or||if|any|community
which supported
994people. 746 people were| |capital improvements
need to be|||made|supported
by our Community
Palliative Care Specialist| |at the Hospice to benefit patients|||&|services, including
FNH@Home and Florrie's Children' s| |staff.||||Team. 255 people were supported
by the Lymphoedema| |||||Clinic. 44 people were supported
by the Day Hospice. These| |To set a 3-year strategy for the||||hospice services received 209written accolades last year| |Charity's
operations.||||thanking
staff for the excellent care that they had received.| |To further|develop the financial|and||The services offered by FNH continued
to be affected
by| |operational|oversight of FNHC|||Covid-1 9to varying degrees. For example,
the team needed| |commissioned
services and projects||||to handle very sensitively
the restrictions
on the number of| |undertaken|by Buckinghamshire|||visitors allowed
into the Hospice building as required
by NHS| |Healthcare|NHS Trust. This will|include||guidance.
Itwas positive news though
that many services| |jointly producing a Service Level||||were able to operate more normally.
Respite patients
could| |Agreement|for each service provided.|||be admitted
into the In-Patient
Unit again. The Day Hospice| |||||service resumed,
and its team received an award from| |||||Buckinghamshire
Healthcare
NHS Trust for how they had| |||||imaginatively
adapted
their services to cope with the| |||||pandemic
restrictions.| |||||The FNH@Home service, comprising
qualified
nurses and| |||||Healthcare
Assistants,
was set up in 2019to serve the| |||||Aylesbury
Vale area. Despite the inevitable
difficulties faced| |||||in establishing
a new hospice at home service during
the| |||||pandemic,
the Charity
is delighted
that it is already regarded| |||||as an essential
part of the expert palliative care available
in| |||||the area. FNH@Home has continued
its pilot during 2021-22| |||||and was reviewed
at a steering
group
in July 2021.Due to| |||||the increasing
caseload and complexity
of patients cared for,| |||||the Charity took the decision to boost the team with an| |||||additional
Band 5 nurse.| |||||The Bereavement
service provided
invaluable
support| |||||throughout
the Covid-19 pandemic,
supporting
hundreds| |||||of people across the county through
their grief at a time when| |||||traditional
family and friend support
networks
were limited.| |||||During 2021/22, once Covid restrictions
were lifted, new| |||||volunteer
Listeners were recruited
by the Charity and face-to-| |||||face Bereavement
Support
meetings
and the drop-in| |||||Bereavement
support cafe were re-started.| ## |The service benefited
from a grant from NHS Charities| |---| |Together which meant that the Bereavement
Listening
Lead| |could increase her hours and a Deputy be recruited.
This will| |enable the service to respond
more quickly to requests
for| |support as well as proactively
reaching
out to vulnerable
and| |marginal
groups who may benefit from bereavement
support.| |A project costing F7,000to refurbish
the Lymphoedema
clinic| |was completed. The room had not been updated
since| |construction
in 2000, so needed substantial
refurbishment
to| |create a better environment
for patients
and to store| |equipment
appropriately.| |The Florence Nightingale
Hospice senior management
team| |has recently
reviewed
how the services
it delivers
have fared| |as we emerge from the pandemic
which disrupted
healthcare| |so significantly.
Other pressures
that pre-date the pandemic| |are also having a major impact, including
an increasing
and| |ageing population,
patients
often having
more than one| |complex condition,
and an ageing workforce
with expert staff| |retiring or approaching
retirement.
Using available
funds,| |Trustees
will be making decisions very soon about using| |some ofthe Charity's free reserves
in order to augment
or| |provide additional
services to address these demands.| |Service Level Agreements
will be revised
in the light ofthese| |decisions.| |While the aim was to produce a 3-year strategy for the| |Charity
in 2021-22, it was decided to wait for the service| |review first. The strategy
will now be completed
in 2022-23.| |Trustees are keen for this to articulate
the Charity's| |ambitious
approach
to providing
the best Hospice care for| |local people
in Buckinghamshire
and borders,
to develop| |more proactive services for groups that currently
may not| |benefit from Hospice care and to raise the necessary
funds| |to support sustainable
services.| ## |eport|ofthe trustees|ofthe trustees|ofthe trustees||| |---|---|---|---|---|---| |To enable|income from the Charity's|||All ofthe shops reopened
after the final lockdown
on 12'"|| |Retail operation||to recover and||April 2021,so had almost a whole year's trading
in 21/22.|| |increase:|through|our current|portfolio||| |ofshops,|online|sales and by|acquiring|The Retail team was in good shape following a restructure|in| |&opening|additional
shops.|||autumn
2020, and significant
recruitment
in the final months|| |||||of20/21. This included
the appointment
ofan experienced|| |||||Area Manager
and a Senior Showroom
Manager to help|| |||||manage
the safe reopening
ofshops and drive the income|| |||||growth
required.|| |||||Due to the training
and preparations
made for reopening
in|| |||||the final quarter of20/21, the shops were able to trade well|| |||||from reopening.
Footfall quickly recovered to pre-pandemic|| |||||levels and sales were consistently
strong throughout
the|| |||||whole of21/22.|| |||||There was high sales performance
across most ofthe|| |||||portfolio,
with almost
all ofthe shops and Showroom|| |||||performing
very well above 19/20 and the budget set. As well|| |||||as the considerable
hard work and efforts of the Retail team,|| |||||this is a result ofa number
offactors, including
the|| |||||relocations
in Haddenham
and Showroom;
management|| |||||changes across a lot ofthe shops, and stronger volunteer|| |||||teams,
all ofwhich
put Retail
in a strong position to benefit|| |||||from the increased
popularity
of charity shop shopping.|| |||||In 21/22, we budgeted
for an ambitious
Retail turnover
which|| |||||was 25% higher than the pre-pandemic
year in 19/20. The|| |||||year ended
with a turnover
12%higher than budget,
and|| |||||40% higher than 19/20.|| |||||We had allowed for opening
up to 3 new shops
in 21/22 but|| |||||were unable to find any suitable available
units. The situation|| |||||started to improve
towards
the end ofthe year, and we have|| |||||already
identified
several
potential
units allowing
the Retail|| |||||expansion
into South Buckinghamshire.
The first ofthese is a|| |||||shop opening
in Marlow on 19aAugust.|| |||||Overall,
21/22 was a very successful
year for Retail, which|is| |||||extremely
welcome after the challenges
of20/21. The key|| |||||objectives for 22/23 will be to deliver further income growth,|| |||||with a particular focus on new shops, online sales, and Gift|| |||||Aid; and a continuing
focus on the support,
development
and|| |||||engagement
ofthe Retail team of staff and volunteers.|| ## |eport o|fthe trustee|fthe trustee|fthe trustee|s|| |---|---|---|---|---|---| |To increase|income generation|||from|21/22 was a strong year for fundraising,
being the best year| |Fundraising|by continuing||to diversify||for gross and net fundraising
income achieved at the Charity.| |income streams||and reintroducing|||| |public fundraising||when|restrictions||This was achieved
by a strong performance
in traditional| |allow.|||||areas of events and community
fundraising.
Examples| ||||||include
Not the Midnight
Walk raising over 690,000as well| ||||||as smaller activities such as the Schools Santa Dash, virtual| ||||||Run 50 and Walk 100as well as Open Gardens,
with each| ||||||raising over 65,000.| ||||||The Charity's
volunteer
fundraising
groups also had a strong| ||||||year, with the Haddenham
Community
Support Group raising| ||||||over E6,000. The charity continues
to rely on committed
and| ||||||passionate
volunteers
across Buckinghamshire
to deliver its| ||||||fundraising
commitments.| ||||||The income diversification
programme
also performed| ||||||strongly.
Trust and Grant fundraising
received 8donations| ||||||each exceeding 610,000. In Memory
income was also| ||||||E40,000 ahead of budget,
due in part to the very successful| ||||||'Forever Flowers'
display at Waddesdon
Manor, with 499| ||||||snowdrops
sold in just six weeks.
These metal flowers made| ||||||a lasting
impression,
with the public display
lasting for two| ||||||weeks before the flowers were packaged
away and sent to| ||||||their owners.| ||||||Nightingale's
Rainbow is now complete.
This very large and| ||||||impressive
steel and tile rainbow at Stoke Mandeville| ||||||Hospital
is a fitting tribute to the thousands
ofacts of| ||||||kindness
which took place
in Buckinghamshire
during the| ||||||COVID 19pandemic
Already,
patients,
staff and visitors
tell| ||||||us how the rainbow
makes them feel, particularly
during the| ||||||night when each colour is lit. More than 4,000 tiles have| ||||||been purchased
to date. To read some ofthe truly humbling| ||||||messages
of thanks they contain, and buy a tile to leave your| ||||||ownmessage,
visit www. ni
htin
alesrainbow. or
.uk| ## |eport|ofthe|trustees||| |---|---|---|---|---| |To attract|additional|Volunteers|to|Volunteering
was very disrupted
during the worst phase of| |support the Hospice and income||||the pandemic
in 2020 and 2021 with the Hospice limiting
on| |generation|following|some long-||site attendance,
our shops needing
to shut and public| |standing|members|ofthe team||fundraising
curtailed. The Trustees
would
like to thank our| |standing
down because ofthe||||volunteers
for returning
when that became possible, and for| |pandemic.||||their continuing
commitment
and dedication.| |||||Work was done to review the specialist volunteering
roles at| |||||the Hospice and to offer updated
training.
Attracting| |||||additional
volunteers
was also a priority
in 2021-22 and| |||||continues
to be so. We now have two Volunteer
Engagement| |||||Managers
who lead the recruitment,
retention,
and| |||||engagement
ofvolunteers
across the Charity. They are the| |||||main contacts for all volunteering
matters
and work on| |||||improving
the overall volunteer
experience,
to ensure the| |||||Charity and Hospice offer happy,
productive
and fulfilling| |||||environments
for volunteers.
They also support
Charity and| |||||Hospice staff to work effectively
with the volunteer
team. A| |||||Volunteer
Forum has been restarted. This enables| |||||volunteers
to exchange
views and share ideas about their| |||||area ofvolunteering,
thus helping
to ensure we are meeting| |||||the needs of our volunteers.| |||||After a two-year gap caused
by covid restrictions,
we were| |||||delighted
to be able to host a summer
party
in July 2022 to| |||||thank our volunteers
in person. We are also marking
long| |||||service with certificates and badges.| |||||We are extremely
grateful
to the Rothschild
Foundation
for| |||||part funding
one ofthe Volunteer
Engagement
Manager| |||||roles for three years. One ofthe objectives oftheir grant is to| |||||recruit additional
volunteers
from communities
and groups| |||||who are currently
under-represented.
These include those| |||||with disabilities,
minority
ethnic communities,
ex-offenders,| |||||and younger
people. We have been exploring these areas by| |||||working
alongside
schools,
HMP Springhill
and building
links| |||||with the local Community
Service officer. As well as this we| |||||are reaching
out to religious groups,
disability
teams and| |||||attending
local job and volunteer
fairs in order to attract as| |||||many volunteers
as possible from all backgrounds.| ## |eport of|eport of|the truste|the truste|the truste|es|||| |---|---|---|---|---|---|---|---|---| |To implement||improvements|||to the||The IT modernisation
programme
is advancing
well. All|| |Charity's|IT systems||and hardware|||in|databases
and documents
are now stored on the cloud and|| |order to|drive|business||efficiencies.|||all office-based staff use a laptop, which allows a much more|| ||||||||flexible approach to working.|| ||||||||The Charity's
new IT supplier,
Alcom
IT, has updated|| ||||||||hardware
and software,
and also increased
the security of|| ||||||||our internet.
Improved
wifi has been installed
in all shops.|| ||||||||The Charity has also moved to internet telephony.|| ||||||||Following a process of implementation,
the charity moved|to| ||||||||a new, cloud based, CRM/database
called Donorfy.
This|| ||||||||new system
is much more user-friendly
and accessible.|It| ||||||||also integrates
with online suppliers,
such as Eventbrite
and|| ||||||||Stripe.
This has removed
the need for a great deal of|| ||||||||manual
data entry, saving time and increasing
accuracy.|| ||||||||In the year we also moved to the ADP combined
HR and|| ||||||||payroll system.|| ||||||||A shortlisting
process for a new website supplier was carried|| ||||||||out and work to design a new, more accessible website,|that| ||||||||integrates
with the Donorfy CRM, is under way.|| ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## ## |||||Unrestricted|Designated|Restricted|Total Funds Total Funds|Total Funds Total Funds|Total Funds Total Funds| |---|---|---|---|---|---|---|---|---|---| |||||Funds|Funds|Funds||2022|2021| |||Note||8|8|8||8|| |Income|||||||||| |Donations,
Legacies and Grants|||1|2,189,450||349,012||2,538,462|1,163,274| |Income from other trading|||||||||| |activities|||2|1,737,371||||1,737,371|689,801| |Other income|||||||||150| |Income from investments|||3|71,471||||71,471|96,305| |Total income||||3,998,292||349,012||4,347,304|1,949,530| |Expenditure|||||||||| |Costs of raising funds:|||||||||| |Fundraising|||4|495,143||||495,143|301,350| |Shops Trading|||4|1,112,486||||1,112,486|825,050| |Support staff costs|||4|112,252||||112,252|102,275| |Expenditure
on charitable|activities||5|928,513||291,698||1,220,211|1,116,062| |Total resources expended||||2,648,394||291,698||2,940,092|2,344,737| |Taxation||||(16,851)||||(16,851)|16,851| |Net income before gains/|||||||||| |(losses) on investments||||1,333,047||57,314||1,390,361|(378,356)| |Unrealised
gains/(losses)|on||||||||| |investment
assets|||13|436,891||||436,891|1,002,408| |Net income/expenditure||||1,769,938||57,314||1,827,252|624,052| |Transfers
between
funds|||||||||| |Net movement
in funds|||17|1,769,938||57,314||1,827,252|624,052| |Reconciliation
offunds|||||||||| |Total funds brought
forward at 1a||||1,498,991|3,945,773|32,719||5,477,483|4,853,431| |April|||||||||| |Total funds carried forward
31"March||at|17|3,268,929|3,945,773|90,033||7,304,735|5,477,483| ## ||||||Unrestricted|Designated|Restricted|Total Funds|Total Funds| |---|---|---|---|---|---|---|---|---|---| ||||||Funds|Funds|Funds|2022|2021| ||||||6|6|6||6| |||||Note|||||| |Fixed assets|||||||||| |Tangible assets||||12|271,519|||271,519|299,188| |Investments||||13|377,589|4,992,887||5,370,476|5,183,035| ||||||649,108|4,992,887||5,641,995|5,482,223| |Current assets|||||||||| |Stocks||||14|6,261|||6,261|2,893| |Debtors||||15|1,621,002|||1,621,002|376,816| |Cash at bank||and|in hand||285,455||90,033|375,488|212,802| ||||||1,912,718||90,033|2,002,751|592,511| |Creditors|||||||||| |Amounts
falling due within one|||||||||| |year||||16|(340,011)|||(340,011)|(597,251)| |Net current||assets I(liabilities)|||1,572,707||90,033|1,662,742|(4,740)| |Total assets||less|current||||||| |liabilities|||||2,221,815|4,992,887|90,033|7,304,735|5,477,483| |Net Assets|||||2,221„815|4,992,887|90,033|7,304,735|5,477,483| |Funds|||||||||| |Unrestricted||funds||||||2,221,815|1,498,991| |Designated|funds|||||||4,992,887|3,945,773| |Restricted donations||||||||90,033|32,719| |Total funds||||17||||7,304,735|5,477,483| ## |Charity||bala|nce she|et|||||| |---|---|---|---|---|---|---|---|---|---| ||||||Unrestricted|Designated|Restricted|Total Funds|Total Funds| ||||||Funds|Funds|Funds|2022|2021| |||||Note|h||6|F|F| |Fixed assets|||||||||| |Tangible Assets||||12|26,879|||26,879|11,147| |Investments||||13|377,589|4,992,887||5,370,478|5,183,037| ||||||404,468|4,992,887||5,397,357|5,194,184| |Current assets|||||||||| |Debtors||||15|2,160,559|||2,160,559|843,764| |Cash at bank||and|in hand||28,286||90,033|118,319|179,323| ||||||2,188,845||90,033|2,278,878|1,251,340| |Creditors|||||||||| |Amounts
falling due within one|||||||||| |year||||16|(299,027)|||(299,027)|(579,024)| |Net current|assets||||1,889,818||90,033|1,979,851|444,063| |Total assets||less|current||||||| |liabilities|||||2,294,286|4,992,887|90,033|7,377,208|5,638,247| |Net Assets|||||2,294,286|4,992,887|90,033|7,377,208|5,638,247| |Funds|||||||||| |Unrestricted||funds:||||||2,294,286|1,659,755| |Designated|funds:|||||||4,992,887|3,945,773| |Restricted
donations||||||||90,033|32,719| |Total funds||||17||||7,377,208|5,638,247| ## ||||||||||2022|2021| |---|---|---|---|---|---|---|---|---|---|---| ||||||||||F|F| |Cash flows from operating|activities:|||||||||| |Net cash provided
I(used in)|by operating||activities (analysed|||below)|||(61,002)|(683,094)| ||||||||||(61,002)|(683,094)| |Cash flows from investing|activities:|||||||||| |Purchase
of tangible
fixed assets|||||||||(26,562)|(266,976)| |Proceeds from sale offixed assets|||||||||800|| |Purchase of investments|||||||||(934,081)|(1,755,796)| |Proceeds from sale of investments|||||||||1,183,531|1,980,445| |Net cash used in investing|activities||||||||223,688|(42,327)| |Change
in cash and cash equivalents|||in the reporting||period||||162,686|(725,421)| |Cash and cash equivalents|at the beginning|||ofthe reporting|||period||212,802|938,223| |Cash and cash equivalents|at the end||ofthe reporting||period||||375,488|212,802| |Note:||||||||||| |Reconciliation
of net movement||in funds|||||||2022|2021| ||||||||||6|8| |Net movement
in funds for the reporting|||period|(as per the|statement|||of|1,827,252|624,052| |financial
activities)||||||||||| |Adjustments
for:||||||||||| |Depreciation
charges|||||||||53,432|46,714| |Loss on disposal offixed asset||||||||||| |Unrealised
investment
gains|||||||||(436,891)|(1,002,408)| |Movement
in stocks|||||||||(3,368)|2,117| |Movement
in debtors|||||||||(1,244,186)|24,043| |Movement
in creditors|||||||||(257,241)|(377,612)| |Net cash provided
by I (used in)||operating||activities|||||(61,002)|(683,094)| |Analysis ofchanges
in net|funds|||||||||| |||||||||2021|Cash Flows|2022| |||||||||6|6|L| |Cash and cash equivalents|||||||212,802||162,686|375,488| ## ## |1|Donations,
Legacies|Donations,
Legacies|and Grants|and Grants|and Grants|||||| |---|---|---|---|---|---|---|---|---|---|---| ||||||||||2022|2021| ||Donations
(including||In|Memory and grants from Charitable||||Trusts)|1,020,132|630,942| ||I egacies||||||||1,488,510|107,518| ||Government|grants:||||||||| ||Furlough
receipts for||Charity|||||||29,860| ||Furlough
receipts for||Shops||||||485|138,130| ||Local Authority
Covid-19 Shops Grants||||||||29,335|256,824| ||||||||||2,538,462|1,163,274| |2|Income from|other trading|||activities|||||| ||||||||||2022|2021| ||Fundraising|from mass-participation||||and community|events||367,035|216,140| ||Shop income||||||||1,168,909|255,809| ||Lottery||||||||201,427|217,852| ||||||||||1,737,371|689,801| |3|Income from|investments||||||||| ||||||||||2022|2021| |||||||||||E| ||Bank interest|received|||||||144|59| ||Dividends
received||||||||71,327|96,246| ||||||||||71,471|96,305| |4|Costs of raising funds|||||||||| ||||||||||2022|2021f| ||Fundraising|||||||||| ||Direct staff costs (note|||7)|||||249,760|203,189| ||Fundraising
expenses|||and promotion|||||107,507|26,503| ||Support other|costs|||||||137,876|71,658| ||||||||||495,143|301,350| ||Shops Trading|||||||||| ||Staff costs (note 7)||||||||643,720|501,456| ||Other costs||||||||468,766|323,594| ||||||||||1,112,486|825,050| ||Support staff|costs (note 7)|||||||112,252|102,275| ## |5|Expenditure|on charitable|on charitable|on charitable|activities|activities||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| ||||||||||||2022f|2021| ||Grant funding|to staff and|||services|delivered||by Florence Nightingale||||| ||Hospice||||||||||954,692|887,238| ||||||||||||954,692|887,238| ||Capital
Improvements
Direct costs - Paravan||||||||||1,286|36,882
3,649| ||Direct costs|—Specialist||Palliative Care Education|||||and Training|||681| ||Other direct|costs|||||||||84,602|26,167| ||Staff costs (note 7)||||||||||64,263|66,781| ||Governance|(note 6)|||||||||115,368|94,664| ||||||||||||1,220,211|1,116,062| |6|Governance|costs||||||||||| ||||||||||||2022|2021| ||||||||||||E|E| ||Staff costs (note 7)||||||||||43,342|37,328| ||Legal and professional||fees||||||||56,210|47,356| ||Auditors'
remuneration||||||||||12,516|9,230| ||Auditors'
remuneration||for||non-audit||services||||3,300|750| ||||||||||||115,368|94,664| |7|Allocation ofstaff costs|||||||||||| ||2022:|||Fundraising||||Shop||Charitable||2022| |||||||E||E|Governancef|Activities
E|Support|Total
6| ||Payroll||||240,158||643,552||40,551|63,752|111,705|1,099,718| ||Recruitment|&Training|||8,816||||1,544|||10,360| ||Other staff costs||||786|||168|1,247|511|547|3,259| ||||||249,760||643,720||43,342|64,263|112,252|1,113,337| ||2021:|||Fundraising||||Shop||Charitable||2021| |||||||||E|Governance|Activities|Support|Total| ||||||||||6|E|E|F| ||Payroll||||201,215||501,456||37,328|65,186|102,275|907,460| ||Recruitment|&Training|||1,598|||||1,033|564|3,195| ||Other staff costs||||376|||||562|47|985| ||||||203,189||501,456||37,328|66,781|102,886|911,640| ## ## |Net income|Net income|Net income|||| |---|---|---|---|---|---| |Net income is stated after charging|||||| |||||2022|2021| |||||8|| |Auditors'|remuneration:|Parent company||5,725|5,350| |Auditors'|remuneration:|Group (including|Parent company)|12,516|9,230| |Auditors'|remuneration|for non-audit
services||3,300|750| |Depreciation||||53,432|46,714| |Operating|lease payments —land and buildings|||263,310|220,460| ## |onations
from trustees
totalled 61,811 in the ye
taff costs|ar ended 31 March 2022 (2021;f:845)|| |---|---|---| ||2022|2021| ||6|| |Wages and salaries|985,533|825,615| |Social security costs|81,295|55,449| |Pension costs|32,890|26,396| ||1,099,718|907,460| |The averag|e
number
of persons
|employed
by the Charity
|during the period|was as follows:|| |---|---|---|---|---|---| |||2022|2021|2022|2021| |||FTE|FTE|No.|No.| |Fundraising||24|26|41|35| |Administration||2|3|2|7| |Governance||1|1|1|1| |Charitable|activities|5|3|5|2| |||32|33|49|45| ## ## |12
Tangible fixed a|ssets||||| |---|---|---|---|---|---| |Group|||||| ||Short leasehold|Fixtures and||Computer|| ||improvements|fittings|Vans|Equipment|Totals| ||E|E|||| |Cost|||||| |At 1 April 2021|41,935|379,923|30,259|80,392|532,509| |Additions||||26,562|26,562| |Disposals|(800)||||(800)| |At 31 March 2022|41,135|379,923|30,259|106,954|558,271| |Depreciation|||||| |At 1 April 2021|30,367|110,980|26,609|65,365|233,231| |Charge for the year|2,107|39,655|3,650|8,019|53,432| |On disposal|||||| |At 31 March 2022|32,474|150,635|30,259|73,384|286,751| |Net Book Amount|||||| |At 31 March 2022|8,661|229,288||33,570|271,519| |At 31 March 2021|11,568|268,943|3,650|15,027|299,188| |Charity|||||| |||Fixtures and||Computer|| |||fittings|Vans|Equipment|Totals| |||F|F||| |Cost|||||| |At 1 April 2021||12,109|18,245|33,729|64,083| |Additions||||25,521|25,521| |At 31 March 2022||12,109|18,245|59,250|89,604| |Depreciation|||||| |At 1 April 2021||10,742|14,596|27,598|52,936| |Charge for the year||771|3,649|5,368|9,788| |At 31 March 2022||11,513|18,245|32,966|62,724| |Net Book Amount|||||| |At 31 March 2022||596||26,284|26,880| |At 31 March 2021||1,367|3,649|6,131|11,147| ## |Fixed asset investments|Fixed asset investments|||||| |---|---|---|---|---|---|---| |Group|||||Shares
in|| |||||Listed|participating|| |||||Investments|interests|Totals| |||||||F| |Market value||||||| |At 1 April 2021||||5,166,356|16,679|5,183,035| |Additions||||934,081||934,081| |Disposals||||(1,183,531)||(1,183,531)| |Investment
gains|/ (losses)|||436,891||436,891| |At 31 March 2022||||5,353,797|16,679|5,370,476| |Net book value||||||| |At 31 March 2022||||5,353,797|16,679|5,370,476| |At 31 March 2021||||5,166,356|16,679|5,183,035| |Charity||Shares|in||Shares
in|| |||gr'oup||Listed|participating|| |||undertakings||Investments|interests|Totals| |||||F|E|| |Market value||||||| |At 1 April 2021||||5,166,356|16,679|5,183,035| |Additions||||934,081||934,081| |Disposals||||(1,183,531)||(1,183,531)| |Investment
gains/|(losses)|||436,891||436,891| |At 31 March 2022||||5,353,797|16,679|5,370,478| |Net book value||||||| |At 31 March 2022|||2|5,353,797|16,679|5,370,478| |At 31 March 2021|||2|5,166,356|16,679|5,183,037| ## ## ## ## ||Nature ofbu|sine|ss:
Oper|ating|Charity|shop|s||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---| ||||||||||o/a||||| ||Class ofshare:||||||||holding||||| ||Ordinary||||||||100||||| ||||||||||||2022
F.||2021
f| ||Aggregate
capital and reserves||||||||||(72,471)||(160,761)| ||The investment||in group|undertakings||relates to the||cost|ofthe 2 ordinary||shares off1||each, being| ||100%ofthe|issued share capital of Florence Nightingale|||||||Hospice Shops||Limited, a company||| ||incorporated|in|England|and|Wales, which||is the trading||subsidiary|of the charitable||company.|| ||A summary|ofthe results||ofthe subsidiary|||is shown|below:|||||| ||||||||||||2022||2021| ||||||||||||||f.| ||Turnover||||||||||1,120,611||249,561| ||Cost ofsales||||||||||(56,739)||(24,948)| ||Gross profit||||||||||1,063,872||224,613| ||Administrative||expenses||||||||(1,037,392)||(794,967)| ||Other operating||and interest||income||||||78„661||401,396| ||Net profit/(loss)||before taxation||||||||105,141||(168,958)| ||Tax on profit/(toss)||||||||||(16,851)||16,851| ||Profit/(loss)|for|the financial||year||||||88,290||(152,107)| ||The aggregate||ofthe assets, liabilities|||and|reserves|was:|||||| ||Assets||||||||||584„012||424,478| ||Liabilities||||||||||(656,483)||(585,239)| ||Reserves||||||||||(72,471)||(160,761)| |14|Stocks||||||||||||| ||||||||||||2022f||2021
f.| ||Group||||||||||6,261||2,893| ## |15|Debtors: Amounts|Debtors: Amounts|falling due within one year|falling due within one year|||| |---|---|---|---|---|---|---|---| |||||Group|Charity|Group|Charity| |||||2022f|2022f|2021|2021f| ||Amounts
owed|by group|undertakings||615,500||567,013| ||Prepayments
and accrued income|||92,388|31,254|122,778|58,699| ||Deferred tax asset|||||16,851|| ||Other debtors|||1,528,614|1,513,805|237,187|218,052| |||||1,621,002|2,160,559|376,816|843,764| |16|Creditors:|Amounts|falling due within one year||||| |||||Group|Charity|Group|Chanly| |||||2022f|2022f|2021|2021f| ||Trade creditors|||11,891|4,761|455,435|455,451| ||Taxation|and social security||||13,385|6,960| ||Other creditors|||328,120|294,266|128,431|116,613| |||||340,011|299,027|597,251|579,024| |17|Movement|in funds|||||| ||Group||||||| |Group||||| |---|---|---|---|---| ||||Net|| |||At|movement|At| |||1 April 2021f|in fundsf|31 March 2022f| |Unrestricted|funds|1,498,991|722,824|2,221,815| |Designated|funds|3,945,773|1,047,114|4,992,887| |Restricted|funds|32,719|57,314|90,033| |Total funds||5,477,483|1,827,252|7,304,735| |Charity||||| ||||Net|| |||At|movement|At| |||1 April 2021|in fundsf|31 March 2022| |Unrestricted|funds|1,659,755|634,531|2,294,286| |Designated|funds|3,945,773|1,047,114|4,992,887| |Restricted funds||32,719|57,314|90,033| |Total funds||5,638,247|1,738,961|7,377,208| ## ## ## ## ## ## ## |21
Financial|instruments|instruments|||||| |---|---|---|---|---|---|---|---| |||||Group|Charity|Group|Charity| |||||2022|2022|2021|2021| |||||||E|| |Financial assets measured||at|fair||||| |value through
net income/expenditure
Fixed asset investments||||5,353,797|5,333,797|5,166,356|5,166,356| |Financial assets measured||at|||||| |amortised
cost|||||||| |Fixed asset investments||||16,179|16,179|16,179|16,179| |Debt instruments|measured|at|||||| |amortised
cost|||||||| |Other debtors||||1,528,614|1,513,805|254,038|218,052| |Amounts
owed by|group undertakings||||615,500||567,013| |||||1,528,614|2,129,305|254,038|785,065| |Financial
liabilities|measured||at||||| |amortised
cost|||||||| |Trade creditors||||11,891|4,761|455,435|455,451| |Other creditors||||328,120|294,266|128,431|116,613| |||||340,011|299,027|583,866|572,064| |he income, expenses,
net
ummarised
as follows:|gain|s and losses|attributable
to the|Charity's
financ|ial
instruments
a|re| |---|---|---|---|---|---|---| ||||Group|Charity|Group|Charity| ||||2022|2022|2021|2021| ||||6|||| |Income and expenses||||||| |Financial assets measured|at fair value|||||| |through
net income/expenditure|||71,471|71,471|96,305|96,305| |Net gains and losses (including||changes||||| |in fair value)||||||| |Financial assets measured|at fair value|||||| |through
net income/expenditure|||436,891|436,891|1,002,408|1,002,408| ## ## |22
Comparati|ve
stat|ement
of|financial
activiti|es||| |---|---|---|---|---|---|---| ||||Unrestricted|Designated|Restricted|Total Funds| ||||Funds|Funds|Funds|2021| ||||6|E||E| |Income and endowments||||||| |Donations
and legacies|||1,081,519||81,755|1,163,274| |Income from other trading|||689,801|||689,801| |activities||||||| |Other income|||150|||150| |Income from investments|||96,305|||96,305| |Total income and|endowments||1,867,775||81,755|1,949,530| |Expenditure||||||| |Costs of raising funds:||||||| |Fundraising|||301,350|||301,350| |Trading|||825,050|||825,050| |Support staff costs|||102,275|||102,275| |Expenditure
on charitable||activities|919,755||196,307|1,116,062| |Total expenditure|||2,148,430||196,307|2,344,737| |Taxafon|||16,851|||16,851| |Net income/(expenditure)
before
gains and losses on investments|||(263,804)||(114,552)|(378,356)| |Net gains/(losses)|on investments||1,002,408|||1,002,408| |assets||||||| |Net income/(expenditure)|||738,604||(114,552)|624,052| |Transfers
between|funds||(1,805,556)|1,805,556||| |Net movement
in funds|||(1,066,952)|1,805,556|(114,552)|624,052| |Reconciliation
of|funds|||||| ||||2,565,943|2,140,217|147,271|4,853,431| |Total funds
brought|forward|||||| ||||1,498,991|3,945,773|32,719|5,477,483| |Total funds carried forward|||||||