This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

Annual Report and Financial Statements

S.S. John & Elizabeth Charity For the year ended 31 December 2023

Annual Report 2023

----- Start of picture text -----
Registered Charity Number:
235822
Principal Address:
60 Grove End Road, London, NW8 9NH
02 S.S. John & Elizabeth Charity
----- End of picture text -----

~~Contents~~ Annual Report	2023
Introduction	02
Co-Chairs’ Statement	04
Chief Executive Ofcer Report	05
About Us	06
History	07
Our Values / 2023 Objectives	08
Hospital Strategic Report	09
Our Year in Numbers	10
How We Deliver our Outstanding Care	11
2023 Clinical Services Report	13
Patient Satisfaction Survey 2023	14
Annual Patient Feedback Report 2023	15
Hospital Governance Report	16
Hospital Community Communication and Outreach	20
Our Patients and Community	22
Relationship with the NHS	24
Charity Strategic Report: Hospice
Who We Are and What We Do	26
Achievements and Performance	27
The Impact of our Services	28
Hospice Clinical Governance	32
Thank You to our Fundraising Community	34
Volunteering	37
Our Plans for the Future	38
Fundraising Compliance and Governance	40
Financial Statements	41
Trustees’ Responsibilities Statement	43
Independent Auditor’s Report	44
Financial Statements	46
Notes to the Financial Statements	51
Structure and Governance	61
Risk Management	62
Structure, Governance and Management	63
Leadership and Governance	65
Reference and Administrative Details	67

Annual Report and Financial Statements 2023 03

Introduction

Welcome

The Trustees present their Annual Report together with the Financial Statements and Auditor’s Report of the Charity for the year ended 31 December 2023. The Annual Report serves the purposes of both a Trustees’ Report and Annual Accounts and Reports under Charities Act 2011..

Co-Chairs’ Statement

We are delighted to present our Annual Report and Financial Statements for the year 2023.

We finally saw the main completion of the major redevelopment project of the hospital with the new theatres, Urgent Care Centre (UCC), imaging and wards being opened creating a new, modern and more patient-friendly service. These enhanced service provisions continued to help the hospital remain the leading independent charitable hospital in London.

The summer months also saw the breaking of ground on the St John’s Hospice Wellbeing Centre that will replace the outdated Day Centre and at its completion will mean that the entire hospice has been refurbished and redesigned with patients at the forefront of all decisions.

We were also pleased to retain our “Good” CQC rating following an unannounced inspection and we look forward to working towards “Outstanding”.

We welcomed Simon James as our new CEO in August 2023. Simon joins us from KIMS Hospital, which is the largest private independent hospital in Kent, where he was CEO for more than seven years. He brings with him more than 20 years of experience in private healthcare. Under his leadership, we have seen the streamlining of the management structure of the organisation, which we are confident will enable us to serve an even greater number of patients in the hospital and hospice.

Professor Margaret Johnson retired from the Board in October 2023. We thank her wholeheartedly for her years of support as both a Trustee and as Chair of the Board.

We would like to take this opportunity to thank all the Trustees, staff, volunteers and donors who continue to make The Hospital of St John and St Elizabeth and St John’s Hospice the unique place it is today.

Julian Schild MA ACA Professor His Honour William Morris Co-Chair Co-Chair

Chief Executive Officer Report

This is my first Annual Report for the Charity, and it brings me great pride to look back on the many accomplishments we have all achieved in the short time since I have been in position.

Change is often seen as a negative thing within an organisation, something that will break down what makes an entity special. I believe that the changes that have been and continue to be implemented across the site have made us stronger and have enhanced the unique qualities of the hospital and hospice.

We are nothing without the people who work here and so the first changes implemented were to increase the staff’s visibility to senior management, to make them feel seen and heard and to ensure they felt secure in their working environment. Introducing the new staff forum, streamlining our management structures and undertaking an in-depth staff survey are all supporting our one-team ethos.

It remains imperative for us to maximise return on investment following the hospital expansion. Undertaking listening events with our consultant body and bringing forward initiatives to care for more patients will support growth in hospital activity.

Furthermore, our three new strategic objectives were launched at the end of the year, bringing context to the changes;

Our vision remains strong – to be able to care for all those who need us when they need us.

Providing safe, outstanding quality care to our community
Working together as one team
Supporting a commercially successful charity

During the year we also received an inspection by the Care Quality Commission, our healthcare regulator, and I am pleased to confirm that we retained our ”Good” rating which provides the platform for our journey to “Outstanding”.

Importantly, as I arrived, the long-awaited hospice Wellbeing Centre and garden renovation began, and I was delighted to be able to witness first-hand the importance it has to our patients and staff. To be able to celebrate project completion in the final few days of the year was an amazing achievement to all those involved and enabled us to welcome staff and patients into the new spaces at the beginning of 2024. We are as ever, grateful to our supporters who made these improvements possible.

Finally, our vision remains strong – to be able to care for all those who need us when they need us.

Yours sincerely

Simon James Chief Executive

04 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 05

Introduction

About Us

St John & St Elizabeth Hospital is one of the UK’s largest independent charitable hospitals. We are committed to delivering excellent care with impeccable standards. We’re proud to attract world-class consultants and dedicated nursing staff. They are, we believe, the very best in their profession. Together we offer a warm welcome to all who visit us.

Our charitable status comes from our on-site St John’s Hospice , which we fund through NHS contributions, voluntary fundraised income and surplus from our private healthcare services. The hospice provides free chronic and end-of-life palliative care, via inpatient, day care and community services, to over 4,000 people and their families each year, across North-West and North Central London.

commitment which has remained since the charitable hospital was founded, assures patients of a commitment to care and compassion in the delivery of their healthcare. Our aim is the same as it was when we were first founded - to provide the highest quality healthcare for all those who seek it. This includes the spiritual care of our patients which is central to our mission. At the heart of the hospital is a Church for people to pray and worship. The Hospital Chaplain and other chaplains as well as faith advisors are available to meet the needs of our community.

We take great pride in our heritage. We are a Catholic hospital open to people of all faiths and none. The Christian

History

1856 1898 1901 1914 – 1918 Founded by Cardinal The hospital moved to The hospital was The hospital treated Wiseman, wh ~~ose St John’s Wood and ofcially opened by the 2,573 naval and~~ military vision was to provide was based temporarily Lord Mayor of London, patients during WW1. a hospital that served in Loudoun Hall, whilst Sir Frederick Green. Three sisters were the sick, the dying the permanent hospital awarded the Royal Red and the needy in was being built. Cross for their services the community. The during the war. hospital was placed under the care of The Sisters of Mercy, an order of nuns. 2011 2007 1984 1957 The new urgent care The old convent, now St John’s Hospice The hospital opened its centre opened and the known as Brampton officially opened its Outpatient Department. imaging department was House, was developed doors with The Queen upgraded, becoming to provide facilities Mother visiting for a the first private hospital for 30 outpatient tour shortly after. in the UK to install a 3T consulting rooms, an MRI scanner. endoscopy suite, an NHS GP practice, a second main entrance and a Hospice Day Centre with offices and therapy rooms. 2018 2022 2023 The hospital lau ~~nched The hospice launched The hospital~~ ’ ~~s ne~~ w wing opened with a refreshed its £35 million a £3m funding appeal imaging department, six new theatres, a day-case extension project. for the refurbishment suite, upgraded patient bedrooms and an expanded of its day services and Urgent Care Clinic, all with the latest equipment and administration centre. technology. Ground was broken on the transformation project in hospice day patient areas and gardens. 1856 1984 2023

06 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 07

Introduction

Hospital Strategic Report

Our Values

A set of shared beliefs that we don’t compromise on

Compassion

We recognise the human side to healthcare and business. This guides us. Compassion runs deep within our organisation. Our caring, empathetic approach sets us apart.

Hospital Strategic Report

Charity Commitment

Charity is our reason for We’re devoted to being. It’s fundamental to excellence. Our hallmark our ethos. It inspires and is outstanding care motivates everything we coupled with leading do. Private healthcare edge treatment. We’re is usually about making committed to delivering money. Not here, we’re the best possible outcome different. for every patient.

Community

We have strong ties with our local community. Our building is a friendly, neighbourhood landmark not a cold clinical institution. A welcoming, inclusive place where people come to use our services.

2023 Objectives

The charity has four overarching objectives which are:

For patients to receive appropriate To remain active in the field of acute
1 corrective and supportive treatment in 3 hospital care an environment where patient safety and To develop the concept of caring
choice are of paramount importance 4 for its patients in the totality of their
2 To achieve the highest standards of medical care, measured in terms of physical, spiritual and emotional needs, and for such care to extend to quality of staff, facilities, equipment all members of staff and management

Annual Report and Financial Statements 2023 09

08 S.S. John & Elizabeth Charity

Hospital Strategic Report

Our Year in Numbers

----- Start of picture text -----
4,272 5,365 10,016
Patients, family members Hospital day Therapy appointments.
and carers accessed our free case admissions An increase of 13.9%
palliative care services (9.9% increase on 2022) 2023 vs 2022.
80,792 2,137 30,909
Hospital OPD appointments Hospital inpatient admissions Diagnostic exams performed in
(8.2% increase on 2022) (0.2% increase on 2022) 2023 - 4.4% increase on 2022
----- End of picture text -----

UCC Attendances

2022 2023 +19% Increase : 1,850 attendances 9,908 11,758

UCC Referrals

2022 2023 +7% Increase: 225 onward referrals 3,429 3,654

How We Deliver our Outstanding Care

Facilities for Outpatients

----- Start of picture text -----
33 1 2 2 1
Consulting Diagnostic Ophthalmic Treatment Minor procedure
rooms scope room diagnostic rooms room
testing rooms
----- End of picture text -----

Facilities for Inpatients:

----- Start of picture text -----
6 26 5 68 1
Operating Day case Wards with a new Inpatient Endoscopy
theatres beds 10 bed ward beds Suite
opened in 2023
----- End of picture text -----

Equipment and Imaging

----- Start of picture text -----
2 1 1 2
MRI Fluoroscopy X-ray (including CT
(1 x 1.5T, 1 x 3T) Scanner full spine and long leg) (1 x standard, 1 x standing)
----- End of picture text -----

10 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 11

Hospital Strategic Report

2023 Clinical Services Report

2023 saw the HJE 2020 project come to fruition with the full opening of new state-of-the-art facilities in Urgent Care, imaging and theatres. Work continues in the new Outpatient department with the plan of opening a brand-new paediatrics department in Q3 2024.

Throughout the year there have been continual improvements to patient areas:

The Cardiology department received a new mobile ultrasound (GE S70). This improved image quality on the mobile service used on wards.
We invested in the ophthalmic service by expanding the number of consulting rooms and purchasing new equipment such as a visual field and slit lamp.
For Critical Care services, we undertook a baseline review of the Guidelines for the Provision of Intensive Care Services (GPICS) which identified some changes to the area with a dedicated family room, location of monitors as well as review of staffing and the MDT process.
We opened the new imaging reception and waiting space, separating the main hospital reception and imaging. This provided increased privacy and better flow for patients entering the imaging department.
We established a high-risk clinic working with the Consultant Intensivist that supports pre-assessment of patients with complex medical conditions and co-morbidities. It has enabled greater review of patients prior to surgery so that additional tests can be undertaken and where required there is a plan for High Dependency Support when needed.
Due to an increase in seriously unwell patients in 2023, the team developed a pathway that enables safe urgent transfer to St Mary’s Hospital as part of Imperial College Healthcare Trust with effective communication with the Emergency Department Consultant.

12 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 13

Hospital Strategic Report

Patient Satisfaction Survey 2023

We are proud of the quality of our care and hard work to make each patient’s time with us as pleasant as possible. Our patient survey is an important indicator of how well we achieve this and we monitor the results very closely. Below is the overall feedback for 2023.

Patient Complaints

Patient complaints are led by our Head of Patient Experience. Over the year we had 126 complaints. Below the graph shows in what month we received the complaints and how they were dealt with internally. Not upheld concludes no further action was taken. Upheld and partially upheld means the complaint was taken to an investigation stage.

----- Start of picture text -----
Jan- Feb- Mar- Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec-
23 23 23 23 23 23 23 23 23 23 23 23 Total
Not upheld 2 4 5 7 4 3 3 6 4 3 6 4 51
Upheld 3 4 5 2 3 5 5 1 3 2 2 3 38
Partially upheld 2 2 1 3 4 3 3 2 3 4 7 3 37
Total 7 10 11 12 11 11 11 9 10 9 15 10 126
----- End of picture text -----

----- Start of picture text -----
2023 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Total
39% 41% 43% 38% 40%
43% 29% 30% 21% 30%
18% 29% 27% 41% 29%
100% 100% 100% 100% 100%
----- End of picture text -----

The graph across indicates the percentage of complaints within each quarter of the year, and how they were dealt with based on their category. As displayed the complaints were evenly distributed throughout the year.

Patient Compliments

Everything went Big thank you Everything from very smoothly to the team for my arrival to for my entire day. taking such good care departure was calmly, Everyone on staff of me. They really put quietly organised, all was pleasant and me at ease and kept of which lowered any professional. I was me informed of what stress or apprehension always informed about was happening at every I may have had. I was what was happening, step. The nurses made very impressed. and I was always me feel like nothing was comfortable. too much trouble.

Patient Satisfaction Annual Patient Feedback Report 2023 Based on the period of January to December 2023 95.8% 96.7% 97.4% Patients said they would be ‘Likely’ or Patients rated welcome Patients rated their experience of our ‘Extremely Likely’ to recommend on arrival as ‘Good’ or ‘Better’ service as ‘Good’ or ‘Very good’

94.0% Patients answered ‘Yes, always’ when asked if they had confidence and trust in nurse treating them

96.7% 98.9% Patients answered ‘Yes, definitely’ Patients said they would be when asked if they felt they were ‘Likely’ or ‘Extremely Likely’ to treated with respect and dignity recommend their consultant

----- Start of picture text -----
96.2% 90.0% 97.4%
Patients told us they Patients answered ‘Yes, definitely’ Patients told us their overall
rated the catering as when asked if they were involved as opinion of their accommodation
‘Good’ or ‘Better’ much as they wanted in decisions was ‘Good’ or ‘Better’
Percentages are based on the 1387 responses received during the reporting period shown above.
----- End of picture text -----

14 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 15

Hospital Strategic Report

Hospital Governance Report

The Hospital’s Clinical Governance Committee meets quaterly to review clinical risk management, audits and staff development which forms the clinical report given to the Trustees.

The Hospital’s Medical Director is the Clinical Lead, Responsible Officer, and Caldicott Guardian, our Director of Governance and Risk is the Freedom to Speak up Champion, our Chief Nursing Officer is our Director of Infection Prevention and Control, Accountable Officer for Controlled Drugs and Safeguarding Lead for Children and Adults. Our Chief Executive Officer has overall responsibility for the Clinical Governance Framework.

We measure our progress using key performance indicators, all of which are aligned with our objectives. Our key performance indicators (KPIs) are shared throughout the organisation to promote the objectives, act as personal development indicators as well as ‘traffic lights’ to potential concerns in each department.

----- Start of picture text -----
2023 2022 % Trend against total number of patients admitted in Hospital
Total number of
7696 7236
patients admitted
Unplanned returns
26 (0.3%) 12 (0.2%) 0.1 % increase
to theatre
Unplanned
readmission within 29 39 (0.5%) 23 (0.3%) 0.2 % increase
days
Re-establising the Falls Group and the appointment of two
Inpatient Falls 59 (0.6%) 63 (0.6%)
dedicated Falls leads in the hospital and hospice
Hospital associated VTE exemplar programme initial plan developed and re-launching
3 (0.3%) 0
VTE VTE committee. Appointing VTE champions in each clinical area
Hospital acquired
2 (0.1%) 9 (0.2%) Robust IPC process continue to show great improvements
infections
Acquired pressure The appointment of a dedicated Tissue Viability lead nurse. Training
7 (0.1%) 14 (0.1%)
ulcers and review of documents with the introduction of a referral process
----- End of picture text -----

CQC Inspection

In October 2023, the CQC made an unannounced inspection, which looked at Critical Care and the surgical pathway, including theatres. We have not previously been inspected on Critical Care, so this was a comprehensive service inspection as well as a review of surgery. These areas were rated as part of the inspection output and will then contribute to our overall rating. The inspectors told us that the “HJE team were very responsive and positive and found everyone to be open and transparent .” They identified competent staff, good governance and structure and clearly demonstrated learning from previous incidents. A few areas highlighted for attention included mandatory training compliance and awareness of risks within departments.

Patient Forum

In September, our annual patient forum took place, with six patients participating. The forum was an opportunity for participants to hear about other patients’ experiences, provide feedback, and hear about the hospital’s latest work to improve our services.

As well as meeting our CEO, Simon James, the patients: Learned about our hospice upgrade project; Received an update about the new website; and Heard about the work of the Accessibility Working Group from the Chair of the Accessibility Working Group.

The working group was created to improve accessibility across our organisation and to ensure a safe and inclusive environment for all. Amongst other things, the group is improving disability awareness, providing dementia training for staff, and is also looking at the suitability of our waiting areas, and tools for staff and patients.

Point Prevalance Survey (PPS)

St Francis and St Elizabeth wards were the venues for the Point Prevalence Survey (PPS).

On-call Microbiologist, Lead Operational Development Pharmacist, and our Infection Prevention and Control Nurse Manager, conducted the survey on behalf of our hospital. A representative from UKHSA was also on-site to assess the validity of the data gathered.

Summary data: HAI, antimicrobial use (AMU) and device use per hospital

20 patients from Hospital of St John and St Elizabeth met the criteria for inclusion in the Point Prevalence Survey.

----- Start of picture text -----
Patients
Patients Patients AMU with Patients
Total with HCAI with preva- Patients Patients Urinary with
patients HCAI preva- AMU lence with with catheter Intuba-
Hospital/Trust (N) (n) lence (%) (n) (%) CVC (n) PVC (n) (n) tion (n)
Hospital of St John and
20 1 5 7 35 1 14 2 0
St Elizabeth (Overall)
Hospital of St John
and St Elizabeth 20 1 5 7 35 1 14 2 0
(Grove End Road)
----- End of picture text -----

16 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 17

Hospital Strategic Report

PLACE

The Patient-led Assessment of the Care Environment ( PLACE) patient and staff assessors inspected our entire hospital . This annual assessment helps us understand how well we are meeting the needs of our patients and identify where improvements can be made. This year, we were once more assessed according to six domains, which look at the quality of non-clinical services and the condition of our buildings:

----- Start of picture text -----
How clean the environments are (wards, toilets, en-suite rooms, treatment rooms,
Cleanliness
reception and waiting areas, corridors, lifts, stairs, chapel, therapy rooms etc.)
The quality and availability of food and drinks, including access to fresh drinking
Food and hydration
water. Food is scored based on taste, texture and acceptable temperature.
How well the environment protects people’s privacy and dignity (single occupancy
Privacy, dignity and wellbeing
rooms, bedside lockers, patient data not on view.)
The condition – inside and outside – of the buildings, fixtures and fittings.
Condition, appearance
How well the building meets the needs of those who use it. For example, adequate
and maintenance
signage and car parking facilities.
Dementia How well the environment supports people with dementia (flooring, toilet signage,
general signage, artworks on the walls etc.)
How well the environment supports people with a disability (handrails, toilet of
Disability sufficient size enough for wheelchair and/or carer.)
----- End of picture text -----

We had three groups, all with a patient representative. They reviewed the main areas of the hospital from the wards, imaging, outpatients, hospice and communal areas. They also inspected the hospital grounds and tried the patient’s lunch menu, which had glowing reviews from the assessors.

The graph below is a summary of the 2023 findings from the PLACE audit. Overall, a positive experience.

Hospital of St John & St Elizabeth

----- Start of picture text -----
Site Scores Organisation Average National Average
Cleanliness Food Organisation Food Ward Food
Privacy, Dignity and Wellbeing Condition Appearance Dementia Disability
and Maintenance
----- End of picture text -----

Annual Report and Financial Statements 2023 19

18 S.S. John & Elizabeth Charity

Hospital Strategic Report

Hospital Community Communication and Outreach

Our People

Staff Forum

We introduced a new staff forum. The forum takes place monthly and includes representatives from all areas of the organisation as well as our CEO and Director of People.

It is a great opportunity for all departments to discuss ideas, challenges, development opportunities and proposed changes in the organisation with each other and senior management.

The forum’s objectives

To promote the interests of all hospital departments, keep staff informed and ensure people have the opportunity to contribute to decisions that impact their work life.
Drive positive change and enhance workplace efficiency through the sharing of knowledge, ideas, experiences and good practice.
Consider extra-curricular and social events which enhance staff engagement or engagement with our hospice charity.
Help foster a positive working environment and encourage professional and personal development.

Speciality Roundtable Dinners

To improve the working relationship between consultant practices, across all specialties, and the hospital. Our CEO hosted several dinners to meet all those within specialty bodies. He also met with the Private GP practice and Anaesthetists to gather an overview of the relationships within our hospital.

This data will form part of the speciality reviews being undertaken across the hospital that will feed into the new five-year strategic plan to be launched in 2024.

Awards

Practice Excellence Awards 2023

Students rated their nominations in the following areas:

We were delighted that our paediatric outpatients’ service won a City, University of London ‘Practice Excellence Award’ in the category Commended Placement of the Year 2022-23.

Good orientation
High quality patient care and good patient management
Learning opportunities
Support on placement

The Practice Excellence Awards celebrate the achievements of placement providers and the contribution of the staff supporting students’ learning in practice.

Awareness Days 2023

13[th] -17[th] March – Patient Safety Awareness Week

In the interests of continual improvement in our standards of care, we will focused on:

The importance of the National Early Warning Score (NEWS2).

Training and awareness sessions of what and when to escalate.

Care of a deteriorating patient.

There was a stall in the staff restaurant through the week, where helpful presentations, quizzes, and activities to get involved in.

12[th] May – International Nurses Day

As part of the annual nurses day celebrations, we joined organisations and people around the world in thanking our nurses for the incredible work they do each and every day by featuring talks to by our international nurses and their journeys.

3[th] September – World Sepsis Day

Infection Prevention and Control Nurse Manager, organised an awareness event where a UK Sepsis Trust Volunteer held a talk to our staff.

17[th] September – World Patient Safety Day

To demonstrate our commitment to delivering safe and inclusive care, we ran two events: Falls and Patient Safety and Patient Forum

25[th] September – Pharmacists Day

Celebrated our pharmacists

12th October - Allied Health Professions (AHPs)

Our hospital’s AHPs hosted a stall where they shared information about their expertise, running a quiz.

13[th] October - Hospice Care Week

The hospice shared the stories of the incredible people who make up St John’s Hospice, including their nurses, doctors, social workers, volunteers, cleaners, and therapists.

6[th] November – Stop the pressure week

The Society has organised a programme of events, activities and useful resources to help healthcare professionals reduce the risk of pressure ulcers.

Thank you for everything you do

----- Start of picture text -----

internationalnursesday2023
----- End of picture text -----

----- Start of picture text -----
And here is why...
You make The nursing,
medical and
a
difference
support staff
Thank you for always delivering
excellent patient care.
were welcoming
and professional.
Andrew Gallini Picker HWA - Patient Feedback Q1 2023
Chief Nursing Officer
----- End of picture text -----

20 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 21

Hospital Strategic Report

Our Patients and Community

Creating a more accessible hospital

As a hospital, it is essential we deliver accessible customer service. This means providing resources that enable individuals with disabilities to engage with us and better convey their needs.

Accessibility Boxes

To improve communication and access to information, we created ‘Accessibility Boxes’ and placed them in all reception areas and wards.

The boxes contain a variety of useful tools and materials that can be used to help different people, including:
Magnifying glass . To aid reading for those with a visual impairment.
Fidget toys. To be given to anxious patients or those that need a distraction. These fidget toys are single-use items and can be given to patients to keep and use throughout their hospital journey.
Coloured overlays. A reading aid for people with dyslexia or those with learning disabilities.
Hospital communication book. With useful images and advice to help staff communicate with people with a wide range of needs.
This is me documents. To record details about a person who is not able to easily share information about themselves. They can also be used to record a person’s cultural and family background, important events, people and places from their life and their likes and dislikes. The documents can be saved in a patient’s notes so all staff can access them.

Patient Text Reminder Service

Imaging and Cardiology launched their patient text message reminder service. In January, the hospital started sending text reminders to patients in advance of their outpatient and preassessment appointments.

GP Symposium

The Annual GP Symposium took place at the Royal College of Physicians on Saturday 11 November. We had over 150 GPs attend to listen to seven presentations on healthcare specialities. The annual symposium helps create stronger and closer relationships to our referring partners across London.

The subjects and Consultants are below.

Gynaecology - Ms Charlotte Chaliha Plastic Surgery - Mr Raj Ragoowansi Dermatology - Dr Karolina Gholam Ophthalmology - Dr Rajni Jain

Ear, Nose and Throat -

Professor Paul Chatrath Urology - Mr Simon Choong Colorectal - Mr Romi Navaratnam and Mr Asif Haq

Creating a more inviting hospital

Linda Culverwell curated all staff input from several workshops using colour, texture, words and pictures into an overall artistic expression that celebrates what it means to be part of the hospital. The artwork was installed in the corridor leading to Imaging acting as a vibrant, optimistic, and colourful expression of the hospital for all to enjoy.

Coffee shop

New multi-faith room

Following requests from the staff suggestions scheme and patients, we created a multi-faith room. Located in our main reception, it is a private room for anyone to use from staff to patients.

After a three-year hiatus due to Covid, we re-opened the café in our main reception, offering a selection of sweet & savoury pastries, crisps, coffees, teas and cold drinks. We also enhanced the staff benefits with a staff coffee scheme voucher to use at the coffee shop.

22 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 23

Hospital Strategic Report

Relationship with the NHS

The Charity maintains a strong relationship with the NHS which it assists where practical. The key instances are:

NHS Medical Training Programme

Butterworth Centre

The NHS occupies the Butterworth Centre which is a unit for older persons with a mental illness. This is a purpose-built facility of 45 single bedrooms with en-suite facilities, which also includes an assessment unit and respite beds, all within the grounds of the hospital. The aim of the unit is to provide a home for life in a safe environment, whilst ensuring quality of life is maximised through therapeutic and recreational therapy. As with the hospice, patients receive care and treatment free of charge.

The Hospital is part of the NHS medical training programme, offering rotations for doctors from Charing Cross Hospital and St Mary’s Hospital. A specialist registrar in palliative medicine has been placed in the Hospital as part of the London Deanery specialist training in palliative medicine. Regular attachments for “taster” sessions occur for junior doctors from the Imperial NHS Trust and University College Hospital. Regular teaching is also provided to medical students at Imperial Medical School. This is an important community link to support Government moves to move palliative care into the community. The placements have been rated highly by the trainees.

The NHS made the decision to temporarily suspend services at the facility in early 2023 and services ceased in Q2 2023.

NHS GP Services

Hospice Referral and Funding

A local NHS GP Practice, St John’s Wood Medical Practice, and the Primary Care Team operate from premises within the Hospital. This is a seven-partner practice looking after over 20,000 patients.

We work closely with the ICBs of North-West and North Central London in regard to the delivery and funding of our palliative care services. We are in contact with GP clinics and NHS trusts that use a common referral pathway for all hospice services.

Approximately one-third of the hospice’s funding for core services is received from the ICBs we work with. Monthly meetings are held with the ICB and other hospice’s funded by the ICB to review regional issues and best practices.

Supporting NHS Trusts

We support local NHS Trusts in times of urgent need and excessive waiting lists by providing access to theatres and imaging services.

~~Charity Strategic Report: Hospice~~

24 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 25

Charity Strategic Report: Hospice

Who We Are and What We Do

St John’s Hospice provides quality, holistic care to people living with life-limiting illnesses and their families.

Our beliefs:

We believe in providing quality, holistic care.

We are committed to celebrating and amplifying life, enabling people to live well for as long as possible . We create moments of joy and compassion both inside and outside of our hospice and work to ensure that each of our patients and their families are supported through every aspect of their journey.

We believe in the celebration of life.

We believe in creating meaningful, human relationships.

As well as our Inpatient Unit and Wellbeing Centre located within the Hospital of St John and St Elizabeth, we work out in the community, in people’s homes, providing care to more than 4,000 people each year across North-West and North Central London.

We believe in constantly growing and progressing.

We believe that together we can help more people live well for longer.

It costs over £7 million to be able to offer our services completely free of charge and to do this we rely on funding from the NHS (30%), the hospital (30%) as well as public fundraising (40%).

Achievements and Performance

352 82

4,272

patients and families were children and young people supported with practical benefited from bereavement and emotional support from support, including 1:1 counselling, our social workers. group sessions and activity days.

patients, family members and carers accessed our services across North-West and North Central London.

645 1,609 patients were supported home visits and 5,370 with specialist Lymphoedema telephone consultations were treatment at our hospice made by our Community and our clinic at Specialist Palliative Care team Charing Cross Hospital. to a total of 205 patients.

1,728 complementary therapy sessions were provided for patients, family carers and bereaved loved ones at the hospice.

21,193 235 1,564 hours of care were provided patients benefitted from visits to our Day Care by our Hospice@Home team our inpatient care across Unit were made by to a total of 116 patients. 3,651 nights. 67 patients.

26 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 27

Charity Strategic Report: Hospice

The Impact of our Services

Ambulance service

Bereavement support

Our adult bereavement support is available to family members, carers, and friends who have lost someone under the care of St John’s Hospice, regardless of where they live. Our child bereavement service is unique because it’s offered to any child or young person living or educated in Westminster, whether their loved one has been cared for by the hospice or not. In 2023, there was an increase in referrals, especially from local schools. Thanks to donor support at the end of 2022, we expanded our team to accommodate the rise in referrals. As a result, the number of children and young people receiving support grew in 2023 to 82, compared to 64 the previous year.

We are the only London hospice with our own specialist palliative care ambulance service, which safely transports patients to and from our hospice and external medical appointments. The ambulance aids the admission and discharges of our Inpatient Unit and is available to day service patients with reduced mobility or access issues. In 2023, our fleet made 2,109 journeys. Unfortunately, our stretcher vehicle went out of service in spring 2023, affecting our ability to cover inpatient journeys. A new stretcher vehicle will arrive in the spring of 2024. We have made it a priority to update the other two vehicles in our fleet to better meet patient needs.

The prospect of facing your illness alone is incredibly daunting, it’s isolating. St John’s helped us realise we weren’t alone and that there was this amazing community we were a part of and that we could be supported by. Veronica, patient

When I was first told about the hospice all those years ago, I didn’t want to come, I thought it would be a dark and depressing place to be. As soon as I came through the door my opinion changed. St John’s is such a bright place to be, full of love and care, with the most wonderful people. Without the Day Care Unit, I would just be sat at home all day and that would be very boring but also extremely lonely. Juan, patient.

Community care

Day services

Our Community Specialist Palliative Care team offers specialised care and support to patients in their own homes, nursing, and care homes from 9 am to 5 pm, seven days a week within Westminster. The team works in close collaboration with patients, their loved ones, and other professionals involved in their care to develop the best care plan. This includes managing pain and symptoms and providing emotional and practical support through home visits and telephone consultations. The team also makes referrals across all our in-house services.

Our Day Care Unit offers patients living within Brent, Camden and Westminster a creative and safe environment to access specialist nursing and medical care, benefit from treatments and therapies, meet with other members of our team such as our social workers, socialise and take part in workshops and activities.

In May 2023, the unit was temporarily moved to a smaller location while our new St John’s Hospice Wellbeing Centre was under construction. Due to limited space, numbers were limited to 11 patients per day, with priority given to those who were unwell or struggling emotionally. Referrals were limited to those in greatest need and done in collaboration with our patients. More telephone consultations were made during this period to ensure regular contact was maintained, particularly with those who were coming in less frequently. Despite the limited space, a total of 1,564 visits were made in 2023. The new Wellbeing Centre opened in January 2024.

In 2023, we conducted 1,609 home visits and 5,370 telephone consultations for 205 community patients. The number of referrals continued to increase in 2023, with a 60% increase in referrals in Q4. Expanding our community nursing provision to 8 am to 8 pm, seven days a week, 365 days a year is a priority. Additionally, improving our 24/7 advice line is essential to ensure that patients and carers can access specialist support and advice at any time, including weekends.

Annual Report and Financial Statements 2023 29

28 S.S. John & Elizabeth Charity

Charity Strategic Report: Hospice

Hospice@Home

Inpatient care

Our Inpatient Unit offers specialist 24-hour care, including end-of-life care, symptom management, respite, and palliative care rehabilitation. This care is available to patients living within Westminster, Brent, Camden, Islington, Hammersmith & Fulham, and Kensington & Chelsea. In 2023, a total of 235 patients received our inpatient care over 3,651 nights.

Our Hospice@Home service provides specialist palliative care at home, allowing patients to stay in familiar and comforting surroundings during the final stages of their illness if that is their preference. In addition to end-of-life care, the team conducts home assessments, provides respite for patients’ families and caregivers, and helps prevent unwanted emergency hospital admissions. Depending on a patient’s needs, Hospice@Home can be provided for a minimum of four hours up to 24 hours a day, primarily in two-week blocks.

In Q4 we experienced a significant increase in referrals, leading to the unit operating at full capacity with a waitlist. This surge can be linked to the closure of a local hospice and the continued closure of another inpatient unit. Due to the ongoing pressure from the waitlist of end-of-life patients, there were occasions when we had to postpone admissions for respite. To manage the growing number of referrals and ensure the safe admission of new patients on weekends, we have made it a priority to hire an additional Palliative Care Doctor and a Weekend Receptionist.

In 2023, we delivered 21,193 hours of care to 116 patients. Compared to 2022, fewer patients were seen over a longer period. This is preferable as it allows for the establishment of trust, strengthening communication, understanding, and empathy. We are prioritising extending our model across boroughs that do not currently have provision or are due to have reduced cover in the future.

The level of care you provided was exceptional. Your contribution to my mother’s quality of life during the last weeks of her life will always be something we will be grateful for. You went above and beyond to look after her. I am still astounded by how able and willing you were to become experts in her care despite the language barrier and cultural differences. A patient’s family member

Lymphoedema care

Social and welfare support

Our lymphoedema practitioners help patients regain their quality of life, improve mobility, and ease discomfort caused by the condition. They also provide information and advice to educate patients on managing the condition. This service is available to patients living within Brent, Camden, Harrow, Hammersmith & Fulham, Kensington & Chelsea, and Westminster, and is provided at our hospice and Charing Cross Hospital. In 2023, 645 patients were supported across the two sites.

Our social workers provide emotional and practical support to patients and their families, such as giving advice on Lasting Powers of Attorney, will writing and funeral planning, as well as signposting to relevant external agencies if further assistance is required. They also advocate on our patients’ behalf with financial and housing matters, department of education and social services. This support is provided online, over the phone, at our hospice or home visits for patients living within Westminster.

Referrals for our services continue to increase year on year, and we continue to operate a waitlist. This is due to a lack of NHS services for patients living with non-cancer-related lymphoedema and those who have been living with the condition for more than two years. Towards the end of 2023, we successfully secured funding to purchase some of the equipment needed to improve the efficiency of the service and decrease wait times.

In 2023, the team supported 352 patients and families. The number of hardship grants issued almost doubled in line with the rising cost of living. In Q4, we received a generous 3-year grant which has enabled us to recruit two additional staff members: a Welfare and Benefits Officer and a Clinical Psychologist who will start in 2024.

Therapies

In addition, we offer various complementary therapies, including massage, reiki, reflexology, and acupuncture at our Inpatient and Day Care Unit. These therapies complement medical and nursing care to improve our patient’s overall wellbeing, reduce anxiety, stress, and fatigue, relieve some of their symptoms, and aid mobility. These therapies are also available to our patient’s family members and carers. In 2023, we provided 1,728 complementary therapy sessions. We aim to increase our provision of complementary therapies at the hospice and to launch the service in patients’ homes.

Our physiotherapists and occupational therapists help patients maintain or rebuild their strength and independence, while also supporting their physical needs, mental health, and overall wellbeing. They provide care at patients’ homes, in the Inpatient Unit, or at our day services. Patients are referred to these services internally. At the end of 2023, we recruited a Team Lead and full-time Occupational Therapist, and they will be in position by early 2024. Recruitment for a part-time Physiotherapist and a fulltime Occupational Therapist will continue into 2024.

30 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 31

Charity Strategic Report: Hospice

Hospice Clinical Governance

The Hospital’s Medical Director is the Clinical Lead, Responsible Officer, and Caldicott Guardian, our Director of Governance and Risk is the Freedom to Speak Up Champion, our Chief Nursing Officer is our Director of Infection Prevention and Control, Accountable Officer for Controlled Drugs and Safeguarding Lead for Children and Adults. Our Chief Executive Officer has overall responsibility for the Clinical Governance Framework.

The clinical leadership of the hospice is led by the Assistant Director of Nursing – Hospice and our Lead Palliative Care Medical Consultant. They lead the quarterly Hospice Governance Committee which is chaired by the hospital Medical Director. The papers from these meetings form part of the overall Governance Papers presented to the Trustees.

----- Start of picture text -----
12 0 35
Acquired/deteriorated Patient Falls Drug errors -
pressures ulcers resulting in harm low or no harm
2022 2023
COMPLAINTS
2 complaints - 1 not upheld 4 complaints - 3 not upheld
and 1 partially upheld and 1 partially upheld
93% 100%
Patients cared for by CNS dying New referrals triaged
in preferred place of death within one working day
BED NIGHTS
2022 2023
+8%
Increase
3,279 3,651
----- End of picture text -----

32 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 33

Charity Strategic Report: Hospice

Thank You to our Fundraising Community

Many of the unique services offered by St John’s Hospice are funded through voluntary income. This includes support from our Trusts and Foundations, corporate partners, schools, community groups, and individuals who contribute regularly or in memory of loved ones, leave gifts in wills, take on challenges, and more. In 2023, we received £1,931,000 in generous donations from our community.

Almost £2m

120 volunteers supported our hospice across a range of clinical services, retail and fundraising activities.

generously donated by 3,955 individuals, schools, community groups, trusts, foundations and corporate partners.

We hosted 7 community events throughout 2023 and celebrated the second year of both the Easter Trail and Mad Hatter’s Tea Party. The funds raised from these events contributed to our ‘Moments of Joy’ fund, which is used to create special experiences for patients and their loved ones, such as a trip to Kew Gardens and even a wedding in our on-site chapel. Our flagship ‘Light Up a Life’ celebration raised over £26,000 and was generously sponsored by local partners Lord’s Cricket Ground and Loveday & Co .

It was our best year in challenges, with 76 amazing individuals running marathons, jumping out of planes or abseiling down buildings to raise over £76,000 . This included our largest-ever London Marathon team which saw 18 individuals taking on the iconic race in memory of loved ones or as part of the teams sent from Westminster City Council and the hospital.

I could run these marathons for the rest of my life, and it couldn’t pay St John’s Hospice back for the priceless care they gave to Michael and us. Kealan, 2023 London Marathon Runner

We also held a night of fine dining, an auction, and entertainment at the iconic Abbey Road Studios, featuring guest speaker Dr Phil Hammond and the inspiring story of one of our patients and her husband. The glamorous evening marked our return to events of this kind following the COVID-19 pandemic and kick-started our Winter Appeal, raising over £200,000 .

Throughout the year, so many wonderful individuals chose to donate to St John’s Hospice including those donating in memory of a loved one, regularly each month or in response to our appeals. These individual donations raised £323,000 . Gifts in wills continued to be an important source of income with £417,000 received from a further 22 individuals who so generously chose to leave a legacy to the hospice.

34 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 35

Charity Strategic Report: Hospice

We received 61 gifts from Trusts and Foundations amounting to £574,000 many of which supported the creation of the St John’s Hospice Wellbeing Centre and the refurbishment of our hospice gardens. We were delighted to be one of the 27 hospices awarded a generous 3-year grant from The Julia and Hans Rausing Trust . This grant has enabled us to invest in our clinical team and in turn enhance our programme of psychological, bereavement and social and welfare support offered to patients and their families.

We are incredibly grateful to the corporations who make us their Charity of the Year, provide pro-bono support or sponsor events and whose staff take on challenges or volunteering opportunities across the hospice. We were proud to be made West End London Law Firm, Simons Muirhead Burton’s (SMB) , Charity of the Year following the care their colleague had received at St John’s Hospice the previous year. Their dedication saw them raise an incredible £30,078 throughout 2023 through bake sales, abseils, fancy dress nights, marathons and a London to Brighton bike ride. They even donated Christmas gifts to our patients and held a clothing drive for the charity shop.

Retail

Our charity shop has been a permanent feature of St John’s Wood High Street for almost 40 years now. We are grateful to members of the local community who donate their pre-loved goods and shop with us, helping to raise funds to support our services. Unfortunately, we have seen a steady decline in profitability over the years. To address this, we have employed two new permanent retail staff to oversee operations and explore additional opportunities with the hopes of a pop-up shop in 2024.

I feel so blessed that this was the hospice my Mum was in. I know it might sound strange to say that, but they do so much for us as families. Keeping our loved ones’ spirits alive is such a big thing. They help so much to do this with the different ways you can donate, dedicate in your loved ones’ names and the events you can attend throughout the year. There’s such alignment with how my heart feels and the things I want to do! Angela, Supporter turned Volunteer

Volunteering

Without our dedicated volunteers, we could not provide such high-quality care for so many patients and their families each year. Whether they’re supporting us in the Inpatient Unit, welcoming visitors at reception, helping us at events or in the charity shop, they play such an important role.

In 2023, 120 regular volunteers supported our hospice across a range of clinical services, retail and fundraising activities, totalling over 16,000 hours of volunteer support. 40 individuals volunteered their time during our events, helping to set up, sell raffle tickets or cheer supporters along marathon routes!

This excludes the countless corporate volunteers we welcome throughout the year. They help us with various tasks such as sorting donations, stocking shelves in the charity shop, and doing arts and crafts with our patients. We are thankful to organisations like Paddington Partnership and Baker Street Quarter for introducing many local businesses to our hospice and facilitating volunteering opportunities for their employees.

We’re also delighted to report that our furry friends from Mayhew’s TheraPaws programme continued to visit us throughout 2023. Hugo and his owner Cara have been visiting for several years, spreading joy throughout the hospice.

Thank you to everyone who supported St John’s Hospice in 2023. Whether you donated, fundraised on our behalf, purchased items in our shop, volunteered, or left us a gift in your will, we are enormously grateful for your support. Without it, we wouldn’t be able to do so much for our patients and families each year, nor would we be able to implement exciting plans to improve and expand our services.

You may think that coming into a hospice is all doom and gloom, but it couldn’t be further from the truth at St John’s. We’ve created such a lovely atmosphere here between volunteers and staff, and our patients and their visitors certainly pick up on that. Nadya, Volunteer

36 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 37

Charity Strategic Report: Hospice

Our Plans for the Future

Our Fundraising and Clinical teams work closely together to ensure that all plans and priorities are aligned and that the funds raised are used effectively. The following priorities have been highlighted for 2024 – 2028. These priorities will significantly transform the way we support people living with life-limiting illnesses and their families across North-West and North Central London.

Priority 1

Priority 2

Increased Community Nursing Provision

Extension of Inpatient Unit Admissions

The NHS is implementing increased care levels in the community, which will see our community nursing hours increased to 8 am - 8 pm seven days a week, 365 days a year. We will also establish a 24/7 telephone advice line so that patients and their families and carers can always access specialist support and advice no matter the time of day, or over the weekend. To achieve this, we will need to recruit an additional Band 7 Community Nurse Specialist and 2.5 Band 6 Palliative Care Nurses.

We need to introduce a higher level of medical and administration support to our Inpatient Unit ensuring we can safely accept new patients over the weekend and meet the growing demand for our inpatient services following the closure of two local hospices. To do this, we will need to recruit an additional Palliative Care Doctor and a Weekend Receptionist.

Priority 3

Priority 4

Increased Complementary Therapies

Child Bereavement Expansion into Brent

We recognise the significant positive impact that complementary therapies can have on the physical and mental health of our patients and their families. We plan to increase our provision of these therapies at the hospice and begin providing home visits. To do this, we will need to increase the contracts of our current therapists and recruit additional staff.

Currently, St John’s Hospice is the only provider of child bereavement support in Westminster. To meet the growing need for our services in other boroughs, we plan to further enhance our current Social Work and Bereavement team to include an additional Child Bereavement Specialist/Social Worker and part-time Social Worker. This will enable us to launch the service in Brent where the greatest need has been highlighted.

Priority 5

Priority 6

Community outreach expansion

Hospice@Home Expansion

We are working on a business model to extend or 24 hour Hospice@Home provision into those of our boroughs that do not currently have any cover or are now receiving reduced cover following hospice closure and service realignments.

We plan to expand our community outreach with the creation of new community hubs offering clinics, social work and bereavement support, therapies, and support groups. To achieve this, we will need to raise funds for the creation of the new hubs as well as one year of running costs.

If you would like to know more about any of the priorities outlined above and possible avenues to support us, we would be more than happy to discuss these with you.

Priority 7

Updated patient vehicle fleet

Many of our patients have mobility and access issues which render them housebound and struggling to access services without our dedicated palliative care ambulance service. We plan to replace two of our patient vehicles to better meet our patient’s needs and ensure that nobody finds themselves shut off from the community.

Please contact our Fundraising Team by emailing fundraising@hje.org.uk or calling 020 7806 4011 .

Annual Report and Financial Statements 2023 39

38 S.S. John & Elizabeth Charity

Charity Strategic Report: Hospice

----- Start of picture text -----
Financial Statements
----- End of picture text -----

Fundraising Compliance and Governance

We pride ourselves on building and maintaining relationships with our donors and supporters which are based on trust and transparency. We use donations carefully and responsibly and will keep donors updated on the ways their money is being spent and the impact it is having.

data to any third parties. We work closely with the Hospital’s Data Protection Officer to ensure data processing is in line with the requirements of the Data Protection Act 2018 and the UK General Data Protection Regulation (UK GDPR) and the agreed application of this. More information on how we obtain, process and use data can be found on our website at www.stjohnshospice.org.uk/privacy-policy .

We take great care to ensure that all supporters and donors are treated fairly and are enabled to make informed decisions about any potential donation. If required, our Fundraising team works alongside the Clinical team to make a judgement about a supporter or donor’s potential vulnerability or lack of capacity. We never put pressure on supporters and donors, and if they do not want to make a gift or want to stop a regular donation, we respect their decision.

The Fundraising team is based on-site at the hospice in St John’s Wood. The team is led by the Director of Fundraising who reports to the Chief Executive, quarterly to the Philanthropy Committee and bi-annually to the Finance and Audit Committee. They also sit on the Hospital Management Board.

Bequeathed and MuchLoved have been contracted to host online services for the purposes of a free will writing service and In-Memory giving.

St John’s Hospice is registered with the Fundraising Regulator, and we adhere to their Code of Fundraising Practice. We also do all we can to ensure all fundraisers, volunteers and any third parties who work with us to raise funds do so as well.

In 2023, we received 2 complaints in relation to fundraising, 4 in relation to retail and 1 in relation to volunteering. All of which were minor and resolved. More information on our complaints policy and the process we follow can be found on our website at www.stjohnshospice.org.uk/contact-us/ compliments-concerns-complaints

We always treat our supporter’s and donor’s information in a safe, secure, sensitive and confidential way. We never sell

Financial Statements

Statement of Financial Activities for St John’s Hospice For the year ended 31 December 2023

----- Start of picture text -----
2023 Total £000
Income from:
Donations 1,161
Legacies 417
Patient Services (ICB Funding) 3,368
Events 182
Sale of Donated Goods 171
Total Income 5,299
Expenditure on:
Fundraising and Publicity (715)
Costs of Charity Shop (148)
Direct Costs (4,146)
Indirect Costs (2,751)
Total Expenditure (7,760)
Net Deficit (2,461)
----- End of picture text -----*

*Indirect costs are covered by the surplus generated by the hospital

40 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 41

Financial Statements

Financial Statements

Income

Income decreased year on year by 10.5% to £66.7m (2022: £74.4m), of which £1.9m was restricted funds (2022: £2.5m). This was driven by a significant decrease in voluntary income. There was an increase in hospital patient related income, particularly from outpatient services and day case services.

The increase in outpatient attendances led to related increases in activity for pathology, imaging and outpatient procedures.

Voluntary income decreased by 98.5% as a result of a legacy donation of landed property bequeathed by a benefactor to the hospital in 2022. There was an adjustment to the fair value of the landed property of £1,212,000. The asset is held for sale and was disposed in 2023/24 at the prevailing market conditions.

Revenue from hospice fundraising decreased to £1,931,000 (2022: £2,614,719). Legacy income increased from £321,264 in 2022 to £417,000 in 2023. Donations from individuals increased by 65% to £323,000 from £196,000 in 2022. Community and Events income increased by 26%, from £278,000 in 2022 to £350,000 in 2023. Income received from trusts decreased in 2023 to £574,000 from £1,693,000 in 2022.

Decreases can be explained by exceptional gifts being received in 2022 for the capital project for refurbishment of the hospice with a return to fundraising for services in 2023 with some major Trust and Foundation on a year’s funding break as per their policies.

Expenditure

Policy on Reserves

The policy of the Trustee is to seek to build up and maintain free reserves at a level which will:

Assist in providing the Charity with adequate working capital to continue to operate in furtherance of its charitable objectives
Provide protection against cyclical and seasonal operating factors, and unforeseen events and;
Support the Hospital’s continued development.

The Charity’s Free Reserves at 31 December 2023 were £7.9m (2022: £9.2m). The reserves decreased in 2023 as a result of lower donations. The Trustees’ intention is to grow the general fund in line with the Charity’s policy on reserves.

The restricted funds which comprises of donations, grants and development funds held for the benefit of the hospice at 31 December 2023 was £5.1m (2022: £11.0m).

Operating Deficit

The operating deficit for the year amounted to £4.8m (2022: Surplus £6.9m) of which £0.2m deficit was restricted.

The balance sheet has weakened with a £3m decrease in total assets and a £1.9m increase in total liabilities. As a result, net assets decreased from £64.7m in December 2022 to £59.8m at the end of 2023.

The Charity does not maintain a policy on investments because these are generally not significant. Upon receipt of a donation in the form of an investment, an assessment is made as to whether to keep the investment or liquidate for cash. The assessment is done on a case-by-case basis.

Responsibilities of the Corporate Trustee in relation to the Financial Statements

Charity Law requires the Corporate Trustee to prepare financial statements that give a true and fair view of the state of affairs of the Charity at the end of the financial year and of its surplus or deficit for the financial year.

In doing so, the Corporate Trustee is required to:

Prepare accounts which represent a true and fair view
Select suitable accounting policies and then apply them consistently
Make judgements and estimates that are reasonable and prudent
State whether applicable accounting standards have been followed
Prepare the financial statements on the going concern basis, unless it is appropriate to presume that the Charity will not continue in business
Prepare an assessment of the risks and opportunities

The Corporate Trustee is responsible for maintaining proper accounting records which disclose, with reasonable accuracy, at any time, the financial position of the Charity and enables it to ensure that the financial statements comply with the Charities Act 2011.

Auditor

A resolution was passed at the Annual General Meeting that Forvis Mazars LLP be reappointed as auditors to the Charity for the ensuing year. This report was approved by the Board of the Corporate Trustee on 07 October 2024 and signed on their behalf by:

Mr Norbert Reis Director

Total operating costs increased by 4.3% in 2023 to £70.4m (2022: £67.5m), mainly because of higher property and occupancy expenses, increased supply costs caused by inflation and increased activity, and higher professional fees related to more patient activity. The rise in property and occupancy costs was primarily due to increased utility expenses linked to the situation in Ukraine. The increase in professional fees is connected to the higher number of outpatient visits and increased expenses to support the High Dependency Unit.

42 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 43

Financial Statements

Independent Auditor’s Report to the Trustee of S.S. John and Elizabeth Charity

We have audited the financial statements of S.S. John and Elizabeth Charity (the ‘Charity’) for the year ended 31 December 2023 which comprise the Statement of Financial Activities, Balance Sheet, 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:

give a true and fair view of the state of the charity’s affairs as at 31 December 2023 and of its income and expenditure for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Charities Act 2011.

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 Trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Auditor’s Report thereon. Our opinion on the financial statements does not cover the other information and 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 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.

Matters on which we are required to report

by exception

In light of the knowledge and understanding of the charity and its environment obtained during the audit, we have not identified material misstatements in the Annual Report.

We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion:

the information given in the financial statements is inconsistent in any material respect with the Annual Report; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement set out on page 43, the Trustees 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 aggregate, they could reasonably be expected to influence the economic decisions of users taken based on the financial statements.

The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below. 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 industry, we considered that non-compliance with the following laws and regulations might have a material effect on the financial statements:

employment regulation
health and safety regulation
anti-money laundering regulation

We also considered those laws and regulations that have a direct effect on the preparation of the financial statements, such as tax legislation, pension legislation, the Charities Act 2011 and the Charities Statement of Recommended Practice.

In addition, we evaluated the Trustees’ and management’s incentives and opportunities for fraudulent manipulation of the financial statements, including the risk of management override of controls, and determined that the principal risks related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, income recognition (which we pinpointed to the cut-off assertion), and significant one-off or unusual transactions.

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

Making enquiries of the trustees and management on whether they had knowledge of any actual, suspected or alleged fraud;
Gaining an understanding of the internal controls established to mitigate risks related to fraud;
Discussing amongst the engagement team the risks of fraud; and
Addressing the risks of fraud through management override of controls by performing journal entry testing.

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 remains 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.

Use of the audit report

This report is made solely to the Charity’s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the Charity’s Trustees 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 Trustees as a body, for our audit work, for this report, or for the opinions we have formed.

Forvis Mazars LLP

Chartered Accountants and Statutory Auditor, 6 Sutton Plaza, Sutton Court Road, Sutton, Surrey, SM1 4FS

Date: 22 October 2024

Forvis Mazars LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.

44 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 45

Financial Statements

Statement of Financial Activities

For the year ended 31 December 2023

Balance Sheet

31 December 2023

----- Start of picture text -----
2023 2022 2023 2022
Unrestricted Restricted
funds funds Total Total Notes Total Total
Notes £000 £000 £000 £000 £000 £000
Income from: Fixed assets
Donations and Legacies - 1,578 1,578 12,972 Tangible assets 5 82,232 82,713
Charitable activities 64,672 - 64,672 61,203 Investments 6 922 837
Other trading activities - 353 353 243 83,154 83,550
Investment 58 - 58 24 Current assets
Total 2(a)(b) 64,730 1,931 66,661 74,442 Stock 1,992 1,466
Expenditure on: Debtors 7 9,250 10,548
Raising funds - (1,143) (1,143) (1,012) Investments 8 8,988 10,200
Charitable activities (62,593) (6,647) (69,240) (66,472) Cash at bank and on hand 4,158 4,760
Total 3 (62,593) (7,790) (70,383) (67,484) 24,388 26,974
Net (expenditure) / income before gains and losses Creditors
2,137 (5,859) (3,722) 6,958
on investments
Amounts due within one year 9 (12,469) (9,425)
Net losses on investments (1,128) - (1,128) (98)
Net current assets 11,919 17,549
Net (expenditure) / income 1,009 (5,859) (4,850) 6,860
Total assets less current liabilities 95,073 101,099
Reconciliation of funds: Total funds brought forward 53,736 10,957 64,693 57,833
Creditors
Total funds carried forward 11, 12 54,745 5,098 59,843 64,693
Amounts due in more than one year 9 (35,230) (36,406)
The accompanying notes from Pages 50 to 61 are an integral part of this Statement of Financial Activities. Net assets 59,843 64,693
Represented by:
General fund 11, 12 54,745 53,736
Restricted funds 11, 12 5,098 10,957
59,843 64,693
----- End of picture text -----

The financial statements were approved by the Board of the Corporate Trustee and authorised for issue on 07 October 2024 and signed on its behalf by:

Mr Norbert Reis Director

The accompanying notes from pages 50 to 61 are an integral part of this balance sheet.

46 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 47

Financial Statements

Statement of Cash Flows

For the year ended 31 December 2023

----- Start of picture text -----
2023 2022
Notes Total Total
£000 £000
Cash flows from operating activities:
Net cash provided by operating activities 13 7,394 2,471
Cash flows from investing activities:
Dividends, interest and rent from investments 58 24
Purchase of property, plant and equipment (6,461) (8,251)
Net cash used in investing activities (6,403) (8,227)
Cash flows from financing activities:
Loan interest (1,458) (1,534)
Repayments of borrowings (135) -
Cash inflows from new borrowing - 3,468
Net cash (used in) / provided by financing activities (1,593) 1,934
Change in cash and cash equivalents in the year (602) (3,822)
Cash and cash equivalents at the beginning of the year 4,760 8,582
Cash and cash equivalents at the end of the year 4,158 4,760
----- End of picture text -----

The accompanying notes from Pages 50 to 61 are an integral part of this Statement of Cash Flows.

Accounting Policies

Basis of preparation

The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective 01 January 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

The accounts have been prepared under the historical cost convention, as modified by the revaluation of investments to market value. The S.S. John and Elizabeth Charity meets the definition of a public benefit entity under FRS 102.

Key judgements and estimates

Preparation of the financial statements requires management to make significant judgements and estimates. The items in the financial statements where these judgements and estimates have been made include:

Estimating the useful economic life of fixed assets for the purposes of calculating the depreciation charge
Estimating the recoverability of debtors and determining any necessary provision for bad or doubtful debts
Estimating accruals with respect to expenditure incurred on charitable activities at year end date

The principal accounting policies are summarised below.

Fixed assets

All fixed assets are initially recorded at cost where this value is greater than £1,000.

Depreciation

Freehold land is not depreciated. Other fixed assets are written off by equal annual instalments over their expected useful lives as follows:

Buildings are stated at cost and are depreciated from 1 January 1978 or later date of acquisition over 50 years.
Building refurbishments are depreciated over 10 years. • Machinery, equipment, fixtures and fittings are stated at cost and depreciated over 3 to 10 years
Motor vehicles are stated at cost depreciated over a 5 year period

For assets under construction, no depreciation is recorded until the asset is placed in use. When the construction is completed, the assets will be capitalised and depreciated accordingly to the type of fixed assets.

Going Concern

On the basis of their assessment of the Charity’s financial position the Trustee Directors have a reasonable expectation that the company will be able to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the annual financial statements.

Stocks

Stocks are valued at the lower of cost and net realisable value. Replacement cost is not considered to differ materially from bought in cost.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discounts offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Investments

Fixed Asset Investments are stated at their bid value at the balance sheet date. All movements in value arising from investment charges or revaluation are shown in the Statement of Financial Activities. Net realised gains or losses on investments are calculated as the difference between the disposal proceeds and the historical cost or from the movement in market values during the year. Current asset investments are investments which are held for sale and measured at their fair value.

Income

All income is recognised once the Charity has entitlement to the income, it is probable that the income will be received, and the amount of income receivable can be measured reliably.

Donations are recognised when the Charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the Charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the Charity and it is probable that those conditions will be fulfilled in the reporting period.

Legacy gifts are recognised on a case-by-case basis following the granting of probate when the administrator/ executor for the estate has communicated in writing both the entitlement and the amount. If the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy.

Income from charitable activities includes income from private patients’ services which is recognised when the service is provided, and income received under contract which is recognised as earned.

Income is deferred when it is received in advance of services being provided to which it relates.

Annual Report and Financial Statements 2023 49

48 S.S. John & Elizabeth Charity

Financial Statements

2. Income

Expenditure

All expenditure is accounted for on an accruals basis:

Raising funds - expenditure incurred on staff specifically employed for fundraising and the cost of specific campaigns and events for the raising of donations
Charitable activities - expenditure which is directly attributable to pursuing the hospital’s charitable objects
All irrecoverable VAT is recorded in the appropriate expense category
Support costs, including governance costs, are allocated to activity cost categories on a basis consistent with the use of resources e.g. by occupied floor areas, per capita, full time equivalents, IT ports and other costs by their usage

Funds

Restricted Funds

Donations received for specific purposes, such as the hospice, are treated as Restricted Funds. Related costs, including depreciation, are charged against these funds.

Unrestricted Funds

These comprise accumulated surpluses and deficits on the Statement of Financial Activities, excluding restricted funds. They are available at the discretion of the Corporate Trustee in furtherance of the general charitable objectives of the hospital.

Finance and operating leases

Rentals applicable to operating leases are charged to the Statement of Financial Activities over the period in which the cost is incurred.

Assets purchased under finance lease are capitalised as fixed assets. Obligations under such agreements are included in creditors. The difference between the capitalised cost and the total obligation under the lease represents the finance charges. Finance charges are written-off to the Statement of Financial Activities over the period of the lease so as to produce a constant periodic rate of charge.

Finance costs

Finance costs that are directly attributable to the acquisition, construction or production of a qualifying asset are capitalised as they form part of the cost of that asset. The capitalisation rate used is 3.2%. Other finance costs are recognised as an expense.

Pension

Eligible employees are able to remain members of the National Health Service Pension Scheme. The assets of each scheme are held separately from those of the Charity in independently administered funds.

Taxation

The hospital is a charity within the meaning of Para 1 Schedule 6 Finance Act 2010. Accordingly, the Hospital is potentially exempt from taxation in respect of income or capital gains within categories covered by Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

No tax charge arose in the period.

Financial Instruments

The trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans (Note 10) which is subsequently measured at amortised cost using the effective interest method.

Measurement of other basic financial instruments as follows:

Cash is measured at cash held
Debtors is measured at settlement amount after trade discounts or amounts advanced by the charity
Creditors is measured at settlement amount or amount advanced to the charity
Bank deposit is measured at cash amount of deposit

(a) Income in respect of Total Funds:

----- Start of picture text -----
2023 2022
Total Total
£000 £000
Voluntary Income
Donations 1,161 2,263
Legacies 417 10,709
1,578 12,972
Other trading activities
Income from shop 171 170
Income from events and the community 182 73
353 243
Income from investments
Dividends, Interest 58 24
58 24
Income from charitable activities
Income from fee paying patients 60,717 57,310
CCG income 3,955 3,893
64,672 61,203
Total income 66,661 74,442
(b) Income in respect of Restricted Funds :
2023 2022
£000 £000
Donations - Hospice 1,161 2,263
Legacies 417 10,709
Other trading activities 353 243
1,931 13,215
----- End of picture text -----

We have reclassified voluntary income and other trading activities to ensure a more accurate and fair view of the financial statements.

50 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 51

Financial Statements

3. Expenditure Analysis

----- Start of picture text -----
2023 2022
Direct Costs Support Costs Total Total
£000 £000 £000 £000
Costs of raising funds
Costs of generating voluntary income 705 280 985 838
Fundraising : Retail shops and events 158 - 158 174
Charitable activities
Medical nursing and ancillary costs 40,839 28,401 69,240 66,472
41,702 28,681 70,383 67,484
----- End of picture text -----

Total expenditures in 2022 consisted of £64,738,000 unrestricted and £2,746,000 restricted funds.

Support costs totalling £28,681,000 (2022 : £26,615,000) have been allocated to activity cost categories on a basis consistent with the use of resources e.g. by occupied floor areas, per capita, full time equivalents and other costs by their usage. These include costs associated with providing IT, payroll, personnel, finance, estates and other central services to the Charity’s staff, and governance costs.

	2023 2022 £000 £000
	Included within charitable activities:
	Governance costs :
	Auditors remuneration - statutory audit 44 53
	Legal fees 118 276
	Rentals in respect of operating leases 437 437
	Depreciation is split between assets owned and those under fnance leases as follows:
	Assets owned 6,927 5,889
	Assets under fnance leases and hire purchase 13 13
	6,940 5,902
	Interest is payable as follows:
	On bank overdraft and other bank funding 1,458 1,534
	1,458 1,534

4. Employees

----- Start of picture text -----
2023 2022
No. No.
The average number of employees, based on headcount, including directors and bank staff during the year was:
Fundraising 7 9
Retail shop 2 2
Other charitable activities 645 640
Total employees 654 651
The aggregate emoluments paid to employees was: £000 £000
Salaries and wages 26,932 24,847
National insurance costs 2,928 2,867
Pension costs 1,173 1,130
Other staff costs (Other staff costs relate to fees paid for agency staff) 1,923 4,478
32,956 33,322
2023 2022
----- End of picture text -----

The number of employees whose emoluments, as defned for tax purposes, amounted to over £60,000 in the year was as	The number of employees whose emoluments, as defned for tax purposes, amounted to over £60,000 in the year was as	follows:
£60,000 - £69,999	20	23
£70,000 - £79,999	12	16
£80,000 - £89,999	8	7
£90,000 - £99,999	8	3
£100,000 - £109,999	2	1
£110,000 - £119,999	3	5
£120,000 - £129,999	2	2
£130,000 - £139,999	4	3
£140,000 - £149,999	2	1
£160,000 - £169,999	1	0
£220,000 - £229,999	0	1

A contribution of £318,637 (2022: £226,466) was made to money purchase pension schemes in respect of higher paid staff.

Neither the Corporate Trustee nor any of its other directors received remuneration for their Trustee’s services during the year. No Trustee expenses was paid during the year.

For details of Related Party Transactions, please refer to Note 16 - Related Party Transactions.

The key management personnel of the Charity comprise of the Chief Executive Officer, Chief Financial Officer and Chief Nursing Officer. The total employee benefits of the key management personnel of the Charity were £706,629 (2022: £625,411). Redundancy and contract termination payments are expensed as incurred through the SOFA. During the year, redundancy and termination costs of £198,723 were formally agreed under employment contracts (2022: £151,015).

52 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 53

Financial Statements

5. Tangible Assets

6. Investments

----- Start of picture text -----
Machinery, 2023
Freehold Equipment, Fixtures Assets under
£000
Land Building and Fittings Construction Total
Market Value
£000 £000 £000 £000 £000
Cost Value at 1 January 2023 837
Increase in value of securities 85
As the beginning of the period 1,782 82,112 54,348 3,846 142,088
Value at 31 December 2023 922
Additions - - 552 5,909 6,461
Historical cost of investments
Disposals - - (1,285) - (1,285)
at 31 December 2023 335
Transfers - 2,585 830 (3,414) -
at 31 December 2022 335
At the end of the period 1,782 84,697 54,445 6,341 147,264
Depreciation Investments are UK listed.
As the beginning of the period - (24,246) (35,129) - (59,375)
Disposals - - 1,283 - 1,283 7. Debtors
Charge for the year - (2,429) (4,511) - (6,940)
At the end of the period - (26,675) (38,357) - (65,032) 2023 2022
Net book value £000 £000
31 December 2023 1,782 58,022 16,088 6,341 82,232 Private patient accounts receivable 5,757 7,474
31 December 2022 1,782 57,866 19,219 3,846 82,713 Other debtors 527 220
Prepayments and accrued income 2,966 2,854
All amounts are due within one year 9,250 10,548
Total operating lease commitments
----- End of picture text -----

Total operating lease commitments

The amount payable for the future commitments as at the balance sheet date are:

	Land & Buildings Other
	2023 2022 2023 2022
	£000 £000 £000 £000
	Within 12 months 75 75 235 134 Between two and fve years 300 3 855 -
	375 78 1,090 134

The land and buildings lease relates to the rental of the charity shop premises.

8. Investments

----- Start of picture text -----
2023
£000
Fair Value
Value at 1 January 2023 10,200
Decrease in value of asset held for sale (1,212)
Value at 31 December 2023 8,988
----- End of picture text -----

The Investment relates to a legacy donation of landed property to the hospital. The asset held for sale is currently in the process of disposal with the transaction concluded in July 2024. The amount reflects the fair value of the property at the date of sale.

54 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 55

Financial Statements

9. Creditors

10. Loans

----- Start of picture text -----
2023 2022 2023 2022
£000 £000 Barclays Brampton
Total Total
Facility Trust
Amount falling due within one year
£000 £000 £000 £000
Secured loans (see note 10) 135 135
(a) Analysis
Trade creditors 5,196 3,521
Balance at beginning of the period 35,865 677 36,542 31,469
Taxes and social security 823 766
Additions - - - 5,072
Other creditors 4,392 3,386
Amortisation (1,042) - (1,042) -
Deferred income 1,923 1,617
Repayments - (135) (135) -
12,469 9,425
Balance at end of the period 34,823 542 35,365 36,541
(b) Maturity
Amount falling due in more than one year
Repayable by instalments
Secured loans (see note 10) 35,230 36,406
- due within one year - 135 135 135
35,230 36,406
- due within five years 34,823 407 35,230 36,406
Deferred income
34,823 542 35,365 36,541
----- End of picture text -----

	Amount falling due in more than one year
	Secured loans (see note 10) 35,23036,406
	35,23036,406
	Deferred income
	Opening balance 1 January 2023 1,617 1,142
	Released in 2023 (1,617) (1,142) Deferred in current year 1,923 1,617
	Closing balance 31 December 2023 1,923 1,617

The Barclays Facility Loan was taken out on 03 May 2017 for a period of ten years for the construction of the new hospital development and to consolidate existing loans. The loan is secured by a first fixed legal charge over the Charity’s freehold land at 60 Grove End Road. The interest rate is on a base rate basis and a 2.50% margin per annum.

Finance costs capitalised in the year amounted to £0 (2022: £983,121).

Income is deferred when it relates to services that will be provided in a future accounting period.

The Brampton Trust loan was initially recognised and measured at the amount received, with the carrying amount adjusted in subsequent years to reflect repayments. The Brampton Trust holds a second fixed legal charge over the Charity’s freehold land at 60 Grove End Road in respect of the loan.

The Brampton Trust loan is interest-free and is a concessionary loan repayable with quarterly repayments of capital.

56 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 57

Financial Statements

11. Funds

----- Start of picture text -----
Movement in resources
Balance
Balance at Transfers/
at 31
1 January Income Expenditure investment
December
2023 gains
2023
£000 £000 £000 £000 £000
Restricted funds
Butterworth Centre Development (a) 3,127 - (103) - 3,024
Hospice extension (b) 54 - - - 54
Brampton House capital appeal (c) 1,368 - (39) - 1,329
Department of Health grants (d) 174 - (5) - 169
Department of Health Grant 10/11 (d) 440 - (13) - 427
The Wolfson Foundation (e) 98 - (3) - 95
Hospice Donations (f) 379 1,514 (1,893) - -
Legacies (g) 5,317 417 (5,734) - -
10,957 1,931 (7,790) - 5,098
Unrestricted funds 53,736 64,730 (62,593) (1,128) 54,745
Charity funds 64,693 66,661 (70,383) (1,128) 59,843
----- End of picture text -----

Butterworth Centre Development Fund

Department of Health Grant

A contract with Kensington & Chelsea and Westminster Health Authority was entered into in October 2001 to redevelop the Butterworth Centre site, to enable it to be used for the accommodation and care of elderly people with mental illness. The outflow against these funds relates to depreciation of the Butterworth Centre building.

This represents grants received from the DOH under the section 64 grant scheme to enable the Charity to improve the environment of St John’s Hospice for older people.

This grant was fully expended as an investment in Tangible Fixed Assets as shown at Note 12. The outflow against these funds relates to depreciation. The 2010 grant was used to substantially improve the appearance, layout and facilities of the hospice.

Hospice extension fund

This represents donations received towards the hospice extension.

The Wolfson Foundation grant

A grant from the Wolfson Foundation was received in 2011 for the purpose of refurbishing and improving the hospice facilities. This grant was fully expended as an investment in Tangible fixed assets as shown at Note 12. The outflow against these funds relates to depreciation.

Brampton House Capital Appeal

This represents donations received specifically for the Brampton House redevelopment which completed in early 2008 and is now home to the St John’s Wood NHS Medical Practice, 31 outpatient consulting rooms, two endoscopy rooms and the corporate offices of the hospital. The outflow against these funds relates to depreciation of Brampton House.

Hospice donations

These are general donations towards the hospice because of the fundraising activities during the year.

Legacies

Funds from legacies were bequeathed for the benefit of the hospice.

12. Analysis of Net Assets between Funds

----- Start of picture text -----
(Liabilities) due
Tangible Net Current after more than
fixed assets Investments Assets one year Total
£000 £000 £000 £000 £000
Restricted funds
Wiseman House development 3,024 - - - 3,024
Hospice extension fund - - 54 - 54
Brampton House Capital Appeal 1,329 - - - 1,329
Dept of Health Grant 169 - - - 169
Dept of Health Grant 10/11 427 - - - 427
The Wolfson Foundation 95 - - - 95
Unrestricted funds 77,188 922 11,865 (35,230) 54,745
82,232 922 11,919 (35,230) 59,843
Free reserves are defined as the net current assets and investment held as unrestricted funds excluding cash from the loan
drawdown held for the planned Development (HJE2020).
13. Reconciliation of Operating (Deficit)/ Surplus to Net
Cash Inflow from Operating Activities
2023 2022
£000 £000
Net (deficit) / surplus for the year (4,850) 6,860
Depreciation charges 6,940 5,902
Net losses on investments 1,128 98
Other non cash adjustments (1,042) (8,591)
Dividend and interest income (58) (24)
Profit on sale of fixed assets 3 -
(Increase) / Decrease in stock (526) 36
Decrease / (Increase) in debtors 1,298 (2,763)
Increase / (Decrease) in creditors 3,043 (581)
Interest paid 1,458 1,534
7,394 2,471
----- End of picture text -----

Annual Report and Financial Statements 2023 59

58 S.S. John & Elizabeth Charity

Financial Statements

Structure and Governance

14. Analysis of Changes in Net Debt

----- Start of picture text -----
Balance at 1 Other Non-cash Balance at 31
January 2023 Cashflows Changes December 2023
£000 £000 £000 £000
Cash and cash equivalents
Cash 4,760 (602) - 4,158
4,760 (602) - 4,158
Borrowings
- -
Debt due within one year (135) (135)
Debt due after one year (36,407) 135 1,042 (35,230)
(36,542) 135 1,042 (35,365)
Total (31,782) (467) 1,042 (31,207)
----- End of picture text -----

15. Contingent Liabilities

17. Pension Scheme

The Charity operates a number of defined contribution pension schemes. Principal amongst these is the automatic enrolment into the People’s Pension. The Charity also funds personal pensions provided by Aviva. Eligible employees are able to remain members of the National Health Service Pension Scheme. The assets of each scheme are held separately from those of the Charity in independently administered funds.

HJE is involved in a number of disputes arising in the normal course of business. The likely outcome of these disputes cannot be predicted and reliable estimates of any potential obligation may not be possible.

16. Related Party Transactions

Professor Margaret Johnson an elected Director was reimbursed expenses relating to her services as a Respiratory Consultant in the amount of £14,805. The Charity received £43,599 from her relating to amounts invoiced for room rental, secretarial fees, diagnostics, and drugs. This amounts to a net benefit of £28,794 compared to the actual cost of delivering these services.

The pension cost charge represents contributions payable by the Charity to the defined contribution funds as well as to the NHS defined benefits Multi-employer scheme and amounted to £1,173,439 (2022: £1,130,547). £184,665 (2022: £185,763) was payable to the fund at the year end.

18. Capital commitments

Simon Lawless an elected Director received £61,000 in payment for giving management and strategic business advice to the Trustee Board.

Amounts contracted for but not provided in the financial statements amounted to £1,039,829 (2022: £689,021).

Structure and Governance

The Charity takes out Indemnity Insurance to indemnify the Corporate Trustee and its officers against possible liabilities incurred by them in relation to their duties. The cost of this insurance was £99,542 (2022: £105,212).

The Brampton Trust, whose main object is to pay its income to the Charity and has one Trustee who is also a Director of the Corporate Trustee of the Charity, granted the sum of £250,000 towards the running and capital costs of the Charity.

The Brampton Trust also provided the Charity with an interest free loan with a balance of £541,334 at 31 December 2023 (2022: £676,667). Quarterly loan repayments are set at £34,000.

The Trust also owns three properties from which the Hospital benefits, Brampton House, The Butterworth Centre and 38 Circus Road, for which the hospital pays peppercorn rents and which generates rental income for the Charity.

60 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 61

Structure and Governance

Risk Management

Detailed considerations of financial and commercial risks are delegated to the Finance and Audit Committee, which is assisted by senior management, drawing on information from relevant sub-committees of the Board and reports from external inspection authorities such as the Auditors, whilst clinical risks are managed through the Quality and Governance Committee.

The Board of the Corporate Trustee has implemented a risk management strategy in relation to the Charity which comprises:

The development of a risk register that is reviewed by the Hospital Management Board monthly and by the Trustees twice annually

For all areas risks are identified, assessed and controls are established throughout the year. Risks identified are prioritised on the likelihood of an event occurring and the impact should the event occur.

The establishment of systems and procedures to manage those risks identified, these are ratified by the Hospital Management Board on a needs base
The implementation of procedures to minimise any potential impact on the Charity, should those risks materialise

The Charity has a Corporate Governance and Risk Management Department, which ensures that a corporate risk register is maintained, reviewed and updated on a regular basis. The Charity also has a Health and Safety Committee which reports to the Quality and Governance Committee, which in turn reports into the Hospital Management Board. The Chief Executive, who leads the Hospital Management Board, reports to the Board of the Corporate Trustee.

Day-to-day operations managed by a Hospital Management Board made up of specialists in their fields, with oversight from a strong group of Directors of the Corporate Trustee
Appropriate insurance to cover identified risks where possible

Key Risks

The Charity has a number of risks, the main ones of which are:

Business Performance: the Charity needs to maintain a certain level of activity so it can continue its key objective to serve the sick and the dying

Clinical Risk is a risk which can have wider consequences for the Charity, stakeholders and users. Medical malpractice is a risk through potential financial loss and reputational damage, as a result of poor clinical outcomes. This is managed by actively managing a diverse group of leading external Medical Consultants who conduct surgical and medical procedures, each of whom carries their own insurance, the hospital also carries out regular clinical audits and outcome reviews to measure clinical effectiveness

Macroeconomic, in a recession or economic downturn the number of insured lives and people willing to fund their own treatments may fall, having an adverse effect on the Charity’s results. Healthcare is less sensitive to economic trends than some other sectors, however costs currently reflect the levels of activity and there would be opportunities to reduce costs in some areas
Risk of a Cyber security incident and/or a serious data breach, which could result in regulatory, legal or contractual issues. This is managed through IT security controls, policies and procedures, regular external review and continually reviewing new threats.

With a single site and business, there is a concentration of risk to the Charity’s assets. This is managed through a well-defined governance process and in particular the appointment of an executive Hospital Management Board to manage operationally.

Structure, Governance and Management

Governing Document

Members

The Charity was founded in 1856 and is registered with the Charity Commission (charity number 235822). Its current governing instrument is a Scheme made by the Charity Commission on 21 May 1993, as amended by a further Scheme made by the Charity Commission on 2 February 1998,a Charity Commission order dated 4 April 2005 and a Resolution of the Trustee of the Charity dated 17 October 2014.

There can be up to 50 members of the Charity. The key role of members is to elect Trustees. Membership is either through being a Director of the Corporate Trustee or through nominations from specific groups associated with the works and locality of the Charity. The Directors have the power to co-opt further members. Anyone who is a member in more capacities than one shall only be counted once. There shall be at all times be at least 75% of the membership who profess the Roman Catholic faith. Each member agrees to contribute £1 in the event of the Charity winding up.

Trustees

The Trustee of the Charity, appointed by clause 2 of the 1993 Scheme, is the body corporate called The Hospital of St John and St Elizabeth.

Director Induction and Training

Newly appointed Trustees receive an information pack consisting of information about the Charity, the governing document, terms of reference of all sub-committees of the Corporate Trustee, the Corporate Trustee’s annual report and accounts, budgets, relevant policies and minutes, and information about trusteeship in the form of the Charity Commission booklet CC3, The Essential Trustee. In addition, the Chairman and Chief Executive provide a detailed briefing and a guided tour, during which new Trustees and Directors are able to meet key employees and other Directors. There is an ongoing assessment of the training needs of the Trustees and Directors, and additional training is provided as required. Trustees and Directors are encouraged to attend appropriate external training events where these will facilitate the undertaking of their role.

This Corporate Trustee is a company limited by guarantee (number 2808390) and also registered with the Charity Commission (charity number 1020916).

It is governed by its Memorandum and Articles of Association dated 24 February 1993, as amended by special resolutions dated 31 March 1998, 31 March 2015, 21 June 2021 and 23 November 2023. The Directors of the body corporate are all unpaid volunteers.

Directors

As set out in the Articles of Association of the Corporate Trustee, there must be a minimum of eight Directors and at least 70% of the total number of Directors must profess the Roman Catholic faith. One Director shall be the nominated representative of the Roman Catholic Archbishop of Westminster. At every Annual General Meeting, one third of Directors shall retire from office but shall be eligible for re-election.

Organisation

The Board of the Corporate Trustee administers the Charity and fulfils the Corporate Trustee’s legal duty by ensuring that funds are spent in accordance with the objects of the Charity. The Board meets on at least four occasions per year and is responsible for approving strategic plans, the annual business plan including the annual budget, and for approving the annual accounts and Trustees’ report. At each meeting, the Directors receive reports on financial results and activity levels, and the progress made against the annual budget and business plan to ensure that they are able to exercise their fiduciary responsibilities.

At every Annual General Meeting, one third of Directors shall retire from office but shall be eligible for re-election.

Any Director can submit a name for consideration as a Director to the Remuneration Committee on behalf of the Board. There follows a discussion on the appropriateness of the nomination, and if there is general agreement that the appointment might be of benefit, the prospective candidate is interviewed by a panel from the Remuneration Committee. The Chair of the Committee will then report back to a subsequent meeting of the Board when a decision will be taken to appoint or not. Potential Directors must display eligibility, personal competence, specialist skills and availability in accordance with the Trustee role profile.

62 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 63

Structure and Governance

Leadership and Governance

To assist in this task, there are a number of Board subcommittees, comprising Directors, senior management and Nominees, with agreed terms of reference. These sub-committees are responsible for strategic, financial and operational issues. The sub-committees report at each meeting of the Corporate Trustee on the progress being made against agreed objectives. A Chief Executive is appointed by the Corporate Trustee to manage the operations of the Charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms approved by the Board of the Corporate Trustee, for operational matters including finance, employment, clinical standards and the day-to-day management of the organisation. The Chief Executive is supported in this role by the Hospital Management Board (HMB).

Remuneration of key management personnel is set by the Remunerations Committee taking into account cost of living increases and external market conditions.

Related Parties

The Charity has a close relationship with the Brampton Trust and is its principal beneficiary. The Brampton Trust provides financial support by way of donations and interest free loans, and owns the freehold of a significant part of the estate. One of the Brampton Trust Trustees is also a Director and Member of the Corporate Trustee. The Brampton Trust has not been included in the financial statements of the Charity as the Corporate Trustee does not exercise control over it. Note 16 in the Notes to the Financial Statements details the related party transactions with the Directors of the Corporate Trustee.

Public Benefit

All our activities advance our charitable purpose for the public benefit to save lives and serve the sick and the dying. The impact of our services extends beyond the clinical and non-clinical care provided to our patients by providing bereavement services and support to their families.

When setting the strategic plan and approving the annual business plan, the Board of the Corporate Trustee has considered the Charity Commission’s guidance on public benefit.

The Charity is committed to ensuring that Patients within the Hospice can attend at no cost to themselves.

Corporate Governance

The Board of the Corporate Trustee strongly supports the principles of corporate governance. Their main responsibility is to protect the long-term security of the Charity, by ensuring that the hospital and hospice are well managed and that it maintains appropriate standards of clinical care.

Clinical Governance

A structure of policy setting and monitoring is well established in line with the requirements of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014 (Part 3) and the standards as laid out by the regulator, the Care Quality Commission (Registration) Regulations 2009 (Part4).

The Chief Nursing Officer, the Director of Governance, Director of Clinical Services and the Medical Director help to ensure that best practice and national clinical standards continue to be met.

The Charity remains compliant with all regulatory requirements since our Care Quality Commission inspection was undertaken in 2023 where we received an overall ‘Good’ rating, demonstrating the high-quality care provided at the hospital and hospice.

The hospital participates in all appropriate National Confidential Audits into peri-operative death, the National Joint Registration and provides information on the rates of hospital acquired infection to Public Health England.

The hospital is a member of the Private Healthcare Network and the Fundraising Regulator and St John’s Hospice is a member of Hospice UK.

The Board of the Corporate Trustee welcomes the national framework that supports commitment to ensuring that standards and quality of care are maintained. Issues of clinical governance are reviewed regularly by specialty committees and their findings and recommendations are reported to the Hospital Management Board and Medical Advisory Committee, the Chairman of which is attends the Board of the Corporate Trustee.

In the 2023 financial year, the Charity made one serious incident report to the Charity Commission under the category “other significant incidents” - potential reputational harm”

Chief Officers

Mrs Caroline Fox (Chief Executive) Left post June 2023

Mr Simon James (Chief Executive) In post from 01 August 2023 Mr Andrew Gallini (Chief Nursing Officer) Mr Andrew Holmes (Chief Financial Officer)

Hospital Management Board

Dr David Mitchell (Medical Director) Mr Paul Stanton (Director of People) Mr Michael Artis (Director of Marketing, Communications and Brand)

Ms Kelly Stevens (Director of Governance and Risk) Mrs Sally Green (Director of Clinical Services) Mr Ross Powell (Interim IT Director)

Mrs Charlotte Lock-Moro (Director of Fundraising) Mr Stephen Kimp (Director of Estates, Facilities & Projects) Mrs Elaina Moss (Company Secretary and General Counsel) In post from July 2023

Patron:

His Eminence Cardinal Vincent Nichols

Trustees:

The Charity has a Corporate Trustee, The Hospital of St John & St Elizabeth, a company limited by guarantee, established for the sole purpose of being the trustee of the Charity. The Company/Corporate Trustee has a Board of Directors, who are also Trustees of the Hospital Charity.

The Corporate Trustee is a registered company, number 02808390 and a registered charity, number 235822. The Corporate Trustee has incurred no financial transactions since incorporation and is therefore dormant for accounting and audit purposes

Board of Trustees

Co-Chairs: Mr Julian Schild and Professor HH William

Morris in post from 26 October 2023

Mr Peregrine Towneley Bishop John Sherrington Ms Alda Andreotti

Mr Simon Lawless Mr Norbert Reis

Mr Francis Fitzherbert-Brockholes Mr Richard Ritchie

Mr Nabil Ariss resigned 23 March 2023 Professor Margaret Johnson Chair until resigned 26 October 2023 Sir Mark Allen resigned 19 October 2023

Sub-Committees of the Board Church Committee:

Mr Richard Ritchie (Chairman) Mr Charles Finch

Father Hugh MacKenzie Sister Kathleen Mary Mrs Priscilla Sharp Mr Mike Staunton

Ethics Committee:

Mr Richard Ritchie (Chairman) Mr Peregrine Towneley Father John O’Leary Professor Patrick Kennedy

Finance and Audit Committee:

Mr Norbert Reis (Chairman) Ms Alda Andreotti Mr Simon Lawless Mr Julian Schild Mr Peregrine Towneley

Philanthropy Committee:

Mr Charles Fitzherbert (Chairman) Mr Julian Schild

Remuneration and Nominations Committee:

Ms Alda Andreotti (Chair) Mr Simon Lawless Mr Richard Ritchie Mr Julian Schild Professor HHJ William Morris

64 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 65

Structure and Governance

Reference and Administrative Details

Medical Advisory Commitee (MAC)

This year, our Medical Advisory Committee membership underwent a change, with several committee representatives standing down now and a new cohort stepping up

We welcomed Mr James Youngman, Consultant Orthopaedic Surgeon, who joined as MAC chair in December 2022, taking over from Stuart Webb, Consultant Physician, who stepped down after a six-year tenure.

Our current committee membership is:

We would like to take the opportunity to thank the following consultants who stepped down for their contribution:

Mr James Youngman (Chair) , Consultant Orthopedic Surgeon
Mr Leye Ajayi, Consultant Urological Surgeon;
Mr Majid Hashemi, Consultant Bariatric and Gastrointestinal Surgeon, representing General Surgery
Mr Emeka Okaro, Consultant Obstetrician and Gynaecologist;
Professor Patrick Kennedy, Consultant Gastroenterologist, representing Gastroenterology
Dr Stephen Ward, Consultant in Intensive Care Medicine and Anaesthesia;
Mr Simon Choong, Consultant Urological Surgeon, representing Urology
Mr Paul Ziprin, Consultant Colorectal, Laparoscopic and General Surgeon; and
Mr Abbas Rashid, Consultant Shoulder and Elbow Surgeon, representing Orthopaedics
Dr Deepak Suri, Consultant Gastroenterologist.
Dr Heena Khiroya, Consultant in Palliative Medicine

Charity Number: 235822

Principal Office: The Hospital of St. John & St. Elizabeth 60 Grove End Road London, NW8 9NH

Auditor:

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

Bankers:

Barclays Bank plc

1 Churchill Place, London E14 5HP

Financial Advisers:

Earnst and Young

1 More London Place, London SE1 2AF

Solicitors:

Bevan Brittan LLP:

Kings Orchard 1 Queen Street, Bristol, BS2 0HQ

Blake Morgan LLP

6 New Street Square, London EC4A 3DJ

DAC Beachcroft

25 Walbrook London EC4N 8AF

Mills and Reeve

Botanic House 100 Hills Road Cambridge CB2 1PH

Dr Gary Wares, Consultant in Intensive Care Medicine and Anaesthesia, representing Critical Care
Dr Sageet Amlani, Consultant Physician,
representing General Medicine and Stroke
Dr Najia Shah, Consultant in Palliative Medicine, representing St John’s Hospice
Dr Simeon West, Consultant Anaesthetist, representing Anaesthetics
Dr Carol Whelan, Consultant Cardiologist, representing Cardiology
Dr Andre Van Nierop – UCC Clinical Lead, representing Urgent Care
Prof Neil Tolley – Consultant ENT, representing Ears, Nose and Throat
Dr Dean Noimark – Consultant Physician, representing General Medicine
Dr Simon Goldenberg – Consultant Microbiologist, representing Microbiology
Dr Robert Pearce – Consultant Radiologist, representing Radiology
Dr Wolfgang Muller – Consultant Paediatrician, representing Paediatrics
Mr Simon Withey – Consultant Plastic Surgeon, representing Plastic Surgery
Dr Dennis Abadi – Consultant NHS General Practitioner, representing NHS GP

66 S.S. John & Elizabeth Charity

Annual Report and Financial Statements 2023 67

Registered Charity Number: 235822 Principal Address: 60 Grove End Road, London, NW8 9NH

2023-12-31-accounts

~~Annual Report and Financial Statements~~

~~Contents~~

~~Welcome~~

Co-Chairs’ Statement

We are delighted to present our Annual Report and Financial Statements for the year 2023.

Chief Executive Officer Report

~~About Us~~

~~History~~

~~Our Values~~

A set of shared beliefs that we don’t compromise on

Compassion

~~Hospital Strategic Report~~

Charity Commitment

Community

~~2023 Objectives~~

The charity has four overarching objectives which are:

~~Our Year in Numbers~~

UCC Attendances

UCC Referrals

~~How We Deliver our Outstanding Care~~

Facilities for Outpatients

Facilities for Inpatients:

Equipment and Imaging

~~2023 Clinical Services Report~~

Throughout the year there have been continual improvements to patient areas:

~~Patient Satisfaction Survey 2023~~

Patient Complaints

Patient Compliments

~~Hospital Governance Report~~

The Hospital’s Clinical Governance Committee meets quaterly to review clinical risk management, audits and staff development which forms the clinical report given to the Trustees.

CQC Inspection

Patient Forum

Point Prevalance Survey (PPS)

Summary data: HAI, antimicrobial use (AMU) and device use per hospital

PLACE

The graph below is a summary of the 2023 findings from the PLACE audit. Overall, a positive experience.

Hospital of St John & St Elizabeth

~~Hospital Community Communication and Outreach~~

Our People

Staff Forum

The forum’s objectives

Speciality Roundtable Dinners

Awards

Practice Excellence Awards 2023

Awareness Days 2023

13[th] -17[th] March – Patient Safety Awareness Week

12[th] May – International Nurses Day

3[th] September – World Sepsis Day

17[th] September – World Patient Safety Day

25[th] September – Pharmacists Day

12th October - Allied Health Professions (AHPs)

13[th] October - Hospice Care Week

6[th] November – Stop the pressure week

internationalnursesday2023----- End of picture text -----

~~Our Patients and Community~~

Creating a more accessible hospital

Accessibility Boxes

Patient Text Reminder Service

GP Symposium

Ear, Nose and Throat -

Creating a more inviting hospital

Coffee shop

New multi-faith room

~~Relationship with the NHS~~

NHS Medical Training Programme

Butterworth Centre

NHS GP Services

Hospice Referral and Funding

Supporting NHS Trusts

~~Who We Are and What We Do~~

St John’s Hospice provides quality, holistic care to people living with life-limiting illnesses and their families.

Our beliefs:

~~Achievements and Performance~~

~~The Impact of our Services~~

Ambulance service

Bereavement support

Community care

Day services

Hospice@Home

Annual Report and Financial Statements

Contents

Welcome

About Us

History

Our Values

Hospital Strategic Report

2023 Objectives

Our Year in Numbers

How We Deliver our Outstanding Care

2023 Clinical Services Report

Patient Satisfaction Survey 2023

Hospital Governance Report

Hospital Community Communication and Outreach

internationalnursesday2023
----- End of picture text -----

Our Patients and Community

Relationship with the NHS

Who We Are and What We Do

Achievements and Performance

The Impact of our Services

Hospice Clinical Governance

Thank You to our Fundraising Community

Volunteering

Our Plans for the Future

Priority 1

Priority 2

Priority 3

Priority 4

Priority 5

Priority 6

Priority 7

Fundraising Compliance and Governance

Financial Statements

Financial Statements