COMPANY NUMBER: 02929267 CHARITY NUMBER: 1039086 Mountbatten Mountbatten Isle of Wight Limited Incorporating: Mountbatten Isle of Wight Limited Mountbatten Hampshire Report and financial statements for the year ended 31 March 2025 Mountbatten Isle of Wlght Limited, Report and Financlal Statements for year ending 31 March 2025 Contents Reference and administrative information Statement from the CEO Statement from the Chalr of Trustees Governance Background ond Strategv Strate8ic report- Objertives & activities The Mountbatten pyramid io 11-12 Key achievements and performance Servlces across the Mountbatten Group Rehabllltation and Enablement Services 13 14-19 19 Psychology and Bereavement Servlce Public & Communlty Engagement Quallty Achlevements and performance Informatlon governance Future plans Information Technologv Education and Training Communicatlons 20-21 22 23-24 25-29 30 31 32-34 35-40 41-42 Retall 43-44 Commerclal Development Estates and Facillties 45-49 Catering and Hospitatility Mountbatten's People Trustee5' duty to promote the success of the Charlty- Section 172 5taternent Sustalnability and carbon reportlng Financial review 49 50 51-53 54-55 56-57 Public benefit statement 57 Principal rlsks and uncertainties Statement of trustees. responsibilities Independent auditols report Consolldated statement of flnancial actlvitles lincorporoting an income and expenditure account) Balance sheet 58-59 60 61-63 64 65 Consolidated statement of cash flows 66 Notes to the financial statement5 67-93 Mountbatten Isle of Wight Llmlted Reference and admlnlstratlve Inforrnatlon Statu5 and structure.. Mountbatten Isle of Wight Limited operates as a charitable company limited by 8uarantee Company number.. 02929267 Charity number: 1039086 Registered office and operational address.. Mountbatten Isle of Wight Limited Halberry Lane Newport Isle of Wight P0302ER Trustees Trustees are also Directors under company law: l Resourtes Committee Member 2 Services Committee Member 3151e of Wight Trading Company Director 6 Hampshire Trading Company Dirertor Sir lan Cheshire 3, 4 M Acland 1, 3,4 A Neill 1.3, 4 B Halliday 1, 2, 3, 4 A Stables 2, 3. 4 W Murwill 2, 3, 5. S Izatt 1, 3 M Forrest-charde 2, 3, 4 K Collins V Hastin8S C L Panayi T Peachey J Sichel A Gornall CHAIR Vice Chalr Chalr Resources Committee Iresi8ned August 20241 {resi8ned August 20241 (resigned August 20241 (appointed July 2024) (appointed July 20241 13ppointed July 20241 (appointed July 20241 (appointed July 2024) lappolnted July 2024 and resi8ned October 20241 Company Secretary W Wright M Edmonds Iresi8ned July 2024) (appointed August 2024) Senior Management Team N Hartley R McGregor L Smith M Edmonds D Hod8kin5 J Hazeldine D Flemin8 S Lewis Chief Executive Deputy Chief Executive Director of Nursing Director of Finance Director of People se￿ICe5 Director of Psychosocial and Spiritual Care Director of Quality, Data and Information Director of Commercial (Appointed October 2024 and resigned July 20251 Page I Mountbatten Isle of Wl8ht Limited Reference and admlnlstratlve Inforniatlon Bankers: Natwest Natwest House Riverwav Newport Isle of Wight P030 SUX Investment Mana8ers: CCL4 Funé Managers Ltd 85 Queen Victoria Street London EC4V 4ET Investment Managers: Ruffer LLP 80 Vlctorla Street London SWIE 5JL Sollcltors: 8ate5 We115 LLP 10 Queen Street Place London EC4R IBE Solkltors: Glanvilles LLP St Cross Business Park Newport 151e of Wlght P030 5BF Audltor: Azet5 Audit se￿Ices Limited Ashcombe Court Woolsack Way Godalming Surrev GU7 ILQ Page 2 Mountbatten Isle of Wight Limited Statement from the CEO For year ended 31 March 2025 As my final annual report as the CEO of Mountbatten Isle of Wight and Mountbatten Hampshire. there is an opportunity to reflect on the last ten years or so, a time to focus on what we have achieved together, our developments, our successes, our challenges and what still needs to be done. However, we stand at a crossroads. particularly with the future financial support of hospices under critical threat from the local NH5 and it is clear that we stand on the edge of a fight to stand up for what 15 right and what dying and bereaved people should cate8orlcally expect from the statutory sertor. There is no questlon that Mountbatten ha5 changed beyond all recognition in the last ten years, both the services that the organi5ation delivers on behalf of our local communitles, but also the sheer numbers of people that we are reaching stretching the scale of our endeavour5 and our influence both in and beyond the sector. There is nothing wrong with us all being very proud of what we have and what we continue to achieve for those who are at their most vulnerable Mountbatten's work really matter5, particularly at thi5 time when hospice and end of life care are under threat within the wider UK Health and Social Care system through disinvestment In fundin8 and financlal Investment. It is also both disappointing and frustrating that it still remains si8nificaDtly easy for the dying and the bereaved to be ignored within the NHS, highlighted by current funding cuts and the lack of understanding of the sector by commissioners who can no longer afford to deliver the serwice5 that our populations need and deserve. It is a sorry state of affairs to be reminded of the terrible deflclts In end of life care which were rife in the new National Health Service of the 19405 where dying was not part of the vlslon and when the new modern hospice movement rose up in protest and rebellion. The modern hospice movement has developed during the lrfetime of many of us and wlll reach its sixtieth anniversary In 2027. Our generation should be so rightly pleased of this achievement, where we have protested against a Health and Social Care sector who in the past so easily misplaced and forgot the dyin8, foolishly thinking that they cannot come back and complain about the lack of care they have received. As the dying and the bereaved are marginali5ed once more, it is Mountbatten'5 job to both complain and to campaign and we must never stop doing this. It has become clearer to me over the past decade, that through our public engagement work and Advance Care planning drive, our local communities understand Mountbatten's commitment and service to them more and more. Through listenin8 to those who live locally ond hente delivering both what our local population want and need when they and thelr loved ones are at their most vulnerable, Mountbatten remains firmly In the hearts and minds of those who are touched by our devastating duo of expertise and kindness. This web of intense and dedicated relationshlps remains Mountbatten's most powerful weapon. The support we have through our many fundraising and Income 8eneration activities is also qulte slmply extraordinary. As demand grows and Mountbatten's services become more stretched, the understanding and commitment from those who live across our catchment areas matters more than ever and will continue to do 50 whilst healthcare commi55ioners continue to Ignore their responsibilities to those they are meant to be serving. St seems to me that we are on the verge of a battle with our local healthcare commissioners. This battle will not be between Mountbatten and them, but between our local communities and them. I know that our local population will not sit back and see their commitment to Mountbatten'5 vision and mi55ion be destroyed. Dying and bereavement are major events in all of our live5 and when we are facing both of these issues we deserve the very best from those who aretrusted to both fund and to provide the care we need. I wish Mountbatten well as it stands on the ver8e of a new era and wholeheartedly support the appointment of Becky McGre8or as my successor. I will always continue to support this remarkable organisation from the sidelines and will always be prepared to take my place on the battlefield to ensure that our communitie5 will always receive the expertise and kindness they deserve when they come to the end of their lives or when they face bereavement. Nigel Hartley MBE CEO Mountbatten Page 3 Mountbatten Isle of Wlzht Limited Statement from the Chairman For year ended 31 March 2025 Statementfrom the Chair ofTrustees Mountbatten continues to serve Its user5 on both sides of the Solent, both in our hosplces and more commonly in their homes, as demand for our services rises with every passing year. The quality of personal care our teams provide is simply outstanding and I would Ilke to thank all our colleagues for their brilliant work. We have also seen the announcement of a forthcoming change of leadershlp, with Nigel Hartley MBE stepping down as Chief Executive and Becky McGregor being confirmed as his successor, taking over in the autumn. Nigel has been simply fantastic Chief Executive over his 11 years, transforming the organlsation Into the nationally recognised leader it is today. We wlll very much miss him but are also grateful that he has been able to develop Such an able successor in the person of 8ècky. The charity is In good health thanks to Nigel's excellent stewardship, and I want to formally thank hlm for his great Service. As you will see in the accounts we had a more p051tlve year on the financial front, reducln8 the deflcits year on year, de5plte continuin8 challenges, especi?Ily in limited support from the NHS. Given new leve15 of national Insurance C05t5. we face more headwinds thls year with significant uncertainty on future NHS funding models. All that mean5 that we depend more than ever on public gener051ty to maintain our vltal operations. Thank you to all who 5UPPOrted u5 in this year and an especial thanks to all who walked on this year's Walk the Wight, which again set a new record for money raised. Also thi5 year we Saw a change of Patron, with Sir Martln White handing over to Alan ritchmarsh CBE, and we very much appreciate Martin's manv vears of service. Flnally, I would like to thank my board of trustees for their hard work and sUPPOrt over the yearl Slr lan Cheshire Chair of Trustees Mountbatten i* lols Page 4 Mountbatten Isle of Wlght Llmlted Trustees, Report Ilncludlng the Dirertors. Report) For year ended 31 March 2025 Governance The Governance of the Mountbatten Isle of Wight Limited is underpinned by a robust committee structure as below: c￿Tr. Chatr olthe Board SqN1¢*5 Ch•lp, D•il4n•ted Trurtee Ch•lr. D•￿Tr•I•d7njsIqe R•¢•Waps A￿Sory￿ro￿P Chifr: D•slin•todTrustee owllty& Govern&r￿e Chlr: Dlroctor ol NurslnB Irw•5tm•nty P•n51on5, NoffllniUL¥b5& Rernun•r•ilo Adv150ry Group Chalr: Deswn•ted Trurtee volunteer Oevelapment Group Ch8lr.' Dlrector Psy¢hosoclal & Splrltu81 C•re Cofflmunlcitlons D•wqlopm•nt Group Chalr. Head of Communltstlons Hehlth & $8fety Chalr.. Olrertorof oper￿on5 Int•irated InfO￿allon Gwemnc• Group IlncL GDPRI Chalr: H•8d of Qualltyand DPO Medlc(nÈs Safety Team Chilr: Speclallst Medlc81 Ccnsult•nt and Medlclnes PJBllmAI l.on lead dLtcatlon, TraInI￿ & Research Group Ch•tf', H••d of Eduntlon ond Tralnln4 Pollcy ReWewGrwp Ch•lr' Olroctor olOpqi•iions Trustee recrultment and appolntment Applicants are 5hortli5ted, interviewed and selected based on their experience and expert15e with the aim of achieving balance that reflects the needs of the Hospice. Trustees ore appointed by election at the AGM but may also be co- opted to serve at any time. The term of office 15 three year5 from the date of appointment. Trustees may be elected for a further term of three years. In exceptional circum5tance5 the Board may a8ree additional terms are in the best interest5 of the Hospice. Trustee Inductlon and tralnlng New Trustees are invited to an induction programme which includes a tour of the Hospice sites Wlth presentations by the Chair. Chief Executive Officer and Senior Management Team. Comprehensive information is provided about the operation of the H05pices and national trends and developments in hospicelend of life care. together with details of responsibilities and expectations as trustee. Page 5 Mountbatten Isle of Wl8ht Llmited Trustees, Report Ilncludlng the Directors, Report) For year ended 31 March 2025 Management Mountbatten151e of Wight Limited is the member and ultlmate operator of Mountbatten Hampshlre Llmited. Although the two hospice5, Mountbatten Isle of Wight and Mountbatten Hampshire continue to remain Separate entities, which reassure5 all of the communities involved in 5UPPOrting both h05pices that funds raised locally will contlnue to go towards each separate organlsation, both hospice5 now form 'The Mountbatten Isle of Wight which is managed by one Senior Management Team. Each Charity ha5 a Board of trustees whose members are largely but not wholly, common to both Charities. Detalls of the Governance arrangements are shown In the diagram above. Remuneratlon pollcy The Charity operates a Remuneration policy under the regular review of the Investment, Pension, Nominations and Remuneration Advlsory Group. The charlty aims to match Agenda for Change term5 and conditions where It is financiallv viable to do so, as part of our recrultment and retention stratebry for key clinical roles and thls is reviewed on an annual basis. Staff not covered by this payment structure are paid following regular market surveys to ensure that the Charity pays falr, market Ilnked salarie5 which are revlewed annually as part of the budgeting process for the Charltv, Page 6 Mountbatten Isle ot Wl8ht Llmlted Trustees, Report (Includln8 the Dirertors, Report) For year ended 31 March 2025 Background and strategy Mountbatten Isle of Wight Limlted was opened In 1982 and Mountbatten Hampshire Llmlted was opened in 1977. Our Mountbatten group strategy is Set on a five- yearly basis and reviewed regularly by the 8oard and its committees. March 2020 saw the start of a new and dynamic five-year strate8y, which we have worked hard to implement together with our staff. volunteers and local community. A sulte of strategic implementation plans underpin the strategy and these are reviewed regularly. A new strategy will be developed in the latter half of 2025. In addition to developing the organisational strate8y Wlth the CEO and Senlor Team, trustees. and wlder stakeholders, we re8ularly consider how planned servlces and developments wlll contribute to the defined objectives. All our charitable objectlves as agreed with the Charlty Commission are undertaken to further our charitable purposes for the public beneflt. This Annual Report look5 at what we have achieved and the outcomes of our work in the year ended 31 March 2025. Mountbatten's teams of staff and volunteers now support well over 3,000 people on any one day across the communitles of the Isle of Wight. Southampton City, and North, Mid and South Hampshire. This past year. we have continued to See substantial growih in the numbers of people benefitting from our 5UPPOrt and care. This growth ha5 continued to be inspired by our local populdtlon needs with a series of developin8 and innovative services in line with our current 2020 Strategy, all of whlch are detailed and outlined in this report which have supported Mountbatten to achieve Scale which is a main strategic aim. A useful measure of thi5 IS that we are now touching around 70% of all deaths on thelsle of Wight, and we push forward to reach a similar level in Hampshire. Some of our patients will have cancer; an increasing number will have lon8-term conditions such as heart failure or lung disease; others will have neurological conditions including motor neuron disease and multiple sclerosis. As Dementia is now the biggest cause of death in the UK, we increasingly support people with dementia and other older-age related illne55e5. In fact, it is clear that old age and frailty are now a terminal illness for many. We have the capacity to support our extensive community services wlth care for people in 16 beds at our Mountbatten Isle of Wight building in Newport and 21 beds at our Mountbatten Hampshire building In Southampton West End as well as offering support to many more within our Mountbatten John Cheverton Self-help and Day and Rehabilitation Centre on the Isle of Wight and our Hazel self-help and Day and Rehabilitation Centre in Southampton However, our buildings are just the 'tip of the iceberg,. We support people to live well until their death ond we wlll do everything we can to enable our patients to die in their preferred place, which for many people will be their own home. We support families, close friends and carers both durin8 a person's illness and after death because when someone is very ill, we know that many people's wellbeSng is affected and this can last over years if not supported at the time when needed. Mountbatten is also the largest provider of end - of - life care education across our communities and our growlng Education programmes ensure that we train other agencies, such as the NHS, Domiciliary Care Agencies and Care Homes in order to underpin and to extend our absolute inslstence on high quality care as well as our reach and our influence. In 2017, Mountbatten Isle of Wight was rated as 'Outstanding' by the Care Quallty Commission ICQCI. In 2021, Mountbatten Hampshire was rated as 'Good' by the Care Quality Commission ICQCI. Our aim Is to achieve an outstandin8 CQC rating for our hospice services in Hampshlre as soon as possible. Although we are proud to be rated 'Outstanding'i we contlnueto strlvetobecome even better aswefocus on servln8 moreand more peoplewho needourcareand support. As already mentioned, our current strategy outlines the approach that the Mountbatten Group will take from 2020 onwards to deliver a new Mountbatten model of care and 5UPPOrt for the last yearslphase of life (the last five years of Ilfel across our local communltles. We be8an by articulating our three strategic imperatives for the short, rnid and long- term. We followed on by developin8 our new model through a serie5 of workshops and open meeting5 Wlth staff, volunteer5, Users of our services and a wide range of Stakeholders, focussing on five key implementation areas: Developing and sustaining expert care and support service5 Developing and growing our volunteer offer Developing o sha red, common language about what Mountbatten does, in partnership with our commun￿leS Developing and sustaining our impact for the future Developing robust education and traininB programme5 across our communitie5, including the local Health and Social Care systems Page 7 Mountbatten Isle of Wight Limited Trustees, Report (including the Directors, Report) For year ended 31 March 2025 The Important theme of working In partnershlp to achieve our aims will run through every area of our strategy. Our Mountbatten model has also been developed utilising our many collective years of experience and acquired expertise. Our approach is updated annually through engaging with all stakeholders, to ensure that we keep pace with both local and national changes and challenges. Each key orea is underpinned by robust operational Implementation plans which are reviewed and presented to our Board of Trustees regularly. We identified some years ago that we were not going to be able to continue to meet the growing needs of our local communities by delivering our Services in the way which we always had done. The growing older population, together with radical change5 in the ways that people are both livin8 and dylng* provides us with serious challenges of how we are going to meet the needs of a community who are living longer and therefore dying more slowly. We know that most of our geography is thought to be around 15 years ahead of the rest of the UK in terms of demographic, and the fact that we know that there will be around a 40% increase in need for end of life care across the UK by 2040 is already being recognised as a challenge for the services which we deliver. There are currently four very clear stressors: A growlng number of people needlng our care and support, most of whom are living thelr last phase of Ilfe {flve years) wlth a range of complex comorbidities A lack of both human and financial resource to meet the growing need 3. An unprecedented pressure on the wider healthcare, social care and charltable sectors Most people do not want to talk about, or plan for, death, dying and bereavement By thinking and actin8 innovatlvely and trialln8 new ways of offerlng SUPPOrt to a growing number of people over the past five years, we have achieved much. We are currently reachlng over 200% more people who need us than we were even three years ago. We have also managed to achieve thi5 growth with a limited human and financial resource, mostly due to a new model which focusses on providing the right 'dose' of care for our users at the right time, rather than always glving a smaller number of people access to everything we do. Our work and development5 are underpinned by a set of strong and mutually a8reed values which drive our mission to meet the requirements of everyone who needs us, whoever they are, wherever they live and however they have lived thelr lives. Our absolute aim is never to ignore anyone who could benefit from our devastating duo of expertlse and kindness and always to work as hard a5 we can to achieve our objective. Another major problem which we face is the lack of engagement and understandin8 that local communitles have with and about death, dying and bereavement. We know from our experience that this lack of engagement and understanding has a direct and negative Impact on people's experiences when they come to the end of life, or when they are bereaved, as well a5 on the resources Mountbatten needs to utilise In order to deal with the crises that inevitably come wlth people's lack of planning or understanding about what15 happenin8 to them. There 15 Still so much more to be done and we cannot afford to become complacent; currently* of those across our communities who would benef it from our services, but do not acce5S them. Although this Is for a number of reasons, it is clear that one of the main barrlers Is that many of our stakeholders do not grasp the extent of Mountbatten's care and 5UPPOrt and are unable to artlculate the reality or indeed efficacy of what we do and what we achieve. We also need to work with our local communlties to reframe their understanding of what 'dying' means- moving from a 'moment in time, concept, to a journey for many that will last a number of years. We have therefore embarked on a bold expedition to redesign our Mountbatten model and to deliver our services in new ways. Our unique Mountbatten model, outlines how we will now move forward, achieve scale and meet the challenges which we have identified within a more stable financial envelope. This new plan outllnes the ways in which we are going to achleve our arnbitious aim of never ignoring anyone who needs us. The strategy also focusses on financial stability and sustainability over the longer term. through delivering our services more efficiently whilst plannin8 new and effective servlces and partnerships which could lead to new funding prospects. Page 8 Mountbatten Isle of Wlght Llmlted Trustees, Report Ilncludlng the Director5, Report) Foryearended 31 March 2025 Mountbatten's team Is expert, whether it Is our Medical Consultants, Nurses, Healthcare Asslstants, Allied Health Professionals, Clinlcal P5ychologlsts offering complex pain, symptom management and psychologlcal support, our bereavement team 5UPPOrting either people's complex or healthy responses to the death of someone close to them, our stalwart nurses and carers who are visitlng a growing number of people 24 hours a day, 7 day5 a week at home, our housekeeplng and catering teams, our spiritual care team and team of theraplsts or our volunteers that provlde support across all areas of our servlces. Our absolute confidence and authority around death, dying and bereavement across our entlre workforce. underpins our objective to reach everyone who needs us, from those requiring complex cllnlcal intervention5, to those who are simply curious about death, dying and bereavement. We are commltted to aspiring to be the best that we can be, alway5 and without fall. Page 9 Mountbatten Isle of Wisht Llmlted Trustee< Report {includln8 the Dlrertors. Report) For year ended 31 March 2025 Strategic report - Objectives & Activities Our strategy outlines Mountbatten's future direction and aspirations against a backdrop of challenges and demands faced by our services. Our mission, vision and values are at the heart of this strategy and these gulding principles have been developed in partnership wlth our staff, volunteers and trustees whilst evaluating the public benefit provided bv Mountbatten's Mission, Vision and Values Our Mlsslon To promote and to provide good care and support for those people1Svln8 wlth, affected byi or curlous about death, dylng and bereavement Our Vlslon Is of a world where all dylng people and those close to them have access to expert, compassionate and cost-effettlve care of the hi8hest quallty, whatever the illness, whoever they are and wherever they happen to be. Our Values We care about what we do. We appreciate that people are different and we are kind and compassionate to our patients and families, to our local community and to each other. We are experts In our fleld. We are professional at all tlme5. aspiring to be the best that we can be in everything that we do. We are Innovatlve and bold. We respond quickly and creatively to the changlng needs of our society. within the scope of our human and financial resources. We respert our community- We exist for our local population now ond into the future, and we believe that we can achieve more together by worklng in partnership with others. Our values, which have been defined by our staff and volunteers, are underplnned by a set of expectation5 and behaviours, whlch we have all agreed to. 5trateglc Alms We will change public perceptlons around death. dyin8 and bereavement and also about the work that Mountbatten does We will meet the needs of everyone who requires our care and support, ensurlng that no-one Is18nored We will make sure that everythin8 Mountbatten offers is sustainable for the benefit of future generations The people we serve: People who are curious about deoth, dying and bereavement (every member of our communities) People who are bereaved or grieving {including those who have been affected by deaths other than those under the care of Mountbattenl People who are in the last phase of life (around the last five years of lifel Poge 10 Mountbatten Isle of Wight Limited Trustees. Report (including the Dirertors, Report) For year ended 31 March 2025 Our Mountbatten Strategic Model explained - The Mountbatten Pyramid Expert and s .1. bereavemen ecialist end of life care and support 2417 care packages in the places where people live Keeping people independentto Ilve ,1 . their lives as well as possible Growing our volunteer 'ami le,'éqrlier Creatlng communities which are more comfortable with death, dying and bereavement 2024125 Sekwlce Developments continue to be aligned to Mountbatten's three strateglc alms wlth contlnued developments underpinned by our five Strategic Implementation Plans which are outlined In our strategy document.. Wewlll change publlc perceptlons arounddeathdyln8and bereavementand also 8bouttheworkthatMountbatten does: Developing an 'open to the public, Social programme of weekly events, includin8 Community ChoSr, Concert Series, Death Chat events both at the hospices and across our local communities A drive to ensure that Advance Care Planning is avallable to those peDple who are healthy, as well as contlnuln8 to embed Advance Care plannlng In both Care Homes and local acute hospitals Continuing to embed our 'wrlte a wlll, and legacy carnpalgn An examination of all of our communicatlons functions acr055 the hosplces ensurin8 3 common language and style based on our rebranding workshops are organised both internally and externally with a variety of community groups Although m05t of our service5 are now face to face, we contlnue to develop 'vlrtual' services to enable more occess for those who are unable to be seen in person Health and Social Care Apprenticeships, includin8 the continuation of the successful Mountbatten Summer School for young people Volunteer training and development of enhanced roles for patient-facing volunteers, including further development and extension of our Mountbatten Neighbours, scheme. We a150 continue to work to reduce 'red tape, and to engage volunteers more quickly and for shorter time period5 as appropriate All new service developments have been fully funded with new money from a variety of statutory bodies, trusts, grants and major individual donor5. A sustalnability plan ensures that any new services are well evaluated and available for f uture generations. Page 11 Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dlrertors, Report) For year ended 31 March 2025 We wlll meet the needs of everyone who requlres our care and support, ensurln8 that no-one is ignored: Further development of a Children and Young Adults Servlce in partnership wlth Kissy Puppy Ilsle of Wi8htl and Naomi House and Jack's Plate (Hampshire) A continuation and further development of dementia services and services for older, frail people Advance Care Planning- continuing to identify people with longterm conditions including older people with frailty Health and Social Care Education Mountbatten Coordination Centres - 24n telephone and visitin8 service across all our communitles End of Life Domiciliary Care provlsion Icontlnulng Health Care packages) 3. We wlll make sure that everythln8 Mountbatten offers Is sustalnable for the benefft of future 8eneratlons: A robust reserves pollcy and Rlsk Register A capital programme of estates works to ensure that our estate is 'flt for purpose, forfuture generations. All works have been funded by capital trust and grant5 funding A bespoke'sustainabilitv, Strategic implementatlon plan focuslng on fundraising and flnanclal resilience A new workforce development plan15 In process Development of our ongoing education pro8rammes both for our partners and our local communlties A shops Strategy and a growth plan headed up by the Head of Retail Business Development and supported by the Retai115hops Advi50ry Group In order to further support our strateglc alms we continue to work in partnership for the beneflt of our local communltles with examples a5 follow5: Isle of Wlght NHS Trust Community Paediatric Team Kissy Puppy Charity (The Sophie Rolf Trustk with a unique Advi50ry Group made up of key stakeholders Isle of Wight Local Authority 151e of Wight NHS Trust Isle of Wight Integrated Care Board {ICBI University of Southampton - jolnt teachlng posts Dementla UK Hosplce UK coc Hampshlre, Southampton and the Isle of Wight Clinical Commlsslonlng Group Hampshire and Isle of Wight End of Life Care Board University Hospital, Southampton A range of Third Sector partners Page 12 Mountbatten Isle of Wlght Llmlted Trustees. Report Ilncludln8 the Dlrertors. Report) For year ended 31 March 2025 Key achievements and performance During 2024125 Mountbatten Hospice provSded speclalist palliative care services within the followlng areas: Inpatlent Units Self -Help, Rehabilitation, outpatlent cllnlcs and Day Services Community OutpatlÈnts St Mary's Hospltal (Isle of Wi8htl Universlty Hospltal Southampton IHampshirel NursinglResldentlal homes These areas are supported by the following servlces: 2417 vlslting Communlty Team Domiciliary Care at Horne Team 2417 Mountbatten Coordinatlon Centers Medical Team Integrated Palliative and End of Life Team (St Mary's Hospital.1sle of Wight) Consultant Nurse (University Hospital Southamptonl Discharge Coordlnators (St Mary's Hospital, Isle of Wi8ht} Pharmacv Psychology, Social Work and Bereavement Services (Chlldren adult5 and families) Splrltual Care Soclal Worker Chlldren's end of life services in partnership with the local NHS Paediatr5c end of Life Team Young Adult Transltlon Servlce Ilsle of Wightl Physiotherapv Occupational Therapv Complementary Therapie5 Arts Therapies - art, muslc, and drama Speclallst Lymphoedema Servlce Ilsle of Wlghtl Education Including extensive programmes for local partners Voluntary SeNlces An extenslve 'Public Pro8ramme' almed at changln8 publlc perceptions of deathi dylng and bereavement. Page 13 Mountbatten Isle of Wlght Llmlted Trustees, Report (includlng the Dlrertots, Report) For year ended 31 March 2025 Services across the Mountbatten Group During 202412025, Mountbatten Group provided speclalist palliative care servlces In the followlng areas of Hampshire and the Isle of Wight, Inpatient units Community Day services - John Cheverton and Hazel Centre5 St Mary's H05Pltal Universlty Hospital Southampton Nursing and Residential homes across southwest Hampshire and the151e of Wight Isle of Wi8ht Prisons Ham In atient Unlt Inpatlent beds have continued to be used durlng the last year, prlmarily for symptom mana8ement support, end of Ilfe care, support for those with psychologlcal dlstress and support for those carin8 for people towards the end of thelr Ilves. Over the last year Hampshire inpatient unlt has been operating with 16 inpatient beds. These beds have been Increasingly used, with an average bed occupancy of over 83%. Despite building works, IPU has supported 445 admi55ion5: 300 people at end of life and 145 people to achleve a safe discharge either home, or onto a nur5in8 home placement. 24 7 Communit t Care Coordination During the last year the Community Team has continued to dellver care over a 24 hour a day* 7 days a week model to a growln8 number of people. The number of people on the caseload has slgnlficantly increased from a total of 460 people in AprS12020, to 1342 people in March 2025. The contlnued growth of the caseload is also antlclpated as work continues to increase the awareness of the local health and Social care professionals and community regarding the service5 and support Mountbatten Hampshire provide5. To help priorit15e the caseload, a RAG (Red, Amber, Greenl roting system ha5 been introduced, guiding the complexity and frequency of input needed. A morning handover period is now established, allowing multidi5ciplinary team approach to ensure a Suitable management plan is in place for the most complex patient5 and guiding prioritisation on a day to day basls. In response to feedback and the Increasing numbers of people accessing the care coordinatlon centre. changes to the phone system are in progress to help manage the call volume by using a queuing system. The aim of these changes is to enable people to reach a Mountbatten nurse as quickly as possible. The last year has seen the introduction of the Community Enga8ement Vehicle in Hampshire. Clinlcians from the community team have been integral in supporting the vehicle on it5 travels around the Southampton and Hampshire areas, raising awareness and understanding of Mountbatten, but also providing clinital advice and guidance closer to people's homes in their lotalities. Page 14 Mountbatten Isle of Wlght Llmited Trustees, Report Ilncluding the Directors, Report) Foryear ended 31 March 2025 Care at Home The Care at Home Team continue to provide practlcal hands-on care in the home for those people considered to be in their last 12 weeks of life. Working across West Hampshire and Southampton City, the team accept referrals for those people eligible for Continuing Health Care Fast track packages of care. Working in this way alongside the Community nursing team, enables people to rapidly return home from hospital or hospice, or to remain at home durin8 their last phase of Ilfe. Between the perlod ofAprll 2024 to March 2025 the Care at HomeTeam have.. Received 346 referrals 172 packages were put In place 74% of accepted referrals had care In place within 48 hours l al team The medical team are tontlnulng to deliver services across inpatlent, communlty and outpatient 5ettin85. In August 2024 we welcomed new consultant Dr Laura Deacon who joined us from New Zealand. In Autumn 2024 we welcomed back Dr Sarah De V05 from a period of extended leave. One of our Specialist Doctors remain5 on long- term sick leave. The medical team continue to deliver a ron8e of audits and quality Improvement projects 05 part of Mountbatten's quallty programme. Further, we have participated in Quality Workshops on Outcome Mea5ure5 and Advance Care PlaTtning, participation in launch of NHS 10 Year Plan launch at the ICB. With an Advance Nurse Practitioner undertaking maternity leave from January 2025. the medical team have adjusted their working patterns to deliver all the outpatient sessions. Wlth a reductlon in number of Inpatient beds, the medlcal team have reorganised to de5iver increased community working though domiciliary visSts and outpatients. The medical team presented poster presentations at two natlonal conferences Hospite UK Conference 2024.. IV ferric derisomaltose in the Inpatlent Speclallst Palllatlve Care Unit: Review of Indications and Response European Association for Palllatlve Care May 2025 Survey of Anaemla Mana8ement with Erythropoietin Stimulatln8 Agents In Palllatlve Care Survey of Anaemia Management with Iron in Palliative care Reglonal Meeting Presentation5 were showcased at.. March 2025: We55ex Phy5iciBn5' Palliative Medicine Reference Group Meeting: Or Laura Deacon, Consultant: Overvlew and Experience of working with A5SiSted Dying in New Zealand Dr Becky Smith, Specialty Doctor: Innovation in Prartlce.. Introduction if Fentanyl for injectlon for PRN use and Syringe drivers for patlents in the community July 2024: London Palliative Medicine Re8lStrars Training. Management of Anaemia. Dr C Stark Toller We continue to provide training for tomorrow's Palliative Care Specialists, GPS and Medical Students. Our annual General Medical Council National Training Survey Report was positive and benchmarked well against similar hospices: Director of Medical Education Division 8 at UHS NHSTrust commented, -Congratulution5 on a verypositive GMC survey...Overall, the tminee5 seem very happy with their teaching, supervision ond clinicol environment. Just to Sayi keep up the good workl- Page 15 Mountbatten Isle ofwight Limited Trustees, Report (including the Dirertors. Report) For year ended 31 March 2025 In a new step. have agreed to accept for placement over 80 third year medical students from Southampton and have received positive feedback from them- thanks to the MDT for support In delivering this. As well as increasing exposure and training in palliative medicine for all these doctors, this generates income for the hospice. The medical team continue to deliver education and training and engage with research. which ha5 included.. Dr Charlie 8esley has In the last year supported 3 community nurse5 on their Non-medical Prescribing Qualification, and is currently supporting two others in their Advanced Clinical Practice Training, Dr Stark Toller and Dr Deacon have also supported nurses with their additional training The medical team are contributing 3-4 days teachin8 to the Solent Palliative Care Course on topics includin8 ethic5. Symptom control and advance care plannin8 One of our registrars Dr Serena Chew has completed Informatlon leaflets for health professionals {GPs and District Nur5es1 on a range of newer palliative care medlcatlon5. eg parecoxlb, levetiracetam, that are now avallable for GPS to prescribe. These leaflets will be shared with Prlmary Care Network5 and regionally via ICB Medicines Committee. The medical team have been workin8 on an update to reBlonal guidance The Wessex Palliative Care Handbook I'Green Book'l, with Dr Claire Stark Toller on the edltorial committee,. due publication Summer 2025 We have completed recruitment to CHELSEA-11 study looking at fluid5 on delirium in patlent who are dying. We were one of the top recruiters in the UKINDIGO Trial - we are actively working with Dr Mark Banting on this trial looklng at use of intranasal dlamorphlne and midazolam a5 alternative to subcutaneous injections. At present, we are recruitin8 lay carers We have given Expressions of Interest In two trials, one on delirium management and another on an new and as yet unnamed drug We are participating in a Research into Practice Project on Eye Donation Dr Claire Stark Toller contlnues to Work as Senior Editor for Palliative Care Formulary textbook publlshed by Royal Pharmaceutical Society. The next edition is due August 2025 The Medicines Safety and Optlmisatlon Team has continued to be chaired by Dr Stark Toller, and to deliver on programme of policies and audits. A mock CQC Inspection conducted by independent pharmacy company Ashtons in November 2024 delivered very encouraglng results showing significant progress rating our medicines service 'outstanding' In 4 domains and 'good' in the flfth. The medlcal team are exploring developing and expanding the following Se￿Ices.. Reglonal InteNentional Pain Management - we have had an informal MDT wlth a paln anaesthetist for the last 4 year5. We are startin8 work on a plan to formalize this wlth the aim of introducing intrathecal pumps and spinal cord stimulators for our patlents experiencing Intractable paln Heart Failure- we, with Mountbatten MDT, are meeting with UHS heart failure team to explore how to reach patients with heart fallure who are currently not benefitting from 5UPPOrt Mountbatten can provlde. Universit Hos ital Southam on Strong working relationshlps continue with the hospltal through both the Mountbatten med￿cal and nursing team. One Mountbatten Consultant Nurse works one day a week at University Hospital Southampton wlth the Supportive and Palliative Care Team, providing expert clinical care across the 51te, including oncology wards. She a150 co-delivers the Enhanced Supportive Care cllnic which runs on a Friday afternoon and her presence has doubled the capocity of the clinic. The numbers of people seen by the Consultant Nurse in this clinic are 4 a week1176 a yearl, alongside an average of 4 ward vlslts1176 a yearl. The people assessed and seen are from the Mountbatten catchment area acr055 both Isle of Wight and Hampshire. The Consultant Nurse a150 reviews151and patient5 who are known to the team and often involves advising on transferring Island patient5 back to their homes or the hospice. Page 16 Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dirertors, Report) For year ended 31 March 2025 Isle of Wi ht In atient Unit Inpatient beds have continued to be used during the last year, primarlly for symptom management support. end of Ilfe care, support for those wlth psychological distre55 and support for those caring for people towards the end of their lives. The 16 beds in Mountbatten Isle of Wight are frequently filled. This is evidenced in the consistently hi8h bed occupancy data showing an annual bed occupancy average of 88%. Over the last 12 months, two slgniflcant pieces of work have been achieved. Followlng the successful grant applicatlons a second treatment room opened In January 2025 to provlde adequate space for the preparatlons of complex medlcatlon re8imens. This ha5 greatly Improved the environment for the safer storage and preparatlon of medication5 and has reduced the number of interruptions durlng these preparations. The second project concerned the development of training and competencies to allow Mountbatten Healthcare A551Stant5 to support Registered Nurses in the stock checking of Controlled drugs. This ha5 now been introduced and has been a very positive development increa51ng efficiency and 5upportlng staff in further development. Isle of Wight Inpatient Unit continue5 to offer support for Island children's health services through the provlslon of resting room. Should a child die on the151and, a room is offered. where appropriate, for the chlld to stay to lengthen the time that famlly can stay with the child followin8 death. Although the need for this support Is infrequent, the value and 5UPPOrt It brings when it is needed and utilised is second to none. 24 om m and Care Coordi Over the last 12 months the community team have contlnued to deliver a 2417 servlce. This provide5 assessment, support and advlce either vla the telephone or face to face. The communlty caseload contlnues to grow in numbers and in leve15 of complexlty. To help prioritise the caseload, a RAG (Red. Amber, Green) rating system has been Introduced, guiding the complexity and frequency of care Input. This alms to support the best use of human resource, enhanclng efflciency and effective care Input for those that requlre It the most. Durlng the last year, through the generosity of the John Cheverton Trust, Mountbatten recelved 10 brand new cars. These are now in use by all of the communlty clinicians and ensure Mountbatten has an Improved presence, helping to ralse awareness of hospice servlces even further. The Mountbatten ambulance contlnues to be used for rapid dlscharge or transfer of patlents when needed. Due to funding recelved throu8h Trust donatlons, an additional number of staff have now been trained to drive the ambulance ollowing even further use. Care at The Care at Home Team continue to provide practical hands-on care in the home for those people considered to be in their last 12 weeks of life. Working acr055 the Island the team accept referrals for those people eligible for Continuing Health Care Fast track packa8e5 of care. Working in this way alongside the Community nursing team, enables people to rapidly return home from h05pltal or hospice, or to rernaln at home during their last phase of Ilfe. Page 17 Mountbatten Isle of Wight Limlted Trustees, Report (including the Dlrectors, Report) For year ended 31 March 2025 Between the period ofApril 2024 to March 2025 the Care at Home Team have: Received 166 referrals 157 package5 were put in place 87% of accepted referra15 had care in place within 48 hours hoede The Isle of Wight's Lymphoedema Service is based at Mountbatten Hospice. However, the service 15 available to anyone who Is registered with a GP and is not limtted to people with Iymphoedema caused by concer. The caseload os of March 2025 is now over 430 patients. A trained volunteer also now supports staff in the clinics, deliverin8 certain treatments. Medlcal Team This last year ha5 seen a lot of change In Isle of Wight Medical team. We were sorry to see Drjohn Curtin and Dr Jennv Collier leave us, and grateful for the huge amount they've brought to the hospice over the years. We hove welcomed three new doctors to our team: Dr Steph Daly, Dr Marianne Broderlck and Dr Jehane Le-Grange. All have completed their General Practitioner training. bringing valuable 8eneral experlence at a time when we're seeing increasing numbers of people with frailty and multiple dia8noses. Dr Broderick and Dr Le-Grange will continue to work part time in general medlcal practice. and part time with Mountbatten. All also bring additional specific experiences, e.g. training in ultrasonography and injection techniques. We have an inhouse program to develop their specialist palliative pharmacotherapeutic 5k1115 Wlth timetabled weekly study time and a weekly tutorSal wtth Dr Paul Howard; Dr Daly and Dr Broderlck are working towards their specialist exams to enable them to become palliative care consultants; Dr Howard edits the textbook (the Palliative Care Formulary) used by candldates studying for these exams, so is well placed to support their learnSng. They have also formed links with hasplces elsewhere to familiarise them wlth the range of approaches used in the specialty. Despite the above changes, the medical team has continued Its longstanding efforts to innovate and disseminate practice. In the last year we've published a case series describing the advantages of a newer 50dium channel blocker, lacosamide, for neuropathic pain,. Dr Howard ha5 lectured on this topic in the U K, Latin America, Australia and New Zealand,. thi5 drug is now startin8 to be adopted by other centres. We've published a review of the role of Hyperpolari5ation-activated Cyclic-nucleotide-gated channe15 in neuropathic pain. Paper5 in pre55 include an audit of just-in-ca5e drugs use- rates of individualised prescribing and drug use are slgnlficantly higher than in comparable surveys,. we've proposed that our 24 hour community team and Island-wide prescribing template potentially account for this. Lastly, we are just submittin8 a review of subcutaneous antibiotlc use, a technique pioneered in France. To our knowledge we were the first UK centre to adopt this and so have already started to disseminate this vla lecture5 and writlng. Stma sHos The Inte8rated palliative and End of Life Care Team IIPETI Is based at St Marys Hospital and provides palliative and end of life specialist advice and care to the hospital and onsite mental health wards. The team is an integrated team that consists of MDuntbatten and NHS staff and was integrated in 2019. The team is multi-disciplinary and consists of Consultant5 in Palliative Medicine, Speclali5t Doctor5. Consultant Nurses, Clinical Nurse Specialists. a Discharge Coordinator and o Clinical Psychologist. Theteam operates 7 days a week between the hours of 8'.00am and 8'.00pm. Page 18 Mountbatten Isle of Wl8ht Llmlted Trustees, Report lincludln8 the Dlrectors, Report) For year ended 31 March 2025 Alongside patient assessments, reviews and the provision of advice to patients across the hospital, the team also supports Wellow Unit. Established in 2020, Wellow Unit provides an alternative environment to a ward area for patients to die who are unable to transfer out of the hospital setting. Rehabilitation and Enablement Services The Rehabilitatlon and Enablement Team at Mountbatten provlde Physiotherapy and Occupational Therapy Input to Individuals with life Ilmltlng Illnesses with the aim of enablln8 and empowering Indivlduals to live well wlth their conditlon and 5ymptom5, focusing on what matters to them. Th15 input Is delivered vla cllnics, one to one sesslons, group classes. educational groups, and community visits. The Tearn supports the Inpatlent Units, Community Teams and Day Service5, a5 well as carrying a rehabilitatlon-5peciflc Outpatient caseload. A grant from Hospice UK thls year allowed for a year-long pilot project, embeddlng an Occupationol Therapist in Mountbatten Hampshlre's Communlty team. The aim was to build evidence for how one full-tlme post con impact service users, famllies and wlder systems by belng responsive to urgent communlty need5 to prevent hospital admlssion and enable people to remain safely in their own home. The data and feedback is already Surpassing expectations. Day SeThlces- John Cheverton Centre Ilsle of Wlghtl and Hazel Centre (Hampshlrel The John Cheverton and Hazel Centers continue to offer social space for multiple purposes includin8* hosting outpatient actlvity, day Services, clinics, social events, concerts, the rehabilitation and enablement gyms and housin8 the Mountbatten café's. The Head of Rehabilitation and Enablement, and already Lead for the John Cheverton Centre, 151e of Wight, has in the last year taken on the leadership of Hampshire's Hazel Centre, with the aim of creating the same welcomin& empowerin8 space wlth novel volunteer roles to expand the service's reach to many more people. 2024-2025 has seen the John Cheverton Centre continue to host the multldisciplinary Motor Neurone Cllnic, In close collaboration with NHS colleagues. As a hlghly regarded monthly clinic, Steps have recently been taken to expand this further than Motor Neurone Disease, to Intlude other complex neurological conditions that also Impact significantlv on patients, quallty and length of life. From a Hampshlre perspective, plan5 have already started to develop a similar service in the Hazel Centre, for the benefit of those Ilvln8 In the Southampton and Harnpshlre areas covered by Mountbatten, Page 19 Mountbatten Isle of Wl8ht Llmlted Trustees. Report lincludln8 the Dirertor5' Report) For year ended 31 March 2025 Psychology & Bereavement Service The Psychology and Bereavement Service continues to be in demand. The referral rate has been Steady over the last year with 1,358 referrals over the last year for both services. We regularly review the demand, our resources and responsiveness of the Se￿ICe. Our average response time for both sites is between 5 and 7 days for initial contact and most people have their first session with a counsellor or volunteer wlthln 213 weeks. We continue to notice a change In the complexlty of Individua15 presentation. Often people attend the service with additional needs Includlng a background of mental health needs. neurodivergence, childhood trauma, or the need to work with Interpreters. In response to th15 we have reviewed and discussed the educational and training needs for the team to ensure they can meet the changing needs of bereaved indlviduals. We have also offered and delivered a wlde range of tralnlng to others. We have worked with the University of Southampton, local schools. mental health services, carer services, and NHS teams. Arts Within the Arts service we have continued to offer art groups for patients and 5eTvice users. These groups are well attended, and their work was displayed In the Art Gallery during January and February. We have contlnued to collaborate with local artlsts over the last year. The gallery shows various art15ts' work throughout the year and any art sold benefits the hospice. We continue to work with the Brit school. They vlsited over the 5vmmer in both Hampshire and the Isle of Wight. They worked with patients over the course of 3 days, and this culminated in a live performance of the stories and reflections of individuals. lives. Additionally, we have worked with local island schools and delivered some school projects. Both the children and patients gained a huge amount of value working tO8ether over 4 weeks and co-producin8 art and stories. Transltion The Transitlon Servlce ha5 had a steady caseload over the last year with a Iroup of 29 Young Adults bein8 5UPPOrted bv the Transitlon Coordinator. The servlce continues to off er weekly group activities 35 well as regular soclal events for Indlvidua15 and thelr famllles or carers. The feedback from these events Is consistently positive. The Tran51tion Coordinator has spent time with the Hampshire Communltyteam supporting them in working wlth younger adults. This is preparation for a closer working relationship with Naoml House. The tran51tion service wlll be a quality priority for the next year. Chaplaincy This past year the Spiritual Care Service has seen some p051tive service developments. We have reintroduced communion for anyone wishing to receive it and increased the memorial service5 to monthly. The seNlce15 integrated with both the IPU, and community teams and spiritual care Is offered to patients. familie5 and service users at the hospice and within their home. Additionallyi the service has regularly held reflective sessions for staff to support their wellbeing. Overthe last year we have led approximately IOfunera15. a service of thanks for a family, a marriage blessing and a baptism and confirmation. In Hampshire a spiritual space, the Mountbatten Room, has been created. We held a workshop with local faith leaders to establish what is needed from the space and what resource5 are e55ential to 5UPPOrt different cultures and faiths. Page 20 Mountbatten Isle of WIBht Llmited Trustees, Report Ilncludln8 the Directors, Report) For year ended 31 March 2025 Safeguardln8 We have contlnued to focus on safeguarding across all teams and both site5 over the last year. As a result, we have seen an increase in reportlng and discussion around safeguardin8 concerns and incidents whlch has been rea55uring to see. We hold regular meetlngs for staff acros5 all service areas focusin8 on Safeguarding. We review the data. themes, any concerns and share learning. Safeguarding is now on the agenda for all relevant meetings, and we have information boards located in both hospice5 Outllnlng updates and monthly themes to help inform staff and volunteers as well as members of the public. A quarterly safeguarding report is presented at both the Sen41ces Committee and the 8oard highli8htin8 themes and concerns re8arding safeguarding. Soclal Work The social work team are embedded wlthlrb the Inpatient Unlt and support all teams with differlng concerns and needs. The Social work service has helped facilitate challenging conver5atlon5 amongst famSly members and ensure they advocate for the patient being cared for. Over the last year, the social work team has revlewed the safeguardin8 actlons, delivered and revlewed training on DOLS. MCA and Safeguardln8. A Significant amount of their work Involves safeguarding concerns, supporting dlscharges, benefit5 advice, hoarding assessments and worklng wlth external agencies such as envlronmental health. Social services, and chlldren'5 services. Page21 Mountbatten Isle of Wight Limited Trustee< Report (Includlng the Directors, Report) For year ended 31 March 2025 Public & Community Engagement Funding streams have always been central in Mountbatten's thlnking. and ever more so over the past few years. as the public. like us. experience increases in day-to-day living expenses. Thls coupled with uncertainty around our statutory NHS funding has meant the landscape is changing and heightened our focu5 about difficult decisions which lie ahead. As a result, a pre-engagement exerclse commenced in Odober 2024, which allowed us to understand the views of our staff and volunteers,. thls was then followed by meetings with our Healthwatch colleagues and correspondence with the Health Overvlew Scrutlny Committee. Full publlc engagement commenced In January 2025 with di8ltal questSonnalres accessible on our websites, on soclal media and in Insight; hard copies were available in the John Cheverton and Hazel Centre5. The document was also sent to Heèlthwatch, the Integrated Care Board and local authority colleagues, prlmary care networks. voluntary services and varlous community groups. Over the summer, an Options Proposal supported by a Quality Impact Assessment will Inform the options and future dlrectlon. Our NHS colleagues wlll continue to be Informed throughout the proce5S. Despite the torrid financial landscape, our vlsion of reaching more people has rernained a priority. This year, our Communlty Engagement Vehicle ICEVI has become an established part of our 'structure'. Our aim of dispelling myths about hospice care and reduclng disparity In accessing services has been underpinned by CEV bein8 a regular visitor at community centres and reli8ious venue5 Within isolated and deprlved areos. During the past seven months, CEV has enabled interactions with more than 700 people who would otherwise not have had any contact with, or knowled8e about our h05pice. Interactions have enabled conversation5 and information to be given about advance care plannin& bereavement, the hospice in general, and the care and support available. On occasion, support and advice has been provided in relation to a new diagnosis by an attending clinical nurse specialist and psychosocial and bereavement support by an attending bereavement counsellor. Direct links with statutory organisations continue to provide the platform to raise the profile of the work of our hospice5. demonstrating our position as an integral partner within the health and social care sector. Whilst this is retognlsed, the impact of work is still not truly acknowledged. Our relationshlp with multi-faith leaders is firmly cemented and brings a richness to our work, thelr support has helped to inform our approaches by brin8ing a greater understanding about what is important to consider when caring for people from different faiths. Friendship lunches have expanded and attendance grown, membership provides Opportunities for Mountbatten staff to engage with a variety of stakeholders, who help to raise our proflle with local communitie5. The Homeless & Substance Users Forum has been meeting for over 2 years,. during thls tlme membership has grown and now includes Stakeholders from our broader geography. The impact of the networking is making a tangible difference to the staff sUPPOrting this cohort of people and the indlviduals accessing hostel Services. Bespoke Communications Skills training and Advance Care Plans IACPI have been developed by our Head of Education in conlunction with staff working Wlthin this environment to 5UPPOrt conversations, and capture information relevant to this group. Engaging in their trust and understanding of our services has been challenging. our community nurses attended Patrick House for over a year. providing a consistent and rea55uring presence; conver5ation5 around the implications of lrfe5tyle choice5 and the opportunity for wlshes to be known and recorded are beginning to unfold. This is currently on hold due to staffing resources, however, the Homele55 Healthcare team nurse and GP in attendance continue to liaise wlth u5 on rnatter5 relating to end-of-life and palliative care. Page 22 Mountbatten Isle of Wight Llmlted Trustees. Report (including the Dlrectors, Report) Foryearended 31 March 2025 Quality Quallty Reportlng across the Mountbatten Isle of Wl8ht Across the Mountbatten Isle of Wight, we continually review the quality of our servlces to Improve and develop them according to the needs of the community that we serve. Quality is everyone's business across the whole organlsation. There are a number of ways in which we monltor evidence and review the quollty of our services through our Quality Improvements Programme. Quality Account A Quality Account Is a report about the quality of servlces by a healthcare provider. Quality Accounts are an Important way for healthcare servlces to report on quality and show improvements In servlces they deliver to their local communlties. Mountbatten Isle of Wight's auallty Account can be found at.. https:/lwww.mountbatten,org.uk/quality-account Mountbatten Hampshire's Quallty Account can be found at.. www.mo ntbatten-ham shire.or .uk Camplalnts and concerns Durln8 2024125 we have continued to report and respond robustly to concerns and complalnts when they are recelved at Mountbatten Isle of Wlght and Mountbatten Hampshire, thls has been achleved through tralning and mentoring of staff. Datix, Incident Management System is used for reporting of feedback and assists wlth the logging ané management of each case. We welcome feedback and see this as an opportunlty to learn and improve our way5 of worklng, we hold Lessons Learnt sessions to help us identify learnin8 points and as50Clated actlons. Feedback from Patlents and Famllles At Mountbatten we receive regular feedback about our seryice5. Some feedback from the past year follows: Mountbatten 151e of Wiiht: I'd like to thank you from the bottom of my heart for the love and dedication you all put In tothe care of the most important man In our lives, our dad. He was a very speclal person to our whole family* immediate and extended and a great friend to many more. You all treated him and us wlth so much compasslon and empathy which meant the world to us all and made what is one of the worst times Imaginable so much easler to bear. I don't thlnk words wlll ever show the extent of our appreciation. You all do Such a wonderful job and I wish the best for each and everyone of you, we will never forget your kindness. To all the wonderful staff and volunteers at Mountbatten. Thank you for all your care and consideratlon in looking after my dad. The hospice provided the most comfort which could be experted in the situotlon and St Is a blesslng that dad was safe. warm and cared for so thoruughly In his last days. The hosplce Is a haven for those of us who have to accept that death is a part of Ilfe and we both feel part of thelr lovin8 and profound community. We'll be popplng back to enjoy the peaceful surroundlr8s and wlll be walkin8 the Wlght to ralse funds. Our love and sincere thanks On behalf of our extended family thank you so much for the care ènd attention you gave to our Dad, and indeed all of us. It Is klnd, caring people like you that make all the difference In what can sometimes be a troubling world. To the whole MNO tearn, As a family we want to thank you for your knowledge, kindness, compassion and 5UPPOrt you gave xx. Sadly she passed in April. It W05 a devastating shock to us. but we take comfort in knowing you all made this cruel Journey a little easier. She wa5 50 thankful for the time you spent wlth her and how you ensured explanations of this complicated disease was easily understood. As a team you all work beautifully together, which made the last year less scary. We have decided to raise money in the memory of xx for the MND clinlc and Mountbatten. Please continue to be wonderfull To all the wonderful staff at the hospice, You looked after our mum and wife. Your care and compasslon not only for my Page 23 Mountbatten Isle of Wlght Limited Trustees, Report (Includlng the Directors, Report) For year ended 31 March 2025 mum, but for myself and for my dad was outstanding and will never be forgotten. Every member of staff in your beautiful unit were so kind and caring, checking if we were okayi did we need anyihin& the kind smiles, the gentle hug5, even staff that were not directly caring for mum made us feel that nothing was too much. At a heart breaking time of our lives and t the end of mums. we felt that she was treated a5 a person, not just a number. What you all do 15 a very special gift to be treasured. Your care, your hugs, your kind words will never be forgotten. Mountbatten Hampshlre: '1 can honestly say the care, advise, 5UPPOrt and compassion we recelved from the team at Mountbatten was second to none. When the time came when Nan needed end of life care she was admitted to Mountbatten Hospice Hampshire in West End. The week before admission included numerous night/early morning visits from the nurses and even lots of tissues and hugs for my Mum who was primary carer for Nan. In her short time at the hospice nothing was too much trouble, from the welcoming smiles at reception, the volunteers who delivered refreshments to the medical staff, everyone went the extra mile to SUPPOrt Nan and us as a small famlly. We had no idea in what to expect and thought of it as a place of sadness but in fact there were many special times that we spent as a family remembering the good tlmes and even sharing some laughter. am writing to thank you enormously for the care J was given at home or the 10 day5 you came to our home. There are too many carers to name but you were all amazing. Your dedication to your work of lookin8 after patlents ANO thelr relatives was just outstanding. The best compliment I can pay is that you are all round pegs in round holes and I couldn't have asked for more as her husband. I will never forget how you looked after my wonderful wlfe. I wlll be maklng a large donatlon in her memory and I have asked for donations at the funeral on 12th Au8USt to be earmarked for the hospice. I hope my gratitude for the amazing work you do somehow conveys how we feel as a family as words are totally inadequate. l am sure you will convey our thanks to the relevant stoff. To all the wonderful team at Mountbatten hospice. From the rnoment me and my sister came to you, you were so very welcoming to us & all her other family & frlends. No matter day or night you were all there to offer every 5UPPOrt we all needed (not just to our beautiful sister) to us all. Nothing was too much trouble even when thlng5 became very diff icult. Your patience and understanding was heaven sent. From the bottom of mine and my familles & her friends hearts. I'd like to thank you all. I know xx would have agreed wlth us, her last hours spent wlth people who really cared. God Bless you To all the amazin8 people at Mountbatten's Hospice. My mum was recently a patient at Mountbatten's for nearly three weeks and sadly pa55ed away in the early hours of Monday the 19th August. l Just wanted to express our sincere appreciatlon and thank5 for the care She received while she was in your care. There was not one member of staff that did not display the most amazing kindness and compassion when dealing with either my mum, myself and family. l cannot put into words how grateful we are that she was able to spend her flnal days in such a wonderful place. I know I speak for the whole famlly when I say it is a comfort to us that she could not have been cared for better. To each and everyone of you. There are not enough Malte5er5 in the world to fully show our gratltude for the care you gave to mum. Not only did you bring much needed expert15e and care but you also brought so rnuch love and laughter Into our home. at a time when it was much needed. You are all living legends. Poge 24 Mountbatten Isle of Wight Limited Trustee< Report (including the Directors, Report) For year ended 31 March 2025 Achievements and performance Mountbatten's achievement against our Quality Account priorities for 2024125: Prlorlty I: Patlent Safety Target 1.1 To revlew the use of Do Not Attempt Cardlo Pulmonary Resuscitation {DNACPRI forms In Mountbatten's Hampshire h05plce, to Include the process of recording Inform?tlon and cllnicians decision making process A review of the inductlon programme for junior doctors was undertaken. The prograrnrne was reorganised to ensure there was adequate time to talk through the importance of capturing DNACPR information In the patlent record. The process of how to capture the information with the electronic patient record was also covered. Examples of 8ood practlce were shared. The process of checking DNACPR form completion is now a routine part of the Senior Consultant revlew followlng admlssion, with forms being counter-slgned within the required timeframe of twenty four hours. The dlschar8e procedure has been revlewed and amended to ensure the Ward Manager or lead nurse checks that the patlent has their DNACPR form with them when they are discharged from the Inpatlent Unlt. If for any reason they do not have a form this is documented wlthin the electronic patient record. Clinician's competency for completlon of forms has been addressed. Doctor5 In trainin8 need to have forms counter-signed los is our practice),. allied health professionals who have completed theoretical training and then had a witnessed assessment of competency, are then able to go ahead & sign forms 'solo'. Two audits have been undertaken over the course of 2024125, the Second audit returned an improvement in results. The audlt will be carried out annually moving forward. Target 1.2 To revlew the Deprivation of Llberty IDOLS) and mental capacity process and practlce across the Mountbatten Isle of Wlght to Identify where Improvements can be made and allgn prartlce across both hosplces A meetlng was held to dlscu55 the role of leadershlp and agreed wider responslbility from a broader group of cllnlcians essential for effective embedding of training, daily operational discusslons and encouraging awareness. Two case studies were produced to provide an insight into practice and to be used as exernplars of good practlce within training. A piece of wock was undertaken to review various different trainin8 packages that are available including the offer from the NHS. From thi5 research a new tralning proposal has been made for internal conslderation. This proposal was then approved at the Education and Research Committee. Mountbatten's Mental Capacity Act IMCA} and DoLs Policy has been reviewed by a iroup of clinician5 Wlth amendments made prior to being approved at Mountbatten's Policy Review Group. SafeguardinglMCAIDoL5 Champion5' have been identified champions and appropriate training will be provlded to champions to ensure they feel confident and competent in the role. Mountbatten continue5 to monitor for update5 in terms of change5 to the Liberty Protection Safeguards legislation. Prlorlty Z: Clinical Effectiveness Target 2.1: To review what our beds on our Inpatient Units are used for to Include Investigating what the barriers are to dlscharging patients A piece of work was undertaken to review data regarding the demographics of those people who are being admitted into Page 25 Mountbatten Isle of Wlght Ilmited Trustees, Report Ilncludln8 the Dirertors, Report) For year ended 31 March 2025 Mountbatten's Inpatient Units. This included looking at people's age, location. ethnicity and diagnosis. A complexity visual has been developed to provide a live picture of the Complexity of people currently admitted. This is updated daily and uses Phase of illness and Australian Karnofsky Performance Status outcome measures as the tools for assessing and calculating each person's current complexity of need. This is the screensaver on the computers in the nurse's office. A discharge planning workln8 party was set up to review the process for dlscharging. This included representation from the medical, nurslng. rehabilitatlon and Psychosoclal and spirltual teams. A dlscharge planning template was created Sn the electronlc patient record, Systmone. Thls Is used by clinicians to record Information related to discharge planning on an ongoing basis. Once someone is admitted to the Inpatient Unlt the template pops up every time the patient record is open to prompt cllnicians to add any further pertinent informatlon recording thelr dischar8e. This has helped with conversations around discharge and to remove some of the barrler5 to di5char8ing people. Tasks are now set to cliniclans to invite them to discharge planning meetlngs and to provide them with up to date information. On the Isle of Wight further staff have completed ambulance driver training enabllng them to drive the Mountbatten mbulance. The hope Is this will enable more timely admission/dlscharge5 when external organisations are unable to support this. We are now transferring patient5 who require complex discharge planning to nur5e-led care so that nurse leads can facilitate their discharge in a more timely manner, along with the social worker. There is Still further work to clearly establish what Mountbatten's inpatient unit bed5 are Used for. however following th15 piece of work we have a clear picture of who are using the beds and also who are not accesslng them. Target 2.2: Revlew the way Informatlon at flrst assessments for routlne referrals by Communlty and Psychosoclal and Splrltual Servlces teams Is provlded. Make a8reed changes to practlce to ensure patlents are clear about what Is available and how they can access this. The Director of Quality met with the lead for this priority to discuss a plan. A review of the Information within Mountbatten's current patient information leaflets has been undertaken. An action plan has been produced and reviewed by a workln8 party wlth representation from the multl disclpllnary cllnlcal team. A new informatlon leaf let has been produced that can be talked though with the patient at thelr flrst assessment and then left with the patlent after the appointment so they can look at this at their leisure and contact the Mountbatten Coordinatlon Centre should they have any questlons. Prlorlty 3: People's Experfence Target 3.1: To Implement a new feedback portal that can be used by patlents and famllle5 to provide real tlme feedback that can be reported. Mountbatten was approached in 2023-24 by the Leicester University Survey Project ILeic5urveyl who have developed a free to access online survey portal for the hospice sector. The survey was developed with LOROS Hospice to support the hospice sector in understanding the thoughts and opinions of service users and families to help develop h05pice care without additional cost. Comprising expert15e in data analysis and collettion, behavioural studies and law, the team developed sample survey templates that were shared with a small group of staff in both hospices for feedback on ease of use and to provide information for the in-built reports provided. Other hospices making use of the Leicsurvey were contacted for possible collaboration. and useful experience was shared with Martlett5 Hospice in Brighton. The Leicsurvey Team also hosted a Community Event to share learning with other Page 26 Mountbatten Isle of Wl8ht Llmlted Trustees, Report Ilncludln8 the Directors, Report) For year ended 31 March 2025 hospices involved in the project, including overseas, and other community or8anisations who have been approached to help develop the tool. Further functionality allows for the survey to be accessed via an information point in an area of the hospice, or for the link to be sent to specific people by emall or text. The Leicsurvey portal was presented at Mountbatten's Quality and Governance Committee and a working party established to look at opportunities to best employ the survey. In dlscussion with the Head of Rehabilitation and Enablement, a pilot was designed to capture views of all types of visitors to the John Cheverton Centre on the Isle of Wight to help gulde service development. The pilot survey was flnalised with the team and made available to visitors In the John Cheverton Centre using two dedicated computer tablets. Staff and volunteer5 were trained to support people to complete the surveys over a period of one month. and the collated results were presented to the Quality and Governance Committee In February 2025. The next steps to embed the Lelcsurvey tool more wldely have been led by discu55ion5 wlth Cornrnunity and Psycho108V Team Lead5 Wlth a view to supersedlng the exi5tln8 methods of collecting people'5 experience of our 5ervlce5 durin8 2025. Target 3.2: Implement a new approach to revlewlng Incldentsandthe learnln8from them In Ilne wlth the Patlentsafety Incldent Review Framework IPSIRF) PSIRF webinars facilitated by NHS England and Hosplce UK have been attended by the DSrector of Quollty. Data and Information. Contact was made with the PSIRF lead at Isle of Wight NHS Trust who were early adopters of PSIRF and Several meetings hove been held to discuss their approach and learning for Mountbatten's implementation was identified. The Dlrector of Quality, Data and Information has observed 151e of Wight NHS Trust PSIRF meeting5 to get a clear understandin8 of the mechanics of these and how the data and discusslons are used to inform leaming for teams. Data has been produced to review themes of incidents over the past year to inform what should be included in the Patient Safety Incident Revlew Plan IPSIRPI. A PSIRP has been wrltten for Mountbatten for 2025126. Thls was tabled at Mountbatten's Quality and Governance Committee for ratif ication. The plan detalls the type5 Of incidents that Mountbatten wlll have a focus on for 2025126. Discussion5 have been held to explore the potential for a collaboration with Oakhaven Hospice regarding Patient Safety training delivery. The trainin8 will be rolled out during 2025126. Target 3.3: To carry out refurblshment of the bays on the Inpatlent Unlt and to create a new splrltual space and waltlng area at Mountbatten Hampshlre The capital project5 went out to competltive tender in Au8USt 2024, wlth slx contractors returned tender5. BFJ Connections Ltd were awarded the contract and commenced works on site October 2024, The projects were completed in March 2025 , with the exception of ongoing snagging works to be completed in Mayl June 2025. As part of the refurbishment works in the Education Centre, 5hort-term enablin8 asbestos works have been completed by We5tcross Environmental Services wlth Enviorntec Limited providing oversight and air sampling. Work5 on the supporting structures of the Inpatient Unit IIPUI Hampshire canopie5 completed and include5 replacement and repair and this work was completed prior to the Inpotient Unit bay refurbi5hrrent during warm and dry weother condition5. Care Quality Commlsslon Mountbatten Hampshlre Mountbatten Hampshire is required to register a5 a provider of healthcare services with the Care Quality Commi55ion ICQC). Mountbatten Hampshire 15 currently registered to provide the following activitie5: Treatment of disease, di50rder or injury Page 27 Mountbatten Isle of Wight Lirnited Trustees. Report lincluding the Directorf Report) For year ended 31 March 2025 Mountbatten Hampshire did not partlcipate In any speci31 reviews or investigations by the CQC durlng 2024-25. The CQC ha5 not taken enforcement action against Mountbatten Hampshire during 2024-25. Mountbatten Hampshire 15 subjett to periodic inspections by the CQC and the last inspection was carried out by four inspectors on the 10th August 2021. This was an unannounced inspection. The inspection was carried out due to the management of the hospice transferring on I April 2019. Any change of management of a health organisation increases CQCS risk score meaning an inspection is required. CQCS model of inspection for provlders changed in 2014 uslng a framework of key lines of enquiry encompassin8 five themes and questions.. is the servlce Safe, effective, responslve, caring and well-led? The CQCS findings are shown below: Overall rating for this location Good Are servi r¢ rn to Ln * O LD m IY Tr) tsj to tsj O f•) f* Ln Ln r4 t¢) rn D) o Ln Ln f* ro Ln ti%ti me4 v) Lr (ri O Ln 00 o Ln M O mrrto Di O r*J m iy o O ¢tr r4 m o Ln Ln Ln O f•J P4 m A p4 • Ln O N Lf* Ln o) o P4 P4 n) 00 mo *0 m ty C* m r*J Ln Mountbatten Isle of W*ht Llmlted Notes to the Financial Statements For year ended 31 March 2025 Net Income I lexpenditure) for the year Thls Is stated after charging 2025 2024 Depreciation Operating lease rentals: Property- MIOW Property- MH Audltor's remuneratlon lexcludlng VAn: Audit- MIOW Audit- MH Other servlces - MIOW Other services- MH 289,075 353,977 198,508 257.628 198,505 182.383 24,200 22,175 6,450 4,950 22,750 19,500 975 1,725 8. Anatysls of staff costs, trustee remuneratlon and expenses. and the cost of key management personnel Staff costs were as follows: Current year 2025 MIOW MH Total Staff under servlce level agreement with NHS Wages and salaries Employer's national Insurance Pension costs Temporary and agency staff Other staff costs 761,983 5,675.935 553,017 583,009 528,364 177,771 8,280,079 595.820 3,808,358 312,134 401,189 613,460 183,862 5.914,823 1,357,803 9,484,293 865,151 984,198 1,141,824 361,633 14.194.902 Prlor year 2024 MIOW MH Total Staff under service level agreement with NHS Wages and salarles Employer's national insurance Penslon costs Temporary and agency staff Other staff costs 678.736 5,276,550 533,839 549,463 623,114 249,837 7,911,539 653,781 4,220,974 412,132 436,322 588,549 183,699 6,495,457 1,332,517 9,497,524 945,971 985,785 1,211,663 433.536 14,406,996 Pa8e 78 Mountbatten Isle of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 Anatysis of staff costs. trustee remuneration and expenses. and the cost of key management personnel {continued) The following number of employees received employee benefits lexcluding employer pension costs and national insurance) during the year between: 2025 No. 2024 No. £60,0￿ - £69,999 £70,0(JJ - £79,999 £80.OIJJ - £89,999 £90,OLMJ - £99,999 £100,￿10 - £109,999 £110,000- £119.999 In addltlon to employed staff costs, there were costs relatlng to 212024: 21 seconded medical professlonal staff of £295,19112024: £217,026). The total employee benefits including penslon contrlbutlons and employers, Nl of the key management personnel were E771,81512024.. £708,683). No charlty trustees were paid nor received any other beneflts from employment with the charity In the year12024: none). No charlty trustee received payment for professlonal or other services supplled to the charity12024.. £nill. Trustees, expenses repre5ent5 the payment or reimbursement of travel and subsistence costs totalling £87512024: £3291 Incurred by 412024.. 41 tru5tee5. Staff numbers 2025 Employed by Charity No. 2025 Recharged to Charitv No. 2024 Employed by Charity No. 2024 Rechar8ed to Charlty No. Fundraising- MIOW Fundraisin8 - MH In patient unit / Patient 5eNices - MIOW In patlent unlt / Patient 5eNices - MH Communlty Day unit / JCC Retail Support 45 67 140 55 67 113 26 62 77 414 63 78 412 10. Related party transartlons There are no donation5 from related parties which are outside the normal course of business and no restricted donations from related parties12024.. £nil) not already disclosed. 11. Taxatlon The charities are exernpt from corporation tax as all their incorne is charitable and is applied for charitable purposes. The trading subsidiarie5 Mountbatten Isle of Wight Trading Limited and Mountbatten Hampshire Promotions Limited gift aid available prof it5 to their immediate parent charities. Page 79 Mountbatten Isle of Wight Limited Notes to the Flnancial Statements For year ended 31 March 2025 12. Tan8ible flxed assets Fixtures, fittings and equipment Land and buildings Leasehold improvements Motor vehicle5 Group Total Cost At the start of the year Additions in year Disposals in year At the end of the year 11,033,169 462,875 460,928 2,761,409 59.247 472,081 29,868 14,729,534 550,043 11,033.169 923,803 2,820,656 501,949 15.279.577 Depreclatlon At the start of the year Charge for the year Depreciation eliminated on disposal At the end of the year 50,233 1,531 318,548 75,952 2,466,692 157,734 264,643 53,858 3,1￿,116 289,075 51,764 394,500 2.624,426 318,501 3.389,191 Net book value At the end ofthe year 10,981,405 529,303 196,230 183,448 11,890,386 At the start of the year 10,982,936 144,327 294,717 207,438 11,629,418 Freehold land and buSldings Flxture5, fittings and equipment Leasehold improvement5 Motor vehicles Mountbatten Isle of Wlght Total Cost At the start of the year Additions in year Disposals in year At the end of the year 10,981,014 136.940 2,087,101 12,977 442,281 9.000 13.647,336 21,977 10,981,014 136,940 2,100,078 451.281 13,669,313 Depreciatlon At the start of the year Charge for the year Depreciatlon ellminated on disposal At the end ofthe year 132,938 1,069 1,965,961 45,882 263, 163 43,724 2,362,062 90,675 134,007 2,011,843 306,887 2,452,737 Net book value Atthe end of the year 10,981,014 2,933 88,235 144,394 11,216.576 At the start of the year 10,981,014 4,002 121,140 179,118 11.285,274 All of the above assets are used for charitable purposes. In the group figures, land and buildings constitutes both freehold property and leasehold property. Page 80 Mountbatten Isle of Wight Llmlted Notes to the Financial Statements For year ended 31 March 2025 13. Investments Group 2025 Mountbatten Isle of Wight 2025 2024 2024 Listed investments Fair value at the start of the year Additlons at cost Dlsposal proceeds Net Ilossllgain on change in fair value 5,912,002 64,875 1770,3181 138,9601 5,167,599 31,629 7,487,494 {1,881,0001 273,879 5,912,002 4,884,657 53,505 1250,0001 133,5661 4,654,596 5,688.901 {1,047,8311 243.587 4,884,657 Cash held by investment broker pendin8 reinvestment 270,102 Investment In 8roup undertaking Falr value at the end of the year 5,437,701 5,912,002 4,654,598 4,884,659 2025 2024 Charlty Trusts Over5ea5 Bonds Cash held by investment broker pending relnvestment 5,135,970 31,629 5,880,373 31,629 270,102 5,437,701 5,912,002 Page 81 Mountbatten Isle of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 14. Subsldlary undertakln8S Mountbatten Isle of Wi8ht Limlted, the charitable parent company, is the sole organisational member of Mountbatten Hampshire Limited. Mountbatten Isle of Wight Limited operates a hospice on the Isle of Wight and owns the whole of the issued ordinary share capital of Mountbatten Isle of Wight Trading Ltd, a company registered in England and used for non-primary purpose trading. The company number is 03083127. Mountbatten Hampshire Llmlted operates a hospice in Southampton. The company number is 06539641 and the charity number 1$ 1123304. It owns the whole of the issued ordinary share capital of Mountbatten Hampshire Promotions Limited, a company registered in England and used for non-primary purpose trading. The company number is 03675130. All subsidiary company èctivities have been consolidated on a line by line basis in the statement of flnanclal adivities. Available profits from the trading subsidiaries are gift alded to their respectlve parent charitable companies. A summary of the results of the subsidiaries for the year are shown below: Mountbatten Hampshlre Llmlted Mountbatten Hampshlre Promotlons Ltd Mountbatten Isle of Wlght Tradlng Ltd Year ended 31 March ZOZS Income I turnover Cost of sales 8,357,683 382.886 192,714) 141,927 111,668) Net Income / gross profit 8,357,683 290.172 130,259 Net expenditure l administrative expenses Distribution from subsidiary Gain on investment assets 18,780,227) 270,755 15,3941 119,4171 136,7391 Net income/lexpenditurel/profit/llossl for the financlal year 157,1831 270.755 93,520 Funds/retained earnings brought forward Net income/lexpendlturel/profit/llossl for the financial year Di5tributlon under Glft Ald to parent charity 683,001 1157,1831 270.755 {270.7551 93,520 193,520) Reserveslretained earnlngs carrled forward 525,818 The aggregate of the assets, liabilities and funds was.. Assets Llabllltles 2,191,742 11,665,924) 49,655 149,6531 14,675 114,673} Funds 525.818 Page 82 Mountbatten Isle of Wlght Llmlted Notes to the Flnan¢lal Statements For year ended 31 March 2025 14. Subsldlary undertakings {continued) Mountbatten Hampshire Llmlted Mountbatten Hampshlre Prornatians Ltd Mountbatten Isle of Wight Tradlng Ltd Yearended 31 March 2D24 Income I turnover Cost of sales 8,091,363 367,466 1121,0951 148,132 110,8421 Net Income / gross profit 8,091,363 246,371 137,290 Net expendlture / admlnistrative expenses Distribution from subsidiary Gain on investment assets 19,419,803) 475.021 30,292 119,4381 137,0431 Net income/lexpenditurellprofit/llos51 for the f inancial year 1823,1271 226,933 100,247 Fund5/retained earnlng5 brought forward Net incomel{expenditurel/profit/lloss} for the financial vear Dlstrlbutlon under Glft Ald to parent charity 1,506,128 248.088 1823,1271 226.933 1475.0211 100,247 1100,2471 Reserves/retained earnin85 carrled forward 683,001 The aggregate of the a55ets, liabilitie5 and funds was: Assets Liabilities 2,341,866 11,658,865) 148,090 1148,0881 54.567 {54.5651 Funds 683,001 Intercompany transactlons Included withln admlnistrative expen5e5 for Mountbatten Hampshire Limited is a management charge of £882.424 (2024: £933,426) from Mountbatten 151e of Wlght Llmited to Mountbatten Hampshire Limited. Included within administrative expenses within Mountbatten Isle of Wight Tradlng Limited is a management charge of £30,00012024'. £30,000) from Mountbatten Isle of Wight Limlted. Included withln administrative expenses for Mountbatten Isle of Wlght Llmited is a mana8ement char8e of £34,960 12024: £129,200) from Mountbatten Hampshire Limited to Mountbatten Isle of WSght Limlted. Shared trUsteesldl￿ttorS All trustees of Mountbatten Isle of Wlght Limited are also trustees of Mountbatten Hampshire Limited, with the exceptions of Stephen Izatt and Wendy Murwill, who are only trustees of Mountbatten Isle of Wi8ht Limited. Stephen Izatt & Wendy Murwill are tru5tee5 and directors of both Mountbatten 151e of Wlght Llmlted and Mountbatten Isle of Wight Trading Limited. Page 83 Mountbatten Isle of Wight Limited Notes to the Flnanclal Statements For year ended 31 March 2025 15. Mountbatten Isle of Wlght Llmlted The parent charitvs (Mountbatten Isle of Wight Limited) gross income and the results for the year are disclosed as follows: 2025 2024 Gross income Result for the year 9,959,988 1579,3401 10,061.618 1215,461) 16, Debtors Group 2025 Mountbatten Isle of Wlght 2025 2024 2024 Amounts due from group entltles Trade debtors Accrued income and other debtors VAT recoverable Prepayments 307,412 1.010.647 210,522 38.557 215,567 1,782,705 163,111 48,693 64,586 87,634 216,403 580,427 1,055,806 298,042 234,267 300,735 1,888,850 93,128 102,676 103.902 246.536 546,242 17. Credltors: amounts falllng due wlthln one year Group 2025 Mountbatten Isle of Wi8ht 2025 2024 2024 Trade creditors Deferred income Other creditors and accruals Amounts due to group entities 937,485 991,796 1,426,016 1,266,421 156,910 1,202,154 276,453 974,806 613.277 113.969 325,921 155,870 570,192 3,355,297 2.625,485 1,978,505 1,051,983 18. Deferred Income Deferred Income comprises grant and contratt Income recelved In advance of services being provided. Group 2025 Mountbatten Isle of Wlght 2025 2024 2024 Balance at the beginning of the year Amount released to Income in the year Amount deferred in the year 156,910 13,039,929) 3,874,815 69,718 13,625,204) 3,712.396 155.870 13.038.889) 3.857.825 69,718 {3,625,2041 3,711,356 Balance at the end of the year 991,796 156,910 974.806 155,870 Page 84 Mountbatten Isle of Llmlted Notes to the Financial Statements For year ended 31 March 2025 19. NHS Penslon Scheme The charities have some staff who are members of the NHS Pension Scheme. The scheme is an unfunded, defined benefit scheme that covers NHS employees, general practices and other bodies, allowed under the direction of the secretary of State, in England and Wales. The scheme is not designed to be run in a way that would enable each body to identify its share of the underlying scheme assets and liabilities. Therefore the scheme is accounted for as if it were defined contribution scheme. Details of the benefits payable and rules of the Scheme can be found on the NHS Pensions website at www.nhsbsa.nhs.uk/pensioDs Inhsbsa.nhs.ukl. The cost of participating in the Scheme is taken as equal to the contributions payable to the scheme for the accounting period. In order that the deflned benefit obligatlons recognised in the financial statements do not differ materially from those that would be determined at the reporting date by è formal actuarlal valuation, the FReM (Government Financial Reporting Manuall requires that "the period between formal valuations shall be four years, with approximate assessments in intervenlng years. An outline of these follows: a) Accountlng valuatlon A valuatlon of scheme liablllty Is carrled out annually by the scheme actuary Icurrently the Government Actuarfs Departrnentl as at the end of the reportlng period. This utili5e5 an actuarial assessment for the prevlous accounting period in conjunction with updated membership and financial data for the current reporting period, and 15 accepted as providing suitably robust figures for financial reporting purpose5. The valuation of the scheme liability as at 31 March 2021, is based on valuation data as 31 March 2020, updated to 31 March 2021 with summary global member and accounting data. In undertaking thi5 actuarial assessment, the methodology prescribed In IAS 19, relevant FReM Interpretations, and the discount rate prescribed by HM Treasury have also been used. The latest assessment of the liabilities of the scheme is contained in the report of the scheme actuary, which forms part of the annual NHS Pension Scheme Accounts. These accounts can be viewed on the NHS Pensions website and are published annually. Coples can a150 be obtalned from The Stationery Offlce. b) Full artuarlal Ifundlng) valuatlon The latest actuarial valuation undertaken for the NHS Penslon Scheme was completed as at 31 March 2020. The results of this voluatlon set the employer contribution rate payable from April 2024 to 23.7% of penslonable pay. The total penslon contrlbutlons payable for the NHS penslon Scheme in the year were £984,19812024.. £985,785). Page 85 Mountbatten Isle of Wight Limited Notes to the Flnanclal Statement5 For year ended 31 March 2025 20. a) Analysls of group net assets between funds- 2025 General unrestricted Designated fund5 Restricted fund5 Total funds Tangible flxed assets Investments Net current assets 348,800 5.437,701 11,936,709) 9,073,435 2,468,151 11,890,386 5,437,701 1402.812) 500,000 1,033,897 Net assets at the end of the year 3,849,792 9,573,435 3,502,048 16,925,275 20. a) Analysts of group net asset5 between funds- 2024 General unrestrirted Designated funds Restricted funds Total funds Tanglble flxed assets Investments Net current assets 89.881 5,912,002 11,397,804) 9,020,915 2,518,622 11,629,418 5,912,002 120,382 552,520 965,666 Net assets at the end of the year 4,604,079 9,573,435 3,484,288 17,661,802 Page 86 Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 21. a} Movefflent in funds- 2025 At l April 2024 Galn on revaluations At 31 March 2025 Income Expendlture Transfers Restrlrted fvnds Capitsl funds John Cheverton Estate flxed Asset Fund John Cheverton Estate Pool Vehicle Fund Fixed Asset Fund Hosplce UK Grant Revenue funds Cllnlcal Co-ordination Centre IBCF Kelly donation Youn8 adult seThlces NH5CCG-CQUINs KIs5yPuppy re5trlcted fund Advanced communlcatlon MND Cllnlc Mountbatten young adults Barclays donation Ward Furnlture Bladder Scanner5 Hoist Pod5 for IPU 22,087 22,087 240,891 2,255,644 150,4711 190,420 2.255,644 155.151 1155,1511 41,213 26,667 505 22,709 38,931 465,380 3,748 4,173 1,822 58,511 1,012 6,083 2,720 41,213 126,6671 505 122.7091 138,9311 154,0721 13.7481 14,1731 130,232 541,540 1,822 58.511 11,0121 11,9001 4,183 2,720 Essentlal Equipment for patlent Care 24,538 1,000 24,538 Dalsy Rlch Trust Hospital Saturday Fund Chlldren's Service other restrfcted funds 12,0001 28,657 28,657 14,045 3.186,885 16,545 3,236,179 12,5001 1363,3341 Total restrlcted funds MIOW 314,040 Page 87 Mountbatten Isle of Wl8ht Llmited Notes to the Flnanclal Statements For year ended 31 March 2025 21. al Movement In lunds- 2025 leont.) At l April 2024 Galnon revaluations At 31 March 2025 Income xpenditure Transfers Restrlrted fund5- MH NHSE 28,818 219,291 28.818 286,345 other 255,743 1188,6891 Totsl restrlcted funds 3,484,288 569,783 1552,0231 3,502.048 Unrestrlrted funds- MIOW Designated fund5'. Flxed Asset Fund 9,073,435 9,073,435 500,000 9,573,435 9.073,435 9,073,435 5¢Xs,000 9,573,435 Total deslgnated funds. MIOW Desl8naied fund5- M Total desl8nated funds Gener*1 fund5- MIOW group Genernl funds- MH youp 911,052 3,693,027 8,870,393 8,484,826 19,366,878) 18,703,668) 133,5661 15,3941 381,001 3,468,791 Totsl untestrltt•d funds 14,177,514 13,220,665 4.441,137 17,661,802 17,35S,219 9,184,433 8,740,569 17,925,002 118.070.5461 19,730,212) 18,892,357) 118.622.5691 138,9601 133,5661 15,3941 138,9601 13,423,227 12,641,320 4,283,955 16,925,275 Totsl fvnds- MIOW Total fund5- MH Total fvnds Page 88 Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 21. b) Movement in funds- 2024 At l Aprll 2023 Gain on revaluations At 31 March 2024 Income Expendlture Transfers Restrlrted funds Capital funds John Cheverton Estste fixed A55et Fund John Cheverton Estste Pool Vehlcle Fund Fixed Asset Fund Revenue fund5 Cllnical CO￿rdInatIon Centre 18CF Kelly donatlon Youn8 adult 5ervlces DC cllnlcal teaching port NHS CCG- CQUINS KIs5yPuppy restricted fund Advanced communication MNO Cllnlc Mountbatten young adults Barclays donatlon Ward Furnlture Bladder Scinner5 Ho15t Pods for IPU 44,286 122,1991 22.087 250,000 2,255,644 19,1091 240.891 2,255.644 41,213 34,004 505 22,709 41,213 26,667 505 22,709 17,3371 39,038 399,580 3,748 6,927 2,469 66,278 1,012 7,083 3,680 44,202 129.306 144.3091 163,5061 38,931 465,380 3,748 4,173 1,822 58,511 1,012 6,083 2.720 12.7541 16471 17.7671 11.0001 19601 Essential Equipment for patlent Care 4,263 1,000 2,000 9,345 3,194,784 21,102 18271 24,538 1,000 2,000 16,545 3,236,179 Da15y Rlch Trust Hospltal Saturday Fund Other restrlrted funds 7,200 Totsl restrlrted funds MIOW 201,810 1160.4151 Page 89 Mountbatten 151e of Wight Limited Notes to the Financial Statements For year ended 31 March 2025 21. a) Movement In funds- 2024 Icont.) At l Aprll 2023 Galn on revaluation5 At 31 March 2024 Income Expenditure Transfers Restrlrted fund5- MH NH5E Other 71,800 149,150 142,9821 129.0751 28.818 219,291 99.216 T4)t•l restrlcted funds 3,415,734 301,026 232,4721 3,484,288 Unrestrlrted funds- MIOW De51gnated funds.. Flxed Asset Fund 9,073,435 9,073,435 500,000 9,573,435 9,073,435 9,073.435 500,000 9,573,435 Totsl de51gnated funds- MIOW Deslgnated funds- MH Totsl deslgnated funds Géneral funds- MIOW 8roup General fvnds- MH Broup 3,163,956 2,858,509 8,944,265 8,230,412 111,440,756) 17.426,1861 243,587 30,292 911,052 3.693,027 Total unrestrlcted funds Total lunds- MIOW Total lunds- MH Yotsl lunds 15,595.900 15,432,174 3,579,460 19,011,634 17,174,677 9,146.075 8,329.628 17,475,703 118,866,942) 111,601,171) 17,498,243) 119,099,414) 273.879 243,587 30,292 273,879 14,177,514 13.220,665 4.441,137 17,661,802 Page 90 Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 Mar¢h 2025 21. Movement In funds (contlnued) PuTroses of restrltted fvnds John Cheverton estatefixed asset fund- This fundlng was provided to acquire spetlfic assets including a new ambulance, new Arjo baths and certain new beds with mattresses and pumps. All these assets have been acquired and will be depreciated in terms of the policies relating to the depreciation of fixed assets. Fixed asset fund represents funds received for the purchase, refurbishment and improvement of the Hospice's building5, Included within fixed assets. It includes: The Halberry Lodge Funds, a donation received for the purchase of Halberry LodgelJCC, fully capitalised within Freehold Land and Buildlngs. DOH funds recelved as a contrlbutlon towards the refurblshment of Halberry Lodge/JCC as above. The Space Utili5ation and Enhancement ISUREI project fund. a DOH 8rant toward5 the refurbishment of offlce space, capltalSsed within fixtures. flttings and equlpment. The Facilities Improvement fund, recelved as a contrlbution towards the improvement works requlred on the existin8 buildlngs* and represents the net book value of those completed works. Cllnical Co-ordlnation Centre 8rant from the CCG supports the establlshment and operation of an 'Early Interventlon, Initiatlve which seeks to flnd and make contact with people approachin8 end of life. Thls wlll enable u5, from an early stage, to ensure that they are receivin8 appropriate care and 5UPPOrt for their condition. Th15 will range from simple conversations about Advanced Care Plannin8 and a 6 monthly phone call to concentrated treatment and possible adrnlssion to the In-Patient unlt. IBCF Thls grant from the 151and Better Care Fund supports the estobllshment and operatlon of a comprehenslve education facility and associated education programme. Kelly Donation- This donation is specifically to fund the acquisition of Rlser/Recliner chairs for the H05pice. Young odult services- This grant was made to fund the post of a Young Adult Therapist/Counsellor for three year5. The NHS CCG - CQUINS fund represents the Isle of Wight Clinical Commissioning Group funding toward5 the ocquisition, installation and commissioning of a new patient record software programme known as Systemone. The Kissypuppy funds represents donations received towards chlldren's services. Barclay5 Grant has been glven to fund the acquisition of cllnlcal equipment, supplies and PPE. Page 91 Mountbatten 151e Df Wight Limited Notes to the Financial Statements Foryear ended 31 March 2025 21. Movement In funds (continued) Purposes of restrltted funds (continued) NHSE Ivia Hospice UK) Grant The NHSE awarded funding to allow the hospice to make available bed capacity and community support from December 2021 to March 2022 to provide support to people with complex needs in the context of the COVID-19 situation. Advanced Communication - This 8rant was made to fund further training for our Bereavernent and Psycho-social teams in advanced communlcatlon skills. The MND grant is to fund the establishment and running of a monthly multi-disciplinary team with all services represented so that MND patlents can acce55 all the services that they mlght need in the sarne place and at the same time. Mountbatten Young Adults Fund Is a fund raised by this group of beneflciarles for their use In connection with life enhancin8 experiences and travel opportunities. JC Pool Vehicle Fund represent5 amounts received from the John Cheverton Estatefor the purposes of providin8 vehicles to be used by nursin8 Staff in reaching patients who are not In resldence at the hospice. Hospice UK Capltal Gront Grant funding was provided to help the hospices improve thelr facllltles. Increase capacity and enhance dlgital technology. Other specified restricted Funds - these f unds as listed are self explanatory. They have been received for the specific purpose stated and are used solely for those purposes. Mountbatten Hampshire's f unds are held as a restrlcted fund within the 8roup solely for the use of that charity's hospice on the mainland. Purposes of deslgnated funds Flxed Asset Replacement Funds are set aslde to enable the Hospice to redevelop exlstlng buildlngs and purchase capltal Items as requlred. Flxed Asset Fund represents the net book value of fixed assets purchased through general funds and therefore not readily available for other purpose5. Depreciation will be charged against this fund. Transfers between funds arise when planned spending on a prolect exceed5 the amount of restrlcted funds avallable for the purpose. In that circumstance the excess spend Is transferred from the applicable restrlcted fund line in the analy515 of restricted fund5 to general funds thereby reducing the balance on the restricted fund to zero. The trustees established the MH designated fund for use in future projects to extend the services of Mountbatten Hampshire. Page 92 Mountbatten Isle of Wlght Limited Notes to the Flnanclal Statements For year ended 31 March 2025 22. Reconclliation of net incomln8 resources to net cash flow from operating artivities 2025 2024 Net expendfture for the reportlng perlod {as per the statement of financial actlvlties) Depreciation charges Profit on disposals of fixed a55ets Lossesllgainsl on Investments Interest received and dividends from investments Increase in stocks {Increasel/decrease in debtors Increase in credltors 1736,5271 11,349,832) 289,075 353,977 11,2301 1273,8791 38,96D 164,8751 138,4221 11,342,608) 729,812 (10.6121 143,521 328,889 Net cash used In operatlng activltles 11,124,585) 1809,1661 Analysis ol cash and Cash equlvalent5 2025 2024 Cash in hand 1,005,003 2,179.415 Analysls of changes in net debt l April 2024 Cash f lows 31 March 2025 Cash in hand 2,179,415 11,174,412) 1,005.003 23. Operatlng leases commltments The total future minimum lease payments under non-cancellable operatlng lease5 are as follows for each of the following periods: Group Mountbatten Isle of Wlght 2025 2025 2024 2024 Less than one year One to five years Over five years 229.S99 1,291.593 432,881 395,140 1,214,317 705,417 155,712 536,509 2D5,510 184,315 562,817 302.167 1,954,073 2.314,874 897,730 1,049,299 Legal status of the charlty The charity is o company limited by guarantee and has no share capital. The liablllty of each member in the event of winding up 15 limited to £1. Page 93