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Year ended 31 March 2013
Princess Alice Hospice
Chairman and Chief Executive introduction 	 2
Medical care	 4
Community care	 6
Princess Alice Hospice
Chairman and chief executive introduction
Chairman and Chief
Executive introduction
We have ac...
Princess Alice Hospice
Medical care
and frees up consultant time, so they can help
more patients in the community.”
Princess Alice Hospice
Community care
Princess Alice Hospice has one of the largest teams of clinical nurse
Princess Alice Hospice
In-patient care
668 patients were cared
for in our In-patient unit
266 patients returned
home ...
Princess Alice Hospice
Day-patient care
Open every week day, the Day Hospice is the hub of our out-patient
Princess Alice Hospice
Therapeutic care
Our specialist therapy team works with patients at the Hospice and
where th...
Princess Alice Hospice
Social work, chaplaincy and bereavement care
£3,750 for bereaved relatives. All in all, they...
Princess Alice Hospice
1,170 health and social
care staff educated in a joint
project with Surrey PCT
10 ...
Princess Alice Hospice
Raising essential funds
Our fundraising efforts have seen an increased
focus on supporter ca...
Princess Alice Hospice
£4.4 million turnover
across all 35 Princess Alice
Hospice shops – our best
year ever...
Princess Alice Hospice
Working together
We are proud of the high-quality care our clinical teams provide, but
Princess Alice Hospice
Our key objectives for 2013/14
Our key objectives for
As we move into the second yea...
We believe it is important that we tell you exactly how your support has helped us continue serviing thos...
Princess Alice Hospice
Structure, governance and management
Structure, governance
and management
Princess Alice Hos...
Princess Alice Hospice
Structure, governance and management
Introducing new trustees and
committee members
We are p...
Princess Alice Hospice
Structure, governance and management
Our volunteers
We are grateful for the work of the many...
Princess Alice Hospice
Respective responsibilities of trustees and auditors
As explained more fully in the Trustees’ Re...
Financial statements
Consolidated cash flow statement
for the year ended 31 March 2013
Princess Alice Hospice
Financial statements
Notes to the financial statements
for the year ended 31 March 2013
Princess Alice Hospice
Financial statements
Princess Alice Hospice
Notes to the financial statements
for the year ended 31 March 2013
Financial statements
Notes to the financial statements
for the year ended 31 March 2013
Princess Alice Hospice
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  1. 1. Year ended 31 March 2013 www.pah.org.uk Trustees’ Annual Report
  2. 2. Princess Alice Hospice ourcontents Chairman and Chief Executive introduction 2 Medical care 4 Community care 6 In-patient care 8 Day-patient care 10 Therapeutic care 12 Social work, chaplaincy and bereavement care 14 Education 16 Raising essential funds 18 Retail 20 Working together 22 Our key objectives for 2013/14 24 Financial summary 26 Structure, governance and management 28 Independent auditor’s report 34 Financial statements 35 Who’s who? 46 A special thank you 48 71 Our vision, mission and values Our vision Together we will inspire and deliver innovative palliative and end of life care to help patients, families and carers feel better, do more, and cope with death and dying. Princess Alice Hospice is here to provide free, holistic palliative care for patients with advanced illness and those approaching the end of their lives. We aim to enable all patients to have the best possible quality of life to the end, responding quickly to their needs and wishes. We recognise that family, carers and close friends have needs of their own and we are here to provide them with support, comfort and advice at every stage of illness and after death. Through our education and research activities we also work to improve end of life care. Founded by our local community, fundraising and community support are crucially important to our continued work as a charity. Our mission Our values Respect, compassion and knowledge are our key values. They help us to understand the unique needs of each patient and their family and carers, remain responsive and caring, and ensure we remain a centre of excellence delivering high-quality care. All the images used in this report are of actual Princess Alice Hospice staff, volunteers and patients and they have given consent. By being able to be part of Hospice communications and help to spread the word of the Hospice, patients often feel it is a fitting way to say thank you for the care they have received. “We recognise that family, carers and close friends have needs of their own and we are here to provide them with support, comfort and advice at every stage of illness...” Shelagh Drewett, Volunteer
  3. 3. 2 Princess Alice Hospice 73 Chairman and chief executive introduction Chairman and Chief Executive introduction We have achieved a great deal over the past year as teams across the Hospice begin to implement our five year strategy. We also said farewell to Peter Munday, who was one of the founding trustees in 1980 and a previous Chairman for 10 years. We have recruited three new members - Jeannine Nolan, Professor Sean Hilton and Sean Watson – who, combined with the expertise and experience of the existing members, form an incredibly strong Board of Trustees that reflects the high standing we have in our local community. This year will see further change to the Board, as Nicholas stands down as Chairman after seven years and Ian Elder takes over the Chairmanship at our AGM in September. Nicholas will remain a member of the Board of Trustees. The Hospice is in a strong position and it is evident that staff and volunteers share our enthusiasm to drive forward with the ambitious plans within the strategy. Nicholas Woolf, Chairman Whilst there is a degree of uncertainty within the health sector as government changes are implemented and the new Clinical Commissioning Groups take up the reins, the Board of Trustees and Senior Management Team have been keen to ensure that the Hospice continues with business as usual but with a strong emphasis on preparing for the future. It is clear that now, more than ever, we need to ensure our finances are healthy and that we are prepared and able to maximise any new opportunities that arise. We have made a deliberate decision to invest in new models of care and to support innovative approaches to delivering this care in the community. This has seen us further develop our night nursing service and introduce a new service to respond to patients and families facing crisis situations. We are trialling the use of new technology and remote working to ensure that our nursing teams can spend more time in the community with their patients and are looking at ways that technology can aid our medical teams at the Hospice. We provide care and support for the whole family and one of the ways we can make a big difference is in helping to ease any financial worries, so we have recruited two new Welfare Benefits Advisors to offer practical advice and ensure our patients and their families receive the benefits to which they are entitled. Education is one of our key charitable objectives. We are committed not only to providing quality care to our patients but to enhancing care provided by other organisations within our catchment area and beyond. We are very proud to have been selected as one of only eight regional centres for Gold Standard Framework training for care homes, providing a national quality standard for end of life care. This demonstrates just one of the areas in which we are forging relationships with partner organisations to deliver high quality end of life care and support, delivering care when it matters, where it matters. Our Retail Division has made a net contribution to the costs of our care and support of more than £1 million this year - an amazing feat in light of the tough high street retail environment in which they are competing and a testament to the high quality donations and support that the shops receive from our local community. As a charity, we are dependent on this community support and we have not been disappointed. Over the last year we have had more participants signing up to our community fundraising events, such as our marathons and skydives, despite the difficult economic climate and we have had more people donate their time and energy to volunteer for us. We would like to take this opportunity to thank all of the staff, trustees and volunteers for their on-going dedication and commitment which enables Princess Alice Hospice to continue providing care and support to our local community. The past year has also seen changes to the Board of Trustees and senior Hospice staff. We said goodbye to Dr Caroline Lucas, who retired as Medical Director. Caroline has cared for and supported many thousands of patients and families during her career and mentored many colleagues who benefited greatly from her passion for palliative care, her compassion and professionalism. Nicki Shaw, Chief Executive
  4. 4. 4 Princess Alice Hospice 75 Medical care and frees up consultant time, so they can help more patients in the community.” As well as leading the medical care of patients staying in our In-patient unit or attending our day hospice, our consultants have been working closely with multi-professional team colleagues to design a new model of care for patients at home. Craig explains: “This will allow specialist members of the professional team to provide the same intensive, enhanced support and care to patients in their own home as they would receive if they were on the Hospice’s In-patient unit”. Education and training form a large part of the consultants’ role. They have supported the training and supervision of numerous doctors, including six-week placements of GPs from the University of Maastricht in the Netherlands. Craig says: “It’s not unusual for us to have at least one or two extra doctors here on tasters or placements as part of their training. We want other professionals to develop the knowledge, skills and attitudes needed to improve standards of palliative and end of life care. We are keen that the good practice here is disseminated.” Members of our consultant team hold key roles in local, regional and national networks, including a recent external appointment to a University Ethics Committee post at the University of Surrey. The team regularly present and publish their research in peer-reviewed journals, achieving national and international recognition and recently had five research posters accepted for the European Association of Palliative Care conference. Princess Alice Hospice is a centre of excellence for palliative care. Our team of seven highly-trained consultants offer collective expertise unrivalled by most other palliative care providers. They enable patients to have the best possible quality of life by using personalised treatment plans to relieve pain and other symptoms. As well as providing expert medical care and advice, our consultants share their knowledge by offering training, education, and playing key roles in local, regional and national networks. As we live longer, our care needs become increasingly challenging and greater numbers of people will need support living with life limiting and life threatening conditions. Medical Director Dr Craig Gannon explains that the Hospice is committed to finding new models of care so that we can meet the needs of increasing numbers of patients. An example is the recent appointment of a new speciality doctor. He says: “Having someone in post has already made a huge difference. It provides additional flexibility and continuity for our patients as the post is a full-time role at the Hospice. This allows the medical team to better meet peaks in demand Key achievements “We know how important food is to our patients and those who care for them. Eating can become difficult when someone is ill and so we work hard as a team to ensure they get the best nutritional care.” Dr Eleni Tsiompanou, Nutritional Specialist 7 consultants make up our medical team 2,730 new patients were referred 21 -102 was the age range of our patients L to R – Alan, Head Chef; Eleni, Doctor and Nutritional Specialist; Amanda, Specialty Doctor; Ken, patient; Craig, Medical Director; Anitia, Doctor
  5. 5. 6 Princess Alice Hospice 77 Community care Princess Alice Hospice has one of the largest teams of clinical nurse specialists in the UK, caring for more than 800 patients at any one time. Working closely with local healthcare professionals, our experienced nurses provide specialist care management, symptom control, practical advice and emotional support, seven days a week. It’s been a busy year for our community team in which delivering core business alone has been a key achievement. However, the team is also taking a proactive approach to services and a great deal of preparation and planning has been taking place to develop our care packages and new models of care delivery. Director of Patient Care, Community Services and Strategic Development, Lesley Spencer explains: “Our goal is to remain patient centred by having the right person in the right place at the right time. We’re aiming to ensure we offer the best possible patient and carer experience by providing the highest quality of care delivery.” One of the most significant developments has been the expansion of the night nursing service following its pilot last year. By increasing the permanent and bank staff, we are now able to offer around 46-50 nights per month – quite a jump from the four nights per month we were initially able to support. We also introduced a new service to respond to patients and families facing crisis situations, which has proved to be extremely effective. Our clinical nurse specialist takes care of urgent referrals. She is able to visit most patients in their own home within 4-5 hours, and 50 percent of patients are seen within 1-2 hours. Lesley says: “Of the 78 patients we visited as part of this crisis response pilot, none were admitted to hospital. Not only is this a cost- effective service, it has meant that 75 percent of patients who were supported by this service achieved their preferred place of death – at home. We have had specific praise for the flexibility, responsiveness, timeliness, and support offered through this service.” There has been a continuing emphasis on implementing smarter working practices. As part of this, we have been trialling the use of electronic tablet computers in order to improve our engagement with patients. We’ve also been evaluating working through satellite bases, in order to minimise travelling time and maximise the number of visits we are able to make. Our latest development focuses on delivering more specialised care to more people in their own homes. This new model builds on the care already provided by our community nurses but also includes more specialist medical care and support. In line with the Hospice strategy, our overall aim is to respond to the changing needs of patients, families and carers, help patients live life to the full and, when the time comes, to die in their place of choice. Key achievements 2,724 patients have been cared for in their own homes by Princess Alice Nurses 8,482 visits have been made to patients in their homes 50,067 phone calls have been made to support patients, their families and carers by our nurses Andrea Kapo, Senior Healthcare Assistant, experienced first-hand the difference a Princess Alice Nurse can make when her father’s health deteriorated. “I remember the day that Dad was discharged home from hospital for end of life care. I was greeted by Bev, a Princess Alice Nurse, as we arrived home in the ambulance during the early evening. Bev was organised, natural, she made everything happen. “We had things in place and just three days later Dad died, I know that we did the very best for him. Bev left a lasting impression on me that will stay with me forever. Despite both working at the Hospice, I had not met her in advance of benefiting from her skill and experience. Now when I see her I feel a real connection. She came along and scooped me up when I needed it, just as I had needed to scoop up my family.”
  6. 6. 8 Princess Alice Hospice 79 In-patient care 668 patients were cared for in our In-patient unit 266 patients returned home – most were admitted for symptom control or respite care 12.4 days is the average length of time a patient stays open days. This has resulted in 14 new nursing appointments with the whole ward supporting the campaign. “Our nurses really helped to make it a success,” Del says. “Many of them were at the open days talking to the potential recruits and offering tours of the Hospice. Some of the nurses also featured in a recruitment video where they talked passionately about the Hospice and why they love working here. That was really lovely to hear.” The need to recruit a significant number of staff also gave us a chance to review existing shift patterns. We knew that some of our nurses struggled with the combination of day and night duty and some cited this as the reason for leaving or changing departments. Del says: “Introducing a new ‘predominantly nights’ post for Health Care Assistants (HCA) and Senior Nurses has helped to address this problem and, as part of the recruitment campaign, we have successfully recruited some fantastic nurses who want to work solely nights because it suits their home life. So everyone is happier.” The nurses and HCAs we have recruited bring a variety of skills and experience that will help to enrich our nursing team. Some are newly qualified with all the energy and enthusiasm that comes at the start of a career and some have extensive nursing experience from a variety of specialities. Throughout the recruitment process occupancy rates remained high and we were proud to have sustained 86% occupancy over the year. Del says: “Although it has been a challenging time, the nursing team has remained positive and really pulled together which has been great to see.” Our highly trained specialist doctors and nurses bring a wealth of skills and knowledge to caring for patients staying at the Hospice. A patient’s time with us can give carers and families a much needed break from the often exhausting responsibility of caring for a loved one. By managing distressing physical symptoms and addressing complex psychosocial issues, we aim to give our patients the best possible quality of life, while providing carers and families with the support they need to help them cope with death and dying. The In-patient unit faced a challenging year last year, with staff shortages stretching our nursing teams. Yet despite these challenges, the nursing teams pulled together and continued to deliver the high quality care that we pride ourselves on delivering. “The demand for beds on our ward continues to grow and so, when we were faced with a significant number of vacancies, we knew we had to act quickly to ensure we had the nurses we needed to continue to be able to care for our patients,” explains Del, the Ward Manager. The In-patient unit held a very successful recruitment campaign featuring a series of “On my first morning on the ward, I was asked what I wanted for breakfast. I joked that I would have a full English and they asked how I wanted my eggs. I couldn’t believe it. It’s better than I get at home. They’re just brilliant here.” Ken, patient Key achievements L to R – Jane, Ward Tea Volunteer; Del, Ward Manager; Ken, patient; Irene, Senior Staff Nurse; Maria, Housekeeping Staff
  7. 7. 10 Princess Alice Hospice 711 Day-patient care Open every week day, the Day Hospice is the hub of our out-patient clinics, therapeutic care and a range of activities that help patients to manage their symptoms, regain control of their lives, build their confidence, and feel supported. Last year, our Day Hospice experienced a period of change as we introduced a new programme aimed at providing a more flexible service that better catered to our patients. Therapies/Day Hospice Manager Kathy Birch says: “It wasn’t without its challenges, but we now have a broader, more flexible programme that meets the needs of patients at different stages of their journey. We’re receiving a lot of lovely comments that validate what we have done. It has also provided our staff and volunteers with different opportunities and supported them in developing new skills.” The new programme was introduced in September 2012. As well as exercise and education groups, one of the new additions to the programme is a social group for people who no longer need close clinical monitoring because their disease has become relatively stable. Kathy says: “At times, people told us they felt bereft when they couldn’t come to the Day Hospice anymore because we needed to make space for other people. They found that they really missed the social support of getting together with other people facing similar challenges. So we provide the space here each week for them to meet with the support of a Health Care Assistant and a volunteer.” One part of the new programme that the team are hoping to gain more referrals to is our ‘Coping with Confidence’ group. This is an eight-week education group for patients and carers or family members, focussing on how to cope with different aspects of living with a life-limiting illness. Thanks to additional resource for complementary therapy this year, we have been able to reinstate our ‘Look Good, Feel Great’ days. These are special days where patients can be pampered and socialise together. “They have haircuts, facials, massages, get their nails done, and can have their picture taken by a professional photographer, if they want to,” says Kathy. “At the last session, we also had specialist advice on wigs, and how to cope with skin changes following treatments such as chemotherapy and radiotherapy.” The ‘Look Good, Feel Great’ days take place throughout the year, and we are currently planning a day for the men in the autumn. Kathy says: “It has been a busy year, and everyone has worked together to make the Day Hospice a real success. I am so grateful to the patients, their families, the staff and all the volunteers who support us in so many different ways.” Key achievements 2,513 patient visits to our Day Hospice 125 new patients visited our Day Hospice for the first time 20 patients attended our Look Good Feel Great day For Brian, whose heart condition is currently stable, the new weekly social group meant he could continue to visit his ‘second home’. When the changes to our Day Hospice programme were introduced, Brian was one of the first people to attend the weekly social group. He says: “I was more than happy to keep my connection to the Hospice, and to come here regularly, because I love the place. You get a wonderful, comfortable feeling walking through the front door, because everybody knows what they are doing. It’s home number two to me.” The group has grown to around eight members and counting, along with a couple of staff. “We’ve got a strong bond because we’re all in the same leaky boat. We understand each other’s problems, and talk about anything and everything. We do get rather involved in our conversations, so the level of sound goes up a bit. Sometimes a head pops round the door and tells us to keep it down! “I see the group doing a lot of good. Personally, I haven’t felt this good for ages.”
  8. 8. 12 Princess Alice Hospice 713 Therapeutic care Our specialist therapy team works with patients at the Hospice and where they live to help them to maintain their independence and mobility and manage their own condition. This is essential to our programme of care and includes physiotherapy, occupational therapy and lymphoedema therapy. Speech and language therapy, complementary therapies and dietetics are also offered at the Hospice. One of the most significant developments this year has been the expansion and development of the team. Community therapists and a dietician were appointed, and Sarah Scoble was promoted to the new role of Therapy Team Leader. She says: “We are bucking the trend as an expanding therapy department. It’s fantastic that the Hospice is investing in this area, and gives us a real sense of worth.” Dietetics was introduced as a new speciality to Princess Alice Hospice from April 2012. Working predominantly on the In-patient unit, our dietitian has also provided formal and informal education sessions, contributed to the formation of the Nutritional Steering Group and supported patients in the community by giving advice over the telephone. A new Complementary Therapy Coordinator – who oversees the therapists and a whole host of volunteers – is also in post. Aromatherapy and reflexology are offered either in the Day Hospice therapy rooms or on the ward. Sarah explains: “The new post means we can offer additional therapy to ward patients, as well as being able to support more out-patients. We are aiming to see more carers as well, because we like to try and think holistically and we know that they also need looking after.” There has been a significant increase in the number of community referrals, so a lot more people are receiving occupational therapy, lymphoedema care, and physiotherapy in their own homes. The therapy team has been involved in supporting the changes made to the Day Hospice programme. This has included providing input for the exercise group and symptom management talks on fatigue, breathlessness and pain. “It allows our therapists to focus not only on their clinical skills,” Sarah says, “but to develop their educational and teaching skills too. We are keen to impart our knowledge through in-house and external teaching.” The Hospice has good links with a number of universities, and the therapy team offer student placements for physiotherapists and occupational therapists. “We have offered a student placement in the area of art therapy. This has been very successful for the student from Goldsmiths, University of London, and for the Hospice, and is something we hope to continue.” The therapy team are continuing to adapt the way in which they deliver care. The next 12 months will provide the opportunity to plan additional out-patient clinics once a project to refurbish the Hospice reception area is completed. Key achievements 3,415 physiotherapy and occupational therapy sessions provided 85% increase in therapy sessions provided in patients’ homes 2 occupational therapists now working in patients’ homes Jean Jackson was diagnosed with Multiple System Atrophy (MSA) – a progressive neurological disease that leads to complex symptoms. Jean relies on her Princess Alice Hospice community team to help her live with her condition. “My condition developed slowly and it is only looking back, after diagnosis that I can now pinpoint that various problems I had over the years were down to MSA. I have had pain in my ankles for a long time and was originally treated for arthritis but it was unsuccessful. When I was finally diagnosed, it was a relief to know to be able to make sense of everything. “It is important for me to stay at home. My therapists help with exercises to stop the pain and help with my speech. I have not experienced such warmth and compassion before. I can’t say thank you enough to Sarah and Jayne, my therapists and the Day Hospice staff. I feel loved and cared for and respected. I get treated as a person and not just a patient with an illness. I can’t say how much that means to me.” L to R – Jean, patient; Jayne, Therapy Assistant
  9. 9. 14 Princess Alice Hospice 715 Social work, chaplaincy and bereavement care £3,750 for bereaved relatives. All in all, they have secured around £38,000 in benefits, allowances and grants that might not have been accessed otherwise.” As well as supporting other members of our team, in particular the social workers, the new roles also take some of the pressure off our Princess Alice Nurses – freeing them to spend more time on their core role of helping patients to manage their symptoms. “We also worked with our fundraising colleagues to apply for a grant from Children in Need and we found out that we had been successful in securing a £70,000 grant for a two-year project.” This will fund a specialist social worker, to build on the support we offer to patients with young families. Part of their work will be to develop individual work with parents and children and to extend our support to patients with young families on the ward, as well as enhancing existing activities, such as our annual Family Day and our evening sessions for bereaved families. “It can be quite isolating to be a bereaved young person,” says Anne. “It’s important that we help them to understand that they are not alone.” Once a quarter we run a training day, particularly taken up by teachers, youth workers and healthcare professionals. We teach them about working with bereaved children, or children who have a terminally-ill parent. “We’re hoping the Children in Need funding will allow us to expand this training, to go out into schools and colleges and teach people to be confident and clued-up about how to support bereaved children and young people.” Our social work, chaplaincy and bereavement care team play a vital role in supporting patients, their carers and families with psychological, social and spiritual support. We also provide advocacy and advice on practical and financial matters, supporting patients in the Hospice and at home. The team is expanding – as well as new staff appointments, we are continuing to recruit more volunteers to the chaplaincy and bereavement service. When people are diagnosed with a life limiting condition their lives are turned upside down - they are scared and have a whole host of emotions to work through. We know that it is not just the medical care that we need to provide and so we are expanding our social work, chaplaincy and bereavement care team to ensure that we can be there for our patients, their families and friends when they need us to be. We have appointed two new Welfare Benefits Advisors to provide specialist advice and practical support to patients and their families in claiming any benefits, allowances and grants they are entitled to. Anne Cullen, Manager of Psychosocial and Spiritual Care, says: “It’s been particularly timely to introduce these new posts. The radical changes that have been made to the benefits system left many people feeling confused. “Our Advisors were able to get an £8,000 grant for one person and an enhanced funeral payment of Key achievements 4,871 support sessions were provided by our bereavement team giving patients and loved ones time to talk 3,437 support sessions were provided by our social work team 10 -12 weeks is the length of time to train a chaplaincy or bereavement service volunteer L to R – Steve, Chaplain; Gauri, Welfare Benefits Advisor; Rowena, Bereavement Volunteer; Anne, Manager of Psychosocial and Spiritual Care
  10. 10. 16 Princess Alice Hospice 717 Education 1,170 health and social care staff educated in a joint project with Surrey PCT 10 care homes have started our Gold Standard Framework training 8 Advanced Communications Skills courses delivered and is delivered over the course of 18 months.” The GSF training programme provides a national quality standard for end of life care, and a prestigious accreditation. It has been designed to help staff from care homes improve the quality of life for residents nearing the end of life, and to reduce unnecessary hospitalisations and the number of people who inappropriately die in acute hospital wards. Karen explains: “Participants attend workshops and receive training, but training isn’t enough. The GSF training programme goes further to ensure the training is applied within care homes. This is assessed and accredited as part of the GSF training programme, in order to improve the process of providing care.” The education team continue to develop the communication skills training they offer, including two nationally recognised training programmes. Advanced Communication Skills is a two day course supporting senior clinical teams to have sensitive, compassionate discussions about challenging situations and subjects with their patients and their families. The other, SAGE & THYME© , is a half day workshop which helps everyone who might come into contact with people in distress be supported to feel more in control at a difficult time. The team also delivered tailor made communication education to groups such as GP’s and community nurse teams. Our education team is a leading provider of training and education in palliative and end of life care for health and social care professionals locally, nationally and internationally. Through our education and research activities we hope to improve end of life care for everyone who needs it. Our Education Department has had a busy year in which new courses have been launched and our extensive training programme further developed. We are making use of technology to reach more healthcare professionals, with the successful development of our new virtual learning platform – Learningzone. In another major development, the Hospice was awarded the status of a regional centre for Gold Standard Framework (GSF) training. Karen Cook, Community Practice Educator, explains that, in offering this training, the Hospice will enable frontline care home staff to deliver more personalised care— providing their residents with a better quality of life consistent with their wishes. “This is part of our targeted approach to improve palliative and end of life care in the community,” Karen says. “Once we found out our bid was successful, we started raising awareness of our new status in January. Our first cohort started in March, and we are delighted to have participants from 10 care homes. The programme is extensive, Key achievements “There are always opportunities for further training and development at the Hospice. I’ve been on all of the mandatory training but also other courses like first aid.” Martin, FacilitiesL to R – Emma, Community Nurse Specialist has attended Advanced Communications Skills training, Catherine, Academic Programmes Administrator; Karen, Community Practice Educator; Martin, Facilities, has attended mandatory training courses
  11. 11. 18 Princess Alice Hospice 719 Raising essential funds Our fundraising efforts have seen an increased focus on supporter care – how we engage, thank and value those people who help us. We launched regular supporter receptions at the Hospice for individuals, businesses, grant making trusts, or anyone else who has generously supported the Hospice. It’s a chance for us to say ‘thank you’, and to show them what their money is contributing towards. The ‘Light up a Life’ campaign was also reinstated to be an annual event to remember people who have died under our care. We also had a sunflower appeal for the first time this year. Our supporters were able to have a wooden sunflower planted in the Hospice garden with the name of a loved-one on it. We received more than 1,000 responses to the appeal and we exceeded our income target. Princess Alice Hospice has made an investment in the area of marketing and communications. Angela says: “This has been important in supporting our fundraising effort. We are constantly searching for new ways to engage with existing supporters as well as reach new audiences. Social media, in particular, is allowing us to do just that.” With colleagues from across the Hospice, the fundraising team submitted a bid to the Department of Health in November to refurbish the Hospice reception area. Angela says: “We were successful and were awarded £482,000, which will kick-start refurbishment work in a substantial way. We are looking forward to making our coffee, dining and social areas lighter, brighter, and more user-friendly and opening up our facilities to our local community. We are very excited by this and other opportunities for the coming year.” As an independent local charity fundraising is essential to fund our care. We rely on the generous support of local people, businesses and community groups to generate over 75 percent of our funds. Everyone who has taken part in an event, donated or bought something from our charity shops or left a legacy has made a contribution to helping patients and their families. “The fundraising team has had a successful year, despite the difficult economic climate and increasing competition for funds”, says Angela Grimes, who was appointed Head of Fundraising Operations in June 2012. She says: “We are heartened we’ve increased our donation income by 17 percent from the previous year. Community fundraising continues to be the bedrock of our fundraising activity. The investment made previously in this team has been paying dividends throughout the course of the year.” Hospice staff regularly join the wider local community to raise funds for the Hospice. Angela says: “This year, we’ve seen Sue, one of our Staff Nurses, carry out a skydive, a number of our nursing staff completed marathons or running challenges, and many of our staff members joined our volunteers and gave up their time to help at events. We’re really grateful for everyone’s help and support.” Key achievements 76% of the Hospice’s funding comes from local people, businesses and community groups More than £30,000 raised through sponsored sky dives 110 legacies of varying sizes were left to the Hospice in 2012/13 L to R – Jessie Makins (far left) and her brothers Tom (third from right) and Nick (far right) were joined by friends for a sponsored bike ride from London to Paris in memory of their mother.
  12. 12. 20 Princess Alice Hospice 721 Retail £4.4 million turnover across all 35 Princess Alice Hospice shops – our best year ever 8,305 Gift Aid declarations were processed 10 Donation Stations were placed in the community a retired buyer for John Lewis, and she is invaluable in helping us with this.” In another exciting development, we have been awarded a £15,000 grant from WRAP - an organisation helping businesses and individuals to reduce waste, develop sustainable products, and use resources in an efficient way. With matched funding from the Hospice, a mezzanine floor will be installed in our warehouse to create more space. “The extra storage space will allow us to recycle more furniture, and to store off-season textiles and seasonal items rather than them going to waste.” In order to increase donations in certain areas, the team trialled placing donation boxes in local businesses. This was hugely successful and is something that will be continued and expanded. The project has also improved the Hospice’s Gift Aid conversion resulting in more money being able to be invested back into Hospice care and support. David concludes: “We have been doing a lot of work behind the scenes, looking at our business models and possibilities for future expansion. We have increased the potential of our portfolio of shops, and strengthened its robustness. Our success over this past year is no doubt down to the efforts of all our staff and volunteers and, of course, the support we receive from our local community through quality donations.” We have a chain of charity shops across our care area, led by a team of professional retail staff with the support of over 800 volunteers. The profit from every donation and purchase goes towards patient care and support. Each year we also raise vital funds by recycling textiles. One new Princess Alice Hospice shop opened this year, but there has actually been much more activity than this figure suggests. One of our oldest shops in Ashford was refitted, and now has a paid Manager in post for the first time. Three of our shops – in Claygate, East Molesey and Staines – were relocated to larger premises nearby to allow an increase in profit. A fully-operational warehouse has enabled us to open a new furniture shop in Walton. The Staines and East Molesey relocations have provided more space, and the shops have been redesigned as department stores. Selling everything from kids’ toys, books, men’s and women’s fashion to furniture encourages a greater mix of people through the door. “People come in looking for one thing, and buy something else as well,” says Retail Director, David Prest. “We have increased the number of bought-in goods – things that we don’t get enough donations of, but that enhance the look of a department store layout – such as cushions and rugs. One of our volunteers is “Our furniture sales have exceeded our expectations thanks to the quality of the stock we receive. Our new warehouse mezzanine floor will make such a difference to our furniture operations as we are able to accept more furniture.” Shane Moore, Furniture Area Manager Key achievements L to R – Shane, Area Manager, Kelly, Apprentice Shop Assistant, Mohamed, Retail Driver, Leo, Retail Volunteer
  13. 13. 22 Princess Alice Hospice 723 Working together We are proud of the high-quality care our clinical teams provide, but their work would not be possible without the vital backup of support services such as housekeeping and catering, as well as those teams working behind the scenes in finance, HR, IT and facilities. We are also fortunate to be supported by over one thousand volunteers who help to keep our services and shops running smoothly, and equally importantly, help us to raise essential funds. Our staff and volunteers are at the heart of what we do at Princess Alice Hospice: without them we would not be able to provide high quality care and support. So one of our key projects this year was to develop a strategy to recognise the dedication of our volunteers and to improve staff facilities. Director of Finance and Operations Diane Rickwood explains: “Anyone who works at the Hospice – and indeed many of our patients and their families – will recognise just how invaluable our volunteers are. We are keen to recognise and celebrate their contributions to the Hospice and so Samantha Cain, our new Head of HR and Volunteer Development, has developed a volunteer strategy which we will be implementing over the next year to ensure we do just that.” Diane also explains that, after more than 25 years, staff areas at the Hospice were in need of attention. “We created a new staff lounge and an improved changing room area. We set up a working group with representatives from different areas of the Hospice and they helped to design the space.” Diane adds: “It’s important for our staff and volunteers to be able to take a break and relax in a more homely area away from the clinical setting.” As part of our commitment to our staff, we have introduced our own model of Schwartz Centre Rounds – a monthly group where staff and volunteers can get together to reflect on the stresses and dilemmas that they have faced while caring for patients. The sessions recognise that non-clinical staff also have interactions with patients and their families, which can impact on them. The sessions have proved popular with feedback indicating that they help people to understand how others work. Another of this year’s successes was enhancing our gardens. “We have created sensory gardens – one is sight and sound, and one is touch and feel,” Diane says. “We’ve also made our whole garden area more accessible with an improved path and created a raised planting area that can be used by people in wheelchairs. A new pergola provides privacy and shade for the patient rooms that face the garden.” With a greater number of patients having smartphones and tablets, we’re delighted that we’ve finally gone wireless. iWireless, a wireless solutions company, installed the £20,000 wiresless system free of charge. “It’s important that patients and their families can access the internet while they are at the Hospice,” Diane says. “Having wireless is also improving working practices for staff, with our doctors now able to update patient records from tablet computers on their ward rounds.” Key achievements More than 1,400 volunteers give their time to the Hospice 15 – 90 is the age range of our volunteers 70% of Day Hospice patients are brought in and taken home again by volunteer drivers Kayleigh Kitcher, Housekeeping and Ward Services Assistant, is a regular at our Schwartz Centre Rounds - which provide a safe place where people from all areas of the Hospice can come together to discuss the human aspects of healthcare. Kayleigh says: “The Schwartz Centre Rounds help me on a professional and personal level. Initially I thought it would be difficult to take part due to shift patterns. It was great that the management team worked around that to ensure I could attend. I felt valued and part of the wider team. “The ‘Why we are here’ theme resonated with me, as my Mum received care from the Hospice. I am proud to be part of the organisation. The groups have helped me to speak up and have confidence in my opinions. In the room we are all treated the same - whether doctors, nurses, housekeeping or volunteers. Having taken part I feel I grew up a little, expectations of myself and indeed expectations others had of me increased.”
  14. 14. 24 Princess Alice Hospice 725 Our key objectives for 2013/14 Our key objectives for 2013/14 As we move into the second year of implementing our five year strategy, we are stretching our thinking into a rolling three year business plan. Here are some highlights of the key objectives for the coming year. Medical care Develop our medical model to support our plans for service development. Make use of technology to facilitate care and support going further. Consider new ways to support carers including exploring teleconferencing and the use of a 24 hour helpline. Community care Develop our approach to our care in the community that enables us to provide the right level of support by the right mix of healthcare professionals in the most efficient and effective way. Maximise our use of technology to make our care go further and provide opportunities for peer to peer support and interaction. Recognise the role that carers play in supporting their loved ones and develop a strategy that provides them with the support, knowledge and skills that will help them do this to the best of their ability. In-patient care Ensure that the In-patient unit remains responsive to patients’ needs, especially those patients who are admitted at short notice and out of hours. Ensure that the In-patient unit remains a specialist unit, providing expert nursing care by reviewing and implementing a full training package for ward nurses and ensuring that all nurses are aware of and contribute to the practice development of the ward. Develop ‘hubs’ of specific expertise amongst ward staff focusing on different conditions and psychosocial issues. Day-patient care Develop flexible models for drop in and Day Hospice support that reflect the needs of our different patient groups and their carers. Explore the possibility of contracting with GPs/other commissioners for referral to specific elements of the Day Hospice programme. Assess dependency levels and adapt staffing/patient levels to ensure care needs are met and safety maintained. Therapeutic care Develop a new drop-in therapies approach for patients and carers as part of a new out-patient model. Review therapy staff provision to ensure we can meet the needs of patients in the community. Develop efficient processes in place for provision of equipment to support people in the community. Social work, chaplaincy and bereavement care Evaluate and develop the role of the welfare benefits advisors in supporting the community and the In-patient unit. Expand our team by recruiting a specialist social worker, to enhance and increase our offerings to patients with young families. Develop and implement training for volunteers to become labyrinth guides so they are able to support patients and families using the labyrinth – a winding garden path circling to a central open space designed for reflection. Education Proactively support care homes and nursing homes within our community with education and training packages designed to support the delivery of the best possible end of life care. Embrace the potential of online learning to enable our education to be provided flexibly, responsive to the needs of our learners and those funding them. Proactively support the training of health and social care staff in compassionate communication. Fundraising Encourage supporters to commit to giving on a regular basis by delivering regular giving campaigns which increase the number and value of committed givers to the Hospice. Promote the vital role that legacy income can play in enabling our care to continue to the next generation. Proactively target Trust and other income sources, demonstrating the need for funding and the impact it can make with reference to new service models and evidence from pilot projects. Retail Expand the successful furniture store models through the opening of a further two furniture shops or department stores. Develop targeted stock sourcing through a minimum of 13 donation stations and clothing banks across our care area. Develop furniture sourcing and re-stocking procedures through single point of contact and van logistics to deliver great customer experience and fulfil demand. Support services Develop our approach to volunteer recognition. Deliver a new reception and dining area as part of a Reception Development Project following a successful grant application to the Department of Health. Day Hospice patient Brian with Corrine Barber, Senior Staff Nurse
  15. 15. Financialsummary We believe it is important that we tell you exactly how your support has helped us continue serviing those who need us. Here is a quick overview – you can find full details from page 35, including a breakdown of our net income and expenditure this year. In the year ended 31 March 2013, our charitable expenditure was £8.0 million, an increase of £300,000 from the previous year. We are very conscious of every pound we spend. Supporters give us their money so that we can spend it on patient care and support, so we do all we can to make sure that as much as possible goes straight into our charitable activities. This year, we have been able to spend 84 pence of every single pound on providing care and support. How we spent the money For every £1 donated Like all charities, we have to spend money to raise money including sending out appeals for donations, staging our fundraising events and writing to our supporters to let them know how their gifts are helping the patients who need our care. A special thank you Grants from local and national trusts and foundations are a growing part of our income. We are also immensely grateful to the staff and customers of local businesses who care about the work we do and regularly help raise funds and awareness for the Hospice. We would particularly like to thank all those people who left us a gift in their Will. Legacies contribute a significant part of our income ensuring specialist care and support for thousands of local patients and families, each and every year. This spending adds up to just 11 pence in every £1 donated. And for every £1 we spend on fundraising, we get £5.18 back. Essential spending on management and administration including governance adds up to only 5 pence of every £1 donated. 5p Management and administration 11p Fundraising 84p Charitable activities Demand for the Hospice’s services has increased over the year; however even in a time of economic austerity, we have not cut back on the care we are providing free of charge for our community. 26 Princess Alice Hospice 727 Financial summary In the year ended 31 March 2013, we raised £7.7 million net income - £100,000 less than in the previous year. The retail team grew the net income it provides for the Hospice by 10 percent over the previous year. The NHS grant has remained at the same level as in the previous year, £1.8 million; the percentage made up by the NHS contribution has remained around 24 percent of our total income. How we raised our income Investments £0.2m Education £0.2m Subsidiaries £0.3m Events £0.6m Retail £1.0m NHS £1.8m Donations & legacies £3.6m Total net income £7.7m £0m £2m £4m £6m £8m £10m Day-patient care £0.6m Social work & bereavement care £0.6m Education £0.7m Community care £1.7m In-patient care £4.4m Total charitable expenditure £8.0m £0m £2m £4m £6m £8m £10m
  16. 16. 28 Princess Alice Hospice 729 Structure, governance and management Structure, governance and management Princess Alice Hospice was incorporated as a company limited by guarantee on 25 November 1981 and is governed by its Articles of Association. It is registered with the Charity Commission in England and Wales with its registered office at West End Lane, Esher, Surrey KT10 8NA. Our committees The Clinical Strategy Committee is chaired by Jane Hogg. It is responsible for overseeing clinical strategy and education. It monitors performance against the annual Clinical Business Plan and Education Business Plan, and brings any divergence from the plan to the Board’s attention, recommending action where necessary. It also oversees relationships with our health and social care partners regarding grants, contracts and service level agreements. The committee monitors health and education policies and keeps the Board informed as appropriate. The Finance Committee, chaired by Peter Quest, oversees the Hospice’s finances, facilities and all its subsidiary companies. It is responsible for reviewing and recommending to the Board the Financial Strategy and the Annual Budget and monitors performance. The committee oversees the strategy for investing Hospice funds and keeps the Board informed of general changes in the financial environment that are relevant to it. The Fundraising and Communications Committee, chaired by Jonathan Perkins, deals with fundraising activities (except for NHS grants and retail income), as well as communicating the Hospice’s vision, mission and services, to patients, carers, healthcare professionals and the public. It reviews the Fundraising and Communications Strategy and Business Plans before passing them to the Board to approve. The Governance Committee is chaired by Nicholas Woolf. It deals with the corporate governance of the Hospice, and is responsible for overseeing the annual review of major risks and reports on this and other matters to the Board. This committee also reports to the Board on any changes that may need to be made in order to comply with legal and regulatory requirements. The Infrastructure Committee, which was set up during the year under review, is chaired by Christopher Roshier. It is responsible for overseeing the Hospice’s physical infrastructure and recommending to the Board, after consultation with the Finance Committee regarding funding, renovations or extensions that they consider advantageous to that infrastructure. They are also responsible for monitoring progress regarding any renovations or extensions being carried out at the Hospice and advising the Board on overcoming any issues that arise with such projects. The Investment Committee, chaired by Jean Peters, is responsible for investing the Hospice’s funds and recommending investment managers to the Board. It agrees with the investment managers where to invest the Hospice’s funds and reviews the investment managers’ performance, keeping them aware of any changes in the Hospice’s circumstances which might affect their responsibilities. The Remuneration Committee, chaired by Nicholas Woolf, meets once a year to consider suggested salary increases for the Chief Executive and members of the senior management team and overall remuneration policy. The Retail Committee which is chaired by Andrew McIntosh, oversees all matters relating to the retail operation of the Hospice. It reviews the Retail Strategy and the annual Retail Business Plan before passing them to the Board to approve. It monitors the wider retail environment, particularly for charities, and is responsible for entering into and renewing property leases for shops. The Audit Sub-Committee is chaired by Peter Quest. It deals with all audit and internal control matters relating to the Hospice and all subsidiary companies. It reports to the Finance Committee and is responsible for recommending, appointing and working with the external auditors. It reviews, and recommends to the Finance Committee, the annual financial statements. Our trustees The trustees of the Hospice are the directors of Princess Alice Hospice for the purposes of the Companies Act 2006. There is a list of trustees on page 46 and 47. Nicholas Woolf, will stand down as Chairman after seven years in September 2013 and Ian Elder will be appointed as the new Chairman of the Board of Trustees at that time. Nicholas Woolf will remain as a trustee. Ian joined the Finance Committee in June 2006 and became a trustee the following year. One of the trustees usually serves as Vice Chairman of the Board. Jonathan Perkins has held this position since 16 September 2010 and has agreed to continue for another year. Trustees and committee members are not paid and give their time voluntarily. The Charity Commission has given permission for the Hospice to provide Trustee Indemnity Insurance cover. Our objectives Princess Alice Hospice is an independent charity working across a large part of Surrey, south west London and Middlesex. The care and support we provide is free. We are here to give patients the best possible quality of life and deliver high-quality compassionate care and support. Family, carers and close friends have needs of their own and we are here to provide them with support, comfort and advice at every stage of their loved one’s illness and after death. Through our education and research, we also work to improve end of life care. Founded by our local community, fundraising and community support are crucial to our continuing work as a charity. How we are governed Our Board of Trustees is responsible for overseeing the Hospice’s strategy and performance. It is chaired by Nicholas Woolf. The Board meets regularly throughout the year to consider, set and review strategies, policies, budgets, plans and performance. Members of the Hospice’s senior management team provide reports for these meetings; and they and a representative of the Friends’ Committees attend the meetings and take part in the discussion. The Board has delegated some of its powers and responsibilities to the following committees: Clinical Strategy, Finance, Fundraising and Communications, Governance, Infrastructure, Investment, Retail and Remuneration. There is also an Audit Sub-Committee, which reports to the Finance Committee. Each committee has terms of reference that define its responsibilities and any areas where they have the authority to make decisions without consulting the Board. These terms are set out in writing and are agreed by the Board. The membership of committees is made up of some trustees and specific individuals selected as committee members, as described in more detail below. Members of the senior management team also attend committee meetings relevant to them. When a major issue is discussed at a committee meeting, the chairman of the committee reports this to the Board at the next Board meeting. Each committee chairman’s report to the Board covers any major decisions that the committee has made as well as relevant decisions that need to be made by the Board. The Board defines and reviews which matters are the Board’s own responsibility, and which management and operational matters can be delegated to the Chief Executive. The Board allows the Chief Executive to sub-delegate these matters to members of the senior management team and other staff.
  17. 17. 30 Princess Alice Hospice 731 Structure, governance and management Introducing new trustees and committee members We are particularly pleased to welcome three valued new trustees this year: Jeannine Nolan, Professor Sean Hilton, and Sean Watson. In addition to trustees, the Board can appoint individuals who they consider have the appropriate qualifications and experience to its committees and sub-committees. We appoint new trustees and committee members through a careful selection process, which usually involves public advertisements and interviews. We usually appoint people to serve as a committee member before considering them as a trustee. However, the Board may appoint suitable people direct to the position of a trustee. The Board believes it is vital to get a mix of trustees with medical, legal, financial, investment, fundraising and retail skills, as well as skills and experience drawn from the local community. Trustees are initially appointed for two years and may then be re-appointed for two more four-year periods (up to a maximum of 10 years). Committee members usually stay on the committee for two years. This can be renewed, and can continue to be renewed, by mutual agreement. The Board can end the appointment at any time. During the year, there were 12 non-trustee committee members serving on Hospice committees. New trustees and new committee members receive an induction and training specific to their role, as well as attending the Hospice’s induction day for all new employees and volunteers. Our senior management team The Hospice internal management structure is made up of five directorates, each led by one or two members of the senior management team. These directorates are: Clinical services - covering in-patient care, day-patient care, community care, therapeutic care, social work, bereavement care and chaplaincy and education. Medical - covering doctors and consultants. Finance and operations - covering finance, information and communication technology, health and safety and facilities, human resources, clinical support services and catering. Fundraising and communications - covering all fundraising and communications apart from retail. Retail - covering all aspects of the retail shops. A list of the members of the senior management team is on page 47. Our internal controls and risk management processes The trustees are responsible for the Hospice’s internal control systems and for making sure these continue to be effective. These systems are designed to prevent, as far as possible, material misstatement or loss. The Hospice has a thorough annual planning and budgeting process which is approved by the trustees. To help develop this planning, an assessment is made of the care needs we wish to provide. This is balanced against the income we expect to receive from fundraising and the grants we expect to receive from the NHS. When preparing the recent budget the trustees took account of the proposals for changes to NHS funding arrangements and the effect these changes might have on the Hospice. The Finance Committee reviews the budget in detail before passing it to the Board for approval. Our financial reporting system compares actual results against the phased budget each month. The Finance Committee reviews these results at each of its meetings. The Audit Sub-Committee reviews aspects of internal controls on a rolling basis. When this sub-committee decides to review any specific operational aspect, appropriate members of the senior management team must report on the controls in place in that area. The Governance Committee oversees the Hospice’s procedures to manage major risks. The committee regularly compares the risks identified by the senior management team with those identified by each of the Board committees and produces a single ‘risk register’ for the whole organisation. The risk register helps the Hospice to prioritise risks in order of the effect they might have and how likely they are to occur. The risk register also identifies the controls, systems and procedures that are in place to manage those risks. Each committee reviews relevant risks at its own meetings and the Governance Committee and the Board review the risk register annually. Note 17 of the Financial Statements shows that last year legacies accounted for 34% (2012 – 40%) and NHS grants 24% (2012 - 23%) of our total net income. The Board has assumed in our strategic plans that there will not be a significant drop in either source of income over the next few years. The Hospice has made plans to ensure, as best it can, this income continues at the same level, but both these sources of income depend on decisions which are largely outside the Hospice’s control. However, the Board feels that our balance sheet is sufficiently robust in providing resilience and that our reserves should allow the Hospice time to respond if there should be any temporary or long term reduction in these sources of income. Reserves As explained on the previous page, the Hospice’s budget relies heavily on legacies and NHS grants, and this depends on decisions which are largely outside the Hospice’s control. Accordingly, the Hospice has a designated Running Cost Reserve to meet future charitable expenditure if there is a significant short-term drop in this income. The Hospice seeks to operate a balanced on-going operational budget in cash terms for the coming year. The Hospice will also consider other possible investment initiatives that would be able to pay for themselves within a few years. The amount of investment will depend on how much is available in the Running Costs Reserve for which the trustees have set a target of 9 months’ plus or minus 3 months’ budgeted charitable expenditure. The balance on this reserve at the year-end represented 9 months (2012 – 9 months) of the Hospice’s budgeted charitable expenditure for 2012/13. The Hospice has also set up a designated fund to pay for replacing the Hospice building. Transfers are only made into this fund in those financial years where the trustees decide there are enough unrestricted reserves to do so. On 31 March 2013, the Hospice’s unrestricted reserves amounted to £747,778. The trustees have decided that this is not enough to transfer any money into the Freehold Building Replacement Fund for this year. Notes 5 to 7 of the Financial Statements provide more detail on these various reserves. The trustees consider that the Hospice has sufficient readily available money in current bank and building society accounts and investment funds to enable it to pay for on- going operations during the year to come. Investments As set out in the Articles, the trustees can invest the Hospice’s reserves in banks and building society deposits, stocks, funds, shares or other securities they think are appropriate. The only ethical restriction is that there must be no direct investment in any securities issued by tobacco companies. The trustees have agreed an Investment Policy which splits the Hospice’s total investments into two portfolios: A Liquid Reserves Portfolio held in bank and building society deposits; and An Investment Portfolio consisting of funds we do not think will be needed in the short term for working capital. The Investment Policy sets the aim of the Investment Portfolio, which is to maximise total return on these funds over five to 10 years with a medium to low approach to risk. The Liquid Reserves Portfolio is managed by Schroder & Co Ltd and totalled £2,677,491 on 31 March 2013. The Investment Portfolio was split into two parts, for the year under review, each managed on a discretionary basis. Approximately two-thirds of it was managed by Schroder & Co Ltd and one-third was managed by Evercore Pan- Asset Capital Management Limited. After the period under review, the funds with Evercore Pan-Asset Capital Management Limited were moved to, and consolidated with, our funds managed by Schroder & Co Ltd. The total Investment Portfolio was valued at £3,683,078 on 31 March 2013. The Investment Committee and our investment managers regularly review the performance of the investments towards the aims of the Hospice’s Investment Policy. The market value of the Investment Portfolio rose by £321,767 during the year, following a decrease of £148,787 in 2011/12. More details about our investments are in note 9 of the financial statements. Companies we own (our subsidiary companies) The Hospice operates three trading companies. The financial results of these subsidiary companies are included in the Hospice’s consolidated accounts. They contributed profits of £265,612 (compared with £295,653 in 2011/12). All of these profits are donated to the Hospice. Most of these profits came from the Hospice’s weekly lottery draw. Note 3 of the financial statements provides more information on the subsidiaries. Our staff Our work is only possible because of the dedicated service our staff provide, and we would like to thank them for their hard work and commitment. The Hospice employs more than 300 people, the equivalent of 248 full-time staff. This compares with 224 full-time staff in the previous year. This year we said goodbye to Dr Caroline Lucas, who retired as Medical Director. Caroline has offered great service to the Hospice for more than 20 years – the last three as Medical Director – and will be missed. The Trustees have appointed Dr Craig Gannon, who has worked at the Hospice for 18 years, as our new Medical Director.
  18. 18. 32 Princess Alice Hospice 733 Structure, governance and management Our volunteers We are grateful for the work of the many volunteers who willingly and unstintingly give their time at the Hospice, in its shops and for its events, to the great benefit of the Hospice and the people it helps. • Around 400 volunteers support the Hospice, providing complementary therapies, working in the coffee shop, carrying out administrative tasks, driving our day-patients into the Hospice and maintaining our grounds. Our reception is staffed by volunteers, and volunteers provide some of the care services, such as bereavement care and support and chaplaincy work. A User Group of patients and carers tells the Hospice about the needs of patients and carers and advises us about providing our services. • More than 800 volunteers keep the Hospice’s shops open six or seven days a week. Other volunteers are involved in fundraising, including the Friends’ Committees, which organise events in the community and promote the work of the Hospice to raise vital funds. Volunteers are recruited through advertising. They take part in the Hospice’s induction programme and receive initial and on-going training. A special mention should be made of the support we receive from local celebrities and high-profile individuals, including our Patrons, Chris Tarrant and Michael Aspel. All of these people willingly take part in activities that raise the profile of the Hospice in the local community. Public benefit The trustees have reviewed the Hospice’s aims and objectives against the Charity Commission’s guidance on public benefit and consider the charity to be compliant. Statement of trustees’ responsibilities The trustees (who are the directors of the Hospice under company law) are responsible for preparing the Trustees’ Annual Report and the Financial Statements in line with the law and the regulations that apply. Under company law, the trustees must prepare financial statements for each financial year. Under that law, the trustees have elected to prepare such statements in accordance with United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). By law, these statements must give a true and fair view of the Hospice’s finances, and of the incoming resources and application of resources, including the income and expenditure, for the financial year. When preparing these financial statements, the trustees must: • choose suitable accounting policies and follow them consistently • keep to the methods and principles in the Charities’ Statement of Recommended Practice (SORP 2005) • make judgements and estimates that are reasonable and prudent • state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements • prepare the financial statements on a ‘going concern’ basis, unless the company is unlikely to continue in business. The trustees must keep proper accounting records that provide the Hospice’s financial position to a reasonable level of accuracy at all times and make sure that the financial statements comply with the Companies Act 2006. They are also responsible for protecting the Hospice’s assets and taking reasonable steps to prevent and detect fraud and other unusual activity. The trustees believe they have taken all the necessary steps to make the auditors aware of any relevant audit information. They also believe that they have identified the major risks that the Hospice faces. These have been reviewed and systems have been put in place to reduce these risks as far as possible. Audit Mazars LLP, having expressed their willingness to continue in office, will be deemed reappointed for the next financial year in accordance with section 487(2) of the Companies Act 2006 unless the company receives notice under section 488(1) of the Companies Act 2006. J N Woolf Chairman, Board of Trustees Princess Alice Hospice Liz, Flower Volunteer
  19. 19. 34 Princess Alice Hospice Respective responsibilities of trustees and auditors As explained more fully in the Trustees’ Responsibilities Statement set out on page 32, the trustees (who are also the directors of the charity for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors. This report is made solely to the charity’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 charity’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 charity and the charity’s members as a body for our audit work, for this report, or for the opinions we have formed. Scope of the audit of the financial statements A description of the scope of an audit of financial statements is provided on the Financial Reporting Council’s web-site at www.frc.org.uk/auditscopeukprivate. Opinion on the financial statements In our opinion the financial statements: • give a true and fair view of the state of the group and of the charity’s affairs as at 31 March 2013 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended; • have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and • have been prepared in accordance with the requirements of the Companies Act 2006. Opinion on the other matter prescribed by the Companies Act 2006 In our opinion the information given in the Trustees’ Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements. Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion: •adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or •the financial statements are not in agreement with the accounting records and returns; or •certain disclosures of trustees’ remuneration specified by law are not made; or •we have not received all the information and explanations we require for our audit. Nicola Wakefield (Senior Statutory Auditor) for and on behalf of Mazars LLP Chartered Accountants and Statutory Auditor Times House, Throwley Way, Sutton, Surrey, SM1 4JQ Date: 11 September 2013 We have audited the financial statements of Princess Alice Hospice for the year ended 31 March 2013 which comprise the consolidated statement of financial activities, the consolidated and charity balance sheets, the consolidated cash flow statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Independent auditor’s report to the members of Princess Alice Hospice 735 Financial statements Consolidated statement of financial activities (including income and expenditure account) for the year ended 31 March 2013 All the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. The notes on pages 38 to 45 form part of these financial statements. Consolidated Unrestricted funds Designated funds Restricted funds Endowment funds Total 2013 Total 2012 Notes £ £ £ £ £ £ Incoming resources Incoming resources from generated funds Voluntary income Donations 1,588,424 - 74,996 - 1,663,420 1,416,138 Legacies 2,648,132 - 5,000 - 2,653,132 3,150,307 NHS grants 1,817,280 - - - 1,817,280 1,789,559 Activities for generating funds Retail shops 2 4,404,725 - - - 4,404,725 3,933,244 Fundraising events 896,605 - - - 896,605 788,326 Trading subsidiaries 3 655,427 - - - 655,427 662,190 Investment income 137,921 - - 17,286 155,207 126,196 Incoming resources from charitable activities Education 231,753 - - - 231,753 188,302 Total incoming resources 12,380,267 - 79,996 17,286 12,477,549 12,054,262 Resources expended Costs of generating voluntary income 4 738,121 - - - 738,121 615,469 Cost of activities for generating funds Retail shops 2 & 4 3,361,832 - - - 3,361,832 2,987,582 Fundraising events 4 267,723 - - - 267,723 250,232 Trading subsidiaries 3 & 4 389,815 - - - 389,815 366,537 Total cost of activities for generating funds 4,019,370 - - - 4,019,370 3,604,351 Cost of charitable activities In-patient care 4 4,425,829 - 5,908 16,904 4,448,641 4,385,419 Community care 4 1,643,518 - 47,650 - 1,691,168 1,642,491 Day-patient care 4 553,002 - 698 - 553,700 531,094 Social and bereavement care 4 624,913 - 3,450 - 628,363 579,945 Education 4 646,170 - 19,242 382 665,794 578,784 Total cost of charitable activities 7,893,432 - 76,948 17,286 7,987,666 7,717,733 Governance costs 4 23,349 - - - 23,349 22,945 Total resources expended 4 12,674,272 - 76,948 17,286 12,768,506 11,960,498 Net incoming / (outgoing) resources before transfers (294,005) - 3,048 - (290,957) 93,764 Transfer to designated funds 5 (70,659) 70,659 - - - - (364,664) 70,659 3,048 - (290,957) 93,764 Gains (losses) on investment assets 9 321,767 - - - 321,767 (148,787) Net movement in funds (42,897) 70,659 3,048 - 30,810 (55,023) Fund balances brought forward at 1 April 2012 (790,675) 14,225,430 42,125 905,041 15,963,271 16,018,294 Fund balances carried forward at 31 March 2013 747,778 14,296,089 45,173 905,041 15,994,081 15,963,271 Note 5 Note 6 Note 7
  20. 20. 737 Financial statements Consolidated cash flow statement for the year ended 31 March 2013 36 Princess Alice Hospice Balance sheet for the year ended 31 March 2013 Group Charity 2013 2012 2013 2012 Notes £ £ £ £ Fixed assets Tangible fixed assets 8 7,113,610 7,127,860 7,113,610 7,127,860 Investments 9 6,360,569 6,487,223 6,361,670 6,488,324 13,474,179 13,615,083 13,475,280 13,616,184 Current assets Stock 10 31,886 29,515 - - Debtors 11 1,930,899 1,727,776 2,173,371 1,999,448 Cash at bank 1,447,637 2,320,449 1,139,832 1,994,888 3,410,422 4,077,740 3,313,203 3,994,336 Creditors - amounts falling due within one year 12 (791,520) (1,630,552) (695,402) (1,548,249) Net current assets 2,618,902 2,447,188 2,617,801 2,446,087 Total assets 16,093,081 16,062,271 16,093,081 16,062,271 Provisions for liabilities and charges Annuity provision 1.7 (99,000) (99,000) (99,000) (99,000) Net assets 15,994,081 15,963,271 15,994,081 15,963,271 Represented by: Unrestricted funds 747,778 790,675 747,778 790,675 Designated funds 5 14,296,089 14,225,430 14,296,089 14,225,430 Restricted funds 6 45,173 42,125 45,173 42,125 Endowment funds 7 905,041 905,041 905,041 905,041 Total funds 15,994,081 15,963,271 15,994,081 15,963,271 Approved by the Board of Trustees on 9 July 2013 and signed on its behalf by J N Woolf P J Quest Chairman Honorary Treasurer 2013 2012 Notes £ £ Net movement in funds b/fwd from p.35 30,810 (55,023) Items charged to income and expenditure not involving flows of cash Depreciation charge for year 8 527,989 534,055 Net (gain)/loss on investments 9 (321,767) 148,787 Changes in balance sheet items impacting cash (Increase) in stock 10 (2,371) (8,699) (Increase) in debtors 11 (203,123) (268,707) (Decrease) in creditors 12 (839,032) (131,390) Adjustments for items charged to income and expenditure being returns on investments and servicing of finance Investment income (155,207) (126,196) Cash inflow (outflow) from operating activities (962,701) 92,827 Returns on investments and servicing of finance Investment income 155,207 126,196 Net cash inflow from returns on investments and servicing of finance 155,207 126,196 Capital expenditure and financial investment Purchase of tangible fixed assets 8 (513,739) (179,318) Purchase of investments 9 (501,043) (1,072,797) Sale of investments 9 949,464 1,004,537 Net cash outflow from capital expenditure and financial investment (65,318) (247,578) Net cash inflow from management of liquid resources (872,812) (28,555) Opening balance at bank 2,320,449 2,349,004 Closing balance at bank 1,447,637 2,320,449
  21. 21. 739 Financial statements Notes to the financial statements for the year ended 31 March 2013 38 Princess Alice Hospice Notes to the financial statements for the year ended 31 March 2013 1 Accounting policies 1.1 Basis of preparation These financial statements are prepared under the historical cost convention, modified to include the revaluation of investments to market value, and in accordance with applicable accounting standards, the Statement of Recommended Practice “Accounting and Reporting by Charities 2005” (SORP 2005) and the Companies Act 2006. The consolidated financial statements consolidate the results of the charitable company, Princess Alice Hospice (the “Hospice”), and its wholly-owned subsidiaries PAH Trading Limited, PAH Lottery Limited and PAH Catering Limited on a line-by-line basis. As allowed by section 408 of the Companies Act 2006 and paragraph 397 of SORP 2005 a separate statement of financial activities for the Hospice itself is not presented. The income of the Hospice was £12,087,734 (2012: £11,687,725) and the expenditure was £12,378,691 (2012: £11,593,961). 1.2 Fund accounting Endowment, restricted, designated and unrestricted funds are separately disclosed in the balance sheet and in the consolidated statement of financial activities. These different funds are defined as follows: Endowment funds are funds given to the Hospice where it may use only the income generated from investing these funds. Restricted funds are subject to specific restrictive conditions imposed by the donor or by the nature of an appeal. Designated funds are set aside at the discretion of the trustees for specific purposes. They would otherwise form part of unrestricted funds. Unrestricted funds are available to use at the discretion of the trustees in furtherance of the charitable objectives of the Hospice. 1.3 Incoming resources Incoming resources represent the total income receivable during the year comprising donations, legacies, NHS grants, interest and other income generated during the year. Legacies are recognised as income when it can reasonably be assumed that the Hospice is entitled to the legacy and the amount can be estimated with sufficient reliability. 1.4 Resources expended The costs of in-patient care, community care, day-patient care, social and bereavement care, education, generating voluntary income and governance comprise expenditure incurred during the year both directly and indirectly attributable to the activity concerned. Support costs have been allocated to activities on the basis of staff time spent. Governance costs relate to the stewardship of the Hospice’s assets, organisational administration and compliance with constitutional and statutory requirements. 1.5 Taxation As a registered charity, the Hospice benefits from business rates relief from local councils and is exempt from direct tax on its charitable activities, but not from VAT. Irrecoverable VAT is included in the cost of those items to which it relates. Income tax recoverable in respect of donations under Gift Aid and investment income is included with the income to which it relates. 1.6 Tangible fixed assets Tangible fixed assets are stated at cost, net of depreciation. Depreciation is provided at rates calculated to write off the cost in equal instalments over the economic life of the asset at the following annual rates: Freehold land 0% Freehold buildings 4% Leasehold buildings over the remaining life of the lease Furniture and equipment 10% Medical equipment 20% Motor vehicles 25% IT equipment & software 20% / 33% Items are treated as fixed assets and their costs capitalised only where the purchase price exceeds £1,000. The cost of leasehold buildings mainly represents premiums on acquisitions of retail shop leases. 1 Accounting policies continued 1.7 Pension costs The total employer pension contribution to all schemes for the year ended 31 March 2013 was £405,895 (2012: £349,706). Total contributions of £64,051 (2012: £61,460) were due to be paid after the year end. NHS Pension Scheme The Hospice makes payments to the NHS Pension Scheme (the “Scheme”) for former NHS employees who, on employment with the Hospice, are eligible to continue in or rejoin the Scheme. The Scheme is an unfunded defined benefit scheme that covers employees of NHS employers, General Practices and other bodies allowed under the direction of the Secretary of State for Health in England and Wales, which includes the Hospice. It is not possible to identify the Hospice’s share of the underlying assets and liabilities and as a result the Scheme is treated as a defined contribution scheme under FRS17. The employer contribution payable in the year to the NHS Pension Scheme was £283,193 (2012: £239,607). Surrey County Council Pension Fund The Hospice makes payments to the Surrey County Council Pension Fund (the “Fund”) for certain employees who were members of the Fund on employment with the Hospice and whom the Hospice has agreed may continue in the Fund. The Fund is a funded defined benefit scheme that covers employees of Surrey County Council and Scheduled and Admitted Bodies under the Local Government Pension Scheme Regulations 1997, which includes the Hospice. It is not possible to identify the Hospice’s share of the underlying assets and liabilities and as a result the Fund is treated as a defined contribution scheme under FRS17. However, the triennial actuarial valuation as at 31 March 2010 identified that the Fund was in deficit. The deficit contribution payable by the Hospice has been set at £27,000, payable over three years as follows: £8,500 in 2011/12, £9,000 in 2012/13 and £9,500 in 2013/14. The total deficit contribution was charged to the income and expenditure account in the year to 31 March 2011. The employer contribution payable in the year to the Surrey County Council Pension Scheme was £7,350 (2012: £8,138). Group Personal Pension Scheme A defined contribution scheme is in operation for eligible employees with contributions payable by both the Hospice and the relevant employees. The assets of these plans are held separately from those of the Hospice, being invested with an insurance company. The employer contribution payable in the year into the Group Personal Pension Scheme was £100,312 (2012: £87,979). Other personal pension schemes The Hospice is contributing to non-contributory personal pension schemes in respect of a further two employees (2012: two). The employer contribution payable in the year was £8,163 (2012: £7,105). Annuities The Hospice is contracted to pay annual sums for life to two former employees based on a sum of £4,499 per annum in 1998 increased by the Hospice annual salary increase (if any). The sum paid in the year under review was £6,877 (2012: £6,877). This liability is met from income in the year in which it is paid. A provision of £99,000 is retained to cover future unfunded liabilities. The trustees consider this provison to be adequate. 1.8 Stock Stock purchased for sale is valued at the lower of cost and net realisable value. Stock donated for sale in the Hospice’s retail shops is valued at nil. 1.9 Operating leases The Hospice has entered into various operating leases, the future financial commitment to which is set out in note 15. Rentals payable under these leases are charged on a straight-line basis over the term of the lease. 1.10 Investments Listed investments are included in the balance sheet at market value. Realised gains and losses on disposals in the year and unrealised gains and losses on investments at the balance sheet date are included in the consolidated statement of financial activities. The movement in the valuation of investments during the year is set out in note 9.
  22. 22. 741 Financial statements 40 Princess Alice Hospice Notes to the financial statements for the year ended 31 March 2013 Notes to the financial statements for the year ended 31 March 2013 2013 2012 £ £ Turnover* 4,404,725 3,933,244 Less cost of operations (3,229,309) (3,229,309) (2,748,065) (2,748,065) Gross contribution 1,175,416 1,185,179 Less shop development (132,523) (132,523) (239,517) (239,517) Costs of generating funds - retail (3,361,832) (2,987,582) Net contribution 1,042,893 945,662 *Turnover includes £1,240,380 (2012: £1,113,676) of donations and associated Gift Aid of £310,095 (2012: £278,419) from the retail Gift Aid scheme. This scheme involves PAH Trading Limited selling goods on behalf of supporters (agency sales) in the Hospice’s retail shops and the supporters then donating the proceeds of the agency sales to the Hospice under Gift Aid. 2 Retail shops results 3 Trading subsidiaries The Hospice has three wholly owned subsidiaries which are incorporated in the UK for the purposes of generating income for the Hospice’s charitable purposes. All of their taxable profits each year are transferred to the Hospice. The specific activity of each of the trading subsidiaries is: PAH Trading Limited – Sells new and promotional goods as well as receiving commission on goods sold on behalf of supporters in the retail shops (agency sales) and lets the unutilised room capacity in the Education Centre at West End Lane, Esher, Surrey to external users; PAH Lottery Limited – Operates lotteries; PAH Catering Limited – Provides catering services, for the benefit of the Hospice and external users of the Education Centre. Profit and loss accounts PAH Trading Ltd PAH Lottery Ltd PAH Catering Ltd Total 2013 Total 2012 £ £ £ £ £ Turnover 275,076 346,504 33,745 655,325 662,067 Interest received - 102 - 102 123 Activities for generating funds - trading 275,076 346,606 33,745 655,427 662,190 Cost of sales (143,750) (87,642) (23,209) (254,601) (261,977) Direct overheads (4,145) (37,579) (3,970) (45,694) (49,655) Administration costs (11,360) (75,802) (2,358) (89,520) (54,905) Costs of generating funds - trading (159,225) (201,023) (29,537) (389,815) (366,537) Net profit 115,821 145,583 4,208 265,612 295,653 Amount covenanted to the Hospice (115,821) (145,583) (4,208) (265,612) (295,653) Retained in subsidiary - - - - - Previous year net profit (all covenanted to the Hospice) 95,226 196,854 3,573 295,653 Shareholder’s funds PAH Trading Ltd PAH Lottery Ltd PAH Catering Ltd Total 2013 Total 2012 £ £ £ £ £ Share capital (issued) 100 1,000 1 1,101 1,101 Direct costs Support costs Total 2013 Total 2012 £ £ £ £ In-patient care 2,731,168 1,717,473 4,448,641 4,385,419 Community care 1,493,875 197,293 1,691,168 1,642,491 Day-patient care 384,379 169,321 553,700 531,094 Social and bereavement care 508,795 119,568 628,363 579,945 Education 416,250 249,544 665,794 578,784 Generating voluntary income 633,571 104,550 738,121 615,469 Direct cost of fundraising events 267,723 - 267,723 250,232 Retail shops 3,159,199 202,633 3,361,832 2,987,582 Governance 14,364 8,985 23,349 22,945 9,609,324 2,769,367 12,378,691 11,593,961 Trading subsidiaries 389,815 - 389,815 366,537 9,999,139 2,769,367 12,768,506 11,960,498 Group 2013 2012 £ £ Auditor’s remuneration - audit work 14,364 13,546 - non-audit work 3,660 3,060 Operating lease rentals: For charitable activities: equipment 12,950 12,950 For generating funds: leasehold retail shops 815,348 814,713 Depreciation of owned assets 527,989 534,055 The above figures include: 4 Total resources expended The designated funds are made up of the following: The Fixed Asset Equalisation Fund represents the net book value of tangible fixed assets used for charitable purposes. This assists in identifying funds which are not free for the trustees to use. The transfer of £14,250 out to unrestricted funds represents the difference between net capital expenditure and depreciation. The Running Costs Reserve has been set up by the trustees in recognition of the need for adequate readily realisable resources to meet future charitable expenditure in the event of a significant short-term drop in income and the trustees are targeting a level of 9 months +/- 3 months budgeted charitable expenditure. A transfer of £84,909 has been made from unresricted funds to bring the balance on this fund at the year end to 9 months (2012:9) of the Hospice’s budgeted charitable expenditure for 2013/14. The Freehold Building Replacement Fund is designed to build up sufficient funds to cover reconstruction the next time that replacing our existing building becomes necessary. Trustees have made a transfer into this reserve in those years when they feel that there are sufficient unrestricted reserves, with the objective of reserving sufficient over a 25 year period from 2006 to cover the re-building cost, as and when this occurs. The trustees have determined that there are insufficient unrestricted reserves at the balance sheet date to make any transfer into the Freehold Building Replacement Fund for this year. Group and Hospice Balance 2012 Transfers Balance 2013 £ £ £ Fixed Asset Equalisation Fund 7,127,860 (14,250) 7,113,610 Running Costs Reserve 6,297,408 84,909 6,382,317 Freehold Building Replacement Fund 800,162 - 800,162 14,225,430 70,659 14,296,089 5 Designated funds
  23. 23. 743 Financial statements Notes to the financial statements for the year ended 31 March 2013 42 Princess Alice Hospice Notes to the financial statements for the year ended 31 March 2013 Group and Hospice Balance 2012 Income Expenditure Balance 2013 £ £ £ £ Ward equipment fund 16,247 14,770 - 31,017 Spa baths 5,229 - (5,229) - 8 to 8 night nursing service - 47,650 (47,650) - Development of e-learning - 10,000 (6,222) 3,778 Other funds 20,649 7,576 (17,847) 10,378 42,125 79,996 (76,948) 45,173 The policy of the trustees is to treat donations given for specific purposes as restricted funds until properly expended. The funds shown are those which were directed by donors to be used for specific purposes and are unexpended as at 31 March 2013. These funds will be used in accordance with the directions of the donors in a subsequent accounting period. The Edwin Stevens fund relates to a permanent capital contribution received on establishment of the Hospice. The D.J. Squires “Love of Roses” fund was established in 1996, the income from which is to be used for the research and advance of palliative care. The June Daphne Allen fund was created by the conditions of a legacy received in July 2001, the income from which is to be used for the general purposes of the Hospice. All income arising from these funds was expended during the year. 8   Tangible fixed assets - group and Hospice Freehold land Freehold buildings Leasehold buildings Furniture, equipment and vehicles Total 2013 £ £ £ £ Cost or valuation At 1 April 2012 71,586 9,592,606 65,723 1,120,238 10,850,153 Purchases - 319,124 - 194,615 513,739 At 31 March 2013 71,586 9,911,730 65,723 1,314,853 11,363,892 Depreciation At 1 April 2012 - 2,965,437 59,434 697,422 3,722,293 Charge for year - 384,107 1,245 142,637 527,989 At 31 March 2013 - 3,349,544 60,679 840,059 4,250,282 Net book value At 31 March 2013 71,586 6,562,186 5,044 474,794 7,113,610 At 31 March 2012 71,586 6,627,169 6,289 422,816 7,127,860 6 Restricted funds Group and Hospice Balance 2012 Income Expenditure Balance 2013 £ £ £ £ The Edwin Stevens fund 40,000 764 (764) 40,000 The D.J. Squires “Love of Roses” fund 20,000 382 (382) 20,000 The June Daphne Allen fund 845,041 16,140 (16,140) 845,041 905,041 17,286 (17,286) 905,041 7 Endowment funds Movement in resources 2013 Marketable Trading Subsidiaries (See note 3) Total 2013 2012 Marketable £ £ £ £ Market value at 1 April 6,487,223 1,101 6,488,324 6,567,750 Additions at cost 501,043 - 501,043 1,072,797 Disposals at market value (949,464) - (949,464) (1,004,537) Net gain (loss) on revaluation/disposal 321,767 - 321,767 (148,787) Market value at 31 March 6,360,569 1,101 6,361,670 6,487,223 Cost at 31 March 5,998,538 1,101 5,999,639 6,371,036 Marketable investments comprise: Total 2013 Total 2012 £ £ Equities 2,342,269 1,870,722 Fixed income 662,370 665,518 Alternatives (hedge funds, property, commodities etc.) 678,439 711,596 Short term deposits and cash 2,677,491 3,239,387 6,360,569 6,487,223 9 Investments Group 2013 2012 £ £ Stock of promotional and new goods 31,886 29,515 10 Stock All stock is held by PAH Trading Limited. Group Hospice 2013 2012 2013 2012 £ £ £ £ Operating debtors 45,675 110,045 40,815 88,537 Accrued legacy income 1,034,628 689,122 1,034,628 689,112 Gift Aid recoverable - donations 94,193 329,223 94,193 329,223 Gift Aid recoverable - retail 126,112 224,023 126,112 224,023 Retail rents prepaid 228,920 203,294 228,920 203,294 Other debtors and prepayments 401,371 172,079 354,777 154,382 Amounts due from subsidiaries - - 293,926 310,877 1,930,899 1,727,776 2,173,371 1,999,448 11 Debtors Group Hospice 2013 2012 2013 2012 £ £ £ £ Taxation and social security costs 185,282 177,452 185,282 177,452 Operating creditors 164,358 393,553 164,358 393,553 NHS grants paid in advance - 528,027 - 528,027 Other creditors and accruals 441,880 531,520 345,762 449,217 791,520 1,630,552 695,402 1,548,249 12 Creditors - amounts falling due within one year