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2024-03-31-accounts

Impact Report & Audited Accounts 2023/24

northlondonhospice.org

Impact Report & Audited Accounts 2023/24

Contents

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||| |---|---| |Message from Chair and Chief Executive|4| |Our Year in Numbers|6| |Our Strategy and Ambitions|10| |Vision, Purpose and Values|10| |Achievements Against Strategic Ambitions|14| |Our Objectives for 2024/25|28| |The Patient Experience|36| |Fundraising|38| |Trustees’ Annual Report| |Structure, Governance and Management|40| |Independent Auditors Report|42| |Statement of Financial Activities|46| |Our Trustees|66| |Our Executive Team|67| |The Board of Trustees of the North London Hospice (‘The Hospice’) presents| |its Impact Report & Audited Accounts for the year ended 31 March 2023 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|

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with the Companies Act 2006, the hospice’s governing document and the

Statement of Recommended Practice applicable to charities preparing their The Board of Trustees of the North London Hospice (‘The Hospice’) presents accounts in accordance with the Financial Reporting Standard applicable in its Impact Report & Audited Accounts for the year ended 31 March 2024 in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). 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).

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Message from Contents Chair and Chief Executive

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Lis Burgess Jones, Chair
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It has been a year of transformation at North London Hospice. We will always be here to deliver the things that matter most to our patients and their families and that will never change.

Whilst we are now well into a period of recovery from the pandemic, we are mindful of the effect that the experience has had on our patients and their loved ones, as well as our staff and volunteers. We have had to adapt and become more agile as an organisation, and whilst changes were not always easy, we are now in a stronger position as we face the future.

We have seen positive changes to our Executive Team with the appointment of Kelvin Walker as Director of Finance and Resources, Suzie Long, Director of People and Culture, and Wolfie Smith, Director of Patient Services. Michelle Forde was also promoted from Head of Quality to a new role, Director of Nursing and Quality. This is a positive change as it ensures that the nursing voice, the biggest group of our clinicians, is present at a senior level as we put the patients at the heart of everything we do.

The Executive Team and Board have been working on a Transformation Plan which includes a financial plan to ensure that our charity is sustainable for the future. Through this planning we should be on course to achieve a balanced budget by 2027.

As we go about planning for a more sustainable future, we have committed to delivering against a new Strategic Plan for 2024-2027. This builds on our previous four-year plan and will help us to transform our services for patients and the wider community. It will also bring in new initiatives through Fundraising and Retail to support our work.

Declan Carroll, Chief Executive

Our colleagues who work in income generation, whether that be the team in fundraising, or our counterparts in our 17 shops, all play a crucial role in ensuring that our services are funded.

We are extremely grateful for their hard work and dedication in achieving an ambitious income target. We all have a part to play in this though, whether this is ensuring that our costs are as low as possible or spreading the word about the hospice, we all have a duty at North London Hospice to contribute towards our sustainability as a charity.

The challenges of the cost-of-living crisis have been well documented and like so many charities, we have also felt the impact, and we are acutely aware of how this has affected our supporters’ ability to give to our appeals.

The challenges of hospice funding are unlikely to go away any time soon. We are grateful for the support of Hospice UK as well as our wider champions in the community, including our constituency MPs who advocate for us and also supported our campaign in 2023/24 to fund our nurses.

Despite the financial pressures we face, we are proud of the way in which our organisation has met challenges. We have much to celebrate and be proud of. We saw an increased reach into our communities through a range of services in our Inpatient Unit, Community Palliative Care and Outpatient and Wellbeing Services.

We are pleased that we are also now able to provide some services to communities in both Camden and Islington in addition to our three boroughs of Barnet, Enfield and Haringey. As we work with our Integrated Care Board (ICB) we are encouraged by the plans to appoint North London Hospice as the lead provider for our Haringey Services from North Middlesex which shows how our relationship with the ICB has been strengthened. We were saddened to hear of the closure of Marie Curie Hospice (Hampstead) in November 2023, but will welcome the opportunity to work with and support the communities across Camden & Islington as we engage with discussions about extended community services.

We will work constructively with a future government to ensure that we are able to continue to serve our communities. The subject of assisted dying is likely to continue to receive attention in the media and wider

society. We continue to have active dialogue with our partners, including Hospice UK, and our stakeholders from across the community. We remain committed to providing palliative care for our patients in line with our vision which is to provide the best of life, at the end of life, for everyone.

Our Board of Trustees has been strengthened by recent appointments who will bring different insights and fresh energy to our governance. We are saddened by Judith Tobin’s announcement that she is going to retire. Judith has been a longstanding and dedicated Trustee and supporter since 2014 and we would like to thank her for her many years of service.

Lis retired as Chair in May 2024, having taken the decision not to stand for a third term. “For me this has been a difficult choice as I have a deep commitment to North London Hospice, its mission, and values. It has been an honour and a privilege to be a Trustee, a Vice Chair and then Chair. It has also been a joy to have worked with such skilled, talented, and committed people. I am very proud to formally hand over the role of Chair of the Board of Trustees to the very capable Vice Chair, Simon Morris MBE.

Every day, we all have the pleasure to work alongside the best staff and volunteers who help to make our charity the special place it has become within the communities we support. We can’t put a value on what our services mean to all the patients, families, and friends that we have cared for and supported over the years and will continue to support for years to come, but we can talk with pride, as we hope you all do, about how important our work is at North London Hospice.

Thank you to our staff, volunteers, Trustees and donors that support everything we do – we simply couldn’t do the things we do without your generous support. Thank you for reading – we hope you find this report helpful and informative.

Lis Burgess Jones Declan Carroll Chair of Trustees Chief Executive

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Our year Contents in numbers

Community

3155 referrals (up 12.1% on last year)

91%[of patients achieving their preferred place of death]

Total number of calls received through our overnight 6335 specialist Community and Palliative Advice Team (5pm-8am)

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Enfield
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23,257 Barnet visits by our Community Palliative Care Service to our patients

Haringey Haringey

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Inpatient Unit
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Outpatients and Wellbeing Service

267[referrals (up 5.6% on last year) ] 1598[attendees]

Compassionate Neighbours 175 referrals (up 5.71% on last year) 46 compassionate neighbours trained (up 23.91% on last year) 255 number of group sessions held (up 29.8% on last year)

Community Development

People reached through planned community events such as: death literacy events - Dying Matters, Community Death Cafes, Arts Based Approach to EOL “What Matters Café”. Boxing for Bereavement. Hospice Bingo. Pop-up photography exhibition.

600+

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Fundraising 7045 people and organisations supported us by giving us a gift 49 wonderful people left us a gift in their will 1302 attended our Big Fun Walk and together they raised a whopping £186K

Retail 17 shops 734,385 items sold in our shops, supporting our commitment for recycling and our green pledge

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Our Strategy and Ambitions

Our key Strategic Ambitions within our Strategic Plan are the driver for success and enable us to provide the best of life, at the end of life, for everyone, in the communities we support.

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 O Open and honest R Respectful and empowering E Equal and inclusive

“

Being at the hospice has been lifechanging for me. I couldn’t believe that such a concentration of goodness could exist in one place. ” (IPU Patient Feedback)

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Contents Our key S rategic Ambitions

1

Our Reach

We will drive innovation and deliver quality through everything we do

2

Our Duty

We will manage our charity efficiently and effectively to achieve long term sustainability

3

Our Commitment We will value and support our staff and volunteers to do their jobs well

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.

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.

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.

“

Thank you for all the time, effort, attention and kindness you have shown. It takes special people to do what you do and we want you to know it’s very much appreciated. ”

(Family of a patient in IPU)

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Our Achievements Contents for 2023/24:

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.

OUR 2023-24 AMBITION

WHAT WE ACHIEVED

We will develop and launch our 4-year clinical We have completed a number of the strategy to support our Strategic Plan. workstreams in the clinical strategy. Evidencing our outcomes through completed tasks.

We will increase the number of people we We have focused on expanding our reach and provide personalised care and support to each improving our productivity which has enabled year by 5%. us to have an 11.21% increase on last year.

We will review our Inpatient Unit and introduce new models of care and support to achieve greater impact.

We had an admission and discharge task force led by senior IPU leaders. This work improved the admission and bed management processes.

We implemented a fast-track escalation process to reduce delays and a bed occupancy escalation process to maintain as high level occupancy as possible.

We implemented training on Advance Care Planning for IPU staff and have seen the benefit of improvement in this area.

OUR 2023-24 AMBITION

We will listen to feedback from patients and relatives and adopt a culture of continuous improvement.

WHAT WE ACHIEVED

We developed our User Engagement Group, as part of the strategy. The group has oversight of strategic and operational issues relating to Patient Experience and User Engagement. The group share, learn and disseminate themes which impact our service users. It identifies and implements improvements, such as new training requirements and policy changes. We work in collaboration with all teams. The focus of the meetings is to hear from our service users about their lived experience and this enables us to improve and inform practice.

Through our quality improvement project related to complaints and concerns, we have increased openness and transparency around reporting. This meant that we saw an increase in complaints across 2023/24 and we view this as a positive step to improvement.

We worked closely with our Learning and Development team and we developed and delivered organisation wide interactive COREmunication training, which has improved communication service users receive from our staff.

We increased our feedback mechanisms, introduced digital surveying of our Retail operation, and used the information to understand quality of experience for our supporters and improve service.

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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 2023-24 AMBITION

WHAT WE ACHIEVED

We will deliver a range of outreach projects and clinics offering accessible information, and models of care and support on health and social care issues.

Following a review of our outreach services, we have a grief café; a co-produced service with the local community staff and bereaved relatives. The model is currently running in collaboration with Enfield libraries, and we will then review the impact of this model with a view to rolling out to others.

We will increase our support for bereaved people – we will partner with others to help us achieve this.

We implemented a tiered referral system to ensure those with the greatest need have immediate access to bereavement support whilst ensuring all those in need are provided with relevant information.

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 2023-24 AMBITION

WHAT WE ACHIEVED

We will deliver on a Community Engagement Strategy reaching into our communities and promoting our work around Equality, Diversity & Inclusion.

This year we have been focused on improving our understanding of the death rituals and experience of the Traveller community. This has led to them being engaged within our education programme to increase the understanding of this group’s needs for our clinical staff.

We will review the data we collect and use greater analysis and outcomes to influence services and capacity and to increase income and impact across our charity.

We have worked collaboratively with ICB data analysts to contribute to a ‘Demand and Capacity’ tool. This is enabling us to improve our bed capacity as well as contribute to the ICB’s understanding of the overall demand for hospice beds in North Central London.

We have taken data that we had been sharing externally and created internal statistical process control run charts. This is enabling heads of service and team leads to better understand the fluctuations in demand and performance. It is also enabling a KPI report for the clinical governance and assurance committee and the Board.

We will use our knowledge and expertise to educate and train others.

OUR 2023-24 AMBITION

WHAT WE ACHIEVED

We will work in partnership using our expertise, skills and knowledge to train others and help improve end-of-life care and support inside and outside the hospice.

The hospice welcomed students and learners from several professions including nursing, physiotherapy and paramedics. Young learners, interested in a career in healthcare, were also welcomed into the hospice for a number of summer and autumn schools. Two cohorts of learners completed the European Certificate in Essential Palliative Care course that is run in partnership with 14 other hospices. Learners were welcomed from as far afield as India and Australia. A poster sharing the success of the preceptorship programme for the cohort of Trainee Nursing Associates was also accepted for display at the Hospice UK Conference.

Our Research Steering Group (RSG) has reviewed and redrafted our research policy and developed partnerships with the National Health Institute of research (NIHR) North Thames Clinical Research Network (CRN) team and their agile workforce team.

We will participate in research where it supports our work and helps us deliver our strategic ambitions.

Four delegates from the hospice attended the research conference: harnessing the potential for hospices to deliver innovative research, an opportunity to network and learn within the sector.

A research strategy focusing on research culture, collaboration and creating working partnerships; enabling access to take part and contribute to research and developing the governance structure for research has been completed for 2024-27.

The hospice has taken part in two main studies: CHELsea (II) Trial - A Cluster Randomised Trial of Clinically Assisted Hydration in Patients In The Last Days Of Life. We opened as one of over 80 sites nationally and we have recruited 15 of the expected 20 patients. We have enrolled our clinical fellow in the National Institute for Health Research (NIHR) Associate Principal Investigator 26 (PI) Scheme working to support this trial- which will enable the development of research skills in our workforce.

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NHS Blood and Transplant (NHSBT) - Eye Donation from Palliative and Hospice Care Settings: Investigating Potential, Practice, Preference and Perceptions (EDiPPPP). We were one of six hospices selected to participate in this pilot. To support a sustainable approach to eye donation, a Standard Operating Procedure (SOP) and an EMIS electronic record template for eye donation have been developed and implemented, alongside training for key staff. We have appointed three Eye Donation Champions in the nursing team on IPU who are leading the way amongst the nursing staff. Analysis of the pilot date is in progress following the end of the data collection period of end March 2024.

We will participate in research where it supports our work and helps us deliver our strategic ambitions.

We will influence policy makers to appreciate, understand and respond to the needs of those living with a life-limiting illness.

Our Chief Executive is a member of the Hospice UK Advisory Council and represents London at a national level. We have responded to several national campaigns to influence policy relating to end-of-life care.

We continue to have active dialogue with our partners, including Hospice UK, and our stakeholders from across the community.

AMBITION 2 – Our Duty

We will manage our charity efficiently and effectively to achieve long term sustainability.

We will invest in skills, expertise, and systems so we work and communicate more effectively.

OUR 2023-24 AMBITION

WHAT WE ACHIEVED

We will launch a new Communication, Marketing and Digital Plan, showing our commitment to making a positive difference.

We have been working fully to embed our new brand and tone of voice across all our assets. It has been very well received, especially on the high street across our retail estates. Work has started on improving our digital platforms and there will be investment in the coming year in our website and internal communications platforms.

We will deliver an IT Investment plan and We started a re-tender of the existing IT support longer-term strategy to ensure we have the key contract, with the aim of building on some operating tools to deliver innovation, support of the successes over recent years. Cyber patients, assistive technology and deliver our Essentials Plus was achieved for the first time strategic ambitions. by the Charity and we are keen to meet and exceed existing compliance and regulatory requirements. The new provider has started and will provide additional enhanced resources covering our 24/7 service offering.

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We will transform our hospice through investment, growth, and development.

We will implement and deliver on an Income Generation strategy to support the delivery of our strategic ambitions.

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OUR 2023-24 AMBITION WHAT WE ACHIEVED
We will appraise all our portfolio of retail During the year we reviewed our retail strategy
outlets and deliver a clear retail strategy that and the Board invested in a new role as Director
represents an optimum return on investment of Retail – the postholder starts on 1st July 2024.
– increasing our retail income by at least 25% We worked in partnership with the Charity
over the next 4 years. Supermarket (charitysupermkt.com) to
participate in a number of new initiatives such
as a pop up store at Brent Cross and Westfield
and car boot initiatives at Kings Cross – bringing
great exposure around our work and increased
revenue.
We will increase fundraising income by at We completed the first year of our fundraising
least 25% over the next 4 years by growing strategy and saw a significant increase in
our fundraising activity, including investing fundraised income this year. We have been
in growth where it delivers a key return on investing in testing new products and activities
investment. to appeal to many different audiences,
including Big Fun Craft, Big Fun Step and
Forever in our Hearts. We have also sent out
three door drop campaigns to attract new
supporters to the hospice which has been
successful this year.
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We will deliver on our long-term Financial
Strategy to achieve a balanced budget by 2025.		 A revised plan to deliver a balanced budget
within three years was agreed by the Board
in 2023. The charity has budgeted a deficit of
£0.9m in 24/25 as it moves towards a balanced
budget by 2027.

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OUR 2023-24 AMBITION WHAT WE ACHIEVED
We will build organisational resilience through Our Trustees have agreed to establish an IPU
investment in our infrastructure. Transformation Project Board, to examine and
appraise an IPU refurbishment project and
work is underway looking at design options
and feasibility. We have started to examine a
capital appeal, and subject to due diligence and
approval this will be launched in 2024. This will
see plans to transform our Inpatient Unit with
state-of-the-art accommodation and services
over the next few years.
We will ensure our governance framework Our Board, through a recruitment campaign,
supports assurance and compliance and our appointed several new Trustees in the year,
commitment to be the best we can. bringing with them a range of complementary
skills to strengthen our Board further. We will
be introducing new advisor roles in 2024. We
conducted a governance review with DigiBoard
and are taking forward the recommendations
to strengthen and improve our approach to
governance.
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We will innovate, engage, and actively respond to opportunities for working, sharing, and learning from each other

OUR 2023-24 AMBITION WHAT WE ACHIEVED We will lead on partnership and collaboration National Institute for Health Research (NIHR) with commissioners, providers, and suppliers, North Thames Clinical Research Network shaping how we design and deliver our clinical, Agile Nursing team- to support CHELSea II patient, and other services that meet local need research trial delivery on our Inpatient Unit and have real impact. and development of research at North London Hospice. NHS Blood & Transplant (NHSBT) Tissue and Eye Services we have worked with the team to deliver the eye donation pilot project which has supported development and education of Inpatient Unit staff and ultimately corneal donation.

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OUR 2023-24 AMBITION WHAT WE ACHIEVED We will lead on partnership and collaboration Contents We developed and recruited to two newly

We will reduce our carbon footprint and environmental impact

We will lead on partnership and collaboration with commissioners, providers, and suppliers, shaping how we design and deliver our clinical, patient, and other services that meet local need and have real impact.

We developed and recruited to two newly designed consultant posts which will work across Barnet Hospital and our Barnet and Enfield Community teams.

We actively work with North Middlesex University Hospital NHS Trust and Central London Community Health Care NHS Trust who also support the employment and provision of consultants working across our services.

We have worked with Enfield libraries to gain proof of concept for a Grief Café. This has been a co-production piece with staff and family members. This was led by the Bereavement Lead and will be supported in the future by volunteers. This year our contribution for Dying Matters Awareness Week will be a unique partnership with Chicken Shed theatre, bringing conversations about death and dying to two of the most deprived wards that we care for. This is an opportunity to open the conversation with people who are much less likely to access our services.

We partnered with Wild in Art to bring North London’s first art trail.

We collaborated with University College London (UCL) MSc students on a web app design. The app compared population data from the 2001 census with SNOMED (diagnosis) codes for ethnicity, age, cancer or non-cancer across our three boroughs, Barnet, Enfield and Haringey, with the ethnicity demographic of patients we care for. This data has been important in helping us to ensure our services are catering to the demographic of patients we serve in our community. This collaboration has been shared with NHSE and will be rolled out to other hospices to enable them to adapt their services more responsively.

Hospice Care Week event with Jewish Care. New partnership projects such as Chickenshed, Haringey Supporting Housing, Enfield Community Hubs and Libraries, Black Heritage Hub.

Member of 15 borough-wide council and volunteer community sector forums.

Joining culture celebration events, open days, information stalls, school career days, talks to community groups and 1-1s.

OUR 2023-24 AMBITION
WHAT WE ACHIEVED
We will reduce waste by printing less, recycling
more in the office and in our shops, and
adopting greener procurement policies.
The new Paper Cut system has led to a reduction
in printing as well as a new finance system
leading to a near paperless accounting office,
saving 5,000 sheets of paper annually. We sold
734,385 items in our shops, building on our
pledge to reach a target of one million items
sold in 2024/25.
We will look at measuring our energy and carbon
use and delivering an annual reduction of 10%.
During 24/25 we will continue to monitor our
energy usage and assess where efficiencies can
be achieved. We have fixed the supply costs for
two years to ensure financial certainty in supply,
with the focus now shifting to improving overall
efficiencies. We will explore the installation of
solar panels at Head Office in 2024/25 to achieve
further energy efficiencies and savings. As part of
our refurbishment programme we have installed
sensor lighting in various areas of the hospice
reducing energy consumption. Swipe card
printing has drastically reduced paper wastage.
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AMBITION 3 – Our Commitment We will value and support our staff and volunteers Contents to do their job well.

We will continue to provide our staff and volunteers with enjoyable and rewarding experiences to be the best they can.

OUR 2023-24 AMBITION

WHAT WE ACHIEVED

We will publish and deliver on a new people strategy which transforms us from a ‘good’ to a ‘great’ organisation to work or volunteer for – promoting wellbeing for all.

We have implemented a new staff engagement platform Winning Temp which tracks employee engagement and wellbeing through fortnightly pulse surveys. Live ‘temperature’ data from across the organisation is being used to identify priorities for action at team and organisational level as part of a continuous cycle of improvement in our people practice.

We have continued to build our wellbeing resource library for volunteers which can be accessed online and continued to provide reflective space for patient facing volunteers.

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 have used our new job evaluation system to analyse and grade new jobs.

Developing work on our organisational values a group of managers produced a guide to living our values, putting our patients at the heart of all we do. This has now been published and shared with all staff, and we are integrating with recruitment and performance management, as well as continuing our values awards to celebrate staff who our living our values.

We will review, develop, and implement improved processes to understand what works best for our existing staff and volunteers, and what could be improved to support retention.

We have undertaken some system improvement activity regarding Staff Care with the system provider to ensure we are making better use of the system, streamlining a number of our processes to improve efficiencies and provide better management information.

We have streamlined the volunteer onboarding process to cut down the length of time between volunteer application and start date.

We have scoped alternatives to our volunteer management system (VMS) looking at how we can align staff and volunteer management. We have made changes to the way we use our current VMS to improve reporting.

OUR 2023-24 AMBITION

WHAT WE ACHIEVED

We will continue to train and develop our own professional workforce to deliver the highest level of quality and outstanding service.

A new e-learning training system was implemented and in addition to e-learning, staff were offered a number of internal training opportunities. Courses included psychological training, Cognitive Behavioural Therapy, non-invasive ventilation, and Motor Neurone Disease.

The Learning & Development team also continued to directly mentor clinical team members, offer reflection opportunities, and lead staff away days to develop ideas and change practice.

A staff conference was also held in May, with 135 staff attending.

The team continued to support several apprentices in both non-clinical and clinical areas. Current apprenticeships offered by the hospice include fundraising, data analysis, leadership, social work and a Registered General Nurse top up degree.

Mandatory training for volunteers is now being uploaded to the VMS so that volunteers can do it in their own time. Compliance is now over 90%.

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 Executive Team have engaged in a series of externally facilitated team coaching sessions to ensure new directors integrate into the team, new ways of working are established, and values become embedded in our leadership. The approach has been extended to the Senior Management Group, focusing on an actionlearning approach.

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OUR 2023-24 AMBITION

OUR 2023-24 AMBITION WHAT WE ACHIEVED We will create a positive culture throughout Contents

We will create a positive culture throughout There has been a lot going on to improve and North London Hospice, where diversity, inclusion encourage a diversity and inclusion culture and respect are core values and at the centre throughout the hospice. of all our activities and enable us to widen our Count Me In - Relaunched our staff campaign reach and diversity in terms of staff, volunteers, in July 2023, with a staff video, FAQs, and and patients.

Count Me In - Relaunched our staff campaign in July 2023, with a staff video, FAQs, and articles on the intranet. By October 2023, we had received 61% of our staff demographic data, an increase of 17% on our previous rate.

A Survey Monkey campaign was run with retail volunteers to capture ED&I data, and 50 responses were received.

Marked numerous dates within our ED&I Calendar, including International Women’s Day (March), Mental Health Awareness Week (May), Black History Month (October) and International Day of People with Disabilities (December).

We will explore, invest, and establish a learning and development service that delivers education inside and outside of North London Hospice, where there is a positive return on investment, adds value to our work and optimises income opportunities.

WHAT WE ACHIEVED

A learning and development framework that sets out the education and training that all staff require to fulfil their role effectively in both clinical and non-clinical roles has been developed and roll out will begin April 2024. The framework is research based and will demonstrate the steps the hospice takes to ensure staff are competent and able to give high quality care and follow best practice. The framework will also enable training to be appropriately costed to enable staff to have allocated time to undertake training. It will ensure equity in the allocation of training across the hospice and provide guidance for managers on training and development requirements, and training opportunities available to help identify career progression requirements.

The hospice was recognised as a Disability Confident employer.

A script for clinical staff to use when requesting diversity data from patients, was approved by the Medical Director.

British sign language, bite size training for staff, created in conjunction with a local school was rolled out.

Our clinical staff received training on LGBT+ inclusive palliative care, from Keech Hospice Luton.

We will ensure we train the best to be the best

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.

Training opportunities for external learners included local care homes who received training on subjects such as symptom management, verification of expected death and communication skills. Feedback included: “I would like to thank the organisers, the most exceptional lectures / presenter of the training, you all are amazing. Attending this training has further broadened my skills, knowledge, and confidence caring for palliative patients.”

Mandatory training was delivered to 87 volunteers either face to face or by Zoom and corporate induction was delivered to 35 new volunteers.

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Our objectives for Contents 2024-25

Our Reach

We will drive innovation and deliver quality through everything we do.

STRATEGIC OBJECTIVE 1

We will increase the number of people we support by providing outstanding,

personalised care and support through all our services.

How do we plan to achieve this?

We will review and relaunch our new three-year Clinical Strategy to support our Strategic Plan.

We will increase the number of people we provide personalised care and support to each year by 5%.

We will launch our new Care Co-ordination Centre, responding to demand, using a more integrated approach to achieve greater impact and utilising innovative pathways and technology.

We will plan and deliver on our Inpatient Unit Transformation Project to deliver a redeveloped unit designed for 21st century care and support.

We will launch a new integrated 24-7 Community Services – extending our reach with new models of care and support and new ways of virtual and digital working.

We will deliver increased support for bereaved people – we will partner with others to help us achieve this.

We will deliver a community engagement plan focussing on outreach services into our communities and promote our work around Equality, Diversity & Inclusion.

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STRATEGIC OBJECTIVE 2 We will use our knowledge and expertise to educate, train and Contents influence others.

How do we plan to achieve this?

We will work in partnership using our expertise, skills, and knowledge to train others and help improve end of life care and support inside and outside the hospice.

We will participate in research where it supports our work and helps us deliver our strategic ambitions.

We will influence policy makers to appreciate, understand, and respond to, the needs of those living with a life-limiting illness.

Our Duty

We will manage our charity efficiently and effectively to achieve long term sustainability.

STRATEGIC OBJECTIVE 3

We will invest in skills, expertise, and systems so we work and communicate more effectively.

How do we plan to achieve this?

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 will invest in our workforce and digital infrastructure to ensure that we work with and communicate effectively with everyone.

We will deliver an IT strategy and investment plan to ensure we identify new digital solutions to support efficiency and impact to deliver innovation.

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STRATEGIC OBJECTIVE 4 Contents

We will implement and deliver on an Income Generation strategy to support the delivery of our strategic ambitions.

How do we plan to achieve this?

We will appraise 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% by 2027.

We will increase fundraising income by at least 25% over the next three years by growing our fundraising activity, including investing in growth where it delivers a key return on investment.

We will deliver on our long-term Financial Strategy to achieve a balanced budget by 2027.

STRATEGIC OBJECTIVE 5

We will transform our hospice through partnerships, investment and our commitment to sustainability and environmental impact.

How do we plan to achieve this?

We will lead on partnership and collaboration, shaping how we design and deliver our services that meet local need and have real impact.

We will pilot several new service initiatives to test concepts that demonstrate impact and sustainability.

We will reduce waste by recycling more in the offices, and in our shops, and developing and adopting a new sustainability plan across all our operations.

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Our Commitment

Contents

We will value and support our staff and volunteers to do their jobs well.

STRATEGIC OBJECTIVE 6

We will provide our staff, volunteers and Trustees with enjoyable and rewarding experiences to be the best they can.

How do we plan to achieve this?

We will develop a long-term people strategy which transforms us from a ‘good’ to a ‘great’ organisation to work or volunteer for – promoting wellbeing for all.

We will launch and deliver a new Learning & Development framework to ensure our workforce provide the highest level of service to everyone.

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.

We will create a positive culture, where diversity, inclusion and respect are core values and at the heart of all our activities.

We will review our approach to supporting volunteers and launch a new strategy to help recruitment and retention.

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Patient Experience

We welcome all feedback to better understand the patient experience. We found that the overarching themes in compliments included the kindness, compassion and empathy of staff, outstanding communication of clinical staff and excellent holistic care for both patients and carers.

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Fundraising Contents

Support from Charitable Trusts

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. During the next financial year, we look forward to further strengthening our relationships with our highly valued current supporters.

This year 63 North London companies supported us. In February, 2,087 people joined in our Big Fun Craft fundraiser. 1,993 of these were new to supporting the hospice!

73 people signed up to give us regular gifts. These gifts are vital as they give us some security when we are planning for the future!

Anonymous Foundation

The Thompson Family Charitable Trust

62 people set up online tribute pages on the Much Loved platform raising money for the hospice in memory of their loved ones. We remain thankful to each of our donors who kindly set up regular gifts for the hospice - these gifts help the hospice with longer-term, sustainable financial planning and we are looking to increase the number of committed supporters the hospice has over the next few years.

Milton Damerel Trust

City Bridge Trust The Hobson Charity Limited The Albert Hunt Trust Pei Ying Chinese School The Whittington Charitable Trust Masonic Charitable Foundation - Hospice UK Anonymous Foundation Anonymous Foundation Jesus Hospital in Chipping Barnet The Charles Wolfson Charitable Trust H&M Charitable Trust

62 trusts supported our work last year, funding an array of work from medical equipment for managing patient symptoms to helping patients to access their communities through Compassionate Neighbours.

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Trustees’ Annual Report for the year ending 31 March 2024

How we are governed

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 2024.

Objectives and principal activities:

The hospice’s objectives are:

Structure, Governance and Management

Our Trustees

Governance

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.

The Committee framework has been integrated positively into our governance structures and a review in 2023/24 has given us an action plan for improvement. All Trustees are required to disclose potential or actual conflicts of interest to the charity as part of an annual review and at the start of each meeting. The Board continues to adopt the principles of good governance in the Charity Governance Code.

During the year under review, three colleagues left or retired from office - Carol Holmes and Jennifer Walters retired in June 2023 and Dr Mohini Parmar left in October 2023. All three members offered invaluable expertise to the Board and Executive Team and will be sadly missed and we would like to offer our thanks for their commitment and support.

These principles underpin the Board’s 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.

Board Committees

Following a process of recruitment in 2023 we were delighted to welcome two new Trustees – Samantha Durling and Rob Tobin who joined the Board in October 2023. We are looking forward to working with them and value the skills and experience they bring to our already diverse Board. In May 2024 our Chair, Lis Burgess Jones retired after 14 years with North London Hospice as Trustee, Vice Chair and then Chair of the Board of Trustees. We would like to take this opportunity to thank Lis for her hard work and commitment during her time with us. In May 2024 another Trustee, Judith Tobin also retired. Their support and expertise have been integral in providing the services to those we have cared for over the years.

Board Development and Remuneration Committee

Finance & External Audit Committee

All Trustees complete an annual appraisal process with the Chair and Vice Chair together with completion of our Fit & Proper Persons declaration and approved Code of Conduct.

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Clinical Governance & Assurance People and Organisational Development Committee Committee • Responsible for oversight and delivery • Responsible for strategic oversight of the Contents

Statement of Trustees’ Responsibilities and Corporate Governance

• Responsible for oversight and delivery assurance of the People, Equality, Diversity & Inclusion strategy and volunteering. To oversee associated policy, strategy and performance across all people (staff and volunteer) areas.

• Responsible for strategic oversight of the charity’s clinical and patient services to ensure they are safe, effective, caring, responsive and well-led. Provide assurance to the Board on all aspects of the quality of clinical care, clinical risk management, clinical governance systems, compliance with clinical regulatory requirements and standards of quality and safety. To oversee associated policy, strategy and performance in all clinical areas.

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:

Retail Committee

• Responsible for development and delivery of the retail strategy, exploring shop growth with return on investment and overseeing 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.

Please see page 76 for a full list of Trustees, which also shows movements through the year under review.

Reserves Policy

The policy is to always maintain unrestricted reserves at a minimum of nine months of unrestricted operating expenditure, taking account of future forecasts. The Trustees recognise that the current level of reserves is above the minimum requirements as per the policy. The increase in reserves in 2023/2024 was principally due to both higher than expected investment gains and the writing off of accumulated loan interest. This does, however, give Trustees the assurance that the Charity is able to cover the deficits forecast in the 2024/2026 planning cycle.

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The Trustees confirm that they have complied with the above requirements in preparing the accounts.

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:

Moving forward, the Charity has designated some of these reserves for future projects, including a potential IPU refurbishment and investment in the retail shops, as well as creating a legacy buffer should income in this area fall below the long term average.

Accordingly, the existing policy is at a level that the Trustees consider will be adequate.

Current levels of expenditure and maintaining our unrestricted general fund will ensure longterm financial stability and enable the hospice to withstand external events which may affect the level of income received. Planned investments from reserves as part of our current and future strategic priorities in 2023-25 will result in the reduction of the current level of unrestricted general fund.

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Investment Policy

The Memorandum and Articles of Association do not place any restrictions on the investment policy to be adopted. 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:

During 2024 the charity will be reviewing its investment portfolio and investment policies, ensuring alignment to goals, understanding tolerance to risk and a focus on ongoing sustainability.

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.

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 and 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 into 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 presents the annual audit plan, scrutinises regular reports and present to each committee on progress against the audit plan, the effectiveness of controls in audited functions, and recommendations and learnings from audits.

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Key Strategic Risk An overview of our key strategic risks for 2023/24 and the actions we have taken to mitigate them is summarised in the table below. Each risk area is supported by relevant policies and Contents procedures that are regularly reviewed and updated, and subject to compliance testing.

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Risk How we mana e it
g
FINANCIAL SUSTAINABILITY • Regular monitoring of income and expenditure and
Risk that the charity has insufficient regular financial planning and review
funds to deliver plans to sustain services • Internal financial controls and policies
• Diversification of income streams and maintenance of
prudent financial reserves
• Expert management of investments
• Charity wide assurance groups
SERVICE QUALITY • Robust clinical governance processes and oversight
Risk of quality failure that may result in • High quality specialist training for staff
patient or user harm
• Quality reviews and compliance checks
• Reviewing and action upon patient and carer feedback,
incidents and complaints, and trends
• Proactive engagement with the NHS
STRATEGY AND CHANGE • Executive Team leading on the development of the new
Risk that the charity is unable to adapt Strategic Plan, Ambitions, and operating plans
to the changing environment it works in, • Board of Trustees oversight of strategy and delivery of
without clear strategic and operating operational plans
plans, which may well lead to reduced
• Executive Team and Board oversight of significant
ability to deliver the highest impact
change programmes
• Balanced Scorecard Reporting
PEOPLE, CULTURE, WELLNESS • Learning and Development programmes
Risk that the charity is unable to recruit, • Benchmarking of remuneration and benefits
retain and support suitable staff or • Comprehensive and innovative recruitment methods
sustain a culture that supports the • Staff and volunteer engagement surveys and forum
delivery of its strategy feedback mechanisms
• Equality, Diversity & Inclusion Strategy, action plan and
forum
• Freedom to Speak Up Guardians
• Access to Employee Assistance Programme and
Occupational Health
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Risk How we mana e it
g
SAFEGUARDING • Safeguarding leads within the charity
Risk that inability to safeguard vulnerable • Safe recruitment practices, including pre-employment
adults may lead to serious harm/abuse checks and screening
• Regular role-specific mandatory safeguarding training
• Promotion of Freedom to Speak up Guardians
GOVERNANCE AND COMPLIANCE • Clinical Governance & Assurance Committee and
Risk that failures in governance or charity-wide assurance groups to monitor standards,
compliance may lead to poor decision performance, service developments, incidents, and
making, or legal or regulatory action complaints
• Policies, procedures, and guidance supported by
training and specialist roles
HEALTH AND SAFETY & THE • Specialist Health and Safety group and engaged
ENVIRONMENT consultant
Risk that failures to act in accordance • Project group to examine environmental impact of our
with guidance could cause harm, activity.
negatively impact service delivery and • Green Pledge
lead to legal or regulatory action
DATA GOVERNANCE, SECURITY, • Privacy and security impact assessments for all new
PRIVACY AND QUALITY business initiatives
Risk that inadequate systems for the • Security audits and reviews
governance, privacy and security of data • Mandatory training and guidance for all staff
may lead to harm, negatively impact
• Specialist roles – Senior Information Risk Officer, Data
service delivery and lead to legal
Protection Officer, Caldicott Guardian
or regulatory action
• Information Governance Group – through business
continuity policy
INFRASTRUCTURE • Internal audit and self-assessment
Risk that core systems and technology • External testing and benchmarking
are inadequate to serve strategy and • Continuous improvement programmes
service needs • Review of IT support and new strategy
REPUTATION • Business continuity plan
Risk that incidents or events may • Executive Team meetings
damage or negatively impact our • Public liability and professional indemnity insurance
reputation or operations • Communications Team
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Complaints and Concerns

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Quality Performance Indicator 2023-2024
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Quality Performance Indicator 2023-2024
Number of complaints (NLH target fewer than 30) 30
Investigations completed, complaint upheld/partially 26
Investigations completed, complaint not upheld 2
Investigations in progress 2

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Quality Performance Indicator 2023-2024
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Quality Performance Indicator 2023-2024
Number of concerns 16
Concern investigations completed, complaint upheld/partially 14
Investigations completed, complaint not upheld 1
Investigations in progress 1

In 2023/24 we recorded a total of 30 complaints and 495 compliments. Complaints form a minority of the feedback we receive. The overarching themes in complaints were communication, including alignment to organisational values and behaviours, followed by patient care and availability of equipment for our community-based patients.

Financial Review of the Year

The financial year 23/24 saw the Charity enter a period of transformation. A significant deficit of nearly £3m in 22/23 highlighted the need for future sustainability and a plan to achieve a balanced budget, whilst continuing to deliver excellent care. With significant investment planned over the coming years, in both IPU and retail, there remains a need to maintain a strong level of reserves, whilst maintaining and improving beneficiary impact.

At the headline level there was a surplus in 23/24 of £1.6 million (22/23 deficit £3.0 million). Whilst this was a welcome out-turn, it was primarily due to the increase in the value of investments (£1.3 million), a write-back of accumulated loan interest (£1.3 million), together with fundraising receiving an unexpected trust fund donation of over £1 million. Without these items there would have been an underlying deficit of £2 million. The Charity has budgeted a deficit of £0.9 million in 24/25 as it moves towards a balanced budget.

Total incoming resources were £15.3 million in the year ended 31 March 2024, compared with £12.1 million in the year ended 31 March 2023.

Total donations and fundraising were £3.3m, of which £0.1 million is restricted income. Events income performed well in the year, especially Big Fun Walk and the London Marathon, as did Trust income. The landscape continues to be challenging in all areas and we will continue to find new ways of working and new offerings.

Legacy income of £2.3 million in 23/24 was £1.1 million higher than the previous year. Prior year legacy income was significantly lower than expected, with 23/24 returning closer to the long term expected average.

Total grants income was £5.4 million compared with £5.2 million in the previous year of which £0.8 million (2023: £1.3 million) was restricted.

Other trading activities reflect the charity shops operations, made up of charity shops sales of £2.8 million (2023: £3.0 million), donations of agency sales and Gift Aid of £1 million (2023: £0.5 million) and rental income of £14K (2023: £12K).

Investment income of £395K was £77K higher than the previous year, which coupled with the increase in the value of the fund, resulted in a 10% total return on investments.

Total expenditure was £15.0 million, compared with £14.5 million in the previous year. Inflationary pressures continued to have a significant impact on expenditure and the Charity will continue to ensure money is invested wisely with the key aim of putting patients at the heart of everything we do .

Position of the Charity at the End of the Year

The unrestricted general fund at the year-end (excluding designations) represented some 13 months of underlying unrestricted expenditure and is above the reserves policy of holding at least 9 months of unrestricted expenditure.

Principal Risks and Uncertainties

As referred to in the message from the Chair and Chief Executive, there are continuing challenges facing all hospices, to which North London Hospice is not unique. Whether that is uncertainty regarding the levels of future NHS funding, inflationary pressures or increasing fundraising targets, all of these have a part to play in ensuring North London Hospice continues to deliver the wide range of services that are currently supported. The hospice will continue to look to invest reserves in areas which result in quality improvements in patient care.

Overarching themes in compliments were kindness, compassion and empathy of staff, outstanding communication of clinical staff and excellent holistic care for both patients and carers.

Of the 30 complaints:

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Public Benefit Statement Hospice services are available to those The Trustees confirm that they have complied most in need of the services in the London with the duty in section 17 of the Charities boroughs of Barnet, Enfield, and Haringey. The Act 2011 to have due regard to the Charity Contents hospice provides specialist palliative care in Commission’s general guidance on public an inpatient, outpatient and therapies and benefit, “Charities and Public Benefit”. community setting.

Disclosure of Information to the Auditor

North London Hospice’s objects comply directly with two of the Charities Act’s descriptions of “charitable purpose”:

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.

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 are valued by our patients, their families and friends and the community in general.

Approved by the Board of Trustees on 10 July 2024 and signed on its behalf by:

SIMON MORRIS MBE Chair of Trustees

ANDREW J. HARRIS Company Secretary and Honorary Treasurer

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Independent Contents Auditors Report to the Members of North London Hospice

Other information

The other information comprises the information included in the Trustees’ annual report, including the strategic report and the impact report, other than the accounts and our auditor’s report thereon.

The trustees are responsible for the other information contained within the annual report. 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the 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.

Opinion

We have audited the accounts of North London Hospice (the 'charitable company') for the year ended 31st March 2024 which comprise the statement of financial activities, the balance sheet, the statement of cash flows, the principal accounting policies and the notes to the accounts. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including “The Financial Reporting Standard Applicable in the UK and Republic of Ireland”(United Kingdom Generally Accepted Accounting Practice).

In our opinion the accounts:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (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 accounts, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the accounts 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 accounts are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the 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 including the strategic report and the impact report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the Trustees’ responsibilities statement set out on page 41, 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.

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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 the 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:

How the audit was considered capable of detecting irregularities including fraud

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

We assessed the susceptibility of the charity’s accounts to material misstatement, including how fraud might occur by:

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance.

Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the trustees and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of 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 we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

25 July 2024

EDWARD FINCH

(Senior Statutory Auditor)

To address the risk of fraud through management bias and override of controls, we:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

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NLH 55

Statement of Contents Financial Activities

NORTH LONDON HOSPICE STATEMENT OF FINANCIAL ACTIVITIES, INCLUDING THE INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED:
Unrestricted
funds
Income:
Donations and fundraising
3,118,302
Legacies
2,306,307
Charitable activities
Grants
4
4,585,652
Other trading activities
Charity shops sales
2,846,290
Donated agency sales
1,040,204
Rental income
13,800
Investment income
5
305,746
Other
6
66,120
Total income
14,282,421
Expenditure:
Raising funds
Fundraising and promotion
7
1,330,162
Charity shops expenditure
8
2,575,894
Investment manager's fees
60,335
Charitable activities
Cost of operation of hospice
9
11,374,526
Other
Interest on loan from The Governors
of the Peabody Donation Fund
16
(1,301,765)
Total expenditure
14,039,152
Net gains/(losses) on investments
13
1,044,940
Net income/(expenditure) before transfers
1,288,209
Transfers between funds
18
43,078
Net movement in funds
1,331,287
Reconciliation of funds:
Total funds brought forward,
1st April 2023
24,098,280
Total funds carried forward,
31st March 2024
£
25,429,567		 31ST MARCH 2024 31ST MARCH 2024 2023
Total
Total
funds
funds
3,255,399
1,702,946
2,306,307
1,252,473
5,382,342
5,210,222
2,846,290
3,036,419
1,040,204
485,213
13,800
11,845
395,251
318,949
66,120
59,451
15,305,713
12,077,518
1,330,162
1,008,258
2,575,894
2,373,061
60,335
55,472
12,351,378
10,887,484
(1,301,765)
214,425
15,016,004
14,538,700
1,323,968
(510,821)
1,613,677
(2,972,003)
-
-
1,613,677
(2,972,003)
27,288,832
30,260,835
28,902,509
27,288,832
Unrestricted
funds
3,118,302
2,306,307
4,585,652
2,846,290
1,040,204
13,800
305,746
66,120		 Restricted
funds
137,097
-
796,690
-
-
-
-
-		 Endowment
funds
-
-
-
-
-
-
89,505
-
14,282,421 933,787 89,505
1,330,162
2,575,894
60,335
11,374,526
(1,301,765)		 -
-
-
887,347
-		 -
-
-
89,505
-
14,039,152 887,347 89,505
1,044,940 - 279,028
1,288,209
43,078		 46,440
(43,078)		 279,028
-
1,331,287
24,098,280		 3,362
3,000		 279,028
3,187,552
6,362 3,466,580

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.

56 NLH IMPACT REPORT

NLH 57

~~Cont~~e~~nts~~
Fixed assets:
BALANCE SHEET
31ST MARCH
Note
2024
 ~~Cont~~e~~nts~~
Fixed assets:
BALANCE SHEET
31ST MARCH
Note
2024
 ~~Cont~~e~~nts~~
Fixed assets:
BALANCE SHEET
31ST MARCH
Note
2024
 2023
Tangible assets 12 8,200,780 8,188,899
Investments 13 16,726,231 15,050,286
Total fixed assets 24,927,011 23,239,185
Current assets:
Debtors 14 3,705,934 3,885,289
Cash at bank and in hand 2,490,316 3,262,544
Total current assets 6,196,250 7,147,833
Liabilities:
Creditors: amounts falling due within one year 15 (1,720,752) (1,296,421)
Net current assets 4,475,498 5,851,412
Total assets less current liabilities 29,402,509 29,090,597
Creditor: amount falling due after more than one year 16 (500,000) (1,801,765)
Total net assets £ 28,902,509 27,288,832
The funds of the charity:
Endowment funds 17 3,466,580 3,187,552
Restricted income funds 18 6,362 3,000
Unrestricted funds
Designated funds 19 10,250,780 6,387,134
General Fund 15,178,787 17,711,146
Total charity funds £ 28,902,509 27,288,832

Approved for issue by the Board of Trustees on 10th July 2024 and signed on its behalf by:-

SIMON MORRIS Chair

ANDREW J. HARRIS Treasurer

STATEMENT OF CASH FLOWS

2024
2023
(303,572)
1,400,838
351,977
293,023
43,274
25,926
(511,930)
(1,065,766)
(351,977)
(293,023)
(468,656)
(1,039,840)
(772,228)
360,998
3,262,544
2,901,546
£
2,490,316
3,262,544
g activities
1,613,677
(2,972,003)
(351,977)
(293,023)
(43,274)
(25,926)
540,760
496,661
(1,301,765)
214,425
(1,323,968)
510,821
179,355
3,309,707
383,620
160,176
£
(303,572)
1,400,838
2,487,110
3,259,435
3,206
3,109
£
2,490,316
3,262,544
At start of year
Movement
At end of year
£
3,262,544
(772,228)
2,490,316
31ST MARCH
FOR THE YEAR ENDED:
Net cash (used in)/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
(Decrease)/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 activ
Net movement in funds
Investment income
Income from UK listed investments
Interest receivable
Depreciation
Interest payable
Net (gains)/losses on investments
Decrease in debtors
Increase in creditors
Net cash (used in)/provided by operating activities
Analysis of cash and cash equivalents
Bank accounts
Cash in hand
Total
Analysis of changes in net funds
Cash at bank and in hand
Reconciliation of net movement in funds to net cash fow from
operatingactivities		 31ST MARCH

£
Net movement in funds
Investment income
Income from UK listed investments
Interest receivable
Depreciation
Interest payable
Net (gains)/losses on investments
Decrease in debtors
Increase in creditors
Net cash (used in)/provided by operating activities
Analysis of cash and cash equivalents
Bank accounts
Cash in hand
Total
Analysis of changes in net funds
Cash at bank and in hand

The attached notes form part of these accounts.

58 NLH IMPACT REPORT

NLH 59

ContentsACCOUNTING POLICIES FOR THE YEAR ENDED 31 MARCH 2024

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 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.

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.

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:

Freehold buildings - 2% straight-line
Furniture, fixtures, fittings
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.

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.

60 NLH IMPACT REPORT

NLH 61

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 value 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 scheme are held separately from those of the Hospice by the National Health Service Superannuation 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.

NOTES TO THE ACCOUNTS - 31 MARCH 2024

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 57, of which there were 14 at 31st March 2024 (2023 - 15). 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 dormant and 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

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.

62 NLH IMPACT REPORT

NLH 63

(continued)

Con~~t~~
4. Grants
(connue)
Year ended 31st March 2024
North Central London - Integrated Care Board
Barnet
Enfield
Haringey
NHS Partial Offset of Pensions Costs
North Middlesex Hospital NHS Trust
Other NHS
£
Year ended 31st March 2023
North Central London - Integrated Care Board
Barnet
Enfield
Haringey
NHS Partial Offset of Pensions Costs
North Middlesex Hospital NHS Trust
Betty Messenger Charitable Foundation
£
Investment income
Year ended 31st March 2024
Income from UK listed investments
Interest receivable
£
Year ended 31st March 2023
Income from UK listed investments
Interest receivable
£
5. Investment income		 ~~ents~~
Unrestricted
Restricted
Endowment
funds
funds
funds
2,480,682
-
-
1,882,134
-
-
127,700
-
-
66,536
-
-
-
796,690
-
28,600
-
-

4,585,652
796,690
-
1,986,772
215,767
-
1,683,778
165,077
-
124,840
-
-
65,360
-
-
-
778,192
-
-
190,436
-

3,860,750
1,349,472
-
262,472
-
89,505
43,274
-
-

305,746
-
89,505
214,821
-
78,202
24,561
-
1,365

239,382
-
79,567		 ~~ents~~
Unrestricted
Restricted
Endowment
funds
funds
funds
2,480,682
-
-
1,882,134
-
-
127,700
-
-
66,536
-
-
-
796,690
-
28,600
-
-

4,585,652
796,690
-
1,986,772
215,767
-
1,683,778
165,077
-
124,840
-
-
65,360
-
-
-
778,192
-
-
190,436
-

3,860,750
1,349,472
-
262,472
-
89,505
43,274
-
-

305,746
-
89,505
214,821
-
78,202
24,561
-
1,365

239,382
-
79,567		 ~~ents~~
Unrestricted
Restricted
Endowment
funds
funds
funds
2,480,682
-
-
1,882,134
-
-
127,700
-
-
66,536
-
-
-
796,690
-
28,600
-
-

4,585,652
796,690
-
1,986,772
215,767
-
1,683,778
165,077
-
124,840
-
-
65,360
-
-
-
778,192
-
-
190,436
-

3,860,750
1,349,472
-
262,472
-
89,505
43,274
-
-

305,746
-
89,505
214,821
-
78,202
24,561
-
1,365

239,382
-
79,567		 Total
2,480,682
1,882,134
127,700
66,536
796,690
28,600
4,585,652 796,690 - 5,382,342
1,986,772
1,683,778
124,840
65,360
-
-		 215,767
165,077
-
-
778,192
190,436		 -
-
-
-
-
-		 2,202,539
1,848,855
124,840
65,360
778,192
190,436
3,860,750 1,349,472 - 5,210,222
262,472
43,274		 -
-		 89,505
-		 351,977
43,274
305,746 - 89,505 395,251
214,821
24,561		 -
-		 78,202
1,365		 293,023
25,926
239,382 - 79,567 318,949

Investment income 5. Investment income

6. Other income

Year ended 31st March 2024
Education income
Work placement
Apprenticeship levy top up
£
Year ended 31st March 2023
Education income
Kickstart Scheme
Work placement
Apprenticeship levy top up
Insurance claim
£
Fundraising and promotion
Year ended 31st March 2024
Staff costs
Other costs
£
Year ended 31st March 2023 (restated, see Note 11)
Staff costs
Other costs
£
Charity shops expenditure
Year ended 31st March 2024
Staff costs
Other costs
Rents paid under operating leases
Rates and water
£
Year ended 31st March 2023 (restated, see Note 11)
Staff costs
Other costs
Rents paid under operating leases
Rates and water
£
6. Other income
7. Fundraising and promotion
8. Charity shops expenditure		 Unrestricted
funds		 -
-
-
Restricted
funds		 Endowment
funds		 51,292
13,690
1,138
Total
51,292
13,690
1,138		 -
-
-
66,120 - - 66,120
38,429
10,518
8,210
1,594
700		 -
-
-
-
-		 -
-
-
-
-		 38,429
10,518
8,210
1,594
700
59,451 - - 59,451
879,068
451,094		 -
-		 -
-		 879,068
451,094
1,330,162 - - 1,330,162
650,436
357,822		 -
-		 -
-		 650,436
357,822
1,008,258 - - 1,008,258
1,525,880
443,091
573,267
33,656		 -
-
-
-		 -
-
-
-		 1,525,880
443,091
573,267
33,656
2,575,894 - - 2,575,894
1,440,894
346,904
551,895
33,368		 -
-
-
-		 -
-
-
-		 1,440,894
346,904
551,895
33,368
2,373,061 - - 2,373,061

64 NLH IMPACT REPORT

NLH 65

(continued)

tid tid
Con
Year ended 31st March 2024
Direct costs
Hospice staff costs
Catering and cleaning services
Other medical costs
Support costs
Support staff costs
Premises costs
Other costs
Depreciation
Governance costs (see Note 10)
£
Year ended 31st March 2023 (restated, see Note 11)
Direct costs
Hospice staff costs
Catering and cleaning services
Other medical costs
Support costs
Support staff costs
Premises costs
Other costs
Depreciation
Governance costs (see Note 10)
£
9. Cost of operation of hospice
(connue)		 ~~e~~
Unrestricted
funds		 ~~nt~~
874,895
-
7,452
-
5,000
-
-
-
887,347
1,425,669
-
11,171
1,699
4,000
-
-
-
1,442,539
Restricted
funds		 ~~s~~
89,505
-
-
-
-
-
-
-
89,505
79,567
-
-
-
-
-
-
-
79,567
Endowment
funds		 7,767,165
554,964
391,725
1,441,054
710,987
916,198
540,760
28,525
Total
6,802,765
554,964
384,273
1,441,054
705,987
916,198
540,760
28,525
11,374,526
5,984,877
105,672
364,365
1,111,195
480,402
795,517
496,661
26,689
9,365,378
11,374,526 887,347 89,505 12,351,378
5,984,877
105,672
364,365
1,111,195
480,402
795,517
496,661
26,689		 1,425,669
-
11,171
1,699
4,000
-
-
-		 79,567
-
-
-
-
-
-
-		 7,490,113
105,672
375,536
1,112,894
484,402
795,517
496,661
26,689
9,365,378 1,442,539 79,567 10,887,484

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.

Year ended 31st March 2024
Auditors' remuneration
Current year
16,200
-
Prior year
7,500
-
Accountancy fees
4,825
-
£
28,525
-
Year ended 31st March 2023
Auditors' remuneration
Current year
15,000
-
Prior year
2,300
-
Accountancy fees
7,389
-
Other
2,000
-
£
26,689
-
Unrestricted
Restricted
funds
funds
10. Governance costs		 Unrestricted
funds		 -
-
-
Restricted
funds		 -
-
-
Endowment
funds		 Total
16,200
7,500
4,825		 16,200
7,500
4,825
- - 28,525
-
-
-
-		 -
-
-
-		 15,000
2,300
7,389
2,000
- 26,689

10. Governance costs

Staff costs, trustee remuneration and expenses and the cost of key management personnel
~~11. Staff costs, trustee remuneration and expenses and the cost of key mana~~gement personnel		 Staff costs, trustee remuneration and expenses and the cost of key management personnel
~~11. Staff costs, trustee remuneration and expenses and the cost of key mana~~gement personnel
2024 2023
(restated)
Wages and salaries 10,098,722 9,336,419
Social security costs 958,970 894,731
Pension costs 546,006 463,186
Redundancy costs 9,469 -
£ 11,613,167 10,694,336

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 £79,409 (2023 - £68,756) was accrued for pension costs.

Prior year wages and salaries costs totalling £180,043 have been restated to other costs and other medical cost for fundraising, charity shops and cost of hospice.

Analysis by function:

Hospice services 7,767,165 7,490,112
Fundraising and promotion 879,068 650,436
Shops 1,525,880 1,440,894
Support 1,441,054 1,112,894
£ 11,613,167 10,694,336
The number of higher paid employees was:
2024 2023
Number Number
£60,000 to £70,000 12 9
£70,000 to £80,000 6 2
£80,000 to £90,000 2 3
£90,000 to £100,000 - 1
£110,000 to £120,000 1 -
£120,000 to £130,000 1 2

66 NLH IMPACT REPORT

NLH 67

(continued)

Staff costs, trustee remuneration and expenses and the cost of key management personnel Contents

11. Staff costs, trustee remuneration and expenses and the cost of key management personnel

Contributions were made to a defined benefit scheme for thirteen (2023 - eight) higher paid employees and to a defined contribution scheme for nine (2023 - ten) higher paid employees. Total contributions in the year amounted to £125,070 (2023 - £75,738).

No trustees have received any remuneration in respect of their services or had any expenses reimbursed (2023 - the same).

The average number of employees, analysed by function, was:

Hospice services
Fundraising and promotion
Shops
Support		 2024
Number
116
18
51
54
239		 2023
Number
113
15
46
49
223

The average number of employees reflects the average actual number of employees rather than the average full-time equivalents (FTE).

The staff costs and numbers of employees do not include any allowance for the work carried out for the Hospice by over 600 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 Outpatients and Wellbeing Service, 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 Officer, the Medical Director and Consultant, the Director of Patient Services, the Director of Nursing and Quality, the Director of Fundraising and Communications, the Director of Finance and Resources and the Director of People and Culture. The employee benefits of the key management personnel totalled £676,504 (2023 - £584,967).

12. Tangible fixed assets

Cost
At 1st April 2023
Additions
At 31st March 2024
Depreciation
At 1st April 2023
Charge for the year
At 31st March 2023
Net book values
At 31st March 2024
At 31st March 2023		 Freehold land
and buildings
10,180,777
-
10,180,777
3,433,047
175,393
3,608,440
6,572,337
6,747,730		 Furniture,
fixtures and
fittings
2,456851
216,790
2,673,641
2,119,055
168,660
2,287,715
385,926
337,796		 Medical
equipment
471,454
3,038
474,492
416,316
21,810
438,126
36,366
55,138		 Motor
vehicles
43,435
-
43,435
43,435
-
43,435
-
-		 Refurbishment
1,424,220
332,813
1,757,033
375,985
174,897
550,882
1,206,151
1,048,235		 Total
14,576,737
552,641
15,129,378
6,387,838
540,760
6,928,598
8,200,780
8,188,899

Freehold land and buildings includes buildings with a cost of of £8,769,618 (2023 - 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.

68 NLH IMPACT REPORT

NLH 69

(continued)

con
13.		 ~~Con~~te~~n~~
nue)
Fixed asset investments
Listed investments:
Market value at 1st April 2023
Additions at cost
Net gains/(losses) on investments
Market value at 31st March 2024
Cost of shares in subsidiary company:
North London Hospice (Trading) Limited		 ~~ts~~
2024
15,045,286
351,977
1,323,968
16,721,231
5,000
16,726,231		 2023
15,263,084
293,023
(510,821)
15,045,286
5,000
15,050,286

The historical cost of the listed investments as at 31st March 2024 was £10,251,649 (2023 - £9,899,671).

Reconciliation of unrealised gains/(losses)

Unrealised gains at 1st April 2023
Net gains/(losses) on investments
Unrealised gains at 31st March 2024		 5,145,615
1,323,968
6,469,583		 5,656,436
(510,821)
5,145,615

At 31st March 2024 the listed investments all related to UK equities listed on the International Stock Exchange, London

At 31st March 2024 UK equities comprised:

At 31st March 2024 UK equities comprised:
7,188,746.047 units in the Newton Sustainable
Growth and Income Fund for Charities
2,286,450.814 units in the Newton Growth
& Income Fund for Charities		 Market
value
£
12,748,523
3,972,708
16,721,231		 Cost
£
7,736,705
2,514,944
10,251,649

14. Debtors

Debtors
VAT recoverable
Other debtors
Prepayments and accrued income		 2024
176,085
298,032
3,231,817
3,705,934		 2023
138,317
1,398,071
2,348,901
3,885,289

Prepayments and accrued income includes measurable legacies committed to North London Hospice as at 31st March 2024, but which were not received by that date, amounting to £2,742,484 (2023 - £2,008,296).

15. Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
Expense creditors
Taxation and social security
Other creditors
Accruals and deferred income		 2024
601,544
235,455
345,032
538,721
1,720,752		 2023
296,001
217,700
437,634
345,086
1,296,421

Other creditors includes £324,771 (2023 - £436,137) relating to agency sales under the retail Gift Aid scheme. In accordance with the accounting policy income is deferred and accounted for when confirmed by the donor.

16. Creditor: amount falling due after more than one year

Loan - The Governors of the George Peabody Donation Fund (secured)
(including rolled up interest of £nil (2023 - £1,301,765))		 2024
500,000		 2023
1,801,765

The loan is secured by a charge over certain freehold land owned by the Hospice and only becomes payable 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 as falling due after one year.

Until 31st March 2023 interest accrued on the loan. In November 2023 an amendment to the original agreement was signed and the rolled up interest forgiven. Accrued interest of £1,301,765 has been written back in the current financial year.

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.

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(continued) 17. Endowment funds

id) id) id) id) id)
Contents
nue
Endowment funds
Mrs. Burgess
Pauline Glasser
Fund for
Capital
Endowment
Endowment
Children
Fund
Fund		 Total
Balance 1st April 2023 657,326 17,000 150,000 2,363,226 3,187,552
Income 19,476 - - 70,029 89,505
Expenditure (19,476) - - (70,029) (89,505)
Unrealised gains 60,714 - - 218,314 279,028
Balance 31st March 2024 718,040 17,000 150,000 2,581,540 3,466,580

19. Designated fund

Designated fund
The Trustees have designated the following amounts:
Tangible Fixed Asset Fund
Legacy Buffer Fund
IPU Capital Start Up Fund
Retail - Start Up - New Premises Fund
Retail Leasehold Improvements Fund
Retail - Shop Dilapidations Fund
Strategic Investment/Innovation Fund		 2024
7,700,780
1,500,000
250,000
150,000
250,000
250,000
150,000
10,250,780		 2023
6,387,134
-
-
-
-
-
-
6,387,134

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:

New Ultrasound Scanner
IPU Refurbishment project Fund
Nurses Call System
Portable Vain Viewer
EDI Manager Post
Bereavement Support
Community Development
Compassionate Neighbours
Barnet Community Team
Haringey Community Team
Syringe Drivers
Oxygen Concentrators
IPU Costs
Commode for IPU		 Balance
1st April 2023
3,000
-
-
-
-
-
-
-
-
-
-
-
-
-
3,000		 Income
12,500
5,000
22,578
2,201
6,647
2,000
5,000
39,400
30,221
796,690
5,000
4,951
1299.01
300
933,787		 Expenditure
-
-
-
(2,201)
(6,647)
(2,000)
-
(38,038)
(30,221)
(796,690)
(5,000)
(4,951)
(1,299)
(300)
(887,347)		 Transfers
between
funds
(15,500)
(5,000)
(22,578)
-
-
-
-
-
-
-
-
-
-
-
(43,078)		 Balance
31st March 2024
-
-
-
-
-
-
5,000
1,362
-
-
-
-
3,000
-
-
6,362

The trustees have designated £7,700,780 (2023 - £6,387,134) 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.

Furthermore, the trustees have designated additional funds as part of the ongoing strategic review. These include future investment in both clinical delivery (with plans for a potential IPU refurbishment) as well as future investment in the retail shops. Additionally, a legacy buffer fund has been created should legacy income fall below the current 10 year average.

20. Analysis of net assets between funds

At 31st March 2024

At 31st March 2024
Tangible Current
fixed assets Investments assets Creditors Total
Endowment funds
Pauline Glasser Endowment - 718,040 - - 718,040
Mrs. Burgess Fund for Children - - 17,000 - 17,000
Capital Fund - - 150,000 - 150,000
Endowment Fund - 2,581,540 - - 2,581,540
Restricted funds
Community Development - - 3,000 - 3,000
Compassionate Neighbours - - 1,362 - 1,362
Unrestricted funds
Designated fund
Tangible fixed assets fund 8,200,780 - - (500,000) 7,700,780
Legacy Buffer Fund - - 1,500,000 - 1,500,000
IPU Capital Start Up Fund - - 250,000 - 250,000
Retail - Start Up - New - - 150,000 - 150,000
Premises Fund
Retail Leasehold - - 250,000 - 250,000
Improvements Fund
Retail - Shop Dilapidations Fund - - 250,000 - 250,000
Strategic Investment/Innovation - - 150,000 - 150,000
Fund
General fund - 13,426,651 3,472,888 (1,720,752) 15,178,787
8,200,780 16,726,231 6,196,250 (2,220,752) 28,902,509

Transfers have been made fromcertain of the restricted funds to the unrestricted general fund since appropriate expenditure has been incurred and therefore the conditions relating to the inherent restrictions have been complied with.

72 NLH IMPACT REPORT

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(continued)

(tid)
Contents
connue
At 31st March 2023
Tangible
Current
fixed assets
Investments
assets
Creditors
Endowment funds
Pauline Glasser Endowment
-
657,326
-
-
Mrs. Burgess Fund for Children
-
-
17,000
-
Capital Fund
-
-
150,000
-
Endowment Fund
-
2,363,226
-
-
Restricted funds
Ultrasound scanner
-
-
3000
-
Unrestricted funds
Designated fund
Tangible fixed assets fund
8,188,899
-
-
(1,801,765)
General fund
- -
12,029,734
6,977,833
(1,296,421)
8,188,899
15,050,286
7,147,833
(3,098,186)
20.
Analysis of net assets between funds		 Total
657,326
17,000
150,000
2,363,226
3000
-
6,387,134
17,711,146
27,288,832

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:

Payable within one year
Payable within two to five years
Payable in more than five years		 2024
333,934
383,793
36,392
754,119		 2023
445,647
685,089
73,493
1,204,229

22. Financial instruments

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		 2024 2023
18,307,830
3,479,828
21,787,658
1,578,721
19,211,547
3,252,461
22,464,008
1,985,297

23. Prior year’s statement of financial activities (restated, see Note 11)

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 losses on investments
Net (expenditure)/ income before transfers
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward,
1st April 2022
Total funds carried forward,
31st March 2023		 Unrestricted
funds
1,592,394
1,252,473
3,860,750
3,036,419
485,213
11,845
239,382
59,451		 Restricted
funds
110,552
-
1,349,472
-
-
-
-
-		 Endowment
funds
-
-
-
-
-
-
79,567
-		 Total
funds
1,702,946
1,252,473
5,210,222
3,036,419
485,213
11,845
318,949
59,451
10,537,927 1,460,024 79,567 12,077,518
1,008,258
2,373,061
55,472
9,365,378
214,425		 -
-
-
1,442,539
-		 -
-
-
79,567
-		 1,008,258
2,373,061
55,472
10,887,484
214,425
13,016,594 1,442,539 79,567 14,538,700
(448,540) - (62,281) (510,821)
(2,927,207)
89,548
(2,837,659)
26,935,939		 17,485
(89,548)
(72,063)
75,063		 (62,281
-
(62,281)
3,249,833		 (2,972,003)
-
(2,972,003)
30,260,835
24,098,280 3,000 3,187,552 27,288,832

74 NLH IMPACT REPORT

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Our Executive Team

Contents

Our Trustees

----- Start of picture text -----
Name Committee Membership
Elisabeth Burgess Jones Member of the Board Development & Remuneration, Finance & External
Chair (retired May 2024) Audit and Fundraising Committees
Simon Morris MBE Chair of the Fundraising Committee, Member of the Board Development
Vice Chair & Remuneration and Finance & External Audit Committee’s
Andrew Harris Chair of the Finance & External Audit Committee and Retail
Hononary Treasurer and Committees, Member of the Board Development & Remuneration
Company Secretary Committee
Anna Bokobza Member of the People & Organisational Development Committee
Chair of the People & Organisational Development Committee,
Tom Easterling Member of the Board Development & Remuneration and Clinical
Governance & Assurance Committees
Saurabh Khare Member of the Retail Committee
Simon Males Member of the Finance & External Audit and Fundraising Committees
John Reid Member of the Finance & External Audit and Retail Committees
Dr Ujjal Sarkar Member of the Clinical Governance & Assurance Committee
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
Chair of the Clinical Governance & Assurance Committee, Member of
Dr Cate Woodwark
the Board Development & Remuneration Committee
Sam Durling (joined 31 Member of the People & Organisational Development Committee
October 2023)
Rob Tobin (joined 31 October Member of the Clinical Governance & Assurance Committee
2023)
Carol Holmes (retired June Chair of the Retail Committee, Member of the Board Development
2023) & Remuneration Committee
Dr Mohini Parmar (left Member of the People & Organisational Development Committee
October 2023)
----- End of picture text -----

----- Start of picture text -----
Name
Declan Carroll Chief Executive Officer
Dr Sam Edward Medical Director and Consultant
Fran Deane
Director of Clinical Services (left 30 June 2023)
Jill Wilde
Interim Director of Patient Services (from 19 June - 1 September 2023)
Wolfie Smith Director of Patient Services (started 11 September 2023)
Michelle Forde Director of Nursing and Quality (started in this new post 3 July 2023)
Anna Cooper Director of Fundraising & Communications
Nadarasa Sooryakumaran Commercial and Finance Director (left 30 April 2023)
Kelvin Walker Director of Finance and Resources (Interim March to June and appointed
in position 12 June 2023)
June Bridgeman
Interim Director of People (from 13 March 2023 to 31 August 2023)
Suzie Long
Director of People and Culture (from 3 July 2023)
Registered Office North London Hospice
47 Woodside Avenue, London N12 8TF
Buzzacott LLP
External Auditor Chartered Accountants and Statutory Auditor
130 Wood Street
London EC2V 6DL
Barclays Bank p.l.c.
Bankers Barnet & Hampstead Business Banking
PO Box 12820
London N20 0WE
Newton Investment Management Limited
Investment The Bank of New York Mellon Centre
Managers 160 Queen Victoria Street,
London EC4V 4LA
----- End of picture text -----

76 NLH IMPACT REPORT

NLH 77

Our Vision The best of life, at the end of life, for everyone

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 0800 368 7848 (Freephone) or email CommunicationTeam@northlondonhospice.co.uk

@NLondonHospice northlondonhospice @NorthLondonHospice North London Hospice North London Hospice Phone: 0800 368 7848 (Freephone) 47 Woodside Avenue, Email: nlh@northlondonhospice.co.uk London, N12 8TT

www.northlondonhospice.org

Charity No. 285300. Registered Address - 47 Woodside Avenue, London, N12 8TT. Company Reg No: 01654807 (England and Wales)