Stwilfrid's Hospice Making a difference to local lives ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES. ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 Registered Company Number 01562110 Registered Charity Number: 281963 CONTENTS Page Reference and Administrative Details Trustees, RepK)rt lincorrxjraling the Strategic Report 3-18 Independent Auditor's Report 19-21 Consolidated Statement of Financial Activities 22 Balance Sheets 23 Consdidaled Slalemenl of Cash Flows 24 Notes lo the Financial Slalemenls 25-45 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2022 Charity Name St Wilfrid's Hospice (South Coastl Limited Charity Number 281963 Company Number 01562110 Registered Office Walton Lane Bosham, Chichester Wesl Sussex P018 8QB Vice Presidents Dr C J Bateman Mr M G Bevis Dr A Copsey Prof A G Dewhursl Mrs P J Foster Mrs S Hyland Mrs K Glendinning Mr G C Papworth Mr C Shippam Mrs E A Spence MrMDTroy Dr S Williams Mrs A P Wormald Patrons Mrs J Jackson MrDMac Mrs D Patterson Dame K P Roulledge DBE Mr and Mrs C Timothy Tmstees Mr J Beard Iresigned 3rd March 20221 Mr M Bevis Irelired 291h September 20211 Mrs L 8ruce Mr J Clayton (Vice Chairl Prof A Dewhursl Irelired 241h November 2021 J Mr C Dicks (Honorary Treasurer} Mr A Easter MrNFox Ms S Jerrarn Ichairl Ms H Keenlyside Ms V Mudford Miss A Sharp Dr A Stone Ms L Wall Company Secretary Mrs H Edson ST WILFRID'S HOSPICE {SOUTH COAST) LIMITED REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2022 Senior Management Team Mrs L Addison, Director of Income Generation Mrs H Edson, Director of Finance Ms C Horlock, People Director lappoinled June 20221 Mrs L Kemp, Director of Fundraising Iresigned 28th January 20221 Dr C Magee, Medical Director {appoinled June 20211 Dr B AmesbuTy, Medical Director {retired 11th June 2021) Mrs A Moorey, Chief Executive Mrs S O'callaghan, Director of Clinical Services Independent Auditor Crowe U.K. LLP 4th Floor St James House Sl James Square Chellenham GL50 3PR Solicitors Itwin Mitchell Thomas Eggar House Friary Lane Chichester Wesl Sussex P019 1UF George Ide LLP 52 North Street Chichester Wesl Sussex P019 1NQ Bankers National Weslminsler Bank plc 5 East Street Chichester West Sussex P019 1HE ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 STRATEGIC REPORT Our Vision Our vision Is that all dying people and those close lo them should have access to the ¢are and support that they need. Ourmlssion Our mission is lo provide high quality specialist end of lrfe care and bereavement support whenever and wherever il is needed. 'Palliative care is an approach that improves the quality of life of patients and their families facing the problems associated wlh life-threalening illness, through the prevention ane relief of suffering by means of early idenlificalion and irNpe¢¢able assessment and treatment of pain and other problems, physical. psychosocial, and spiritual." (WHO definition of Palliatwe Carel. Paragraph 3 of The Memorandum of Association reads. The Charity's object for which the association is established is the relief of people suffering from cancer and other terminal conditions and the relief of the carers and families of such people who are in conditions of need, hardship or distress." Publlc Beneflt The Trustees confimi that they have taken into account the Charity Commission guidance on public benefit when reviewing the Charity's aims and objectives. The Trustees have identified that St Wilfn'd's meets three of the thirteen descriptions of charitable purposes as sel out in the Charities Act. namely the advancement of health, the relief of those in need by reason of ill health or disability and the advancement of education. Those who benefit from the seNices that the Hospice provides are people living with cancer and other terminal illnesses and the relatives and friends of such people. The referral criteria for access to our services are widely disseminated and those patients who are referred and meet the eligibility crilena will be accepted for care. The services operate in a defined geographical area, referrals are received for patients registered with specific GP surgeries, and the boundaries of these are adjacent to those served by our neighbouring hospices who in turn provide very similar services lo Sl Wilfrid's Hospice. Through participation in the delivery of echo, Ilhe end of life coordination service hosted by Sussex Commuily NHS Foundation Trust), the Hospice services extend beyond patients and their loved ones directly referred lo them. The services are provided al no cost lo any patient who meets the referral criteria. Their loved ones are also offered support. Our Education Department has an impact on services and care elsewhere, and as explained later in the report this developed further during the COVID-19 pandemic. ST WILFRID'S HOSPICE (SOUTH COAST} LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 ST WILFRID'S HOSPICE'S STRATEGY FOR 2019-24 Values: Excellence Compassion Integrity Collaboration Responsibility Strategic Goal: Extending our reach to mora people in the community Objectlves: Services that are accessible, flexible, and reswjnsive Seeking opportunities lo engage and influence a diverse community Strategic Goal.. Improving and enhancing the quality of OUT care Objectives: Services that are innovative, evaluated and outstanding Seeking opportunities to learn, develop and improve Strategic Goal: Ensuring long tem) sustainability Objectives: Setvices that maximise the use of our existing resources Seeking opportunities to diversify and grow Caring for our resources and the environment OBJECTIVES AND ACTIVITIES COVID-19 The impact of the COVID-19 pandemic has continued to be fell, although some reslriclions eased through the year. The Senior Management Team ISMTI remained focussed on maintaining safely, assessing risk and responding to changing guidance through the year. The Importance of excellent infection control practices, social distancing, lesling ané vaccination lo reduce the risk of transmission and harm remained vital. All team embers, whatever their role, understand that Il is their responsibility lo pul our Hospi￿ values, whatever discipline or role, al the forefront of everything we do and protect those in our care from hanr. The past two years have prove¢J exceptionally challenging for the whole Hospice te8m,- il is lo everyone's credrt that the essential services have been maintained anit adapted through this period. Funding and building the new Hospice facility was an important foundation in addressing these ohallenges, 88 was working to achieve the Charity's strategic goals and acting in accordance with the Hospice values. The Truslees thank all staff artd volunteers for their work and commitment throughout the period of the pandemic. The financial impact of the pandemic has remained a key consideration for the Trustees, who maintained close oversight of the cashflow. As reported last year, NHS England INHSEI funding towards hospice care continued and had a positive impact at year end whilst many other income streams were negatively impacted by the pandemic. The NHSE funding was not expected lo continue bul Hospice UK once again negotiated further support for hoSpi￿S as the Omicron variant emerged as a concern. NHSE awarded funding lo allow the Hospice to make available bed capacity and community support from December 2021 to March 2022 to provide support lo people with complex needs in the context of the COVID-19 situation. This funding is shown as a reslricled fund and was fully utilised by year end lo supp)rt palient care. The Trustees thank Hospice UK for their persistence and wmmilment and NHS England for this additiona5 funding. which recognised the continuing work of all hospices through the pandemic. The local Clinical Commissioning Group ICCGI also granted some addition81 funding for the increase in community nursing. ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 Charltable Objactives and Actlvlties Noted ￿lOW are the key objectives for the year.. Meet agreed KPIS and report lo Subcommittees and Board Review changes made lo seryices in response lo COVID-19 and ensure services are delivered lo best meet patient needs Ensure all services are delivered in ways that enable a positive palienUcuslomer/ supporter experience Develop and implement an Equality, Diversity and Inclusion {E, D + l} Strategy and action plan Establish baseline E, D+1 data of our people and our community Develop and implement a staff wellbeing strategy Review and update strategic and organi5ational risk management methodology Develop and launch our new website and brand messaging Review our values and how they are described, lo develop a values-based culture Build back the organisalion as one team and emphasise the need lo lake personal ownership for safely Complete a digital malurily matrix and develop an action plan in response with a 3-year timescale Work towards a balanced budget and securing the Hospice's financial stability over 3-5 years and beyond Support Retail and Fundraising lo achieve their surplus budgets and demonstrate growth in future years Collaborate with other hospices in Sussex lo redu￿ costs, increase reach and statutory funding Ensure workforce plans are in place across all Direclorales by end of 2022-23 In the paragraphs below the Trustees comment on 2chievemenls in relatson to these objectives. Clinlcal Services The services delivered by the Hospice clinical team continued to be affected by the COVID-19 pandemic. As there were an eslimaled minimum 50,000 missed cancer diagnoses during the pandemic in the UK, delayed diagr)oses will result in increased needs for palliative and end of life care for some years lo come. As needs fof the Chariws services increase. work will continue lo ensure that our teams are working mosl efficiently and effectively to meet the increasingly complex needs of our patient group. The Trustees thank staff for their resilience and flexibility in meeting these challenges. The number of new palienl referral numbers increased from last year by 50/0 lo 931, but have not yet relumed to Pre-pandemic levels. MonlhSy referrals have been variable, with June 2021 seeing 96 referrals received, the highesl monthly figure ever. There are six Key Performance Indicators IKPlsl for clinical services and all but one was met (see below), further emphasising the achlevements of Ihe team. KPI 2018- 19 2019- 20 944 202 21 Perfomance 2021-22 931 97% KPI mat? Referrals total % of aligible patients r￿Istered on ECHO % oc¢u an¢ of IPU % death5 at home or care home % nonacancef referrals o patients with recorded preferred lace of death 780-900 95¢/. Ye$ Yas 920 960 760 500 80V/o 62% 58Yty No Yes 570 20Vo 500 200 NIA 21° 550 220/0 54% 20% 62% Yes Admissions lo the inpatient unil decreased by 9°A and occupancy reduced from 79¥0 10 620A. This is a pattern experienced by many other hospices and reflects a reduced demand for beds, as more people were dying at home and the COVID impact on staffing. Lenglh of stay has also reduced with the role of Future Planning Nurse. developed al the beginning of the pandemic, ensuring that patients who were discharged home did not ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 experience unnecessary delays. The Hospice Communrty Team have been supporting patients with complex physical and psychological needs whilst working with other services who are under increasing pressure. They have continued to adapt lo new ways of working and support complex care coordination wlh other local services. Ensuring best use of our highly skilled Non-medical Prescribers lo benefit our patients alongside the further development of the Community Support Team volunteers are two examples of applying the 'righl person, right place, right task, approach. Living Well Services have been reduced through the pandemic, with staff working in the community an inpatient teams, and will now be gradually opened up, wrf(h Occupational Therapy and Physiolherapy being a key resource as we continue lo develop the rehabililalive approach lo end of life care. The role of the Family Support Services team developed through the year and continues to deliver psychological support including bereavement care. The work of our highly skilled and experienced Education team has flourished over recent years and the team have been successful in delivering edu¢ation and training to the local health and social care workforce across West Sussex and beyond. The focus has been on commissioned education and this year saw funding from West Sussex Clinical Commissioning Group, Health Education England ané Wesl Sussex County Council (Wesl Sussex Joint Dementia Strategy 2021-20221. COVID-19 necessitated moving the delivery lo virtual platforms. which has enabled greater access and removed many barriers. Other inilialives have included the establishment of a close working relationship with the University of Chichesler's new School of Nursing both for pl3￿MentS and involvement in curriculum development. Facilitation of training of medical students from Brighton & Sussex Medical School Commenced, involving placements at the Hospice as well as fomial teaching, working with the Hospice medical team. The team has continued lo support and be signrficantly involved in the Sussex Hospice Collaborative Project ECHO pilot {including IT). This year also saw the introduction of self-funded Courses particularly those that are essential for our local geographical area, and the introduction and development of a new course 'Essenlials in palliative and end of Irf8 care for Registered Nurses,. Equality, Diversity and Inclusion As reported last year, the Trustees recognise that there are a number of actions required to ensure that the organisation is truly inclusive, and thal the services meet the needs of all in our community. The Equality. Diversity and Indusion IE,D+ll steering group met through the year, chaired by the Chief Executive, involving staff and volunteers a5 well as the designated Trustee Lead. A revised E,D+l policy was launched with staff and volunteers and an E,D+l checklist used at all Board and Subcommillee meetings, to ensure E,D+l was considered. External advice was sought from County Council leads and baseline data ¢olle¢tion of staff and volunteers carried out. An action plan is being taken forward to support the Hosp1ce's strategic objectives, through advancement of these four key goals.. 1. Provide equal access lo our care and support lo everyone in our community 2. Embed E,D+l into all aspects of Hospice activities and culture 3. Allract, retain and develop a diverse communily of staff and volunteers, with equ21 opportunities for everyone and a culture of inclusion 4. Gather consistent and robust data lo drive decisions that improve patient and staff experience and the diversity and inclusivity ol the Hospice as an employer and a service provider Quality and Govemanco The services of the Clinul team have continued to be highly valued by patients and their loved ones, with numerous examples of positive feedback received. There was a significanl decrease from 14 10 2 formal complaints received, along with seven adverse comments. All formal complaints and adverse comments have been resolved, with learnings from each one shared wlh the team. The Trustees maintain oversight of the clinical services and receive assurance reports from the SMT in addition lo regular vi5115 and contact with staff, volunteers and patients. A particular focus was safeguarding, with the ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 designated Safeguarding Trustee Lead supporting an audit and a newly established organisalional safeguarding group. Peer review will be carried out in Gollaboralion with other hospices in Sussex, to ensure pro￿sseS and awareness are effectively monitored. The Care Quality Commission have not yet inspected our 5ervi¢es since the rmove lo our new I￿ation, and have maintained oversight by regular virtual assurance visits and open communication with the Registered Manager and Chief Executive. Digital The COVID-19 pandemic accelerated the importance of digital use and skills and this has been responded to as the Trustees recognise this as a critical area of development. A Digital Strategy Group was formed and a presentation given lo the Trustees al their Awayday. A digital maturity matrix has been completed, our Digital Principles and Digital Purpose agreed and further engagement across the organisation is planned. Internal Context The Trustees recognise that our staff and volunteers are our most important resource and this was brought into sharp focus through the COVID-19 pandemic. An external review of the Human Resource5 function resulted in a decision to appoint a People Director to enable the development of a clear people strategy. Implementing the Wellbeing strategy for our teams has remained a key priority. and ensuring we improve the diversity of our staff and volunteer workforce is crib'cal lo our future success. A5 restrictions were eased, work was carried out to bring the org8nis81ion back together and the Hospice's Eéucalion Team facilitated workshops with staff with a focus on the Hospi￿ Values, supporting mandatory training via the e4earning System. Staff sickness absence was lower than last year al 5.13Q/o and turnover increased to 230/0, reflecting national and local trends. Recruitment and retention of staff became a greater concern and the Trustees are aware of the vital importance of recruiting and retaining skilled and experienced staff. A key risk is not being able lo maintain pay parity with NHS pay rates, and effoils have been made to address this in future. The Trustees have agreed to make a small thank you payment to staff in the new financial year. Workforce planning has been given a high priority, and a particular focus has been on reviewing the skill mix in certain teams. especially where vacancies have been difficult lo fill. This has been SUC￿ssful and has assisted in developing teams and recruiting excellent new staff whilst ensuring best use of existing resources_ Actions were taken in areas of greater risk. including medical workforce, where a working group was established to review current and future challenges. Opporlunilies also exist, with the ability lo promote the Hospice as a great place to work and volunteer. Extgrnal Context All health care services in Sussex fall wthin the Sussex Integrated Care System IICSI and from July 2022. an Integrated Care Board IICBI will have slalulory responsibility for planning and delivering health care in the county. Palliative and End of Life Care IPEOLCI is recogniseé as a priority area to tackle under a broader Ageing Well programme. The new health care planning and delivery structure envisages inlegraling the voluntary and community sector into both planning and delivery of services, as well as bringing together provider collaboralives. A new Commissioning and Investment Framework is being developed by NHS England to guide ICSIICBS in the future commissioning of PEOLC, and Sussex has been chosen lo pilot thi5 approach. These changes provide significant opportunity for hospices to play a greater role in our local system and pul an onus on collaboration not just among ourselves bul wrth other agencies in the system. The pandemic has shone a light on the positive contribution of hospices and the need lo establish a fairer slatulory funding system. Sustainability of hospices has been discussed al national and local forums and Sussex CCG Commissioners are aware of potential risks to hospice service provision if additional NHS investment cannot be identified for future years. Incorne Generatlon Voluntary income continue5 to provide vital funding for St Wilfrid's work and is an important part of the ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 Hospice's role in the local community. Voluntary income is generated through fundraising as well as through the Hospice's retail functions. During the year, the Charity took the opportunity lo restructure the income generation team under one Income Generation Director. The aim is to bring the Fundraising and Retail teams closer together as one team to maximise opportunities and dellver joined up supporter journeys. Fundraising The Fundraising Team mana9es 2 variety of income stream5 to secure income for the Charity- individual and in memory donations, trusts and foundations, events and community activity, (x)rporate partners, lottery and raffles and gifts in wills. Gifts in Wi115 is the Hospice's second largest income stream and during 2021122 we have undertaken a Grfts in W111s review and have launched a new slralegy lo reinvigorate this important income stream, develop and grow rt. In response to the COVID-19 pandemic, the team has worked hard to change and adapt methods lo ensure that fvndraising continues lo support the Charity as much as possible, including the use of technology and virtual events, enabling supporters to fundr3ise. As reported last year, we had to cancel our flagship Moonlight Walk event in 2020 and instead delivered a successful virtual event as a replacement. In 2021 we adapted further and delivered a hybrid event, offering a physical option alongside the virtual option. This was a success and raised over £100,000 with over 500 walkers. The Christmas Tree Recycling Project is in ils third year, and this year 971 trees were collected and recycled across the county. 920 people used the service, 279 were new supporters to the Hospice and we retained 54Vo from the previous year. Trees were recycled for use as mulch on local farms", a positive action and a signal lo demonstrate the Charrty's concern for the environment. Talking lo members of the public in person and speaking lo existing supporters on the telephone, along with writing lo them, are some of the most important ways to engage people with the Hospice's work and raise vital funds - this activity is undertaken by the income generation staff in the Fundraising and Retail Teams and by trained volunteer5. The Charity is part of Local Hospice Lollery, which is the only out-sourced fundraising conlrael, and this relationship is managed closely. They are compliant with the Fundraising Regulator and GDPR and have a corresponding, stringent training programme for all their staff who work on behaff of hospi￿$ across the UK. Support from individuals donating lo the Charity in memory. in response to direcl marketing appeals or through commilled monthly giving programmes, including the Lollery, are fundamental to achieving income growth. Throughout the year, general donations and In-memory donations were slrong- this method of giving is ofte a reflection of the excellent care provided lo beneficiaries. Trusts and Foundations support has been a strong area of growth, exceeding ils annual largel by 37%. The Charity is grateful to all the Trust and Foundations who have supported the Hospice throughout the year. Corwrate fundraising was up on budget by 140/0, this is an improvement on the previous year when it was down by 120/0, when many offices were closed, staff on furfough and companies unable to engage during the pandemic. We are delighted that we have been able lo reengage with companies again and will continue lo build relationships in this area. We are very grateful for all the companies who have suprKJrted the Hospice throughout the year. The Charity, through the Fundraising Team, will continue lo priorilise excellent supporter stewardship and personalised donor journeys in order lo maximise retention and increase income in future years. Volunteer specific role training is implemented al department level, with a variety of volunteers and staff carrying out this training and completing a training record for each individual wh￿h is signed off on completion. This includes training those volunteers representing the Hospice with lundraising activities in the community. All volunteer records are held on Better Impact, a secure database. ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 For 211 Hospice fundraising events and relevant 'on behalf of Si Wilfrid's, ￿mMunitY fundraising aclivilies.. risk assessments, legal regulations and up to date health and safely measures, recommendations and implemenlalion are carried out by the Sl Wilfrid's Event and Community Fundraising Team. Where a Community Fundraising activity is Carried out 'in aid of the charity, and the Sl Wilffid's Event and Community FLJndraising Team are notified about it, they are able lo offer bespoke guidance on legal. risk and safely measures to ensure compliant fundraising. Records of all events, Community Fundraisers, participants and donors and fundraising income are maintained on Raisers Edge, our secure database. The Charity is a member of the Fundraising Regulator. This means the Fundraising Code of Pradice is followed and high standards of fundraising are maintained at all times. The Charitls furKlraising practices continue to follow industry standards and are compliant wrth all fundraising standards. Any complaints about fundraising are monitored by the Charity's Voluntary Income Generation Subcommittee. The Hospice's Fundraising Promise is published on the website, and the public are encouraged lo provide feedback, which is used lo improve the Charity's fundraising activities and maintain its reputslion. Vve have had three requests logged with the Fundraising Preference Service in 21122. Two of these we related to a person making a request lo be removed from our database and one of them related to a request to update their communication preferences. All relevant action has been taken by the Charity In good time, and communication preferences updated on our systems. The Charity strives lo ensure that our supporter5 have a great experience and that all supporters, including vulnerable people, are Irealed fairly. If we find cause for concern, we investigate as a matter of urgency. Our income generation team, including all fundraisers and retail management, have participated in safeguarding awareness and training. Retail The financia￿ year 2021-22 has been a period of strong income generation from the Charity's retail operation, following the re-opening of all shops in April 2021 after the COVID reslriclions were lifted. In fact, the income generated from our retail operation has been the strongest year in the Charity's hislofy, above the budget anlicipaled in 2021-22, which was always going lo be a year of uncertainly especially in relation lo customer behaviour and purchasing activity post COVID. Sales were achieved through a high level of donated items given to the Charity by our supporters, over 258,000 customer transactions in our shops, and over 7,000 transactions on our online platforms. We are extremely grateful for the support that the Charity is given by our customers and donors in all Ioc81 communities. The closure of our shop in South Street. Chichester al the ènd of th8 previous financial year. in March 2021. and ils relocation in April 2021 to a new shop al 4 Ea51 Street in the heart of the Chichester city, has eonlribuled lo both supporter and income growth during the year. The new shop is a prime 'shop window. for the Charity lo help us reach wider groups and more diverse supporlers, alongside being an important income generator. During the course of the past year the Charity expanded our existing community shop in the village of Selsey, which has contributed lo increased income generation and customer footfall, particularly during the summer months. Our retail units were resourced by approximately 50 staff Imoslly working part timel and over 250 volunteers during the Course of the year. On joining the Charity, both staff and volunteers complete an induction and ongoing training in order lo represent the Charity when meeting supporter5. This training includes Retail Grfl Aid, in order that the Charity complie5 wlh HMRC standards. During the year. all retail job descriptions were rewritten and in April 2022 our retail workforce were moved lo the Hospice pay scales, bringing consistency with all other roles In the Charity's workforce This change has been made lo aid both recruilmenl and retention in future. The positive impact that our Telail opération makes to the environment is important lo many supporters 8nd tential supporters. Charity retailing plays a key role in contributing to the circular economy, by offering ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED TRUSTEES, REPORT (INCORPORATING THE STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022 donated go(Ids lo be purchased in our shops for reuse, thus avoiding landfill. This consideration has become more important to more people during the past year. especially the younger demographic in our communities, with 'lhrifting' becoming a key trend amongst the young. Alongside this trend, the 'shop local, movement continues, which helps our relevance and positioning as a local charity. All of these external factors are positive drivers of income generation, despite the uncertain economic and retail climate Marketing and Communications Key successes from the Marketing and Communications Team in 2021-22 have been key18rge-scale projects, process improvements, and an additional team member hire. The rebuild of the stwh.co.LJk site by a chosen web agency, launched in October 2021. followng a six month cross functional project. This has given the sile a better audience user experience, an easier back end funclionalily, and more reliable stability. sin￿ launch an accessibility tool has been added to allow users with additional needs such as visual impairment or translation requirements lo access information more easily. The Patient Guide Iprint and online) was also completed, a5 the full overview of Hospice services for patients and loved ones. The Brand Guidelines have been integral lo projects such as shop launches and extensions, retail van signage and ever 17981 23,302,335 Restricted Funds New Hospice Project NHS England Capacity Granl Staff amenityfund Inpatient Unilequipment Inpatient Unit runningcosts 1,877 {421 {766,3851 1,835 766,385 2ts 390 1,315 410 11,3151 110,0001 12.4061 127.3361 7,000 144,5001 12631 110,5771 {1001 10,000 Medi¢81 Staff training Hospi¢e at Home Costs CMS Team Costs Community Team Costs Refurbishment of Physio & OTrooms Clinical Staff training Gym equipment Living Well Centre Costs St James. Place Grant- Breath Easy Project Rene & Ghislalne of Paris Hoaling Foundation Various Smallfunds 2,406 27,336 7,000 34,500 10,000 263 10,577 100 3,500 3.500 116.5fj61 117,8161 134,3821 3,190 1,008 20,000 1,412 110.0971 11.1281 13.093 1,292 18,060 905,859 1899,9401 23,979 22.395.386 8,722,613 17,790,887) 17981 23,326.314 Restricted Funds Charitable trusts have generou51y supported the community and inpatient 5eTvi¢es. In addition. trusts have contributed lo the farnily setvices team. a new afflbulan¢e ¢anopy and a new website. The St James, Pla￿ Grant lor the Breath Easy Project was completed and will be paid to the Charity once costs are confirmed and authorised. As last year. the largest restricted fund was the NHS England caparyty granl. details of which are set out under note 39 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 Designatèd Funds The designated fund called the Fixed Asset Fund - New Hospice was maintsined during the year. The only activity on the fund being the depreciation for the year. The designated fund called the Fixed Asset Fund - other Assets was maintained during the year. The only acts'vily on the fund being the depreciation for the year. The Tiuslees agreed lo sel up a new designated fund ¢alled 35th anniversary match funding. This fund holds funds received in 202112022 but which will be released to reserves in 22123 during the 'Double the Difference, fundraistng campaign. Capital Maintenance Fund The Trustees are aware that the ongoing major maintenance of the hospice building will be a significant cost and have designated £200,000 to ensure the ¢harity has sufficient funds lo ffleet those costs. 23b. RESERVES PRIOR YEAR At 1 April 2020 Transfèrs At31 Income Expendltur• and Gains March 2021 Unrestrictod funds General General Funds Operational Reserve 4,870,559 6,592,065 {4,875,8401 690.000 140,3841 25,000 6,546,400 715,000 5,560.559 6.592.065 14,875,840) 115,3841 7.261.400 Deslgnated Capital Maintenance Reserve Fixed Asset Fund - Old Hospice Transition fund Fixed Asset Fund - New Hospice Fixed Asset Funds- other Assets 200,000 200,000 190,796 14.907.102 489,631 1190,7961 161,8001 73,7401 21,144 15.115.926 1312,9641 1179,7831 1492,7471 14,532,338 383,588 15,587,529 Total Unre$tricted Fund$ 21.148.088 6.$92,065 15,368,S871 5.760 22,377,326 Restricted Funds New Hospice Project NHS England Capaoty Grant Staff amenityfund Inpalienl Unllequipmenl Inpatient Unit runningcosts Other Ihan staff and administration 2,126 12491 2,235,323 12,235,323) 390 510 6,009 14,5701 24,700 124,7001 16,3181 117.9771 13,624) 132.175} 2,126 15101 4,501 13901 1,315 14,6251 24.295 Medical Staff training Hospice at Home Refurbishment of Physio & OT rooms ComplimentaryTheiapy Clinical Staff Training Gym Equipment Living Wdl Centre St James, Place Grant- Breath Easy Ren8 & Ghislaine of Paris Healing Various Small funds 6.030 2,406 32.175 263 170 8.11fJ 19,0071 263 {1701 12,5331 5,000 9,107 3,500 10,577 100 3,500 116.5661 3,190 1,008 116,566) 16.5101 17941 9,700 953 36.931 2,330,435 12,344,681} 14,6251 18,060 21.185.019 8.922,500 17,713,268)) 1.135 22,395.386 40 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 24. ANALYSIS OF NET ASSETS Group 24a 2022 Fixed asset Inv•stments Othèr net Assets Fixed a$$ets Total Gon•ral fund 4,094 8,557,522 8,561,616 Designated funds Capital Maintenance Fund 35th Anniversary Match pol Fixed Asset Fund - New Hospice Fixed Asset- Other Assets 200,(K>O 43,830 200.000 43,830 14,219,374 277,515 14,219,374 277,515 Totsl Designatad Funds 14.496.889 243.830 14.740,719 Restricted fvnds 23,979 23.979 14,496,889 4.094 8.825,331 23.326.314 Charity Fixed asset Investments Othgr net Assets Flxed assets Total General fund Designated funds Capital Maintenance Fund 35th Anniversary Match pol Fixed Asset Fund - New Hospi Fixed Asset- Other Assets 4,097 8,564,280 8,568,377 200,000 43,830 200,000 43,830 14,219,374 277,515 14,219.374 277.515 Total Designated Funds 14.496,889 243,830 14,740.719 R￿trICted funds 23,979 23,979 14,496,889 4,097 8,832,089 23,333,075 41 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 24. ANAL YSIS OF NET ASSETS Group 24b 2021 Fixed assat Invèstmerts Other net Assots Fixed a$￿ts Total General fund 4,892 7,256,508 7,261,4(X) Designated funds Fixed Asset Fund- New Hospice Fixed Asset- Other Assets 14,532,338 383,588 14.532.338 383.588 Total D¢$Ignat￿ Funds 14,915,926 200,000 15,115,926 Restricted funds 18.060 18.060 14,915,926 4,892 7,474,568 22,395.386 Charity Fixed ass8t Invostmonts Othèr net A55ets Fixed assèts Totsl Gènèral fund 4,892 7,259,375 7,264,267 Designatod funds Tran5a¢tion Fund Fixed Asset Fund - New H05pice Fixed Asset- Other Assets 200,000 200,0(K) 14,532,338 383,588 14.532,338 383,588 Total Deslgnatad Funds 14,915.926 200,000 15,115.926 R8Stricted funds 18,060 18,060 14.915.926 4.892 7.477.435 22.398.253 42 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 25. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES Group 2022 2021 Net income for the year 930,928 1.210.367 Adjuslmenls lor.. Depreciation of charges 429,768 492, 747 Lossesllgainsl on investrnenls Loss on disposal of Fixed Assets Dividends, interestfrom investmen15 (Decreasellincrease in slock InGrea5ellDecreasel in debtors ID6¢r63sel in (*edito 798 (t, 135) 9,346 (3.968J 4, 156 142.079 (100,299) 13,8151 12871 1143,2731 188.5091 1.125.610 1,753.293 Group 26. ANALYSIS OF CASH AND CASH EQUIVALENTS 2022 2021 Cash in hand 7,030.348 5,917.654 7.030.348 5,911.654 27. RELATED PARTY TRANSACTIONS During the year St Wiffrid's Hospice Trading Limited declared a gift aid payrrent of £43,32912021'. £16,721), lo St Wilfrid's Hgspice (South Coast} Limited, its parent company. At the year end £1.329 was outsiandin9 {2021. £711. Ursula Watt is a partner at George Ide LLP. a firrn of solicitors, and a trustee of the Charity. The Charity has paid George Ide LLP £1.381 12021.. £17,8521 for professional advice during the year. During the year George Ide LLP made donations of £5,31012021: £1.6251 lo the Charity. 43 ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 28. FINANCIAL COMMITMENTS As at 31 March 2022 the company was ¢ommitted to making the followino payments under non-cancellable OP8ratlng leases-. 2022- Group and Charlty 2and5 <1 year y•ar$ >5 years Total Land & Buildings Other 332,400 22,618 967,942 11,254 199.640 1,499,982 33,872 355.018 979.196 199,640 1,533,854 Land & Buildings Other 2021- Group and Charity 2andS <1 year years >5 years Total Land & Buildings Other 311,420 24,329 1,060,228 22,781 311,400 1.683,048 47,110 335.749 1,083,009 311,400 1,730,158 29. CAPITAL COMMITMENTS Al the yearend St Wilfrid's Hospice (South Coa511 Projects ￿Mited was contracted into capital commitments totalling £nil12021'. £55,000) for the build of the new hospice. ST WILFRID'S HOSPICE (SOUTH COAST) LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 30. COMPARATIVE STATEMENT OF FINANCIAL ACTlVtTIES Unrestricted funds Restricted funds Total R•$tsted 2021 INCOME FROM: Donations and Legacies Donations Legacies 1,878,790 1.721,476 97.385 16,3181 1,976,175 1,715,158 3,600,266 2,326,390 5,926,656 Charitablo Activities Other Trading Activities Investments Other In¢omo 1,551.170 1,374,794 3,968 240,000 1.551,170 1.378,839 3,968 240,000 4,045 Totsl Income 6,770,198 2,330,435 9,100.633 EXPENDITURE ON: Costs of Raising Fund$ 2,385,571 4.232 2.389,803 Charltablo Activities Inpatient Unil Comm(Jnity Services Educab'on and Training 2,334,003 592,283 234,863 1,287.209 1,053,240 3,621.212 1,645,523 234.863 Total costs of Charltablo Actlvitigs 3,161.149 2.340.449 5,501.598 Total Expenditure 5,546.720 2.344.681 7.891.401 Net incomèllèxpènditurel from operational a¢tiviti¢s for the yoar 1,223,478 114,2461 1,209,232 Net gains on investments 1,135 1,135 NET IN¢OMEI{EXPENDITUREI 1.224.613 {14,246) 1,210.367 Transfers between funds 4,625 14.6251 NET MOVEMENT IN FUNDS 1,229,238 118,8711 1.210.367 RECONCILIATION OF FUNDS Total funds brought forward 21,148.088 36.931 21,185,019 TOTAL FUNDS CARRIED FORWARD 22,377,326 18,060 22,395.386 45