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2021-03-31-accounts

CONTENTS Page
Chair's Report
Report ofthe Board ofTrustees
Patrons and Trustees ofthe charity 5
Management
and advisors		 6
Objectives and activities 7
2021/22 Priorities 7
Achievements
and performance		 in 2020/21 8
Principal
risks and uncertainties		 11
Financial
review		 13
Reserves 15
Investment
policy		 16
Income generation
approach		 and performance 17
Quality performance
and clinical		 statistics 18
Patient and family stories 21
Structure, governance
and management		 25
Public benefit statement 25
Employees
and volunteers		 26
Statement
ofTrustees'
responsibilities		 27
Report ofthe Auditors 28
Consolidated
Statement of Financial Activities		 32
Balance Sheets 34
Cash Flow Statement 35
Accounting
Policies		 36
Notes to the Accounts 40

PATRONS
Robert Voss CBE,The Lord Lieutenant of Hertfordshire
Lady Dionne, The Countess of Verulam CG
Sir Mike Penning,
MP for Hemel Hempstead
Jo Connell
OBE DL
Dr Vivienne
Cox CBE
Dr Ros Taylor MBE
Dr Rama Vancheeswaran
The Rt. Hon Gagan Mohendra, MP for South West Hertfordshire
Dr Peter Carter OBE
Joan Gentry
Hilary McNair
Charles Toner
Alison Woodhams
BOARD OF TRUSTEES: Membership ofcommittees
and directorships of
subsidiary company
Tim Curry (Chair)
Julia Bolsom IG
Sarah Byrt (term of office completed December 2020) CA, IG
Lynne Hunt FaR, CA
Tracy Moores* IG, CG
Juliet Mountford
(appointed		 December 2020) CA
Natalie
Pankova
(appointed		 October 2020) FaR, CG
Massimo Petronio CA, FaR
Eddie Powell
(appointed		 October 2020) CA, IG
Shailen Rao* CG, IG
Hannah
Richardson		 IG, FaR
Margaret
Salmon (Deputy		 Chair) FaR, CG, CA
Kathryn
Magson (appointed		 July 2021) CG
Philip Sewell
(appointed
October 2020)		 IG
Tim Symington
(Treasurer)		 CA, FaR
Dr. Rama Vancheeswaran (resigned May 2021) CG
Alison Woodhams
(Chair)		 (term ofoffice completed September 2020)

CHIEF EXECUTIVE OFFICER: Kate Phipps-Wiltshire
EXECUTIVE TEAM: Dr Sharon Chadwick
(Medical Director & Deputy CEO)
Sarah Coles (Director ofSustainable
Trading)
Fay Richardson
(Director of Care)
Kimberley
McLaughlin		 (Director ofWellbeing and Family Support)
Angela Proctor (People Director)
Fiona Watson,
Lucy Hume, Kate Grigg
(Joint Fundraising
Directors)
Sharon White (Director of Finance &Performance)
REGISTERED OFFICE: Hospice ofSt Francis
Spring Garden
Lane
Berkhamsted
Hertfordshire
HP4 3GW
COMPANY REGISTRATION NUMBER 01507474 Registered
in England		 and Wales
CHARITY REGISTRATION NUMBER 280825
Telephone: 01442869550
Website: www. stfrancis. or .uk
Email: info
stfrancis. or .uk
Facebook: facebook.corn/thehospiceofstfrancis
Twitter: Nhospicstfrancis
Instagra m: Nhospicestfrancis
AUDITORS: Haysmacintyre
LLP
10Queen Street Place
London
EC4R 1AG
BANKERS: Lloyds Bank PLC
205 High Street
Berkhamsted
Hertfordshire
HP4 1AP
SOLICITORS: SA Law
60 London Road
St Albans
Hertfordshire
AL1 1NG
INVESTMENT ADVISOR: Barclays Wealth,
London
1Churchill
Place
London E145HP

The Hospice ofSt Francis vision is: The Hospice ofSt Francis vision is: The Hospice ofSt Francis vision is: The Hospice ofSt Francis vision is: The Hospice ofSt Francis vision is:
A community
where		 people
with life-limiting
illnesses
live well until the end		 of their lives and their families
receive the support they require.
Our mission
in our		 articles ofassociation
is:
~ To achieve our vision by providing
excellent care and support to patients and		 those close to them
~ Toshare expertise through
collaboration,
innovation
and education
~ Tosufficiently engage the support ofour community
to enable us to deliver		 our vision and mission.
The stated aims ofthe charity being:
~
To transform		 the quality of life for people
living with
life-limiting
illnesses		 and provide support for those
close to them;
~
To ensure		 high quality
provision ofcare through
education
and research;
~
To sustain		 and expand our services through
excellent financial
management		 and governance;
~
To continually		 improve
efficiency and effectiveness.
The Board has worked to four strategic objectives since 2018/19.We include a summary in the audit report ofaims
and objectives for the following year. Those four objectives and the key actions for 21/22 are:
Qualify and Safety: To be an outstanding
hospice in all aspects ofour operation
Financial: Recurrent financial balance by optimising
income and controlling		 expenditure
People: To increase the ratio ofstaff to volunteers
from 1:5to 1:10
Responsiveness: To double the reach ofour care by 2028
Strategic aims Summary of key actions in 2020/21 Pandemic Impact
To be an ~ Integrated
single consent policy		 Deferred
outstanding ~ Deliver key aspects ofthe Diversity
Plan		 Partially delivered
Hospice ~ Scope our ambitions
for medicines
and pharmacy to extend our		 service Delivered
~ Capture &market total value proposition
for employees
including		 new 'user
friendly'
performance
review documentation
and clinical supervision		 Partially delivered
~ Deliver Research, Education
and Training
plan		 Delivered
~ Put together the business case for a cardiac and respiratory
team		 Deferred
To control ~ Comprehensive
on-line strategy for the organisation
Phase 1—scope the		 Partially delivered
expenditure
and		 project and create a project initiation
document
optimise ~ Compelling
appeal(s)		 Delivered
income ~ Focused major donor matched
funding
campaign		 Deferred
Togrow the radio of ~ To develop a comprehensive
blended
workforce
plan (employed		 staff and Deferred
volunteers
to staff		 volunteers)
that integrates
approved
volunteer
and diversity strategy targets
Double our ~ An integrated
community
team		 Partially delivered
capacity to care by ~ Increased website functionality-
for patients,
professionals
and		 commercially Partially delivered
2028 ~ Adjust recruitment
and training for new volunteers
proactively		 to maintain and
develop operational
capacity		 Revised
~ Develop detailed
plans to be enacted
in 2021for carers referral		 and Partially delivered
recruitment
ofre-enablement
volunteers

Strategic Actions (aims) for 2020/21 Progress to date Progress to date
Objective
~ Re-start CQC preparedness
programme		 ~ Completed
including
successful		 completion
ofthree transitional
monitoring		 meetings
To be an ~ Meet externally
set (HUK/NHSE)		 capacity ~ Completed
outstanding targets
Hospice ~ Deliver Disclosure
and Barring Scheme		 ~ Completed
(CARGO approved		 in February)
action plan
Replace whistleblowing
with freedom to		 ~ Reported to clinical governance committee
speak up Nov 2020 on resilience
and well-being
Focus on staff wellness,
including		 programme
occupational
health S.respond to Staff
Survey feedback
Progress plans for bereavement support ~ Service improvements
identified		 in 19/20
have been delivered
with capacity for CV-
19response
~ Deliver CV-19 PPE and vaccinations ~ Achieved,
including
anti-body		 testing,
lateral flow testing, outbreak compliance
and L1review
Deliver medical workforce
plan		 ~ Completed
with the recruitment		 of Dr Shah
Scope our ambitions
for medicines		 and ~ Completed
successful
retender		 for new
pharmacy
to extend and develop		 our supplier. Service development work linked
medicines
service		 specifically to the pandemic
Deliver key aspects ofthe Diversity Plan ~ Partial delivery
with recruitment		 of new
Trustees and updated
statement		 ofintent
New 'user friendly'
performance		 review ~ Completed
documentation
Deliver Research, Education
and		 Training ~ Completed.
Education
and training
plan including
access planet training		 delivered
an extensive
programme
on line
software including
bespoke training for		 the NHS
In-year capital plan to permanently meet ~ Turbidity
filter commissioned
water quality standards, ~ Complete
review of pipe situation
including
Address
hard and soft facilities assessed at		 cold water with new solutions
high risk/major
impact offailure)		 commissioned
~ Focus changed to addressing
CV-19secure
~ Maple project goes ahead allowing time to standards
secure trust and grant funding for the
remaining
proportion)		 ~ Rank Foundation/HUK
grant secured
~ Capital works deferred
due to		 pandemic

Strategic Strategic Actions for 2020/21 Actions for 2020/21 Progress at outturn Progress at outturn
Objective
To control ~ Sign offa reforecast budget at the May Board ~ Completed
expenditure ~ Review of reserves ~ Completed
and ~ Bring forward
completion
of21/24 budget		 ~ Completed
optimise ~ Deliver
ITretender		 ~ Completed.
Riverlite appointed
and on-boarded
income
(to replace ~ Comprehensive
on-line strategy		 for the ~ Partial delivery.
Digital applications
in clinical care
to organisation
as a whole with workstreams		 and embedded.
Increased
use of digital channels		 for
proactively supporting
business case		 all communication and fundraising
manage
income)		 our ~ Specification
completed
for improved
website
functionality
ready for tender Q121/22
~ Deliver restructure
in central trading		 team ~ Completed
~ Open the bookshop ~ Completed
~ Deliver new NHS activity ~ Successful launch
and hosting of24 out of hours
advice line on behalf ofpartnership
(CLCH/CCG/H
ospices)
~ Compelling
appeal(s)		 ~ Integrated
appeal		 messaging
and appeal
programme
with segmented
donor data delivered
best ever results
~ Major Donor matched
funding		 campaign ~ Deferred
~ Kickstart community
and events fundraising		 ~ Notable successes included
walk your ridgeway,
challenge
events and Christmas tree recycling,		 we
also piloted social media 'events'
and a new 'event
at home' foodie box programme
~ Maximise trading between lockdowns ~ Notable successes in each re-opening
ofour shops
were the processing of 22,240 bags ofdonations,
a gift aid claim to the value off35.5k and our
Christmas
trading		 results ofalmost E200k.
Strategic Actions for 2020/21 Progress at outturn
Objective
To grow the ~ To develop
a comprehensive		 blended Deferred.
The national		 restrictions
'stood down'		 all
ratio of workforce
plan (employed		 staff and volunteer
roles at the		 hospice that could not be
volunteers to volunteers)
that integrates		 approved undertaken
remotely.		 New roles were created to
staff volunteer
and diversity		 strategy targets support the care of patients
and 108new volunteers
were recruited
in year.
Double our ~ An integrated
community		 team Partially delivered
capacity to care ~ Increased website functionality- for patients, Partially delivered
by 2028 professionals
and commercially
~ Adjust recruitment
and		 training for new The volunteer
recruitment
plan was reprioritised		 to
volunteers
proactively		 to maintain and recruit new volunteers for new roles to support
develop operational
capacity		 operations
during the		 pandemic,
the priorities
being
Covid-safe clinicalroles and maintaining
volunteer
capacity
in our shops
~ Develop detailed
plans		 to be enacted in 2021 Pa«ially deliv«ed
for carers referral
and		 recruitment of re-
enablement
volunteers

Risk Management
/ mitigation
Financial
risks. The		 principal risks for The ~ Cash flow closely managed
and monitored
by the Finance
Hospice are liquidity risk and investment and Resources Committee
performance
risk.		 ~ Investment
policy managed
by the Finance and Resources
Committee
with external advice
Income generation risks. Risks to income ~ Ensure delivery of nationally
set capacity targets		 for directly
generation
due to the Covid19 pandemic		 commissioned
capacity (Hospice UK/NHS
England)
affecting fundraising and retail income. ~ Radical review ofincome streams
and re-profiling		 oftargets
~ Ensure full trading
capability
between
lockdowns
~ Open new retail business as planned
(subject to		 lockdowns)
~ Sustain plans to continue to diversify trading on line
~ Robust recovery plans
Operational
risks. health		 and safety ~ Procurement
plan for PPE
breaches or ITincidents that could cause ~ Proactive horizon scanning for clinical evidence
harm to Hospice patients,
visitors, staff		 ~ Close working
with
NHS partners
and volunteers. ~ Resilience and well-being
programme
~ Increased compliance
standards
for new ITtender
~ Weekly communications
Reputational
risks.		 Incidents, omissions ~ Emergency
response
plan
or press coverage which damage the ~ Increased capacity for social media monitoring
Hospice's reputation.
Care delivery risks. Risks relating to ~ Staff training to move on-line and be supplemented by CV-
patient experience and the Covid-19 19specific progra
mmes
pandemic. ~ Collaboration
with key NHS and Hospice partners
~ Compliance
with transitional
monitoring
(CQC)
~ Patient surveys
~ Hospice policies updated
and communicated
Staff risks. Risks relating to recruitment ~ Support to work remotely
including
equipment		 loan
and retention ofstaff and volunteers. ~ Weekly communications
~ Lessons learned
reviews and regular workforce		 surveys
~ Well-being
packs and support for staff and volunteers
~ Staff training to move on-line and be supplemented by CV-
19specific programmes
~ Staff and volunteer
award scheme
~ Clear and accessible whistle-blowing
procedures

ovid leve ls.
2016/17 2017/18 2018/19 2019/20 2020/21
f'000 f'000 f'000 f'000 f'000
Total income 6,207 6,898 7,001 9,002 7,891
Costs of income generation 2,579 2,668 2,580 2,410 2,174
Spending on charitable activities 4,626 4,525 4,252 4,341 4,635
Tota I reserves 8,557 8,378 8,671 10,626 12,210

eserves
2016/17 2017/18 2018/19 2019/20 2020/21
f'000 f'000 f'000 f'000 f'000
Restricted reserves 57 113 213 263 221
Designated reserves 5,022 4,865 4,902 5,499 5,335
Unrestricted reserves 3,478 3,400 3,556 4,864 6,654
Total reserves 8,557 8,378 8,671 10,626 12,210

Trading Fundraising
~ Increase
and
grow
our income
to		 ~ Everyone's
a Fundraiser
achieve our ambition
to double the
reach ofour care		 ~ Retaining
existing
donors
getting to know them better		 by
Principles ~
~		 Have
sustainability,
eco
and
community
at the core ofour offer
Continue
to
innovate
and
push		 ~ Engaging
people
who
indirectly
experience
become donors		 directly
care		 or
to
boundaries
~ Use our shops as key portals to raise
the profile of the work the hospice		 ~ Encouraging
larger
donations
through
careful stewardship
does
by building
connectivity
with		 ~ Combining
channels		 (digital and
the clinical teams surface mail)
~ Extend our reach through
our shops		 ~ Segmenting
and targeting
our		 ask
~ to more diverse communities
Work
collaboratively
with
other		 ~ Increase and grow our income
Hospice teams to drive performance
and build on past successes.
~ Grow sales online
and
in our shops		 ~ Build
confidence
and		 awareness
to achieve sales and profit targets within
and across the		 organization
~ Develop
online
business
through		 in being successful fundraisers
SFG and other
online
platforms
to		 ~ Personalised
Stewardship		 of
extend
our
reach
beyond
our		 Supporters
Priorities catchment
~ Incremental
Growth
~ Proactively
use EPOS data to drive
sales in our shops ~ Transformationa
I Giving
~ Bealert to commercial
opportunities		 ~ Focus
our
attention		 on those
which
may
arise
from
fall
out of		 income streams we can evidence as
retail sector and move quickly having
potential
for growth
~ Invest
in staff training
to develop		 ~ Integrated
social		 media and
and
retain
staff
and
secure		 Communications
succession
planning
~ Build
on our success
by recruiting
high
quality
managers
who
can
deliver our trading ambitions

Unrestricted Designated Restricted Total Total
Funds Funds Income
Funds
Note 1E Note 1E Note 1E 2021 2020
f'000 f'000 f'000 f'000 f'000
INCOME FROM (Note 2)
Donations
and legacies
Donations 1,972 20 1,992 2,780
Legacies 1,058 1,058 2,582
Charitable
activities
NHS Grants for Hospice care 1,119 1,119 1,018
Other income from charitable activities 26 211 237 404
Other trading activities
Trading and fundraising 179 179 157
Retail income 603 603 1,442
Other income
NHSE Income 1,966 1,966
Furlough
Income		 294 294
Otherlncome 443 443 608
Total income 4,281 3,610 7,891 9,002
EXPENDITURE ON:
Raising funds (Note 3)
Voluntary
income		 390 12 52 454 454
Trading activities 249 5 8 262 367
Retail activities 1,288 170 1,458 1,589
1,927 17 230 2,174 2,410
Net income available for charitable 2,354 (17) 3,380 5,717 6,592
activities
Charitable
activities (Note 3)
Inpatient
unit		 382 84 2,103 2,569 2,439
Community 425 8 580 1,013 906
Outpatients
(Spring		 Centre) 176 33 352 561 472
Bereavement
(Spring Centre)		 45 8 113 166 160
Hospital 8 49 57 54
Education 17 17 235 269 310
1,053 150 3,432 4,635 4,341
Total expenditure (Note 3)
Carried forward 2,980 167 3,662 6,809 6,751

OR THE YEAR END ED 31 MARCH 2021
Unrest;ricted Designated Restricted Total Total
Funds Funds Income
Funds
2021 2020
f000 f000 f000 f000 f000
Total Expenditure brought forward 2,980 167 3,662 6,809 6,751
1,301 (167) (52) 1,082 2,251
Net gains on investments (Note 10) 502 502 (296)
Net income/(expenditure) 1,803 (167) (52) 1,584 1,955
Transfers between funds (13) 10
Net movement
in funds		 1,790 (164) (42) 1,584 1,955
Total funds brought forward 4,864 5,499 263 10,626 8,671
Total funds carried forward 6,654 5,335 221 12,210 10,626

Group Charity
Note 2021 2020 2021 2020
E'000 E'000 E'000 E'000
FIXEDASSETS
Tangible fixed assets 5,262 5,240 5,262 5,240
investments 2,768 2,722 2,808 2,762
TOTAL FIXEDASSETS 8,030 7,962 8,070 8,002
CURRENT ASSETS
Stocks for goods for resale 42 42
Debtors 2,505 2,610 2,517 2,671
Cash at bank and in hand 2,139 426 2,118 356
TOTAL CURRENT ASSETS 4,686 3,078 4,635 3,027
CREDITORS:amounts falling due
within one year 12 (506) (414) (496) (408)
NET CURRENT ASSETS 4,180 2,664 4,139 2,619
NET ASSETS 12,210 10,626 12,209 10,621
FUNDS 13/14
Unrestricted
funds		 6,654 4,864 6,653 4,859
Designated
funds		 5,335 5,499 5,335 5,499
Restricted
funds		 221 263 221 263
TOTAL FUNDS 12,210 10,626 12,209 10,621

2021 2020
f'000 f'000
Cash flows from operating activities (Note 17) 1,466 294
Cash flows from investing activities
Purchase offixed assets (264) (589)
Proceeds from the sale of investments 511 500
Net cash invested (100)
247 (189)
Increase in cash and cash equivalents in the year 1,713 105
Cash and cash equivalents at the beginning ofthe year 426 321
Cash and cash equivalents at the end ofthe year 2,139 426
1,713 105
Analysis ofcash and cash equivalents 2021 2020
f'000 f'000
Cash at bank and in hand 2,139 426
Total cash and cash equivalents 2,139 426

AS AT31MARCH 2021 AS AT31MARCH 2021 AS AT31MARCH 2021
2.ANALYSIS OF INCOME Unrestricted Restricted Total Unrestricted Restricted Total
Income Income
Funds Funds 2021 Funds Funds 2020
f'000 f'000 E'000 f'000 f'000 f'000
a) Donations
and legacies
Memorials register 368 368 341 341
Donations from individuals and companies 1,111 20 1.131 1,371 120 1,491
Trusts 205 205
Donations received through the retail gift aid
scheme 254 254 455 455
Collecting boxes 22 22 63 63
Lottery 217 217 225 225
Total donations 1,972 20 1,992 2,455 325 2,780
Legacies 1,058 1,058 2,582 2,582
b) Income from other trading activities: trading
and
Fundraising
Fundraising events 155 155 131 131
Providing goods and services, other than for the
benefit ofthe charity's beneficiaries 14 14 25 25
Letting property
held primarily		 for the functional
use ofthe charity 10
Trading and fundraising 179 179 157 157
c)Income from other trading activities: retail shop
sales 603 603 1,442 1,442
Total retail income 603 603 1,442 1,442

2021 2020
E'000 E'000
Retail income 603 1,442
Gift aided donations through the shops (including gift aid) 254 455
Total income 857 1,897
Retail costs 1,458 1,589
Contributions made by retail operations (601) 308

2021 2020
f'000 f'000
Turnover 224 415
Cost ofsales (77) (151)
Operating costs (111) (114)
Amounts donated to Hospice ofSt Francis
(Berkhamsted) Ltd under the Gift Aid scheme (36) (150)

Restricted Restricted
Unrestricted Income Total Unrestricted Income Total
Funds Funds 2021 Funds Funds 2020
f'000 f'000 f'000 f'000 f'000 f'000
Investment
income		 11 11
Total investment
income		 11 11
Income from charitable
activities
NHS income for service provision
Hertfordshire 155 155 587 587
Central
London Community		 Healthcare
NHS Trust 912 912 345 345
Hillingdon 2 2
Buckinghamshire 52 52 83 83
Total NHS Income for service provision 1,119 1,119 1,017 1,017
NHS income for specific projects
Watford General
Hospital		 49 49 45 45
Hertfordshire
Community		 Cardiology
Consultant
Total NHS income for specific projects 50 50 48 48
Charitable
income from other sources
Grants from BBCChildren in Need 47 47 37 37
Other income 26 114 140 244 75 319
Total income from charitable activities 26 211 237 244 160 404

Direct Direct Support Direct Direct Support
Costs- Costs- Costs Costs Costs Costs
Staff Other (Note 4) Total -Staff Total
2021 Other 2020
Raising funds: f'000 f'000 f'000 f'000 f'000 f'000 f'000 f'000
Costs ofgenerating voluntary income 320 113 21 454 292 141 21 454
Costs oftrading and fundraising 190 53 19 262 216 136 15 367
Cost of retail activities 797 563 98 1,458 741 757 91 1,589
1,307 729 138 2,174 1,249 1,034 127 2,410
Charitable
activities:
Inpatient
unit		 1,790 633 146 2,569 1,668 613 158 2,439
Community 872 90 51 1,013 779 81 46 906
Outpatients (Spring Centre) 386 138 37 561 349 101 22 472
Bereavement (Spring Centre) 121 37 8 166 130 21 9 160
Hospital 53 2 2 57 38 14 2 54
Education 157 99 13 269 198 95 17 310
3,379 999 257 4,635 3,162 925 254 4p341
Total 4,686 1,728 395 6,809 4,411 1,959 381 6,751

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f'000 f'000 f'000 f'000 f'000 f'000 f'000 f'000
Costs ofgenerating
voluntary
income		 16 4 21 17 4 21
Cost oftrading
fundraising		 and 14 4 19 12 3 15
Cost of retail activities 74 20 98 19 91
104 28 138 98 26 127
Charitable
activities
Inpatient
unit		 110 30 146 120 33 158
Community 39 10 51 35 10 46
Outpatients (Spring Centre) 28 8 37 17 5 22
Bereavement
Centre)		 (Spring 2 8 2 9
Hospital 2 2 2
Education 3 13 13 4 17
194 10 53 257 194 54 254
Total 298 81 395 292 80 381

2021 2020
Governance
costs		 f'000 f'000
Auditors
remuneration		 -external audit 16 14
Auditors
remuneration		 -other advice 1 6
Salaries 73 59
Other costs 8 6
Total 98 85
5. STAFF NUMBERS AND EMOLUMENTS 2021 2020
f'000 f'000
Gross wages and salaries 4,209 3,990
Employer's
national
insurance		 costs 365 343
Employers'
pension costs		 342 326
Redundancy
payments		 1 9
Total Payroll costs 4,917 4,668
Average number ofemployees in the year, excluding bank staff Number Number
Charitable
activities		 66.3 63.7
Fundraising
and retail		 34.5 29.0
Support services 19.0 26.6
Average
number
ofstaff		 119.8 119.3
Highest paid employees
Gross salary (including employer pension and national insurance
contributions)
in the range
f60,000tof70,000
f70,001tof80,000
f100,001tof110,000
f110,001tof120,000
f120,001tof130,000
f130,000tof140,000

NET MOVEMENT
IN FUNDS		 2021 2020
f'000 f'000
The net movement
in funds is arrived at aAer charging/(crediting):
Depreciation
offixed assets		 241 233
Auditors
remuneration		 16 14
Other amounts
paid to the auditors		 1 6
Operating
lease rental: land and buildings		 252 221
Operating
lease rental: equipment		 21 15

8.TANGIBLE FIXED ASSETS
Freehold Furniture Shops'
land and and fixtures
buildings equipment and
Fittings Total
E'000 E'000 E'000 E'000
Group and Charity
Cost
At 1April 2020 6,948 1,448 221 8,617
Additions 3 250 11 264
Disposals (76) (76)
At 31March 2021 6,951 1,622 232 8,805
Depreciation
At 1April 2020 1,955 1,245 178 3,378
Disposal (76) (76)
Charge for the year 167 72 241
At 31March 2021 2,122 1,241 180 3,543
Net book value
At 31March 2020 4,993 203 44 5,240
At 31March 2021 4,829 381 52 5,262

9.FIXEDASSET INVESTMENTS 9.FIXEDASSET INVESTMENTS 2021 2020
f'000 f'000
Group
Unlisted
investments
Investment
property		 250 250
The Hospice Lottery Partnership Ltd 85 85
Total unlisted
investments		 335
Listed investments
Barclays Charity
Fund		 2,433 2,387
Total listed investments at market value 2,433 2,387
Total investments 2,768 2,722
Listed investments
at historic		 cost 1,930 2,584
Charity
Total Group investments 2,768 2,722
Investment
in Hospice of		 St Francis Trading Ltd 40 40
Total investments 2,808 2,762

10.ANALYSIS OF MOVEMENTS 10.ANALYSIS OF MOVEMENTS 10.ANALYSIS OF MOVEMENTS IN FIXEDASSET INVESTMENTS 2021 2020
f'000 f'000
Group
Carrying
value of investments		 at 1April 2020 2,722 3,394
Additions to investments at cost 100
Disposals ofinvestments at carrying value (456) (476)
Net gains/(losses)
on revaluation		 502 (296)
Carrying
value at 31March		 2021 2,768 2,722
Charity
Carrying
value of investments		 at 1April 2020 2,762 3,434
Additions to investments at cost 100
Disposals ofinvestments at carrying value (456) (476)
Net gain/(loss)
on revaluation		 502 (296)
Carrying
value at 31March		 2020 2,808 2,762
11.DEBTORS 2021 2020
f'000 f'000
Group
Taxation recoverable 104 163
Other debtors 24 108
Prepayments 169 115
Accrued income 2,208 2,224
Total 2,505 2,610
Charity
Taxation recoverable 104 163
Amounts
owed by group companies		 17 104
Other debtors 23 99
Prepayments 165 106
Accrued income 2,208 2,199
Total 2,517 2,671

12.CREDITORS: amounts falling due within one year 2021 2020
f'000 f'000
Group
Taxation and social security 92 84
Other creditors 191 234
Deferred income 102 27
Accruals 121 69
Total 506 414
Charity
Taxation and social security 92 84
Other creditors 188 233
Deferred income 102 27
Accruals 114 64
Total 496 408

13a.FUNDS (2021) Total
General Designated Unrestricted
Group and charity Reserves Reserves Reserves
f'000 f'000 f'000
At 1April 2020 4,864 5,499 10,363
Income 4,281 4,281
Expenditure (2,980) (167) (3,147)
Gain on investment assets 502 502
Transfers (13) 3 (10)
At 31March 2021 6,654 5,335 11,989

rustees for capital
development
(f248k) a		 nd clinical work (f258k).
FUNDS (2020) Total
General Designated Unrestricted
Group and charity Reserves Reserves Reserves
f'000 f'000 f'000
At 1April 2019 3,556 4,902 8,458
Income 7,499 7,499
Expenditure (5,342) (160) (5,502)
Gain on investment assets (296) (296)
Transfers (553) 757 204
At 31March 2020 4,864 5,499 10,363

3c.FUNDS (continued)
RESTRICTED FUNDS (2021) 01Apr- Income Expenditure Transfers 31-Mar-
2020 2021
Group and charity f'000 f'000 f'000 f'000 f'000
Medical Cover at Watford General
NHS Trust		 Hospital 49 (49)
Hertfordshire
Community
NHS		 Trust
Community
Cardiology
Work
Chiltern
Continuing
Care Contracts		 53 (53)
Herts Valley Clinical Commissioning Group 155 (155)
Central London Community
Health
Trust		 Care NHS 912 (912)
Hillingdon
Clinical Commissioning
Group
NHSE Capacity Grants 1,966 (1,966)
HMRC Furlough Scheme 294 (294)
ABC End ofLife carefor Learning
Disabilities		 (5)
BBCChildren
ln Need		 47 (46)
Berkhamsted
School Music
Event		 towards
purchase
of laptops
for
the
Community		 (2)
Nursing
Team
The Beatrice Laing Trust —towards
refurbishment
of the Spring Centre		 the 10 (10)
The Wolfson Foundation
—towards
19costs		 Covid 80 (80)
Other restricted donations 246 (89) 10 220
Total restricted funds 263 3,610 (3,662) 10 221

3d.FUNDS (continued)
RESTRICTED FUNDS (2020) 01-Apr Income Expenditure Transfers 31-Mar
2019 2020
Group and charity f'000 f'000 f'000 f'000 f'000
Medical Cover at Watford General Hospita! NHS Trust 45 (45)
Hertfordshire
Community
NHS
Trust
Cardiology
Work		 —Community (3)
Chiltern
Continuing
Care Contracts		 84 (84)
Herts Valley Clinical Commissioning Group 587 (587)
Central London Community
Health		 Care NHS Trust 345 (345)
Hillingdon
Clinical Commissioning
Group		 2 (2)
ABCEnd ofLife carefor Learning
Disabilities		 30 (25)
BBCChildren
In Need		 (37) (37)
Berkhamsted
Rotary
towards
post
paintwork		 refurbishment (7)
Berkhamsted
School Music Event towards purchase
laptops for the Community
Nursing
Team		 of 22 (20)
The John Apthorp
Charity towards		 drainage
works		 31 (31)
The Albert Hunt Trust —towards
the refurbishment
the Spring Centre		 of 25 (25)
The Beatrice Laing Trust
—towards
of the Spring Centre		 the refurbishment 10 10
The Wolfson Foundation
- towards
of the Spring Centre		 the refurbishment 50 (50)
The
Bernard
Sunley
Foundation
refurbishment
of the Spring Centre		 - towards the 10
Other restricted donations 161 267 (121) (61) 246
Total restricted funds 213 1,503 (1,249) (204) 263

14a. ANALYSIS OF GROUP NET ASSETS Unrestricted Designated Restricted Total
BETWEEN FUNDS (2021)
Funds Funds Funds 2021
f'000 f'000 f'000 f'000
Tangible fixed assets 433 4,829 5,262
Investments 2,768 2,768
Current assets 3,959 506 221 4,686
Creditors: falling due within one year (506) (506)
Total 6,654 5,335 221 12,210
ANALYSIS OF GROUP NET ASSETS
BETWEEN FUNDS (2020)		 Unrestricted Designated Restricted Total
Funds Funds Funds 2020
f'000 f'000 f'000 f'000
Tangible fixed assets 247 4,993 5,240
Investments 2,722 2,722
Current assets 2,309 506 263 3,078
Creditors: falling due within one year (414) (414)
Total 4,864 5,499 263 10,626

16. FINANCIAL COMMITMENTS 2021 2020
At 31March the total commitments under operating leases E'000 E'000
were as follows:
Group and charity
Financial commitments
Land and buildings:
Operating
leases which expire:
—within one year 252 226
—from two to five years 453 531
-over five years 292 218
Total land and buildings 997 975
Equipment
hire agreement
Operating
leases which expire:
—within one year 18 15
-from two to five years 10 20
Total equipment 28 35
Total 1,025 1,010

17.
RECONCILIATION		 OF NET NET CASH PROVIDED BY OPERATING 2021 2020
ACTIVITIES
f'000 f'000
Net movement
in funds		 1,584 1,955
Unrealised
(losses) / profits		 on investments (502) 296
Profit on the sale ofinvestments (54) (24)
Depreciation 241 233
Increase
in stocks		 (1)
Decrease / (Increase) in debtors 105 (2,113)
Increase / (Decrease) in creditors 92 (52)
Net cash provided
by		 operating activities 1,466 294

2021 2020
f'000 f'000
Stocks 42 42
Debtors 6 37
Cash at bank and in hand 21 70
Creditors
falling due		 within one year (24) (104)
Net Assets 45 45
Shareholders'
equity		 40 40
Profit and loss account 5 5
Total Shareholders' funds 45 45

Unrestricted Designated Restricted Total Total
Funds Funds Income
Funds
2020 2019
f'000 f'000 f'000 f'000 f'000
INCOME FROM (Note 2)
Donations
and legacies
Donations 2,455 325 2,780 2,656
Legacies 2,582 2,582 1,347
Charitable
activities
NHS Grants for Hospice care 1,018 1,108 772
Other income from charitable 244 160 404 221
activities
Other trading activities
Trading and fundraising 157 157 289
Retail income 1,442 1,442 1,713
Investments 11 11 1
Other 608 608 2
Total income 7,499 1,503 9,002 7,001
EXPENDITURE ON:
Raising funds (Note 3)
Voluntary
income		 443 454 567
Trading activities 362 367 399
Retail activities 1,589 1,589 1,614
2,394 16 2,410 2,580
Net income available for 5,105 (16) 1,503 6,592 4,421
charitable
activities
Charitable
activities (Note 3)
Inpatient
unit		 1,374 80 985 2,439 2,510
Community 808 8 90 906 757
Outpatients
(Spring		 Centre) 426 32 14 472 483
Bereavement
(Spring Centre)		 62 8 90 160 155
Hospital 9 45 54 59
Education 269 16 25 310 288
2,948 144 1,249 4,341 4,252
Total expenditure (Note 3)
Carried forward 5,342 160 1,249 6,751 6,832

Unrestricted Designated Restricted Total Total
Funds Funds Income
Funds
2020 2019
f000 f000 f000 f000 f000
Total Expenditure brought forward 5,342 160 1,249 6,751 6,832
2157 (160) 254 2,251 169
Net gains on investments (Note 10) (296) (296) 124
Net income/(expenditure) 1,861 (160) 254 1,955 293
Transfers
between		 funds (553) 757 (204)
Net movement
in funds		 1,308 597 50 1,955 293
Total funds brought forward 3,556 4,902 213 8,671 8,378
Total funds carried forward 4,864 5,499 263 10,626 8,671