North Devon Hospice Trustees Report 2011-2012

www.northdevonhospice.org.uk ~ being there for all the family

Contents

1. Legal and Administrative Information

2. Trustees' Report

• Structure, Governance and Management

• Charitable Mission and Strategic Objectives

• Achievements and Performance

• Financial Review

• Our Priorities for the Future

• For You, Because of You…Thank You

3. Auditors' Report to the Trustees and Financial Statements


1. Legal and Administrative Information

Status The Charity's governing document is its Articles of Association Charity number 286554 Company registration number

1696150

Registered office North Devon Hospice Deer Park Road Newport Barnstaple Devon EX32 0HU

Trustees

Alison Dyer (appointed 15th October 2011) Andrea Rowe (appointed 17th March 2011) Andrew Jackson (appointed 15th October 2011) Angela Webb; Chairman (9th June 2011) Barbara Bollom; Vice Chair (21st June 2006) Barbara Sheppard (resigned 22nd March 2012) Chris Clapp (appointed 29th April 2010) David Trueman (resigned 22nd March 2012) Ken Clarke (appointed 29th April 2010) Michael Ford (appointed 17th March 2011) Paul Hevingham (appointed 15th October 2011) Philip Loft (appointed July 2006) Stephen Scoffield; Treasurer (appointed June 2006)

Secretary Gordon Lester (resigned 31st May 2012) Samantha Husband; Joint Acting Chief Executive (Director of Finance and Performance) (appointed 1st June 2012)

Chief Executive Gordon Lester (resigned 31st May 2012) Joint Acting Chief Executives (appointed 1st June 2012): Samantha Husband (Director of Finance and Performance) Catherine Faulkner (Director of Human Resources)

Senior Management Murray Fletcher, Medical Director Rachel McCarty, Director of Care Stephen Roberts, Commercial Director

Auditors

Thomas Westcott 47 Boutport Street Barnstaple Devon EX31 1SQ

Bankers National Westminster Bank 41 High Street


Barnstaple Devon EX31 1DH

Solicitors Foot Anstey The Quad, Blackbrook Park Avenue, Blackbrook Business Park, Taunton TA1 2PX

Pension advisors

Davisons Financial Planning Ltd Lime Court Pathfields Business Park South Molton North Devon EX36 3LH

Stockbrokers Collins Stewart Limited 8th Floor 88 Wood Street London EC2V 7QR Brewin Dolphin Securities 11-15 Dix's Field Exeter Devon EX1 1QA


2. Trustees’ Report

Structure, Governance and Management The Board of Trustees meets six times a year where for each meeting the Chief Executive and the Senior Management Team are invited to report on performance, compliance and opportunities in the hospice. The Board of Trustee meetings are an opportunity for the organisation’s strategic objectives, business plan and the annual budget to be formally agreed and reviewed. The Board has now completed its review of the governance of the Association by reviewing Board role descriptions including the Chair’s, carrying out formal Trustee training as well as developing pro-active Trustee recruitment. During the next year the trustees will further review the recruitment process of Trustees. In addition, the Board will be seeking the recruitment of a new Chief Executive following the resignation of the existing in May 2012. Structure and Governance

Governance is fully embedded through the Board of Trustees’ committee structure:

• The Corporate Governance Committee: Focuses on matters of governance and regulation including health and safety, audit and risk. To ensure that the hospice is able to achieve its strategic goals and operational activities, risks highlighted from the processes below are also reviewed and reported to the Board through this committee

• The Finance and HR Committee: Considers whether the hospice has the resources to achieve its aims and objectives

• The Strategic Development Committee: Considers how the hospice can fund and develop its services in the medium to long term.

Board of Trustees

Corporate Governance

Committee

Finance and HR

Committee

Strategic Development

Committee

Sustainability Working Group

(SWG)

Care Quality Working Group

(CQWG)

Income Generation Working Group

(IGWG)


Cascading from these committees are further working groups to ensure further more detailed scrutiny of key areas which includes:

• Care Quality Working Group: To enhance the already existing focus on patient care, the new Care Quality Working Group took over from the Clinical Audit Working Group in ensuring effective clinical governance and audit. In so doing it provides a means to regularly review progress against clearly stated priorities. This includes a number of audits not limited to but including:

o Preferred Priorities of Care (PPC) o Multi-disciplinary working o Referral Response Rate

Through the work of the Care Quality Working Group, North Devon Hospice received outstanding feedback following an unannounced Care Quality Commission inspection. The hospice successfully completed the re-registration process with the Care Quality Commission.

• Income Generation Working Group: To ensure that there is a sustained and robust income stream into North Devon Hospice thereby ensuring quality service delivery and development, this new working group was established. This group focuses on:

o Review of existing and potential opportunities to further develop income from the existing departments of:

• Fundraising • Lottery • Retail

o Review of resource requirements to successfully deliver income objectives across these departments

o To review the performance of the income generation departments using key performance indicators

o To review the potential for other identified new income streams o Advise the Strategic Development Committee on the strategic direction for income generation at North Devon Hospice

o To report to the Finance & HR Committee on any financial risks as considered appropriate

• Sustainability Working Group: The sustainability working group is attended by the Board of Trustees and the Senior Management team. This open forum is an opportunity to discuss matters arising.

Trustee Recruitment and Training Recruitment of Trustees is a continued focus of the Board to ensure an effective balance of skill sets and expertise. In the last year the following Trustee changes happened:

• Alison Dyer (appointed 15th October 2011) • Andrew Jackson (appointed 15th October 2011) • Angela Webb; Chairman (9th June 2011) • Barbara Sheppard (resigned 22nd March 2012) • David Trueman (resigned 22nd March 2012)


• Paul Hevingham (appointed 15th October 2011) Fixed term appointments of three years for Trustees for a maximum of nine years remains as a condition of appointment. Newly appointed Trustees continue to be inducted through training and briefing in line with the recommendations of both the Charity Commission and Help the Hospices.

Charitable Mission and Strategic Objectives North Devon Hospice was established in 1981 and received its first patient referral in 1984. The charity serves a population of approximately 168,000 people in North Devon. North Devon Hospice believes in:

• Being there for all the family

• Recognising and treating each person as an individual

• The caring and clinical support that is provided

• The sense of safety and support the hospice brings

• The expertise of our professional team.

The charitable mission of North Devon Hospice is to promote the relief of sickness amongst terminally ill people. We do this through:

• Specialist palliative care for patients with an advanced, progressive illness and the adults and children who are close to the patient

• Personal care to patients at the end-of-life and support to their families at home and in other settings

• Supportive care to patients who have been diagnosed with a life-threatening illness and the adults and children who are close to the patient

• Advice, support and education provision to patients, families, communities, organisations and healthcare professionals who are responding to life- threatening illness, death and loss.

To ensure that our charitable mission is achieved, North Devon Hospice has developed a 5 year strategic plan which commenced in 2011. This includes the following key objectives:

• Enhance community based care to improve patient and carer access 1. To seek to ensure that patients achieve their preferred priorities of care (PPC) Benefit: Both the patients and the families well-being is enhanced through ensuring their care wishes are met.

2. To develop services closer to patient’s home through Hospice to Home


Benefit: Increased provision of support care services to patients in their home thereby negating the need to travel to Deer Park to benefit from the services.

3. To develop and lead a co-ordinated approach to end-of-life care (EoLC) Benefit: To ensure that the patient and their family receive a coherent, efficient and effective EoLC.

• Build partnerships to enhance our capability 4. To broaden, improve and enhance services to meet the future needs of our beneficiaries Benefit: More members of the community of North Devon receive increased support and services that are required and the hospice can provide no matter what their location.

• Provide leadership through education 5. To be the centre of excellence for end-of-life care Benefit: Enhanced local and national recognition of North Devon Hospice as a healthcare provider and expert in its field. Increased skills and understanding of healthcare professionals in the delivery of EoLC and the services on offer by the hospice. In so doing, the hospice should see an increased referral rate.

• Ongoing development of services through maintaining financial strength 6. Increase margins to meet the needs of current and future service developments Benefit: Increased income generation and cost control to ensure that North Devon Hospice can not only continue to provide support and service to the community but in addition, increase the level and nature of support and services whilst breaking even year on year.

7. Increase efficiency across the organisation through the use of technology Benefit: Through the development of technology, both staff and healthcare professionals will have better/faster access to information. This will result in increased communication across the organisation, increase external stakeholder and staff engagement as well as stronger relationships with healthcare professionals. This will lead to a reduction in time and costs as well as better patient care.

• Ensure North Devon Hospice remains preferred employer of choice 8. Ensure effective staff communication and development Benefit: Staff feel that North Devon Hospice is a rewarding place to work and their career needs are being developed. This will positively reflect on staff retention levels, quality of patient and family support as well as staff acting as positive advocates in the community for North Devon Hospice out of working hours.

Eligibility Criteria Community Specialist Palliative Care Nursing Service: To provide a specialist palliative care community nursing service for adult patients with complex problems associated with a life-limiting illness.

Available to people who:

• Have an advanced progressive illness

• Need advice and care for pain management and other distressing symptoms


• Would benefit from holistic care, with any emotional and spiritual needs being addressed.

This includes:

• Clinical Nurse Specialists providing advice and support to patients and families in the care setting of their choice

• The hospice multi-disciplinary team sharing care, information, advice and support with other health and social care professionals.

Community Palliative Care Service: To provide practical nursing care and support for patients requiring palliative care and their families during the final days of their life. Available to people who:

• Need practical nursing care and support in the final days of life

This includes:

• Practical nursing care and support during the night for patients during their final days

• Practical and emotional support during the night for carers during final days

• Facilitation of ‘Just in Case’ boxes across North Devon.

Specialist Palliative Care; the Bedded Unit: To provide specialist palliative care inpatient services for adult patients who have complex problems associated with a life-limiting illness. Available to people who:

• Have an advanced progressive illness • Need treatment for pain management or other distressing symptoms • Need end-of-life care

This includes:

• 24 hour care in a purpose built 7 Bedded Unit to help with the management of complex symptoms or in providing end-of-life care

• Allied healthcare professionals providing one to one and group sessions • Consultant outpatient treatments and Consultant domiciliary appointments • Discharge planning • The hospice multi-disciplinary team sharing care, information, advice and support with other health and social care professionals.

Supportive Care Services: To provide a range of supportive care services, pre and post bereavement, to patients, carers and family members, including children. Available to people who:

• Are over 18 and have a life-limiting illness • Or are adults or children deeply affected by that persons illness • Or are left bereaved as a result of that persons death.

This includes:

• Support groups for patients, for carers and also the bereaved • Day Hospice • ‘Look Good Feel Great’ sessions • ‘It’s Friday’ drop-in • Complementary therapies


• ‘Staying Steady’ sessions • ‘Pamper Days’ for carers • ‘Benefits Surgery’ and ‘Question and Answers’ sessions • One to one bereavement support • Support for children and their carers • Pastoral and Spiritual Support.

Hospital-based Specialist Palliative Care Service: To provide support to individuals who have cancer and any other life-limiting illness, at any stage of their journey. Available to people who:

• Have advanced progressive incurable disease and who agree to the referral being made. This includes:

• Symptom control, including patients with distressing physical, emotional, social or spiritual symptoms which are difficult to manage by professionals in the current care setting

• End-of-life care for patients whose needs are difficult to manage by professionals in the current care setting

• Complex emotional or spiritual issues related to the patients illness, that are being experienced by family and carers

• Assessing patients for hospice admission. Hospice to Home Service: To provide care and support for palliative patients and their carers, during the day and/or night for up to 72 hours when nearing end-of-life. This service is provided with the aim to reduce inappropriate admissions to hospital. Available to people who:

• Are over 18 and have a life-limiting illness • Are known on a Gold Standards Framework (GSF) register • Have a care plan and risk assessment • Require care to prevent admission to hospital or another care setting • Live in North Devon or Torridge side. This includes:

• Hands on end-of-life and palliative care and support in the community • Crisis intervention to prevent unplanned admission • Skilled carers to provide round the clock care for up to 72 hours.

Achievements and Performance For more information and details on our achievements, please refer to our additional publications which showcase some of our outcomes, public benefit and achievements during 2011-2012:

• North Devon Hospice Quality Account 2011-2012 which focuses on the clinical and supportive care outcomes, primarily targeted to health and social care stakeholders

• North Devon Hospice Annual Review 2011-2012 which communicates all activities and public benefit

Both publications are available on request from Deer Park or to download from the website www.northdevonhospice.org.uk


Our Volunteers Our volunteers continue to provide an invaluable service across the hospice contributing to the quality of service provided to our patients and their families. In total over 147,500 hours were contributed last year. Volunteers support all areas of the hospice including care, bereavement counselling, fundraising, administration, IT and finance services, transport and work throughout our shops. An additional volunteer children’s worker, joined the team that provides support for children facing illness and loss in the family. Volunteers continue to attend relevant statutory training applicable to the role they fulfil and any additional training which will support them in their volunteering. Our volunteers have continued to support us in a number of ways, which have included:

• Supporting the Maintenance team: Volunteers gave 1,170 hours last year across both Deer Park and our shops

• The hospice gardens continue to be well tended by a team of regular garden volunteers who gave 540 hours last year. These gardens are enjoyed by patients and families and can be viewed from the terraces of the Bedded Unit

• Supporting fundraising events along with the regular volunteers who provide administration support to ensure the smooth running of our fundraising and community events, volunteers supported a wide number of our fundraising events including Floating Bye, Nightwalk and the North Devon AONB Marathon

• Look Good Feel Great: we have recruited 4 more beauticians to support our ‘Look Good Feel Great’ team

• Complementary Therapy: Our Complementary Therapy Team Leader has recruited a team of volunteer therapists which means we can now offer a broader range of therapies to more patients and carers who benefit from this service.

To continually improve our volunteer services we have reviewed the line management and support arrangements for volunteers to enable volunteers to become more embedded within teams and departments. We have implemented role descriptions and revised our procedure for inducting new volunteers including the introduction of an updated ‘Volunteers’ Handbook.’ Following the success of our first Volunteers Awareness Day we held another this year as part of our continuous improvement in communication methods. We also held a volunteers’ Thank You evening in February.

Our Staff The hospice continues to maintain a stable workforce. Our overall absence levels are at 3.53% with long term sickness at 1.73% and short term sickness at 1.8% which reflects the quality of staff employed, sound management principles being applied and that the hospice is seen as a good place to work. The Human Resources Department has again provided much support in promoting change across the organisation and within specific departments such as our Cleaning team, to support continuous improvement in services.


Our HR Administrator successfully gained her CIPD Diploma in Human Resources Management (Level 5) qualification thus ensuring we continue to provide competent advice and support. Staff across the organisation attended appropriate training to ensure they have the skills required to do their roles. As a new initiative, a number of Managers attended Train the Trainer in Manual Handling which allows them to train staff and volunteers within their departments in manual handling specific to their actual roles. Investors in People (IIP) Review: We had our 3 yearly IIP review visit and our Assessor met with 26 staff, 2 Trustees and 5 volunteers. The hospice again met the criteria for IIP and in a number of areas was found to be achieving over and above the standard. This reflects all the work regarding communication, involvement and engagement that is carried out at all levels across the hospice and which makes the hospice such a good place to work and volunteer. The Staff Consultative Forum: An elected group of representatives continues to meet quarterly to discuss conditions of service, employee policies and procedures and other related matters. HR database: We have begun the implementation of a combined HR, Volunteers, Education and Training database with the purpose of providing up to date, timely and relevant information and reducing the number of paper-based systems within the hospice. Existing data was transferred from a number of sources to the new database in January 2012 and we intend to roll out self-service to all staff by the end of this year to enable easier access to personal records. Intranet: We have begun to build an Intranet which will be accessible to all hospice staff, both on the premises at Deer Park, in our shops and by next year, remotely as an Extranet. In the first instance, the Intranet is being populated with all hospice forms, information, reference materials and manuals. As the system develops we will refine our processes and procedures, save time and money, as well as providing an essential communication tool which can be utilised across the charity. Professional Development

• A Staff Nurse from the Bedded Unit has successfully completed her degree module in Manual Handling and will ensure patient safety guidance is implemented on the Bedded Unit as well as passing on her newly acquired knowledge to other staff as part of their mandatory training

• We have been very fortunate in securing Help the Hospice funding for two staff to continue on their degree pathways. They will be undertaking a core module which will place staff on the way towards obtaining their Honours Degrees

• The Supportive Care team ran ‘Just Do It or Just be There’, training sessions for the hospice’s Bedded Unit staff looking at the spiritual care of patients and their families

• The Bedded Unit Clinical Services Manager and the Palliative Care Consultant have completed their ‘Enhanced Communication Skills’ training and facilitate these courses in partnership with the new education alliance

• Clinical staff are attending the ‘Enhanced Communication’ workshops which are being run by the hospices in the Peninsula


• Staff have started to attend ‘Clinical Supervisor’ training to ensure that all staff have the opportunity to reflect on their practice.

Recruitment and Appointments

• Stephen Roberts joined the hospice in April 2011 as Commercial Director which was a new post for the hospice. Stephen took on responsibility for all income generation within the hospice and all associated departments. He has responsibility for developing a commercial strategy that will ensure sufficient income in the future to maintain all current and developing services.

• Rachel McCarty joined the hospice in June 2011 as our Director of Care. Rachel has responsibility for the clinical services; Clinical Nurse Specialists (Community), Bedded Unit, Community Palliative Care Team and the hospital-based Clinical Nurse Specialists. Rachel brings a wealth of experience and will be leading the development of these services

• In January 2012 Beth Kelso undertook the new role of Complementary Therapy Team Leader. Beth has been developing a team of volunteer complementary therapists to deliver services to patients and their carers which is always in high demand

• We successfully appointed to the new roles of Multi-Skilled Healthcare Assistants in March. These new roles enabled the launch of the hospice’s Hospice to Home services described in more detail in the next section

• We appointed a Macmillan sponsored Discharge Coordinator for the Bedded Unit • One of the hospital team Community Nurse Specialists (CNS) took on the role of Gold Standard Framework Care Home Facilitator

• A full-time Clinical Governance role commenced. We have enhanced staff benefits by signing up to the Cycle to Work Scheme which a number of staff have made use of.

Our Clinical Care The Clinical Care team continued to provide in-patient, outpatient and community services to patients and their families across North Devon. Top-line information is available below but for full details on our clinical and care achievements and performance in 2011-2012, please refer to the Quality Account 2011-2012. This is available on request from North Devon Hospice or available to download from www.northdevonhospice.org.uk


Provision of quality care is at the heart of everything we do. With this in mind:

• Murray Fletcher has continued to develop medical outreach support from the hospice, providing outpatient and domiciliary consultations

• Murray continues to develop links with services for non-cancer life-threatening conditions including Motor Neurone Disease. He is also developing links with the renal team in Exeter over ways of optimising care of haemodialysis patients receiving palliative care in North Devon

• The hospice now provides medical secretarial support to both Consultants which further strengthens co-ordination and joint working

• The Community Palliative Care Service and Marie Curie referrals steadily continue to rise presenting challenges for prioritising patients, facilitating choice and ensuring the effective use of a limited resource

• Partnership working with Marie Curie and NHS Devon has enabled the Marie Curie funding resource to be increased during 2011 in North Devon

• The ‘Dying Matters’ awareness week which took place in May 2011 was successfully represented in North Devon through a Healthcare Professional day held at Broomhill Art Hotel and a public event held in the Green Lanes shopping centre

• The Community Palliative Care Team has led the implementation and coordination of Just in Case Bags across Devon

• The sub group reviewing Crosscare have been working alongside the IT department improving patient records aiming to reduce duplication ensuring the data will support key performance indicators for the team both in terms of quantity of activity and also quality and effectiveness

• The Palliative Care Congress in Gateshead provided an opportunity to share the local ‘For the Moment’ initiative on a national platform. This initiative grew from conversations with carers and their experiences when their loved one died. It became clear that many people didn’t know who to contact and in some cases, the emergency services were contacted which led to unwanted attempts to resuscitate. ‘For the Moment’ is a simple A5 pocket which can be kept on a fridge or somewhere safe; it guides people through what they need to do and who they need to contact when their loved one dies.


Quality Care provided closer to home – Hospice to Home In 2011 North Devon Hospice recognised that to effectively support patients across North Devon, more care had to be provided as close to home as is possible. This is in recognition of the large geographical area that North Devon Hospice covers and the fact that not all patients and their families can travel to Deer Park in Barnstaple. As phase 1 of a 3 phased project, new Multi-Skilled Healthcare Assistants are now in post to provide care and support in the home when it is needed. Launch of the Hospice to Home service was on the 11th June 2012. A full stakeholder analysis has been undertaken to support the communication and engagement for Hospice to Home. Feedback from a wide range of healthcare professionals is now being collected and collated via a central point to help inform our future service development. The Hospice to Home service aims to:

� Improve access to service and provision of care for patients closer to their home � Prevent inappropriate admissions into hospital

Quality Care through effective Governance

• Murray Fletcher, as Hospice Medical Director and Consultant provides clinical leadership within North Devon Hospice, and has overall responsibility for assuring quality of all patient and client activity in North Devon Hospice, whether Specialist Palliative Care or Supportive Care

• Murray Fletcher is lead director for Clinical Governance and has worked with the Director of Care and the Head of Clinical Governance and Audit to establish a Care Quality Working Group. This incorporates the work of the former Clinical Audit Working Group, but has a much wider brief, drawing together all quality improvement and clinical governance issues into a single forum

• The Care Quality Commission (CQC) Registered Manager role has now been taken on by the Head of Clinical Governance, following successful completion of the CQC appointment process

• Competency frameworks have been developed for Healthcare Assistants to ensure good quality care continues to be delivered to our patients across care services.

Quality Care through effective Auditing

• Work continues across all clinical services. Audits include PPC, Response Times to Referrals and Multi-disciplinary Working

• The CNS duty system has been evaluated during 2011. The review will be repeated during 2012

• The hospital team completed their audit of 170 patients who died within 30 days of admission to establish whether they could have been cared for in another setting. The final report is to be published shortly in August 2012.

Quality Care through effective Partnership To ensure that quality care is provided to our patients around the clock, North Devon Hospice works in partnership with a number of key healthcare providers. Ensuring that an effective relationship exists with all of our partners is an on-going focus for the organisation:

• Murray Fletcher has visited a number of GP surgeries to discuss service developments, and contributed to case-based discussions, including Significant Event Audit Meetings


• We continued to build on the strong relationships between the hospice and hospital-based Consultants, to develop joint working practices that enhance care across care settings

• We have continued the development of shared governance arrangements between the hospice and hospital Palliative Care teams. The hospital-based Consultant now attends hospice governance events – and is now a member of the new Care Quality Working Group (CQWG). Furthermore, Hospital team Quality Improvement activities are included in the CQWG agenda and annual clinical audit plan

• A joint Significant Event Audit Meeting, led by the Consultants, was held at the hospice in March to discuss care of complex patients across care settings

• The Community Palliative Care team has been at the hospice for their first year and continues to integrate well with existing community services.

• We are continuing to develop relationships with our partners and devise new ways of working to provide care and facilitate choice for patients.

Quality Care through Education Education remains a key charitable objective for North Devon Hospice and as such:

• Staff from the hospice’s clinical teams were actively encouraged and supported to be able to disseminate evidenced based practice across all health and social care settings. Examples of this are the delivery of the academic University of Plymouth module, the HEAB 306 ‘Specialist approaches to palliative care and care of the dying’, and the End of Life Care education programme

• Once again the hospice has hosted an elective period medical student (on this occasion from Warwick Medical School) for 6 weeks, and Murray Fletcher acted as their Educational Supervisor

• An End of Life care programme of education was developed and delivered in partnership with the NDHCT and was sponsored by NHS Devon. This programme was delivered in the 5 community hospitals and at the hospice throughout 2011. It comprised of 144 short ‘taster’ sessions on the subjects of:

o recognising end-of-life care o advance care planning o recognising the last days of life o care for carers and bereavement care

• In addition, we delivered 16 whole study days, reflecting the above subjects, but also including communication skills training and symptom management.

• Looking to the future, the Gold Standards Framework (GSF) Facilitator for care homes is working with care homes across North Devon who are entering into the GSF work.

Quality Care for our Patients, because of our Patients

• In the summer our Supportive Care team ran a ‘Something For You’ event for patients. The idea grew from a conversation in the patients support group where a young father was concerned that his child would find it difficult to remember him. In response the team recruited local artists to volunteer in offering different activities; photography, making a DVD, felt making, working with clay, bookmaking, book covering and creative writing. Patients created precious and personalised keepsakes for those close to them.

• Two volunteers began to run monthly creative workshops for patients and their families called ‘In the Making’ including felt making and wire sculpting. These creative activities provide opportunities for making personalized ‘memory’ gifts to leave for loved ones


and, where patients and relatives attend together, a chance to share in the experience of creating something together.

Patient feedback is essential to ensure that our care and services are addressing patients’ needs.

• We have received comments from patients regarding the accessibility of staff name badges and the difficulty at times to identify staff members easily and quickly. We have listened to these comments and we are responding by adding embroidered staff names to staff polo shirts (uniforms) to ensure that patients and carers/visitors can readily identify staff. This is being done at low cost and as part of our usual routine uniform replenishment programme. Staff who wear non-uniform clothing have their identity badges clearly available for patients to inspect

• A young patient was married during her inpatient stay; the staff gave the bride lots of support and even made a beautiful bespoke bag for her to carry her syringe driver in. The special day went well and was enjoyed by all

• The daughter of a patient celebrated her 7th birthday on the unit. The staff arranged gifts on behalf of the mother to give to her daughter. The fundraising team provided a teddy bear as a gift from the hospice and the kitchen staff provided a cake

• Christmas Day lunch was served at a large table in the Bedded Unit foyer and was shared by patients and relatives. The festive meal was served by staff and a volunteer. Thanks go to the catering staff, the volunteer and her husband who did a wonderful job. These small gestures make a huge difference to our patients particularly during difficult times for families.

Financial Review Annual Financial Report

• Income has exceeded our initial budget this year and overall is up £649,000 (15%) on the previous year. Legacies have been extremely good this year being the highest level we have received in the last 4 years, this year they reached £1.168 million

• In the current economic climate and in the face of increased competition locally, fundraising continues to be tough but with the robust plans of the fundraising team and its volunteers and the continued support from the North Devon public we have exceeded our targets

• At the start of this financial year Trustees took a decision to restructure the charity and its subsidiary North Devon Hospice Care (Shops) Ltd. This was done for various reasons including to improve our ability to claim retail gift aid and to improve our tax position in relation to VAT. In previous years all retail sales of both donated and ‘bought in’ items have been through our subsidiary, along with the lottery club. The restructure has meant that from the 1st April 2011 only the ‘bought in’ sales from retail were traded through the subsidiary along with the lottery club. All sales of donated items now go through the charity. In terms of these accounts, as they are for the hospice group, little change will be noted. At the same time the name North Devon Hospice Care (Shops) Ltd was changed to NDH Ventures Ltd

• The Lottery has struggled in the current economic climate and we have seen a small drop in profitability. We have launched single ticket lottery sales throughout our shops to counterbalance this which to date has exceeded expectation


• We continue to be supported by the Devon Primary Care Trust by means of a grant which has remained consistent with that of the last financial year

• Total resources expended increased by £512,000, following investment in the integration of the Community Palliative Care team and hospital based Specialist Palliative Care team which have been seconded to the hospice from North Devon Hospital Trust. The team of Community Palliative Care Support Workers allows us to deliver a service to our patients in the last few days of their lives in their own homes. Along side this we are working with the in-reach Palliative Care team at North Devon Hospital Trust, to ensure cohesive care for our patients

• We have further invested in our income generating activities increasing costs by 8%, however this in turn has seen nearly a 15% increase in income

• The up keep of our facilities for the use by our patients, families and other beneficiaries remains paramount. With this in mind we have been working on a number of projects across the year notably the complete refurbishment of Therapy Room 3. This can now be used for complementary therapy sessions, hairdressing for patients on our ‘Look Good Feel Great’ sessions and as a counselling room. We also completely refurbished the very dated disabled toilet which is frequently used by Day Hospice patients

• We continue with the development of our business systems which has seen two new projects started this year. This being the purchase of a HR database and an Intranet. The Intranet was acquired following a successful bid to Interact, a large supplier of intranet solutions.

• We were delighted in the latter part of 2011 when the public of North Devon showed their support by voting for us in a bid to win funding from Energyshare to enable us to install PV panels on the roof of the Bedded Unit. This has not only reduced the cost of our electricity but means we can sell back to the grid the excess electricity generated.

Income Highlights

• We are grateful to all our supporters. Particular highlights this year include the Hartland Ball held in early summer that raised in excess of £65,000 and the annual ladies Nightwalk which continues to raise significant funds, as has the second North Devon AONB Marathon

• Over the year we have developed a number of new corporate partnerships to build on the successful existing partners that we already have; without their support and commitment this year would not have been such a success

• We have also been donated a commercial warehouse property this year valued at £100,000, this will be used initially to support our retail division

• Our retail outlets have seen an increase in both income and profitability this year. The ‘pop up’ shop in the Barnstaple high street is proving to be very successful and we shall be looking for similar opportunities in other towns. Sales have increased on the previous year by 16% and profitability is up by 60% to £253,000. We were able to claim Gift Aid on 25% of our donated sales this year which has doubled from the previous year

• As ever we look to save costs as much as we possibly can. In seeking to achieve this we have recently carried out a review of our energy costs and have consolidated these into two main providers. In so doing we are expecting a cost reduction of approximately £15,000 per annum.


Investments and Reserves Policy We started the year with an investment valuation of £1.456 million. The investments continued to be managed over the year by two brokers who have delegated responsibility to manage the portfolio. Whilst the year started off with a dip in the stock market, over the last 12 months we have seen the value of our investments increase to £1.474 million through a combination of trading and revaluations.

• Funds are held as either investments or cash deposits with the major high street institutions. This year has seen an increase on investment income from the previous year, however interest rates remain low. We generated an income of £85,000 (£56,000 in the previous year)

• The hospice will not hold investments that are deemed by the Board to be either not easily convertible to cash or held in companies involved in the production of weapons or the manufacture of tobacco or alcohol

• The Finance and HR Committee measures the performance of our portfolios against various benchmarks. We have a medium to low risk approach to investments and aim to achieve a balance between income generation and capital growth over the long-term

• The Trustees review the level of reserves on a regular basis to ensure that the appropriate levels are maintained in light of the main risks to the organisation and future developments. The Trustees value the strategic and top level operational risks to the charity to establish a risk based reserve. The following designated reserves are held at the year end:

o A fund equal to the net book value of hospice fixed assets, which cannot be used to fund expenditure without being sold

o A reserve to cover the financial impact of the main risks to the charity o A fund for the development of services in the community o A fund equal to the revaluation of investments to market value at the balance sheet date which have not been realised.

Our Priorities for the Future The continued provision of quality care to the community of North Devon means that at all times North Devon Hospice must ensure that our services develop to meet the current as well as future needs of our patients. With this in mind our focus for the immediate future will be:

• To deliver services closer to home across North Devon through our Hospice to Home initiative in order to provide more readily accessible holistic care

• To undertake stakeholder engagement that will contribute to the future development of hospice services

• The development of a ‘User Feedback’ strategy utilising social media that will enable us to use an experienced-based design approach to delivering high quality services

• To further develop the integration of care services

• To further develop and co-ordinate education to meet the needs of stakeholders with a particular focus on increasing the knowledge and skills of healthcare professional in the delivery of end-of-life care as well as building relationships with Nursing and Care Homes across North Devon.


For You, Because of You…..Thank You Volunteers It is the kindness, consideration and dedication that our volunteers provide year on year that has helped in literally every aspect of our work, making the care we provide so special. We cannot thank them enough for their generous support. The volunteer team enables us to continue caring for our patients, their families and the wider community. Community groups It is highly fitting that a local charity serving the community like North Devon Hospice, is in turn supported by community groups of all shapes, sizes and interests. The community groups we work with continue to bring fantastic ideas and enthusiasm to our work and we are continually grateful for their support. Gifts in Wills Those generous supporters who remember us in their Wills have a substantial impact in sustaining the future of North Devon Hospice. Thanks to their generosity and consideration, North Devon Hospice can continue its provision of care free of charge. We are grateful to each and every individual for their gift and the difference it continues to make to those who benefit from our care. Business supporters Throughout North Devon, local businesses, both large and small have shown us tremendous support. Even during the current economic climate their support has remained unwavering. North Devon Hospice believes that it is through partnering with local businesses that mutual benefit can be achieved and it is because of such partnerships that North Devon Hospice has continued to grow. Charitable trusts and grant giving bodies Thank you to all the Charitable Trusts and grant giving bodies who have shown their support over the last year. Statement as to disclosure of information to auditors In so far as the Trustees are aware:

• There is no relevant audit information of which the charity's auditors are unaware; and • The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

Statement of Trustees' responsibilities The Trustees are responsible for preparing the annual report and the financial statements in accordance with applicable law and United Kingdom ‘Generally Accepted Accounting Practice.’ Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period. In preparing these financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently


• Make judgments and estimates that are reasonable and prudent and • Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity, and which enable them to ensure that the financial statements comply with the Companies Act 1985. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

On behalf of the board,

Mrs. Angela Webb Chairman 26th July 2012


3. Auditors' Report to the Trustees & Financial Statements

We have audited the group and parent entity financial statements of the North Devon Hospice for the year ended 31 March 2012 which comprises the Consolidated Statement of Financial Activities, the Consolidated and Company Balance Sheet, the Consolidated Cash Flow Statement, the Consolidated Income and Expenditure Account 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). This report is made solely to the company's members, as a body, in accordance with Sections 495 and 496 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the company and the company's members as a body, for our audit work, for this report, or for the opinions we have formed. Respective responsibilities of the trustees and auditors As explained more fully in the trustees' Responsibilities Statement, the trustees (who are also directors of the charitable company 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. We have been appointed auditors under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those acts. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law 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. Scope of the audit of financial statements An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the charitable company's circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. In addition, we read all the financial and non- financial information in the Trustees' Report to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.


Opinion In our opinion the financial statements:

• give a true and fair view of the state of the group's and the parent charitable company's affairs as at 31 March 2012 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 and the Charities Act 2011.

Opinion on 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 and the Charities Act 2011 requires us to report to you if, in our opinion:

• the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company 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;

Stephen Cresswell BA FCA DChA

For and on behalf of Thomas Westcott 47 Boutport Street Chartered Accountants - Statutory Auditor Barnstaple Registered Auditors Devon EX31 1SQ

North Devon Hospice

Registration Number 1696150

Charity Number 286554

Company Limited By Guarantee

Consolidated Statement of Financial Activities


Unrestricted Restricted 2012 2011

funds funds Total Total Notes £ £ £ £

Incoming resources Incoming resources from generating funds: Voluntary income 2 3,085,230 222,425 3,307,655 2,826,114 Activities for generating funds 3 1,499,498 - 1,499,498 1,359,474 Investment income 4 85,681 - 85,681 55,991 Other incoming resources 5 30,133 - 30,133 31,965 _______ _______ _______ _______

Total incoming resources 4,700,542 222,425 4,922,967 4,273,544 _______ _______ _______ _______

Resources expended Costs of generating funds: Cost of generating voluntary income 1,565,220 - 1,565,220 1,448,932 Charitable activities 2,916,892 205,228 3,122,120 2,741,064 Governance costs 89,204 - 89,204 81,223 Other resources expended 19,050 - 19,050 11,875 _______ _______ _______ _______

Total resources expended 6 4,590,366 205,228 4,795,594 4,283,094 _______ _______ _______ _______

Net incoming/(outgoing) resources for the year 110,176 17,197 127,373 (9,550)

Other recognised gains on investment assets 16,591 - 16,591 98,528

_______ _______ _______ _______

Net movement in funds 126,767 17,197 143,964 88,978

Total funds brought forward 9,029,520 8,253 9,037,773 8,948,795 _______ _______ _______ _______

Total funds carried forward 9,156,287 25,450 9,181,737 9,037,773 _______ _______ _______ _______

The statement of financial activities includes all gains and losses in the year and therefore a separate statement of total recognised gains and losses has not been prepared. All of the above amounts relate to continuing activities.

North Devon Hospice




Consolidated Income and Expenditure Account

For the year ended 31 March 2012

2012 2011 £ £

Receipts 4,837,286 4,217,553 Net gains from revaluation/disposal of income fund fixed assets 16,591 98,528 _______ _______

Total income 4,853,877 4,316,081 _______ _______

Operating expenditure (4,795,594) (4,283,094) _______ _______

Operating surplus 58,283 32,987

Other income Income from shares in listed companies 33,224 32,926 Interest receivable and similar income 52,457 23,065 _______ _______

85,681 55,991 _______ _______

Retained surplus for the financial year 143,964 88,978 _______ _______

All of the above amounts derive from continuing activities.

North Devon Hospice




Consolidated Balance Sheet


2012 2011 Notes £ £ £ £

Fixed assets Tangible assets 15 3,215,266 3,102,349 Investments 17 1,474,337 1,456,305 _______ _______

4,689,603 4,558,654 Current assets Stocks 19 14,770 14,312 Debtors 20 1,105,363 355,550 Cash at bank and in hand 3,792,367 4,518,307 _______ _______

4,912,500 4,888,169

Creditors: amounts falling due within one year 22 (420,366) (409,050) _______ _______

Net current assets 4,492,134 4,479,119 _______ _______

Net assets 24 9,181,737 9,037,773 _______ _______

Funds Restricted income funds 26 25,450 8,253 _______ _______

Unrestricted income funds: Retained in charity 9,155,748 9,028,981 Retained within non-charitable subsidiary 539 539 _______ _______

Total unrestricted income funds 25 9,156,287 9,029,520 _______ _______

Total funds 9,181,737 9,037,773 _______ _______

The financial statements were approved by the board on ..................................... and signed on its behalf by

………………………….. Mrs Angela Webb Chairperson

North Devon Hospice




Charity Balance Sheet


2012 2011 Notes £ £ £ £

Fixed assets Tangible assets 16 3,215,266 3,042,104 Investments 18 1,474,339 1,456,307 _______ _______

4,689,605 4,498,411 Current assets Debtors 21 1,105,363 544,863 Cash at bank and in hand 3,736,560 4,268,781 _______ _______

4,841,923 4,813,644

Creditors: amounts falling due within one year 23 (350,327) (274,821) _______ _______

Net current assets 4,491,596 4,538,823 _______ _______

Net assets 9,181,201 9,037,234 _______ _______

Funds Restricted income funds 26 25,450 8,253 Unrestricted income funds 25 9,155,751 9,028,981 _______ _______

Total funds 9,181,201 9,037,234 _______ _______

North Devon Hospice




Consolidated Cash Flow Statement


2012 2011 Notes £ £ Net incoming/(outgoing) resources for the year 127,373 (9,550) Income from investments (33,224) (32,926) Interest receivable (52,457) (23,065) Loss/(Gain) on disposal of fixed assets 3,943 (7,523) Depreciation and impairment 129,171 121,025 Increase in stocks (458) (4,492) (Increase)/Decrease in debtors (749,813) 112,956 (Decrease)/Increase in creditors (36,357) 87,841 _______ _______

Net cash (outflow)/inflow from operating activities (611,822) 244,266

Returns on investments and servicing of finance 29 85,681 55,991 Capital expenditure and financial investment 29 (247,473) (79,435) _______ _______

(Decrease)/Increase in cash in the year (773,614) 220,822 _______ _______

Reconciliation of net cash flow to movement in net funds 30

(Decrease)/Increase in cash in the year (773,614) 220,822 Net funds at 1 April 2011 4,476,619 4,255,797 _______ _______

Net funds at 31 March 2012 3,703,005 4,476,619 _______ _______

North Devon Hospice




Notes to the Accounts


1. Accounting policies

The principal accounting policies are summarised below. The accounting policies have been applied consistently throughout the year and the preceding year.

1.1. Basis of accounting

The financial statements are prepared under the historical cost convention, except for investments which are included at market value, and in accordance with the Statement of Recommended Practice 'Accounting and Reporting by Charities' issued in March 2005 (SORP 2005) and the Companies Act 2006.

1.2. Basis of consolidation These accounts consolidate the results of the Charity with its wholly owned subsidiary NDH Ventures Limited (formally North Devon Hospice Care (Shops) Limited). The consolidation has been carried out on a line-by-line basis in accordance with FRS 2.

1.3. Fund accounting

Unrestricted funds are donations and other incoming resources receivable or generated for the objects of the charity without further specific purpose and which the charity may use for its purpose at its discretion.

Designated funds are unrestricted funds earmarked by the Trustees for particular purposes.

Restricted funds are subjected to restrictions on their expenditure imposed by the donor or through the terms of an appeal.

North Devon Hospice






1.4. Incoming resources

All incoming resources are included in the statement of financial activities when the charity is entitled to the income and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of income:

Voluntary income is received by way of grants, donations and gifts and is included in full in the statement of financial activities when receivable. Grants where entitlement is not conditional on the delivery of a specific performance by the charity are recognised when the charity becomes unconditionally entitled to the grant. Donated services and facilities are included at the value to the charity where this can be quantified. The value of services provided by volunteers has not been included. Gifts donated for resale are included as incoming resources within activities for generating funds when they are sold. Legacies are included when the charity is advised by the personal representative of an estate that payment will be made or property transferred and the amount involved can be quantified. Legacies are included when the charity is advised by the personal representative of an estate that payment will be made or property transferred and the amount involved can be quantified.

Grants, including grants for the purchase of fixed assets, are recognised in full in the statement of financial activities in the year in which they are receivable.

Income from the charity shops is included in the year in which it is receivable. Income from investments is included in the year in which it is receivable. 1.5. Resources expended

Expenditure is recognised on an accrual basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.

Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes including the charity's shops. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries.

North Devon Hospice






1.5. Resources expended (cont.)

It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs of the strategic management of the charity.

1.6. Tangible fixed assets and depreciation Tangible fixed assets are stated at cost less accumulated depreciation. Depreciation is provided at rates calculated to write off the cost or valuation less residual value of each asset over its expected useful life, as follows:

Freehold buildings - Straight line over 20 years Leasehold properties - Straight line over 50 years Fixtures, fittings and equipment - Straight line over 5 years Motor vehicles - Straight line over 5 years 1.7. Investments

Investments held as fixed assets are revalued at mid-market value at the balance sheet date and the gain or loss taken to the statement of financial activities.

1.8. Leasing

Rentals payable under operating leases are charged against income on a straight line basis over the lease term.

1.9. Stock Stock is valued at the lower of cost and net realisable value. 1.10. Pensions

The group operates a defined contribution pension scheme. For staff that are eligible to remain within the NHS pension scheme the group pay a defined contribution to that pension scheme instead. The pension costs charged in the financial statements represent the contribution payable by the company during the year.

North Devon Hospice






2. Voluntary income Unrestricted Restricted 2012 2011 funds funds Total Total £ £ £ £

Legacies and in memoriam donations 1,348,045 - 1,348,045 1,035,875 Community groups donations 31,558 - 31,558 26,490 Individual donations 246,330 25,027 271,357 260,704 Corporate and charitable trusts donations 54,010 131,977 185,987 71,882 Own fundraising 336,401 - 336,401 355,160 Gifts in kind 32,551 - 32,551 29,935 Education donations and gifts 16,567 - 16,567 2,719 Direct care grants 1,019,768 - 1,019,768 996,980 Other grants - 65,421 65,421 46,369 _______ _______ _______ _______

3,085,230 222,425 3,307,655 2,826,114 _______ _______ _______ _______

3. Activities for generating funds Unrestricted 2012 2011 funds Total Total £ £ £

Shops and hospice lottery income 1,499,498 1,499,498 1,359,474 _______ _______ _______

1,499,498 1,499,498 1,359,474 _______ _______ _______ 4. Investment income Unrestricted 2012 2011 funds Total Total £ £ £

Dividends 33,224 33,224 32,926 Deposit interest 52,451 52,451 22,924 Shops deposit interest - - 100 Other interest receivable 6 6 41 _______ _______ _______

85,681 85,681 55,991 _______ _______ _______

North Devon Hospice






5. Other incoming resources Unrestricted 2012 2011 funds Total Total £ £ £

Other income 30,133 30,133 31,965 _______ _______ _______

30,133 30,133 31,965 _______ _______ _______

6. Resources expended Direct Support 2012 2011 Costs Costs Total Total £ £ £ £ Cost of Generating Funds Shops 710,327 - 710,327 674,988 Lottery 240,632 - 240,632 202,810 Fundraising activities 289,654 324,607 614,261 571,134 _______ _______ _______ _______

1,240,613 324,607 1,565,220 1,448,932 _______ _______ _______ _______

Cost of Charitable Activities

In patient unit 1,158,197 604,333 1,762,530 1,679,961 Community care 515,842 141,502 657,344 618,065 Supportive care 237,031 73,826 310,857 285,579 Education 68,327 46,322 114,649 105,951 Community integration 260,796 - 260,796 51,508 Hospice to Home 15,944 - 15,944 - _______ _______ _______ _______

2,256,137 865,983 3,122,120 2,741,064 _______ _______ _______ _______

Cost of governance

Governance - 89,204 89,204 81,223 _______ _______ _______ _______

Other resources expended

(Profit)/loss on disposal of fixed asset - - - (110) (Profit)/Loss on disposal of investments 3,943 - 3,943 (7,413) Investment fees 15,107 - 15,107 19,398 _______ _______ _______ _______

19,050 - 19,050 11,875 _______ _______ _______ _______

Total resources expended 3,515,800 1,279,794 4,795,594 4,283,094 _______ _______ _______ _______

North Devon Hospice






7. Support Costs Funds Charitable 2012 2011 Generation Activities Education Governance Total Total £ £ £ £ £ £ Support costs

Facilities and premises 9,995 254,874 6,997 - 271,866 229,982 Catering 5,956 46,800 1,702 3,404 57,862 33,246 House keeping 1,828 46,598 1,279 - 49,705 44,519 Finance and IT 126,200 100,960 12,620 12,620 252,400 235,165 Administration 55,949 65,274 9,325 55,949 186,497 170,667 Communication 98,383 14,758 4,919 4,919 122,979 82,945 Human resource 21,547 169,296 6,156 12,312 209,311 167,043 Depreciation 4,749 121,101 3,324 - 129,174 112,191 _______ _______ _______ _______ _______ _______

324,607 819,661 46,322 89,204 1,279,794 1,075,758 _______ _______ _______ _______ _______ _______

8. Net incoming/(outgoing) resources for the year Group 2012 2011 £ £ Net incoming/(outgoing) resources is stated after charging: Depreciation and other amounts written off tangible fixed assets 129,172 121,025 (Profit)/Loss on disposal of tangible fixed assets - (110) Operating lease rentals - Plant and machinery 26,080 19,793 - Land and buildings 132,030 129,120 Auditors' remuneration 10,343 7,550 Auditors' remuneration from non-audit work 7,238 4,200 _______ _______

North Devon Hospice






9. Auditors' remuneration - Group 2012 2011 £ £

Auditors' remuneration - audit of the financial statements 10,343 7,550 _______ _______

Auditors' remuneration - other fees: - Taxation services 3,278 - - Accounts preparation 3,960 4,200 _______ _______

7,238 4,200 _______ _______

10. Net incoming/(outgoing) resources for the year Charity 2012 2011 £ £ Net incoming/(outgoing) resources is stated after charging: Depreciation and other amounts written off tangible fixed assets 129,172 112,190 Loss on disposal of tangible fixed assets - (110) Auditors' remuneration 9,593 4,350 Auditors' remuneration from non-audit work 7,238 2,400 _______ _______

North Devon Hospice






11. Employees

Employment costs 2012 2011 £ £ Wages and salaries 3,108,907 2,721,232 Social security costs 240,610 227,501 Pension costs 190,657 175,327 _______ _______

3,540,174 3,124,060 _______ _______

No trustee received any remuneration.

Number of employees

The number of employees who earned more than £60,000 during the year was as follows:

2012 2011 Number Number £60,001 to £70,000 1 1 £70,001 to £90,000 1 2 _______ _______

The average numbers of employees during the year, calculated on the basis of full time equivalents, was as follows:

2012 2011 Number Number Direct care 52 50 Education 2 2 Fundraising 7 7 Administration and support 23 22 NDH Ventures Limited 20 18 _______ _______

104 99 _______ ______

North Devon Hospice






12. Trustees' emoluments

Travel expenses paid to trustees during the year amounted to £1,189 (2011 - £835). Chief Executive expenses reimbursed during the year are £3,022 (2011 - £3,920). 13. Pension costs

The company operates a defined contribution pension scheme in respect of the employees. The scheme and its assets are held by independent managers. The pension charge represents contributions due from the company and was as follows:

2012 2011 £ £ Pension charge 190,657 175,327 _______ _______

Where applicable, contributions are made into the NHS pension as an alternative for eligible employees. The accounts include a provision for £31,775 (2011 - £35,305) in respect of a potential liability in respect of an underfunded pension scheme.

14. Taxation

The charity's activities fall within the exemptions afforded by the provisions of the Income and Corporation Taxes Act 1988. Accordingly, there is no taxation charge in these accounts. The charity's subsidiary, NDH Ventures Limited, incurs a corporation tax charge on its retained profit in the year.

North Devon Hospice






Land and Long Fixtures, 15. Tangible fixed assets buildings leasehold fittings and Motor freehold property equipment vehicles Total Group £ £ £ £ £

Cost At 1 April 2011 3,410,141 85,985 367,345 50,815 3,914,286 Additions 111,440 - 130,649 - 242,089 Disposals - - (5,018) - (5,018) _______ _______ _______ _______ _______

At 31 March 2012 3,521,581 85,985 492,976 50,815 4,151,357 _______ _______ _______ _______ _______

Depreciation At 1 April 2011 512,196 41,976 209,217 48,548 811,937 Charge for the year 69,286 4,299 54,787 800 129,172 On disposals - - (5,018) - (5,018) _______ _______ _______ _______ _______

At 31 March 2012 581,482 46,275 258,986 49,348 936,091 _______ _______ _______ _______ _______

Net book values

At 31 March 2012 2,940,099 39,710 233,990 1,467 3,215,266 _______ _______ _______ _______ _______

At 31 March 2011 2,897,945 44,009 158,128 2,267 3,102,349 _______ _______ _______ _______ _______

North Devon Hospice






Land and Long Fixtures, 16. Tangible fixed assets buildings leasehold fittings and Motor freehold property equipment vehicles Total Charity £ £ £ £ £ Cost At 1 April 2011 3,410,141 69,253 303,297 39,015 3,821,706 Additions 111,440 - 130,649 - 242,089 Transfer from trading - 16,733 64,047 11,800 92,580 subsidiary Disposals - - (5,018) - (5,018) _______ _______ _______ _______ _______

At 31 March 2012 3,521,581 85,986 492,975 50,815 4,151,357 _______ _______ _______ _______ _______

Depreciation

At 1 April 2011 512,196 36,594 194,064 36,748 779,602 Charge for the year 69,286 4,299 54,787 800 129,172 Charge on transfers from - 5,382 15,153 11,800 32,335 trading subsidiary On disposals - - (5,018) - (5,018) _______ _______ _______ _______ _______

At 31 March 2012 581,482 46,275 258,986 49,348 936,091 _______ _______ _______ _______ _______

Net book values

At 31 March 2012 2,940,099 39,711 233,989 1,467 3,215,266 _______ _______ _______ _______ _______

At 31 March 2011 2,897,945 32,659 109,233 2,267 3,042,104 _______ _______ _______ _______ _______

North Devon Hospice






17. Fixed asset investments Total £ Group

Valuation

At 1 April 2011 1,456,305 Additions 319,070 Disposals (317,568) Revaluations 16,530 _______ At 31 March 2012 1,474,337 _______

Historical cost as at 31 March 2012 1,329,338 _______ All fixed asset investments are held within the United Kingdom. 18. Fixed asset investments Charity

Valuation

At 1 April 2011 1,456,307 Additions 319,070 Disposals (317,568) Revaluations 16,530 _______ At 31 March 2012 1,474,339 _______

The Charity's listed investment portfolios are held and valued by independent stockbrokers. The charity has a wholly owned subsidiary, NDH Ventures Ltd. The principal activity of the subsidiary company is to undertake fundraising activities on behalf of the charity including the running of the Hospice Lottery and trading through the Hospice shops. At 31 March 2012, the company had total reserves of £541 and broke-

even for the year after making donations of £323,252 to the charity.

North Devon Hospice






19. Stocks 2012 2011 £ £ Group

Goods for resale 14,770 14,312 _______ _______

20. Debtors 2012 2011 £ £ Group Trade debtors 98,101 86,772 Other debtors 15,792 9,316 Prepayments and accrued income 991,470 259,462 _______ _______

1,105,363 355,550 _______ _______

21. Debtors Charity 2012 2011 £ £ Trade debtors 98,101 86,772 Due from NDH Ventures Limited - 256,670 Other debtors 15,792 - Prepayments and accrued income 991,470 201,421 _______ _______

1,105,363 544,863 _______ _______

North Devon Hospice






22. Creditors: amounts falling due within one year 2012 2011 £ £ Group

Bank overdraft 89,361 41,688 Trade creditors 75,711 100,362 Accruals and deferred income 255,294 267,000 _______ _______

420,366 409,050 _______ _______

23. Creditors: amounts falling due within one year Charity 2012 2011 £ £ Bank overdraft 89,361 41,688 Trade creditors 75,711 65,069 Amounts owed to NDH Ventures Limited 4,388 - Accruals and deferred income 181,069 168,064 _______ _______

350,529 274,821 _______ _______

24. Analysis of net assets between funds Unrestricted Restricted Trading Total funds funds subsidiary funds £ £ £ £ Fund balances at 31 March 2012 as represented by: Tangible fixed assets 3,215,266 - - 3,215,266 Investment assets 1,474,337 - - 1,474,337 Current assets 4,816,473 25,450 70,375 4,912,298 Current liabilities (350,328) - (69,836) (420,164) _______ _______ _______ _______

9,155,748 25,450 539 9,181,737 _______ _______ _______ _______

North Devon Hospice






25. Unrestricted funds and designated reserves At At 1 April Incoming Outgoing Gains and 31 March 2011 resources resources Transfers losses 2012 £ £ £ £ £ £

Fixed asset reserve 3,042,104 - - 173,162 - 3,215,266 Risk based reserve 2,500,000 - - - - 2,500,000 Investment Reserve 179,289 - - (34,289) - 145,000 Service development 320,000 - (260,796) 271,449 - 330,653 General funds 2,987,588 4,110,090 (4,062,370) (87,070) 16,591 2,964,829 _______ _______ _______ _______ _______ _______

Retained in charity 9,028,981 4,110,090 (4,323,166) 323,252 16,591 9,155,748 Retained in trading 539 590,452 (267,200) (323,252) - 539 subsidiary _______ _______ _______ _______ _______ _______

9,029,520 4,700,542 (4,590,366) - 16,591 9,156,287 _______ _______ _______ _______ _______ _______

Purposes of unrestricted and designated funds

Fixed asset reserve is to match the net book value of hospice assets, at Deer park and Westcombe Lane, which cannot be used to fund expenditure without being sold.

Risk based reserve is to cover the financial impact of the main risks to the charity.

Investment Reserve is a fund equal to the revaluation of investments to market value at the balance sheet date, which has not been realised.

Service Development is to allow us to develop further our specialist palliative care services across the community.

The transfer from the trading subsidiary represents a donation of profits made during the year.

North Devon Hospice






26. Restricted funds At At 1 April Incoming Outgoing 31 March 2011 resources resources 2012 £ £ £ £

Small grants 8,253 - (8,253) - Training - 2,763 (2,313) 450 Wages - 82,638 (82,638) - Services - 10,068 (68) 10,000 Capital - 126,956 (111,956) 15,000 _______ _______ _______ _______

8,253 222,425 (205,228) 25,450 _______ _______ _______ _______

Purposes of restricted funds

Small grants these were small donations to cover the purchase of equipment in the inpatient unit.

Training are funds received to support staff training.

Wages are funds received from Macmillan and NHS Devon to support delivering education in specialist palliative care.

Services are funds received to support the delivery of our services. Funds received for specific capital/projects.

North Devon Hospice






27. Financial commitments Group

At 31 March 2012 the company had annual commitments under non-cancellable operating leases as follows:

Land and buildings Other 2012 2011 2012 2011 £ £ £ £ Expiry date: Within one year 52,750 73,620 757 19,793 Between one and five years 31,780 5,400 27,347 - In over five years 47,000 50,100 - - _______ _______ _______ _______

131,530 129,120 28,104 19,793 _______ _______ _______ _______

The financial commitments of NDH Ventures Limited have been taken over by North Devon Hospice.

28. Financial commitments Charity

At 31 March 2012 the company had annual commitments under non-cancellable operating leases as follows:

Land and buildings Other 2012 2011 2012 2011 £ £ £ £ Expiry date: Within one year 52,750 - 757 - Between one and five years 31,780 - 27,347 1,473 In over five years 47,000 - - - _______ _______ _______ _______

131,530 - 28,104 1,473 _______ _______ _______ _______

The financial commitments of NDH Ventures Limited have been taken over by North Devon Hospice.

29. Gross cash flows 2012 2011 £ £ Returns on investments and servicing of finance Income from UK listed investments 33,224 32,926 Interest received 52,457 23,065 _______ _______

85,681 55,991 _______ _______

Capital expenditure and financial investment

Payments to acquire tangible assets (242,089) (94,419) Payments to acquire investments (319,070) (309,915) Receipts from sales of tangible assets - 110 Receipts from sales of investments 313,686 324,789 _______ _______

(247,473) (79,435) _______ _______

30. Analysis of changes in net funds Opening Cash Closing balance flows balance £ £ £

Cash at bank and in hand 4,518,307 (725,940) 3,792,367 Overdrafts (41,688) (47,673) (89,361) _______ _______ _______

4,476,619 (773,613) 3,703,006 _______ _______ _______

Net funds 4,476,619 (773,613) 3,703,006 _______ _______ _______

31. Company limited by guarantee

North Devon Hospice is a company limited by guarantee and accordingly does not have a share capital. Every member of the company undertakes to contribute such amount as may be required not exceeding £1 to the assets of the charitable company in the event of its being wound up while he or she is a member, or within one year after he or she ceases to be a member.

North Devon Hospice Trustees Report 2011-2012

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Transcript of North Devon Hospice Trustees Report 2011-2012