RENNIE GROVE HOSPICECARE TRUSTEES, ANNUAL REPORT AND FINANCIAL sfATEMENTS FOR THE YEAR ENDED 31 MARCH 1025 Reglstered Company Number: 7479930 Reglstered Charity Number.. 1140386 CONTENTS Administrative Details Trustees, Report Independent Auditor's Report 18 Statement of Financial Activities 21 Balance Sheet 22 Statement of Cash Flows 23 Notes to the Financial Statements 24 IIPage RENNIE GROVE HOSPICE CARE ADMINIsfRATIVE DEfAILS Charlty Nam• Rennie Grove Hospice Care Charlty Number 1140386 Company Mumber 7479930 Rtglstered Offlce Grove House Waverley Road St Alban5 Hertfordshiie, AL3 5QX Truste•s Dr J Shindler Ichaimianl Mr C Inman OBE Ivice Chairman) Mr J Wroe ITreasurerl Mrs E Moralez-Perez Ms M Ball (Joined 27 March 20251 Mrs E Coleridge Smith (Resigned 21 January 20251 MrAGraham MBE Mr M Fergu50n Mr S Hamill Mrss Hill Mrs J Langfield Ms J Morosco Mr R Russell-Hogg Mr C Speed lJoined 27 March 20251 DrA Wainwright Mrs E MoraIez-Pe￿Z Company 5e¢retary Chlet Executlve Executlve Board Mr DS Montgomery-marks Mrs J We5tlake-Tritton Dr Sarah Klinger Mrs P Pickersgill (Resigned 30 April 20241 Ms RAhmad MrsT Hancock Mrs D Gould (Resigned 31 January 20251 Mrs E Thompson Ms J Reeves (Joined 14 November 20241 Mrs P Wren lJoinÈd l April 20241 Haysmac LLP 10 Queen Street Place London, EC4R IAG Audltors B•nk•rs Barclays Bank PIC Public Sector Team Level li I Churchill Place London E145HP Sherrard5 Solicitors 4 Beaconsfield Road st Alban5 ALI 3RD Sollcltors 21Page RENNIE GROVEHOSPICECARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The Board of Trustees (the Board) presents its Annual Report and Financial Statements for the year ended 31 March 2025 which comply with the requirements of the Companies Act 2006, The Charities Statement of Recommended Practice ISORPI and the Charities Act 2011. The Trustees, Report incorporates the requirements of the Strategic Report as required by the Compar)ies Act 2006 (strategic Report and Directors, Report) Regulation5 2013. In this Trustees, Report"the Group" refers to Rennie Grove Peace Hospice Care I"Rennie Grove Peace") and its subsidiaries RG Group" is Rennie Grove Hospice C3re I'RG") and its subsidiaries lain Rennie Hospice Services Limited, St Albans and Dacorum Day Hospice and The lain Rennie Hospice at Home the "Charity" is Rennie Grove H05pice Care. RENNIE GROVE HOSPICE CARE Rennie Grove Hospice Care is a subsidiary of Rennie Grove Peace. The Rennie Grove Peace Group (Rennie Grove Peace and its subsidiaries, 'the Group'l provides palliative and end-of-life advice, support, education and a wide range of services to those people who are registered with 59 nominated GP practices within West Hertford5hire and Buckinghamshire. Rennie Grove Peace is a specialist palliative care provider whose seNice5 are delivered by a multidisciplinary team of nurses. doctors, allied health professionals. therapists, support staff and volunteers who will ensure the right service is delivered by the right person at the right time. Professional and self-referrals are received for those patients and those who care for them, including from the Health & Social Care workforce. RG, as part of the Group. provides support in four stages.. Early Support, Living Well, Dying Well and Bereavementsupport. Our patient seNices are available to adults as well as patients transitioning into adult services116 to 25 years.) Bereavement support is offered for all ages to families of patients and those around them. We are proud to offer care in the place that best suits the individual's needs, whether that's at home. in a care home, during a short stay in our inpatient unit, out in the community, or in our purpose-built Living Well Centre facilities. As a h05pice care charity, we have offered this support, free of charge, for over 40 years. It COSts over £18 million a yearto run our Group service, the majority of which comes from the generous support of our local community. Only 14% ofGroup income comesfrom statutoryfunding. The Rennie Grove Peace Group staff team of over 340 includes a wide range of patient-facing disciplines plus operational support based in Watford, Tring, StAlbans, Chalfont st Giles and Berkhamsted. The Charity is now one of the larger UK hospice charities, reaching 3 GP population of 797,037 of whom 75¥0 live in Hertfordshire and 25010 in Buckinghamshire. The Rennie Grove Peace Group looks after over 4,500 patients a year, as well as those around them. This is a huge privilege. one we Simply could not achieve without the incredible support of our 1600 strong volunteer workforce. Our multidisciplinary team helps people to live well and receive support in the place that best suits their needs, when they need it the most. We are here to help the whole family cope during the most difficult of times, early in diagnosis, during a patient's illness and, if needed, when those around them are dealing with grief and bereavement. RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THEYEAR ENDED31 MARCH 2025 Our future sustainability as a hospice care provider depends on.. leading the right people with the right 5ki115 to meet our patients, needs streamlined operational efficiencies and processes secure and planned funding a new data-driven approach to all our decision making. and an empowered and motivated workforce. This gives us five strategic priorities.. Patients, Excellence, Future Sustainability, Data and People with which to achieve our overall vision to: Serve our communities with a wider range of services Reach more local people Strengthen our ability to secure further resource We are fully committed to providing excellent palliative and end of life care, free of charge, to all those who need it in our cornmunity, now and in the future. Public Benefit RG is a Public Benefit Entity. The Trustees confirm that they have complied with their duty under section 17 of the Charities Act 2011. They have considered the public benefit guidance published by the Charity Commission and believe that they have followed it. This report provides details of the areas of charitable activity undertaken by RG. The focus of our work is to ensure that patients living within West Hertfordshire and the mid and south areas of Buckinghamshire with a palliative diagnosis have the choice about how and where they wish to be cared fortoward5 the end of their lives. RG provides services in line with the aim of the National End of Life Core Strotegy (2008) to provide seNices people need to enable them to be cared for at home and to die there ifthat is their choice. It also accords with the Department of Health Publication,'Ourcommitment toyou forend-of-life care.. the Government Response to the Review of Choice in End-of-Life Care120161'. In addition, RG is committed to Ambitions for Polliotive ond End of Life Care.-A notionol fromework for local octiLin2021-2026. The National Palliative and End of Life Care Partnership created this framework to 'improve end of life care through partnership and collaborative action between organisations at a local level throughout England" GOVERNANCE Following the establishment of the Group, the governance arrangements of the Charity were incorporated into the governance of Rennie Grove Peace. The sole memberof Rennie Grove Hospice Care is Rennie Grove Peace. CHARITY GOVERNANCE CODE The Charity Governance Code (the Code) is a set of principles and recommended good practice against which Charities may compare themselves and identify areas of strength and for potential improvement. The Code i ncludes seven principles which the Board of Trustees of Rennie Grove Peace has considered in its aim to ensure continued strong governance of the Group. 41page RENNIE GROVE HOSPICE CAIIE TRUSTEES, REPORT FOR THEYEAR ENDED 31 MARCH 2025 OryonisationalPurp05e The Board maintains the vision and mi55ion of Rennie Grove Peace. It approves the strategy, operational plans and budget. During the year the Board agreed the strategic priorities for the next three years. The Trustees operate as a team and receive reports from the Executive Board to ensure the proper functioning of the Charity. Leadership The Board maintains responsibility for ensuring the strategy of Rennie Grove Peace is established and followed. The Board has a W￿de rar)ge of clinical and non-clinical abilities and experience from a variety of backgrounds. By meeting regularly with management and clinical staff, the Group Board ensures that leadership and management are integrated for the good of Rennie Grove Peace. Integrity The culture of the Board supports independent and challenging thought accompanied by a supportive ethos. Procedures are in place to prevent conflicts of interest and to ensure the Board is independent in its decision making. Decision Makingi Risk and Control The Board has developed an effective structure of board committees and working groups. This allows Board rnembers and management to effectively implement the strategic priorities of Rennie Grove Peace whilst allowingthe Board time to focus on strategic developments. Operational matter5 are delegated to the Senior management team who report on key strategic developments to the Board. Importance is placed on effective risk management and considerable progress has been made in the year in establishing risk management processes. BoardEffertiveness The Chair carries Out governance review5 5UPPOrted by the Governance Committee to ensure the process for the recruitment, appointment and retirement of the Board members is effective. This includes periodic one-to-ones between the Chair and individual trustee5. An induction process for new trustee5 is in place. Trustees undertake 3 specified learning programme, and the Chair agrees other training directly with individual Trustees. Equality, Dlversity & Inclusion The Board recognises that 2 variety of perspectives, backgrounds and skills is essential for good governance. These matter5 are considered as part of the process for nominating new Trustees and were key considerations in the appointment of the new Trustee5 in the year. Opennes5 andAccountubility The Board pl3ces great importance in ensuring that the Group's services, activities 2nd impact are reported to all stakeholders in a transparent manner. Key information is made available to colleagues, volunteers and stakeholders by the Chair and Chief Executive via publication of our annual Quality Account and Impact Report. We actively seek feedback on all clinical activities from patients, carers and service users via i Want Great Care and report outcomes and impacts to our Governance Committee and Board. RG GROUP STRUCTURE RG is part of the Rennie Grove Peace Group followingthe merger of RG and Peace Hospice IPHI. RENNIEGROVE HOSPICECARE TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 RG ha5 a 3386 shareholding in The Hospice Lottery Partnership Limited, a company which operates a lottery to raise funds for RG and the other partners. The Trustees of Rennie Grove Peace and RG are volunteers from the local community who bring a range of expert skills to set the Group's overall vision and strategic direction. They ensure compliance with relevant legislation and that regulatory standards are met, quality is monitored, and services are effective. as well as overseeing efficient financial Stewardship and the financial planning of the charity. The Group Board of Trustees have agreed delegation of its powers through the Chief Executive ICE) and five Committees of the Board of Rennie Grove Peace which are described below.. The Board of Trustees delegate5 certain of its powers to the Chief Executive and five sub-committees: The Governance Committee The Clinical Governance Committee The Development, Operations& Performance Committee The Risk &Audit Committee The Investment Committee All new Trustees participate in an induction programme which include5 attendance at the Rennie Grove Peace organisational induction. In addition, they meetwith existingTrustees and Executive Board rnember5 to supporttheirorientation. Trustees are required to complete annual E-learning modules on General Data Protection Regulation IGDPRI and Information Governance including passing the assessments on completion of these units. Relevant training opportunities are also offered to support them in fulfillingtheir roles effectively. An annual evaluation of the Board and its sub-committees has been performed. The Fit and Proper Person Requirement IFPPRI framework is being effectively applied at Rennie Grove Peace, and all Trustees and the EB have completed their annual FPPR self-attestation. and the appropriate checks undertaken. They all are deemed to be fit to carry out their role and none of them meet any of the unfit criteria. EXECUTIVE BOARD The Rennie Grove Peace Executive Board is led by the Chief Executive who is appointed by. and accountable to, the Trustees. They have responsibility for the day-to-day management of the Group, including RG, ensuring it functions within the law in accordance with Charity Commission rules, Care Quality Commission stsndards and the Board of Trustees, Powers and the Scheme of Delegation Policy. The Executive Board consists of the Chief Executive. Chief Clinical Officer, Medical Director. Director of People. Director of Marketin& Director of Fundraisin& Director of Transformation & Improvement. Director of Retail & Trading Icurrently being covered by other Directors). Director of Governance (currently Interim) and Dirertor of Finance Icurrently being covered by other Dirertorsl. CLINICAL ACTIVITIES OF THE RENNIE GROVE PEACE GROUP Key inforniation Total population: 797,037 of whom 7596 live in Hertfordshire and 25% in Buckinghamshire (based on our GP population) Total of GP practices.. 59 Our clinical bases.. Peace Hospice, Grove House, Rennie House & Gillian King House Our total combined clinical workforce: 162 whole time equivalent and a headcount of 182 61page RENNIE GROVE HOSPICE CARE TRUSTEES. REPORT FOR THEYL4R ENDED 31 MARCH2025 We are part of two Integrated Care Systems IICSSI, Hertfordshire & West Essex IHWEI and Buckinghamshire. Oxfordshire and Berkshire West IBOBI 14% of our Group income come5 from statutory funding, including NHS contracts Our Services We support individuals within Buckinghamshire and Hertfordshire who are affected by a progressive lif& limiting illne55 or bereavement, and those who care for them. This includes- dementia, motor neurone disease and other neurological condition5. cancer. progressive respiratory conditions, heart failure and frail people (Rockwood Frailty Scale 2 i.e. 'well'l. We help people to live well with their illness, so they can maintain their independence and enjoy life. We provide the care that is right for them, in the place that best suits their needs. Our support can be split into four stages.. Early Support. Living Well, Dying Well and Bereavement Support. Early support, from diagnosi$ We are here for people from the moment they get their diagnosis: Support and connections - Our Support Hubs offer advice in the community, held in a safe and friendly place, with the opportunity to meet others also affected by a progressive life-limiting illness diagnosis. Local companionship - Our Compassionate Neighbour volunteers provide company and emotional support through regular phone calls, visits and friendship, reducing the isolation of being unwell or frail. Planning ahead - Our specialist palliative care team supports people to plan ahead and put together an Advance Care plan. Living well with illness We support people to live well with their illness through: I:1 symptom management and pharmacy review clinics Living well with illness group classe5 Physlotherapy and therapeutic sessions le.g. complementary therapies, high and low intensityexercise classes, creative therapy etc.) Frailty, Fatigue and Breathlessness programmes Emotional support for patients and those close to them Welfare benefit advice and carers, support Short stay in an Inpatient Unit to manage symptoms Dying well We support people at end of life to understand what a good death looks like and achieve it in line with their wishes. Athome Planned care through regular pre-scheduled visits Unplanned care through advice orvisits Virtual ward as an alternative to inpatient care. patients staying at home are overseen by the multidisciplinary team, including a Palliative Care Consultant Domiciliary care, available for the last 12 weeks of life, funded through Continuing Healthcare ICHCI funding Care home 5UPPOrt through partner carer training and palliative care support 71P3ge RENNIE GROVE HOSPICECARE TRUSTEES, REPORT FOR THEYEARENDED31MARCH2025 In on Inpatient Unit Our 12-bedded unit supports around ISO patient5 per year for a short stay in a dedicated bed 24-hoursupport through our Coordination Centre Our Coordination Centre is available for advice and clinical assessment. It provide5 a Single point of contact for everybody who needs to access our services. As the central hub for new patient referrals, the Coordination Centre team ensure that everybody with a life- limiting illness can acces5 the service that15 right for them, by carrying out standardised assessments. Each patient's needs and circumstances are reviewed to ensure they are referred to the service or services that are right for them - whether that is a service offered by Rennie Grove Peace or a partner organisation. The Coordination Centre operates from 8am to 6pm, seven days a week. The Centre can be contacted on 01923 60 30 30. 24 hours a day (urgent calls only after 6pm) or on email vi3 coordinationcentre@renniegrovepeace.org Bereavement support We are there for families and loved ones, providing care and kindness at the m05t difficult of times, through one-to-one and group support. Our Compassionate Cafes in the community provide a place to meet others who have been affected by bereavement or loss. We also run CompassionART Cafes. where sUPPOrt is given while expressing feelings through art. We also work with schoolsand workplaces to SlJPPOrt conversations around death and dyingand encourage access bereavement advice. Medical team Our medical team provide specialist medical and pharmacy support to patients as well as advice, support and education to nursing staff and allied healthcare professionals within the team. The clinical teams have access to medical support out of hours across the area we seNe. Cofflmunity Engagement and Compassionate Communities Our community engagement team works directly in our local community to raise awareness of our services and to enhance our profile in the area we serve, targeting under-represented groups and widening access to our care. Our Compassionate Communities team aims to build a more connected community for all people affected by death. dying or bereavement. We do this through our Compassionate Neighbours service - matching volunteers with local people who provide friendship and emotional support. our Compassionate Cafés which provide relaxed, friendly spaces for bereaved people to meet over a cup of tea or an art class. and our Support Hubs which offer wellbeing activities, connection and advice for those living with a serious illness. Learning & Development The Learning & Development team works across the whole organisation under the Director of People, tasked with the creation and nurturing of a confident and skilled workforce. They lead on the provision of mandatory and other training to staff identified through the appraisal process and to our team of volunteers. 81Page RENNIEGROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Training Need5 Analysis is Carr￿ed out for all staff to ensure everyone can develop professionally. Training includes competency and additional specialist training to help develop a confident and competent workforce. Other work includes external education for care home staff, a5 well as training local healthcare professionals. student placements and volunteers on wider palliative and end of life care, and bereavement support. Quality & Governance Our Quality & Governance teams are responsible for supporting the whole organisation to meet its vision and overall strategic ambition standards, ensuring we adhere to regulatory requirements. The team monitors performance, proactively manages risk, provides quality assurance and clinical governance and demonstrates improved outcomes across all services. We are committed to delivering the highest Standard of care, following best practice standards, ensuring our intended outcomes reflect the needs of our local population and we operate in an effective, efficient and ethical manner. The team is a150 responsible for ensuring the organisation's upholding of the CQC fundamental standards. OPERATIONAL REVIEW AND ACHIEVEMENTS FOR THE YEAR CLINICAL SERVICES As well as the detail of our services described above, Rennie Grove Peace has a particular focus on recruitment as this remains a significant challenge, in line with most healthcare organisations nationally. The last 12 months have included areas of service redesign for operational reasons and as a result of NHS commissioning decisions including the closure of the Rennie Grove Peace children's service and changes in the area of Buckinghamshire covered by Rennie Grove Peace services. There have been operational reviews within the outpatientlrehab and bereavement, listening and talking therapy seNices to enhance the efficiency and performance ofthese pathways. Considerable work has been undertaken over the last 12 months to streamline the dat3 captured across patient seNices with the development of a data dashboard powered by Power Bl. Collaborative wot* has continued with partners in the local healthcare system to streamline setwices and reduce unnecessary duplication across different public and voluntary providers. FUNDRAISING Fundraisingcontinuesto be challenging in a struggling economic environment, butwe are fortunateto have a very loyal supporter base which continues to raise funds for the Group in a variety of way5 for which we are extremely grateful. We have been encouraged by the participation in our new events and the ongoing support of these participants. The focus for the year has been on continuing to build a strong stewardship journey for all supporters which is tailored to meet their expectations and reflect the support they have given. RETAIL & TRADING Like all UK charities, retail and trading has had a challenging year. We have seen the price paid for Recycled goods substantially reduced and warnings of price drops continue, threatened by market conditions. There is an ever-increasing trend for potential donors to sell on sites such as Ebay and Vinted, before donating to charities, resulting in a decrease in good quality donations arriving for us to sell. We have responded to this by reviewing our logistics. ensuring our van runs move suitable stock to suitable shops,, getting the right stock to the right place at the right time" to maximise sale income. The earlier introduction of defined shop types. ReLoved Boutiques, Community Hub shops and Revalued Outlet RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 shops, means we can focus on having the right shop in the right place to meet its local community's choice and maximise sales in challenging trading conditions. Our ecommerce platform continues to grow, strongly supported by a team ofvolunteers, enabling us to identify items that we can reach increased prices for by selling in this way. The investment of introducingtablets into all shops to ensure seamless gift aid sign up has been successful, resulting in increased gift aid claims. PEOPLE, LEARNING AND DEVELOPMENT, VOLUNTEERING AND MARKETING People, Learning and Development, Volunteering and Marketing aspects of our Operational Review are set out in the Annual Report of Rennie Grove Peace. LINKS WITH COMMISSIONING BODIES The Clinical Leadership Team ICLTI continue to develop links with the commissioning bodies across both Herts 3nd West Essex IHWEI and Buckinghamshire, Oxfordshire & Berkshire West IBOBI Integrated Care Systems. In addition, they maintain our relationships with the Rennie Grove Peace contract holders in both areas (Central London Community Healthcare ICLCHI Trust in Hertfordshire and BOB Integrated Care Board in Buckinghamshirel. CLT regularly attend the Specialist Palliative Care forums in both areas to develop and maintain Rennie Grove Peace's influence in the external strategic direction of specialist palliative care services. The CLT continue to explore new opportunities to attract statutory funding to Rennie Grove Peace in order to develop services. PERFORMANCE AGAINSTSTRATEGIC PLANS 2024-25 was a year when we prepared the Executive Board IEBI and Leadership Team ILTI of the Group to create the environment in which we began improvements following our merger-based activity. The focus was creating and embedding Rennie Grove Peace as its own organisation with the colleague base, of staff and volunteers, working more closely together across our estate. A particular internal focus wa5 the development of culture, by responding to colleagues. views about what it is like to work in the Group. We started the year by identifying themes to help us address improvernent. Cross directorate project teams, sponsored by Executive Board, delivered several projects including the creation of Rennie Grove Peace's Values. The Values included work across our colleague and volunteer workforce ensuring cross organisation understanding. Ourvalues are: Compassionate- Care atthe centre of everything we do Collaborative- Working with others to get the best outcome every time Supportive- Lookingaftereveryone around us Inclusive- Building an organisation where everyone feels welcome and valued A Rennie Grove Peace Quality Account was produced to summarise the early impact of the Charity, and it can befound on ourwebsite, www.renniegrovepeace.org. IOIPa ge RENNIEGROVE HOSPICECARE TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 OUR PLANS Our plans are managed at the Group level. Future Challenges There is no doubtthatthe UK hospice sector is currently experiencingchallengingtimes. Againsta backdrop of increasingcosts, a tough economic climate for our supporters and a national shortfall of staff, we are now preparing for Significant growth in demand for our seNices, but with reduced statutory funding. The population is aging, the death rate increasing and progressive life-limiting illness is becoming more complex. Our strategy for 2025-28 sets out our ambitious but achievable plans to ensure our core setvices are securely funded, our care meets changing local need5 and our teams are operationally able to meet growingdemand. Our futu￿ sustainability as a hospice care provider, and our ability to deliver excellent patient care within Buckinghamshire and Hertfordshire, depends on.. Leading the right people with the right skills to meet our patients, needs streamlined operational efficiencies and processes Secure and planned funding A new data-driven approach to all our decision making, and An empowered and motivated workforce We are fully committed to providing excellent palliative and end of life care. free of charge, to all those who need it in our community, now and in the future. Meeting growing patient demand According to H05pice UK, the UK is facing a turning point. The death rate 15 expected to increase in the next 20 years. By 2040, around 130,000 more people in the UK will die each year, than deaths recorded in 2023. In our defined catchment area. we are commissioned to support 59 GP surgeries. We seNe a local population of 797,037 of whom 75% live in Hertfordshire and 25Wo in Buckinghamshire. It is estimated that 1% of this population will die each year, with 75% of those needing palliative orend of life care. Supporting more patients Using data estimated from the Macmillan Virtual Ward Projett for patients in last year of life in West Hertfordshire, for 2025-26 it is estimated that there will be 5,989 palliative care deaths in our area, with the following requirement5: 460h12,7451 will die in hospital 5401013,2441 will die outside of h05Pltal, eligible for local hospice care Understanding changing patient needs Our own patient data shows us that increasingly individuals prefer to be supported in their own home5, surrounded by their belongings and the people they love. Thi5 may be in a care home, or a relative's home. Healthcare and social care insight shows that living with a progressive life-limiting illness is also becoming more complex. Individuals may receive multiple diagnoses, known as comorbiditie5, which can present different care challenges and specialist knowledge requirements. The key to Rennie Grove Peace being able to understand and support changing patient needs is for patients to be referred into hospice care much earlier in diagnosis. Together we can help both the patient and those IIIPage RENNIE GROVE HOSPICECARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 around them to understand their diagnosis. This will help us empower individuals to live well with their illness and embrace the time they have left. strategic shift towards patient support earlier in diagnosi5 We are currently well known for palliative and end of life care. Our strategic shift for 2025-28 is to encourage patients and their families to access our care much earlier in diagnosis, so that they can benefit from more 5UPPOrt, and we can help them plan to live well. The recent Hospice UK awareness campaign talked about 'learning to embrace the time we have left, and this is our goal with more emphasis on Early Support and Living Well. In 2024-25 the split of patients supported by phase of illness was a5 follows: 6596 Dying Well.. current local need is mainly end of life care 211 Living Well.. opportunity to encourage earlier use of our services 13¥0 Bereavement.. opportunity to offer more supportto those affected 196 Early Support: through our volunteer-led activities We plan to build on the current Early Support opportunities in the community, where we host Compassionate Cafés, including our new Comp355ionART Cafés, Support Hubs and provide one-to-one Compassionate Neighboursupport. As each activity can be planned around the local need, and is led by our team of trained volunteers, more individuals in need of support can discover access to free local hospice care earlier in diagnosis. We provide accessible support and wellbeing services, offervolunteer- led companionship, as well as community-based drop-in bereavement support to all who need it. Celebratlng excellent patient care With streamlined processes and ensuring we have the right people with the right skills delivering excellent care, our organisation will be able to meet this growing demand and continue to receive feedback we can be proud of. We will actively seek feedback around experiences of our patient care, our charity shops, our events and activities. This will help us identify the impact we are delivering. any areas for improvement and encourage both our teams and our local community to be proud of the care we deliver. Ensuring we are here to serve our local community Sustaining our own future is critical to being able to meet the ongoing palliative and end of life care needs of the community. Our2025-28 strategy is therefore planned around building a solid organisation, to ensure local hospice care is available for all, for now, forever. In 2024-25, a total of £2.5m, just 14% of our Group income, came from statutory funding within Buckinghamshire and Hertfordshire. Our catchment area was reduced for community services in Buckinghamshire. and we decided to Stop offering Children's services and NHS Talking Therapies, as there are other provider5 of these in our local area. The remaining86%ofourGroup income, a totsl of£15.Im was provided thanks tothe generous SUPPOrtof our local community and funded activities. Maintaining this level of support and encouraging more local involvement will be key to our ongoing success. Supporter activities and engagement and a more efficient retail and trading portfolio will be key to building revenue. In 2025-28, we plan to secure additional healthcare fundingopportunitie5, such as local investment in frailty support, as well as focusing on improving overall cost efficiency across our whole organisation. 121page RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 COLLABORATION In Hertfordshire, Rennie Grove Peace works through a Nemorandum of Understanding with tho other four hospice providers who deliver services to the adult population of the county. Each organisation has the ambition for the very best palliative end of life care and has decided to work together to create'one voice" a formal hospice collaboration. In Buckinghamshire, Rennie Grove Peace will continue to develop its working relationships with Buckingham5hire Healthcare NHS Trust's Florence Nightingale Hospice, and it5 associated charity, as well as with South Bucks Hospice (Butterfly House). Rennie Grove Peace worked closely with The Pepper Foundation who raise funds for hospice at horne services to children and their families. We ceased providing clinical services to children with life limiting illnesses on 31 March 2025. The Pepper Foundation have 5UPPOrted Rennie Grove Peace forthe last 30 years and we are enormously grateful to them fortheir continued support. We know that The Pepper Foundation will continue to fund hospice at home seNice5 through other providers and we will continue to work collaboratively with them, where possible, so that they are able to achieve their mission. A5 part of the 2417 nursing seNice, Rennie Grove Peace Group works in collaboration with The Hospice of St Francis to provide care during the nights to anyone receiving their other se￿iCe5. RISK MANAGEMENTSTATEMENT AND BACKGROUND The strategy of RG is to contribute to the strategic objectives of the Rennie Grove Peace Group and its subsidiaries. Consequently, the Trustees of RG consider that the principal risks to the achievement of RG'S objectives are consistent with those risks identified by the Trustees of Rennie Grove Peace a5 the principal risks of the Rennie Grove Peace Group. The Board of Trustees has responsibility foroverseeing risk management within Rennie Grove Peace. It has a fundamental role in ensuring that a culture of risk management is embedded throughout the Charity by setting the tone and defining the appetite for risk. The Board ensures that all risks are assessed against the ability to achieve its mission. The Board has reviewed the appetite for risk and risk tolerance. The Risk & Audit Committee monitors risk management proce55es, reviews key risks and mitigating actions, and supports and advises the Board on risk matters. The Executive Board ratifies and implements risk management policies. All risks have identified controls and mitigating actions in place which are closely monitored by Executive Board monthly and by Board committees every quarter with escalation to the Board if required. The following table describes the key Group risks. identified by the Board of Trustees. to Rennie Grove Peace's ability to meet its strategic objectives. The Trustees consider that the principal risks facing RG and the Rennie Grove Peace Group are: Risk Area Failure to give robust assurances again5tthe Key Line5 01 Enquiry that demonstrate thedelivery of appropriate stsndards of Ca￿ to our patients. Potential Impa¢t May result in lower Care Quality Commission ICQCI ratings, loss ol reputation, loss of Integrated Care Systems IICSIICentral London CommunityHealth ICLCHI funding and an increase in complaints Miti ations Ensure our repositoryof evidence is updated with evidence that Standards ère met. Internal Governance processe5 in place (including audit schedules, tnandatory training lor employee% incident reporting process, monthly internal clinical governance Meetings nd uarterl Trustee Clinical Govemance Committee 131Page RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED31 MARCH 202S meetings). Keeping the Awarene55 of CQC inspections across the or anisation A Safe Staffing matrix and proces5 15 in place to identify ilstaffing becotne5 unsèfe Improved Recruitment& Retention process- 3. Im roved Induction and Trainin ro ramme Drive lor greater etficiency. Leadership committed to introduce enhanced ways of wrirking, including greater utilisation ol technology and digital processes to provide opportunitie5 lor cost savings in the Charity. Drive for increased incorne by realigned lundrai5ing activities. 5UPPOrted by enhanced management inlorrnation.. regular and detailed reviews of the performance of individual shops. regular contact with commissioners to allow the value olthe service provided bythe Charityto be lully understood. Collaborations with other hospices to identify opportunities to share resources and provide joint service& Asset Base olthe Charity includesfixed assets which could be monetised to provide5ubstantial boost5 to funds. Board and Executive B03rd. through financial reports and target5. monitorthefinancial p051tion of the Charity. This enable5 early identification ol adverse incoffle orexpendituretrends Failure to recruit andlor retain sufficient staff and vtslunteers within Patient Services with the required Increased risk of the charity being unable to deliverthe full se￿ice and level of carethat we c8n provide il lull staffed. That the financial sustainability of the Charity 15 significantly weakened. Need to impose cost-saving measures or reduce service areas, potentially through staff ￿d￿ctIOns. This would limit the Charity's ability to provide a consistent service. thus not meeting patient. 5UPPOrters. employee. or cornmissioner5' requirements. In line with the experiences and prospects of m3ny charities in the health sector, that the Charity experiences5ignilicant and repeated financial deficits, due to: fundraising opportunities, to expand retail contribution, and to Secure adequate commissioning income. andlor bl inflationary c05t increases which produce a Significant and lengthy diminution of funds. FINANCIAL REVIEW As a result of the merger of Rennie Grove Hospice Care I'RG") and Peace Hospice Care I'PH") in 2023, the core operations of RG have been transferred to Rennie Grove Peace I'RGP'I. This process of transferring operations began during 2024 and has largely been completed in 2025. Certain assets owned by RG on the date of the merger remain under its legal ownership. This includes fixed assets, investment property Isold in 20251 and individual company shares (Hospice Lottery Partnership and Nurses Cottage Trust). Shop lease5 also remain in RG until the leases are renewed and the lease agreement is changed to Rennie Grove Peace. Cash generated from the activities remaining in RG, including the sale of assets, will be donated to Rennie Grove Peace on an ongoing basis. Restricted and designated funds held by RG that will be spent by Rennie Grove Peace have been transferred to Rennie Grove Peace following approval by the Trustees. The comments below relate to the limited activities remaining in RG. Comments on the financial results of all activities of the Rennie Grove Peace Group can be found in the consolidated financial statements of Rennie Grove Peace. The total income of the Charity for the year ended 31 March 2025 was £2 million12024: £8.3 million) consisti ng of donations, legacies, events and charitable activities. This reduction reflects the Trustee's plan to continue to transfer activities of the Charity to Rennie Grove Peace. Expenditure in the year was £5.1 million 12024: £18.9 million). primarily consisting of a £4 million12024: £13.9 million) donation to Rennie Grove Peace. 141Page RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Total funds at 31 March 2025 were £2.9 million12024.. £4.6 million). These are represented by restricted funds of £2.1 million12024.. £2.7 million) and unrestricted funds of EO.8 million12024: £ 1.9 million). Our General resetve increased to £0.7 million at 31 March 2025 from £0.6 million in 2024, 3 £43k increase. FUNDS RG'S Funds represent the resources available to the Trustees to use in the Charity's operations. Funds are classified as Restricted or Unrestricted. Restricted Funds Restricted Funds are subject to specific requirements defined by RG'S donors and will only be expended in accordance with those reqLsirements. The principal Restricted Funds at 31 March 2025 were: Restricted Property Fund. Thi5 is represented by the net book value of the Gillian King House and Grove House buildings. £1.9 million. Nurses Cottage Trust. To fund the care of patients in the Great Missenden and Prestwood areas. £0.2 million. During the year to 31 March 2025, expenditure against restricted funds totalled £0.7 million. Unrestricted Funds Unrestricted Funds are resources available to the Trustees to spend at their discretion in furtherance of the Charity's objectives. The following designated unrestricted funds are held by RG at 31 March 2025. Fixed Assets Fund. Funds attributable to tangible fixed assets employed in RG operations. l£O.I million). The General reserve is the available funds after designating funds to known or expected projects expected to be carried out over the short or medium term. At 31 March 2025, the General reserve of RG totalled £0.7 million. The Group's General reserve is Maintained on a consolidated basis to ensure the continued financial 5UStainability of Rennie Grove Peace and its subsidiaries. To ensure optimal financial efficiency, the Trustees are committed to maintaining the General reserves in RG at the lowest prudent level necessary to meet operational and contingency requirements. The Group's detailed General reseNe policy can be found in the consolidated financial statements of RGP. GOING CONCERN Ensuring the financial sustainability of Rennie Grove Peace and its subsidiaries continues to be a key aim of the Group's Trustees. The RG balance sheet at 31 March 2025 is considered by the Trustees to be sufficient. In particular: 151Page RENNIE GROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 The level of unrestricted designated funds, at £O.I million, and the General Reserve, at £0.7 million. are adequate to support the operational activities of Rennie Grove for the foreseeable future. RG has no long-term borrowing obligations. The Board and Board committees regularly review the financial position of Rennie Grove Peace and its subsidiaries. The risk management framework includes monitoring of financial risks, policies for funds and the General reserve and a proce55 of preparing and reviewing cash flow and financial asset5 Posltions has been introduced. The Group has a track record of financial resilience. flexibility. and adaptability. This was demonstrated during the coronavirus pandemic and subsequently in a period of inflation. Whilst recognising the challenges to our income generation and cost base arising from the current economic environment (which could produce an operating deficit in the Group in the immediate future), the Trustees are confident that the existing financial strength of Rennie Grove Peace means that the Group's ability to meet its operational responsibilitie5 is unchanged. The Trustees have concluded, following reviews of the financial position of RG, and the future plans of the Group, that there are no material uncertainties that would cast doubts on RG'S ability to continue its activities for at least the next 12 months. Accordingly, it is appropriate to employ the going concern concept in these Financial Statements. STATEMENT ON FUNDRAISING Rennie Grove Peace is committed to ensuring its fundraising activity remains open. transparent and accountable. We respect the privacy of our supporters and donor5, and adhere to GDPR regulations, seeking opt-in permission to contact by email or telephone and giving supporters the opportunity to refine their contact preferences. We welcome feedback.Rennie Grove Peace, RG and PH are all registered with the Fundraising Regulator and committed to the Fundraising Promise and adherence to the Code of Fundraising Practice and are signed up to the Fundraising Preference Service, enabling supporters to opt- out from receiving fundraising communications. In 2024-25 Rennie Grove Peace Group including RG received no complaints that required reporting. 161Page RENNIEGROVE HOSPICE CARE TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 STATEMENT OF TRUSTEES, RESPONSIBILITIES The Trustees, who are also directors of Rennie Grove Hospice Care for the purposes of company law, are responsible for preparing the Trustees, Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Board of Trustees to prepare financial Statements for each financial year, which give a true and fair view of the state of affairs of the company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company forthat period. In preparing the financial statements, the Board of Trustees is 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 UK Accounting Standards 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 company will continue in business. The Board of Trustees is responsible for keeping proper accounting records, which disclose, with reasonable accuracy at any time, the financial position of the charitable company and enable it to ensure that the financial statements comply with the Companies Act 2006. It is 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 each Trustee is aware.. There is no relevant audit information of which the charitable company's auditor is unaware., and The Twstees have each 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. AUDITORS The Charity Auditors haysmacintyre LLP changed their name to Haysmac LLP on 18 November 2024. Haysmac LLP have been appointed by the Trustees as auditors and have signified their willingness to continue in office. report was approved by the Trustees on 31 July 2025 and signed on behalf of the Board by.. Shindler 171Page RENNIE GROVE HOSPICE CARE INDEPENDENT AUDrroR'S REPORT FOR THE YEAR ENDED 31 MARCH 2025 Opinion We have audited the financial statements of Rennie Grove Hospice Care for the year ended 31 March 2025 which comprise the Statement of FinancialActivities. Balance Sheet. the Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policie5. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The FNnonciol 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 charitable company's affairs as at 31 March 2025 and of the charitable company'5 net Movement in funds, including the income and expenditure, for the yearthen ended. have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis ftir opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevantto our audit of the financial statements in the UK, including the FRC'5 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 uncertaintie5 relatingto events or conditions that, individually or collectively, may cast significant doubt on the group's ability to continue as a going concern for a period of 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. Otherinformation The tru5tee5 are responsible for the other information. The other information comprises the information included in the Trustees, Annual Report. Our opinion on the financial statements doe5 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. In connection with OLsr audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, or our knowledge obtained in the audit or othe￿ise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine 181Page RENNIEGROVE HOSPICE CARE INDEPENDENT AUDITOR'S REPORT FOR THE YL4R ENDED 31 MARCH 2025 whetherthere is a material misstatement in the financial Statements or a material misstatementofthe other information. 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 othermattersprescribedby the CompaniesAct2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the Trustees, Annual Report (which includes the strategic report and the directors, report prepared for the purposes of company lawl for the financial year for which the rinancial statements are prepared is consistent with the financial statements- and the strategic report and the directors, report included within the Trustees, Annual Report have been prepared in accordance with applicable legal requirements. Matters on which we are required to reportbyexception In the light of the knowledge and understanding of the Group and the parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Annual Report (which incorporates the strategic report and the directors, report). We have nothing to report in respect of the following matters in relation to which the Cornpanies Act 2006 requires US to report to you if, in our opinion: adequate accounting records have not been kept by the parent charitable company. 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. Responsibilities of trustees for the financial statements As explained more fully in the Trustees, re5pon5ibilities statement (set out on page 221, the Trustees (who are also the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for bei ng 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 asse55ing the 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 charitable company or to cease operations, or have no realistic alternative but to do so. Auditor's responsibilities for the ouditof the financialstotements Our objectives are to obtain reasonable a55urance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to 155ue an auditor's report that include5 our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with 1SAs IUKI will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered rnaterial if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basi5 of these financial statements. Irregularities. including fraud. are instances of non-compliance with law5 and regulations. We design procedures in line with OLfr 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 is detailed below: 191Page RENNIE GROVE HOSPICE CARE INDEPENDENT AUDITOR'S REPORT FOR THE Y&4R ENDED 31 MARCH 2025 Based on our understanding of the group and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the Fundraising Regulator and Care Quality Commission ICQCI, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006, Charitie5 Act 2011, FRSIO2, Charities Statement of Recommended Practice ISORPI and payroll tax. We evaluated management's incentives and opportunities for fraudulent manipulation of the financial statements lincluding the risk of override of controls), and determined that the principal risks were related to P05ting of inappropriate journal entries and management bia5 in certain accounting estimates. Audit procedures performed bytheengagementteam included: Inspecting correspondence with regulator5 and tax authorities. Discussions With management including consideration of known or suspected instances of non- compliance with laws and regulation and fraud; Evaluating management's controls designed to prevent and detect irregularities. Identifying and testing journals, in particular postings by unusual users or with unusual descriptions. and Challenging assumptions and judgements made by management in their critical accounting estimates Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more thatcompliance with a law or ￿gULation is removed from the events and transactions reflected in the financial statements, as we will be le55 likely to become aware of instances of non-compliance. The risk is also greater regarding irregularitie5 occurring due to fraud rather than error, a5 fraud involves intentional concealment, forgery, collusion, omission or misrepresentation. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. www.frc.org.uk/auditorsre5ponsibilities. This description forms part of our auditor's report. Use of ourreport 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. 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 otherthan 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. Kathryn Burton (Senior Statutory Auditor) For and on behalf of Haysmac LLP, Statutory Auditor 10 Queen Street Place London EC4R IAG Date: 7th August 2025 20IPage RENNIE GROVE HOSPICE CARE srATEMEMf OF FINANCIAL ACTIVrnES (Incorporatlng the Inc¢>me and ExpenditUTe Account) FOR THE YEAR ENDED 31 MARCH 2025 Unr•stri¢ted funds £'ooo R•itrict•d funds 2025 Total 2024 Totsl £'ooo Mot•s INCOME: Donations and legacies Charitable activities Othertrading artivltles Other income Interest receivable 600 729 119 442 114 714 729 119 442 2,354 2,850 2.435 16 228 Total Incom• 1,897 123 2,020 8.315 EXPENDITURE: Raislng funds Charitable aetwities Donations to RGP 37 90 560 941 204 3,962 2.455 2,455 13,942 114 21 3,402 Total exp•ndlture 4,420 687 5,107 18,852 Net gain Ilossl on investment property Net gain1110551 on investments 13 1,399 1,399 1301 14 191 272 Net In¢omelllossl 11,1241 15731 11.6971 110.2951 Tr•nsf•rs between fund¥ M•t movement In fvnds: 11,1241 15731 11,6971 110,2951 Funds at beginning of year 1.892 2,738 4,630 14,925 Funds at end of year 2.165 2,933 4,630 The notes on pa8es 24 to 42 form part ofthesefinonciol statements. The Statement of Financial Activities Includes all gains and losses reco8nised in the year. All amounts derive from continulng activities. Full comparative figure5 for the year ended 31 March 2024 are shown in note 25. 211Page RENNIE GROVE HOSPICE CARE BALANCE SHEET ASAT 31 MARCH 2025 Notes 2025 £'ooo 2024 FIXED ASSETS Tangible fSxed assets Investment property Investments 12 13 14 2.046 2,014 1,120 476 2,522 3,619 CURRENT ASSETS Oebtors Cash at bank and in hand 15 352 297 866 600 649 1,466 CREDITORS: •mounts fJWng du• wtthln on• y••r 16 12381 14551 NETCURRENT ASSETS 411 I,oii NET ASSETS 2,933 4,630 FUNDS UNRESTRICTED FUNDS General ￿SerVe Designated funds 670 98 627 1,265 TOTAL UNRESTRICtED FUNDS 18 1.892 RESTRICTED FUNDS 18 2,165 2,738 TOTALFUNDS 18 2,933 4,630 The noteson pages 24 to 42 form part ofthe5e financialstatements. The financial statements were approved and authorised for issue by the Board of Trustees on 31 July 2025 and were signed on its behalf by: DrJ Ch• dhr Wro• ru$t•e 221page RENNIE GROVE HOSPICE CARE STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 Notes 2025 2024 Cash g•nerated by op•ritlni artlvltles 24 12.7301 15,8731 Cmh flows from Inv•stlng*ctlvitl•s Interest received Purchase of tangiblefixed assets Disposal of tanglble fixed assets Proceeds from sale of investments Proceeds from sale of investment propety 16 11081 227 1301 16 io 2,519 Cash (used inllprovided bylnv•5tlng •¢tivllleg 2,427 223 Increasel{d•¢r•ai•l In cash and cash •qulvaltnts In the year 13031 15,6501 Cash and cash equivalents atthe beginning of theyear 600 6,250 TOTAL CASH AND CASH EQUIVALENTSATTHE END OF THEYEAR 297 600 The notes on pages 24to 42 form part ofthese financial statements. Cash at bank at 31 March 2025 and 2024 Includes £nil fixed term deposlts wlth maturity in excess of 3 months. There was no net debt at 31 March 202512024 £nill. 231Page RENNIE GROVE HOSPICE CARE NOTES TO THE FINANCIAL STATEMEprrs FOR THE YEAR ENDED 31 MARCH 2025 I. ACCOUNTING POLICIES In these financial statements, 'RG" and 'the Charity" refers to Rennie Grove Hospice Care. References to 2025 refer to the year ended 31 March 2025 and references to 2024 to the year ended 31 March 2024. Basis of preparat*on The financial staternents 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 IFRS 1021 (second edition effective l January 20191 (Charities SORP IFRS 10211, the Fin3ncial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006. RG meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost ortransaction value unle55 Otherwise stated in the relevant accounting policy notel51. The presentation cuffency 15 pounds Sterling. Buslness Comblnation RG became a LOOVO subsidiary of its holdingcompany Rennie Grove Peace Hospice Care I"Rennie Grove Peace" or"RGP"I during 2023 and RG'S financial statements ale incorporated into the consolidated financial ststements of the Rennie Grove Peace Group. Company Status TheCharity15 a private company limited byguaranteewithoutshare capital incorporated in England and Wales (company number.. 74799301 and a charity registered in England and Wales (charity number.. 11403861. The Charity's registered address is GTove House, Waverley Road, St Alb3ns, Hertfordshire AL3 5QX. Preparation of accounts on a going conceTn ba515 The Tiustees consider there are no material uncertainties about the Chairty's ability to continue as a going concern. Our financial position, funds levels and future plans gives theTrustees confidence the Charity remains a goingconcern for the foreseeable future. Basi5 of presentation Rennie Grove Hospice Care is the parent company of St Albans and Dacorum Day Hospice I"SA&D"I, The lain Rennie Hospice at Home I'IRHHI and lain Rennie Hospice Sesvices Limited I'IRHS"). Details of the individual subsidiary results are given in note 20. RG has taken advantage of the exemption available in Companies Act Section 400 not to prepare consolidated accounts as it is an intermediate parent and a wholly owned subsidiary of Rennie Grove Peace Hospice Care. Group accounts are prepared by Rennie Grove Peace Hospice Care. 241Page RENNIE GROVE HOSPICE CARE NOTES TO THE FINANCIAL sfATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 I. ACCOUNTING POLICIES ICONTINUEDI The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation ol the financial statements are a5 follows.. Income recognltion All income is recognised once the Charity has entitlement to income. it is probable that income will be recelved, and the amount of income receivable can be measured reliably. Donations and legacies Donations and gifts are included in ftjll in the Statement of Financial Activities when there is entitlement, probability of receipt and the amount of income receivable can be measured reliably. Donations are accounted for on a received basis. Legacies are recognised on a receivable basis, when the conditions of entitlement, probability and measurement are met. Where the probability andlor measurement criteria for legacies and donations are not Satisfied as at the balance sheet date but subsequent events resolve the uncertainty such that the criteria are met, an adjustment is made to recognise the income. Glfts in klnd Gifts in kind representassets donated fordistribution or use bythe Charity. Assets given fordistribution are recognised as income only when distributed. Assets given lor use by the Charity are recognised when receivable. Gifts in kind are valued at the amount actually reali5ed from the disposal of the assets or at the price the Charity would otherwise have paid for the assets. Grants Grants including Government Grants are recognised in lull in the statement of financial activities in the year in which the Charity has entitlement to the income, the amount of income receivable can be measured reliably and there is probability ol receipt. Income from charitable •ctivitie$ Income from charitable activities is recognised as earned 3S the related services are provided. Income from other tradingactivities is recognised as earned as the related goods are provided. Goods donated lor sale are included in the rinancial statements as income when they are sold. Investment in