-qIIP_ Birmingham -11 Ib- Hospice The Hosplce Charlty Partnership Trading As Birmingham Hospice Report and Financial Statement8 18 month period ended 31 March 2024 Charlty number: 1156964 Company number: 08991245 ADC¢QXDN 2010912024 COMPANIES HOUSE A18
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 CONTENTS EXEcufivESUMMARY............................. OBJEcfivES AND ACTIVITIES........ . . ACMIEVEMENTS AND PERFORMANCE.... . Worklng Portnershlp5............................. A¢tlvlty 2022/24.... Our servlces............................................ ................................ .10 .13 The year ohead..... Volunteers............ ................................. .16 .17 Our gpprooch tofundrolslng....................................................................................... . .. STRUCTURE. GOVERNANCEAND MANAGEMENr...................... .18 zo FINANCIAL REVIEW................................. ..25 REFERENCEANDADMINISTRATIONDETAILS..........................................................................................31
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 EXECUTIVE SUMMARY T:he Trustees ,present their Ireport and the audited financia'l statements of The Hospice Charity Partnership (HCP) (the charilylthe hospice), Irading as Birmingham Hospice for the 18-month year ended 31 March 2024. Company number 08991245, charity number 1156964. 'The statement covers an 18-month ,,period as, post-merger, the Board,of Trustees agreed to move from an .historical October to September financial year lo a more tradition April to.March accounting period. This had the advantage of aligning with our commissioners and wider partnern. The Charity ended the 18 month 2022124 financial period with a deficit of £1,494k, which is split into £1,677k unrestricted deficil plus a £183k.restricted surplus. The Charity currently has unrestricted reserves of £12.6m vihich is equivalent to eight months, operational cover. Strategic plans for facllities and e8'tate8 provision are under development which wlll also require major capital investment to delNer the refurbishment over th8 n•xt 10 years. During 2023124, Birmingham Hospice experienced an unprecedented increase in costs and demands on its seriices. This reflects hospices nationally, as escalating Gosts and demands on sepiices have put many hosplces under ,immense financial pressure. Hardest hit are hospices in inner city areas like Birmingham Hospice. Costs have increased by over 300/0 while fundraising income and statutory income have not Increased at the same rate. Bimiingham Hospice serves some of the poorest communities in the counlry, and as a result it is nol possible lo grow fundralsing income quickly. Posl-pandemic Ihe people cared for have become much younger and requiring more complex care. This is reflective of wider healthcare issues across Birmingham. Maintaining the current level of service delivery has required use of reserves: the level of spend is not sustainable beyond 2024125. Work by Hospice UK has identified that the majority of hospices nationally are reporting a deficit budget for 2024125. Plans are in place to return the organisation to a balanced budgel over the next three years, This will require a comblnatlon of cost reduction measures and long-tem.Investment in sustalnable income streams. such as feiail and regular giving. Despile this, the organisation is committed to providing a hlgh-quality seNice with a broad range of serrfices. In 2024125 the Hospice will review its long-term strategy. Despite the challenges. the Selly Park site was awarded 'Outstanding' by the Care Quality Commission (CQC), maaning both sites,have achieved this accolade in the last two years.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 OBJECTIVES AND ACTIVITIES The charrty exists for the public benefit.. specifically, the advancement of health, care and support for people living with a palliative or end of lrfe diagnosis, and provides specialisl palliative and supportive care in Birmingham and the surrounding areas. A wide range of services are provided free, at Ihe point of use. Care can be delivered In people's own homes or the hospice itself, seven days a week up to 24 hours a day. NHS practitioners in hospital nursing and community settings, and housing and social care professionals in residential and community settings make most refeffals. Our Vlsion: A future where everyone with a life limiting illness will live and die with dignity and in comfort. Our Mission: We will enable more people from all communities to access care of their choice at the end of life, The vision and mission recognise the need to provide inclusive services that reflect Ihe needs of Ihe diverse and changing communities across Birmingham. The long-term strategic goals are set to have a positive impact on the community we serve. Our Hosplce Strategy12022- 2027): Future hosplce care shaped by our commun5tles 1. We will extend our reach to deliver personalised palliative and end of life cara when and where It's needed. 2. We will develop 8vidan¢e to inform how future 88rvices can reduce inequality of acces8 to palliative and end of life care. 3. We will increase our work alongside communities and with our partners lo shape palliative and end of life care services of the future. 4. We will grow our people and resources sustainably, using Our assets efficiently to ensure expert palliative and end of life care is made available to more people. The current strategy will be fully reviewed in 2024125 Our Values Following the merger of both hospices, all people working across both hospice sites were involved in defining the new values. These values are Kindness, Togetherness, Positivity, Openness, Respect and Innovation. These values underpln and shape the organisation's culture going forward. These are not corporately defined values; they have been shaped by the people Working within the Hospice Charity Partnership. Each value is realised by all staff championing the behaviours they have outlined, thus shaping the culture that People want to hear, see and feel. This is critical to effective working and delivery of the strategy and the business priorities.
T.HE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 .Buslness'Pljoritles The current strategy has been built,on Ihe following core,princip.les: Build: Building the foundations of Ihe organisation, ensuring our infrastructure, systems .integration and workforce are stable, adaptable and fit for the .future. Grow: Growing our collective understanding of the needs of Birmlngham's diverse communities, increase the number o,f ttospice supporters and grow sustainable voluntary income. Maintaining and Growlng tatuary Incorne: Significant focus has been given to maintaining the current level of funding from the NHS which is critical to delivery of essential services. In July 2022 NHS England released statutory guidance for Palliative End of Life Care for Integrated Care Boards. This guide sets out the acceplance that demand for specialist hospice care will continue to increase, working in partnership with the NHS and local authorities to secure sustainable funding by 2025126. Despite this, ICBS have not been able to confirm how they will meet this iequired as they are under extreme financial pressure. Growing and maintaining voluntary income: Voluntary income is essential to delivery of holistic services that the hospice provides. this includes, bereavement support. Living Well Centre services, family support and complementary therapy. The hospice buildings and environmcnt could not be maintained without public support and philanthropy. TrIhIle the future of fundraising income remains unclear due to the current economic climate, the local community has continued to support in many ways. People do want to support their local hospice and there is a continued appetite to get involved. People's ability to do this in traditional ways, such as attending fundraisers or taking part in participation events. has reduced but not stopped. We continue to bring back popular events and create new ones. Despite the economic condltions. retail shops have gone from strength lo strength. As a result, the hosplce will be looking to increase income and .profit through its retail portfolio. As part of the build programme, we updated the charity brand and have developed a new single charity website which has been updated with the new branding. These two areas of work are critical to providing hlgh standards of supporter care and providing a point of contact to access services, or find out more about what we provide. Reach Reaching and supporting more people who require specialist end ,of life and palliative ,care services is our goal. We maintained delivery of our current community and inpatient services efficiently and to the highest standard. Maintainihg the current model of care in 2024125 require) additional statutory lunding. Due to the financial climate, future services will need to be adapted to meet the needs of the wider community and may not'reflect the traditional Model and approach.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Hosplce facilitles and environment Covid has highlighted and expedited the need for both hospices to have single beds with en suite facilities. Moving to single rooms only will help increase capacity, improve dignity and privacy, and create a relaxing, personalised space for patients and families. Both sites require significant refurbishment: an appeal was launched to raise funds for the refurbishment, which will allow the Erdington site to improve Some of Ihe inpatient rooms in 2024125. This will have Ihe added benefit of Increasing awareness ol the hosplce and services it provides to the community. Public beneflt As part of the merger process. the Trustees reviewed the objects of the charity and agreed revised objectives a8 sel out in the Articles of Association. The charity's objectives are specifically restricted to promote the relief of illness or suffering by: 5.1 The expert Care and support of people with palliative and end of lrfe needs; 5,2 The provision of services to promote health and wellbeing for patients and carers; 5.3 The care and support of family and friends who have been bereaved., 5,4 The advancement of education and healthcare practice to raise awareness of potentially life limiting illness., and 5.5 The advancement of high-quality palliativé and end of life care through the community. The hospice services benefit a specific section of the public (adulls and their families and carers within Birmingham and the surrounding counties, affected by progressive life-limiting illness) but there are no other restrictions on access to its services. HCP works with adults across the spectrum of illness that foreshortens life, and has a number of programmes to look at the prevention of illness itself. The trustees belicvc the charity providc-4¥ a public bencfit through the work of HCP which offers palliative and end-of-life care to adult residents within its catchment area who are suffering from a terminal illnes3. All services provided by HCP are free of charge to palients and their carers or families. funded both by the taxpayer and directly by the public. HCP delivers seNices on behalf of various NHS Clinical Commissioning Groups {CCGs>. and also works with other organisations. regulators, funder8 and community groups in its capacily as a charitable organisation. The Trustees have referred to the guidance contained in the Charily Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to Ihe aims and objectives that have been set.
THE,HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 ACHIEVEMENTS AND PERFORMANCE At Birmingham Hospice we provide serviGes for people living with Ilfe-'Ilmiting illnesses and thelr famS1ies. loved ones and carers across Ihe diverse population of Birmingham. Solihull and Sandwell. We offer expert care and support both at home and within the community, as well as through inpatient and day services at our hospice. With a welcoming and inclusive approach, we are there from the moment of diagnosis to the very end of life and beyond, offering bereavement support for loved ones of all ages for as long as they need it after someone dies. As a teaching and research charity, we use our expertise to train other healthcare professionals in palliative and end of life, care and to irnprove and develop care services for the future. Both hospice sites have now been awarded an 'Outstanding' rating by the CQC; and we received the Nursing Times - HRH The Prince of Wales Award for Integrated Care. Previously we joined forces with other local hosplces to establish Ho8S (HospSces of Birmlngham and Solihull), enabling more people to gel the care they need as quickly as possible. This approach was so successful that it is an established 8am to 8pm 6er4ice. There are ongoing discussions across the health system to expand the services to 2417. This will provide a rapid response out of hours Specialist Palliative Care service across the city. Following a successful pilot, the Personal Heallh Budgel {PH8) serrflce has become an established service across the health system. The PHB service has seen 245 patients in the six monlhs lo March 2023 and 412 patients in the year to March 2024, saving thousands of activity conlacts across which would have Gost the system many thousands of pounds. Building on the organisation been awarded Silver Standard accreditation for Investors in Diversity; the programme of diversity arKI awareness is core to the organisations ongoing development and strategy, Increaslng income from fundralsing activities and development of retail remains a key component of the organisation's income. We have Gontinued to develop our events and community campaigns ¢alendar. Increasing city-wide corporate support has been a focus as it was severally impacted by the Covid restrictions with office-based fundraising and Chartly of the Year opportunities limited. The rebrand lo 8irmingh8m Hospice and the planned Imld in Art project will be a catalyst for further corporate growth in 2025126. The retail chain has continued to pcrfomi wcll. Investmenl in retail during &023124 has yielded good I'éllji'i) on investment; further retail growth is planned for 2024125. Campaigning for fair hospi funding has been a focus for the organisatlon In 2023124. Bimiingham Hospice has been working closely with Hospice UK calling for fair and equitable NHS funding across England. Birmingharn Hospice, like many hospices. is unable to meet the increasing costs and demands on services through voluntary income. While fundraising and retail remain an important sleam it Gannot grow at tlie iale of inflation.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES. AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The achievements in the year have been focused on: Achieving CQC outstanding at the Selly Park and Erdington sites Received the Nursing Times Award for Integrated Care Awarded 'Charity of the Year, by Birmingham Chambers of Commerce Building excellent partnership working with the NHS and other care providers. Meeting and exceeding all extemal regulation and enhancing our internal governance processes, Providing care where people wish to have It and of the highest quality. Retaining a strong and committed staff and volunteer base. Responding to the Ghanging and increasing complex care needs cf the people we care for Increasing the use of Personal Health Budgets in end-of-lrfe care Encouraging the community to talk about death and dying through a range of approaches. The hospice considers patient safety and quality to be the highest priority. A significant amount of work has already been undertaken to align systems and practice across both sites, This included the purcha8e and implementation of a new incident and risk system thal offers superior system benefits, which supported alignment across both siles and all services, Key performance indicators for the Quality Clinical Govemance Committee, the Finance, Performance and Estates Committee, and the People Committee have been developed and implemenled; these feed into the balanced scorecard which18 reported to the Board of Truslees. The Board has a subcommittee for cllnical quallty known as the Quality Governance Committee (QGC) and this has a working group, the Clinical Governance Committee (CGC). The Hea5th and Safety Committee reports to the Finance. Performance and Estates committee. QGC reports to the Board to give assurance on clinical risk and quality and clinical safety measures, include safe staffing levels. complaints and compliments. Corporate safety measures include housekeeping cleanliness audits and staff training records. In addition, robust systems are in place for reviewing and implementing relevanl National Institute for Health and Care Excellence (NICE) guidance and addressing Clinical Assessment Service (CAS) alerts. The last Care Quality Commission regulation assessments were carried out in September 2023 (St.Mary's) and January 2022 (John Taylor). Birmingham St. Mary's Hospice report was published on the 12 February 2024 and the overall rating for the ser4ice was rated as 'Outstanding'. The CQC inspection provided a further rating for each of the 5 domains or questions Ihat they assessed and the hospice was rated 'Outstanding' in 2 categories and 'Good' in 3 categories, John Taylor Hospice report was published on the 30thol March 2022 and the overall rating for the service was rated as 'Outstanding'. The CQC inspection provided a further rating for each of the 5 domains or queslions that they assessed and the hospice was rated 'Outstanding' in 3 categories and 'Good' in 2 categories.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Ensuring Ihe highest quality of care and evidencing thls in various ways such as patient-led audits, Ihe annual Quality Account, patient feedback and CQC inspection is a focus across the charity. The results of audivevaluation are fed back appropriately to those delivering, receiving and commissioning the seNices and to Ihe Board. Audil and evaluation is continuous in all departments and resulls indicate thal patients, carer8 and NHS partners are satisfied with the support they receive. The public can review the results of external inspections online. and patient satisfaction surveys to hear patients, views about care and how the hospice is run in order to make Continuou improvcments. Benchmarking with other hospices enables the organisation to identify areas for further development, or provides assurance that HCP continues to function well. Working Partnerships As an independent business, one of the charity's key priorities has been to continue to work collaboratively with NHS funders as well as other health providers and non-health organisations to ensure the conlinualion of high-quality end of life services. During the 18 months, 1 October 2022 to 31 March 2024. the hospice Gared for a total of 7,477 patienls. Erdington patients total 3,981 patients { Oct22-Mar23 1,129 and Apr23-Mar24 2,852) and Selly Park patients total 3,496 (Oct22-Mar23 1,388 and Apr23-Mar24 2,108), as well as pyoviding support for these patients, families. That care was provided by the charity's Inpatient Units, Its Living Well Centres and in the community. The organisation also provided wellbeing support to both patient8 and family members. The charity has a number of dose working relationships in the local community including Birmingham and Solihull CliniGal Commissioning Groupllntegrated Care Board, and Sandwell and West Birmingham Hospitals, with whom it has NHS contracts. In addition, close working arrangements are in place with local primary care in north, east and west Birmingham Including general practice, Bimingham Community Healthcare NHS Foundation Trust. University Hospitals Birmingham NHS Foundalion Trust. Bimiingham City Council and a number of local hospices including St Giles, Hospice and Marie Curie Hospice Solihull. In these forums, il works Closely with colleagues in the acute heallh sector and other hospices to develop end of life care across the city and prevent unnecessary hospital admissions for this group of patients. In addition, it takes referrals, where appropriate, from outside the catchment area on a cost per case basls. Hospices of Birmingham and Solihull (HOBS) provided 2417 access to specialist pallialive care advice, joint bed management 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 seNice was possible due to the redirectlon of existing resources but Is not sustainable long tem without additional external funding. A joint business babe on behalf of the partnershlp wa5 submitted in 21122 and agreement was given to fund the services from 8am - 8 pm. further data and analysis is been carried out across the health system lo test the case for a 2417 service. The Charity continues to be part of the ongoing work around Ihe Birmingham and Solihull Integrated Care System {ICS) which seeks to close gaps in health inequalty, quality and care, and funding going forward to meet demand. For example, in Birmingham there remains a nine-year gap in lrfe expectancy betrNeen tha most affluent and the most deprived populations. The Birmingham and Solihull ICS is split into a number of
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES. AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 worksireams with end of life care sitting in the Ageing Well workstream. However the financial position of both the hospice and th8 NHS is likely to hinder progress in this important area of work. Black Country Integrated Care Board continues to commission an overarching contract for end of lrfe care from Sandwell and West Birmingham Hospitals. and HCP remains a sub-contractor of this Connected Palliative Care Conlract. The contract supports a hub for end of life care ¢f>ordination, for patients and thejr familles as well as heallh professionals. Focussing on the populations of Sandwell and West Bimiingham, the ¢entre aims to bring together care providers to offer seamless end of lrfe support. Activity 2022124 The Charity has seen Gonsistency in relation to its clinical activrty during the year with the following activity through its services as shown below: V¥ 341 341 J41 341 J41 J•1 Jos J41 J41 2S? 23 io 2$ 31 J? TO 18 2J 133 12 97 ?20 IJS WbI 27 77 Is? io J7 159 Ji 10 125 137 14 219 197 46? 263 107 72 73 1014 i)p 102 1432 lJ47 1•07 ije J•32 104 447 106 b74 $21 1129 Jn Jn 3n Jn 371 ?72 372 -4M!!!!!!:': Jn J72 Jio 25 947 23 21 14 IJ 21 24 21 IhW•ilC*uW 16 155 si 5SO 4&7 4?1 412 23 24 402 18 24Z 257 47 501 40 275 401 912 ios 105 1724 212• 2144 1982 1743 I122 i?0? 163? IS57 103 4S2 78 87 )?(¢ 421 391 21¢4 As at 31103124 HCP currently employs 410 staff with 576 volunteers. Revalidalion for medical staff is the process by which licensed doctors are required to demonstrate on a re ular basis that the are fit to ractice and have their licence renewed. The hos ice has the a ro riate io
THE HOSPICE CHARITY;PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 procedures in place to ensure this .is do.ne via a nominated Responsib'le Officer who oversees the process and links in with the General Medical Council (GMC). The hospice's arrangements are via a contract with ,University Hospitals Birmingham who supply Ihis SeICe. No i88ue8 have arisen in the year. Nurse revalidation also came inlo effect from April 2016 to build on existing renewal requiraments by introducing n8w elements which encourage staff to reflect oft,their code of practice and demon=trate that they are 'living' by the standards sel out within it. This process was supported by revalidation presentations, Royal College of Nursing (RCN) formal revalidation training, annual appraisals, weekly reflective discussion pertinent to ,clinical practice. and a training co, ordinator who rccords all indlvldual tralnlng aGGomplithhments. Our people are engaged by varloufr mothods including rcgular CEO updatc=, 'Buzz' ncwslettor and rcgular team meetings. OMT (Operational Management Team). which is our Executive Management Team and their department leads, meets monthly face to face. All people have also been engaged in helping to formulate our new combined values. Our approach is to run a full annual engagement survey. which was done in 2023. We have also inlroduced a staff newsletter (The Buzz) and a suggestions box al each location, and we ensure we monitor engagement and suggestion responses, and deliver actions as timely as possible. There are regular question and answer sessions with the executive leam members, During the financial year 2022124, 576 volunteers made regular commilments to support HCP. These roles included Living Well Cenlre host8, drivers, photography, fundraising, gardening and financ8. Providing a better experience at end of life As our numbers continue to grow, we are stlll deliverlng the highest quallty Care. Feedback from patients and carers has remained consistently positivo throughout Ihc ycar. April 2023 - March 2024 al Selly Park.. 980A of patients I carers are likely or extremely likely to recommend the hosplce to friends and family rf they needed 6imllar care. <98Qh in 2022-23) April 2023 - March 2024 at Erdington: 99. 59/0 of patients I carers are likely or extremely likely to recommend the hospice to friends and family rf they needed similar ca. (990/0 in 2022-23) With figure8 for Binnlngham showing that 55% of deaths occur in hospital when it is knovm that people would prefer to die at home,, we have striven to.provide more people with more choice as they approach the end of life. Only 19% of our patients in 2022124 died in hospital, with the majority (50%) dying in their usual place of residence and the remainder in Ihe hospice or elsewhere. During 2022124. 83•/0 of our patlents were able to dle In the place of thelr chooslng. Vve have continued to help people live well with their condilion through self-help programmes, extending our 'roach to engage more patients with a non.cancer diagno41. 1 Anaty$lJ ol future •nd of lrfe needs in 85ngharn, Sandwell a Solihull,. MidlarYl$ and L*ncashlr8 Commls¥lonlng Support Untt (20171
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The team have worked hard to continue to offer a rapid response service, from 8am - 8,30pm seven days week and this contlnues to reduce admission to hospital and provides invaluable support to West Midlands Ambulance Service. There is a dedicated phone line for support for other healthcare professionals and both sites are able to accept admissions to the wards 2417 if necessary. Expanding our specialist centre of research and learnlng Over the past year we continued our commitment to lead and participate in research, establishing new evidence about the approaches that work best for patients. We are grateful to our palients for generously giving their lime to research. All projects add value to our care and improve quality of life for patients with life- limiting illness. We have been involved in recruiting to several national portfolio studies since the early part of 2020 including Prosec 3 'A multi-centre evaluation of excessive saliva management in patients with motor neurone disease, Although many national research studies were paused or delayed thereafter and one research nurse was redeployed into clinical practice as a result of the Covid-19 pandemic, we continued to support research activities such as.. supervising physiotherapy undergraduates undertaking dissertation projecls supporting Msc dissertation projects being undertaken by hospice clinical staff facilitating recruitment for PhD research studies focused on palliative and end of lif8 care Despite clinical pressures our teams did well in 2020 to 8UPPOrt r8cruitment inlo a study explorlng the Impacl of covid on hospices (ICOH, John MacArtney et al) We also had poster and oral presentations accepted for the Palliative Care Congre88 which took place in March 2021. Our Homelessness support team presented thelr innovative work on the main Conference stage, but this work has now ceased. As a teaching hospice, we provide education programmes to health and social care professionals in the wide network of'.care providers with whom we work. This includes GPS and District Nurses. prison services, care homes, hospitals, community and mèntal health service8. To support the system-wide response to Covid-19. we were commissioned by Birmingham and Solihull clinical commissioning group (CCG) to provide a series of Webinar4 on topics relatcd to palliativc and end of life care. These proved very successful with significantly elevated numbers of professionals accessing our education support. The CCG have recommissioned this programme into 21122. We are also now commissioned for sp8cialist palliatlv8 care. bereavement and SAGE and THYME @ communication training by various other system partners across, Birmingham and the Black Country. We worked wlth Aston University Medical School to develop a 4th year medical undergraduate training programme in Palliative Medicine for their first cohort of 4th years starting in the academic year 21122. We will deliver this in partnership with Marie Curie Hospice West Midlands and the Supportive and Palliative Care team at University Hospitals of Birmingham NHS Foundation Trust. This is in addition to the long standing programme of 41h yeareducation delivered to University of Birmingham sludents. alongside other Midlands Palliative Care colleagues 12
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Being an •mployer and volunteering centre of choice Over the past 18 months we have continued to have our people at the heart of whal we do, and we have ,remained committed to making our hospice a place where people 'belong and can thrive and grow. We have an 8Ctivc Wellbeing group which includes representation from mental health first Aiders, clinical and non-dinical teams who design monthly wellbeing campaigns. We have focused on all aspects of wellbeing under our overarching banner of 'mind, money, move, munch, _,.mental health, flnancial health and physical.health. We moved to a new occupational health provider who offer both face-to-face and telephone support and a broad spectrum of online accessible resourGes. In addition, we have continued to offer clinical supervision to all of our people Investment in training and development has continued, in particular in respect of management development. A 12-month Coaching skills programme has been completed by 42 of our managers. A management development programmc was also launched for both existing and aspiring managers, whir.h r.nnxl%t8 Cjf interactive workshops, and this is ongoing. The content ranges from finance to people management 8klll8 training. Our values-based recognition scheme was launched in September 2023. Our people have embraced the scheme wrth over 250 nominations for all of our people, including our volunleers, being received in the first six month8. Our commitment to paying our people fairly has been a priority with a pay award being made again in October 2023., however, we cannot align fully to the NHS Agenda for Change from an affordability perspective. Our benafits have been Increased with the inlroductlon of car leasing through NHS Fleet, a cost of living payment, and pay rise8. Our services The hospices have a wide range of seNices including integrated health and social care at home, day care provision, pharmacy, occupational therapy, physiotherapy, outpatient clinics, Hospice at Home services. education, complementary therapy, carer support, psychological therapy and two Inpatlent Units (one at Ihe Erdington site and one ai the Selly Park site), which operate for 365 days per year. ',Inpatient care The Inpatient Unit at each of our hospices provides specialist palliative care. includlng symptorn control. end of life care and advice, and support by a team.of doctors, nurses and therapists. On both sites, families can stay with Iheir loved ones in a calm and comfortable environment. Referrals are taken from healthcare professionals and prioritised according to clinical need. Holistic Gare is planned to address the physical, psychological, social and spiritual needs of the patients, with respect for culture, religious and personal values. Personal choice is central to Ihe ethos of care and decisions are made by the individual, in collaboralion with the team. Our Care is delivered without judgement, and we respect and uphold every individual's privacy and dignity. 13
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The Selly Park site comprises 12 beds including 10 specialist beds and 2 'home from home, beds. The Erdington site comprises 11 beds including 9 specialist beds and 2 'home from home,. The need to keep patients isolated remains due to infection prevention; this has reduced bed capacity on both sites to 12 single occupancy areas. The complexity of patients has increased and Ihe delays in accessing treatment wrthin the NHS due to the pressures of Covid have led to some distressing cases being admitted every month. Extra wellbeing and clinical supervision support has been available to staff. Patients and visitors have access lo the garden at both sites and, at the Selly Park site, a larger main onseNatory has been specially redesigned for those patients in our care who have dementia. For instance, we have improved signa9e lo create a comforting and familiar environmenl to reduce anxiety, and to improve social interaction. In 2022124 there were 355 (Erdington 111 In Oct22-Mar23 and 244 in Apr23-Mar24) and 402 (Selly Park 133 in Oct-22-Mar23 and 269 in Apr23-Mar24) admissions to our Inpatient Units, including patients who may have been admitted more than once. Our bed occupanGy rate for specialist beds was 91 Oh for Sally Park in both Oct22-Mar23 and Apr23-Mar24 and 87% in Oct22-Mar23 and 85% in Apr23-Mar24 for Erdington. Integrated Communlty Palllative Care The Integrated Community Palliative Care Team consists of Clinical Nurse Specialists, Hospice at Home, our satellite Glinics and our Living Well Centre. The team supports individuals and families at home (including in care homes, prisons and hostels) and elsewhere in their community, providing advice and guidance on symptom management and advance care planning, as well as responding lo other spiritual, psychosocial and care needs, Clinical Nurse S ecialists The team has adopted new ways of working during and since the Covid-19 pandemic, includlng collaborating with other hospices under the umbrella of HOBS {Hospice$ of 8irmingham and Solihull). These are now part of the normal business of the hospices. Outside of office hours, patients known to Ihe hospice can access telephone advice from our team of SP8cialist nurses. We offer round-the-clock specialist medical advlce and telephone Support for any healthcare professional caring for individuals with palliative care needs within our area. The team made a lotal of 28,611 (Erdington 8,655 in Oct22-Mar23 and 19,956 in Apr23-Mar24) and 33,524 (Selly Park 12.075 in Ocl-22-Mar23 and 21,449 in Apr23-Mar24) clinical contacts during 2022124 . A total of 1,521 (Erdinglon 477 in Oct22-Mar23 and 1.044 in Apr23-Mar24) and 1,782 {Selly Park 626 in Ocl- 22-Mar23 and 1,156 in Apr23-Mar24) new community referrals were received. Hos ice at Home Our Hospice at Home team provides nursing care and psychological support to patients who have expressed wishes to die at home and require additional support to achieve this. Care is delivered by registered nurses and healthcare assistants in the patient's own home. The Hospice at Home team works closely with our Clinical Nurse Specialists, supporting patients and famllles with telephone contact and responding lo urgent need. They also offer 'bridging care, after discharge from 14
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 hospice or hospital for people with palliativ.e care needs who are awaiting a Ipackage of social care lo be put ,in place, A total of 204 (Erdington 86 in Oct22-Mar23 and 118 in Apr23-Mar24) and 425 (Selly 'Park 11 S in Oct22- Mar23 and 310 in Apr23-Mar24) Hospice at Home new referra'ls were received. .Service¥ At Erdington in Oct22-Mar24 thera were 305 new referrals .made {92 In Oct22-.Mar23 and 213 in Apr23- Mar24) and 2.412 attendances at the Livlng Well Centres durjng that period (764 in Oc122-Mar23 and 1,648 in Apr23-Mar24). At Selly Park in Oct22-Mar24 there were 268 new referrals made {76 in Oct22-Mar23 and 192 in Apr23- Mar24)8nd 2,570 attendances at the Living W811 Centres during that period{766 in Oct22-Mar23 and 1,804 in Apr23-Mar24). The future plan is to offer a hybrid model of delivery, where palients have a choice to access face-to-face care or engage virtually. Thera eutic Care We offer physiotherapy, occupational therapy and complementary therapies to people on the wards in the hospices, In our Living Well Centres and within the local communily, to support omotional and physical wellbeing and promote independence. Wellbein Team The Wellbelng Team, consisting of soclal workers and spiritual care workers, provides practical advice and specialist counselling, syrrtual and psychosocial support to patients, carers and lamily members, including children. The Splritual Care SeNice ha8 seen changes this year with the recrultment of a new Splritual Care Coordinator, who will lead a team of volunteers in supporting people of all faiths and none. me T,he aim of Support at Hom8 is to reduce the growing number of people who face social isolation when dealing with a life-limiting illness. Led and delivered by volunteers. Support at Home offers befriending. sittin9 and signposting for patients with life-limiting illnesses who require non-clinical SeNiS and who have expressed a wish to,die at home. Support at Home volunteers have remained committed to engaging with patienls and families by telephone. For some individuals who were facing the isolation of lockdown, this was invaluable. Bereavement Su ort Services The Bereavement Support Service offers a range of information, facilitated support groups, one-to-one bereavement support and counselling. and 15 delivered by professional counsellors as well as highly-skilled volunteers trained in supporting people in grief.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Our specialist Child Bereavement Service, funded by Children in Need, Supports ¢hildren and young people dealing with Ihe loss of a loved one. A pre-bereavement family memory-making programme developed by the team has been very successful. Education As a teaching hospice, we deliver education in palliative and end of life Gare to students and professionals from different sectors, as well as offering a broad range of accredlted training courses. Tralnee doctors and nurses form part of our clinical teams. We continued In education delivery with simllar Income compared to previous years. Introduction of collaborative working across local hospices, comrnissioning and a mixed delivery method approach has increased our reach. The collabor8tlon with Blrmingham Community Healthcare NHS trust continues, with delivery of training to comrnunity staff across Birmingham and Solihull. Following a tender process, the Hospice Education Department also became the preferred provider of end of life and palliative care education to the Black Country and West 8irmingham STP, where we now deliver a virtual tralning programme. Research Research is a vital part of the work we do. We work with researchers at universities and in other healthcare settings, and are adively involved in recruiting patlents, carers, staff and volunteers for new research projects. The research we do continually improves the care and support we provide and helps advance palliative and end of life care for the future. Our achievements in 2022124 are described on page 7. mm nit develo nd Last year we worked with partners across our STP (Sustainability and Transformation Partnership) on a proposal to achieve Compassionate Cities Status in Birmingham. We launched the first Compassionate Communilies Programme in Selly Oak Neighbourhood Network, in partnership with Birmingham Voluntary Ser4ice Council. Our Homelessness Support Service launched in September 2020 and ha8 seen and 8UPPOrted direct referrals as well as 8UPPOrting the development of a palliative care meeting with the homelessness primary care team. This approach has now been integrated into the core service. The year ahead The next financial year will cover 1 April 2024 - 31 March 2025. Our main business priories for the next period are,. To identify and agree estates capital projects, prioritise those identified capital projects via weighting those against strategic objectives, and to identify funding, Capital priorities are to improve access. sustainability and quality for stakeholders. To identify and agree long term 2025-33 estates capital projects, prioritise those identified capital projects via weighting those against Strategic objectives. To Identify and prioritl8e long-term estates capital plans in line with wider system forecasted inpatient and community requirements. The contract frameworklstrategy will set out the way in which contracts and partnership agreements will set out the roles and responsibilities of providers, the funding split including risk share agreernent and how seNice pathways will be inte rated for PEOLC. 16
THE HOSPICE CHARITY. PA'RTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 ED&1 and Wellbeing - Continue to develop specrfic plans for EDI and people wellbeing across the organisation, ensuring inclusivity and wellbeing embedded in core activity. .Ensure HCP is spearheading PEOLC across the .region - scope the development of the 'Cultural Blueprint of Care, The blueprint will provide guidance to health and social care professionals on how to deliver inclusive. culturally appropriate end of life car8. Volunteers Our volunteers continue to be an integral part in delivering all aspects ol our services, Including our Trustees who support the governance and leadership of our organisation. We could not deliver our work free of charge without the generous donation of time from 576 people. People volunteer for many reasons and the benefits are wide-ranging.. from the feeling of making a difference to people with life-limlting illness, tojoining a team and making n8wfri8nds, or leaming new skills and gaining valuable career experience. Wc havc four fundraising groupa Including tho KingD Norton group, tho HotJPiCO Choir, tho EdgbaJVton Ladios Committee and the Craft Fundraising Group. In total over the last 18 months these volunteer groups have raised a wonderful £14,023. This year we had the support of three dedicated Collection Box Coordinators who, supported by a further three ad hoc volunteers, processed 603 collection tins, raising £43,574 from various locations in Birmingham and Sandwell. Our UcCCOtJGfUl Big Brum BuGket campaign retuned for July 40?3 and raised £9,799. In addition, TreecyGling remains our largest communlty campaign taking place Iwlce during the 18-month financial year. With continued growth in January 2023 and 2024, the Christmas campaign raised £127,293 and £142,324 respects'vely, We are thankful for the contlnued support of our corporate partners with our two largest company donatlons coming from Doocey Group and Pallet Network. In May 2043 Doocey Group, owned by Mark and Steve. whose mother was a patlonl at our Erdington •knTrito, held their corporate Golf Day ralsing a total of £47,482.51. for our Room to Care appeal. The Pallet Nelwork's Autumn Gala was in support of Bimiingham Hospice and the'Buddy Bag Foundation. The event raised an incrediblc £75,000 in total. with Birmingham HOpICe receiving a fantastic £35,000. After a five-year hiatus the Chocolate sk turned to the hospice annual eiienls calendar. Taking place in March 2024, Ihe event attracted 700 runners and raised £24,847. 17
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The hospice retail chain saw the closure of its Coventry Road shop in February 2023. The existing Harbome shop was relocated to larger premises, enabling th8 hospice to launch its very first superstore. In February 2024 the hospice opened the doors to a new shop in Balsall Common, taking the chain to 20 shops. The retail operation was supported by 336 retail volunieers, giving 78,186 hours to the hospice. Our approach to fundraising As a charity that relies on voluntary income. we take an active and responsible approach to fundraising. A high-quality supporter experience is key and as a member of the Fundraising Regulator we are fimily committed to ensuring we are compliant with their Code of Practice. We endeavour to operate in a transparent and open manner, as well as to protect membors of our community and 8UPPOrters who may be vulnerable. To support this, the following fundraising policies are in place and regularly revlewed: Thlrd Parties and Corporate Partnerships Acceptance and Refusal of Donations Grants and Trusts Policy The Receipt and Safe Handling of Donations Protection of Vulnerable People Vthilst Fundraising Events Policy. Our fundraising activity is carefully planned and monitored using set templates to ascertain campaign feasibility, plan income and expenditure budgets, arrange 10glStiGs and ensure all health and safely requirements are met. All supporter data is stored on Donorflex {our fundraising database) and is governed by strict consent, unsubscribe and complaints processes in line with UK GDPR legislation. Oversight of these prosseS is carried out by an internal committee of staff (Information Grovernance Steering Group), who ensure we keep up to date with new legislation and act appropriately on supporter feedback. We have a dedicated Supporter Experience and Finance Processing Manager whose role, led by the Senior Fundraising and Supporter Experience Manager. is to ensure that on a day-to-day basis we deliver a gold standard experience for all supporters and that any updates in UK GDPR or fundraising legislation is fed back to the team at monthly team meetings. All our events are risk assessed and ¢oveied by professional insurers who we work closely with to ensure our 8UPPOrters are properly protected when taking part in our events and community activities. All necessary venue permissions, temporary event notices, collection and music licenses, supplier public indemnity insurance and hygiene qualifications are secured for every event hosted at extemal premises and using third party suppliers. The fundraising environment remains competilive and challenging. The need lo continually adapt and remain agile has never been more im ortant. This ear has seen a decrease in the number of people able to sup ort.
T,HE HOSPICE CHARITY PARYNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 the .hospice financially due lo ,the pressure of 'the cost-of-:liviTrg crisis. In order to maintain existing income level8, the fundraising team 'is continually ,,reviewing activity, implementing mitigalions and introducing new fundraising initiativo to reduGe the ImpaGt,of any incorne Shortfall on the wlder hospica, ,Ovorsight of all fundraising activ.ity carricd out by the charity is the reSpone1b11itY of the Truslees, ExecutiVO Team and specifically the Income Generation Director, all of whom CeIVe,MOnthIY and quarterly reports on income and expendilure, activity, complaints and new developments. E.nsuring excellent'fundraislng customer service T.hc charity i¥4 committed lo provlding an excellent service to supporters, but we recognlse that as campaigns and supporter numbers grow, occasionally things do not go according to plan. Infith this in mind. we encourage complaint5 and feedback to help shape the ongoing development of our activity and the way in which we work with our supporters, From OGtob8r 2022 to March 2024 the hospice received four complaints relatin9 to fundraising. A communication to address each complaint was sent.individually to the complaint and they were all resolved amicably. The nature of the complaints were as follows.. Legacy not acknowledged, and the supporter had to rin9 and chase up. Treecycling - website unable to takelprocess payment and resulted in having to call in. Supporter unhappy that after donating they were automatically opled in to receive mailings. Supporter received a mailing afler requesting to no longer hear from us (possibly due to limings around data pulllcut offj ,Ongoing evaluatlon CoJn,plaints and feedback hclp us to monitor the cffect1vencrs of our fundraid*Ming activitioo and we actively review and analyse the complaints we receive to recognise trends and take appropriate action at an early stage. Once resolution of the complaint is achieved, learning outcomes are identified and shared to improve ,thc quality of thc CTvIce provided, improve relation phip6 with service users, customers and 6UPPOrters, and promote best practice with our people. Should the complainant not be satisfied with the ,response from the hOpice, we refer them to the Fundraising Regulator for independent adjudication. The Fundraising Team shares and reviews all feedback received and presents this 'lnformation In a post campaign evaluation report. During the year, we worked hard to ensure that we were communicating with our Upport0 appropriately and Ihanking them in a timely manner for th8ir kind donations. 19.
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 STRUCTURE, GOVERNANCE AND MANAGEMENT Birmingham St Mary's Hospice and John Taylor Hospice progressed through lo a full merger on 1 August 2021. John Taylor Hospice was then renamed as The Hospice Charity Partnership. All assets and liabilities of St Marys Hospi¢e Limited (company number 01161308, charity number 503456) and Sl Mary's Hospice (Trading) Limited (company number 02696641) were transferred overto John Taylor Hospice., which became the Hospice Charity Partnership trading as Birmingham Hospice. Reference and administrative information set out on page 31 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association, the requirements of a directors, report as required under company law. and the Statement of Recommended Practice for Charities (SORP 2015) (Second Edits'on, effective 1 January 2019). The Artlcles of Assoclatlon The Articles of Association is the governing document that sets out rules and requirements relating to Association Members: terms of office and election of Truslees and Honorary Officers: disqualification of Trustees,. and proceedings of the Board. Board of Trustees The Board of Trustees (the Board) is Ihe governin9 body of the charity. The purpose of the Board is to agree the strategic direction of the charity and to ensure the organisation delivers on its plans and objectives as set out in the governing documents. The Board is accountable for the organisation's compliance with regulation and legislation, as well as ensuring that the values, ethos and reputation of the Hospice are upheld. The Board also supports the Chief Executive and Executive Team in carrying out their executive responsibilities, and holds them to account for their delegated responsibility for the strategic and operational leadership and management of the hospice. There is a clear understanding of the distinction between governance and management. The Trustees have delegated day-to-day management of the charity to the Executive Management Team as outlined on page 30 in this report. These personnel have delegated authority to make decisions on behalf of the charity. Formal meetings of the Executive Management Team are held on a monthly basis and a number of other committees form part of the decision-making structure for recommendations to the Board of Trustees or its Subcommittees. These include an Information Governance Committee, Clinical Governance Committee, and Health and Safety Committee. There can be up to 16 Trustees on the Hospice Board {with a quorum of four), The 8oard holds ultimate responsibility for the employment of all staff who are employees of the hospice. The Board meets at least four times a year with additional ad ho¢ meetings as and when required. The Board is the final decision-making body for new policy, strategic planning and approval of financial budgets. The Board is also responsible for monitoring the implementation of the strategy and financial activity. The hospice Chief Executive and Executive Directors attend Board meetings. Trustee and Director Indemnity insurance has an indemnity limit of £2 million. 20
THE,HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The directors of the company are referred to as charlty trustees for the purpose of .charity law and under Ihe company's artlcles are known as trustees. The method of appointing trustees is as govemed by ttr Artlcles of Association, outlined below, Appointment of Trustees Appointment of Hospice Trustees is by decision of the Board of Trustees, who have the power to appoint any .pcr*•¥on who able and willing to fulfil the roje. Members of the Board shAII hnld office for a fixed temi of three years from the date of their appointment. Members of the Board are eligible for re-appointment for one further term of three years each, but having served their maximum term ol office of six consecutive years may be eligible lo serve for an additional year with the agreement of the whole Board. Trustees are appointed following a recruitment process which may include advertisement or a recruilment event. An expression of interest form and Curriculum Vitae is requested followed by interview with an Appointments Panel of Trustees and Executive Directors. The pan81 will normally include the Chainnan and Chief Executive. References are laken and appropriate suitability checks are made prior to appoinlment, as Trustees may be given power of inspection. The role of Chair is for up to two terms of Ihree year8. This also follow8 a recruitment process supported by succession plan andlor advertisement and search. This includes interview with an Appointments Panel of Trustees and Executive Directors. None of the Irustees receive any employment benefits in relation to their role as trustees of the charity. The salaries of the Directors (Executive Management Team) of the company are set by the CEO, People Director and specified trustees. Induction and trairying of Trustees New Irustee8 receive induction to the charity that includes details of their legal obligations under charily and company law, the contenl of the Artlcles of Association, the work of the hospice and the 8oard of Trustees. Trustees have a bespoke induction programme put in place and are involved in staff mix and mingle sessions and visrts to the hospice and within the community to speak with staff and triangulate evidence provided to them at board and subcommittee meetings. Trustees are encouraged to participate in Trustee 'walkabout' visits. Trustees are also invited to attend a range of educational sessions including Hospice UK events. giving further opportunities for development. An annual Away Day of Truslees and Executive Director5 also takes place, with a focus on the strategic direction of the charity. Meetings of Trustees The Board of Trustees meets quarterly during the year and the directors of the hospice are in attendance. At least four trustees have to be present in order for the meeting to be quorate. The Board has four subcommittees.. Audit and Assurance Committee Quality Governance Committee Finance, Performance and Estates Committee People Committee. 21
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 All are chaired by Irustees and have senior management in attendance. The Audit and Assurance Committee, Quality Governance Committee, Finance, P8rfom)ance and Estates Committee, and People Committee meet quarterly bèfore the Board meetings. The CEO, People Director and an agreed set of trustees meet as required to agree remuneration. These meetings ensure that the charity Is fulfilling the requirements of its commissioners and regulalors, and has regard to charitable and company law. Strategic leadership and governance framework The Trustees have overall legal responsibility for administering The Hospice Charity Partnership. The Trustees are responsible for holding the CEO and Senior Manag8ment Team to account, for ensuring that the hospice is managed efficiently and effectively, and that the highest standards of care are provided. They are responsible for ensuring adequate accounting records 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 enab18 th8m to ensure that the financial statements comply with the Companies Act 2006. They are responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities, and for the maintenance and integrity of the corporate and financial information included on the company's website. The Chief Executive is responsible for the leadership of the Charity, which involves assisting the Board in determining Ihe strategic vision and plans lor the organisation. and for ensuring effectlve achievement of those plans. The Chief Executive and Executive Team also ensure Ihat Trustees are actively engaged in exercising their accountabilities and assure effective and transparent governance across the whole organisation. This is provided through a leadership and governance framework of which th8re is a core leadership and governance structure. Leadership The Executive Director Team comprise8'. Chief Executive Medical Director {Resigned Feb 24) Clinical SeThices Director Finance and IT Director (Resigned Nov 23) replaced with interim Finance Director since Nov 23 Income Generation Director Director of People Meeting monthly, this team is engaged In looking at tha wider strategic implications of changes Ihal affect the charity sector and the operational environment. Executive Directors have powers to make declslons within the approved budget. operational plan and hospice policies and procedures, including standing financial instructions which set out delegated authority for financial decisions. Finance, Performance and Estates Committee. People Committee, Qualily Governance Committee, and Audit and Assurance Committee (within given limits) or Board authorrty is required for investment or service changes outside these parameters. The Executive Director8 have specific responsibilities Within the grievance and disciplinary procedures. 22
THE HOSPICE CHARITY PARTINERSHIP ' TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 .Govemance The following are sub-committees of the Board: Quallty Govemahce Committee F,inan. IPerformance and Estates Committee People Committee Audit and Assurance Committee. The Committees 'meet quarterly between Board meetings and have specific delegated decision-making authority,from the Board, and also make recommendations to the Board. Govemance Committees The Executive Team is responsible for management and assurance of quality and risk through four additional Govemance Committees. These aim to ensure that courses of action are taken to rninimise and remedy identified risk and poor performance, and Ihat systems are In.plar tn share good practice and continually improve the quality of car8, clinical effectiveness and leadership across the hospice. Govemance Cornmittaès have delegated responsibility to approve policies which are then recommended lo the Board for ratification, Each commlttee meets at least once a quarter. The Govemance Committees are,. Clinical Governance (reports to Quality Governance Committee) EMT F.Inanc8 {reports to Finance, Performance and Estates Committee) Informatlon Governance (reports to Audit Committee) Health and Safety (reports to Finance, Perfonilance and Estates Committee) Remuneration Committee (meets as required), Provldlng an open arid hone8t.cultur• Occasionally people,cared for by the charity are involved in an incident, some.of which have the potential to C8use ham). The charity Is commltted lo talking to patients and their carers at a very early stage following any such incident to understand what happened and. where necessary, learn the lessons that will ,prevent it happening again to improve the safety of our future patients. All incidents are reviewed (even where there is ' no harm) Ito,learn from 'what might have happened,. .If any hami happens, thé Incident is Investigated, and,patients and their relatives or. carers are a3ked to wha! degree they Ivish to be involved in the'investigation, The findings are shared with the patient, their family or carers, and also any learning and imp.rovements shared across the company. The process is designed lo analyse, and learn but not to 'judge',all incidents'as this.is essential to make sure that a culture of openness .is established and preservéd. Linked to.this, the Charity has a Being Open Policy which also describes the requirements in meeting the Duty o! Candour to whichlhe hosp'ice is committed. There is also a Being Open Chain'pion: one of.the trustees .who is available for staff .to approach should, they ,have ariy,concerns on patient safety. A; lead director
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 (Director of Clinical Services) is the Freedom 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 with an anonymous feedback section on Datix ensure that there are differing ways that staff can raise a concern. Themes from Freedom to Speak Up are reported to the Board of Trustees. The Charity Governance Code The hospice meets the outcomes of the Charity Governance Code and adheres to the seven prinGiple8 as follows.. anisati nal The Board is clear about the organisation's aims and objectives, ensuring decisions taken at board level are aligned with these aims. The organisation's aims and objectives are detailed in this report (see pages 3-4) and reviewed at Board away days every year. ur Leadershi The Board is responsible for the strategic direction of the h08pice, ensuring the organisallon dellvèr8 on its plans and objectives as set out in the governing documents, through governance committees, board meetings and regular Trustee walkabouts. The objectives are embedded in the organisation, formlng part of recruitment and appraisal system8. The Board also ensures the appropriate arrangements are in place for the recruitment and management of volunteers, with a volunteer manager in place and strong links to the workforce department. The Chief Executive and Executive Team a180 ensure Trustees actively exerclse their accounlabilities through transparent governance across the whole organisation. Inte rit The Board works to the Nolan Principles of Public Life and has in plaGe registers of interests and a hospitality and gifts register which are shared with the Audit Committee on a regular basis. .Decision makin risk and control The Board has sound systems of delegation in place with oversight being given by the Governance Committees. Risk is monitored through regular revi8w of the strategiclorganisational risk registers al both commiltee and Board level. The Board publishes a Statement of governance each year via the annual accounts and trustee statement, in line with the Strategic Leadership and Governance Framework which outlines its risk systems and internal controls. Board effectiveness Trustees are recruited specifically to bring a range of professional proficiency and Sector backgrounds to the Board, in order to fill identified skill and expertise gaps. Trustees undergo regular training and development, and all serve set terms of office, The Board meets on a regular basis and has clear work 24
THE HOSPICE CHARITY,.PARTNERSHIP TRUSTEES. AND STRAT.EGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 plans and action 109s in p'lace, Skills analyses take place to determine the correct skill mix Ifor the trustees, which info.rms recruitment, and .regular appraisals are in place. All truste88 ,:have set terms of office and an Induction process is in place Ifor all new trustees. The chairman requests reflections from all Board members at the end of each meeting. ,'Diversit The Board's approach lo diversity supports its effectiveness, leadership and declsion-making. The Board understands its responsibilities in Ihis area. reviewing skills, experience and diversity of trustees. In 2020 an Equality and Diversity Action plan had been agreed and has now been implementèd with accreditation for Investors in Diversity status achieved, and a staff Inclusion Group has been established. O enness and accounlabilit The Board leads the organisation in being transparent and accountable. The charity is open in its work, unless there is good reason for il not to be, The Board ensuras the hospice is transparént in its r8POrtlng, publi8hlng key documents on it8 website. The Board works wlth key stakeholder8, particularly neighbouring hospices and NHS commissioners. The hospice works with other providers in the local healthcare economy through the End of Life Care Board in the Birmingham and Solihull Integrated Care System (ICS). FINANCIAL REVIEW There have been adequate controls in place over the collection and reporting of information and dala collection conforms to specific data quality standards. In addition lo cora NHS funding, the charity is 'required to raise fund8 by way of donations, grants and other activities. The hospice has had a number of activities In the period to increase awareness among Ihe population served. Marketing campaigns across the city of Birmingham and other areas are deslgned to develop and maintain the profile of the hospice and to make it supporters, first choice charity to support. The hospice has improved supported fundraising offers for Corporale, olher Charity and individual supporters, including Iransparency on its costs. Donation and legacy funding conlinues to be maintained, which is an essential addition to NHS funding to enable the hospice to fund services. The Charity ended the 2022124 financial 18-month period with a deficit of £1,494,186 (2021122: surplus £299,453). Total funds as at 31 March 2024 stand at £12,838,697 (2021122 £14,332,883). Restricted Funds as at 31 March 2024 £183,211 (2021122: £3,261,148) and Unrestricted Funds as at 31 March 2024 £12.655,486 {2021122: £11,071,735). Charitable activities consisting of inpalient services, community palliative care, Living Well Cenlres. 'Hospice at Home and educalion accounted for 840k <2021122: 78 % ) of expenditure for the year. Of total income, 63Vo (2021122.. 84Yo) were generated directly by these charitable activities from the NHS, and therefore the Hospice continues to rely on non-statutory fundraising. 25
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES. AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Principal sources of funding Donations and gifts The Charity was pleased to receive donations and gifts of £960,944 (2021122: £1,104,820), a decrease of £143,876 (-130A). Le acies Income of £1,397,306 (2021122.. £1,052,988) was received from gifts generously left by supporters in their wills. This was an increase of £344,318 (320k> year-on-year and represents 5.60h of the charity's total funding. Bequests remain vital to the hospice's continued financial viability, and sincere thanks are due to all Ihose peopl8 who continue to remember the hospice in Ihis way. NHS rants Income from the NHS increased from the previous year to £15,730,665 (18 months) from £10,034,071 (12 months), this included funding for HOBSIPHB and an inflation increase. This contracted income from Birmingham and Solihull CCG and Sandwell accounts for 63% of the charity's income. Trust and Grants The Trustee8 remain very grateful for the extremely high level of support received from a range of charitable trusts and foundations. In 2022124 this totalled £467,301 {2022: £485,768). This was a decrease of £18,467 Lotteries The Charity now owns a one-third share of the equity of TLC Lotteries Ltd (TLC). This company is a joint venture between the hospice, Acorns Children's Hospice and Focus Birmingham. TLC is managed by a Lottery Manager. The TLC Board of Directors comprises two representatives from each of Ihe Ihree charities. The hospice representatives are a Company Director and the Director of Income Generation. TLC Is a decision-making organisation unless Trustee approval is required from any of the owner charities. During 2022124 £168,302 (21122: £130,281) was generated from lottery activlty, an increase of £38,021 Tradin activities HCP operates 20 charity shops across the city and surrounding area. Income from trading was £3.724,900 (2021122 £1,893,233) which was an increase of £1,831,667 (96.70h) compared with the previous year. Trading costs increased to £2,854,107 (2021122.. £1,592,864), an increase of £1,261,243 (790/0). Trading income included £272,020 (2020121". £220,236) relating to donations under the relail Gift Aid scheme, which operates in all of our charity shops. 26
THE HOSPICE CHARITY PARTNCRSI4IP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Inveslnienl,income Investment income Sncreased to £344,938 (2021122.. £138,381). The majorily .of this income was earned through the activities of listed investments. .Beserves I'Pollcy T,he reserves policy of the,Hospice takes into account the nature of:the income and expenditure StamS and the need to provide.against the uncertainty of voluntary income, especially the significant variability of legacy income. The Trustees have reviewed the risks associated with each major income and expendilure stream and quantified potential variability to detemiine the value of reseNes required. The trustees agreed a new reserves policy in January 2022 which required that a minimum balance of £9.9 million is maintained in unrestricted reserves. This will Include Maintaining free reserves of £3.6 million cash. designated reserves of £300k held for capital asset purchases, £5 million for Investment portfolio to supplement income, although the portfolio value dropped during the previous year but has recovered to £4.68 million by 31 March 2024 due to Ihe performance of the portfolio. The reserves held would equate to eight months operational cover. The Executive Team works closely with commissioners regarding fulure services and suslainability. The Finance, Perfomiance and Estates Committee. a sub-committee of the Board, meets four times per y8ar and closely monitors results and future forecasts. Restricted funds are monies given to Ihe hospice for speciftc capital and project work within the overall aims of the organisation. The funds represent both capital and revenue funds and are detailed in note 16 to the accounts. Grants and donations received for capital purposes are accounted for as a restricted funds and the depreciation of the underlylng fixed assel is charged to these funds over their lifetime. Revenue funds are reiVed and will be expansed over the lifetime of the project. Total reserves at the year end stood at £12,838,697 (2021122: £14,332,883), At the year-end the charity held unrestricted reserves of £12,655,486, that included free reserves (total r8serve8 exduding fixed asséts and funds held on investment) of £3,155,287 (2021122: £5,374,090). The current free reserves of £12.7 million which is above the minimum requirement of £9.9 million. 'This includes £3.9in in cash. designated reseNes of £230k held for capital asset purchases and £4.7million in the investment portfolio. PrinciFial rls'ks and uncertalnties ,Organisational risks are under constant review at the ',hospice. .The Executive and Business Development Team maintain a 'live' risk register that assesses governance, operational activities and strategic risk. On a quarterly basis the Governance Committees (as detailed on page 21) review and challenge the risks relevant to.their committee to ensure the level of risk remains appropriate and that mitigating actions are in lace to. effectively manage the risk.: The risk register includes a Gross, Net and Residual Risk score, enabling Trustees and Executives to focus . their attention accordingly. The erilire" risk regislèr is presented lo the Board of Trustees on an.arinual basls, identifying the procedures and systems in place lo manage those risks with hlgh" risk ra'tings. . 27
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARC.H 2024 A wide range of policies and procedures are in place lo minimise and manag8 risk as well as ensure compliance with legislation arKI CQC standards. Th8 accounting records are maintained by the hospice and the system of intemal control pertaining to the charlty is in place. These are de81gned to provlde reasonable assuranc8 against m8terial misstatement or loss. They include: an annual budget approved by the Board a clear income strategy for the charity progress against the charity budget is reported quarterly al Board meetings and by correspondence in the intervening months; delegation of authority and segregation of duties. External environmen The economic climate has become more challanglng, leading to the Charity fundlng a 5 % pay rlse for all staff. Managing staffing during and p08t pandemic is extremely challenging and we have managed to mainlain services throughout. Staff are exhausted but we continually look at new ways to support them through these difficult times. We have provided psychological support, counselling and supervision for staff. Merging during pandemic has brought unique challenges that has been challenging for the workforce. The pandemic strengthened the case for change and in many ways has expedited new ways of working. Recruitment of clinical staff remains challenging., there is a lack of nurses and doctor8, and this is a national crisis Ihat will go on for some time. We have had some wins in recruiting new staff but this often affects other services across the system, We are all recruiting from the same pool of people and the pool continues to shrink. We have begun to look at recruiting different types of allled health professionals with 3kills that are transferable to a hospice serrfice. However, we will always be majorly reliant on a nursing and medical workforce which is currently depleted nationally. We hope that launching the new strategy and a major capital appeal will increase staff retention and recruitment. Fin8nci81 sust8inabilit The organisalion receives 580h of its income from Ihe NHS. This reflects the high level of NHS funding from the historic John Taylor site and the local challenges for fundraising in a very young, diverse city with significant health and economic inequalities. The release of NHS England guidance In July 2022 supports the long-term future sustainability of the charity as this states that the NHS and Local Authority must ensure ongoing sustainable funding sources for hospice activity by 2025126. We continuelo be reliant on charitable giving and the unpredictability of legacy income remains; we do budget conservatively for this to mitigate the associated risks. Taxation Status HMRC has recognised HCP as a charity for tax purposes and as a charitable company. This means the harity can claim back basic rate Income Tax on certain donations received from individuals through the Gift 28
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Ald scheme. At present there is no laxable (non-exempt) income or gains in the charity and therefore no tax to pay. Invesiment policy and performaoce The investment policy, which was set in conjunction with the investment managers Quilter Cheviot remains unchanged. The objectives of that policy are as follows: To provide capital growth over the,longer lerm and the portfolio will supplement the primary source of income for essential charitable expenditure. Although generally. the interests of a charily's beneficiaries are best served by seeking to obtain a financial return from a surtably diverse portfolio of investments, the investment manager does have due regard to those assets which could be detrimental to the aims and objectives of HCP. Trustees aim lo avoid direclly investing in companies whose main business is in tobacco, alcohol and pharmaceutical companies that don't adhere to the ABPI code of conduct. Performance targets have been set for the Investment Manager to achieve a return consistent with the objective set out above while maintaining an acceptable level of risk. Performance of the portfolio is reviewed quarterly with the Investment Manager. Remuneratlon pollcy The Hospice has published pay scales. which are reviewed annually by the Board of Trustees. All new employee job descriptions, and substantive changes, are subject to evaluation by an external HR specialist to detemiine pay level. All roles are reviewed annually as part of the standardised hospice-wide appraisal process, and re-evaluated il job descriptions have changed materially. The Remuneration Committee oversees the remuneration process for the Chief Executive and Executive Directors. Trustees and committee members do nol receive any form of femuneration for their roles. Statement of Responslbllltles of the Board of Triistee8 The Trustees (who are also Directors of The Hospice Charity Partnership for the purposes of company law) are responsible for preparing the Trustees, annual report, including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Slandards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statemenls for each financial year which give a true and ,fair view of the state of affairs of the charitable company and of the incoming resources and applicalion of resources, including the income and expenditure, of the charity for that period. In preparing these financial stalemenls. the trustees are required to: select suitable accounting policies and Ihen apply them consistently observe the methods and principles in the charities Statement of Recommended Practice (SORP) make judgements and estimales that are reasonable and prudent state whether applicable UK accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financlal statements prepare the financial statements on the goin9 concem basis unless it is inappropriate to presume that the charily will continue in operation. 29
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 The Trustees are responsible for ens.uring adequate accounting records ar8 maintained that disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable assurance that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and deteclion of fraud and other irregularities. In 80 far as the Trustees are aware: There is no relevant audit information of which Ihe charitable company's auditor18 unaware. The Trustees have taken all steps Ihat they ought to have taken to make themselves aware of any relevant audit information and lo establish that the auditor is aware of that information. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charilable company's website. Legislation in the United Kingdom governing the preparation and disseminaiion of financial statements may differ from legislation in olher jurisdictions. The Trustees. annual report which includes the Strategic report will be approved by the Trustees on 29 August 2024 and signed on their behalf by DAWN WARD Chair 30
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT REFERENCE AND ADMINISTRATION DETAILS PATRONS Mrs Judy Dyke LLB, TEP Mrs Llewela Bailey BOARD OF TRUSTEES Mrs Dawn Ward CBE DL (Chair) Mr R Pickup Mrs K Sharpe Mr P Wainwright Mr M Goodwin appointed November 2022 appointed July 2019 appointed July 2018 appointed April 2019 appointed Aprll 2020 appointed July 2021 appointed Aprll 2020 appointed July 2022 appointed February 2024 appointed February 2024 appointed February 2024 appointed February 2024 appointed February 2024 appointed June 2023 Mrs J Ward Mr P Shanahan Mrs H Breukelaar Mr S N Suleman MsSGOwen Mr JL F R Oliveira-Priez Mr O J Nevel Mr E Laird Mr S Farmery-vigus Mr P Bytheway (resigned July 2024) Ms L Clarke (resigned 7 May 2024) Ms K E Dowman (resigned 29 June 2023) Ms B Edgar (resigned 30 November 2022) Dr J A Shapiro (resigned 1 July 2023) Mr Harry Turner (resigned 30 November 2022) Ms L A Webb (resigned 30 June 2023) EXECUTIVE OFFICERS Chief Executive Mr S Fuller Director of Clinical Services Miss S Mimmack Director of Finance & IT Mrs A Szabo FCMA (resigned Nov 23) Director of Finance Mrs J Armstrong (appointed J,une 24) Director of Income Generation Miss L Watkins Medical Dire¢torlConsultant in Palliative Medicine Dr Christina Radcliffe (resigned Feb 24) Director of People & Culture Mrs M Stuteley 31
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT REGISTERED OF,FICE 76 Grange Road Erdington Birmingham 824 ODF AUDITOR Haysmacintyre LLP 10 Queen Streel Place London EC4R 1AG BANKERS HSBC Bank 6th Floor 120 Edmund Street Birmingham B3 2QZ INVESTMENT MANAGERS Quilter Cheviot 8th Floor Two Snowhill '.Birmingham 'B4 6GA REGISTERED,CHARITY NUMBER 1156964 ,COUNTRY OF REGISTRATION England and Wales .REGISTERED COMPANYNUMBER 32
THE HOSPICE CHARITY PARTNERSHIP TRUSTEES, AND STRATEGIC REPORT 08991245 COUNTRY OF INCORPORATION United "ngdorn 33
THE HOSPICE CHARITY PARTNERSHIP INDEPENDENT AUDITOR'S REPORT Independent auditor's report,to the members of The Hospice Charity Partnership Oplnlon We have audited the financial statements of The Hospice Charity Partnership for the period ended 31 March 2024 which comprise the siatement of Financial Activitles, Balance Sheet. Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework thal has been applied in Ihe'lr preparation is applicable ilaw and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Stand8rd applicable in the UK and Republlc of Ireland {United Kingdom Generally Accepled Accounting Practice), In our opinion, the financial statements: give a twe and fair view of the state of the charitable company's affairs as at 31 March 2024 and of the charitable company's net movement in funds, including the income and expenditure, for the period then ended., have been properly prepared In accordance with Unlted Klngdom Generally Accepted Accounting P,ractice; and have been prepared in accordance with the requirements of the Companies Act 2006. Bas18 for oplnlon We Conducted our audit In accordance wfth Intemational Standards on Auditing (UK) {ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilitles for the audrt of Ihe financial statemenls section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, Indudlng the FRC'S Ethlcal Standard. and we have fvlfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtalned 18 sufficlent and appropriate lo provide a basis for our opinion. Conclusions relatlng to golng concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on tha work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively. may cast significant doubt on the charitable Company's ability lo continue as a going concem for a period of at lea8t twelve months from when the financial statements are authorised for issue. Our respo.nsibilities and the responsibilrties of the Irustees with respect lo going concern are described in the relevant sections of this report. Other inforniatlon The trustees are responsible for the other information. The other information comprises the information included in the Trustees, Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated In our,report, we do nol express any form of assurance condusion thereon. 34
THE HOSPICE CHARITY PARTNERSHIP INDEPENDENT AUDITOR'S REPORT In connection with our audit of the financial statements, our responsibility is to read the other infomiation and, in doing so, consider whether the other information is materially inconsistent with the financial stalements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial stalements or a material mlsstatement of the other information. If, based on Ihe work we have performed. we conclude that there is a material misstatement of this other information, wa are required to report that fact. We have nothing to report in this regard. Opinions on othor matters prnscrlbed by the Compani•s Act 2006 In our opinion, based on the work undertaken in the course of the audil: the information glven In the Trustees, Annual Report (which includes the strateglc report and the direclors, report prepared for the purposes of company law) for the financlal year for which the financial statements are prepared is consistent with the financial statements. and the strategic report and the directors, report included within the Trustees, Annual Report have been prepared in accordance wrth applicable legal requirements. Matters on whlch we are requlred to report by exceptlon In the light of the knowledge and understanding of the charitable company and its environment obtained in Ihe course of the audit. we have not identified rnaterial misstatements in the Trustees, Annual Report (which incorporates Ihe strategic report and the direclors, report). We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you rf, in our opinion.. adequate accounting records have not been kept by the charitable company. or the charitable company financial statements are not in agreement with the accounting records and returns: or certain disc108ures of trustees, remuneration specified by law are not made,. or we have not received all the information and explanations we require for our audit. Responsibilities ol trustees for the flnanclal ststements As explained more fully in the trustees, responsibilities statement set out on page 29 the Irustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from malerial 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, dlsclosing, 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 bul to do so. 35
THE HOSPICE CHARITY PARTNERSHIP INDEPENDENT AUDITOR'S REPORT AudIt08 responslbllltles for the audlt of the flnanclal statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material Imisstatement, 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, Irregularities, including fraud, are instances of non-compliance wlth laws and regulations. We design procedures In line with our responsibilities, outlined above, to delect material misstatements in respect of irregularities. including fraud. The extent to which our procedures are capable of detecting irregularitie8, Including fraud is detalled below: Based on our understandlng of the charitable company and the environment in which il operates. we identified that the principal risks of non-compliance with laws and regulations related lo regulatory requirements ol the Care Quality Commlsslon, Charity Commission, 'Fundraising regulations, employment,law, GDPR and we considered the extent to which non- compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on Ihe preparation of the financial statements Such as the Companies Ad 2006, the Charities Act 2011, payroll tax VAT. We evaluated management's incentives and opportunities for fraudulent manipulation of the financial statemenis (including the risk of override ol controls), and detemined Ihal the principal iisks were related to posting inappropriate joumals to revenue. management bias in accounting estimates and application of controls around aulhorisation of expenditure. Audit procedures performed by the engagement team induded: Inspecting trustees, meeling minutes In6pecling Correspondence with regulators and tax authorities; Discussions with management including consideration of known or suspeded instances of non-compliance with laws and regulation and fraud; Evaluating management's controls designed to prevent and detect Irregularities; Identifying and testing journals,. and Challenglng assumptions and judgements made by management In their critical accounting estimates A furth8r description of our responsibilities for the audlt of the financial statements Is localed on the Financial Reporting Council's website at.. www.frc.org.uklaudilorsresponsibiliti8s. This description fonns part of our auditor's report. 36
THE HOSPICE CHARITY PARTNERSHIP INDEPENDENT AUDITOR'S REPORT U$• 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 ofthe Companies Act 2006. Our audit work has been undertaken so that we might state to the charitabl8 company's members those matters we are required to state to them in an Auditorfs report and for no other purpose. To the fullest extent pemiitted 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 Ihe opinions we have formed. Lee Stokes (Senlor Stalutory Auditor) For and on behalf of Haysmacintyre LLP, Statutory Auditor 10 Queen Street Place London EC4R 1AG Date: 13 September 2024 3.7
THE HOSPICE CHARITY PARTNERSHIP STATEMENT OF FINANCIAL ACTIVITIES FOR THE 18 .MONTH PERIOD ENDED 31 MARCH 2024 INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT Unrestncted Restricted Total funds funds funds for the 18 forthe 18 forth8 18 month month month period period i)eriod ended 31 ended 31 ended 31 March 2024 March 2024 March 2024 Total funds for the 12 months ended 30 September 2022 Not08 INCOME FROM: Donations and legacies 2,677,428 292,125 2,969,553 2,863,812 Charitable activities 15,730,665 15,730,665 10,034,071 Other trading iactivities 5,954,523 5,954,523 2,530,312 Investments 344,938 344,938 138.381 Tolal 24,707,554 292,125 24,999,679 15.566.576 EXPENDITURE ON: Raising funds 1,414,013 108,915 1,522,928 1.678,145 Charitable adivities 22,116,832 22,549,698 11,826,672 Other Trading Activities 3,286,971 2,854,J05 1,592,864 Total 26,817,818 108,915 26,926,731 15,097.681 Net Incom6 bèfor• n•t gainslllosses) on Inveslments 12.110,262) 183,210 (1,927,052) 468,895 Net gainsl(Iosse5) on investments 13 432.866 432,866 (768,348) Transfers betw•èn funds 3,281,836 (3,281,836) Net Movement In funds Reconciliation of funds: 1,604,440 (3,098,626) (1,494,186) (299,453) Total funds brought fOard 16 .1a,051,046 3,281,837 14,332,883. 14.632.336 Total fundg carried forward 16 12,655.486 183,211 12,838,697 14.332,883 The notes on pages 45,to 58 form part of the8e financial statements. 38
THE HOSPICE CHARITY PARTNERSHIP BALANCE SHEET AS AT 31 MARCH 2024 Note 31 M8rch 2024 30 September 2022 FIXED ASSETS Tangible assets Investments Investment in Joint Venture 12 13 4,820.096 4.680.103 5,100 4,708,455 4,247.237 5,100 9,505,299 8,958,792 CURRENT ASSETS Stock Debtors Cash at bank and in hand 5,836 800,027 3,963,857 21,613 1,764.899 5,274,725 14 4,769.720 7,061,237 CURRENT LIABILITIES Creditors.. amounts due within one year 15 (1,436,322) (1,687,146) NET CURRENT ASSETS 3,333.398 5.374.091 TOTAL ASSETS LESS CURRENT LIABILITIES 12,838,697 14,332.883 NET ASSETS 12,838,697 14,332,883 REPRESENTED BY Restflct•d funds Unrestrlcted funds 16 16 183.211 12.655.486 3,281,837 11,051,046 12,838,697 The notes on pages 45 to 58 fomi part of these financial statements. The financial statements were approved on behalf of the Trustees and aulhorised for issue on and signed on their behalf by.. 14,332,883 Dawn Ward Trustee Registered Company no .' 08991245 Date: 29 August 2024 39
T.HE HOSPICE CHARITY PARTNERSHIP STATEMENT OF CASHFLOWS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Forthe 18 month period ended 31 March 2024 Forthe 12 months ended 30 September 2022 CASH FLOWS ACTIVITIES Net income for the ,reporting .period .(as per the statement of financial activities) Adjustments for: Depreciatlon charges (Gains)Ilosses on investments Loss on the sale of fixed assets Dividends and interest from investments Decreasel{increase) in stock Decreasel{increase) in debtor8 (Decrease)lincrease in creditors FROM OPERATING (1,494,186> (299,453) 440,822 (1,708,370> (4.204) (344,938) 15.777 964,872 (250,824) 413,730 768,348 {25.547) (138,381) (10,963) (569,148) 305,282 Nel cash provided by operating activities (2.381,051) 443,888 CASH FLOWS FROM INVESTING ACTIVITIES Dividends and interest from .investments Proceeds from the sale of property, planl and equipmenl 344,938 138,381 4,983 30,000 Purchase of property and equipment (793,276) (302,363) Movemen18 in investments 1,513,538 (24,442) Net.cash used in inv8sb.ng acliviti8s 1,070,183 (158,424) CHANGE IN CASH AND CASH EQUIVALENTS IN THE REPORTING PERIOD {1,310,868) 285,444 CASH AND CASH EQUIVALENTS AT THE BEGINNING OF THE REPORTING PERIOD 5,274,725 4,989.281 CASH AND CASH EQUIVALENTS AT THE END OF THE REPORTING PERIOD 3,963,857 5,274,725 40
THE HOSPICE CHARITY PARTNERSHIP ACCOUNTING POLICIES FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 GENERAL INFOkMATION The Hospi Charity Partnership ('the charirf) is a charilable company limited by guarantee and is incorporated in England. UK (Company registration number 08991245 and charity number 1156964), The address of Ihe charity's registered office and principal place of business is 76 Grange Road, Erdington, Birmingham 824 ODF. The principal accounting policies adopled, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows: BASIS OF ACCOUNTING The financial stalements have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - the Statemenl of Recommended Practice for Charities {SORP 2015) (Second Edition, effective 1 January 2019, FRS 102), Ihe Flnancial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Charltles Act 2011 and the Companies Act 2006. The Hospice Charity Partnership meets the definition of a public benefit enlity under the Charities Act. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes. The financial Statements are presented in sterllng which is also the functional currency of the charity. GOING CONCERN The Hospice Charity Partnership Directorsrrrustees have prepared the charity accounts on going concern basis because assurance has been gained from the main NHS funder that their contract to procure services from the hospice will run until 31 March 2025 at the earliest. There is no fundamental uncertainty about the charity's ability to pay debts as théy fall due for at least a year after the financial statements have been signed. INCOME All income is included in the statement of financial activities when the charity is legally entitled to the income and the amount can be quantified with reasonable accuracy and will probably be received. The following specific policies aré applied to particular categories of income,. Donations receivable for the general purposes of the charity are credited to unrestricted funds. Donations subject to specific wishes of the donors are carried to levant restricted funds. For legacies, entitlement is taken at the earlier of the date on which either.. the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the execulor(s) to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity 41
THE HOSPICE CHARITY PARTNERSHIP ACCOUNTING POLICIES FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 has been notified of the executor's intention to make a distribution. Where legacies have been notified to the charity. 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 as a contingent asset and disclosed'if material. Investment income is recognised on an accruals basis. Grants receivable are recognised in the statement of financial activities when the conditions for receipt have been complied with. Other income is accounted for in the year in which the service is provided. The value of voluntary work is not included in the financial statements. Clothing and other items donated.for resale through the charity shops are included as income when they are sold. They are not included at valuation prior to being sold as it has been deemed impractical to measure the fair value of the goods and Ihe cost of valuation would outweigh the benefit to the users of the account. EXPENDITURE Liabilities are recognised as expenditure or deferred on the balance sheet as soon as there Is a legal or constructive obligation committing the charity to the expenditure. The following specific policies are applled to particular categories of expenditure,. Expenditure on raising funds are those costs incurred in attracting voluntary income and those incurred in trading activities that raise funds. Charitable activities comprise expenditure Includlng both direct costs and support costs relating to the activity 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 indemnity Insurance for Irustee8 and officers, and all the costs of complying with constitutional and statutory requiremenls, such as the costs of Board and Committee m88tings and of preparing statutory accounts and satisfying .public accountability. Support costs include central functions and have been allocated to aclivity cost categories on a basis consistenl with the use of resources, e.g. staff costs by the time spent and other costs by Ihelr usage. F.UND ACCOUNT.IMG General unrestricted funds Gomp,rise the accumulated surpluses and deficits.on general funds. They are available for use at the discretion of the trustees in furtherance of the general charitable objectives. Restricted funds are created when grants and donations are received either for a particular area or purpose, the use of which is restricted to that area or,purpose. Expendrture is charged lo the statement of financial activities when incurred. FINANCIAL INSTRUMENTS The charity has elected to apply the provisions of Section 11 'Basic Financlal Instruments, and Section 12 '0ther Financial Instruments Issues, of FRS 102, in full. to all of its financial instruments. 42
THE HOSPICE CHARITY PARTNERSHIP ACCOUNTING POLICIES FOR THE 18 MONTH PERIO.D ENDED 31 MARCH 2024 Flnancial assets and financial liabilities are recognised when the charity becomes a party to the contractual provisions of the instrument and are offset only when the charity currently has a legally enforceable right to sel off the recognised amounts and intends eilher to settle on a net basis, or to realise the asset and settle the liability simultaneously. FINANCIAL ASSETS Trade debtors Trade debtors which are receivable within one year and which do not constitute a financing transaction are initially measured at the transaction price. Trade debtors are subsequently measured at amortised cost, being the transaction price less any amounts settled and any impairment losses. A provision for impalrment of trade debtors is established when there Is objective evidence that the amounts due will not be collected according to the original terms of the contract. Impairment losses are recognised in Statement of Financial Activities for the excess of the carrying value of the trade debtor over the present value of the futur8 cash flows discounted using the original effective interest rate. Subsequent reversals of an impairment loss that objectively relate to an event occurring after the impairment loss was recognised, are r8cognised immediately in Statement of Financial Actlvities, Financi l Liabilili Financial instruments are classified as Ilabilities according to the substanc8 of the contractual arrangements entered into. Trade creditors Trade creditors payable within one year that do not constitute a financing transaction are inltially measured at the transaction price and subsequently measured at amortised cost, being the transaction pric8 less any amounts settled. OPERATING LEASES Operatlng leases are charged to the Statement of Financial Activities equally over the period to which they relate. PENSION COST Past and present eligible employees are covered by the provision of the NHS Pension Scheme. Details of the benefits payable under the provisions can be found on the NHS Pensions website at vMw.nhsbsa.nhs.uklpensions. The scheme is an unfunded, defined benefit scheme that covers these employers, GP Practices and other bodies allowed under the.direction of the Secratary of State In England and Wales. The scheme is not designed to be run in a way that would enable those bodies to identify their share of the underlying scheme assets and liabilities. Therefore, the scheme is accounted for as if it were a defined contribution scheme.. the cost to the company of participating in the scheme is taken as equal to the contributions payable to the scheme for the accounting period. For non-eligible employees, those who join the company and havé not been previously part of the NHS Pension Scheme, the company offers a personal pension plan administered by Royal London (previously known as Scottish Life). This scheme is also accounted for as a defined contrlbution scheme wlth 43
THE HOSPICE CHARITY PARTNERSHIP ACCOUNTING POLICIES FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 costs to,Ihe company of.participating in the scheme taken as equal to the CODtribut+ons payable to Ihe stheme for the accounting period. TANGIBLE FIXED ASSETS Tangible assets are stated at wst less depreciation. Depreciation is provided on a straight line basis to write off fixed assets over thelr estimated 'useful lives as follows: Freehold Land and Buildings over 50 years Leasehold improvements over 50 years Computer Equiprnent over 3 years Fixtures. fittings. vehides over 2 to 6 years Clinical over 4-5 years Retail fixtures and fittings over 3-10 years Freehold land and assets in Ihe course of construction are not depreciated. Assets costing less Ihan £1,000 are written off in the year of acquisition unless they form part of a group of 888els. All other assets are capilalised. Leasehold improvements to the hospice are written down ,in line with ,the building policy over SO years, as it is the opinion ol the directors that the lease of the hospice is interlinked with the freehold buildings, and they should have the same period of depreciation. Im ainnent of Fixed Assets An assessment is made at each reporting date of whether there are indications that a fixed asset may be impaired or thal an impairment loss previously recognised has fully or partially reversed. If such indications exist, the company estimates the recoverable amount of the asset. Shortfalls between the carrying value of fixed assets and the recoverable amount, being the higher of fair value less costs to sell and value-in-use, are recognised as impairment losses In the Statement of Financial Activities. INVESTMENTS Investments are slated at their market value'at year end. All rnovements in value are shown in ,the Stalement of F,inancial Activilies. 'YAXATION The company ,has .been granted exemption by HM_ RC from any corporation tax;liability on its charitable activities. JUDGEMENTS ANP KEY SOURCES OF ESTIMATION UNCERTAINTY" Preparation of the financial statements may require management to make significanl judgements and estimates. .44
THE HOSPICE CHARITY PARTNERSHIP ACCOUNTING POLICIES FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 nificant. ements Donated goods for resale are not included at valuation prior to being sold as it has been deemed impractical to measure the fair valu8 of the goods and the cost of valuation would outweigh the benefit to Ihe users of the accounts. nifica.nt estimates In applying the financial reporting frarnework, the Trustees have made a number of subjeciive judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectation of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could diff8r from those estimates. There are no significant estimates having a malerial effect on the financial statements. 45
THE HOSPICE CHARITY.PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 INCOME FROM , DONATIONS AND L,EGACIES ,Unrest17Cted RestriGted Funds Funds Total forthe 18 forthe 18 forthe 18 monlh month month period period period ended 31 ended 31 ended 31 ,March 2024 March 2024 Mah 2024 forthe 12 .months ended 30 September 2022 Donations Gift Aid on donations Legacies Grants ,668.819 144,002 1,397,306 467,301 292,125 960,944 144,002 1.397,306 467,301 1,104.820 220,236 1,052,988 485.768 Total 2024 2,677,428 292,125 2,969,553 2,863,812 Total 2022 2, 703.298 160,514 2, 863,812 INCOME FROIII CHARITABLE ACTIVIT.IES Unrestricted Restricled Funds Funds Tot forthe 18 forthe 18 forthe 18 month month month period period period end8d 31 ended 31 ended 31 ,Mah 2024 Mah 2024 m8h 2024 Total forlhe 12 months ended 30 September 2022 NHS grants arid contracts for patient care 15,730,665 15,730,665 10.034,071 Total 2024 15,730,665 15,730,665 10.034,071 Tot812022 10,034,071 10,034,071 46
THE HOSPICE CHARITY PARTNERSHIP NOTESTOTHE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 OTHER TRADING ACTIVITIES Unrestncted Restricted Funds Funds Total forthe 18 rorthe 18 forthe 18 month month month period period Period ended 31 ended 31 ended 31 Mah 2024 Mah 2024 Mah 2024 Total forthe 12 months ended 30 September 2022 other income Lottery income Relail income 2,061,321 168,302 3,724,900 2,061.321 168,302 3,724,900 506.798 130,281 1,893,233 5,954,523 5,954,523 2,530,312 Total 2022 2.530,312 2.530,312 INVESTMENT INCOME Unrestricted Restricted Funds Funds Total forthe 18 forthe 18 lorthe 18 monlh month month period period period ended 31 ended 31 ended 31 Mah 2024 Mah 2024 March 2024 Total forthe 12 months ended 30 September 2022 Bank interest Dividends from Investments 141.225 203.713 141.225 203,713 138,381 Total 2024 344,938 344,938 138,381 Tot812022 138,381 138.381 47
THE HOSPICE CHARITY PARTNERSHIP NOTESTO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 ANALYSIS OF EXPENDITURE Other Costs for the 18 month period ended 31 March 2024 Staff Costs for.the a 8 Depreciation month for the'18 period month ended 31 period March ended 31 2024 March 2024 Total for Total the 18 Funds for monlh the 12 ,period months ended 31 ended 30 March September 2024 2022 (a) Costs ol raislng funds Expenditure on raising voluntary income (b) Charitable 8Ctivilies Expenditure relating to delivery of NHS grants and contracts lor 18,037,666 patlent care 1,063,391 459,537 1,522,928 1,678,145 678,885 3.833,147 22,549,698 11,826,672 (c> Trading AGtivitl8S ,Expendlture on Tradlng Actlvities 1,742,743 1,111,364 2.854,105 1,592,864 Total 2024 20,843,800 678,885 5,404,049 26,926,732 15,097,681 Total 2022 11,859,266 413,731 2,824,684 15,097,681 6 EXPENDITURE ON RAISING VOLUNTARY AND TRADING INCOME Unrestricted Restricted Funds Funds forthe 18 forth8 18 forlhe 18 month month month period P8ri0d period ended 31 ended 31 ended 31 March 2024 Mah 2024 Mah 2024 Total Total rorthe 12 months ended 30 September 2022 Fundraising'costs Staff costs Depreciation Olher costs 1,063,391 1,063,391 1,330,659 123,501 223,985 350,622 108.915 459.537 Total 2024 1,414,013 108,915 1,522.928 1,678,145 Total 2022 1,554,644 123,501 1,678, 145 48
THE HOSPICE CHARITY PARTNERSHIP NOTESTOTHE FINANC.IAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 7 ANALYSIS OF EXPENDITURE BY ACTIVITIES Activities undertaken Support directly costs Total forthe 18 lorthe 18 forthe 18 month period month period month period ended 31 ended 31 ended 31 March 2024 March 2024 March 2024 Total funds for tho 12 months ended 30 September 2022 NHS grants and contracts for patient care Total 2022 12.723,867 13.789,998 26 493 865 11826 672 8,877,803 2,948,869 11826 672 DIRECT COSTS Tot81 Tot81 rorthe 18 forthe 12 mnlh period months ended ended 31 30 Seplember March 2024 2022 Drugs Medicinal supplies Covid Supplies Cleaning and laundry Catering Small equipmenl Training Depreciation Contracted medical staff Wages and salaries National insurance Pension cost 152,267 194,062 77,077 87,259 (5,940) 105,495 110,817 31,415 128,166 238,105 440,812 6,912,943 471,101 280,103 183,916 246.628 79,730 103.152 201.339 717,002 9,064,299 886.432 895,040 12,723,867 8,877,803 49
ITHE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 SUPPO.RT COSTS Total ToÉal for the 18 forlhe 12 month perfod monlhs ended ended 31 30 September March 2024 2022 Premises costs Travelling and subsistence Office costs Repairs and renewals Legal and professional Merger Costs Other costs Depreciation Consultants l Agency Wages and salaries National insurance Pen3.ion cost .1,999,148 91,235 266,703 184,678 243,047 {25,878) 1,252,492 477,546 248,342 7.827.802 679,227 525,656 564,882 30,750 102.403 117,481 75,548 107.460 241,493 175,626 1.,382,946 94.245 56,035 13,769,998 2,948,869 10 NET INCOME Total Total forth8 18 for the 12 month period months ended ended 31 30 September Mah 2024 2022 Tlils is stated after charging: Depreciation of tangible fixed assets Operating lease rentals Auditors remuneration- audit Non Audlt 678,856 467,689 36.401 9,950 413,730 289,884 23,730 50
THE HOSPICE CHARITY PARTNERSHIP NOTES TOTHE FINANCIALSTATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 STAFF COSTS Total Tot81 forth8 18 forthe 12 month period months ended ended 31 30 September March 2024 2022 Staff costs were as follows: Wages and salaries Social security costs Other pension costs 16,892,112 1,565.659 1,420.696 9,424,438 978,005 825.775 19,878,467 11,228,218 Agency and contracted staff 985,333 831,048 20.838,800 11,859.266 The average number of persons employed by the company during the year was as follows: Total 2024 No 335 75 Total 2022 No 293 78 Hospice Managemenl and administfation 410 371 The number of higher paid employees was: Tot81 2024 No Total 2022 No In the band £60,001- £70,000 In the band £70,001- £80,000 In the band £80,000- £90.000 In the band £90,000 -£100,000 10 During the 18 month period to 31 March 2024, no Trustees received any remuneration (12 months ended 2022- £NIL). 51
THE HOSPICE CHARITY PARTNERSHIP NOTESTO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 During Ihe 18 month period to 31 March 2024, no Trustees received any ibenefits in kind,(12 months ended 2022 - £NIL). During the 18 month period to 31 .March 2024, no Tnjstae received reimbursement of expenses.for.Iravel and subsistence for £0 (12 months ended 2022 - £0). Included within the wages and salaries are staff termination costs of £153,774 (12 months ended 2022 - £9,505) ,.During the financial year volunteers made regular commitments to 8UPPOrt The Hospice Charily Partnership. These roles include ,Living Well Centre hosts, drivers, photography, fundraising. gardening and finance. -In addition volunteers gave corporate social responsibility time in (projects including painting and gardening. No Trustee.received any emolument or payment for.professional or other services. Key management remuneratlon The key management personnel of the charlty comprise of the executive staff as'listed on page 3. The total employee benefits of the key management personnel of,Ihe Charity for the 18 month period were £836,852 (12 months ended 2022: £490,989). 52
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 12 TANGIBLE FIXED ASSETS Frgghold Land & Buthsings Fittings EqunI IT Equipmgnl Motor Vehlcles Total Coat.. 1 Octob81 2022 Additions Di8PO8als 5,126.024 315.009 15.5431 371,339 101,610 527.494 73,559 27S,179 286,533 13501 62,207 16,565 118,7481 6,362.243 793,276 124,6411 31 March 2024 5,435.490 472,949 601,053 561,362 60,024 7,130,878 DeprerAation'. l October 2022 Charged in tho perlod Eliminated on disposal 1,093,427 262,751 14,9941 211.203 80.769 222,259 110,778 83,386 209,393 45,513 15,185 {18,746) 1,655,788 678,856 23,862 31 March 2024 1,351,184 291.972 333,037 292,659 41,930 2,310,782 Net book vahje 4,084,308 180,977 268,016 288,703 18.094 4,820,098 31 March 2024 30 S•pt•mber 2022 4.032,597 160,138 305.235 191,793 16,894 4.706,455 5J
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 INVESTMENTS 31 Mard) 30 September . 2024 2022 Valuation: 1 October 2022 4,247,237 5.015,585 Additions Disposals Unrealised gainlloss 1,708,368 (1,758,129) 482.627 1.306,340 {1,285.650) (789.038> 31 March 2024 4,680,103 4,247,237 The Hlstorical cost of investment is £4.124,150 (2022.. £4,023,785). '14 DEBTORS 31 Marth 30 September 2024 2022 Trade deblors Other Debtors Prepayments and accrued income 191,609 341,149 267,269 904,589 477.995 382,315 800,027 1,764,899 CREDITORS 31 March 30 September 2024 2022 Trade creditors Other taxation and social security Other creditors Accruals and Deferred income 630,333 146,716 287,596 142,350 376,043 221.806 113.876 1,204.748 1,436,322 1,687,146 54
THE HOSPICE CHARITY PARTNERSHIP N,OTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 18 STATEMENT OF FUNDS Brought roThvard l October 2022 Carrled fOard 31 March 2024 Transfers in/out Income ExpendiÈur8 Unrestricted.funds 11,051,046 24,707,554 (26,384,950) 3.281.836 12,655,486 Restricted funds SEIF SPUR I hobs data review project League of Friends Hospice Capital Projects Extension Fund Hospice Service Fund H J Conservatory Fund Fr8ehold Property Fund Roof Appeal EOL Other Room to Care Extended Bereavernent Serdice Child Bereavememt Well Being House Sluice BSMH Bedside Charis Dementia Projects 171.611 (171,611> 67,000 (38,000) 29,000 261,090 801,383 (261 ,089) (801 ,383) 592,994 175.875 28.822 718,400 (592,994) (175,875) (28,822) (718,400) 259,628 {259,628) 89,419 182,975 {89,419) (182,975) 110,825 40,500 110,826 (40,500) 16,800 10.000 27,000 15,000 5,000 16,800 10,000 11,585 (15,415) (15.000) 5,000 Total restricted funds 3,281.837 292,125 (108,915) (3.281,836) 183,211 Total funds 14,332.883 24,999,679 (26,493,865) 12.838,697 55
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 2022 comparatfvfe Carried forward 30 September 2022 Brought forward l October 2021 Transfers in/out Income Expenditure unstrICted funds 11,408.201 15,406,062 {15,763,217) 11,051,046 Restricted funds SEIF 171,611 261,090 171,611 261,090 League of Fri8nds Hospice Capital Projects Extension Fund Hospice Service Fund H J Conservatory Fund Freehold Property Fund Roof Appeal EOL 801,383 801.383 592,994 592,994 175,875 175,875 28,822 28,822 718,400 718,400 259.268 89,419 259,268 89,419 Other 125,273 181.203 (123,501) 182,975 Total restricted funds 3,224,135 181,203 (123.501) 3.281,837 Total funds 14,632,336 14,332,883 The hospices have the following réstricted funds, created as a result of condilions imposed by the funder.. SEIF.. funding used for capltal purchase of property and refurbishment requlred League of Friends: funding used for capital work on property, purchase of a vehicle for patient transport and large clinlcal items required for IPU EOL: Central government funding provided for IT and Infrastructu initiatives'to ald cross city hospice service provision - Other.. funding currently held for Dementla project, complementary therapy project. Children's bereavement project. a family room, a young persons room 'and social hub Hospice UK resilience funding: The NHSE awarded funding to allow the hospice to mak8 available bed capacity and community support in the context of the Covid situations from .November 2020-MarGh 2021 56
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 Hospice Capital projects: funds to cover the costs of specific items of capital expenditure, such as Tefurbishment, fittings. vehicles, computers and equipment. This includes major refurbishment of the BSM site in patient unit and reception completed in 2009110, the Day hospice in 2010111 and the Family Centre completed in 2013114 Extension fund to help meet the costs of the hospice extension and major refurbishment programme completed in 1997198 Hospice services fund to help meet the direGI revenue cost of a variety of projects including, child bereavement services, a support at home service and a bereavement counsellor Henry Joseph conseNatory fund to fund the conservatory on the BSM inpatient unrt In 1998199 Education cenlre fund to cover expenditure on the hospices education and conference facilities, Completed in 199912000 17 SPLIT OF NET ASSETS BY FUND Unrestricted funds 31 March 2024 Restricted runds 31 MarGh 2024 Tot81 Total Funds Funds 31 March 30 2024 Septembèr 2022 Tangible fixed assets Fixed asset Investments Current assets Creditors due within one year 4,820,098 4,685,203 4,586,509 (1,438,322) 4,820,096 4,706,455 4,685,203 4,252,337 4,769,720 7,061,237 {1,436,322) (1,687,146) 183,211 12,655,486 183,211 12,838,697 14,332,883 2022 mparatIVe Unrestricted funds 2022 Restricted funds 2022 Tot81 Funds 2022 Total Funds 2021 Tangible fixed assets Fixed asset inveslments Current assets Creditors due within one year 4,708.455 4,252,337 3,779.400 {1,687,146) 4,706,455 4,822,275 4,252,337 5,020,685 7,061.237 6.195.683 (1,687,146) (1,381.865> 3.281.837 11,051,046 3,281.837 14,332,883 4,440,332 57
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 18 PENSION COSTS The majority. of.past and present employees are covered by the provisions of the NHS Pensions Scheme. Details of the benefits payable under these provisions can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/pensions. The scheme is an unfunded, defined benefit scheme that covers NHS employers. GP practices and other bodies allowed under the direction of the Secretary of Stale in England and Wales. The scheme is not designed to be run in a way that would enable Ihese bodies to identrfy their share of the underlying scheme assets and liabilities. Therefore, the scherne is accounted for as if it were a defined contribution scheme: the cost to the company of participating in the scheme is taken as equal to the contributions payable to the scheme for the accounting period, A number of employees fell outside the parameters of the direction provided by the Secretary 'of State, In England and Wales and as such do not qualify for the NHS Pensions Scheme. As such. an alternative pension scheme is provided on a defined contribution basis with Royal London. This scheme commenced in October 2013 and is also accounted for as a defined contribution scheme: the cost to the company of participating in the scheme is laken as equal to Ihe contributions payable to the scheme for the accounting period. The scheme complies with pensions auto-enrolment legislation. Total conlributions to all schemes amounted to 2024 £1,420,696 (2022.. £825,775). There are seven rates of member contribution In the NHS Pensions Scheme, ranging from 5.1Q/o of pensionable pay for the lowest earners up lo 13.$0/o for highest earners. based on the whole time equivalent pensionable pay The thiesholds 81 whlch the rates change are linked to nationally-agreed pay rates at set levels and are based on salaries equivalent to someone working full time. If the overall cost of the scheme increases, the amount both members and the company contribLrte May also increase. The costs of the scheme are detemiined by the Government and also the scherne actuary who performs periodic valuations of the scheme lo determine how much needs to be paid In to provide the benefits paid out. These costs are shared between the employers and the NHS Pensions Scheme rnembers, In order that the defined benefrt obligalions recognised in the financial statements do not differ materially from those that would be determined at the reporting date by a formal actuarial valuation, the FReM (The Government Financial Reporting Manual) requires Ihat "the period bebNeen formal valuations shall be four years, with approximate assessments in interrfening years. An outline of these follows.. al Èull actuarial (fundingl valuation The purpose of this valuation is to assess the level of liability in respect of the benefits due undef the scheme (taking into account its recent demographic experience) and to recommend tha contribution rates. The last published actuarial valuation undertaken for Ihe NHS Pension Scheme was as at 31 March 2012 (published in June 2014), the previous actuarial valualion was carried out as at 31 March 2004. The primary purpose of the 2012 actuarial valualion was to set the employer contribulion rate payable from April 2015, in Ilghl of the introduction of new pension arrangements from 1 April 2015 explained below, and the initial employer cost cap which is required by the Public Service Pensions Act 2013. Both the employer contribution rate and employer cost cap will be included in Scheme Regulations, The next actuarial valuation is expected to be carried out as at 31 March 2016. This will sèt the employer contribution rate payable from April 2019 arKI will consider the cost of the scheme relative to the employer cost cap. There are provisions in the Public Service Pension Act 2013 to adjust member beneffts or contribution rates rf the cosl of the scheme changes by more than 20/0 of pay. Subject to this 'employer cost cap. assessment, any required revisions to member benefits or contribution 58
THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 MONTH PERIOD ENDED 31 MARCH 2024 rates will be delermined by the Secretary of State for Health after consultation with the relevant stakeholders. b) Accounting valuation A valuation of the scheme liability is Carried out annually by Ihe s¢heme actuary at the end of the reporting period. Actuarial assessments are undertaken in intervening years between formal valuations using updated membershlp data, and are accepted as providing suitably robust figures for financial reporting purposes. However, as the interval since the last fomal valuation now exceeds four years, the valuation of the scheme liability as at 31 March 2014 is based on detailed membership dala as at 31 March 2013 updated to 31 March 2014 with summary global member and accounting data. In undertaking this actuarial assessment, the methodology prescribed in IAS 19. relevant FReM interpretations, and the discount rate prescrlbed by HM Treasury have also been used. The latest assessment of the liabilities of the scheme is contained in the scheme actuary report which forms part of the annual NHS Pension Scheme (England and Wales) Pension Accounts published annually. These accounts can be viewed on the NHS Pensions website. Copies can also be obtained from The Stationery Office. c) Scheme provlslons The NHS Pension Scheme provided defined benefits, which are summarised below. This list is an illustrative guide only. and is not intended to detail all the benefits provided by the scheme or the specific conditions that musl be met before these benefits can be obtained.. On 1 April 2008 a new section ofthe NHS Pension Scheme was introduced for new members. Most members of the Pension Scheme prior to 1 April 2008 are in the 1995 sectlon. New joiners on, or after, 1 April 2008 are members of the 2008 sectlon. The changes introduced new rules for NHS employees joining from 1 April 2008 and modified the rules for those already in the pension scheme prior to this dale. The scheme is a °average salary" scheme. Members in the 1995 Sectlon receive a pension worth 1180th of the best of the last three year's pensionable pay for each year of membership. Members who are practitioners as defined by th8 Scheme Regulations have their annual pensions based upon 1.40/0 of total penslonable earnlngs over the relevant pensionable service. Members in the 2008 Sectlon receive a pension worth 1160th of the average of the best three consecutive years. pensionable pay in the last ten for each year of membership. Members who are practitioners, as defined by the Scheme Regulations have their annual pensions based upon 1.870A of total pensionable earnings over the relevant penslonable service. Members in the 2015 sectlon receive 11541h of the last year's pensionable pay for each year of membership. With effect from 1 April 2008, members can choose to glve up some of their annual pension for an additional tax-free lump Sum up to a maximum amount permitted under HMRC rules. This new provision Is known as "pension commutation.. Annual increases are applied to pension payments at rates defined by the Pensions (Increase) Act 1971, and are based on changes in retail prices in the twelve months ending 30 September in the previous calendar year. From 2011112 the Consumer Price Index (CPI) will be used to replace the Retail Prlces Index <RPI). Early payment of a pension, with enhancement, is available to members of the scheme who are permanently incapable of fulfilling their duties effectively through illness or infirmity. A death gratuity of twice final year's pensionable pay for death in service and five tlmes their annual pension for death after retirement is payable. 59
,THE HOSPICE CHARITY PARTNERSHIP NOTES TO THE FINANCIAL STATEMENTS FOR THE 18 .MONTH PERIOD ENDED 31 MARCH 2024 For early retirements other than those due to ill health, the additional pension liabililies are not .'funded by.the scheme. The full amount of the liability for the"additional ccjsts is charged to the employér". .Merribers rAn purchase additional service in ,.the .NHS Scheme and ¢ontribute to.,,Money purchase AVCS run by the scheme's approved p.roviders or by other Free Standing Additional Voluntary Contrib'utions (FSAVC) providers. For the year.to 30 September 2020 the employer contribution rate was 14.38% of pensionable pay with.employee rates (before tax reliefj varying between 5.1% and 13.5Vo. RELATED PARTY TRANSACTIONS .The Non-Executi've Director Trustees were not paid or réimbursed any expenses in Ihe current or preceding year. No Trustee received.any emolument or payment for professional or other services. 20 FINANCIAL COMMITMENTS Operating Lease,Commilments Due to the merger increasing our charity shop portfolio to 20 units. as at 30 September 2022 'the company had total commitments under non-cancellable operating leases as follows.. 31 30 March September 2024 2022 land and buildings.. payable within 1 year ,payable within 2 and 5 years 377,292 1035 667 1,412,959 297,792 105 503 403,295 *}1 4 11