2020-09-30-accounts

tteps JobnTaylor Hospice John Taylor Hospice Tharity Annual Report and financial ststernents for the year ended 30th September 2020 Registered Company no.. 08991245 Charity no.. 1156964

John Taylor Hospice Charity Content5 For the ar ended 30th Se tember 2020 l. Rele￿n￿ and administrative details 2. Trustees, annual report 3. Independent auditorfs report 4. Statement of financial activities 5. Balan￿ sheet 6. Statement of cash flows 7. Accounting Policies 8. Notcs to the financial statements Appendix- Annual Statcrnont of Governance 2019120 4-20 21-23 24 25 26 27-31 3244 45-52

John Taylor Hospice Charity nce and Administra Charity name: John Tawor H05pice Charrty iJrH} Charity Reglstration Number: 1156964 Company Registration Number: 08991245 Re9iStered Office and Operational Address: John Taylor Hospice O)arfty, 76 Grange Road, Erdington, Blrmlnghatn B24 ODF Trnstees: Mr Harry Tumér Chairman Mrs Llndsey Webb Vice-chairrnan Mr Jean-Lue Olivelra Prlez Mrs Kimara Sharpe Mrs Jacqueline Kelly Mr Jonathan Shapir Mr Paul Wainwrlght Ns Bevedey Edgar Mr Robert Pickup Mr Daniel fimms Mr Gordon Snelgrove Mr Michael Goodwin (Resigned 30 June 20201 (Resigned 13th November 2020) (Resigned I4￿ January 20201 (Appointed 2" January 20201 IAppointed 28th April 2020} (Appointed 28th ApThl 20201 (Appointed 4th January 20211 Mr Peter Shanahan Mr Michael Sexton Senior Management Team: Mrs Penny Venables Mrs Alex NcQuinn MI￿ SaTrh Mimmack Mi%$ Gail Hipkiss Mrs Joanna Duggan Dr Detx)rah Talbot Chief Executive Director of Finan￿ & Director ol Care Dirertor of Corporate and Commer031 knrices Dirertor of Income Generation and Marketing Medical Director (Appointed Isi NovembEr 20201 Auditors.. Crowe U,K. LLP, Rtxjnds Green Road, Oldbury. West Midlands, B69 2DG Bankers: HSBC BanK 6th Flo)r, 120 Edmund Street, Birrningham, 83 2Q2 Solicitors: Browne Jacobson, Victoria House, Victoria Square, Birmingham, B2 4BU Investment Managers: Quilter Cheviot, 8th Floor, Two Snowhill, Birrningham, B4 6GA

John Taylor Hospice Charity Trustee Report The Trustees present their repDrt and the audited finarKial statements of John Taylor Hosp1￿ Charlty for the year ended 30 September 2020. JrH Charity is an independent charity and company limited by guarantee, incorporated on 10th April 2014 and registered as a charity on 8 May 2014. The company wa5 established under a Memorandum of Association which cstablished the objects and powers of the charitable cotnp3ny and is governed under its Articles of As50Clation. The Board adopted the current set of Articles and Objetts of the charity after passing a special re501ution on 29 May 2018, following the merger of the Cotnmunity Interest Cotnpany ICTCI into the Charity. The hospi￿ h35 a wide range of services induding integrated health and Social care at horn@, day core provision, pharrnacy, occupational therapy, physlotherapy, outpatient clini￿, hospice at homc service5, education, cornplementary therapy, carer support, prychological therapy and an inpatient unit for up to 16 patients, which operates for 365 days per year. The trustees have delegated day-to-day management of the charty to the Senior Management Tea as outlined on page 3 in this report. These personnel have delegated author1ty to make decisions on behalf of the charity. Formal meetings of the Senior Managemenr Team are held on a monthly basis and a number of other executive committees form part of the decision-making structure for recommendations to the Board of Trustees or its subcommittee5. These Include a Finance Committee, Infomiation Governance Committee, Clinical &)Vernan￿ Committee and Health and Safety Committee. During 2020, the hospice has increased its partnership working with Birtningham St Mary's Hospice based in the south of Birminghatn with the appointment In Marvh of 2020 of the john Taylor Hospice Chairtnan to the Chairman position also across St r¥1ary's. In May 2020 as greater collaboration developed lined to the COVID-19 pandemic, an interim joint CEO was put in place and from Novefflber 2020 joint director5 appointed in Finan￿, Medical and Clinical Sep/1￿$. The CEO and dirertors work across the two charities which currently remain separate. None of the trustee5 receive any employment benefrts In relation to their role as trustee5 of the charity. The salaries of the Dirertors I￿n10r Management Team) of the company are set by the Remuneotson Comtnittee which is a sopaiate subcornmrttee of the Board of Trustees. A person 15 admitted as a trustee to the board by decision of the Board of Trustees, who have the pobver to appoint any person who Is atile and willing to luifill thc role. Al current trustees have been appointed in this way. As the charity èttivities develop and increase, additional trustees may be ppointed. The minimum number of trustees Is four but there Is no maximum. When tru5tee5 retire every effort will ie made to ￿pEace them with a person of similar qualities and eAperience. Future

John Taylor Hospice Charity Trustee Report (Continued) trustee vacanaes will be advertised externallyi although suitsble candidates known to the board and others may be encouraged Lo apply but not given preferential treatsllent. Trustees can hold office for three years from the date of their appointrnent, at the end of which they are eligible for re-appointment for one or more further terms of three years each but having served their maximum term of office of nine con5ecutNe years shall not be eligible for re-appointment until one year after their retirement as a trustee. The directors of the company are referred to as charity trustees for the purpose c>f charity low and under the cornpany's articles are known as trustees. The method of appointing trustee5 15 as governed by the Artides of Association as outlined above. The trustee5 are lay representatives of the community and are able to provide a range of expÈrt15e that supports and monitors the work of the CEO and the Senior Management Team. M etln s of Trustees The Board of Tnjstees meets quarterly during the year and the dirertors of the hospice are in attendance. At least four trustees have to be present In order for the meeting to be qiiorate. The Board has four subcommittee5, the Audit and Assurance Commlttee, the Qualty Governan CotRmlttee, the Remuneration Cornmittee and the Finance and Performance Committee which are all chaired by trustees and have senlor manaoement in attendance. The Audit and A&%uran Committee meet5 four titnes a year and the Quallty Governance and Finance and Performan Committees meet quarterly before the Board meeting5. The Remuneratbn Committee rneets as and when reqLJlred. During the COVID-19 pandemic these meetings have been held virtually over Micr050ft Teams. These meetings ensure that the charity is fulfillin9 the requirements of its commissioners and regulators and has regard to charitable and company law. New trustees re￿1ve Induttion to the charty that includes details of their legal obligations under charity and company law, the content of the Articles of Association, the work of the hospice and the 8(￿rd of Trustees. Trustees have a bespoke indurtion programme put In place and are Involved in sraff mix and mingle sessions and visits to the hospice and within the cotnniunity to speak with staff and triangulate evidence provided to them at board and subcommittee meetings. During the COVID-19 pandemic period, induction for new Trustees has been delivered thrwgh a series of Microsoft Teams meetings with senior managers. The trustees have overall legal responsibility for administering JTH. The trustee5 are iesponsible for holding the CEO and Senior Management l eam to account, for ensuring that the hospice is managed efficiently and effectively and that the highest standards of c3re are provided. They are responsible for ensuring adequate accounting record5 are kept that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the finandal statements comply with the Companies Art 2006. They are responsible for safeguarding the a55ets of the company and hcn for taking reasonable steps for the prevenb'on and detcction of fraud and other irregularities and for the Maintenan￿ and integrity of the corporate and financial Inft)rmation included on the company's websitè.

John Taylor Hospice Charity Trustee Report (Continued) Workin Pa As an independent business one of the hospi￿,$ key priorities ha5 been to continue to %¥tsrk collaboratively wich NHS funders as well as other health providers and non-health organi5ations to ensure the continuation of high quality end of life SeThI￿5. During the year, l October 2019 to 30 September 2020, the hospice cared for 1,931 patients as well a5 providing sUPPOrt for these patients, families. That care was provided by the hospico's InpatiÈnt Unit, its day hospice and in the community. The hospice also provided wellbeing support to both patients and family mernbers. The h05pice has a number of close working relationships In the local community including Birmingham and Solihull Clinical Commissioning Group, Sandwell and West Birmingham Hospitals, with whorn it has NHS contracis. In addition, dose working arrangements are In place with local primary care In North, East and West Birmingham including general practice, Birmingham Community Healthcare Ftsundation Trust, University Hospitals Birniingham Foundatior) Trust, 6irmin9ham City Council and a nurnber of local hospices including Birmingham St Mary'5 H05pice. sr Giles, Hospice and Marie Curie Hospice Solihull. In addition, it take5 referra15, where appropriate, frotn outside the catchment area on a cost per case basis. During the first ¥yeeks of the pandemic in March 2020 a joint Initiative between Birmingham St Mary's hospice. Marie Curie Hospice west midlands and John Taylor Hospice was created. This wa5 designed to improve access to palliative care lor all patients auoss Birmingham and Solihull, with dirett links to distrirt nursing sewices, West Midlands Ambulance Service and St Gile5 Hospice. The new service named Hospices of Birtningham anij 50lihvll {HoBSI provided 2417 acce55 Lo specialist palliative care advicei joint bed rnanagement across the hospices, improving access, and also a rapid response service to manage crises in the community in order to prevent hospital admissions and improve patients abilities to meet their preferred place of care, and death. This service wa5 Possible due to the redirettion of existing resources but is not sustainable long term without additional external funding. A joint business case on behalf of the partnership is under development for 2021122 delivery. The hospice continues to be part of the ongoing work around the Birmin9ham and Solihull NHS Sustainabilify and Transformation Partnership ISTPI which Seeks to close gaps in hed￿h Inequality, quality and care and funding going forward to meet demand. For example, In Birrningham there remains a 9 year gap in Ibfe expectancy between the most affluent and the most deprived populations. The Birmingham and Solihull STP is split into a number of work stream5 With End ol Life Care sittin9 in the Ageing Well work stream. The hospice CEO chairs the End af ￿fe Care Co- Ordinating Group which is accountable to the 8iimingham Integrated Care Portfolio Board, a subcommittee of the Ageing Well Portffoliv Board. ndviell and West Bimiinghaffl CCG continues to commi5SiOLI an overarching contract for End of Life Care from Sandwell and West Birmingham Hospitals and Th refflain5 a sub-coiitrattor of thi5 Connected Palliative Care Contract. The contract supports a hub lor end of life care co-ordination, for patients an(J their fami11es as well a5 health professionals. Focussing on the population5 01 Saodwell and West Birmingham, the ￿ntre aim5 to bnng togetlier care providers to offer seamless end of life support. This followed a competitive tenderI￿g process and, as a result, the hospitt 15 working in collaboration with rt5' neighbouring hospi￿ In the city, Birmingham St Mary's, as well as the h05Pital trust ISWBHTI and two other providers. The new arrangement has been in place since l April 2016. Nearly 20¥D of Its, NHS contrart value is now secured against this five year tertll (to Incentivis improvements on pri￿thetcn4er process guaranteed a five yearcDntraci term forthe Suc￿sSfUl bidders from l April 20161. The hospice has worked closely with Birmingham St Mary'5 Hospi￿ through a partnership agretnent to begin the deveknpment of a unifEd M￿e1 of hospice ore Bim5ryham.

John Taylor Hospice Charity Trustee Report (Continued) B. Ob ectives and Activities The hosplce was founded in 1910 and is the oldest non-denDminaty"onal hospice in the UK, being gifted to the NH5 in July 1948. The charity exists for the public benefit.. Specif1cally the advancement of health, care and support for people living Ivlth a palliative or end of life diagnosis and provides specialist palliative and supportive care in 8iimingham and the surrounding area5. Services are provided free, at the point of use, and include physical, social and psychological ￿lIlat￿e care in the foim of speaalist medical, therapeutic, nursing, pwcholo9ical, and family arKI personal care. IrH a150 operates a number of preventative and educBtional programme5 consistent with the best public health evidence for adults, children and young people. Medical, nursing, physical, thefapeudc Social and p4chologiol care is deliVe￿d where people choose to expenence it, Induding their own home or at the hospi￿. Care can be delivered in people's own homes or the hospi￿ itself 7 days a week up to 24 hours a day. NHS practitioners in hospital nursing and cornmunity settings, housing and social care profe￿Onal5 in residential and community settings make the majority of referrals. Members of the public can also refor themselves dirertly foi h05pice services. The SUC￿SS in this endeavor is measured by the experience of patients, familie5 and the publlc, performance against a range ol Indicato￿ that Include the requirernent5 of the Companies Att and the standards sei by national regulators ICQCI who authorise and Inspect health and g)ual care servi￿5 In Ingland znd Wales and the piovisions ol contractois - induding the NHS and grant-maknng bodies. The financial staternent5 have been prepared in accordance wlth the accountlng policie5 set out In notes to the accounts and comply with the Charity 5 governlng d￿uMent, th& Charrties Att 2011, Companies Act 2006 and Accounting and Reporting by Charitios.. Statement of Reccmmended Practice applicable to charities preparing their attount5 in accordance ¥wth the Financial Reporting Standard applicable in the UK ISORP FRS1021. Public benefit The trustees confirm that they have complied with the duty in se(tion 17 of the Charrties Att 2011 to have due regard to public benefit guidance published by the Charty com￿lS510n in detemining the activities undertaken by the charity. The charity obiett5 as included in the Memorandurn and Artides of knociation are for the public benefit". The general oblettives of the charty a￿.. To promote the relief of Illness or suffering by.'- l. The expert care and support of people with palliative and end of life needs,. 2. The provision of services to protnote hea￿h and wellbeing for patient5 and carers., 3. The care and support of family and friends who have been bereaved- 4. The advancement of education and healthcare prartKe to raise awareness of potentially life 5. The advancement of hlgh quality palliative and end of life care through the communlty. The hospice services beneflt a speciflc section of the public (adults and their families tsrer5 Wrthin Birminghèni and the surrounding couiities, affetted by progressive life-limitittg illness) but there are no other restridions on acces5 to it5 5ervice5. JTH works with adults across the spectrutn of Illness that foreshortens life and h3s a number of progrommes to look at the preventitsn of illness itself. The trustees believe the charity provides è public benefit through the work of JfH whith offers palliatsve and end-of-life tsre to adu￿ residents within its catchtnent area and who are suffering from a tÈrmin31 Illness. All services provided by are free ol charge to patients and their orers or farnilies, funded both by the tax payer and directly by the public. JFH delivers 5erv1ces on behalf of

John Taylor Hospice Charity Trustee Report (Continued) various NH5 Clinical Commisioning Groups ICCG5), and also works with other organisations, regulators, funderg and communty groups in its capacity as a charitable organisalion. In preparing this report therefore the public benefit guidance published by the Charity commi￿40n has been met, partKulady the relief of those in need by rea￿n of ill-health. The hospice's vision, mission, key goals and values are set out below., Wision.. A compa55ionate and dignified death for all. H's mission is.. to provide specialist care for people living Wlth a temiinal illness and their fatHilies. Values.. Care for All- Recognising that people are individuals and should be treated with dignity, respert, compa55ion, ￿re and sensitivity. See the Person Developing and delivering serVi￿S with input from all those involved tts care for all of those communities which need our seNices. Be right first tirne Doing thing5 once and doing things right. Having 3 clear view of what we are trying to achieve and worklng towards this. Simplify the complex Being clear in our dealings and communications patient5 and each other. Goals.. Key goals going forward are outlined In the strategy for 2019 to 2022 and are as follows.. l. Consolidate £urrent business 2. Maximise income -3. Extend clinical se￿1￿5 The strategy includes further development of the workforce as well 85 a significant review of the estate to make It fit for purpose. It is also intended to expand the use of technology and look at developing new roles such as nurse associate5 to provide more care to the population seNed. In early 2020 the h05pice was awarded Investing in Volunteers Quality Standard. There are continuing plans to exparid the volunteer fiumber5 In the hospice linked to an extension In the retail venture and the opening of a further tyvo charity shops In 202012021. Working a5 part or the 8im)ingham and Solihull STP, it Is hoped to progress the plans for 2417 access to specialist palliative care with the developrnent of 3 2417 Hospi￿ at Home Service and telephone help Iinc. Further work with partner5 will enable an In reach service Into acute hospita15 to help patients chieve their preferred place of death and wherever possible be looked after In their own hoffles. Internally it 15 intended to look at the way that referrals for treatment and support are re￿iVed into the hospice with a view to creating a ￿￿tralised referral hub to streamline processes and minimise the time taken to proce¥. Addltlonal nLJrse-led beds will also be looked at on the IPU alollg51de the creatson of speualist areas for young people and bariatric patients. Ljnfortunately, the COV1tk19 pandemic has meant that plans to hold fundraising event5 to celebrate the hospice's Iloth Anniversary In 3.020 could not be implemented in full but the hospi￿ Iks continued to be supported by personal ancl In memoriam donations, In the summer of 2020 the hospice moved to the hospital module of Sysknnone which has helped to faolitate the partnership worknng through HOBS as 311 three hospices use the same clinical system and improved business proces5e5.

John Taylor Hospice Charity Trustee Report (Continued) Consolidate our Current Business There are many areas where the hospice wants to build on and improve efficiency and effectivenw of what it does. It i clear that the fcus should be on what the hospice does best at and how It can further the core business of prowding expert, cornpassionate and personali5ed end of life ore. ￿nked to thi5 is the need for a workforce that is fit for the future and a clear recruitment and retention plan to meet the envisaged growth in demand for hospice care. The hospice will work with commissione in relation to its public 5ettor contratts and build on current monitoring and management of those contratts to ensure it is providing robust and effective Servi￿5. It will al￿ do work on its estate I conjunttion with NHS Property services and the local CCG. Thi5 will include work on a55et registers and review Df estate to understand the constraints on site and the colocation needs of ser¢ices iyithin the hospio. Thi5 work will link into work on the future lease arrangements and ownership of propety with NH5 Property Service¥. Maximise Income It is dear In the tlew Hosplce UK Strategy that the drive continues for hospice5 to look at partnershlp worklng both within the hospice movement and with other partners. As such It Is key that the hospice CDntlnues to build on links with other local hospi￿5 both in terns of strengthening nemorks and being better placed to win tender5 and bid5 for development. The hospice will build further Ilnts with its neighbouring hospices, sharing Informatlon and benchmarking Services to ensu￿ best practKe Is adopted. It will also look at how it delNers Its servi￿5 currently and make sure they are fit for the future and meeting the needs of the local population. Where required we %vill work to expancl serviTrs to meet patient needs and develop new services, both olone and in partnership, to ensure a conslstent hosplce offering a(TOSS the city. Extend Clinical Services The hospi￿ will Icok at a range of clinital projett5 a(J055 the year including the need for Inpatient Unit (IPU} beds and whether these should be expanded. There is the potential to increase IPU beds from 16 to 20 which could meet some of the unmet detnand for hospice care identified locally as part of requirements ftsr respite care and continuing healthcare placements at end or life. It is Iiowever. quite likely that increased inpatient capacity will be superseded by increased community care capacity by expanding services to cover 24 hours a day. The￿ Is a150 Potential to create inreach Services to h&lp support local NHS hospita15 With a view to redirerting acLrte admissions for thosc at the end of their lives to hospice services. This will be done through linkages with partners and other stakeholders and continuing to be part of the Regional Capacity Management System t() ensure the rnaxirnum number of patients who need hospiTr servlces gain ac￿55 to them. Durlng the COV1tF19 pandemic, the hospi￿ eèblished a rapid reswngelcall-out servlce In conjunttion with two other partner hospices across Birmingham and Solihull as a clear need within the local population for this Service wa5 Identified. This was in order to support people who wished to stay at home at end of life and have thls as thelr preferred place of death. This will be developed goiftg forward and build on the current JTH Hospice at Home Service. JTH has a higher-than-average non-cantrr to cancer diagnosis ratio in the patient population, however more can be done to extend reach, as well as looking at partnerships and joint working ith colleagues around the hard to reach groups.

John Taylor Hospice Charity Trustee Report (Continued) C. Stra Plans The following gives details on achievements and perforwance over the last twelve months as well as plans for the fLrture and key risks and uncertainties. The hospice continue5 tc> have a positive working relationship with the NHS and in particular the Birmingham and Solihull CCG. The CEO chairs the End of Life Care Co-ordinating Group and s￿5 on the Early Intervention Steering Group, Neighbourhood Integration Group and represents the hea￿h economy for End of Life care on the 8ifmingham Integrated Care Partnership Board. In these forutns. it works closely with colleagues in the acute health sertor and other hospices to develop end of life care across the city and prevent unnecessary hospital admissions for this group of patients. As part of this work the hospice has been working on a pilot programme with its main CCG funder regarding the use of personal health budgets for enL1 of life care. This is part of NHS England Setting out plans for 50-100,000 people to have a personal health budget by 2020. An original pilot evaluated well in February 2019 but vias deemed to be too sma11 a population size as it was based on a sample of 24 patients. The hospice ha5 been working during the year on an extension to this pilot based on an award of E500,000 from the Birmingham Better eare Fund. The pilot is due to evaluate in lanuary 2021 and extends the pilot to a further 100 patients. The charity has successfully achieved accreditation for its wiKk on staff wellbein9. The accreditatiori awarded by West Midlands Combine5 Authority, Thrive at Work Programmc was achieved in October 2020 and lasts 3 years. It recognises the hospice as an organisation who are corllmitted to staff health and wellbeing thaugh Its positive working prartices and promotion of wellbeing initiatives. The wellbeing work (through this programme) also secured a grant payment of £IDk which has been used to part fund a counselling supervisor wlio is available to support all staff. 2021 will see the hospice further develop its equality and diversity strategy by %¥orkiDg toward ccreditation via the National Centre for Diversity- This will be a year long programme of assessment which highlights areès of success and areas for development in relation to equality and diversity, and thig work will Isnk into the existing attion plan. other areas of the ￿rategY ensure the needs of all patients can continue to be met by increasing Income from fundraising activities and development of the retail venture. Good progress was rnade in the first 6 months of the year with fundra15ing income ahead of the forecasted position, plans to build on the new event5 programme and areas identified for new shop units. The Impoct on COVID-19 resulted in many plans either cancelled or postponed. The biggest area of impart was on èvcnts. The inability to run face to face artivrties for much of the year and restrirtions around social distancing negatively Impacted on income, this was from the hospice led event programme s well as third party fundraising ècti'.iities, The h05pice has had to adapt and continually revise plan5 which has brought about rnany new and positive ways of working. This Includes the development of virttial events and ￿[￿paIgn5, an increase Individual giving ag well as an opportunity to really engage with supporter5 through phone calls, regular updates and itnproved supporter care. io

John Taylor Hospice Charity Trustee Report (Continued) The achievements in the year have been focussed on- Coniinued partnership working with the NHS and others Heeting and exceeding all external regulation and enhanong our Internal governan processes Providing care where people wish to have It and of the hlghest quality Retaining a strong and committed staff and volunteer base Retalnlng è strong financial position Providing an open and honest culture Developing Freedom to Speak up Champions Growing into new areas like prevention, dementia ￿re and the scope of our work In long- term conditions and accredited complementary therapies Piloting the use of personal health budgets in end of life care Reducing tab005 surroundlng death and dying The hospi￿ considers patient safety and quality to be the highest priorty. This year has seen further strengthening of the approach of how qu61ty and safety of the services provided are mtsnitored with the embedding of data dashboards and the Datix risk management system across the hospice. The Board has a subcommittee for dlnlcal quality known as the Quality Governance Committee {QGCI and this has five working groups, the Clinical Governance Committee (CGCI, Patient Safety Group, Mortality Meeting, Medicines Safety Group and the Health and Safety ComttTrittce. QGC reports to tlie Board to give assuran￿ on clinical risk and quality and clinical safety measures indude safe staffing levels, complaints and comp4ifflent5. Corporate safety measures include housekeeping cleanliness audits, staff training records and the PLACE Ipatient-led audit) organised and managed to independently assess the care environment for cleanline55, food and hydration, condition and appearance of the hospice, and patient privacy, dignity and wellbeing. In addition, robust systems are in pla￿ for reviewing and implementing relevant National Institute for Health and Care Excellence INICEI guidance and addressifig Clinical Assessment Service ICASI alerts. The last Care Quality Commission regulation assessrnent of the hospitr was carried out on 25 May 2016. The CQC report was issued on 9 August 2016. The overall rating for the Service was rated a5 'Good'. The CQC Inspectior) pr(>vided a further rating for each of the 5 domains or questions that they assessed and the hosplce was rated 'Good' in every cate90ry. The hosplce Is currently awaiting a routine inspectiDn of Its services since the transfer of the regulation of h05pices io healthca￿, however this has been delayed dLJe to the COV1tY19 pandemic. During thi5 tlme however the hospice is subiett to regular risk based virtual assessments on quality from CQC collcagucs. Ensuring the hlghest quality of care and evidencing this in various ways such as patient-led audits IPLACEI, Internal audlts, the annual Quality Account, patient feedback and CQC Inspection is a focus across the hospice. The results of audVevalLJatlon are fed back appropriately to those delivering, receiving and commissioning the servlces and to the Board. Audit and evaluation is continuous In all departments and results indicate that patients, rarers and NHS partners are Satisfied with the support they recelve. The public can review the results of external Inspections on-line ar)d palitnt satisfaction 5Utvey5 to hear patients, views about care and the company are run In order to make continuous Improvements. A full summary of governance arid risk management arrangements is contsined in the annual governance statement appended to thi5 docurnent. The organi￿tIon is committed to involvement in and the development of research and has a part time research nurse for one day a week to work alongside clinical teams énd Increase its researd) li

John Taylor Hospice Charity Trustee Report (Continued) artivity. Benchmarking with other hospices enables the organisation to identify areas for further development or provide5 assurance that JTH continues to funrtion well. The hospi￿ ha5 seen consistency in relation to Its clinical artiviv during the year wrth the following activify through its setviceg as shown below.. 201 ac DeE.iJ SG7 Jd F.( Mw.10 1.30 The arrival of the pandemlc due to Covid-19 ha5 obviously imparted on the hospices clinical services. The day hospice facility (Living Well Centre} had to close to lace to face contacts in order to keep patients safe, much of the work has continued via doorstep visits, telephone ca115 nd 'zoom' sessions. The commur)ity service5 moved from offering help 83tn - 8pm to becoming a 2417 response seNice In order tQ 5UPPOrt the ambulanc& Servi￿ and local acute hospiLals. This service now forms part of a business case submitted to the CCG in the hope that it can be permanently funded a5 It was so beneficial. Unfortunately It is not sustainable without additional lundir)g a5 Staff were diverted to th15 new seryi￿ leaving other Issues. Wherever po55ible alternative arrangements are rnade with patients and SD what may have been a face to face review pre pandemic is now often undertaken via telephone or video call. All clinical staff are able to give care In the community or the ward utilising appropriate personal and protective equipment,. this ensure5 that physical hands on care can be given at all times despite the covid status of the patient or family. The hospice currently etnploys 162 staff with 125 volunteers Covering 14 different roles. Revalidation for medical staff is the process by which licensed doctors are required to defflon5trate on a regular basis Ihat they are fit to practice and having their li￿nce renewed. The hospice has the appropriate procedures In pla￿ to ensure this Is done via a nominated Responsible Officer who oversees the proces5 and link5 in with the General Medical Council IGMCI. The h05pice'5 rran9ements are via a contrart with the University Hospits15 of Birminghaffl who supply this service to It. No Issue5 have arisen in the year. Nurse revalidation also catlle into effect from April 2016 to build on existing renewal requirements by introducing new elements which encourage Staff to reflECt on their code of practice and demongtThte that they are 'living' by the standards set out within it. This process supported by revalidation presentations, Royal College of Nursing IRCN) forrnal rev31idation training, annual appraisals, weekly reflective discussion pertinent to clinical practice and a training co-ordinator who record5 all individual training accomplishments. 12

John Taylor Hospice Charity Trustee Report (Continued) The workforce are engaged by various rnethods including quality circles, a bi-weekly Internal newsletter and Mix & Mingles for all staff offering buffet lun(h or afternoon tea. Although these have had to be suspended during the pandemic other regular updates have been introduced. A quartth Chief Executive'5 Brief is in place for cascade down the organisation with the facllity for questions to be raised and addressed and separate CEO 5e55ions have taken place during the year virtually to dlscuss the closer working relationship with Birmingham St Nary's Hosp1￿. During the financial year 2019120, 125 volunteers made regular commÉments to support JTH. These roles included lay hospice hosts, drivers, photography, fundraising, gardening and finall￿. Volunteer hours totalled 14,528, which equates to approx. £127k. The Hosp1￿ Survey 2020 was open from 28th Septernber to 30th October 2020. The survey was by Elirdsong Charity Consulting, on behalf of Hospice UK. 134 staff out of a total of (available) 163 staff completed the survey, this equatES to 820kn of the workfor￿. An artion plar) has t)een deveknped off the back of the survey, however the highlights of the survey were: 82O/u of staff believe in the airns of this charity. 82Q/o of staff werc proLJd to work for this charity 930h of staff felt that Is a friend or relative needed treatment they would be happy with the standard of care provlded. 7999 of staff would recomrnend the charity as an employer and this percentage has risen over thc last 3 year5. This year saw staff complete an equality diversty survey which captured key data, and also a survey on the company'5 response to the covid palldernic. The hospi￿5 Equality Diversity & Indusion artion plan focusses on 6 key areas. They are.. l. Increase organisations understanding of issues around inclusion by improving our analysis of data and listening to staff 2. Ensure our BAME staff can reach their full potential by ensuring recruitrnent and trBiTring 1S Inclu%ve and ￿preSentatIVe 3. Ensure all our polioes and protrsse5 are inclusive and pr(xNote the right levels of support to all our staff 4. Ensuro we provSde cultiirally SenS￿Ve services and information that reflects diver language, cultural celebratlon and environments S. Focus our comrnunlty engagement work on endlng inequalitieg and engaging with comtnunltte5 to Increase av¥areness, referrals and support 6. Ensure we proV￿e clinlcal seNkes that are aware and responslve to how EDI factors affett healthore outcotne5 This action pbn will feature in the work to be undertaken wlth the National Centre for DiVe￿ity during 2021. 13

John Taylor Hospice Charity Trustee Report (Continued) The JTH Corporate Strategy 2019-2022 has shown that the dernand for services is likely to grtsw. Birmingham s population Is projected to increase by 130/0 over the next 20 years and therefore a new commercial offering and diversifi￿tIOrn of Income 15 ￿￿entIal to raise funds t0 5UStain and grow core services. Fundraising income for 2019120 was bucjgeted to grow by 12% on 2018119 and performance the first 6 months of the financial year put the team In a strong position to achieve that and ffl￿e. The pandemic had a significant impact on the remainder of the year with the oncellation of all face to fatr events as well a5 a ￿dUctIon in co¥nmunity and corporate fundraising activitie5, tkspite a challenging 6 months performan￿ was better than f0￿caSt with growth In a number ol Income lines. £821,499 achieved against a COVLtklg reforecast of £732,3I6113Dkn Inc￿aSe1. £178,596 @tnergèncy funding was received from Hospi￿ UK ROI of 3.79 compared to original budget of 3.49 was achieved staff and non-staff cost saving5 were able to bo made of 146,810 Non staff cost ￿VIngS of £30,303 have largcly been as a result of a redU￿d events prtyJramrne Gift wills brought in £197,355, this includes one large gift of £152,708. This continues to remain a key priority aiid is part of the hospices strategy for grovrth. In rnetnory donarions and collertions continued to grow and brought In £146,695, an 180Jo Increas@ on 2018119. The invÈstment In a part time Trusts and Grants Fundraiser resuSted in 15% increase In incoffle and 2170/0 growth in the prospect database. Your Hospice Lotteryi owned and run by St Helena Hospitt, continues to manage the lottery on behalf of the hospice. Growth in 2019120 remained Static. At the start of the financial year there were 2294 nurllber5 in the draw and at 2nd Ortober there were 2248. Despite the challenging economic climate very few canc@Ilations took place however recruitment of new player5 proved difficu￿ with no face to face activity taking place. The hospi￿ continues to work dosely with Youi Hospice Lottery lo maximise income in this area. The fundraising environment remaills competitive and challenging. The need to continually adapt and remain agile has never been more important. This year has seon a shift in the way people give to charity, particularly around the use di91tal technologies. In order to conts.nue Income growth digitsl innovation and investment around supporter acquistion will be a priority. to The hospi￿ is a member of Fundraising Regulator and abides by the Codes of Pract￿e it sets out. We endeavor to operate In a transparent and open manner as well a5 Plotert members of our community and supporters who rnay be vulnerable. The following fu￿raISing po11aes are In place and regularly reviewed: Protection of vulnerable people while fundraising Al￿Ptancelrefusal of donation5 Fkjndraising complaints Handling of donatiOnS Working third parties As part of the hospitrs commitment to ethical and open fundraising, a report was Pfesented to thè Board of Trustee5 on how the fundra15ing team is workiw to the standards and best porti￿ set out by the Fundra151ng Regulator and the rigks and mrtigations. Overall assessment of fundr6isng artivity 14

John Taylor Hospice Charity Trustee Report (Continued) ris￿ were rate(J as low. The main findings and recommendations frorv the audrt, are as fo11ow5.' Processes around the recording of restricted income to be induded In the Handling of donatioTrs policy The administration of legacy income to be induded in the Handling of donatr.ons policy The Protection of Vulnerable people policy to include a spe(ific se£tiDn on young fundraisers pro￿5￿n9 of their data and fundraising attivfcie5 undertaken Ong(%ng training for all fundraising staff to ensure the team cvntinue to promote best prattice and are adhering the Code5 latest guidance The Board of Trustees were happy that the policies, pr¢Kedures and monrtoring in platr ensures good compliance across all standard. In 2019120 3 complaints were received two relating to lottery canvassing aLtivity and one relating to a letter sent to a deceased addressee. All ccwnplainants were contarted and no further 3ttion was taken. The organisation aims to provide excellent leve15 of 5UPPOrter care and relationship management to ensure that all fundraisers and donor5 have a positive experience when supporting the hospi￿. We continue to work with Your Hospi￿ Lottery to ensuie any complaints or concerns raised about canvassiry on our beh3W are dealt with appiopriately. Following the opening of four Shops in 2018119 and a full review and period of consolidation the board approved the 3-year retail strategy in January 2020. Gmwth of the ￿tall portrolio and of the existing four units in 2019120 was greatly hampered due to the closing of all non-essential shops in Narch due to the pandemic. Shops remained closed from 23 March untll week comrnenclng 20 July. All retail staff were furloughed and a review of any other cost 5avin95 were made. On reopening, in order to ensure a safe and compliant tradlng envlrwment shops opeTrted reduced trading hours. In total 3924 tiading hour5 were lost In the year. During this time, despite105ing trading hours the shops have achieved +7010 increase on sales of donated Items versus last yearfs full tradlng hours. Tr3￿￿ttIon numbers have also Increased by 9.10/0. Shops started to see a return of a nutnber of their volunteers but due to social dlstancing measures stores were operating on a significant reduttion in both hours and people compared to kst year. The perlod July- September represents a reduction in volunteering hours by-29VD. Despite a challenging period for retail income from the furfough scheme, Hospitr UK Government grant5 brought the overall profit for the yeor in line wtth the orSginal budget. rn September the hospi￿s13unChed its online EBay shop. Thi5 will enable the hospi￿ to mrtigate any future k)sses should shop5 be required to c105e again and diversify its customer base. Pro¥1 and honest cultu Occasionalty people ored for by the h05pice are involved In an incldent, some of which have the poten￿31 to C2use harm. Tre hospice Is committed to tslking to patients and their carers at a very earfy stage following any such incident to understand what happened and, Whe￿ necessary, learn the lessons that wlll prevent It happenln9 agaln to improve the safety ol our future patients. All incidents are reviewed (even where there Is no harml to learn frorn 'what mlght have happened,. 15

John Taylor Hospice Charity Trustee Report (Continued) If any harm happens, the incident Is investigated and patients and their relatives or orers are sked to what degree they wish to be involved in the investigation. The finding5 are shared with the patlent, their family or carers and also any learning and Improvements shared across the cotnpany. The process is designed to 'aDalyse' and learn but not to 'judge' all inodents as this Is essential to make sure that a culture of openness is egtablished and pre5eNed. Linked to this, the hospice has a Being Open Policy which also describes the requirements in tneeting the Duty of Candour to which the hospice 15 cornmitted. There 15 also a Being Open Champion, one of the trustees who Is available for staff to approach should they have any cOn￿rn$ on patient safety. A lead director (Director of Care services) Is the FreedDfTI to Speak Up Guardian to ensure staff raising concerns feel able to do this and are supported when doing so and a group of staff ambassadors along wlth an anonymous feedback sertion on Datix ensure that there are differing ways staff can ralse a contrrn in plaeÈ. Tremes from freedom to speak up are reported to the Board of Trustees. The hospice meets the principles and outcotnes of the Cliarity Governan￿ Code and adheres to the seven principle5 as laid out below.. l. Organisational Purpose The Board is dear about the organisation5 airns and objerts, reviewing these against each 8oard paper at Board meetings. The key goals are laid out carlier in this report and are reviewed as part of the Board's annual strategy away day each January. 2. Leadership The Board revièws its mission and vision at an annual away day in January and has developed a ser of objertiveg that are embe(Sded in the trrganl￿tIQn, lorFlling part of recruitment and appraisal systems. It a150 ensures the appropriate arrangements are in place lor the recruitment and mana9ernenl of volunteers wrth a volunteer manager in place and Strong links to the workfor department. 3. Int￿rrtY The Board works to the Nolan Principles of Public ￿fe and has in place registers ol interests, hospitèlity and grfts which are shared with the Audit Comfflittee on a regular basis. 4. Decision-making, Rlsk ancl Control The &Jard has sound systems of del￿ation in pla￿ with oversight being given via the Qualty Governance and Finan￿ and performan￿ Committees. The Board publishes a statement of governance eath year which outlines its risk systÈms and internal controls. 5. Board Ellettivenes5 The Board meets on a regular ba515 and has clear work plans and action logs in place. Sknlls analyses take pla￿ to determine the correct skill tnix for the trustees which informs recruitment and regular appraisa15 are in place. All trustees have Set terms of Offi￿ and an induction process is in place for all new trustees. The chaimam requests reflections from all Board members at the end of each meeting. 6. Diversity The 8oard understand5 its responsibilities in this area. reviewing skills, experience and diyersity ol trustees. In 2020 an Equality and Diversty Artion plan has been agreed and is being implemented and a staff Inclusion Group Is being established, The thair and CEO have al￿ published a clear statement on the t)oards view5 on eqUal￿ty and diversty in light of the events during the year with rcgard to 81ack L1ves Matter. 7. openne￿ and Accountability 16

John Taylor Hospice Charity Trustee Report (Continued} The Board works well wrth key Stakeholde￿ in particular its neighbouring hospi￿5 and its public settor commissioners. The hospice CEO chairs the End of ￿fe Care QFordinating Group for Birmingham and Solihull's Sustalnabilty and T￿nSfOrMation Partnership and has a full programme of community engagement. D. Financial R vi There have been adequate controls in place over the collettion and reporting of inft)rn￿tiO￿ and data collettion conforms to specific data quality standards. In addition to core NHS fLJnding, the hospice is required to raise funds by way of donations, grants and other activities. The h05pice has had a number of acttwities in the period to increase awareness amongst thc population scrved. Marketing ￿mpaign5 across the city of Birwingham and other areas are designed to develop and maintain the profile of the hospice and to be supporters, first Choi￿ charity to support. The hospice ha5 improved supported fundraising offers for corporate, other chaiity and iridividu31 supporters including transparency on its costs. Donation and legacy funding continues to be malntalned whlch is an essential addition to NHS funding to enable the hosplce to fund se￿ices. The hospice ended the year with a surplu5 of E400k against a budget plan of £71k before the impact of an unrealised gain of investments. A one-off additional £122k ivas re￿iVed from central government for end of life prc>v1510n. Thi5 funding has been designated for rr and infrastructure Initiatives to aid a cross city hospice Servi￿ provi%on. The CCG also provided £156k of Covid 19 resilience funding. Combined with supporting operational running costs, these monies have been utilised to purchase ￿pital items with depreciation charges to be released over future financk31 year5. As a resu￿ of the pandernic, during 2019120 JTH received a total of £443k Cov1￿19 financial support from.. BSOL CCG {£157kl, Hospice UK 1£179kl. Local couricils retail grants 1£70kl and HMRC coronavirLJS job retention scheme 1£37kl. As of November 2020 JTH have been informed thèy will receive E151k from the CCG to provide financial resilience during 2020121. Negotiations are currently underway bemeen HUK and NHSE to request some form of financial aid continues until March 2021. It is not known at this stage the level of funding JTH will receive. but rt will hopefully mltlgate the redurtion in retail Income due to further shop closures and any further reductions In fundraising as plallned future physlc31 events are in limbo. The Board of Trustees and SMT will be closely monitoring the fundraisinglretail environment and the Impact on the flnancial position. The h05pice is currently reviewing the three year strategy agreed last year based on changes that have occurred both nationally and within the local health economy In the last 12 months. Ivhlle the agreed three goè15 Of.. I, Consolidate current business 2. Maximise income 3. Extend clinlcal seNlces 17

John Taylor Hospice Charity Trustee Report (Continued} Focus work needs to be done to ur)der5tand the changes brought about by the Covid-19 pandemic and the development of the new city wide rapid response service. In addition, during the course of the last 12 months the hospiTr has srarted d05e working with Birmingham St Mary's Hospice In south Birmingham with the appointrnent of a joint Chair and CEO earlier in 2020 and joint director roles in the autumn. The two boards of trustees have also agreed to move forward towards a merger of the two charities dependent on a fortnal due diligence process. This deci5i0n 15 based on the agreement that a city wide adu￿ hospice charity will place both hospI￿S in a stronger p051tion in the newly forming integrated health system. Some of the key theme5 from the existing strategy such as the expanded use of tr and technology in service delivery will continue to be a key area for progress as well a5 a wider workforce plan for specialist palliative ￿re in Birmingham and Solihull. The development of the Hospice5 of Birmingham and Solihull partnership and the implementation of the urgent response model earlief in the ye?r as a response to the pande￿iC will also be a key clin1cal strategy to embed in serv1ce provision going fopNard. C105er working with partr)ers in thc acute, primary and community care sectors wi15 a150 help to Integrate serwicos and give access to hospice care to those who would beriefit from it. Work will also continue to review and update the income genpration 5traiegies for the hospice, taking into account the effett of the pandemic. This will include a review of evènts and when these are able to recommence as well as a refresh of the rclail plans and tsrgets. The Board of Tru*ees in conjunttion the Senior Management Team, have in platt a pr(Ke5S to ssess and manège business, clinical and corporate risk. Thls Is laid out in more detail in the attached statement of Internal control,. ho¥vever it involves the identification, prioritisation and calculation of likelihood and Impact of all risks using Datix. The hospice maintains a risk register which is reviewed on a regular basis by the senior management team and by formal board committees. A wide range of policies and procedures are in place to minimise and rnanage risk as well as ensure compliance with I￿151atiOn and CQC standards. The accountlng records are mair)tained by the hospice and the gystem of Internal control pertaining to the charity 15 in pla￿. These are designed to provide reasonable assurance against matenal misststement or105s. They include.. an annual budget approved by the Board a clear Incotne sttatcgy for the charity progress against the charity budget is reported qL￿rterlY at Board meetings and by correspondence in the intervening months.. delegation of authority and segregation of dutie5 A more detailed Statement of Internal Control Is available as an appendi¥ to this document in the Annual Governance Staternent, however the following ale the current top three ri5k5 to the organisation. The hospice Is aware of the unprecedented financial pre55ures the NHS faces and 15 fortunate to Still have contracts in place with trNo NHS commi55ioners for its Servi￿3. There continues to be howevei both a risk tts that income particularfy as that main commi55ioner 15 contracting on an annual basis and for this reason the hospice ha5 sought to develop other sources of Income over the last few years. In 2018 the hospice tsrted a new commercial venture in charty retail and has Set targets to achieve over the next three years. There is a risk however that incorne targets for the new retail venture are not 18

John Taylor Hospice Charity Trustee Report (Continued) rnet with resulting impart ori the annual budget. This 15 being mitigated by regular budget rnonitoring. close selection of sites for the char￿tr 5hop5 fjnd, where required, reduction in expenditure acr05S the budget. Cllnleal and Non-CIFnical Su ies The hospice is participating in the wider health economy contingency planning for a no-deal Brexir and has followed the Department of Health'5 advice In p￿ParIng for this possibility. There a￿ some areas of 5upplie5 however including medications where it is very difficult to put contingencie5 in platr as the hospi￿ relies on external suppliers. There is also an unknown risk relation to heightened cos of supplies post a no-deal Brexit Irien￿ durin COVID-19 Workforce and financial resilience is essential during this extended period ol uncertainty. The impart on how JTH'S ￿rViceS a￿ funcknoning a￿ continUOU51y d15CU55ed during weekly pandemic operational group meeting5. Thi5 includes the ability of fundraising to hold physical events and retail shops to rernain open in what could be a cyde of local lockdowns. F. Reserves Poli The trustees agreed a new reserves policy in September 2020 which required that free resetves be heid totalling £3.1 million. This would include maintaining an operating reserve retention of £1 million osh. £0. Im held for tapital asset purchases, £lrn held whi15t the facilitieslestates strategy 15 conduded and £ltn for investment purtx)ses. The reserves held would equate to 5.5 months operational cover. Total reserves at the year end stood at £4,889,780 12019.. £4,440,332). At the year-end the charity had free reserves (total reserves excluding fix&d assets and funds held on investtnentl of £2,759,877 12019.. £3,325,873) and this is in line with budget and expectations and the reserwes policy. The level of restricted funds held is £653,126 (2019".£528,9261. in John Taylor Hospi￿ Charity direLtors Iiave piepared the chanty entity accounts a going concern ba&s because assuran￿ has been gained frorn the main NHS funder that its contraLt to procure Se￿iCe5 from the hospice will run until 31 March 2023 at the earliest. There 15 an adequate level of rerve5 held In line with the current reserves policy. H. Taxation Status HMRC has recagni5ed JTH as a charity for tax purposes and as a charitable company. Thig means the charity can daim back ba%c rate Income Tax on certain doTrètion5 re￿iVed from Indlvlduals through the Gift Aid scheme. At present there is no taxab￿ Inon-exempt) income or galns in the chanty and therefore no tax to pay. ru onsibili For The Ftnancial Statements The trustees are responslble for preparlng the Trustee Annual Report and the financial statements i accordance wffch applicable law and regulatlons. Company law requires the trustees to prepare financial a statement5 for each Ilnanaal year. Under that law the trustees have elected to prepare the finaFKial statement5 in a￿OrdanCe vAth United Kingdom 19

John Taylor Hospice Charity Trustee Report (Continued} Generally AcTrpted Accounting Prartice Iunited Kingdow Accounting Standards and applicable lawl Including Financial Reporting Standard 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland, IFRS 1021. Under cornpany law the trijstees must not approve the finanaal tements unless they are satisfied that they give a true and fair view of the state of affair5 Qf the company and the group and of the profit or loss of the group lor that period. In pieparing those financial thtements, the trustee5 are required to, select suitable accounb.ng poliae5 and then apply them consistently make judgements and e5tifflatés that are reasonable and prudent and prepare the financial statements on the going conTrrn basis unless it is inappropria*e to presume that the company will continue In business. The trustees are responsible for keeping adequate accounthng records that are sufficient to show and explain the company's transactions and disclose with reasonable accuracy, at any time, the financial position of the company and enable them to ensure that the financial statements comply with the Companies Art 2006. They are a150 responsible for safeguarding the a55ets of the company and hen￿ for taking reasonable steps for the prevention and detection of fraud and other irregulaiities. nt Of Di5cIosu Auditors So far as the trustees are aware, there is no relevant audit information of wh.ich the company's audltors are unaware, and they have taken all steps that they ought to have taken os tru5tee5, in order to make themselve5 aware of any relevant audit inforrnation and to estsblish that the company's audi(ors a aware of that information. The financial statements have been prepared in accordance with the provisions applicable to companies Subject to the small companies regime. Approved by the Board of Trustees arid %gned on their behalf by- Trustee Date ICI> 2021 20

John Taylor Hospice Charity Independent Auditor's Report Independent Auditor'5 Report to the Members of John Taylor Hospice Charity Opinion We have audited the financial statements of John Taylor Hospi￿ Charty for the year ended 30 September 2020 which comprise the Ststement of Financial Activities, ￿lan￿ Sheet, Statement of Cash Aows and notes to the financial State￿ents, Induding a summary of significant accountlng pollcles. The financial reporting framework that has been applied in theSr preparation is applicable law and Unrted Kingdom Accounting Standards, induding Financial Reporting Standard 102, The Financial Reporting Standard applicable in the UK and Republic of Ireland {United Kingdom Generally Accepted Accounting Practice). In our opinion the finanual 5tatements'. glve a true and lair view of the state of the chatttable cotnpany's affairs as at 30 September 2020 and of Its incoming resources and application of resources, including Its incotTE and expendltLJre for the year then ended- have been properly prepared in accordance with United Kingdom Generally Accepted Ac(nunting Prattice., •• have been prepared in accordan￿ with the reqUi￿rnents of the Companies Act 2006. Basls for oplnoon We conducted our audit in accordance w¢h International Standards on Auditing IUKI IISAS IUKII and applioble law. Our responsbilities under those 5fandards are further described In the Auditor's responsibllrties for the audit of the financial statement5 5ertion of our report. We are Independent of the charitsble company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC5 Ethical Stsndard, and we have fulfilled our other ethical responsbilities in accordance with thw requirefflents, We believe that thè audit evidence we have obtained ￿ 5uffiaent and appropriate to provide a basis for our opinion. Conclusions relating to goin9 concern We have nothing to report ifi respeot of the fdlowing rnatters in ￿latiOn to which the ISAS (UK) require us to report to you where.. the trustees, uge of the going concern bags of accounting in the preparation of the financial statements Is not appropriate,. or the trustees have not disclosed in the financial 5taterrents any identified materol uncertsinties that may cast SIgn￿lca￿t doubt about the charitable compan54s ability to conbnue to adopt the golng concern basis of accounting for a period of at least twelve months from the date when the rinanclal statements ère 8Uthorised for issue. Other information The trustees are responsible for the other InforrTration. The other inforrnation comprises the Information included in the annual report, other than the financial statements and our auditor's report thereon. OLJr opinion on the financial Statements does not cover the other Snformation and, ex￿pt tc) 21

John Taylor Hospice Charity Independent Auditor'5 Report the extent otherwise explicitly aaled In our ￿pOrt, we do not express any form Df assuran Conclu￿0￿ thereon. In conneci¥)n w￿h our audit of the financial statements, our resp￿*bIlIty is to read the other information and, in doing so. consider whether the other information is materially inconsistent with the financial statements or our knowledge ofitained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistenoes OT apparent rraterial misstatements, Ive are required to detemine wliether there 15 a material misststement In the financial statements or a material misstatement of the other Information. If, based on the work we have performed, we conclude thal there is a material ffli55tatement of this other information, we ère required to report that fact. We have nothing to rep)rt in this regard. Opinlons on other matters prescribed by the Companie5 Act 2006 In our opinion based on the work undertaken in the course of our audit.. the informat10n given In trustees, report, which indudes the dirertors, report prepared lor the purposes of company Idw, for tlie finanoal year for whith the financial State￿entS are prepared Is consistent with the financial statements. and the dirertors, report included within the trustees, report has been prepared in accordance with ap￿ICable1￿al requlrements. Matters on which we are required to report by exception In light of the knowledge and understanding of the charitable company aThd its environment obtained in the course of the audit, we have not Klentified material tlli5St3tements in the directors, report included within the trustees, report. We have nothing to repDrt in respert of the following matter5 In relaty)n to which the Companies Att 2006 requires us ro report to you if, in our opinion: adequate accounting record5 have not been kept,. or the f1nancial statements are not in agreement with the accounting re￿dS and returns., or certain di%dosures of trvstee5' retnuneration specified by law are not tnade; or we have not reC￿ved all the infomiation and explanations we requi￿ for our audit. or the trugtees were not entitled to prepare the financial statenients in accordance ¥vith the small companie5 regime and take advantage of the small companies exemption in preparing the tru5tees' report. Responsibilities of trustees As explèined more fulty in the trustees, responsibilities statement set out on page l9, the trustee5 (who are also the directors of the charitable cornpany for the purposes of company law j are responsible for the preparation of the financial statements ar￿ lor LEiTrg 5at15fied that they give a true and fair view, and for such internal control as the trustee5 deternine is necegsary to enable the 22

John Taylor Hospice Charity Independent Auditor’s Report

preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Kerry Brown

Senior Statutory Auditor

For and on behalf of Crowe U.K. LLP Statutory Auditor Black Country House Rounds Green Road Oldbury B69 2DG

Date 6 April 2021

23

John Taylor Hospice Charity ststement of Financial Activities for the Year Ended 30th Septernber 2020 Incorporating an Income and Expenditure account RestrKted Total rokl funds fund5 fiin(ts fvnds 2020 2020 2020 Note5 INCOME FROM.. Donatlons and legacies 751,940 76,162 828,102 850,1 L5 Charitable aL*vitses 5,380,163 121,759 5,501,922 4,913,707 other trading acbwties 336,148 336,148 282,797 Ii?v&ments 3,84.5 3,845 1,755 Donation of Charitable assers 1,080,802 Total 6,472,096 197,921 6,670,017 7,129,176 EXPENDITURE ON". Raising funds 202,877 11,515 214,392 182,439 5,765,089 14,283 5,779,372 5,414,983 Other Trading AttiVit￿5 276,434 276,434 252,073 Total 6,244,400 25,798 6,270,19E 5,849,495 Net Income before net galfts on Investments 227,696 172,123 399,819 1,279,680 Net gain$ on investments 13 49,629 49,629 Trèn5fers between funds 16 47,923 147,9231 Net MovÈment in funds 325,248 124,200 +49,448 1,279,680 Re,780 4,440,332 The notes on pages 27 to 44 form part of these financial staternents, 24

John Taylor Hospice Charity Balance Sheet as at 30th Se Registered Company no.. 08991245 ember 2020 2020 Note 019 FIXED ASSErs Tangible asset5 Investrnent5 12 1,078,351 13 1,051,552 1,112,536 1,923 2,129,903 1,114,459 CURRENT ASSETS Debtors Cash at bank and In hand 14 434,031 2,958,063 1,275", 175 2,417,279 3,392,094 3,692,454 CURRE￿ LIABILITIES Creditors.. atnount5 due within one year 15 1632,2171 1366,581} NET CUARENT ASSETS 2,759,877 3,325,873 TOTAL ASSETS LESS CURREMf LIABILITIES 4,869,780 4,440,332 NET ASSETS 4,889,780 4,440,332 REPRESENTED BY Restricted funds Unrestricted fund5 16 653,126 16 4,236,654 528,926 3,911,406 4,889,780 4,440,332 The financial 5taternents have been p￿pared In accordance with the prowsion5 applicable to companie5 subject to the srnall cornpanies. regime. Tne notes on page5 27 to 44 form part of these financial staterrEnts. Tne financial statements were approved on behalf of the Trustees and authorlsed I￿Ue on and signed on their behalf by.. ICI > 2021 Lindsey Webb Trustee Trustee 25

John Taylor Hospice Charity Statement of Cash flows for the Year ended 30th Se tember 2020 2020 2019 CASH FLOWS FROM OPERATJNG A￿1VITIEs Net income for the reporting period las per the 5taternent of financial activitiesl 449,448 1,279,680 Adjustments for.. Depreciation charges 190,345 192,874 Gains on investments 149,6291 11981 Dividend5 and interest from investments 13,8451 (1,7551 Increase in debtors 841,144 1888,3371 Decrease in creditors 265,635 16,3871 Ti6nsfer of Asset LOF 1357,0921 Net cash provided by operating activities 1,693,098 218,785 CASH FLOWS FROM INvE￿ING AcrIvrTIES Dividends interest from irivestments 3,845 1,755 Proceeds from the sale of property, plant and equipment 251 Purch3se of property and equiptnent 1156, 1591 1120,2311 Purchase of investments (I,ooo,0001 Net cash used in investing actlV1ties 11,152,314) {118,2251 CHANGE IN CASH AND CASH EQUIVALENTS IN TPIE REPORTING PERIOD 540,784 IChJ.560 CASH AND CASH EQUIVALENT5 AT THE BEGINNING OF THE REPORTING PERIOD 2,417,279 2,316,719 CASH AND CASH EQUIVALENTS AT THE END OF THE REPORTING PERIOD 2,958,063 2,417,279 26

John Taylor Hospice Charity Accountin Policies for the Year Ended 30th Se tember 2020 GENERAL INFORMATION lohn Taylor Hospi￿ Charity f*he charity.) is a charitèble company limffced by guarantee and is incorporated In England, UK (Cornpany registration number 08991245 and charity number 11569641. The addres5 of the Charitys registered Offi￿ and principal place of business is 76 Grange Road, Erdington, Birmiwham 824 ODF. The pr1ncipal accounting poliaes adopted, judgements and key sources of estimation uncertainty in the preparation ol the financial 5tatetnents are as folloivs.. BAS15 OF ACCOUNTING The financial staterllents have been prepared In accordance with Accounting and Rep)rting by Charities.. Ststement of Recommended practi￿ applicable to Char￿leS preparing their acmunts in ccordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffecttve l January 20151 Charities SOAP IFRS 102}, the Financial Reporting StarKlard applicable in the UK and Rèpublic of Ireland IFRS 102), Charities Art 2011 and the Companies Art 2006. John Taylor Hospice Charity meets the definition of a public benefit entity under the char￿e5 Att. Assets and liabilit￿5 are initially recognised at historical cost or transaction value unl￿$ otheThvise stated in the relevant accounting policy notes. The financial statements are presented In sterllng which is also the functional currenry of the chanty. GOING CONCf RN John Taylor Hospice Charity direLtors have prepared the Charity entity accounts on a going concern bass because assurance has been gained from the main NHS funder that their contratt to pr(Kure servitss from the hospi￿ will run until 31 March 2023 at the earliest and the Impart of Covid 19 has been considered. INCOME All income is included in the statement of financial artivltles when the charlty is legally entrtled tts the incotne and the arnount can be quantified with reasonable accuftcy and will probably be reTrived. The following specific policies are applied to particular categories of income". Donations mceivable for the general purposes of the charity are uedrfced to unrestricted funds. Donations subject to specific wishes of the donors are carried to ￿levant restncted funds. Donation5 income is accounted for on a cash retript basi5. For legacies, erTrtitlement is taken at the eadier of the date on which erther.. the Charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(sl to the Trust that a distribution ¥vill be made, or when a distribution Is received from the estate. Re￿Ipt of a legary. in whole or In part, is only considered probable when the amount can be measured reliably and the Charity has been notified of the executor s intention to tnake a distribution. Where legacies have been notified to the tharity, or the Charity is aware of the granting of probate, and the criteria for Income recognition have not been met, then the legacy is treated 35 3 contingent asset and di5c105ed if rnaterial. Investment income is recognised on an accruals basis. Grants re￿1vable are recognised in the statement of financial activith.es when the conditlOn5 f re￿Ipt have been complied with. other Income is accounted for in the year in which the Servi￿ is provided. The value of voluntary work is not Induded in the financial 5tatetnents. Clothing and other items donated for resale through the charity shops are included as Inc￿nIng resources when they a￿ sold. They are not induded at valuatron prior to being 9)Id 27

John Taylor Hospice Charity Accountin Policies for the Year Ended 30th Se tember 2020 as it has been d@emed ifflpractiol to measkjre the fair value of the goDds and the cost of valuation would oubNeigh the benefit to the users of the accounts. Grants received from government bodies and other Sou￿5 are received lor speofic projectslcost5 and are recogn15ed In accordanc@ with their individu31 terms and conditions. Income is recognised when the charity has entitlement to the funds which is when any performance conditions attached are met, it is probable that the incorne with be received and the amount can be reliably tnea5UFed. Grant incomè can be deferred If received in advance of meeting performance conditions of If the funder specificalw states that the income rnust be spent In a future accounting period EXPENDtruRE Liabilities are recognised as expenditure Dr deferred on the balants 5h&t as scrf)n as there is a legal or construttive oblig4tian committing the charity to the expenditure. The following specific policie5 are applied to particular categorie5 of expenditure.. Expenditure on raising funds are those costs incurred in attracting voluntary inmrne and those incurred in trading activities that raise funds. Charitable activities Include expenditure include both direct costs and 5UPPOrt costs relating to thc attivity together with governance costs. Governance costs comprise the costs of running the charity, including strategic planning for its future development, external audit, any legal advice for the trustees, professional Indemnify insurance for trustees and officers, and all the. costs of complying with cong(itutional and statutory requirernents, such as the costs of Board and Conirnittee tneetings Ènd of preparing statutory accounts and satisfying public ac(ountability. Support cost5 include central funttions and have been allocated to activity cost categcries on a basis consistent with the use of resources e.g. Siaff cosrs by the time spent and other costs by their usage. FUND ACCOUP4TING General unrestricted funds comprise the accumulated surpluses and deficits on general funds. They are available for use at the discretion of the trustees in fUrther3rn￿ of the general charttable objeLtves. Restritted funds are Jeated when grants and donations are received either for a particular area or purpose, the use of which is restricted to that area or purpose. Expenditure is charged to the statement of financial attivities when incuried and allocated againsr the fund as appropriate. FINANCIAL INSTRUMENTS Financial assets and financial liabilities are recognised when the Charity becomes a partri to the contractual provisions of the InstrLiment, and are off*t only when the Charity currently has a legall¥ enforceable right to set off the recognised amounts and intend5 either to settle on a net ￿&S, Or to realise the agsét and settle the liability simultaneoudy, 28

John Taylor Hospice Charity Accountin Polices continued Finanoal Assets Trade d¥bto Trade debtors which are re￿1vable within one year and which do not constitute a flnanclng transattion are Initialty measured at the tran￿rtIOn pri￿. Trade debtors are subsequently measured at amortised cost, belng the transaction price le55 any amounts sett￿d and any impairmert losses. A provision for Impairment of trade debtors is established when there is objettive eviden(E that the amounts due will not be collected according to the original temis of the contratt, ImpaimierTrt losses are recojnised in Statement of Financial Activities for the excess of the carrying value of the trade debtor over the present value of the future cash flc)ws discounted using the onglnal effettive interest rate. Subsequent reversals of an impairment loss that objectively relate to an event occurring after the impairment bss was recognised, are recogni5ed immediately in Statement of Finanoal Activrties. Financial instruments èrè classified as liabilib'es according to the substance of the contractual arrangements entered Into. Trade (reditor Trade creditors payable within one year that do not constitute a financing transartion arc initialty measured at the transattlon prlce and subseouently measured at amortised cost, being the transartion Pri￿ less any amount5 settled. OPERAnNG LEASES Operating lea5e5 are tharged to the Strtement of Financial Activitr￿ equally over the period to which they relate. PENSION COST Past and p￿sent ellgible employee5 are covered by the prov15bn of the NHS Pension Scheme. Details of the benefits payable under the provigons can be found on the NHS Pensions website at www.nhsbsa.nhs.uklpensions. The scheme 15 an unfunded, defined benefft scheme that covers these etTrployer5, GP Practice5 and other bodies allowed U￿er the direction of the Secretary of State in England and Wale5. The scheme Is not designed to be run Iri a way that wousd enab￿ those bcKfies to Identify their share of the underlying 5thetlle a55et5 and li3bilib'es. Therefore the stheme is èccounted for as if It were a defined contribution scheme.. the cost to the c(mpany of participat1ng in the scheme is taken as equal to the contribution5 payable to the Khetne for the accounting pericmj. For non*ligible employees, th05e wholoiTr the company and have not been prevlously part of the NHS Pension Scheme, the c(Knpany offers a personal pension plan administered by Royal LotTrdon (previou￿Y known as ottish Lifel. This scheme 15 also accounted for as a defined contriblrtion scheme wrf(h costs to the company of participating in the scheme taken as equal to the contributlon5 payable to the scheme for the accounting period. 29

John Taylor Hospice Charity Accountin Polices continued TANGIBLE FIXED ASSETS Tangible as5et5 are stated al cost less depreciation. Depreoation is provided on a straight line basis to write Dff fixed assets over their estimated useful lives a5 follows.. Freehold Land and Buildings over 50 years Leasehold improvements over 50 years Computer Equipment over 3 years Fixtures, fittings, vehicles over 2 to 6 years Cllnical over 4 years Retail fixtures and fittings over term of the ￿ase Freetto1d land and assets in the course of construction are not depreiiated. Assets costing le55 than £1,000 are written off In the year of acquisition unless deemed suitable for 'home' or'individual, use. All other assets are capitalised. Leasehold itllprovements to the hospice are written down In line with the building poliry over 50 years as is the opinion of the direttors the lease of the hospice is interlinked with the freehold building5 and they shoyld have the same pcriod of depieciation. Imp31Tr￿ent of FixedA5￿15 An assessment is rnade at each reporting date of vlhether there are Indication5 that a fiKed asset Fray be impaired or that an impairment 1055 previously ￿COgnised has fully or partially reversed. If such inditstions exist, the company estimates the rècoverable amount of the asset. Shortfalls bem'een the carrying walup of fixed assets and the recoverable amount, being the higher of fair value less CQ5t5 to sell and value-In-u5e, are recognised as iwpairtnent losses in the Statement of Financial Acbvrties. INVEsfMENTS Investments are slated at their market value at year end, All mov@ments in ￿lue are shown in the statement of Financial Activlties. TAXATION The company has been granted exemption by HMRC from any corporation tax liability on fcs charit3b activitie5. 30

John Taylor Hospice Charity AccountinA Polices continued JUDGEMEMfs AND KEY SOURCES OF ESTIMATION UNCERTAINTY Preparation of the finanaal statements may require management to rnake significant judgetnents and estimates. SwnifKantJiidgements Donated goods for resale are not Induded at valuation prior to being 501d as it has been deemed impracti(zl to rneasure the fair value of the goods and the cost of valuation would outweigh the bénefit to the users of the accounts. gnifranf estimates There are no signllicant estimate5 having a tnaterial effect on the financial statements. 31

John Taylor Hospice Charity Notes to the financial statements for the Year Ended Se tember 2020 INCOME FROM DONATIONS AND LEGACIES Unrestrirted Funds 2020 RestrKted Funds 2020 Total fotsl 2020 2019 Donations Gift Aid on donations Legacies Grants HUK Grant 363,738 9,450 197,355 2,800 178,597 363,738 9,450 197,355 78,962 178,597 393,997 13,474 282,835 159,809 76, 162 751,940 76,162 828,102 850,115 rGtB120J9 723,655 127,460 850,J15 INCOME FROM CHAR￿ABLE ACTIVITIES nrestrirted Funds 2020 Restritted Funds 2020 rota/ rotsl 2020 2019 NHS grant5 and contracts for patient care 5,380,163 121,759 5,501,922 4,913,707 5,380, 163 121,759 5,501,922 4,913,707 Tota12019 4,913,707 4,913, 707 OTHER TRADING AcrivrriES un￿Stn￿￿6 REbtricted Funds 2020 rot&/ TrtBJ 2020 2020 2019 other Income Lottery Incorne Petail incom 146,081 36,383 153,684 146,081 36,383 153,684 8,928 27,509 246,360 336,148 336,148 282,797 Tota12019 282,797 282,797 Included within retail Income is £14,079 of gift aid reclaimed12019 - £17,007) 32

John Taylor Hospice Charity Notes to the financial statements continued INVESTMENT INCOME Unre5tritted Funds 2020 Restricted Funds 2020 Totrl Total 2020 2019 Bank Interest 3,845 3,845 1,755 3,845 3,845 1.755 rota120J9 I,L45 1,755 staff costs ANALYSIS OF EXPENDThURE Dèpreciation Other costs Total Total funds 2019 2020 2020 2020 2020 la) Cost5 of raigng funds Eypenditure on raising voluntary incorne 172,709 41,684 214,393 182,439 172,709 41,684 214,393 182,439 Ibl Ch3ritab/e 8£tivities Expenditure relating to delivery of NHS grants and 4,948,444 contracts for patient care 162,069 668,858 5,779,371 5,414,983 4,948,444 162,069 668,858 5,779,371 5,414,983 Icl Trading Attlvities Expenditure on Tradin9 Aciivities 149,593 28,276 98,565 276.434 252,073 149.593 28,276 98,565 276,434 252,073 rota12020 5,270,746 190,345 809,107 6,270,198 5.849,495 Tota12019 4,910,523 192,027 747,215 5,849,495 33

John Taylor Hospice Charity Notes to the financial statements continued EXPEND￿uRE ON FUNDRAISING VOLUNTARY INCOME Unrestritted Funds 2020 Restricted Ftjnds 2020 Total Total 2020 2019 Fundraising costs Staff c05t5 DepreciatTron Other cL)sts 172,709 172,709 141,474 41,684 41,684 40,965 214,.193 214,393 162,439 Trta120J9 182,439 182,439 ANALYSIS OF EXPENDITURE BY AcfiviTIES ACtI￿tIeS undertèken dirertty 2020 Support tt>5ts Total rotal furlds 2D20 2020 2019 NHS grants and contraLt5 for patient ca 4,442,743 1,336,629 5,779,3 5,414,983 rotsl2019 4.035,027 1,379,957 5,414,983 DIRE￿ COSTS Total 2020 Total 2019 Drugs Medicinal supplie5 Covid Supplies Cleaning and laundry Catering Small equipment Traiiiing Depreciation Contracted medical staff Wage5 and salaries National insuran Pension cost 34,311 80,588 74,925 32,177 37,137 15,335 43,515 162,069 139,449 3,193,694 272,618 356,925 27,329 65,747 30,295 37,835 13,491 37,892 L66,830 132,946 2,906,195 249,102 367,365 4 442,743 4 035 027 34

John Taylor Hospice Charity Notes to the financial statements continued SUPPORT COSTS lotal 2020 rota/ 2019 Premises costs Travelling and subsistence offi￿ costs Repairs and renewals Legal arKI professi(wal Other costs Wages and ￿larIeS National insurance Pension cost 76,416 43,929 156,165 19,489 48,225 50,014 768,863 91,621 81,907 74,439 43,050 174,268 21,823 48,351 37,540 816,101 82,538 81,837 1,336,629 1,379,957 io NET INCOME Total 2020 rot&l 2019 This is stated after chaiging.. Depreciation of tangible fixed assets Operating lea￿ rentals Auditors remuneration audit Auditors rèmuneratiDn non aud 190,345 51,437 12,750 250 192,027 47,504 12,500 35

John Taylor Hospice Charity Notes to the financial statements continued li STAFF COSTS rot31 2020 rotaj 2019 staff CCi5ts were as follows.. Wages and salaries Soaa1 security costs Other pension costs 4,290,691 384,486 456,120 3,984,993 350,708 424,348 5,131,297 4,760,049 Agency and contracted staff 139,449 150,204 5,270,746 4,910,253 The average nurnber of persons employed by the c(Knpany during the year was a5 follows.. rotal 2019 2020 Hospi Management and aclfflinistration 133 23 125 22 156 147 The number of higher paid employees was.. Tot31 2020 No Total 2019 In the band £60,001 E70,000 In the band £70,001 £80,000 During the year, no Trustees received any ￿mUneration(2019 ENILI, During the year, no Trustees le￿Ived ally benefits In kind12019 ENILI. During the year, Trustee received reimbursement of expenses for travel and subsistence for É70812019 - £9951. Included within the wages 3nd salaries are staff termination costs of £012019 - £76,470). 36

John Taylor Hosplce Charity Notes to the financial ststements staff Costs (Continued) continued During the financial year volunteers made regular commitments to support John Taylor Hospice. These roles include day hospice h05t5, drNers, photography, fundraising, gardening and finance. In addition volunteers gave corporate Social responsbility time In projects induding painting and gardenirTrg. Trustee received any emolument or payment for professional or other serviTrs. Key management remuneration Tho key management personnel of the charity comprise of the execLrtfve stsff as listed on page 3. The total ernployee benefits of the key management personnel of the Charity were £396,6H {2019 £372,A461. 37

John Taylor Hospice Charity Notes to the financial statements (continued) 13 INVESTMENTS The company has an investsnent of quoted shares and these have been valued at market value of £1,940 {2019.. É1,9231. These were gifted to the cornpany with the request they be retained as an investment to secure dividend Incorne. During 2019120 Qullter c￿¥10t were appDinted a5 Investment Managers overseeing a £lm portfolio. The company also invested E30,000 in 2016117 to take a 15% equity Stske in a new busine55 Stsrt-up called Glas5 Twin Limited, Thi5 investment has been written down to zero to reflett that business being difficult to value and being in start-up phase. Total 2020 rotal 2019 i October 2019 1,9 1,725 Additltsns 1,000,000 Unrealised gain 49,629 198 30 Septetpber 2020 1,051,552 1.923 14 DEBTORS Tor3/ 2020 rotai 2019 Trade debtors Other debtors Prepayments and acuued income 234,618 33,990 165,423 316,285 36,317 922,573 434,031 1,275,175 15 CRED￿oRs Totol 2019 2020 Trade creditors Other taxatlon and sodal securlty Corporation tax Other creditors Accrua15 an(J tkferred Income 61,237 100,947 io 187,733 282,290 75,215 93, 102 io 59,609 138,645 632,217 366.581 Other c￿dItorS include E62,60612019.. £57,874) of outstanding pension contribUt￿n5. 39

John Taylor Hospice Charity Notes to the financial statements continued 16 ATEMENT OF FUNDS Bmught fr￿ard rran5fer5 Gain5 in/out Invest￿ent on Income Expenditure forward Unrèstricted funds 3,911,406 6,472,096 (6,244,400) 47,923 49,629 4,236,654 Rertricted funds SEIF 170,823 12,6341 168,189 League of Friends 316,833 (29,676) 287,157 EOL 121,759 114,2831 107,476 Other 41,270 76,162 111,5151 Il5,6131 90,3(14 Totsl ￿Stricted funds 528,926 197,921 125,7981 147,9231 653,126 Total funds 4,440,332 6,670,017 6,270,199 49,629 4,889,780 2019 comparativ Brought fonvar6 Transfers G31KIS In/our nvestrnenf Carried rorwbrd Income Expenditure Unre*ricred funds 2,634,360 7,001,716 {5,781,0161 56,348 3,911,406 Restricted funds SEIF 173,466 12,643) 170,823 League of Friends 322,297 88,988 153,0071 {41,4451 316,833 Other 30,530 38,472 115,4721 (12,2601 41,270 Total restricted funds 526,293 127,460 168,4791 {56,3481 528,926 Totsl funds 3,160,653 7,129, 176 15,849,495) 4,440,332 40

John Taylor Hospice Charity Notes to the financial ststements continued The hospice has the followint restritted funds, created as o result of conditions imposed by the funder.. SEIF.. funding used for capiial purchase of property and ￿fU￿bIshment required League of Friends.. funding used for capital work on property. purchase of a vehicle for patlent tr3nsport and large clinical item5 rcquircd for the IPU EOL. Central 8ov8rnm?nr funding piovided for tr and infrastructure initiatives to aid a cross C￿Y hospice serviee provi510n. Other.. FundiT¥E currently held for Dementia proiert, ttrmplÈMentary therapy proiert, Children's bereavernent project. a family room. a young persons rnDm and a social hub. 17 SPLrr OF NET ASSETS BY FUND Un￿st￿tte￿ Re5tricte6 funds fvnd5 Total Eunds 202L7 rotsi Funds 2Q19 202Q 2020 Tanglble flxed assets 538,115 540,236 1,078,351 1,112,536 Fixed asset investments 1,051,552 1.051,552 1,923 Current assets 3,279,204 112,890 3,392,094 3,692,454 Creditors due within one year {632,2171 {632,2171 1366,5811 4,236,654 653,126 4,889,780 4,440,332 2019 compèrotwe nrestrftted Restrlrted funds fund5 2019 2019 Total Fund& Total Funds 2019 2018 Tangible fixed assets 583,610 528,926 1,112,536 828.339 Fixed asset Investments 1,923 1,923 1.725 Current assets 3,692,454 3,692,454 2,703,557 Qeditors due within one year (366,5811 (366,581) 1372,9681 3,911,406 528,926 4,440,332 3,160,653 41

John Taylor Hospice Charity Notes to the financial statements continued 18 PENSION COSTS The majority of past and present employee5 are covered by the provisions of the NHS Pensions Scheme. Dekils of the benefits payable uncler these provisions can be fcTrund on the NHS Pensions website at kpww.nhsbsJ.nhs.uVpensDns The schetne is an unlunded, defined benefit scheme that covers NHS efflployers, GP practices and other bodies allowed under the direttion of the SeC￿tary of State in England and Wales. The schomc 15 not designed to be run in a way that would enable these bcxlies to Identify their share of the underlylng scheme assets and Iiabilitie5. Therefore the scheme is accounted for as if it were a defined contribution scheme.. the c05t to the company of participating In the scheme is taken a5 equal to the contribution5 payable to the schetne for the accounting period. A number ol employees fell outside the pararneter5 of the dirertion provided by the Secretary of Stste, in England and Wales and as such do not qualify for the NHS Pensions scheme. As such an a1ternalive pension stheme is provided on a defined conlribution basis ￿￿th Royal London. This 5chetne cotntnenced in Ottober 2013 and Is also accounted for ès a defined contribution Kheme.. the cost to the company of participoting in the scheme is taken as equal to the contributions payable to the scherne for the accounting period. The scherne cornplie5 With pension's autiFenrolment legislation. Total contributions to both schemes amounted to £456,12012019.. É424,3481- There are seven rates of member contribution In the NHS Pensions Scheme, ranging from 50/0 of pen5ion3ble pay for the lowest earners UP to 14.5¥0 for highest earners, based on the wnole tinie equivalent penslonable pay. The thre5hold5 It which the rates change are linked to nationally agfeed P8y rate5 at set levels and are based on salaries equivalent to 50metsne working full time. Il the overall cost of the schetne increases, the amount both Membe￿ and the company contribute may also increase. The costs of the scheme are determined by the &vernment and also the scheme a.tuary who performs periodic valuation5 of the xheme to determine how much needs to be paid ifi to provide the benefits paid out. These costs are shared between the employers and the NHS Pensions Schem members. In order that the defined benefit obligations recvgnised in the financial statements do not differ matei ially from those that would be determined at the reporting date by a formal attuarial valuation, the FReM (The Government Financial Reporting Manuall requires that 'lhe per..(￿ between formal valu4tions shall be four years, with approximate assessments in Intervening years" ATr outline of these follows.. a) Full actuarial (fundlng) valuation The purpose of tliis valuation is to asse￿ the level of liability in respect of the benefts due under the scheme (taking into account its recent demographic experien￿) and to recommend the contributton The la)tt published attuarial valuation undertaken for the NHS Pen51on Scheme was as at 31 M3rciY 2016 Ipubli5hed in February 2Q191, the previous actuarial valuation was carried oiit 35 at 31 March 2012. The primary purpose of the 2016 attuarial valuation was to Set the etnployer contribution rate payable from April 2019. Both the employer contribution rate and etnployer cost tap will be included in Schemc Regulations. The next artuarial valuation Is expected to be carried out a5 at 31 March 2020. b) Accountlng valuation A valuation of the scheme liability is carried out annually by the scheme octuary as at the end of ttte reporting period. Actuarial a￿esSmentS are undertsken 111 intervening Yea￿ between fomial valuatlOllS using updated membership datd a￿ accepted as providing suitably robust figure5 for financial reporting The latest assessment of the liabilities of the scheme is contsined In the scheme artuary report which forms part of the annual NHS Pension Scheme (England and Wales) Pension Accounts published annually, These accoiints be viewed on the NHS Pensions website. Copies can alxi be obtained from The Stationery Offi￿. 42

John Taylor Hospice Charity Notes to the financial statements contlnued c) Scheme provisions The NHS Pension Scheme provided defined benefits, which are surnrrarised bebw. This list Is an illustrative guide only, and is not Intended to derail all the benefits provided by the scheme or the specific conditions that must be met before these benefits can be obtained.. On l April 2008 a new section of the NHS Pension Scheme was introdutrd for new members. Most members of the Pension Schème prior tts l April 2008 are in the 1995 section. New joiners on, or after, l April 2008 are members of the 2008 section. The changes introduced new rules for NHS employees joining from l April 2008 and tnodified the rules for those already in the pension scheme prior to this date. The stheme is a "final ￿lary. scheme. Members in the 1995 Sertion receive è pension worth 1180th of the ￿st of the lag( three year's pensionable pay for each year of membership. Members wlio a practitioners as defined by the Scheme Regulations have their annual pensions based U￿)n 1.4¥0 of total pensionable earnings over the relevant pensionable service. Mernbers in the 2008 Section reTrive a pensiorl worth 1160th of the average of the best three consecutr¢e years, pensionable pay in the last ten for each year of membersliip. Members who are prartitioners, as defined by the Scheme Regulations have their annual pensions based upon 1.87Vo of total pensOna￿e earning5 over the relevant pensionable servi￿. With effect from l April 20D8 mernbers can choose to give up some of their annual pension for an additional tax fr￿￿ lump sum up to a Ma￿muM amount permitted under HMRC rules. This new provision is known as"pension commutstion~. Annual increases are applied to pension payments at rates defined by the Pen%ons {Inuease) Att 1971, and are based on changes in retsil prices in the twelve months ending 30 September in the previous calendar year. From 2011-12 the Consumer Price Index ICPII will be useis to repla￿ the Fietail Price5 Index IRPII. Early payment of a pension, wlth enh3n￿tnent, is available to tnetllber5 of the scheme ivho a pemanently incapable of fulfilling their duties effectivety through illness ￿ infirmity. A death graluity of twi￿ final year's pensionable pay for death In se￿1￿ and fNe times their annual pension for death after ￿tiremernt is payable. For eady retSrements other than those due to ill health the additional pensin liabiif(ies are not funded by the scheme. The full amount of the liability for the additional cvsts 15 charged to the employer. Metnbe15 can purchase additional ser¢ice in the NHS Scheme and contribute to money purchas@ AVCS run by the scheme's approved providers or by other Free Standing Additional Voluntary Contributions IFSAVCI providers. For the year to 30 September 2020 the employer contnbution rate ivas 14,38% of pensionable pay with employee rate5 (before tax relief) varying tEtween 50/0 and 14.5 U/0. 19 RELATED PARTY TRANSAcfIoNS The Non-Executive DireLtoY Trustees were not paid during the year, but were reimbursed expenses totalling £708. No Trustee re￿iVed any emolument or paynient for professiorbal or other services. In May 2020 the CIO at John Taylor Hospice was appointed the joint CEO for John Taylor and St Mary's Hospice, on è rnonlhly basis 509/0 of the related payroll costs are invoiced to St Mary's. 43

John Taylor Hospice Charity Notes to the financial statements continued 20 FINANCIAL COMMtrMENTS Operating Lease Commitments As at 30th September 2020 the company had total o)mmitrnent5 under mn-cancellable operating leases a5 follows.. 2020 2019 land and building5'. payable within l year 67,000 65,292 payable wrthin 2 and 5 years 64,750 131,750 131,750 197,042 44

John Taylor Hospice Annual Governance Statement 2019 -20 Annual Governance Statement 2019-20 I Scope of responsibility John Tawor Hospice bethme a charity on 1st April 2018 and dissolved its previou5 form as a Cornmunty Interest Company in October 2018. The Trusteeg are accountable for prcducing an annual ststemènt of corporate governance ét the LEginning of the charit¢s financial year, hawng responsibility for maintaining a souncl system of internal control that support5 the achievernent of the charrty'5 poliaes, aims and objective5, whilst safeguarding the public funds and departmental assets for which they are Tesponsible. They are also respomsible for ensuring that the Charity 15 administered prudently and economically and that resources ale applied efficiently and effectively. The fcllowing constitutes the Annual Statement for 201912020. The charity has a duty of partnership to discharge, and therefore works collaboratNely with other partner organisations and this is being achieved through wor￿n9 wherever possble with the appropriate Local Authonties, other voluntary seLtor organI￿tiOns, NHS comtnissioning bodies, other hospices aiid the local population. The Char￿1 has a range of forrnal and inforwal mechanisnis in place to facilitate effective working with key partners, Including participation in the Birmingham Sustainability and Transformation Programme and local safeguarding Board pr￿c￿eS, Tlie Charity is monitored and assessed by a wide range of external agencies that contribute to the on-going developmcnt of Risk Managcment Framework. These have Incllided the local Clinic21 CoTnmissioning Groups, Sandwell dnd West Biitningham H05Pita15 35 the lead contractor for the End of Life Care tontract commissioned by Sandwell and West Birmingham CCG, the Care Quality Commis&on, thc charity's eKiernal auditor, the Chaiity Commis510n, In5trtute ol Fundraising as well as local Healthwatch and the local users OF the servi￿. This Is not an exhaustive list of oro3ni5ations that monicor and èssess the charity. Close lin￿ continLE Wrth Hospice UK. Existing links with St Mary's Hospice have been strengthened with the Chair of the Board of Trustees at lohn Taylor Hospi￿ becorlling Chair of the Board at St Mary's Hospice In March 2020. In May 2020 the CEO at John Taylor Hospi￿ was appointed the joint CEO for John Taylor and St Mary's Hospice. At the end of the finanaal yoar 2018-19, the League of Friends for John Taylor Hospitr merged with Ihe John Taylor Hospice. Assets belO￿gI￿g to the League of Friends were tr4nsferred to the hospice. 2 The purpose of the system of internal control The of internal control is designed to rnanage ris to an acceptable level rather than to eliminate all risks,. it can therefore only provide reasonable and not absolute aurance of effettiveness. The system of internal control Is based on an on-going proce55 designed to.. identify ènd prioritise the risks to the achievement of the organisation s aims and objertives, evaluate the likelihood of those risks being realised and the consequence should they be realised, and to manage them efficlently, effectively and economically. The systern of internal control has been in place in John Taylor Hospice Charity fN the year ended 30th September 2020 and up to the date of approval of the annual ￿ptsrt and accounts. 3 Capacity to handle risk Wbthln the organlsatlon, the Charty has a funthonin9 Clinical &)vernancÈ C(Nnniittee, Finance Comrnittce and a Health & Safety Committee whith report to the Board together with the Senior Management Team ISPtrtri. The SMT guides the development of risk management and Monitors its effectlveness as the approach to rlsk management Is enhan￿d. The Executive lead for Risk Management is the Directr)r of Clinical servI￿s and Deputy Chief Executy've. The Direttor of Clinical Service5 is also the appointed Executive Lead on Oinitsl cX)vernan￿ and oversees the Clinical Governan￿ Committ*. Tre Direttor of Fnance & ff lead5 On 45

John Taylor Hospice Charity Annual Governance Statement 2019 -20 rinancial risk, Cyber Fraud and counter fraud and the CEO and Board Secretary on Corporate Governance. Risk Management is an integral part of the charity'5 approath to continuous quality improvement and is intended to support and assist the organisation in delivering its key objectives. During the year the Board received reports on key risk areas and has overseen and reviewed the on- going dèvelopment of the Risk Register. A regular review of the assurance provided by the risk regi5tcr is undertaken by the Quality Governan￿ Committee, Audii and Assurance Cornmittee and the Finance and Perforrnance Committee for the risk% allocated to them, which is then collated and presented to the Board on a quarterly ba%s. The Clinical Governance Committee ICY)￿ specifically at Inodents and serious inodents. It also considers cornplaints, audit5, research overviews and patient feedback in the form of complaints and cornment5. It oversee5 the registration and regulation from the CQC and reviews safety alerts and feguarding Issues. During 2019-20, five new sub groups have been estsbli5hed, Pat1ent Safety, Medicines Nanagement, Clinical Audit, Researth and Mortalty. Trese groups report lito the Clinical governanTr committee to provlde robust gOvernarn￿ and assuran￿ that risks are being managed within Clinical Service5 and to ensure thar learning from incidents 1s ernbedded. Staff continue to bo made a4va￿ of their risk responsibilr(ies as part of the Indurtion proce￿, they have allocated time with menibcr5 of thL¥ Governaiice team. Existing staff are required to attend a mandatury anniial update in respert of fire risk. The role of individual staff in managing risk Is also supported by a framework of policie5 antj procedures which promote learning from expertence and sharing ol good praotite. ring 2019-20, five new small group5 have been formed who report in to the Clinical Governance Committee.. Patient Safety, Mediones Management, Clinical Audit, Research and Mortality. These groups who meet regularfy and have set term5 of reference help to provide 6ssiJrance that risk5 are being managed in Clinical Seryices and to ensure that learning from incidents is ernbedded. srarf continue to be made aware Oi their risk responsibilities as part of the indL'Ction process, Including through time spent ¥vith tnembers of the Governance team and existiry 51aff are required to attend a mèndatory annual update ill respert of fire risk. The role of Individual staff in mail aging risk is also supported by a frèmework of policie5 and procedures which promote leaming from experièn and sharing of good pratticc. The C￿rity continues to learn lessons in a variety of ways, including from the following ￿ur￿$.. Parieryt and Carer feedbad( Complaints and compliments Clinical Audit and Clinical Outiorne Reviews Clinical Incident Repo￿, reviews and analysis Includiw serious incidents and never events External Reports Ifor eKample the Saville inquiry) Patient and Staff survey5 Internal qualty Inspections Quality pcrforrnance metrics External reviews by the CQC, and Clinical Comtni5sioning Groups. This Is r)ot an exhaustive list of organisations that provide us with reports from which we (an learn lessons. Serious incidents and never events as well as ctsmplaint5 are thoroughly investigated ar improvetnents rnade at local and corporate levelg to reduce likeliho￿ of reoccurren￿. 46

John Taylor Hospice Charity Annual Governance Statement 2019 -20 The Charity has a Risk Register in platr whlch outllnes the key corporate rlsis for the organisation and attions identified to mitigate these rlsks. Thls reglster has been formed frc>m the risk5 identified within clinical departments and corporate Servi￿5. The￿ is one cuirent risk which 15 red rated and there are 9 rfsks rated hlgh. The red extreme risk is Lack of Senior leadership capaaty by moving to joint CEO acr055 ho¥Kes Of the ten risks rated high, 5 relate to the impart of the current Coronavirus Pandemic and the others include.. P05t Brexit supplie5 Induding medicines being at risk Fiisk Df p(x>r CQC assessment Absence of securyiy out of hours Risk of legionell3 growth 4 Governance The votlng members of Board during 201912020 were as follow5.. Harry Turner, Chairrnan and Trustee Llndsey Webb Trustee, Senior Independent Dirertor Klmara Sharpe, Trustee Jean-Luc Priez, Trustee until 3016120 Bev Edgar, Trustee Daniel Tirnms, Trustee until 1411120 Rob Pickup, Trustee Jonathan Shapiro, Trustee Jackie Kelly, Trustee Paul Wainwright, Trustee Gordon Snelgrove, Trustee frimll 211120 Mike Goodwin, Trustee from 2814120 Peter Shanahan, Trustee frorn 715120 Non-voting members of Board were.. Penny Venable5, Chief Exe(utive Gail Hipki5s, Director of Corporate and Commercial se￿ices Sarah Mimmack, Director of Clinical Servi￿s Joanna Duggan, Director of Incorne Generation and Marketing ex McQuinn Director of Finan￿ & tr In attendanTr at the Board Kate Ellis, Board SEcretary At all meetings there were more Trustee voting members present than officers of the charity. Board attendance.. 83 This represents 9 absences in total throughout the year. It should be noted that in the hèight of the Coronavirus Pandemic in April 2020, the subcomrnittees did not meet. The Boord did meet In April 2020. sin￿ April 2020 all 8oard and subcomrnittee meetlngs have been held online using the Nicrc>￿ft Te3tTr5 Pla￿Orni. 4.1 Comrniitee5 as at 30th September 2020 Durtng 2019120 the Board had the followlng committees: Quality Governance Committee Finantt and Perfomance Committee Audit and Assurance Commttee 47

John Taylor Hospice Charity Annual Governance Ststement 2019-20 Remuneration Cornrnttee Terrns of reference for the committee5 are in pla￿ and are reviewed at least annually. Each Committee repo￿ to the Board following a meeting. Thèse reports highl,ght the activities of the Commitiee ano draw the Board's attention to areas of concern. The purpose together with the attendance for each committee is shown below.. Quality Governance Committee To enable the Board to obtain assurance that the quality of care within the Charity 15 of the highest possible standard. To ensure that there are appropriate cliniol governanco systems and prO￿sseS Ind controls are Pla￿ throughout the Charity In order to.. Promote safety and eXTrIlen￿ in patient care Idontrfy, prioritise and seek a￿Urance on the effettive management of dinical risks Ensure the effective and efficient Use of resour￿$ though eviden￿ based clini￿1 practice Attendance overall.. 89% thls represents 2 ab5ence5 in total. Finance and performan￿ Committee To art as a sub-committee of the Board of Trustees to.. Givo the Board a￿Uran￿ on the managernent of the financial and corporate performance of the Charity Monitor and support the financial planning and budget setting pro￿ Review business chses with a significant financial Impact Oversee developments in financia1lft systems and reporting Oversee developments in Retail and reporting To condurt post implementation reviews of all major business cases approved by the Cotmmittee To tnonitor the Income Generation and fundraising funrtion of the charity to provide scrutiny and assurance to the ￿ard that plans and act1Vlties can reasonabty be experted to meet the annual income generation requirement agreed by the Board Attendance overall.. 94¥0 this represents labsence in total during the year. Audit and Assurance Committee The Audit and Assurance Committee ha5 been established to criticalty review the govemanTr and assurdnco processes upori which the Board of Trustees places reliance, ensuring that the orgonisation operate5 effectively and meet5 its strategic objectives. It is e5tablish4 as a committee of the Board and Ets specific purpose Is to assist the Board tsf Trustees of the Charity in fulfilling Its reswnsibilities In respett of.. owerseeing the Charitfs financial reporting process, Including the Internal control 5trutture and procedures fc>r tinanoal reporting and monitoring the integrrty and appropriatenes5 of the Charity s financial statements,. the manner in which the Charity S s management ensures and monitors the adequacy of finanoal, operational and compliance internal controls and risk management processes desgned to manage si9nificant 115k exposures,. 48

John Taylor Hospice Charity Annual Governance Statement 2019 -20 the selectlon, compensatton, Independeno and pertorrnance of the extemal au4rtors Attendance overall.. 87Wo this represents 2 absentts. 5 The risk and control framework The Health and Safety Poliw and the Risk Management Policy are integral parts of the Charity's approach to continuous quality improvement and risk management. This is also encapsulatèd in the sk management practice guide, available to all staff. It is Intended to support and éssist the organisation in delivering its key objettives. Durin9 the year the Board re￿Ived reports on key risk areas and has overseen and reviewed the on- going development of the Charity Risk Register. A regular review of risks is undertaken on a monthly ba&s at the SMT meeting. In addition, each Board Committee regularfy reviews thelr areas of responsibility which is then collared and presented to the Btsard. Risk Management is embedded within the organisation through the Charity's team rn@Èbng strurture which feeds into the clinical governance committee and the health and safety forum. A ￿steffl of risk assessmènt 1% bu1￿ into the charity's pro￿55 for the development of fu￿re plans and through the consideration of all risk management ISSU￿ at the planning stage of organi5atlonal/diniol changes. Embedding also takes place through the existen￿ of an incident reporting and feedback system. Innovation and learning in relation to risk management 15 considered to be crltiol. Dunng 2019-20 the Charity Started work on creating a Board Assurance Framework. Unfortunately, the Coronaviru5 Pandemic has Impacted upon this work and It Is unlikely to be COFvpleted until 2020-21. The charty identifies and makes improvement5 a5 a result of incidents and near misses in order to ￿ll￿re it learns lessons and closes the loop by improving safety foi servitr users, staff and wsitors. The governance team is working wrth clinical teams to reinforce learning frorn incidents,. this will be faolitated by introduong an Action Log tracker, rnonthly reports will be produced on all attions. Depathent leads will be respon%ble for ensunng actlOn5 have been itnplemented and embedded within the organisation. Closing the Iix)p on attions ariging from incidents will help to provide ssurance,. this will be maniiored monthly by the governantr team. To facilikte this, the existing Datix version needs to be upgraded to the ck)ud. The Charity aims to operate within a just, honest and open culture where staff are assured they wll be treated fairly and with openness and honesty when they report adverse inodents or mistakes. The Charity has a 8eing Open Poli￿ that meets the new Duty of Candour for health organ15ations and the senior Independent direttor also fi115 the role of Board Being Open Champion. The Director of Cliniol Services Is the Freedom to Speak Up Guardian and a number of Freedom to speak up Ambassidors have been identified amongst the staff body. The Charity pla￿5 a high priority on the Secu￿ handling of personal, confidential data IPCOI on behalf of its patients and staff and has measures In place to engure th@ security of 5ts inlormztion resources and assets. The Charity meets the criteria set within the annual submisson of the Data Security and Protettion ToDlkit. The Chief Finance Officer acts as Senior Inforrnation Risk Owner and Data Protection OffI￿r longside the Director of Clini￿1 Se￿1￿5 who atts as the Caldicott guardian. An information governance steering group is in place and there is an IG lead within the charity- During 2019120there were no *rious incidents regarding data loss which had to be reported to the Infortnation Comffli5soner. The Charty continues to report and investigate any low level Incidents internally (Level O and Isl and in all cases remedial achon plans are agreed and Implemented. Staff are supported from Ir￿ulti0n onwards by poliaes and trainlng IG and the chartty places a high priority on ensuring staff cornplete their dnnual Data Protection training in order to ensure they are aware of their responsibilities when handling PCD and to reduce the risk of serious or recurring incidents tsking platr. 49

John Taylor Hospice Charity Annual Governance Statement 2019 -20 Stakeholde￿ are able to influence the charity in a nutnber of ways, the Chief Executive meets with the lochl MP and councillors and regular meetings with the CCGS take place. Public involvetllent alx> occurs through the charity complaints pr￿dUre and summaries of complaints are reviewed at the din1￿1 governance committee QGC. A patienvstaff or supporter ory is brought to the board at each tneeting. In addition the charity's Head of Community Engagement is taking forward a prograrnme around engagement and partnership with a variety of Stakeholders acro the cty. Control measures are in pla￿ to ensure that all the org3nisation's obligations urider equality, diver&ty and human rights legislation are corllplied with through charity policies and training. As an etllployer with stsff entitled to tnembership of th@ NHS Penslon scheme. control measures are in place to ensure compliance with all employer obligations contained within the Scheffle regulations. This Includes ensuring that deduttions from ￿lary, emtAoyer's contributions and payments into the Scherne are in accordance with the Scheme rules, and th3t rnernber PensiDn Scheme records are accurately updated in accordance with the timèscales detailed in the Regulations. 6 Review of economy, efficiency and effectiveness of the use of resource5 The charity has arrangernents in place for setting objective5 and targets on 3 strategic and annual ba515. The* arrangements indudÈ ensuring the financial strategy 15 affo-,dable, scrutiny of cost savings in budgets at the start of tho year linked to a55essment frcw dinical colle3gue5 that their impact upon the quality of patiLnt care Is not negative. PerfOr[nan￿ against objertives Is monitored and actiOP.s identified through 3 number of channels.. Approval of annual budget by the Board Quarterly reportin9 to the Board on key perf0rrnan￿ indicators covering finan￿, activity, patient safety, quality and human re50urces targets Detailed quarterly review of financial and performan￿ targets by and the Finance and Performance committee Monthly updates to the Trustees (Jn the Board in tIE CEO report when a board m@eting is not taknng place pro￿dureS are in place to ensure all strategic decisions are consdered at Senior OffI￿r and Board As part of the annual accounts review, the hospice's efficiency and effectivene&s of its use ol resource5 in delivering clinicAI serVI￿S are assessed by its extern31 auditors and the auditor'5 opinion is published with the accounts, 7 Environmental Statement The Charity pla￿5 a high prioriry on careful stewardship of resources and the environment. A11 staff and volunteers are expected lo take measures to minimise the environmental impatt of thèir attivities as much as po&ible. The Charity has a wèste management poliry 3nd is committed to recycling paper, ￿rdbOard, glass and plastic matcrials and has facilities in place to ensure this happens. part of the Thrive programme, improvement to he31th and wellbeing are encouraged, one of which 5S the Cycle to Work Scheme which enables thff to have the option to cycle to Vtork and not drive if feasible to do. Failing this, we actively encourage staff to cai shale where possible to redutr carbon erni￿10￿%. A number of work5 h4ve been carried out at the hospic¢ to irnprove the organisation's carbon footprint, these consist of.. A Nev¢ boiler, which 15 mole effiaent 50

John Taylor Hospice Charity Annual Governance Statement 2019 -20 A New generator, to ensure power to the es5entiaL% during a power cut, whilst using minimal supplies New LED Lighting throughout the building, which will decTease the amount of power needed over the previous bulb versions. All of which is having a positive impact upori energy use but the hospitr ￿C0￿￿15@S that there are still further improvements which can be tnade. 8 Review of effectiveness The Board ha5 re5Fonsibility for reviewing the effectlveness of the system of intèrnal control. Our review of the effectiveness of the 5YStem of internal control 15 informed by the work of the external uditor5, clinical audits and the executive managers and heads ol department within john Taylor Hospice. We have also drawn on the content ol the Quality Account, Clinical Assurance Reports and other perftsrmance information available to U5. Our review is also informed by comment5 made by the external audrtors in their management letter and other reports. We have been advised on the implications of the result of our review of the effectiveness of the system of internal contrd by the Board, the (W, the Finance and Performance Comtnittee, SMT, clinicèl audits, and extern61 audit and by the senior management teatn tnemiErs. Plans to address any weaknesses and ensure contlnuous Improvement of the wstem are in pla￿. [￿r review is alw irkformed by reports frorn external inspecting bodies induding external athtt and the PLACE inspections. This Is the system for aSse￿Ing the quallty of the patont environment. Following successfu1 applicatlons for funcling to Improve the environment, disability ar>d dementla asperts of the bulldlng, the 2019 PLACE reSU￿S showed slgnificanl improvements in all scores compared to 2018 as is illustrated in the table below. PLACE Comparison 2018 & 2019 IC•J.ODY 60.(1 50.(1 20.11)% 10.LK 2014 2Ql• 98.28% ).oo% 84.28

1.92 86.ty)% IoD.o 89.$2% .Z4% &8.02 95.56% 80.1È% 95th *.611b •2018 •2019 The charity is supported by the Senior Management Team, wnsisting of the tirectors. The SMT Commrttee brings together the Thrector team in B forrnal meeting on a monthty bas5, which c ordinates and prioritises activity within the charity. This strucrure ensures thar Clinical loadership and management arrangements are In place 5UPPOrted by robust and dear governance and accoiintability prO￿￿eS. 51

John Taylor Hospice Charity Annual Governance Statement 2019 -20 9 Compliance with key national targets and standards The charity is committed to delivering all national and contractual targets and standards and has done thi5 in 2019120. 10 Conclusion We have reviewed the ￿levaNt evidence and a*urantrs In respect of internal control. The charity and Its directors are alert to their accountabilitie£ in respect of Internal control. The charity has had in plète throughout the year a risk framework, aligned to both our corporate objeLtive5 and ttE CQC stsndards to a55iSt the Board in the identification and management of risk. Ovi review confirms that the charity has a generally sotsrtd system of Internal controls that suppo the achievement of its policies, a1rn5 and obiertives and that those control Issues have been or are being addressed. Penny Venables Chief Exec 1ve Harry Tumer Chair Date Islilzi 52