Annual Report and Financial Statements

Annual Report and Financial Statements 

For the year ended 31 March 2020 

Company No. 02620879 (England and Wales)

We are starting this report by saying 

a massive thank y u to every one 

of you who helps Children’s Hospice 

South West achieve its purpose. 

At the beginning of 2020 we were making great progress on our ambitious plans 

to grow our services and then in March everything changed. Within a matter of 

days as lockdown began we responded quickly to the ways families needed our 

help given that most were now ‘shielding’: for the first time we offered care in 

their homes and perhaps most importantly provided support ‘virtually’. We also 

needed to ensure that our hospices were ‘COVID-secure’. 

The pandemic also continues to have a seismic effect on fundraising: mass 

participation events are no longer possible and all our shops had to be closed. 

Thrillingly, however, new ideas for fundraising started popping into social 

media feeds and we saw our supporters, often the children themselves being 

incredible and raising funds. You can read some wonderful examples of how 

our staff and supporters rose to the challenge further on in the report. 

We have been able to continue supporting children with life-limiting illnesses 

and their families because everyone involved has quickly adapted to new ways 

of working through the COVID-19 pandemic. 

Recently times have been very challenging for everyone but as we look back over 

the past year we can see how much we have achieved. Looking forward to next 

year and beyond, although much will change in the way we do things fundamentally 

our purpose will not. We are here to make the most of short and precious lives 

and put children and families at the centre of all the charity does. 

Patricia Morris 

Chair of Trustees 

Eddie Farwell MBE 

Co-Founder and Chief Executive 

Children’s Hospice South West - Annual Report and Financial Statements for the year ended 31 March 2020 

Page 1

Contents 

Trustees’ report 3 

Strategic report 6 

Financial statements 20 

Consolidated statement 

of financial activities 20 

Balance sheet 

(group and charity) 21 

Consolidated cash flow 

statement 22 

Notes to the 

accounts 23 

Accounting policies 38 

Audit report 42 

Structure 

governance and 

management 44 

Reference and 

administration 47 

Our fundraising 

standards 48 

Page 2 Children’s Hospice South West - Annual Report and Financial Statements for the year ended 31 March 2020

Trustees’ report (including the Strategic report) for the year ended 31 March 2020 

ur objectives and activities 

Our purpose, vision and ethos 

ur purpose 

is to make the most of 

short and precious lives and 

to put children and families 

at the centre of all we do. 

ur vision 

is to provide high quality care 

services to every child in the 

South West who may not live 

to their 18th birthday. 

ur ethos 

is to ensure that everyone 

(Trustees, staff and volunteers) 

place children and families at the 

centre of the organisation. 

In order to achieve this, everyone will be 

expected to promote a strong, caring, 

community environment, characterised 

by a culture of sensitivity, trust, 

consideration and respect for others. 

Organisational principles 

Our ethos gives rise to a set of principles which determine how Children’s Hospice South West (CHSW) 

as an organisation operates on a day to day basis. 

We will: 

Be an organisation which places 

children and their families at the 

heart of all that we do. 

Continually engage with and listen to 

our children and families, employees, 

volunteers and supporters. 

Be one organisation with common 

goals whilst tailoring services to 

individual families, and according 

to individual need. 

Ensure that diversity, integrity, 

quality and respect are an integral 

part of all that we do. 

Ensure that all staff, volunteers 

and supporters are valued and 

appreciated. 

Ensure that everyone has the tools 

to do their job and are provided with 

appropriate opportunities to develop 

and gain new skills. 

Be ethical, open, honest and 

compliant in all that we do. 

Spend the money we raise wisely 

with our focus being on the 

care we provide. 

Be safe, efficient and 

environmentally aware. 

Work collaboratively with our 

colleagues and external partners. 


Page 3

Trustees’ report 

CHSW c re values and behaviours 

Everyone working for, or on behalf of CHSW will act with / to: 

Care and respect 

for each other 

Honesty, openness 

and accountability 

Strive for 

excellence 

Work 

together 

Recognising and accepting 

our responsibility for 

safeguarding children and 

adults, protecting them 

from harm. 

Acting fairly and with 

consideration, treating 

others as we would wish 

to be treated ourselves. 

Finding out what 

other colleagues do, 

encouraging them and 

recognising the value 

that each brings to the 

organisation. 

Embracing and recognising 

the importance of 

difference and diversity. 

Behaving with openness, 

integrity and honesty. 

Communicating swiftly 

and openly and listening 

to the views of 

others respectfully. 

Taking responsibility for 

your own actions and being 

accountable for them. 

Sorting out mistakes 

and concerns swiftly 

and without fuss. 

Seeking to continuously 

develop and improve 

for your own benefit and 

for the charity. 

Always protecting the 

reputation of the charity. 

Celebrating success. 

We value the hospice 

and the fabulous staff 

there beyond words. 

Ensuring dynamic 

and harmonious team 

working in order 

to achieve success. 

Working with and 

involving our families, 

supporters and volunteers, 

understanding who 

they are and what their 

needs might be. 

Making the best use 

of organisational 

resources having regard 

to sustainability, 

efficiency and respect 

for the environment. 


Trustees’ report 

ur strategic objectives 

Following a review in January 2020, our strategic aims extending to 2024 were reviewed and agreed as follows: 

Care 

We remain committed to providing high 

quality, safe services to children who 

may not live to their 18th birthday. 

This includes respite care for the whole 

family and being responsive when 

families need us most including at end 

of life and support during bereavement. 

Our focus is to develop our care services 

sustainably, ensuring we utilise our 

three hospice bases and be there when 

families need us most. 

Strategic priorities to deliver this 

aim by 2024 

To have a care model that ensures we 

have capacity to offer respite care to 

children and families. 

To develop and grow our clinical 

expertise and resilience to respond 

when families need us most. 

Funding 

To afford our care objectives by 

delivering a step change in income 

generation to deliver additional 

annual income in excess of £2m 

(minimum) by 2024. 


aim by 2024 

Diversifying and developing 

voluntary income streams. 

Growing and strengthening retail 

(including Gift Aid). 

Growing net income from 

CHSW Lottery. 

Securing long term legacy pipelines. 

Securing continuing statutory 

funding (and increasing where 

possible). 

Marketing 

To re-energise our brand awareness 

and re-establish our positioning, 

ensuring we remain a leading brand 

name in the South West and the 

charity of choice for charitable giving. 


aim by 2024 

Research and benchmark brand / 

hospice awareness, including 

review of logo recognition and 

evolution of brand identity. 

Introduction of a campaign 

approach to drive brand awareness 

and donor acquisition. 

Defining and segmenting target 

audiences with clear messaging 

to ensure donor retention and 

donation growth. 

To offer families choices with 

flexibility about how they access 

our services and where they wish 

to be at end of life. 

To build on the support services 

on offer including psychological 

support and sibling services. 

We have come to regard the hospice 

as a second home, a place where the 

whole family can relax and leave 

behind the stresses of everyday life. 

Progress against our strategic aims will be monitored, reviewed, and evaluated by the Senior Management Team 

(SMT) on a regular basis and by the assurance committees through Key Performance Indicators (KPIs) and board reports 

at each meeting (currently three times per year). 

Public benefit 

The Trustees confirm that they have referred to the guidance contained in the 

Charity Commission’s general guidance on public benefit when reviewing the 

charity’s aims and objectives. The benefits are clearly set out in the achievement 

section on pages 6-10. The Trustees review the activities of the charity against 

its aims and objectives on an ongoing basis and are satisfied that all activities 

continue to be related to its purpose. The beneficiaries are children and young 

people with life-limited and life-threatening conditions and their families. A 

referral process is in place, with clear guidance on criteria, to ensure that those 

who meet the criteria are offered support by the charity. 


Page 5

Strategic report 

Amelia’s story 

Three-year-old Amelia has spina bifida and uses a wheelchair. 

She loves visiting Little Bridge House with mum, Jemma. 

The family was referred to CHSW by 

Amelia’s community children’s nurse and 

Jemma admits that she was unsure about 

what to expect before their first visit. 

I always thought of a hospice being 

an end-of-life environment, but it was 

amazing,” said Jemma, “the building and 

gardens are lovely, and the hospice 

team is so kind, caring, supportive 

and easy to talk too; they make you 

feel welcome each time you stay.” 

Jemma said the hospice gives the family 

time to enjoy and make the most of 

precious moments together. Grandma 

has also visited and stayed with them at 

Little Bridge House and Amelia’s daddy 

is hoping to come soon too. 

“We love coming to stay every few 

months and Amelia is always asking 

when we are coming back,” said Jemma. 

“The hospice gives us time with Amelia 

away from all the usual things happening 

at home such as appointments; it’s 

lovely to be able to spend quality time 

together doing fun activities with the 

help and support of the hospice team. 

“Amelia enjoys 

most things, such 

as the hydrotherapy 

pool, soft play area, the Narnia sensory 

garden and main garden but I think her 

favourite is music therapy and the doll’s 

house. She also enjoys painting and 

making cakes with the hospice team. 

Jemma adds, “She really enjoys oneto-one 

attention and likes to be doing 

something all the time, which can 

be tiring on a daily basis. But having 

the help during our stay is lovely. 

I can’t thank them 

enough for everything 

they’ve done for us and 

especially Amelia - they 

are amazing, like family. 

Sarah’s story 

Sarah was 16 years old when she was diagnosed with a brain tumour and cancer. 

At 17, she was offered a referral to Little Harbour and often visited with her family. 

Sarah juggled chemo with studies 

and radiotherapy with exams. From 

time to time, she would pop into 

Little Harbour for a well-earned break, 

to recharge her batteries and to be 

surrounded by the best care. But it wasn’t 

just Sarah who enjoyed visits to Little 

Harbour; our whole family immersed 

themselves in the support from the 

hospice, with Sarah’s brother Steve going 

on a siblings’ adventure weekend, Jane 

becoming part of the mum’s support 

group and myself having a go at a golf 

taster day with the other dads. We were 

able to put our complete trust in them. 

The Care Team at Little Harbour were 

with us every step of the way, guiding 

and supporting us, through palliative 

care and preparing us for end of life 

care. At the age of 24, Sarah passed 

away peacefully, in the very best place 

for her, surrounded by her family and 

large collection of cuddly toys. 

Sarah had seen a lot of doctors, nurses 

and other health professionals in 

Cornwall and Bristol. She had been 

on children’s wards and also received 

treatment from adult services. The one 

constant was Little Harbour and the 

enduring care from the amazing team we 

had developed such a special bond with. 

We are eternally grateful to the whole 

team at CHSW and everyone who helps 

to raise money for families like ours. 

It’s during this immensely difficult time that you realise 

just how skilled and talented the Care Team really are. 


Freddie’s story 

Freddie has a range of complex medical needs 

and visits Charlton Farm with his family. 

Four years ago, when Freddie’s 

epilepsy was bad, was when we 

were introduced to Charlton Farm. 

I think a lot of people when they hear 

the word ‘hospice’ certainly don’t want 

to think about it, but for most people, 

it’s respite and having nurses there 24 

hours a day and people who can help. 

When I say to my friends we’re going 

to the hospice, they ask ‘is everything 

alright’? But I say we’re going for some 

respite, some family time and we’re able 

to pass over the care of Freddie. The staff 

are unbelievably accommodating. They 

know Freddie so well and he does what 

he wants, even if it means going in the 

hydrotherapy pool four times in a day! 

At the hospice, it’s my downtime and I 

don’t have to worry about meds or the 

times, or that Freddie is having water 

six times a day. And being able to go out 

with just Joseph and not have to take 

oxygen, emergency medications, the 

wheelchair - the whole entourage! 

Now my husband and I are separated, 

we can both come and stay but we 

rotate the nights, which is good for 

Joe too as he gets one-to-one time 

with both of us; it’s a really nice 

arrangement. To know Freddie is really 

well cared for is so reassuring. I know 

if the worst happened here, everyone 

would know what to do. Hospitals are 

a sterile environment so it’s lovely to 

know you can come here where it’s calm 

and peaceful and you’re so supported, 

it’s like having a big, comfortable 

warm blanket around you. People are 

here to help and hug; it’s wonderful. 

With the respite I have, I 

dedicate it all to Freddie’s 

brother, Joseph. I really 

try and make an effort to 

give him more time. 

Lucas’ coronavirus story 

When Rachel and Jason both became ill with coronavirus, CHSW stepped in 

to help them through the unthinkable challenge of caring for their son, Lucas. 

Lucas has a rare genetic condition 

and needs around-the-clock care so 

the thought of not being able to look 

after him terrified us.” 

Within hours of making a panicked call 

to Little Harbour, the Care Team arrived 

at their family home to collect Lucas and 

bring him to the safety of the hospice. 

“They were completely amazing,” said 

Rachel. “We felt a huge overwhelming 

sense of relief when they said they 

I hate the thought of 

people caring for Lucas 

who don’t know him, but 

we know he is completely 

safe at Little Harbour. 

could help as we were very poorly and 

just couldn’t give Lucas the level of care 

he needed. There isn’t a part of Lucas 

that isn’t affected by his condition.” 

Sadly, within a few hours of arriving 

at the hospice, Lucas also developed 

COVID-19 symptoms. During the weeks 

that followed, the team at Little Harbour 

implemented new COVID-19 procedures 

to care for Lucas while ensuring their 

own safety. They maintained contact 

with Rachel and Jason with regular 

Zoom calls, and by sending pictures 

and video of Lucas at the hospice. 

“Claire and the team were just brilliant 

and worked unbelievably hard to keep us 

updated,” said Rachel. “We also knew we 

were able to call whenever we wanted 

to ask how Lucas was doing. Lucas 

was even able to take part in a Zoom 

call with his teacher and classmates.” 

Lucas continued to make a complete 

recovery over the next few weeks 

and was soon able to go home to his 

family in Plymouth. 


Page 7


Our activities 

Our unique care 

Our service is built upon our 

multidisciplinary Care Team, who 

have been specially selected to 

help enrich the lives of all the 

children we care for. We are truly 

committed to looking at how we 

can continue to meet the needs of 

our children and families, through 

the enhancement of our services, 

whilst ensuring they remain 

sustainable for the future. 

Keeping in touch 

Our Care Team are in 

frequent contact 

with families, by 

phone and home 

visits as well as visiting 

a child when they are in hospital. 

Working in partnership 

We are committed to 

working in partnership 

with other agencies 

who work with the 

families we serve, 

whether statutory or voluntary. 

What is important to children 

and families in such extreme 

circumstances is that we all work 

together and that our Care Teams 

fully support this approach. 

Respite break 

This gives our families 

a chance to spend 

time together, relax 

and have some fun 

as a family whilst 

creating special memories. 

Making the most of 

every moment 

Our hospice bases are 

something we are really 

proud of and have been 

specially designed to 

provide a safe space 

where families can relax whilst 

also receiving care. Soft play 

rooms give every child a safe 

place to laugh and play; sensory 

rooms for calming stimulation, 

music therapy, hydrotherapy 

pools to ease stiff muscles and 

have some fun, sensory gardens 

for adventures outdoors as well 

as specially adapted garden 

equipment enabling everyone 

to have fun outside. Alongside 

these are areas where parents 

and families can relax and unwind 

in a homely environment. 

 

At a time when we felt completely alone and scared the 

hospice helped us through some of our darkest times. 



Bereavement support 

We stay alongside 

families, offering 

support after their 

child’s death. All our 

Care Team members 

provide important bereavement 

care for families as well as 

offering bereavement events and 

support groups. Families stay in 

touch with us through events such 

as hospice fetes and an annual 

remembering service for as long 

as they wish, often for many years. 

Sibling support 

Siblings also have 

a long and sometimes 

difficult journey 

alongside their sick 

brother or sister. We 

provide dedicated support to 

siblings who may feel isolated, 

scared or confused. We provide 

the opportunity for them to 

meet other siblings and seek 

support through play, sharing 

some memorable times and 

having some fun too, through 

a range of special activities. 

Emergency care 

When families need us 

most, we do our best to 

be responsive. This is 

frequently to respond to 

medical / clinical needs 

where through our expert 

medical and nursing care we are 

able to help manage symptoms. 

We will always prioritise end of 

life and clinical needs but at times, 

we are also able to offer support 

when families are in crisis to help 

support resilience. 

End of life care 

When life’s journey ends, 

we are there to stand 

alongside families, 

providing medical and 

nursing expertise so that 

family members can feel safe and 

less anxious. After a child has died, 

they can lie in our special Starborn 

room. Families can also stay with us 

during this time and our team are 

on hand to guide and support them. 

Many families draw comfort from 

this and it becomes an important 

step in the grieving process. 

Whole family care 

We believe that the whole 

family should have 

the opportunity to 

accompany their child 

to the hospice, so each 

member is supported in the midst 

of their impossible journey. We 

look after the whole family; mums, 

dads and siblings, as well as children 

with life-limiting conditions. 

Day Care 

Families can come in and 

make the most of our 

facilities for the day 

either supported by the 

team or independently. 

We are 

never closed! 

24 hours a day, 

365 days a year for 

emergency care, whenever 

families need us. 


Page 9


Key facts and how we have supported our beneficiaries 

Who are we supporting? 

580 

children / young people 

were part of CHSW in 2019/20 an 

increase of 14 from the previous year. 

1,058 

parents / carers 

were part of CHSW in 2019/20, an 

increase of 20 from the previous year. 

982 

siblings 

were part of CHSW in 

2019/20, a increase of 41 

from the previous year. 

What type of activity have we seen? 

12,092 

total bed nights 

in 2019/20, a 

decrease of 560*. 

7,951 

family members 

nights stayed in the 

hospices in 2019/20, a 

decrease of 577 from 

the previous year*. 

3,948 

children 

bed nights in 

2019/20, a decrease 

of 176 from the 

previous year*. 

111 

day visits 

in 2019/20, a 

small decrease 

of 7 from the 


82 

Starborn** 

nights in 2019/20, 

a decrease of 

27 from the 


4,813 

parents / carers 

nights stayed in 2019/20, 

a decrease of 386 from 


3,138 

sibling 

night stays in 2019/20, 

a decrease of 191 

nights from 2018/19*. 

3,584 

respite 

bed nights in 2019/20, 

an decrease of 60 from 


364 

emergency 

bed nights in 2019/20, 

a decrease of 116 from 


Care Summary and key achievements 2019/20 

Alongside the provision of care for children young people and their families, the key areas of operational development and 

continuous improvement have included the following: 

reducing the number of hospice 

cancellations; 

restructure of the Quality 

Governance Framework; 

improve sustainability and efficiency 

in the Care Team structure; 

development and implementation 

of care competencies; 

transition to adult services; 

a new clinical information system; 

engagement with families. 

* In March, in response to the global pandemic, CHSW made the difficult decision to cease offering respite care in 

order to ensure we could protect our children and families. CHSW remained open 24/7 for emergency care, including 

end of life care, hospital avoidance admissions and step down from acute hospital care services. This change of service 

provision is reflected in our in-house stays at the end of March. 

** ‘Starborn’ is the name given to the cold room in CHSW hospices that the children stay in after death. 



COVID-19 pandemic 

The CHSW Care Team pride themselves 

on being adaptable and responsive 

to children and family needs. This 

approach was in abundance during the 

global coronavirus pandemic where an 

early response was demonstrated and 

measures to keep children, families, and 

staff safe were implemented. As the 

pandemic developed, we recognised that 

as an organisation, we would need to be 

dynamic and work in new and different 

ways to support both our families and the 

wider healthcare effort in the respective 

communities. This included caring for 

our children not only in the hospice 

(albeit it in a very different way to before) 

but also in their own homes and virtually. 

We were pro-active in linking with 

partner providers, community trusts, 

acute trusts and adult hospices to 

offer additional support and liaised 

with the respective Clinical 

Commissioning Groups (CCGs) 

developing different ways of working. 

In the hospice, whilst we have not been 

able to offer routine respite, we have 

continued to provide a 24/7 service for: 

children at the end of their life; 

children requiring symptom 

management; 

children requiring step down care 

from acute services; 

children who would have ordinarily 

needed a hospital stay; 

children and families needing a short 

term “resilience stay” due to extreme 

social circumstances, for example 

if the family is unwell or a problem in 

the home such as a broken lift. 

We have supported children, young 

people and families in their own 

homes in several ways: 

nurses and carers have provided 

full shifts of care, not a role 

previously undertaken by 

CHSW staff, in conjunction with 

our partner agencies and provided 

home visits by our medical teams 

to assess care need; 

we have provided doorstep support 

visits, which also included the 

delivery of cakes (baked by our own 

cooks), food hampers (kindly donated 

from local businesses) and games 

(provided by our Sibling Teams); 

we contacted local supermarkets to 

ensure the families were included 

on the ‘vulnerable’ list and supplied 

key items such as wipes and nappies 

from CHSW stores that families 

were struggling to source. 

Throughout this period, we have 

embraced technology to support 

the more dispersed workforce, 

maintained close and regular contact 

with our children, young people, 

and their families and ensured 

collaborative working with partner 

providers. This virtual support included: 

proactive contact with every family 

to see what help and support 

they needed and then we responded 

to that individual need; 

telephone support service for 

all the children young people and 

their families including those 

who are bereaved; 

remote consultations by the 

medical teams; 

the use of Zoom to provide supportive 

but fun activities for siblings on 

an individual basis and in groups. 

Activities have included quizzes, 

bingo, craft sessions (Crafty Zoom); 

the use of Zoom to provide music 

therapy sessions; 

bereavement support group for 

parents and carers via Zoom; 

virtual remembering days for 

bereaved families; 

regular newsletters including 

activities and details of local 

resources and groups; 

advice and support regarding 

emotional and psychological wellbeing 

for all members of the family. 

A recent Family Survey has confirmed 

that the hybrid model of hospice, home 

and virtual care will continue to ensure 

our families have choice and we are 

responsive to individual needs. 


Page 11


Income generation 

For nearly thirty years, CHSW has 

been there for families. On behalf of 

every family, we want to say thank you 

to everyone involved for making that 

support a reality. Together we are making 

the most of short and precious lives. 

Without the tremendous support 

of people right across the South 

West (and beyond) we simply could 

not be there for children and families 

when they need it most. 

Whether participating 

in events, shopping 

and donating in one 

of our charity shops, 

playing the Raise a 

Smile Lottery or giving 

a financial gift - every act 

of kindness continues to 

help children and families. 

Through our fundraising and 

trading activities this year, 

together we have raised 

£12.7m 

Take a look at some of the highlights of our fundraising activities from the year: 

£3.5m 

received from those supporters who 

chose to remember CHSW with a gift 

in their will (up from £3.1m last year). 

£490k 

raised by participants of our 

fundraising events this year including 

through Rainbow Runs, Firewalks, 

Santas on the Run and much more. 

£786k 

contributed to CHSW this year from over 

14,000 players in our weekly lottery and 

annual raffle have helped to raise a smile. 

£2.8m 

from individual giving which has 

grown as people continued to 

generously support our work, 

increasing from £2.5m last year. 

£3.8m 

raised from supporters donating or 

shopping in one of our 36 charity 

shops across the South West. 

5 

new shops opened throughout 

2019/20 in Thornbury, 

Bradley Stoke, Shepton Mallet, 

Ashburton and Okehampton. 



We are eternally 

grateful to the 

whole team at 

Children’s Hospice 

South West and 

everyone who 

helps to raise 

money for families 

like ours. 

£479k 

received from charitable trusts and 

foundations to fund specific projects, 

ongoing care and support for families. 

£883k 

from businesses across the region 

who have donated funds, taken part in 

employee fundraising or partnered with 

CHSW in so many different ways. 

£258k 

raised through the activities of 

our fabulous Friends Groups. 

A special thank you to our volunteers 

They are the friendly faces in our shops, they 

work tirelessly to support and stage local 

fundraising activities, they host tours of our 

hospice sites, they iron, clean, maintain our 

beautiful gardens and so much more. Without 

them, we don’t know what we’d do. 

Time donated by the charity’s many volunteers 

and Friends Group members is not recognised 

in the accounts, as it cannot be reliably valued. 

More than 900 

volunteers have contributed 

over 10,000 volunteer hours 

each month in the last year. 

2,018 

new Facebook followers taking the 

total to 17,855. Average monthly reach 

increased to 184k (2018-19: 122k) 

and average monthly engagement 

increased to 14k (2018-19: 8k) 

9,726 

followers on Twitter, an increase 

of 402 (2018-19: 9,306). Average 

monthly reach was 153k and average 

monthly engagement was 2,227 


Page 13


Financial review 

Our financial performance 

The consolidated financial statement 

comprises the result of the charity 

together with those of C H S W 

Promotions Limited, a wholly owned 

subsidiary, which donates it profits 

to the charity. 

The consolidated statement of financial 

activities is set out on page 20. 

Donations and legacies amounted 

to £8,035,093 (2019: £7,336,675), 

income raised from charitable activities 

(statutory income sources) amounted to 

£1,886,934 (2019: £1,685,991), trading 

activities (including retail and lottery) 

generated income of £4,660,895 

(2019: £4,454,738), investment income 

was £410,510 (2019: £361,427) and 

other income £779,629 (2019: £1,396). 

Total income for the year was 

£15,773,061 (2019: £13,840,227). 

Total expenditure for the year 

amounted to £15,083,201 (2019: 

£14,461,225). This resulted in an 

operational surplus of £689,860 (2019: 

deficit £620,998). Net gains/(losses) 

on investments were (£1,038,118) 

(2019: £247,493) and therefore 

net (expenditure) for the year was 

(£348,258) (2019: (£373,505)). 

Consolidated in the above figures 

C H S W Promotions limited, a trading 

subsidiary, has a turnover which 

amounted to £215,125 (2019: £187,713) 

and a profit after taxation of £9,934 

(2019: £62). The company will donate 

this amount to the charity. 

In March 2020, the financial effect 

of the COVID-19 pandemic was first 

felt by the charity with the closure of 

all 36 CHSW shops together with the 

cancellation of a number of voluntary 

fundraising events organised by the 

charity and supporters. 

To mitigate the initial fall in income 

due to the pandemic, in the financial 

year the charity took advantage of the 

Governments support in relation to the 

Retail, Hospitality and Leisure grant 

Where we received 

our income 

Community and corporate 

£4,011,272 - 25% 

Trusts 

£478,693 - 3% 

Legacies 

£3,545,128 - 22% 

Trading 

£4,660,895 - 30% 

Statutory 

£1,886,934 - 12% 

Investment income 

£410,510 - 3% 

Other 

£779,629 - 5% 

Total - £15,773,061 

Investment 

income 

Statutory 

Trading 

Other 

Community 

and corporate 

Trusts 

Legacies 



of £750,000 and Furlough schemes of 

£27,000, both amounts are included 

in other income within the accounts. 

During February and March 2020, 

investment markets across the globe 

were significantly negatively affected 

by the emerging pandemic and as a 

result, CHSW’s loss on the investments 

held by the charity for the financial 

year amounted to £1,038,118. 

The effect of the pandemic on voluntary 

and trading income has continued into 

the 2020/21 financial year. Whilst our 

community and corporate incomes 

are significantly behind previous years 

levels, we are encouraged and grateful 

that our trust, legacy, and individual 

giving voluntary income remain strong 

during the pandemic period. 

We are also pleased to note that all our 

shops have now reopened. 

During the 2020/21 financial year, as 

global markets have improved from their 

low level at the end of March 2020, the 

charity has seen a significant gain in the 

value of investments held which are 

currently now only slightly behind their 

value prior to the pandemic. 

Financial modelling of our income 

for the 2020/21 financial year has 

forecasted that our overall income is 

expected to be £1.8m down on budgeted 

levels. This reflects the expected fall 

in voluntary and trading income offset 

by further Government financial help 

including specific hospice sector 

support announced by the Chancellor 

in April 2020. The Board have instigated 

a strategic review of the organisation 

to adapt and identify new opportunities 

for the charity going forward in the 

new pandemic environment. This 

work will ensure that service levels can 

be maintained and enhanced where 

possible whilst identifying efficiency 

savings across the organisation to help 

reduce the possibility of operating 

deficits in the coming years. 

Raising funds 

Little Bridge House 

Where we spent 

our income 


£2,962,208 - 20% 

Trading activities 

Little Harbour 

Charlton Farm 

Charlton Farm 

£3,668,073 - 24% 


£2,676,099 -18% 

Trading activities 

£3,646,703 - 24% 

Raising funds 

£2,130,118 - 14% 

Total - £15,083,201 


Page 15


Our financial reserves 

We recognise our commitment and moral 

obligation to the children and families 

who currently use our services will 

extend many years into the future. It is 

imperative, therefore, for us to maintain 

unrestricted general funds at a level that 

will ensure the continuity of the unique 

service provided by the charity whilst 

recognising that the charity is facing a 

period of significant economic uncertainty 

as a result of the ongoing pandemic. 

In establishing the CHSW reserves 

policy, we have taken direction from 

the Charity Commission’s guidance 

CC19 by using an integrated approach 

for an organisation with complex 

activities and structures. This involves 

projecting cash flows over the next 

five years and identifying key risks 

associated in this period, with both 

income and expenditure, whilst 

also considering already committed 

expenditure. From this work, it has been 

found necessary for CHSW to maintain 

a target range of reserves of between 

£10.9m and £12.7m. This represents 

between 8.6 and 10.1 months of 

annual budgeted operating costs. 

The charities unrestricted general 

funds were at a level of £15,891,995 

We feel incredibly lucky to be 

under the protective wing of such 

an amazing organisation. 

as of 31 March 2020 (£15,919,709 as 

of 31 March 2019). 

We note that the group’s unrestricted 

general funds are above their target 

range of reserves. It is our intention 

that, in the short to medium term, the 

charity utilises these surplus funds to 

help deal with the impact on the charity 

of the COVID-19 pandemic and the 

possibility and disruption from further 

outbreaks. This will include investment 

in maintaining and developing our 

care services so that they can operate 

in a pandemic restricted environment. 

The surplus also helps to ensure the 

longer term financial stability of 

the charity recognising the significant 

fall in voluntary and trading income 

that is expected in the next two 

years because of the social limitations 

imposed by the pandemic. 

Designated capital funds are £21,176,960 

(2019: £21,397,904) and represent the 

net book value of the unrestricted 

tangible and intangible fixed assets 

of the group. 

Restricted funds are those to be used 

in accordance with specific instructions 

imposed by donors or which have been 

raised by the charity for specific purposes. 

At 31 March 2020, the balance of these 

funds was £706,344 (2019: £708,854). 

Details of these funds can be seen in note 

18 of the financial statements. 

An endowment fund is a fund retained 

for the benefit of the charity as a capital 

fund. The endowment fund included 

in these accounts is an expendable 

endowment, the income from which is 

restricted to funding the post of Head 

of Care at Charlton Farm at 31 March 

2020. The balance of these funds was 

£1,400,656 (2019: £1,476,221). 

Despite the worldwide economic 

challenges currently faced by all 

organisations, we consider the charity 

to be a going concern.. 

Our investment approach 

The charity’s investment policy requires 

the charity to invest funds in such a 

manner that the risk profile reflects 

planned expenditure and future plans. 

In 2008, we appointed Cazenove 

Capital Management Limited as our 

agent to manage a diversified portfolio 

of suitable investments. As the size 

of our investments grew, in March 

2015, Sarsains and Partners were then 

additionally appointed. 

In 2019, we secured the services of 

an external independent investment 

advisor to undertake an investment risk 

profile review and to provide ongoing 

expert assessment on the performance 

of the appointed investment managers. 

At the beginning of the 2020/21 financial 

year, as part of good governance, a 

formal retendering process in relation 

to investment manager services was 

undertaken which included a review 

of investment performance and charges. 

As a result of this work, Aberdeen 

Standard Capital Limited were appointed, 

alongside Sarasins and Partners, as CHSW 

investment mangers going forward. 

Under our investment policy, we 

instruct the appointed investment 

managers to avoid, if at all possible, 

investments in funds where a 

constituent of that fund has turnover 

directly related to restricted categories 

including tobacco, alcohol manufacture, 

armaments, pornography and gambling. 

A minimum performance requirement 

for all invested funds is Consumer 

Price Index (CPI) +3% and this target 

is reviewed annually for suitability. 

During 2019/20, these investment 

performance objectives were met. 



How we manage risks and uncertainties 

We undertake a continual assessment 

of the principal risks facing the 

group and are satisfied that adequate 

controls and procedures are in place 

to mitigate these risks. The Risk, 

Audit and Governance Assurance 

Committee (RAG) is responsible for 

overseeing the approach to risk across 

the whole of the charity’s activities. 

All risks identified are recorded on the 

CHSW Risk Register. The risk is then 

scored based on impact and likelihood 

in line with the Charity Commission 

guidance. Mitigation and controls are 

applied with the aim of reducing 

the risk (and the score) to an acceptable 

level. The scores are prioritised on a 

Red, Amber, Green rating and reported 

to the Board through the CHSW 

Risk Management Framework. The 

Senior Management Team review the 

Risk Register monthly and the Board 

Assurance Committees review the 

strategic risks relevant to them at their 

scheduled meetings (at least three times 

per year). The full Board carry out a full 

review of strategic risks annually. 

The key red risks identified are: 

Pandemic: Risk to Operations. 

COVID-19 has had a far greater impact 

than anyone could have envisaged, 

impacting every aspect of what we 

do. CHSW immediately responded by 

creating a COVID-19 Response Team, 

made up of key personnel from across 

the organisation, meeting weekly to 

respond to the immediate operational 

risks. The full Board met on 12 March 

2020 and shortly following, the terms 

of reference for a Crisis Assurance 

Committee of Trustees was agreed. 

This group now meets monthly and is 

empowered to make swift decisions 

whilst retaining appropriate governance. 

Cost of existing and planned services 

exceeds income (annual). 

Financial modelling identified the need 

to generate additional income in excess 

of £2m per year over the next five years 

to ensure income can cover operational 

expenditure reflecting year on year 

inflationary costs and the additional cost 

associated with service development. This 

has been overshadowed by the impact of 

the pandemic on our retail and voluntary 

income and response plans are now being 

developed and implemented to reflect 

the CHSW Strategic Review. This is 

supported by the Finance, Investment and 

Trading Assurance Committee (FIT). 

The six main areas of risk identified by 

the Board in January 2020 were: 

failure to deliver charitable 

objectives; 

failure to manage safeguarding risks; 

damage to reputation; 

ineffective governance and leadership; 

failure to manage compliance; 

failure to manage financial risk. 

After a call to the Children Hospice South West helpline, aka the 

Care Team, we were able to get great support during lockdown 

from members of the team who know our foster son well. 


Page 17


What we achieved against our key objectives in 2019-20 

Objective 

Achievement 

Care 

To care for more sick children year on year Achieved: 580 (566 in 2018/19) 

To achieve an occupancy of available beds of 75% Achieved: 81% (80% in 2018/19) 

Exemplary standards of care, with the 

Care Quality Commission (CQC) finding 

no actions for improvement 

The CQC did not inspect any of the hospices in 

2019/20 but our Quality Account, which is 

submitted to NHS England, demonstrates that the 

quality of care provided continues to be excellent 

Fundraising 

Guaranteed/regular income (for example statutory, 

net retail and lottery, committed giving and 

investment income)covering 30% of total expenditure 

excluding expenditure on trading activities 

Cover costs plus achieve a surplus 

before investment gains and losses 

Reserves 

To hold a target range of reserves by taking a 

prudent approach to the identification of reasonable 

uncertainties that CHSW may face in the future 

Achieved: 31% 

Total expenditure excluding expenditure 

on trading activities: £11.4m 

Guaranteed/regular income: £3.5m 

Achieved: Operational surplus of £689,860 

before investment gains and losses, but including 

COVID-19 income of £777k. 

Achieved: Actual level of unrestricted 

general funds exceeds target range of 

£10,906,388 to £12,711,546 



ur plans for the future 

Reflecting on the challenges that the COVID-19 pandemic has presented 

to CHSW, we have reviewed our objectives for the next 12 months: 

1 To develop and update the CHSW 

care vision with a short/medium term 

goal focussing on our new service 

offer of: hospice, home and virtual. 

2 To develop and implement our 

Workplace Health, Safety and 

Wellbeing Strategy in response to 

the immediate COVID-19 pandemic 

with forward vision to adapt to the 

changing workplace environment. 

3 To establish a new Fundraising 

Strategy with a focus on 

Individual Giving and a revised 

approach to events. 

4 To develop new retail and lottery 

trading strategies in response to 

high street challenges and the need 

to grow lottery memberships with 

limited face to face contact. 

5 To develop a new marketing strategy 

to increase donor acquisition and 

retention, reach new audiences and 

stand out in a new and potentially 

crowded marketplace. 

6 To develop a Digital Transformation 

strategy to continue to 

enhance our ways of working 

across the organisation in an everchanging 

digital world. 

Included on pages 44-48 are the charities structure, governance and management, reference and administrative 

detail and fundraising disclosures which also form part of this report. 

Statement of Trustees’ responsibilities 

The Trustees (who are also Directors 

of CHSW for the purposes of company 

law) are responsible for preparing the 

Trustees’ Annual Report (including 

the Strategic Report) and the financial 

statements in accordance with applicable 

law and United Kingdom Generally 

Accepted Accounting Practice (United 

Kingdom Accounting Standards). 

Company law requires the Trustees to 

prepare financial statements for each 

financial year. Under company law the 

Trustees must not approve the financial 

statements unless they are satisfied 

that they give a true and fair view of 

the state of affairs of the charitable 

company and the group and of the 

incoming resources and application of 

resources, including the income and 

expenditure, of the charitable group for 

that period. In preparing these financial 

statements, the Trustees are required to: 

select suitable accounting policies 

and then apply them consistently; 

observe the methods and principles 

in the Charities Statement of 

Recommended Practice (SORP); 

make judgements and estimates that 

are reasonable and prudent; 

state whether applicable UK 

accounting standards have 

been followed, subject to any material 

departures disclosed and explained 

in the financial statements; and 

prepare the financial statements 

on the going concern basis unless 

it is inappropriate to presume 

that the charitable company will 

continue in business. 

The Trustees are responsible for 

keeping adequate accounting records 

that are sufficient to show and explain 

the charitable company’s transactions, 

disclose with reasonable accuracy at 

any time the financial position of the 

charitable company and enable them 

to ensure that the financial statements 

comply with the Companies Act 2006 

and the provisions of the charity’s 

constitution. They are also responsible 

for safeguarding the assets of the charity 

and the group and hence for taking 

reasonable steps for the prevention and 

detection of fraud and other irregularities. 

Disclosure of Information to Auditors 

Insofar as each of the Trustees of the 

charity at the date of approval of this 

report is aware, there is no relevant 

audit information (information needed 

by the charity’s auditor in connection 

with preparing the audit report) of 

which the charity’s auditor is unaware. 

Each Trustee has taken all of the steps 

that he/she should have taken as a 

Trustee in order to make himself/herself 

aware of any relevant audit information 

and to establish that the charity’s 

auditor is aware of that information. 

Approval 

This report, incorporating the strategic 

report, was approved by the Board 

of Trustees on 24 September 2020 

and signed on its behalf: 




Page 19

Financial statements 

Consolidated statement of financial activities 

(including income and expenditure account) 

for the year ended 31 March 2020 

Notes 

Unrestricted 

funds (£) 

Restricted 

funds (£) 

Endowment 

funds (£) 

Total 2020 

funds (£) 

Total 2019 

funds (£) 

Income from: (note 29) 

Donations and legacies 1 5,543,280 2,491,813 — 8,035,093 7,336,675 

Charitable activities: 

Statutory funding 

4 999,303 887,631 — 1,886,934 1,685,991 

Trading activities 3 4,660,895 — — 4,660,895 4,454,738 

Investments 2 368,281 42,229 — 410,510 361,427 

Other 5 779,629 — — 779,629 1,396 

Total income 12,351,388 3,421,673 — 15,773,061 13,840,227 

Expenditure on: 

Trading activities 3 3,646,703 — — 3,646,703 3,331,279 

Total income net of 

trading expenditure 


8,704,685 3,421,673 — 12,126,358 10,508,948 

Raising funds 2,085,057 — — 2,085,057 2,067,657 

Investment management fees 45,061 — — 45,061 36,310 

Net income available for 

charitable activities 


6,574,567 3,421,673 — 9,996,240 8,404,981 

Care of children and families 6 6,168,233 3,138,147 — 9,306,380 9,025,979 

Total expenditure 6 11,945,054 3,138,147 — 15,083,201 14,461,225 

Net income / (expenditure) before 

(losses) /gains on investments 

10 406,334 283,526 — 689,860 (620,998) 

Net (losses) / gains on investments 13(b) (883,662) — (154,456) (1,038,118) 247,493 

Net (expenditure)/income (477,328) 283,526 (154,456) (348,258) (373,505) 

Transfer between funds 17, 18, 19 207,145 (286,036) 78,891 — — 

Net movement in funds (270,183) (2,510) (75,565) (348,258) (373,505) 

Reconciliation of funds: 

Total funds brought forward 17, 18, 19 37,339,218 708,854 1,476,221 39,524,293 39,897,798 

Total funds carried forward 17, 18, 19 37,069,035 706,344 1,400,656 39,176,035 39,524,293 

The accounting policies starting on page 38 and the notes to the accounts starting on page 23 form part of these financial statements. 


Consolidated and charity balance sheet 

(Company number 02620879) 

as at 31 March 2020 

Fixed assets 

Notes 

Group 

2020 (£) 

Group 

2019 (£) 

Charity 

2020 (£) 

Charity 

2019 (£) 

Tangible assets 11 21,288,845 21,450,134 21,288,845 21,450,134 

Intangible assets 12 268,115 327,770 268,115 327,770 

Investments 13(a) 11,376,342 15,176,690 11,376,442 15,176,790 

32,933,302 36,954,594 32,933,402 36,954,694 

Current assets 

Stock 14 31,825 19,730 — — 

Debtors 15 3,481,309 1,168,267 3,513,403 1,198,991 

Cash at bank and in hand 3,969,285 2,457,812 3,953,612 2,440,574 

7,482,419 3,645,809 7,467,015 3,639,565 

Creditors falling due within 

one year 

16 (1,239,686) (1,076,110) (1,234,516) (1,070,228) 

Net current assets 6,242,733 2,569,699 6,232,499 2,569,337 

Total net assets 39,176,035 39,524,293 39,165,901 39,524,031 

Funds of the group and charity 

Endowment fund 17 1,400,656 1,476,221 1,400,656 1,476,221 

Restricted funds 18 706,344 708,854 706,344 708,854 

Unrestricted designated funds 19 21,177,040 21,419,509 21,177,040 21,419,509 

Unrestricted general fund 19 15,891,995 15,919,709 15,881,861 15,919,447 

Total group and 

charity funds 

20 39,176,035 39,524,293 39,165,901 39,524,031 

Of the net movement in funds for the year of £(348,258) (2018-19: £(373,505)), an amount of £(358,130) 

(2018-19: £(371,548)) has been dealt with in the Statement of Financial Activities of the parent company. 

The financial statements were approved and authorised for issue by the Board of Trustees on 24 September 

2020 and signed on its behalf: 



The accounting policies starting on page 38 and the notes to the accounts starting on page 23 form 

part of these financial statements. 


Page 21


Consolidated cash flow statement 


Notes 

Total 

2020 (£) 

Total 

2019 (£) 

Cash (used on) / provided by operating activities 28(a) (750,495) 239,763 

Cash flows from investing activities 

Deposit interest received 13,185 11,173 

Investment income received 145,344 111,770 

Rental income received 3,566 9,419 

Cash flows from investing activities 162,095 132,362 

Capital expenditure and financial investment 

Purchases of tangible and intangible fixed assets: 

Little Bridge House (10,164) (3,475) 

Charlton Farm (39,851) (1,194) 

Other assets (860,757) (290,340) 

Purchases of tangible and intangible fixed assets (910,772) (295,009) 

Proceeds from sales of tangible fixed assets — 146 

Fixed asset investments: 

Payments (44,942) — 

Receipts — 36,872 

Transfer from cash held on deposit 3,055,587 — 

Fixed asset investments: 3,010,645 36,872 

Capital expenditure and financial investment 2,099,873 (257,991) 

Net cash provided by /(used in) investing activities 2,261,968 (125,629) 

Change in cash and cash equivalents in the reporting period 28(b) 1,511,473 114,134 

Cash and cash equivalent at the beginning of the year 2,457,812 2,343,678 

Total cash and cash equivalent at the end of the year 3,969,285 2,457,812 



Notes to the financial statements 


1 Donations and legacies 

CHSW receives donations from a number of diverse sources as shown below: 

Total 2020 (£) Total 2019 (£) 

Individuals 2,799,369 2,523,031 

Friends Group fundraising 258,244 497,848 

Legacies 3,545,128 3,068,376 

Grants and donations from charitable trusts 478,693 341,370 

Other voluntary income 953,659 906,050 

8,035,093 7,336,675 

2 Investment income 

Total 2020 (£) Total 2019 (£) 

Income from listed investments: 

UK 259,601 213,621 

Overseas 40,707 36,550 

Multi-asset funds 85,380 84,097 

Income from cash deposits 21,256 17,740 

Rental income 3,566 9,419 

410,510 361,427 


Page 23


3 Income and expenditure from trading activities 

Total trading income comprises: Total 2020 (£) Total 2019 (£) 

C H S W Promotions Limited 215,125 187,713 

Lottery and raffles 785,629 801,881 

Donations relating to the sale of goods where the shops acted as agent 991,602 883,434 

Gift Aid received on donations where the shops acted as agent 245,814 220,858 

Shops turnover 2,422,725 2,360,852 

Total 4,660,895 4,454,738 

Total trading expenditure comprises: Total 2020 (£) Total 2019 (£) 

C H S W Promotions Limited 205,190 187,651 

Lottery and raffles 212,594 173,968 

Shops (all associated costs 

including depreciation) 

3,228,919 2,969,660 

Total 3,646,703 3,331,279 

The principal activity of the charity’s wholly owned subsidiary, C H S W Promotions Limited (company 

number 02645823) is the sale of bought-in goods, including Christmas cards, through the charity 

shops of the parent charity and through its network of Friends Groups and by mail order. 

The income and expenditure of C H S W Promotions Limited are disclosed as ‘trading’ income and 

expenditure in the consolidated statement of financial activities on page 20. 

C H S W Promotions Limited Total 2020 (£) Total 2019 (£) 

Turnover 215,125 187,713 

Total expenditure (205,191) (187,651) 

Operating profit and profit before tax 9,934 62 

Taxation — — 

Profit after taxation 9,934 62 

Retained earnings at the beginning of the year 262 2,219 

Distribution of retained earnings as gift aid donation to parent (62) (2,019) 

Retained earnings at the end of the year 10,134 262 

Assets 47,936 51,287 

Liabilities (37,702) (50,925) 

Net assets 10,234 362 

Gift Aid payable to CHSW 9,934 62 



4 Income from charitable activities 

Total 2020 (£) Total 2019 (£) 

Funding from regional CCGs 999,303 878,224 

NHS England Children's Hospice grant 832,007 762,673 

NHS England Superannuation grant 33,800 33,800 

NHS England Health education placements 21,824 11,294 

Total income from charitable activities 1,886,934 1,685,991 

CHSW acknowledges the award of grants for Little Bridge House, Charlton Farm and Little Harbour 

from the NHS England Children’s Hospice grant. The project undertakes to sustain and develop existing 

high quality hospice care for palliative care children, their siblings and parents. It promotes education 

and learning needs of all those working in the sector in a responsive and flexible way. The funding and 

associated expenditure have been treated as movements in restricted funds. 

In 2010, the charity succeeded in establishing contractual arrangements with the six CCGs whose areas the 

charity covers. These arrangements were constructed at the behest of government. A price per bed night 

has been agreed and it has also been agreed the volume of bed nights each CCG will purchase. There are no 

unfulfilled conditions in respect of these contractual arrangements. 

5 Government grants 

Included within other income were two COVID-19 related government grants recognised in the 

year ended 31 March 2020: 

Total 2020 (£) Total 2019 (£) 

Coronavirus Job Retention Scheme 27,000 — 

Retail, Hospitality and Leisure Grant Fund 750,000 — 

777,000 — 

6 Total expenditure 

Staff 

costs 

Direct 

costs 

Support 

costs 

Total 

2020 (£) 

Total 

2019 (£) 

(note 8) (note 7) 

Costs of raising funds 3,428,055 2,348,766 — 5,776,821 5,435,246 

Care of children and families 6,868,827 1,713,939 723,614 9,306,380 9,025,979 

10,296,882 4,062,705 723,614 15,083,201 14,461,225 

Governance costs of £35,497 are included within support costs and comprise the costs of running the 

charity. This includes insurance £1,082, external audit £13,167, consultancy fees and legal advice for the 

Trustees £18,259 and all costs of complying with constitutional and statutory requirements such as the 

costs of Board and Committee meetings £2,989. 


Page 25


7 Support costs 

Support costs reallocated to the expenditure 

category of care are as follows: 

Total 2020 (£) Total 2019 (£) 

Communications and IT 527,220 559,122 

Human resources 367,737 361,233 

Governance 35,497 48,110 

Finance 388,909 346,725 

Head office support 296,304 266,378 

Total support costs 1,615,667 1,581,568 

Less: staff costs (892,053) (903,088) 

723,614 678,480 

8 Employee information 

Staff costs: Total 2020 (£) Total 2019 (£) 

Salaries and wages 8,814,983 8,359,993 

Social security costs 723,080 685,906 

Pension costs 758,819 694,428 

10,296,882 9,740,327 

The average number of persons employed 

by the charity during the year was: 

FTE 

Total 

2020 

FTE 

Total 

2019 

Hospice services 145 185 143 181 

Fundraising and publicity 50 62 51 60 

Trading 73 106 66 95 

Management and finance 20 24 21 24 

288 377 281 360 

Two employees earned between £60,000 and £70,000 per annum in the year (2018-19: two). Two 

employees earned between £70,000 and £80,000 per annum in the year (2018-19: four). Two employees 

earned between £80,000 and £90,000 per annum in the year (2018-19: None). One employee earned 

between £100,000 and £110,000 per annum in the year (2018-19: one). 

Retirement benefits accrue under a defined benefit scheme for three (2018-19: three) of these higher 

paid employees. In addition, the charity paid £32,139 (2018-19: £29,996) into a defined contribution 

pension scheme for four (2018-19: four) of these higher paid employees. Salaries and wages include 

contributions in respect of salary exchange agreements in addition to contractual salary. 

Following advice from the Government Actuary’s Department as part of the 2016 NHS pension scheme 

valuation process, the Department of Health and Social Care (DHSC) confirmed the employer contribution 

rate will increase to 20.68% with effect from 1 April 2019. The government has committed to cover this 

cost increase for a certain category of employer’s, including CHSW, recurring annually until 31 March 2021. 

All Trustees and certain senior employees who have authority and responsibility for planning, directing and 

controlling the activities of the Charity are considered to be key management personnel. Total employment 

costs (including social security and pension contributions) in respect of senior employees is £554,988 

(2018-19: £529,532). As stated in note 9, there is no cost of employment in respect of the Trustees. 




During the year, redundancy and settlement payments were made totalling £10,885 (2018-19: £18,493). 

At 31 March 2020, the payments outstanding were £nil (2018-19: £3,150). 

9 Trustees remuneration and other related party transactions 

None of the Trustees received emoluments or benefits in kind during the year in respect of their duties as a 

Trustee (2018-19: nil). Six of the Trustees received reimbursement of expenses in the year of £2,602 (2018- 

19: four Trustees £1,004) for travel. During the year the charity recharged expenses of £101,667 (2018- 

19: £107,424) to C H S W Promotions Limited and remittances were £114,179 (2018-19: £91,509). The 

amount due from C H S W Promotions at the year end was £32,532 (2018-19: £45,044) which is included in 

debtors. Included within this debtor is management recharges of £101,667 (2018-19: £89,520). 

10 Net (expenditure) / income for the year 

The net (expenditure) / income is stated after charging: 

Total 2020 (£) Total 2019 (£) 

Depreciation and amortisation of owned tangible 

and intangible fixed assets 

1,131,716 1,102,457 

Loss/(profit) on disposal of fixed assets — 8,126 

Operating lease rentals 786,604 731,866 

Auditor's remuneration - audit fees 15,679 18,087 

- other fees 5,803 787 

11 Tangible fixed assets - charity and group 

Freehold 

land and 

properties 

(£) 

Leasehold 

property 

(£) 

Motor 

vehicles 

(£) 

Office 

furniture / 

equipment 

(£) 

Fittings 

and other 

equipment 

(£) 

Total 

(£) 

Cost: 

At 1 April 2019 21,626,144 587,109 266,347 957,637 2,581,338 26,018,575 

Additions 50,015 59,736 17,128 212,847 495,462 835,188 

Disposals - (361) — (85,483) (23,243) (109,087) 

At 31 March 2020 21,676,159 646,484 283,475 1,085,001 3,053,557 26,744,676 

Depreciation: 

At 1 April 2019 1,694,696 214,056 209,366 682,978 1,767,345 4,568,441 

Charged in 

the year 

463,057 91,415 27,305 158,309 256,391 996,477 

Disposals — (361) — (85,483) (23,243) (109,087) 

At 31 March 2020 2,157,753 305,110 236,671 755,804 2,000,493 5,455,831 

Net book value: 

At 31 March 2020 19,518,406 341,374 46,804 329,197 1,053,064 21,288,845 

At 31 March 2019 19,931,448 373,053 56,981 274,659 813,993 21,450,134 


Page 27


11a Freehold land and properties - charity and group 


(£) 

Charlton Farm 

(£) 


(£) 

Total 

(£) 

Cost: 

At 1 April 2019 3,470,288 12,440,550 5,715,306 21,626,144 

Additions 10,164 39,851 — 50,015 

At 31 March 2020 3,480,452 12,480,401 5,715,306 21,676,159 

Depreciation: 

At 1 April 2019 930,851 534,868 228,977 1,694,696 

Charged in the year 101,544 267,086 94,427 463,057 

At 31 March 2020 1,032,395 801,954 323,404 2,157,753 


At 31 March 2020 2,448,057 11,678,447 5,391,902 19,518,406 

At 31 March 2019 2,539,437 11,905,682 5,486,329 19,931,448 

Included in the above is land totalling £2,947,681 which is not depreciated. 

12 Intangible fixed assets - charity and group 

Computer Software (£) 

Cost: 

At 1 April 2019 701,782 

Additions 75,584 

Disposals (20,283) 

At 31 March 2020 757,083 

Amortisation: 

At 1 April 2019 374,012 

Charged in the year 135,239 

Disposals (20,283) 

At 31 March 2020 488,968 


At 31 March 2020 268,115 

At 31 March 2019 327,770 



13(a) Investments 

Listed investments: 

Group 2020 

(£) 

Group 2019 

(£) 

Charity 2020 

(£) 

Charity 2019 

(£) 

UK equities and bonds at cost 4,184,520 4,332,505 4,184,520 4,332,505 

Overseas equities and bonds at cost 2,426,687 1,733,749 2,426,687 1,733,749 

Multi-fund assets at cost 2,625,590 2,713,625 2,625,590 2,713,625 

Other assets at cost 1,585,058 1,595,820 1,585,058 1,595,820 

Cumulative net gains on revaluation 

at period end 

274,890 1,350,101 274,890 1,350,101 

Market value at period end [Note 13(b)] 11,096,745 11,725,800 11,096,745 11,725,800 

Cash held as part of 

investment portfolios 

193,597 317,376 193,597 317,376 

11,290,342 12,043,176 11,290,342 12,043,176 

Other investments: 

Donated land held for 

investment purposes 

86,000 86,000 86,000 86,000 

Cash held on deposit — 3,047,514 — 3,047,514 

Investment in C H S W Promotions Limited 

Shares at cost — — 100 100 

11,376,342 15,176,690 11,376,442 15,176,790 

The charity’s investment portfolio was managed by Cazenove Capital Management and Sarasin & 

Partners throughout the period. Investments are held in a diverse portfolio of funds, managed by 

Sarasin, Cazenove and other fund managers, and in Government stocks. The only holdings in excess 

of 5% of total investments were Sarasin Endowments Fund (16.2%), Cazenove’s Charities Equity 

Income Fund (6.9%) and Schroder Sterling Corporate Bond (7.2%). 

C H S W Promotions Limited is a wholly owned subsidiary which is registered in England and Wales and 

whose principal activity is the sale of bought-in goods for the benefit of CHSW. The shares are Ordinary 

Shares of £1 each and are shown at cost. The company pays its taxable profits to the charity under Gift Aid. 

13(b) Listed investments market value - charity and group 

Listed investments: Total 2020 (£) Total 2019 (£) 

Market value at 1 April 11,725,800 11,348,415 

Additions at cost 2,108,989 996,220 

Sales proceeds (1,698,070) (866,170) 

Equalisations (1,856) (158) 

Net (losses)/gains (1,038,118) 247,493 

At 31 March 11,096,745 11,725,800 


Page 29


14 Stock 

Listed investments: 

Group 2020 

(£) 

Group 2019 

(£) 

Charity 2020 

(£) 

Charity 2019 

(£) 

Stock for resale 31,825 19,730 — — 

15 Debtors 

Group 2020 

(£) 

Group 2019 

(£) 

Charity 2020 

(£) 

Charity 2019 

(£) 

Amounts owed by group undertakings — — 32,532 45,044 

Legacies receivable 1,388,810 326,783 1,388,810 326,783 

Other debtors including tax recoverable 1,605,830 447,957 1,605,392 433,637 

Prepayment and accrued interest 486,669 393,527 486,669 393,527 

3,481,309 1,168,267 3,513,403 1,198,991 

16 Creditors 

Group 2020 

(£) 

Group 2019 

(£) 

Charity 2020 

(£) 

Charity 2019 

(£) 

Trade creditors 222,603 255,932 222,603 254,966 

Taxation and social security 180,552 174,824 180,552 174,824 

Sundry creditors 184,769 333,618 184,769 333,602 

Accruals and deferred income 651,762 311,736 646,592 306,836 

1,239,686 1,076,110 1,234,516 1,070,228 

Deferred income of £387,505 arose in the year and £209,125 brought forward from 2018-19 was released. 

Deferred income includes income relating to registrations and sponsorship for upcoming events £296,185 

(18/19: £128,775) and lottery subscriptions for future draws £91,320 (18/19: £80,349). 

17 Endowment funds - charity and group 

1 April 2019 

(£) 

Income 

(£) 

Expenditure 

(£) 

Gains / 

(losses) 

(£) 

Transfers 

(£) 

31 March 

2020 

(£) 

Endowment 1,476,221 — — (154,456) 78,891 1,400,656 

1 April 2018 

(£) 

Income 

(£) 

Expenditure 

(£) 

Gains / 

(losses) 

(£) 

Transfers 

(£) 

31 March 

2019 

(£) 

Endowment 1,447,335 — — 28,886 — 1,476,221 



During 2007, the charity received an expendable endowment of £1 million, the income from which is 

restricted. This income is intended to fund care staff costs at Charlton Farm and, in particular, the post 

of Head of Care. Income in 2019-20 is £42,229 (2019-20: £39,492) and is included in restricted funds 

income on the Statement of Financial Activities. 

The loss on investments in 2019-20 is £154,456 (2018-19: gain £28,886). 

During the year ended 31 March 2020, £78,891 of other funds previously restricted to Charlton Farm 

were transferred to the endowment fund with the consent of the donors. 

18 Restricted funds - charity and group 

1 April 2019 

(£) 

Income 

(£) 

Expenditure 

(£) 

Transfer 

between 

funds (£) 

31 March 2020 

(£) 

Little Harbour capital 380,000 — — — 380,000 

380,000 — — — 380,000 

NHS England grants — 832,007 (832,007) — — 

Little Bridge House funds 61,187 558,798 (488,674) (73,548) 57,763 

Charlton Farm funds 208,833 1,436,607 (1,285,276) (171,868) 188,296 

Little Harbour funds 50,537 548,317 (514,163) (35,824) 48,867 

CHSW funds 8,297 45,944 (18,027) (4,796) 31,418 

708,854 3,421,673 (3,138,147) (286,036) 706,344 

1 April 2018 

(£) 

Income 

(£) 

Expenditure 

(£) 

Transfer 

between 

funds (£) 

31 March 2019 

(£) 

Little Harbour capital 380,000 — — 0 380,000 

380,000 — — — 380,000 

NHS England grants — 807,639 (807,639) — — 

Little Bridge House funds 41,243 484,264 (415,443) (48,877) 61,187 

Charlton Farm funds 117,680 300,054 (183,594) (25,307) 208,833 

Little Harbour funds 50,551 611,956 (598,953) (13,017) 50,537 

CHSW funds 22,607 17,720 (32,030) — 8,297 

612,081 2,221,633 (2,037,659) (87,201) 708,854 

The NHS England grant is the NHS England ‘Children’s Hospice grant’ which was given to sustain and 

develop the existing high quality hospice care for palliative care children, their siblings and parents. 

The Little Bridge House, Charlton Farm, Little Harbour and CHSW funds include donations towards 

specific projects at each hospice and across the whole charity respectively, including music therapy, 

equipment, rooms and gardens, parties and presents, play equipment and materials, salary and other 

revenue costs, and funding of mums and dads groups. 

Other legacies and donations are restricted to be spent at a specific hospice. Seven restricted legacies 

recognised in the year were over £50,000, of which a total of £1,087,333 was donated for Charlton 

Farm, £137,000 was donated for Little Harbour and £312,000 was for Little Bridge House. 

Transfers between funds represent the amounts spent on capital assets from revenue funds. Only 

assets with a continuing restriction are maintained as restricted funds. 


Page 31


19 Unrestricted funds 

2019-20 group 

1 April 

2019 (£) 

Income 

(£) 

Expenditure 

(£) 

Investment 

(losses) / 

gains (£) 

Transfer 

between 

funds (£) 

31 March 

2020 (£) 

Designated capital funds 21,397,904 — (1,131,716) — 910,772 21,176,960 

Jill Farwell's Memorial fund 21,605 — (21,525) — — 80 

Total designated funds 21,419,509 — (1,153,241) — 910,772 21,177,040 

Unrestricted general funds 15,919,709 12,351,388 (10,791,813) (883,662) (703,627) 15,891,995 

Total unrestricted funds 37,339,218 12,351,388 (11,945,054) (883,662) 207,145 37,069,035 

2019-20 charity 

1 April 

2019 (£) 

Income 

(£) 

Expenditure 

(£) 

Investment 

(losses) / 

gains (£) 

Transfer 

between 

funds (£) 

31 March 

2020 (£) 


Jill Farwell's Memorial fund 21,605 — (21,525) — — 80 

Total designated funds 21,419,509 — (1,153,241) — 910,772 21,177,040 

Unrestricted general funds 15,919,447 12,238,003 (10,688,300) (883,662) (703,627) 15,881,861 

Total unrestricted funds 37,338,956 12,238,003 (11,841,541) (883,662) 207,145 37,058,901 

2018-19 group 

1 April 

2018 (£) 

Income 

(£) 

Expenditure 

(£) 

Investment 

(losses) / 

gains (£) 

Transfer 

between 

funds (£) 

31 March 

2019 (£) 


Jill Farwell's Memorial fund 43,99 5 — (22,390) — — 21,605 

Care and Development fund 1,365,127 — — — (1,365,127) — 

Total designated funds 23,622,745 — (1,133,118) — (1,070,118) 21,419,509 

Unrestricted general funds 14,215,637 11,618,594 (11,290,448) 218,607 1,157,319 15,919,709 

Total unrestricted funds 37,838,382 11,618,594 (12,423,566) 2 18,607 87,201 37,339,218 

2018-19 charity 

1 April 

2018 (£) 

Income 

(£) 

Expenditure 

(£) 

Investment 

(losses) / 

gains (£) 

Transfer 

between 

funds (£) 

31 March 

2019 (£) 


Jill Farwell's Memorial fund 43,995 — (22,390) — — 21,605 

Care and Development fund 1,365,127 — — — (1,365,127) — 

Total designated funds 23,622,745 — (1,133,118) — (1,070,118) 21,419,509 

Unrestricted general funds 14,213,418 11,620,613 (11,290,510) 218,607 1,157,319 15,919,447 

Total unrestricted funds 37,836,163 11,620,613 (12,423,628) 218,607 87,201 37,338,956 

The Trustees have established designated capital funds which are equivalent to the net book value of unrestricted tangible 

and intangible fixed assets used to enable CHSW to carry out its charitable work. Of the net transfers between funds, 

£286,036 represent transfers from restricted funds, being the amounts spent on capital assets where the restrictions on the 

donations for assets have been fulfilled. In the year £736,621 was spent on fixed assets from general unrestricted funds 

and was transferred to designated capital funds. In addition, £78,891 was transferred from the Charton Farm restricted fund 

to the Endowment fund (note 17) in line with the donors wishes. 

Jill Farwell’s Memorial Fund was established by donations to remember Jill’s death in September 2004. The Trustees, together 



with Eddie Farwell, decided that the funds will be used to provide ongoing music therapy. 

The group maintain unrestricted general funds with the primary aim of reducing the dependency of 

the charity on any of its income streams as they develop in the future and to specifically fund essential 

projects to improve the service of the organisation. 

20 Analysis of fund balances between net assets - group 

As at 31 March 2020 

Unrestricted 

(£) 

Restricted 

(£) 

Endowment 

(£) 

Total 

(£) 

Fixed assets 21,176,960 380,000 — 21,556,960 

Investments 9,975,686 — 1,400,656 11,376,342 

Net current assets 5,916,389 326,344 — 6,242,733 

37,069,035 706,344 1,400,656 39,176,035 

As at 31 March 2019 

Unrestricted 

(£) 

Restricted 

(£) 

Endowment 

(£) 

Total 

(£) 

Fixed assets 21,397,904 380,000 — 21,777,904 

Investments 13,700,469 — 1,476,221 15,176,690 

Net current assets 2,240,845 328,854 — 2,569,699 

37,339,218 708,854 1,476,221 39,524,293 

21 Status of the charitable company 

The charity is a company limited by guarantee, having no share capital. The liability of each member, 

in the event of winding-up, is limited to £1. 

22 Operating lease commitments 

The total commitment under operating leases from premises is as follows 

Payments falling due: Total 2020 (£) Total 2019 (£) 

Within one year 785,501 703,059 

Between two and five years 2,100,100 2,235,299 

In more than five years 994,616 923,202 

The total commitment under operating leases for other assets is as follows 

Payments falling due: Total 2020 (£) Total 2019 (£) 

Within one year 19,973 41,135 

Between two and five years 5,796 26,749 


Page 33


23 Pension commitments 

CHSW employees belonged to two principal pension schemes during the year. The NHS pension 

scheme for eligible staff is a defined benefit scheme. Non eligible members of staff are offered a 

defined contribution scheme administered by Scottish Widows. 

NHS scheme 

Only ex-NHS qualified doctors and nurses are eligible to join the NHS scheme. The NHS scheme is a 

multi-employer defined benefit pension scheme. As the charity is unable to identify its share of the 

assets and liabilities of the scheme on a consistent and reliable basis, the scheme is treated by the 

charity as if it were a defined contribution scheme, in accordance with FRS 102 ‘Retirement benefits’. 

Total pension contributions and liabilities 

The total pension costs charged in the year represent the charity’s contributions to all the schemes and 

amounted to £758,819 (2018-19 : £694,428). The charity’s contributions outstanding at 31 March 2020 

were £63,996 (2019 : £58,714). The assets and liabilities of both schemes are held separately from those 

of the charity, in independently administered pension schemes. 

24 Capital commitments 

At the balance sheet date, the Charity had capital commitments totalling £43,528 (2018-19: £nil). 

25 Indemnities 

Legacies 

The charity has indemnified the executors of three estates in respect of residuary legacies distributed 

to the charity. The maximum liability under the indemnities at the date the accounts were approved 

is £27,437 (2018-19: £27,437). 

Solicitors’ unclaimed client funds 

Following the passing of relevant legislation, solicitors are now permitted to distribute to charities 

certain unclaimed client funds, however an indemnity is required from those charities to indefinitely 

commit to refund any funds that are subsequently claimed. The total of the charity’s indemnities is 

£104,919 (2018-19: £97,537). 

26 Contingent assets - legacies 

As at 31 March 2020, the charity had been notified of a number of residuary legacies, the values 

of which were uncertain, as the executors were awaiting confirmation of other claims on the estate 

and may also be in the process of realising assets such as residential property. The estimated total of 

these legacies could be up to £1.6m. 

None of these legacies have been accrued in the financial statements. 



27 Events after the balance sheet 

In July 2020, the decision was taken to exercise the break clause on the office premises at Chinon Court 

in Tiverton, at that point all fixtures and fittings associated with the lease were written down in full. 

28 Note to the cash flow statement 

28(a) Reconciliation of net movement in funds to 

the net cash flow from operating activities 

Total 2020 (£) Total 2019 (£) 

Net movement in funds (348,258) (373,505) 

Add back: depreciation and amortisation charges 1,131,716 1,102,457 

Add back: gains / (losses) on investments 1,038,118 (247,493) 

Deduct: investment income and deposit interest (410,510) (361,427) 

Loss / (profit) on disposal of fixed assets — 8,126 

(Increase) in stocks (12,095) (1,539) 

(Increase) / decrease in debtors (2,313,042) 18,646 

Increase in creditors 163,576 94,498 

Net cash (used in) / provided by operating activities (750,495) 239,763 

28(b) Analysis of changes in net cash resources 

Total 2019 (£) Cash flow (£) Total 2020 (£) 

Net movement in funds 2,457,812 1,511,473 3,969,285 


Page 35


29. Prior year SOFA 

Income from: 

Notes 

Unrestricted 

funds (£) 

Restricted 

funds (£) 

Endowment 

funds (£) 

Total 2019 

funds (£) 

Donations and legacies 1 5,962,173 1,374,502 — 7,336,675 


statutory funding 

4 878,352 807,639 — 1,685,991 

Trading activities 3 4,454,738 — 4,454,738 

Investments 2 321,935 39,492 — 361,427 

Other 1,396 — — 1,396 

Total income 11,618,594 2,221,633 — 13,840,227 


Trading activities 3 3,331,279 — — 3,331,279 

Total income net of 

trading expenditure 


8,287,315 2,221,633 — 10,508,948 

Raising funds 6 2,067,657 — — 2,067,657 

Investment management fees 6 36,310 — — 36,310 

Net income available for 

charitable activities 


6,183,348 2,221,633 — 8,404,981 

Care of children and families 6 6,988,320 2,037,659 — 9,025,979 

Total expenditure 6 12,423,566 2,037,659 — 14,461,225 

Net income / (expenditure) before 

(losses) /gains on investments 

10 (804,972) 183,974 — (620,998) 

Net (losses) / gains on investments 13(b) 218,607 — 28,886 247,493 

Net income (586,365) 183,974 28,886 (373,505) 

Transfer between funds 18 87,201 (87,201) — — 

Net movement in funds (499,164) 96,773 28,886 (373,505) 

Reconciliation of funds: 

Total funds brought forward 20 37,838,382 612,081 1,447,335 39,897,798 

Total funds carried forward 20 37,339,218 708,854 1,476,221 39,524,293 




Page 37

Accounting policies 

Basis of preparation and accounting policies 

CHSW is a registered charity with the Charity Commission England and Wales (charity number 1003314) and was incorporated 

as a private company limited by guarantee (company number 02620879). Its registered office is Little Bridge House, Redlands 

Road, Fremington, Barnstaple, Devon EX31 2PZ. This is also the registered address of the subsidiary. 

The following accounting policies have been applied consistently in dealing with items that are considered material in 

relation to the financial statements: 

(a) Basis of preparation of accounts 

The financial statements have been prepared in accordance 

with Accounting and Reporting by Charities: Statement of 

Recommended Practice applicable to charities preparing their 

accounts in accordance with the Financial Reporting Standard 

applicable in the UK and Republic of Ireland (FRS 102) (effective 

1 January 2015) (Charities SORP (FRS 102)), the Financial 

Reporting Standard applicable in the UK and Republic of Ireland 

(FRS 102), the Companies Act 2006 and Charities Act 2011. 

CHSW meets the definition of a public benefit entity 

under FRS 102. 

These financial statements consolidate the results of the 

charity and its wholly owned subsidiary, C H S W Promotions 

Limited, on a line by line basis. All intergroup transactions 

are eliminated on consolidation. 

A separate statement of financial activities and income 

and expenditure account for the charity has not been 

presented because the charity has taken advantage of 

the exemption afforded by section 408 of the Companies 

Act 2006. The charity has taken advantage of the exemptions 

in FRS 102 from the requirements to present a charity 

only cash flow statement and certain disclosures about 

the charity’s financial instruments. 

(b) Going concern 

and use of each restricted fund is set out in the notes to 

the accounts where material. 

The endowment fund is to be retained for the benefit of the 

charity as a capital fund. The income generated from the capital 

is restricted due to the wishes of the donor. The endowment 

fund included in these accounts is an expendable endowment. 

Unrestricted funds are available for use at the discretion of the 

Trustees in furtherance of the general objectives of the charity. 

The Trustees have designated certain unrestricted funds 

as capital funds, representing the net book value of the 

unrestricted fixed assets used to enable CHSW to carry 

out its charitable work. They have also decided that the Jill 

Farwell Fund will be used to provide ongoing music therapy. 

(d) Income 

Income is recognised when the charity has entitlement to the 

funds, any performance conditions attached to the income 

have been met, it is probable that the income will be received 

and the amount can be measured reliably. 

Income from voluntary sources is received by way of 

donations and gifts and is included in full in the Statement 

of Financial Activities when receivable. 

Income from gift aid tax reclaims is recognised for all donations 

The group has cash resources and no requirement for 

external funding to fund normal operating activities. The 

Trustees believe that there are no material uncertainties 

about the group’s ability to continue in operating existence 

for the foreseeable future, having reviewed our financial 

position, reserves levels and future plans. In forming these 

conclusions, the Trustees have considered the ongoing 

financial impact of the COVID-19 pandemic. They continue 

to believe the going concern basis of accounting appropriate 

in preparing the annual financial statements. 

(c) Fund accounting 

Restricted funds are those to be used in accordance with 

specific instructions imposed by donors or which have 

been raised by the charity for specific purposes. The aim 

 

The support and care 

we receive from 

Children’s Hospice 

South West is fantastic 

and we are so grateful 

to be able to enjoy 

time as a family, with a 

chance to rest and be 

‘Mum’ and ‘Dad’ again. 


made prior to the year end, where valid gift aid declarations are 

held, and allocated to the same fund as the underlying donation. 

Donated services and facilities 

Properties, investments, and other fixed assets donated to 

the charity are included as income and recognised as assets at 

market value at the time that the charity takes control of the 

item. Donated services and facilities are included as income, if 

material, at their estimated value to the charity when received, 

and under the appropriate expenditure heading depending 

on the nature of service provided, at the same value and 

time. Although it is of significant value to the charity, time 

donated by the charity’s many volunteers and Friends Group 

members is not recognised in the accounts as it cannot be 

reliably valued and is specifically exempted by the SORP. 

Details of the role played by volunteers and the nature of their 

contribution can be found in the Trustees’ report. 

Stocks of donated goods for resale cannot be measured 

reliably in a cost-effective manner, due to the high volume 

of low value items received. Therefore donated goods 

for resale are not recognised on receipt, but their value is 

recognised as income when sold. 

Legacy income 

Legacies are recognised when the charity is entitled to the 

funds (when there is a valid will and they are notified of the 

benefactors death), when receipt is probable (indicated by 

grant of probate) and the charity can reliably estimate the 

legacy income receivable. 

Recognition is therefore dependent upon the type of legacy. 

Pecuniary Legacies are recognised when notification is 

received and probate has been granted. 

Residuary legacies are recognised when notification is 

received, probate has been granted and a reliable 

estimate of the fair value can be made (the executors 

have compiled draft accounts). 

Discretionary/conditional legacies are not recognised 

until a distribution has been made or all conditions 

have been satisfied. 

Where legacies have been notified to the charity but the criteria 

for income recognition have not been met the legacy is treated 

as a contingent asset and disclosed if material (note 26). 

Income received in advance 

Income received in advance of an event or provision of 

other specific service, is deferred until the criteria for 

income recognition are met. 

Interest received 

Interest on funds held on deposit is included when receivable. 

Investment income 

Investment income is credited to income on an accruals basis. 

Grants (including Government grants) 

Grants received for specific purposes are accounted for 

as restricted funds. Grants that provide core funding or are 

of a general nature provided by charitable foundations are 

recorded as donations. The grants detailed in note 4 

have been included as income from charitable activities 

as they relate to the provision of care services. Grants are 

recognised in full when entitlement is established. 

(e) Expenditure 

Expenditure is accounted for on an accruals basis and is 

recognised once there is a legal or constructive obligation 

to make a payment to a third party, it is probable that 

settlement will be required and the amount of the obligation 

can be measured reliably. Expenditure has been classified 

under the following activity headings. 

The costs of raising funds are those incurred in encouraging 

individuals and organisations to make voluntary 

contributions and donations to the charity. This includes 

the costs of the charity’s fundraising offices and supporter 

groups, the cost of trading and investment management fees. 

Charitable expenditure comprises direct expenditure 

including direct staff costs attributable to its care 

activities and support costs. 

The treatment of VAT is detailed in (h) below. 

Support costs include central functions and are allocated to 


Page 39


activity cost categorised on a basis consistent with the use 

of resources. This allocation is carried out on a substantive 

activity basis and does not take account of incidental use. 

Governance costs are included within support costs and 

comprise the costs of running the charity. This includes 

external audit, any legal advice for the Trustees and all costs 

of complying with constitutional and statutory requirements 

such as the costs of Board and Committee meetings. 

(f) Operating leases 

Rentals applicable to operating leases, where substantially 

all the risks and rewards of ownership remain with the lessor, 

are charged in the statement of financial activities over 

the life of the lease on a straight line basis. They include retail 

shops, central offices, vehicles and photocopiers. 

(g) Pension costs 

The charity contributed to one defined benefit scheme in 

the year, but also operates a defined contribution pension 

scheme. Pension costs charged to the statement of 

financial activities represent the contributions payable 

by the charity in respect of the accounting period. 

Both schemes are accounted for as defined contribution 

schemes. Note 23 provides a detailed explanation. 

(h) Taxation 

The charity is exempt from Corporation Tax on its 

charitable activities. 

The charity is registered for Value Added Tax. Irrecoverable 

VAT is allocated to the areas in which it is incurred. 

(i) Tangible and intangible fixed assets 

Tangible and intangible fixed assets are depreciated and 

amortised in equal annual instalments, using the straight 

line basis, over their estimated useful lives, as follows: 

Little Bridge House, Charlton Farm 

and Little Harbour 

Other freehold buildings 

Leasehold property 

Medical equipment 

Furniture and equipment; fixtures and fittings 

Garden, play and external equipment 

Soft furnishings 

Computer equipment and software 

Motor vehicles 

50 years 

5-50 years 

Life of lease 

5-10 years 

4-20 years 

5-10 years 

4-5 years 

3-5 years 

4 years 

No depreciation is provided on freehold land. 

The cost of minor additions, defined as those costing less than 

£500 each, are expensed in the year in which they are incurred. 

(j) Fixed asset investments 

Assets held with the intention of retaining them long-term 

for the continuing benefit of the charity through income 

and capital appreciation are classified as fixed asset 

investments. These may include investments listed on 

a recognised stock exchange (or ones valued by reference 

to such investments, such as common investment funds, 

open ended investment companies, and unit trusts), 

investment land or properties, investments in subsidiary 

undertakings, and cash held for investment purposes. 

Fixed asset investments, other than cash deposits, are stated 

at market valuation and any gains or losses are dealt with in 

the statement of financial activities. 

Investment in the subsidiary is stated at cost. 

(k) Stock 

Stock consists of purchased goods for resale. Purchased goods 

for resale are valued at the lower of cost and net realisable 

value, after allowing for obsolete and slow moving stock. 

(l) Debtors 

Other debtors, legacies receivable and accrued income are 

recognised at the settlement amount due after any trade 

discounts. Prepayments are valued at the amount prepaid 

net of any trade discount. 



 

I shall never forget 

that first visit. I left 

feeling that my batteries 

had been fully charged 

ready to take up 

the fight and face 

whatever challenges 

lay ahead. I no longer 

felt alone as I had 

become part of a very 

special family. 

(m) Cash at bank and in hand 

Cash at bank and in hand includes cash in hand and cash 

held by financial institutions. 

(n) Creditors 

Creditors are recognised when the charity has a present 

obligation resulting from a past event that will probably result 

in the transfer of funds to a third party and the amount due to 

settle the obligation can be measured or estimated reliably. 

(o) Financial instruments 

The charity only has basic financial instruments that result 

in the recognition of financial assets and financial liabilities. 

Financial instruments include cash at bank, trade debtors, 

legacies receivable, accrued income from financial instruments 

(comprising dividends and interest due from investments), 

trade and sundry creditors and accrued expenditure. Financial 

instruments are initially recognised at transaction value and 

subsequently measured at their settlement value. 

(p) Significant estimates and judgements 

Preparation of the financial statements requires management 

to make significant judgements and estimates. The items 

in the financial statements where these judgements and 

estimates have been made include: 

Useful economic lives of tangible and intangible assets 

The annual depreciation and amortisation charges for 

the tangible and intangible assets are sensitive to changes 

in the estimated useful economic lives and residual 

values of the assets. The useful economic lives and residual 

values are amended when necessary to reflect current 

estimates and the physical condition of the assets. 

See notes 11 and 12 for the carrying amount of the 

tangible and intangible assets and policy (i) for the useful 

lives for each class of asset. 

Impairment of debtors 

The group makes an estimate of trade debtors and other 

debtors. When assessing the impairment of trade debtors 

and other debtors, management considers factors including 

the current credit rating of the debtor, the ageing profile of 

debtors and historical experience. 

Government Retail, Hospitality and Leisure Grants 

The full value of the retail, hospitality and leisure grants 

from the Government as part of their COVID-19 funding 

and support has been included within the financial 

statements for the year ended 31 March 2020. This is 

based on the announcement in the national media by 

the Government on 17 March 2020 that these funds 

would be available, and the subsequent documentation 

accompanying grant applications that outlined the 

eligibility date was the 11 March 2020. In addition, there 

are no substantive criteria which the group believes 

prevents it from having entitlement to the funds, the 

receipt is deemed to be probable and the amounts to be 

received can be clearly measured. 


Page 41


Audit report 

Opinion 

We have audited the financial statements of CHSW for the 

year ended 31 March 2020 which comprise the Consolidated 

Statement of Financial Activities, Consolidated and Charity 

Balance Sheets, Consolidated Cash Flow Statement and notes 

to the financial statements, including a summary of significant 

accounting policies. The financial reporting framework that 

has been applied in their preparation is applicable law and 

United Kingdom Accounting Standards, including Financial 

Reporting Standard 102 ‘The Financial Reporting Standard 

applicable in the UK and Republic of Ireland’ (United Kingdom 

Generally Accepted Accounting Practice). 

In our opinion the financial statements: 

give a true and fair view of the state of the group’s and 

the charitable company’s affairs as at 31 March 2020 

and of the group’s incoming resources and application of 

resources 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. 

Basis for opinion 

We conducted our audit in accordance with 

International Standards on Auditing (UK) (ISAs (UK)) and 

applicable law. Our responsibilities under those standards 

are further described in the Auditor’s responsibilities 

for the audit of the financial statements section of our 

report. We are independent of the group in accordance 

with the ethical requirements that are relevant to our 

audit of the financial statements in the UK, including 

the FRC’s Ethical Standard, and we have fulfilled 

our other ethical responsibilities in accordance with 

these requirements. We believe that the audit evidence 

we have obtained is sufficient and appropriate to 

provide a basis for our opinion. 

Conclusions relating to going concern 

We have nothing to report in respect of the following 

matters in relation to which the ISAs (UK) require us to 

report to you where: 

the Trustees’ use of the going concern basis of accounting 

in the preparation of the financial statements is not 

appropriate; or 

the Trustees have not disclosed in the financial statements 

any identified material uncertainties that may cast 

significant doubt about the group’s or the charitable 

company’s ability to continue to adopt the going concern 

basis of accounting for a period of at least twelve 

months from the date when the financial statements are 

authorised for issue. 

The Trustees are responsible for the other information. The 

other information comprises the information included in 

the annual report, other than the financial statements and 

our auditor’s report thereon. Our opinion on the financial 

statements does not cover the other information and, except 

to the extent otherwise explicitly stated in our report, we do 

not express any form of assurance conclusion thereon. 

Other information 

In connection with our audit of the financial statements, 

our responsibility is to read the other information and, in 

doing so, consider whether the other information is materially 

inconsistent with the financial statements or our knowledge 

obtained in the audit or otherwise appears to be materially 

misstated. If we identify such material inconsistencies 

or apparent material misstatements, we are required to 

determine whether there is a material misstatement in the 

financial statements or a material misstatement of the other 

information. If, based on the work we have performed, we 

conclude that there is a material misstatement of this other 

information, we are required to report that fact. 

We have nothing to report in this regard. 

 

We were one of the first families to use the hospice when it opened 

in 2011 and our son actually laid the foundation stone when it was 

being built. It was quite life-changing for us to have somewhere we 

can trust 100 per cent with our special needs child. 


Opinions on other matters prescribed by the Companies 

Act 2006 

In our opinion based on the work undertaken in the course 

of our audit: 

the information given in the Trustees’ report, which 

includes the directors’ report and the strategic report 

prepared for the purposes of company law, for the financial 

year for which the financial statements are prepared are 

consistent with the financial statements; and 

the strategic report and the directors’ report included 

within the Trustees’ report have been prepared in 

accordance with applicable legal requirements. 

Matters on which we are required to report by exception 

In light of the knowledge and understanding of the group 

and the charitable company and their environment obtained 

in the course of the audit, we have not identified material 

misstatements in the strategic report or the directors’ report 

included within the Trustees’ report. 

We have nothing to report in respect of the following matters 

in relation to which the Companies Act 2006 requires us to 

report to you if, in our opinion: 

the parent company has not kept adequate accounting 

records; or 

the parent 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. 

Responsibilities of Trustees 

As explained more fully in the Trustees’ responsibilities 

statement, set out on page 19, the Trustees (who are also 

the 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, and for such internal control 

as the Trustees determine is necessary to enable the 

preparation of financial statements that are free from 

material misstatement, whether due to fraud or error. 

In preparing the financial statements, the Trustees are 

responsible for assessing the group’s or the charitable 

company’s ability to continue as a going concern, disclosing, 

as applicable, matters related to going concern and using 

the going concern basis of accounting unless the Trustees 

either intend to liquidate the charitable company or to cease 

operations, or have no realistic alternative but to do so. 

Auditor’s responsibilities for the audit of the 

financial statements 

Our objectives are to obtain reasonable assurance about 

whether the financial statements as a whole are free 

from material misstatement, whether due to fraud or 

error, and to issue an auditor’s report that includes our 

opinion. Reasonable assurance is a high level of assurance, 

but is not a guarantee that an audit conducted in 

accordance with ISAs (UK) will always detect a material 

misstatement when it exists. Misstatements can arise from 

fraud or error and are considered material if, individually 

or in the aggregate, they could reasonably be expected 

to influence the economic decisions of users taken on the 

basis of these financial statements. 

A further description of our responsibilities for the audit 

of the financial statements is located on the 

Financial Reporting Council’s website at: 

www.frc.org.uk/auditorsresponsibilities 

This description forms part of our auditor’s report. 

Use of our report 

This report is made solely to the charitable company’s 

members, as a body, in accordance with Chapter 3 of 

Part 16 of the Companies Act 2006. Our audit work has 

been undertaken so that we might state to the charitable 

company’s members those matters we are required to 

state to them in an auditor’s report and for no other 

purpose. To the fullest extent permitted by law, we do 

not accept or assume responsibility to anyone other than 

the charitable company and the charitable company’s 

members as a body, for our audit work, for this report, 

or for the opinions we have formed. 

Guy Biggin 

Senior Statutory Auditor 

For and on behalf of U.K. 

LLP Statutory Auditor, 

Carrick House, Lypiatt Road, Cheltenham, 

Gloucestershire GL50 2QJ 

Date: 7 October 2020 


Page 43

Structure governance and management 

CHSW is a registered charity with the Charity Commission 

in England and Wales (charity number 1003314) and 

was incorporated as a private company limited by guarantee 

(company number 02620879), on 17 June 1991. Legal 

and company information is set out on page 47 and lists 

the Directors and Trustees, the SMT and the principal 

advisors and forms part of this report. 

Principal object of the charity 

The charity was established “to promote the relief of illness 

and suffering in such ways as the Association shall from 

time to time think fit, and in particular in the South Western 

counties of England and adjacent areas and in particular: 

by establishing, maintaining and conducting residential 

nursing homes for the reception and care of 

young persons who are suffering from any chronic or 

terminal illness or from any other physical or mental 

infirmity, disability or disease and for the reception 

and care of the members of the family of such persons 

whether adult or otherwise, and so that any such home 

may be restricted to patients (and the families of 

patients) of under a certain age limit or to patients 

suffering from any particular types of illness, disability, 

disease or infirmity, and by providing medical or other 

treatment or attention for any such persons and their 

families as aforesaid in their own homes; 

by conducting or promoting or encouraging research into 

the care and treatment of persons suffering from any 

such illness, disability, disease or infirmity as aforesaid 

and particularly into the care and treatment of persons 

suffering from terminal illness and the care of the families 

of such persons and by providing for the dissemination 

of the results of such research; 

by promoting or encouraging or assisting in the 

teaching or training of Doctors, Nurses, Physiotherapists, 

Administrators, Social Workers, and other persons 

engaged in any branch of medicine, surgery, nursing 

or allied services, and in the teaching or training 

of students in any branch of medicine, surgery, 

nursing or allied services; 

by providing or assisting or encouraging the provision 

of spiritual help and guidance for any persons resident 

(either as patients or as families) or associated in any 

way with any such home or homes as aforesaid.” 

In pursuing the principal objectives of the organisation, 

activities that CHSW provides to the families in the South 

West are detailed on pages 8-9. 

Organisational structure 

The charity is constituted as a company limited by guarantee, 

and, therefore, is governed by a Memorandum and Articles of 

Association and has no share capital. 

The charity has a wholly owned subsidiary, C H S W Promotions 

Limited. The principal activity of the subsidiary is the sale of 

promotional and bought in goods in support of CHSW. 

The Directors of this subsidiary throughout the year, unless 

otherwise stated, are as follows: 

Nicola Mason, CHSW Trustee; 

Jessica Patel, CHSW Director of Marketing and 

Communications; 

David Turner, CHSW Trustee; 

Jonathan Webber, CHSW Director of Finance. 

All Directors of CHSW, excluding the SMT, are also Trustees 

of the charity and there are no other Trustees. All the Trustees 

named on page 47 served throughout the year and until the 

date this report has been signed, unless otherwise stated. 

The charity is organised so that the Trustees meet collectively 

four times a year to direct the management of its affairs. 

Strategy days are also held periodically. 

The members of the charity may, by ordinary resolution, 

appoint persons who are willing to act to be Trustees. 

Assurance committees 

In addition to regular Board meetings, with the attendance 

of all Trustees and the SMT, delegated authority has been 

given to Assurance Committees to assist the Board in several 

functional and risk areas of the organisation. These Assurance 

Committees are attended by Trustees with relevant skills and 

experience, meet at least three times per year and report 

 

We just can’t thank 

Children’s Hospice South 

West enough for everything 

they are doing for us - 

the care they provide is 

beyond special. 


directly to the Board. They currently include: 

Care Assurance Committee; 

Fundraising and Marketing Assurance Committee; 

Finance, Investment and Trading Assurance Committee; 

Risk, Audit and Governance Committee; 

Remuneration Assurance Committee. 

Appointment of Trustees 

The Board is responsible for confirming the appointment of a 

new Trustee following a clear recruitment and selection policy 

and procedure. The term of office is three years after which 

period a Trustee must seek re-appointment by the Board if he or 

she wishes to continue as a Trustee. There is currently a threeterm 

maximum on number of terms of office a Trustee can have. 

CHSW will ensure it maintains and enhances its own 

accountability and wider public confidence in its work by: 

engaging effectively with the community it serves; 

responding equitably to the needs of its users; 

endeavouring to ensure a mix of Trustees that reflects the 

mix of CHSW beneficiaries and its local communities. 

New Trustees are offered a programme of induction which 

includes reading a certain amount of literature, meeting with 

some of those who lead the organisation, and gaining some 

first-hand experience of situations in which we work. The 

programme of induction contains the following elements: 

A document pack including: 

organisational structure chart; 

governing documents and governance policies; 

strategic plan; 

latest annual report; 

latest management accounts; 

risk register; 

annual meeting schedule. 

Meeting key personnel including the chair of Trustees 

and individual members of the SMT. 

Taking a tour of one of our hospices and meeting with 

the Head of Care. 

Attending a welcome day with other new staff. 

Spending time on a shift, working with the Care Team. 

Attending other key events such as a staff quarterly 

site meeting, fundraising events and a Friends Group 

conference. 

Management 

The day to day operation of the charity is carried out by 

SMT, listed on page 47, who have delegated responsibility 

and are employees of the charity. 

Care services throughout the charity are provided under 

the direction of the Director of Care, Allison Ryder. 

Fundraising staff work under the direction of the Director 

of Fundraising, Paul Courtney. The Director of Marketing 

and Communications, Jessica Patel, oversees marketing 

and communication issues together with IT services. 

The finance function is overseen by the Director of Finance, 

Jonathan Webber. Jonathan is also Company Secretary and 

is responsible for the trading operations. 

The Director of HR, Daphne Sands, is also responsible for 

facilities management and health and safety. 

The above members of SMT report to the Chief 

Executive, Eddie Farwell, who oversees all operational 

and strategic matters. 

Senior Management Team remuneration 

SMT remuneration, including that of the Chief Executive, 

is reviewed annually by the Remuneration Assurance 

Committee. Senior management remuneration is established 

and reviewed periodically based on the Hay Group 

methodology in respect to job evaluation and also having due 

regard to CHSW’s duty to ensure best value and after taking 

advice on pay levels, market conditions and other relevant 

factors. 

Other than allowable expenses, CHSW makes no payments 

in addition to the basic salary to the Chief Executive and SMT 

for undertaking their core role. Any authorised additional 

hours will be subject to the conditions in line with all staff. 


Page 45

Structure, governance and management 

Employees 

CHSW is committed to the principle of equal opportunities 

in employment and recognises its obligations under the 

Equality Act 2010. CHSW declares its opposition to any 

form of less favourable treatment, whether through direct 

or indirect, associated or perceived discrimination accorded 

to employees or job applicants, on the grounds of their sex, 

race, ethnic origin, nationality, religion or belief, disability, 

age, marital/civil partnership status, gender reassignment or 

sexual orientation, pregnancy or maternity. 

CHSW is committed to creating a positive culture of respect 

for all employees, volunteers and families, to promote 

positive practice and to value the diversity of all individuals 

and communities. 

CHSW embraces and recognises the importance of diversity, 

that different people bring different perspectives, ideas, 

knowledge and culture, and that this difference brings 

great strength as well as contributing to employee wellbeing 

and engagement. 

Our aim is to create a culture that respects and values each 

person’s differences, that promotes dignity, equality and 

diversity, and that encourages individuals to develop and 

maximise their true potential. 

We expect commitment and involvement from all our 

employees, volunteers, partners and providers of goods and 

services in working towards the achievement of our aim. 

Continued close attention is paid to the health and safety 

of employees while at work and all employees are provided 

with appropriate training, in compliance with the CHSW 

Health and Safety Policy. 

Employee views are sought through a number of forums 

including team meetings, steering groups and the Staff 

Council. Information concerning the charity and its activities 

and performance are shared with employees through 

several different mediums, including face to face meetings 

and through email and intranet platforms. These forms of 

communication are constantly being improved and developed. 

Memberships 

To assist in its decision making and to ensure current and best 

practice is always followed, the charity are active participants 

in the membership of several ‘not for profit’ organisations. 

These include the following: 

Charity Retail Association; 

Hospice Lottery Association. 

Related parties 

CHSW has a trading subsidiary C H S W Promotions 

Limited which is responsible for the sale of all new goods, 

including Christmas Cards. The relationship between the two 

organisations is set out in a memorandum of understanding. 

Charity governance code 

CHSW is a not for profit organisation which aims to follow 

charity sector best practice. The Trustees are integrating 

and embedding the updated version of the Charity 

Governance Code (the “Code”), published in July 2017, into 

all aspects of their roles. On an ongoing basis, the Trustees 

will undertake reviews of the Code and implement any 

consequential changes to CHSW’s governance and standards. 

Energy and carbon reporting 

In November 2019 CHSW engaged an independent firm 

of consultants to demonstrate compliance under the 

Energy Savings and Opportunities Scheme. This piece of 

work involved assessing the organisations current energy 

usage including business, transport, and process, and 

suggesting energy efficiency opportunities. This requires 

compliance every 4 years. 

The outcome of the report assessed the organisation’s 

annual energy usage as 1,206,962 kWh which equates to 

341,654 CO2e over a 12-month period, ending 31 March 

2019. When assessed against the organisations Charitable 

spend of £9,306,380 this gives an intensity ratio of 1 Co2e: 

£27.24 charitable spend. 

The report suggested the top five energy efficiency 

opportunities which are currently being considered by the 

SMT and the Trustees. 

1 Rationalise HVAC setpoints - heating and cooling. 

2 Upgrade lighting to LEDS. 

3 Rationalise HVAC timings - match with occupancy. 

4 Behaviour change. 

5 Upgrade heating systems. 

H o s p i c e U K ; 

Together for Short Lives; 

Institute of Fundraising; 


Reference and administration 

Company Number 02620879 

Charity Number 1003314 

Directors and Trustees Dr Simon Langton-Hewer (resigned 16 July 2020) 

Stephen Hindley CBE, DL 

Gerry Sones (resigned 16 July 2020) 

David Turner 

Karen Rogers 

Beverley Horler (resigned 13 November 2019) 

Damian Whittard (resigned 28 November 2019) 

Nicola Mason 


Elizabeth Redfern CBE (resigned 11 November 2019) 

Alan Broughton 

Roger Knight 

Elizabeth Childs (appointed 18 July 2019) 

Kate Martin (appointed 18 July 2019) 

Secretary 

Registered Office 

Jonathan Webber 

Little Bridge House, Redlands Road, Fremington, 

Barnstaple, Devon EX31 2PZ 

Senior Management Team 

Chief Executive (CEO) 

Director of Care 

Director of Finance 

Director of HR 

Director of Fundraising 

Director of Marketing and Communications 

Eddie Farwell MBE, Hon LLD 

Allison Ryder 

Jonathan Webber 

Daphne Sands 

Paul Coutney 

Jessica Patel 

Advisors 

Principal Bankers 

Principal Solicitors 

Investment Managers 

Barclays Bank Plc 3rd Floor, 3 Bedford Street, 

Exeter EX1 1LX 

Burges Salmon LLP 1 Glass Wharf, Bristol BS2 0ZX 

Cazenove Capital Management Limited 

1 London Wall Place, London EC2Y 5AU 

Sarasin & Partners LLP 

Juxon House, 100 St Paul’s Churchyard, 

London EC4M 8BU 

Independent Auditor 

Crowe U.K. LLP Carrick House, Lypiatt Road, 

Cheltenham, Gloucestershire GL50 2Q 


Page 47

Our fundraising standards 

Committed to the highest standards 

CHSW is committed to ensuring all of our fundraising 

activities are safe, respectful, transparent and accountable. 

We are registered with the Fundraising Regulator and 

through consistent training and monitoring, benchmark all 

of our activities against the Code of Fundraising Practice. 

Many of our fundraising team are individual members of the 

Institute of Fundraising, enabling them to keep up to date 

with best practice and developing industry guidelines. 

These high standards of fundraising that we expect of 

our in house teams also extend to those acting on behalf 

of CHSW. Volunteers receive extensive training to ensure 

they are up to date with regulatory changes and any 

agencies or commercial participators that represent the 

CHSW brand have to demonstrate their commitment 

standards before work commences. 

In the year 2019/20, CHSW did not engage with any 

external fundraising agencies. During the year there were 

a number of Cause Related Marketing (CRM) agreements 

with companies partnering with us to raise funds. 

These agreements were reviewed regularly to ensure 

companies carrying the CHSW logo acted in line with 

the standard expected at all times. 

Whilst we are committed to these very high standards, they 

are times when we do receive concerns or complaints. In the 

last year six people contacted us to raise a concern about our 

fundraising and marketing activities and we received four 

complaints (2019: eight). These were all reviewed and resolved 

in line with the charity’s complaints policies and no further 

escalation or involvement of external regulators was required. 

In the last year we have undertaken refresher training across 

the Fundraising and Marketing departments at CHSW to 

ensure that everyone is aware of the Fundraising Regulator’s 

revised and updated guidance. Particular attention was given 

in this training to ensuring all staff understood the importance 

of respecting the privacy of supporters (especially those 

who may be classified as vulnerable). All staff are committed 

to behaviour that ensures no potential or existing supporter 

feels under any undue pressure to help CHSW. 



Page 49

www.chsw.org.uk 

enquiries@chsw.org.uk 

Redlands Road, Fremington, Barnstaple, Devon EX31 2PZ 

01271 325 270 

Charlton Drive, Wraxall, North Somerset BS48 1PE 

01275 866 600 

Porthpean Road, Porthpean, St Austell, Cornwall PL26 6AZ 

01726 871 800

Annual Report and Financial Statements

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