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2024-03-31-accounts

2023 – 2024 Trustees’ Annual Report and Financial Accounts

Hospice Voice Page 7-8
Our Strategic Goals Page 9-10
CEO Report/ New Chair of Trustees
Objectve 1: Recruit, retain and develop
Objectve 2: Contnue integraton of children & young adult services		 Page 11-18
Page 19-24
Objectve 3: Tackle inequality in accessing care Page 25-28
Hospice Focus: Meet the Medical Team Page 29-30
Objectve 4: Expand our dementa support Page 31-32
Objectve 5: Develop enviromental sustainability Page 33-36
Objectve 6: Contnue growth of Wellbeing Services Page 37-40
Objectve 7: Reinforce our fnancial stability Page 41-54
Financial Review Page 55-58
Trustees Report Page 59-62
Running our organisaton well Page 63-66
Reference and Administratve Informaton Page 67
Trustees Responsibilites in Relaton to Financial Statements Page 68
Independent Auditor’s Report and Financial Statements Page 69-92

CEO Report

Service Delivery Map ce |

Dougie Mac Shops

Adult and Children’s Services

Children and Young Adult Services only

This Annual Report aims to spotlight the impact of Dougie Mac on our local community and to reinforce the compelling message that our hospice is a financially robust, resilient and highly regarded charity, with a commitment to our core values at the pivotal centre of all that we do.

(Adult Services provided by other regional hospices)

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ST15
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ST20
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WS13
WS11
WS7
WV10 B79
WV8
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WV9 WS8 WS14
WV7
WV11 WS3
B77
B78
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CQC Latest Results es)

This past year has been a challenging one for the hospice sector. We do not exist in a vacuum and the well-publicised pressures on our NHS mean that palliative and end of life care in a hospice is not immune to the headwinds in acute care and in primary care too. However, Dougie Mac is an independent hospice, not reliant on statutory funding but, on the contrary, for the past 51 years, dependent on the kindness and generosity of the people of North Staffordshire, for donated funding which accounts for around 76% of the annual income of £21 million required to run our hospice. In this report you will read about how we spend these donations, and the amazing impact our hospice has on the local health system, as well as confirmation that we have financial reserves to match our reputation for excellent care.

In looking back at our 2023/24 financial year, our strategic objective has been to grow our services and the finest example of this was the merger of Approach Dementia Services into Dougie Mac. This transaction, although formally completed on 1 April 2024, occupied several months of planning in transferring 21 staff to Dougie Mac and fulfilling our strategic goal of responding to the intensifying need for dementia support amongst many local families. Dougie Mac has spearheaded hospice-led dementia care, and this merger encapsulates our commitment to playing our part in helping local people deal with this terminal illness.

Growth of our services and our community reach has certainly not been confined to the expansion of dementia support and this report contains many examples of the impact that we have as an “all age” hospice. Dougie Mac is a formidable force in palliative and end of life care, and this past year we have equipped the hospice with substantial resources to forge an even stronger future, irrespective of the inevitable challenges we will face. However, to achieve our consistent success requires the very best people working in harmony towards our apex goal of being an authentic centre of excellence in palliative and end of life care. Consequently, I’d like to pay a personal tribute to the magnificent staff and volunteers at Dougie Mac, whose tenacity, kindness, loyalty and dedication make this a very special place and a jewel in the North Staffordshire community.

David Webster, Chief Executive

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Who we are

Vision, Mission and Values

Dougie Mac has been caring for people across Stoke-on-Trent, North Staffordshire and the surrounding areas for more than fifty years. For most of those fifty years we cared solely for adults with life-limiting illnesses, however in 2021 we also began caring for children and young adults too.

care, free of charge, to patients with life-limiting illnesses, including cancer, advanced heart failure, dementia, motor neurone disease and incurable lung diseases. We also offer supporting care to their families and carers.

Most of our adult care happens in our patients’ own homes and our teams work closely with GPs to provide support with complex issues, including unmanaged symptoms and social, psychological and spiritual concerns.

For patients in the last two weeks of their life our Hospice at Home service is able to provide practical support and emotional care for them, their carers and families.

Some patients prefer to receive their care at the hospice, or are unable to remain at home, and our Inpatient Unit is like a second home. As well as providing specialist care for individuals during the final stages of their illness, we also provide short stays for patients who require symptom control including pain management to help stabilise their condition before returning home.

In 2021 we extended our care to include children and young adults facing a life-shortening illness, which may be as a result of illness or injury.

We know that caring for a child with a life-limiting condition can put incredible demands on families, both physically and emotionally, and our care teams work together with the aim of making every moment count for the families we support. This support may include respite stays, day care, sibling group sessions, play therapy and end of life care and bereavement support.

For the young adults we support our focus is very much on supporting them to live their lives, recognising their individuality within a family centred approach. Our aim is to support each individual to enjoy every experience they can, while receiving our specialist support.

Our aim is to provide our patients, no matter how old, the right support, at the right time, by the right people.

Our Vision is… to be admired as a centre of excellence for palliative and end of life care.

Our Mission is… to respond to the increasing needs of those in our care across our heartland by growing as a sustainable organisation delivering outstanding value for money for all our funding sources and always remaining true to our core values.

Our Values are...

C ompassion

Working together by considering the views of others, understanding the challenges they face and providing support.

A ccountability

Taking personal responsibility for our actions, owning our decisions and behaviours.

R espect

Always trusting, listening and challenging each other. Understanding that we are at our best as individuals whilst working as a team.

E xcellence

Embracing excellence by empowering and motivating each other to be the best that we can be.

76% of all that we do is funded by the community supporting our fundraising.

Cooking up a Great Mix

Super Support Services 23/24

Always striving to maintain the highest standards at Dougie Mac are our vital support services who work hard to ensure a safe, clean and comforting environment for the people we provide care and support for.

In 2023 we received a grant from Together for Short Lives in partnership with the local Morrisons Supermarket stores. This funded the refurbishment of the kitchen at the Children & Young Adult Services.

300 calls received by our Reception Team daily

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Over
acres of
3 3,456 1,093
award winning hours of gardening
hospice gardens toilet rolls by 16 garden volunteers
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Significant I.T.
preparation for our new
adult patient database. Total replacement
of our datacentre
server and storage
hardware
5
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People are at the heart of all we do…

Hospice Voice

Integral in raising awareness of Dougie Mac and the impact of our services, our Marketing and Communications Team has continued to produce informative resources, maintain the supporter database and promote ways people can support the hospice throughout 2023/2024.

The team have continued to be the voice of the hospice cementing our key messages within the local community, focused around awareness of our services and reinforcing that we provide care for all ages.

Within the function there is also a great amount of pride in being able to share the voices of others, specifically the people who use our services and those who work or volunteer within them. These stories are brought to life in our expertly designed hospice communications in addition to them appearing across a variety of media. Sharing stories is essential to inform those who may need us now, or in the future, about our services as well as securing support to help fund the hospice’s specialist care offering.

Social Success

Throughout 2023/2024 social media has continued to be a core channel for Dougie Mac to share information, engage with others and encourage support, with a noticeable increase of video content across our platforms.

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19,656 5% 8,349 0.5% followers followers

5,126 9% 2,016 26% followers followers

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Our website is always there and home to plenty of resources for those in our community who may need our help, or, for those who would like to help us.

www.dougiemac.org.uk search

It meant everything that our faith and community were welcomed and supported at the hospice.

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Our Strategic Goals

Our previous “DMH@50” strategy ended with our 50th birthday celebrations in February 2023 and Expand our response to the intensifying need 4 covered a very successful four year period for Dougie Mac which included the landmark merger with the Donna Louise Trust, enabling our services to be extended into care for children and young adults. for dementia support The hospice’s new 3 year strategy from April 2023 – March 2026, is a three year plan designed to show how Dougie Mac’s goal is to expand our response to the intensifying need for our mission, vision and values interact to create an ambitious and robust plan which will guide our decision support and palliative care for local people with dementia. making during this period. ~~elo~~ Our Strategic Plan sets out seven strategic priorities: Recruit, retain and developand develop develop Develop environmental 1 5 a compassionate, committed workforce sustainability approach in all areas of the hospice ~~ee~~ Yi ~~8§=—i‘CO™C~S8~~

Recruit, retain and developand develop develop a compassionate, committed workforce ~~ee~~ Dougie Mac has a good reputation for staff engagement and satisfaction, our aim is to continue with measures to develop, retain and recruit a professional, compassionate and committed workforce.

Our community is at the heart of what we do and we are committed to minimising the environmental impact of our work and being a greener charity.

Continue to integrate our children 2 6 & young adult services to widen their impact Dougie Mac is an “all age” hospice and so we aim to fully integrate our Children and Young Adult Services so that their impact can be more widespread. 2| ~~-~~ ¥| 7 3 Tackle inequality in accessing specialist, end of life care Dougie Mac aims to play our part as an active partner seeking to improve a outcomes in local population health, tackling inequality of access to high quality palliative and end of life care. ?) ~~nC~~

Continue the of our growth Wellbein Services g

Dougie Mac is committed to holistic, personalised care for our patients so we intend to extend our Wellbeing Service.

Reinforce our financial stability with

effective cost management & income generation

Dougie Mac is committed to reinforcing the financial sustainability of the hospice by wise financial management and astute control of costs and resources.

Recruit, retain and develop a compassionate, committed workforce

the people we care for, their families and our supporters. We are committed to recruiting the right people and retaining and developing our much-valued workforce.

Our vision of being a centre of excellence is supported by our work with external validations with the aim to have achieved, and maintained, 3 star accreditation with Best Companies and also to be recognised as High Performing in the Investors in Excellence framework.

98 @e 452 new starters members in 23/24 of staff

728 13% volunteers of leavers were retirees

Recruit, retain and develop a compassionate, committed workforce

Dougie Mac has a good reputation for staff engagement and satisfaction, our aim is to continue with measures to develop, retain and recruit a professional, compassionate and committed workforce.

21% 92 of staff had a vacancies role change advertised

Joining Dougie Mac

The recruitment of Registered Nurses and Care Support Workers remains one of our greatest challenges, however we are continually reviewing our approach and looking for ways to improve. We have implemented a new cloud based recruitment system. Candidates can access the system via mobile phones and tablets making it easier and more accessible for people to apply as well as the ability to manage and track their application online thus enhancing the candidate’s experience. There have been significant efficiencies for the HR team and the quality and number of applications has increased.

We have also continued with our recruitment open days and taster sessions where appropriate, which include an opportunity to see the working environment, allows for on-the-spot interviews and a chance to speak to people working on the frontline. We have also recently undertaken a recruitment and retention audit with an external consultant and plan to deliver recruitment and retention training for line managers.

Volunteers

A key part of delivering our ambitious strategy is ensuring we utilise volunteers in all areas to support efficiency and effectiveness; this means engaging with our existing volunteers and adding to our dedicated volunteer number.

We recruited additional members of staff to allow the Volunteer Services team to focus on these key areas and these roles have enabled us to increase our training compliance noticeably, attend more recruitment events in local educational settings and community groups to showcase the wide range of benefits of volunteering.

The New Year saw Volunteer Services work closely with the Marketing & Communications Team who helped deliver a successful six week recruitment campaign to recruit new volunteers with the aim to reach 100,000 hours of volunteering in 2024. Marketing facilitated press and radio coverage, as well as various forms of advertising including one of our retail vans being wrapped to really catch everyone’s attention.

increase in volunteer % starters

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1,229%
Impressions
654%
Interactions
74%
Followers Non Followers
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A highlight for Marketing, and a real demonstration of our social media impact, was inviting well-known local faces to give their time across our services during a week in February and share their endeavours via Instagram. This had a phenomenal impact on engagement with profile visits increasing by 1,229% and our impressions (the number of times our posts or stories were shown to users) by 654%, which in turn increased our 74%. content interactions by

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Celebrating Our People

All year round staff have the opportunity to recognise their peers by submitting a GREATix highlighting how they have excelled in demonstrating the values in their work which can be seen by all staff members on our internal Intranet. We also hold our annual staff awards to showcase the hard work and dedication of Dougie Mac staff; with all nominations being made by peers. Staff long service is also recognised annually as part of our Dougie Awards.

For our volunteers we revamped our long service certificates and badges and increased their frequency. Volunteers now receive pin badges on their first anniversary, their 3rd, 5th and 10th too, continuing to receive a new badge for each additional five years of service – these will be rolled out over the next 12 months.

Every June we also celebrate Volunteers’ Week and use it as a vehicle to say a big thank you to all our volunteers for their time and support. We encourage each department to help us celebrate our fabulous team of volunteers with bunting and notes of appreciation amongst other activities. Christmastime is another opportunity to thank our volunteers on behalf of the organisation with treats and Christmas cards being delivered to departments and shops as well as holding a free raffle for all volunteers.

Congratulations to our winners in 2023:

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Newcomer of the Year – Purnima Sovis
Supporting Excellence – Jodee Colclough
Team of the Year – Retail
Excellence in Clinical Care – Emily MacLennan
Income Generation Excellence – Brogan Evans
Star of the Year – Emma Chapman
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Listening to our people

Dougie Mac – a World Class Organisation

Participation Number 1 charity in 2023

In May 2023 Dougie Mac achieved a three star accreditation from Best Companies which is their highest standard of workplace engagement, representing organisations that truly excel. Achieving three stars is a massive accolade: we are a World Class organisation to work for. We made significant progress to reach the number 1 spot in the 2023 ‘Best Charity to Work For’ list whilst also making strong headway in the regional and national lists.

Deb Nixon who started as a volunteer at the hospice in 2015 TO received confirmation in 2024 she is now a Registered Nurse and has joined the NMC register. Deb utilised several learning and development opportunities throughout her time at the hospice most recently completing her Registered Nurse Degree Apprenticeship which has been fully funded by the hospice’s apprenticeship levy.

This flexible route to becoming a nurse doesn’t require full-time study at university and offers our Registered Nurse Associates a route to progress. We recognise that supporting and developing our own staff is vital so we are proud to be able to offer these, and similar, opportunities to our staff.

Supporting Equity, Diversity and Inclusion is another priority for our people, who want to bring about positive change to all that we do, from recruiting our workforce to making our care accessible to those that need it. A working group of staff has been set up this year with key milestones identified to support the hospice eliminate potential barriers and build on our vision to be a centre of excellence in all ways, helping our staff and volunteers learn along the way.

The Best Companies accreditation is based entirely on anonymous employee feedback, giving all hospice employees an opportunity to have their say about working at the hospice.

is an increase of 3% from last year and fantastic in comparison to an industry standard of 20%. It was great to see that our volunteers are proud to volunteer at Dougie Mac and would recommend volunteering to their friends. These results helped to put together plans to increase a focus on training for our volunteers and also to ensure all volunteers felt appreciated and engaged.

Developing our people

Communication skills is a core skill for any professional, at Dougie Mac we are proud to have successfully implemented an in-house communication skills framework that is suitable for all staff. Our very own staff have developed their knowledge and skills to facilitate the sessions across all levels; also supported by our team of simulated patients to support staff in their learning experience.

We understand the importance of communication and have invested heavily in having a strong structure in place so staff can improve their skills, grow professionally and help deliver excellent care.

staff accessed face to face wellbeing sessions

mandatory training compliance in Quarter 4

Continue to integrate our children and young adult services to widen their impact

A pivotal part of our 3 year plan is expansion of our children and young adult services, however, this is impacted by the recruitment challenges we face, especially those outside of our control such as the national shortage of nurses. Our intention this year was to recruit and develop sufficient staff to help us achieve our planned growth so that by year end we could see the increase in service delivery.

Children’s Services —ie \ ? ———

Continue to integrate our children services to widen & young adult their impact

To increase day care and community visits by 10% on 2022/2023 figures.

10%

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20%
ACHIEVED
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Be able to facilitate more than 70% bed occupancy in our Children’s Services.

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70%
71%
4 ACHIEVED
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Dougie Mac is an “all age” hospice and so we aim to fully integrate our Children and Young Adult Services so that their impact can be more widespread.

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19
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Our Family and Sibling Events

These events always prove to be extremely popular and give our children and families an opportunity to spend precious time together and make life-long memories.

Our siblings attended trips to Alton Towers, Crocky Trail, Bear Grylls Adventure, Blackpool and a Tittesworth Water Sports Day as well as boxing classes and film nights. These events provided some much needed downtime where the children could have fun without having to consider the care needs of their sibling.

attendances at our events in Summer 2023

For our families we hosted a Summer Beach Party (complete with a donkey, ice cream and candy floss), a Garden Party, an Animal Fun Day, a Brazilian Drumming Session and a Family Fun Day held at Wedgwood Cricket Club.

Plus a unique opportunity to make friends with other children in similar situations

To ensure there was something for everyone including the children that do not cope with noise or crowds we ran a family yoga session and a sound bath (meditation) session.

Organising these events to ensure everybody’s care needs are met and everyone has the opportunity to attend is a huge undertaking. The success of these events is a testament to the hard work of our Play Team, Sibling Support Worker and Family Support Team.

Young Adults

Since re-opening in October 2021, the Young Adult Unit has continued to be transformed from an empty building to a welcoming and vibrant space providing a unique service for young adults living with palliative or complex health conditions. Throughout 2023/24, we were able to safely open 5 days a week for day opportunities with the team increasing by 249 hours a week which has enabled the provision of additional residential (overnight) support to be provided.

The recruitment of registered nurses remains a challenge and we continue to actively recruit registered nurses and care support workers to be able to resource this service, which currently provides individualised support for 49 young adults.

The ability to be able to provide unique and tailored care and support for this age group is vital as they can face distinct challenges related to identity, independence and social connections. Unlike traditional hospice care, young adult services focus on a holistic approach that combines medical, emotional and social support. One-on-one care is essential in this context as young adults often present with complex and varied requirements – ones that simply cannot be met in other settings.

We measure our service delivery in three core areas: respite, day opportunities and social opportunities. However, we also offer community support, hospital support, physiotherapy, symptom management and advanced care planning to help our young adults develop and increase independence. This year, we wanted to achieve a 50% uplift in overnight stays and increase day opportunities and social opportunities by 20% compared to last year.

Adult Unit delivered 131 therapies to our young adults. It has been clear to see the benefits of therapeutic touch and the various treatments provided in both the presentation of our young adults and the feedback given from the young people and their parents / carers.

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Year on Year
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For the first time this year our special garden room has also been used when we cared for a young adult post-bereavement. The young man did not pass away at the hospice but was moved here so his family could spend precious time with him while receiving emotional support from our specialist team.

107% 53% 168% uplift in overnight increase in day increase in social respite stays opportunities opportunities and activities

The Garden Room

quarter 1 to quarter 4) this has not adversely affected the availability of day opportunities which also has seen a really positive uplift. Group Activities for young adults have been a great success this year too, from social outings to in-house events we’ve doubled attendance throughout the year. One particular highlight was our first Mother’s Day pamper treat where Mums and Daughters enjoyed a range of therapies including massages, facials and a special lunch treat.

Tackle inequality in accessing specialist, end of life care

As part of this strategic priority we seek to improve outcomes in local population health, ensuring we are tackling inequality of access to high quality palliative care. Although there is an unfavourable external landscape our reputation and financial strength positions Dougie Mac to seize opportunities for expansion and for greater influence in the delivery of end of life care.

We remain an active partner within the Staffordshire and Stoke-on-Trent Integrated Care System and we continue to work collaboratively with our system partners to achieve the best outcomes for the population we serve. We want to solidify our status within the local health system during the next 3 years of our strategy including our aim to resource and further develop 24/7 access to advice and care while delivering a responsive, effective, caring and safe service for patients and their families.

of patients referred to Dougie Mac Adult Services had a non-cancer

Aim to increase referrals by 10% over 3 years. Achieved 3.74% in Year 1.

diagnosis, in the main these patients had dementia, heart failure, chronic respiratory disease or were frail or elderly.

Tackle inequality in accessing specialist, end of life care

Dougie Mac aims to play our part as an active partner seeking to improve outcomes in local population health, tackling inequality of access to high quality palliative and end of life care.

Hospice at Home Face to Face Consultations

Community Face to Face Consultations

24/7 Access to Advice and Care

Throughout 23/24 our Advice Line has maintained the safe delivery of specialist advice, providing 24/7 support to patients, their carers and families as well as a resource for advice and support provided to external healthcare providers who deliver generalised palliative care.

to be able to extend the provision of a 24/7 specialist Advice Line service across Staffordshire which means more people are benefiting from having the opportunity to access specialist palliative care round the clock.

admissions to hospital were prevented because of calls to our Advice Line.

A strategy to grow the service in breadth and activity has been devised and substantial recruitment to support this growth has taken place, allowing us to respond to rapid and crisis cases. One key aspect being the introduction of paramedic skillsets into the team as they can support critical decisions that determine the appropriateness of hospital escalation. This will help us to reduce the number of inappropriate hospital admissions which is a key objective of ours as well as increasing face to face rapid support.

Admission to our Inpatient Services

The hospice is responsive to patients’ needs and one aspect of this is to admit patients rapidly to Inpatient Services when required. The ability to admit patients within 2 days of an admission request is affected by the availability of beds however when admission is

not possible immediately, alternative sources of support are arranged in the interim. For example, home visits by community palliative care nurses, hospice doctors or support from our hospice at home service may be put in place.

to admit 60% of all suitable referrals within 2 days

10% increase on 2022/2023 Inpatient Services referrals

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74.74%
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20%
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Hospice Focus: Meet the Medical Team

At the absolute centre of the excellent care we deliver, is the Medical Team of Doctors and Advanced Nurse Practitioners in our Adult Services who have the time and focus to really understand a patient’s condition and how best to support them medically to achieve their desired outcomes. Whilst a patient is with us, the team take over all their medical care. Dougie Mac are one of a few hospices in the country who have a dedicated team available on-call 24/7 to support patients, families and the wider Care Team. One of the key benefits of our model is that we are able to accept admissions at any time of the day, including late nights and weekends, to offer better support to patients, families and the local health environment, particularly as it helps to prevent unnecessary escalations to hospital.

Medical Support at Dougie Mac

Our hospice doctors are experienced specialists in hospice and palliative medicine, as well as such specialties as acute medicine, frail and elderly care and oncology. They have excellent communication skills that help patients, families and staff understand and deal with the difficult issues and decisions that can arise when someone is terminally ill. They are expert in current principles of care quality and ethical issues in hospice care. Our Medical Team help the whole care team maximise a patient’s comfort as they, and their family, cope with a terminal illness and help prepare the patient and family for the progression of illness.

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21%
of admissions to
the Adult Inpatient
Unit were made
over a weekend or
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Key Responsibilities:

Dr Melica Daily-Hunt (Associate specialist in Palliative Care), Dr Emer Cunningham-McKenna (Medical Director), Dr Elisabeth Rich and Dr Rosanna Montgomery (Speciality Doctors).

Managing symptoms: to alleviate symptoms such as pain, nausea, shortness of breath and other discomforts associated with the patient's illness. This may involve adjusting medication regimens or prescribing additional treatments.

Ordering diagnostic tests: to monitor the patient's condition and adjust their treatment plan as needed.

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Emma was
Dougie Mac’s
Star of the Year
in 2023
Emma Chapman and Simon Tabbinor
(Advanced Nurse Practitioners)
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best it possibly can be. In what other specialty or place can you do that?! A true privilege!

Providing education and guidance: to patients and their families about their condition, treatment options and end-of-life care options to ensure informed decision-making.

Importantly, they assess if anything is reversible. Our doctors do not have a “nothing more can be done” approach. When a patient comes to the hospice, they do a complete “M.O.T” and check if there is something else other than the illness that is causing a decline or symptoms. By focusing on symptom management, pain relief and quality of life improvement; hospice doctors help our patients live comfortably and die with dignity in their chosen place of death.

of patients achieved their preferred place of death.

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85%
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*In 2023-24

Expand our response to the intensifying need for dementia support

With the number of people with dementia in the UK expected to rise to 1.6 million by 2040, the need for care and support for people with dementia will only increase and Dougie Mac is determined to play a proactive role in meeting this growing need in their local community.

Dougie Mac is continuing to provide specific wellbeing groups for dementia and we have two Admiral nurses who specialise in providing that end of life support. We have also continued to work closely with Approach Dementia Support since forming a strategic alliance back in 2018. We have collaborated closely, exchanging expertise and resources with the aim to offer outstanding support to individuals with dementia, along with their families and carers.

After careful consideration, the Trustee Boards and Senior Leadership teams of both organisations agreed that a formal merger was a natural next step to continue to enhance the care and support for those living with dementia across Stoke-on-Trent and North Staffordshire. The merger completed in April 2024.

The merger with Approach is evidence of the hospice’s ongoing commitment to provide excellent care for patients and families affected by dementia. By integrating Approach's support services, we can establish a continuous and seamless journey for individuals affected by dementia, spanning from their initial diagnosis to palliative care if required. We intend to do this by delivering a safe, responsive, effective and caring service for patients and families affected by dementia.

Expand our response to the intensifying need for dementia support

4

Dougie Mac’s goal is to expand our response to the intensifying need for support and palliative care for local people with dementia.

A? % i 32 ¥ 7,

Develop an environmental sustainability approach in all areas of the hospice

As a local charity with our community at its heart we are committed to: minimising the environmental impact of our work, being a greener charity and developing our environmental and sustainability strategy. During 2023-24 we took this to the next level by writing a strategy that outlined our green priorities and introduced guidance for measurement and reporting.

At Dougie Mac we recognise that building a sustainable and eco-friendly organisation is one of the pillars that support our centre of excellence, a foundation that our newly formed ESG Strategy Group will build upon. Represented by staff from each department within Dougie Mac the group will focus on:

~~Resource Conservation~~

Conserving supplies such as water, energy and paper throughout our operations

Waste Reduction

Reduce the generation of waste and promote recycling and proper disposal of waste materials

Green Procurement

Prioritise the purchase of environmentally friendly products and services whenever feasible, considering factors such as recyclability, sustainability and carbon footprint

Carbon Emissions Reduction

Develop environmental sustainability approach in all areas of the hospice

Our community is at the heart of what we do and we are committed to minimising the environmental impact of our work and being a greener charity.

5

1 Reduce our carbon emissions by implementing energy-efficient practices, promoting alternative 1 11 transportation options for staff and exploring renewable energy sources where possible. We will consider 1 greener vehicle use of the hospice fleet and utilise telematics for monitoring purposes 1 1 1 The hospice group is committed to ensuring that the requirements, both legislative and best practice, are observed in all areas of Dougie Mac. The associated policy reflects our dedication to making a positive impact on the community and the environment, whilst upholding ethical principles and transparency in all aspects of our operations.

The Value of Giving Back The Social Return of Charity Shops

We are very proud to have played an instrumental part in the research and production of a ground breaking new report commissioned by the Charity Retail Association (CRA).

for the charity retail sector to investigate the value charity shops have to society beyond the hundreds of millions of pounds they raise for their parent charities each year. The report was undertaken using established principles of assessing social value and highlights the benefits charity shops bring to customers, staff, volunteers and donors.

Utilising the Social Value Tool Kit specially created as part of the study, Dougie Mac was able to calculate that our charity shop network generated £173.78 million of social value (Apr 2022 - Mar 2023).

an important role in improving people’s lives and wellbeing, generating social value in many different ways.

of Dougie Mac Shops total social value is linked to giving back to others or the planet

of Dougie Mac Shops total social value is linked to a sense of community

For every £1 invested £8.46 of social value is generated

Dougie Mac Charity Shops have a postive impact on wellbeing valued at

£173.78 Million

Dougie Mac Charity Shops 23/24 —————————————

In April 2023 work commenced on our 20,000 sq. ft Sustainability Hub which is home to our in-house recycling. The Hub, now fully operational, is paramount in underpinning our ambitions of being a “zero to landfill” business. A fleet of retail vehicles fitted with telematic devices support the Hub on a daily basis, data from the equipment is being collated to calculate the level of carbon emissions that could be eradicated by switching to an all-electric fleet by 2027.

In March 2024, our Retail Board of Trustees approved a Waste Management Policy to reInforce our intentions of building an adequate waste disposal infrastructure for our chain of charity shops; the measures put in place included:

This years’ results provide further proof that Dougie Mac is a contemporary hospice, deeply rooted in our community, perpetually alert to the changing priorities and the embedded values of the North Staffordshire people whom we are proud to serve.

36

Continue the growth of our Wellbeing Services

aim of sharing our skills and knowledge to empower patients, their carers and families by promoting choice, independence and self-management to improve the quality of their life.

By empowering individuals in the local community with palliative conditions to begin their journey with the hospice earlier helps enable a holistic, rehabilitative approach in advance of the need for end of life care. This initiative further supports our commitment to providing the right care at the right time and in the right place, always striving to ensure that individuals receive support tailored to their unique needs for longer.

A programme of activities was formulated to enable the reopening of our Wellbeing Centre post COVID as well as extending our offering in the community by creating and delivering group sessions across our area.

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RELAXATION CLASS
TUESDAYS
11.45AM-12.30PM
SOCIAL
MORNING
EVERY MONDAY
10AM-12PM
CHAIR YOGA
THURSDAYS
3PM-4PM
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Continue the of our growth Wellbeing Services

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6
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We also bolstered existing services to deliver support to more people which included recruitment of an additional SPARCS (Spiritual, Pastoral and Religious Care Service) Practitioner and expansion of community physiotherapy support. Our Counsellors were trained to offer Couples Therapy as well as 1-2-1 and group sessions for Children and Young People which saw an increase in delivery of counselling and emotional support face to face activity too.

Dougie Mac is committed to holistic, personalised care for our patients so we intend to extend our Wellbeing Service.

22% ee 4 increase in face to Community face therapy based groups 120+ 12% patients, carers and increase in face bereaved carers to face activity accessing group support

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32
1st
Groups at
Dougie Mac
Wellbeing
Occupational Centre
Therapist
recruited
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Another key focus was to develop our Inclusion and Community Partnerships strategy to work towards addressing barriers to accessing Dougie Mac and promoting our services. Recruitment of a dedicated resource to take this strategy forward took place in Autumn 2023.

39 °

40 e

Reinforce our financial stability with effective cost management and income generation

Effective cost management and income generation are crucial for Dougie Mac. By managing costs efficiently, we can ensure that more funds are directed towards our mission and specialist services, truly maximizing the impact of every £1. Additionally, having a variety of income streams helps to create financial stability, reducing reliance on any single source of funding.

This financial resilience not only supports our ongoing operations but also fosters trust within the community that supports us; demonstrating a responsible and honest approach which in turn encourages the continued support we need for the future.

Every team has a part to play in managing costs astutely, with our Finance Team integral to guiding and supporting this objective by accurate budgeting, managing cash flow and sound financial planning.

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6,547 102% 272,398
invoices processed increase on investment donations processed
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Reinforce our financial stability with effective cost management & income generation

Dougie Mac is committed to reinforcing the financial sustainability of the hospice by wise financial management and astute control of costs and resources.

42

41

Income Generation

Thanks to the incredible continued generosity of thousands of local people, we’re able to deliver the very best care for the adults, young adults and children we support. 76% of the total income received in 23/24 came from donated income and trading activities.

A Lasting Legacy

Legacies continue year on year to be a significant income source for the hospice. Over 12% of our gross income came from 103 people who left a gift in their Will in 2023/24.

people’s generosity and kindness in advance gives the hospice a chance to say thank you and keep in touch with information and updates about the hospice.

Each year we invite living legators who are known to us to a social ‘get together’. In May 2023, “The Real Prime Suspect” Jackie Malton gave our guests an insight into her time serving in the Metropolitan Police in the 70s and 80s. She spoke of her remarkable and unique experiences in her police career, initially in Leicestershire and then London. She was notable for her rise within the ranks of a very male, heterosexual establishment while being a woman detective who was openly gay.

Jackie drew parallels with the importance of the legacy she left behind for the police and community and the lasting legacy our audience are pledging to leave for local people facing terminal illness and children and young adults with life-limiting conditions.

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Total donated in 23/24
£14,330,022
Fundraising Events £1,595,926
Donations & Gifts £3,236,024
Legacies £2,049,551
O
Lottery £1,527,891
°
Retail £5,920,630
43
O [°]
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Jackie Malton

Retired Detective Chief Inspector

The inspiration for the fictional character, Jane Tennison, played by Helen Mirren, the central character in the 1990s Police Drama ‘Prime Suspect.’

The acquisition of new supporters leaving a gift in their Will is vital to the longevity of the hospice; we thanked a further 100 supporters who pledged to leave a gift in their Will during 2023/24.

Genrous Grants ——————-

76 grants from Trusts and Foundations 44 )

We received 76 grants from Trusts and Foundations; enabling the hospice to purchase a range of items, including: 5 recliner chairs, 6 syringe pumps, 20 mattresses, hand and foot casting materials for bereaved families to remember their late children as well as funding to host the annual Christmas party for the children and their families. Plus revenue funding for running costs.

Super Schools —— SSeS

We have continued to be actively involved in schools fundraising and our aim is to educate and inform future generations about Dougie Mac; focusing on providing informative and inspiring assemblies. In these assemblies we cover areas of the curriculum and set the pupils a small fundraising challenge. This year we have implemented “collection box races” where each class races to fill their collection box with spare change, mainly 2ps and 1ps to see which class can raise the most money for the hospice.

This has been hugely successful and has inspired both parents and teachers alike to take on challenges such as the 3 peaks challenge and skydives for Dougie Mac. We had 2 primary schools pledge to raise over £10k too – both achieving it with the support of their school community.

N both achieving it with the support of their school community. local nurseries, schools and colleges 82 have raised funds this year.

Better Business

Over the past year, we feel incredibly fortunate to have the continued support of the business community with 1,357 businesses digging deep and choosing to support Dougie Mac. Their contributions have come in many forms including corporate volunteering, employee fundraising, generous donations and sponsorships.

This support is essential for the continuation of our fundraising efforts, enabling us to provide vital services to our community. We are profoundly grateful for their commitment and generosity. To honour and celebrate these invaluable partnerships, we host our annual Business Partnership Awards where we recognise and thank our business partners for their outstanding contributions – please see all our winners, commendations and categories on the next page.

This year at our Business Partnership Awards, one of our key focuses was around corporate volunteering. Over the last 12 months, 65 businesses have donated their time including 18 groups who have volunteered with us for the first time! Companies have volunteered in our shops, gardens and spent time leafletting, totting up nearly 3,000 hours in total.

Business Partnership Awards 2023/2024 _—————————SSeee

Bronze – Support between £5k up to £10k

Optimum Flooring Services The Foaming Quart Tinsdills Solicitors Plumbing Solutions TMT First Ltd Screwfix for Wincanton St. Modwen Homes Unipart JCB Terraces Menswear The Craft Room

Altecnic Ltd Glen Dimplex Home Appliances Brian Mellor Financial Services Heating & Pipework Installations The Co-operative Bank J A Bloor Agricultural Services DoubleTree by Hilton N & J Tree Services Ltd Fine Ceramic Transfers Ltd Neida Products Engineering Ltd Fletcher Moorland Ltd New Look Distribution Centre

Silver – Support between £10k up to £15k Gold – Support between £15k up to £20k Amelia Knight QPS Print DPD oo Carmountside Crematorium Steelite International Geens Chartered Accountants Charles River Laboratories The Barlaston Estate Hattons of London Currie Young Wooden Windows

Platinum – Support between £20k up to £50k Palladium – Support exceeding £50k _ Asda Lymedale Distribution Centre Fiskars UK Ltd KMF Precision Sheet Metal Ltd ——— bet365 Hanley Economic Building Society Stairbox Brown Recycling Ltd TIP Trailer Services Ltd

Asda Lymedale Distribution Centre bet365 Brown Recycling Ltd Denstone Hall Farm Shop & Cafe

Fiskars UK Ltd Hanley Economic Building Society Parogon Group

Recognition Awards

CORPORATE VOLUNTEERING AWARD

CHARITY CHAMPION AWARD

Winner - The Co-operative Bank Commendations - Vodafone, Amey Highways

Winner - Steve Hammond, Don-Bur (Bodies & Trailers) Ltd Commendations - Lynn Meigh, The Co-Operative Bank, Laura-Jane Wootton, TMT First Ltd, Janice Furnival, TIP Trailer Services Ltd

WILL WRITING CHAMPION AWARD

Winner - Tinsdills Solicitors Commendations - Beswicks Legal, Clowes & Co, Lichfield Reynolds

BEST BUSINESS PARTNERSHIP AWARD - (SMALL)

Winner - Denstone Hall Farm Shop & Café Commendations - RSM UK Consulting LLP

[COLLECTION BOX AWARD ]

Winner - The Card Shop [Commendations - ][Graham's Chemist]

BEST BUSINESS PARTNERSHIP AWARD - (LARGE) Winner - Parogon Group bet365 Commendations -

[BEST SUPPLIER AWARD ]

Winner - KDM Events Ltd

Commendations - Heating & Pipework Installations, Kayem Maintenance Services

Milestone Awards

SUSTAINABILITY AWARD

Winner - Brown Recycling Ltd

MILESTONE AWARD – EXCEEDING £100,000

Parogon Group, Stoke City Football Club Ltd

EXTRA MILE AWARD

Winner - KMF Precision Sheet Metal Ltd Stairbox Ltd Commendations -

MILESTONE AWARD – EXCEEDING £250,000

Tip Trailer Services Ltd

46 6

Helping Hands: A tribute to Community Spirit

Branching Out: Our TreeCycle Success

One of our business highlights this year was our reinvigorated TreeCycle campaign which would not have been possible without the support of all the businesses involved. Our TreeCycle is an environmentally friendly campaign which allows people who live within the hospice’s catchment area to make a donation to the hospice and have their real Christmas tree collected and recycled. Brown Recycling Ltd sponsored the campaign for the 4th time and NJ Trees provided support to chip and recycle the collected trees for the first time this year.

recycling to one further afield location. All trees were recycled and the chipping used for gardening products and mulch going back into the earth. 17 109 Days[3] businesses volunteers 56 14 1,677 vans postcode trees areas collected raised £28,459

Community fundraising plays a vital role in helping our hospice raise the necessary funds to continue providing essential care and support to those in need. Community fundraising refers to the collective efforts of individuals and groups within our community who raise money for the hospice. This can include activities such as bake sales, charity runs, local events and personal initiatives taken on by dedicated supporters like Ray Mobberley and Peter Alcock.xxxxxxxxxxxxxx

When Ray Mobberley’s wife of 39 years, Kathleen, passed away on 17th June 2020, Ray was determined to do something positive in her memory. Dougie Mac had supported Kathleen with pain management and medication for her lung cancer and she’d regularly spent time at the hospice as a day patient. Sadly Kathleen passed away from Covid during the pandemic, which was worsened by her lung condition.

Ray explained, “About a year after Kathleen died I needed something to give me a focus and I wanted to raise money for Dougie Mac in her memory. I started doing odd jobs for people I knew, just small plumbing and electrical jobs, and sometimes a bit of gardening, but instead of getting paid, I asked my customers to give me a donation for Dougie Mac.

“Through word of mouth I started to get more and more requests for help, so my nephew Peter began to help me out. He’s a qualified mechanical and electrical engineer and plumber by trade, so together we could take on bigger jobs. Now we’re busy every single day, it’s like a full time job but it keeps us both busy and has really helped our mental health.

“We get great pleasure in helping people in their hour of need and sorting their problems out.”

Every penny donated by their loyal customers is recorded by Ray and included in a monthly newsletter he produces and circulates to thank them for their support and to let them know how much has been raised for Dougie Mac in Kathleen’s memory.

“Our customers have become like friends, we get to know everyone and they know they can rely on us to help them with whatever they need. Quite a few of our customers live on their own, so we’re good company for them and they ask us back for lots of different jobs.

“We do not receive anything for our time and any money received is all donated to Dougie Mac, but we hope and pray we’re making a difference to those who need their service and that our customers appreciate our help.”

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47
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Local Lottery: It’s Win Win!

Dougie Mac Lottery activities have been an integral part of the hospice’s income requirements for over 28 years. We strengthened our sales team in the summer of 2023 and having a bigger team working face to face in the community and on the phone has meant we have met and spoken to more local people raising awareness of the hospice championing the great and growing services we have to offer, dispelling myths and encouraging support for the hospice; in any way possible.

83% of our Lottery income comes from the Lottery numbers that are entered into the draw each Friday so there is always a focus on securing new members and new numbers for the draw which helps ensure we can still grow our membership even with any cancellations we may get. This year we secured 3,575 new numbers with 85% of these coming from proactive canvassing and telephone campaigns.

I got the phone call to say that I’d won and I was speechless, but it’s not about the winning for me, I support Dougie Mac regularly in memory of my Mum and Dad who were both cared for by the hospice.

We are truly grateful for the commitment of our Lottery players who provide a regular source of income for the hospice, week in, week out.

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£2,000
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A Dougie Mac Shop is never too far away… I love volunteering at the I feel much better Dougie Mac charity shops continue to be at the heart of our local communities – the public face of the hospice Dougie Mac shop they in myself when I on high streets and in surrounding villages across Stoke-on-Trent and North Staffordshire. People who shop, donate and volunteer in our shops have shaped our retail operation to be what it is today and we couldn’t be make me feel like I’m have been working more grateful. part of a great team and hard with the team Extending existing shops and making the most of new opportunities is key to growing the much needed income they are helping me to at the shop. It our shops help to raise for our specialist care and support. In April 2023 we were pleased to extend our Westlands build confidence whilst I make me feel shop and we opened our second shop in Cheadle on 7th September 2023. volunteer too. happy to be useful. oo _ The shop where I Biddulph Y volunteer are like Volunteering at the e another family to shop has helped a ) Leek (al me we help each improve my social Alsager other out if we can I skills as well as helping Kidsgrove Mini MacMini Mac Kidsgrove wouldn't volunteer with my anxiety. anywhere else.

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We cherish the opportunity to celebrate our shop birthdays. These special occasions allow us to express our gratitude to our dedicated staff, volunteers and loyal customers. To make the celebrations even more memorable, we always have a special birthday offer in store 52 too.

Gift Aid really is a Gift

Gift Aid is an important source of income for the hospice. Thanks to HMRC’s tax concession for charitable giving, we can increase donations from tax paying supporters by 25% - at no extra cost to them.

Simply by obtaining a Gift Aid Declaration, we can reclaim 25p from every £1 given from HMRC. Gift Aid is also reclaimable from the sale of donated items in our charity shops too.

Obtaining a valid Gift Aid Declaration, regarding tax paying status from donors is the key to maximising this opportunity - but this is easier said than done. In June 2023, we reinvigorated all aspects of our Gift Aid activities and processes with one singular objective to improve the collection of Gift Aid Declarations from donors, which would subsequently increase the amount of money raised from Gift Aid.

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Over
279
Dougie Mac Shops
in Numbers
4 2 % W
Profitability years of shop trading
celebrated
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26% 23% increase in Gift more of our supporters Aid income made a Gift Aid year on year. Declaration in 2023/24 than the previous year.

Thanks to our efforts of reviewing how we promoted and talked to our supporters about Gift Aid we claimed a record-breaking £550,844 of Gift Aid from HMRC.

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4,117
2,126,533
Donated
items sold
Furniture Items Collected
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53 ®

54 @

Financial Review

The UK hospice sector is currently navigating some of its most challenging times. With statutory income remaining static and an unprecedented backdrop of rising costs, many hospices are facing significant financial pressures. As a UK wide deficit of £77 million for 2023-24 is predicted for the sector, Dougie Mac is proud to report a surplus of £0.828 million (after a gain on investments of £0.906 million).

Total income for the year rose by 7% from £17.7 million to nearly £19.0 million, with the increase being largely attributable to the strong performance of our Retail business.

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Total Consolidated Income
2023/24 £19.0 M
2022/23 £17.7 M
2021/22 £20.4 M
2020/21 £18.9 M
£16.0 M £17.0 M £18.0 M £19.0 M £20.0 M £21.0 M
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Financial Review

Expenditure also rose, with the cost of raising funds increasing by 17% and expenditure on clinical services climbing 6%. As we contend with the evolving economic landscape, it’s important to acknowledge that some expenditure increases i.e. government-initiated uplifts, energy costs, groceries etc. will always be beyond our control. It is therefore our responsibility to find a means of re-balancing elsewhere, primarily by growing our donated income.

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Patient & Carer
Wellbeing Services,
£1.4 M
Children & Young Raising Funds, £4.7 M
Adult Services, £4.3 M
Community Inpatient Services,
Services, £3.4 M
£5.2 M
— —
Total Expenditure
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Our ability to achieve these results in such a challenging environment highlights the effectiveness of our financial management strategies and our commitment to operating a sustainable charity. Yet again, we remain a financially robust organisation with a good diversification of income streams and a commitment to good purchasing practices that enhance a value-for-money ethos.

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Expenditure on Clinical Services
£16.0 M
£14.0 M
£12.0 M
£10.0 M
£8.0 M
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
(Covid-19)
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Dougie Mac shops continue to be a North Staffordshire shopping destination of choice as people look to bag themselves a bargain. Over the past few years, our shops have shown astonishing resilience; riding the storm of COVID-19 and the cost-of-living crisis alongside managing the day-to-day challenges like charity retail competition, volunteer shortages and, believe it or not, inclement weather conditions.

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Dougie Mac Retail Income
£6.0 M
£5.0 M
£4.0 M
£3.0 M
£2.0 M
£1.0 M
2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
(Covid-19)
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Dougie Mac Retail saw incredibly strong sales in 2022/23, and this was always going to be difficult to replicate in 2023/24. This being said, it is astonishing to report that our resilient chain of charity shops has achieved impressive sales growth of 28%. Despite the challenges they have faced; like-for-like in-store income grew by 19% whilst online sales of donated clothing rose by 46.7% from 2022/23.

Of the 1.65 million items sold in our charity shops last year Bric-a-Brac and ladies wear remained the most popular income stream accounting for 54% of the total income generated from donated goods sales. With the average price of an item sold being £3.06, the average transaction value equated to £8.11. Over 4,000 items of furniture were collected from our community to be sold in our bigger stores and 850,000 kilos of products were kept out of

Of course, it’s imperative that Dougie Mac Retail works to keep up with customer demand therefore recruiting and retaining volunteers and staff will be more important than ever. As a well-established and efficiently run operation, we will continue to diversify and innovate, to meet the changing needs of our shoppers. Charity retail is perfectly positioned to appeal to sustainable shoppers as more people look to make environmentally friendly choices. Charity shops remain incredibly important as customers look for affordable shopping choices to continue to combat the effects of the cost-of-living crisis. So, with plans afoot to not only continue to grow our in-store offering but to also expand our online platform, 2024/25 promises to extend our successful track record.

Lottery proceeds continue to be a dependable and steadily growing source of revenue for the hospice as 2023/24 sees income increase by 2%. Participation in the weekly lottery draw continued to rise during the year; reflecting an ongoing growth in engagement and support from our local community. During the year, two successful raffle campaigns collectively raised over £108,000 and were a significant boost to our fundraising efforts. The continued success of our lottery is thanks to the hard work and enthusiasm of our in-house team who continue to excel in recruiting new members; their is the cornerstone of dedication Lotteries achievements.

Thank you to everyone who participated and supported our hospice lottery in 2023/24. Your contributions make a significant difference in the lives of those we care for. Here’s to another successful year ahead!

The income generation teams at our hospice play a crucial role in ensuring we can continue to provide exceptional care and support to our patients and their families.

our care. From organising fundraising events to managing our charity shops, their innovative approaches and tireless work make a significant impact. Not only do their contributions sustain our operations but also enhance the quality of life for those we look after, embodying the care values of our organisation. We are incredibly grateful for their unwavering commitment and the positive difference they make year after year.

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Contribution to the hospice from raising funds
2023/24 £9.7 M
2022/23 £9.4 M
2021/22 £10.9 M
2020/21 £4.4 M
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Dougie Mac’s investment portfolio experienced a total return (income generated plus capital appreciation) of 12.3% to 31st March 2024, net of all fees and charges. Inflation trending back towards target levels, resilient economic performance and the promise of interest rate cuts have all added to a positive backdrop for investment markets. The investment portfolio outperformed its associated benchmark, ARC Steady Growth ACI, by 2.9% over the period with total income increasing by 15.8% to £191k for the year.

Each year, their efforts and dedication result in an increase in net contribution, allowing us to expand our services and reach even more people in need of

Defined benefit pension scheme

The actuarial loss in the pension fund is £164,000 and is shown in the Statement of Financial Activities, the defined benefit pension scheme liability stated in the balance sheet is £nil (2023 – £nil). This is the value recommended by the scheme actuary in the pension valuation report. Movements in the pension schemes assets and liabilities and its impact on the hospice’s financial position is monitored closely by the Hospice Trustees and by the Trustees of the Federated Pension Scheme for Douglas Macmillan Hospice.

Trustees Report – for the year ended 31st March 2024

The Financial

Trustees Report – for the year ended 31st March 2024

I was delighted to be appointed Chair of the Board of Trustees of Douglas Macmillan Hospice in November 2023. After my first year in the role, it is a pleasure to present the Annual Report and Audited Financial Statements for the financial year ended 31 March 2024, on behalf of the Board of Trustees, who individually are also Directors of the charity for the purposes of the Companies Act 2006.

sustain future hospice care services, and states our intention to invest in other specialist care such as Wellbeing and dementia, for those diagnosed and living with life changing and life-limiting conditions.

The following examples demonstrate our achievements. The innovative Wellbeing programme established in 2022 is a real success, welcomed and fully taken up by the community. Led by a team of 22 professional staff, it offers a range of support and therapy groups including cancer, Lymphoedema, Parkinson’s, Parkinson’s, Motor Neurone Disease and bereavement support networks.

The Financial Statements report a highly successful a year with remarkably robust income generation and capital reserves. Our sound finances have enabled therapy groups including cancer, Lymphoedema, Parkinson’s, Motor Neurone Disease and Dougie Mac to continue to strengthen palliative and bereavement support networks. community care services invest in complementary healthcare services and increase significantly palliative and respite care for children and young adults who have a range of complex life-limiting conditions. ;| Our compassionate service of palliative and end of life care for individual patients and their families has earned Dougie Mac loyalty and a reputation that we ne ye . Ws ,) at Et | aja % never take for granted. Local people are incredibly = SS eee generous, donating 80% of our total income, as = ——"._ = : || individual donors, or as local businesses and corporate supporters. Many volunteers generously give their time to help run our retail shops or provide help within hospice premises. We express our thanks Our longstanding and beneficial alliance with to everyone in the community who supports the Approach Dementia Services was formalised by a hospice in any way they can.

Approach Dementia Services was formalised by a merger on 1 April 2024, with 21 Approach staff joining the Dougie Mac team to continue their incredibly valuable work in dementia care. This dedicated investment in dementia care directly supports the needs of local people in this growing and devastating health condition.

Dougie Mac plays a critical role in the wider context of healthcare needs in North Staffordshire and we are very aware of some of the challenges faced by the NHS, nationally and locally, and its potential effect on hospice services and on patients. However, as an independent hospice, our Strategic Plan 2023-26 defines strategic objectives to invest in, and

We have invested in infrastructure, estate, and retail shops. Examples include; a kitchen refurbishment in the Children’s Services, optimising sales in our retail shops by shop expansion, attractive branding and vibrant retail presentation. A planned significant investment in a new hospice IT system has been smoothly implemented and further development of a hospice led collaboration for a 24/7 Advice Line and out of hours Rapid Response service is progressing.

We continue to recruit staff in a national environment where recruitment is often a challenge. Strategies to attract, develop and retain employees are a high priority. We welcome external feedback and are delighted to be accredited by Investors in Excellence and Best Companies 3 Star World Class status.

It is our employees who drive the success of Dougie Mac, through their individual commitment to quality, excellence and professionalism.

On behalf of the Board of Trustees, I wish to thank employees and volunteers for their amazing contribution and thank the Executive team for their consistently successful leadership of the hospice.

Susan Evans Chairman of Board of Trustees

Running our organisation well

Board of Trustees

The Board of Trustees is the governing body that administers the charity, sets the strategy, formulates policy and assesses procedures and risk management. The Board meets regularly and the trustees are directors of the company but none of the trustees has a beneficial interest in the company and all are unpaid volunteers.

Trustee Recruitment, Appointment and Induction

The existing trustees of Douglas Macmillan Hospice are empowered under the Articles of Association to elect new trustees at our Annual General Meeting and to make co-options at any other time. Succession planning for trustees is an important dimension of governance as is a blend of skills in the Board of Trustees, so new trustees are recruited in a variety of ways including external advertising and previous interest in and involvement with the Hospice. Additionally potential new trustees are invited to attend Board meetings as an observer to assist them on deciding whether to agree to a nomination as a trustee. New trustees receive a full induction programme over an extended period, including briefings with senior executives and visits to the various parts of the organisation to gain an appreciation of the mosaic of aspects which contribute to the success of Douglas Macmillan Hospice.

Running our organisation well

Subcommittees of the Board of Trustees

To assist in the smooth running of the charity the Board is supported by eight subcommittees each of which meets at appropriately regular intervals and are chaired by a member of the Board. These subcommittees are:

Investments, Finance & Internal Audit (IFIA)

People & Values (P&V)

Clinical Governance (CG)

Research

DMH Staffordshire Enterprises Ltd Board (DMHSEL) DMH Staffordshire Lotteries Ltd Board (DMHSLL) Information Governance (IG) Safeguarding

The trustees on each subcommittee have relevant interests and skills to ensure that they enhance the work of that committee.

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A scheme of delegation is in place so that day to day responsibility for the affairs of the charity, including all operational matters, rests with the Chief Executive Officer and the Executive team, which currently comprises:

----- Start of picture text -----
Director of
Chief Executive Officer Income Generation
David Webster Karen McKenzie
Medical Director Director of Care
Emer Cunningham McKenna Jannette McCartney
oo
Director of HR and
Director of Finance
Support Services
Vicki Dean
Cris Hammond
----- End of picture text -----

Both DMHSEL and DMHSLL develop commercial activities to support the charity and each covenants its surplus to the charity, and results are included within the Consolidated Financial Statements.

c) Recruitment

A nationwide difficulty in recruiting registered nurses with the potential to hamper expansion plans. Recruitment initiatives, timely succession planning alongside well considered training and development plans will enable us to nurture our own talent. A strong people culture that focuses on our CARE values along with competitive pay, an attractive working environment and a person-centered wellbeing programme will assist in retaining the calibre of staff required to deliver our strategic objectives.

d) Governance

Shortcomings in our evidencing of high standards of internal governance and robust evidence-based decision making could damage the reputation of the hospice and potentially diminish the support of our local community. To mitigate this risk, we are governed by a high performing Board of Trustees and Directors committed to extending the 50-year record of success at DMH. A well-constructed infrastructure of subcommittees and subsidiary boards, fully aligned to the hospice strategy, also protects the charity.

Reserves Policy

Reserves are held to ensure that the charity has the ability to withstand any unforeseen drops in income, and to provide capital for future strategic growth, recognising that access to external capital is very limited. The Board of Trustees is satisfied that the current level of reserves provides an adequate buffer against risks that cannot be negated by other means, whilst underpinning the strategic plan for the future of the hospice.

Fundraising standards information

We strive to ensure our practices when generating non-statutory income are of the highest standard; we must be legal and comply with regulatory bodies and we commit to being open, honest, respectful and accountable. Our reputation and maintaining public trust is essential.

Our trading companies operating Lotteries and Charity Shops and all other Fundraising activities must comply with relevant regulations and laws and we are registered and/or licensed* to undertake activities by:

Risk Management

Governance of Douglas Macmillan Hospice is underpinned by a transparent culture of risk evaluation and risk management, enabling the Board of Trustees to consider all risks, both stated and emerging, and fulfil their responsibility for risks faced by the charity. A risk register identifies the potential and actual risks, their nature, likelihood and impact and then outlines the measures taken to mitigate those risks. Trustees review the risk register formally at Board meetings as well as assessing and updating it at appropriate subcommittees. The main risks that the charity faces are: vvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvvv

a) Financial Sustainability This is mitigated by our robust fundraising strategy; built over many years of successful expansions of donated income, and by cultivating excellent relationships with statutory funding partners in the local health economy.

b) Reputation

The hospice is held in high regard by local people and stakeholder partners and has been so for 50 years but protecting and polishing our reputation requires mitigating actions, notably in ensuring that all our systems, processes and support lead to the successful recruitment, retention and development of outstanding people.

  1. being licensed* to operate gambling activities by The Gambling Commission

  2. being registered with The Fundraising Regulator

  3. recognising The Trading Standards Authority

*Our license for Gambling activities is held by Mrs K McKenzie (Director of Income Generation)

Some aspects of our fundraising activities are self-regulatory, and we commit to maintaining the same high standards in all practices by:

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Reference and Administrative Information

Trustees Responsibilities in Relation to

For the year ended 31st March 2024

Douglas Macmillan Hospice is a company limited by guarantee and a registered charity governed by its Memorandum and Articles of Association.

Company Secretary & Chief Executive Officer Mr D Webster

Financial Statements

The charity’s trustees, who are also the directors of Douglas Macmillan Hospice for the purposes of company law, are responsible for preparing a trustee’s annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK generally accepted accounting practice).

Director of Care

Charity Name

Mrs J McCartney

Douglas Macmillan Hospice

Director of HR & Support Services Mrs C Hammond

Company Number

3615904

Charity Number 1071613

Director of Income Generation

Mrs K McKenzie

Barlaston Road, Stoke-on-Trent, ST3 3NZ

Director of Finance

Auditors

Mrs V Dean

Geens Limited

Medical Director

Mrs E Cunningham McKenna

Chartered Accountants

68 Liverpool Road , Stoke-on-Trent , ST4 1BG

Solicitors

Tinsdills Limited

Hays House, 25 Albion Street, Hanley, Stoke-on-Trent, ST1 1QF

listed below:

Dr E Slade Mr T Stanway Mrs J Warren Ms L Rowley (resigned 11 August 23) Mr T Pegg (Appointed 16 November 23) Mr M Tideswell (Appointed 16 November 23) Mrs J Neyt (Resigned 31 January 24)

Mr D Platt (Chair) (Resigned 16 November 23) Mrs S Evans (Chair) (Appointed 16 November 23) Mrs M Rathbone (Vice Chair Appointed 16 November 23) Mr K Brown Mrs K McKenzie Mrs J Miller Dr J Sissons

view of the state of affairs of the charitable company and the group, and of the incoming resources and applications of resources, including the income and expenditure of the charitable group for that period.

The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time, the financial position of the charity and to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group, and hence take reasonable steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the maintenance and integrity of the corporate and financial information included in the charity’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from that in other jurisdictions.

In so far as the trustees are aware, at the time of approving our trustees’ report there is no relevant audit information of which our auditor is unaware, and trustees have taken all steps that they ought to have taken to make them aware of any relevant audit information. It is customary to place a resolution at our AGM proposing the appointment of Geens Ltd as our auditors and trustees will do so in the knowledge stated above.

Approved by the trustees on 23rd September 2024 and signed on their behalf by:

Susan Evans

Chairman of Board of Trustees

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Independent Auditor’s Report eeerrrerrr and Financial Statements OO For the year ended 31st March 2024 — Fes ts] , , 4 ~~ ; >} “a pi SM. Ps | ke—— — 1 , Y i — | ee I i : _ — ~ -- SS= ci ‘ Dy\ * \ee xe = _ Ss, =.>| : ; ' —r- T 'TT : | N id i. q a ap i yer | , } . at > So a “Oe syne ‘ ey es Fee i RRS lad rinFPS eoeae vie 4OS g'sWhe te© EN ad les jai rBi ay =; ty: pee Sd Soggy. we os le" WE ay) ahs aX late 3 sat ye a ga OM ay yi We i We tt a re. PVR Ny ea sy a ae | \ i) Sagd bam By ply“ uy cL fee. aa “hi Saat Ae UR Ae 4 mn? Bs —# ty =a ant * Ae i ) ei we Ny i wi | a e Na a p EY) y kg ae) i ei d, 4\ P 7 Boy iZ , « § a * | ART we. ae 4 * eS : Nabe j An Prewae % 7 \ : : a ! 2a =s a a 2 ; es ae ‘ 4 , ~~ ae he mii | ana AXA 69 ‘x . |

70 O

DOUGLAS MACMILLAN HOSPICE IA COMPANY LIMrrED BY GUARANTEEI DOUGLAS MAChlLLAN HOSPICE IA COMPANY LIMITED BY GLIARANTEE) INDEPENDENT AUDITOR'S REPORT TO THE MEMBER5 OF DOUGLAS IIL4CMILLAN HOSPICE INDEPENDENT AUtMTOR'S REPORT TO THE MEMBERS OF DOUGLAS MACMILLAN HOSPICE FOR THE YEAR ENDED 31 MARCH2024 FOR THE YEAR ENDE0 31 MARCH2024 Matters on ￿thIch we are required to report by exception In the light of our knO￿edge and Unde￿tandIng of the 9roup and wrent charttable company and its enmionfflerrt Obtain￿ in the course of the audrt we have ncx identrfied material misstatements In the directors. rep)rt Vle have nothing to rep)rt in respect ofthe followng matters In relation to which the (￿mpanieS Act 2006 requires us to repjrt to you if in ouropinion. The key procedures we undertook to detect Irregulanties, including fraud, during the course of the audrt Included. I￿ntIfyIng and testing ioumal ontries and tho overall acxxjunting records, In particu lar those that wEre s￿nIfiCant and unusual_ rÈviewng thè fi'nancial statement disclDsures 2nd determining whother atcounting policios havè bÈÈn appropriately applied_ revEwng and challenging the assumpb.ons and Jud￿ments used by management in their significant accounting ests'mates assèssing the extènt of compliance. or lack of, wth relevant laws and regulations. assessing the validity of the classificatson of income, exFendilure. assets and liabilities ￿￿trNeen unrestricted and restricted funds obtaining thirLI ￿[ty confiimatior) of Thaterial bank balance5. docuThnting and v8rvfying 811 significant related patty balances and transactions. reviewing (k)cumentation such as charity I￿ard minutes for discussions of irregularities including fraud. adequate accounting records have not been kept by the paierrt charitratAe company. or relums adequateforour audit have not been rEceived frorn branche5 riot visited by u5, or tho parent charrtablè cornpany sfin2nc1212tatÈmèntS are not In ag￿￿ntw7th the accounting roeordg and rÈtums'. or certain disclosures of directors, remu neration speeified by law are not made., or we have not received all the Information and explanations we require for our audit. Responsibilities of trustses As explained Thorg fu Ily in thg tru5t&es' i&spon5ibilities statement set out on page 68. the trustees (who arg also the ditectQW5 of the charitable cornpany for Ihe purpose5 Of company lawl are reswnsible for the pteparabon of the financial Stater￿nts and for being satssfi.ed that they give a true and tsir v￿w. and forsuch internal control as the trust￿ éetemine is neCe￿ry to enable the preparation of financial statements that are free tram material mi&statement, ￿thether due to fraud Dr error Because of the Inherent IirnrtatlQns of an audiL there 15 a risk that vie will not tht￿t all irregularities, inGluding those leading to a matenal misstatement in the financial statements or nDn-compliance with regulation. The nsk Increas￿ the rtxbre that tompliance wtth a law or regulation Is removed from the events and transactions reflected in the financial statements, as we will ￿ lèss likely io become avrdre of instanees of non-wmpliance The risk is also greater regarding irregu lariti￿ oCcU￿1ng due to fraud rather than error, as fraud Involves Intenbonal concealment, fOr￿rY, collusion, omission or misrepresentstion. In preparing the financial statements, the trustees are reswnsible for assessing the group's and torent charrtat4e company's ability to continuè as a going concern. dsclesing. as applicable. matters rÈlatèdtO g)Ing concem 2nd using the going coneem basis of accounting u nless the tiuslees either intend to liquidate the group or the parent charrtatAe company or to cease operations. or have no realistic alternativ& but to do so. A furthér descriFk)n of Our resp)nsibilities for the audrt of the financial statements is located on the Financial Rewrting Council's wetsite at". wwi.frc org ukJaUditD￿feS￿￿51tNIItI8S. This description forms part of our audwtorfs r8POrt. Auditor's Tesponsibilities forthe audit of thèfinancial ststements We have been appointed auditor undeilhe CompaniesAct 2006 and retK)rt in accordanGe wththe AGtaTrd relevantregulations tnade oi having effect thereunder. Use of our report This reFx)rt ts made solely to the charitstAe cornpany's memLers. a5 a bcmly. in actordance ￿fjth Charter 2 of Part 16 of the Companies Act 20C6. Oui audrtwork ha5 LEen undertaken so that we might State tD the charitaL4e meThber's trustees those matters we are requir&J to stateto them In an auditor's report and forno otherpurFOSÈ. To tho fullest extont permitted by law, re do nOtaceeptora￿Ume osrKJnsibilty to anyon?ctherthan tho eharrtable company2nd the charit2blo company's members as a tx)dy.. for our auditworl foi this rewrt 01 for the opinions have fonned. Our objÉctivÈs arÈ to obtain rè2gonablè assu￿nce a￿￿t whothèr the finane121 statÉmènts as a wholè arÉ frÈÈ frem matènal msstatÈrnent. whether due to fraud or error, and to Issue an auditor's report that includes our o•nh)n. Reasonable a&surance is a high level of assurance. but is not a guarantee that an audrt conducted In accordance wrth ISAS (UK) will alvdys thtect a material misstatèment when It exEts. Misstatements can angè from fraud or error and arè considèred ma￿rIal rf. Indiwth21ty or in the aggregate. th8y could reasonably ￿ ex￿cted to influen08 th8 economic decisions of users taken on the basis of these financial staternents. Irregularities, including fraud, are instances of non-C¢YnFliance wth lay￿ and regulations We design procedures in line wth Qui responsibilities, outlined a￿ve to detect material misstatements in respect of irregulariti￿, including fraud The extent to which ou r pr(xedures are capable of detecting iiregularttEs. induding fraud. is detailed tel(pN. Ag part of our planning pro￿S.. Karen Stalèy FCA Isenlor StatirtoryAucOtorJ rarand on behalf of Geens Llmlted Énquired of management the systems and controls the eI￿rIty has in p12ce, thè areas ofthe financial statements Ihat are rnost sust>ptibl& to the risk of irr8gularilies and fraLJd, whether ther& was any known, SUS￿Cted or alleged fraud The charity did not inform us of any known susppct8d or alleged fraud. we obtained an understsnding of th8 legal and regulatory framewDrks apFliGabl8 to the Gharity. We det8rmin8d Ihat the following were most relevant, the ChartLy SORP, FRS 102. charities Act 2011. Companies AGt 20C6 we considered the incentives and OPFXJrtunrties that exist in the charity, including the extent of marbagemerbt tA-as which pre5errt a poterrtial for irregularities and fraud to LE PErEEtuated. end tailored our risk asses5rnent aGcordiDgly. using our krrowledge of the charity, together with the dis£ussions held with the charity at the planning stage, we formed a conclusion oll the risk of misstaterTEllt due to irregulatiti'es including fraud and iailored oui piocedures according to this rtsk a￿essfTE￿t. 23¢ SepteM￿r 2024 Chartered Accountants Graphic House 124 City Road Stoke on Trent stafforc&hire ST4 2PH Statutory Auditi)r 71 72

The notes on pages 76 to 92 form an integral part of these financial statements

The notes on pages 76 to 92 form an integral part of these financial statements

The notes on pages 76 to 92 form an integral part of these financial statements

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 MARCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 Accounting policies (continued) L¢ountlng polleles leontlnued) 1cl Income recognition (Continued) If Tanglble flxed assets and depreclatlon {eontlnuedl DepreC￿tion Is [￿Vided on all tangibk ftxed assets, at rates calculated to wnte Off the cost. less estlmated resldual value. of each asser on a systemabc basis ovei its exFected LL88ful life as folk)￿. Legacies are recognid when Lv)th entitlement to receive Ihe income has been establis￿ed and when it is probabk Ihat the Income will be received Receipt Is assessed to probable wlEn there has been grant of wobaie. and eX￿UtOrS have ests blished th2t therè are suff icient assets in the estste, after settliTr3 a ny liabilit￿s, to ￿Y the ￿gaCY Legacies are measured at the frair value of Incotne receprfable based on avaikble Inforrnation Freehold land is not deweciatea Freehold bU1￿1ngS Retail leased lyjildings works FL¥tures. fith.ngs & equipment Motorvehicks 3% p.8. Stt8ight line 20% p a. straight line 25% p a. stia¥ht line and re¢Juciw balance 25% p a. reduc1￿ balance Income f rom trading activities Ir￿l￿eS income earned f rom fuN1raisiro &ents and trading actNiti'es to raise fijnds for the charrty. Income is re(￿ed In exchange for SupF￿ying goods and seivices in order to r2ise funds and is recognised when enbdeinent has occurred. lg) Investments Investmerjt income Is earned through holding assets for iThestment pu￿Se$ such as shares. It inclutss dividends and interest Where it is not practicable to Identify Investment Inanageinent cests incurred within a scheine wrth reasorrable accuracy the Investment income ￿ reported net of tres& co51s. It ￿ Included when amount can be measured rfrliably. Inter&st is recognised using eff8Ctive interest Inethod and divider)d Income Is recognised as the clrarty's right tr> re￿rIe yayment is @stabILSt￿￿ F[x￿ asset investTrTents are inib.alty recryrTised at their transaction cost and subsequently me38uied at frail value at the balance sheet date, un￿sS the value cannot be reliabty measured in wh￿h case it is measurecl at cost less impairment. I￿estment gains and k)s8es, whether realised or unrealEed, ale combined and present8d as 'Net gain8lllosse3) on Investments, In consolidated Statement of Financial ActNit"es. I nvestrnents in sut6￿larIes are valued at cost less provision for imrAirment. 1d) Expenditure recognition 1h) stock Sb)ck is stated at Ihe Icwer of cost and estimated selling less costs to complete and sell. Cost includes all costs of purchase. Costs of conve￿￿ll and other costs i￿Urred In ￿inging Stock to its we8ent loc8ts.on ané Co￿11t￿n. C05t is calculateé using the first-in. first-outformuk. ProvIs￿n is made for damaged. obsolete ar￿ slow-moving stock where apprcpriate. All expenditure Is accounted lor on an accruals bas￿ and has Ixen cl8&rfied under he8dirvJs that a9Jregate all costs ielated ID the category. ExFenditure Is recognised where there Is a ￿93[ or Car￿1￿Ct￿e obluation to make payments to Ihird paffj"es, rt is pr0trsab￿ that the settlernentwill be iequired and the ainount of Ihe Obl￿ab"on t2n te measured reIrak￿y. It Is categonsed un(ki the followi￿ headings.. Lbnated stocks are f8 Iw valued as de￿ri￿d in secknon 1cl above Costs df ralsing funds includes exwnditijre incurred relatèd to ftjndralsing act￿lI1eS and the tosts relat1￿ the trading 8ubsid1ari￿', FinanGial instruments The C￿[￿ble 4x)mP3ny electpd to apply the provi8K)ns of Section 11 'Basic Financial Instruments. and S8Ctioll 12 '0th8r Financial Instruments Issues. of FRS 102 to all of its finanG181 instruments. Exrendilure on Charitab￿ activit￿5 includes the exrenditure incurred relating t4 Inpatient SeNices. Med￿al, Communty, Hospice at Home. Wellbeing. Learning ancs Development and Children atxl Young Adult HosFAce SeNices', an Financi31 Instruments ale reix)gnised in tTr￿ charrtable wmpany's tHIan￿ sheet wlEn the charrtable company becomes wrty tr> tre contractrjal Wcwis￿n5 of ￿ inthment Finar)cial assets and liabilib.es are offse( with the net ainounts preserTted In the financial statements when there is a legally enforceable right to set off the reCOgn￿ed amounts and there is an intention to settle on a net basis or to realise the asset and Sett￿ the Irabilty siinultaneously. other exFenditure rekyesents those items not falling into the categories above. IrreGover8 Lle VAT Is charged as an expense againstthe activty for which expendrture 8iose i) Financial assets Basic h'nancial assets, wh￿h Include defA0￿, and cash and bank balances. are iniLially measured at transaction price InclLiding transactkln costs and are subsequenvy carr￿￿ at amcrtlsed cost using the effectlve Interest meth)d. Financlal assets classified as recerrfable within one year are not amorlised. Oll)er financial assets, includiro short tem) highly liquid lTheS￿ents are Inltrdlly measured at falr value. wrth subsèquent changes In fair valu? recognised in Stat?ment of Firyancial Activities. These Include cash on dep08it and cash equpialents with a maturity of less than one year. 1el Support costs allocation Support costs are those that assLSt th8 work of the charty but [) not dir&cty repres8nl Charrta￿ actNibes and include finance GQ5t5, goveirkir)ce costs, inforrllation techno￿gY costs, HR and iecepb.on costs, tacilrtEs and health and Safety wsts, nOTF attributable depreciation, and senera l overheads including the defined ￿nef it ￿nSIOn sc￿rne cost They are incurred directly in support of expenditure on the objects of the charrty. ljvhere support costs cannot be directty attribute(I to particular headI￿S they have been 21kncated tD expenditure on charrtable actNiiiEs on an apportioned ￿SIS related to the expewjttur? as a FErcent2ge of total exFEnéiture_ Financial asstrts measurèd at amorttsed cost are assessed for indicators of impairment at each rewrting end date. FIna￿la1 assets are iinpaired wheie there Is obiectwe evidence th8t: as a result of one or Incre evenrs thai occurred after the initigl recognrtbn of the Ilnancial ass?I thè èsty"matéa future cash flows have ￿en affected. If an assèt Is Impair&d, Ihe Impalrment ￿$S Is e drffere￿e betr4een the carrying ainount and the present Value of the estimated cash l￿w8 di8￿Unte￿ at the asset'8 original effectNe interest rate. The Impairnient10ss Is reccJnised In statement of Fir)ancial ACt￿￿"e$. Fun(kraEing costs are those incurred in seekin9 voluntrary coNtributK)ns arKI (k) not i[￿lUde the costs of dEseminating inft)Iinab'on in support of the chartLable aclivrties. The analysts oy these costs Is Included In noto 9. Financial assets are derecognised only when the contmctsjal rights to the cash flows from the ast expire or are settkd, or when e Chartsb￿ ￿Mpar￿ tral￿fe[S the fillancral asset and subs1ants.alty all the risks and iewatd8 Df owneiship to another entity, 01 If som? s￿3￿rtic2nt rtsks and rewards ol ownership a re retained Exjt control of the asset has transferred to another party that is able b Sell the 88set In ts entirety to an unrelated third party_ 1f) Tanglble Ilxed assets and depreclatlon Tangible Irxed assets are stated at cost less accumulated depreclation and accumu121ed Impalrment losses_ Cost I￿lU(S costs directly attributable to maknng the asset Capab￿ Df operatiro as intended. ii) FiTTallcial Iizbilities Financial liabilit'tes and equty instruments are cla￿rf1ed according to Substan￿ of the CDntractual arrangements entered into. An equty 1Th8trument Is any contract trat evidences a residual interest In the assets of the coinpany after deducring all of Its liabilth"es. 77 78

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 countin9 policies (continued) 10) Critical ￿COun11n9 judgements and key 50urce5 of e51imation uncertainty Flnanclal Instruments Icorbtlnuedl In the aPE4￿ation of the charrtls accounting po]￿les. thich are descnbed atove: the trustees are required to make judgements. esb"Inat?s 2nd assumptK)ns ab(Jut the carrying amounts of assèts and liabilitios that are not readily Èppa rÈnt from Other sources_ The e8timate8 and a89￿￿ted aS8Um￿￿8 are based on histoncal experience and other factors that are con8idered to b8 relevant Actu81 results Inay dlffer froin these estimates. Basic financial liabilitses. I￿lUdI￿ credrtors and k)an5 fram fellow gioup comPan￿S that are classrfied as debt. are Initialty recogntsed at transaction price unless the arrangement conslitutes a financing tmnsaction, where the debt instrument h% measured at t￿ wesemt value of the f￿Ule F￿y￿entS discourrted at 8 market rate of Irrterest Firrancial liabiltties classified as FraYab￿ withirb ne year are not Èmortise The estimate8 and underlwng as8umptiDns are reviewed on an on￿1rng basLq Revi8ion8 to accounting estimates are recognised in the period in which the estimate is revised, 11 the revlsknn affects only that Feriod, tsr In the perfod of the revlsion and future riods, if the revIs￿n affects both future at)J current peiiod8. Debt Instruments are subsequently carrled at amortlsed Cost. uslng the effectfve interest rate methC￿. Trade creditors are obligations to pay for gDods Dr Serv￿?8 that have been acquired in the ordirary course of ￿sInesS ftom SUPPllers. Amounts payable are Cla￿lfIec1 as current Ilabilit￿S If payment Is due wfrhln one year or kss. Trade creditors are recognsed Initi81ty at trans8Ctlon Fxlce a nd subsequently Ine8sured 8t ainorkn'sed cost uslng the effeC￿e Interest method_ In wepariNJ Ihese financ¥al ststement8. the trustees have made judgemerLS In determini￿ the" value Df accrued legacy Income. The value depend8 on deci8ion5 regarding entidement to the gfft wobability of receipt and alilrty to Val￿ rfc wilh sufficient accuracy. Fin8ncial liabilitie8 are derecognised when th& compary'8 contractual 0I￿atiO￿ expire or are discharged or cancelled. Impairment of tangit4e frxed assèts. Facters taken In to consldèr3￿n In rèachlng th? d&clsbn Include thè availability of resources to (x)ntinue service delivery at previous levels. 1 jl Provisions Provtsions are rec￿niSed when the charity has an obligation at the tolance sheet date as a result of a past event rt is w¢l)a)le that an ouffiow Df econoinK benefits will be required in sethemerrt and Ihe s mount can reliabty estim8ted. useful economic lrfe of taryible fi'xed a￿ts_ The annual depreciation charge for tangib￿ fixed assets is sensltve to Changes In Ihe estimated useful economic lives and re£￿Ual val￿S OT the assets. T1￿ useyui economk Ipdes and rèsidual valLkS are re29Sès2￿ annu21ty T￿Y are amendèd when necessary to reflect current estlmates based on luture Investments. economlc utllisatlon and physlcal condltlon cf the assets. 1kl Leases Assets acquired under finance ￿aseS are c2Pitzlised and depreciated over the shorter of the lease term a￿1 exFEcted useful life of tr)e asset. DJI Inimum lease rAyments are app)rtioned ￿￿￿een the finance charge and the ￿lUct￿n Dt the outstsnding lease liability using the effective interest meth￿. The related obligations. net af fLJtuie fIrran￿ charges. are Incl￿ed in cieditors_ 8PF4ication of wing concern. T￿ main judgement is the 25Sè59ment of the group's cash and Investment reseNes aThY vthether tr)ey were ¢onsbJered sufficient to meet Cperational comrnitments for the foreseeable future", and Renrals payable and ieceivable under operating leases are C￿rge￿ to t￿ SOFA on a straoht line tAsis over the penLxI of the lease. value of the pansion oblu8tion The value éepents on a nuinber of factors, deterinined on an ac￿8￿181 b8sIs, usiw a number Cf estimated assumptions. The assumptions used in detemiining the valuation of the pensicn scheme ol￿VatIon inclL¥Je tha dBcount rate, the Retsil Pr￿eS Indèx IRPI) mt& ané trie Inortality ratss. Th8 discount rate is deiprmined by considering the market Y￿lOts on hish qualrty corporate boN¢5, at the ieporb.ng date. Other 38sumWons are baseé on current Inerket condrtions Additional information and rekvant Sen$￿V￿5 are d￿cloSed In ￿te 21. PenslDns When ernployees have ienderecl seNice to Ihe charrty, short-term employee benefrts to which the employees are ?nblled are recognised at the undiscDunted amount expected to be Pa￿ in exctrdnge for that serv￿e. The charity operates a deli￿d contn"buts"on plan for the tenetr( of its emF4oyees. contn"bL￿.Ons are expense4 as they become payable The charrty a150 operates a defined benefit schfrme which Is closed b new memb?r5. Contribu￿￿5 maé& tD kne scteme are as recommené&d by th8 scheine trustees and th8 independent actuary Th8 fETrgular cost of providing r8kn"iem&nt ￿nS￿)nS and relateol txnefits is charge4 to 5tatsment of financial aGb"vits-es over the eMp￿ye￿¥ service lives on the basis of a constant percentsge of earnings lm) Tax The charity Is an exempt charity ￿fjthIn the meaning of sctrEdu￿ 3 of the Charttie5 Act 2011 and con51dered to pa&s the tests set out in Paragraph I Schedule 6 FinarKe Act 2010 therefore fc meets tre definition of a charitable company for UK corFxJrat'on tax purwse5. ln Golno eoneèrn At the time of apwoving the financial statements the trustees trpve a reasonable expeclatron ttrpt the has adequale reSoUr￿S trJ continue in operational existence for the forseeable fu￿re and not kss than one year from ￿ datE of approval. The trustees and executive team ale constantty monrtoring t1￿ W)8ition of t￿￿ charity at the balar￿e sheet date ctrKaiity has healthy reserves and healthy cash balances. Under all scenarios revEwed, tre H￿1￿ce has sUff￿Ent reseNes to enabk it to continue as a going concern for the for8eeable future. For thi8 rwason rt continues to ado0 the going cortem bas￿ In preparing the flnancial statements. 79 80

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 Donations and legacies Unrestricted funds Designated funds Restricted funds Unrestricted Designa1ed lund& funds Restricted funds Total 2024 Total 2Q23 Investment income 2024 2023 Income from li8ted irwestrnents Intsrest r￿e1va￿se 192 353 32S 496 517 849 192,353 140,588 122,758 283,346 tk)nation8 and grfts Legacles Department of Health 1.957 3S7 1.275.000 2.032.430 3.656 17.121 3.236.023 2,049.551 53.688 5,339 2D2 3.310.253 2.272.732 53.688 5 636.673 S17,849 53 S88 2.011055 3,307 430 For Ihe year ended 31 Mar¢h 2023 U nrestrktod funds DesNJnated ftjnds Restrlcted funds 283,346 For the yearended $1 M8reh 2023 Unrestl￿ted funds Designated funds Restricted funds 1,664.268 3,964,732 7.673 5 636.673 263,346 other Unrestrl¢ted funds Deslgfflated funds Restrl¢ted funds 2024 2023 Transferof assets from The Donna Louise Trust Transfei of a85ets from Approach 4,763 Income from charitable activities 211,385 211 38J 29,117 24Q,502 Unrestricted funds Designated funds Restricted funds Total 2024 Tolal 2023 On 31 March 2024 the seryices of Approach Suppoffjn9Your Life Yourway, a charity, wer? integrated in to the Douglas Macmillan HOsp￿e Ir) connecb"or) with the inlegtats)n of services assets wth a value of £240,502 were tiansferred f roin Appioach to DougFas Macmillan HosF4ce. Cha rrtable actsvitEs 3.814 329 3,814.329 3,954.376 For the yearended 31 March 2023 unrest[￿ted ftjnds Des￿rnated funds Restricte<J luncls 3.954.376 AnalysB of costs of raising funds Unrestrlcted funds Deslgnated funds Restrlcted funds 3,954.376 2024 2023 Included wrthin income rekting to charitable activities are.. Intègrated Care B02rd {Annu21 Grant) 2,855.670 2,855 670 2,890.1gg 2 8￿.199 Fundraising Costs Costs of commercial activrties". - Charty sho - Lottery 650,608 650,602 S62,172 3.463,863 603918 4.718,189 3,463,663 603 918 4.718,189 2.942,955 533 144 4.038,271 Income from other tradlng aetlvltlès Unrestrlcted funds Deslgnated funds Restrlcted funds Total 2024 Total 2Q23 For the year ended 31 Mareh 20fJ U nrestr￿ted funds DeS￿]nated funcls Restricted furbds 4.038,271 Fundr8ising events Income from commercial acJvfcie$'. Charity shop5 - Lottery 1.598 926 1,595.926 1.680.074 5.920 630 1,)27,891 5,920,S30 1,527,891 4.633.073 1,495,779 4 03B,271 Analys￿ of expendltUTe on Charrtable actlvttles 9 044 447 9,044 447 7 808 926 Direct costs Support costs Total 2024 Total 2023 For the yearended 31 March 20fd U nrestfKted funés DeS￿natel fvnas Restricted funds 7,808,￿5 InPatsvtSe￿1C8s e¢ical Communty and Hospi￿ at Home Welllxiry Learniru and t)evekJpment Children and Young Adutt Hospice 2.551,239 595,395 2.610,547 870,400 158,864 2 $2S 486 9.611,931 1,221,890 1,291,995 298,953 426,602 8￿,365 1 404 338 4.704,143 3,773,129 1,Ba7,390 2.9(￿,500 1.297,002 219,229 42x824 14.316,074 4,048,805 847,044 3.355,874 1.091,419 225,720 7 808,9Z6 13.485,386 U nrestr￿ted funds Designated ftJnd8 Restrlcted funds 13.094,060 1.221,507 507 14 316 D74 12,219,S71 512,830 12 732 81 82

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 12 Financial activilies of the charity 2024 2023 14 Analysis ol staff cost4 trustee remuneration and expenses. and Ihe cost of key management personnel Gross income Total pxpendrture on ch3rit3ble activities Fundraislng costs Unrealised gainsl Ik)sses) on investment a88ets Net Incomel lexwndltuce) Total funds brought forward excluding penS￿n reserve Total funds carried fcrward èxcluding pens)n reseNe Répresented by: UnrestrKted Income funds Designatsa iKome funds Restricled income funds 18,318.197 (13.851.042) {4,718,189) 9￿.$38 654.504 28,042.594 28,697.Q38 17,092,292 (13, 100.023} [4,038,271) 436.546 (482.548) 28,525.142 28.042 fa94 The total staff costs and empkjyees I￿nefitS were: 2024 2023 Wages and salaries &)cial securty costs Pension costs 12.006,337 1.04g,548 1484 836 14.540,721 10.888,888 987,131 13,242,0 9,864,732 18,684,561 147,805 28,697 Q98 9,524.1￿1 18,320,115 98.418 28 042.594 The number of empbyees who receM8d totsl employee ￿￿fItS (excluding employer pension costs) of more than OOD Is as folb)ws.' 2024 Number 2023 Number 13 Trading subsidiaries The charity contiols the comFyanies listed beknw by virtue of holdiry 8 controlling interest in the Eyuty share capital". £60,001 to £70,000 £70.D01 to £80,000 £80,001 to £W,QCIO £90,001 to £100 000 £100.001 ts)£110.0 £110.001 D) £ 120.OCK) £120.001 to £130.OC() Name ot subsidiary tknu918s M8cmillan Hospice Staffordshire Enterptises Limited Couglas Macmillan Hospice Staffi?réshire Lotteries Limited Country of incorporation England & W2les England & Wales °A af equity share capital held 100 1JO Douglas Ma¢mlllan Hosplce Staffordshlre Enterylses Llmlted Summary oltrading results 2024 2Q23 The average morthty nuin1￿1 of einployees and full time equ1Va￿nt (FTEI du11r￿ tho yo2 r was as folk)ws.' 2024 Number 128 322 2024 FTE 110 274 2023 Number 123 309 2023 FTE 108 263 Turnover Tot21 expendrture 75.3S9 (25.114) 72.314 (31.219) Raising funds Charrtable acbvitss Govemance Proflt for the year .255 41.095 451 385 433 372 The ￿rn0ver from thls entity is consolhjated wthln total char￿Y shop inc¢me reF(Jrted in rKte 4 of these accounts. All pr¢flts In this subsldRry are distributed to Douglas Macmillan Hoswce after year Thè Key managemènt pe￿Onnel of the charity compnse thè memters oy rts execLmve managèment team. The total employéè teneffts of the key management personnel of the charitywerè £585.80212023' £600,619). The assets and liabilrties of the Douglas Macmillan Hospice Stsffordshire Enterprises Limited were.. Asset8 Liabilities Funds 59,292 8,119 51,173 54,841 The trustsas nerther rKeivea norwaived any remUnera￿n Quring the year12023'.£NIl). 41.097 The trustees did not have any expenses reimburseé during Ihe year (2023'£Nill. The charty has recewed no donatk)nS With conditiorts f rom the trustees duriry year12023'.£N il). Douglas Macmillan Hospice Slaffordshire Lotteries Limited Summary oftiading results 2024 2023 Turnover Total expendtture 1,527,891 (603,918) 1.495,779 (533,144) Profit for the year 923.973 9￿,635 The assets and liabilrties of the Douglas ￿ acmillan Hospico Staffordshire Lotteries Limrted were= Assets Liabilities Fund8 1,280.364 356 389 923.975 1,274,461 311 824 962,637 83 84

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 15 Pensl¢)n costs FPS déflnéd bènetit sehème 16 Tanglble ftxed assets Group and ¢omrJany Land and bulldlngs Flxturès. flttlngs & equlpment Total The charity contiibutes to a defined benefit scheine and the details are In note 21_ Contributions are made in accordance with the annual recornmetatb)n5 of a qUalif￿d lntspe￿ent aC￿ary. Cos1 At 1 April 2023 Additions Disr>)sals At 31 March 2024 12.726,111 289,￿1 474 342 12,541,200 2.050,421 483,049 212873 2.320,597 14.776,532 772,￿0 687 215 14,8S1,797 The contr11￿tionS to this scheme in the yesr were £Nil (2D23' £Nill Also duri￿ the yea r shortlall payinents in respect of a recovery plan have b?en paid IDtalling £l90,9￿12023. £191,rx12}. Gontributions are also made to a second plan (FPS Federated Fkxiplanl in a¢cordarKe wrth actuarial recommendations. D•preGiation At 1 April 2023 char￿ for the year OIsFX)sals At31 March 2024 NHS defined benefit s¢hem¢ 4382,111 424,319 333,681 4 472 749 1393,557 259,600 193,210 1,45g 947 5,775,668 683,919 526 891 5 g32 6g6 The ckority also contributes to tIE NHS Pension Scheme, which is an urrfun¢ed, (Jefined benefit schome that wvers NHS emyers. General Pracb"ces and other bodies. allow under the direthn of the Secretary of State. in England and Wales. The scheme is not d￿lgrned to be run in a way that would enable NHS bodi￿ to identry their share of the underlyirg scheme assets and liabilit￿8. Therefore, the scheme 18 accounted foi as If it were a defined contribLrtion scherne_" the cost ID the N HS body of partitipating in the schèmÈ Is takèn as equal to the contn'bthitsns paya to thè St￿Me for thè attount.ng ￿rIod. Net book Value At 31 March 2024 8.068,451 860,SSO B.g29,101 At31 March 2023 8.344,CK)O 656,864 g.om,eA4 A valuètion of scheme Ilabillty Is earrled out annua Ily by the scheme actuary (currentty the Gevernmènt Actuaryls Department) as at the end of the reporting period. This utilLses an actuarral assessment for the previous accDunting perKJé in conjuncbon with updated membèrship a nd fina Thcial dat£ for the current rèwrt'ng period, and arè accepted as providing suits bly robust fi'gures for finarbcial reporting wrposes Th8 valuat￿￿ of Scheme liabilty as at 31 M arch 2024. is based on valUat￿n (ts 8s At 31 March 2023, updated to 31 March 2023 with summary global memLer and accounting dats. In un¢krtaking this actuarial assessmer)t, the methodology pr88crib8d in IAS 19, te18vant FReM interpretrations, and th8 discount preSCri￿d ty HM Treasury trBve a150 been u%d. 17 Fixed asset investments Cash Llsted Inv. Total 2023 Ilarket value at 1 April 2023 Add¢ional funds invested Additions at cost Disrp)sals at carrylrrJ value Change In value In tre year Olher movemènt in cash baL3nce Market value at 31 March 2024 184846 8.514,942 8.69g,788 9.153,108 {3.278 469) 3.278,469 3.287.228 (3.287,228) 905,538 Th8 cDntrli￿tIOns to this scheme in the year were £241.39712023' £272 269). 905,538 46,741 9.558,585 {436,546) 16,774 8,699,788 Aviv3JMe8t defin•d contribution 8chom08 46,741 146,864 9.411,721 The charity also contributes tc defined contribution ￿heMeS in respect of empbyees do not qualfy for the FPS scF*me 01 the NHS scheme. Histoiical cost at 31 M arch 2024 146,864 8.310,509 8.457,373 8,428,975 The corrtr11￿kn.Ons to t￿se schem&s In the year were £ 1.031,445 (2023. £927,021). The folkJwirKJ investments made up more than 5°h each ofthe tstal maik?tvalue of listed investments OT bonds at 31 March 2023, 2024 2023 FKJelty UCITS ICA US Qualty I￿Ome FLJnd Vanguard Funds PLC S&P 500 Ishares CORE FfsE100 481,419 552,920 446,046 453,787 280,433 Summary of Investmen1s Group 2024 Charlty 2024 2023 2023 Investment In subsidlary CoM￿n￿S Other IrNestsnents 9 558.585 g $58 585 8.699 788 8 699 788 9.558 585 9.558 58g 8 699 788 8 6go 792 85 86

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 MARCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 18 Stock Group 2024 Charlty 2024 21 Penslon and other post-retlrement beneflt eommltments leontlnuedl 2023 2Q23 cl Ineludedwlth other recognlsed galns and losses.. 2024 2023 $￿ck In hand 10.272 10,272 9,034 Retuin on assets. excluding interest ir￿orne Impact Df surFAths restllCliDns Ch8 nge in 1rrecover8￿e surplus Actuarial galns on liabilrties Pension scheme surplus not recognised 146,000) (1.457,DOO) 19 Debtors Group 2024 Charity 2024 34,000 152,000 164,000 2.Jf75,DOO Jg0,DOO 528,CQO 2023 2Q23 Trade debtors Ainounts owed by subsidiary uné&rtakings Other debtors Prepaym8nts and accrued Irxom 23 351 48.994 23,352 177.808 1 685.274 38,478 1,924,912 48,994 d) Changes ITr Ihe present value of the scheme Ilabllltl¢s: 1,688 137 38,479 1,749,%7 1 928.803 2.879 1,980,676 I,￿8,563 2,878 1,980,435 2024 2023 OFening liabilrtieg CLJrrent service LX)8t Past service cost Interest cost ContsibLrtion by scheme parbcipants Actuarial gains Benefts paid (Incl￿11￿9 paymeTts to and on a(XOLJnt of leavers) 7.441,000 10,090,QOO 11,000 340,000 29,DOO 267,DOO 21) Creditors: amounts falling due within one year Group 2024 Charty 2024 2023 2023 134,000) 440 000 7.31£ 000 {2,575,000) 370 000 7 441,CQO T￿￿e cieditotS Amounts oweé to SUbS￿l8rY undertakings (￿er creditors Taxes and social securrty Accruals and deterred income 277,510 288,&52 274,235 45,574 211,230 262,936 1,334,000 2,127.975 279,051 182.208 153,469 246.863 269,675 1,131.266 562,329 262.936 1,241,155 2,443.930 459,042 246.863 275,895 1.271.652 él Changes In falr valuè ofthè schemè 2SSèts'. Oreningfairvalue ofscheme assets Inierest Income Actuarial losses on a￿ets ContribLJtior￿ by empk)yer E¥Kenses Fold Benefib paid (including payments to and on account of leavers) 8,031,000 371,OOD 146,000) 191,000 116,000) 440 000 8,091,000 9,383,DOO 25 1,DOO (1,4Jf7,000) 246,DOO (22.000) 370 000 8,03l,L￿o 21 Penslon and other post-retlrement benefft commttmerbts Employee beneflt obllgatlons Oeflned beneflt penslon plans 2024 2023 a) The amounts recognised In the balance sheet are as folknvs- Present value of funded obligations Falr value of plan assets SurF4us not recognised ISurtAusy Deficit 7,318.D)O (8,091.000) 7.441,C(JO (8.031.000) fj The major categorles of scheme asse1$ are as foll¢)WS: 2024 2023 Net pènsion (assety liabilty reeognised before tax Equity Bonds Diversif ed funds LDI Cash Annuty contracts 1,625,000 6.176,000 2,738,CQO 1,2D2,(XJO 2,768,￿0 1,248,WO s2,￿0 I3￿0 so31￿0 b) The amount5 r8Gogni59d in the 51atement of f inanGial activitie5 are a5 folk¥ws- 2sW,000 current service cost Included in staff costs within total iesources expende Net interest cost Ex￿￿sES PastseNiTr cost (16,000) (22.000) 8091 000 [16.000) g) Prlnclpal actuarlal assumptlons used bythe actuary at the balance sheet dale 27 000 67 000 2024 2023 Oiscc)unt rate at 31 March Rate of Inflatlon IRPI) Rate of Inflats'c)n (CPI) Rate of salary Increas Rate of Increase to Fensh)ns in payment Pre 1g97 (Dr&cretionary) 1997 - 2009 (RPI max 5%) Post2009 {RPI max 2.5%) 4.80 3.25 2.95 2.50 4.7D 3.4D 3.OD 2.5D Doo 315 2.20 o.oD 3.30 2.25 87 88

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) hK)TES TO THE FINANCIAL STATEMENTS (CCkllTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 M4RCH 2024 21 Pensle4n and other post-retlrement benetft eemmltments {eontlnLd) 25 Restrf¢ted funds g) Prlnclpal actuarlal assum ptiong used by the actuary at the balance gheel date Icontlnued) The income funds of the charity irrlude reSt￿ted funds coinprising the tolbwng unexpended balances of thnatK)n8 and grants Id for specfic wrposes". Expected life expectancles on retlrement at age 65 are.. 2024 Years 1940 22 2120 24.70 2Q23 Years 19.10 22.70 20.80 24.60 Movement in funds Incoming Resources resources expended M21es retlring immeé12tely Females retiring Immediately Males retiring in 20 years time Females retiring in 20 years time Balanceg at 1 April 2D23 Balances at Tr8nBfer8 31 March 2024 Olher S￿c￿le purFX)ses 98418 49,894 507 147,805 98.418 49,894 1507) 147,805 22 Flnanclal ¢ommltmenls Purposes of the funds Gvmmitments under operating leases Specfft purposes repr88erts varw)us donatKJns made where th8 (k)ll0￿ have asked that the monies Lrtilised to fund a 8pecific asFect ofthe ￿sp￿e'S act￿￿e5 or ts) purchase parkn'cular rtems of equiFment As at 31 March 2024 the group was committed to making the following FAyments under ￿￿c8r￿lIab1e c)￿ratir£ leases as set out below". 2024 Land & bulldlngs 2024 2023 Land & bulldlngs 2Q23 26 DesNJnatedfunds Other other Group and Company: Operating ￿ase8 whlch expiie. Within one year 8etsveèn t￿0 a nd frve years After five years The income f unés of Ihe charity includes the follcwing designat¢d funds which have been set aside out of unrestricted fun¢s by the truste￿ for 5￿C￿C PUr￿ses. 44.142 56,Y24 55,638 1 tYJ.366 760,937 210,CQO 878,902 Movement In funds Incomlng Resources resources expended Balan¢es at 1 Aprll 2D23 Balances at Traftglers 31 March 2024 1,411 393 156.(XJ4 Flxed assets fund Legacy equalisatK)n frjnd YDUThJ adukh0Sp￿e fun 9.000 864 6.384,385 2 934 866 18,320 115 (683,919) 612,1S8 {2,333,633) 8.g29,101 6.083,182 3 672 278 I8,684,￿1 2,032,￿0 1275WO 3.307,430 23 Capital commitments Group and Company 2024 Groupand Company 2023 537 588 1221,507 1721,477 The fiKed assets funtj has been set up to assist in identifyiw those funds that are not free fun(ts and it represents the nÈt book value of all assets. CoMtr2Cted. not pioyided for The kgaw equalEa￿￿ fund been designated by the trustees to provide foi expenditure in fvLuie years. The t[￿tee5 reco9nk4e the unpredlctrab￿ n8tuie ot this ￿Lj[C2 of Income and have set aside funds ID provide foi expenditLJre not covered by incorne trom other sources. 24 Company Ilmlted by guarantee The young adult hoSp￿e fijnd relates to f unding trDm the Denise Coates FoU￿atIOn towards the on-going running cost5 of the youNJ aduKs' hospir. Douglas Macmlllan Hospice is a company Ilmrted by guarantee and accor4ingN does not have share capftal. Every memter or the coinp8ny undertakes to contribute such amount 88 may reqLJired Th)t exceeding £10 to the assets of th8 ch3rrtable coinpany in the event of its being wound upwhile cr she Is a memter, cr wthir) one year arter he or she ceases to te a memter. The transfef to the fixed asset fijnd is in respect of fixed a8set additions In the year now designated by t￿￿ trustees as wrt of the lixeé asset fund and a 40 fixed assets ir8nsferred from restrieteé fundg. The tra rtsfer from tre leg2cy fund is lo reflect the ainount tr8nsferrad to Un[eStr￿ted Ir￿ome prevKJusly dèsign8ted by the trustees. The amour)t ts cakulated on the multi year averdge of legacy income. 89 90

DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrED BY GUARANTEE) DOUGLAS MACMILLAN HOSPICE (A COMPANY LIMrrEO BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) NOTES TO THE FINANCIAL STATEMENTS (CC)NTINUED) FOR THE YEAR ENDED 31 M4RCH 2024 FOR THE YEAR ENDED 31 WIRCH 2024 27 An21ysls of group net assets between funds 30 Finan¢ial instruments Unreytrkted funds De8lgnated funds Re8trfded funds Total The carrying 3moun15 of the charivs firrancial instruments ale as follows Fund balances at 31 March 2024 are r8pr8sented by= Group 2024 Charty 2024 2023 2023 Tangibk fixed assets Investments Gurrent assets Gurrent liabilib.es 8,929,1 D1 8,929,101 9.558,585 12,703.597 2 443 930 28,747,353 Notes 9,558,585 2,800,332 2 443 930 9,914,9S7 Financial assets 9,755,460 147,W5 IAea8ured at fair value thiough net in(x)Ine J eX￿ndItUre- F[X￿ asset list￿1 Investments 18,684,561 147,805 17 9.of58,585 8.699,788 9.af58,589 8.699,792 Pen510n reseNe Oebt instruments mpasurpd at amorti3ed wst. Trade detor5 Amounts owed by subsidiary undertaklngs Other dekAors Group net assets 9,914.￿7 18,684.S81 147.&)5 2É,747.353 19 19 19 23,351 48,994 23,352 177,808 1.685 274 1886 434 48,994 1.688 137 1 711 488 1.928 $03 1977 797 192B,563 1 g77 557 28 Reconclllatlon of net movement In fund8 to net cash flow from operating actlvltles Group 2024 Charlty 2024 Financial liabilitie8 2023 2Q23 Measured atamorbsed cost Trade credrtors Ainounts owed to SLJbsKliary undertakings Other credttors Taxes and social securty Accruals and deferretj inwme 20 20 20 20 20 277,510 2a8,852 274,Z35 ,574 211,230 2￿,936 1.334 000 2.127 975 279,051 Net income for th8 reportIr￿ pe￿d 663,664 235,881 654.5)4 224.452 562,329 262,936 1.341 15J 2.443.930 459,Q42 246,863 276 89a 1.271 $52 1S3,469 246,863 269,675 949,058 Axlju8tmont8 fcr: Deprecrab"on ch8ige8 Loss on diswsal oftsngI￿e fNed assets Ilncreasey decrease In Investment cash balance Gainsl (deficit) on Irwestinents Actuarial gains Divide￿s, Inlerest and ients fiorn investsllellts Difference bebNeen pension charge and cash CDntribthions Ilncrease)I decrea￿ in 31ocks Ilncre8se)I decre2se in debtors Increasel (decrease) In credttors Net cash provlded by operatlng aetlvltles 683,919 160,324 37,982 (905,538) 164.000 (517.849) (164,OOC)) (1.238) 230.709 1 172 278 1,524,251 593,581 13,394 176,765 436,546 1528,WOI (263.346) (179,￿0) (4.446) 1.460.648 683,919 160,324 37,982 (905,538) 164.WQ (517.849) (164,000) 593,581 13,394 176,765 436,546 (528,000) (263.346) (17g,ODO) The Income: e%￿nSeS. nèt gains and net losses ￿tt[l￿table to tho cha rity's financial I￿trUMents are sumin2ri&ed as follclws Group 2024 Charlty 2024 2023 2023 .523 I.9￿.776 Note8 1,969,259 1,165.574 2,674.073 Financial 8&8ets measured at fairvalue Ihrowh net income l expendrture 17 905 538 436 546 436 546 29 Analy818 of nel cagh balances 1 Aprll 2023 Cash fkw Non<a5h changes 31 March 2Q24 31 Related party tTan8aGtion8 There were no related paty trans£ct)ns during the ye£ r (2023". £N il) Cash at bank ar)d In hand Fixed assèt invegcments 9,664,979 8,699,788 18,364,767 1,278.379 46,741 1,231,638 10,943,358 9,558 fJ85 20.501.943 5,538 g)5,538 91 92

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Thank you

To all staff, volunteers and supporters who helped Dougie Mac in 2023 – 2024. You really do make all the difference.

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Adult Services

Children and Young Adult Services

Barlaston Road Blurton Stoke-on-Trent ST3 3NZ 01782 344300

Grace Road Trentham Stoke-on-Trent ST4 8FN 01782 654440

www.dougiemac.org.uk

/DougieMacHospice

/DMHospice /DougieMacHospice

/DougieMacStoke

Registered Charity Number: 1071613 | Company Number: 03615904