-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:
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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
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riate
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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 Se￿ICe. 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 diagno￿￿41￿.
1 Anaty$lJ ol future •nd of lrfe needs in 85￿￿ngharn, Sandwell a Solihull,. MidlarYl$ 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 Webinar￿￿4 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

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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 SeNi￿S 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
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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
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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 HO￿pICe 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

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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 pro￿sseS 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 reSpon￿e1b11itY 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 cffect1vencr￿￿s 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
hO￿pice, 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
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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 '
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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 St￿amS 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
re￿iVed 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
AudIt0￿8 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 fO￿ard
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 Ma￿h 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
,Ma￿h 2024 Ma￿h 2024 m8￿h 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
Ma￿h 2024 Ma￿h 2024 Ma￿h 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
Ma￿h 2024 Ma￿h 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 Ma￿h 2024 Ma￿h 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
Ma￿h 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
Equ￿￿nI 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
fO￿ard
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
un￿strICted 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