hub extra oct 23

Introduction

There will be a number of Hub Extras over the coming weeks giving
responses to some of the suggestions made during the consultation. The
first few will focus on suggestions for cost reductions. Thereafter they
will focus on income generation suggestions, and then operational
suggestions.

£1M Review the Acopia Contract

The Acopia contract relates to the provision of supplies
to our retail shops.

The value of the Acopia contract is that supplies can be
ordered by shops and are then delivered directly to the
shops. The disadvantage is that some of the prices are
high. Previously we would order in bulk but the
delivery was centralised, so we then had to expend
time and resource to separate out the orders for each
shop and then transport them to the shop.

£500,000 The retail department is looking at which products
might be bought locally by shop staff at a cheaper cost

To date we and which need to continue to be bought centrally.
have raised...
Continue home working for Office Staff
£214,040
At present home working, where possible, is desirable
which is
£250,000 in order to reduce the risk of transmitting infection.
21% of our
target Even after the pandemic is over it is probable that we
will continue with home working.

Sell or let out The Clinic Building

£100,000 Sell or let out The Business Centre

£50,000 One of these options will be actively pursued. It is
unlikely that we would have sufficient space at the
hospice to vacate both buildings. The Clinic, being
smaller, would be the easier to vacate. It would be very
hard to accommodate all the staff from The Business
Centre, even with greater home working, although
retail could move above one of the shops.

Emegency retail. Many hospices who started with this kind of a
Appeal management structure found that their retail operation
did not develop effectively.

Stop paying for such expensive company cars

We do not have company cars

Reduce kitchen hours
Reduce Housekeeping hours as less staff in

This is being implemented.

Reduce menu options to reduce wastage and stock that is stored

This is being implemented.

Amalgamate housekeeping and catering supervisor role

This suggestion has been agreed.

Reduce retail management if there are less shops

This is proposed in the original briefing document.

Review garage maintenance costs for retail vehicles

We are going to have an issue as the retail vehicle fleet ages. However, there is no
reason not to receive quotations for higher cost items of work, but not for routine
maintenance and servicing.

Outsource Payroll

We are actively pursuing this option – not so much to realise cost savings but to
have more robust back up arrangements in the event of illness.

Forfeit AHP payments

AHP is Additional Holiday Pay. We cannot do this for legal reasons. AHP is paid to
staff on annual leave who have worked additional hours or received additional
payments for unsocial working. We cannot remove these payments compulsorily
as we are legally required to make them. We can set up a system in which staff
can volunteer to donate these payments back to the hospice when they are paid
through the payroll.

Have just one Head of Fundraising and Retail

This is not agreed. In hospices that have a “Director of Income Generation” role,
this role is usually a fundraiser who is supported by a Retail Manager role. The
knowledge and skills required for fundraising are completely different to those for
retail. Many hospices who started with this kind of a management structure found
that their retail operation did not develop effectively.

Thank you to all of have provided suggestions
during the consultation - please keep them coming.