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2022-03-31-accounts

LONGFIELD Community Hospice Annual Report 2021-22 Fiii,; r4 wp Longfield Hospice Care tradlng as Longfield Communty Hospi￿ is a reglstered charlty, numbw 298627 a company llnNtgJ by gLkirantee, number 02213662. Pagel I

Introduction

Longfield Community Hospice’s Annual Report for 1 April 2021 to 31 March 2022 tells the continued story of a charity moving forward despite the many challenges presented by the Covid pandemic. We agreed our three-year strategy at the start of the year, and we are proud of progress made on these ambitious plans, during a period of uncertainty and change.

This year, there were legal restrictions and continued pressures on all areas of society. On 12 April, the government allowed non-essential shops to reopen but it was not until the summer that legal limits on social contact lifted. New variants of Covid such as Omicron caused further threats to the delivery of our care and income generation. In another year of heightened pressure on the NHS and severe isolation for much of the community, our work has been more vital than ever. Our team of staff and volunteers have shown true commitment and dedication to ensure our patients, families and carers were supported throughout.

Our Hospice at Home carers travelled across Gloucestershire equipped with PPE to ensure patients at the end of life could die at home with dignity and surrounded by loved ones. Our carers are often referred to as ‘angels’, who become part of the family, and are commended for their dedication. At a time when hospital admissions remained high, our Hospice at Home team helped to take pressure off the NHS by keeping patients at home in their final days and weeks of life.

The hospice building was able to reopen at the end of May, and we operated a combination of face-to-face care, telephone and video calls, to meet the needs of patients with life-limiting conditions, their carers and family members. Masks and regular Covid testing in the hospice remained compulsory, but many vulnerable patients felt understandably nervous and unable to return to in-person activities, despite us vastly reducing participant numbers per session. The Wellbeing team worked hard to stay in touch with patients and families by phone or through online technology and sent surprise self-care packages to remind people they were not forgotten.

Both the retail and fundraising teams continued to adapt throughout the year, working within government guidelines and maximising the use of digital platforms to raise income. Community fundraising and events were more difficult because of the restrictions on gatherings, but retail teams saw some record highs once shops were able to reopen in April and over the Christmas period, even though at times Covid sickness levels amongst staff and volunteers made it hard to keep shops fully open.

Thanks to our incredible supporters and the hard work of our team, we finished the year with a surplus of £370,683 before legacies, which has left us in a secure position to push on with our strategy to reach more individuals across Gloucestershire with our vital care and support.

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Our year in numbers Despite numerous Covid restrictions, we continued doing what we do best- pmviding expert care for patients with lif+limiting conditions and their loved ones across Gloucestershire. We SUPPK)rted 987 patients and family member5, delwering expert care in the home, at our Wellbeing cent￿ and over the phone and online. We made 6,091 visits to care for pabents in their own homes, enabling them to die in a familiar setting, surrOur￿ed Dy their loved ones. 434 people kRnefltsY from sessions at our Wellbeing Centre in Minchinhampton, an irKwse of 32% from last year. Our amazing volunteers devoted an InC￿dible 48,000 hours of their Ome to supwrt our vital work. That equates to over £430,000 worth of tirne donatedl We prOV￿ed 974 counselling ons, helplng more tron 200 patients and family members deal with is9Jes such a5 grief, the strain of caringi and coping Wth a new dkAgTh)sis. Our and healthcare a￿lStants continued to work 365 days of the year, despite high levels of staff ab$er￿ due to Covid. DONATE We raised É114k from our eBay sale5, selling item5 to CUStotnets in far-flu destinatk)ns such as Chlna, Talwan and Australki. Our charty SIKP vans Llocked up 78,000 miles, picking up arbd ddlvering st(Kk to our 20 shops across GkAl￿Stershlre. 348 supporters committed to a monthly donation, increa￿n9 our regular gi￿n9 income by 18% to ovw É56,(M)O. With the help of 200 fants5tic volunteers. we collected 2,700 trees frotn hornes acr055 the county, raisiThJ over £33,(NJO for our Christmas Tree R￿Ing Appeal. Pagel 3

The trustees present their annual report together with the audited financial statements of Longfield Hospice Care for the year 1 April 2021 to 31 March 2022. This report incorporates the strategic report as required by company law.

What we do

Our vision is that everyone with a life-limiting condition has access to excellent palliative and end-of-life care, and their loved ones have support from diagnosis into bereavement.

Our mission is to enable people in Gloucestershire diagnosed with life-limiting conditions to live well and die comfortably, and their families and carers to feel supported throughout and in bereavement.

Our organisational goal is to improve the wellbeing of more patients with life-limiting conditions, and of their families and carers.

The trustees have had regard to the Charity Commission’s guidance on public benefit and confirm that the activities that Longfield undertakes are beneficial and available free of charge to any member of the public that live in Gloucestershire.

Our values underpinning our culture - what we do and how we do it:

Hospice at Home

Our hospice care in the home combines clinical expertise with a deeply human touch, bringing comfort and reassurance to patients and loved ones when they need it most.

The Hospice at Home team continued to work tirelessly throughout the third pandemic lockdown and beyond, carrying out 6,091 home visits over the course of the year. We cared for 144 patients, enabling them to die at home in familiar surroundings, with their loved ones by their side.

We worked hard to recruit new staff to ensure more families could benefit from this wonderful service, but in the face of a national health and social care staffing shortage we too struggled to attract new Health Care Assistants. This shortage was exacerbated by existing staff sickness and self-isolation, particularly in the second half of the year when the Omicron variant affected the team more than at any other time during the two years of the pandemic.

Charlotte’s dad, John, was in hospital during lockdown with no visitors allowed. We helped Charlotte care for John at home, surrounded by his family.

“My instinct was to get Dad home. It is a huge decision, because it’s a scary thing to do. I had to ask myself, ‘do I really want Dad to die at my house? Do I want him to Page | 4

go through that?’ But the thought of Dad dying alone was awful. He came home on a Thursday and your carers turned up an hour later.

You visited two or three times a day. Your staff are incredible, absolutely lovely. When you were here, we could just go out of the room and relax. I don’t think anything can repay you for the kindness you showed my Dad and the dignity you gave him. It meant the world to have him home with us in his final days.”

The Wellbeing Centre

After a devastating diagnosis, patients and their loved ones need emotional support, practical advice and a place to meet people who are going through the same things. Our centre offers a mix of practical and therapeutic sessions designed to help people live well, so they can be themselves and not defined by their condition.

In May, after improving our infection control standards and extensive refurbishments to the Wellbeing Centre in Minchinhampton, we began welcoming people back for wellbeing sessions, complementary therapies and counselling. In December, we appointed a new Head of Wellbeing to help us deliver a wide programme of care and support for patients and carers.

Neil’s story

Neil has a heart condition. He lives with his partner, Lucy, and their four children. Neil came to our weekly patient support group.

“After my diagnosis, I was feeling unsure about the future - all the uncertainty had hit me. I quit my job and tried to come to terms with everything going on with me.

Going to Longfield helped me look towards the future and understand I can carry on living a fulfilled life. I met people who helped me through some tough times and put a stop to the downward spiral I was on.

I am grateful how everyone helped me get in the right headspace to start looking for a job again. I started working again in January, after six months out of work. Without the support of loved ones and the people at Longfield, I don’t think I would have been able to do this.”

Having switched to telephone and video contact for advice and support during the pandemic and subsequent lockdowns, we were pleased to see patients face-to-face once again. Under the guidance of Gloucestershire Infection Prevention and Control team (IPC) we started to open for small patient groups. Although many vulnerable patients were still fearful to return in person, they soon gained greater confidence through support and reassurance from our team. Our counsellors gave 974 counselling sessions (phone and face-to-face), helping 210 patients and family members cope with issues such as bereavement, the strain of caring, and a lifelimiting diagnosis. Supporting our strategic aim to provide greater support to families and carers, we were excited to expand the team and recruit a Counselling and Family Support Manager, to lead new groups and activities for carers and family members in the future.

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To support the diverse needs of our patients and carers we continued to run a myriad of wellbeing groups including Writing through Grief, Therapeutic Art and Tai Chi Movement for Wellbeing. We plan further group support soon – from naturebased activities to Nordic Walking. We also relaunched our patient and carer support groups giving people the chance to come together whilst experiencing our therapeutic activities as well as enjoying a delicious lunch.

People have welcomed face-to-face complementary therapies and physiotherapy, plus support to cope with fatigue and breathlessness. In some instances, take up of these groups has surpassed pre-pandemic levels.

Cilla’s story

We’ve been by Cilla’s side since her husband, Simon, had hospice care at home. This year, she took part in our Writing through Grief course.

“Longfield has been wonderful to us. Not only did you help care for my husband at home before he died, but you’ve supported me too. After Simon died, I struggled and felt pretty low.

Having counselling at Longfield a few months later made a huge difference. My counsellor was able to talk me through my feelings at that early stage. I shed a lot of tears, but I always came away feeling better for having seen her.

But a few years later, I still had patches when I felt so low. I put my name down for the Writing through Grief course at Longfield. Sharing my emotions with the group and writing everything down was just what I needed. I’m finally able to talk about Simon without breaking down.”

Specialist clinics

Since May, we’ve hosted over 100 specialist weekly and monthly clinics and groups, run by Gloucester Royal Hospital’s palliative care consultant and clinical nurse specialists, focusing on diabetes, lymphoedema, heart failure, pulmonary and cardiac rehabilitation. These take place in the peaceful surroundings of our hospice, with easy and free parking closer to patients’ homes. We are also able to tell patients about the full range of services we offer at the hospice, as well as signpost them to other relevant support.

We were delighted to get a commitment from the NHS to fund the first-year implementation, training and equipment required to move our electronic patient records to SystmOne - the database used by most parts of the NHS. We have established a working group to manage the roll-out across the hospice later in 2022. Once in place, we will have real-time information about our patients, helping us access and share information with GPs and nurses to provide the best care possible.

How we raise our funds

Each year, we need to raise over 85% of the money needed to fund our vital work. We would like to thank all of our shop donors and supporters for their generous contributions during the year, which enabled us to care for patients and their loved ones across Gloucestershire.

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Fundraising and marketing

It was a challenging year for fundraising as Covid restrictions and fears continued to impact our work, particularly community activities and events. Some mass participation events had to be cancelled, whilst other events were postponed or scaled back, due to restrictions around participant numbers or concerns from the community about returning to in-person events. Both summer and winter events were affected. Supporters were cautious about coming to physical events at Christmas time for fear of catching the Omicron variant and being unable to spend Christmas with loved ones. We had to adapt campaigns and events continually throughout the year to keep the income coming in, and we are grateful to our loyal and committed supporters for their flexibility in helping us achieve such fundraising success.

Digital and marketing activities

Facebook continued to attract birthday fundraisers and we set up a skipping challenge and walking challenge to attract new support. Gifts in kind were secured from individuals and businesses, allowing us to host two online auctions.

Across the year, the website saw 27% growth in sessions and 30% growth in users on last year, with 23% of all website traffic coming from social media (the majority being Facebook). Facebook remains our most used social media platform, with 99,631 engagements on our posts (reactions, comments, shares), an 11% year-onyear increase. There were 17,158 link clicks through to our website from Facebook, an 85% increase on the year before. As our social media impact grows, we’re getting crucial messages about our services out to people across Gloucestershire and beyond.

During the year, we refreshed our brand guidelines and we worked hard to include the voices and stories of our patients and families in our supporter magazine. We also created a new brochure to outline what’s on offer for patients, carers and family members. The recruitment of a Media and Communications Officer resulted in an increase in media coverage to 72 stories in the press or social media during the last six months of the year.

Appeal highlights

Our annual Light Up a Life Appeal this year included two events at Gloucester Cathedral and Minchinhampton Church, although attendance levels were vastly affected by fears over increased Covid infections and supporters not wishing to attend physical events. Some 520 names of loved ones were remembered this year, raising £14,381. As part of the Butterfly Appeal, we planted 1,000 vibrant metal butterflies at Gloucester Cathedral and Stroud’s Museum in the Park, attracting significant media attention including slots on BBC Points West and Radio Gloucestershire. We also ran two raffle appeals raising £34,093 across the year – a significant increase in previous years.

We took part in The Big Give Christmas Challenge again this year and thanks to actor Richard E Grant and his daughter Olivia offering support and influencing donations, we raised over £22,000 including Gift Aid (against a target of £7,500) to provide Hospice at Home care over Christmas. A new database, Donorfy, introduced

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this year and used by Fundraising and Marketing, made it easier to maximise Gift Aid with £59,700 claimed against a budget of £41,000. Supporters giving on a committed and regular basis increased by 18% this year to over £56,000.

Christmas tree recycling scheme

Thanks to the support of over 200 volunteers and 70 vans, we collected over 2,700 trees with £33,269 received by the hospice after costs and the donations to other local good causes required by the booking and logistics platform.

Lottery

Our Crackerjackpot lottery saw a decline of 12% in income to £72,956 this year due to continued restrictions on door-to-door canvassing and sales in venues. However, we celebrated a number of winners, including eight players who won the £2,000 weekly jackpot prize.

Community and corporate support

Event highlights of the year included hosting our fete at the hospice – the first in 10 years with record numbers attending, a successful fire walk, our new Ale Amble in March attracting over 325 walkers, and doubling the attendance of our Ball with over 150 guests. Despite many traditional community events being cancelled, we saw the community taking on head-shaves, walks, skydives, wing-walks, the three peaks and cycle challenges, to raise funds for the hospice. Our supporter groups continued to get creative and raised £12,260 from various baking and craft fundraisers.

Our largest, long-standing, corporate supporter, Coventry Building Society, donated £93,287 from their customers’ Affinity accounts, predominantly through the Dursley, Nailsworth and Stonehouse branches, in addition to their own staff fundraising. We would like to thank all the businesses that donated during the year, whether through staff fundraising or gifts in kind.

Legacies

Legacies for the year-end amounted to £391,638 with a healthy pipeline due in the future. Legacies received have been added to the legacy equalisation reserve to smooth out the highs and lows of income in future years. This reserve currently stands at £486,565.

Grants from trusts and foundations

Special thanks go to all of the local, regional and national charitable trusts and foundations, large and small, who supported our work during the year.

Substantial grants were awarded by The Julia and Hans Rausing Trust, The Linder Foundation, The James Tudor Foundation, The Albert Hunt Trust, The Edward Gostling Foundation and Carers Gloucestershire Legacy Fund.

In addition to providing critical direct support for our care services, grants helped us upgrade Longfield’s IT and infrastructure to facilitate provision of our care services in future.

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In total this year, trusts and foundations income was £175,131 against a budget of £200,000, including a two-year grant of £20,000 p.a. secured for Hospice at Home.

Other vital funding during the year

In this financial year, we received a grant from Gloucestershire NHS Clinical Commissioning Group (CCG) towards our Wellbeing services, plus Continuing Healthcare Fast-track funding to support Hospice at Home patients at end of life, as well as a small grant for equipment. The CCG also provided funding for training medical staff in advanced communications skills and for educating care home staff in caring at the end of life. At the very end of the financial year, grants totalling £121,286 were awarded. Of this, £81,286 will be spent on the SystmOne patient records software, including the training and equipment needed to go live with the new system. The remaining £40,000 is allocated to our education work, supporting professionals and care home staff across Gloucestershire to deliver high quality palliative care. In total, CCG funding amounted to £466,838, or 10% of our total income.

Hospice UK continued to negotiate with the government and NHS nationally on behalf of hospices, helping to secure emergency Covid funding for us amounting to £215,716. All of this funding was spent on providing our Hospice at Home service, keeping patients out of hospital to alleviate pressure on the NHS during the winter months.

Retail income

Our charity shops across Gloucestershire sell a range of items such as clothes and accessories, books, toys and bric-a-brac. Having overcome the challenges of a third lockdown, shop sales revived and our online operation went from strength to strength.

Shops

Our shops provide vital income to fund our crucial work. At the start of the financial year, Covid created new challenges for us.

All our 20 shops re-opened successfully during mid-April, after the third lockdown, thanks to the hard work of our staff and volunteers. Shop sales were very strong on re-opening due to the pent-up demand for ‘retail therapy’ and we took £61,500 in the first week!

Our shops continued to trade strongly, benefitting from increased footfall on the high streets thanks to more ‘staycation’ holidays. Our total income from high street shop sales was £2,552,558, 16% better than budget. Including online sales and high street grants, the retail operation made a net contribution of £726,152, which was 20% above the budget.

A major re-focus on Gift Aid on donated goods continued throughout the year, with Gift Aid rising to more than 40% of donated sales, equating to an additional £50,000 of profit.

Staffing our shops and warehouse was a constant challenge. Despite many staff members contracting Covid, we managed to keep our doors open and continued trading thanks to the flexibility and resilience of our amazing retail team. Volunteer Page | 9

numbers were also affected during this period, and we were very grateful to the many volunteers who continued to support our shops during continued Covid restrictions.

In March 2022, as part of a review of our retail strategy, we made the difficult decision to close our Hucclecote shop. The decline in footfall in the area due to the closure of many other key businesses, especially amid Covid restrictions and lockdowns, sadly made it impossible to carry on trading profitably.

Stock donations

We couldn’t operate our shops without the generosity of the local public. Last year we received over 150,000 bags of pre-loved items, resulting in an amazing 327,000 till transactions. We are immensely grateful to everyone who donated stock at our shops and warehouse.

Online success

Our eBay operation, currently housed in a space above our Stroud shop, has continued to grow. Total sales for the year were £113,777, a significant increase of £75K over the previous year.

Among our most valuable items were a pair of Royal Worcester Beatrix Potter candle snuffers, which sold for £700, and a Royal Doulton Old King Cole Large Toby Jug, which sold for £750.

We have exciting plans to grow our online business on a variety of new platforms, as well as on eBay, and later in 2022 plan to move the online operation to our new, larger warehouse and logistics centre near Stroud.

During what was another difficult year, the dedication and resilience of our retail staff and volunteers, plus the continued support of local people for our retail operation, was incredible and greatly appreciated.

Our people

Our staff

The last few years of Covid have been particularly challenging for our staff, while tight budgets in previous years meant staff rewards and benefits had fallen behind those of other organisations. As part of our new strategy, we wanted to recognise the contribution made by our staff and therefore undertook a review of our rewards and benefits package, including external benchmarking. The new package began to be implemented in October 2021 with the award of additional annual leave for staff with long service, and a pay increase to match NHS rates for our Hospice at Home Healthcare Assistants.

Early in 2022, a full consultation took place with staff to introduce a new salary structure and a variety of other benefits, including salary increases from April 2022 with pay rises backdated to the January. We recognise we may need to do more in future on the recruitment and retention of staff, without whom we could not operate our services, in order to remain competitive, especially in light of the worrying rise in the cost-of-living.

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Our volunteers

Our fabulous volunteers loyally supported us across all areas of our work, donating 48,411 hours of their time despite ongoing Covid concerns. Remarkably, our retail and office teams had record levels of volunteer help for the year.

This amazing effort is equivalent to over £431,000 worth of time donated! But we are always in need of more volunteers to help us deliver every aspect of our operation.

Education and training

We facilitated a total of 47 courses (28 online and 19 face-to-face) with a total of 234 learners, and a mix of staff and external learners in attendance.

These 47 courses included mandatory training courses for Longfield staff and volunteers as well as courses for external learners from Gloucestershire’s health and social care workforce, delivered in partnership with the Gloucestershire Hospitals Trust and Sue Ryder Leckhampton hospice, and funded by Gloucestershire CCG.

Delivery against our three-year strategy

We are delighted with the progress made in the first year of our strategy. Here’s how our work is progressing:

The future - Our constantly evolving programme of wellbeing services will be included in a new care brochure available online, in our shops, and in health and community settings, and will be promoted by a new Community Engagement Officer and a team of volunteer ambassadors, who will raise awareness to increase referrals to Longfield.

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Progress - Net income has grown this year and with our new three-year retail strategy in place, we are taking action to increase profitability. The future - We will develop a new fundraising strategy and recruit new fundraisers to grow net income. The retail team will continue to increase online sales and broaden the offer across more platforms, move the warehouse and logistics operation to a new Stroud site, and open profitable shops when appropriate sites are found.

The future - A review of learning and development for staff and volunteers is planned. Training and roll-out of SystmOne to our care services staff will begin in summer 2022.

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Financial review

In 2021-22, we were pleased to get back to a more normal situation where our retail and fundraising operations generated most of our income. After the third lockdown ended on 12 April, our shops were able to remain open throughout the year, and the various shop moves and refurbishments carried out in 2019-20 were finally able to prove their value, as we made a net contribution after costs, but including lockdown grants of £726,152 – our best ever year.

Legacies received were at a similar level to 2020-21, and once again, 93% of the total legacy income arrived in the final three months of the year.

The net result of £762,321 includes legacy income, which has all been put into the designated reserve to support future budgets. It also includes £131,286 of grant income awarded at the very end of March 2022, which must under accounting regulations be recognised in the year awarded, even though the expenditure will take place in 2022/23. Excluding these two items, the result for our actual activity in 2021/22 was a surplus of £239,397, which was mainly due to external factors hampering care delivery: our ability to provide services continued to be adversely affected by the ongoing effects of the pandemic, and by delays in recruiting some of the key roles identified in our strategic plan. Most of these roles were filled by the end of the year, and we have set a deficit budget for the year 2022-23, as we look forward to expanding our services and more people are able to benefit from our care now that Covid restrictions have eased.

Cashflow

During 2021-22, our cash balances improved by £693,848, mainly as a result of some of the previous year’s Covid support being received after the year-end. We also received more legacy income than we had budgeted to spend from last year’s reserve. Cash balances are now £2.17m, of which £156,118 is restricted funds, £486,565 is the designated legacy reserve to support future years’ budgets, and around £1.53m is unrestricted.

Investment policy

The organisation has adopted an investment policy which takes a cautious approach to risk. Funds will only be invested in the stock market if they have been designated

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for spending after five years, in order to avoid the possibility of having to cash investments within a five-year time horizon. Funds which are expected to be spent sooner than five years, are held in a variety of cash deposit accounts.

Reserves policy

Longfield operates a risk-based reserves policy. Each year the budget is assessed, and a risk weighting applied to each type of income stream. The target reserves are calculated by holding an amount sufficient to cover the budgeted income at risk, for the length of time it would take to address the underlying threat to income. Legacy income is the most unpredictable income stream, and we address this uncertainty by putting all legacy receipts into a designated reserve, no more than 50% of which is used to support the budget for the following year, meaning we will always have two years before the legacy reserve runs out.

This year, the risk assessment suggests the need for target reserves of £1.7m, in addition to the legacy reserve. This would cover us for reductions of between 10% and 30% for between one and two years, depending on the income stream. Expressed in terms of average monthly spend, this reserve is equal to 4.3 months.

Free reserves at year end were £2m, of which £1.53m was held in cash and the rest was in current debtors and creditors. While this is slightly in excess of our target, we have set a deficit budget for 2022-23, and, if not prevented by external factors, expect the free reserves to reduce to around £1.65m by year end.

Principal risks

The trustees have identified the principal risks as:

Going concern

The trustees have paid attention to the concept of going concern in these financial statements. They conclude that it is appropriate to prepare the accounts on a going concern basis for the following reasons:

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Governance structure and management

Governing document

The organisation is a charitable company limited by guarantee, incorporated on 25 January 1988 and registered as a charity on 29 January 1988. The company was established under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. In the event of the company being wound up, the members are required to contribute an amount not exceeding £1 each.

Recruitment and appointment of Board of Directors

Members of the Board, who are directors for the purpose of company law and trustees for the purpose of charity law, who served during the year and up to the date of this report, are shown on page 18. New members of the Board can be appointed at any time either to fill a casual vacancy or to add to the Board. There must be a minimum of six members on the Board.

Board induction and training

All newly appointed trustees undergo an induction programme appropriate to their area of expertise and role within the Board. In normal circumstances, this includes an introductory visit to the hospice during working hours and briefings on responsibilities as trustees, the hospice movement, and Longfield’s history. The induction pack provided to all trustees provides information on strategy, organisational structure and the current financial position and budget.

Organisational structure

The charity is governed by a Board of Directors which meets at least four times a year. There are two committees with delegated responsibilities as follows:

Resources committee: this consists of at least three directors as well as co-opted members as required. It meets a minimum of four times a year, with the CEO and relevant senior managers in attendance. The delegated responsibilities of the committee relate to the financial and corporate affairs of the charity; the committee

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has oversight of corporate policy, detailed budgetary, human resources and corporate risk management tasks, as well as governance of income generation.

Care services committee: this consists of at least three directors as well as co-opted members as required. It meets four times a year, with the CEO and relevant senior managers in attendance. The delegated responsibilities of the committee relate to the clinical governance of care services; the committee undertakes detailed policy and procedural work and provides advice to the Board on the appropriateness of clinical service provision.

Pay policy for senior staff

The pay of the senior staff is reviewed annually by the trustees and is normally increased in line with all other hospice staff for whom a small cost of living increase is awarded.

Regulation and compliance

Longfield is registered with the Fundraising Regulator, paying the annual fundraising levy and following the Code of Fundraising Practice. Longfield is also signed up to the Fundraising Preference Service to enable individuals to opt out from receiving communications from us - there have been zero requests during the year. We are also regulated by the Gambling Commission to conduct raffles, with specific policies for gambling activities in place. Any suppliers must comply with the Fundraising Code, ensuring we protect our supporters and the reputation of the hospice. Businesses that wish to donate a proportion of sales are asked to complete a commercial participators’ agreement and due diligence is undertaken. During the year, no external professional fundraisers were utilised.

A complaints policy is in place and our website outlines how people can complain, along with timescales and a stepped approach for escalation. Complaints registered during the year were: one for fundraising, seven for retail, one for care services and one for corporate. All of these were resolved to a satisfactory conclusion. Feedback is welcomed so we can continually improve as an organisation and complaints are reviewed by the senior management team and board of trustees.

During the year, we successfully gained a licence under the Gambling Commission to conduct raffles, which led to further training and compliance, especially around safeguarding vulnerable people. Fundraising policies are in place around treating customers fairly, accepting, refusing and recognising donations and dealing with people in vulnerable situations. External learning is encouraged and provided through the Institute of Fundraising and the Hospice Income Generation Network.

Statement of Responsibilities of the Trustees

The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees’ report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Auditors

Godfrey Wilson Ltd were appointed as the charitable company’s auditors during the year and have expressed their willingness to act in that capacity.

Approved by the trustees on 28th July 2022 and signed on their behalf by:

Alan Simmons

Alan Simmons, Chair of Trustees

Martin Moule, Treasurer

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Reference and administrative information

Charity name

Longfield Hospice Care

Registered charity number

Senior Management Team

Simon Bernstein, Chief Executive

Susan Parris, Director of Care

298627

Ian Cherry, Director of Operations

Company number

Rachel Jones, Head of Fundraising and Marketing

02213662

Myn Cotterill, Head of Finance

Hospice address and registered office

Longfield Hospice Care Burleigh Lane Burleigh Minchinhampton Gloucestershire, GL5 2PQ

Directors/Trustees

Alan Simmons, Chair

Dr Trevor Bentley (resigned 10/5/21) Dr Sarah Robinson Dr Chris Boden Andrew Humphries

Hugh Gladman Melvyn Dew Martin Moule Dr Sally Pearson Martin Saunders

Ruth Dickson, Head of HR and Volunteer Services (from 04/01/2022)

Auditors

Godfrey Wilson Limited 5[th] Floor, Mariner House 62 Prince Street Bristol BS1 4QD

Solicitors

Harrison Clark Rickerbys Ellenborough House Wellington Street Cheltenham, GL50 1YD

Davey Law 10/12 Dollar Street Cirencester Gloucestershire, GL7 2AL

Bankers

Lloyds Plc Prof Jane Melton MBE (app’d 06/05/21) Sedgemoor House Deans Gate Avenue Wendy Aylard (appointed 11/11/21) Taunton, TA1 2UF

Page | 18

Independent auditors' report

Opinion

We have audited the financial statements of Longfield Hospice Care (the 'charity') for the year ended 31 March 2022 which comprise the statement of financial activities, statement of financial position, statement of cash flows and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Page | 19

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements 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.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements 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 financial statements or a material misstatement of the other information. 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 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 charity and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report (incorporating the strategic report and the directors’ 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:

Page | 20

Responsibilities of the trustees

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’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 charity or to cease operations, or have no realistic alternative but to do so.

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements 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 financial statements.

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 procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below:

(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance.

(2) We reviewed the charity’s policies and procedures in relation to:

(3) We inspected the minutes of trustee meetings.

Page | 21

(4) We enquired about any non-routine communication with regulators and reviewed any reports made to them.

(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations.

(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error.

(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even 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 charityʼs 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 charityʼs members those matters we are required to state to them in an auditorʼs 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 charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed.

Page | 22

Date: 28[th] July 2022

Alison Godfrey

Alison Godfrey FCA (Senior Statutory Auditor)

For and on behalf of:

GODFREY WILSON LIMITED

Chartered accountants and statutory auditors 5th Floor Mariner House

62 Prince Street Bristol BS1 4QD

Page | 23

Longfield Hospice Care

STATEMENT OF FINANCIAL ACTIVITIES

(incorporating an Income and Expenditure Account)

YEAR ENDED 31 MARCH 2022

Notes
Income
Donations and legacies
Donations and gifts
3
Legacies
Income from other trading activities:
Events
Retail Income
Lottery
Investment income
Income from charitable activities:
Course organisation
National Health Service Funding
COVID 19 Income
NHS England emergency funding
COVID Job Retention Scheme grants
Local Authority retail grants
Other Income
Total Income
Expenditure
Cost of generating funds:
4
Fund Raising
Shop Running Costs
Charitable activities:
4
Hospice at Home Service
Wellbeing including Hosted Clinics
Counselling
Staff costs covered by Job Retention grants
Total Expenditure
Net gain/(loss) on investments
8
Transfer between funds
Reconcilation of Funds
Total funds b/fwd as 1 April 2021
Total funds c/fwd at 31 March 2022
Net Income/(Expenditure)
Net movement in funds/total
recognised gains and losses		 Unrestricted
Unrestricted
Restated
General
Designated
Restricted
TOTAL
TOTAL
Funds
Funds
Funds
2022
2021
£
£
£
£
£
491,102
-
188,468
679,570
835,893
-
391,638
-
391,638
368,927
192,117
-
-
192,117
155,541
2,666,335
-
-
2,666,335
905,183
72,956
-
-
72,956
82,855
6,358
-
-
6,358
1,824
-
-
55,500
55,500
9,159
128,854
-
282,484
411,338
343,964
-
-
215,716
215,716
655,386
-
-
19,003
19,003
538,411
-
80,928
-
80,928
261,627
119
-
-
119
-
3,557,841
472,566
761,171
4,791,578
4,158,770
351,190
7,085
9,113
367,388
263,251
1,937,284
83,137
690
2,021,111
1,127,481
88,895
292,509
558,976
940,379
778,114
388,977
29,168
57,518
475,663
477,878
173,626
5,401
26,686
205,713
198,519
-
-
19,003
19,003
538,411
2,939,972
417,300
671,985
4,029,257
3,383,654
-
-
-
-
1,666
617,869
55,266
89,186
762,321
776,782
8,070
(50,000)
41,930
-
-
625,939
5,266
131,116
762,321
776,782
1,552,910
2,926,714
25,002
4,504,626
3,727,844
2,178,849
2,931,980
156,118
5,266,947
4,504,626

Prior period income has been reclassified to reflect the requirements of the Charities SORP (FRS 102) and to be comparable with the current year. The restatements are purely reclassifications of income and do not affect net income.

The notes set out on pages 27 to 44 form part of these financial statements

Page | 24

Longfield Hospice Care

STATEMENT OF FINANCIAL POSITION

YEAR ENDED 31 MARCH 2022

Note
FIXED ASSETS
Tangible Assets
7
CURRENT ASSETS
Debtors
9
Current asset investments
Cash at bank and in hand
LESS CREDITORS- amounts falling
due within one year
10
NET CURRENT ASSETS
NET ASSETS
18
FUNDS OF THE CHARITY
Unrestricted income funds:
General Reserve
15
Designated Funds:
Property Fund
15
Wolfson Grant designated for building improvements
Legacy Equalisation Reserve
15
Revaluation Reserve
17
Restricted income funds:
Other
15		 768,054
1,085,657
1,084,800		 Total
Total
2022
2021
£
£
2,623,289
2,702,346		 Total
Total
2022
2021
£
£
2,623,289
2,702,346
2,623,289 2,702,346
2,643,657 639,355
1,363,059
113,550
2,938,512
294,854		 2,115,964
313,684
1,802,280
5,266,947 4,504,626
2,178,849
1,552,910
2,398,412
2,460,784
-
50,000
486,565
368,927
47,003
47,003
156,118
25,002
5,266,947
4,504,626

Approved by the Board and authorised for issue on 28[th] July 2022:

Alan Simmons

Alan Simmons (Chairman)

Martin Moule (Treasurer)

The notes set out on pages 27 to 44 form part of these financial statements

Page | 25

Longfield Hospice Care

CASHFLOW STATEMENT

YEAR ENDED 31 MARCH 2022

Cash used in operating activities:
Net movement in funds
Adjustments for:
Depreciation charges
(Gains) / losses on investments
Dividends, interest and rents from investments
Decrease / (increase) in debtors
Increase / (decrease) in creditors
Net cash provided by / (used in) operating activities
Cash flows from investing activities:
Dividends, interest and rents from investments
Purchase of tangible fixed assets
Proceeds from the sale of investments
Net cash provided by / (used in) investing activities
Increase / (decrease) 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
Analysed as follows:
Current asset investments
Cash at bank and in hand		 2022
£
762,321
144,662
-
(6,358)
(128,700)
(18,830)
753,095
6,358
(65,605)
-
(59,246)
693,848
1,476,610
2,170,458
1,085,657
1,084,800
2,170,458		 2021
£
776,782
144,759
(1,666)
(1,824)
90,327
67,700
1,076,079
1,824
(79,710)
63,616
(14,270)
1,061,809
414,801
1,476,610
1,363,059
113,550
1,476,610

The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements.

Page | 26

Longfield Hospice Care

Notes to the financial statements

Year ended 31 March 2022

1 Company information

Longfield Hospice Care is a company limited by guarantee and a charity registered at the Charity Commission in England and Wales. The principal address is Burleigh Lane, Burleigh, Minchinhampton, Gloucestershire, GL5 2PQ.

2 Accounting policies

a) Basis of preparation

The financial statements have been prepared under the historical cost convention. They have also been prepared in accordance with Accounting and Reporting by Charities: 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) issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019.

The Trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern as described in the trustees annual report.

The charity constitutes a public benefit entity as defined by FRS 102.

The charity’s functional and presentational currency is the pound sterling.

b) Fixed assets and depreciation

Fixed assets are included at cost, or, where donated, at valuation with a corresponding credit to income. Fixed assets have been depreciated on the following bases:-

Land and Buildings - 2% straight line on cost Furniture and equipment - 25% straight line on cost Shop fittings & equipment - 20% straight-line on cost Motor vehicles - 33% straight-line on cost

c) Investments

Investments were shown in the balance sheet at market value. All investments were disposed of in the year ended March 2021.

d) Leasing commitments

Rentals paid under operating leases are charged to the income and expenditure account as incurred.

e) Volunteers

The value of services provided by most volunteers is not incorporated into these financial statements. Further details of the contribution made by volunteers can be found in the report of the Board of Directors/Trustees. Where volunteers are

Page | 27

providing counselling or complementary therapies, these have been valued as gifts in kind at an hourly rate reflecting the equivalent salary.

f) Incoming resources

g) Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered:

Page | 28

h) Stock

Donated items of stock for resale or distribution are not included in the financial statements until they are sold or distributed because the Trustees consider it impractical to be able to assess the amount of donated stocks 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 outweigh the benefits.

The company operates a defined benefit scheme and two defined contribution group personal pension schemes. The defined benefit scheme is part of a multiemployer scheme. The charity is unable to identify its share of the underlying assets and liabilities of the scheme as it is part of the state run NHS pension scheme. Likewise, any future contributions which may be required to make up any funding deficit are also unable to be quantified. The assets of the group personal schemes are held separately from those of the Charity in an independently administered fund.

The pension costs charge represents contributions payable by the Charity to the funds for the year.

Page | 29

l) Allocation of expenditure

Overheads are allocated to the various cost centres on a number of bases:

m) Accrued income

Accrued income is based on Retail and Fundraising records, or on amounts known to have been received post year end which relate to the year in question. Where a figure needs to be estimated an average, based on the known amounts for prior months, is used.

Accrued income may also consist of legacies where a specific amount has been notified and the probability of receipt is more likely than not.

n) Current asset investments

Current asset investments consist of long-term notice accounts. Current asset investments are measured at cost.

Page | 30

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.

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are:

3 Donations and gifts

Donations
Charitable Trusts		 Unrestricted
Designated
Restricted
Total
2022
£
£
£
£
468,202
-
36,237
504,439
22,900
-
152,231
175,131
491,102
-
188,468
679,570

Prior year comparative donations and gifts

Donations
Charitable Trusts		 Restated
Unrestricted
Designated
Restricted
Total
2021
£
£
£
£
396,765
-
12,347
409,112
61,755
50,000
315,026
426,781
458,520
50,000
327,373
835,893

Prior period income has been reclassified to reflect the requirements of the Charities SORP (FRS 102) and to be comparable with the current year. The restatements are purely reclassifications of income and do not affect net income.

In the prior year, a corporate donation of £68,349 from Coventry Building Society was included in Events income. This is a voluntary donation and has been moved to donations in the restated figures above. The comparable figure for 2022 was £93,287 and is included in donations income.

Page | 31

4 Total resources expended

Costs Directly allocated to activities
Staff Costs
Staff & Volunteer expenses, Training
Property and Equipment
Marketing
Fundraising events
Legal and Professional Fees
Other Costs
Depreciation
Total of direct costs
Support Costs allocated to activities
Care Management costs
Kitchen & Facilities costs
IT Costs
HR & Education Costs
Marketing officer Costs
Finance Department Costs
Chief Executive Costs
Depreciation Costs
Total of support costs allocated
Governance
Total Resources Allocated		 2022
Fundraising
Shops Hospice at Home
Wellbeing &
Hosted Clinics
Counselling Furloughed staff
Governance
TOTAL
£
£
£
£
£
£
£
£
188,250
1,174,340
486,250
187,436
88,931
19,003
106,096
2,250,305
626
19,242
38,168
836
-
-
-
58,871
320
516,436
627
463
-
-
-
517,847
18,332
34
2,523
-
-
-
-
20,888
46,778
-
-
-
-
-
-
46,778
6,959
30,017
-
-
1,513
-
7,000
45,489
25,755
143,836
11,243
1,948
47
-
-
182,828
-
56,593
-
-
-
-
-
56,593
287,019
1,940,496
538,811
190,683
90,491
19,003
113,096
3,179,599
-
-
123,319
42,391
15,346
-
-
181,055
16,037
2,854
36,296
93,314
14,493
-
2,069
165,063
9,007
2,252
36,026
12,384
4,503
-
4,785
68,956
10,522
38,159
42,087
14,467
5,261
-
5,590
116,084
7,190
6,637
11,061
11,061
11,061
-
-
47,011
16,460
15,194
25,324
25,324
25,324
-
-
107,625
11,592
10,700
17,834
17,834
17,834
-
-
75,794
9,561
4,820
26,349
38,735
7,415
-
1,189
88,069
80,368
80,615
318,295
255,510
101,237
-
13,632
849,658
-
-
83,273
29,470
13,985
-
(126,728)
-
367,388
2,021,111
940,379
475,663
205,713
19,003
-
4,029,257

** Last year IT costs were not separated out from Facilities

*** Education costs have not been separated out this year but are reallocated across other activities based on staff numbers, with an adjustment reflecting lower staff training for retail.

Page | 32

4 Total resources expended

Prior year comparative total resources expended

Costs Directly allocated to activities
Staff Costs
Staff & Volunteer expenses, Training
Property and Equipment
Marketing
Fundraising events
Legal and Professional Fees
Other Costs
Depreciation
Total of direct costs
Support Costs allocated to activities
Facilities Costs
Kitchen Costs
HR Costs
Marketing officer Costs
Finance Department Costs
Chief Executive Costs
Depreciation Costs
Education Costs
Total of support costs allocated
Governance
Total Resources Allocated		 2021
2020
Fundraising
Shops Hospice at Home
Wellbeing &
Hosted Clinics
Counselling
Education Furloughed staff
Governance
TOTAL
TOTAL
£
£
£
£
£
£
£
£
£
£
157,405
608,493
491,662
185,384
94,712
50,472
538,411
108,760
2,235,300
2,190,682
1,466
10,925
41,385
686
-
2,110
-
-
56,572
77,791
426
272,175
1,588
-
-
682
-
-
274,871
447,943
23,981
-
-
25
-
95
-
-
24,101
25,991
7,206
-
-
-
-
-
-
-
7,206
16,013
614
990
-
-
-
-
-
7,120
8,724
7,232
17,200
109,308
9,497
678
1,080
3,154
-
-
140,917
199,552
-
72,302
-
-
-
-
-
-
72,302
55,568
208,296
1,074,194
544,133
186,773
95,792
56,513
538,411
115,880
2,819,993
3,020,772
11,451
1,613
10,088
124,061
37,933
28,460
-
1,613
215,220
229,713
-
-
940
1,880
940
940
-
-
4,699
33,395
3,233
27,713
13,764
5,820
831
1,293
-
-
52,656
88,343
9,658
-
5,795
11,590
5,795
5,795
-
-
38,633
34,408
13,120
13,120
15,744
31,489
15,744
15,744
-
-
104,962
88,276
9,456
9,456
11,347
22,695
11,347
11,347
-
-
75,649
54,321
8,035
1,384
5,586
34,927
4,825
16,374
-
711
71,842
74,002
92,914
31,939
11,614
(136,468)
54,954
53,287
156,179
264,400
89,030
(56,513)
-
2,325
563,661
602,456
-
-
77,803
26,706
13,697
-
(118,205)
-
89,565
263,251
1,127,481
778,114
477,878
198,519
-
538,411
-
3,383,654
3,712,793

2021 figures have been restated to show Education Costs re-allocated by staff numbers as in 2022 for better comparability.

Page | 33

5 Net movement in funds

This is stated after charging:

Net movement in funds
This is stated after charging:
Depreciation
Auditors Remuneration for audit services- charity
Operating lease rentals- plant and machinery
Operating lease rentals- shop buildings
Trustee expenses
Trustee remuneration
Trustee indemnity insurance		 2022
2021
£
£
144,662
144,759
7,000
7,120
3,510
3,681
418,209
226,513
-
-
-
-
2,063
1,245
575,445
383,319

6 Staff costs

Salaries
Employers national insurance
Pension contributions- defined benefit scheme NHS
Pension
contributions-
group
personal
scheme
Scottish Widows		 2022
2021
£
£
2,399,290
2,181,395
158,535
134,069
38,372
44,622
79,337
75,457
2,675,533
2,435,544

The Charity operates a multi-employer defined benefit pension scheme and a group personal pension scheme. The assets of the defined benefit pension scheme are not separately identifiable. Contributions totalling £5,943 (2021: £5,724) were payable to the defined benefit pension scheme at the year end and are included in creditors.

During the year one employee received remuneration in the range of £70,001 to £80,000 pro-rata. No other employees received more than £60,000 remuneration. (2021: one employee £70,001 to £80,00). Staff termination payments were made during the year totalling £3,848 (2021: £13,277).

The Hospice considers that the key management personnel comprise the trustees and the Heads of Department team - who are the Chief Executive, Director of Operations, Director of Care, and Heads of Finance, HR, and Fundraising & Marketing. The total salaries, national insurance contributions and employer pension contributions of the key management personnel of the Hospice were £301,975 (2021: £298,380).

Page | 34

The average number of employees employed on a full-time equivalent (FTE) basis and in total by the Charity during the year was:-

Operational
Fundraising
Retail
Administration		 2022
2022
2021
2021
FTE
number
FTE
number
26
48
26
47
6
8
6
7
54
67
50
61
13
23
12
22
98
145
94
137

Page | 35

7 Fixed assets

COST OR VALUATION
At 1 April 2021
Additions
Disposals
At 31 March 2022
DEPRECIATION
At 1 April 2021
Charge for the year
Released on disposals
At 31 March 2022
NET BOOK VALUE
At 31 March 2022
At 31 March 2021		 Land and
Buildings
£
3,271,297
-
-
3,271,297
763,510
62,372
-
825,881
2,445,416
2,507,787		 Furniture and
Equipment
£
441,067
56,222
-
497,289
399,672
25,291
-
424,963
72,326
41,395		 Shop Fittings
and Equipment
£
692,476
9,383
-
701,858
539,719
56,593
-
596,311
105,546
152,757		 Motor
Vehicles
£
8,958
-
-
8,958
8,551
407
-
8,957
-
407		 Total
£
4,413,798
65,605
-
4,479,402
1,711,451
144,662
-
1,856,113
2,623,289
2,702,348

The value of non depreciable land carried in these financial statements is £195,884, comprising the historical cost of £148,881 and the revaluation reserve of £47,003.

Page | 36

7 Fixed assets Prior period comparative fixed assets

COST OR VALUATION
At 1 April 2020
Additions
Disposals
At 31 March 2021
DEPRECIATION
At 1 April 2020
Charge for the year
Released on disposals
At 31 March 2021
NET BOOK VALUE
At 31 March 2021
At 31 March 2020		 Land and
Buildings
£
3,271,297
-
-
3,271,297
701,131
62,378
-
763,510
2,507,787
2,570,166		 Furniture and
Equipment
£
405,167
35,900
-
441,067
389,105
10,567
-
399,672
41,395
16,062		 Shop Fittings
and Equipment
£
648,665
43,810
-
692,475
468,398
71,319
-
539,717
152,758
180,267		 Motor
Vehicles
£
8,958
-
-
8,958
8,056
495
-
8,551
407
902		 Total
£
4,334,087
79,710
-
4,413,797
1,566,690
144,759
-
1,711,449
2,702,348
2,767,398

The value of non depreciable land carried in these financial statements is £195,884, comprising the historical cost of £148,881 and the revaluation reserve of £47,003.

Page | 37

8 Investments

General fund:
Market value at 1 April
Disposals
Realised gains
Acquisitions
Unrealised investment gains / (losses)
Market value at 31 March
Historic cost of investments
Total investments		 2022
2021
£
£
-
61,950
-
(63,616)
-
1,666
-
-
-
-
-
-
-
64,703
-
-

All investments were disposed of in 2021.

9 Debtors

ebtors
reditors
mounts falling due within one year:
VAT
Trade debtors
Prepayments
Accrued income
Other debtors
Trade creditors
Social security costs
Accruals
Deferred income		 2022
2021
£
£
30,259
26,909
169,495
23,039
147,590
103,713
411,310
476,695
9,400
9,000
768,054
639,355
2022
2021
£
£
125,903
144,532
70,974
64,334
97,532
73,601
444
31,217
294,854
313,684

10 Creditors

Amounts falling due within one year:

Page | 38

11 Deferred income analysis

Brought forward:
Released during the period
Deferred during the period
Amount carried forward		 2022
2021
£
£
31,217
133,122
(31,217)
(133,122)
444
31,217
444
31,217

12 Operating leases

The charity has the following commitments under operating leases at 31 March 2022:

2022:
Annual commitments under operating leases:
Operating leases expiring
Within 1 Year
2 to 5 years
Over 5 years		 Land and
Buildings
Other
Assets
Land and
Buildings
Other Assets
2022
2022
2021
2021
£
£
£
£
317,939
6,223
348,223
18,803
1,161,160
6,262
1,135,241
6,772
470,760
-
579,087
-
1,949,859
12,485
2,062,551
25,575

13 Contingent asset

A legacy has been notified to us which has not been recognised in the accounts, as it does not meet our income recognition criteria. The legacy is for a whole estate, and it is expected that the house will go to auction, although the auction date has now been postponed three times. Although the value cannot be reliably measured, we estimate that the value of this asset could be in the region of £400,000.

14 Contingent liability

The National Lottery Board awarded £180,000 towards the construction of the existing building. As part of this grant a legal charge has been placed on the freehold property for a period of twenty years from final receipt, which was received in 2009. The charge will be exercised if the building is disposed of or has a significant change in use. The award represents 7.5% of the net book value of the property.

Page | 39

15 Funds analysis

Unrestricted Funds
General fund
Property Fund
Wolfson Foundation
Legacy equalisation reserve
Retail premises COVID-19 grants
Revaluation reserve
Total unrestricted funds
Restricted Funds
Hospice at Home
Wellbeing & Counselling
SystmOne implementation
Education provision
Repairs and renewals of
equipment
CJRS reclaim
Other
Total restricted funds
Total Funds
Restricted funds spent on Fixed
Assets		 Balance at 31
March 2021
Incoming
Resources
Outgoing
Resources
Gains /
Transfers
Balance at 31
March 2022
£
£
£
£
£
1,552,910
3,557,841
(2,939,972)
8,070
2,178,849
2,460,784
-
(62,372)
-
2,398,412
a
50,000
-
-
(50,000)
- b
368,927
391,638
(274,000)
-
486,565
c
-
80,928
(80,928)
-
-
d
47,003
-
-
-
47,003
e
4,479,623
4,030,407
(3,357,272)
(41,930)
5,110,829
(42)
521,209
(558,976)
37,919
110
a
7,513
53,747
(53,236)
8,290
16,315
b
-
81,286
-
-
81,286
c
-
55,500
(15,704)
204
40,000
d
17,132
16,400
-
(15,606)
17,925
e
-
2,500
(13,245)
10,745
-
f
-
19,003
(19,003)
-
-
g
400
11,526
(11,821)
377
482
h
25,002
761,171
(671,985)
41,930
156,118
4,504,626
4,791,578
(4,029,257)
-
5,266,947

Prior year comparative funds analysis

Unrestricted Funds
General fund
Property Fund
Wolfson Foundation
Legacy equalisation reserve
Retail premises COVID-19 grants
Total general funds
Restricted Funds
Day Hospice and Hospice at Home
CJRS reclaim
Other
Total restricted funds
Total Funds
Restricted funds spent on Fixed Assets		 Balance at 31
March 2020
Incoming
Resources
Outgoing
Resources
Gains /
Transfers
Balance at 31
March 2021
£
£
£
£
£
760,693
1,742,282
(902,870)
(47,196)
1,552,910
2,570,165
-
(62,378)
-
2,507,787
0
50,000
-
50,000
-
368,927
-
-
368,927
360,000
261,627
(621,627)
-
0
3,690,858
2,422,836
(1,586,875)
(47,196)
4,479,623
20,369
1,162,940
(1,251,868)
76,030
7,471
16,616
27,683
-
(27,168)
17,132
-
538,411
(538,411)
-
0
-
6,900
(6,500)
-
400
36,985
1,735,933
(1,796,779)
48,862
25,002
3,727,844
4,158,770
(3,383,654)
1,666
4,504,626

16 Purposes of funds

Restricted funds purposes

Page | 40

Designated funds purposes

Page | 41

17 Revaluation reserve

Revaluation reserve b/fwd
Written off in year
Revaluation reserve c/fwd		 2022
£
47,003
-
47,003		 2021
£
47,003
-
47,003

The revaluation reserve arose from revaluing the land and the old buildings which stood on the site prior to 2008.

18 Analysis of net assets between funds

Fixed Assets
Current Assets
Current Liabilities		 General Funds
Designated
Funds
Restricted Funds
Total
£
£
£
£
177,874
2,445,416
-
2,623,289
2,295,829
486,565
156,118
2,938,512
(294,854)
-
-
(294,854)
2,178,849
2,931,980
156,118
5,266,947

Prior year comparative analysis of net assets

Fixed Assets
Current Assets
Current Liabilities		 General Funds
Designated
Funds
Restricted Funds
Total
£
£
£
£
194,559
2,507,787
-
2,702,346
1,672,035
418,927
25,002
2,115,964
(313,684)
-
-
(313,684)
1,552,910
2,926,714
25,002
4,504,626

Page | 42

19 Government grants

Longfield Hospice Care receives government grants, defined as funding from the NHS, Hospice UK and local government to fund charitable activities and compensate for activities curtailed due to the pandemic. The total value of such grants in the period ending 31 March 2022 was £581,288 (2021: £1,592,624). The grant of £81,286 for SystmOne implementation contains a contingency element. There are no other unfulfilled conditions or contingencies attaching to these grants in 2021/22. In the prior year, the charitable company was not required to repay any unspent funds as a condition of the grant.

20 Related parties

In addition to their time, trustees gave donations totalling £8,422 (2021: £5,081) to Longfield Hospice Care.

Page | 43

21 Prior year statement of financial activities

Prior period income has been reclassified to reflect the requirements of the Charities SORP (FRS 102) and to be comparable with the current year. The restatements are purely reclassifications of income and do not affect net income.

Notes
Income
Donations and legacies
Donations and gifts
3
Legacies
Income from other trading activities:
Events
Retail Income
Lottery
Investment income
Income from charitable activities:
Course organisation
National Health Service Funding
COVID 19 Income
NHS England emergency funding
COVID Job Retention Scheme grants
Local Authority retail grants
Total Income
Expenditure
Cost of generating funds:
4
Fund Raising
Shop Running Costs
Charitable activities:
4
Hospice at Home Service
Day Care Services and Outpatients
Counselling
Education
Staff costs covered by Job Retention grants
Total Expenditure
Net gain/(loss) on investments
8
Transfer between funds
Reconcilation of Funds
Total funds b/fwd as 1 April 2020
Total funds c/fwd at 31 March 2021
Net Income/(Expenditure)
Net movement in funds/total
recognised gains and losses		 Unrestricted
Unrestricted
General
Designated
Restricted
Funds
Funds
Funds
2021
£
£
£
£
458,520
50,000
327,373
835,893
-
368,927
-
368,927
154,541
-
1,000
155,541
905,183
-
-
905,183
82,855
-
-
82,855
1,824
-
-
1,824
9,159
-
-
9,159
130,200
-
213,764
343,964
-
-
655,386
655,386
-
-
538,411
538,411
-
261,627
261,627
TOTAL
(restated)
1,742,282
680,554
1,735,934
4,158,770
257,081
4,431
1,739
263,251
503,608
623,759
114
1,127,481
94,893
8,030
675,192
778,114
40,613
40,101
397,165
477,878
6,675
7,685
184,159
198,519
-
-
538,411
538,411
902,870
684,006
1,796,780
3,383,654
1,666
-
-
1,666
841,079
(3,451)
(60,846)
776,782
(48,862)
-
48,862
-
792,217
(3,451)
(11,984)
776,782
760,693
2,930,164
36,986
3,727,844
1,552,910
2,926,714
25,002
4,504,626

Prior period costs have been altered to show Education allocated as an overhead, to improve comparability with 2021/22. Net income is not affected.

Page | 44