This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

Annual Report Year ending 31 March 2025

Harlington Hospice Association Limited Company no: 04199504

Charity no: 1099332

1.	Introduction from the Chair	Introduction from the Chair	3
2.	24/25 at Harlington Hospice		5
	2.1.	Our Vision, Purpose and Values	5
	2.2.	Our year in numbers	6
	2.3.	Our services	7
	2.4.	Our priorities and achievements	10
	2.5.	Partnerships and collaborative working	11
	2.6.	Contribution of volunteers	12
	2.7.	Our team	12
	2.8.	Income generation	13
	2.9.	Finances in summary	14
	2.10.	Looking forward: Priorities for Improvement 2025-26	15
3.	Trustees Report		18
	3.1.	Structure, Governance and Management	18
	3.2.	OurTrustees And Executive team, including delegated responsibilities	18
	3.3.	Pay policy for senior staff	19
	3.4.	Principal risks and uncertainties	19
	3.5.	Financial review	20
	3.6.	Reserves Policy	22
	3.7.	Related parties and relationships with other organisations	23
	3.8.	Statement of responsibilities of the Trustees	23
	3.9.	Public Beneft Statement	25
4.	Independent Auditors Report		26
5.	Audited Accounts		30

The end of 2024 marked the important 5 year milestone of the reopening of Michael Sobell House after a period where there were no specialist inpatient beds for Hillingdon patients. We are proud that in 2024 we were able to expand the number of people we support in our inpatient unit opening 4 more beds for patients who need a longer stay. Since reopening this means we have now doubled the hospice beds available for Hillingdon patients.

The merger of the 2 charities is reaping benefits with the pre-existing strengths of the two organisations really showing in a more stable financial position. We are now truly 1 charity with the combined experiences of our important histories, and committed supporters who operate as a single team focused on meeting the needs of our patients and their loved ones.

At the end of the 2024/25 financial year we said goodbye to a number of Trustees who have played critical roles shepherding the hospice through the last years of substantial change. We thank them and wish them all the best knowing they can look back proud of the impact they made. We also said goodbye to our longstanding Chief Executive, Steve Curry whose strategic vision and commitment to do better for our residents will have an ongoing influence on the hospice. We are pleased he is staying on part time to support key areas of development and enjoying his days off without the pressures of the CEO role.

We are proud of our expansion of bedded care but in 2024 we also saw more people supported in their own homes by our Harlington Care and Hospice at Home teams. We regularly receive feedback from families on what made the difference for them: and our psychological support for both adults and children continues to be highly valued, providing critical support for people for whom there is no alternative specialist care in the borough.

Within our bereavement services we are delighted to host a number of trainee roles. Alongside our GP registrars we host many nursing students and counselling trainees as well as various placements, work experiences and shadowing. We have established our place locally as the source of expertise and knowledge on end of life care. This was reinforced in our first – of hopefully many – annual conferences, attended by over 100 people.

Supporting more patients has meant more team members. We have been pleased to grow our team, and also that where vacancies have arisen that we have had no issues with recruitment reflecting our staff survey results which show our hospice as a positive place to work. We have welcomed more volunteers across the organisation and are particularly pleased to have the skills and time from volunteers in the fundraising office – where since covid we have struggled to recruit.

We continue to be a partner in local work with other agencies. In 24/25 the success of the Hillingdon Carers Partnership (led by Hillingdon Carers Trust) has led to our partnership expanding to support Ealing. The Hillingdon Health and Care Partnership bringing together health, social care and the third sector provides a structure to progress improvements in End of Life care beyond the hospice. Working across the 8 boroughs of North West London we benefit from our membership of the 3ST alliance of third sector organisations, including an appropriate and necessary focus on shared learning to address inequalities.

Of course there is more for us to do in 2025. Our improved financial position does not mean we can relax our focus on maintaining quality of care whilst controlling costs carefully. In 2025 we will work with our partners across Hillingdon to ensure we are meeting palliative care needs earlier and in a joined up way. With the end of the North West London consultation on a new model of care for specialist services we are hopeful of greater and sustainable NHS investment in our services.

Our greatest asset is the people across our community who support us with such commitment. Whether this is through making items for us to sell, volunteering, donating money every time they visit the hospice, donating to our shops or undertaking quite terrifying sponsored events, we could not provide the care we do without their support.

We appreciate all you do for us.

Michael Breen Chair

24/25 at Harlington Hospice

In February 2024 the Board held an away day to shape our plans for the next 3-5 years. This session confirmed to all present that when we have achieved positively – either for individual patients or for our population – it has been when we genuinely delivered on our values:

Collaborative

We’re inclusive and diverse. And never overlook the value of other views and perspectives in creating more individualised care. We share our own, and learn from, other’s best practice.

Responsive

We’re embedded in our local community and exist to respond to their needs. We go above and beyond to find the right answers for whoever needs our help.

Thoughtful

We think not only about the most effective medical practice, but also about what is helpful for our patients.

Courageous

We’re there at people’s hardest moments in life. And we’re a pillar of strength for them when they need us.

In living these values we are able to deliver our purpose :

To support those in our community living with serious or terminal illness to live each of their days in their own way, to the fullest.

In turn this makes our vision a reality:

Where everyone living with serious or terminal illness is treated as an individual and supported to live with their illness in a positive way.

H O S P I C E AT H O M E

Our year in numbers

27,466 hours of care through Harlington Care including starting offering Fast Track care

placements forTraining 2x 7 GP registrars counselling 21 and medical trainees nurses placements

E D U C AT I O N & T R A I N I N G

202

people supported by Hospice at Home

51,880 estimated number of donations

1,300 people who Gift Aided

326 people supported by our psychological and emotional support teams

3,056 outpatient appointments predominately Lymphoedema

O U T PAT I E N T C A R E

Supported and cared for 35 35 people in Primrose beds Fast track patients

admissions to our 236 inpatient unit I N PAT I E N T C A R E

200+[Volunteers]

187,200 number of sales

S H O P S & D O N AT I O N S

54 Firewalkers

102 brave sponsored athletes – skydivers, runners, ironmen, 90+ ultra challengers, golfers cyclists and walkers

E V E N T F U N D R A I S E R S

V O L U N T E E R I N G

The services provided by Harlington Hospice are accessible to any adult nearing the endof-life, in receipt of palliative care, living with dementia or another serious or terminal illness, or who is a carer providing unpaid support to a friend or family member with one or more of those conditions.

Additionally, we provide bereavement therapy services for children and young people from four to 17 years old and a bereavement counselling service for adults.

Our services are mainly provided to adults and young people who live in the London Borough of Hillingdon or are registered with a GP in the borough. Where there is capacity,

we also support patients and families from adjacent boroughs in North West London and Hertfordshire.

In addition to Hillingdon provision, a domiciliary care and respite (replacement) care service is also available to family carers in the London Boroughs of Hounslow and Ealing.

Our support can be long term over a number of years such as our lymphoedema service or for a future nights when it really counts. We provide respite and support symptom management. Increasingly we are seeing patients who stay with us returning home whilst knowing that our support remains there if their needs change.

Our services

Staying at the hospice

This team provides responsive and compassionate palliative and end-of-life care to people with complex

symptoms and who require emotional support, with the aim of discharging them back home. They also care for people in their last days and hours of life.

We are keen to raise awareness that the hospice is not solely a place people go to die. We support many people to return home – including where home means to another part of the country or indeed overseas in the case of Shirley who we supported to return to Goa.

Over the past year, we were able to admit over seven days a week, often admitting patients the same day as we received their referral.

High intensity psychotherapy, psychological and emotional support was delivered on demand as needs arose.

Just a little note to say thank you for all the help, care and understanding that you have shown my Dad. You have all shown so much kindness and it is very much appreciated.

Hospice beds for Hillingdon

----- Start of picture text -----
Before closure Re-opened 2024
(pre 2019) (2021)
7 beds 10 beds 14 beds
----- End of picture text -----

Nursing and therapy staff have continued to support patients in longer term beds (known as Primrose Beds), of which we have two at Hayes Cottage Nursing Home (Hayes) and six at Parkfield Nursing Home (Uxbridge).

This support incorporated aspects of Hospice care into both sites, including physiotherapy and rehabilitation, complementary therapies, pastoral support, psychological support, and senior end-of-life nursing care.

Care at home

Through our Hospice at Home team of Registered Nurses and specialist trained Healthcare Assistants, we care for people in their own home. All support is tailored to each individual’s needs and those of their family members.

The Hospice at Home team also support the Rapid Response and Discharge teams by providing up to three nights’ support for local people and their carers, to facilitate safe discharges from hospital.

The hospice solely funds a wellbeing support role as part of the integrated community team provided by the local NHS. This role supports non clinical needs and can link with housing, financial advice, social support and connections with other services. We know many people want to remain at home and this support is key to make this happen.

Our regulated social care support service, known as Harlington Care , provides a comprehensive domiciliary care service in the home, which includes more advanced care tasks for people with complex health and social care needs.

Delighted with personal care provided to my wife. The carers are experienced and well trained and supportive of my wife’s needs

Carers Short Breaks service provides respite (replacement) care in the homes across the London Boroughs of Hillingdon and Hounslow. This is delivered to give carers a much-needed short break from their caring roles and our care workers take on the majority of the duties that carers manage for their loved ones.

In 2024 in recognition of the quality of the service the local NHS agreed to commission ‘Fast Track’ care from our team – this is domiciliary care that is put in place rapidly for those at the end of their life.

In 2024 we were delighted to further our role in the Ealing Carers Partnership widening our well established respite for carers to a third borough.

Clinical based care

Throughout the year the Wellbeing team ran Creative Art sessions, as well as Exercise and Relaxation groups, with the option of one-to-one support if required. These sessions are run twice a week and continue to be popular with our patients.

In 2024 our longstanding Robins Café was augmented with a new Sunflower café – supporting carers and the recently bereaved these groups are well attended and provide an opportunity for relatives to remain connected to the hospice team.

We also offered a programme of Complementary therapies , which included physical and psychological approaches to improving wellbeing, such as tai chi, yoga, acupuncture, massage therapy, art and music

therapy, dance and mindfulness-based stress reduction.

Lymphoedema is a long-term (chronic) condition that causes swelling in the body’s tissues and can affect any part of the body, but usually develops in the arms or legs. We also treat patients with Lipoedema. These conditions can be very painful and affect daily life.

Home visits and group wellbeing sessions - such as Tripudio classes and ‘Legs 11’, a monthly drop-in session - were also delivered as part of the service.

I look forward to my treatment each appointment day. It has been very helpful to my health - good information that will help myself

Our Adult Psychological Support Service includes a Palliative Psychotherapy team, which has supported adults living with a serious or terminal illness, and those close to them, since January 2021.

Our Adult Psychological Support Service also offered free counselling to adults in our community who have, or who are living alongside, a serious or terminal illness. This service is available to patients using our other hospice services and those close to them who may be coming to terms with their friend or family member’s illness.

Thank you for seeing me. I’m glad you have this sort of service as I didn’t really know where else I could go. I can’t thank you enough for the way you help me deal with all that happened in my family. Thank you!

The Child and Adolescent Bereavement team continued its work exploring the challenges of how neurodiverse children and young people cope with bereavement. It has expanded its commitment to providing bereavement support for neurodiverse children and their carers, in order to develop new networks and neuro-affirmative resources for parents with neurodiverse children, in order to help them to better understand and manage change and their grief.

Being in art therapy has made me happier talking and thinking about my dad and I liked that I got to do art. My feelings started to get better – and I’m not being angry as much, and I’m crying less.

Harlington Hospice also offered Bereavement Counselling for adult clients who have experienced bereavement and who are struggling to come to terms with loss following the death of someone close to them.

Education and training

The hospice has a key role in supporting education and training as the trusted local experts in palliative care. Our first conference was a success with excellent feedback.

Harlington Hospice working with Dr Poppy Freeman has developed and championed the invaluable HPAL portal with up to date end of life information for patients and clinicians. In 2024 Mid Essex ICB recognised the value of this resource and commissioned a version for their community;

We support education for carers via the Caring with Confidence programme – recognising that whilst professional care is critical the heavy burden of care often falls to informal carers especially where a loved one has dementia.

We delivered a four-session End-of-life psychoeducational course for carers. Following a review of last year’s programme, a fourth session was added. All sessions had a training and psychotherapeutic support element and topics covered were:

Understanding palliative care
Caring for a loved one in the home at the end-of-life
Dealing with Death
Complementary therapies at the end-of-life

The hospice continues to act as a training hub for GPs, Medical Students, Nursing placements, Counselling trainees and many more people seeking work experience. We are grateful for the input of all trainees who have supported care at the hospice

Student nurse Placements: Staff on IPU have been amazing, the support, care and love I received I will never forget and always be amazed. Lovely supportive staff thank you for all your help.

In planning for 24/25 we set out a number of in year priorities which we have demonstrated progress against:

Priority 1: Increased, improved and sustainable IPU provision

We recognise Michael Sobell House was never built to last; it has done our patients proud for many years and has become a well-respected and well-loved part of our community. We also know we are not currently able to meet the increasing need for end-of-life care in the south of the Borough.

How:

Devise a plan to futureproof the reprovision of inpatient services in the north of the Borough, increasing capacity to meet an increased and more complex need.

What we have achieved:

Secured winter funding for an additional nursing post on the IPU increasing our ability to admit 14 patients at any one time.
Opened 4 additional beds for longer term patients.
Continued discussion with Brunel university on collaboration to open a unit on their site.
Secured £117k capital as or of 2 year national funding.
Identify and secure financial resources (both capital and revenue) to ensure we are able to meet current and future demand.

Priority 2: Our First Palliative Conference

In partnership with local and regional stakeholders and colleagues, Harlington Hospice held our first Palliative Care Conference in May 2024. This was attended by GPs, Paramedics, Care Home Staff, District Nurses, Hospital and Palliative Care Team

What we achieved:

Attended by 100 people – mostly clinicians.
Resoundingly positive feedback from attendees that we have agreed to develop this into an annual event.

The hospice had speakers covering topics including:

The future of Palliative Care Nursing; Supporting Family Carers: Pain; Nausea, Breathlessness – Top Tips; Palliative care in A&E – How Not To Admit A Patient; Children Facing Loss; The Challenge of Palliative Care At Home; Tree of Feelings: Patient Experiences in the Hospice; Assisted Dying – The Future and the Impact; Managing Anxiety/CBT and Relaxation Techniques.

Attended by 15 hospice team members providing development opportunities internally as well as for the wider system.

Priority 3: Funding

The Hospice, like many hospices nationally, continues to experience growth in costs and an increasingly difficult fundraising climate. We are committed to continuing the excellent and vital care we provide. This means that we need to balance our income and expenditure, which will require senior management focus on cost control, securing additional NHS funding (we currently receive just 30% of running costs from the NHS) and maximising fundraising.

We are proud of the leading role we have taken in the development of a series of partnerships and collaborations, both formal and less formal, and, of the influence we have in terms of shaping local health and care planning. Headline activity includes:

Hillingdon Health and Care Partners (HHCP)

Established in 2014, HHCP is the main healthcare provider partnership in the borough, now known as the Borough-based Partnership (BBP) and comprises Hillingdon Hospital NHS Trust, CNWL NHS Community Trust, Hillingdon Primary Care Confederation, and H4All, of which we are an active member. The Hospice Chief Executive holds the role of SRO for End of Life care in the borough meaning we work to

NWL Integrated Care System (ICS)

Alongside the Local Care Team and other providers we have been part of the programme to agree a common ‘Model of Care’ for the 2.2m residents of NWL. We were pleased to represent the provider perspective as part of the formal process assessing options for delivery of the model and we supported the consultation process under banner ‘Collaborative care for all’. In Hillingdon we coordinated a system response to the collaboration recognizing the importance of seeing specialist palliative care as part of a wider continuum of needs and the importance of understanding inequalities and the needs we are not meeting.

What we achieved

Increased activity in Harlington Care and expanded Carers Partnership support to Ealing.
As part of the NWL business case for a new Model of Care agreed a future funding model for sustainable hospice care – formal sign off July 2025.
Continued to control costs to improve position.

H4All and 3ST North West London

Harlington Hospice plays an active role in H4All. Established in 2014, it was set up to strategically coordinate non-profit services and develop services that improved population health and wellbeing. Historically a joint venture company comprising five local charities, this collaborative working enabled us to identify residents who may be in need and offer support at an earlier stage in a person’s end-of-life journey.

3ST stands for Third Sector Together and is an alliance of voluntary and community sector organisations that operate across the eight London boroughs that constitute the geographical area covered by the North West London (NWL) Integrated Care Board (ICB).

Hillingdon Carers Partnership (HCP)

We have been a partner in the HCP since 2016. HCP is an informal collaborative group of four charities delivering collaborative support to unpaid carers living or caring for someone in the borough.

Other HCP members are: Carers Trust Hillingdon & Ealing, Alzheimer’s Society and Hillingdon Mind.

Ealing Carers Partnership (ECP):

Our partners in the ECP are Carers Trust Hillingdon & Ealing and Ealing and Hounslow CVS and we are pleased that the service is developing well in this new area for us.

This year, our volunteers have made an exceptional contribution.

Numerous volunteers cover absences and assist with a variety of services. We are lucky to have many long-term volunteers, such as the reception team who have returned to support the Hospice and the gardeners who have been maintaining the surrounding gardens for more than 20 years.

Voluntary support in Wellbeing has meant complementary therapies for patients has increased and art therapy sessions can continue.

The volunteer contribution from an average of 200 volunteers this year was 220,000 hours

We are incredibly grateful to all of our volunteers for their time, dedication and support.

Our retail volunteers are the heart and soul of our community on the high streets supporting and promoting the Charity. Their time, skills, expertise and experience are extremely valuable in allowing us to run a smooth, professional service.

There are many groups of volunteers helping to raise funds alongside paid staff within our retail arm, including drivers, ambassadors, DIY support and online sales.

We are not only very lucky to have so many longstanding volunteers who remain loyal to the cause; we also have, in the past year, seen

a large increase in young students completing their Duke of Edinburgh’s Awards or work experience placements for schools, colleges and universities. We are proud that many of them choose to return after their placement is completed to continue to volunteer with us.

Retail has also worked hard to secure and build relationships with corporate businesses to support with donations for shops and online, promoting volunteer hours and with the view to support the Charity in other areas when needed.

This year, with 130 volunteers on the team, retail volunteers contributed an amazing 100,000 hours to the charity. We thank them and all our volunteers, wholeheartedly.

Our team

During 2024/25 we have seen growth in our frontline teams and in particular our Harlington Care who needed to expand to meet demand for the services.

We are delighted that recruitment has identified excellent new team members and we continue not to see recruitment challenges that the wider sector often experiences.

We have put in place training for our new team members and have benefited from our new Nurse Consultant supporting training and development.

We rely on the support of our local community to fund our services – by making donations and grants, taking part in events, spending in our shops and remembering us in their Wills.

At the beginning of the 2024/25 year we had to make some difficult decisions in relation to our fundraising team. The impact of closing the Inpatient Unit in 2018 and then the COVID-19 pandemic still resonated into the 2023/24 and as we moved to a more digital age of fundraising it was decided to reassess the fundraising model with a number of redundancies within the team and focus on community engagement. In 2024 we welcomed volunteers into the fundraising team who have been instrumental in enabling good contact with those interested in supporting us. Thank you.

In Spring 2025 we participated in the national legacy campaign led by Hospice UK. This was an opportunity to work collectively across London as well and the country and generated interest in legacies. We are very grateful for all legacies received in recognition of the high quality care provided in the hospice.

We want to thank the organisations from whom we have received generous grants including

A P Taylor
BBC Children in Need
J J Rausing
Sisters of the Holy Cross
The Albert Hunt Trust
The City Bridge Trust
The Grand Charity

Many people go above and beyond setting up and running events for the hospice. We would like to thank our supporters for their dedication and generosity. Major successes in the year

As a founding member of the Hospice Lottery, we continued to benefit from this partnership which, since it launched in 1997 had donated over £16 million to Charity.

We have benefited also from support from Corporate Partners and would like to thank the following for their highly valued contributions across Harlington Hospice and MSHC:

CJ M Plumbing (Retail)
Russel Field
James Estate Agents
Partridges (Auction • House of Holland House) Shooting School
Coca Cola
James Maloney – Merchandise Supporter
John Lewis
Waitrose Ruislip
Waitrose Northwood
Complete Golfers
West Herts Golf Club
Wenzels
The Bank – Joe Bhatt
Sandy Lodge Golf Club
Burberry Heathrow
Rackspace
Jacobs Engineering
Moor Park Golf Club
Amadeus Heathrow • Aspley Guise and
• Chaucer – Book Woburn Sands Golf Auctions Club
Batchworth Golf Club
Robsons Estate Agent
Media Powerhouse
Mahi Restaurant
C&G Scaffolding
Brita
Bird & Lovibond
The Woodman Pinner
Sherwood Technology
The Woodman, Ruislip
Liz Ears (Opticians)
Buckinghamshire • The White Hart, Building Contractors Harlington
Andrew Berg
James Lakeland, Pinner
OSMO
Paul Jennings
Cameron Estate agent
Aqua
Natilik
JJ Rhatigan
Bishops Wood BMI Hospital
ProCare
ASNU
BACCES – British Airways Cabin Crew Society
TA Ellement
PHD Modular Access Services Ltd
Co-Op Harefield
Jacobs Engineering
Pure Care (Avery • The Chimes Care Home) Shopping Centre

Income

----- Start of picture text -----
21%
41%
13%
11%
5% 4%
3%
2%
----- End of picture text -----

Expenditure

----- Start of picture text -----
15%
5% 46%
3%
6%
4%
12%
9%
----- End of picture text -----

Michael Sobell House Inpatient Service Harlington Care (Domiciliary care) Collaborations Psychotherapy

Other Inpatient Care Hospice at Home Wellbeing Fundraising and trading

Priority 1: Collaborate with East & North Herts NHS Trust to revive a palliative care service

We are in the process of working with East & North Herts NHS Trust to provide a palliative care service for patients attending the neighbouring Mount Vernon Cancer Centre. The plan from July is;

To offer senior medical support to both palliative inpatients and outpatients,
Chair a palliative MDT in the Cancer Centre,

Anticipated benefits and outcomes

Earlier and more robust palliative support for many patients attending Mount Vernon Cancer Centre.
Enhance the knowledge and skills of the Oncology Team caring for inpatients.
Work towards a collaborative relationship between the Palliative Care services and Cancer services at Mount Vernon Hospital.
Provide support to Oncologists in training.

Priority 2: Establish regular programme of hospice placements for 4th year medical students

We will be hosting Brunel fourth-year Medical Students and Physician Associate Students for the first time, both supported by the Medical Team through mentorship, curriculum, and learning.

Planning for logistics and dates is underway. Brunel Medical Students will have a oneweek Palliative Care placement, covering Community, Hospice Byaiiitge Medical ita SChool and Hospital settings.

Physician Associate Students will undertake two 16-week placements each year, an innovative arrangement unique among hospices.

Anticipated benefits and outcomes

Progress our status as a training hospice.
Develop contemporary Medical Students and Physician associates with the philosophy of Palliative, improved communication skills and knowledge of symptom control.
Evidence has shown that students with a palliative placement have demonstrated more confidence in managing and communicating with palliative care patients and their families.
The placement will combat incorrect perceptions about hospices, and it’s hoped this will support future recruitment.

This placement will provide opportunities to observe and partake in multidisciplinary working with a wide range of healthcare professions and services.

Priority 3: Expanding access to Psychological & Bereavement Support with a focus on After Care and Support Stewardship

As part of a two-year strategic priority, we are expanding our Adult Counselling and Bereavement services while strengthening our commitment to After Care and Support stewardship. This integrated approach ensures emotional wellbeing remains central – before, during and after end-of-life care.

How we will achieve this:

Psychological and Emotional Support

Appointing newly qualified therapists in honorary roles to deliver psychological support in community settings.
Counselling Team Growth: Expanding our placement programme with more trainees and sustaining two honorary therapist positions annually.
Improved Reach: Improving accessibility for those in care homes, hospitals or unable to travel.

New Bereavement Support Groups: Launching the Sunflower Café, a monthly social support group at Michael Sobell House, to complement the established Robin’s Café and create additional supportive spaces for the bereaved.

Follow-Up Contact After Death: Implementing structured bereavement follow-up calls for families after a death in the hospice or at home, offering continued support during a vulnerable period.

Volunteer Support: Exploring a trained Bereavement Listening Volunteer programme to provide short-term emotional support.
Expanded Focus Across Teams: Embedding bereavement support more deeply within the IPU (Inpatient Unit) and Wellbeing teams to ensure every bereaved family receives compassionate, tailored aftercare.
Improved Access: Meeting clients where they are – whether in care homes, hospitals, or at home – helps reduce health inequalities and ensures no one is left unsupported.
Continuity of Care: Extending care beyond the patient’s life, through bereavement follow-up and group support, reflects our values of holistic, lifelong care.
Early Intervention: Timely support reduces the risk of complicated grief and mental health challenges, promoting long-term wellbeing.
Increased Capacity: A larger and more flexible counselling team will improve response times and service resilience.
Community Trust: Consistent aftercare fosters deeper trust and confidence in our services, strengthening our standing as a compassionate care provider.
Healing and Closure: Structured aftercare and emotional support empower families to grieve healthily and move forward with strength. This is a two-year priority.

Priority 4: Patient Experience Advancing Equity and Accessibility for All Communities

At Harlington Hospice, we are committed to ensuring that everyone – regardless of background, identity, or ability – can access compassionate, high-quality palliative and end-of-life care.

We recognise that individuals from LGBTQ+ communities, Black, Asian and Minority Ethnic (BAME) backgrounds, people living with

disabilities and those affected by wider health inequalities may face barriers to accessing hospice services.

Over the next two years, we will prioritise the removal of these barriers and actively work to make our care more inclusive, culturally sensitive and accessible to all.

How we will achieve this

Community Engagement: Building stronger relationships with local LGBTQ+, BAME, disability and marginalised community groups to better understand their needs and perspectives.
Inclusive Practice and Training: Enhancing staff training around cultural competence, unconscious bias, inclusive communication and accessible care delivery.
Accessible Environments: Reviewing our physical spaces, information materials, and digital platforms to ensure they are welcoming, inclusive and accessible to people with diverse needs.
Service Co-Design: Involving people with lived experience from underrepresented groups in the design, delivery and evaluation of our services.
Data and Insight: Improving how we collect and use equality data to identify gaps in access and inform continuous improvement.
Outreach and Representation: Developing tailored outreach efforts and ensuring diverse representation across our workforce, volunteer base and promotional materials. Anticipated Benefits.
Increased Access: More equitable access to hospice care for historically underrepresented or excluded groups.
Culturally Competent Care: Services that respect and reflect individual identities, beliefs and values.
Trust and Engagement: Stronger relationships with communities who may previously have felt hospice care was “not for them.”
Improved Outcomes: More personalised and effective support for people experiencing complex layers of disadvantage or discrimination.
A More Inclusive Hospice Culture: A diverse, compassionate environment where all staff, volunteers, and service users feel welcomed, valued and understood.

Priority 5: Patient Experience Integration of the High Intensity Users (HIU) My Health and Care Connection team

Harlington Hospice has worked in partnership with H4All for over ten years. Throughout much of this time, the Hospice has employed staff who were seconded to H4All to deliver services supporting the wider Hillingdon population.

Over the past year, H4All has transitioned into a North West London-wide organisation and has been renamed 3rd Sector Together, or 3ST for short.

As part of this transition, services in Hillingdon have been restructured under a lead provider model. Harlington Hospice has been designated as the lead provider for three key services:

High Intensity Users (HIU): Supporting the fifty individuals who most frequently attend A&E, this service provides personcentred case management to improve health outcomes and reduce inappropriate use of emergency services.
Care Connection Teams (CCT) – Wellbeing Support Advisors: This team is embedded within Neighbourhood Teams, working

alongside primary care and community services to support people with long-term conditions who are at high risk of hospital admission.

My Health Hillingdon:
A patient education programme offering both online and in person health training sessions Anticipated Benefits

These services have been allocated to Harlington Hospice as the local 3ST partner with the expertise to manage and deliver them effectively. Expanding into this area of work will strengthen the Hospice’s connections with acute, primary, and community care services across the region. Additionally, this integration provides valuable opportunities to identify individuals or service gaps at a critical point in people’s lives – when active treatment may need to transition to palliative care. There is strong evidence that early identification of palliative care needs can significantly improve both the quality and length of life

Structure, Governance and Management

The organisation is a charitable company limited by guarantee, incorporated on 12 April 2001 and registered as a Charity on 9 September 2003.

The company was established under a memorandum of association which established the objects and powers of the charitable company and is governed under its articles of association.

During year to 31 March 2024, committees to the Board were the:

Finance, Building and Estates Committee
Quality Assurance & Governance Committee
Workforce Committee

A trustee also sits on the Safeguarding Steering Group which feeds to both the Quality Assurance and Governance Committee and the board.

All Trustees give their time voluntarily and receive no benefits from the Charity. No expenses were claimed by Trustees.

Trustees and Directors

Michael Breen (Chair)

Carol Coventry (retired 31.03.2025) Michael Edwards Caroline Morison (retired 31.03.2025) John McDonnell (retired 16.04.2024) John Sandercock (retired 16.01.2025)

New Trustees appointed 23.9.25

Andrew Bonser

Laura Churchill Sarah Scannell Pravin Shah Marie Wadsworth

New Trustees appointed 16.4.24

Ashish (Ash) Devani

Shreena Raja Jane Ellis (resigned 24.3.25)

Charles Gloor Carmel Gordon-Dark

Key senior management personnel

Chief Executive: Steve Curry (Job Share)

Chief Executive: Jane Wheeler (Job Share) from 04.11.2024

Director of Finance, Performance and Resources: Vanessa Harrison (from 13.11.2023 to 20.01.2025)

Director of Clinical Services: Sara Ryan Medical Director: Dr Ros Taylor

Staff and delegated responsibilities

The Board of Trustees has delegated operational management of Harlington Hospice to the Chief Executive.

The average headcount number of staff employed by Harlington Hospice to carry out its charitable activities was one hundred and fortythree and, in addition, some tasks were also undertaken by contractors and consultants.

The process for recruiting staff is set out in the Recruitment Policy and Procedure. Staff employment terms and conditions are included in Harlington Hospice’s Employee Handbook, which is shared with all staff.

Pay policy for senior staff

The directors are The Charity’s Trustees. The senior management team comprise the key management personnel of The Charity in charge of directing and controlling, running and operating The Charity on a day to day basis (see Organisation note).

All directors give their time freely and no director received remuneration in the year. No expenses were claimed or paid to Directors in 2024/25.

The pay of the senior staff is reviewed annually and benchmarked against pay levels in other comparable charities, the voluntary sector and similar roles.

Principal risks and uncertainties

Over the past year, the Trustees have actively managed the charity’s risks. Senior charity staff follow a robust process to identify and evaluate risks, and to put mitigation strategies in place. The Sub-Committees review the risks relating to their area of operations, and the highest rated risks, and the strategic risks are referred to the Board for review and discussion.

The most significant risks - at the date of this report are:

1. Fundraising income

The risk relating to income generation, and fundraising income specifically is rated as a significant risk to the stability of the Charity and its ability to continue to provide the current range of services.

If fundraising income is inconsistent or unpredictable, the funding of patient services may be affected.

Mitigations in place are:

The creation of a mixed fixed and variable cost fundraising model maximising digital resources and full organisation supporting to increase fundraising income.
The creation of a strong Charity retail arm developing this income stream to grow alongside fundraising income. Investment in communications and marketing to raise the charity’s profile.
Rigorous monitoring of cashflow and results to allow steps to be taken if income disappoints.

2. Increases in costs due to inflation

The risk relating to higher costs could jeopardise service delivery. Staff costs account for a significant part of the charity’s costs, and if wage inflation continues to grow, costs could rise faster than income. Growing energy prices are also a cause of concern. Mitigations are limited, as inflationary growth is outside our control.

Mitigations in place are:

Monitoring salary costs across the local healthcare sector to ensure the Charity remains competitive.
Negotiating other costs to minimise increases.
Introduction of an efficiency plan.

3. Growth and changing needs in our communities

With health and social care services under ever more strain we know that many people are not supported to experience a positive death and that this can negatively impact all involved. Research shows us that we need to meet different cultural needs and that in some communities it can be hard to discuss end of life care.

Mitigations in place are:

Continue to work in partnership across Hillingdon and NWL to identify and address needs.
Focus on early identification as well as providing specialist care in the final days and weeks.

At the beginning of 24/25 the Board agreed a budget with a planned deficit of £513,000. It is a reflection of the hard work of the entire team that we are now reporting a more positive outcome of a reduced deficit of £140,000. This means not only have we stabilised what could have been a worsening position, but we have reversed the direction of travel. As many hospices’ financial positions worsen we have made substantial strides in recovery which has meant we have agreed a balanced budget for 25/26. This more stable position has also meant that we are able to prudently start to invest in key service areas which will further consolidate our financial stability either through fundraising income, or to enable future growth.

Income

Total income for the year ended 31 March 2025 was £6,236,763 (2024:£5,987,178).

----- Start of picture text -----
2024/25 2023/24
Income £ £
Michael Sobell House Inpatient Service 1,292,137 1,139,857 13%
Other Inpatient Care 836,765 529,786 58%
Harlington Care (Domiciliary care) 704,781 608,067 16%
Hospice at Home 252,064 235,199 7%
Collaborations 329,667 303,356 9%
Wellbeing 115,743 131,516 -12%
Psychotherapy 155,950 29,775 424%
Total income from charitable activities 3,687,106 2,977,556 24%
Fundraising and trading 2,546,640 2,993,835 -17%
Other income 3,018 15,787 -57%
Total income 6,236,763 5,987,178 3%
----- End of picture text -----

60% of income is derived directly from charitable activities, and nearly 20% of contract income relates to the Michael Sobell House inpatient care.

Expenditure

Total expenditure was 2025: £6,380,361 (2024: £6,400,257) a decrease of £19,896.

----- Start of picture text -----
2024-25 2023/24
Expenditure £ £
Michael Sobell House Inpatient Service 2,945,059 2,579,915 12%
Other Inpatient Care 549,487 547,256 0%
Harlington Care (Domiciliary care) 755,238 587,557 28%
Hospice at Home 289,461 334,044 -14%
Collaborations 375,083 323,079 16%
Wellbeing 184,756 362,334 -49%
Psychotherapy 296,908 325,461 -9%
Total expenditure on charitable activities 5,395,991 5,059,646 6%
Fundraising and trading 984,370 1,340,611 -27%
Total expenditure 6,380,361 6,400,257 -1%
----- End of picture text -----

Over 68% of costs are salaries or salary related (including payments for agency and other outsourced staff).

----- Start of picture text -----
2024/25 2023/24 2022/23
£ £ £
Surplus/deficit
Total income 6,236,763 5,987,178 6,692,270
Total expenditure 6,380,361 6,400,257 6,372,625
Surplus (143,598) (413,079) 319,645
----- End of picture text -----

Reserves

----- Start of picture text -----
2024/25 2023/24 2022/23
£ £ £
Restricted reserves 552,288 481,818 753,463
Designated reserves 2,569,516 3,531,649 3,342,009
Free reserves 123,628 276,619 594,193
----- End of picture text -----

Harlington Hospice Association calculates an operating reserve each year, comprising the minimum level of reserves required to ensure financial sustainability.

The target minimum operating reserve is equal to:

Potential redundancy costs where contracts or funding is uncertain.
Two months’ salary costs to cover late payment of grants or contracts.
A more general reserve to cover service continuation or wind down arising from the risk to in-year fundraising and retail operations.

The Board of Trustees may in addition decide on a further, discretionary amount to be included in the Reserve for a specific purpose, such as long-term capacity building or a special project. This has not happened in recent years.

The Operating Reserve needed for the financial year 2024-25, based on the factors above, is £1,000,317. As reserves at 31 March 2025 were below this level at £123,628 (2024: £276,619) and the Lansdowne House is significantly under-utilised for service delivery, trustees have actively marketed the property for sale. To manage the risk before the sale, agreement has been made with the hospice bank for a short term unsecured overdraft facility, if needed. During the year this facility was not needed.

Going concern

Expanded and new services delivered by Harlington Hospice in recent years have improved the Charity’s financial position and delivered the benefits expected from the charity’s investments.

Following the merger of Harlington Hospice Association and the Michael Sobell Hospice Charity the clinical services and support functions have realised many of the expected benefits and synergies.

This combination, supported by a redesigned fundraising approach, will continue to underpin future growth. The combined Charity has reported an operating deficit in 2024-25, substantially below budget, and in month 5 is on track to deliver a positive surplus against the agreed balanced position for 2025/26.

Our financial projections show that up to 31 March 2026, Harlington Hospice can expect to retain a reserves level to ensure sustainability and will therefore be able to trade as a going concern. Although the free reserves are forecast to be below the required operating reserve our threeyear strategy is beginning to deliver on increased statutory income and moving the organisation to a stable financial footing. The Trustees have confidence in the charity’s financial position going forward. Reserves are forecast to ensure that the Charity remains sustainable. The Trustees support the strategy to invest in fundraising activities to improve the underlying business model and so to strengthen the organisation against future shocks.

----- Start of picture text -----
2025 2024
£ £
Total required operating reserve 1,000,317 1,200,655
Projected free reserves 123,628 276,619
----- End of picture text -----

Fundraising and Communications

It should be noted that:

The Charity does not work with or use any external professional fundraisers, with the exception of the Hospice Lottery Partnership who canvass on our behalf.

Harlington Hospice Association is registered with the Fundraising Regulator and is fully compliant with its requirements and code of practice.

The Trustees are not aware of any complaints made in relation to our fundraising activities during the year ending 31 March 2025.

Ensuring that our supporter’s data is safeguarded and used only in an appropriate manner is of paramount importance, in line with GDPR regulations. Our privacy statement can be found in full on our website here:

harlingtonhospice.org/privacy-policy-usersof-services-volunteers-supporters/

This year, Harlington Hospice and Michael Sobell House Charity together gained £213,571 income from membership of the Hospice Lottery Partnership

Related parties and relationships with other organisations:

Harlington Hospice has a long history of collaborative working with both the third and the statutory sectors. It is our belief that working with stakeholders, other providers, and commissioners gains best value for our donors, supporters, and contractors and delivers the best quality outcomes for our patients and clients.

We have formal relationships with the following organisations:

Hospice UK – a federal organisation in which the national organisation’s role is advisory on policy and procedures;
H4All and 3ST – a Charitable Incorporated Organisation (CIO) in which Harlington

Hospice is one of five sovereign partners delegating authority within the consortium, providing services within the community;

Hillingdon Health and Care Partnership (HHCP).

Statement of responsibilities of the Trustees:

The Trustees (who are also directors of Harlington Hospice Association Limited for the purposes of company law) are responsible for preparing the Trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.

In preparing these financial statements, the Trustees are required to:

Select suitable accounting policies and then apply them consistently.
Observe the methods and principles in the Charities SORP.
Make judgements and estimates that are reasonable and prudent.
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements.
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

There is no relevant audit information of which the charitable company’s auditor is unaware.
The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Members of the Charity guarantee to contribute an amount not exceeding £10 to the assets of the Charity in the event of winding up. The total number of such guarantees at 31 March 2025 was 6 (2024:6).

The Trustees are members of the Charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the Charity.

The Trustees’ annual report has been approved by the Trustees and signed on their behalf by,

M J Breen

Chairman

16 December 2025

Registered office: Lansdowne House St Peter’s Way Harlington Middlesex UB3 5AB

Auditors

Sayer Vincent LLP 110 Golden Lane London EC1Y 0TG

Bankers

NatWest 6 Coldharbour Lane Hayes Middlesex UB3 3EL

Solicitors

Tozers LLP Broadwalk House Southernhay West Exeter Devon EX1 1UA

Keelys Solicitors 28 Dam Street Lichfield Staffordshire WS13 6AA

Auditor

Sayer Vincent LLP was re-appointed as the charitable company’s auditor during the year and has expressed its willingness to continue in that capacity.

The directors’ annual report has been prepared in accordance with the special provisions applicable to companies subject to the small companies’ regime.

The sections of this report entitled ‘Summary of Activities’ and ‘Achievements and Performance’ set out Harlington Hospice Association’s objectives, and report on the activity and successes in the year to 31 March 2025, as well as explaining the plans for the current financial year.

The Board of Trustees is aware of the Charity Commission’s guidance in relation to public benefit. All of the organisation’s charitable activities fall within its objects and provide considerable public benefit as outlined in this report.

The work of the Hospice benefits people with serious or terminal illness and those close to them. The Hospice makes no charge to those people who are currently patients of any core hospice service, or to their families and carers.

All core palliative care services provided by the Charity are free to beneficiaries living, or under the care of a GP, in the London Borough of Hillingdon.

The Trustees have considered this matter and concluded that:

the aims of the organisation continue to be charitable;
the aims and the work done give identifiable benefits to the charitable sector and both indirectly and directly to individuals in need;
the benefits are for the public, are not unreasonably restricted in any way and certainly not by ability to pay; and
there is no detriment or harm arising from the aims or activities.

The Trustees have complied with their duty according to Section 17(5) of the Charities Act 2011.

M J Breen Chairman

16 December 2025

A risk assessment of all innovations and service developments ensures that the work of the hospice is beneficial rather than harmful, and as inclusive as possible.

Independent auditor’s report to the members of Harlington Hospice Association Limited.

Opinion:

We have audited the financial statements of Harlington Hospice Association Limited (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2025 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Give a true and fair view of the state of the group’s and of the parent charitable company’s affairs as at 31 March 2025 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended.
Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice.
Have been prepared in accordance with the requirements of the Companies Act 2006 and the Charities Act 2011.

Basis for opinion:

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the group financial statements section of our

report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern:

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Harlington Hospice Association Limited’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other Information:

The other information comprises the information included in the Trustees’ annual report, other than the group financial statements and our auditor’s report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the

group financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the group financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

The information given in the Trustees’ annual report, for the financial year for which the financial statements are prepared is consistent with the financial statements.
The Trustees’ annual report, has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception:

In the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ annual report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities Act 2011 requires us to report to you if, in our opinion:

Adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
The parent charitable company financial statements are not in agreement with the accounting records and returns; or
Certain disclosures of Trustees’ remuneration specified by law are not made; or
We have not received all the information and explanations we require for our audit.
The directors were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exemptions in preparing the trustees’ annual report and from the requirement to prepare a strategic report.”

Responsibilities of Trustees:

As explained more fully in the statement of Trustees’ responsibilities set out in the Trustees’ annual report, the Trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the groups and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charites Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from

fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities.

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

We enquired of management, which included obtaining and reviewing supporting documentation, concerning the group’s policies and procedures relating to:
Identifying, evaluating, and complying with laws and regulations and whether they were aware of any instances of noncompliance;
Detecting and responding to the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud;
The internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations.
We inspected the minutes of meetings of those charged with governance.
We obtained an understanding of the legal and regulatory framework that the group operates in, focusing on those laws and regulations that had a material effect on the financial statements or that had a fundamental effect on the operations of the group from our professional and sector experience.
We reviewed any reports made to regulators.
We reviewed the financial statement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations.
We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.
In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of noncompliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: frc.org.uk/ auditorsresponsibilities . This description forms part of our auditor’s report.

We communicated applicable laws and regulations throughout the audit team and remained alert to any indications of noncompliance throughout the audit.

Use of our report:

This report is made solely to the charitable company’s members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Joanna Pittman (Senior Statutory Auditor) 19 December 2025 for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

Harlington Hospice Association Limited

Consolidated statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2025

Unrestricted £ 433,304 704,781 252,064 115,743 31,177 1,290,092 836,765 329,667 692,630 1,494	Restricted £ 1,183,624 - - - 124,773 2,044 - - 237,082 1,524	2025 Total £ 1,616,928 704,781 252,064 115,743 155,950 1,292,137 836,765 329,667 929,712 3,018	Unrestricted £ 558,230 608,067 235,199 131,016 29,775 1,139,857 529,786 303,356 793,757 -	Restricted £ 1,418,311 - - 500 - - - - 223,537 15,787	2024 Total £ 1,976,541 608,067 235,199 131,516 29,775 1,139,857 529,786 303,356 1,017,294 15,787
4,687,716	1,549,047	6,236,763	4,329,043	1,658,135	5,987,178
984,370 755,238 289,461 184,756 172,135 1,587,965 549,487 375,083	- - - - 124,773 1,357,094 - -	984,370 755,238 289,461 184,756 296,908 2,945,059 549,487 375,083	761,832 587,557 334,044 362,334 325,461 2,248,874 547,256 323,079	578,779 - - - - 331,041 - -	1,340,611 587,557 334,044 362,334 325,461 2,579,915 547,256 323,079
4,898,494	1,481,867	6,380,361	5,490,437	909,820	6,400,257
(210,777) - - (904,347)	67,180 - 3,290 -	(143,597) - 3,290 (904,347)	(1,161,394) 1,033,460 - -	748,315 (1,033,460) 13,500 -	(413,079) - 13,500 -
(1,115,124) 3,808,268	70,470 481,818	(1,044,654) 4,290,086	(127,934) 3,936,202	(271,645) 753,463	(399,579) 4,689,665
2,693,144	552,288	3,245,432	3,808,268	481,818	4,290,086

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 18 to the financial statements.

Harlington Hospice Association Limited

Consolidated balance sheets

Consolidated balance sheets	Consolidated balance sheets	Consolidated balance sheets
As at 31 March 2025			Company no. 04199504
2025 2024 Note £ £ Fixed assets: 11 2,687,728 3,531,649 14 217,840 220,116 2,905,568 3,751,765 Current assets: 15 632,877 771,610 640,780 793,326 1,273,657 1,564,936 Liabilities: 16 (933,794) (1,026,615) 339,864 538,321 3,245,432 4,290,086 17a 552,288 481,818 2,569,516 3,531,649 123,628 276,619 Total unrestricted funds 2,693,144 3,808,268 3,245,432 4,290,086 Designated funds General funds Total funds Unrestricted income funds: Net current assets/(liabilities) Total net assets Funds: Restricted income funds Investments Debtors Cash at bank and in hand Creditors: amounts falling due within one year Tangible assets The group			2025 2024 £ £ 2,681,087 3,518,367 - - The charity
	2,905,568 632,877 640,780	3,751,765 771,610 793,326	2,681,087 745,436 259,871	3,518,367 655,634 285,981
	1,273,657 (933,794)	1,564,936 (1,026,615)	1,005,307 (939,494)	941,615 (956,526)
	339,864	538,321	65,813	(14,911)

	3,245,432	4,290,086	2,746,900	3,503,456
	552,288 2,569,516 123,628	481,818 3,531,649 276,619	118,212 2,562,875 65,813	- 3,518,367 (14,911)
	2,693,144	3,808,268	2,628,688	3,503,456
	3,245,432	4,290,086	2,746,900	3,503,456

The deficit of the Charity for the year ended 31 March 2025 was £990,270 (31 March 2024: deficit - £412,825).

Approved by the trustees on 16 December 2025 and signed on their behalf by

Mr MJ Breen Chairman

Harlington Hospice Association Limited

Consolidated statement of cash flows

For the year ended 31 March 2025

Note £ £ Cash flows from operating activities Net income / (expenditure) for the reporting period (143,597) (as per the statement of financial activities) - Depreciation charges 78,838 (Increase)/decrease in debtors 138,733 Increase/(decrease) in creditors (92,822) Net cash provided by operating activities (18,848) (139,264) 5,566 (133,698) (152,546) 793,326 640,780 At 1 April 2024 Cash flows £ £ Cash at bank and in hand 793,326 (152,546) Total cash and cash equivalents 793,326 (152,546) Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Analysis of cash and cash equivalents and of net debt Fixed assets acquired as part of the merger Cash flows from investing activities: Purchase of fixed assets Net cash (used in) investing activities Change in cash and cash equivalents in the year Proceeds from sale of investments 2025	Note £ £ Cash flows from operating activities Net income / (expenditure) for the reporting period (143,597) (as per the statement of financial activities) - Depreciation charges 78,838 (Increase)/decrease in debtors 138,733 Increase/(decrease) in creditors (92,822) Net cash provided by operating activities (18,848) (139,264) 5,566 (133,698) (152,546) 793,326 640,780 At 1 April 2024 Cash flows £ £ Cash at bank and in hand 793,326 (152,546) Total cash and cash equivalents 793,326 (152,546) Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year Analysis of cash and cash equivalents and of net debt Fixed assets acquired as part of the merger Cash flows from investing activities: Purchase of fixed assets Net cash (used in) investing activities Change in cash and cash equivalents in the year Proceeds from sale of investments 2025	£ £ (413,079) - 38,952 (33,092) (117,083) (524,302) (219,769) 472,679 252,910 (271,392) 1,064,718 793,326 Other non-cash changes At 31 March 2025 £ £ - 640,780 2024	£ £ (413,079) - 38,952 (33,092) (117,083) (524,302) (219,769) 472,679 252,910 (271,392) 1,064,718 793,326 Other non-cash changes At 31 March 2025 £ £ - 640,780 2024
	(18,848) (133,698)		(524,302) 252,910
At 1 April 2024 £ 793,326		Other non-cash changes £ -
	(152,546) 793,326		(271,392) 1,064,718
	640,780		793,326
	Cash flows £ (152,546)		At 31 March 2025 £ 640,780
793,326	(152,546)	-	640,780

Harlington Hospice Association Limited

For the year ended 31 March 2025

Notes to the financial statements

1 Accounting policies

a) Statutory information

Harlington Hospice Association Limited is a charitable company limited by guarantee and is incorporated in England and Wales. The merger was completed by the adoption of new Mem & Arts of The Michael Sobell Hospice Charity which were adopted on 23rd December 2022. Harlington Hospice Association became the sole member of Michael Sobell Hospice Charity Ltd, which is treated as a wholly owned subsidiary in these accounts. Group accounts have been prepared for the year ended 31 March 2025. Michael Sobell Hospice Charity Ltd remains a registered charity and also files accounts.

The registered office address is Lansdowne House, St Peter's Way, Harlington, Middlesex UB3 5AB.

b) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

These financial statements consolidate the results of the charity and its wholly-owned subsidiary The Michael Sobell Hospice Charity on a line by line basis. Transactions and balances between the charity and its subsidiary have been eliminated from the consolidated financial statements. Balances between the two entities are disclosed in the notes of the charity's balance sheet. A separate statement of financial activities, or income and expenditure account, for the charity itself is not presented because the charity has taken advantage of the exemptions afforded by section 408 of the Companies Act 2006, A summary of the result for the year is disclosed in the notes to the accounts.

c) Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.

The successful partnership with the Michael Sobell Hospice Charity has delivered planned synergies and benefits and strengthened the financial position of the charity.

The charity has taken account of the risks identified by the Board and has made provision through its Reserves calculation to ensure that these risks can be managed. The Finance Sub-Committee regularly monitors cashflow and projected income and expenditure to budget.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

f) Donations of gifts, services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

g) Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

h) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund. In the consolidated accounts, the assets held by Michael Sobell Hospice Charity Ltd are reported as restricted funds.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes. The trustees have decided to report all Harlington Hospice Association's fixed assets as designated funds.

i) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Costs of raising funds relate to the costs incurred by the charity by its Charity Shops and in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose
Expenditure on charitable activities includes the costs of delivering services undertaken to further the purposes of the charity and their associated support costs
Other expenditure represents those items not falling into any other heading

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

j) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity

	Harlington Care	21%
	Hospice at Home	9%
	Wellbeing (including Lymphoedema Clinic)	6%
	Psychotherapy	5%
	In-Patient Care	39%
	H4All and Other Collaborations	8%
	Raising Funds	12%

All support costs incurred by Michael Sobell Hospice Charity Ltd are allocated against Raising funds, as this is the only activity undertaken by Michael Sobell Hospice Charity Ltd.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

k) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

l) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000 and the asset is expected to be productive for more than 12 months. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

Where fixed assets have been revalued, any excess between the revalued amount and the historic cost of the asset will be shown as a revaluation reserve in the balance sheet.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

	Equipment, Fixtures & Fittings	2-4 years
	Motor Vehicles	5 years
	Improvements	10 years
	Freehold Property	50 years
	Michael Sobell House refurbishment	2 years

Land and Buildings are held at valuation, not historic cost. Assets represented by land are not depreciated.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

m) Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

n) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

o) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

p) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

q) Pension schemes

The charity offers a qualifying defined contribution scheme to all staff. In addition, the charity offers the NHS pension scheme to qualifying staff.

National Health Service Superannuation Scheme

This is a statutory superannuation scheme as defined in Section 6.12 (1) Income and Corporation taxes Act 1988 which has no invested funds. Contribution by employers (currently 14.38%) and members (variable rates) are accounted for to the Treasury and benefits are paid from the consolidated fund. This scheme is only open to staff who have been members of the NHS scheme in previous employment under the dispensation rules. The accounting charge represents the employer's contributions for the period. Harlington Hospice Association has no liability or potential liability for accrued unfunded obligations relating to this pension fund.

Group Personal Pension Scheme

In addition to the NHS Pension Scheme, the Hospice operates a Group Personal Pension Plan available to all staff. This plan is a defined contribution scheme administered and invested with Scottish Widows. It is a money purchase plan and all eligible employees who are not members of the NHS superannuation scheme are automatically enrolled on starting employment with the charity. Employee contributions are 5% with an employer contribution of 3%. Employees may contribute more to the plan.

2 Income from donations and legacies

Legacies Donations Fundraising & events Gift aid Grant income Other income	Unrestricted £ 27,407 137,533 55,462 15,808 136,404 60,690	£ 268,445 572,834 58,316 317 283,712 - Restricted	2025 Total £ 295,852 710,367 113,778 16,125 420,116 60,690	Unrestricted £ 220,216 278,027 18,570 30,042 - 11,375	£ 462,406 759,946 185,709 - 10,250 - Restricted	2024 Total £ 682,622 1,037,973 204,279 30,042 10,250 11,375
	433,304	1,183,624	1,616,928	558,230	1,418,311	1,976,541

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

3 Income from charitable activities

Income from charitable activities
Harlington Care Charges London Borough of Hillingdon Hillingdon Carers Hestia/Hounslow Ealing Sub-total for Harlington Care Hospice at Home NHS - Central & N W London NHS - North West London ICB Sub-total for Michael Sobell House Hospice Wellbeing Hillingdon Carers NHS - Central & N W London Charges A P Taylor Sub-total for Wellbeing Psychotherapy BBC Children in Need City Bridge Trust Other grant funding NHS - Central & N W London Sub-total for Psychotherapy Michael Sobell House Hospice NHS - North West London CCG Michael Sobell Hospice Charity Sub-total for Michael Sobell House Hospice Other In-Patient Care NHS - Central & N W London NHS - out of area commissioned services Winter pressures funding Other income Sub-total for In-Patient Care H4All & Other Collaborations H4All C.I.O. Coordination hub HPAL Sub-total for H4All & Other Collaborations Total income from charitable activities	Unrestricted £ 178,009 - 155,667 227,420 143,685	£ - - - - - Restricted	2025 Total £ 178,009 - 155,667 227,420 143,685	Unrestricted £ 70,895 92,636 270,782 - 173,754	£ - - - - - Restricted	2024 Total £ 70,895 92,636 270,782 - 173,754
	704,781 242,824 9,240	- - -	704,781 242,824 9,240	608,067 231,899 3,300	- - -	608,067 231,899 3,300
	252,064 1,333 113,917 492 -	- - - - -	252,064 1,333 113,917 492 -	235,199 22,000 108,792 224 -	- - - 500 -	235,199 22,000 108,792 724 -
	115,743 - - - 31,177	- 41,916 62,857 20,000 -	115,743 41,916 62,857 20,000 31,177	131,016 - - - 29,775	500 - - - -	131,516 - - - 29,775
	31,177 1,290,092 -	124,773 2,044	155,950 1,292,137 -	29,775 1,117,443 22,414	- -	29,775 1,117,443 22,414
	1,290,092 528,346 217,512 26,000 64,907	2,044 - - -	1,292,137 528,346 217,512 26,000 64,907	1,139,857 516,011 13,775 -	- - - -	1,139,857 516,011 13,775 -
	836,765 277,917 19,250 32,500	- - - -	836,765 277,917 19,250 32,500	529,786 303,356 - -	- - - -	529,786 303,356 - -
	329,667	-	329,667	303,356	-	303,356
	2,270,196	126,817	3,687,106	1,837,199	500	2,955,142

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

4 Income from other trading activities

Income from other trading activities
Charity shop sales Online sales Fundraising Events Gift aid Recharged costs Insurance claim received Other Income Trading	Unrestricted £ 583,591 20,367 26,690 56,387 5,028 - 567 -	£ 201,473 10,969 - - 4,640 - - 20,000 Restricted	2025 Total £ 785,063 31,336 26,690 56,387 9,669 - 567 20,000	Unrestricted £ 665,265 15,300 - - 37,019 76,173 - -	£ 223,537 - 223,537 185,709 - - - - Restricted	2024 Total £ 888,802 15,300 223,537 185,709 37,019 76,173 - -
	692,630	237,082	929,712	793,757	632,783	1,426,540

5 Other income

Other income
			2025			2024
	Unrestricted	Restricted	Total	Unrestricted	Restricted	Total
	£	£	£	£	£	£
Acquisition of Michael Sobell Hospice Charity	-	-	-	-	-	-
Department	-	-	-	-	-	-
Investment income	1,494	1,524	3,018	-	15,787	15,787
	1,494	1,524	3,018	-	15,787	15,787

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

5a Analysis of expenditure (current year)

Raising funds £ 484,714 4,920 17,812 - 60 274,130 84,642 - (902) 6,611				Charitable act	ivities			Governance costs £ - - - - - - - 30,750 13,358 -	Support costs £ 402,013 69,271 32,806 20,375 21,686 39,421 98,013 - - 733	2025 Total £ 4,357,903 103,815 584,967 475,148 22,746 439,907 283,572 30,750 12,456 69,098	2024 total £ 4,508,332 107,373 541,876 387,434 89,220 355,003 323,997 37,810 10,260 38,952
	Harlington Care £ 597,704 7,636 19,875 - - - 43,752 - - 47	Hospice at Home £ 253,497 2,080 - - - - 837 - - -	Wellbeing £ 150,282 386 521 - - - 7,130 - - 5,343	Psychotherapy £ 250,696 7,517 - - 1,000 - 3,798 - - -	Michael Sobell House Hospice 1,929,823 9,535 27,198 414,772 - 126,356 44,782 - - 56,365	Other In- Patient Care £ - - 486,754 - - - - - - -	H4All & Other Collaborations £ 289,173 2,471 40,000 - - 617 - - -
871,988 105,577 6,805	669,015 81,002 5,221	256,414 31,046 2,001	163,663 19,816 1,277	263,011 31,844 2,053	2,608,831 315,868 20,359	486,754 58,935 3,799	332,261 40,229 2,593	44,108 - (44,108)	684,317 (684,317) -	6,380,361 - -

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

5b Analysis of expenditure (prior year)

Raising funds £ 751,824 32,099 20,218 17,002 32,509 243,788 111,691 15,200 300 9,601				Charitable activities	Charitable activities			Governance costs £ - - - - - - - 37,610 9,960 -	Support costs £ 595,173 39,048 3,421 17,070 42,336 71,121 82,304 - - 3,452	2024 Total £ 4,508,332 107,373 541,876 387,434 89,220 355,003 323,997 37,810 10,260 38,952
	Harlington Care £ 360,524 13,199 - - - 30 27,415 - - 225	Hospice at Home £ 247,203 619 - - - - 6,438 - - -	Wellbeing £ 276,959 1,176 2,050 - 13,775 - 11,871 - - 3,313	Psychotherapy £ 252,071 8,859 10,957 - 600 135 8,514 - - -	Michael Sobell House Hospice 1,293,926 11,969 503,697 353,362 - 39,929 69,441 - - 22,361	Other In- Patient Care £ 486,753 - - - - - - - - -	H4All & Other Collaborations £ 243,899 404 1,533 - - - 6,323 - - -
1,234,232 102,471 3,908	401,393 179,324 6,840	254,260 76,853 2,931	309,144 51,236 1,954	281,136 42,696 1,629	2,294,685 274,750 10,479	486,753 58,281 2,223	252,159 68,314 2,606	32,570 - (32,570)	853,925 (853,925) -	6,400,257 - -
1,340,611	587,557	334,044	362,334	325,461	2,579,915	547,256	323,079	-	-	6,400,257

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

6 Net income / (expenditure) for the year

This is stated after charging / (crediting):

This is stated after charging / (crediting):
	2025	2024
	£	£
Depreciation	69,098	38,952
Operating lease rentals payable:
Property	230,796	97,625
Auditor's remuneration (excluding VAT)	30,750	28,000

7 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

	2025	2024
	£	£
Salaries and wages	3,794,382	3,986,793
Redundancy costs	-	-
Social security costs	351,427	350,538
Employer’s contribution to pension schemes	212,094	171,001
	4,357,903	4,508,332

The following number of employees received employee benefits (excluding employer pension costs and employer's national insurance) during the year between:

	2025	2024
	No.	No.
£60,000 - £69,999	1	-
£70,000 - £79,999	1	-
£80,000 - £89,999	2	1
£90,000 - £99,999		1
£100,000 - £109,999	1	-

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £439,312 (2024: £251,328). The figure in 2025 includes the staff listed on page 3 of this report.

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil). Expenses relating to one trustee for £nil were reimbursed for travel expenses during the year. (2024: £nil)

8 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 143 (2024: 149).

Staff are split across the activities of the charity as follows:

Raising funds Harlington Care Hospice at Home Daycare Family Support In Patient Care H4All and Other Collaborations Support	2025 No. 22.0 35.0 9.0 5.0 6.0 49.0 8.0 9.0	2024 No. 25.0 32.0 9.0 6.0 7.0 49.0 8.0 13.0
	143.0	149.0

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

9 Related party transactions

During the year the Charity rented a property from Komfort Service Ltd (a company for which Mr Michael Edwards, trustee, is a director.) Payments to the company for rent and other services during the year totalled £12,500 (2024: £12,500).

As Trustee representatives, Michael Breen and Mr William (Steve) Curry, as CEO of Harlington Hospice (until July 2023), are also trustees for 3ST (Third Sector Together North West London previously H4All C.I.O. Any work for 3ST is on an arm's length basis.

During the year, Mr M J Breen, trustee, was also a director of the Hospice Lottery Partnership in which the charity has an interest. Income received in the year was £213,571 (2024: £200,000) and expenditure in the year was £3,765 (2024: £1,176) with an amount due to the Hospice Lottery Partnership of £265 at the year end (2024: £88).

Income received from 3ST (H4All C.I.O). covered the cost of staff seconded to the charity to support the broader Health & Wellbeing aims of Harlington Hospice. The total income received from H4All in 2025 was £277,917 (2024: £303,536).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties, except as noted above.

10 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

11 Tangible fixed assets

Freehold property £ 3,400,000 - - (904,347)	Improvements £ 521,580 21,947 - -	Equipment £ 235,344 91,512 13,052 -	Fixtures and fittings £ 206,509 4,753 8,001 -	Motor vehicles £ 29,860 - - -	Total £ 4,393,293 118,212 21,052 (904,347)
2,495,653	543,527	339,908	219,263	29,860	3,628,210
95,653 -	517,463 1,583	62,051 33,687	156,617 43,569	29,860 -	861,644 78,838
95,653	519,046	95,738	200,186	29,860	940,482
2,400,000	24,481	244,170	19,077	-	2,687,728
3,304,347	4,117	173,293	49,892	-	3,531,649
Freehold property £ 3,400,000 - (904,347)	Improvements £ 521,580 - -	Equipment £ 235,344 104,564 -	Fixtures and fittings £ 177,724 34,701 -	Motor vehicles £ 14,500 - -	Total £ 4,349,148 139,264 (904,347)
2,495,653	521,580	339,908	212,425	14,500	3,584,065
95,653 -	517,463 1,583	62,051 27,047	141,114 43,569	14,500 -	830,781 72,198
95,653	519,045	89,098	184,683	14,500	902,978
2,400,000	2,535	250,810	27,742	-	2,681,087
3,304,347	4,117	173,293	36,610	-	3,518,367

The freehold property, Lansdowne House, St Peters Way, Harlington was revalued in line with SORP Charity Act guideline. The valuation took place on 26 September 2025, by Capital Chartered Ltd, which reduced the value to £2,400,000. This is a significate post balance sheet event therefore the balance sheet value has been reduced by £904,347 reflect the current value of the property. �

All of the above assets are used for charitable purposes.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

12 Subsidiary undertaking

The charity owns the whole of the issued ordinary share capital of The Michael Sobell Hospice Charity, a company registered in England. The company number is 03677413 and charity number is 1079638. The registered office address is Michael Sobell Hospice, Mount Vernon Hospital, Rickmansworth Road, Northwood, Middlesex, HA6 2RN.

The subsidiary is used for non-primary purpose trading activities. All activities have been consolidated on a line by line basis in the statement of financial activities. Available profits are distributed under Gift Aid to the parent charity.

Harlington Hospice trustees Carol Coventry, Michael Breen, Vanessa Avlonitis, Michael Edwards, Caroline Morison and John Sandercock who are also directors of the subsidiary.

A summary of the results of the subsidiary is shown below:

Total retained earnings carried forward The aggregate of the assets, liabilities and reserves was: Reserves Turnover Cost of sales Gross profit/(loss) Profit/(loss) on ordinary activities before interest and taxation Total retained earnings brought forward Profit / (loss) on ordinary activities before taxation Taxation on profit on ordinary activities Profit / (loss) for the financial year Retained earnings Profit / (loss) for the financial year Assets Liabilities Net gains / (losses) on investments	2025 £ 1,202,476 (1,260,149)	2024 £ 1,318,624 (1,610,409)
	(57,673) (57,673) 3,290	(291,785) (291,785) 13,500
	(54,383) -	(278,285) -
	(54,383)	(278,285)
	495,100 (54,383)	773,385 (278,285)
	440,717	495,100
	785,017 (344,300)	856,770 (361,670)
	440,717	495,100

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

13 Parent charity

The parent charity's gross income and the results for the year are disclosed as follows:

Listed investments 14,306 (5,566) 3,290	Unlisted investments 205,810 - -	2025 £ 5,912,462 (990,270) (89,213) 2025 £ 220,116 (5,566) 3,290	2024 £ 5,708,655 (412,825) (412,825) 2024 £ 679,295 (472,679) 13,500
12,030	205,810	217,840	220,116
2025 £ 223,002 31,798 43,741 111,415 222,921 The gro	2024 £ 271,688 61,847 71,050 112,879 254,146 up
632,877	771,610	745,436	655,634

14 Fixed asset Investments (Group)

15 Debtors

16 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
Trade creditors Taxation and social security Other creditors Accruals Deferred income	2025 £ 209,127 108,160 30,830 575,637 10,040 The gro	2024 £ 190,722 114,803 47,191 642,800 31,099 up	2025 2024 £ £ 265,247 182,183 108,160 114,803 11,798 35,219 544,249 593,222 10,040 31,099 939,494 956,526 The charity
	933,794	1,026,615	939,494	956,526

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

17a Analysis of net assets between funds (current year)

Investments Net assets at 31 March 2025 Tangible fixed assets Net current assets	General unrestricted £ - - 123,628	Designated £ 2,569,516 - -	Restricted £ 118,212 217,840 216,236	Total funds £ 2,687,728 217,840 339,864
	123,628	2,569,516	552,288	3,245,432

17b Analysis of net assets between funds (prior year)

Investments Tangible fixed assets Net current assets Net assets at 31 March 2024	General unrestricted £ - - 276,619	Designated £ 3,531,649 - -	Restricted £ - 220,116 261,702	Total funds £ 3,531,649 220,116 538,321
	276,619	3,531,649	481,818	4,290,086

18a Movements in funds (current year)

At 1 April 2024 £ 5,342 - 10,595 5,000 6,586 454,295 - -	Income & gains £ - - - - 3,290 1,196,361 124,773 118,212	Expenditure & losses £ (5,342) - - (3,290) (1,238,761) (124,773) -	Transfers £ - - - - - - - -	At 31 March 2025 £ - - 10,595 5,000 6,586 - 411,895 - - - 118,212
481,818	1,442,636	(1,372,166)	-	552,288
3,531,649 3,531,649	49,663 49,663	(1,011,796) (1,011,796)	-	2,569,516 2,569,516
276,619	4,745,502	(4,898,494)	-	123,628
3,808,268	4,795,166	(5,910,290)	-	2,693,144
4,290,086	6,237,802	(7,282,456)	-	3,245,432

The narrative to explain the purpose of each fund is given at the foot of the note below.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

18b Movements in funds (prior year)

At 1 April 2023 £ 5,342 50 - - 5,016 743,055 -	Income & gains £ - - 36,073 5,000 1,570 1,289,481 -	Expenditure & losses £ - - (25,478) - - (544,831) -	Transfers £ - (50) - - - (1,033,410) -	At 31 March 2024 £ 5,342 - 10,595 5,000 6,586 454,295 -
753,463	1,332,124	(570,309)	(1,033,460)	481,818
3,342,009	-	-	189,640	3,531,649
3,342,009	-	-	189,640	3,531,649
594,193	4,329,043	(5,490,437)	843,820	276,619
3,936,202	4,329,043	(5,490,437)	1,033,460	3,808,268
4,689,665	5,661,167	(6,060,746)	-	4,290,086

18b Movements in funds (continued)

Purposes of restricted funds

Psychotherapy : Grants from BBC Children in Need fund to provide counselling support to children and young adults.

In-Patient Care: grants from the Michael Sobell Hospice Charity to support the running costs of the hospice and the acquisition value arising from the merger of Harlington Hospice and MSHC

Memory Tree Are restricted to the memory tree project. Camino fundraiser: Are restricted to supporting patients end of life wishes and purchase of cuddle beds. Staff fund: Are restricted to supporting staff welfare Lymphoedema: Are restricted to purchasing new Lymphoedema equipment

Department of Health & Social Care Grant Is a restricted grant awarded, via Hospice UK, to be used to fund capital expenditure during the year Of the £118,212 grant, £21947 was spend on improvements to leasehold property, £91,512 on equipment including IT upgrade and new software and £4,753 on replacement fixtures and fittings

Purposes of designated funds

Fixed assets: The trustees have decided to designate all fixed assets, including land and buildings at Lansdowne House in Harlington and the fixed assets belonging to The Michael Sobell Hospice Charity.

Harlington Hospice Association Limited

Notes to the financial statements

For the year ended 31 March 2025

19 Operating lease commitments payable as a lessee

The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods

Less than one year One to five years	2025 2024 £ £ 193,600 176,477 425,736 476,620 619,336 653,097 Property	2025 2024 £ £ 193,600 176,477 425,736 476,620 619,336 653,097 Property
	619,336	653,097

20 Friends of Harlington Hospice

The accounts for the Friends of Harlington Hospice show a bank and cash balance of £10,978.39 (2024: £10,301.78) as at 31 March 2025. Donations received via the Friends and funds raised from coffee mornings, totalled £900.73 (2024: £886) and are included in unrestricted funding.

During 2024/25 there were no items purchased from ringfenced funds.

The income and expenditure account is not audited.

21 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £10.

Harlington Hospice, Landsdowne House, St Peters Way, Harlington, Hayes UB3 5AB General: 020 8759 0453 | 24/7 Advice & Support: 020 3824 1268 | Fundraising: 020 8106 9222 info@harlingtonhospice.org | harlingtonhospice.org Harlington Hospice Association Ltd | Registered Charity in England & Wales Number 1099332 | Company Number 04199504

2025-03-31-accounts

Annual Report Year ending 31 March 2025

24/25 at Harlington Hospice

Collaborative

Responsive

Thoughtful

Courageous

Our year in numbers

O U T PAT I E N T C A R E

Our services

Staying at the hospice

Hospice beds for Hillingdon

Care at home

Clinical based care

Education and training

In planning for 24/25 we set out a number of in year priorities which we have demonstrated progress against:

Priority 1: Increased, improved and sustainable IPU provision

How:

What we have achieved:

Priority 2: Our First Palliative Conference

What we achieved:

The hospice had speakers covering topics including:

Priority 3: Funding

Hillingdon Health and Care Partners (HHCP)

NWL Integrated Care System (ICS)

What we achieved

H4All and 3ST North West London

Hillingdon Carers Partnership (HCP)

Ealing Carers Partnership (ECP):

Our team

Income

Expenditure

Priority 1: Collaborate with East & North Herts NHS Trust to revive a palliative care service

Anticipated benefits and outcomes

Priority 2: Establish regular programme of hospice placements for 4th year medical students

Anticipated benefits and outcomes

Priority 3: Expanding access to Psychological & Bereavement Support with a focus on After Care and Support Stewardship

How we will achieve this:

Psychological and Emotional Support

Priority 4: Patient Experience Advancing Equity and Accessibility for All Communities

Priority 5: Patient Experience Integration of the High Intensity Users (HIU) My Health and Care Connection team

Structure, Governance and Management

Trustees and Directors

New Trustees appointed 23.9.25

New Trustees appointed 16.4.24

Key senior management personnel

Staff and delegated responsibilities

Pay policy for senior staff

Principal risks and uncertainties

The most significant risks - at the date of this report are:

1. Fundraising income

Mitigations in place are:

2. Increases in costs due to inflation

Mitigations in place are:

3. Growth and changing needs in our communities

Mitigations in place are:

Income

Expenditure

Reserves

Going concern

Fundraising and Communications

harlingtonhospice.org/privacy-policy-usersof-services-volunteers-supporters/

Related parties and relationships with other organisations:

Statement of responsibilities of the Trustees:

In so far as the Trustees are aware:

Chairman

Auditors

Bankers

Solicitors

Auditor

Opinion:

In our opinion, the financial statements:

Basis for opinion:

Conclusions relating to going concern:

Other Information:

Opinions on other matters prescribed by the Companies Act 2006

Matters on which we are required to report by exception:

Responsibilities of Trustees:

Auditor’s responsibilities for the audit of the financial statements

Use of our report: