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2021-03-31-accounts

St Christopher’s Hospice annual report and accounts 2020-21 www.stchristophers.org.uk

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At St Christopher’s Hospice our vision is of a world in which all dying people and those close to them have access to care and support, whenever and wherever they need it.

Each person is unique and we tailor our care to meet social, emotional and spiritual needs, as well as manage physical symptoms. Our goal is to help people live well until they die and support those affected by the loss of a friend or relative. Last year we provided care and support to nearly 5,000 patients and 2,000 carers and family members, across south east London, both at home and in the hospice.

We strongly believe that everyone should have access to the best care at the end of their lives, and through a blend of expert practice, education and research, we work with people across the world, to improve and develop hospice care.

We were founded in 1967 by Dame Cicely Saunders and, more than 50 years later, her words still remain at the heart of everything we do: “You matter because you are you and you matter until the last moment of your life.”

As a registered charity we need to raise £15 million every year to continue to care for people when it matters most. Without the support of our local communities this wouldn’t be possible. Thank you, from us all, for your support.

Contents

Contents
A year of transformation 3
What we do with your money 4
Our year in numbers 2020-21
What our patients and carers say		 5
6
Our vision, values and ambitions 7
How we’ve met our strategic ambitions
in 2020-21		 8
How we’ve been able to do it 20
Structure, governance and management 26
Financial review 31
Independent auditor’s report 35
Financial statements 38
Notes to the fnancial statements
What we are going to do next		 42
58
A word from our new Chair 59
A huge thank you to all our supporters 60
Who’s who at St Christopher’s 62

St Christopher’s Hospice annual report and accounts 2020-21

Welcome to the Annual Report and Accounts 2020-21 of St Christopher’s Hospice (referred to as ‘St Christopher’s’ in this document).

The last year has been a momentous one. As a society, we have learnt to adjust many aspects of our lives to deal with a global pandemic. When the virus first hit and the UK lockdown was announced our focus at St Christopher’s was on keeping core services running: making sure we could still support the people who needed us most, whilst keeping everyone safe; trying to secure adequate PPE during a national shortage and supporting people to work in new and different ways. But, just a few weeks in, we could see the transformational impact that COVID-19 was going to have.

During this period, we have reached more people than ever before – in fact we supported 11% more patients, carers and family members than the prior year. Most patients prefer to be cared for at home, in line with people’s preferences, and we have cared for an even greater proportion of patients in their homes during the pandemic. We stepped in to support the growing numbers of people needing end of life care as hospitals struggled to cope with rising numbers of COVID-19 admissions and increasing number of deaths. Care was provided over the phone, through video consultation and online group sessions as well as face-to-face when needed. The combination of support in these proportions was new to us, but had many unexpected benefits. For example, feedback to our bereavement teams showed that many felt more comfortable and able to speak openly over the phone; our community teams were able to support many more people without the travel time between people’s homes and people were joining our online wellbeing groups who, previously, may have been unable or fearful of coming into the hospice in person.

We have witnessed a strong spirit of innovation – not just in how we provide care but from all areas of the organisation. Our Fundraising Team pivoted to livestreaming events online when we couldn’t meet in person. Our Retail Team upped our presence on eBay when our shops were unable to open. We also set up community aid initiatives at speed, such as delivering essential medication and food to people who had to stay at home as they were self-isolating.

Our approach to education and training was similar, as virtual learning quickly assumed a central role. Nearly 3,500 people tuned in across the year, giving us an opportunity to affect real, widespread change. This included developing a webinar series to mark the launch of the first palliative care nursing model in three decades, the dissemination of a new toolkit to improve end of life care for those with No Recourse to Public Funds and a session exploring Dame Cicely Saunders and her legacy. In early 2021, we took ownership of a new state-of-the art building, St Christopher’s CARE (St Christopher’s Centre for Awareness and Response to End of Life), a real achievement given the uncertainty and restrictions throughout 2020.

We want to acknowledge our colleagues whose ‘nothing can stop us’ attitude really pulled us through and provided insight about new ways of working to stay ahead. We also couldn’t be more grateful for the outpouring of support we experienced from our community. Beyond financial donations, our local community provided donations of PPE, food, letters of support and other thoughtful items to keep staff morale high. These kind gestures were so appreciated, and left us truly humbled.

This year has not been without its losses for individuals, our partner organisations and indeed the hospice sector. We want to acknowledge, in particular, the death of Dr Mary Baines, a pioneer in palliative care and supporter of St Christopher’s over many years, most recently as one of our valued vice presidents. Her legacy in terms of home-based palliative care, management of distressing symptoms and the value of education live on in much of our organisational life. Thank you, Mary.

In what has been an impossibly difficult year for everyone, thank you to everyone else also, for keeping us going and being there for the people of south east London when they needed you most.

Heather Richardson and Shaun O’Leary

Joint Chief Executives, St Christopher’s Hospice

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St Christopher’s Hospice annual report and accounts 2020-21

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What we do
with your money
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We’re here thanks to the generosity of our supporters. Your kindness means that we are able to continue to provide vital services to people in south east London and beyond.

Where our money comes up from

An incredible 54% of income is down to you; be this through fundraising activities, leaving gifts in Wills or buying goods in our shops. We are so very grateful for the money you donate and we are careful to invest it wisely, in ways that will best serve the people who need our support. This is a lower percentage than a typical year (2019-20 was 64%) because our shops had to close for seven months due to COVID-19 restrictions, and because we received additional COVID-19 relief money

from NHS England. We are very thankful for both this money, and the income we receive from the local Clinical Commissioning Group whose funding represents around 35% of our income in a normal year. The astounding £27.3m raised this year enabled us to continue providing care to people who live in the boroughs we serve – Bromley, Croydon, Lewisham, Lambeth and Southwark – as well as shaping care for people well beyond through education, research and innovation.

Where our money goes

It cost £22.9m to run St Christopher’s in 2020-21. Here’s a breakdown of how we spent the money that you gave us. Please also see our full financial review starting on page 31.

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Education, fees and Investments £0.1m Education £1.3m Care at our centres £1.1m
other income £1.0m
Raising Candle Child
Shops and Other NHS voluntary Bereavement
Personal income income Service
Care £3.2m £9.1m £1.5m £0.2m
Income Expenditure
Legacies Inpatient
£27.3m £6.1m £22.9m care
£10.9m
COVID-19
relief
income Community
via NHS Donations to care and
England fund our hospice outpatients Shops and
£3.5m services £4.2m £4.3m Personal Care £3.5m
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St Christopher’s Hospice annual report and accounts 2020-21

Number of Number of home patients we visits we made provided care for (approximate) 10,664 5,000 Number of Number of people Donations weight complementary who attended one in tons that our Number of carers therapies we of our learning shops received and and family members delivered events sorted through we supported (approximate) 1,432 3,275 1,680 2,000 Number of Number of Number of people rehabilitation countries we who donated Number of sessions we provided education money to us inpatient admissions delivered and training to (274 delegates) 23,589 768 6,142 48 Number of Number of Number of staff, community groups Bereavement including bank staff Our hospice and organisations Service contacts 504 lottery raised a who donated grand total of money to us 3,118 Number of £454,247 665 Total cared for in active volunteers the community 745 Number of The cost every year lottery players to run our services 4,993 Percentage Number of out of our active 5,947 £22.9m of hours visits to volunteers who have patients or families been with us for Number of The amount we more than five years customers who have to fundraise 1,944 (approximate) visited our 26 shops every year is 20% 220,000+ £15m[*]

*In a normal year

www.stchristophers.org.uk

St Christopher’s Hospice annual report and accounts 2020-21 5

In December 2020, we sent questionnaires to patients and carers so we can better understand what we are doing well and where we need to improve, to ensure we’re providing the best possible end of life care.

We were heartened by the results and have included a few key highlights below:

We can better understand what we are doing well and where we need to improve, to ensure we’re providing the best possible end of life care

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Last year, we set out three new key ambitions and three supporting themes, which would underpin our 2020-23 strategy and enable us to report back on our progress.

When we started 2020-21, we were just at the beginning of the COVID-19 pandemic and its duration and impact were unclear. This year, despite continued and unprecedented challenges, we’ve thrived and made significant progress against our 2020-23 strategy:

At the centre of these ambitions remains our overall vision, which informs every decision we make and our values, which shape the behaviours of everyone who acts on behalf of St Christopher’s.

Our values are:

Pioneering and bold Of and for the community Expert

Empowering and compassionate One team working together Stronger through partnerships

Our vision is a world in which all dying people and those close to them have access to care and support when and wherever they need it. Through our key themes of community, inclusivity and sustainability , our ambitions are:

Adapt our care services to meet people’s changing needs

…to improve people’s experience of end of life locally

Invest in hospice- led innovation related to death, dying and loss

…to strengthen hospices’ contribution nationally

Increase public and professional confidence and knowledge about end of life

…to transform end of life care globally

St Christopher’s Hospice annual report and accounts 2020-21 7

Adapt our care services to meet people’s changing needs to improve people’s experience of end of life locally

Supporting people and their families

Our strapline ‘more than just a hospice’ embodies everything we do at St Christopher’s. Our services extend far beyond admission to our Inpatient Unit (IPU) and the last year has brought unrivalled challenges to service delivery, which we’ve continued to develop in collaboration with patients, carers and staff.

At the start of the pandemic, we amended our model for care, to ensure services were maintained and we continued a two-way relationship with our patients, families and community members, despite the challenges of COVID-19. Some examples of this include:

The pandemic has affected us all, but care home staff, in particular, have really felt the pressure, as they found themselves supporting many more people at the end of life. As a hospice we have always supported our local care homes to provide exemplary care and support for their residents at the end of life and, during the pandemic, we stepped this support up. We increased the frequency of our visits from all

members of the team, gave access to medications as needed and increased the training and support on offer through virtual communities.

Throughout the pandemic, we worked closely with the NHS and local Clinical Commissioning Groups (CCGs) to ensure we were able to support the wider healthcare system. We were dynamic, particularly in our response to local COVID-19 outbreaks and were able to provide additional levels of care. We opened up our doors to patients testing positive for COVID-19 from acute hospitals and home, and continued to test anyone displaying symptoms who was staying with us in the IPU.

Supporting other hospices

This year, more than ever, it was important that we worked with and supported others in the hospice sector.

Care home staff, in particular, have really felt the pressure, as they found themselves supporting many more people at the end of life

St Christopher’s Hospice annual report and accounts 20 20-2119-20

Supporting our community

When the pandemic hit in March 2020, we wanted our communities to know that we were not going anywhere. That’s why we proactively gave as much support as we could, particularly to those who were isolated and without access to help.

Lockdown did not mean shut down for St Christopher’s and so we created a series of lockdown reassurance videos to show the community that we were still here. This content featured various members of staff talking directly to our communities and was distributed across all of our digital platforms.

We then launched Community Aid, our COVID-19 initiative working with local people to support the wellbeing of community members who were at home and isolated during lockdown for a variety of reasons. Some were shielding because they were approaching the end of life, had a chronic condition or were carers. Others had been recently bereaved and could not access their usual support networks.

We supported local people who volunteered their time to ensure they felt part of the community and that their needs were met. We linked people together in a one-to-one ‘match’ to develop a mutually supportive relationship, providing opportunities for reflection and to learn new skills, such as dementia training.

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St Christopher’s Hospice annual report and accounts 2020-21 9
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“I just wanted to drop you a line to say how helpful the volunteers are and what a difference they make to each shift. Sometimes, I’m sure we wouldn’t make it through the day without them!” Fiona Hodson, Consultant Nurse

Together we provided help to people at home, such as:

We worked with partner organisations such as Tate Modern and the Horniman Museum to produce

creative arts booklets and activities that people could do at home. Our Complementary Therapies Team produced a guide for at-home relaxation which we distributed with essential oils to people. We also worked with local community and mutual aid groups to meet people’s specific needs. One example is London Rainbow , who we worked with to distribute donated tablets and phones. Another is GoodGym , a national programme working with volunteers to perform tasks for charities, such as supporting members of the community to connect to the internet and sign into online programmes.

Feedback from community members confirmed they felt cared for, connected with others during a difficult time and that this created valued relationships. Those volunteering their time received training and daily support from our team and reflected a growth in knowledge, skills and confidence. Many shared that they felt their own wellbeing had improved as they’d found a sense of purpose by being involved in doing something for themselves and others during a difficult time. Overall 437 people received support at home from 216 community members volunteering their time, and today, 160 community members are still giving long-term social and practical support to 237 people through the Community Aid programme.

From June 2020 to January 2021, 12 volunteers completed 228 deliveries and/or collections of food and medication as part of Community Aid. This new ‘driver’ role made such an impact that it has become a permanent volunteer role, with eight volunteers embedded and working within the Community Care Teams on an ongoing basis.

“[The chats] make her feel better. [The] two-way relationship is a real joy and they have lots in common, a despite [ ] large age gap” Relative of a community member matched as part of Community Aid

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We launched the first ever Snowdrops for St Christopher’s to give people the opportunity to celebrate the lives of friends or relatives by dedicating a Snowdrop in their memory

Remembering with the bereaved

It’s important to provide moments to talk about, remember and celebrate the lives of those who are no longer here. Over the last year, this has proved incredibly difficult, as the restrictions during the pandemic meant no one was able to gather and grieve as they normally would… but that didn’t stop St Christopher’s offering to help in different ways.

In October, we took on Lewisham Bereavement Counselling Service (LBC) , a well-established community bereavement service supported by local counsellors for the local community, regardless of the type of death. We’ve been providing bereavement support to people in our local communities for over 45 years and LBC already ran their service in a similar way, transitioning well into our wider bereavement team during challenging times. We hope to utilise their existing base in Deptford to better support people in south east London.

We estimate that over 2,500 patients died during 202021 in the geographical patch covered by King’s College Hospital on Denmark Hill, Princess Royal University Hospital in Orpington and Orpington Hospital. Each one of these patients left friends and relatives distraught by the traumatic nature of the loss during the COVID-19 pandemic. In response to this crisis, a new collaboration of several partners, including St Christopher’s, formed Kings College Hospital Charity (KCHC) Bereavement Service . The purpose of the KCHC Bereavement Service is to support people throughout their grief and is open to anyone who has lost someone at one of these hospitals during the pandemic; support is not limited to those deaths associated with a COVID-19 diagnosis.

So far, this partnership has successfully delivered over 1,100 therapeutic sessions, triaged over 250 clients and has recently been extended to the staff at the three hospitals who have been bereaved during the COVID-19 pandemic.

August saw the return of our Remembering with Ribbons event where people were invited to dedicate a ribbon in memory of a friend or relative, which hospice staff tied to a tree in the grounds at our Sydenham site to create a colourful, vibrant and fluttering memorial to those we love.

Then in December, we invited people to join our annual Remembering with St Christopher’s event to reflect on the year and remember people that we love who are no longer with us. The event was open to everyone, not just families who have been supported by St Christopher’s, and offered an opportunity to mark loss as part of the wider community. The online service included an opportunity to dedicate a light in memory of a loved one, which was one of many displayed all around the hospice gardens in Sydenham.

In January, we launched the first ever Snowdrops for St Christopher’s to give people the opportunity to celebrate the lives of friends or relatives by dedicating a Snowdrop in their memory. We commissioned 1,300 beautiful hand-crafted Snowdrops, making them unique like the individuals they represent. Working with the restrictions still in place, everyone who dedicated a Snowdrop received an invitation to book a slot to attend an installation at Down House, former home of Charles Darwin, in April 2021. When the installation finished, each Snowdrop was sent for the recipient to keep forever in their house, garden or special place of remembrance.

St Christopher’s Hospice annual report and accounts 2020-21 11

Choose Home is provided by trained volunteers, carers and registered nurses who are supported by consultant nurses, clinical nurse specialists and doctors, over phone and video, as needed

Invest in hospice- led innovation related to death, dying and loss to strengthen hospices’ contribution nationally

Supporting people’s choices

Part of being independent for every individual is the right to choose the environment in which they die. Many people, given the choice, would like to die at home and we make every effort to support those decisions.

In October 2020, thanks to funding from the Burdett Trust, we started a new service known as Choose Home which, initially, serves the communities of Bromley and Lewisham. This service was developed to offer wraparound care support to people with a prognosis of two to three weeks left to live so they could remain in their own home, where this is their wish. We knew there was a real need for such a service as, over the previous 12 months, 39% of people admitted to the hospice died within hours to three days of admission, and most of those would have preferred to stay at home.

Choose Home is care, provided in people’s home, by trained volunteers, carers and registered nurses who are supported by consultant nurses, clinical nurse specialists

and doctors, over phone and video, as needed. Our Choose Home volunteers provide a listening ear, make a cup of tea and provide company for those living alone between care visits, drawing on the cultivated skills of our carers and nurses as required. This aims to improve people’s quality of life, reduce isolation and help them to stay at home in surroundings they are comfortable in. In the first three months the service supported 79 people and received positive feedback from patients and families. One daughter of a person we supported to die at home said: “your care assistants took my fear away”.

In an effort to enhance support to care homes at a time of intense pressure during the second national lockdown, we made available a consultant nurse and doctor to work in specific care homes in Bromley. We supported several care homes with outbreaks of COVID-19 to ensure the immediate response was working closely with Public Health England, the NHS Bromley CCG and the local council.

COVID-19 has forced everyone to reflect on dying, death and bereavement in some shape or form. Whilst serving to increase pressure on systems, leading to stress for staff, people and families, it also acted as a catalyst for significant change and innovation across healthcare and communities. To better understand these changes, and how we can harness our learnings from the last year to reshape future experiences of death and bereavement, we embarked on a joint venture with Marie Curie and Nesta .

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Together, we gathered insights from a diverse range of perspectives, held virtual events and ran a social media campaign to gather views and start conversations. We have published our initial findings in an Insights Summary paper which outlines five key areas of opportunity available to hospices and others, that could help transform people’s future experiences at end of life. These focus on ensuring care is equitable and person-centred, supporting people to feel comfortable talking about death, encouraging community-led response, fostering greater opportunities for collaboration and increased use and access to digital tools. Our aspiration is to continue this work and inspire a movement of people to come together with a shared purpose to effect real change.

Working in partnership

We know that part of delivering the best care and support is through collaboration. This year, more than ever, we’ve relied on family and at-home carers to be our window into the daily needs of many patients.

We want to do our best to support every person who stays with us, and their carers. In an effort to improve communication between carers and members of our multi-disciplinary teams (MDT), we’ve developed the Carers’ Diary initiative. Its purpose is to be a reflective tool for carers’ experience of end of life care, help ‘fill in the gaps’ for carers when they are not present and to gain useful feedback from carers to influence daily care. All staff and family/friends will be invited to write in the diary, which will be kept at the bedside while at the hospice.

In an effort to better support carers to provide end of life care for people who wish to be at home, we’ve provided outlets for those isolated (particularly due

This year, more than ever, we’ve relied on family and at-home carers to be our window into the daily needs of many patients

to COVID-19) to connect with other carers and clinical colleagues at St Christopher’s. In addition, we’ve invested in remote training to pass on practical skills which will be of use to carers on a daily basis, such as teaching people to give injections.

Highlighting and redressing inequalities

Death does not discriminate but, unfortunately, sometimes the system of care does. As people live longer and develop more complex needs, it’s important that we consider the needs of all those in the communities we support.

In 2019 we became aware of the growing number of people who, due to restrictions placed on them as part of their immigration status, had No Recourse to Public Funds (NRFP) , severely limiting access to healthcare and benefits. Many, we discovered, found themselves in this unenviable position while also caring for a family member approaching the end of life.

In pursuit of our mission to offer high quality, holistic care to everyone who needs it, whenever and wherever that may be, we embarked on a major piece of work to tackle this challenge and support this vulnerable group.

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St Christopher’s Hospice annual report and accounts 2020-21

In January 2021, after 18 months of research and collaboration with expert partners as well as the generous support of Hospice UK and St James’s Place Charitable Foundation , we published Do You See Us? , a guide to help hospice and palliative care teams, migrant centre workers, social workers and welfare teams be better prepared to support this community to access the same quality of end of life care extended to the rest of the UK population.

We’re confident that with this guide and the launch webinar which attracted 175 people, we’ve created a resource that will facilitate the extension of economic, social, health and spiritual support to a hidden group in desperate need, by providing hospice professionals with the essential information they’ll need to identify people with NRPF, give them appropriate support and introduce them to other agencies who can help them.

We want to share our knowledge and enable others to provide excellent end of life care for people who live into late old age. For that reason, we developed Cascade – a two-year project now in its second year – which aims to increase the quality of end of life care for older people with severe frailty, generously funded by the Burdett Trust for Nursing.

Through collaborative working between community nursing and hospice teams, Cascade has identified key skills for nurses in a variety of settings and, despite the obstacles presented by the pandemic, provided training for 28 individuals in the last year to support the development and growth of these essential skills and improve care. The pandemic has heightened people’s awareness of how older people are treated, especially as people were forced to self-isolate for most of the last year without the social interaction and support that we all need as humans. In the coming year we hope to harness this

increased awareness and societal drive to improve support for older people as we share our learnings with the wider community through co-working with external agencies and hosting a national conference.

Staff from St Christopher’s were one of the first two hospices to partake in a new model to improve end of life care for homeless people . This project was established by Dr Caroline Shulman in light of the growing numbers of people who were dying in unsupported, unacceptable situations.

During this pandemic, 253,000 people in England have been identified as homeless and are living in temporary accommodation, the highest figure for 14 years. With more than two-thirds (68%) of those living in temporary accommodation based in London, we were keen to be involved in supporting people in this situation who were approaching the end of their life.

The project focussed on embedding multidisciplinary, person-centred care and support for sick homeless people, by bringing together palliative care and multi-disciplinary support into homeless hostels and day centres. Over the last two years we have worked with two hostels in Croydon to support staff to access tools and resources to facilitate better health and palliative care outcomes for the people in its service. Now, the model established between academics at University College London and St Christopher’s, has been rolled out to other hospices across the UK to help reduce inequalities in care for this disadvantaged and marginalised group.

Over the last two years we have worked with two hostels in Croydon to support staff to access tools and resources to facilitate better health and palliative care outcomes for the people in its service

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Increase public and professional confidence and knowledge about end of life to transform end of life care globally

Demystifying death through public education

At St Christopher’s, we often use the term ‘death literacy’ to describe the knowledge and confidence people have when talking about death. One of our core ambitions is to support that literacy to reduce fear and demystify taboos.

We believe that conversations with people about end of life care and advanced care planning are much easier when these ideas are already part of public consciousness. That’s why we’re committed to changing

public perceptions of death, dying and loss through ongoing education and two-way discussion. One of the ways we do this is through contribution to local and national media stories.

Over the last year, St Christopher’s has participated in a variety of media coverage. Some notable contributions to national conversations over the last year are:

‘Living with Grief’ hosted by Esther Rantzen on Channel 5

This documentary featured Durone, who was supported by our Candle Child Bereavement Service following the death of this brother when he was just 11. Esther interviewed Durone, who is now in his 20s, in what was an extremely moving interview.

We promoted the documentary on our social media channels and signposted people to our Virtual Bereavement Help Points.

St Christopher’s Hospice annual report and accounts 2020-21 15

BBC Radio London

Care Director Amanda Mayo was interviewed live on air with presenter Jo Good, about the importance of hospice support to mark Hospice Care Week.

Hospice Care Week with Hospice UK

Adil, a member of our Young Adults Group, was the focus of a social media campaign from Hospice UK to mark Hospice Care Week, where he shared what it’s like at one of our Saturday sessions and what the group means to him.

Community collaboration

Over the last year, we’ve worked with community members to run several sessions with the aim of increasing public knowledge and confidence about death, dying and loss:

We collaborated with members of the community to create and curate the ‘Scrolled Life’ Exhibition at the Horniman Museum in Forest Hill.

The exhibition shared the stories of creative arts participants with marginal lived experiences, including hospice patients, asylum seekers and people living with long-term mental health conditions. The artwork attempted to articulate on papyrus scrolls their lived experiences and, in some cases, their deaths. These were displayed next to their life story in text.

We arranged special trips for carers and community events where we were able to discuss death, dying and loss with members of the public visiting the exhibition.

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St Christopher’s Hospice annual report and accounts 2020-21

Transforming professional education and training

As the leading provider of education in palliative care, we believe in pushing boundaries and life-long learning, which is why we’ve not let the COVID-19 pandemic stop us from innovation, collaboration and progress.

Unable to welcome visitors in person to our new £6.7m Centre for Awareness and Response to End of Life (CARE) , we instead launched it with a four-part webinar series ‘Connect with CARE’.

More than 700 people joined the online sessions, each of which introduced a new initiative or model, with a virtual tour of the new centre, the first meeting of the Cicely Saunders Society, and the launch of two ground-breaking new guides, the Lantern Model , and our No Recourse to Public Funds toolkit, Do You See Us?

To complement and capitalise on the new facilities, we’ve refreshed our curriculum, with an increased focus on public engagement as well as a range of new products for professionals.

This includes a new suite of dementia resources, skills workshops and a regular webinar series focusing on topical issues like grief and loss. Among the products designed to ensure enrichment for a wider audience will be two conferences aimed at opening up the conversation around death and dying.

“I am excited about the future of St Christopher’s CARE because it will equip, enable and empower ordinary people living in families and local communities to talk more about death dying and loss, thereby increasing understanding about ways we can all make a difference to our fellow human beings by helping them through some of the most challenging times in their lives” Shaun O’Leary, Joint Chief Executive

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St Christopher’s Hospice annual report and accounts 2020-21

“St Christopher’s CARE will help us to break down the taboos surrounding death, dying and loss. Giving people the skills, knowledge and ability to speak openly and prepare for death. What can be more important?”

Emily Baddeley, Head of Communications & Marketing

“St Christopher’s CARE will build nurse leaders of the future, help us to work together globally, platform innovation and be a guardian to the art and science of palliative nursing”

Marie Cooper, Nurse and Project Lead for Celebrating Palliative Care Nursing

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St Christopher’s Hospice annual report and accounts 2020-21

We responded to the learning needs of health and social care professionals in all settings with a suite of new products designed to provide nurses, doctors and allied health professionals with the tools to respond to the increase in demand for end-of-life care. During the first wave 1,227 people logged on to the 20 free webinars and online learning sessions we provided. Many of these individuals, including GPs, hadn’t benefitted from support from the hospice before. Many returned for our six-part Second Wave webinar series in November and December.

Developing ever closer ties with local health providers has helped us further increase engagement. This has been demonstrated by the continuation of the Hospice Education & Learning Partnership (HELP) with Greenwich & Bexley Community Hospice and exemplified with the recognising dying training delivered to NHS staff at the Nightingale Hospital in London. New partnerships with Oxleas NHS Trust and Bromley Healthcare have seen widespread take-up of our Introduction to End of Life Care courses in particular.

We marked the first ever International Year of the Nurse in style. The President of the Royal College of Nursing, a pioneer in American palliative care nursing, a former MP and a lifelong campaigner for better conditions for nurses were among the inspiring

“St Christopher’s CARE gives us new opportunities to really make a difference; drawing on the alchemy of learning, research, innovation and expert practice made all the richer through partnership between professionals and the public” Heather Richardson, Joint Chief Executive

speakers at our seven-part series of webinars. In addition, we searched the world, identified and celebrated 30 Pioneering Nurses driving palliative nursing forward to change the experience of people approaching the end of life.

Our third means of marking the Year of the Nurse was to launch the first new model of palliative care in 30 years – the Lantern Model . With almost 600 people joining the four-part webinar series, it’s clear this new model articulating the unique, vital and skilled role of nurses caring for people at the end-of-life, was long overdue. Made possible by the support of the Florence Nightingale Foundation and Burdett Trust, the model is designed to support individual nurses as well as organisations looking to improve care in any setting.

As well as increasing engagement locally and nationally, our strategic partnership with the Institute of Palliative Medicine Kerala , Sanjeevan Palliative Care Project Puducherry , and Bangabandhu Sheikh Mujib Medical University , Bangladesh, has seen us reach an even greater global audience. More than 136 delegates from 43 mostly low- and middle-income countries, joined the six-month Palliative Care Fellowship online in February as we continue to identify and support new leaders to establish and expand palliative care services across the world.

St Christopher’s Hospice annual report and accounts 2020-21 19

Community: partnering with those around us to become stronger together

Increased community support

We’re proud of how we’ve continued to support those most vulnerable in our communities during a global pandemic, but nothing could have prepared us for the incredible generosity from our community to us.

Living through a pandemic has placed a strain on all of us and, at St Christopher’s, we also felt the challenges imposed by the pandemic. When the virus first hit, our main priority was continuing to support people living with a terminal illness whilst making sure we kept the people we were caring for and our staff safe. This became increasingly difficult as we, and the NHS, struggled to secure adequate PPE for staff.

After exploring all avenues, we put out a plea to the local community on social media and were overwhelmed by the response. Deliveries arrived each day of surgical masks, aprons, visors and goggles (including swimming, cycling and science lab goggles!). We also had local people making gowns and scrubs for staff (some made from costumes from cancelled theatre shows) and deliveries of everything from food parcels to hand cream kept staff morale high during some of the most stressful conditions we have ever experienced.

Then, a few weeks later as we started to feel the financial pinch of closing our charity shops and cancelling our fundraising events, we saw an outpouring of financial gifts in response to our Emergency Appeal which raised over £130,000. One family sent in a donation of £500 – the amount they would have spent on their annual holiday which had been cancelled as a result of the virus. Not only did these gifts mean we could keep supporting the growing numbers of people who needed us, they also highlighted how St Christopher’s is very much part of the local community.

And as we’ve already mentioned, our Community Action Team supported people to volunteer their time to help others and, in some cases, even took some strain off of our clinical teams. It was a genuinely reciprocal partnership.

Inclusivity: encouraging everyone to be their authentic self, feel valued and get involved

Learning and growing together

It’s only through education, discussion and understanding that we can truly say we stand for equality and diversity at St Christopher’s.

2020 was a tough year as we battled an international pandemic and people gathered around the world to stand up against racism following the death of George Floyd. In response to this, many organisations, including St Christopher’s, made a commitment to improving equality, diversity and inclusion within the workplace.

We began by holding two externally facilitated workshops, open to all staff, to explore what it means to be a truly inclusive organisation and understand what we are doing well and where we need to focus our efforts to improve. These workshops were attended by more than 30 people and their recommendations formed a roadmap for our newly formed Steering Committee known as FREDIE (Fairness, Respect, Equality, Diversity, Inclusion and Engagement) .

We also continue in our commitment to ensure people from Black, Asian and Minority Ethnic (BAME) groups are represented across our workforce with processes such as anonymised shortlisting for vacancies, thus removing any unconscious bias and active encouragement to people from BAME groups to apply for our new roles as they become vacant, especially those on our Trustee Board and in more senior positions.

Sustainability: remaining resilient and ensuring our future

Stability amongst uncertainty

We’ve taken some significant steps over the last year to ensure the long-term sustainability of our organisational direction and our finances.

Last year, we welcomed four new Trustees to our Board: Nick Diamond, Tony Hunter, John King and Dee Townsend. Neil Goulden also joined us from 1 April

20 St Christopher’s Hospice annual report and accounts 2020-21

2021 as our new Chair of Trustees, bringing with him a wealth of experience and a passion for social justice, innovation, education and clinical excellence.

We also said goodbye to three long-standing members of our Board during the year: Barbara Noble, Richard Saunders and Morgan Jones, our retiring Chair. Over the years Morgan has overseen many significant developments and improvements across the hospice. In that time, we’ve more than doubled the number of patients we care for and seen St Christopher’s CARE (a £6.7m new education facility that aims to be a space to explore living with death, dying and loss) develop from an initial idea through to construction.

During the pandemic, the Board met regularly to support the Executive Team and to assure itself on progress in the management of the associated risks. This was in addition to the core schedule of previously planned Board meetings.

After great consideration and many years of effort to turn St Christopher’s Personal Care into a financially viable business we reluctantly took the decision to close this service. We had continued to implement measures to grow income and client numbers for the service but sadly, this did not prove to be financially sustainable. Once the decision had been made our priority was ensuring our clients care needs continued to be met until an alternative care provider had been found, as well as supporting the Personal Care workforce to find suitable employment – both at the hospice and with other care providers.

2020-21 could have been a very damaging year for our finances but, due to exceptional one-offs, we have

generated net income (before movements in pensions and investments funds) of £4.5m.

Our shops which we rely on to generate money for the hospice had to close for seven months and our Fundraising Team could not hold events in public as they would do in a normal year. We are therefore grateful for the generous donations which we have received from the local community during the last year, and £3.5m of funding which we received from NHS England via Hospice UK as part of the nationwide government COVID-19 response to hospices.

On top of this, it has been an unusually high year for legacies income – with £6.1m generated, this was £2.4m higher than the previous year. We have also received £0.9m of one-off funding from the NHS (via the South East London CCG) which has been allocated to support us in future years of expected future challenge. Both of these factors combined are the key reason that our financial results in this report show our net income being £4.5m (before movements in pensions and investment funds).

This additional legacies income, and one-off NHS funding, have been ringfenced in newly created designated funds to support us in future years of expected financial challenge; we are concerned as to how the COVID-19 pandemic has damaged the wider economy, and donors’ individual finances, meaning that we expect it to be hard for us to raise the money we need in future years, beyond 2020-21.

See the Financial Review section from page 31 for further details.

St Christopher’s Hospice annual report and accounts 2020-21 21

Keeping everyone safe

From extra cleaning to regular COVID-19 testing we’ve prioritised safety. While doing this, we have tried to remain human-centred to support our patients at the end of their life.

As with any organisation, over the last year we’ve developed additional procedures to ensure that our workforce, patients and visitors were kept as safe as possible during the COVID-19 pandemic, bearing in mind heightened levels of the virus within the community, and that we were caring for patients with COVID-19. For example, we increased our cleaning protocols, wore additional PPE, and reduced our on-site presence in line with public health guidelines. Staff also had to socially isolate if they were infected or in close contact with someone who had been infected.

We allowed a restricted number of visitors onto the IPU throughout the pandemic. Each case was considered in a personalised way, depending on the situation, so we could ensure that we were keeping people safe, but also connected. We also offered warm water for our visitors for handwashing outside the hospice – just a small way to support them while visiting friends or relatives at the end of life.

We have tested staff regularly to ensure that any asymptomatic infection is identified. We have actively encouraged vaccine take-up and the benefits of the vaccine to workforce, and worked with the local health system to ensure that our frontline staff could access the vaccine as early as possible.

Keeping people well

Much more than just looking after physical wellbeing, we’ve made every effort to ensure that staff and volunteers at St Christopher’s had vital outlets to vent, relax and find support during an incredibly difficult time.

Looking after our colleagues is always a top priority but never more so than over the last year, when it’s been more difficult to meet face-to-face to support each other.

For staff, we created more opportunities to access digital support at both a team and wider organisational level. We booked virtual wellbeing sessions with experts and commissioned videos to share on our intranet to support staff while working remotely. Most recently, we’ve launched a new three-year health and well-being strategy and planned our first ever Health & Wellbeing Month, in partnership with Greenwich & Bexley Community Hospice. With a variety of activities (online and in person), this month of activities aims to invest in services and training to encourage staff to be mindful, and take care of, their own wellbeing.

We also kept in contact with our volunteers, ensuring regular contact and redeploying people where we could to support the changing needs of the organisation during the pandemic. We involved several volunteers in our application for the Investing in Volunteers (IiV) quality standard for good practice in volunteer management. We were awarded with this accolade for the management and effectiveness of our work volunteers at St Christopher’s. We’re hugely proud of this achievement and hope it shows current and potential volunteers how much they’re valued and gives them confidence in our ability to provide an outstanding volunteer experience.

Staff and volunteers at St Christopher’s Hospice had vital outlets to vent, relax and find support during an incredibly difficult time.

22 St Christopher’s Hospice annual report and accounts 2020-21

The rise of a global pandemic meant that we weren’t able to host… mass events but, undefeated, we did things a little differently

Finding new ways to fundraise

Almost overnight we went from hosting events faceto-face to live-streaming. The team has been creative, versatile and, most importantly, resilient.

At St Christopher’s we’re well known for our events – whether that’s walking through gorgeous countryside in fancy dress for Fun Walk, taking on a sporting challenge or coming together to remember family and friends who have died. The rise of a global pandemic meant that we weren’t able to host

these mass events but, undefeated, we did things a little differently.

For those looking to keep active in lockdown we launched Step Up for St Christopher’s which saw 157 people walking 32,896,511 steps and raising almost £5,000 for the hospice. To provide some light entertainment we teamed up with our new Ambassador, comedian Tom Allen , to host two livestreamed quiz nights on YouTube and Facebook with 1,500 people tuning in and raising over £22,000 across the two events.

St Christopher’s Hospice annual report and accounts 2020-21 23

Most importantly, we made sure people still had the opportunity to remember those they have lost which, due to restrictions on funerals, was more important than ever before. We held two livestreamed events – Remembering with Ribbons in the summer and Remembering with St Christopher’s in December – which shared the virtual lighting of our trees and invited people at home to light a candle with us in memory. Over 5,500 people watched these events and, combined, they raised over £100,000 for St Christopher’s.

Rallying for retail

We made sure people still had the opportunity to remember those they have lost which, due to restrictions on funerals, was more important than ever before

Like all other high street shops, ours were closed for seven months over the last year. Staff were furloughed and 20% of our loyal volunteers decided they would not be in a position to carry on because they felt unsafe or needed to shield due to medical vulnerabilities.

Our retail arm usually brings in well over £1m of muchneeded net income per year, so things could have been rather bleak during the last year. But, rather than feel discouraged by the challenges ahead, we rallied:

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St Christopher’s Hospice annual report and accounts 2020-21

updates to drive traffic to our online stores, where we saw an 100% increase in online sales

We never stopped taking donations, even when our shops had to close and our drop-off centres were busy throughout the year. In the 20 weeks we were open between April 2020 and March 2021, the generosity of our retail supporters was incredible and we managed to ensure the trading company was

in good shape for the future. Since reopening on 12 April 2021, we’ve been extremely busy with recordbreaking sales and donations, and we give thanks to all our supporters staff and volunteers for their continued commitment.

We’ve had new volunteers join our team, we’ve launched a retail Instagram account ( @stchrishospiceshop ) and are looking forward to offering a more hybrid (online and in-store) retail experience moving forward.

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St Christopher’s Hospice is a company limited by guarantee and is governed by its Articles of Association. St Christopher’s Hospice is also a Charity registered with the Charity Commission in England and Wales.

St Christopher’s Hospice has two wholly owned subsidiaries, St Christopher’s (Trading) Ltd and St Christopher’s Personal Care Services Ltd. The registered office of St Christopher’s Hospice and its subsidiaries is 51-59 Lawrie Park Road, Sydenham, London SE26 6DZ.

Trustees’ duty to promote the success of the Charity – Section 172 statement

The Trustees are the directors of St Christopher’s Hospice and have a duty to promote the success of the Charity and, in doing so, are required by section 172(1) of the Companies Act 2006 to have regard to various specific factors, including:

How we are governed

The Board, consisting of the Trustees named at the back of this report, has ultimate responsibility for the proper and effective management of St Christopher’s Hospice. The Board is responsible for all major strategic decisions, for monitoring the organisation’s performance, and to ensure that it complies with its Articles of Association and applicable laws and regulations.

As mentioned previously, Neil Goulden is the Chair of the Trustees following the retirement of our previous chair, Morgan Jones on 31 March 2021. The Vice Chair is Jane Walters.

The Board has Trustee representation on the following committees: Nominations & Remunerations Committee, Audit Committee, Investment Committee, Pensions Trust Board, Trading Board, Quality Governance Committee, Safeguarding Committee, Research, Audit & Clinical Evaluation Committee (RACE). Committee terms of reference define responsibilities and delegated responsibilities and are reviewed annually. The Board may delegate any of its powers to one of its committees. The committees report to the Board after each meeting.

The Board delegates day-to-day management and decision making to the Executive Team which is led by the Joint Chief Executives (JCEs). The Executive Team is required to act in furtherance of the Charity’s strategy. The Board holds the Joint Chief Executives and Executive Team to account for its leadership of the organisation.

With Neil Goulden our new Chair in place, our Board of Trustees will be reviewing our governance arrangements and their effectiveness from 2021-22.

The Charity’s strategy takes into account the likely consequence of any decision in the long term. The Trustees have previously approved a plan for strategic ambitions for 2020-23. An update on progress against this plan is set out on pages 8-25.

The Board meets at least quarterly throughout the year where it assesses progress against the strategy, identifies areas for focus for the following year and receives updates on the Charity’s performance and plans. Its committees also review plans with regard to the particular activities overseen by the committee concerned. The Board typically also has an annual away day for strategic planning.

The Board obtains assurance that attention is given to the factors set out in section 172 when promoting the success of the Charity, by monitoring that the Executive Team and the wider organisation are delivering the agreed strategy, and are complying with specific policies.

Engagement with the Charity’s main stakeholder groups are as set out on pages 8-25. The Executive Team regularly reports to the Board on key stakeholder

26 St Christopher’s Hospice annual report and accounts 2020-21

relations and engagement activities, current issues and relevant feedback received from interaction with stakeholders.

The Trustees also follow a formal process to regularly manage and review risks that are faced by the Charity as set out on page 29.

The Charity ensures that it maintains a reputation for high standards of business conduct by having in place a range of policies and processes that promote corporate responsibility and ethical behaviour. Areas covered include: fundraising (our fundraising practices are discussed below); gifts, hospitality and antibribery; conflicts of interest; safeguarding, bullying and harassment; and whistleblowing. All these policies are reviewed periodically. We also have dedicated leads for safeguarding and whistleblowing within the Executive Team and the Board of Trustees.

Recruitment and appointment of new Trustees

The Board is made up of individuals who have a diverse, varied and balanced cross section of life, skills and experience. When embarking on the recruitment process, the Trustee vacancy is advertised on the St Christopher’s website, in various publications and on social media. Prospective candidates are invited to apply outlining their relevance for the role. After the closing date, applicants are shortlisted against the person specification and potential candidates are invited to interview. The interviews are usually carried out by the Chair, Vice Chair and a subset of other Trustees. Successful candidates are then formally appointed by a resolution of the Board.

Trustees are appointed by resolution of the Board for a term of up to three years, upon expiry of which they shall be eligible for re-appointment for a further term or terms of up to three years. All Trustees also sign a code of conduct on appointment. The Trustees, Chair and Vice Chair carry out their responsibilities in line with a documented description of their role.

New Trustees undertake an induction process designed to equip them with the information and understanding they need to become effective and valuable members

of the Board as quickly as possible. The induction process involves the following:

All Trustees give their time voluntarily and receive no benefit from the Charity. Out of pocket expenses incurred by the Trustees in the course of carrying out the role can be reimbursed in accordance with the organisation’s expenses policy. No expenses were claimed from the Charity this financial year. All Trustees were required to complete and sign an annual declaration of interests and of any relevant gifts received during the year.

Public benefit

The Board is aware of the Charity Commission’s guidance in relation to public benefit. This report indicates how our activities have delivered public benefit.

Fundraising disclosure

St Christopher’s Hospice has voluntarily subscribed to the Fundraising Regulator and is committed to the Fundraising Promise and adherence to the Code of Fundraising Practice set by the Fundraising Regulator.

We encourage the fundraising service providers we engage with to also sign up to the code. Our fundraising effort is led by Compton Fundraising Consultants who are members of the Association of Fundraising Consultants (AFC) promoting best practice and mission to set the very highest standards of fundraising. As a member of AFC, Compton Fundraising Consultants have signed the AFC code of practice together with the Fundraising Regulator’s code of Practice. Compton Fundraising Consultants work very closely with the

St Christopher’s Hospice annual report and accounts 2020-21 27

in-house Fundraising Team on a day-to-day basis and set and agree the annual fundraising targets with the St Christopher’s Executive Team. Performance against targets are monitored and formally presented monthly to the Joint Chief Executives and the Director of Finance & Corporate Services.

In addition, the Fundraising Team engages professional third-party suppliers to help us raise funds particularly where we do not have the expertise in-house. We have safeguards in place when working with suppliers so that we protect our supporters and the reputation of our charity, including Lottery Fundraising Services the company which supports our lottery. We ensure all these agents observe the highest standards in terms of fundraising practice and monitor their performance through the use of mystery shopping and random checks with donors.

St Christopher’s Hospice is a member of the Hospice Income Generation Network and many of our fundraisers are members of the Chartered Institute of Fundraising.

Our website outlines our complaints policy for the public. We received three fundraising complaints in 2020-21 (2019-20: 0 fundraising complaints). Our policy is to respond to all complaints within 10 days. Serious complaints are escalated to our Executive Team and Trustees to consider lessons learnt. We report to the Fundraising Regulator and the Gambling Commission on the totality of our complaints.

We have policies and procedures in place to safeguard the vulnerable and we ensure our fundraisers and third-party suppliers adhere to these policies. We are also signed up to the Fundraising Preference Service to enable individuals to opt out from receiving fundraising communications from us. We received no requests through this service last year

Pay policy for senior staff

The pay of the Joint Chief Executives is set by the Remuneration & Nominations Committee with any changes authorised by the Chair of the Board of Trustees. The pay for the remainder of the Executive Team and other senior staff is agreed by the Joint Chief Executives in consultation with the Director of People & Organisational Development.

Disabled people

St Christopher’s Hospice is a ‘Disability Confident’ Employer. This means that we undertake full and fair consideration of all applications for employment including those made by disabled persons. We offer a guaranteed interview to those applicants who qualify under the ‘Disability Confident’ scheme and we are also committed to supporting both disabled people back into the workplace as well as supporting those people who become disabled whilst employed by the organisation. We operate partnerships with a number of external organisations, including the Wolfson Neurorehabilitation Centre, which provides further support and advice to disabled people working with us.

Equality and diversity

St Christopher’s Hospice has been signed up to the ‘Mindful Employer Charter’ since August 2016 and demonstrates a strong commitment to supporting individuals with mental health illnesses and to actively seek to alleviate causes of workplace stress, where possible. Work is currently underway to train up internal Mental Health First Aiders, to strengthen the support available.

The organisation has continued to work hard to maintain its BAME staff representation which remained at 21% by the end of 2020-21, initiatives such as implementing a new Applicant Tracking System which anonymises personal information and additional training for recruiting staff have supported the organisation’s endeavours in this regard.

Gender pay gap

The gender pay gap information shows any difference in the average earnings between all men and all women employed across the organisation. The April 2020 data identified that of our 559 staff (excluding bank workers) 85.5% were women and 14.5% were men.

Our data identified that the average hourly rate was 7.1% higher for men in April 2020 compared to 8.1% in April 2019, which is an improvement for the organisation. However, we recognise that having a workforce which is predominantly female means that

28 St Christopher’s Hospice annual report and accounts 2020-21

even small fluctuations in our male workforce can negatively impact on the mean data. In addition, due to a small decrease in the number of full-time female workers during 2020, this moderately affected the median data, which increased from 0.61% in 2019 to 3.4% in 2020.

Employee information

St Christopher’s Hospice is committed to providing information to employees on matters of concern to them and consulting employees, or their representatives (e.g. via our Staff Forum), on a regular basis and in relation to any proposed changes, so that their views can be heard and considered when making decisions.

Streamlined energy and carbon reporting (SECR)

In our first year of SECR, our UK greenhouse gas (GHG) emissions and energy use for the year were as set out below.

Quantification and reporting methodology

We have followed the 2019 HM Government Environmental Reporting Guidelines. We have also used the GHG Reporting Protocol – Corporate Standard and have used the 2020 UK Government’s Conversion Factors for Company Reporting.

Intensity measurement

The chosen intensity measurement ratio is total gross emissions in metric tonnes per staff FTE.

Measures taken to improve energy efficiency

Our new building St Christopher’s CARE was completed during the year, and our old Education building was demolished.

St Christopher’s CARE has been designed and built using the latest methods in energy efficiency. For example, this has resulted in St Christopher’s CARE having:

UK GHG emissions and energy use data for the period 1 April 2020 to 31 March 2021

period 1 April 2020 to 31 March 2021
Energy consumption used to
calculate emissions (kWh) 2,676,264
Energy consumption breakdown (kWh):
•Gas
•Electricity
•Transport fuel
Direct GHG emissions: gas consumption
267.56
Indirect energy emissions: purchased
electricity 293.47
Other indirect emissions: employee
mileage while undertaking activities
for St Christopher’s Hospice 69.40
Total gross emissions in metric tonnes
CO2e 630.43
Intensity ratio metric tonnes CO2e
per staf FTE 1.68

Principal risks and uncertainties

The Trustees, in conjunction with the Executive Team, follow a formal process to manage the risks faced by the hospice.

This process focuses on six potential areas of risk – strategic, financial, services, premises, workforce and information. Risks under each of these headings are assessed as to the severity of the risk to the organisation and accompanied with strategies to eliminate or mitigate the risk.

The risk management process is conducted at least annually and comprises the following:

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St Christopher’s Hospice annual report and accounts 2020-21

This process has confirmed that key risks facing the organisation pertain to:

the EU. The Charity has reviewed the potential risks to operations in the context of the Department of Health & Social Care’s ‘EU Exit Operational Readiness Guidance’. This exercise identified possible risks to the availability of some key drugs and supplies. Measures aimed at mitigating the potential impact of these risks have been considered.

The Trustees have also considered the impact of the ongoing economic and political uncertainty on the generation of income and will continue to hold reserves in order to mitigate potential income volatility.

Actions intended to mitigate these risks include:

Risks associated with the United Kingdom’s decision to leave the EU

The Trustees are continuing to assess the impact on the Charity of the United Kingdom’s decision to leave

30 St Christopher’s Hospice annual report and accounts 2020-21

These financial statements include the results of St Christopher’s Hospice and its trading subsidiaries, St Christopher’s (Trading) Ltd and St Christopher’s Personal Care Services Ltd, for the year ended 31 March 2021.

The charitable activities of St Christopher’s Hospice are identified under five main headings in the Statement of Financial Activities:

With the exception of education and training, the services provided to a patient could include one or more of these activities during the course of their care. Therefore, the cost of individual patient care may span across one or more of the charitable activities identified.

In addition to these charitable activities, St Christopher’s Hospice has a retail company and a personal care company. The activity of these companies is shown on the Statement of Financial Activities as income/costs of trading companies.

For the year ended 31 March 2021, at an operational level, St Christopher’s Hospice recorded net income, before other recognised gains and losses, of £4,470k (2020: £37k net expenditure).

Overall, the St Christopher’s Hospice generated a net increase in funds of £6,464k (2020: net decrease in funds £1,080k). This was after recognising other unrealised gains and losses as follows:

Our investment portfolio managed by Cazenove Capital Management increased in value from £8,899k at March 2020 to £11,130k at March 2021. This increase in value was after the year started from a low base following turbulence in the market at the end of 2019-20 (driven by uncertainty and concerns as a result of the COVID-19 pandemic). We have not drawn down

on our investment portfolio during 2020-21 and there are no plans to draw down on it during 2021-22.

Our bank deposits reduced from £6,135k at March 2020 to £3,051k at March 2021.

Taking our investment portfolio and bank deposits together, our overall investments reduced from £15,035k at March 2020 to £14,181k at March 2021.

2 An actuarial loss from the FRS 102 valuation of the St Christopher’s Hospice (1985) Pension Scheme of £300k (2020: loss £92k)

The FRS 102 actuarial loss is a result of four factors:

Income

Total income received in 2020-21 increased by 20% to £27,337k (2020: £22,850k). Details of how this has arisen are shown below.

Donations and gifts

Income from donations and gifts for the year was £4,242k, only slightly lower than the prior year figure of £4,355k. When taking into consideration the lack of opportunity to hold fundraising events in public due to COVID-19 restrictions, this is evidence of the generosity of our local community at a time of need, and our Fundraising Team’s ability to be innovative in finding new ways of fundraising.

Legacies

Legacies income for the year of £6,104k was significantly higher than last year (2020: £3,743k) and bucks the general trend of decline seen in recent years. As such, we envisage this may be an unusually high year for legacy income, and so we have ringfenced this money to

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St Christopher’s Hospice annual report and accounts 2020-21

support us in future years when legacy income may not be so strong. See note 16 to the accounts.

NHS contracts

Income from the NHS of £12,607k is significantly higher than that of the prior year (2020: £7,923k).

This money includes £3,459k from NHS England, this being St Christopher’s Hospice’s share of the COVID-19 relief money given to hospices nationwide, and £894k of one-off funding from NHS South East London CCG which has been allocated in a newly created designated fund to support us in future years of expected future challenge.

Income and performance of trading subsidiaries

The core activity of St Christopher’s (Trading) Ltd is the operation of shops (24 shops as at March 2021), whose purpose is to raise money for the Charity to spend on charitable activities. All shops had to close for seven months of the year to abide by public health guidelines related to COVID-19.

This meant that revenue from St Christopher’s (Trading) Ltd decreased by 35% to £2,716k (2020: £4,194k) and it made an overall loss of £84k (2020: a profit of £1,376k). In previous years, prior to COVID-19, St Christopher’s (Trading) Ltd has been highly profitable and effective in bringing in money for the Charity.

The revenue and net loss would have been significantly worse had we not received COVID-19 relief funding via retail grants from local London councils and the Coronavirus Job Retention Scheme (furlough).

Our shops reopened on 12 April 2021, with good trade seen to date. The directors are confident that (uncertainties around COVID-19 allowing) St Christopher’s (Trading) Ltd will revert to generating surplus money for the Charity.

The revenue from St Christopher’s Personal Care Services Ltd has decreased to £525k (2020: £1,437k). A net loss of £222k was made during 2020-21, which follows a loss in the previous year of £272k.

After successive years of operating losses, the directors of St Christopher’s Personal Care Services Ltd decided the company should cease trading during 2020-21. The

majority of activities ended in September 2020, with one remaining contract completing in March 2021. As such, the accounts for St Christopher’s Personal Care Services Ltd incorporated within this Annual Report and Accounts have been prepared on a basis other than going concern.

Investment income

Investment income was less than last year at £143k (2020: £339k) due to market conditions during 2020-21, and our investment portfolio focusing on investments with capital growth, rather than those which are income generating.

Education, fees and other income

Education, fees and other income of £1,000k was higher than last year (2020: £859k) and includes new contracts to deliver bereavement support.

Expenditure

Total expenditure in 2020-21 was £22,867k, which was similar to the prior year figure (£22,887k). The reduction in costs from closing St Christopher’s Personal Care Services Ltd has been offset by year-on-year salary increases.

The costs of raising voluntary income were similar to last year at £1,536k (2020: £1,561k).

Staff costs

Staff costs account for 78% of the total costs of the organisation (2020: 76%). During the year the total average FTE headcount decreased to 376 (2020: 391) following the closure of St Christopher’s Personal Care Services Ltd. Further details of staff costs and staffing levels can be found in note 7 to the accounts.

Costs of generating funds

The cost of generating funds includes fundraising, publicity expenditure, and the expenses of the trading companies.

Reserves policy and going concern

St Christopher’s Hospice holds reserves to improve both the financial security and the operational flexibility

32 St Christopher’s Hospice annual report and accounts 2020-21

of the hospice. The Trustees believe that the level of reserves held should be sufficient to cover the risks to which the Charity is exposed, including safeguarding against volatility of key income streams.

The Trustees have taken a risk-based approach to assess the level of free reserves required by the Charity. They have also reviewed this alongside the level needed to operate effectively. Taking both aspects into account, the Trustees consider that St Christopher’s Hospice should aim to hold free reserves equivalent to 9–12 months of its operating expenditure, currently equivalent to £17.2m–£22.9m. The Charity considers free reserves to be the total of unrestricted Group reserves, less designated funds. The designated funds held by the Charity are listed in the notes to the accounts and include a fund to manage the variability of year on year legacy income, a fund to ring-fence money for anticipated future financial challenges as a result of COVID-19, funds for capital commitments and the net book value of fixed assets. On this basis, free reserves as at 31 March 2021 were £20,693k (2020: £17,555k, when calculated on the same basis), or the equivalent to 10.9 months of operating expenditure (2020: 9.2 months of operating expenditure when calculated on the same basis).

The Trustees have reviewed the financial position of the Charity and its subsidiaries, its forecast cash flows, and its liquidity position for the foreseeable future. This includes the impact of risks as described in the principal risks and uncertainties section below. The Trustees believe that the charity has adequate resources to continue in operational existence for the foreseeable future. As a result, they continue to adopt the going concern basis of accounting in preparing the Annual Report and Accounts.

Investment policy

The Board of Trustees has approved an investment policy and strategy, which is supervised by the Investment Committee.

The primary objective of the investment policy is to provide financial security and stability for the operation of St Christopher’s Hospice. The investment policy also recognises that the organisation is exposed to the risk of a sharp fall in its income due to the variability of legacy

income and donations, and to uncertainty of funds from the NHS. To reflect this position, the Investment Committee with Cazenove Capital Management continues to invest in a varied portfolio, in accordance with an asset allocation approved by the Investment Committee.

The Bank of England base rate is at a historically low level of 0.1%, and, as a result, interest rates on the cash deposits set out in note 10 to the accounts have shown little improvement. Investment income has decreased to £143k (2020: £339k) of which £9k (2020: £76k) is interest from cash deposits and £134k (2020: £263k) is dividend and interest income from the Cazenove Capital Management charity portfolio.

The investment policy states that, among other things, Trustees will not invest directly in a company if it carries out activities which are directly contrary to the Hospice’s purposes and, therefore, against its interests and those of its beneficiaries.

The Investment Committee encourages responsible investment. They are committed to appointing Investment Managers who are actively involved in applying Environmental, Social and Governance (ESG) criteria across the investment process. Our existing investment manager, Cazenove Capital Management, has demonstrated that they apply these criteria.

Statement of Board’s responsibilities

The Board members (directors for the purposes of Company law) who served during the year, and the period for which they were in office, are detailed on page 62.

The Board is responsible for preparing the Report of the Board of Trustees and the financial statements in accordance with applicable law and regulations.

Company law requires the Board to prepare financial statements for each financial year. Under that law the Board has elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Board must not approve the financial statements unless they are satisfied that they give a true and fair view of

St Christopher’s Hospice annual report and accounts 2020-21 33

the state of affairs of the Charity and of the result of the Group for that period. In preparing these financial statements, the Board are required to:

Signed on behalf of The Board of Trustees

Neil Goulden

Chair of the Board of Trustees

St Christopher’s Hospice, 51-59 Lawrie Park Road, London SE26 6DZ 22 July 2021

The Board is responsible for keeping adequate accounting records which are sufficient to show and explain the Group and Charity’s transactions and disclose with reasonable accuracy at any time the financial position of the group and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Group and the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Statement as to disclosure of information to auditors

The Trustees have taken all necessary steps to make themselves aware, as Trustees, of any relevant audit information and to establish that the auditors are aware of that information.

As far as the Trustees are aware, there is no relevant audit information of which the Charity’s auditors are unaware.

34 St Christopher’s Hospice annual report and accounts 2020-21

Independent auditor’s report to the Members and Trustees of St Christopher’s Hospice

Opinion

We have audited the financial statements of St Christopher’s Hospice (the ‘charity’) for the year ended 31 March 2021 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Charity Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements 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, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going 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 the 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 charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the Strategic Report and Trustees’ Report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. 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 not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of 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 statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

35

St Christopher’s Hospice annual report and accounts 2020-21

the financial year for which the financial statements are prepared is consistent with the financial statements; and

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report or the Directors’ Report included within the Trustees’ 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 if, in our opinion:

Responsibilities of Trustees

As explained more fully in the trustees’ responsibilities statement set out on page 33, the trustees (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 material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to

liquidate the charity or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.

Irregularities, including fraud, are instances of noncompliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. Based on our understanding of the charity and its activities, we identified that the principal risks of non-compliance with laws and regulations related to the Charities Act 2011, UK tax legislation, pensions legislation, employment regulation and health and safety regulation, anti-bribery, corruption and fraud, money laundering, non-compliance with implementation of government support schemes relating to COVID-19, 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 the preparation of the financial statements, such as the Companies Act 2006 and the Charities Statement of Recommended Practice.

We evaluated the trustees’ and management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, in particular in relation to use of restricted

36 St Christopher’s Hospice annual report and accounts 2020-21

and endowment funds, and significant one-off or unusual transactions.

Our audit procedures were designed to respond to those identified risks, including non-compliance with laws and regulations (irregularities) and fraud that are material to the financial statements. Our audit procedures included but were not limited to:

Our audit procedures in relation to fraud included but were not limited to:

Use of the audit report

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

Stephen Mills

Senior Statutory Auditor for and on behalf of Mazars LLP Chartered Accountants and Statutory Auditor 6 Sutton Plaza, Sutton Court Road, Sutton, Surrey SM1 4FS 3 September 2021

There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.

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

37

St Christopher’s Hospice annual report and accounts 2020-21

Financial statements

Consolidated statement of financial activities for the year ended 31 March 2021

Unrestricted Unrestricted Unrestricted Restricted
funds
funds
funds
funds
Discontinuing
Continuing
Operations Operations
Total
Total
Notes
£’000
£’000
£’000
£’000
Income from
Donations and gifts
–
3,753
3,753
489
Legacies
–
6,089
6,089
15
Charitable activities
NHS funding for patient care
2
–
9,148
9,148
3,459
Education, fees and other income
3
–
1,000
1,000
-
Other trading activities
Income of trading companies
4
525
2,716
3,241
-
Investment income
–
143
143
-
Total income
525
22,849
23,374
3,963
Expenditure on
Raising voluntary income
–
1,536
1,536
–
Trading companies
4
747
2,800
3,547
–
747
4,336
5,083
–
Charitable activities
Inpatient care
–
9,084
9,084
1,802
Community care/outpatients
–
2,361
2,361
1,953
Education and training
–
1,023
1,023
235
Care at our centres
–
1,136
1,136
10
Candle Child Bereavement Service
–
125
125
55
–
13,729
13,729
4,055
Total expenditure
5
747
18,065
18,812
4,055
Net (expenditure)/income
before transfers
6
(222)
4,784
4,562
(92)
Transfer between funds
(relate to capital programme)
–
69
69
(69)
Net (expenditure)/income before
other recognised gains and losses
(222)
4,853
4,631
(161)
Other recognised gains/(losses)
Actuarial (losses) on defned
beneft pension scheme
19
–
(300)
(300)
–
Gains/(losses) on Discontinuing
Operations
4
222
(222)
–
–
Gains on investments: realised
10
–
132
132
–
Gains/(losses) on investments:
unrealised
10
–
2,162
2,162
–
Net movement in funds
–
6,625
6,625
(161)
Total funds at 1 April 2020
15, 16, 17
–
27,649
27,649
3,274
Total funds at 31 March 2021
15, 16, 17
–
34,274
34,274
3,113		 2021
Total
£’000
4,242
6,104
12,607
1,000
3,241
143
27,337
1,536
3,547
5,083
10,886
4,314
1,258
1,146
180
17,784
22,867
4,470
–
4,470
(300)
–
132
2,162
6,464
30,923
37,387		 2020
Total
£’000
4,355
3,743
7,923
859
5,631
339
22,850
1,561
4,527
6,088
10,415
3,853
1,244
1,106
181
16,799
22,887
(37)
–
(37)
(92)
–
335
(1,286)
(1,080)
32,003
30,923

All recognised gains and losses are included in the consolidated statement of financial activities. St Christopher’s Hospice and St Christopher’s (Trading) Ltd transactions are derived from continuing activities. St Christopher’s Personal Care Service Ltd transactions are discontinuing with no further activity expected for 2021-22. An analysis of the results by company is shown in Note 4. The allocation between unrestricted and restricted funds for 2019-2020 is shown in Note 18.

38 St Christopher’s Hospice annual report and accounts 2020-21

Consolidated balance sheet as at 31 March 2021

Notes
Fixed assets
Tangible fxed assets
9
Intangible assets
9
Investments
10
Current assets
Debtors
11
Interest-bearing bank accounts
Creditors
Amounts falling due within one year
12
Net current assets
Net assets excluding pension scheme asset
Defned beneft pension scheme asset
19
Net assets including pension scheme asset
Funds
Restricted
15
Unrestricted
General
Designated
16
Non-charitable
Total unrestricted funds excluding pension asset
Pension scheme asset
Total unrestricted funds including pension asset
Total funds		 2021
£’000
10,114
255
14,181
24,550
7,396
6,910
14,306
(1,469)
12,837
37,387

–
37,387
3,113
20,771
13,581
(78)
34,274
–
34,274
37,387		 2020
£’000
8,487
355
15,035
23,877
5,541
3,232
8,773
(1,727)
7,046
30,923
–
30,923
3,274
8,650
18,993
6
27,649
–
27,649
30,923

The financial statements were approved by The Board of Trustees on 22 July 2021 and signed on its behalf by:

Neil Goulden Chair of Trustees

Catherine McDonald Trustee

St Christopher’s Hospice annual report and accounts 2020-21 39

Balance sheet: St Christopher’s Hospice entity only as at 31 March 2021

Notes
Fixed assets
Tangible fxed assets
9
Intangible assets
9
Investments
10
Current assets
Debtors
11
Interest-bearing bank accounts
Creditors
Amounts falling due within one year
12
Net current assets
Net assets excluding pension scheme asset
Defned beneft pension scheme asset
19
Net assets including pension scheme asset
Funds
Restricted
15
Unrestricted
General
Designated
16
Total unrestricted funds excluding pension asset
Pension reserve
Total unrestricted funds including pension asset
Total funds		 2021
£’000
9,903
255
14,581
24,739
7,453
6,637
14,090
(1,359)
12,731
37,470
–
37,470
3,113
20,776
13,581
34,357
–
37,470
37,470		 2020
£’000
8,266
355
15,434
24,055
5,664
2,819
8,483
(1,621)
6,862
30,917
–
30,917
3,274
8,650
18,993
27,643
–
27,643
30,917

The financial statements were approved by The Board of Trustees on 22 July 2021 and signed on its behalf by:

Neil Goulden Chair of Trustees

Catherine McDonald Trustee

40 St Christopher’s Hospice annual report and accounts 2020-21

Consolidated statement of cash flows for the year ended 31 March 2021

Consolidated statement of cash fows
for the year ended 31 March 2021
Notes
Net cash generated by/(used in) operating activities
A
Cash fows from investing activities
Interest and dividends received
Purchase of tangible and intangible fxed assets
Increase in investments
Net cash generated by/(used in) investing activities
Change in cash and cash equivalents in the year
Cash at the beginning of the year
Cash at the end of the year
Reconciliation of net movement in funds
to net cash outfow from operating activities
Notes
A
Net income/(expenditure)
Interest and dividends receivable
Depreciation and amortisation charges
Unrealised (gain)/loss on investments
Loss on the disposal of fxed assets
(Increase) in debtors
(Decrease)/Increase in creditors
Increase/(Decrease) in defned beneft pension scheme defcit
Net cash generated by/(used in) operating activities		 2021
£’000
2,594
143
(2,076)
3,017
1,084
3,678
3,232
6,910
2021
£’000
6,464
(143)
532
(2,162)
16
(1,855)
(258)
–
2,594		 2020
£’000
(645)
339
(2,552)
141
(2,072)
(2,717)
5,949
3,232
2020
£’000
(1,080)
(339)
541
1,286
–
(972)
125
(206)
(645)

41

St Christopher’s Hospice annual report and accounts 2020-21

Notes to the financial statements for the year ended 31 March 2021

1 Principal accounting policies

1.1 Basis of accounting

The financial statements are prepared under the historical cost basis and comply with the Companies Act 2006. The financial statements have been prepared in accordance with the Statement of Recommended Practice ( Accounting and Reporting by Charities ), issued in October 2019 (FRS 102), other relevant provisions of the memorandum and articles of association, and with applicable UK accounting standards.

The figures for both years reflect the full adoption of FRS (Financial Reporting Standard) 102.

The Charity meets the definition of a public benefit entity under FRS 102.

1.2 Going concern

These financial statements have been prepared on a going concern basis.

The ongoing status of the COVID-19 pandemic and how it affects the Charity has a level of uncertainty.

However, after carrying out scenario analysis to plan for the impact on both our operating surplus/(deficit) and overall reserves of a range of possible COVID-19 scenarios over the short to medium term, the Trustees are confident that the Charity can meet its liabilities as they fall due.

The Trustees therefore consider that the Charity holds sufficient reserves for the going concern basis to be appropriate.

1.3 Basis of consolidation

The statement of financial activities and balance sheet consolidate the financial statements of the charity, its wholly owned subsidiaries St Christopher’s (Trading) Ltd and St Christopher’s Personal Care Services Ltd.

No separate Statement of Financial Activities is presented for the charity as permitted by Section 408 of the Companies Act 2006 and SORP (FRS 102). The net income dealt with in the charity’s Statement of Financial Activities for the year ended 31 March 2021 was £6,553k (2020: £1,258k net expenditure)

1.4 Fund accounting

Restricted income funds

Restricted funds are funds subject to specific restricted conditions requested by the donors. Where the restriction relates to the purchase of a capital item then the condition will be treated as having been met when the asset is purchased.

Unrestricted income funds

Unrestricted funds comprise accumulated surpluses and deficits on general funds. They are available for use at the discretion of the Board in furtherance of the general charitable objects.

Designated funds are amounts included within Unrestricted Funds that have been set aside by the Board for particular purposes. Designated funds include:

42 St Christopher’s Hospice annual report and accounts 2020-21

Details on the level of funds in each element are provided in notes 15 and 16.

1.5 Income

Income represents the total income receivable during the year comprising donations, legacies, NHS contracts, grants, fees, interest and other income generated during the year.

Legacies must be recognised when the following conditions are confirmed:

NHS contracts and fees are recognised when it can reasonably be assumed that the Charity is entitled to the income and the amount can be estimated with sufficient reliability.

Income from trading companies arises from two sources:

1.6 Expenditure

The costs of inpatient care, community care/outpatients, education and training, care at our centres, Candle Child Bereavement Service and cost of raising voluntary income comprise expenditure both directly and indirectly attributable to the activity concerned. Indirectly attributable costs such as physiotherapy and social work have been allocated to activities using an appropriate cost allocation basis.

Support costs have been allocated to activities on the basis of staff time spent. Governance costs, which are charitable, relate to the stewardship of the Charity’s assets, organisational administration and compliance with constitutional and statutory requirements.

1.7 Taxation

St Christopher’s Hospice is a registered charity. Income and chargeable gains, which are applied for charitable purposes, are exempt from liability to direct taxation. Income tax recoverable in respect of donations under Gift Aid, investment income and legacies is included with the income to which it relates.

1.8 Capitalisation and depreciation

Tangible fixed assets are capitalised with a £1k de minimis limit where relevant.

If items are individually less than £1k, but are part of a project greater than £10k (e.g. as part of an agreed budget) then these are also capitalised as part of this project.

Equipment is not capitalised if it is less than £1k per individual item, and purchased on a rolling basis.

Assets under construction are not depreciated. Depreciation and amortisation are calculated to write off the cost of tangible fixed assets on a straight-line basis over the expected useful lives of the assets concerned at the following rates:

Leasehold buildings: over the term of the lease
Freehold buildings: 2% straight-line basis
Freehold refurbishments and fxtures and fttings: 10% straight-line basis
Equipment and motor vehicles: 10% to 331⁄3% straight-line basis
Motor vehicles: 331⁄3% straight-line basis
Intangible assets: 331⁄3% straight-line basis

1.9 Pension schemes

St Christopher’s Hospice contributes to the St Christopher’s Hospice (1985) Pension Scheme, a defined benefit scheme. The pension scheme is administered by Trustees and is separate from the hospice. See note 19 for further details.

St Christopher’s Hospice also contributes to a defined contribution scheme. Contributions in respect of the year are charged to the Statement of Financial Activities in the year to which they relate.

St Christopher’s Hospice has an arrangement with the NHS that permits members of the NHS final salary pension scheme to maintain their membership when they are subsequently employed by the hospice. The NHS currently

St Christopher’s Hospice annual report and accounts 2020-21 43

provides a subsidy on the contributions payable by the hospice. This subsidy along with the contribution from St Christopher’s Hospice, are recognised in the Statement of Financial Activities in the year to which they relate.

1.10 Operating leases

Rentals payable under operating leases are charged on a straight-line basis over the term of the lease.

1.11 Estimation uncertainty and key judgements

Key judgements and areas of uncertainty are considered to be the defined pension liability and accrued legacy income.

Please refer to note 19 for a detailed review of the relevant assumptions in relation to the defined benefit pension liability.

Accrued legacy income is calculated on the basis of the valuation of the net estate of each testator, based on management’s best estimate. The source of estimation uncertainty is that the valuation of the estates at a point in time is inherently uncertain and can change significantly over a short period of time.

The carrying amount of legacies accrued (note 11) as at 31 March 2021 was £4,554k (2020: £3,345k).

2 National Health Service

2 National Health Service
NHS contracts
NHSE funding (restricted see note 15)
3 Education, fees and other income
Education
Fees and other income		 2021
£’000
9,148
3,459
12,607
2021
£’000
115
885
1,000		 2020
£’000
7,923
–
7,923
2020
£’000
271
588
859

4 Group undertakings

Summary of results of group undertakings:

2021
St Christopher’s St Christopher’s St Christopher’s
Hospice
(Trading) Ltd
Personal Care
Services Ltd
£’000
£’000
£’000
Income
24,096
2,716
525
Expenditure
(19,320)
(2,800)
(747)
Surplus/(loss) for the year
4,776
(84)
(222)
Other recognised gains
1,772
–
222
Distributions
–
–
–
Net income/(expenditure) for the year
6,548
(84)
–		 Group
total
£’000
27,337
(22,867)
4,470
1,994
–
6,464

The net assets of St Christopher’s Trading Ltd were £322k at 31 March 2021. The net assets of St Christopher’s Personal Care Services Ltd were £0 at 31 March 2021. Activities for St Christopher’s Personal Care Services Ltd constitute discontinuing operations.

44 St Christopher’s Hospice annual report and accounts 2020-21

2020
St Christopher’s St Christopher’s St Christopher’s
Hospice
(Trading) Ltd
Personal Care
Services Ltd
£’000
£’000
£’000
Income
17,219
4,194
1,437
Expenditure
(18,360)
(2,818)
(1,709)
(Defcit)/proft/(loss) for the year
(1,141)
1,376
(272)
Other recognised (losses)/gains
(1,409)
–
366
Distributions
1,290
(1,290)
–
Net (expenditure)/income for the year
(1,260)
86
94		 Group
total
£’000
22,850
(22,887)
(37)
(1,043)
–
(1,080)

The net assets of St Christopher’s Trading Ltd were £407k at 31 March 2020. The net assets of St Christopher’s Personal Care Services Ltd were £0 at 31 March 2020.

St Christopher’s Hospice has three wholly owned subsidiaries:

Company Activity Company number
St Christopher’s (Trading) Ltd Operation of charity shops for the hospice 02604519
St Christopher’s Personal Care Services Ltd Provision of personal care services
ceased trading during 2020-21 08872082
SCH (Trading) Ltd Dormant 02055682

The directors of St Christopher’s Personal Care Services Ltd have decided the company should cease trading during 2020-21. As such, the accounts and the value of the assets for St Christopher’s Personal Care Services Ltd have been prepared on a basis other than going concern.

Related party transactions

During the year the company entered into transactions with related parties. Transactions entered into and balances outstanding are as follows:

2021 2021 2020 2020
St Christopher’s St Christopher’s St Christopher’s St Christopher’s
(Trading) Ltd Personal Care (Trading) Ltd Personal Care
Services Ltd Services Ltd
£’000 £’000 £’000 £’000
Re-charged to related parties
Management charge 72 – 66 –
Salaries 1,572 679 1,403 1,520
Leasehold depreciation 40 – 38 –
Other costs 56 43 21 122
Group debt adjustments – (222) – (366)
Re-charged by related parties
Shop ft-out costs – – (71) –
Total 1,740 500 1,457 1,276
Balance owed at 31 March 451 0 847 243

The intercompany balance owed by St Christopher’s Personal Care Services Ltd to St Christopher’s Hospice was reduced by £222k during the financial year, with operations within St Christopher’s Personal Care Services Ltd being discontinued.

This reduction represented two elements:

St Christopher’s Hospice annual report and accounts 2020-21 45

5 Expenditure

Direct
Support
costs
costs
£’000
£’000
Costs of raising funds
Fundraising and publicity
1,399
137
Trading activities
3,547
-
4,946
137
Charitable activities
Inpatient care
9,974
912
Community care/outpatients
4,226
88
Education and training
1,152
106
Care at our centres
1,110
36
Candle Child Bereavement Service
172
8
Total cost of charitable activities
16,634
1,150
Total expenditure
21,580
1,287
Included in the costs above are governance costs of £41k (2020: £43k).
Analysis of support costs
Facilities management
IT management
Finance
Personnel
Support costs have been allocated to activities on the basis of staf time spent.
6 Net income/(expenditure)
Net income/(expenditure) is stated after charging/(crediting)
Auditors’ remuneration: audit fee
Auditors’ remuneration: tax and tagging compliance services
Auditors’ remuneration: pension
Depreciation and amortisation
Interest receivable
7 Staf costs
Salaries and wages
Social security costs
Pension costs (see note 19 below)
Staf costs of the Charity
Staf costs of trading activities (includes pension costs of £90k in 2021 (2020: £116k)).		 Total
2021
£’000
1,536
3,547
5,083
10,886
4,314
1,258
1,146
180
17,784
22,867
2021
£’000
228
433
271
355
1,287
2021
£’000
30
12
5
532
(143)
2021
£’000
13,154
1,152
1,235
15,541
2,319
17,860		 Total
2020
£’000
1,561
4,527
6,088
10,415
3,853
1,244
1,106
181
16,799
22,887
2020
£’000
268
378
249
330
1,225
2020
£’000
32
4
5
541
(339)
2020
£’000
12,397
1,082
977
14,456
3,049
17,505

Payments were made under a voluntary severance scheme of £196k (2020: £34k).

46 St Christopher’s Hospice annual report and accounts 2020-21

The average number of employees during the year (excluding bank) was:

Head count Head count
2021
2020
Hospice (includes support staf)
273
275
Community care/outpatients
76
55
Education and training
12
13
Care at our centres
6
6
Personal Care Services
26
67
Charity shops
63
59
456
475
The number of employees whose earnings fell within the band:
£60,000 to £69,999
£70,000 to £79,999
£80,000 to £89,999
£90,000 to £99,999
£100,000 to £109,999
£110,000 to £119,999
£120,000 to £129,999
£150,000 to £159,999		 FTEs
2021
241
45
10
5
20
55
376
2021
10
5
2
-
1
1
1
1		 FTEs
2020
225
48
10
5
53
50
391
2020
10
6
1
1
-
-
1
1

Pension contributions of £178k (2020: £169k) were paid in respect of these employees.

The Board of Trustees considers the key management personal to be the Executive Team of 6.20 FTEs (2020: 6.18 FTEs) and the total benefit paid to the key management personnel was £710k (2020: £684k).

8 Board of Trustees

Remuneration and reimbursed expenses

No remuneration was paid to members of the Board during during either 2020-21 or 2019-20. No expenses were reimbursed to Trustees (2020: £nil). Costs incurred in respect of recruiting Trustees were £15,000 (2020: £nil).

St Christopher’s Hospice paid £2,100 (2020: £2,100) for indemnity insurance for the Trustees of the St Christopher’s Hospice (1985) Pension Scheme.

St Christopher’s Hospice also paid £5,769 (2020: £3,164) for Trustee Liability Insurance for its Trustees.

Donations from Trustees

The Trustees have donated a total of £81k (2020: £50k) during the year. Of this, £5k was restricted to St Christopher’s CARE and £13k for the provision of PPE to support care during the COVID-19 pandemic.

St Christopher’s Hospice annual report and accounts 2020-21 47

9.1 Tangible fixed assets

Freehold
Assets
Freehold
Leasehold
Equipment
land and
under
refurb-
land and and motor
buildingsconstruction
ishment
buildings
vehicles
£’000
£’000
£’000
£’000
£’000
Group
Cost
At 1 April 2020
6,533
4,383
3,786
452
554
Additions
–
1,630
–
–
407
Transfers
6,013
(6,013)
–
–
–
Disposals
(151)
–
–
(18)
–
At 31 March 2021
12,395
–
3,786
434
961
Depreciation
At 1 April 2020
3,189
–
3,578
263
191
Amount provided
152
–
56
41
144
Disposal
(144)
–
–
(8)
–
At 31 March 2021
3,197
–
3,634
296
335
Net book values
At 31 March 2021
9,198
–
152
138
626
At 31 March 2020
3,344
4,383
208
189
363
Charity
Cost
At 1 April 2020
6,214
4,383
3,786
452
520
Additions
–
1,630
–
–
407
Transfers
6,013
(6,013)
–
–
–
Disposal
(151)
–
–
(18)
–
At 31 March 2021
12,076
–
3,786
434
927
Depreciation
At 1 April 2020
3,085
–
3,578
263
163
Amount provided
146
–
57
40
140
Disposals
(144)
–
–
(8)
–
At 31 March 2021
3,087
–
3,635
295
303
Net book values
At 31 March 2021
8,989
–
151
139
624
At 31 March 2020
3,129
4,383
208
189
357		 Total
£’000
15,708
2,037
–
(169)
17,576
7,221
393
(152)
7,462
10,114
8,487
15,355
2,037
–
(169)
17,223
7,089
383
(152)
7,320
9,903
8,266

Caritas House, the freehold property in Orpington, was revalued by Jones Lang Lasalle in April 2014. Under the transitional arrangements of FRS 102, the valuation at the date of transition is considered to be the deemed cost of this property.

48 St Christopher’s Hospice annual report and accounts 2020-21

9.2 Intangible fixed assets

9.2 Intangible fxed assets
Software
£’000
Group and Charity cost
At 1 April 2020 793
Additions 39
At 31 March 2021 832
Amortisation
At 1 April 2020 438
Amount provided 139
At 31 March 2021 577
Net book values
At 31 March 2021 255
At 1 April 2020 355
The net book value at 31 March 2021 represents fxed assets used for:
The net book value at 31 March 2021 represents fxed assets used for:
Freehold
Leasehold
Equipment
land and
land and and motor
buildings
buildings
vehicles
Software
£’000
£’000
£’000
£’000
Charitable purposes
Inpatient care
5,301
–
408
166
Community care/outpatients
1,389
–
91
38
Education and training
1,780
–
39
16
Care at our centres
600
–
25
10
9,070
–
563
230
Charity shops
280
138
63
25
9,350
138
626
255		 Total
£’000
5,875
1,518
1,835
635
9,863
506
10,369

St Christopher’s Hospice annual report and accounts 2020-21 49

10 Investments

10 Investments
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
At 1 April 2020 15,034 16,462 15,434 16,862
Additions 3,334 3,377 3,334 3,377
Disposals (3,479) (3,007) (3,479) (3,007)
Increase in market value: realised 132 335 132 335
Increase/(decrease) in market value: unrealised 2,162 (1,286) 2,162 (1,286)
17,183 15,881 17,583 16,281
Movement in cash balance (3,002) (847) (3,002) (847)
At 31 March 2021 14,181 15,034 14,581 15,434
Analysed as follows:
Funds managed by Cazenove Capital Management
UK equities 1,626 2,065 1,626 2,065
International equities 6,599 3,505 6,599 3,505
Bonds 763 486 763 486
Property 898 1,054 898 1,054
Multi asset 461 1,113 461 1,113
Alternatives: other and commodities 537 511 537 511
Cash 246 165 246 165
11,130 8,899 11,130 8,899
Other investments
Bank deposits 3,051 6,135 3,051 6,135
Investment in subsidiary undertakings (below) – – 400 400
3,051 6,135 3,451 6,535
Total investments 14,181 15,034 14,581 15,434
The historical cost of the investments managed by Cazenove Capital Management is £8,957k (2020: £9,040k).
The charity owns all of the 400,000 £1 ordinary shares in St Christopher’s (Trading) Ltd and the £1 share capital in
St Christopher’s Personal Care Services Ltd. SCH (Trading) Ltd is a dormant subsidiary.
The directors of St Christopher’s Personal Care Services Ltd decided the company should cease trading during
2020-21. As such, these fnancial statements have been prepared on a basis other than that of a going concern.
11 Debtors
Group Group Charity Charity
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Trade debtors 1,053 502 1,053 325
Legacies receivable 4,554 3,345 4,554 3,345
Sundry debtors, prepayments and accrued income 1,789 1,694 1,395 904
Amount due from St Christopher’s (Trading) Ltd – – 451 847
Amount due from St Christopher’s Personal Care Services Ltd – – – 243
7,396 5,541 7,453 5,664

50 St Christopher’s Hospice annual report and accounts 2020-21

12 Creditors: amounts falling due within one year

12 Creditors: amounts falling due within one year
Trade creditors
Payroll taxes and social security
Other creditors and accruals
Income received in advance		 Group
2021
£’000
227
492
634
116
1,469		 Group
Charity
Charity
2020
2021
2020
£’000
£’000
£’000
307
223
303
465
492
465
799
528
697
156
116
156
1,727
1,359
1,621
1,621

13 Lease commitments

The Group leases a number of properties and motor vehicles under operating leases.

Motor Motor
vehicles vehicles
Land and Land and and ofce and ofce
buildings buildings equipment equipment
2021 2020 2021 2020
£’000 £’000 £’000 £’000
Operating leases payments to be made
Within one year 689 737 57 67
In two to fve years
Over fve years		 2,550
1,869		 2,315
1,914		 53
–		 111
–
5,108 4,966 110 178

14 Financial commitments

As at 31 March 2021, the following approved commitments were authorised by the Board of Trustees:

St Christopher’s Hospice annual report and accounts 2020-21 51

15 Restricted funds

15 Restricted funds
Balance Income Expenditure Transfers Balance
1 April 31 March
2020 2021
£’000 £’000
£’000		 £’000 £’000
Bereavement Help Points 12 5
17		 – –
Better Lives: Improving EOL in Social Housing – 21
–		 – 21
Candle Child Bereavement Service – 55
55		 – –
Carers – 77
–		 – 77
Caritas House Building Fund 1,144 –
25		 – 1,119
Cascade Project 95 –
60		 – 35
Celebrating Nursing – 10
9		 – 1
Choose Home 54 28
54		 – 28
Coach4care 29 –
–		 – 29
Community Action 41 40
29		 – 52
Community Action Dementia – 15
5		 – 10
COVID–19 Community – 27
16		 – 11
COVID–19 PPE – 11
11		 – –
Dementia–focused training and education 59 –
1		 – 58
Education (Bursaries) 17 16
1		 – 32
Inpatient equipment 30 19
44		 – 5
St Christopher’s CARE: Capital Fund – 100
31		 (69) –
NHSE funding – 3,459
3,459		 – –
Nightingale Fellowship 100 –
6		 – 94
Palliative Works – 24
2		 – 22
Research: Stern Legacy 323 –
43		 – 280
Support for St Christopher’s CARE 1,144 –
–		 – 1,144
Virtual Bereavement Projects – 10
3		 – 7
Walking App – 15
4		 – 11
Wards refurbishment project 32 –
1		 – 31
Women in Fellowship Fund 123 –
93		 – 30
Young Adults Group 3 6
9		 – –
Other funds 68 25
77		 – 16
Total restricted funds 3,274 3,963
4,055		 (69) 3,113

Research: Stern legacy

St Christopher’s Hospice was the beneficiary of a restricted legacy for use in research into myeloma and end of life palliative care. Accordingly, the funds have been used to establish a research project into myeloma at the Cicely Saunders International research institution and are being used to fund other research projects in end of life care.

Caritas House

This fund was originally established to cover the cost of building Harris HospisCare premises and offices. It now reflects the net book value of Caritas House.

St Christopher’s CARE

This fund represents monies received to build St Christopher’s CARE. Transfers within this fund relate to capital expenditure on St Christopher’s CARE during the year.

Support for St Christopher’s CARE

This fund is restricted to supporting expenditure for St Christopher’s CARE in its first years of operating.

NHSE funding

NHSE awarded funding for St Christopher’s Hospice to provide support to people with complex needs during the COVID-19 pandemic. This being:

52

St Christopher’s Hospice annual report and accounts 2020-21

16 Designated funds

16 Designated funds
Balance at New desig- Balance at
1 April nations and 31 March
2020 transfers 2021
£’000 £’000 £’000
Fixed assets 7,699 1,550 9,249
Pension liability 395 (300) 95
St Christopher’s Fund 8,899 (8,899) –
St Christopher’s CARE 2,000 (1,630) 370
Wards refurbishment – 469 469
Future Challenge Fund – 894 894
Legacies Fund ww – 2,504 2,504
18,993 (5,412) 13,581

Fixed assets: this reflects the net book value of unrestricted tangible and intangible fixed assets.

Pension liability: these are designated funds held against the defined benefit pension scheme deficit. The amount shown relates to the deficit from the most recent triennial valuation, less pension contributions made following this valuation, less the liability disclosed under FRS 102.

St Christopher’s Fund: this represents investments held and managed by Cazenove Capital Management for the purposes of generating income. This money was previously included as a designated fund at 31 March 2020. Following a review of our Reserves Policy, this money has been included as part of general funds from 2020-21.

St Christopher’s CARE: these are designated monies to fund the construction of St Christopher’s CARE.

Wards refurbishment: these are designated monies to fund a modest wards refurbishment at the Sydenham site.

Future Challenge Fund: this is a designated fund to allow for future years of financial challenge expected as a result of COVID-19.

Legacies Fund: to set aside legacies income when it has been higher than budgeted in a particular year. This money will then be released to general funds over future years, and in doing so will backfill for any futures years, when legacies income is lower than budgeted.

17 Analysis of group net assets between funds

Other
Pension
specifc
scheme
funds
£’000
£’000
Restricted income
–
1,994
Unrestricted income
Designated
95
4,237
General
–
–
95
6,231		 Fixed
Working
assets
capital
£’000
£’000
1,119
–
9,249
–
–
20,693
10,368
20,693		 Total
£’000
3,113
13,581
20,693
37,387

St Christopher’s Hospice annual report and accounts 2020-21 53

18 Consolidated statement of financial activities for the year ended 31 March 2020

Unrestricted
Restricted
funds
funds
£’000
£’000
Income from
Donations and gifts
3,769
586
Legacies
3,743
–
Charitable activities
NHS funding for patient care
7,923
–
Education, fees and other income
859
–
Other trading activities
Income of trading companies
5,631
–
Investment income
339
–
Total income
22,264
586
Expenditure on
Raising voluntary income
1,561
–
Trading companies
4,527
–
6,088
–
Charitable activities
Inpatient care
10,356
59
Community care/outpatients
3,699
154
Education and training
1,113
131
Care at our centres
1,020
86
Candle Child Bereavement Service
138
43
16,326
473
Total expenditure
22,414
473
Net (expenditure)/income before transfers
(150)
113
Transfer between funds (relate to capital programme)
2,053
(2,053)
Net income/(expenditure) before other recognised
gains and losses
1,903
(1,940)
Other recognised gains/losses
Actuarial (losses)/gains on defned beneft
pension scheme
(92)
–
Gain on investments: realised
335
–
Loss on investments: unrealised
(1,286)
–
Net movement in funds
860
(1,940)
Total funds at 1 April 2019
26,789
5,214
Total funds at 31 March 2020
27,649
3,274		 2020
Total
£’000
4,355
3,743
7,923
859
5,631
339
22,850
1,561
4,527
6,088
10,415
3,853
1,244
1,106
181
16,799
22,887
(37)
–
(37)
(92)
335
(1,286)
(1,080)
32,003
30,923		 2019
Total
£’000
8,133
3,949
6,652
793
4,737
346
24,610
1,728
4,013
5,741
9,576
3,617
1,473
936
163
15,765
21,506
3,104
–
3,104
(239)
945
(779)
3,031
28,972
32,003

54 St Christopher’s Hospice annual report and accounts 2020-21

19 Pension schemes

a St Christopher’s Hospice (1985) scheme

The hospice operates a pension scheme, the St Christopher’s Hospice (1985) Pension Scheme, which provides benefits based on final pensionable salary. The assets of the scheme are held separately from those of the Hospice. The scheme was closed to new members in April 2002 and closed to future accruals from March 2010.

Contributions are charged to the Statement of Financial Activities so as to spread the cost of pensions over employees’ working lives. The pension charge for the year was £300k (2020: £300k).

Triennial valuation

The contribution rates are determined by a qualified actuary on the basis of triennial valuation. The results of the last triennial valuation at 31 March 2019 showed that the value of the scheme’s assets was £10,413k (2016: £8,600k) and that this represented 94% (2016: 87%) funding level, with a deficit of £695k (2016: £1,297k). The actuary confirmed that the minimum funding requirement regulations had been met.

This most recent actuarial valuation showed a deficit of £695k. This was subsequently updated to 31 March 2021 and showed a surplus of £579k. The hospice has agreed with the Trustees that it will aim to eliminate the deficit over a period of five years and two months from 1 July 2017 by the payment of annual contributions of £300,000. In addition and in accordance with the actuarial valuation, the hospice has agreed with the Trustees that it will meet the expenses of the scheme and levies payable to the Pension Protection Fund.

FRS (Financial Reporting Standard) 102: Disclosure Report

FRS 102 is fully effective for accounting periods beginning on or after 1 January 2015. The statement of financial activities, the balance sheet and the disclosures in the notes to these financial statements meet the requirements of FRS 102. The major assumptions used by the actuary are shown below.

Present values of defined benefit obligation, fair value of assets and defined benefit asset (liability)

Period
ended
31 March
31
2021
£’000
Fair value of plan assets
11,736
Present value of defned beneft obligation
(10,832)
Unrecognised surplus
(904)
Defned beneft asset/(liability) to be recognised
–		 Period
Period
ended
ended
March
31 March
2020
2019
£’000
£’000
10,190
10,414
(9,616)
(10,620)
(574)
–
–
(206)		 Period
Period
ended
ended
March
31 March
2020
2019
£’000
£’000
10,190
10,414
(9,616)
(10,620)
(574)
–
–
(206)
(206)

Reconciliation of opening and closing balances of the defined benefit obligation

31
Net defned beneft obligation at start of period
Interest expense
Acturial losses/(gains)
Benefts paid
Defned beneft obligation at end of period		 Period
ended
March
31
2021
£’000
9,616
227
1,301
(312)
10,832		 Period
ended
March
2020
£’000
10,620
241
(938)
(307)
9,616

St Christopher’s Hospice annual report and accounts 2020-21 55

Reconciliation of opening and closing balances of the fair value of plan assets

31
Fair value of plan assets at start of period
Interest income
Acturial gains/(losses)
Contributions by the hospice
Benefts paid
Fair value of plan assets at end of period		 Period
ended
March
31
2021
£’000
10,190
244
1,314
300
(312)
11,736		 Period
ended
March
2020
£’000
10,414
239
(456)
300
(307)
10,190
The actual return on the plan assets over the period ended 31 March 2021 was £1,158k.
Defned beneft costs recognised in net (expenditure)/income
Period
ended
31 March
31
2021
£’000
Net interest cost
–
Defned beneft costs recognised in other gains and losses
Period
ended
31 March
31
2021
£’000
Return on plan assets (excluding amounts included in net interest cost): gain/(loss)
1,314
Experience gains and losses arising on the plan liabilities:gain/(loss)
111
Efects of changes in the demographic and fnancial assumptions underlying
the present value of the plan liabilities: (loss)/gain
(1,412)
Efects of changes in the amount of surplus that is not recoverable
(excluding amounts included in net interest cost): (loss)
(313)
Total amount recognised in other gains and losses
(300)
Assets
Period
ended
31 March
31
2021
£’000
Diversifed growth assets
3,688
Corporate bonds
2,360
Index-linked gilts
–
Liability-driven investments
2,845
Overseas equity
2,722
Cash and other
121
Total assets
11,736		 Period
ended
March
2020
£’000
2
Period
ended
March
2020
£’000
(456)
(141)
1,079
(574)
(92)
Period
ended
March
31
2020
£’000
3,219
2,025
664
3,013
1,128
151
10,190		 Period
ended
March
2019
£’000
3,266
1,525
520
3,671
1,298
134
10,414

None of the fair values of the assets shown above include any direct investments in the hospice’s own financial instruments or any property occupied by, or other assets used by, the hospice.

56 St Christopher’s Hospice annual report and accounts 2020-21

Assumptions

Assumptions
Period Period Period
ended ended ended
31 March 31 March 31 March
2021 2020 2019
% pa % pa % pa
Discount rate 2.10 2.40 2.30
Infation (RPI) 3.50 2.90 3.50
Allowance for revaluation of deferred pensions of RPI or 5% p.a. if less 3.50 2.90 3.50
Allowance for pensions in payment increases of RPI or 5% p.a. if less 3.50 2.90 3.50
Allowance for commutation of pension for cash at retirement 75% 75% 75%

The mortality assumptions adopted at 31 March 2021 imply the following life expectancies at age 65 years:

Male retiring in 2021: 22.1
Female retiring in 2021: 23.8
Male retiring in 2041: 23.4
Female retiring in 2041: 25.4

The best estimate of contributions to be paid by the hospice to the scheme for the period commencing 1 April 2021 is £300k.

b St Christopher’s defined contribution scheme

The St Christopher’s defined contribution scheme was set up in September 2001. In April 2010 the St Christopher’s Personal Pension (2010) defined contribution scheme was established and members of the existing defined contribution scheme transferred to this new scheme with effect from January 2011. The contribution of the hospice was on average 21% for former members of the St Christopher’s (1985) scheme and 5% for all other members, which represented a total charge for the year of £432k (2020: £427k) to the St Christopher’s GPP (2010) defined contribution scheme.

c NHS Pension Scheme

Details of the scheme are provided in note 1.9. The contribution of the hospice was 14.38%, which was offset by a 27% subsidy on the contribution. This represented a net charge for the year of £529k (2020: £497k).

20 Post balance sheet event

There remains a level of uncertainty as to how future stages of the COVID-19 pandemic may play out.

If further lockdowns have to take place, we would expect this to result in less income from gifts and donations and our retail subsidiary during 2021-22.

However, the last year has shown that our wide range of income streams gives St Christopher’s Hospice a level of stability. As such, we would not expect all income streams to be adversely affected.

St Christopher’s Hospice annual report and accounts 2020-21 57

Along with the rest of the world, our work during the recovery from COVID-19 will be alongside continued uncertainty as to future stages of the pandemic. However, we want to build on the momentum for change and the transformation that we’ve made in the last year.

Outlined below are our plans for what we will do in the second year of our three-year strategy for 2020-23.

We will commit to building on our learnings to ensure we continuously evaluate what we need to stop, start and continue. In the coming year, we will:

58 St Christopher’s Hospice annual report and accounts 2020-21

I was drawn to working with St Christopher’s because of its reputation for clinical excellence and innovation.

I am excited about the opportunity to support the increased influence of St Christopher’s, positioning the hospice as a major player in national conversations about death, dying, palliative care and bereavement support.

I also see the potential for international influence with the role of St Christopher’s CARE to educate about and promote the hospice movement, as well as continue to be a leading voice in clinical innovation wand palliative education.

As one of the leading providers of palliative care, St Christopher’s is already punching well above its weight and has clearly thrived during the last year, despite extraordinary challenges. In the coming year, I am keen to ensure St Christopher’s has a sustainable recovery post-COVID-19 across all aspects of the organisation. At the heart of this is ensuring that we continue to have an outstanding delivery of care.

While we’re aware that this is not exhaustive of everyone that we need to thank, to all of the supporters mentioned on pages 60-61, please accept our gratitude.

I’d also like to extend a personal thank you to my predecessor, Morgan Jones, for 19 years of dedicated service to the St Christopher’s Board of Trustees, the last seven years as Chair.

Whether you’re a donor, a volunteer, a member of staff or someone in one of the communities we serve, we could not have survived, much less thrived, over the last year without you. Thank you for being part of the St Christopher’s journey so far and here’s to the future!

Neil Goulden Chair of Trustees

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St Christopher’s Hospice annual report and accounts 2020-21 59
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We are hugely grateful to the individuals, corporate sponsors, trusts and all those who have so kindly chosen to remember St Christopher’s in their Wills. Thanks to you, we’ve been able to provide care and support to approximately 7,000 people in the last year. Thank you for making this possible.

Trusts

Agape Family Trust Barton Trust BBC Children in Need Conrad Hilton Foundation Croydon Charitable Foundation Fb Coales No 4 (Family)Trust Hospice Aid UK Jacob Charitable Trust John and Sally Reeve Charity L&Q Foundation Linnell Charitable Trust Lloyd Eist Foundation Lloyd’s of London Tercentenary Foundation Masonic Charitable Foundation Merriman Charitable Foundation Mr & Mrs A M Hendry Charitable Trust Mrs F B Laurence Charitable Trust Mrs Maud Van Norden’s Charitable Foundation R.U.B. White Charitable Trust National Lottery Community Fund Penelope Gluckstein Trust Sabina Sutherland Charitable Trust ShareGift South East London Breast Cancer Trust (SELBCT) The Anthony and Elizabeth Mellows Charitable Settlement The Ardwick Trust The Arthur and Audrey Silkin Charitable Trust The B & P Glasser Charitable Trust The Burdett Trust for Nursing City Bridge Trust, the funding arm of The City of London Corporation’s charity, Bridge House Estates The Douglas-Morris Charitable Trust The Dulwich Almshouse Charity The Elizabeth Frankland Moore and Star Foundation The Eversley Charitable Trust The Florabella Trust The G D Herbert Charitable Trust The Gail Wilson Charitable Trust The Hedley Foundation The Horner Family Charitable Fund The Jack Petchey Foundation

The Joan Wyatt Charitable Trust The John Greenwood Trust The John Horseman Trust The Kate Wilson Oliver Trust The Kathleen Hannay Memorial Charity The Kathleen Smith Foundation The Lynn Foundation The Mageni Trust The Margaret and David Walker Trust The Michael and Anna Wix Charitable Trust The Milton-Lloyd Charitable Trust The P M Charitable Trust The Rachel Fund The Rest-Harrow Trust The Robert Holman Memorial Trust The Stanley Foster Charitable Trust The Sundarama Trust The Thomas J. Horne Memorial Trust The Timothy Franey Charitable Foundation The Toler Foundation The Charity of Sir Richard Whittington The Wolfson Foundation TK Maxx and Homesense Foundation

60 St Christopher’s Hospice annual report and accounts 2020-21

Solicitors

Anthony Gold Solicitors Batchelors Solicitors BDB Pitmans Boodle Hatfield Charles Russell Speechlys Collyer Bristow LLP Currey & Co. Ewings & Co Solicitors Farrer & Co Forsters LLP Grant Saw Solicitors Hepburns Solicitors Manak Solicitors LLP Maurice Turnor Gardner LLP Michelmores Mishcon De Reya Payne Hicks Beach Rawlinson & Hunter RHJ Devonshire Stonehage Fleming Family and Partners Taylor Wessing Walder Wyss Ltd Wilsons Law Withers Worldwide

Corporates and groups

Addiscombe Catholic Social Club Alleyn’s Senior School AMETEK Airtechnology Group Ltd. Baltic Exchange Berry Palmer & Lyle Limited Blakley Electrics Limited Centre Stage Theatre Academy Croham Road Baptist Church Crystal Palace Fun Runners Direct Line Group Dulwich & Sydenham Hill Golf Club Dulwich Champagne Reception Committee Dulwich Friends of St Christopher’s Dulwich Sports Club Future Directions Financial Services Ltd Grips Wheels and Tyres Guardian Angel IdentityE2E Langley Park Golf Club Limited Link Asset Services Marks & Spencer – Beckenham Masonic Province Of West Kent Maybrey Precision Castings Ltd Mohabir Solicitors Morgan Hunt Ltd Mudano Pedder Ray Jones Roofing Ltd RIG Healthcare Recruit Roseberys Auction House Rotary Club of Addiscombe & Shirley (prev Croydon East) Rotary Club Of Beckenham Rotary Club of Langley Park Rotary Club of Ravensbourne Rotary Club Of West Wickham Shortlands Golf Club St Anthony’s Catholic Primary School The Albert Tavern Public House The Institute of Our Lady of Mercy TK Maxx Waitrose - Bromley South West Kent Golf Club West Norwood Cemetery and Crematorium Willis Towers Watson Women in Fellowship

St Christopher’s Hospice annual report and accounts 2020-21 61

Executive Team

Heather Richardson Joint Chief Executive

Shaun O’Leary Joint Chief Executive

Rob George[1] Medical Director

Mandy Piper-Killick Director of People & Organisational Development

Amanda Mayo Care Director

Jan Noble Director of Quality & Innovation

John Vickers Director of Finance & Corporate Services

Amy Proffitt[2] Head of Medicine & Clinical Care

Trustees

Neil Goulden Chair [3]

Jane Walters Vice Chair

Gill Baker Trustee [6]

Vivian Bazalgette Trustee

Eleanor Brown Trustee

Terrence Collis Trustee

Nick Diamond Trustee [4]

Joanna Donaldson Trustee

Tony Hunter Trustee [4]

Ian Judson Trustee

Daniel Kelly Trustee

John King Trustee [4]

Catherine McDonald Trustee

Nita Rogers Trustee

Lila Thompson Trustee

Dee Townsend Trustee [4]

Morgan Jones Chair [5]

Barbara Noble Trustee [5]

Richard Saunders Trustee [5]

1 Up to 31 May 2021 2 From 1 May 2021 3 Appointed 1 April 2021

4 Appointed 12 November 2020 5 Retired 31 March 2021 6 Retired 31 July 2021

62 St Christopher’s Hospice annual report and accounts 2020-21

Patron

HRH Princess Alexandra

President

Lord Ian McColl

Vice Presidents

Dr Gillian Ford CB Sheila Hancock OBE Dame Pauline Harris DBE DL Colin Russell John Rhodes Rodney Bennion OBE Dr Sam Klagsbrun Phyllis Cunningham CBE Barbara Richardson Ruth Saunders Dr Catherine Dent Dr Tyrrell Evans

Company Secretary

Shaun O’Leary

Registered office

51-59 Lawrie Park Road, Sydenham, London SE26 6DZ

Bankers

HSBC Bank plc 165 Fleet Street, London EC4A 2DY

Independent auditor

Mazars LLP

2nd Floor, 6 Sutton Plaza, Sutton Court Road, Sutton, Surrey SM1 4FS

Registration numbers

Registered charity number 210667 Registered company number 00681880 VAT registration number 523613961

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St Christopher’s Hospice annual report and accounts 2020-21

If you would like this information in a different format, such as audio tape, braille or large print, or in another language, please speak to the Communications Team on 020 8768 4500 or email communications@stchristophers.org.uk .

Sydenham site

51-59 Lawrie Park Road, Sydenham, London SE26 6DZ

Orpington site

Caritas House, Tregony Road, Orpington BR6 9XA

Telephone 020 8768 4500 Email info@stchristophers.org.uk

www.stchristophers.org.uk stchrishospice

Registered charity 210667 registered with the Fundraising Regulator Registered company number 00681880 © St Christopher’s Hospice September 2021