##
|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||||||
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
##
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##
##
||||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|
##
||||0
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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||rrr
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crU||N
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o.|l
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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|