# Impact Report and Audited Accounts 2021/22
northlondonhospice.org
## **Contents**
## Contents
|**Contents**||
|---|---|
|Message from Chair and Chief Executive
Our Year in numbers (Impact)|**4**
**6**|
|Our Strategy and Ambitions|**10**|
|Vision Purpose & Values|**10**|
|Achievements against Strategic Ambitions|**13**|
|The Patient Stories|**22**|
|Fundraising|**24**|
|Trustees Annual Report||
|Structure, Governance & Management|**28**|
|Independent Auditors Report|**40**|
|Statement of Financial Activities|**44**|
|Our Trustees|**64**|
|Our Executive Team|**65**|
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## **Contents** Message from Chair and Chief Executive
Lis Burgess Jones Chair
Declan Carroll Chief Executive
## **“You matter because you are you, and you matter to the end of your life. We will do all we can not only to help you die peacefully, but also to live until you die”.**
Dame Cicely Saunders, founder of the Hospice Care Movement.
All that we do at North London Hospice is driven by the spirit behind the words articulated by Dame Cicely Saunders, which is why it is with great pleasure that we introduce you to North London Hospice’s (2021-2022) Impact Report & Audited Accounts.
As we looked at the publication of the 2021/22 report, we continued to be in a period of recovery from being significantly challenged by the Covid-19 pandemic which has affected every aspect of the hospice operations. With our priority in keeping our patients, staff, and volunteers safe from infection to our incomegenerating capability, every single aspect of how the hospice is run and operated continued to be reviewed.
We have been extremely dedicated, creative, innovative, and responsive over the past 12 months and are proud that we have found ways around the different challenges created through the pandemic. We believe North London Hospice has more than survived throughout the Covid-19 pandemic and has in fact become stronger in many ways now that we are in recovery.
Despite the operational pressures to our services during the year, we have remained focused on continuing to deliver quality improvements, with patients across our communities in Barnet, Enfield and Haringey being our priority. We saw over 3,600 people use our services through our Health & Wellbeing Centre, our community services or on our Inpatient Unit. The Health and Wellbeing service has been the hardest impacted service during the pandemic due to it being primarily an outpatient service and so much of the activities were
based on the provision of groups and opportunities for socialisation and peer support.
The last year saw us launch our new Strategic Plan (2021-25), where our new vision – The best of life, at the end of life, for everyone, was designed through staff, volunteer, and stakeholder engagement. The launch of our strategy together with our vision, purpose and CORE values at our very successful all-staff conference was an opportunity for us to share our ambitions for the future. We must now look ahead and focus our efforts on implementing our new Strategic Plan, with our priorities being a continued focus on the quality of care we provide and our staff and volunteer experiences of working at North London Hospice. These two areas are critical to our future success.
Over the past 12 months, our Clinical, People, Finance, Communications and Marketing and Equality, Diversity and Inclusion Strategies have all been approved by the Board. The Executive Team have worked hard to ensure each strategy aligns with our approach to innovation and ambition and we want all our staff and volunteers to come with us on our strategic journey. These strategies will give us all a framework from which to work and help us all to achieve more together than ever before.
With innovation and ambition, comes an opportunity to gain experience and change as an organisation and we have looked at many emergent ideas for improvement. Much as the extraordinary developments in care for people affected by Covid-19 and the vaccination programme have been welcomed, many other challenging factors are beginning to emerge.
Over recent months, emerging predictions of rising energy costs, increases in the cost of living and the recent impact of events on the international stage - will all inevitably impact our communities, our staff and on the capacity of the North London Hospice to continue to provide the wide range of services that we currently support.
There are some encouraging developments in relation to the Integrated Care System and current proposals for a Single Point of Access for Palliative Care Services that would build on the current model of Out of Hours Care that the hospice has pioneered in North London.
At present, we are in the privileged position to be able to support current services, but much will depend in years to come on the support from local communities and local Health and Social Care systems. However, we are confident that our key strategic relationship with the North Central London Integrated Care Board will continue to contribute positively to the wider discussion of Specialist Palliative Care in North London as Integrated Care Systems emerge.
We continue to remain proud of how teams and volunteers work flexibly and innovatively to provide care and support that is required to our communities. We would like to thank all our staff, Trustees, donors, volunteers, and supporters for everything they do to continue to help us achieve our aims, despite continued significant pressures, they have risen to the many varied challenges we have experienced.
We are absolutely committed to delivering the highest standards of quality and safety and we continue to be forward looking and open to opportunities which will enhance the quality of palliative and end-of-life care locally including those which involve partnership working and collaboration. This year’s Impact Report & Audited Accounts, details some of this work and we are pleased to share this with you as we continue our journey of improvement in a post Covid-19 world.
What we do really does make a difference. Thank you for your support in allowing us to make that difference every single day to the patients and families who need us.
Lis Burgess Jones Declan Carroll Chair Chief Executive
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## **Contents** Our Year in numbers
**Referrals to all Patient & 3107 Health and Wellbeing Inpatient Unit Palliative Care Support Clinical Services through Service (PCSS) First Contact** Referrals **225 Total All Boroughs – Community Teams** Admissions Number of patients **346 390** supported Attendance (virtual and **3402 Enfield 26327** face to face) **Barnet 2462** Visits Patient died Average hours of direct care provided Referrals for on IPU **77% 32** per patient supported Community Services **Social Work** Haringey **Haringey 44835 & Bereavement** Contacts (excluding visits) Avarage **14.8 Community Overnight** Referrals length of **Service** Social Work **1369** days stay Total number of Referrals calls received **6724** Bereavement **231** Closed bed (5pm - 8am) **156** days Total number of **316** visits (8pm - 8am)
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**Contents1741 443 91** % **Learning &** learners attended hours of support given We had a 91% compliance courses or through mentoring across all staff groups **Development** training (internally to our staff for mandatory training &externally) at 31 March 2022 Continued... **16% 42 4.9% Human** Staff Turnover Recruited to vacancies Sickness **Resources 43% 17% 75% 93% Equality, Diversity & Inclusion** Staff Volunteers Patients Trustees We launched our Count me In Campaign during the year and the precentages of those completing the survey is detailed above **270 194 40 2 Volunteers** volunteers recruited of these are 40 new patient or family new courses in the year supporting us facing volunteers received a developed and in retail corporate induction delivered **4802 57 1695 Fundraising** wonderful people people left a gift to people gave a gift donated to us in us in their will in memory of a the year loved one. **£3.5 £2.2 £1.3 17 million million million Retail Income and Expenditure** North London Gross income Expenditure Surplus Hospice Shops
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## Our Strategy and Ambitions 2021-25
During the year, we developed and launched our new and ambitious Strategic Plan for the next 4 years – engaging with staff, volunteers, and a range of stakeholders to help shape our ambitions for the future. With the launch of the strategy at our first all staff conference in over two years (December 2021), our new Vision, Purpose, Values and Ambitions will help us focus on our priorities for the future:
## **Our Vision**
The best of life, at the end of life, for everyone
## **Our Purpose**
North London Hospice - working together to provide palliative care and support, when and where you need us most
## **Our Values**
**Collaborative and learning** C **Open and honest** O **Respectful and empowering** R **Equal and inclusive** E
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## Our key Strategic Ambitions within our strategy will be the driver **Contents** for success and enable us to provide the best of life, at the end of life, for everyone, in the communities we support across the London boroughs of Barnet, Enfield, and Haringey.
## **AMBITION 1 – Our Reach**
## We will drive innovation and deliver quality through everything we do
We will ensure outstanding care and support is at the heart of what we do, offering this across our community to those facing a life limiting illness. We will increase the number of people provided with personalised care through service and operational improvements, so that our hospice continues to play a vital role for the communities we serve. We will review services and support functions as appropriate, change models and delivery where necessary and develop new initiatives.
## **AMBITION 2 – Our Duty**
## We will manage our charity efficiently and effectively to achieve long term sustainability
We are committed to ensuring financial stability and long-term viability, whilst investing for growth and development. We will manage our resources to ensure we achieve the greatest impact with our work in our community. We will work together in partnership, and in an integrated way to achieve our ambitions. We will transform communication and information sharing and deliver improved systems and ways of working with investment in technology.
## **AMBITION 3 – Our Commitment**
We will value and support our staff and volunteers to do their jobs well
We will recruit, retain, and invest in our people to be the best they can be. We will use our expertise and skills to improve, and deliver, the palliative care and support we pride ourselves on to more people across our community. We value equality, diversity and inclusion and will develop leadership and our workforce which is representative and responsive to the communities we support.
## Our Achievements for 2021/22:
## **AMBITION 1 – Our Reach**
## We will drive innovation and deliver quality through everything we do
**Strategic Objective:** We will increase the number of people provided with outstanding, personalised care through all our services
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OUR 2021-22 AMBITION WHAT WE ACHIEVED
We will develop and launch our 4-year Clinical We developed and launched a new 4 Year
Strategy to support our Strategic Plan Clinical Strategy in November 2021 – evidencing
our plans and commitment across all our
clinical services and highlighting our priorities
for improvement
We will increase the number of people we We saw an increase of 3.8% of people accessing
provide personalised care and support to each our Palliative Care Services in year 1 of our
year by 5% strategy
We will work with North Central London, With North Central London CCG and
partners, and within the Integrated Care Marie Curie, we developed and agreed the
System, to ensure equitable delivery of care specification for a new Single Point of Access –
and support, delivered through a Single Point of a Task & Finish Group was established, and we
Access plan to launch in Quarter 3 of 2022/23
We will review and relaunch our Health and We reviewed our Health & Wellbeing service with
Wellbeing Service, integrating existing services a relaunch into a new Outpatient & Wellbeing
to reach out and engage more to achieve service being planned for Quarter 1 – 2022/23
greater impact
We will listen to feedback from patients and We developed a new Patient Experience &
relatives and adopt a culture of continuous Engagement Strategy to help us better listen
improvement to and respond to feedback from our patients
& relatives. A new team is being rectuited to
take the strategy forward and impact will be
reported in future reports. Our strategy will see
the establishment of a new Patient Experience
& Engagement Group of key service users and
stakeholders
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**Strategic Objective:** We will expand our care delivered at home, in the community, our advice, and other services through partnerships to offer 24-7 care and support to those who need it
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will review and introduce 24 hours a day – 7 days a week - Community Palliative Care and Support Service
We remodelled our community support services through the year, with the aim of providing 24/7 care and support to our community. We invested in our Out of Hours Service to ensure continuity of care to patients and to ensure a seamless care delivery model.
**Strategic Objective:** We will increase our knowledge of the palliative care needs of the communities in our area and adapt care, support, services, and information to support them
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will review the data we collect and use greater analysis and outcomes to influence services, capacity, increase income and impact across our charity
We reviewed and changed all our data reporting processes and systems through the year – with the aim of improved data sharing and reporting. New reporting dashboards were introduced – giving more detailed analysis and trends. Dashboards are now used more consistently to report on and challenge activity data.
**Strategic Objective:** We will use our knowledge and expertise to educate and train others
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will work in partnership using our expertise, We delivered The European Certificate in skills, and knowledge to train others and help Essential Palliative Care course (ECEPC) which improve end-of-life care and support inside and was led by Princess Alice Hospice but run in outside the hospice partnership with 13 other hospices. We had a wide mix of professionals, (doctors, nurses, pharmacists, physios, occupational therapists) some international, attend our spring and autumn cohorts. The hospices all worked together to deliver and assess against the same learning outcomes and improve practice. We welcomed a large number of younger learners, internationally through a partnership with a specialist work experience company and locally through our summer school, a virtual healthcare career promotion event and through our work with our local college. We also continued to welcome student health care professionals on placement, including doctors, nurses, nursing associates, physios, and social workers. We shared our expert knowledge and learning through our poster presentations at the Hospice UK conference
## **AMBITION 2 – Our Duty**
## We will manage our charity efficiently and effectively to achieve long term sustainability
**Strategic Objective:** We will invest in skills, expertise, and systems so we work and communicate more effectively
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will launch a new communication, marketing and digital plan, showing our commitment to making a positive difference
We developed and launched our new Communications and Marketing Strategy in December 2021. Our focus and priority in Year 1 will be to rebrand and look at our digital-first plans. We started a rebranding exercise in the year and aim to launch in Quarter 2 – 2022/23
We will deliver an IT strategy and investment plan to ensure we have the key operating tools to deliver innovation, support patients, assistive technology and deliver our strategic ambitions
During the year we changed IT providers for all our IT needs and support and employed LazenbyIT - now supporting us 24/7. We have significantly invested in our IT infrastructure including upgrading servers and all our operating systems. We launched Office 365 in September 2021 with our new intranet going live in January 2022 – helping us improve our internal communications. We rolled out IT and telecom improvements to all our retail outlets – improving internet speed and efficiency. We commenced a telecoms upgrade project during the year – with a go live date in Quarter 3 – 2022/23 – bringing significant communication improvements and achieving efficiencies over the period of our strategy.
**Strategic Objective:** We will implement and deliver on an Income Generation Strategy to support the delivery of our strategic ambitions
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will appraise all our portfolio of retail outlets and deliver a clear retail strategy that represents an optimum return on investment – increasing our retail income by at least 25% over the next 4 years
Despite Covid-19 restrictions – our retail operation had a hugely successful year, delivering a £1.37million net surplus – our highest performance ever. We started to review our retail portfolio and closed one shop through the year. Our Board agreed a retail plan of consolidation of our existing portfolio with investment in areas through 22/23 such as till upgrade and rebranding. A new Retail Strategy was approved in June 2022.
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We will increase fundraising income by at least 25% over the next 4 years by growing our fundraising activity, including investing in growth where it delivers a key return on investment
We carried out a strategic review of our fundraising activity during 2021/22 – and terminated our outsourcing contract with Compton Fundraising Consultants to bring all our fundraising team and activity in-house. Our new Director of Fundraising was appointed in February 2022 and started recruitment to a new team in Quarter 4 - work is well underway developing our new Fundraising Strategy. Our Trustees have released a development fund for fundraising – to support our plans to grow our supporter base and increase our income over the next 4 years.
**Strategic Objective:** We will transform our hospice through investment, growth, and development
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will build organisational resilience through Our Board supported an investment plan investment in our infrastructure for the delivery of our Strategic Plan. This strategic investment will see developments through 2022/23 and our strategy and strengthen our organisation resilience and response to the needs of our community. A new Business Investment Framework was approved and introduced to support delivery and spend against our plan.
We will ensure our governance framework We conducted a review of our governance supports assurance and compliance and our structures through the year and launched commitment to be the best we can a new Committee framework. Our Board, through, a recruitment campaign, appointed several new Trustees in the year, bringing with them a range of complementary skills to strengthen our Board further. We completed a review of our terms of reference for all committees and launched a new Board governance handbook and framework. We reviewed our articles of association through the year to facilitate the use of virtual meetings – a new model of working – achieving a 94% attendance through the year of Trustees to all Board and Committee meetings.
To everyone at North London Hospice, thank you so much for making it possible for my partner to pass away peacefully at home. With your wonderful support I was able to fulfil her wishes. You are a fantastic organisation, and I will try to repay a small part of what you gave us by giving you my support.
## **Community Team compliment**
**Strategic Objective:** We will innovate, engage, and actively respond to opportunities for working, sharing, and learning from each other
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
|We will develop and launch our commitment
to the environment and introduce an improved
working environment for staff and volunteers|We launched our ‘Green Pledge’ in June 2021
– demonstrating our commitment to do more
for the environment. We promoted the role
of ‘Green Champions’ through our staff and
volunteers – who have started to take the lead
on a variety of environmental initiatives across
the hospice.
We commenced design and plans in the
year for a remodelling and refurbishment of
our head office reception, café, and office
spaces. All our plans consider environmental
improvements - such as LED sensor lighting,
and improved energy efficient heating and air-
cooling systems. We hope to start the works in
Quarter 3 – 2022/23.
We are committed to the planning for the
installation of solar panels at our head office
in 2022/23.|
|---|---|
|||
|We will reduce waste by printing less, recycling
more in the offices and in our shops, and
adopting greener procurement policies|Our retail team sold 750,000 items in our shops
– reducing the level of goods sent to recycle
and landfill sites.|
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## **AMBITION 3 – Our Commitment**
## We will value and support our staff and volunteers to do their jobs well
**Strategic Objective:** We will continue to provide our staff and volunteers with enjoyable and rewarding experiences to be the best they can
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will publish and deliver on a new People We developed and launched our new People Strategy which transforms us from a ‘good’ to Strategy in December 2022 – evidencing our a ‘great’ organisation to work or volunteer for priorities for the next 4 years aligned to our – promoting wellbeing for all overall strategic ambitions.
We launched a new Staff & Volunteer Forum – improving the way we engage and finding new ways of listening – so staff and volunteers continue to feel valued and supported.
We introduced our new Hybrid Working Policy – showing our commitment to a more flexible and adaptable model of working and supporting our staff wellbeing.
We will review our staff terms and conditions and launch a new Rewards Package ensuring it continues to be attractive, affordable, and positively positioned in the market, to be an employer of choice
We commenced a full review of our pay and benefits during the year. Our appointed consultant, is working to a brief to assess our current pay and benefits, benchmark externally and propose any improvements. We are engaging with staff through this process and our People & Organisational Development Committee have lead oversight of the review process – we propose to introduce any change – subject to any consultation during 2022/23
We will continue to train and develop our own professional workforce to deliver the highest level of quality and outstanding service
We will develop our leaders to not only look at performance and strategy, but also at what they can do to energise and motivate their teams to be their best
The continued altering of Covid-19 restrictions and staff changes impacted the work of the learning and development team. However, adaptability and teamwork ensured another successful year for education in the hospice.
A wealth of internal courses was offered in addition to mandatory training including coaching, mentoring, IT skills, managing difficult conversations and bespoke training days covering the care certificate. The virtual clinical training went from strength-to-strength and a poster detailing its success was presented at the Hospice UK conference in Liverpool.
Direct mentoring, support and reflection opportunities were also regularly offered by the team. A new e-learning and booking training system, Relias, was also introduced. The system provides a more engaging, informative, and accurate learning experience and has been received positively by staff.
We supported seven apprentices: six completing Nursing Associate Training (TNA) and one a management degree. We are enormously proud that four of the TNAs successfully completed their course at the end of March and have been offered promotion roles within the hospice. We recruited four ‘Kickstarters’ across the hospice for six-month placements, providing them with valuable work experience to support them in their future careers.
We demonstrated our commitment to our leaders through the year – through the delivery of our Management Development Programme. Cohort 2 of Managers (11 in total) successfully completed the course. Our Cohort 3 programme commenced in April 2022.
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## **Contents**
## **OUR 2021-22 AMBITION**
## **WHAT WE ACHIEVED**
We will create a positive culture throughout North London Hospice, where diversity, inclusion and respect are core values and at the centre of all our activities and enable us to widen our reach and diversity in terms of staff, volunteers, and patients
We launched an exciting and ambitious Equality, Diversity & Equality (ED&I) Strategy in July 2021 and appointed our first ED&I Officer to drive the strategy and our commitment forward. Our all-staff conference in December 2021 – attended by over 120 staff – promoted our plans within the strategy.
We established a staff and volunteer EDI group to lead on a number of initiatives and launched an annual calendar of celebratory events to represent our commitment to ED&I.
We launched a new campaign, Count Me In, to capture data representing the diversity of our staff, patients, volunteers, and Trustees. We will use the data in 2022/23 to identify how we develop our teams and services further and promote our ED&I agenda.
We will continue to train and educate our staff, volunteers and ambassadors and explore how we can share our experience locally and nationally, across the NHS and within other organisations
Despite the Covid-19 restrictions, we continued to support our local care homes. Many homes remained closed for in person teaching during the year, so they were instead supported via virtual training and face to face when the easing of restrictions allowed.
We continued to run our accredited end of life care courses in partnership with Barnet and Southgate College which were well evaluated by the learners but also the internal and external college moderators.
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## Patient Stories
“This year Ruby and I have made some wonderful memories, visiting Dubai and New York and I’ve got more travel on the horizon over the summer. My daughter is my proudest achievement, and we indulge our passion for horses together. Thanks to the support of North London Hospice I’m able to continue to enjoy the things that are important to me.
## **“My mantra in life is to ‘live, love and laugh’ and the hospice helps me to do this”**
## **Hayley’s Story**
Hayley Richardson has great style. Effortlessly chic. Wearing new jeans, this season’s must have style of course, (a bargain from M&S) and a flattering white linen top with just enough detail to make it stand out.
“If anyone in my situation is hesitant about contacting a hospice, I’d say don’t be. It’s not the last stop on the line as many believe, but a tremendous and unexpected support that can help you continue on your journey through life.”
Not surprising, given her 18 years as an image consultant, preceded by a successful career as a fashion buyer. But perhaps unexpected, given that it’s sometimes a struggle for her to even get out of bed. Hayley has stage 4 cancer but refuses to let it lower her standards when it comes to the way she looks.
## **Hayley Richardson**
## **Irene’s Story**
## **“When I first visited the hospice building in Finchley I was really surprised. It had a warm and strangely happy feel.”**
Irene was transferred to North London Hospice from hospital in January 2022 and has found a calmness in her surroundings.
## **“Arriving here was my first experience of the hospice. The standard of care is excellent… from the food, to the comfort of the room and the staff, who are incredibly friendly.”**
Despite the seemingly endless hospital appointments and assessments, Hayley, who lives in Barnet, says with the hospice’s help her pain is under control which enables her to indulge in her two passions in life – horses and travel.
Irene Brittain likes to name her important possessions. She has a black car called Clara, a shopping trolley called Charlie and, importantly, a wig called Shirley, purchased during many rounds of chemotherapy.
“It’s a beautiful top-quality wig, and I love it,” says mum of two Irene, who is being cared for on North London Hospice’s Finchley Inpatient Unit.
When our User Involvement Lead Liz meets with Irene on a sunny afternoon, the light is streaming in through the window that looks out onto our garden. The 18 rooms on our Inpatient Unit are bright and airy, with televisions, fridges and all are ensuite.
Irene explains how she keeps a black diary, in which she is writing things about herself so that her husband Mark and sons Matt and Ian can use it when they are preparing readings for her funeral. In it she has also asked her family to write down things they think about her.
She also has another little black book named, of course, Enigma. The book has all her different codes and passwords written in it. When Irene passes away, she has planned for this book to be wrapped up and given to her sister-in-law who has experience in doing probate.
Irene enjoyed a distinguished 18-years in the education profession, many of which were spent teaching the early formative years. She’s immensely proud of her sons, one of whom is at university and the other working in IT and consider their mum “one of the kindest people” they know.
While the world was grappling with the pandemic in spring 2020, Irene was dealing with her own challenges, having been diagnosed with undisclosed primary cancer (CUP) in April 2019. She also lost her mother Evelyn, her mother-inlaw Val, and her husband’s uncle and aunt, so it was a “truly dreadful” year for the family.
Despite the many challenges of the last two years, Irene reflects on her ‘amazing life’:
**“My sons are always telling me that they broke the mould when they made me, and I tell them every day that ‘I know I’m strong but together we are stronger’.**
It’s my way of thanking them and my whole family and network of friends for all their support.
## **“Our new addition to the family, my great nephew Monty, arrived at just the right time for me.”**
And despite all that may have changed in Irene’s life, her sense of humour is something that will stay with her until the end: “My favourite programme is Death In Paradise,” and she has a little chuckle at her surroundings.
Irene died peacefully on 22 February 2022.
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## **Contents** Fundraising
Additionally, we made the decision to bring all our fundraising inhouse and appointed a new fundraising team for the first time in 11 years, successfully recruiting Anna Cooper to the role of Director of Fundraising and Corporate Engagement to lead the team. Anna has 20 years fundraising experience and will be developing and implementing a strategy for us to navigate out of Covid-19 and into a period of income growth for the hospice.
## **Introduction**
Covid-19 has had an impact across many areas of life and work and fundraising is not immune to that. Last year much of our fundraising activity had to cease completely and during 2021-22, we continued to feel the effects of the pandemic. There was continued uncertainty about whether activity would be able to go ahead and event supporters setting up fundraising pages much later in the run up to their events.
## **Individual Giving**
This year we continued to run cash-based appeals which are sent to relevant audiences who have a connection to the hospice and who have supported us over the past few years. During the year, we ran four appeals. We featured our Out of Hours Service which performed well with an average gift of £153. We also ran our flagship Light Up a Life appeal in September inviting supporters to our well known event with our generous donors helping us to light up our lovely tree in Finchley in memory of a loved one. Despite Covid-19, we managed to run the event at the hospice. Around 500 people attended, and others watched via a streaming service. It was wonderful to have people back at the hospicealbeit socially distanced - once more.
However, we did enjoy some wonderful successes - our legacy income was £2.4m with our highest number of gifts in five years and we were supported by an incredible marathon runner who raised £60k, we also started to recruit players for the Local Hospice Lottery launched in March 2021.
We continued to be supported by our local community and our supporters, regular givers, and lottery players. We are grateful for every donation and offer of support we received during what has been a difficult and uncertain time for so many.
In March 2021, we joined the Local Hospice Lottery and by the end of the financial year, we had recruited 421 players to be part of the lottery programme. We continue to work with the Local Hospice Lottery to recruit new players and increase income.
We saw 50 new donors set up a programme of regular gifts- these gifts will eventually help the hospice with longer-term, sustainable financial planning and we are really pleased to see that this new way of giving is being taken up by our committed supporters.
Our largest owned-event, the Big Fun Walk ran virtually again in 2021- with 500 Participants and raised £82k- what is amazing is that even though the number of participants was significantly lower than the virtual Big Fun Walk in 2020, the income was relatively similar- so the average gifts raised this year have been higher and shows that those who are committed to fundraising for this hospice through Big Fun Walk, continue to do so. It is a real testament to their passionate support and tenacity. We successfully returned to an in-person Big Fun Walk in May 2022.
## **Challenge events fundraising**
Following numerous event delays and cancellations, uncertainty about whether events would happen remained a big challenge through year. Additionally, there was concern among events participants around asking friends and family for donations amid such a challenging financial backdrop. The London Marathon did finally go ahead in October 2021- the first since April 2019. Many charities noted reduced average gifts and take up of spaces, however, our income was given an incredible boost by one runner raising an incredible £60k. People took part in a number of third-party events for us last year from running and cycling events to global challenges. One lady, Emma, raised nearly £6,000 on a trekking challenge. Emma said:
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**“I wanted to take on the Mount Snowdon trek so North London Hospice could keep doing what they do best and to help many families struggling with heart-breaking news. I cannot thank this charity enough for being so supportive and caring of my family during a difficult time”**
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**Community-based Fundraising Giving in memory of a loved one** We have been really pleased to see activity **Contents** In memory giving is an incredibly special income starting up again across our community in stream for the hospice and again demonstrates support of the hospice. During the year we the high standard of care received by patients have enjoyed some incredible support from - and the deep appreciation and gratitude our companies to community groups and individuals community has for the hospice as a result. - all running activity to support us. Funds During the year, we were slowly able to invite have been raised from proceeds of bake sales, people into the hospice again to visit our tribute shopping days, school discos, book sales and tree. We mounted 44 new leaves and renewed even a large-scale football tournament. We could our current leaves and support. We have been not be more grateful for the time and effort put humbled by the efforts of people raising money in in by the organisers and the money that is raised memory of a loved one through setting up online at all these events which means that we can tribute pages but also by getting involved in continue to offer our hospice services free of other fundraising efforts with the hospice- most charge for everyone who needs us. notably our Light Up a Life appeal and event and our Big Fun Walk.
As ever, we remain incredibly grateful to our Support Groups and the individuals who make them up. They have helped build the hospice and remain a wonderful support to the hospice decades later- thank you.
## **Support from Charitable Trusts**
The support of charitable trusts and foundations is essential for the work of North London Hospice. It allows us to continue providing specialist support to our patients and those who matter the most to them, at both the hospice and within the community. During the year, we received £274,178 from 70 trusts and foundations, with gifts ranging from £50 to £50,000. Unrestricted donations from trusts and foundations totalled £122,965. Over the next year, we look forward to further strengthening our relationships with our highly valued current charitable trust and foundation supporters.
## **Gifts in Wills**
Gifts in wills remain our largest single source of fundraised income. In 21/22, we received £2.4m from 57 legators which was a 20% increase on our budgeted legacy income for the year. Gifts ranged this year from £95 to £350,000 and every gift is gratefully received. We recognise these gifts as the testament to the incredible impact the hospice has on people’s lives. One family, whose parents had volunteered with the charity, said:
We have listed Trusts who have donated over £5,000 to the hospice during the year. We would like to thank them for their recognition of our work and their generous donations, and of course all those other trusts that supported us.
**“Knowing how much our parents had supported North London Hospice, my brothers, sisters, and I were very happy to carry out our dad’s wishes with a financial gift to the charity. They enjoyed chatting to families in the café area so it is wonderful to know that their legacy will help give this area a makeover, so patients and families can continue to enjoy time together there”**
**Anonymous Foundation The Thompson Family Charitable Trust The Hobson Charity Milton Damerel Trust The Albert Hunt Trust The Irving Memorial Trust Edith Murphy Foundation The Foster Wood Foundation The Openwork Foundation The Inman Charity The Francis Winham Foundation H and M Charitable Trust**
We would like to take this opportunity to thank those donors and their executors for administering the gifts.
**26 NLH IMPACT REPORT**
**NLH 27**
## Trustees’ Annual Report for the Year ending 31 March 2022
## **How we are Governed**
The Board of Trustees of the North London Hospice (‘The Hospice’) presents its Annual Report for the year ended 31 March 2022 in accordance with the provisions of the Companies Act 2006 and the Charities Act 2011. The audited accounts for that year are also presented and comply with the Companies Act 2006, the hospice’s governing document and the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019).
North London Hospice is a company limited by guarantee – registered number 1654807 and a registered charity in England and Wales (charity number 285300). Our constitution is our Articles of Association, which were first adopted on 29th July 1982 and amended on 13th January 2022. The hospice has a wholly owned subsidiary ‘North London Hospice’ (Trading) Limited (charity number 2268094) – the subsidiary company did not trade in the year ending 31st March 2022.
## **Objects, objectives, and principal activities:**
## The hospice’s objectives are:
- To relieve sickness and suffering and, in particular but without prejudice to the generality of the foregoing, by the establishment and maintenance of a hospice in North London for persons suffering from chronic or terminal diseases.
- To relieve the suffering of the families and friends and in particular, but without prejudice to the generality of the foregoing, by the provision of practical, bereavement and other emotional support and programmes for education and advice.
## **Structure, Governance & Management**
All Trustees completed an annual appraisal process with the Chair and Vice Chair and this year we introduced a new Fit & Proper Persons Policy and new Code of Conduct.
## **Our Trustees**
Our charity is governed by the Board of Trustees who are legally responsible for directing our affairs. The Board determines our long-term strategy and approves our annual strategic priorities and budget. Specific responsibilities are delegated to a number of committees which report back to the Board on a regular basis. The Board delegates day to day management of the charity to the Chief Executive and the Executive Team.
## **Governance**
During the year, the Chair, Chief Executive and Board Development Committee commenced a review of our Board and Committee structure to revise our governance reporting structure. A new committee framework and terms of reference for each was approved and launched in October 2021.
During the year under review – we externally advertised for new Trustees, and we appointed 4 new members in January 2022 – Dr Ujjal Sarkar, Anna Bokobza, Dr Mohini Parmar, and Saurabh Khare. Geoffrey Hill retired in March 2022 after serving over 20 years on the Board and has been appointed as a Patron in recognition for his service and commitment to the Hospice. Julia Brown and Lesley Ann Nash also retired from the Board during the year after many years of valuable contribution.
Each Trustee is required to disclose potential or actual conflicts of interest to the Charity as part of annual review and at the start of each meeting. The Board have adopted the principles of good governance in the Charity Governance Code. These principles underpin the Boards governance and form an integral part of the programme of change we have undertaken. The Trustees have taken account of the Charity Commission’s general guidance on public benefit when reviewing our aims, objectives, and planning.
Trustees were recruited through a process of advertisement, application and interview, based on a range of selection criteria to seek a diverse range of skills and experience. The Board appointed a specialist recruitment agency to help support with the recruitment process in the year. We offer a tailored induction programme to all new Trustees, including interaction with our services, and meetings with the Chief Executive and members of the Executive Team. All Trustees are asked to complete e-learning on a set of key areas and trustees are not remunerated for their services.
## **Board Committees**
## **Board Development Committee**
– responsible for Board governance arrangements and succession planning and recommendations for the appointment and reappointment of governance and executive positions. Oversight of the performance of and recommendations on the remuneration of the Chief Executive and Executive Team.
## **Finance & External Audit Committee**
– responsible for the strategic oversight and effective use of the charity’s financial resources and investments. To oversee associated policy, strategy, and performance across all finance and investment areas.
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**NLH 29**
**Clinical Governance & Assurance People and Organisational Development Committee** – responsible for strategic **Committee Contents** oversight of the Charity’s clinical and patient – responsible for oversight and delivery services to ensure they are safe, effective, assurance of the People, Equality, Diversity & caring, responsive and well-led. Provide Inclusion strategy, and Pay & Benefits Review. assurance to the Board on all aspects of the To oversee associated policy, strategy, and quality of clinical care, clinical risk management, performance across all people (staff & clinical governance systems, compliance with volunteer) areas. clinical regulatory requirements and standards **Retail Committee** of quality and safety. To oversee associated – responsible for developing and delivery of policy, strategy, and performance in all clinical the retail strategy, exploring shop growth with areas.
– responsible for oversight and delivery assurance of the People, Equality, Diversity & Inclusion strategy, and Pay & Benefits Review. To oversee associated policy, strategy, and performance across all people (staff & volunteer) areas.
– responsible for developing and delivery of the retail strategy, exploring shop growth with return on investment and to oversee associated policy, strategy and performance across the retail areas.
## **Fundraising Committee**
– responsible for strategic oversight of the fundraising delivery and services. To oversee associated policy, strategy, and performance across all fundraising income areas.
Over the year the Board and Committee cycle has moved to a quarterly model, with a Board and Executive Team Strategy Day annually.
Please see page 64 for a full list of Trustees, which also shows movements through the year under review.
## **Statement of Trustees’ Responsibilities and Corporate Governance**
The Trustees are responsible for their annual report, and for the preparation of accounts for each financial year which give a true and fair view of the incoming resources and application of those resources during the year, and of the state of affairs as at the end of the financial year. In preparing these accounts, the trustees are required to:
- proper records are maintained and financial information used within the hospice, or for publication, is reliable;
- the hospice complies with relevant laws and regulations.
## **Reserves Policy**
- The Trustees reviewed the policy on reserves in March 2020 and kept the existing policy unchanged. The trustees recognise that the additional financial support provided by the government to counter the impact of the Covid-19 pandemic, together with higher-thanexpected legacy income and investment gains has resulted in reserves ending the year at much higher level than planned. This gives Trustees the assurance with deficits forecast in the 2021-25 planning cycle, general unrestricted reserves are likely to be above the 12 months operating expenditure level while investing in our infrastructure and expanding our reach and the services the hospice offers to its patients and their families, thereby increasing the hospice’s baseline costs.
- ensure that suitable accounting policies are established and applied consistently;
- make judgements and estimates which are reasonable and prudent;
- state whether applicable accounting standards and statement of recommended accounting practice have been followed, subject to any material departures disclosed and explained in the accounts; and
- prepare the accounts on a going concern basis unless it is inappropriate to presume that the hospice will continue in operation.
The Trustees confirm that they have complied with the above requirements in preparing the accounts.
Accordingly, the existing policy is at a level that the trustees consider will be adequate. The policy is to always maintain unrestricted reserves at a minimum of 9 months of unrestricted operating expenditure, taking account of future forecasts.
The Trustees have overall responsibility for ensuring that the hospice has appropriate systems and controls, financial and otherwise. They are also responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the hospice and enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the hospice and for their proper application as required by charity law, and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities and to provide reasonable assurance that:
On current levels of expenditure, maintaining unrestricted general fund between £9.0 million and £12.0 million will ensure long-term financial stability and enable the hospice to withstand external events which may affect the level of income received. Planned investment from reserves as part of the plan to expand our services and improve the infrastructure could result in the reduction of the current level of unrestricted general fund of £20.9 million and increase the baseline cost.
- the hospice is operating efficiently and effectively;
- all assets are safeguarded against unauthorised use or disposition and are properly applied;
**NLH 31**
## **Investment Policy**
The Memorandum and Articles of Association do not place any restrictions on the investment policy to be adopted. Subject to the Trustee Act 2000, the Trustees have invested surplus funds, whilst ensuring easy access to meet the operating costs of the hospice.
Specific investment powers are delegated to Newton Investment Management Limited under the following restrictions:
- No investment in tobacco stocks, unquoted shares, derivatives, or unregulated collective investment schemes;
- Investments are consolidated in Newton Fund for Charities, effectively holding units in a highly diversified but readily accessible portfolio.
## **Principal Risks and uncertainties**
The Board of Trustees has overall responsibility for risk management of North London Hospice. This includes setting the risk appetite for the charity, ensuring there are reasonable procedures in place for the prevention and detection of major risks, including fraud risk and other irregularities, and ensuring that risk procedures are reviewed when issues arise.
During the year under review, we introduced changes to improve and refresh our risk management processes, and our committee and governance structure was reviewed and strengthened to help us manage our approach to mitigating against risk across North London Hospice.
• North London Hospice committee groups now meet quarterly to oversee key risk areas, including information governance and data privacy, fraud, and bribery, safeguarding and business continuity. Risks are escalated as appropriate. The Business Continuity Group Membership – Terms of Reference are being reviewed in 2022/23.
- Each directorate meet regularly, to carry out reviews of risk management arrangements across the directorate and inform the escalation of the risk to the Executive Team/Board
• The Executive Team, chaired, by the Chief Executive, regularly reviews and monitors key charity-wide strategic and operational risks at its fortnightly meetings.
- The newly formed Clinical Governance and Assurance Committee scrutinises the management of clinical risks, and the monitoring of clinical incidents and trends.
- Each committee reviews the results of the executive risk management and the operation of our risk management processes. Each committee review and deep dive into selected key risks as necessary.
In addition, we have policies and procedures to identify and manage risks arising from our existing operations and strategic development, and to provide reasonable assurance against material errors or loss.
## **Planning & Performance**
We operate a comprehensive annual planning and budgeting process. We monitor performance through use of key financial and performance indicators which compare actual results and activity against our plans and are routinely reported to the Board of Trustees. A phased budget and regular forecasting enable the Trustees and the Executive Team to link financial performance with resource and activity levels. The Finance & External Audit Committee has delegated oversight in this area.
## **Internal Audit**
Internal controls are subject to scrutiny by each committee – we carry out a programme of cyclical reviews throughout North London Hospice. The Executive Team approves and present the annual audit plan and scrutinise regular reports and present to each committee on progress against the audit plan, the effectiveness of controls in audited functions, and recommendations from audits.
To the many nurses, doctors, assistants, cleaners, and volunteers who cared for our father. We are more grateful than we can ever express for the skill and tenderness you showed him and for the two days he was with you.
Thank you, we plan to fundraise for you in a number of ways. **Inpatient Unit compliment**
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**NLH 33**
## **Contents**
## **Key Strategic Risk**
## An overview of our key strategic risks for 2021/22 and the actions we have taken to mitigate them is summarised in the table below. Each risk area is supported by relevant policies and procedures that are regularly reviewed and updated, and subject to compliance testing.
**----- Start of picture text -----**
Risk How we manage it
**----- End of picture text -----**
|regularly reviewed and updated, and subject to
**Risk**|compliance testing.
**How we manage it**|
|---|---|
|**ID01**
**CORONAVIRUS**
– risk that coronavirus continues to
significantly impact upon our ability to
deliver services|•Business continuity meetings to manage the ongoing
issues as they arise and to seek to mitigate the risks
coronavirus presents to our future
•Executive Team leadership and discussion on
government roadmap
•Clinical Governance & Assurance Committee|
|**ID02**
**FINANCIAL SUSTAINABILITY**
– risk that the charity has insufficient
funds to deliver plans to sustain services|•Regular monitoring of income and expenditure
and regular financial planning and review
•Internal financial controls and policies
•Diversification of income streams and
maintenance of prudent financial reserves
•Expert external management of investments
•Charity-wide assurance groups|
|**ID03**
**SERVICE QUALITY**
– risk of quality failure that may result in
patient or user harm|•Robust clinical governance processes and
oversight
•High quality specialist training for staff
•Quality reviews and compliance checks
•Reviewing and action of patient and carer
feedback, incidents and complaints, and trends
•Proactive engagement with the NHS|
|**ID04**
**STRATEGY AND CHANGE**
– risk that the charity is unable to adapt
to changing environment and need
with the best possible strategic and
operating plan, which
may well lead to reduced ability to
deliver the highest impact|•Executive Team leading on the implementation of
the new Strategic Plan, ambitions, and operating
plans – launched November 2021
•Board of Trustees oversight of strategy and
delivery of operational plans
•Executive Team and Board oversight of significant
change programmes
•Balanced scorecard reporting|
|**ID05**
**PEOPLE, CULTURE, WELLNESS**
– risk that the charity is unable to
recruit, retain and support suitable staff
or sustain a culture that supports the
delivery of its strategy|•Learning and Development programmes
•Benchmarking of remuneration and benefits
•Comprehensive and innovative recruitment methods
•Staff and volunteer engagement surveys and forum
feedback mechanisms
•Equality, Diversity & Inclusion Strategy, plan and forum
•Freedom to Speak Up Guardians
•Access to Employee Assistance Programme
& Occupational Health
•People Strategy – launched December 2021|
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Risk How we manage it
**----- End of picture text -----**
|**Risk**|**How we manage it**|
|---|---|
|**ID06**
**SAFEGUARDING**
– risk that inability to safeguard
vulnerable adults may lead to serious
hard/abuse|•Safeguarding leads within the charity
•Safe recruitment practices, including
pre-employment checks and screening
•Regular role-specific mandatory safeguarding
training Promotion of Freedom to Speak up Guardians|
|**ID07**
**GOVERNANCE & COMPLIANCE**
– risk that failures in governance or
compliance may lead to poor decision
making, or legal or regulatory action|•Clinical Governance & Assurance Committee and
charity-wide assurance groups to monitor standards,
performance, service developments, incidents, and
complaints
•Policies, procedures, and guidance supported by
training and specialist roles|
|**ID08**
**HEALTH & SAFETY & THE**
**ENVIRONMENT**
– risk that failures to act in accordance
with guidance could cause harm
negatively impact service delivery and
lead to legal or regulatory action|•Specialist Health & Safety Group and external
consultant & advisor
•Project group to examine environmental impact of
our activity
•Green Pledge launched January 2022|
|**ID09**
**DATA GOVERNNCE, SECURITY,**
**PRIVASCY AND QUALITY**
– risk that inadequate systems for the
governance, privacy and security of data
may lead to harm, negatively impact
service delivery and lead to legal
or regulatory action|•Privacy and security impact assessments for all
new business initiatives
•Security audits and reviews
•Mandatory training and guidance for all staff
•Specialist roles – Senior Information Risk Officer,
Data Protection Officer, Caldicott Guardian
•Information Governance Group – through business
continuity policy|
|**ID10**
**INFRASTUCTURE**
– risk that core systems and technology
are inadequate to serve strategy and
service needs|•Internal audit and self-assessment
•External testing and benchmarking
•Continuous improvement programmes
•Review of IT support and new strategy|
|**ID11**
**REPUTATION**
– risk that incidents or events may
damage or negatively impact our
reputation or operations|•Business continuity plan
•Executive Team meetings
•Public liability and professional indemnity insurance
•Communications team|
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**NLH 35**
**Complaints and Concerns**
## **Financial Review of the year**
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Quality Performance Indicator 2021-2022
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|Quality Performance Indicator|2021-2022|
|---|---|
|||
|Number of Complaints (NLH target fewer than 30)|15|
|Investigations completed, complaint upheld/partially|13|
|Investigations completed, complaint not upheld|2|
NLH receives complaints about clinical and non-clinical (charity shops) aspects of its business. This year we received a total of 15 complaints:
- 10 were clinical (patient service) 4 were retail, 1 related to facilities
The 10 clinical complaints involved the community services. Less than 0.3% of patients and families supported by NLH this year made a complaint.
The themes of clinical complaints raised this year were predominantly communication of staff to service users and care of patient.
Total net movement in funds was £2.6 million in the year ended 31 March 2022 (2021: £6.5 million) due to the one off Covid-19 NHSE Emergency Funding and Furlough Scheme receipts of £1.0 million and £1.1 million gains on investments. Of the total net movement in funds, £2.3 million (2021: £5.9 million) was unrestricted.
Total incoming resources were £15.0 million in the year ended 31 March 2022, compared with £17.1 million in the year ended 31 March 2021.
Total donations and fundraising were 60% higher at £2.8 million. Within this total, unrestricted donations of £2.5 million and restricted donations of £270K were respectively £915K and £132K higher than the previous year.
Legacy income of £2.5 million in 2022 was £1.7 million lower than the previous year. Legacy receipts fluctuate from year to year and are unpredictable.
Total grants income was £5.9 million compared with £8.8 million in the previous year, of which £2.1 million (2021: £4.9 million) was restricted. Other than the restricted grant from Betty Messenger Charitable Foundation of £105K (2021: £314K) and NHSE COVID-19 Emergency Funding totalling £990K (2021: £3.5 million), regular NHS restricted funding reduced by £11K. Restricted regular NHS funding of £374K was received towards the direct cost of providing Palliative Care Support Service and a further £670K towards the cost of operating the Haringey Community Team. The core unrestricted NHS funding remained unchanged at £3.7 million for the year ended 31 March 2022.
Other trading activities reflect the charity shops operations, made up of charity shops sales of £2.8 million (2021: £1.2 million), donations of agency sales and Gift Aid of £626K (2021: £172K) and rental income of £12K (2021: £12K). Charity shops also received £10K (2021: £444K) funding for staff on furlough and £70K (2021: £185K) COVID-19 Retail, Hospitality and Leisure grants. However, as of 31 March 2022, there were £49K more agency sales (2021: £89K less) pending conversion to donations than the previous year. Adjusting for these, income generated from
the charity shops operations increased by £1.6 million to £3.5 million as the shops were required to remain shut for 206 days during periods of national lockdown in the previous year.
Investment income at £242K was £12K higher than the previous year and overall, including gains in the value of the hospice’s portfolio of investments of £1.1 million, this represents a return of 9%.
Total expenditure was £13.5 million, compared with £12.9 million in the previous year. The increase in expenditure reflects the general cost of inflation and staff pay settlement.
The budgeted deficit for the year ending 31 March 2023 and forecast deficits for the years following in the planning cycle, again reinforces the need for caution about the hospice’s financial position in the medium term.
The World stock markets continued the recovery from the losses sustained during the outbreak of Covid-19 in the prior year until the last quarter losing some ground due to the conflict in Ukraine and high cost of living resulting from increasing oil and gas prices.
There is still ongoing uncertainty about levels of future NHS funding for hospices, with greater reliance on grant income to meet the need within the NHS for the provision of end-of-life care.
The hospice continues to take steps to improve voluntary donations and fundraising income. The current economic climate with continued uncertainty resulting from COVID-19, high level of inflation, increasing cost of living giving and increased competition for the same resources has meant that the external trend of donations is downwards and raising voluntary income will be hard for many years to come, while the pressure for higher pay settlement could result in higher expenditure. The shortage of ablebodied volunteers, increased competition from other charity shops and reduced footfall on the High Street as more purchases are being made online continue to impact the charity shops performance.
**36 NLH IMPACT REPORT**
**NLH 37**
## Internal and external drivers such as the The North London Hospice’s objects comply coronavirus pandemic which affect hospice directly with two of the Charities Act’s **Contents** staffing levels increase the risk from staff descriptions of “charitable purpose”: sickness and increased staff turnover resulting • “the advancement of health” and in higher costs and a failure to achieve a • “the relief of those in need, by reason of level of care expected by service users and Commissioners. youth, age, ill-health, disability, financial
- “the relief of those in need, by reason of youth, age, ill-health, disability, financial hardship or other disadvantage”.
Although there is continued uncertainty of the ultimate impact of Covid-19 pandemic on the charity and its activities, the action that has been taken, together with the contingency plans that may be necessary to make going forward, combined with the level of reserves held, mean that the Trustees expect the charity to be able to continue its activities.
The hospice’s charitable purpose is enshrined in the wording of the hospice’s objects.
The Trustees ensure that this purpose is carried out for the public benefit by delivering services that is valued by our patients, their families and friends and the community in general.
Hospice services are available to those most in need of the services in the London boroughs of Barnet, Enfield, and Haringey. The hospice provides specialist palliative care in an inpatient, outpatient and therapies and community setting.
However, the general uncertainty in the funding streams with increased reliance on legacy income, which is unpredictable, the planned investment from reserves to improve the infrastructure and the upward trend in our baseline cost may result in unrestricted general fund falling in the coming years.
## **Disclosure of Information to the Auditor**
As far as the Trustees are aware, there is no relevant information of which the company’s auditor is unaware. The Trustees have taken all the steps that they ought to have taken as Trustees to make themselves aware of any relevant audit information and to establish that the company’s auditor is aware of that information.
While reductions in services would be avoided, if possible, increases in income levels remain crucial to the ongoing operation and development of the hospice.
## **Public Benefit Statement**
The Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011 to have due regard to the Charity Commission’s general guidance on public benefit, “Charities and Public Benefit”.
Approved by the Board of Trustees on 16 August 2022 and signed on its behalf by:
**ELISABETH BURGESS JONES** Chair of Trustees
**ANDREW J. HARRIS** Company Secretary and Honorary Treasurer
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NLH 39
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**38 NLH IMPACT REPORT**
## **Contents** Independent Auditors Report to the Members of North London Hospice
## **Opinion**
We have audited the accounts of North London Hospice (the 'charitable company') for the year ended 31st March 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the accounts, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 "The Financial Reporting Standard Applicable in the UK and Ireland" (United Kingdom Generally Accepted Accounting Practice).
In our opinion the accounts:
- give a true and fair view of the state of the charitable company's affairs as at 31st March 2022, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the Companies Act 2006.
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those standards are further described in the auditor’s responsibilities for the audit of accounts section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the accounts in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
## **Other information**
The other information comprises the information included in the trustees’ annual report and the impact report, other than the accounts and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the accounts does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the accounts or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the accounts themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the trustees’ annual report and the impact report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the trustees’ annual report and the impact report have been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report and the impact report.
We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the accounts are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of Trustees**
As explained more fully in the trustees’ responsibilities statement set out on page 31, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the accounts and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of accounts that are free from material misstatement, whether due to fraud or error.
In preparing the accounts, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
**40 NLH IMPACT REPORT**
**NLH 41**
## **Auditor’s responsibilities for the audit of the accounts Contents**
## **Auditor’s responsibilities for the audit of the accounts**
## Our objectives are to obtain reasonable assurance about whether the accounts as a whole are free
from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these accounts.
“Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:“
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
## **Use of our report**
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters which we are required to state to them in an auditor’s report addressed to them and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company and charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.
- enquiry of management and those charged with governance.
- reviewing accounts disclosures and testing to supporting documentation to assess compliance.
- performing audit work over the risk of management override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for bias.
“Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the accounts or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the accounts, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.“
Karen Wardell Orbital House (Senior Statutory Auditor) 20 Eastern Road, Romford for and on behalf of Essex RM1 3PJ Moore Kingston Smith LLP, Statutory Auditor 2006
16 August 2022
As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
- Identify and assess the risks of material misstatement of the accounts, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
- Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charitable company’s internal control.
- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.
- Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the accounts or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.
Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.
- Evaluate the overall presentation, structure and content of the accounts, including the disclosures, and whether the accounts represent the underlying transactions and events in a manner that achieves fair presentation (ie. gives a true and fair view).
**42 NLH IMPACT REPORT**
**NLH 43**
## Statement of **Contents** Financial Activities
## **NORTH LONDON HOSPICE STATEMENT OF FINANCIAL ACTIVITIES, INCLUDING THE INCOME AND EXPENDITURE ACCOUNT**
|FOR THE YEAR ENDED:
Income:
Donations and fundraising
Legacies
Charitable activities
Grants
4
Other trading activities
Charity shops sales
Donated agency sales
Rental income
Investment income
5
Other
6
Total income
Expenditure:
Raising funds
Fundraising and promotion
7
Charity shops expenditure
8
Investment manager’s fees
Charitable activities
Cost of operation of hospice
9
Other
Interest on loan from The Governors
of the Peabody Donation Fund
Total expenditure
Net gains on investments
13
Net income/(expenditure)
before transfers
Transfers between funds
18
Net movement in funds
Reconciliation of funds:
Total funds brought forward,
1st April 2021
Total funds carried forward,
31st March 2022
£||31ST MARCH 2022|31ST MARCH 2022||2021|
|---|---|---|---|---|---|
||Unrestricted
funds|Restricted
funds|Endowment
funds|Total
funds|Total
funds|
||2,535,710
2,468,132
3,805,820
2,774,244
626,378
11,695
170,005
82,445|270,307
-
2,138,961
-
-
-
-
15,204|-
-
-
-
-
-
72,328
-|2,806,017
2,468,132
5,944,781
2,774,244
626,378
11,695
242,333
97,649|1,758,494
4,138,281
8,780,503
1,186,030
172,487
11,581
229,932
795,221|
||12,474,429|2,424,472|72,328|14,971,229|17,072,529|
||827,863
2,195,446
58,321
7,753,915
130,520|143
10,367
-
2,416,973
-|-
-
-
72,328
-|828,006
2,205,813
58,321
10,243,216
130,520|720,546
2,045,179
51,200
10,054,028
21,100|
||10,966,065|2,427,483|72,328|13,465,876|12,892,053|
||785,762|-|329,200|1,114,962|2,305,775|
||2,294,126
24,286|(3,011)
(24,286)|329,200
-|2,620,315
-|6,486,251
-|
||2,318,412
24,617,527|(27,297)
102,360|329,200
2,920,633|2,620,315
27,640,520|6,486,251
21,154,269|
||26,935,939|75,063|3,249,833|30,260,835|27,640,520|
All incoming resources and resources expended derive from continuing activities. The statement of financial activities includes all gains and losses recognised in the year. The detailed comparative information for the statement of financial activities is included at note 23. The attached notes form part of these accounts.
**44 NLH IMPACT REPORT**
**NLH 45**
## **BALANCE SHEET 31ST MARCH Note 2022** ~~**Contents**~~
|~~**onen**~~
**BALANCE SHEET**|~~**s**~~
**31ST MARCH**||
|---|---|---|
|**Note**
Fixed assets:
Tangible assets
12
Investments
13
Total fixed assets
Current assets:
Debtors
14
Cash on deposit
Cash on current account and in hand
Total current assets
Liabilities:
Creditors: amounts falling due within one year
15
Net current assets
Total assets less current liabilities
Creditors: amounts falling due after more than one year
16
Total net assets
£
The funds of the charity:
Endowment funds
17
Restricted income funds
18
Unrestricted funds
Designated fund
19
General fund
Total charity funds
£|**2022**
7,579,083
15,268,084
22,847,167
7,194,996
2,657,228
244,318
10,096,542
(1,095,534)
9,001,008
31,848,175
(1,587,340)
30,260,835
3,249,833
75,063
5,991,743
20,944,196
30,260,835|**2021**
7,830,708
13,911,240|
|||21,741,948|
|||5,951,344
2,456,170
243,833|
|||8,651,347
(1,295,955)|
|||7,355,392|
|||29,097,340
(1,456,820)|
|||27,640,520|
|||2,920,633
102,360
6,373,888
18,243,639|
|||27,640,520|
Approved for issue by the Board of Trustees on 16th August 2022 and signed on its behalf by:-
**ELISABETH B. JONES (Chairman)**
**ANDREW J. HARRIS (Honorary Treasurer)**
## **STATEMENT OF CASH FLOWS**
|FOR THE YEAR ENDED:
Net cash provided by operating activities
Cash flows from investing activities
Investment income
Income from UK listed investments
Interest receivable
Purchases of tangible fixed assets
Purchases of fixed asset investments
Cash used in investing activities
Increase in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
£
Reconciliation of net movement in funds to net cash flow from operating activities
Net movement in funds
Investment income
Income from UK listed investments
Interest receivable
Depreciation
Loss on disposals of tangible fixed assets
Interest payable
Net gains on investments
Increase in debtors
Decrease in creditors
Net cash provided by operating activities
£
Analysis of cash and cash equivalents
Bank deposit accounts (less than three months)
Bank current accounts
Cash in hand
Total
£
Analysis of changes in net funds
At start of the year
Cash at bank and in hand
243,833
Deposits
2,456,170
£
2,700,003|31ST MARCH|31ST MARCH|
|---|---|---|
||2022
335,355
241,882
451
(134,263)
(241,882)
(133,812)
201,543
2,700,003
2,901,546
2,620,315
(241,882)
(451)
385,718
170
130,520
(1,114,962)
(1,243,652)
(200,421)
335,355
2,657,228
242,595
1,723
2,901,546
Movement
485
201,058
201,543|2021|
|||866,823|
|||229,526
406
(225,766)
(229,526)|
|||(225,360)|
|||641,463
2,058,540|
|||2,700,003|
|||6,486,251
(229,526)
(406)
377,846
200
21,100
(2,305,775)
(2,739,486)
(743,381)
866,823|
|Net movement in funds
Investment income
Income from UK listed investments
Interest receivable
Depreciation
Loss on disposals of tangible fixed assets
Interest payable
Net gains on investments
Increase in debtors
Decrease in creditors
Net cash provided by operating activities
Analysis of cash and cash equivalents|||
|||2,456,170
241,850
1,983|
|Bank deposit accounts (less than three months)
Bank current accounts
Cash in hand
Total
Analysis of changes in net funds|||
|||2,700,003|
|||At end of year|
|Cash at bank and in hand
Deposits
£|||
|||244,318
2,657,228|
|||2,901,546|
**The attached notes form part of these accounts.**
**46 NLH IMPACT REPORT**
**NLH 47**
## **ACCOUNTING POLICIES FOR THE YEAR ENDED 31 MARCH 2022 Contents**
## **Company information**
North London Hospice is a company limited by guarantee incorporated in England and Wales. The registered office is 47 Woodside Avenue, London, N12 8TF.
## **a) Basis of preparation of accounts and assessment of going concern**
The accounts have been prepared under the historical cost convention with the exception of investments which are included at their market value. The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, the Companies Act 2006 and Charities Act 2011.
The accounts are prepared in sterling, which is the functional currency of the company.
Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
The trustees have prepared the accounts on the going concern basis which assumes the charitable company will continue in operational existence for the foreseeable future as the trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. The additional support provided by the Government, combined with the level of reserves held, mean that the trustees expect the charity to be able to continue its activities for a period of at least 12 months from the approval of these accounts. Accordingly, the trustees continue to adopt the going concern basis in the preparation of the accounts.
North London Hospice meets the definition of a public benefit entity under FRS 102.
## **b) Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the accounts.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the accounts.
Endowment funds are capital funds that must be retained for the benefit of the charity. The use of income arising from these capital sums may be subject to restrictions.
Investment income, gains and losses are allocated to the appropriate fund.
## **c) Income**
All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.
For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor to the Trust that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.
## **c) Income (continued)**
Grant and service level agreement income is recognised in the period to which the income relates. Government grant income from the Coronavirus Job Retention Scheme (furlough income) is recognised in the Statement of Financial Activities in the period to which the underlying furloughed staff costs relate. Government grant income received from the Retail, Hospitality and Leisure Grant Fund is recognised in the Statement of Financial Activities in the period in which the charity meets the criteria for entitlement.
Income from investments has been taken into the accounts when receivable. Interest receivable has been accounted for on an accruals basis.
## **d) Expenditure and irrecoverable value added tax**
Expenditure is recognised once there is a legal or constructive obligation to make payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
All expenditure is accounted for on an accruals basis. Staff and other costs are allocated directly to the activity for which they are incurred. Costs of raising funds comprises the costs associated with attracting voluntary income and the costs of operating the charity’s shops.
Charitable activities expenditure comprises those costs incurred in the delivery of hospice services. It includes both costs that can be directly allocated and those of an indirect nature necessary to support them including governance costs.
Not all value added tax is recoverable. Irrecoverable VAT is charged against the expenditure heading for which it was incurred.
## **e) Capitalisation and depreciation**
The trustees have adopted the policy that small items of expenditure, being those less than £1,000, of a capital nature are not capitalised but are included in resources expended.
Freehold land is not depreciated. Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:
|bases:||||
|---|---|---|---|
|Freehold buildings|-|2%|straight-line|
|Furniture, fxtures, fttings and||||
|medical equipment|-|20%|straight-line|
|Motor vehicles|-|25%|straight-line|
|Refurbishment|-|10%|straight-line|
## **f) Investments**
Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. The statement of financial activities includes the net gains and losses arising on revaluation and disposals throughout the year.
The charity does not acquire put options, derivatives or other complex financial instruments.
The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.
investment markets due to wider economic conditions, the attitude of investors to investment risk, and changes in sentiment concerning equities and within particular sectors or sub sectors.
Donations are accounted for when received by the charity. Donated agency sales relating to proceeds from sale of goods subsequently donated to the charity are accounted for when confirmed by the donor. Tax reclaimed in respect of Gift Aid is accounted for on an accruals basis. Tangible assets donated are included in the accounts at their market value. Goods donated to fundraising shops are included in the accounts when sold. The charity also receives the benefit of work carried out by volunteers, the value of which cannot be quantified.
**48 NLH IMPACT REPORT**
**NLH 49**
## **Contents**
## **g) Stocks**
Stocks of donated goods to fundraising shops are not reflected in the accounts because the trustees consider it is impracticable to be able to assess the amount of donated goods until sale as there are no systems in place which record these items until they are sold and undertaking a stock take would incur undue cost for the charity which far outweighs the benefits.
## **h) Debtors**
Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid.
## **i) Cash at bank and in hand**
Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.
## **j) Creditors and provisions**
Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
## **k) Financial instruments**
The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.
## **l) Pensions**
The charity contributes to defined benefit and defined contribution schemes on behalf of its employees.
The assets of the defined benefit schemes are held separately from those of the Hospice by the National Health Service Superannuation Scheme and the Local Government Pension Scheme.
The assets of the National Health Service Superannuation Scheme cannot be identified on a consistent and reasonable basis. Contributions to the scheme are charged to the statement of financial activities so as to spread the cost of pensions over employees’ working lives with the charity. The contributions are determined by qualified actuaries on the basis of periodic valuations.
Defined contribution scheme pension costs charged in the accounts represent the amounts payable to the scheme in respect of the year. Where employees’ wages and salaries are allocated to unrestricted or restricted funds, the pension costs relating to those employees, and any associated liabilities, are allocated to the same funds.
## **m) Operating leases**
Rental costs under operating leases are charged in the accounts in equal annual instalments over the period of the leases.
## **NOTES TO THE ACCOUNTS**
## **1. Legal status**
North London Hospice is a company limited by guarantee and has no share capital. It is registered in England and Wales. The members of the company are the trustees named on page 1, of which there were 15 at 31st March 2022 (2021 - 14 members). In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.
## **2. Judgements in applying accounting policies and key sources of estimation uncertainty**
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.
_Key sources of estimation uncertainty_
The annual depreciation charge for tangible fixed assets is sensitive to changes in the estimated useful economic lives and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are amended when necessary to reflect current estimates, based on technological advancement, future investments, economic utilisation and the physical condition of the assets. See note 12 for the carrying amount of the tangible fixed assets and accounting policy e) for the useful economic lives for each class of asset.
## **3. Group accounts**
The charity has one wholly owned subsidiary company, North London Hospice (Trading) Limited. Group accounts have not been prepared as the subsidiary company is not material in the context of the group. Accordingly, these accounts present information about the charity as an individual entity and not about its group.
|**Grants**
Year ended 31st March 2022
Barnet CCG
Enfield CCG
Haringey CCG
NHS Partial Offset of Pensions Costs
North Middlesex Hospital NHS Trust
Betty Messenger Charitable Foundation
NHSE COVID-19 Emergency Funding
COVID-19 Retail, Hospitality & Leisure Grant
London Strategic Health Authority
£|**Unrestricted**
**funds**|**Restricted**
**funds**|**Endowment**
**funds**|**Total**|
|---|---|---|---|---|
||1,861,408
1,655,632
123,060
65,360
-
-
-
70,360
30,000|212,160
162,318
-
-
669,683
104,781
990,019
-
-|-
-
-
-
-
-
-
-
-|2,073,568
1,817,950
123,060
65,360
669,683
104,781
990,019
70,360
30,000|
||3,805,820|2,138,961|-|5,944,781|
## **4. Grants**
**50 NLH IMPACT REPORT**
**NLH 51**
## **Unrestricted Restricted funds funds Cont** ~~**ents**~~
## **4. Grants (continued)**
## **Unrestricted Restricted Endowment funds funds funds**
**funds Total**
The NHSE awarded funding to allow the Hospice to make available bed capacity and community support from April 2020 to July 2020 to provide support to people with complex needs in the context of the COVID-19 situation and to provide bed capacity and community support from November 2020 to March 2021 for the same purpose. Further NHSE funding was received in the year ended 31 March 2022.
## _Year ended 31st March 2021_
|Barnet CCG
Enfield CCG
Haringey CCG
NHS Partial Offset of Pensions Costs
North Middlesex Hospital NHS Trust
Betty Messenger Charitable Foundation
NHSE COVID-19 Emergency Funding
COVID-19 Retail, Hospitality & Leisure Grants
£
**Investment income**
_Year ended 31st March 2022_
Income from UK listed investments
Interest receivable
£
_Year ended 31st March 2021_
Income from UK listed investments
Interest receivable
£|1,861,408
1,655,632
123,060
65,360
-
-
-
185,123|212,160
162,318
-
-
681,092
314,346
3,520,004
-|-
-
-
-
-
-
-
-|2,073,568
1,817,950
123,060
65,360
681,092
314,346
3,520,004
185,123|
|---|---|---|---|---|
||3,890,583|4,889,920|-|8,780,503|
||169,721
284|-
-|72,161
167|241,882
451|
||170,005|-|72,328|242,333|
||167,900
239|-
-|61,626
167|229,526
406|
||168,139|-|61,793|229,932|
## **5. Investment income**
**Unrestricted Restricted Endowment funds funds funds Total**
## **6. Other income**
_Year ended 31st March 2022_
|Education income
Insurance claim
COVID-19 - Furlough Scheme
£
_Year ended 31st March 2021_
Education income
Management charge
Insurance claim
Covid-19 - Furlough Scheme
£
**Fundraising and promotion**
_Year ended 31st March 2022_
Staff costs
Other costs
£
Year ended 31st March 2021
Staff costs
Other costs
£
**Charity shops expenditure**
_Year ended 31st March 2022_
Staff costs
Other costs
Rents paid under operating leases
Rates and water
£
_Year ended 31st March 2021_
Staff costs
Other costs
Rents paid under operating leases
Rates and water
£|52,445
30,000
-|-
-
15,204|-
-
-|52,445
30,000
15,204|
|---|---|---|---|---|
||82,445|15,204|-|97,649|
||223,425
2,824
19,821
-
246,070|-
-
-
549,151
549,151|-
-
-
-
-|223,425
2,824
19,821
549,151
795,221|
||700,815
127,048|143
-|-
-|700,958
127,048|
||827,863|143|-|828,006|
||603,569
98,409|18,568
-|-
-|622,137
98,409|
||701,978|18,568|-|720,546|
||1,260,077
308,039
586,657
40,673|10,367
-
-
-|-
-
-
-|1,270,444
308,039
586,657
40,673|
||2,195,446|10,367|-|2,205,813|
||745,360
337,787
515,045
2,723|444,264
-
-
-|-
-
-
-|1,189,624
337,787
515,045
2,723|
||1,600,915|444,264|-|2,045,179|
## **7. Fundraising and promotion**
## **8. Charity shops expenditure**
**52 NLH IMPACT REPORT**
**NLH 53**
## **Unrestricted Restricted Endowment funds funds funds Contents**
||**Unrestricted**|**Restricted**||**Endowment**|||
|---|---|---|---|---|---|---|
||**funds**|**funds**||**funds**||**Total**|
|**Cost of operation of hospice**|||||||
|_Year ended 31st March 2022_|||||||
|Direct costs|||||||
|Hospice staff costs|4,817,757|2,366,613||72,328||7,256,698|
|Catering and cleaning services|97,066|18||-||97,084|
|Other medical costs|185,596|1,470||-||187,066|
|Support costs|||||||
|Support staff costs|1,055,730|26,274||-||1,082,004|
|Premises costs|391,072|1,141||-||392,213|
|Other costs|798,977|21,457||-||820,434|
|Depreciation|385,717|-||-||385,717|
|Governance costs (see Note 10)|22,000|-||-||22,000|
|£|7,753,915|2,416,973||72,328||10,243,216|
|_Year ended 31st March 2021_|||||||
|Direct costs|||||||
|Hospice staff costs|2,490,684|4,986,387||61,793||7,538,864|
|Catering and cleaning services|78,477|1,200||-||79,677|
|Other medical costs|157,789|20,885||-||178,674|
|Support costs|||||||
|Support staff costs|922,783|23,420||-||946,203|
|Premises costs|329,752|5,000||-||334,752|
|Other costs|563,439|15,267||-||578,706|
|Depreciation|377,846|-||-||377,846|
|Governance costs (see Note 10)|19,306|-||-||19,306|
|£|4,940,076|5,052,159||61,793||10,054,028|
## **9. Cost of operation of hospice**
Support costs including governance costs incurred relating to fundraising and promotion and charity shops are immaterial. Consequently all support costs are included in the cost of operation of hospice.
**Unrestricted Restricted Endowment funds funds funds Total**
## **10. Governance costs**
_Year ended 31st March 2022_
|Auditors’ remuneration
Accountancy fees
£
_Year ended 31st March 2021_
Auditors’ remuneration
Accountancy fees
£|13,000
9,000|-
-|-
-|13,000
9,000|
|---|---|---|---|---|
||22,000|-|-|22,000|
||10,935
8,371|-
-|-
-|10,935
8,371|
||19,306|-|-|19,306|
## **11. Staff costs, trustee remuneration and expenses and the cost of key management personnel**
|2022
2021
Wages and salaries
9,078,025
9,103,009
Social security costs
756,750
728,802
Pension costs
475,329
465,017
£
10,310,104
10,296,828
The charity operates both defined benefit and defined contribution schemes for its employees, the pension charge
for the year is shown above. At the balance sheet date £82,900 (2021 - £68,605) was accrued for
pension costs.
Analysis by function:
Hospice services
7,256,698
7,538,864
Fundraising and promotion
700,958
622,137
Shops
1,270,444
1,189,624
Support
1,082,004
946,203
£
**10,310,104**
**10,296,828**
The number of higher paid employees was:
2022
2021
Number
Number
£60,000 to £70,000
7
7
£70,000 to £80,000
5
3
£80,000 to £90,000
3
1
£110,000 to £120,000
2
1|2022|2021|
|---|---|---|
||9,078,025
756,750
475,329|9,103,009
728,802
465,017|
||10,310,104|10,296,828|
||**10,310,104**|**10,296,828**|
||2022
Number|2021
Number|
||7
5
3
2|7
3
1
1|
**54 NLH IMPACT REPORT**
**NLH 55**
(continued)
## (continued) **11** . **Staff costs, trustee remuneration and expenses and the cost of key management personnel Contents**
## Contributions were made to a defined benefit scheme for ten (2021 - six) higher paid
employees and to a defined contribution scheme for five (2021 - five) higher paid employees. Total contributions in the year amounted to £97,167 (2021 - £61,720).
No trustees have received any remuneration in respect of their services or had any expenses reimbursed (2021 - the same).
The average number of employees, analysed by function, was:
|Hospice services
Fundraising and promotion
Shops
Support|2022
Number
114
12
42
23
191|2021
Number|
|---|---|---|
|||125
11
41
20|
|||197|
The staff costs and numbers of employees do not include any allowance for the work carried out for the hospice by over 590 volunteers. Volunteers have carried out a variety of roles including welcoming visitors to the hospice, assisting staff in the inpatient unit in serving meals, helping to transport patients to and from the Health and Welfare Centre, carrying out numerous administrative functions and helping at fundraising events, and a significant number of volunteers assist in our charity shops. The value of this work cannot be quantified.
The key management personnel of the charitable company are the trustees and the executive team, comprising the Chief Executive, the Medical Director, the Commercial and Finance Director, the Director of Fundraising and Corporate Engagement/Communications, the Director of People and the Director of Clinical Services. The employee benefits of the key management personnel totalled £563,125 (2021 - £567,427).
## **12. Tangible fixed assets**
|Cost
At 1st April 2021
Additions
Disposals
_At 31st March 2022_
Depreciation
Charge for the year
Disposals
Net book values
£
_At 31st March 2021_
£|**Freehold land**
**and buildings**
10,180,777
-
-
10,180,777
3,082,264
175,392
-
3,257,656
6,923,121
7,098,513|**Furniture,**
**fixtures and**
**fittings**
2,102,658
91,711
(9,399)
2,184,970
1,850,660
123,059
(9,229)
1,964,490
220,480
251,998|**Medical**
**equipment**
430,052
7,511
-
437,563
362,445
27,297
-
389,742
47,821
67,607|**Motor**
**vehicles**
120,254
-
(61,171)
59,083
120,254
-
(61,171)
59,083
-
-|**Refurbishment**
588,474
35,041
-
623,515
175,884
59,970
-
235,854
387,661
412,590|**Total**|
|---|---|---|---|---|---|---|
|||||||13,422,215
134,263
(70,570)|
|||||||13,485,908|
|||||||5,591,507
385,718
(70,400)|
|||||||5,906,825|
|||||||7,579,083|
|||||||7,830,708|
Freehold land and buildings includes buildings with a cost of £8,769,618 (2021 - the same) that are being depreciated.
Freehold land and buildings have not been revalued. The trustees consider that there is no advantage in obtaining a valuation as the land and buildings are used exclusively for charitable purposes.
All assets are held for charitable use.
**56 NLH IMPACT REPORT**
**NLH 57**
|**13.**|~~**Cont**~~**ent**
**Fixed asset investments**
Listed investments:
Market value at 1st April 2021
Additions at cost
Net gains on investments
Market value at 31st March 2022
Cost of shares in subsidiary company:
North London Hospice (Trading) Limited
£|~~**s**~~
2022
13,906,240
241,882
1,114,962
15,263,084
5,000
15,268,084|2021|
|---|---|---|---|
||||11,370,939
229,526
2,305,775|
||||13,906,240
5,000|
||||13,911,240|
The historical cost of the listed investments as at 31st March 2022 was £9,606,648 (2021 - £9,364,767).
At 31st March 2022 the listed investments all related to UK equities listed on the International Stock Exchange, London.
At 31st March 2022 UK equities comprised:
|6,899,084.35 units in the Newton Growth Fund
for Charities
2,181,972.52 units in the Newton Global
Growth &
Income Fund for Charities
£|Market
value
£
11,674,830
3,588,254
15,263,084|Cost
£|
|---|---|---|
|||7,259,412
2,347,236|
|||9,606,648|
The Hospice owns 100% of the ordinary share capital of North London Hospice (Trading) Limited, a company registered in England and Wales, company number 2268094. The registered office address of North London Hospice (Trading) Limited is 47 Woodside Avenue, London, N12 8TF.
Until 31st March 2018 North London Hospice (Trading) Limited sold goods on behalf of the public for commission, following which the owners were invited to donate the proceeds to the charity under the gift aid scheme. Since 1st April 2018 this has been dealt with directly by the charity as donated agency sales.
## **14. Debtors**
|**Debtors**|||
|---|---|---|
|VAT recoverable
Other debtors
Prepayments and accrued income
£|2022
104,114
1,402,104
5,688,778
7,194,996|2021|
|||110,742
703,160
5,137,442|
|||5,951,344|
Prepayments and accrued income includes measurable legacies committed to North London Hospice as at 31st March 2022, but which were not received by that date, amounting to £4,584,270 (2021 - £3,787,212).
## **15. Creditors: amounts falling due within one year**
|Expense creditors
Taxation and social security
Other creditors
Accruals and deferred income
£|2022
364,586
193,980
310,235
226,733
1,095,534|2021|
|---|---|---|
|||415,226
193,363
472,696
214,670|
|||1,295,955|
Within other creditors at 31st March 2022 is £nil (2021 - £210,500) owed to the London Pension Fund Authority resulting from the crystallization of the pension fund liability during year ended 31 March 2020.
Other creditors also includes £310,235 (2021 - £262,196) relating to agency sales under the retail Gift Aid scheme.
## **16** . **Creditors: amounts falling due after more than one year**
||||
|---|---|---|
|Loan - The Governors of the Peabody Donation Fund (secured)
(including rolled up interest of £1,087,340 (2021 - £956,820))
£|2022
1,587,340|2021|
|||1,456,820|
The loan, the principal sum of which is £500,000, is secured by a charge over certain freehold land owned by the Hospice and only becomes repayable, together with interest thereon equivalent to the drop in real value of the principal sum due to inflation between 30th June 1987 and the date of repayment, in certain eventualities, the main ones being in the event of liquidation or if the building is used for any purpose other than a hospice. The trustees consider the likelihood of such eventualities remote, and accordingly the creditor has been included within creditors: amounts falling due after more than one year.
During the year ended 31st March 2022 the Hospice charged North London Hospice (Trading) Limited a management charge of £nil (2021 - £2,824).
**58 NLH IMPACT REPORT**
**NLH 59**
## **17. Endowment funds Mrs. Burgess Contents**
|**Co**
**Endowment funds**|**nt**|**en**
**Mrs. Burgess**|**ts**|||
|---|---|---|---|---|---|
|Balance 1st April 2021
Income
Expenditure
Unrealised gains
_Balance 31st March 2022_
£|**Pauline Glasser**
**Endowment**
599,247
15,702
(15,702)
71,631
670,878|**Fund for**
**Children**
17,000
17
(17)
-
17,000|**Capital**
**Fund**
150,000
150
(150)
-
150,000|**Endowment**
**Fund**
2,154,386
56,459
(56,459)
257,569
2,411,955|**Total**
2,920,633
72,328
(72,328)
329,200|
||||||3,249,833|
## Pauline Glasser Endowment:
Under a trust deed dated 1st April 1993 the income of the trust fund may only be applied for the maintenance of the Hospice and for all other charitable purposes for which the North London Hospice was established. The fund is represented by fixed asset investments.
## Mrs. Burgess Fund for Children:
A capital sum of £17,000 was received in June 1995. Income is used for the company’s principal charitable purpose. The fund is represented by cash on deposit.
## Capital Fund:
Capital sums of £150,000 were received in 1993 and 1994. Income from the fund can be used for general purposes and the fund is represented by cash on deposit.
## Endowment Fund:
A capital sum of £1,280,095 was received during the year ended 31st March 2008. Income generated from the fund may be used for the Hospice’s general purposes. The trustees have also agreed with the donor that part or all of the capital sum may be used on running costs should the need arise in future years in a narrow range of particular circumstances. The fund is represented by fixed asset investments.
## **18. Restricted funds**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations to be applied for specific purposes:
|Community and IPU nursing fund
Equipment and teaching fund
Haringey Community Team
IPU refurbishment project fund
Front of House Finchley
Refurbishment
Overnight Community Service
PCSS fund
NHSE COVID-19 Emergency and
COVID-19 - Furlough Scheme
fund
IT equipment fund
Single Point of Contact
Other
£|**Balance**
**1st April 2021**
-
-
-
-
-
102,360
-
-
-
-
-
102,360|**Income**
14,931
10,390
669,683
14,195
68,600
263,135
374,478
835,161
-
170,062
3,837
2,424,472|**Expenditure**
(14,931)
-
(669,683)
(12,000)
-
(347,331)
(374,478)
(835,161)
-
(170,062)
(3,837)
(2,427,483)|**Transfers**
**between**
**funds**
-
(7,511)
-
-
(16,775)
-
-
-
-
-
-
(24,286)|**Balance**
**31st March 2022**|
|---|---|---|---|---|---|
||||||-
2,879
-
2,195
51,825
18,164
-
-
-
-
-|
||||||75,063|
## **Designated fund**
## **19.**
The trustees have designated £5,991,743 (2021 - £6,373,888) as a tangible fixed assets fund. This fund represents an amount equal to the net book value of the tangible fixed assets less the creditor falling due after more than one year which is secured by a charge over certain freehold land owned by the Hospice, as it forms part of the funds the Hospice holds that are not readily available to expend on meeting its charitable objectives.
## **20. Analysis of net assets between funds**
_At 31st March 2022_
|Endowment funds
Pauline Glasser Endowment
Mrs. Burgess Fund for Children
Capital Fund
Endowment Fund
Restricted funds
Equipment and teaching fund
IPU refurbishment project fund
Front of House Finchley
Refurbishment
Overnight Community Service
Unrestricted funds
Designated fund
Tangible fixed assets fund
General fund
_At 31st March 2021_
Endowment funds
Pauline Glasser Endowment
Mrs. Burgess Fund for Children
Capital Fund
Endowment Fund
Restricted funds
Overnight Community Service
Unrestricted funds
Designated fund
Tangible fixed assets fund
General fund|£|**Tangible**
**fixed assets**
-
-
-
-
-
-
-
-
7,579,083
-
7,579,083
**Tangible**
**fixed assets**
-
-
-
-
-
7,830,708
-
7,830,708|**Investments**
670,878
-
-
2,411,955
-
-
-
-
-
12,185,251
15,268,084
**Investments**
599,247
-
-
2,154,386
-
-
11,157,607
13,911,240|**Current**
**assets**|**Creditors**
-
-
-
-
-
-
-
-
(1,587,340)
(1,095,534)
(2,682,874)
**Creditors**
-
-
-
-
-
(1,456,820)
(1,295,955)
(2,752,775)|**Total**|
|---|---|---|---|---|---|---|
|||||-
17,000
150,000
-
2,879
2,195
51,825
18,164
-
9,854,479||670,878
17,000
150,000
2,411,955
2,879
2,195
51,825
18,164
5,991,743
20,944,196|
|||||10,096,542||30,260,835|
|||||**Current**
**assets**
-
17,000
150,000
-
102,360
-
8,381,987||**Total**
599,247
17,000
150,000
2,154,386
102,360
6,373,888
18,243,639|
||£|||8,651,347||27,640,520|
Transfers have been made from the Equipment and teaching fund and Front of House Finchley Refurbishment fund to the unrestricted general fund since appropriate expenditure has been incurred and therefore the conditions relating to the inherent restrictions have been complied with.
**60 NLH IMPACT REPORT**
**NLH 61**
## **Contents**
## **21. Commitments under operating leases**
The company is committed to make the following future minimum lease payments under non-cancellable operating leases for the use of land and buildings:
|leases for the use of land and buildings:|||
|---|---|---|
|Payable within one year
Payable within two to five years
Payable in more than five years
£
**22.**
**Financial instruments**
Financial assets
Financial assets measured at fair value
Financial assets that are debt
instruments measured
at amortised cost
£
Financial liabilities
Financial liabilities measured at amortised cost
£|2022
507,860
791,556
110,493
1,409,909
2022
18,164,630
6,810,414
24,975,044
1,401,554|2021|
|||435,065
704,809
-|
|||1,139,874|
|||2021|
|||16,606,243
5,575,605
22,181,848|
|||1,602,592|
## **23. Prior year’s statement of financial activities**
|Income:
Donations and fundraising
Legacies
Charitable activities
Grants
Other trading activities
Charity shops sales
Donated agency sales
Rental income
Investment income
Other
Total income
Expenditure:
Raising funds
Fundraising and promotion
Charity shops expenditure
Investment manager’s fees
Charitable activities
Cost of operation of hospice
Other
Interest on loan from The Governors
of the Peabody Donation Fund
Total expenditure
Net gains on investments
Net income before transfers
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward,
1st April 2020
Total funds carried forward,
31st March 2021
£|**Unrestricted**
**funds**
1,620,292
4,138,281
3,890,583
1,186,030
172,487
11,581
168,139
246,070|**Restricted**
**funds**
138,202
-
4,889,920
-
-
-
-
549,151|**Endowment**
**funds**
-
-
-
-
-
-
61,793
-|**Total**
**funds**
1,758,494
4,138,281
8,780,503
1,186,030
172,487
11,581
229,932
795,221|
|---|---|---|---|---|
||11,433,463|5,577,273|61,793|17,072,529|
||701,978
1,600,915
51,200
4,940,076
21,100|18,568
444,264
-
5,052,159
-|-
-
-
61,793
-|720,546
2,045,179
51,200
10,054,028
21,100|
||7,315,269|5,514,991|61,793|12,892,053|
||1,756,360|-|549,415|2,305,775|
||5,874,554
63,807
5,938,361
18,679,166|62,282
(63,807)
(1,525)
103,885|549,415
-
549,415
2,371,218|6,486,251
-
6,486,251
21,154,269|
||24,617,527|102,360|2,920,633|27,640,520|
**62 NLH IMPACT REPORT**
**NLH 63**
## **Our Trustees Contents**
**----- Start of picture text -----**
Name Committee Membership
Lis Burgess Jones Member of the Board Development, Finance & External Audit and
Chair Fundraising Committee’s
Simon Morris MBE Chair of the Fundraising Committee, Member of the Board Development
Vice Chair and People and Organisational Development Committee’s
Andrew Harris
Treasurer and Company Chair of the Finance & External Audit Committee
Secretary
Anna Bokobza
Member of the People & Organisational Development Committee
Appointed January 2022
Chair of the People & Organisational Development Committee,
Tom Easterling Member of the Board Development and Clinical Governance &
Assurance Committee’s
Chair of the Retail Committee Member of the Board Development
Carol Holmes
Committee
Saurabh Khare
Member of the Retail Committee
Appointed January 2022
Simon Males Member of the Finance & External Audit and Fundraising Committee’s
Dr Mohini Parmar
Member of the People & Organisational Development Committee
Appointed January 2022
John Reid Member of the Finance & External Audit and Retail Committee’s
Dr Ujjal Sarkar
Member of the Clinical Governance & Assurance Committee
Appointed January 2022
Member of the People & Organisational and Clinical Governance
Beverley Taylor & Assurance Committee’s
Freedom to Speak up Guardian
Dr Judith Tobin Member of the Clinical Governance & Assurance Committee
Jennifer Walters Member of the Fundraising Committee
Dr Cate Woodwark Chair of the Clinical Governance & Assurance Committee
Geoffrey Hill Retired January 2022
Julia Brown Retired July 2021
Lesley Ann Nash Retired April 2021
**----- End of picture text -----**
## **Our Executive Team**
**----- Start of picture text -----**
Name
Declan Carroll Chief Executive Officer
Dr Sam Edward Medical Director and Consultant in Palliative Medicine
Fran Deane Director of Clinical Services
Anna Cooper
Director of Fundraising & Corporate Engagement
Appointed February 2022
Nadarasa Sooryakumaran Commercial & Finance Director
Liz Edwards Director of People
Robin Langrishe
Director of Fundraising
Left March 2022
Registered Office 47 Woodside Avenue, London N12 8TF
External Auditor Moore Kingston Smith LLP
Chartered Accountants and Statutory Auditor
Orbital House, 20 Eastern Road, Romford
Essex RM1 3PJ
Bankers Barclays Bank p.l.c.
Barnet & Hampstead Business Banking
PO Box 12820
London N20 0WE
Investment Newton Investment Management Limited
Managers The Bank of New York Mellon Centre
160 Queen Victoria Street,
London EC4V 4LA
**----- End of picture text -----**
**64 NLH IMPACT REPORT**
**NLH 65**
## Our Vision The Best of Life, At the End of Life, for Everyone
North London Hospice cares for patients with a life-limiting illness and supports their families, friends, and carers too. We care for patients in the communities of Barnet, Enfield, and Haringey and in our Inpatient Unit in Finchley. The hospice was established in 1984 as the UK’s first multi-faith hospice and each year we care for over 3,500 patients. We are an independent charity and provide all our care, free of charge.
If you would like this publication to be made available in accessible formats such as alternative languages, large print or audio, please speak to the Communications and Marketing Team on 020 8343 6806 or email CommunicationTeam@northlondonhospice.co.uk
@NLondonHospice
northlondonhospice
@NorthLondonHospice
North London Hospice
North London Hospice 47 Woodside Avenue, London, N12 8TT Registered Charity No. 285300
Phone: 020 8343 6806 Fax: 020 8343 7672 Email: nlh@northlondonhospice.co.uk **www.northlondonhospice.org**