Our Impact - Efficiency

The efficiency section of our strategy applies across the charity. We strive to identify continual improvements in our efficiency and cost effectiveness to ensure as much resource as possible goes to clinical care. During 2019-20 key achievements in the following four main areas included:
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​Efficiency in 2020-21


  • We introduced an Employee Assistance Programme to give independent, confidential support to all staff and their families 24/7, 365 days a year,  across a range of services, including mental health and well-being. 


  • The Grove House refurbishment project was completed in June and the building was ready to open to the public in September 2020. 
Grove House patient and nurse


  • We were awarded Cyber Plus credentials and carried out penetration testing to meet the requirements of annual external audits.
  •  We upgraded our print management system to ensure maximum control over the printing of sensitive information.
Systems & processes
  • We received expert advice to help us improve our efficiency and eliminate waste.
  • We moved to more efficient electronic systems for expenses, purchase orders and payslips.
  • We introduced a new online system for recruitment, allowing candidates to apply online and giving line managers better visibility of the application process. 

​Efficiency and our response to COVID-19

  • Our senior management team met regularly to review our COVID-19 response.
  •  Additional trustee meetings also took place to support the charity and monitor financial impact.
  • Our chief executive and director of nursing and patient services participated in regular meetings with Hospice UK and other hospice organisations to ensure that we were part of the sector-wide response to COVID-19.
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  • We urgently upgraded remote access to our systems when a large proportion of office-based staff began to work from home.
  • We migrated to Microsoft 365 email and began the move to cloud hosting on SharePoint. This also introduced Teams which enabled staff to communicate more easily via video calls.
  • We introduced social distancing in our offices and shops to keep staff and customers safe.
  • We furloughed staff in roles that were unable to continue working, like shop managers, and processed the claims in line with HMRC requirements.
  • We restructured the community fundraising team to reflect the changing landscape of fundraising activities.
  • We provided monthly financial reports to Hospice UK in order to meet the requirements needed to secure  emergency government funding.