2022-03-31-accounts

Greenwich & Bexley Community Hospice GREENWICH & BEXLEY COMMUNITY HOSPICE LIMITED IA charitable company limited by guarantee} FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022 Company Number.. 2747475 Registered Charity Number.. 1017406

Greenwich & Bexley Community Hospice CONTENTS Page Reference and administrative detsils Trustees, Report Report of the Auditors 34 Consolidated Statement of Financial Activities 36 Consolidated Balance Sheet 37 Consolidated Cash Flow Statement 38 Notes to the Financial Ststemenls 39

Greenwich & Bexley Community Hospice REFERENCE AND ADMINISTRATIVE DETAILS Directors and Trustees Mrs Ruth Russell Mr Tim Gutteridge Mr David Atterbury Thomas Chair lalso Chair of Quality & Safety Committee to March 2022) Deputy Chair and Chair of Trading Board Treasurer and Chair of Finance Informats'on Goverriance and Infomation Technology Committee Company Secretary and Chair of Lottery Board Mr Gerald Peters Ms Lekshmi Babarujan (resigned 21 July 20211 Mr Simon Di Marino Ms Paula Keats Mrs Estelle Kerridge Ms Kate McGranaghan (appointed 10 November 20211 Ms Rebecca Middleton Mrs Mairead O'Reilly Dr Mary-clare Parker Mrs Manal Saéik (appointed 10 November 20211 Mrs Komal Whittaker-Axon Mr Michael Williams {appointed 10 November 20211 Chair of Investment Committee Chair of Remunerats"on Committee Board Safeguarding Champion Fundraising Link Trtjstee Board Equity, Diversity and Inclusion Champion Chair of Quality and Safety Committee markeb.ng and Communications Link Trustee Membership of Board Comrnittees Quality & Safety Committee Finance. Infomiation Governance and Infomation Technology Committee Investment Committee Remuneration Committee Lottery Board Trading Board (from August 2021) Recovery and Transfomiab"on Programme Board lunb'l November 2021) Non-Trustee Advisors Mr Mike Davis Mr Barry Dow Mr Ivan Izikotwitz Mr Alan Powell Non-Executive Director for GBCH Trading Non-Executive Director for GBCH Trading Non-Executive Director for GBCH Trading Chief Executive Ms Kate Heaps Senior Leadership Team Mr Victor D'Arcy-Smith Mr Jon Devlin Ms Wendy Lelhem Ms Aneta Saunders Mrs Susan Smyth (resigned May 20211 Mr Graham Turner (appointed Sept 20211 Reglstered Manager Ms Ellen Tumelty Registered Office 185 Boslall Hill Abbey Wood London SE2 OGB Banke National Westminster Bank Ltd 1 Townley Road Bexleyhèath Kent DA6 7JG

Greenwich & Bexley Community Hospice REFERENCE AND ADMINISTRATIVE DETAILS Auditors Haysrnacintyre LLP 10 Queen Street Place London EC4R 1AG Registered Charity Number 1017406 Company Number 2747475

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 The Board of Trustees present their report and the consolidated financial statements of Greenwich & Bexley Community Hospice Limited IGBCHI for the year ended 31 March 2022. The financial statements have been prepared in accordan￿ with the Statement of Recommended Practi for Charities ISORP 20151 (Second Edition, effective 1 January 2019). applicable law and the Charity's governing document STRATEGIC REPORT OBJECTIVES AND ACTIVITIES The Charitys public benefit as set out in the objects clause in its Articles of Association is, for the relief of pain and suffeiyng an70ng the ill, the pmvision, management and maintenanGe of a hospice and associated communty and outreach seryices for people wrfh life-limiting illness and their families and friends, the pmteetion 2nd preservation of the health of those affected by bereavement and the advancem8nt of education of professionals and the public in the relief of paffn and suffering. At Gr*nwich & Bexley Communty Hospice. we believe that every person facing death should have the best quality of life possible. experien￿ dignity, peace and comft)rt and be supported to make the chol￿S that are right for them. Our organisational purpose is to support and care for people facing death and those close to them, their families and professional carers, acting as a system and community leader and connector, supporting others and delivering expert care to achieve our vision. As we strengthen our relationships across the community and health and care system, we will be generous with our skill and expertise to increase the profile of end of life issues and hospice care, improving access and extending reach. Our staff work within our own seNices and in partnership with others to help patients maintain connections with their community and maximise their quality of life. We continue to be creative in our approach to care, reimagining support at home and for families, all the time responding to diverse needs arid the challenges our patients and communities face. We actively listen and respond to everyone who needs our care and at times, this requires us to lobby those in powerto ensure that the necessary resources are available and that we can address barrierslchallenges. We recognise that our people are our greatest asset., we recruit, develop and relain the best people, creating opportunities and an environment for all of our staff so that they can be themselves and perform at their best.

Greenwich & Bexley Community Hospice Our Values Carry for and cart •NJ I•u5vvkasatam Striving for the best arKI being forward thinking a d￿se organisaL￿n wecan %•th thstJfyrgty.ackncMAe&Jty ihat i.'n h￿nIrS t+om othws Lvntir•J¢YJ51yiTnmwJ Ve￿11 rnamtain ur aM￿LIc￿ io 15LaThJlO i￿51091¥￿￿ caie.supwrt an from ts)nI#l￿Tr￿È 8eAltyJf WrA4yait￿1X)n Lothpynall Ihirw the ffVJFE d1licu￿1hroJS•1K be Public Benefit The Trustees have paid due regard to the guidance provided by the Ch8rity Commission on Publi¢ Benefit. They are assured that the aims and objectives, along with the outcomes of the activities of the Charity have mel the Public Benefit requirerllent and acknowledge the generosity of its supporters who have enabled the public to benefit from the Charity's activities. This Trustees report demonstrates how this was achieved.

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued) OBJECTIVES AND ACTIVITIES Icontinuedl Our Strategy The last year has been fijll of challenges and triumphs,. when we first entered the Coronavirus Pandemic, none of us expected il to last a year, let alone two,. but unfortunately, it has been what has coloured much of our lives in 2021122 as well as the previous year. Across the hospice, colleagues have learned to adapt to ensure that whatever their role they are still able to deliver,. whether that is in our income generation team, in our back offices and support functions or in our frontline clinical seNices. Our multi-professional team has adapted their practise, testing themselves regularly to keep our patients and their colleagues safe,. becoming proficient at communication over video or behind a mask and adapting their knowledge and skills lo respond to fresh challenges to ensure that we maintain the best service we can for everyone who needs our care. This virus has in some way impacted the lives and wellbeing of everyone in society, and al the hospice we have not only had to respond lo greater need in our community, but we've had to take even greater care of one another. Colleagues have themselves been impacted by the virus, many have lost loved ones themselves or been very sick and some impacted by the protracted effects of long COVID. Nonetheless, those who were able have worked tirelessly lo keep shifts covered and patients cared for. Throughout 2021122, we continued to use our Recovery and Transformation Programme {RTPI to set our direction, ensure we maintained opemtions and to develop our hospice. The programme focused on seven priority areas, identified and cry5talli5ed by the COVID-19 experience. 1. Service Transformation 2. Refreshing Voluntèering 3. Staff Wellbeing and Development 4. Equity, Diversity and Inclusion 5. Retsil and Commercial Development 6. Fundraising Development 7. Stakeholder Engagement The programme has helped us during a time of significant uncertainty and change to make progress towards achieving our vision, respond lo opportunities and become more resilient to future threats. Through the RTP, and working with Nesta and Julie Dodd. a digital transformation consultant, we were able to build on what we've learned and begin to pul the last two years behind us with our new strategy, approved by the Board of Trustees in March 2022. Some headlines from engagement conducted by Nesta on behalf of the hospice are outlined below.. People feel overwhelmingly positive about GBCH'S current care and support We osked people to tel us howthey about GBCK'score WPPLYF¢u￿￿￿llYlrorn 1-10. oft heard Irom 239 peop￿.. 4&-, 0.4% 3% 2.3% Ex¢epSonul neg

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACTIVITIES Icontinugdl Overall opportunities for setvice transformation P¢th•Khlps and to¢ QiidWiger&yStern1e￿eth s¥oport.. PEO￿￿0$￿ W•al•sta￿tt ErthDNDn951ollor • In¢￿ ASwg11 u Fee￿￿ IntQ seryte tr￿fUm￿l￿l.lheJEot1￿￿U￿rf￿s&fjCnvsRk toottwCr￿<Vmlig Raco¥ 0rn4 Tra￿forM0tknn￿I￿￿ty Lle￿ 1ryGYC￿. tapeh¢A¢¥èngooefiwntisys 18adeThh ¢eYalopm8nt Pefr&*ln9v￿ufite￿rn n8St Our new strategy outlines our priorities for the next five years. We wi51 continue lo ensure that our patients, their families and friends and the needs that they encounter through their journey from diagnosis through to death and Into beieavement remain al the heart of all we do Our skilled, compassionate and dedicated team of staff and volunteers, who always strive for the best in all that they do, will be responsible for the delivery of our stotegy. Together we will work with local people and our partners lo understand and meet the evolving needs of our communities, working together lo achieve the very best outcomes for patients. The new strategy continues lo take account of the accelerated change and adaptation we have seen through the challenges of 2020 and 2021 and seeks lo build on what is posits.ve about this change and leave behind that which is negative. Our strategic prioritie8 wll help ensure that we ulilise our resources as effi¢ienlly and effectively as possible so that care and support is available where and when needed, delivered by the most appropriate person or service. It also supports our aim lo ensure that we remain financially sustsinable, so that we can continue to provide care and support long into the future. We recognise that our purpose will sometimes require us to lake risks, to bè courageous in advocating for those whom are most in need and sometimes to priorilise resources. We will continue lo be innovative in our approach and focus on our priorities,. thi5 will help ensure that we achieve our vision of the best quality of life possible for people facing death in our community. Our three strategic priorities will ensure that we continue lo look forward lo be the very best we can be.. 1. Listening lo all voices in our community, understanding their stories and challenging inequalities so that we develop support, which is responsive, compassionate and flexib5e lo meet differing and individual needs 2.Growing and empowering OLJr own staff, working lo our strengths alongside system partners and developing others to give the best support they can lo dying people and their families 3. Making the most of technology to assist us in delivering outstanding eare, increasing reach, demonstrating impact and maximising income Further information about our new strategy Is available al www.communi hos ice.or .uk

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued} OBJECTIVES AND ACTIVITIES {continuedl The table below gives an overview of the progress made against our Recovery and Transfomiation Programme objectives.. Vvofk strearn SeNice Transformation Pro ress Appointment of New Director of Care and Service Transformation Reopened our rehab gym and began a hybrid model of service delivery Mapping of local opportunities for local wellbeing support already provided by partners Commencement of 1-1 wellbeing support provided by Wellbeing Support worker Evaluation of ongoing secondment of Physiotherapists lo Oxleas, Lung Health team Appointment of shared Occupational Therapist post wth St Christopher's Hospice Sessional Counsellors recruited ftjr re-modelled bereavement service Continuation of our involvement in system-wide 'Home First, model including 7 day Care Coordination service and fvrther expansion of Social Work Team Evaluation of Hospital End of Life Discharge Cooidinalor role Further development of C8re Homes Team including introduction of Care Homes ECHO webinars Appointment of Board Safeguarding Champion Completion of work by Nesla to inform new strategy Completion of digital maturity assessment and horizon scan of opportunities to support service transformab.on Worked with CRASH charity to Commission options appraisal to inform clinical estates strate Reintroduction of face to face volunteering within hospice and community Continued growth of Compassionate Neighbours scheme Recruilmenl to new roles including for Kickslart Programme and reintroduction of Youn Ward Volunteers Staff wellbeing month look place in partnership with St Christopher's Hospi￿ funded by SELCCG Ongoing use of SE London Wellbeing portal and contribution to its development Wellbeing sessions ad hocl via external supptsrters Ongoing training and development available for all staff Continuation of free meals for hospice based staff HELP programme continues- including reintroduction of face to face training Re-Introdu¢tion of Schwartz Rounds Progress towards implementation of our E,D&l vision and action plan Introduction of new recruilmenl procedures Further roll out of Unconscious bias training Continued engagement with SE London People board E,D&l work Appointment of Board E,D&l Champion Commisioned METRO Charity to review supportfor LGBTQ+ people Establishment of new Shadow workfor￿ Committee oin Communi Develo ment work Refreshing Volunteering Staff Wellbeing and Development Equality, Diversity and Inclusion l The Hospice airns lo develop a culture which values its Staff and patientsl clients and its local community and lo have a system in place which proactively prorDotes in¢lusion and equality for all as well as embracing dniersily. We aim to integrate equality. diversity and inclusion in everything that we do. $0 that ft ts embÈdded in ourdaily practice.

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACTIVITIES Icontinuedl Retail and Commercial Development Completion of retail review lo advise future structure and strategy Refurbishment 012 retail units Comm155i0ned Box-move for hospice retail logistics New Head of Retail in role Established a Trading Board and recruited a new Trading Non-Executive Director Investment in fundraising to grow income, particulady individual giving, lottery and commLJnily fundraising Reinlroduclion of some fa￿ to face fundraising events and conlinualion of virtual Commenced project to replace our current Finance System Appointment of new Database Manager and agreement to invest in new Customer Relationship Management System ICRMI ointment of a Fljndraisin Trustee Cham ion Regular'lime lo talk, meetings embedded across the organisation Appointmènt of new Marketing and Communications Managèr and review of regular communications. including further development of electronic communications Recruilmenl of Head of Communications and Marketing Further development of brand and review of patient Information resources oinlmenl of a Communications and Markelin Trustee Champion Fundraising Development Stakeholder Engagement During the height of the pandemic, we made some changes lo our governance structure lo ensure continued board oversight and assurance, as well as lo provide sUPPOrt to the Chief Executive and her senior leadership team. We have now reviewed the structure for 'bLJsiness a s usual, and will continue lo implement our planned changes throughout 2021122. Hospice Services Greenwich & Bexley Community Hospice offers a number of services based within and working from our main Hospice building. We were last Inspected by the Care Quality Commission in 2016, when we achieved an overall rating of 'Good' and a rating of 'Outslanding' in the responsiveness domain. Services in the Hospice building Our inpatient unil, caring for and supporting people who have symptom control needs, complex psychological support needs, respite needs or end of life care needs. The team also provide signif1cant support lo the families and friends of those who we care for Our outpatient servlees support people who remain at home but are able lo travel lo the hospice for rehabilitation, ambulatory treatments and outpatient review as well as complementary and creative therapies. Our rehabilitation team work with patients in all Hospice services lo maintain or develop independence and develop strategies to m2nage symptoms such as fatigue and breathlessness. Our bereavement and coun$elling service gives emotional support and counselling to people with advanced illness and their families and friends before and after bereavement, face to faTr Individually. in groups and over the telephone. The Hospice's chaplaincy service provides spiritual support to patients across 811 settings when requested. Services in the Hospital The Hospice Team at Queen Ellzabeth Hospltsl, Vvoolwich, trains and advises hospital staff on end of life care and symptom control issues as well as supporting patients and their f8milies directly, helping lo ensure that their wishes for care are met and supporting patien15 to be discharged home, or lo a care home or the Hospice where thi5 Is appropriate. This service operates seven days a week.

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl Services in the Comrnunity The hospice's Community Services provide specialist palliative care across Greenwich and Bexley Boroughs. Clinical Nurse SpeGialists, Doctors and Allied Health Professionals visit people in their own homes. in care homes and in the local prisons,. giving holistic care, advice and support to them and their ne￿Ork of informal support as well as to the other community staff (GPS, District Nurses etc.} involved in their care. In Greenwich, we a150 provide a fully inlegraled care coordination, hospice@home and nursing service, providing practical and personal care around the clock in patient's own homes. Since the beginning of the Coronavirus pandemic, the hospice has also delivered personal care to residents in Bexley through a SPDI-purchase arrangement. These services operate seven-days a week as well as providing on Call advice around the clock. In Greenwich we also provide night silting and a night time rapid-response service, provided through a conlractwith Thrtaiie Curie and Oxleas NHS Foundation Trust. The Hospice Social Workers work with patients lo access benefits and grants as well as to try to resolve housing issues and gel help with complex children and family needs or safeguarding concerns. Our network of community volunteers increasingly also supports people in their own homes, and includes volunteers who provide compassion. companionship and practical support, these volunteers are called Compassionate Neighbours. Education and Care Homes Support Through our Involvement in the Hospice Education and Learning Partnership (HELP), our team provides bespoke and programmed training to nurses, doctors and other health and social ca professionals as well as providing support and facilitation to staff, patients and families in care homes. HELP is a partnership be￿een our own hospice and St Christopheffs Hospice. OneBexley In 2020121 we were awarded a contract by London Borough of Bexley to provide assessment and review of social care needs for adults and their carers across the borough. This contract, which is the first of its kind, is delivered by the hospice as prime contractor with a partnership of seven other local charities. As the service develops we hope that it will help us engage with people earlier in their disease as well as supporting more carers who are looking after loved ones facing the end of their lives. Due to the success of the short-term pilot, which demonstrated better outcomes and more personalised care, we have been awarded a three-year contract Progress on HospSce Strategy and Priorities for Improvement during the Coronavirus Pandemic Despite the challenges that continued because of the Coronavirus Pandemic, our Hospice achieved a huge amount in 2021122. Much of what we achieved focused on us maintaining business continuity throughout our services as opposed to explicitly about meeting our strategic priorities, bul where the situation presented challenges, we viewed them as opportunities to improve and in doing $0 were able to achieve a number of strategic goals. Business Continui and Infection Prevention We were able to continue to protect our'mission critical, seN1￿$ and support more people than ever before. Our hospice-wide pandemic planning gmup continued to meet regularly, to respond to new legislation and guidance, this has now become a regular group which meets lo discuss operational challenges as they arise. The outcome of our govemance review continued to be implemented, moving to bi-monthly board meetings and our new Workforce Committee was established in 'shadow' form. Operational managers continued to focus on maintaining our service and supporting staff and continued lo assure the Board around our financial stability, worlrforce wellbeing and resilience, response to the pandemic and quality and safety of our seNices. Our Chair and Chief Executive continued with their weekly meetings and liaised with other Board members as necessary, we have reviewed our depulising structure for board members to ensure business conlinuily for govemance and 8SSLJrance. In the early part of the year we continued to reduce face-to-face contrdct be￿een staff and be￿een staff and patients where this was appropriate. Many patients remain reluctant to have home visits and for some staff, work life balance has been enhanced by working from home. so hybrid working has remained in place where appropriatel possible.

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl Our Registered Managerl Infection Prevention Lead led on all aspects of infection risk management with support from the pandemic planning group, our HR department and Estates Team. As the benefit of wide scale vaccination began to enable reslriclions to be lifted in wider s(Kiety, we were able lo bring more staff, Outpat￿entS and visitors were welcomed back into the building, however we continue lo maintain strict controls with mask wearing, social distancing and regular lateral flow device testing for hospice b8sedl linical staff. We were pleased to be able lo welcome our inpalienl team back into the rest of the hospice as we opened the inpatient unil front doors once more. We remain diligent with barrier nuising for new inpalienl admissions and patients suspected with COVID and we have had no COVID outbreaks in the hospice in the year because of our continued caution. Partnershi workin We remain grateful to our own stsff who showed flexibility working in other areas of the hospice al limes of peak demandl staffing difficulty. In particular, our physiotherapists continue to be seconded on a part time basis to the respiratory team at Oxleas NHS Foundation Trust, working in the team to support patients who could benefit from a palliative approach. Our partnership approach continued throughout the year with regular participation in the Greenwich and Bexley 'Syslem' wide group 'Resplendenl'. Through this group, we have proactively participated in problem solving across organisalions, as well as getting support when the Hospice needs il from partners. We accessed winter funding once more which enabled us to invest in our community services. Our Greenwich and Bexley End of Life group convened at the beginning of the pandemic now continues as a system wide group. chaired by our Director of Care and Service Transformation. The plans for this group link with the SE London Integrated Care System Palliative and End of Life Care Netwoik which is lead by our Chief Executive and supported by 3 Project Manager seconded from the hospice. We maintained our partnership with Sl Christopher's, including ajoinl Occupational Therapist post., however the Senior Medical support to our inpalienl unil and collaboration on our second on call rola ceasèd due to changes in their medical staffing. An independent Medical Consultant supports the team instead and a working with Supportive Care UK lo help sustain our second on call rota. Our Hospice Education and Learning Partnership continued to deliver face to face and virtual learning to colleagues across the NHS and independent care home sector, embedding virtual meetings called Project ECHO with our local care homes. We were sorry to see the joint Chief Executives from Sl Christopher's moving on to new roles at the end of the year and hope that our collaboration will continue under the new leadership. staff Wellbein The curnulalive impact of two extremely difficult years has been significant across our whole staff team. Changes lo practice with less face lo face interaction and less opportunity for infomial support, long hours and the reality and lear of COVID impacting on staffing levels and the health of ourselves and our loved ones, means that we all bear the scars of the pandemic. The unrelenting nature of these challenges has made it difficult to maintain morale at limes. Our very special hospice team have supported one another to get through this last year and together we have achieved so much under tremendous adversity, the board are incredibly grateful for the continued commitment and dedicats'on shown by every member of staff. The conflict in Ukraine and the cost of living crisis has also added additional worry and pressure for people across the whole of society, our staff are no different and so we will continue lo be mindful of both these issues in our wellbeing support. We maintained regular'lime to tslk, sessions for colleagues to share worries and anxieties as well as good news. We also held a staff wellbeing month in partnership with Sl Christopherfs Hospice in May. The month included pamper days, wellbeing checks as well as a programme of virtLJal health and wellbeing focused sessions The funding received from SE London Integrated Care System for the month also funded refurbishment of our staff 'wobble room, and the ladies, changing rooms. We were pleased to be able lo reintroduce Schwartz rounds, which we also opened up to colleagues from Oxleas NHS Foundation Trust and were evaluated well. Staff began lo use our 'Spe8k Up, plattorm Work In Confiden￿, albeit in small numbers, and continued to access Clinical Supervision, our Employee Assistance Programme and the South East London Wellbeing portal. 10

Greenwich & Bexloy Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl We're planning a review of Clinical Supervision in 2022123 which will inform our strategy lo support clinical staff,. we're also planning a hospice-wide staff survey al the beginning of 2022123 and willuse the findings of this to inform our People Strategy. We'll a150 continue to link with our staff wellbeing group formed as part of the RTP, to develop more wellbeing inib'atives. 'LVhat was best for me was the wellbeing check, which thankfully I have followed up with nFy GP. If I didn't do this I don't think I would have spok8n to my GP and now receiving treatment. So very well done, 'Thank you forputting these SeSs￿nS on- it was really good to take sorne time to do mindfulness or to get 8 massage, as this is not something I would do regularfy. It would be great to see ffnitl8tives like this spread across the year to encourage staff to remen7ber to prioritise their own health and wellbeing. Thanks again, great ideal, Feedback from staff following our joint hospice wellbeing rnonth IYS nice to be able to connect with colleagues th8t we wouldn t nom7ally see. Having an insight into each otherfs working lives is interesting and often very imp8clful.' Feedback from staff member following a Schwartz round Investment in Infomiation Technolo Following the significant investment in IT in the previous year, we continued our nelwork upgrade and moved our server infrastructure into the'cloud,. We also commenced a project to move our finance system onlo a new platfomi, the project will complete in the autumn of 2022, closely followed by a planned upgrade to a new Customer Relationship Management System. Financial Sustainabili Although budgeting and income from our usual sources of income were still impacted by the pandemic, we faced immense uncertainty and so we adapted and developed our plans accordingly. Detail on retail and fundraising inccime is provided later in thi5 report. We were extremely grateful for the conlinualion of the Hospice grant from NHS England, which gave us an ability to plan and develop in response to increased need.

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl OBJECTIVES AND ACHIEVEMENTS Icontinuedl CARE ACTIVITY 1043 bplng rt*4vty referred within thefln•ncial ￿ar and V15 '(￿905Th9. P￿t￿nts having be•n ref•rr•d priorto th• start of th• linaneial year. People usually rec•ive 5UPPOrt frorn m¢xe than on¢ hospiee ser¥ic•. $0 th• number ot i1￿1¥￿IU&l referrals 15 g￿terth)n the numbw of p¢gpJe w•supporred. for 2,718 people in 20J122 Hospice Based Service Inpatient Care In 2021122 we provided care for 295 patients within Woodlands, our Inpatient Unit1257 in 20201211. Despite this, occupancy remained al only 63Q/.1202012163'/01 because our average length of slay reduced frorn 13 days to 10 days, as many patients chose lo remain al home surrounded by family, rather than allending the hospice which had restrictions on visitors for parts of the year Patients are referred for inpatient care for pain and symptom control, terminal care, complex psychological support and respite care. For some patients their symptoms become hard lo manage and require specialist assessment, support and treatment. These patients will stay with us lo enable the multi-disciplinary team to assess their condition and if ne￿$sary, modify their medication in order lo relieve pain and other symptoms, before discharge back home. There was a slight Increase in patients being discharged at the end of their slay with 28 /0 of patients who stayed in the Hospi￿ in 2021122 being discharged home12020121260/0). Some people whose illness has reached the fin81 stages choose lo come lo the hospi￿ for terminal care.. these patients are offered compassionate nursing and medical care so they can achieve the best quality of life during their final days. The direct cost of providing care in the Inpalienl Unit in 2021122 was £1,439.81412020121 £1,445.1151, costs remained flat, mainly due lo a high vacancy rale in our inpatient team. Outpatient Services Rehabilitation The Hospice rehabilitation team, comprising 2 Physiotherapists and an Occupational Therapist, work with our nurses and doctors lo enhance the skills of the multi-disciplinary team and encourage a rehabililalive approach across all of our services. Our team continued lo develop this service, embedding a rehabilitative approach throughout all a￿aS of the Hospice and working with a small number of rehabilitation volunteers who SUPFX)rt their work. The team worked in the inpatient unit, our rehabilitation gym and virtually to support patients with a small amount of home visiting taking place, mainly by our Occupational Therapist. Our physiolherapisls Continued to be seconded to the Oxleas NHS Foundation Trust lung health team on a part-lime basis and following positive evaluation we are now seeking funding to continue and expand this service. IN total the team supported 201 new patients in the year, compared lo 116 In 2020121. Our Vvellbeing Support Worker spent lime with individLJal patients as wèll as mapping services provided by others in our community. She is now in the process of developing a number of opportunities for virtual and face-lo-face wellbeing groups and these will increase when we appoint to a new Allied He211h Professionav Wellbeing Lead post, planned for 2022123. 12

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued} OBJECTIVES AND ACHIEVEMENTS {continued) Case Study: After a stay in hospital, Tracy chose lo spend her final weeks in our inpatient unit. She was unsure what to expect as she was unaware of the hospice and the support and care available. Inits'ally she had found il a little scary, but was quickly pul at ease by the cornpassion shown lo her by the team who looked after her and the bonds that quickly fomied. She recallèd that on her second day, Nurse Louise had painted her nails and later washed her hair and how happy and lifted that had made her feel. Tracy was amazed by the level of the personalised and compassionate care that she received and the positive impact that had on her and her visiting family, and she wanted to shout at￿ul the great work that the hospice is doing in the community 'Many years ago, when you'd say the word 'hospI￿,, you'd think actually its end of life ca￿, but it's so much more. They are doing so much more for me, it's not all about just one thing and they've got the facilrties to help you live your life the way you need lo live it, no matter how long you've got to live it. Social. Psychological and Spiritual Care The Hospice endeavours to meet all the needs of its patiènts whether they are physical, emotional or spiritual. Our social workers, bereavement support team, chaplain and volunteers help other members of the team to ensure that we meet the holistic needs of patients and their families and friends. The need for social work support Continu￿ to increase in 2021122, supporting 112 new patients this year 1114 in 2020121} with a variety of issues including complex family work, safeguarding issues, housing. benefits and asylum issues_ We were su¢¢essftJl in our plans lo expand our Social Work service in the year, which helped to meet this challenging workload. We hope that in 2022123 we will be able to expand our pre and post-bereavement support for children as we Continue to see more parents of children as children. During the course of this year, we contintjed to offer one to one counselling support virtually via telephone and video. We offer counselling to patients, relatives and carers, before and following bèreavement for relatives. Where appropriate, we pass on referrals to other partners through our newly established Greenwich & Bexley Bereavement HelpPoinl. In total in 2021122 our counselling service supported 503 people, provided by paid and volunteer sessional counsellors as well as our Bereavement Coordinator. Practice Development We continued lo work through HELP. the Hospice Education and Leaming Partnership in collaboration with Sl Christopher's Hospice. By working together we reached more local health and care staff, enabling them to support more people lo achieve their goal of dying in their own horne or caie home focusing on promoting holistic care, dignity, independence and choice at the end of life as well as developing symptom management and communication skills_ Community Based SeTvices The Hospice offers 24 hour care and support in the community across the London Boroughs of Greenwich and Bexley. In 2021122 our specialist palliative care community team supported 1.489 new patients11,331 in 2020121, a 12 /0 increase); 196 of these patients were supported al some point during their journey via our telephone support service1263 in 20201211. Of the 1,546 people who died under the care of the hospice (all services), 69 /0 were able to die out of hospital167Q/o in 2020J21}. Whilst there was a slight reduction in patients with a cancer diagnosis (reduction of 58 or 4 /., following a significant increase in 20201211, the most notable growth in activity was in people experiencing frailtyl old age and those with respiratory conditions. The team supported an additional 50 people experiencing fraillyl old age in 2021122, an increase of 100 /0 and 49 people with a respiratory condition, an increase of 20'h_ The direct cost of Specialist Community Care in 2021122 was £959,01112020121 £949,956), challenges in recruitment and vacancies were responsible for costs remaining relatively flat. Our community team continued to use technology to assist them in their clinical practice, protecting shielded patients as well as freeing up valuable tmvelling lime. 13

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl The H05pice@Home seNice continues lo deliver an important element of Hospice community activity, led by the Hospice and delivered in partnership with Marie Curie and Oxleas NHS Foundation Trust. The lolal cost of the care provided by the Greenwich Care Partnership in 2021122 was £772,54612020121 £724,457). Throughout 2020121 our team look a leading role in managing the discharge process for those facing end of life in Queen Elizabeth Hospital and we were delighted to be able to support Bexley residents as well as those we normally support in Greenwich through our Hospice@Home team, the increased costs mainly relate lo these additional services. In 2021122 the Hospice@Home team supported a total of 250 new palienls1275 in 20201211. Case Study: The Community team are Cu￿￿tlY supporting a young man of 26 years old who lives with his mum and young sister. He was diagnosed with a rare brain tumour when he was 18 yèars old, just as he was ready lo start university Despite life changing immeasurably for him, he went onto graduate from university, set up a social enterprise to educate and support people affected by cancer and brain lumours, particularly those in Black and Minority Ethnic communities and he started a company which sells merchandise lo support the social enterprise- Rare & Loved. Since then, he has undergone a number of surgeries and treatments, each having some residual effect on him ln some way. The team have been involved since Summer 2020 with practical issues such as benefits, securing a family break, advocacy, symptom management, emotional support and referring his younger sister to Young Carers. The disease has progressed further and there are no further treatment options, we continue to support the patient and family on this difficult journey. The patient has recently had a book published, detailing the challenges that he ha5 encountered and how he has coped with them. Hospice Outreaeh in Hospital Our hospital 5UPPOrt team based at Queen Elizabeth Hospital, Woolwich, plays an important role in educating and advising hospital professionals as well as supporting patients and their families In hospital. This year our small team made visits to 941 patients over 1075 referrals1918 patients and 1062 in 2020121 2°h increase). This demonslrales sustained growth following investment in the team the previous year. The direct ¢051 of Hospice Care in the Hospital in 2021122 was £393,56912020121 £345,008). Case Study: Il's always good lo apply our hospice approach to care in the hospital setting., the hospice's hospital support team recently carèd for a patient who was approaching the end of her life who had complex care needs most suitably catered for in a hospital environment. After struggling with this reality, the team had emotional and honest conversations with her about whère she would preferred lo end her days, and having discussed that a hospice slay was not going lo be possible. they ascertained that what W85 most important to her. She wanted her husband lo be able to stay with her and lo spend time outside, seeing the birds, the greenery and the blue sky. The hospital team leader and senior doctor took lime out of their rounds to lake her in a wheelchair away from the busy hospital ward into the fresh air where she could see the trees and sky outside the hospital. The team leader later commented 'lt was a most honourable and beautiful moment that we were able to share with the patient and her husband- the patient who could not verbally communicate shed lears and smiled - the husband was so grateful.... it was one of the most beautiful moments of end of life care in my experience and one both myself and colleagues will remember forever., OneBexley Consortium One Bexley is a consortium of eight charities who have agreed to work together for mutual benefit as well as to improve the lives of Bexley citizens. The consortium includes the Hospice, Bexley Voluntary Services Council, Age UK Bexley, Inspire Community Trust, MIND in Bexley, Carers, Support Bexley, SE London Crossroads Care and Bexley Mencap. In April 2020, OneBexley was awarded a contract to deliver and transform the way that adult social care is delivered. The Consortium is working with the council and partners to ensure that the most vulnerable people in Bexley gel the right kind of care and support. 14

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued} ACHIEVEMENTS AND PERFORMANCE {continued) Through the contract, we are aiming for people to.. a. Have care and support that enables them lo live as they want to b. Be in control of planning their own care and support with additional help as required by those who know and care about them c. Have needs mel effectively, efficiently and quickly d. Facilitate proactive and preventative care support rather than reactive and crisis care2. Greenwich & Bexley Cornmunity Hospice is the prime contractor for the OneBexley Pathways Contract and our Chief Executs"ve Chairs the One Bexley Programme Board. Through this mechanism the Hospice is working to extend reach, build and ulilise community assets and deliver value for rnoney and quality benefits to the Hospice, the wider system and the Bexley population. Following the success of the pilot phase, we were pleased to be able to secure a new three-year contract for OneBexley in March 2022. REACHING ALL OF OUR COMMUNITY Care beyond Cancer The Hospice continues to strive to reach people with a diagnosis other than cancer, who nationally are often less likely to be referred and to access support from specialist palliab.ve care services. In previous years we have only reported on one primary diagnosis for each patient, however many of our patients have complex needs and more than one significant diagnosis. Referrals be￿een April 2021 and March 2022 included 125 people referred to our counsellinglsocial work service only., we have excluded these clients for the purposes of diagnosis rèporting, as many of these will be carers or bereaved family members. This leaves 2,593 people with at least one recorded diagnosis. The proportion of patients with a cancer diagnosis was 520h. Serving People of All Ages The Hospice provides care to anyone with a life limiting illness living In the London Boroughs of Greenwich r Bexley who is over the age of 183 The majority of people we care for are over 65. In 2021122, 65Q/• of the people we cared for were over 75 {2020121 $2'/01 and 36 /• were over 8512020121 33Q/o}. As predicted, we are seeing the need for care for the 'older old" increasing and we expect this trend to continue over the next 10-20 years. This is already having an impact on the type of care we provide as people in the .85 years and overf category are more likely to have elderly carers or live alone, and may also be more likely to live in a setting such as a care home or supported housing scheme. In addition, older people are more likely lo have multiple conditions, including dementia, and therefore live with increasing levels of frailty and with more complex needs. We continued lo invest in our work in care homes in 2021122 and will continue lo develop this support as part of the new strategy. Taken frorn LBB pathways contract service specification (2020) Additionalty. children and young p8ople who are farnily wernbets or clos& friends of those we care for, rÈGeive support from staff. particvlèdy psycholog￿al support and social work services. 15

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl Patient Diagnosis 1% i can.tr Dtryenya Coronatrif CarJityaKuiJr conditrons IEwIOla 4t S'..=ke her Patient Agel Gender 7CQ 3C 2￿ ICJ 18-24 25-64 65-74 75-84 85. Female • Male 16

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl Cultural Diversity The Hospice continues lo focus on ensuring that all groups in our community are aware of our services and to break down the barriers to accessing our care and support. As part of this strategy, we spend time with community leaders and groups listening lo them about their needs and talking about the HospiTr to try to dispel any myths that may discourage people from accessing our services when they need them. At the end of 2019120 we received a grant from the National Lottery to help us accelerate this work, however the pandemic forTrd us lo scale back our plans to focus on maintaining business continuity. Although we have made some progress with our ethnicity monitoring1838 or 290h of patients in 2020121 did not have their ethnicity recorded), disappointingly in 2021122 this issue remained for 675 people or 250/0. For the remaining patients for whom ethnicity was recorded, there was a larger number of people in the non-white British group127 /0 yèar on year increase) whereas the White British group stayed the same. We saw the largest growth in the'Black or Black British, and 'Other' categories. We continue have a clear focus on data quality in all areas, but are particularly focussing on this area as part of our Equality, Diversity and Inclusion Work which will be rnonilored through the Quality and Safety Committee. Cultural Heritage -￿r=r￿12.. ?". •Th tsritk2n Orner fri: Orher -.e ar1￿5 -.e Other i%￿￿1te Iri$￿￿￿￿.e Orneri 17

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 lcontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl INCIDENT MANAGEMENTI HEALTH & SAFETY Reporting of clinical incidents is ernbedded into the routine business of the H05pice Quality & Safely Committee through the clinical dashboard. Our medicines incident rale was 56 for the whole year (74 20201211 a further reduction on the previous year and a welcome downward trend. We were able lo use Hospice UK'S national annual benchmarking audit to compare ourselves against similar hospices., incidents are graded level 0-6 wlh O being least severe, our errors ranged from level O to level 2, also an improvement on the previous year. Our rate of 'level O. (error prevented) drug errors al Greenwich & Bexley Community Hospice is higher than the average for Hospices of a similar size145.kn at GBCH, 29 /0 National average per annuml,however the overall number of incidents reported is higher, which we strongly believe is due lo the low threshold we have for reporting concerns, no matter how minor. We had no repealed incidents of concern and nursing staff undertake a regular medication assessment lo assure the organisation of their competency. Through the National audit programme, we are also able to benchmark our performance in terms of the incidence of falls. We reported a lower than average figure for falls of 8.2 per 1,000 overnight bed days IAudit average 9.91, we also reduced our overall rate by 500/0 from 16.7 in 2020121. 96°/o of falls were in the no harml low hami Category, sadly the rerllaining 1 fall was recorded as severe harm, this related to a gentleman who had sustained a suspected hip fracture whilst trying lo mobilise independently. He and his family decided that he did not wish lo attend hospital for Irealmenl, bul to remain at the hospice for comfort care alone. We received 17 care and 16 non-care complaints in 2021122 12020121, 15 care, 15 non-care complaintsl, all complaints were fully invesligaled, whether they are informal complaints such as direct feedback or comments received on patient and family feedback questionnaire5 or formal written complaints. An investigation is carried out for all complaints and where possible the complainant is invited to meet with members of the senior team lo discuss their concerns and the outcome of any investigation. Complaints are seen as an opportunity lo learn and improve and findings are shared widely with our own team, and partners where applicable. We review the Hospice's operational risk register as a stsnding item at the Quality & Safely Committee and issues are escalated to the Board if appropriate. In 2021122 the register mainly featured matters relating to staffing, IT and COVID-19. Serious Incidents The Hospice Board receives a report from the Chief Executive al every Board meeting which confirms whether there have been any serious incidents that should be notified lo the Charity Commission andlor Care Quality Commission. We reported one incident to the Charity Commission as a precautionary measure in 2020121., they confirmed that no further action was required. Further inform81ion about incidents and complaints is available in our 2021122 Quality Account. PATIENT AND FAMILY FEEDBACK Thè Charity receives hundreds of thank you cards and letters from patients and bereaved families each year", in addition, there are a number of comments and suggestion boxes placed around the Hospice building and we continue to gather patient and family feedback in a more structured way through questionnaires. We continue to use our online feedback portal IWantGreatCare to collect patient feedback. with largeled mailshots lo certain service users. Our Patient Forum unfortunately remained on hold throughout 2021122 due lo staff capacity and social distancing., however, we will be pleased to see this restart early in 2022123. When received, feedback is reviewed al the Hospice's regular clinical leads meeting and Quality & Safety Committee. This feeds into a quality Improvement plan and helps shape our services in the future. 18

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl 'In the most dire circumstances we found the support of the &ntir& team exceptional, warm caring and positivg. W8 couldn't have asked for more. We were rewarded with 10 months at home togather despite the pmgnosis of only days to live after the initial 8dmission- thank you. Feedback on community service from bereaved relative I f881 I must thank you and our team for admitting yesterday my dearbrolherin law into yourinpatient unit, whiGh has saved the day atter a struggle at home, complicated by my Siste￿ advanced demerptia 8nd herh8ving to be admitted to a nursing home. My nieces report such 8mazing care already received from the clinffcal teany.....I must admit I did burst into teats just now reading my niece s text from her dads bedsid& describing your excellent care forher dad. Thank you letter. Inpatient Unit '(She) only stayed 4 days in yotjrhospice. Having hetsem trained and sewed as a nurse in the NHS for41 years. LfyAen (she) said to every family member her sincere satisfaction about the wonderful Gare and attention she received from all yourstaff, that Was a first. Thank you letter, Inpatient Unit '} don't even know where to begin in sawng how massively thanlrful we are for the care and love you gave. You were so incredibly kind to both him and our family and you made 8 $8d 8nd hard situation much e8sier for all of us and most importantlyyou made (himj comfortable 8nd put a smile on his face every time you walked through the door., Feedback on Hospice@Home seNlce from bereaved relative '1 would like lo thank you for811 the help my husband and I have received from the hospi￿ at this very difficult time. Thanks to (community nurse) forhelping him come to terms with his cancer and aGceptirRg his condition. To (the ffnpatient drs end nurses) who looked after him and lastly {bereaverrRent coordinator) for helping me cope thmughouÈ' Feedback from bereaved relative on Inpatient Unit. Community Service and Counselllng Support SUPPORTING THE HOSPICE TO PROVIDE CARE Volunteers The Hospice continues to benefit from the support of a large number and diverse range of volunteers. Volunteers not only bring their time and expertise but also their personalities and life experiences, helping to create the special atmosphere that exists within the Charity. Volunteers work in all areas of the Hospice., these include trustees, receptionists. gardeners, clothes 50rters in retail distribution, IT volunteers, compassionate neighbours and volunteer fundraisers to mention a few. In 2021122 528 people were active as volunteers, collectively giving over 83,000 hours of their time and skills. In total, this equates to over 50 full time workers for a year, or a financial donation equivalent to approximately £917,500. Compared to 2020121 this represents an increase in volunteer hours as we reopened our shops and safely opened our building back up lo volunteers. We were excited lo welcome volunteers back across all of our services, as they are a key part of the fabric of the organisation, representative of our whole community and embedding the ethos and values of charity in their work. We are indebted to all of our volunteers, new and established, who step up to take on new roles and established positions 10 5UPPOrt our staff team and our patients. 19

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE {continuedl The skills and expertise that volunteers add lo every aspect of our work is one of the aspects that makes Hospice care so special. We are proud and greatly encouraged lo have such a wide range of volunteers from teenagers lo people in their late 80s offering their time to the HospiTr. We have identifièd volunteering as a priority in our new strategy which will focus on recruitment of new volunteers, development of new roles and training and support for new and existing volunteers as well as those staff who manage volunteers. We also hope that we can encourage people lo volunteer for the hospice as a way to widen participation in the community, in health and care generally and lo improve their wellbeing and life and career chances in future. Our Young Ward Volunteers Programme is one such example of thi5, over the first two cohorts we have had 25 volunteers from a range of backgrounds, many of whom who have gone on lo use their learning to support their studiesl work in healthcare. Feniale Male 20% 20% 80% 72% 17 years w 18 years 0 19 years i 20 years Ethnicity io White British Black Brltlsh Aslan BritIsh White Other Mlxed Other Case Study: Nineteen year old student Sophie'5 ambition was to become a nurse and she was studying Health and Social Work Level 2 when she applied to join our Young Ward Volunteer Programme. In September 2021. she began her six-monlh volunteering placement, which Consists of extensive training via weekly four-hour shifts on our Inpatient Unit supporting our clinical team, whilst simultaneously working towards a non- a¢¢redited Care Certilicale. Sophie gained valuable healthcare experience through the programme and enjoyed il so much so that she has become a Healthcare Assistant and a valued member of the hospice staff team.

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continued) ACHIEVEMENTS AND PERFORMANCE {continued) Where did they go? Workinv at GBCH Working in Government office Pardmedical Soence Degree Healthcare Degree (no¢spe¢ified) Enviroi)mental Science Degree Forensic Science Degree Psychology/ SW Degree Midwifery Degree Nursing Degree io Incorne Generation Fundraising and Lottery Throughout 2021122 we continued lo face many of the same challenges as the year before however, we are now much more comfortable with applying a flexible approach and are more adept at leaming from our peers and proactively listening lo our supporters. The team has also become expert al responding to changing circumstances and tsking a creative approach lo oising much needed funds. This year, across all areas of fundraising, our priority has remained a focus on excellent engagement with local people to build solid foundations for future years. Despite another challenging and un￿rtain year for our organisation and recognising that local people also face significant challenges, we continued lo be overwhelmed by the support frorn our community. We couldn't do what we do without those who lake part, fundraise, volunteer and donate. Your unwavering support through such difficult times, feels so incredibly special. Thank you. Fundraising income fell short of budget in 21122 by £108,000 however it is worth noting that total income of £1,173,000 demonstrates an 8,￿ growth on 19120 Ipre-pandemicl income generated. With excellent budgetary control and due lo a number of vacancies throughout the year, expenditure fell short of budget by £76,000, making for a net contribution £32,000 short of budget. Events Fundraising struggled with continued uncertainty around COVID-19 infections and cautious supporter behaviour. The team were creative and determined in their approach to try new things,. we utilised a new online platform and ran our first virtual challenge event with more than 100 people taking part, 800 of whom fundraised (compared to a general average of 300/0 parb"cipants raising sponsorship). Across the events calendar, the team focussed on tailored communications for supporters, to see smaller groups fundraising more on average. We were delighted to see the return of our first in-person event for two yea￿, hosting the Mini Marathon in Royal Greenwich Park in September. Despite much lower levels of registration than in previous years. thoLJghtful communications meant that 45 % of new supporters and 35QA of returning supporters, raised sponsorship to support the work of the Hospice. It was a wonderful morale boost for the team and many of our dedicated volunteers to return to in-person events and there was an uplifting 'communily spirit, atmosphere bringing people back together for such a fun event. A special mention must go to our fantastic event sponsors, JLL and groups that volunteered en-masse to make the event possible - Lewisham & Greenwich Police Cadets, the 97 (Woolwichl Detachment Army Cadets and Greenwich GoodGym. 21

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl Vve decided to go ahead with other face-lo-face events as a way to prioritise continuing engagement with our community. We know that many of our annual events are key dales in the diary and have the potential to help bring our community back together (with appropriate measures in place lo keep people safel. Our message in continuing lo deliver events was very much. 'we're still here for you, and 'we c2n't wail for you to join us al an event whenever the lime is right for you. We opened a new Christmas Grotto for 2021 in Danson House, Bexley. Our first year was a success and we hope we will be able to develop and grow this fundraiser over the next few years, engaging with loca families to generate significant income lor Hospice care. In 2021 we live streamed our Annual Carol Concert from Greenwich, bringing this much-loved festive fundraiser to even more people, in the comfort of their own home. This very special event was also an opportunity for us to invite and thank some of our most dedicated supporters. We would like lo extend our thanks to the Old Royal Naval College for generously discounting venue fees to maximise the income we raised. In Community Fundraising, we supported the return of a much-loved communily-own fundraising event, our in-person 'Open Gardens Festival, with more than 30 gardens featured., we raised more than £20,000. We would 5ike to thank Penny Matheson and her family, as well as all the garden hosts for their support in running and hosting the festival. Local people demonstrated their unwavering support once again through individual giving., with a new Individual Giving Manager now in place, we are refining processes and our offer to grow this income stream and our weekly lottery further over the coming years. We continued to run a door-lo-door and venue Canvassing campaign In partnership with LFS (Lottery Fundraising Services) and saw the Hospice's weekly lottery membership grow by 1,904 players. The team returned lo face-to-face activity on 12th April 2021 and the signup numbers for April and May lotslled 798 compared to 8 budget of 140. These fundraisers are also raising awareness of the Hospice generally and signposting lo¢al people lo find OLJI more, or support in others ways il playing our lottery is not right for them. The Lottery contributed £163,610 towards Hospice care and lottery players also made donations back to the Hospiee tolalling £17,000 in 2021122. Strivin for the hi hesl standards We commissioned a database consultant lo report on the quality of our data and processes, as well as an external data protection audit. Both exercises highlighted areas for improvement and resulted in an action plan lo ensure the highest standards of praclise, these have all now been made. Along with wider conversations around our vision for Fundraising operations, this piece of work resulted in the Senior Leadership Team championing a project to replace our Fundraising database. This is incrèdibly exciting and will transform the way that we work and enable a culture of data-led decision making which is vital for great relationship management, supporter care and income growth. The im act of vacancies The level of vacancies in our team has affected our ability to deliver 8gainsl planned activity and generate income,. at no point in the year has the team been at full strength and so there has been an added burden for the whole team to cover the workload of vacant posts. The recruitment landscape has changed significantly in the last two years and remains incredibly challenging across all areas of the business., adapting our recruitment processes has been essential lo ensure we engage the best fundraising candidates. It is vital to have the right people in the right roles, so despite the challenging landscape, we have been sure lo wait for the right people. That did mean that for more than 7 months of the year we were wilhoul an Individual Giving Manager and a Trusts Manager. For 6 months of the year we were wilhoul support in our fundamental donation processing function, which a number of the team covered by picking up additional responsibilities. We were also unable lo progress our major donorlphilanthropy fundraising plans, as we struggled to recruit lo this new post for the whole year. 22

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued) ACHIEVEMENTS AND PERFORMANCE {continuedl Our a roach to fundraisin At Greenwich & Bexley Community Hospice, our supporters and the local community are incredibly important lo us and we always endeavour to deliver the highest possible standards when fundraising. The trustees are aware of best practi￿ and trLJStee duties as contained in the Charity Commission publication CC20 "Charity Fundraising." a Guidè to Trustee Duties" In 2021122 we continued to make sure all our fundraising activities were compliant with regulatory stsndards as well as including additional levels of risk management and provisions in line with government guidance. We continued to prioritise excellent supporter experience across all areas of fundraising and continued to review our data protection compliance and best practise. The Hospice is registered with the Fundraising Regulator and adhere5 to the code of Fundraising PraCtI￿- we received no complaints via the Regulator in 2021122. Greenwich & Bexley Community H05pice Lottery is registered with and regulated by the Gambling Commission. Trading The government restrictions relating to the COVID-19 pandemic were lifted in the middle of April allowing our stores to operate throughout the rest of the year without any closures. We originally anticipated three months of lockdown and budgeted accordingly hence our total gross income from Retail significantly oulperfomed our budget and raised £2,111,967 {2020121., £704,583). Our stoos Imded for 50 weeks and delivered +15 /0 on 2019 sales. The to181 net contribution from our stores was £305,50012020121.- loss of £576,308). The pre-pandemic contribution (20191201 was £243,766. We appointed a new Head of Retail at the beginning of the year and this has enabled us to focus on improving our internal processes and sharing business knowledge across the whole trading team. Similar to fundraising, our biggest challenge remains long-term vacancies in IhÈ team and challenges around recruilrnent of skilled staff. Despite excellent results for the year compared to previous years, the level of lost hours has had a direct impact on our profitability as well as staff wellbeing and morale. Tffidin Board and strate The pandemic ha5 accelerated changes within the retail sector across the UK and while there are some clear challenges, we also recognise that there is great potential for modemi5ation in our Trading operation {retail stores, e-commerce and other commercial activiliesl_ We need to be able lo capitalise on these opportunities. which means having the right expertise at a strategic and operational level. As part of the governance review, we identified that the establishment of a Trading Board to support the development of our retail and commercial activities and c8Pitalise on all potential opportunities in this uncertain climate. The purpose of the Trading Board is to be forward looking and strategic and we have already seen that IL brings retail related expertise and experience to assist our slrategic planning supports challenge, innovation and development in Trading as well as helping us to while manage risks and operate efficiently helps to ensure that all legal and regulatory compliance requirements are met The Trading Board had its first meeting in August 2021 and in December we welcomed Bary Dow as our first Non Executive Director of the GBCF4 Trading Ltd. We are aiming to recruit other new Directors with relevant expertise in 2022123. The Trading Board had supported the Director of Income Generation with the development of our new Trading Strategy, which will be finalised in 2022123. The Trading Strategy builds on our overarching strategy and has four key priorities.. People, Stores, Ecommerce and Digital and Innovation and Partnerships. 23

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl ACHIEVEMENTS AND PERFORMANCE Icontinuedl Retail Gift Aid It should be noted that for accounting purposes through the Gift Aid scheme for donated goods, a proportion of retail income. which is in effect a donation, is treated as income for the charity and not for the trading subsidiary. The trading subsidiary only accounts for the commission element of the sale value on donated good5. This is reflected in the results of the trading subsidiary, GBCH Trading Ltd which is included in note 10 of these accounts. Acknowled ment We are incredibly grateful to all our customers, donors and volunteers who continue lo support our stores and ullimalely, our patients. Thank you. FINANCIAL REVIEW- Strategic Report The Consolidated Statement of Financial Activities for the year ended 31 March 2022 is set out on page 36. There is a surplus reFX)rted for the year of £917,19112020121 £818,730). On the General Fund there was a surplus of £996,109 for the year before Iransfers1202Q121 £649,140). Legacies reported for the year were £969,279 12020121 £682,237). £846,348 was received in restricted funds throughout the year. We had budgeted for a deficit in 2021122 however we were delighted that our final declared results are significantly better than we had anticipated. This was largely due to the shops being open for almost 12 months of the year and additional support from NHS England. In total for the year ended 31$1 March 2022, expenditure rose by 80￿. The surplus reported for this year has provided a boost to our reserves and we have 8greed a plan lo invest some of these to secure adolilional income sources in future years and lo expand our services to reach the increased need for our services that we continue to see (see page 26 for further information on our reserves policy). We agreed a modest increase in our slalulory income from SE London CCG (now SE London ICSI al the beginning ofthe year We were also successful in sècuring additional income as part of the winterpressures and home first initiatives. The overall impact of these changes on our sl8tulory income was an increase of 9 /D (to £4,481,335). NHS Income was 42'/o of income of the Charity in 2021122, another 70/01£706,4231 was provided through support from the NHS England via Hospice UK leaving thè remaining 510/0 which we must raise through the generous support of individuals, bLJsine5ses, charitable trusts and foundations, and ¢ommLJnity groups and oryanisalions Seveml elements of service that the Hospice provides have been designated as a Commissiongr Requested Service ICRSI by SE London Clinical Commissioning Group. This necessitates that the Hospice maintains a licence with NHS Impmvement5, which brings an additional level of scrutiny and regulation for the Charity. The Hospice is one of only a few Hospices nationally who have been designated as CRS and we continue to work closely with NHS Improvement to ensure that this designation works lo benefit our benefici8ries. Throughout 2021122 we continued lo build on our close system-wide partnerships forged during the pandemic. Our role in the Greenwich and Bexley silver command group 'Resplendenl' was pivotal in ensuring that people facing end of life were cared for in the appropriate place and that staff in all settings were supported with additional training to C8re for people at end of life. Our involvement helped solve problems including vaccination for staff and has led to addit￿n81 resources being made available through the COVID response funding and the 'Home Fir51' Programme. The local landscape continues lo change and we are keen lo continue working in partnership to lead the improvements needed for people facing the end of life in Greenwich & Bexley. In any other year the statstory contribution is approximately 400/0 of income. NHS Improv8m?nt is an executive non-departmenlal public body of the Department of Health. It is the sector regulator for heaYLh $ervic&s In England. 24

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl FINANCIAL REVIEW- Strateglc Report Icontinuedl Where our mone came from In 2021122 Donations 120/0 Charity Shop Income 180/0 Other Income 80/0 Lottery 4% Legacies 9Vo NHS Income 490/0 Where our money was spent in 2021122 Running our charity Shops 16Vo Raising Funds 60/0 Running a Lottery 30/0 Running a Hospice 75Q/o For every pound raised 75 pence was spent on care 25

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl FINANCIAL REVIEW- Strategic Report Icontinuedl Reserves Policy The Hospice holds reserves lo create financial security and allow for investment in the future operational development of the Hospice. The Trustees have recently reviewed our reserves policy and agreed il is their intention lo retain a level of free resèrves lunreslricled funds not committed or invested in fixed assets) of £4,883,229. This figLJre takes account of the following considerations.. To fund shortfalls in income Iwhelher stalulory, retail, lottery, donations, legacies or other fundraising acliviliesl when it does not reach expected levels. The charity 15 dependent on fundraised income as well as slatulory funding. Thè fundraised income is subject to fluctuationas economic conditions change and slatulory funding could be affected by government policy and the financial position of NHS commissioners., To fund unexpected expenditure, for example, when projects overrun or unplanned events occur., To fund unexpected building maintenance costs and to provide a degree of flexibility for innovation., and To fund working capital. The majority of hospice expenditure is fixed whereas both fundraised and stslutory income fluctuates in terms of cash inllowover the year. The Hospice's free reserves are represented in the accounts by the 'General Fund,, the 'Recovery and Transfomalion Fund, and the new'Building Development Fund,. The Board took the decision to wind down the 'Legacy Equalisalion Fund, this year, and to invest this into the bNo remaining designated funds with the balance transferred to the General Fund Recove and Transformation Fund R TF .. The Trustees have invested an amount of free reserves into areas which will enable the charity lo recover from the pandemic and support the Implementation of our new strategy lo help deliver a sustainable future for the hospice. In 2021122 £42,208 was spent from the Recovery and Transformation Fund, which has now been 'toppecJ up, lo the value of £600.000 with further designation of free reserves into this fund. Buildin Develo ment Fund In addition lo the RTF, the trustees agreed lo invest a further £300,000 into a designated Building Development Fund in 2021122. This fund will be used to support the development of the building post pandemic, including investment in our inpalienl unil, creating more single bedrooms lo enable easier infection control and improvement of our staff changing and rest facilities to Improve staff wellbeing. We are grateful to CRASH Charity for facilitating a review of our Boslall Hill site in 2021122, this created feasibility study of the options available to Improve our building post pandemic. Fixed Asset Fund". The Trustees have established a designated Fixed Assets Reserve, equivalent to the net book value of Fixed Assets, in order lo make the level of free reserves mole Iransparenl. As described in Note 16, the nel book value of the land and buildings on which the Charity's main operations are located are included in a reslrided fund. The Fixed Assets Reserve therefore represents the nel book value of fixed assets other than land and buildings on which the Charity's main operations are located. At 31 March 2022, Free Reserves increased to £5,596,20212020121- £4,469,371). This is over our agreed reserves largel of £4,883,229. Investment powers, policy and performance The Investment Committee is in place lo monitor the investments under the powers laid down in the Memorandum and Articles of Association. The primary objective of the investment policy is lo provide financial security and stability for the operation of the Greenwich & Bexley Community Hospice. Our funds placed with Ralhbones are now valued al £891,56612020121 £800,3121. 26

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continuedl PLANS FOR THE FUTURE- Strategic Report In March 2022 the Trustees approved a new five year strategy for the hospice. It outlines our priorities which continue to centre around our patients, their families and friends and the need5 that they encounter through their journey from diagnosis through to death and into bereavement Our skilled, compassionate and dedicated team of stsff and volunteers, who always strive for the best in all that they do, will be responsible for the delivery of this strategy. Together we will work with local people and our partners to understand and meet the evolving needs of our communities, working together lo achieve the very best outcomes for patients. The strategy lakes account of the accelerated change and adaplalion we have seen through the Challenges of 2D20 and 2021 and seeks to build on what is positive about this change and leave behind that which is negative. The local Greenwich and Bexley plan includes end of life care and bereavement as a vital element of servi in the posl-COVID WOTld, additional capacity is being maintained across the system in 2022123 with a focus on 'home first, and 'virtual wards,. The Hospice remains ideally placed to take the lead in keeping end of life care at the top of the agenda. Our Strategic Priorities Our priorities aim to utilise our resources as efficiently and effects'vely as possible 50 that care and support is available where and when needed, delivered by the most appropriate personl service. They also aim to ensure that we remain sustainable, so that we can continue to provide care and support long into the future. Our purpose will sometimes require us to take risks, lo be courageous in advocating for those whom are most in need and sometimes to prioritise resources. We will need to continue to be innovative in our approach and focussed on our priorities. This will give us the direction lo ensure that we achieve our vision of the best quality of life possible for people facing death in our community- Our priorities will ensure that we continue to look forward to be the very best we can be. 1. Listening to all voices in our community, understsnding their stories and challenging inequalities so that we develop support which is responsive, compassionate and flexible to meet differing and individual needs 2. Growing and empowering our own staff, working to our strengths alongside system partners and developing others to give the best support they can to dying people and their families 3. Making the most of technology lo assist us in delivering outstanding care, increasing reach, demonstrating impact and maximising income Now that the five-year direction has been approved, we a￿ developing detailed plans which we will begin operationalising in 2022123,. these are in the following areas". Service Transformation Strategy People Plan (incorporating equity, diversity and inclusion and wellbeing) Community Developrnent Strategy (incorporating volunteering) Environmental Strategy Estates Plan Digital Strategy Fundraising Strategy Trading Strategy Communications and Marketing Strategy Further Information regarding our five-year strategy can be found at.. communityhospi¢e.org.uk. 'I've seen a change in perspectsve for the hospice, looking beyond sernce specs and ¢h8llenging the system on whats best for the patient... Flexibility on how staff ancl ￿SOUr￿$ a￿ used has really been a breath of fresh air and pushed us all as org8nis8tions. stakeholder Interview: Shaping the future of Greenwich & Bexley Communlty Hospice- Insights report- Nesta 2021 27

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl STRUCTURE, GOVERNANCE AND MANAGEMENT 'The Hospice was a key partner in our local COVID respons8 8nd remaffns alongside us as we continue to support our care honpes and develop our loc81 Home First schemes. Your Quality Account shows that YOU 8re 8 learning organisalion continually holding yourselves lo account and challenging yourselves to new ways to support our residents and their families 8t the most sensitive tiffle Through your engagernenl in th& system locally you challenge and support US 811 lo do th8 same., Partner, NHS Bexley Greenwich & Bexley Community Hospice Limited is a Company limited by guarantee and not having a sh2re capital is governed by its Memorandum and Articles of Association dated 15th Sèptember 1992 and amended to meet the developing needs of the Charity on 15th January 1993, 8th January 2001, 1 Olh July 2006 and 8th June 2012. The Members, liability is limited. Every Member of the Company undertakes lo contribute up lo £1 to the assets of the company in the event of il being wound up.11 is a registered Charity with the Charity Commission (No 10174061. The number of Members of the Company is limited to 50. Present membership is 18. Every person desirous of becoming a Member must sign and deliver to the Company an application for membership. The sole right lo membership is vèsted in the committee (Board of Management see below) who may, without showing cause, refuse lo admit any application lo membership Board of Management The business of the Charity is managed by a Board ol Management Ilhe Trusleesl and its membership comes from within the Members of the Company. 11 Is an objective lo have members on the Board of Management whose skills, expertise and backgrounds complemènt the needs and aspirations of the workings of the Hospice and ils business. Current membèrship of the Board of Management is 14 and following a review in 2020, the Articles of Association determine a minimum of four and a maximum of 14. Al each Annual General Meeting, those Trustees who have served for a period of four years since their last appointment shall retire and be eligible for re-appoinlmenl, via elec110n by Members, for a further four-year term of office. New Trustees are recruited as skill gaps are identified or lo support 5ucce5sion planning through external advert and direct approach, with a robust interview process and the appropriate pre- volunteering checks. Each Designated Officer (Chair. Dèputy Chair, Treasurer and Company Secretary) is elected by and from within the Board of Management lo serve a period of up lo 4 years following which the position will become subject to re-election. The Board went out lo open recruitment in August 2021 and was successful in appointing three new Trustees. This resulted in filling a number of identified skills gaps as well as improving the diversity on our Board. Any future recruilmenl will continue to lake this open approach, targeb'ng skills and increasing Board diversity. The charity holds indemnity insurance in respect of trustees. Trustee induction and ongoing training New Trustees undergo an orienlalion and training lo brief them on their role and the various aspects of the Hospice service and lo brief them on their legal obligations under Charity and company law, the content of the Memorandum and Articles of Association, the committee and decision making process, the business plan and recent financial perfomiance of the Charity. We also pair new Trustees up with a'buddy, to support them in settling into their role. Trustees attend appropriate external training events which will develop them to better undertake their role. In 2021122 Trustees attended the follo￿ng training.. Compliance and Culture - Civil Society Raising the Bar for Charity Governance- Civil Society The Charity trustee induction and refresher- NCVO Safeguarding Essentials - NCVO Understanding the numbers.. financial intelligence for trustees training - NCVO 28

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 (continued) STRUCTURE, GOVERNANCE AND MANAGEMENT {continued} There is an annual review and apprais81 of Trustees, individual roles within the organisation. Our Chair parbcipated in a 360° degree 8ppr8isal this year, facilitated by the NHS Leadership Academy. Oryanisation The Board meets every 81ternate month., in 2021122 there were a number of sub-committees with specific responsibilities." Quality & Safety Committee, Finance, Information Governance and Information Technology Committee, Investment Committee, Remuneration Committee and the Recovery and Transformation Programme Board. As a result of the previous governan￿ review and the work undertaken by the RTPB, a Trading Board was established in 2021122 and a Worlrfor¢e Committee was established in 'shadow' form, lo become a full sub<ommittee of the board in 2022123, the RTPB was wound up in November 2021 in anticipation of our new strategy. The Board, along with the senior leadership team of the company have an °Away Day" lo discuss future strategic developments of the Hospice and its services. The Chief Executive manages the day-to-day operations of the Hospice and leads Ils Strategic DevelopmenL To facilitate effective operations, the Chief Executive has delegated authority, within a scheme of delegation approved by the Trustee5, for matters including finance, employment, fundraising and Care Quality Commission registration. Regulatory Framework The Hospice is registered with the Care Quality Commission lo enable il lo operate as a Hospice. Ellen Tumelty, Modem Matron for Inpatient SeNices is the Registered Manager and Kate Heaps, is the Responsible Person. The Hospice maintains a schedule of compliance with the relevant Statutory Regulations and may be inspected by the Care Quality Commission twice annually, by announced andlor unannounced inspection. The Hospice was inspected in the autumn of 2016 and received an overall 'Good' rating, with 'Outstanding' for the Responsiveness domain. The Hospice produced a 'Quality Ac¢ounY for 2021122, which is submitted to the cac and to NHS Improvement6. The Hospice was required to hold an NHS Improvement (Monitor) Issued Provider licence from April 2018., this requires regular reporting of financial plans, performance against these plans and assessment of financial risk. Related partigs The Hospice has close relationships wth NHS SE London who supports the Charity's work including a significant financial contribution. Close working relationships exist with other health and care providers within the community in particular, Lewisham & Greenwich NHS Trust, Oxleas NHS Foundation Trust, London Borough of Bexley, Royal Borough of Greenwich, Marie Curie, St Christopherfs Hospice and Darent Valley Hospital NHS Trust. The Hospice has a contractual relationship with seven other charities in Bexley as a part of a consortium OneBexley (Age UK Bexley, Bexley Carers, SE London Crossroads. Inspire Community Trust, Bexley Mencap, MIND in Bexley and Bexley Voluntary Services Councill,. the Hospice is also represented by the Chief Executive on the Local Care Programme Board in Bexley. The Hospice has two wholly owned subsidiary trading companies- GBCH Toding Limited and Greenwich & Bexley Community Hospice Lottery Limited. Detsils of their activities 2re highlighted in note 10 of these accounts. The H05pice has a Remunerab"on Ctsmmittee which reviews and sets the remuneration of the Chief Executive and Senior Leadership Team (key management personnel) based on appropriate market rates and other parameters on at least an annual basis. Available via the Hospice website 29

Greenwich & Bexley Community Hospice TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2022 Icontinuedl STRUCTURE. GOVERNANCE AND MANAGEMENT Icontinuedl Our approach to Sustainability and the Environment The Hospice is surrounded by large gardens and undeveloped grounds, some of which are covered by an environmental protection order. We look foNard lo recruiting a paid gardener lo lead our dedicated team of volunteer gardeners in 2022123 so that we can develop a long-lerm plan for our grounds, which will create a beautiful environment for patients, families and staff and encourage biodiversity. We continued our partnership with Veolia and the Royal Borough of Greenwich al our RePurpose unil this year, removing tonnes of waste from the waste chain through salvage, upcycle and resale. Although we contribute significantly to the reuse, repurpose, recycle agenda through all our shops. we know Ihefft is more we can do to reduce waste a¢r05s our operation. We have commissioned an environmental review from Royal Borough of Greenwich greener business team and in 2022123 we will use this report lo help develop a more detailed environmental strategy to guide our vision lo play a greater role in the increasingly important green agenda. We are mindful of the increasing cost of fuel and the impact it also has on the environment, we have invested in an electric vehicle this year as well as investing in electric car charging points on site. We plan lo increase the size of the electric fleet going forwards and lo reduce our carbon footprint through energy efficiencies and other forms of green tmvel. Social Responsibility As well as the Public Benefit outlined al page 4, the hospice wants lo be an organisalion that maximises any opportunities to strengthen our local area. As a local employer and business, we have the ability to bring economic and social capital lo the area and make the lives of our staff, volunteers and the communities they live in better beyond our charitsble purpose. Our People Plan will create opportunities for new and existing staff and volunteers lo live happy, healthy lives and be developed and rewarded in their work, this includes widening participation so that we ensure our whole community have equity of access lo new and emerging roles and our Community Development Strategy will not only encourage engagement with community groups that we haven't yet mel, bul also explore how we encourage staff lo get involved in their own communities through flexible working policies and a volunteering promise. Risk Management The Trustees implement a Risk Management Strategy which comprises of.. A regular review of the Charity's Corporate Risk Register and Risk Management Framework IRMFI The eslablishmenl of systems and procedures lo miligale those risks identified in the register and RMF The Implementation of procedures designed to minimise any potential impact on the Charity should those risks malerialise The Trustees review the financial accounts on a monthly basis and constantly review the level of reserves which it is felt prudent should be held. The top 3 risks as identified by the Finance, Information Governan￿ and Information Technology Committee are outlined in the table below.. Risk 1. Financial uncertainly as we emerge from the COVID-19 Pandemic and related to the War in Ukraine and the Rising Cost of Living. Miti ation The Board and Senior Leadership Team continue to monitor income, expenditure and cash flow closely, with monthly review of f0￿cast. We continue lo negotiate with system partners and commissioners about additional resources to support our work. We have developed a new five-year strategy and estsblished an Investment Fund lo support us to grow our income, and lo implement digital technologies to maximise efficiency. We have a health level of reserves.

Greenwich & Bexley Community Hospice TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2022 {continued STRUCTURE, GOVERNANCE AND MANAGEMENT Icontinuedl Risk 2. Additional workload created by the effects of the COVID-19 Pandemic and the aging populationl Recruitment and retention challenges in our clinical workforce Miti ation We are working with system partners to manage existing and plan for future increased demand. We continue lo recruit bank staff to provide flexibility and have identified new ways of working to enable us to meet increased need. We are developing our detailed Service Transformation Strategy and People Plan to be approved October 2022, this will set out our plans for how we plan lo meet future demand and how we will recruit, retain and develop our workforce. We are planning a review of salaries and terms and conditions of employment to ensure they remain in line with our competitors. Delivery of education to external organisalions and good communication about Hospice opportunities. Development of new roles lo fill gaps that are difficult lo fill le.g. traditional nursing roles) Increased use of di We upgradèd our h2rdw2re in 2021. We carry out regular network penetration tests and have a third party agrèement with a company who monitor our ne￿Ork for potential thrèats. We have cybersecurity insurance in place. All staff are trained on an annual basis around data protection and cyber security. staff are only able to access GBCH systems when on site or with 2 factor authentication. The majority of personally identifiable information is seeurely held on the cloud (Raiserfs Edge and Systmonel Clinical staff use NHS mail lo communicate about individual patient care. Contr8Ct with Data Protection people for advice and guidance Robust incident mana ement 3. Data Protection risks due to increased prevalence of cyberattacks. 31

Greenwich & Bexley Community Hospice TRUSTEES, RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS The Trustees (who are also Direelors of Greenwich & Bexley Community Hospice Limited for the purposes of company lawl are responsible for preparing the Trustees. Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Praclicel. Company law requires the Trustees to prepare financial statements for each financial year which givè a true and fair view ol the slate 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 companylgroup for that period. In preparing these financial stalemenls, the Trustees are required to". Select suitable accounting poliGies and then apply them consislenlly.. Observe the methods and prinGiples of the Charities SORP," Make sound judggments and 6slin7ates that are reasonable and prudent,. stale whether applicable Accounting Standards have been followed, subject lo any material departures disclosed and explained in the financial sl8lements," Prepare the financial slalements on the going concern basis unless il is appropriat8 lo presume that th6 charity will not continue business. The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any lime of the financial position of the charitable company and enable them to ensuie that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the Group and hence for tsking reasonable steps for the prevention and detection of fraud and other irregularities. In accordance with company law, as the company's directors, we certify that.. So far as we are aware. there is no relevant audit information of which the company's auditors are unaware. As the Directors of the company we have taken all the steps that we ought lo have taken in order to make ourselves aware of any relevant audit inforrnalion and to eslsblish that the charity's auditors are aware of that infomialion. Auditors A resolution will be proposed at the Annual General Meeting that Haysmacintyre LLP be reappointed as auditors lo the Charity for the ensuing year. By Order of the Trustees InAp roving the Trustees, Report, the Board are also approving the Strategic Report Included herein ca acily ompany directors. L13É . October 2022 Mrs Chair uth 32

Greenwich & Bexley Community Hospice INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMMUNITY HOSPICE LIMITED Opinion We have audited the financial statements of Greenwich and Bexley Community Hospice Limited for the year ended 31 March 2022 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Parent Charitable Company Balance Sheets, the Consolidated Cash Flow Stslement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their prepaffttion is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable Nn the UK 8nd Republic of Ireland (United Kingdom Generally Accepted Accounb"ng Practi¢el. In our opinion, the financial statements.. give a true and fair view of the stale of the group's and of the parent charitable company's affairs as at 31 March 2022 and of the group's and p8renl Charitable company's net movement in funds. including the income and expenditure, for the year then ended.,

h8ve 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 IUKI IISAS IUKII and applicable law. Our responsibilitie5 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 charitylgroup in accordance with the ethical requireTnents 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. Vve believe that the audit evidence we have obtained is suffficienl and approprTale to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial stalemenls, we have concluded that the trustees, use of the going concem basis of accounting in the preparation of the financial slaternenls is appropriate. Based on the work we have performed, we have not identified any material uncertainties relab.ng to events or conditions that, individually or collectively, may cast significant doubt on the group's ability to continue as a going concern for a period of al least twelve months from when the financial statements are 8Uthorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concem are described in the relevant sections of this reporL Other information The trustees are responsible for the other infomiation. The other information comprises the information included in the Trustees, Annual Report. Our opinion on the ff nancial statements does not cover the other information and, ex￿pt to the extent otherwise explicitly stated in our report, we do not express any fomi of assurance conclusion thereon. 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 infonmation 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 finaneial statements or a material misstatement of the other information. If, based on the work we have perfomied, 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. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit. 33

Greenwich & Bexley Community Hospice INDEPENDENT AUDITORS. REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMMUNITY HOSPICE LIMITED Icontinued the information given in the Trustees, Report (which includes the strategic report and the directors, report prepared for the purposes of company lawl for the financial year for which the financial statements are prepared is 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 the light of the knowledge and understanding of the group and the parent charitable company and ils environment obtained In the course of the audit, we have not identified material misstatements in the Trustees, Report Iwhich incorporates the strategic report and the diiectors, report). We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require us lo report to you if, In our opinion". adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us., or the parent charitable company financial statements are not in agreement with the accounting records and returns., or certain disclosures of trustees, remuneration specified by law are not made., or we have not received all the information and explanations we require for our audit. Responslbllltles of trustees for the financial ststements As explained more fully in the trustees, responsibilities slalement sel out on page 32, the Iruslees (who are also the directors of the charitable company for the purposes of company lawl 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 lo enable the preparation of financial statements that are free from material misslalemenl, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the group's and the parent 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 Iruslees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic allernalive bul to do so. Auditor's responsibilities for the audit of the financial statements Our objective5 are to obtain reasonable assurance about whether the financial slalemenls as a whole are free from material misslatemenl, whether due lo fraud or error, and lo issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, bul is not a guarantee that an audit conducted in accordance with ISAS IUKI will always delecl a material misstatement when it exists. Misstalemenls 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 slalemenls. Irregularities, including fraud. are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, lo detect material misslatement5 in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. Based on our understanding of the group and the environment in which il operates. we identified that the principal risks of non-compliance with laws and regulations related lo compliance with regulatory requirements of the Care Quality Commission, Charity Commission, employment law and health and safety regulations, and we considered the exlenl to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct Impact on the preparation of the financial statements such the Companies Act 2006, the Charities A¢1 2011, the Slalemenl of Recommended Practice for Charities ISORP 20151 (Second Edition, effective l January 20191, payroll taxes and VAT.

Greenwich & Bexley Community Hospice INDEPENDENT AUDITORS, REPORT TO THE MEMBERS OF GREENWICH & BEXLEY COMNIUNITY HOSPICE LIMITED (continued} We evaluated managemenfs incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were re18ted to recognition of income and management bias in certain accounting estimates. Audit procedures performed by the engagement tearn included.. Inspecting trustees, meeting minutes., Inspecting correspondence with regulators and tax authorities., Discussions with management including consideration of known or suspected instsnces of non- compliance with laws and regulation and fraud., Evaluating management's controls designed to prevent and detect irregularities.. Identifying and testing journals, in particularjoumal entries posted at the year-end or with unusual descriptions,. and Challenging assumptions and judgements made by management in their critical accounting estimates. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and tfftnsactions reflected in the financial slatemenls, as we will be less likely lo become aware of instanTrs of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the auditof the financial statements is located on the Financial Reporting Council's website at.. www_frc.or .uk/auditorsres onsibilities. This description forms part of our audilorfs report. Use of our report This report is made solely to the charitable company's members, a5 a body, in accordanTr with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might stale lo the charitable company's members those matters we are required lo slate 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. Siobhan Holmes (Senior Statutory Auditor) For and on behalf of Haysmacintyre LLP Statutory Auditors 10 Queen Street London EC4R 1AG Date.. 35

Greenwich & Bexley Community Hospice CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES {Incorporating INCOME AND EXPENDITURE ACCOUNT) Unrestricted Funds General Designated Restricted Fund5 2022 2021 Notes INCOME FROM: Donations and Legacies.. Voluntary Income General donations Charity shop donations Legacies Charitable activities.. Operating a Hospice Other trading activities.. Charity shop income Lottery income Other sales income Rental income Investment.. Other income.. 954,565 229,602 969,279 139,925 1,094,490 229,602 969,279 1,562,094 42,093 682,327 4,481,335 4,481,335 4,121,839 1,882,365 417,442 38,482 10,311 21,923 726,493 1,882,365 417,442 38,482 10,311 21,923 1.432,916 662,490 282,685 57,926 9,410 20,222 2,268,013 4a 4b 706,423 Total Income 9,731,797 846,348 10,578,145 9,709,099 EXPENDITURE ON: Raising funds. Fundraising and marketing costs Charity shop expenditure Lottery expenditure Charitable activities.. Operating a Hospice Clinical expenses 629,424 629,424 591,095 1,587,580 255,591 1.587,580 255,591 1,642,466 215,212 6,330,157 925,266 7,255,423 6,530,776 Total Expenditure 8,802,752 925,266 9,728,018 8,979,549 Net (lossesllgains on investments 10 67,064 67,064 89,180 Net incomel{expenditure) 996,109 178.9181 917,191 818,730 Transfers between funds 16 922,391 {843.20SI 179,1851 Net movement In funds 1,918,500 (843,2061 (158.1031 917.191 818,730 BALANCE BROUGHT FORWARD at 114121 2,777,702 1,966,349 6,269,308 11.013.359 10,194,629 BALANCE CARRIED FORWARD at 3113122 4,696,202 1,123,143 6,111,205 11,930,550 11,013,359 All recognised gains and losses are included in the consolidated slalement of financial activitie5. All transactions are derived from continuing activities. The accompanying notes form part of these financial slalernenls. Full comparative figures for the year ended 31 March 2022 are shown in note 21. 36

Greenwich & Bexley Community Hospice COMPANY NUMBER: 2747475 CONSOLIDATED AND CHARITY BALANCE SHEETS As at 31 March 2022 The Group 2022 The Charity Notes 2021 2022 2021 FIXED ASSETS Tangible assets Investments 6,089,764 891,566 6,210,485 811,342 6,089,764 6,210,485 892.568 812,344 10 6,981,330 7,021,827 6,982,332 7.022,829 CURRENT ASSETS Stocks Debtors Cash on deposit, at bank and in hand 11 12 5,457 1,736,456 3,063,749 2,708,338 4,825,528 3,160,586 2,257.589 4,338,029 2,911,964 7,533,866 4,805,662 7,498,615 5,169,553 CURRENT LIABILITIES CREDITORS.. Amounts falling due within one year 13 12,584,646) 1814,130) 12,334,170) 1657,2961 NET CURRENT ASSETS 4,949,220 3,991.532 5,164,445 4,512,257 NET ASSETS 11,930,550 11.013,359 12,146,777 11,535,086 FUNDS UNRESTRICTED FUNDS". General Fund Designated Funds Fixed Assets Fund Legacy Fund RTP Fund Building Development Fund 4,696,202 2,777,702 4,912,429 3,299,429 223,143 274,680 1,191,669 500,000 223,143 274,680 1,191,669 500,000 600,000 300,000 600,000 300,000 RESTRICTED FUNDS: Propety Fund others 5,866,621 244,584 5,935,805 333.503 5,866,621 5,935,805 244,584 333,503 16 11,930,550 11.013,359 12,146,777 11,535,086 51- The financial statements were approved and authorised for issue by the Board of Directors on L l i< 6 k / 2022 and were signed below on its behalf by.. MrsR uss Director David Atterbury Thomas- Director The accompanying notes form part of these financial statements. The net income for the charty only for the year is £611,691 12020121=£1.340.4571 37

Greenwich & Bexley Community Hospice CONSOLIDATED CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2022 2022 2021 Notes CASH FLOWS FROM OPERATING ACTIVITIES 1,842.590 1,762,349 CASH FLOWS FROM INVESTING ACTIVITIES Interest received Payments to acquire fixed assets Disposal of fixed assets Purchase Df investments 1,166 181,9771 2,240 1143,9631 9,750 111,0301 CASH PROVIDED I (USED INI INVESTING ACTIVITIES 1,761,779 1,619,346 INCREASEI (DECREASE} IN CASH IN THE YEAR 1,761,779 1,619,346 Cash and cash equivalents at the beginning of the year 3,063,749 1,444,403 TOTAL CASH AND CASH EQUIVALENTS AT THE END OF THE YEAR 4.825,528 3,063,749 NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT A. RECONCILIATION OF NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2022 2021 Net income las per the Statement of Financial Acliviliesl 917,191 818,730 Depreciation charge Profil on disposal of fixed assets Gainson Investments Decrease in stock Ilncieaselldecrease in debtors Increase in creditors Interest received 202,698 194,640 19,7501 1100,4601 3,989 712,743 144,697 12.2401 180,2231 5,457 1971,8821 1.770,515 11,1661 Net cash used in operating activities 1.842,590 1,762,349 ANALYSIS OF NET DEBT The charity has no nel debt and therefore no analysis is required. 38

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS ACCOUNTING POLICIES The principal accounting policies adopted, judgements and key sourees of estimation uncertainty in the preparation of the financial stslements are as follows.. Statement of compliance The financial ststements have been prepared in accordan￿ with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102} leffecb.ve 1 January 2015)- the Statement of Recommended Practice for Charities {SORP 20151 (Second Edition, effective 1 January 20211, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 102) and the Companies Act 2006. Greenwich & Bexley Community Hospi￿ Limited meets the definition of a public benefrt entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise staled in the relevant accounting policy note{s}. General infomiation The charity is a private company limited by guarantee, incorporated in England and Wales (company number 27474751 and a charity registered in England and Wales Icharty number. 10174061 the charity's registered office is shown in the referen￿ and administrats.on section. The charity is set up as a company limited by guarantee. Preparation of accounts on a going concern basis Im act of economic factors on our business The COVID-19 worldwide pandemic has generated an economic tsunami, demonstrating the inherent volatility to revenue income, coupled with the conflict in Ukraine and the rising cost of living, we continue to operate in incredibly uncertain times. We were pleased lo see the lrfting of many lockdown measures in April 2021, but our community remains understandably cautious and, as a result, it is difficult to predict how people will shop, donate and volunteer their time into 2022123. Following the instigation of our business continuity plan the previous year, many changes remained in place for significant parts of the year. Most notably, we continued to rely on more remote video and telephone consultation. although we were glad to bring outpatients back into the building and gradually relax some of our visib.ng arrangements for our inpatient unil. We have continued to see an increased need for care in the community, and the demand for Inpalienl and hospital support is also above pre-pandemic levels. We welcomed more volunteers back into all areas of our operation,. it was refreshing to see their generosity and commiknent which has been the lifeblood of the hospice fi)r so long. We designed our fundraising plans to be flexible and adaptable to sccommodate supporter behaviour and we were excited lo open our shops earlier than we had budgeted for, gaining an addib.onal three months, worth of income. We were glad to be able to benefit from an additional £706.423 Hospice Emergency funding from NHS England, and were sUPPOrted by an additional £299,000 of COVID-19 funding from the local NHS. The cost of living crisis has seen a significant increase in inflation instigated by high energy price5. The company will benefit from the various measures that the govemment is putting in pla￿ to support companies through this crisis. 3?

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl ACCOUNTING POLICIES Icontinuedl In addition.. We have free reserves of £5.6m and have liquid funds of £4.8m in our bank account5 a5 at the year-end We are able lo Iiquidale the investment portfolio if necessary. Based on the plans and measures described above, the Trustees consider there are no material uncertainties about the Charity's ability lo continue as a going coricern. The review of our financial position, reserves levels and future plans gives Trustees confidence the charity remains a going concern for the foreseeable future. Consolidation The group financial stslemenls consolidate the financial statements of the charitable company and its wholly owned subsidiaries, GBCH Trading Limited and Greenwich & Bexley Community Hospice Lottery Limited. 11 is the group's policy to transfer the profits of the subsidiaries lo the charity under Gift Aid. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because the Charity has taken advantagè of the exemption afforded by section 408 of the Companies Act 2006. The surplus of the parent charity was £917,191 12021.. £818,730). The registered office for both GBCH Trading Limited and Greenwich & Bexley Community Hospice Limited is 185 Boslall Hill, London, SE2 OGB. Uniform accounting policies have been applied. Income recognition All income, including government grants, is rec￿nISed once the charity has enlillemenl lo income, il is probable that income will be received and the amount of income receivable can be measured reliably. Donations and legacles Donations and gifts and are included in full in the Statement of Financial Activities when there is entitlement. probability of receipt and the amount of income receivable can be measured reliably. Gifts in kind Gifts in kind represent assets donated for distribution or use by the Charity. Assets given for distribution are recognised as income only when distributed. Assets given for use by the charity are recognised when receivable. Gifts in kind are valued at the amount actually realised from the disposal of the assets or at the price the charity would othe￿ise have paid for the assets. Personal Protective Equipment IPPE} The group received donated PPE during the year, organised by Hospice UK. Grant$ Grants (including government grants) are recognised in full in the statement of financial activities in the year in which the charity has entitlement lo the income, the amount of income receivable can be measured reliably and there is probability of receipt. Income from charitable activities Income from charitable activities is recognised as earned as the related services are provided. Income from other trading ackn'vities is recognised as earned as the related goods are provided. Other Income Income received from pension recovery, salary recharges, Bexley adult social care contract, and NHS England are included in other income. Investment income Investment income 15 recognised on a receivable basis once the amounts can be measured reliably

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS {continued) ACCOUNTING POLICIES Icontinuedl Expenditure Expendbture is recognised On￿ 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 is classified under the following activity headings.. Costs of raising funds wmprises-, fundraising and marketing, charity shop and lottery expenditure. Expenditure on charitable activities comprises Hospice operating costs. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred Expenditure is allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned based on staff time attributable lo each activity. Allocation of costs St8ff costs are allocated be￿een direct charitable expenditure and supptsrt costs based on the time spent on these activities. Other costs are allocated directly to the relevant heading. Fixed assets Depreciation is provided to write off the cost or valuab"on, less estimated residual values, of all fixed assets, except f￿ehOld land over their expected useful lives. It is calculated at the following rates.. Freehold buildings Fixture, Fittings and equipment Motor vehicles 10/0 Straight line 331130/0 and 1 OOA straight line 25Vo straight line Donated assets are induded at value on the date received. Investments Investments are a form of basic financial instruments and are initially shown in the financial slalements al market value. Movements in the market values of investrnents are shown as unrealised gains and losses in the Ststement of Financial Aclivilies. Stocks Stocks are valued al the lower of cost and nel realisable value. Cost is based on the cost of purchase on a first in, first out basis. Net realisable value is based on estimated selling price less additional costs to completion and disposal. The Trustees have concluded and agreed thatthe valuing of shops donated goods for resale on receipt is impractical due to the high volume of low value fiems, lack of stock system for recording these items and the administrative cost involved. Instead the income is recognised in the accounts when these goods are sold. Financial instruments The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised al transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured al amortised cost using the effective interest method. 41

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl ACCOUNTING POLICIES Icontlnued} Creditors and provisions Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third p3rly and the amount due to sellle the obligation can be measured or estimated reliably. Creditors and provisions are normally cognised al their settlement amount after allowing for any trade discounts due. Debtors Trade and other debtors are recoonised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments with a short malurily of three months or less from the date of acquisition or opening of the deposit or similar account. Operating leases Renta15 payable under operating leases are charged lo the Statement of Financial Activities (SOFA} as incurred over the term of the lease. Funds Unrestricted funds are funds that can be used in accordance with the charitable objects at the discretion of the trustees. Designated funds are unrestricted funds earmarked by the trustees for particular purposes. Re51riGted funds Comprise monies raised for, and their use restricted lo a specific purpose or donations subject lo donor-lmposed conditions. Estimates and judgements Estimates and judgements are continually evaluated and are based on historical experience and other factors, Including expectations of future events that are believed to be reasonable under the circum51ance5. Although these estimates are based on management's best knowledge of the amount, events or actions, actual results ultimately may differ from those estimates. The Trustees consider the eslimalion of useful life of fixed assets lo be the area of judgement and eslimalion that have a significant effect on the financial statements. Further details on Ihesejudgemenls are provided above under tangible fixed assets. Legacies are recognised when the following conditions are confirmed.. there has been grant ol probate by the end of the financial year the executors have established that there are sufficient funds to pay the legacy any conditions altsched lo the legacy are either within the control of the Charity or have been met Employee benefits Short term benefits Short term benefits including holiday pay are recognised as an expense in the period in which the service is received. Employee lermin8tion benefrts Termination benefits are accounted for on an accrual basis and in line with FRS 102. Pension scheme Contributions to the NHS and Stakeholder pension schemes in respect of eligible employees are charged to the income and expenditure account as they become payable. The Stakeholder scheme is 8 defined contribution scheme and the NHS a final Salary scheme. 42

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl DONATIONS AND LEGACIES 2022 Totsl 2021 Total Donations Legacies 1,329,092 969,279 1,604,187 682,327 2,298,371 2,286,514 INCOME FROM CHAR ￿ABLE AcTIV￿lEs Operating a HoSpi￿- NHS income 4.481.335 4,121,839 4a. OTHER SALES INCOME 2022 2021 Catering Income Training Income 5,184 33,298 2,072 55,854 38,482 57,926 4b. OTHER INCOME 2022 2021 Pension Recovery Medical Insurance Claims Landlord Contribtjtion to shop repairs Kickstart Rebates Covid Testing charges Leasè Extension Salary Recharge secondment Retail, Hospitality and Leisure Grant Furlough Refund including Trading NHS England Support Adult social Care Contract Charge for provision of medical notes Others 22,528 4.463 22,528 55,854 2,055 12,000 32,562 21,660 30,605 52,002 10,446 706,423 539,546 29,707 198,732 414,537 1,386,599 210,000 50 681 1,432,916 2,268,013

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontlnuedl ANALYSIS OF GROUP EXPENDITURE 5a Direct and Support Costs Direct Costs Support costs Total 2022 Raising Funds Fundraising and marketing costs Charity shop expenditure Lottery expenditure 491,838 1.549,753 251,391 137,586 629,424 37.827 1.587,580 4,200 255,591 Charitable activities Operating a Hospice Clinical expenses 5,835.296 1,420,127 7,255,423 Expenditure 8, 128,278 1,599,740 9,728,018 Direct and Support costs Direct costs Support costs Total 2021 Raising Funds Fundraising and marketing costs Charity shop expenditure Lottery expenditure 495,074 1,606,183 211,372 96,021 591,095 36,283 1,642,466 3,840 215,212 Charitable activities Operating a Hospice Clinical expenses 5.548,610 982,166 6.530,776 Expenditure 7.861.239 1,118,310 8.979,549 44

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl ANALYSIS OF GROUP EXPENDITURE Icontinuedl 5b. Support costs Administration Finance and IT Office Costs Governance Total 2022 Raising funds Fundraising and marketing Costs Charity shop expenditure Lottery expenditure 65,463 57,270 9,771 5,082 137.586 33,287 4,540 4,200 37,827 4,200 Clinical expenses 660,713 615.974 100.532 42,908 1,420,127 759,463 681,984 110,303 47,990 1,599,740 Support costs Administration Finance and IT Office Costs Governance Total 2021 Raising funds Fundraising and markeb'ng costs Charity shop expenditure Lottery expenditure 34,666 48,501 9,054 3,800 96,021 31,683 4,600 3,840 36,283 3,840 Clinical expenses 359,792 502.655 89,395 30,324 982,166 426,141 559,596 98,449 34,124 1,118,310 sc Governance costs include: 2022 2021 Staff costs Auditoff s remuneration. Audit work Other services 47,990 34,124 13,900 10,900 {2001 61,890 44,824 Where support costs are not incurred specifically for an activity heading, they are allocated on the basis of the number and level of staff ernployed within the appropriate activity heading.

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontlnued) ANALYSIS OF GROUP EXPENDITURE leontlnuedl Employees The Group 2022 2021 Number Number The Charity 2022 2021 Number Number Average number of employees. excluding Directors Full lime equivalent figures 179 156 178 157 143 122 134 118 Staff costs consisted of: 2022 2021 2022 2021 Salaries Social security costs Other pension costs Redundancy payments 5,350,454 5,192,777 4,435,247 4, 190,992 540,939 499,901 465.838 422,939 369,278 368,642 332,792 326.220 20,062 20,062 6,260,671 6,081,382 5,233,877 4,960,213 Agency Medical services 175,719 222,163 29,422 283,955 169,416 222,163 29,422 283,955 6.658,553 6,394,759 5,625,456 5,273,590 The number ofemployees whose emoluments were £60.000 or above per annum were.. 2022 2021 £60,000- £69,999 £70,000- £79,999 £80,000-£89,999 £100.000 - £109,999 Of these, 8 employees are accruing pension contributions totslling £55,796 12021'.7 employees, accruing £44,105). The total employèe benefi'ts of the key management personnel of the Group were £524,915 12021. £448,572) Of this, £491,732 12021.. £416,889) relates to the key management personnel of the charity. TRUSTEES REMUNERATION AND EXPENSES No expenses were fftimbursed to trustees in the current year.12021.' £Nill. No Trustee received remuneration in the current or prior year. 46

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS {continued) NET INCOME 2022 2021 The net income is stated after charging-. Auditors, remuneration (excluding VATI For audit For tax compliant services Lease payments Depreciation 16,700 5,940 343,297 202,698 15,500 3,640 333,750 194,640 TANGIBLE ASSETS- GROUP Subsidiary Furniture, Equipment & Vehicles Group Total Freehold Land & Buildings Equipment Motor Fumiture & Vehicles Fittings Charity Total Cost or valuation Al 1 April 2021 Additions Disposals 6,918,444 2.116,082 60,627 69,650 21,350 140,8861 9,104.176 81.977 140,8861 127,801 9,231,977 81,977 1127,8011 11 $8,687) At 31 March 2022 6.918,444 2,176,709 50,114 9.145,267 9,145,267 Depreciation At 1 April 2021 Provided for the year Disposals 982,639 69,184 1,849.320 123.138 61,732 10.376 140,8861 2,893,691 202,698 140,886) 127,801 3,021,492 202,698 1127,801} {168,6871 At 31 March 2022 1,051,823 1.972,458 31,222 3,055,503 3,055,503 Net Book Value Al 31 March 2022 5,866.621 204,251 18,892 6,089,764 6,089.764 At 31 March 2021 5.935,805 266,762 7,918 6,210,485 6,210.485 47

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS (continued 10. FIXED ASSET INVESTMENTS 2022 2021 Charlty.. Shares in subsidiary companies al cost Listed Investments 1,002 891,566 1,002 811,342 At 31 March 2022 892,568 812,344 The historical cost of listed investments at 31 March 2022 was £750.00012021.' £750,000). 2022 2021 Al 1 April 2021 Additions Disposals Gainl Ilossl on investment nveslmenl Income Investment Fees 811,342 699,852 11,030 66,871 20,952 17,5991 100,460 17,983 16,7031 Al 31 March 2022 891.566 811,342 2022 2021 Investment in subsidiary undertakings Cost GBCH Trading Limited Greenwich & 8exley Community Hospice Lottery Ltd 1,000 1.000 Al 31 March 2022 1,002 1,002 The charitsble company owns 1000/0 of the share capital of GBCH Trading Limited being 1,000 Ordinary Shares of £1 each and 100Q/o of the share capitsl of Greenwich & Bexley Community Hospice Lollery Limited being 2 Ordinary Shares of £1 each. The subsidiaries are registered in the United Kingdom. The principal activity of GBCH Trading Limited (company registration number.. 56120681 is the operation of chaiily shops. The principal activity of Greenwich & Bexley Community Hospice Lottery Ltd Icompany registration number". 064837681 is lo generate funds for the p8rent company through the operation of a lottery. Where applicable, the lolal nel taxable profits are distributed to the Charity by gift aid. A summary of the results of the subsidiaries are shown on the next p8ge. 48

Greenwich & Bexloy Community Hospice NOTES TO THE FINANCIAL STATEMENTS {continued) 10. FIXED ASSET INVESTMENTS Icontinued} 2022 2021 GBCH Tradlng Llmhed Turnover Cost of sales 1.882,365 111,604) 662.490 {6,2391 Gross profit Administrative expenses 1,870,761 656,251 11.575,9771 11,636,227) Operating Ilossllprofit Other Income 294,784 1979,9761 10,716 390,163 305,500 1589,8131 13,505 Corporation Tax ProfiU(Lossl for the year 305,500 1576,308} ProfiVILossl brought forward 1521,727} 54,581 ProfiVILossl carried forward {216,2271 {521,7271 The assets and liabilities of the subsidiary were.. Fixed assets Current assets Current liabilities 583,422 257,214 1798,6491 1777,9411 Total net assets 1215,2271 1520,7271 Aggregate share capital and reserves 1215,2271 1520,7271 The net Iliabiltbesllassets of the subsidiary as at 31 Mareh 2022 were £ {215,227112020121.. £1520,7271. Greenwich & Bexley Community Hospice Lottery Limited 2022 2021 Turnover Cost of sales 417,442 282,685 {71,912} 167,600) Gross profi't Administmtive expenses 345,530 215,085 1183.6791 1147,6121 Operating profit 161,851 67,473 161,851 67.473 (161,8511 167,473) Distribution to parent charity Retained in subsidiary 49

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS lcontinuedl 10. FIXED ASSET INVESTMENTS {continuedl The Current assets and liabilities of the subsidiary were.. Current assets Current liabilities 223,148 112.853 1223,1461 1112,8211 Total nel assets Aggregate share capital and reserves The nel assets of the subsidiary as al 31 March 2022 were £212021.. £21. 11. STOCKS The Group 2022 The Charity 2022 2021 2021 Materials 5,457 12. DEBTORS The Group The Charity 2022 2021 2022 2021 Trade debtors Prepayments Legacies Other accrued income NHS England grant other debtors Amounts due from subsidiaries 689,226 349,053 878,116 54,811 644,089 93,043 96,284 225,536 923,559 58,311 318,120 114.646 686,351 71,693 878,116 39.000 644,089 70,060 771,277 86,443 58,482 923,559 42,500 318,120 94,527 733,958 2,708,338 1,736.456 3,160,586 2,257,589 13. CREDITORS: amounts falling due within one year The Group The Charity 2022 2021 2022 2021 Trade creditors Other taxes and social security Accruals Other Creditors Deferred income Inole 151. 489,798 132,693 804,218 897,087 260,850 239,858 127,599 316,381 49,900 80,392 446,571 132,094 630,113 897,087 228,305 222,122 127,599 205,984 49,886 51,705 2.584,646 814.130 2,334,170 657,296 50

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS (continued) 14. ANALYSIS OF DEFERRED INCOME Group Charity 2022 2021 2022 2021 Deferred income at 1 April Applied during the year Released during the year 80,392 211,546 131,0881 74,242 28,687 122.5371 51,705 179,000 {2,4001 51,705 Deferred income at 31 March 260,850 80,392 228,305 51,705 15. STATEMENT OF FUNDS {20221 At 3113122 At 114121 Income Expenditure Transfers & Gains Unrestricted Funds General Fund 2,777,702 9,731,797 (8.802.752) 989,455 4.696,202 Designated.. Fixed Assets Fund Legacy Equalisation Fund Recovery & Transformation Fund Building Development Fund 274,680 1,191,669 500,000 151,5371 11,191,669) 142,208 223,143 142,2081 600,000 300,000 300,000 Restricted Funds Donations Propety Fund 333,503 5.935,805 846,348 1925,2661 {10,0011 244,584 {69,1841 5,866,621 Group Total 11,013,359 10,578,145 19,770,226) 109,272 11,930,550 51

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS {continuedl STATEMENT OF FUNDS12021) At 3113121 At 114120 Income Expenditure Transfers Unrestricted Funds General Fund Designated.. Fixed Assets Fund Legacy Equalisalion Fund Recovery & Transformation Fund Restrlcted Funds Donations 2,049.220 8,003,163 17,443,203) 168,522 2,777,702 260,048 1,691,669 14,632 1500,0001 500,000 274,680 1,191,669 500,000 193,501 1.705,936 11,536,3461 129,5881 333,503 Property Fund 6,000,191 1.705,936 164,3861 5,935,805 Group Total 10.194,629 9,709,099 18,979,549) 89,180 11,013.359 The Trustees have deslgnated funds out of the unrestricted funds for speGrfi¢ Pu￿OS9S as follows.-. Fixgd Assets Fund In order lo fulfil its charitable objectives the Charity needs ils fixed assets. These assets, although unrestricted, cannot be realised wilhoul undermining the Charity's work and the Trustees therefore feel that it is appropriate to reflect the investment in fixed assets by means of a designated fund. Legacy Equalisation Fund In 2016117 the Trustees created a Legacy Equalisalion Fund taking advantage of the record legacy income in that year. The fund was established lo be used to moderate the fluctuating nature of legacy income by allocating any annual excess of legacy income received over the ten year average legacy income lo the Equalisalion Fund and lo release funds back lo the General Fund in years where the legacy income falls below the ten year average. Due to above average income in 2021120, £735,291 was transferred to the Legacy Equalisalion Fund from the general fund. The Board took the decision lo wind down the 'Lega¢y Equalisalion Fund, this year, and to invest this into the two remaining designated funds with the balance transferred to the General Fund Recovery and Transformation Fund This fund has been set up lo invest In a number of projects to support the Recovery & Transformation Programme. The Hospice Recovery and Transfomialion Programme was approved by the Board of Trustees al the end of 2021. The purpose of the programme is lo help us recover from the effects of the pandemic and lo support transformation in seven priority areas, Identified and crystallised by the COVID-19 experience.. Service Transfomation Refreshing Volunteering Staff Wellbeing and Development Equality, Diversity and Inclusion Retail and Commercial Development Fundraising Development Stakeholder Engagement Building Developrnent Fund Thi5 fund will be used lo support the development of the building post pandemic, including investment in our inpalienl unil, creating more single bedrooms to enable easier infection control and improvement of our staff changing and rest facilities to improve staff wellbeing. We are grateful lo CRASH Charity for facilitating a review of our Bostall Hill sile in 2021122. Thi5 created a feasibility study of the options available lo improve our building post pandemic. 52

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl The Charity has the following restricted funds." Donations Fund This represents funds received where the donor has declared where the gift should be spent During the year, £228,843 was released into general reserves. Property Fund The predecessor organisation to the Hospice, an unincorporated charity, transferred the land and buildings on which the Hospice's main operations are located, to the Hospi￿ on restrictive tem)s for the sum of £1. The transfer documentation predates the SORP and Charities Act, but legal opinion elarified restrictive temis that the propety is held on trust by Greenwich & Bexley Community Hospice Limited on behalf of the predecessor org2nisab"on. However, the Charty has the legal right to register charges against the propety and it could be indemnified OLtt of the premises in respect of liabilities properly inCUr￿d in the Charity's role of Trustee. Accordingly, the net book value of the land and buildings together with all improvements made to date on the premises are reported as a separate restricted fund. Transfers betsveen funds reflects the capital building project and movement in fixed assets.

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinugd) 16. ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS AS AT 3113122 General Fund Designated Restrlcted Fund Funds Subsidiary Reserves Total Fixed assets Investments Current assets Current liabilities 223,143 5,866,621 6,089,764 891,566 806,570 7,533,866 11,022,797} {2,584,6461 891,566 5,582,712 11,561,849) 900,000 244,584 4.912,429 1,123,143 6,111,205 {216,2271 11,930,550 ANALYSIS OF GROUP NET ASSETS BETWEEN FUNDS AS AT 3113121 General Fund Designated Rostrlcted Fund Funds Subsldlary Reserves Total Fixed assets Investments Current assets Current liabilities 274,680 5,935,805 6,210,485 811,342 4,805,662 {814.130} 811,342 2,410,423 77,664 1,691,669 333,503 370,067 1891,7941 3,299.429 1,966.349 6,269,308 1521,7271 11,013,359 17. PENSIONS The company contributes to the NHS and Stakeholder pension schemes in respect of eligible employees. The assets of the schemes are held separately from those of the company in independently administered funds. The pension cost represents contributions payable by the company to the pension scheme funds. The NHS scheme is a multi-employer deferred benefits scheme which is underwritten by the Treasury. The Charity's obligations are limited to its annual contributions. The scheme currently has an employee contribution of be￿een 50/0 and 13.5Yo and an employer contribution of 14.30k. The Stakeholder Scheme has an employee contribution decided by the employee and the employer contribution is 10/0 above the employee's contribution5 UP to maximum of 70A. The total employers pensions contribution for the year amounted to £332,792 {2021'. £326,220} and as al the balance sheet date the company held lolal contributions of £53,207 {2021'. £49,841) that were payable lo the pension schemes. The charity does not have any further commitments under these pension schemes. 54

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl 18. OPERATING LEASE COMMITMENTS 2022 2021 Land & Buildings Land & Buildings Other Other As at 31 March 2022, the charity had annual lease rental commitments totalling.. Leases expiring within 1 year Leases expiring within 1-5 years Leases expiring after 5 years 208,897 6,884 193,049 4,065 511,699 8.658 490,998 8,073 5,151 18,332 725,747 15,542 702,379 12,138 19. CAPITAL COMMITMENTS 2022 2021 Aulhorised 5,000 20. RELATED PARTY TRANSACTIONS In 2022 the following transactions took place belween the Charity and its wholly owned subsidiaries GBCH Trading Limited (company number.. 056120681 and Greenwich & Bexley Communty Hospi Lottery Limited (company number.. 06483768).. Amounts due to the parent company at the yearend was £771,277. There are no other outstanding balanTrs with related parties as at 31 March 202212021.. £nill. The total amount of donations received from the trustees in the year was £9,15512021." £ 31,1131. 55

Greenwich & Bexley Community Hospice NOTES TO THE FINANCIAL STATEMENTS Icontinuedl 21. COMPARATIVE CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES120211'. Unrestricted Funds Restricted General Designated Funds 2021 Notes INCOME FROM: Donations and Legacles.. Voluntary Income General donations Charity shop donations Legacies Charitable activities.. Operating a Hospi¢e other trading aGtivities.- Charity shop income Lottery income Other sales income Rental income Investn7ent.- other incom8.' 1,242,757 42,093 882,327 319,337 1.562,094 42.093 682,327 4,121.839 4,121,839 862.49D 282.685 57.926 9,410 20,222 881,414 662,490 282.685 57.928 9.410 20,222 2.268,013 4a 4b 1,386.599 Total In¢ome 8,003,163 1.705.936 9,709,099 EXPENDITURE ON.. Raisijjg funds.. Fundraising and marketing costs Charity shop expenditure Lottery expenditure Charitable activtities.. Operating a Hospice Clinical expenses 591.095 591,095 1,642,466 215,212 1,642.466 215.212 4,994,430 1,536,346 6,53D.776 Total Expenditure 7,443,203 1.536.346 8,979,549 Net Ilossesllgains on investments 89,180 89,180 N•t incomellexpenditurèl 649,140 169,590 818,730 Transfers between funds 16 79,342 14,632 193,974) Net movement in lunds 728,482 14,632 75.616 818,730 BALANCE BROUGHT FORWARD at 114120 2,049,220 1,951,717 6,193,692 10,194,629 BALANCE CARRIED 2,777,702 1,986,349 6,269,308 11,013,359 FORWARD at 3113121 56