##
##
|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||
##
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|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.|
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##
|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|