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2023-03-31-accounts

Reference and Administration
Details		 Reference and Administration
Details		 Reference and Administration
Details
Report ofthe Trustees
Report ofthe independent
auditor		 20
Principal
accounting
policies		 23
Consolidated statement
offinancial		 actiwties 27
Consolidated balance sheet 28
Charity balance sheet 29
Consolidated cash flow statement 30
Notes to the financial
statements		 31
Reference and Reference and administrative details
Company registration number 06187174
Charity number 1119499
Registered office Unit 2 Walton Lodge
Walton Street
Aylesbury
Bucks
HP21 7QY
Board ofTrustees Mr P Bridgman
Mr P Cotton
Mrs D Earnshaw
Mr M Fabes
Mr SJones
Mr J Leggett
Dr(M) R Mason
Ms J Naismith
Ms SPlumridge
Mr N Ratcliffe (Chair)
Mr C Sherman
Chief Executive Mrs JTurner
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 Achievements
over the past year
To provide excellent Hospice
care for people
in		 In the year the Charity has continued
to commission
a full range of
Hospice services and individual
posts (as listed on pages 3and 4
Buckinghamshire
and bordering		 ofthis report) from Buckinghamshire
Healthcare
NHS Trust (BHT)
areas. We will do this by
commissioning
services from the		 which are delivered
at the Florence Nightingale
Hospice and
in the
community.
Our largest commissions
are the FNH@Home service,
Florence Nightingale
Hospice		 Lymphoedema
clinic and the Day Hospice. The relationship
and potentially
other providers,		 to between
the Charity and BHT is governed
by a Memorandum
of
be delivered
both
in the Hospice		 Understanding
which was updated
in year.
Commissioned
building
and in the community.		 services and posts are defined
by Service Level Agreements
to be
agreed and
in place by 2023/24.
To explore whether:
~
additional
palliative
care		 During 2022-23, 300 patients were cared for by the In-Patient
Unit
services need to be at the Hospice. The Charity also commissioned
the FNH@Home
provided,
~
proactive
initiatives
should be devised to		 team of registered
nurses
and healthcare
assistants
providing
practical
nursing,
symptom
and pain management
advice and
support,
medication
review and personal care to adults
in their own
offer Hospice care to home. FNH@Home cared for 700 patients
in the community.
those who aren't reached
currently
and
~
capital improvements
need to be made at the		 275 people were supported
by the Lymphoedema
Clinic. 60
people attended
the Day Hospice. The Bereavement
Service
supported
350people. 30families of infants, children
and young
Hospice to benefit
patients
&staff.		 people
lihnng
with a life-threatening
or life-shortening
illness were
supported
by the Florrie's Children's
respite service.
Hospice services received 254 written accolades last year
thanking
staff for the excellent care that they had received.
A review was conducted
in the Spring/Summer
of2022 into how
services were operating
after the worst ofthe Covid-19 pandemic
had passed. This showed that some areas needed
more staff to

eport ofthe tr ustees
cope with the demand
for care. As a result, the Charity has
commissioned
two additional
Clinical Nurse Specialists for the
FNH@Home team, an additional
nurse for the Lymphoedema
service, a Therapy Support Worker and additional
Occupational
Therapy
hours.
It is expected that these additional
roles will be in-
post by summer 2023. In a full year they will cost an additional
k217,000, taking our core funding
of Hospice teams to over
E1,500,000 in 2023/24 assuming
there are no vacancies.
A Project Manager
position was created at the Charity to help
research the need for and then co-create new palliative
and end		 of
life services with our partners at the Florence Nightingale
Hospice
to meet the changing
needs ofour local communities
These
proposals
will be discussed
at the joint Steering Group that meets
every two months
before being taken to the Charity's
Board of
Trustees for approval.
No major capital works were required
at the Hospice
in the year.
However,
the Charity purchased
two portable
bladder scanners
using a generous
donation off10,000from a company.
Led by the
Chaplain
and Day Hospice Art Therapist,
a new 'Living Memories'
project has been created to help patients
and families capture
precious stories, images and messages. The Charity purchased
the supplies
needed
including a professional
camera,
laptop and
software for editing ofvideo and stills, printer,
USB memory
boxes
and hand-casting
kits at a cost ofF5,000.
Our Henderson
Education
Fund which pays for specialist
palliative
care education
and training
for Hospice staff has been increased
from E4,000 to F10,000 per year. This means that more nurses
and other healthcare
professionals
will benefit from specialist
training courses helping
them to further their knowledge
of
palliative care and providing
them
with the latest pain management
techniques,
To review the Charity's strategic An away day was held
in Spring 2022 for the Trustees, CEO and
focus the Senior Management
Team to review the Charity's
strategic
focus. Preparation
ofa summary
strategy was then delegated
to
the Executive team and agreed
by the full Board at their Autumn
meeting.
Our strategic drivers are:
~
greater demand
for care from a growing
and ageing
population,
~
patients
having
more complex needs (perhaps caused
by
having
more than one chronic condition
or experiencing
late
diagnoses
during the pandemic
period),
~
greater need for bereavement
support
following
the pandemic,
~
the NHS and its workforce facing extreme stresses, and
~
some groups
being under-represented
amongst
hospice
patients
currently.
The agreed 'strategy
on a page' (below) includes a newly
articulated
vision and mission that deliberately
focus the Chanty		 on
commissioning
the best hospice care for local people
in

Buckinghamshire
and borders, and offering choice by providing		 Buckinghamshire
and borders, and offering choice by providing
that care wherever
and whenever
it is needed. The approach		 is
holistic and includes support for patients'
families and carers.		 Our
mission follows the ethos of the Hospice movement,
which
is		 to
help families make the most of every day. Overall, the approach is
to actively influence
excellent hospice care in the local area.
The supporting
goals require us to be an effective commissioner		 of
services. We expect the Florence Nightingale
Hospice, which		 is
part of Buckinghamshire
Healthcare
NHS Trust (BHT), to be our
primary
delivery
partner
but our Memorandum
and Articles of
Association
do not preclude
working
with other agencies
if
identified.
As mentioned,
we have recruited a Project Manager to help
research
and co-create enhanced
and new Hospice services.		 An
aspect ofthis is exploring whether
there are groups
within the		 local
community
which are not accessing hospice care currently.
We will
do this by examining
the data made available to us under the
terms of our data-sharing
agreement
with BHT and also by looking
at best practice
in tackling healthcare
inequalities
in the hospice
and other sectors.
We aim to generate
sustainable
funding
to help meet the growing
need for hospice care locally and to introduce
innovative
projects.
We also want to educate and raise awareness
ofexcellent hospice
care. Our new website is a means ofdelivering
this as well as
attendance
at community
events and talks delivered
by our
ambassadors.
We have boosted our Marketing
team to help meet
this goal.
The foundations
underpinning
the strategy are motivated
staff		 and
volunteers,
a robust business
model and effective governance,
systems
and processes.
A business
plan delivering
phased
activity and projects to make
this strategy a reality is in preparation.
Project leaders
will be
appointed
from within the senior management
team.
Underpinning
the strategy are our core values which were set
when the organisational
structure
was updated
in the light ofthe
pandemic.
The strategic approach
and values are communicated
to new		 staff
and reinforced
with the existing team.

eport ofth ofth e trustees e trustees e trustees e trustees
To deliver further income growth from After the strong Retail performance
in 21/22 (f1.46m), and
the Charity's Retail operation, with a the continuing
growing
popularity
ofcharity shop shopping,
particular
emphasis
on new shops,
online sales, and Gift Aid; as well as a		 there was good reason to be optimistic for Retail turnover,
and the year started
with ambitious
targets ofE1.53m and
focus on the support, development and plans to open up to three new shops.
continued
engagement
ofthe
team ofstaff and volunteers.		 Retail The year ended
with a Retail turnover ofE1.8m which
is
+17%on budget and +24% up on 21/22. This income is
made up off1.67m from the existing shop portfolio,
and
F105k from the new shops opened
dunng
the year.
All ofthe shops delivered
significant
growth
on the prewous
year and performed
well above the budget set.
Two new shops were opened during the year —Marlow
in
August 2022 and Beaconsfield
in January 2023. Hazlemere
was acquired
during the year and opened
in Apnl 2023.
Online sales started
slowly
in 22/23 but staff changes
and
operational
changes meant the year ended
with online sales
almost
in line with the previous
year, and the opportunity		 to
substantially
increase online sales income
in 23/24.
Gift Aid performance
improved
resulting
in a possible
Gift
claim off85.5k compared
tof50k in 21/22.		 Aid
Overall,
22/23 was a very successful year for Retail. The key
objectives for 23/24 will be to grow Retail income tof2.4m
(which includes
full year income for the shops acquired
in
22/23); continue
retail expansion
by opening
up to three
more new shops; and review the operational
framework
and
support
systems to ensure the continual
delivery
of
sustainable
retail income from a larger portfolio ofshops.

eport ofthe trustees eport ofthe trustees eport ofthe trustees eport ofthe trustees
To increase income from Fundraising
through
the diversification
programme,
with a particular
focus on increasing		 22/23 proved to be a more challenging
year for the
fundraising
team, with fundraising
income of5930k
(excluding
legacies), which is 9% below budget and 15%
income from Charitable Trusts, Major behind last year.
Gifts, In Memory
and Legacy
fundraising.
In addition,
to continue
approach of 'fewer, bigger' events,
including
a high-profile
event at the
Waterside Theatre, and developing		 the
a		 Many ofthe challenges
were due to difficulties
finding
skilled
staff to fill vacancies
in the team. Toaddress
this problem,
we have sought candidates
with significant
commercial
or
public sector experience and transferable
skills.
This has
new mass-participation event. worked
well and the team is currently
fully staffed.
Diversification
is working
well. The target areas oftrust
fundraising,
major gifts and
In Memory fundraising
provided
47%offundraising
income and are providing
year-round
income to support the charity,
Diversification
efforts
in
corporate fundraising
and individual
giving are also
progressing,
but are still in the early stages of development.
Progress
will be made throughout
23/24.
Investment
in fewer, bigger events is paying off. 'Nativity!
The Musical' raised over 655k. To build on this success, the
charity
will deliver shows
in both Aylesbury
and High
Wycombe
in 23/24, combined
with an enhanced
programme
ofengagement
with schools.
'Walk of Light', a new, family friendly,
mass participation
event, was created during the year. It took place at
Watermead
Lake in June 2023. Over 400 walkers took part,
with the potential
to expand
to more than 1,000 participants.
This will become a fixed part ofthe fundraising
calendar.

eport eport ofthe truste ofthe truste ofthe truste ofthe truste ofthe truste es
To support all the Volunteers who offer We are extremely
grateful
to the 620 volunteers
who have
their time and expertise to support the supported
us in 2022/23. Our volunteers
help the Hospice
Hospice and Charity, and to recruit directly
in numerous
ways: by supporting
patients
in the In-
additional ones to assist with Hospice patient
Unit and Day Hospice,
by driving them to and from
services and the growth of the Charity. the Hospice,
manning
reception
in the evenings
and
This will include recruiting volunteers weekends,
tending the garden,
offering therapies
and as
from communities and groups who are bereavement
listeners.
Many ofthe patients
and families
currently under-represented comment
that this adds to the special nurturing
environment
at the Hospice. On the Charity-side,
volunteers
carry out
admin and more specialist roles at Head Office, as well as
supporting
Fundraising
day to day and at events
The
volunteers
working
in our charity shops sort donations,
man
the tills and work with the online sales team. This group
offered an amazing 46,000 hours with a monetary
value
in
excess of6460,000.The Charity and Hospice could not
deliver or fund
all that we dekver without
this huge
volunteering
effort.
Our volunteer
engagement
managers
support
the
recruitment,
retention,
and engagement
of volunteers
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. The 'Nightingale'
eNewsletter
is
issued to volunteers
every month.
A Volunteer
Forum
enables volunteers
to exchange
views and share ideas about
their area ofvolunteering,
thus helping to ensure we are
meeting
the needs ofour volunteers.
Volunteer
service
certificates and badges are awarded
to mark significant
anniversaries.
Thank you parties were held for our volunteers
at Christmas
2022 and July 2023.
We remain extremely
grateful to the Rothschild
Foundation
for part-funding
one ofthe Volunteer
Engagement
Manager
roles for three years. One ofthe objectives of their 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 ofthe trustees eport ofthe trustees eport ofthe trustees eport ofthe trustees eport ofthe trustees
To produce a new more accessible
website that explains Hospice services
and promotes
the Charity's
income
generation.		 Our new website was launched
in January
2022 with
refreshed
and clear information
about hospice services,
how
to make a referral and FAQs for patients
and visitors. Visits
to our Hospice services pages have increased
by over 50%
compared
to the previous
period. The website was
To continue with the Charity's IT developed
by a local agency and incorporates
all current
modernisation programme by accessibility
guidelines.
embedding
the use ofthe
and reviewing
our Finance
drive business
efficiencies.		 new CRM
system, to		 The Donorfy CRM was fully implemented
during
the year.
This has brought
significant
administrative
savings due to
integrations
with Justgiving,
Eventbrite,
Facebook and
website donation
forms meaning
income is entered
automatically.
These integrations
have increased
the
number ofsupporters
we can contact by 20% in one year.
Cyber secunty
training
has been a particular
focus in
2022/23.
We plan to review the Finance and EPoS systems
in
2023/24.

Consolidated
st		 at eme nt offinanc ial
activit		 ies
Unrestricted Designated Restricted Total Funds Total Funds
Funds Funds Funds 2023 2022
Note 6 8
Income
Donations,
Legacies and		 Grants 1 1,662,472 246,510 1,908,982 2,538,462
Income from other trading
activities		 2 1,886,415 1,886,415 1,737,371
Other income
Income from investments 3 90,744 90,744 71,471
Total income 3,639,631 246,510 3,886,141 4,347,304
Expenditure
Costs of raising funds:
Fundraising 4 529,286 529,286 495,143
Shops Trading 4 1,386,933 1,386,933 1,112,486
Support staff costs 4 159,565 159,565 112,252
Expenditure
on chantable		 activities 5 1,040,682 250,159 1,290,841 1,220,21 1
Total resources expended 3,116,466 250,159 3,366,625 2,940,092
Taxation (16,851)
Net income before gains/
(losses) on investments		 523,165 (3,649) 519,516 1,390,361
Unrealised
gains/(losses)
investment
assets		 on 13 (202,002) (202,002) 436,891
Net income/expenditure 321,163 (3,649) 317,514 1,827,252
Transfers
between
funds		 (934,462) 934,462
Net movement
in funds		 17 (613,299) 934,462 (3,649) 317,514 1,827,252
Reconciliation
offunds
Total funds
brought
forward		 at 1" 2,221,815 4,992,887 90,033 7,304,735 5,477,483
April
Total funds carried forward at 17 1,608,516 5,927,349 86,384 7,622,249 7,304,735
31re March

Unrestricted Designated Restricted Total Funds Total Funds
Funds Funds
f		 Funds 2023
6		 2022
E
Note
Fixed assets
Tangible assets
Investments		 12
13		 482,121
-		 5,236,392 482,121
5,236,392		 271,519
5,370,476
482,121 5,236,392 5,718,513 5,641,995
Current assets
Stocks 14 11,668 11,668 6,261
Debtors 15 1,013,006 1,013,006 1,621,002
Cash at bank and in hand 600,230 690,957 86,384 1,377,571 375,488
1,624,904 690,957 86,384 2,402,245 2,002,751
Creditors
Amounts
falling due within one
year		 16 (498,509) (498,509) (340,011)
Net current assets 1,126,395 690,957 86,384 1,903,736 1,662,742
Total assets less current
liabilities 1,608,516 5,927,349 86,384 7,622,249 7,304,735
Net Assets 1,608,516 5,927,349 86,384 7,622,249 7,304,735
Funds
Unrestricted funds 1,608,516 2,221,815
Designated funds 5,927,349 4,992,887
Restricted funds 86,384 90,033
Total funds 17 7,622,249 7,304,735

Charity bal ance she et
Unrestricted Designated Restricted Total Funds Total Funds
Funds Funds Funds 2023 2022
Note 8 8 8
Fixed assets
Tangible Assets 12 55,526 55,526 26,879
Investments 13 2 5,236,392 5,236,394 5,370,478
55,528 5,236,392 5,291,920 5,397,357
Current assets
Debtors 15 1,608,805 1,608,805 2,160,559
Cash at bank and in hand 391,617 690,957 86,384 1,168,958 118,319
2,000,422 690,957 86,384 2,777,763 2,278,878
Creditors
Amounts
falling due within one
year 16 (406,538) (406,538) (299,027)
Net current assets 1,593,884 690,957 86,384 2,371,225 1,979,851
Total assets less current
liabilities 1,649,412 5,927,349 86,384 7,663,145 7,377,208
Net Assets 1,649,412 5,927,349 86,384 7,663,145 7,377,208
Funds
Unrestricted funds 1,649,412 2,294,288
Designated funds 5,927,349 4,992,887
Restricted funds 86,384 90,033
Total funds 17 7,663,145 7,377,208

2023 2022
6
Cash flows from operating
activities:
Net cash provided
/ (used in) by operating		 activities (analysed below) 1,344,295 (61,002)
1,344,295 (61,002)
Cash flows from investing activities:
Purchase oftangible
fixed assets
Proceeds from sale offixed assets		 (274,294) (26,562)
800
Purchase of investments (1,288,810) (934,081)
Proceeds from sale of investments 1,220,892 1,183,531
Net cash used in investing activities (342,212) 223,688
Change
in cash and cash equivalents		 in the reporting period 1,002,083 162,686
Cash and cash equivalents at the beginning ofthe reporting period 375,488 212,802
Cash and cash equivalents at the end ofthe reporting period 1,377,571 375,488
Note:
Reconciliation
of net movement		 in funds 2023 2022
6
Net movement
in funds for the reporting		 period (as per the statement of 317514 1827 252
financial
activities)
Adjustments
for:
Depreciation
charges		 63,692 53,432
Unrealised
investment
gains		 202,002 (436,891)
Movement
in stocks		 (5,407) (3,368)
Movement
in debtors		 607,996 (1,244,186)
Movement
in creditors		 158,496 (257,241)
Net cash provided
by / (used in)		 operating activities 1,344,295 (61,002)
Analysis ofchanges
in net		 funds
2022 Cash Flows 2023
6 E F
Cash and cash equivalents 375,488 1,002,083 1,377,571

1 Donations,
Legacies		 Donations,
Legacies		 and Grants and Grants
2023 2022
E
Donations
(including		 In Memory and grants from Charitable Trusts) 1,070,252 1,020,132
I egacies 621,991 1,488,510
Other grants 216,739
Government grants:
Furlough
receipts for		 Shops 485
Local Authority
Covid-19 Shops Grants		 29,335
1,908,982 2,538,462
2 Income from other trading activities
2023 2022
E E
Fundraising from mass-participation and community events 370,290 367,035
Shop income 1,316,486 1,168,909
Lottery 199,639 201,427
1,886,415 1,737,371
3 Income from investments
2023 2022
E E
Bank interest received 13,720 144
Dividends
received		 77,024 71,327
90,744 71,471
4 Costs ofraising funds 2023 2022
E
Fundraising
Direct staff costs (note 7) 305,518 249,760
Fundraising
expenses		 and promotion 107,112 107,507
Support other costs 116,656 137,876
529,286 495,143
Shops Trading
Staff costs (note 7) 799,760 643,720
Other costs 587,173 468,766
1,386,933 1,112,486
Support staff costs (note 7) 159,565 112,252

Expenditure
on charit		 able
activities
2023f 2022f
Grant funding
to staff
Hospice		 and services delivered by Florence Nightingale 1,072,070 954,692
1,072,070 954,692
Other direct costs 27,269 85,888
Staff costs (note 7)
Governance
(note 6)		 82,573
108,929		 64,263
115,368
1,290,841 1,220,211
Governance costs
2023f 2022f
Staff costs (note 7)
Legal and professional
Auditors'
remuneration		 fees 44,145
42,546
17,278		 43,342
56,210
12,516
Auditors'
remuneration		 for non-audit services 4,960 3,300
108,929 115,368
Allocation ofstaff costs
2023: Fundraisingf Shop
F		 Governance Charitable
Activities
F		 Supportf 2023
Total
Payroll 281,555 784,607 42,398 73,420 154,532 1,336,512
Recruitment
&Training		 21,583 5,358 923 5,328 4,263 37,455
Other staff costs 2,380 9,795 824 3,825 770 17,594
305,518 799,760 44,145 82,573 159,565 1,391,561
2022: Fundraisingf Shop
f		 Governance
f		 Charitable
Activities
f		 Support 2022
Totalf
Payroll 240,158 643,552 40,551 63,752 111,705 1,099,718
Recruitment
&Training
Other staff costs		 6,816
786		 168 1,544
1,247		 511 547 10,360
3,259
249,760 643,720 43,342 64,263 112,252 1,113,337

Net income Net income Net income
Net income is stated after charging
2023 2022
5 6
Auditors' remuneration: Group (Including Parent company) 16,980 12,516
Auditors' remuneration for non-audit services 4,960 3,300
Depreciation 63,692 53,432
Operating lease payments —land and buildings 307,525 263,310

2023 2022 2023 2022
FTE FTE No. No.
Fundraising & Retail 30 24 40 41
Administration 5 2 7 2
Governance 1 1 1 1
Charitable activities 4 5 5 5
40 32 53 49

12
Tangible fixed a		 ssets
Group
Short leasehold Fixtures and Computer
improvements fittings Vans Equipment Totals
K E
Cost
At 1 April 2022 41,135 379,923 31,195 106,018 558,271
Additions 202,059 40,865 31,370 274,294
At 31 March 2023 243,194 420,788 31,195 137,388 832,565
Depreciation
At 1 April 2022 32,474 150,636 31,194 72,445 286,749
Charge for the year 10,573 38,853 14,269 63,695
At 31 March 2023 43,047 189,489 31,194 86,714 350,444
Net Book Amount
At 31 March 2023 200,147 231,299 50,674 482,121
At 31 March 2022 8,661 229,288 33,570 271,519
Charity
Fixtures and Computer
fittings Vans Equipment Totals
R 8
Cost
At 1 April 2022 12,109 18,245 59,250 89,604
Additions 17,374 22,561 39,935
At 31 March 2023 29,483 18,245 81,811 129,539
Depreciation
At 1 April 2022 11,513 18,245 32,966 62,724
Charge for the year 317 10,972 11,289
At 31 March 2023 11,830 18,245 43,938 74,013
Net Book Amount
At 31 March 2023 17,653 37,873 55,526
At 31 March 2022 596 26,284 26,880

Not es to the financial st atements
(co		 ntinued)
13 Fixed asset investments
Group Shares in
Listed participating
Investments interests Totals
6 6
Market value
At 1 April 2022 5,353,797 16,679 5,370,476
Additions 1,288,810 1,288,810
Disposals (1,220,892) (1,220,892)
Investment
(losses)		 (202,002) (202,002)
At 31 March 2023 5,219,713 16,679 5,236,392
Net book value
At 31 March 2023 5,219,713 16,679 5,236,392
At 31 March 2022 5,353,797 16,679 5,370,476
Charity Shares in Shares in
group
undertakings		 Listed
Investments		 participating
interests		 Totalsf
Market value
At 1 April 2022 5,353,797 16,679 5,370,478
Additions 1,288,810 1,288,810
Disposals (1,220,892) (1,220,892)
Investment
(losses)		 (202,002) (202,002)
At 31 March 2023 5,219,713 16,679 5,236,394
Net book value
At 31 March 2023 5,219,713 16,679 5,236,394
At 31 March 2022 5,353,797 16,679 5,370,478

Class of share: holding
Ordinary 100
2023 2022f
Aggregate capital and reserves (42,866) (72,471)
A summary
oft		 he res ults of the subsidi ary
is shown below:
2023 2022
8
Turnover 1,336,063 1,120,611
Cost of sales (60,500) (56,739)
Gross profit 1,275,563 1,063,872
Administrative expenses (1,277,992) (1,037,392)
Other operating and interest income 32,034 78,661
Net profit before taxation 29,605 105,141
Tax on profit/(loss) (16,851)
Profit for the financial year 29,605 88,290
The aggregate ofthe assets, liabilities and reserves was:
Assets 814,102 584,012
Liabilities (856,968) (656,483)
Reserves (42,866) (72,471)
14 Stocks
2023 2022
L'
Group 11,668 6,261

15 Debtors: Amounts Amounts falling due within one falling due within one year
Group Charity Group Charity
2023 2023
8		 2022f 2022
F
Amounts
owed		 by group undertakings 763,023 615,500
Prepayments and accrued income 106,696 28,643 92,388 31,254
Other debtors 906,310 817,139 1,528,614 1,513,805
1,013,006 1,608,805 1,621,002 2,160,559
16 Creditors: Amounts falling due within one year
Group Charity Group Charity
2023f 2023
6		 2022f 2022f
Trade creditors 22,322 9,596 11,891 4,761
Other creditors 476,187 396,942 328,120 294,266
498,509 406,538 340,011 299,027
17 Movement in funds
Group
Net
At movement At
1 April 2022 in funds
6		 31 March 2023f
Unrestricted funds 2,221,815 (613,299) 1,608,516
Designated funds 4,992,887 934,462 5,927,349
Restricted funds 90,033 (3,649) 86,384
Total funds 7,304,735 317,514 7,622,249
Charity
Net
At movement At
1 April 2022f in funds 31 March 2023
Unrestricted funds 2,294,288 (644,876) 1,649,412
Designated funds 4,992,887 934,462 5,927,349
Restricted funds 90,033 (3,649) 86,384
Total funds 7,377,208 285,937 7,663,145

spent on cert ain areas of the Chanty's
expenditure.
Th		 ese are classifie d as restricted
fun		 ds as follows:
At Monies Expenditure At
1 April 2022 receivedf in year
8		 31 March 2023
Staff Benefit 27,115 5,098 (4,167) 28,046
FNH@Home 109,632 (109,632)
Day Hospice 1,250 (1,250)
Lymphoedema 610 (610)
Florrie's Children's Team 21,000 (21,000)
Volunteering 5,833 10,000 (15,833)
Schools Project
IPU Community Fund 5,285 (5,285)
Bereavement
Project
Discharge
Liaison Nurse		 17,068
40,017		 67,856 (66,499)
(14,903)		 18,425
25,114
Nativity 6,300 (1,500) 4,800
Bladder Scanners 9,479 (9,479)
Therapy
Support		 Worker 10,000 10,000
90,033 246,510 250,159 86,384
At Monies Expenditure At
1 April 2021
8		 received
8		 in year
8		 31 March 2022
8
Staff Benefit 29,254 97,102 (99,241) 27,115
FNH@Home 133,850 (133,850)
Day Hospice 1,300 1,275 (2,575)
Lymphoedema 2,165 9,845 (12,010)
Florrie's Children's Team 22,056 (22,056)
Volunteenng 10,000 (4,167) 5,833
Schools Project 4,500 (4,500)
IPU Community Fund 4,260 (4,260)
Bereavement
Project
Discharge
Liaison Nurse		 32,719 26,107
40017
349,012		 (9,039)
(291,698)		 17,068
40,017
90,033

21
Financial		 instruments instruments
Group
2023		 Charity
2023		 Group
2022		 Charity
2022
8
Financial assets measured at fair
value through
net income/expenditure
Fixed asset investments		 5,219,713 5,219,715 5,353,797 5,353,797
Financial assets measured at
amortised
cost
Fixed asset investments 16,679 16,679 16,179 16,179
Debt instruments measured at
amortised
cost
Other debtors 906,310 817,139 1,528,614 1,513,805
Amounts
owed by		 group undertakings 763,023 615,500
906,310 1,580,162 1,528,614 2,129,305
Financial
liabilities		 measured at
amortised
cost
Trade creditors 22,322 9,596 11,891 4,761
Other creditors 476,187 396,942 328,120 294,266
498,509 406,538 340,011 299,027
ummaris ed
as follows:
Group Charity Group Charity
2023f 2023 2022
6		 2022
Income and expenses
Financial assets measured at fair value
through net income/expenditure 90,744 90,744 71,471 71,471
Net gains and losses (including changes
in fair value)
Financial assets measured at fair value
through net income/expenditure (202,002) (202,002) 436,891 436,891

22
Comparative
stat		 em ent
o		 ffi nancial
activiti		 es
Unrestricted Designated Restricted Total Funds
Funds
f		 Funds
6		 Funds
K		 2022
K
Income
Donations,
Legacies and		 Grants 1 2,189,450 349,012 2,538,462
Income from other trading
activities 2 1,737,371 1,737,371
Other income
Income from investments 3 71,471 71,471
Total income 3,998,292 349,012 4,347,304
Expenditure
Costs of raising funds:
Fundraising 4 495,143 495,143
Shops Trading 4 1,112,486 1,112,486
Support staff costs 4 112,252 112,252
Expenditure
on charitable		 activities 5 928,513 291,698 1,220,211
Total resources expended 2,648,394 291,698 2,940,092
Taxation 11 (16,851) (16,851)
Net income before gains/
(losses) on investments		 1,333,047 57,314 1,390,361
Unrealised
gains/(losses)
investment
assets		 on 13 436,891 436,891
Net income/expenditure 1,769,938 57,314 1,827,252
Transfers
between
funds		 (1,047,114) 1,047,114
Net movement
in funds		 17 722,824 1,047,114 57,314 1,827,252
Reconciliation
offunds
Total funds brought
forward		 at 1" 1,498,991 3,945,773 32,719 5,477,483
April
Total funds carried forward
31"March		 at 17 2,221,815 4,992,887 90,033 7,304,735