Hospice and Care Benchmarking Survey Report 2020/2021

The Hospice and Care Benchmarking Survey Report is the fourth study compiled by Haysmacintyre LLP (haysmacintyre) and Hempsons Solicitors, with the aim of sharing best practice in the sector and enabling management and trustees to assess their own structure, governance and monitoring procedures against other comparable charities.

The survey was constructed to offer a broad range of benchmarks and our thanks goes to those that participated in the study for their insights in producing this report, which we hope you find both useful, and informative.

We expanded the survey this time around to capture additional information on training provided to trustees, how risk registers and reserves policies have been adapted in response to the pandemic, what information is provided in management accounts to trustees, and to explore if there have been any changes experienced in discussions with funders.

There are areas of the survey which show that the sector continues to adopt best practice and common principles. Governance structures remain consistent with the use of subsidiaries for trading or retail operations. There is a commonality in the risks identified within the wider sector and unsurprisingly, income generation remains the highest risk on all respondents’ agendas.

COVID-19 continues to have a significant impact upon the sector, as demonstrated with 32% of respondents now including the pandemic as a key risk to the charity on their risk registers. The implications for all charities have seen revised strategy documents produced and a review of reserves policies to ensure they are still appropriate. The care sector in particular has seen very different challenges but continues to operate and provide care in difficult circumstances. Many in this survey are charities that rely heavily on fundraising income to support their charitable activities. The coming months will be a real test of both the resilience of the sector and the loyalty of those who are able to continue to support charities, as we continue to emerge from the various restrictions imposed by the Government in response to the pandemic.

Marketing Manager – Services


  • End to end management for in-person, virtual and hybrid events
  • Research, negotiate and manage key sponsorships
    • Leverage key sponsorships which provide access to our target markets
    • Leverage events to create opportunities for relationship development/sales dialogue
    • Alongside the Marketing Managers and Head of Marketing and Business Development, create an evaluation matrix for sponsorships and apply for all relevant sponsorships
  • Responsible for the management of target lists. Ensure information is up to date with a clear action plan in place.
  • Marketing representative for service line meetings
  • Pitch relevant and topical themes for the events and communication schedule
  • Liaise with the Marketing team to ensure communications and events are executed to plan
  • Produce ROI reports for all events and communications, which are aligned to the strategy
  • Working with the Marketing Managers and Head of Marketing and Business Development, map out BD plans for the financial year
  • Budget management including an assessment of cost vs. benefit of all activity to ensure that resources are used in an efficient and effective manner
  • Supporting the Head of Marketing and Business Development on the overall marketing strategy.


  • Responsible for the service line client care programme
  • Campaign management:
    • End-to-end management of campaigns, including planning, preparations, launch and close
    • Budget management
    • Reporting on results and ROI
  • Management of the service lines key account programme
    • Working with the Head of Marketing and Business Development, implementation a plan to target the department’s key clients. Identify which are the most appropriate clients for growth and cross selling opportunities.


  • Evaluate the commercial viability of service line bid opportunities and make justified recommendations as to whether opportunities should be pursued.

Charity and Not for Profit eNews

The latest edition of our Charity and Not for Profit eNews is now available and covers the following topics:

  • Charities Act 2022: implementation plan
  • Charity Commission guidance on interim managers
  • Charity Commission: be certain in uncertain times
  • Cash couriers: updated message of warning from the charity commission
  • Ukraine crisis: increased risk for charities
  • Annual return 2022

Click the button below to download this week’s edition, or read our previous editions here.

Charity and Not for Profit eNews

The latest edition of our Charity and Not for Profit eNews is now available and covers the following topics:

  • Ukraine fundraising appeals
  • Improving data
  • The Charity Commission’s safeguarding videos
  • Cyber threat
  • HMRC tax investigations
  • The Chancellor’s Spring Statement
  • The Economic Crime Act
  • Money laundering
  • Small Charities Coalition closure
  • Red Nose Day

Click the button below to download this week’s edition, or read our previous editions here.

Aggregation of earnings

Employees will be familiar with the deduction of Class 1 National Insurance from their salary via the payroll. The employer is required to pay Class 1 National Insurance, known as secondary contributions on the salary paid. National Insurance is typically calculated based on the employee’s earnings period, for example weekly or monthly. However, it is not uncommon within the care sector for employees to have more than one employment contract with the same employer; therefore the amount of National Insurance due must be calculated based upon the aggregation of all earnings.

This can prove to be challenging for employers for several reasons:

  1. Identifying whether the employee has more than one employment
  2. Different earnings periods, for example, the employee is paid monthly for their regular employment but weekly for any bank work performed
  3. Different PAYE schemes may apply depending upon whether the salary is paid weekly or monthly

The Social Security Regulations allows employers not to aggregate earnings where, owing to the different factors outlined above, it is ‘not reasonably practical’ to do so. The lack of any statutory definition for the term ‘not reasonably practical’ is particularly unhelpful. HM Revenue and Customs (HMRC) recognises that the costs should not be disproportionate to the loss of National Insurance and the benefit entitlement, when considering how and whether the aggregation rules can be . The onus is placed upon the employer to demonstrate where it is not practical.

Employers should not proceed on the basis they will fall within the scope of the exclusion. Where employees work under more than one arrangement with the same or connected employers (for example, employers within the same group structure), consideration needs to be given to the practical steps which need to be taken to ensure the correct amount of Class 1 National Insurance is paid in the same earnings period. HMRC guidance is to calculate the contributions due by applying weekly earnings periods. This which may require ‘manual intervention’ when calculating the amounts due.

The challenge around the aggregation of earnings has commonly occurred with NHS Trusts. However, where for example, care providers have ‘bank’ staff arrangements, then it is highly likely the aggregation of earnings regulations will apply. If the arrangements across the organisation are not reviewed, there is the potential risk of incurring an underpayment of Class 1 National Insurance, mainly as a result of the employee and employer benefit from more than one lower earnings threshold.

If you have any questions about the aggregation of earnings, please contact Nick Bustin.


Private Client Tax Senior

Essential Job Functions

Duties and responsibilities would include the following:

  • Prepare tax returns – individuals and partnerships
  • Prepare financial accounts for sole traders, barristers and property investors
  • Proactively chase clients and third parties for information to complete returns/accounts
  • Provide tax advice for clients, with assistance when required
  • Identifying marketing opportunities to offer new services to clients
  • Prepare invoices and discuss billing with partners

Work Based Competencies

  • Previous experience of a professional services environment or dealing with HMRC wouldbe essential
  • Working knowledge of core personal tax regime
  • Attention to detail and have good numerical and grammar skills
  • Competent using word, excel and Microsoft outlook
  • Knowledge of CCH and Trust Accounts preferable
  • Willingness to embrace technology to enhance client delivery in preparation for making tax digital
  • A strong academic background is essential including GCSE’s and A-Levels. The candidate may be studying ATT, with a desire to continue studying towards the CTA qualification.
  • Previous portfolio management experience essential

Behavioural Competencies

  • The person will be self-motivated with a flexible approach
  • Team player
  • Ability to work to deadlines
  • Ability to multitask
  • Good communication skills essential, being able to communicate with all levels externally and internally and respond to client needs

Business Tax Manager

The Role

Duties and responsibilities would include the following:

  • Managing the corporation tax compliance process for a portfolio of corporate clients including both standalone clients and groups;
  • Tax advisory to partners and clients including:
  • -Structures – company, LLP, etc.;
  • -Restructuring;
  • -Research and development tax relief;
  • -Group tax planning;
  • -International matters;
  • -Venture capital tax reliefs;
  • -Share schemes and valuations;
  • -Corporate and property acquisitions and disposals; and
  • -Tax sections due diligence reports.
  • Identifying tax efficient opportunities for clients and liaising with partners on implementing those opportunities;
  • Responsible for managing billing and work in progress;
  • Team responsibilities including line management for junior staff and assisting in development, training and the appraisal process for sub team staff; and
  • Involvement in business development of the firm including attending networking events and opportunity to join a sector group.

Person Specification

  • Deliver work to a high standard and willingness to provide an excellent client service;
  • Able to demonstrate good client focused skills, ability to work unsupervised, work within a team, influence and negotiate;
  • Excellent communication skills essential, being able to communicate with all levels externally and internally; and
  • Show creativity with desire to identify possible tax opportunities and potential pitfalls.

Work-Based Competencies

  • Has previously managed a client portfolio including groups;
  • Ideally be CTA qualified;
  • Good Microsoft skills, outlook, excel, word; and
  • Alpha tax knowledge preferred.

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