2025-03-31-accounts

Annual Report and Statutory Accounts 2024-2025

Registered Charity No.1169762

Contents

Contents

Welcome from our Chair	2
Welcome from our CEO	4
Why we exist	6
Our public benefit	7
A year in numbers	8
Finance review	9
Fundraising Strategic report ~~BS~~	10 11
Work that we’ve funded across our NHS	22
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Structure, governance and management	32
Consolidated Statement of financial activities	46
Balance sheets as at 31 March 2025	47
Consolidated Statement of cash flows	49
Notes to the accounts	50

Annual Report and Statutory Accounts

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Welcome from our Chair

Welcome from our Chair continued

Welcome from our Chair

The people of Sheffield are famous for their friendliness, their generosity and their pride in our city. Our charity is focused on two overarching priorities. To ensure that the people of Sheffield have the opportunity to say thank you to the NHS in our city for the care they receive, and to help fund facilities, research and projects which go above and beyond those which can be provided within NHS budgets.

The charity’s three-year strategy 2024-27 has given us a clear direction of travel and the first year has been a success, with us laying the foundations for future growth. We are working more effectively with our two beneficiary NHS Trusts – Sheffield Teaching Hospitals NHS FT and Sheffield Health and Social Care NHS FT – and directing more money into them.

Ours is a broad church – the organisations we support cover the entire spectrum of health conditions and in their lifetimes each and every resident of Sheffield will make use of NHS capabilities. We need to build our work around the things that matter to people in the city and to that end we have brought in high profile expertise to help shape and champion our work. Notably, we welcomed Professor Bola Owolabi, Director of the National Healthcare Inequalities Improvement Programme at NHS England, and Richard Stubbs, CEO at Health Innovation Yorkshire

and Humber, as charity Ambassadors. Their insights help us to make grants which address specific needs but which might also help the NHS’s ambitions on efficiency and waiting lists.

As everyone in Sheffield uses the services we support, in turn, it is important we try to reach all of the different communities in the city. We have therefore begun to develop our Equity Strategy, which aims to ensure that equity is centred in everything we do. This is already delivering some changes for us, for example having a patient representative embedded in our grant making process.

Financially, we remain on track, hitting the budget we set at the start of the year and gaining efficiencies across the team as a result of improving our systems and processes during the year.

The charity has evolved considerably over recent years. Our profile has risen and we are developing stronger and deeper relationships with our stakeholders. Both our grant making and our fundraising is more focussed.

As Chair, I remain inspired by two things – the generosity of the people of Sheffield to support healthcare in our city, and the commitment of our employees and volunteers to build the platform to which that support can be channeled.

Adrian Stone Chair of Trustees

Sheffield Hospitals Charity

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Welcome from our CEO

Welcome from our CEO continued

Welcome from our CEO

In this, the first year of our strategy, we increased our grant giving expenditure by almost 40%, supporting more life-changing and life-saving work across Sheffield’s NHS. Moreover, we delivered meaningful and creative activities which put us on track to becoming a charity of choice in Sheffield, for supporters and employees alike.

2024 saw big changes. At a national level we saw a new Labour government and early stage but significant changes across NHS England ahead of the 10 year plan. Of course, the economic climate has been challenging for most organisations, but few are facing such income constriction as the NHS and voluntary sectors. As such, there has never been a more pressing need for Sheffield Hospitals Charity to work collaboratively across the public, private and voluntary sectors.

As the official charity partner to Sheffield Teaching Hospitals NHS FT and Sheffield Health and Social Care NHS FT, Sheffield Hospitals Charity has the largest healthcare remit of any charity in the city. Our funded projects and investments in Sheffield’s NHS are all additional to statutory provision, yet are strategically mapped against national, regional and local priorities. I’m delighted that we gave more money to our beneficiary Trusts this year, and our intention is for that to continue.

Our remit is wide, but our main focus was on improving the patient experience for the people of Sheffield – and indeed the wider region. From technology to support people with aphasia after a stroke to research around pre-eclampsia, and from a neurorehabilitation garden to a kitchen on the spinal injuries unit for patients to regain their independence in a safe space, our funding has covered the breadth and depth of our NHS.

This year we took steps to build relationships and collaborate with others; something you’ll see us do more of. By living our value of being ‘better together’ and exploring how we work in partnership and/or alongside our universities, local authority and other voluntary organisations, I know that we will achieve more. We are now funding the British Red Cross to deliver a High Intensity Use service, supporting those who present regularly at A&E to identify and address the biggest challenges in their lives. We are also directing money to local charity MAAN by funding two peer support workers to help people in the Somali community access community mental health support. Both examples demonstrate how we can direct funding to those with the expertise to deliver the best support for the people of Sheffield while relieving our stretched NHS.

Looking more internally, we moved our offices to the newly renovated Leah’s Yard, positioning us in the Heart of the City. We overhauled our HR policies and practices including a review and enhancement of our employee benefits which came into effect on 1 April 2025. In December we welcomed four new Trustees, specifically selected for their expertise, passion and commitment to our charity and its strategy.

My personal highlights were our innovative event to launch our strategy – transforming Trafalgar Warehouse into a living, breathing impact report, which was then installed as an exhibition at the Millenium Gallery – and Tony Christie’s surprise performance at our ‘A Cathedral Christmas’ event, which received a tearful standing ovation from the crowd. It was also wonderful to officially launch the Master Cutler’s Challenge in January. We are honoured that the Master Cutler, Phil Rodrigo, has chosen us to work with throughout 2025, and raise money to help people live better with dementia.

It is a true privilege and a joy to lead Sheffield Hospitals Charity. My sincere thanks to everyone who has supported us to make our NHS even better. Whether you ran, walked, climbed, donated, listened, gave feedback, collected at a supermarket, or sponsored your friend to do something silly in our name – thank you.

We have achieved so much with your support this year.

Beth Crackles CEO

Sheffield Hospitals Charity

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Our public benefit

Why we exist

Why we exist

Our vision is that every person cared for and working in our hospitals, community teams and health and social care services is treated with compassion and has access to the best equipment and treatments in the best environments.

Our mission is to help Sheffield’s hospitals, community teams and health and social care services to cover the costs that the NHS can’t. By funding support for patients and staff, life-changing research and more, we enhance care from birth to the end of life and everything in between.

On a practical level, we provide additional funding to Sheffield Teaching Hospitals NHS Foundation Trust and Sheffield Health and Social Care NHS Foundation Trust who support people at every stage on life’s journey. From welcoming babies into the world on the Jessop Wing, to supporting cancer care at Weston Park, and specialist care at the Royal Hallamshire, Charles Clifford and the Northern General.

Sheffield Teaching Hospitals NHS Foundation Trust also operates over 40 community locations. Sheffield Health and Social Care NHS Foundation Trust provides mental health, learning disability and other specialist services to people across Sheffield.

Somewhere along the line, our funding is likely to have helped you or someone you love.

As well as funding provisions for patients, our grants also contribute to training, equipment and wellbeing projects for NHS professionals.

By looking after the staff and services at the centre of patient care, we’re making sure they’re ready to look after you.

The work we fund is only possible through generous donations, fundraising events, corporate support and a coming together of our community. With your help, we’ll make sure that the care you and your loved ones receive is the best it can be.

Our public benefit

Charity Commission guidance on public benefit states that Trustees have a duty to comply with Section 17 of the Charities Act 2011.

The charity’s strategy lays out five strategic goals and four funding priorities, and all our activities map back to these. Occasionally, funding applications are submitted to the charity and do not support our strategy which aims to support NHS charitable purposes relating to Sheffield Teaching Hospitals NHS FT and Sheffield Health and Social Care NHS FT and their patients. In such cases, funding requests are refused.

The Trustees of Sheffield Hospitals Charity confirm that the charity has fulfilled this benefit requirement through a robust governance structure and processes.

Sheffield Hospitals Charity

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A year in numbers

Finance review

A year in numbers

Finance review

£3,274,426 294 1 14,216 given to support community surprise appearance tickets played in Sheffield’s NHS fundraisers from Tony Christie Sheffield Hospitals at our Cathedral at Charity lottery in Christmas event March 2025

1,195 1,649 8 people took part Christmas trees stand-up comedians in or attended recycled created through fundraising events Chuckles for Charity

active volunteers across Sheffield Teaching Hospitals 337 NHS FT delivered:

2,797 120,523 40,103 Active Response patients/visitors pharmacy tasks across 98 supported packages departments delivered

40,103

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153
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Therapy Dogs visits across 26 departments

The net assets of the Charity at 31 March 2025 were £12.4m (£14.8m in 2024).

During the year, income was £2.9m, an increase of £153k on the previous year (2024: £2.79m). This is largely due to additional grant funding received, fundraising events and an increase in lottery players.

Expenditure on Raising fund and Charitable activities for the year was £5.3m, an increase of £1.8m on the previous year (2024: £3.5m). This increase is mainly due to additional grants awarded (£1,091k excluding support costs), lottery investment (£174k), staff investment (£269k) and loss on disposals (£161k). It is important to note that in the previous year a large grant write back of £849k took place which reduced total expenditure for 2024.

This resulted in a net movement for the year of £2.36m (2024: £0.5m surplus) which, together with realised and unrealised gains from the investment portfolio totalling £44k (2024: £363k), results in an overall decrease in net assets of £2.36m (2024: £0.5m surplus).

The charity continues to rely on donations, legacies, investment income and our lottery as the main sources of income. During 2024–25, the first year of our strategy and corresponding three-year financial plan, saw us award additional grants of £991k compared to the previous year in order to reduce total funds.

Sheffield Hospitals Charity

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Fundraising

Strategic report

Fundraising

The administration of our weekly lottery with existing players was carried out by a third party, with whom we have a contract in place and are subject to due diligence and close management.

Sheffield Hospitals Charity is a member of NHS Charities Together. As such, we have the opportunity to benchmark our fundraising activity with our peers, discuss matters of common concern, exchange information and participate in conferences and seminars which offer support and education for our staff and trustees.

We are committed to ensuring that fundraising is carried out in an ethical manner. Our policies and approach to fundraising standards are outlined below:

• We are registered with the Fundraising Regulator, comply with the Fundraising Code of Practice and comply with the Regulator’s Fundraising Promise; during the year we received no complaints in relation to our fundraising.

• We have an Ethical Fundraising and Gift Acceptance Policy, giving parameters and processes in line with our mission, values and considering the reputations of our NHS Trusts.

• We have a Vulnerable Adults and Fundraising Policy; we have checks and balances in place to ensure that all Charity and any agency staff we engage with, are aware of signs that may indicate that a person is in vulnerable circumstances.

• We have a Privacy Policy and Gaming and Responsible Gambling Policy.

• We take our responsibilities to protect people seriously and follow Fundraising Regulator and Chartered Institute of Fundraising guidance on treating donors fairly, and ensure all any agency partners are provided with our Policies.

• We give our supporters the opportunity to opt out of further contact as part of every approach for a donation.

• We do not share or sell data.

• The privacy of donors is respected at all times. Donor records are confidential and held in compliance with the Data Protection Act 1998 and General Data Protection Regulations 2018.

• Donors have the right to see their own donor record and to challenge its accuracy.

• Donors and prospective donors will be treated with respect. We action all requests people make to:

• limit the frequency of solicitations.

• not be solicited by telephone or other technology.

• limit the amount or frequency of printed or online material that they are sent.

Strategic report

Our strategy 2024–2027

Enabling excellent healthcare for the people of Sheffield We have five strategic goals:

• Be a genuine and strategic partner to

• 1 our beneficiary Trusts

• Raise more money for our beneficiary Trusts

• 2

Be a well-known and trusted charity in Sheffield and beyond Be an employer of choice for charity professionals in Sheffield Be a sustainable organisation

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4

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These goals are underpinned by our three values:

We’re the We go the We look to best together extra mile the future

Our values were developed with the full staff team and are founded on the principles of collaboration, equity, exceptional patient and supporter experiences, organisational development and sustainability.

Our full strategy (including values) can be found on our website: www.sheffieldhospitalscharity.org.uk/who-we-are/strategy

Sheffield Hospitals Charity

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Strategic report continued

Strategic report continued

Delivering against our strategic goals

1. Be a genuine and strategic partner to our beneficiary Trusts

We appointed two Ambassadors for the charity, with a specific focus on helping us to shape our grant making and have the greatest impact. Professor Bola Owolabi, Director of the National Healthcare Inequalities Programme at NHS England, and Richard Stubbs, CEO at Health Innovation Yorkshire and Humber, are our Ambassadors for our funding priorities of Tackling health inequalities and Maximising technology, research and innovation, respectively. They have already helped to shape our work in these spaces, including supporting the development of our Research and Innovation Strategy which will be published in 2025.

Overall, we awarded £3.3m in funding, uplifting from £2.4m the previous year.

Our funding priorities enabled us to be more strategic as a grant maker. This year we introduced two funding calls, focused on our funding priorities of Reducing health inequalities in Sheffield, and Supporting caring and cared for staff. These helped us to direct funding into known areas of need. In parallel, we continue to accept applications for all types of charitable projects on a rolling basis. Additionally, we introduced an annual Travel Scholarship for nurses, midwives and Allied Health Professionals, and collaborated with Sheffield Teaching Hospitals NHS FT to co-fund and deliver ‘Dragon’s Den’ – a funding round of £300k focused on innovation in the NHS.

Our relationship with Sheffield Health and Social Care NHS FT began to flourish, with us aiming to develop proportionate equity with our funding across both our beneficiary Trusts. We opened up our charity-managed funding calls to both Trusts and began planning for major grants to be awarded in 2025 onwards.

We developed new and stronger relationships at all levels across our beneficiary Trusts, with our Grants Officer visiting more Trusts sites and staff, to support NHS colleagues to access lower-value grants (under £5,000) particularly in areas where no restricted funds are held, but charitable funding can have a huge impact.

2. Raise more money for our beneficiary Trusts

John o’ Groats, and the Princess Royal Spinal Injury Unit putting on a Circus Show.

Our total income exceeded our projections, delivering £2.94m. Importantly, we took steps to optimise and diversify our fundraised income.

We tested new fundraising initiatives, including a virtual Facebook challenge (‘62 Miles in October’), and a stand-up comedy challenge, ‘Chuckles for Charity’, which sold out The Leadmill in March.

We continued to invest in our lottery, which delivered over £730k (an uplift of over £100k on the previous year) and increased our fundraising activity in the community. Our incredible supporters continued to get behind their local NHS, with fundraising activities spanning an evening of Barber Shop Quartet music, firefighters walking from Rotherham Fire Station to the Royal Hallamshire Hospital in their full kit, and a particularly incredible 82-year-old woman taking on a sponsored abseil in memory of her husband. Our NHS colleagues got involved too, with many taking part in the Sheffield Half Marathon and the Sheffield 10K, one doctor cycling Lands’ End to

We built new relationships across the business community in preparation for the Master Cutler’s Challenge which will raise funds towards our £600k investment in dementia care.

We were honoured to have 210 volunteers giving their time to support our NHS over the course of the year, getting involved in a range of activities, from bucket collections outside City Hall to crocheting twiddle mitts for dementia patients.

Sources of income for the charity 2024/25

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4%
2%
20%
19%
1%
20%
25%
9%
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Donations and fundraising Legacies Grants received SHC Lottery Retail income Investment income Income from training courses Rental income

Sheffield Hospitals Charity

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Strategic report continued

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3. Be a well-known and trusted charity in Sheffield and beyond

ChariKitty got out to various events, including on the pitch at Sheffield United Football Club with Darth Vader (May the Fourth Be With You!), and at Meadowhall’s Christmas Mascot Parade.

In June 2024 we delivered an innovative event to launch our strategy (2024–27). We transformed Trafalgar Warehouse by creating 10 ‘treatment areas’ which brought to life the breadth and depth of our charitable support across Sheffield’s NHS.

Our integrated Christmas appeal, fronted by our Ambassador Tony Christie, was centered on dementia. The heartfelt video and tips for a dementia-friendly Christmas were well received and showcased across various events and on outdoor media including on Sheffield Parkway.

Guests were able to take part in memory making activities that we fund at Palliative Care Unit, see a hyper-realistic mannikin in use (it is used for training emergency staff), and Haematology Consultant, Dr Andy Chantry, helped guests to use a bone drill – typically used to harvest bone marrow – on a watermelon. The materials then moved to an exhibition at the Millenium Gallery for a week, and we were delighted to have BBC Radio Sheffield join us for a walk around the exhibition, which translated into a 20 minute package on Paulette Edwards’ show.

We integrated branding into hospital capital projects, including a beautiful discharge lounge at the Northern General Hospital. We also launched a new website, which includes a section for NHS staff to explore our funding and make grant applications online.

4. Be an employer of choice for charity professionals in Sheffield

We took a bold decision to move our office from the outskirts of the Northern General Hospital estate to Leah’s Yard in the Heart of the City. The bespoke, open-plan layout of the office lends itself to improved communication across the charity team, and is an excellent location for public transport, thus helping us to attract and retain talent.

The anonymised all staff survey was completed by all staff (excluding the CEO) and showed us benchmarking or above for the majority of areas, with us scoring 100% in various areas including belief in the aims of the charity and managers demonstrating the charity’s values in the way that they work.

Our Fundraising Apprentice passed with Distinction and has since been successful in progressing into a new role with us, as Trusts and Foundations Officer.

A review of our employee benefits was approved by the Board, with enhancements to our leave policies (including sick, maternity, paternity, shared leave) coming into effect from 1 April 2025, as well as an increase to our employer pension contribution, and the introduction of Death in Service for all employees from 1 April 2025. Moreover, our Salary and Pay Progression Policy was approved by Board, with a commitment to review salaries every two years.

We were thrilled to have so many supportive volunteers in the office with us this year, including an NHS Graduate Management Trainee and two Medical Placement Students from Sheffield Teaching Hospitals NHS FT’s Medical School.

We are proud to be organisational members of Sheffield Chamber of Commerce, CharityComms, NHS Charities Together and Fundraising Everywhere. All staff have a professional development plan (PDP) and annual appraisal, and engaged with at least one professional development activity within the year.

Sheffield Hospitals Charity

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Future plans

5. Be a sustainable organisation

We consider sustainability in terms of our finances, our environmental impact and our people (with people covered in Goal 4).

Our three-year strategy 2024-27 has a corresponding budget, which will see us intentionally deliver a deficit budget for the duration of the strategy. This is to ensure that we spend funds within a reasonable timeframe, and in line with the intention with which they were given. To facilitate this, we have and will continue to proactively identify dormant restricted funds and work with our NHS colleagues to develop and deliver charitable projects. Additionally, we developed a new Reserves Policy, which will see us bring our free reserves to a level of £1m (12months running costs) over the strategy period.

Striking a proportionate balance between our grant-making and our investment in the charity to facilitate future growth – and therefore a beneficial cycle of increased income and grant-making – is important. This is aided by prioritising the use of the 180+ restricted funds that we hold as a priority over unrestricted funds where possible; leaving greater flexibility to prudently use unrestricted funds to strengthen and grow the charity.

With pilot projects that we fund, we aim to embed sustainability and point to potential future funding. This is extremely challenging in the current climate of increasingly tighter NHS and local authority budgets. However, we seek to give clarity about the duration the charity will maintain funding for, embed robust monitoring and evaluation, and build links with key stakeholders across the city to increase the likelihood of pilot projects becoming ‘business as usual’ within the NHS where appropriate.

During the year we delivered a new CRM (Beacon), finance system (Access) and HR system (Access People), helping us to streamline our systems and processes and give our staff the ability to automate processes and payments, and therefore work more efficiently. Our planning cycle enabled us to end the financial year with a portfolio of projects to fundraise for next year and beyond, therefore being better set up to take fundable propositions to a range of audiences.

Our greatest environmental impact is our office building. In September 2024 we moved from an inaccessible Victorian building at the Northern General, to the newly renovated Leah’s Yard. The building is more energy efficient and has greater public transport links, in addition to bringing various benefits around our profile and our ways of working internally. Before moving, we digitised our finance records and are now paper-free where possible, with all Board papers being held on a secure digital portal.

Building on the foundations that we have laid in the first year of the strategy, we are working towards becoming an £4m turnover charity by the end of the strategy period. We recognise that this is a challenge in the current economic climate and with the NHS facing huge changes alongside ongoing operational pressures. However, we remain committed to and energised by this aspiration.

In summary, during FY2025/26 we will:

• Continue to develop our relationships with our beneficiary NHS FTs and maintain our baseline grant expenditure in excess of £2.5m

• Invest a further £1.3m in a surgical robot to be located at the Northern General

• Work to understand our audiences more, through data analysis, brand research and ongoing dialogue with all our audiences

• Continue to develop our brand and deliver uplifting public appeals which resonate with the people of Sheffield and encourage support for our NHS

• Continue to develop partnerships with high profile individuals and organisations to achieve greater impact together – from local business leaders supporting Sheffield’s NHS, to infrastructure organisations such as NHS Charities Together influencing national policy in the NHS charity space

• Develop and grow the charity team to ensure everyone who has contact with us has an excellent experience and that more people are motivated to support our NHS

• Maintain our commitment to developing the organisation into a charity of choice for charity professionals in the city and beyond, through ongoing development of our culture, HR policies and processes, and investment in continuing professional development.

Sheffield Hospitals Charity

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Our grant making

Grant Investment Panel

The Grant Investment Panel is a subcommittee of the Board of Trustees, with delegated authority to award grants exceeding £5k up to a maximum of £500k. The Panel was established to ensure that grant investment decisions are of high quality and align with the Charity’s Objectives, Grant Making Priorities, and Scheme of Delegation.

The Panel comprises several voting members, including the Senior Leadership Team of the charity, a minimum of two Trustees, and at least one representative from both Sheffield Teaching Hospitals NHS FT and Sheffield Health and Social Care NHS FT. Additionally, the Panel is supported by advisors and may include applicants presenting their cases for particularly complex or highvalue applications.

The Panel convenes six times per financial year (every other month). Applications are approved when two-thirds of the voting members support the proposal. Applications valued at £5k and under are approved by the charity’s Grants Team, while those exceeding £500k must be submitted to the Board of Trustees for approval, with a recommendation from the Grant Investment Panel.

Research Panel

The Research Panel was established to review applications and ensure alignment with the charity’s Research Strategy. The Panel comprises professionals from various research disciplines within both our beneficiary Trusts.

The Research Panel does not have delegated authority to approve applications; all decisions are ratified by the Grant Investment Panel.

Advisory Boards

We established Advisory Boards to support effective administration of our funding calls. These Boards include experts from relevant fields, such as staff wellbeing and health inequalities, as well as patient representatives. Alongside representatives from the charity’s Senior Leadership Team, the Boards review applications and determine which ones to support.

The Advisory Boards do not have delegated authority to approve applications; all decisions must be ratified by the Grant Investment Panel.

Funding Priorities

The charity considers applications from a range of individuals and organisations where the outcome of funding will be of benefit to patients, their families, and staff.

Applications will be considered from NHS colleagues across Sheffield Teaching Hospitals NHS FT and Sheffield Health and Social Care NHS FT (including honorary contract holders); academic staff from partner universities who work in collaboration with our beneficiary Trusts; and other charities and organisations who are part of the wider community, where there is a direct link back to one or both Trusts.

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Sheffield Hospitals Charity

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For an application to be successful it must align with one or more of our funding priorities:

Supporting patient and people centred experiences

Supporting caring, and cared for staff

Reducing health inequalities in Sheffield

Maximising technology, research, and innovation

This includes improving healing environments, equipment, and services

We are particularly interested in supporting staff in highly pressurised areas, working alone in the community, and junior/low banded staff. We also fund educational and learning opportunities.

We aim to support work that addresses the gap in life expectancy, enables better access for marginalised communities, is preventative, and is poorly supported/ understood medical conditions.

We welcome applications which are likely to translate into patient benefit within 5–7 years, align with areas of tertiary care/specialisms, improve research infrastructure and encourage widening participation in research.

All our grants are categorised by a grant type so our supporters can better understand our grant expenditure:

Patient welfare Staff welfare Staff training and amenities and amenities and courses

Research

Environmental improvements

Equipment

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Work that we’ve funded across our NHS

Work that we’ve funded across our NHS continued

Work that we’ve funded across our NHS

During the year, we awarded 54 large grants (over £5k), 230 small grants (under £5k) and 148 study leave grants (£71k). The charts below demonstrate how we allocated the £3.2m of grant expenditure across our funding priorities and grant types.

54 230 large grants small grants (over £5k) (under £5k)

148 study leave grants (£71k)

Supporting patient centred experiences Supporting caring and cared for staff Reducing inequalities in Sheffeld Maximisingtechnology, research and innovation	Over £5k 1,886,455 364,218 400,853 263,452 2,914,978	Under £5k 159,009 190,194 0 10,236 359,439	Total 2,045,464 554,412 400,853 273,688 3,274,416
Patients welfare and amenities Staff welfare and amenities Staff training and courses Research Equipment Environment improvements Total			1,716,298 287,842 265,051 196,591 453,717 354,917 3,274,416

Supporting patient and people centred experiences

Grant Type: Environmental Improvements £239,394

Neurorehabilitation Garden at Osborn 4

The Neurorehabilitation Centre is a 14-bed in-patient facility located at the Northern General Hospital.

The Centre supports patients with complex neurological conditions such as Traumatic Brain Injury, Brain Haemorrhage, Brain Tumours, Multiple Sclerosis, Guillain Barre Syndrome – some people are recovering from an accident or assault. Most patients have suffered life-changing injuries and are in hospital for many months.

Sheffield Hospitals Charity provided funding to create a tranquil outdoor rehabilitation garden tailored to the needs of the patient group in terms of their physical, cognitive, sensory and psychological needs. The garden enables therapy beyond the scope of standard NHS provision.

The space caters for families who are reintegrating their loved one back into family activities. It provides much needed outdoor rehabilitation and recreation space for patients who are in hospital for a long time. Patients can take part in gardening activities or find a space for quiet reflection.

“ The outdoor space will give confidence to patients in their ability to manage outside the ward environment, which will accelerate their progress in outdoor mobility and communitybased tasks that are essential for discharge.”

Did you Know?

Brain Injuries

A brain injury refers to any damage to the brain that affects its normal function.

There are two main types of brain injuries. Traumatic Brain Injury is a type of injury caused by an external force. Acquired Brain Injury occurs after birth and causes include strokes, brain tumours and infections.

The Neurorehabilitation Centre at the Northern General Hospital treats approximately 100 patients each year. Patients stay in hospital for anywhere between a few weeks or months, to over a year.

Emma Anderson,

Clinical Specialist Physiotherapist, Sheffield Teaching Hospitals NHS FT

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Work that we’ve funded across our NHS continued

Work that we’ve funded across our NHS continued

Grant Type: Equipment £247,500 Impella Heart Pumps

In Sheffield, patients who have suffered a heart attack and cardiogenic shock at have a survival rate of less than 45% at 30 days.

Those who survive usually stay in hospital for up to 20 days, with 11.5 days in the Cardiac Intensive Care Unit (CICU). The Impella is a small artificial heart pump and the only device proven to improve survival and speed up recovery for patients with cardiogenic shock. Using Impella could increase the 30– day survival rate to over 75% and shorten the time patients spend in CICU.

Sheffield Hospitals Charity has provided funding to buy 15 Impella heart pumps to maximise the chances of survival of patients experiencing cardiogenic shock.

“ The Impella heart pump offers cardiac patients a lifeline, providing powerful, minimally invasive support that stabilises critical heart conditions and enables lifesaving procedures.”

Biljana Bilic,

Programme Manager, Sheffield Teaching Hospitals NHS FT.

Did you Know?

Cardiogenic Shock

Cardiogenic shock is a lifethreatening condition where the heart suddenly can’t pump enough blood to meet the body’s needs. This often happens after a severe heart attack.

Nearly 1 in 10 patients who suffer a heart attack will develop cardiogenic shock.

Up to 50% of patients with cardiogenic shock do not survive to hospital discharge.

Grant Type:

Patient Welfare and Amenities £862.05 Bereavement Books for Children

The team focuses on improving the quality of life of patients facing life-threatening illness, through the prevention, assessment and treatment of pain and other physical, psychosocial and spiritual problems.

In addition to caring for patients, there is a great deal of support provided to families, helping them through a difficult time with emotional and practical assistance.

Bereavement books can be used to introduce death and grief to children; they can also be used to help bereaved children to feel less alone and make sense of their emotions.

“ The books are invaluable in helping us and family members to prepare children for deterioration. On many occasions families have tried to ‘hide’ things from children, believing this is the best way to protect them. Having the resources to share has not only helped them and us to have difficult conversations with children but has also reinforced to family the importance of gentle honesty and involving children at every stage of the illness.”

Rachel Bond,

Senior Sister, Palliative Care Unit, Sheffield Teaching Hospitals NHS FT.

Did you Know?

Palliative Care Unit

Sheffield’s Palliative Care Unit is an 18-bed in-patient facility located at the Northern General Hospital.

Families are offered counselling services, bereavement support groups, memorial services, and guidance on coping with grief, helping families navigate the emotional challenges after the loss of a loved one.

In 2024, the Unit had a patient satisfaction rate of 92%, with an average length of stay of 14 days and approximately 600 admissions.

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Work that we’ve funded across our NHS continued

Work that we’ve funded across our NHS continued

Supporting caring and cared for staff

Grant Type: Staff Welfare and Amenities £4,992.98

Jessop Wing Operating Theatres – Staff Garden

Mothers and their birth partners come into the operating theatres for surgery either to help them deliver their baby or after delivery. This can be a highly emotional and scary experience for the patients, especially if their or their baby’s life is at risk. The duty of clinical staff is to help mothers and their partners to feel calm and safe in their care.

The clinical environment is high-intensity and time-critical. Staff are regularly involved with difficult and sometimes upsetting clinical situations.

The team approached Sheffield Hospitals Charity for funding to create a relaxing outdoor garden space for the multidisciplinary operating theatre team.

They were keen to create a garden space which would allow staff to de-stress, better manage anxiety and generally improve mood and motivation during break periods to prevent staff burnout.

An unused and unloved outdoor space was transformed into a landscaped area with planters, artwork, calming outdoor lighting, a picnic bench and an all-weather parasol.

“ This garden offers much needed respite and has already made a noticeable difference to team morale. It’s not just a place to rest, it’s a powerful reminder to our staff that they are valued. It represents care, remembrance and hope.”

Louise Singh,

Lead Practitioner Obstetrics and Gynaecology Theatres, Sheffield Teaching Hospitals Charity NHS FT.

Did you Know?

Jessop Operating Theatre

Jessop Wing is a tertiary centre, meaning that it provides specialist services and care. As such, it provides care for the most complex births across our region.

Interestingly, the theatre at Jessop Wing has been identified in a recent national workforce study of operating theatre use as the only operating theatre area that works consistently throughout the day and night.

The relentless, busy nature of the specialty can have a physical and mental toll on staff.

Grant Type: Staff Training and Courses

£35,000

Anaesthetics Crisis Stimulation Training

Anaesthetists have limited hands-on experience to learn critical skills. Simulation training is a valuable learning tool to manage such situations, allowing clinicians to practise emergency protocols, improve decision-making skills, and receive feedback. However, simulation sessions are costly, require staff to be absent from clinical duties, and only train a limited number of participants.

Currently, there is no digital simulation tool that enables anaesthetists to participate in specialised anaesthetic scenarios like maternal airway crisis training.

Sheffield Hospitals Charity provided funding to develop an innovative avatar-based stimulation platform, designed to enhance maternal anaesthetic crisis management training. By providing flexible, accessible training that can be undertaken anytime, this digital platform will address limitations of traditional methods, for example, the need for study leave and time away from clinical duties. It aims to enable repeated practice, improved decision-making and adherence to national guidelines.

“ Thank you to Sheffield Hospitals Charity for supporting our innovative project to develop a novel game to train anaesthetists worldwide on how to manage emergency situations. Access to this form of training via a phone or computer provides easier and more repeatable training than formal simulation courses.”

Dr Fleur Roberts,

Consultant Anaesthetist, Sheffield Teaching Hospitals NHS FT.

Did you Know?

Anaesthetists

In the UK, anaesthetists face challenges in gaining hands-on experience due to the nature of their training and the complexity of the procedures they perform.

Despite advancements in technology, managing a mother’s airway during childbirth remains a critical issue.

Simulation Apps are increasingly being developed to support NHS staff to improve surgical skills, by providing realistic surgery simulations and hospital management experiences.

Some simulation Apps provide advanced training for laparoscopic and robotic surgeries, enhancing the skills of healthcare professionals in a virtual environment.

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Work that we’ve funded across our NHS continued

Work that we’ve funded across our NHS continued

Reducing health inequalities in Sheffield

Grant Type: Patients Welfare and Amenities £299,985 High Intensity Use Service

The High Intensity Use (HIU) service, developed by NHS England, offers a robust way of supporting people who present frequently at A&E, to uncover and address unmet needs.

There is a high correlation with high intensity A&E attendance and mental health challenges, homelessness, alcohol and substance misuse, and people who have recently spent time in prison.

The HIU service takes a 1:1 coaching approach, identifying those who use health – mental health and physical health – services more than expected. The presentation is de-medicalised, the behaviour de-criminalised, and the person is humanised.

Sheffield Hospitals Charity has provided funding to create a HIU service in Sheffield to work with patients who present to A&E more than five times in a 12-month period. The service will be provided by the British Red Cross and is expected to replicate the success of HIU work elsewhere, which includes significant reductions in A&E attendances, non-elective admissions and 999 calls.

“ The HIU service is a community-based service for people frequently accessing emergency care. Our holistic, personcentred approach identifies and addresses the wider determinants of health, supports people to build resilience and reduces reliance on emergency care services.”

Rachel Carter,

Did you Know?

High Intensity Use

People who attend A&E more than five times each year represent 0.7% of the population but account for 16% of A&E attendances, 29% of ambulance journeys and 27% of non-elective admissions. The most common age groups are 20–29 and over 70.

An independent review was undertaken by NHSI of the HIU services across England in 2019. Results demonstrated these reductions:

• A&E attendances: up to 84%

• Non-elective admissions: up to 84%

• 999 calls: up to 78%

Grant Type: Patient Welfare and Amenities £30,000 Somali Community Peer Worker

MAAN Somali Mental Health Sheffield provides culturally sensitive services to members of the Somali community and refugee communities experiencing mental health problems. They do this through one-to-one support, carer groups and community development work, as well as working closely with health and social care organisations.

Sheffield Hospitals Charity has funded two peer support workers to work with Somali individuals, families and carers so that they can more readily access community mental health services and help to avoid unnecessary inpatient admissions.

“ Being able to employ two peer support workers working with the younger Somali population has had a significant impact not only on the care we provide but also around education and development. Even after just a few months we are starting to understand barriers to care and how we can improve mental health support working collaboratively with our partners in the voluntary sector.”

Zoe Dodd,

Peer Support Lead, Sheffield Health and Social Care NHS FT.

Did you Know?

Peer Support Worker

The Somali community in England faces significant mental health challenges, with high rates of conditions such as PTSD, depression, and anxiety, often linked to experiences of conflict and displacement.

Common barriers to accessing support early include stigma around mental health, lack of culturally sensitive services, and socioeconomic factors such as housing and employment.

The Somali community is disproportionately represented in mental health in-patient spaces in Sheffield, often being 20% of the population of the Sheffield Psychiatric Intensive Care ward.

Programme Delivery Manager for North England and Isle of Man, British Red Cross.

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Work that we’ve funded across our NHS continued

Work that we’ve funded across our NHS continued

Maximising technology, research and innovation

Grant Type: Patients Welfare and Amenities £43,402 Digital Wound Management

Sheffield has one of the highest burdens of chronic wounds.

Sheffield Hospitals Charity provided funding to purchase and trial the Healthy.io Wound Management Application, which enables Smartphone cameras to operate as a medical device, effectively scanning the wound via a short video, measuring and building a 3D model of the wound.

This technology enables clinicians to monitor wounds over time, improving healing rates and mitigating risks associated with poor patient outcomes and significant additional costs. The system supports management, improves healing rates, and enables rapid identification of wounds that have deteriorated.

“ The use of the Healthy.io app has been proven to improve patient engagement due to the visibility of the healing process provided by the Application. It is anticipated that patient outcomes will be improved due to the capabilities of the system to monitor wounds over time and flag deterioration which will enable early intervention and reduce the number of complex wound cases on community caseloads. This is expected to reduce the risk of admissions, infections, severe ulcerations and amputations.”

Jessica Hardy,

Service Manager, Integrated Community Care Directorate, Sheffield Teaching Hospitals NHS FT.

Did you Know?

Wounds

Around 3.8 million patients – the equivalent to 7% of the adult population in England – receive a wound each year.

Chronic wounds require extensive NHS time and money to manage, can result in a poor quality of life for the patient, risk infection and have a potential to result in amputation when on the limb.

The total annual cost of wound management to the NHS remains substantial, with estimates around £8.3 billion. 81% of this cost is incurred in the community.

Wound care accounts for around 54.5 million community nursing visits annually, with lower limb wounds representing 71% of the total annual cost for wound care.

Grant Type: Research £30,000 Artificial Intelligence Hub

AI in healthcare can enhance diagnostics, personalise treatment plans, and improve patient outcomes by analysing vast amounts of data quickly. It can automate routine tasks, allowing healthcare professionals to focus more on patient care, leading to more efficient, proactive, and preventive healthcare management.

However, because of its rapid emergence on the commercial market, there is very little accepted “wisdom” within the NHS around how to safely integrate these technologies into clinical settings.

To address this challenge Sheffield Teaching Hospitals NHS FT wanted to establish an AI Hub to support teams with the planning, testing and implementation of AI-based products.

To do this, the Trust needed to fully understand how to resource it. Sheffield Hospitals Charity therefore provided funding for the Trust to undertake a detailed evaluation of what would be required. As part of the evaluation, two nascent AI projects will be selected and supported through to implementation.

“ AI has the potential to revolutionise the way in which we deliver healthcare, but it is unlike any technology we have ever seen and leaves huge challenges in how to ensure it is used safely and effectively for all of our patients. Funding from Sheffield Hospitals Charity Trust is allowing us to research and create a new unit, the AI Hub, which will allow all projects with AI related components to access expertise and support that will allow them to implement and manage these technologies safely.”

Professor Steven Wood, Head of Scientific Computing, Sheffield Teaching Hospitals NHS FT

Did you Know?

Artificial Intelligence (AI) AI is making significant strides in healthcare, particularly in diagnostics and imaging, patient care and monitoring. It is also introducing greater administrative efficiencies.

Although AI is still in its infancy, there are several key policies and guidance to support its introduction into the healthcare setting.

The NHS Transformation Directive has published guidance on the information governance implications; NHS England has detailed guidelines to help staff understand, develop, and adopt AI technologies; Innovate Health Consulting have developed a specific AI Policy for the NHS for the safe, lawful and ethical implementation and monitoring of AI.

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Structure, governance and management

Structure, governance and management continued

Structure, governance and management

Linked charities

At the Balance Sheet date, there were 13 charities registered with the Charity Commission under the umbrella registration of Sheffield Hospitals Charity. During the year we considered the option of closing some of the linked charities as they are not externally operational. However, we occasionally receive legacies for the specific linked charities and therefore are retaining them to ensure that legacies made are directed into the areas as the donor intended.

The Sheffield Children’s National Health Service Trusts Charity (1169762–4) is an exception and we are in conversation with Sheffield Children’s Hospitals Charity as to whether we collaboratively work with the Charity Commission to transfer the linked charity to them, or if we simply close it; it holds no funds.

Sheffield Hospitals Charitable Trust: Registered Charity No. 1169762–1

Sheffield Teaching Hospitals Charity: Registered Charity No. 1169762–2

Sheffield Health & Social Care NHS Foundation Trust Charity: Registered Charity No. 1169762–3

Sheffield Children’s National Health Service Trust Charity: Registered Charity No. 1169762–4

Weston Park Hospital Staff Development Fund: Registered Charity No. 1169762–5

Head Injuries Unit Charity: Registered Charity No. 1169762–6

Cancer Research Charity: Registered Charity No. 1169762–7

Royal Hallamshire Hospital Arthritis Fund: Registered Charity No. 1169762–8

Jessop Wing Care and Research Fund: Registered Charity No. 1169762–9

Delegated authority

The charity has established a clear Scheme of Delegation which sets down the authority delegated by the Trustees to the CEO. The Trustees are ultimately accountable for the purpose, strategy and compliance of the charity, but delegate the day-to-day management of the charity and operational decisions to the CEO. Notably, funding and expenditure decisions have thresholds.

Reporting and accountability are achieved through the two sub-committees of the Board – Finance and Performance Committee and Grants Investment Committee – and Board meetings themselves, which are attended by the CEO and broader executive team.

Trustees

Adrian Stone (Chair); also Director of SHCT Trading Limited

Dr Rob Ghosh (Deputy Chair) – resigned 24/04/2025

Steven Matthews (Chair of Finance and Performance Committee); also Director of SHCT Trading Limited

Helen Brown – resigned 26/10/2024

Professor Chris Morley

Dr Iolanthe Fowler

Mohammed Mahroof

Amy Tingle

Catherine Sinclair – appointed 05/12/2024 Dr Sarah Molton – appointed 05/12/2024 James Drury – appointed 05/12/2024 Tom Elliot – appointed 05/12/2024

Thomas Blow Patients’ Amenities Fund: Registered Charity No. 1169762–10

J Sinclair White Trust: Registered Charity No. 1169762–11

Royal Hallamshire Hospital Rheumatology Fund: Registered Charity No. 1169762–12

Sheffield Kidney Research Foundation: Registered Charity No. 1169762–13

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Structure, governance and management continued

Structure, governance and management continued

Recruitment, appointment and induction of Trustees

In the year, we gave our thanks to two longstanding Trustees who resigned due to other life commitments. We conducted an open and transparent Trustee recruitment process, with a role description and person specification widely circulated. The Chair, a Trustee and the CEO interviewed eight candidates, and appointed four, who started when joining their first Board meeting in December 2024.

Trustee induction comprised the provision of a Trustee Induction Pack from the charity containing key information about our strategy, plans, budgets, organisational structure, governance structure, the role of Trustees, and guidance from the Charity Commission.

Additionally, meetings were held with all members of the SLT collectively and / or individually to support each Trustee to get a better understanding of the charity and ensure that they are able to fully contribute to its development, and delivery of our strategy.

As per our induction for new employees, new Trustees have the opportunity to visit various sites across our beneficiary NHS FTs, to see the real-life impact of our work.

Ambassadors

We remain hugely grateful to our Ambassadors who work to help raise the profile of our work and ensure we have the greatest impact across Sheffield’s NHS.

We welcomed two new Ambassadors this year: Professor Bola Owolabi, Director of the National Healthcare Inequalities Improvement Progamme at NHS England, and Richard Stubbs, CEO of Health Innovation Yorkshire and Humber. Bola and Richard are supporting our work around tackling health inequalities in Sheffield and maximising technology, research and innovation respectively.

Musician Tony Christie supported our Christmas campaign centred on dementia, with his Avenues and Alleyways track gifted for our video and Tony delivering a heartwarming surprise performance at our Cathedral and Christmas event.

Sheffield artist Joe Scarborough continued his support for our work gifting proceeds from his paintings and his 2025 calendar to support our work.

Strategic Leadership Team

During the year, the Strategic Leadership Team comprised:

• Beth Crackles, CEO; also Director of SHCT Trading Limited

• Shasta Ashraf, Director of Grants

• Sam Earnshaw, Director of Brand and Communications

• Judith Moulsdale, Director of Finance

• Max Newton, Director of Fundraising (resigned 14/03/2025)

Pay for senior staff

The Trustees assess and set remuneration for the CEO and the broader staff team. Salaries were benchmarked internally in August 2023 and the recently approved Salary and Pay Progression Policy states that the charity will review salaries every two years. The charity has therefore commissioned an HR firm to conduct a benchmarking exercise of its salary bands, which will be reviewed by Trustees in FY2025/26.

Salaries and employee benefits are considered in the context of the local market in Sheffield, the charity sector nationally, and very specifically, the NHS charity sector, and are based on the following principles:

• Ability to attract and retain staff with the relevant skills, knowledge and experience to drive the charity forward

• Ability to retain such staff

• Affordability within the Charity’s financial resources.

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Reserves Policy

At 31 March 2025, our free reserves stood at £1.67m.

The charity’s Reserves Policy takes a three-year view – aligning with our strategy 2024–27 – on reducing its free reserves to the desired level of £1m. We are delivering this by investing in high impact projects across Sheffield’s NHS and, in parallel, supporting the growth and long-term sustainability of the charity.

While not a scenario we anticipate, we have calculated the cost of closing the charity to be in the region of £1m (£983k). This would cover redundancy costs; skeleton staff to administer grants; paying the property lease; staff cost commitments through our grant-making across STH and SHSC. It assumes that the Board of Trustees would fulfil the governance requirements of the charity in such an event.

Investments

The overall investment objective is to protect income from inflationary increases whilst maintaining capital growth in line with the movement in the agreed benchmarks in respect of the equity content of the portfolio.

Both income and capital – other than the permanent endowment – may be used at any time for the furtherance of the charity’s aims. However, the cash delivered given by the income of the portfolio is important to the Trustees, and as such, an income benchmark of c. £500k is targeted. This target is reviewed annually or when significant withdrawals or additions are made to the portfolio.

The charity’s approach to risk is moderate. The charity’s investment objectives are achieved by investing prudently in a broad range of fixed interest securities and equities which are quoted on a Recognised Investment Exchange and unit trusts which are authorised under the Financial Services and Markets Acts 2000.

Direct investments in negotiable instruments known as ‘derivatives’ are not permitted in any circumstances. Through negative screening, the charity does not invest directly in the tobacco industry and pornography.

Risk statement

The Risk Register (a) identifies and ranks risks by multiplying the level of likelihood by the potential impact if the risk were to be realised, and (b) details the processes and controls in place to mitigate them. During the financial year, there were no risks that would prevent the charity from delivering its charitable objects.

The Trustees and SLT proactively manage and review the risks to the charity on a regular basis:

• The Risk Register is reviewed and updated monthly (where necessary) by the SLT;

• The Risk Register is reviewed at each Finance and Performance sub-committee meeting (five per year) and reports to Board at each meeting as part of a sub-committee update;

• The full Board of Trustees review the principal risks within Risk Register and the broader uncertainties that the charity faces six-monthly at Board meetings.

Trading subsidiary

Sheffield Hospitals Charity is the sole shareholder of a trading company, SHCT Trading Ltd (company number 6219138). Two Trustees act as Directors of the company, as noted above. Its accounts and annual returns are filed with Companies House. In March 2025 we closed the Charity Hub at the Northern General Hospital, but have retained the company and the stock, which we intend to sell at fundraising events.

Complaints

If someone is unhappy with our work or something that we have done or failed to do, we want to know about it. Complaints, compliments and comments enable us to learn and improve.

The charity is registered with the Fundraising Regulator; no complaints were received during the year. The charity is also registered with the Gambling Commission; no complaints were received during the year. The process for complaints about our Lottery, which is managed by an External Lottery Manager (ELM) The Fundraising Foundry – can be found on our website.

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The process can be summarised as:

• A response to the initial complaint or query will be provided within two working days of receipt of the complaint or query. We will respond in full to your complaint within eight weeks of receiving it.

• If the complaint is not satisfactorily resolved, the matter will be escalated in accordance with the agreed protocol arranged on behalf of members by the Lotteries Council the complaint will be referred to The Independent Betting Adjudication Service (IBAS), which acts as an impartial adjudicator on disputes that arise between gambling operators and their customers.

• The individual who raised the complaint will be provided with IBAS referral details. The outcome of the IBAS intervention will be reported to the Gambling Commission.

Trustees’ responsibilities statements

The Trustees (who are also directors of Sheffield Hospitals Charity 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, under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the parent charitable company and group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group 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 2019 (FRS102).

• State whether applicable 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 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 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.

By order of the Trustees

Signed:

Adrian Stone Chair 16th September 2024 5

• Make judgements and estimates that are reasonable and prudent.

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Independent auditors report

Opinion

We have audited the financial statements of Sheffield Hospitals Charity (the ‘parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2025, which comprise the consolidated statement of financial activities, the consolidated balance sheet, the company balance sheet, the consolidated statement of cash flows and 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 Financial Reporting Standard 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 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; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the 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 the group and parent charitable company’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’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the 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 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 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.

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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’ report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the trustees’ 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 its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies 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 returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees 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 directors’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, 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 group and 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 parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

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 is detailed below:

• the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

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• we identified the laws and regulations applicable to the charitable company through discussions with trustees and other management, and from our commercial knowledge and experiences of the sector;

• we focussed on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the charitable company, including the Charities Act 2011, Companies Act 2006, taxation legislation and data protection, employment law and health and safety legislation;

• we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting legal correspondence throughout; and

• identified laws and regulations were communicated within the audit team regularly and the team remained alert to instances of non-compliance throughout the audit.

We assessed the susceptibility of the group and parent charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by;

• making enquiries of management and trustees as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

• considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

To address the risks of fraud through management bias and override controls, we:

• performed analytical procedures to identify any unusual or unexpected relationships;

• tested journal entries to identify unusual transactions;

• assessed whether judgements and assumptions made in determining the accounting estimates were indicative of potential bias; and

• investigated the rationale behind significant or unusual transactions.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

• agreeing financial statement disclosures to underlying supporting documentation;

• reading the minutes of meetings of those charged with governance; and

• enquiring of management as to actual and potential litigation and claims.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of noncompliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

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

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. 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. BAP LLP Signature?

Adrian Staniforth (Senior Statutory Auditor)

for and on behalf of

BHP LLP

Statutory Auditor Albert Works Sidney Street Sheffield S1 4RG

Date: 18 September 2025

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Consolidated Statement of financial activities

Balance sheets as at 31 March 2025

Consolidated Statement of financial activities

Balance sheets as at 31 March 2025

Including Income & Expenditure Account – for the year ended 31 March 2025

		Unrestricted	Restricted	Endowment 2025 Total 2024 Total
		Funds	Funds	Funds Funds Funds
	Note	£000	£000	£000 £000 £000
Income and endowments from: Donations and legacies Charitable activities	3.1 3.2	501 167	535 100	– 1,036 1,227 – 267 74
Other trading activities Investments	3.3 3.4	882 429	78 246	– 960 815 – 675 668
Other income Total Income	3.5	1 1,980	– 959	– 1 2 – 2,939 2,786
Expenditure on:
Raising funds Charitable activities	4.1 4.2	1,471 2,613	158 1,074	– 1,629 1,051 – 3,687 2,454
Grant (write-backs)* Total Expenditure		92 4,176	(64) 1,168	28 (849) – 5,344 2,656
Netgains/(losses) on investments	7	33	14	(3) 44 363
Net income/(expenditure)		(2,163)	(195)	(3) (2,361) 493
Transfers between funds	11.4	(496)	496	– – –
Net movement in funds	11	(2,659)	301	(3) (2,361) 493
Reconciliation of funds
Total funds brought forward	11	6,710	6,611	1,455 14,776 14,283
Total funds carried forward	11	4,051	6,912	1,452 12,415 14,776

All income and expenditure derive from continuing activities.

The statement of financial activities includes all gains and losses recognised during the year.

*Grant expenditure has taken place after grant write backs (closed grants).

The notes on pages 48-73 form part of these accounts.

			Group Group Charity	Charity
			2025 2024 2025	2024
		Note	£000 £000 £000	£000
	Fixed Assets
	Tangible assets	5	17 161 17	161
	Intangible assets	6	53 20 53	20
	Investments	7	15,691 16,492 15,691	16,492
			15,761 16,673 15,761	16,673
	Current Assets
	Stock	8	6 4 –	–
	Debtors	9	400 368 424	391
	Cash at bank and in hand		162 532 145	529
			568 904 569	920
	Creditors: Amounts fallingdue within oneyear	10.1	2,486 1,783 2,501	1,783
	Net Current (Liabilities)		(1,918) (879) (1,932)	(863)
	Total Assets less Current Liabilities		13,843 15,794 13,829	15,810
	Creditors: Amounts falling due after more than
	oneyear	10.2	1,428 1,018 1,428	1,018
	Total Net Assets		12,415 14,776 12,401	14,792
	Funds
	Endowment funds (incl. revaluation reserve £227k
	(2024: £225k))	11.1	1,452 1,455 1,452	1,455
	Restricted income funds (incl. revaluation reserve £949k
	(2024: £881k)	11.2	6,912 6,611 6,912	6,611
	Unrestricted funds (incl. revaluation reserve £1,773k(2024: £1,728k)	11.3	8,364 8,066 8,364 4,051 6,710 4,037	8,066 6,726
	Total Funds		12,415 14,776 12,401	14,792

The notes on pages 48-73 form part of these accounts.

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47

Consolidated Statement of cash flows

Balance sheets as at 31 March 2025 continued

Consolidated Statement of cash flows

For the year ended 31 March 2025

The charity has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own statement of financial activities in these financial statements. The deficit of the Trust is £2.36m (2024: surplus of £493K).

The financial statements were approved and authorised for issue by the trustees on 16 September 2025 and signed on their behalf by:

Adrian Stone

Chair

Company registration number: 10422654

Net expenditure/income for the year (as per the statement of financial activities)		2025 £000 (2,361)	2024 £000 493
Adjustments for: Depreciation		1	20
Amortisation		5	–
Loss on disposal of fixed assets		161	–
(Gains) on investments Dividends, interest and rents from investments (increase) in stock		(44) (675) (2)	(364) (668) –
(Increase)/decrease in debtors		(32)	10
Increase/(decrease) in creditors		1,113	(699)
Net cash flow from operatingactivities		(1,834)	(1,208)
Cash flow from investing activities: Dividends, interest and rents from investments		675	668
Proceeds from sale of investments Purchase of intangible fixed asset Purchase of tangible fixed asset		3,288 (38) (18)	1,890 (20) –
Purchase of investments		(2,443)	(3,036)
Net cash flow from investingactivities		1,464	(498)
Change in cash and cash equivalents in the year		(370)	(1,706)
Cash and cash equivalents at the beginningof theyear		532	2,238
Cash and cash equivalents at the end of theyear		162	532
Analysis of cash and cash equivalents
Cash in hand		162	532
Cash and cash equivalents at 31 March 2025		162	532
Analysis of changes in net debt
	At 1 April	Cash	At 31 March
	2024	Flows	2025
	£000	£000	£000
Cash at bank and in hand	532	(370)	162
Analysis of cash and cash equivalents
		Cash	At 31 March
		Flows	2025
		£000	£000
Cash in hand		162	532

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49

Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

Notes to the accounts

1. Accounting policies

1.1 General information and basis of preparation

Sheffield Hospitals Charity is a charity and company limited by guarantee registered in England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

The Charity constitutes a public benefit entity as defined by FRS102. 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 issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are prepared in sterling which is the functional currency of the charity and rounded to the nearest £000.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

1.2 Group accounting policy

The financial statements consolidate the accounts of Sheffield Hospitals Charity and all of its subsidiary undertakings (‘subsidiaries’). The results of the subsidiaries are consolidated on a line by line basis.

The company has taken advantage from the exemption contained within section 408 of the Companies Act 2006 not to present its own statement of financial activities in these financial statements.

The income and expenditure account for the year dealt with within the accounts of the company was £2,361k net expenditure (2024: £493K net income).

1.3 Income recognition

• a) All incoming resources are included in full in the Statement of Financial Activities as soon as the following three factors can be met:

• i) entitlement – when control over the rights or other access to this economic benefit has passed to the charity;

• ii) probable – it is more likely than not that the economic benefits associated with the

• transaction or gift will flow to the charity;

• iii) measurement – the monetary value or amount of income can be measured reliably, and the costs incurred for the transactions and to complete the transactions can be measured reliably.

b) Gifts in kind

Donated goods are included in income at the estimated value of the gift to the charity when received, based on the amount that the charity would have been prepared to pay had it been required to purchase them, with a corresponding entry in the appropriate expenditure heading for the same amount.

c) Legacies

Receipt of a legacy is recognised when it is probable that it will be received. Receipt is normally probable when there has been grant of probate; the executors have established that there are sufficient assets in the estate, after settling any liabilities, to pay the legacy; and any conditions attached to the legacy are either within the control of the charity or have been met.

d) Incoming resources from endowment funds

Under the terms of the endowments, incoming resources other than investment gains or losses are restricted and are allocated to the appropriate restricted fund.

e) Income from trading activities

Includes income earned from fundraising events and trading activities to raise funds for the charity. Income is exchanged for supplying goods and services in order to raise funds and is recognised when entitlement has occurred.

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

1.4 Expenditure recognition

The funds held on trust accounts are prepared in accordance with the accruals concept. All expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party.

a) Cost of raising funds

The costs of raising funds are the costs associated with generating income for the funds held on trust. This will include the costs associated with fund raising, trading activity, portfolio management and property management.

b) Grants payable

Grants payable are payments made to third parties (including NHS bodies) in the furtherance of the funds held on trust’s charitable objectives to relieve those who are sick. They are accounted for on an accruals basis where the conditions for their payment have been met or where a third party has a reasonable expectation that they will receive the grant. This includes grants paid to NHS bodies.

c) Governance costs

These are accounted for on an accruals basis and represent the costs incurred in the organisational administration and compliance with constitutional and statutory requirements.

d) Allocation of overhead and support costs

Overhead and support costs have been allocated between costs of raising funds and expenditure on charitable activities. Costs which are not wholly attributable to an expenditure category have been apportioned. The analysis of support costs and the basis of apportionment applied are shown in note 4.3. Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

The major restricted funds held are disclosed in note 11.2 and major designated funds are disclosed in note 11.3.

1.6 Fixed assets

a) Capitalisation

All assets falling into the following categories are capitalised:

• i) tangible assets which are capable of being used for more than one year and have a cost equal to or greater than £5k;

• ii) groups of tangible fixed assets which are interdependent or would normally be provided or replaced as a group with a total value in excess of £5k and an individual value of £250 or more.

• b) Valuation

Tangible fixed assets are stated at cost less depreciation.

c) Depreciation

Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

		Years
	Offce and IT equipment	5
	Leasehold improvements	15
	Fixtures and Fittings	5
	Land improvements	10

d) Amortisation

1.5 Structure of funds

Amortisation is provided at rates calculated to write off the cost of intangible fixed assets over their useful lives on the following basis: systems software – 5 years.

Where there is a legal restriction on the purpose to which a fund may be put, the fund is classified in the accounts as a restricted fund. Funds where the capital is held to generate income for charitable purposes and cannot itself be spent are accounted for as endowment funds. Other funds are classified as unrestricted funds. Funds which are not legally restricted but which the Trustees have chosen to earmark for set purposes are designated funds.

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

1.7 Fixed asset investments

Fixed asset investments are shown at fair value at the Balance Sheet date.

Property assets are not depreciated but are shown at market valuation. Full valuations, including site visits, are carried out by a professional valuer at five yearly intervals. The last such valuation was carried out during March 2020. Between valuations, the trustees make a best estimate of fair value based on available market data.

Quoted stocks and shares are included in the Balance Sheet at mid-market price, ex-div.

1.8 Realised and unrealised gains and losses

All gains and losses are taken to the Statement of Financial Activities as they arise and allocated to the relevant fund. Realised gains and losses on investments are calculated as the difference between sales proceeds and opening market value (or date of purchase if later). Unrealised gains and losses are calculated as the difference between market value at the year end and opening market value (or date of purchase if later).

1.9 Apportionment

Items of income and expenditure are apportioned on a quarterly basis to qualifying funds, as follows:

• a) Dividends, investment gains / (losses) and investment management expenses are allocated to funds in direct proportion to that fund’s share of the total investment portfolio at the quarter end.

• b) B ank interest is allocated to funds in direct proportion to that fund’s share of the total bank balance at the quarter end.

• c) Management costs are allocated to funds in direct proportion to the average balance of the fund in the quarter as a proportion of the total average balances.

The apportionment process is managed through individual control funds for each linked charity which sit alongside the underlying funds.

1.10 Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

1.11 Tax

The Charity is an exempt charity within the meaning of Schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

1.12 Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the Charity to be able to continue as a going concern.

1.13 Provisions

Provisions are recognised when the Charity has an obligation at the Balance Sheet date as a result of a past event, it is probable that an outflow of economic benefits will be required in settlement and the amount can be reliably measured.

1.14 Cash at bank and in hand

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

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

1.15 Stock

Stocks are stated at the cost price. Provision is made for damaged, obsolete and slow-moving stock where appropriate.

1.16 Employee Benefits (Incl. Pensions)

The charity operates two pension schemes, a defined benefit scheme for employees TUPED from the Sheffield Teaching Hospitals NHS Trust on 1 April 2017 and a defined contribution scheme for employees employed post 1 April 2017.

The defined benefit NHS Pension Scheme is an unfunded scheme therefore contributions to both schemes are expensed as they become payable.

1.17 Leases

Rentals payable and receivable under operating leases are charged to the SOFA on a straight line basis over the period of the lease.

1.18 Judgements and key sources of estimation uncertainty

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.

Critical accounting estimates and assumptions: The charity makes estimates and assumptions concerning the future. The resulting accounting estimates and assumptions will, by definition, seldom equal the related actual results.

2. Detailed statement of financial activities

For the year ended 31 March 2024

	For the year ended 31 March 2024
			Unrestricted	Restricted	Endowment	2024 Total
			Funds	Funds	Funds	Funds
	Income and endowments from:	Note	£000	£000	£000	£000
	Donations and legacies Charitable activities Other trading activities	3.1 3.2 3.3	390 37 778	837 37 37	– – –	1,227 74 815
	Investments	3.4 3.5	323 1	345 1	–	668 2
	Total Income		1,529	1,257	–	2,786
	Expenditure on:
	Raising funds	4.1	695	356	–	1,051
	Charitable activities Grant write-backs	4.2	1,460 (673)	994 (176)	–	2,454 (849)
	Total Expenditure		1,482	1,174	–	2,656
	Netgain on investments	6	234	122	7	363
	Net income		281	205	7	493
	Transfers between funds Net movement in funds		26 307	(26) 179	– 7	– 493
	Reconciliation of funds Total funds brought forward		6,403	6,432	1,448	14,283
	Total funds carried forward	10	6,710	6,611	1,455	14,776

All income and expenditure derive from continuing activities.

The statement of financial activities includes all gains and losses recognised during the year.

Support costs allocation: Allocation of support costs is estimated based on resources used as detailed in note 4.3. Apportionment of costs is detailed in note 1.9 above.

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

3. Details of income

3.1 Income from donations and legacies

Donations Legacies Gifts in kind Total	Unrestricted Funds £000 275 226 – 501	Restricted Funds £000 175 360 – 535	Endowment Funds £000 2025 Total £000 – 450 – 586 – – – 1,036	2024 Total £000 485 558 184 1,227

3.2 Charitable activities

Grants Total	received	Unrestricted Funds £000 167 167	Restricted Funds £000 100 100	Endowment Funds £000 – –	2025 Total £000 267 267	2024 Total £000 74 74

3.3 Other trading activities

3.3 Other trading activities
	Unrestricted Funds	Restricted Funds	Endowment Funds 2025 Total	2024 Total
	£000	£000	£000 £000	£000
Income from the provision of education and
training	56	4	– 60	56
Fundraising events	58	74	– 132	72
SHCT Trading Ltd	33	–	– 33	50
SHC Lottery	735	–	– 735	630
Other Total	– 882	– 78	– – – 960	7 815

3.4 Investments

Analysis of gross income from investments

	3.4 Investments Analysis of gross income from investments
		Unrestricted	Restricted	Endowment	2025	2024
		Funds	Funds	Funds	Total	Total
		£000	£000	£000	£000	£000
	Rental income	–	115	–	115	115
	Listed investments	425	131	–	556	541
	Interest on short term deposits	4	–	–	4	12
	Total	429	246	–	675	668
	3.5 Other income
	Analysis of gross income from investments
		Unrestricted	Restricted	Endowment	2025	2024
		Funds	Funds	Funds	Total	Total
		£000	£000	£000	£000	£000
	Other income	1	–	–	1	2
	Total	1	–	–	1	2

4. Details of expenditure

4.1 Raising funds

4. Details of expenditure 4.1 Raising funds
	Unrestricted	Restricted	Endowment	2025	2024
	Funds	Funds	Funds	Total	Total
	£000	£000	£000	£000	£000
Staff costs	427	65	–	492	455
Fundraising costs	160	39	–	199	106
Investment Manager’s fees	38	6	–	44	49
SHC Lottery costs	414	–	–	414	240
Retail costs	19	–	–	19	27
Support costs (see note 4.3)	413	48	–	461	174
Total	1,471	158	–	1,629	1,051

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

4.2 Charitable activities

Grants made to institutions

4.2 Charitable activities Grants made to institutions
2025	2024
£000	£000
Name of recipient: Sheffeld Teaching Hospitals NHS Foundation Trust 2,880 Sheffeld Health and Social Care NHS Foundation Trust 41	1,876 63
British Red Cross 300	–
Total 3,221	1,939

Grants payable 2025

Grants payable 2025
Patients welfare and amenities Staff welfare and amenities Staff training Research Capital equipment Building work Training course running costs Support costs (see note 4.3)	Unrestricted Funds £000 1,511 264 114 7 94 209 59 355	Restricted Funds £000 205 24 94 197 359 155 – 40	Endowment Funds £000 2025 Total £000 – 1,716 – 288 – 208 – 204 – 453 – 364 – 59 – 395	2024 Total £000 814 221 109 429 385 298 45 153
Total	2,613	1,074	– 3,687	2,454

Grants made to individuals
Studyleavegrants	Number 148	2025 £000 71	2024 £000 109
Total		71	109

4.3 Allocation of support costs and overheads

Support costs are directly allocated to charitable activities and raising funds where they are wholly attributable to those headings. The balance is then allocated between activities using the following basis:

• Time: based on the best estimate of the time spent on each function by directorate members.

a) Analysis of expenditure

	a) Analysis of expenditure
		Charitable	Raising	2025	2024
		Activities	Funds	Total	Total	Basis of
	Staff costs	£000 193	£000 193	£000 386	£000 154	Apportionment Time
	Hospital administration	–	–	–	4	Grant making
	Audit and accountancy Department site charges Insurance premiums Legal fees Computer maintenance and IT systems	20 – 4 – 34	– – 4 6 34	20 – 8 6 68	28 12 7 9 30	Grant making Department Grant making Department Department
	Staff training	–	11	11	2	Department
	Bank charges	1	2	3	2	Department
	Printing and stationery	1	5	6	6	Department
	Recruitment	–	–	–	12	Department
	Depreciation	1	–	1	20	Department
	Amortisation	3	2	5	–	Department
	Loss on disposal	81	80	161	–	Department
	Cash collection fees	–	14	14	12	Department
	Cleaning	1	2	3	8	Time
	Rent, rates, light & heat	37	37	74	–	Actual
	Professional services	–	24	24	–	Actual
	Miscellaneous	19	47	66	20	Actual
	Total	395	461	856	326

b) Support cost allocation summary

	Unrestricted	Restricted	Endowment	2025	2024
	Funds	Funds	Funds	Total	Total
	£000	£000	£000	£000	£000
Charitable activities	355	40	–	395	152
Raisingfunds	413	48	–	461	174
Total	768	88	–	856	326

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

5. Tangible assets

7. Investments

Group and company

Group and company

Group and company	Group and company
Fixture and fttings £000 Land Improvements £000 Leasehold Improvements £000 Offce and IT equipment £000 Total £000 Total tangible fxed assets Balance at 1 April 2024 – – 301 20 321 Additions 1 17 – – 18 Disposals – – (301) (20) (321) Balance at 31 March 2025 1 17 – – 18 Accumulated depreciation Balance at 1 April 2024 – – 140 20 160 Charge for the year – 1 – – 1 Eliminated on disposal – – (140) (20) (160) Balance at 31 March 2025 – 1 – – 1 Net book value at 31 March 2025 1 16 – – 17 Net book value at 31 March 2024 – – 161 – 161	Fixed asset investments 2025 Total £000 2024 Total £000
	Market value at 1 April 14,843 13,233 Disposals at carrying value (3,288) (1,890) Acquisitions at cost 2,436 3,137 Net (loss)/gain on revaluation 44 363
	Market Value at 31 March 14,035 14,843 Investment cash 56 48
	Total Investments 14,091 14,891
	Market value at 31 March
	Held in UK 2025 Total 2024 Total
	£000 £000 £000
	Investment properties 1,600 1,600 1,600 Investments listed on Stock Exchange 13,691 13,691 13,644 Cash held aspart of the investmentportfolio 400 400 1,248
	Total 15,691 15,691 16,492

	Market value at 31 March
		Held in UK	2025 Total	2024 Total
		£000	£000	£000
	Investment properties Investments listed on Stock Exchange Cash held aspart of the investmentportfolio	1,600 13,691 400	1,600 13,691 400	1,600 13,644 1,248
	Total	15,691	15,691	16,492

6. Intangible assets

Group and company

Group and company
	Systems
	software	Total
Total tangible fxed assets Balance at 1 April 2024	£000 20	£000 20
Additions	38	38
Balance at 31 March 2025	58	58
Accumulated depreciation
Balance at 1 April 2024	–	–
Charge for theyear	5	5
Balance at 31 March 2025	5	5
Net book value at 31 March 2025	53	53
Net book value at 31 March 2024	20	20

8. Stock

8. Stock
	Group Group	Charity	Charity
	2025 2024	2025	2024
	£000 £000	£000	£000
Stock ofgoods for resale	6 4	–	–
	6 4	–	–

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

9. Debtors

9. Debtors
	Group 2025	Group 2024	Charity 2025	Charity 2024
Amounts fallingdue within oneyear:	£000	£000	£000	£000
Prepayments Accrued income	133 245	31 310	133 245	31 310
Other debtors	22 400	27 368	46 424	50 391

10. Creditors

10.1 Amounts falling due within one year

10. Creditors 10.1 Amounts falling due within one year
	Group	Group	Charity	Charity
	2025	2024	2025	2024
	£000	£000	£000	£000
Accruals Other tax and social security Other creditors Deferred income	2,403 26 43 14	1,701 21 46 15	2,418 26 43 14	1,701 21 46 15
	2,486	1,783	2,501	1,783

10.2 Amounts falling due after more than one year

10.2 Amounts falling due after more than one year
	Group	Group	Charity	Charity
	2025	2024	2025	2024
	£000	£000	£000	£000
Accruals	1,428	1,018	1,428	1,018
Total creditors fallingdue after more than oneyear	1,428	1,018	1,428	1,018
Total creditors	3,920	2,801	3,920	2,801

11. Funds of the Charity

Group and company

11.1 Endowment funds

	Name of fund	Description of the nature andpurpose of each fund	Description of the nature andpurpose of each fund	Description of the nature andpurpose of each fund
	J Sinclair White	Promoting the effcient performance of their duties by the nursing staff employed at the Institutions. To assist fnancially or otherwise nursing staff in necessitous
		circumstances whether currentlyorpreviously			employed bythe Institutions.
	Thomas Blow	For the provision of comforts, services and facilities not readily available from the
		other sources forpatients at the Royal Hallamshire Hospital.
	Year ending 31	March 2025 Balance					Balance
		1 April				Gains	31 March
		2024	Income	Expenditure	Transfers	and losses	2025
		£000	£000	£000	£000	£000	£000
	J Sinclair White	819	–	–	–	(1)	818
	Thomas Blow	636	–	–	–	(2)	634
	2025 Total	1,455	–	–	–	(3)	1,452
	Year ending 31	March 2024
		Balance 1 April				Gains	Balance 31 March
		2023	Income	Expenditure	Transfers	and losses	2024
		£000	£000	£000	£000	£000	£000
	J Sinclair White	808	–	–	–	11	819
	Thomas Blow	640	–	–	–	(4)	636
	2025 Total	1,448	–	–	–	7	1,455

Accruals falling due within one year are £1.37m (2024: £645k) for unrestricted funds, and £1.03m (2024: £1,06m) for restricted funds.

Accruals falling due after more than one year are £399k (2024: £133k) for unrestricted funds, and £1.03m (2024: £885k) for restricted funds. This relates to charitable grants to be drawn down in future years.

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Notes to the consolidated financial statements continued

11.2 Restricted funds

11.2 Restricted funds
Name of fund	Description of the nature andpurpose of each fund
Sheffeld TeachingHospitals Cancer Research J Sinclair White	Anycharitablepurpose relatingto the Sheffeld TeachingHospitals. Investigation of the causes of cancer, advancement of scientifc education and research in cancer, relief for persons suffering from cancer,primarily, but not exclusively, at Weston Park Hospital. Promoting the effcient performance of their duties by the nursing staff employed at the Institutions. To assist fnancially or otherwise nursing staff in necessitous circumstances, whether currently or previouslyemployed bythe Institutions.
Jessop Wing Care and Research Fund (formerlyEllen Webster) Sheffeld Kidney Research Association Thomas Blow Head Injuries Unit	Research and patients' comforts at the Jessop Wing and Sheffeld Children's. To promote the relief of suffering and to further medical science by carryingout research on the kidney. For the provision of comforts, services and facilities not readily available from other sources for patients at the Royal Hallamshire Hospital. Anycharitablepurpose relatingto the Head Injuries Unit.
Sheffeld Hospitals Charitable Trust George Blomfeld	Any charitable purpose relating to hospital services. Relief of sickness at the Weston Park Hospital.
Royal Hallamshire Hospital	Any charitable purpose relating to the Rheumatology department at
Rheumatology Fund (formerly	the Royal Hallamshire Hospital.
Jean Margaret Woodhead)
Sheffeld Health and	Any charitable purpose relating to the Sheffeld Health and Social
Social Care Trust	Care Trust.
Royal Hallamshire Hospital	The diagnosis, assessment and treatment of serious mental disorders
Arthritis Fund (formerly	and behaviour problems in children including autistic and dysphasic
Ida Siddall)	children and the purchase and support of clinical equipment for the
	above. The treatment of arthritis. Theprovision of kidneymachines.
NHS Charities Together	Stage 1 and Stage 3 funding provided by NHS Charities Together
	to support staff and patient health and wellbeing during the
	COVID 19pandemic
NHS Charities Together: Stage 2	Stage 2 funding provided by NHS Charities Together to support
	community projects
NHSCT Development Grant	Charities together development grant received to cover development
	cost of the charity
Gifts in kind	Gifts in kind donated to support NHS staff

Year ending 31 March 2025

Year ending 31 March 2025
	Balance					Balance
	1 April				Gains	31 March
	2024	Income	Expenditure	Transfers	and losses	2025
	£000	£000	£000	£000	£000	£000
Sheffeld Teaching Hospitals	5,197	737	(923)	494	14	5,519
Cancer Research	195	12	(39)	–	–	168
J Sinclair White	188	65	(81)	–	–	172
Jessop Wing Care and Research
Fund (formerly Ellen Webster) Sheffeld Kidney Research	88	6	(21)	–	–	73
Association	85	10	(57)	–	–	38
Thomas Blow	404	57	–	–	–	461
Head Injuries Unit Sheffeld Hospitals Charitable	325	35	(35)	–	–	325
Trust George Blomfeld	52 36	4 2	(2) (8)	– –	– –	54 30
Royal Hallamshire Hospital
Rheumatology Fund (formerly
Jean Margaret Woodhead) Sheffeld Health and Social Care	29	–	(1)	–	–	28
Trust	(28)	31	–	–	–	3
Royal Hallamshire Hospital
Arthritis fund (formerly Ida
Siddall)	10	–	–	–	–	10
Dementia SHSC	–	–	(1)	2	–	1
NHS Charities Together – Stage 2	9	–	–	–	–	9
NHSCT Development Grant	21	–	–	–	–	21
2025 Total	6,611	959	(1,168)	496	14	6,912

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

Year ending 31 March 2024

Year ending 31 March 2024
	Balance					Balance
	1 April 2023	Income	Expenditure	Transfers	Gains and losses	31 March 2024
	£000	£000	£000	£000	£000	£000
Sheffeld Teaching Hospitals Cancer Research J Sinclair White Jessop Wing Care and Research	5,026 135 137	1,035 9 62	(979) 47 (11)	18 – –	97 4 –	5,197 195 188
Fund (formerly Ellen Webster) Sheffeld Kidney Research	88	4	(6)	–	2	88
Association	102	26	(45)	–	2	85
Thomas Blow	360	44	–	–	–	404
Head Injuries Unit Sheffeld Hospitals Charitable	325	35	(35)	–	–	325
Trust George Blomfeld Royal Hallamshire Hospital	14 34	– 10	38 (25)	– –	– 17	52 36
Rheumatology Fund (formerly
Jean Margaret Woodhead) Sheffeld Health and Social Care	29	–	–	–	–	29
Trust Royal Hallamshire Hospital Arthritis fund (formerly Ida Siddall)	3 10	32 –	(63) –	– –	– –	(28) 10
NHS Charities Together NHS Charities Together – Stage 2 NHSCT Development Grant 2024 Total NHSCT Development Grant 2025 Total	132 9 28 6,432 21 6,611	– – – 1,257 – 959	(88) – (7) (1,174) – (1,168)	(44) – – (26) – 496	– – – 122 – 14	– 9 21 6,611 21 6,912

11.3 Unrestricted and designated funds

Name of fund	Description of the nature andpurpose of each fund
Sheffeld Hospitals Charity	Unrestricted Funds for any charitable purposes
General Fund
Sheffeld Teaching Hospitals Charity	Reserve Designated for any charitable purpose at the Sheffeld TeachingHospitals NHS FT
Designated Capital Fund	Designated for capital expenditure
SHC Capital ExpFund	Designated capital fund for largeprojects e.g. surgical robot

Year ending 31 March 2025

	Balance					Balance
	1 April				Gains	31 March
	2024	Income	Expenditure	Transfers	and losses	2025
	£000	£000	£000	£000	£000	£000
Unrestricted funds
Sheffeld Hospitals Charity
General Fund	1,839	1,149	(1,269)	22	(3)	1,738
Total unrestricted funds	1,839	1,149	(1,269)	22	(3)	1,738
Material designated funds: Sheffeld Teaching Hospitals
Charity Reserve	266	167	(312)	–	12	133
Designated Capital fund	161	–	(5)	–	–	156
SHC Capital Exp Fund Other designated funds (226)	2,100 2,344	664	(2,590)	– (518)	24	2,100 (76)
Total designated funds	4,871	831	(2,907)	(518)	36	2,313
2025 Total unrestricted and
designated funds	6,710	1,980	(4,176)	(496)	33	4,051

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Notes to the consolidated financial statements continued

Notes to the consolidated financial statements continued

Year ending 31 March 2024

	Balance 1 April				Gains Balance 31 March
	2023 £000	Income £000	Expenditure £000	Transfers £000	and losses £000 2025 £000
Unrestricted funds Sheffeld Hospitals Charity
General Fund	3,340	995	(559)	(2,075)	138 1,839
Total unrestricted funds	3,340	995	(559)	(2,075)	138 1,839
Material designated funds Sheffeld Teaching Hospitals Charity Reserve	272	170	(272)	–	96 266
Designated Capital fund SHC Capital Exp Fund Other designated funds (136) Total designated funds	181 – 2,610 3,063	– – 364 534	(20) – (631) (923)	– 2,100 1 2,101	– 161 – 2,100 – 2,344 96 4,871
2024 Total unrestricted and
designated funds	6,403	1,529	(1,482)	26	234 6,710

The Trustees have set a closing balance of £100k or above as the threshold for reporting material designated funds.

In the interests of accountability and transparency a complete breakdown of all designated and earmarked funds is available upon written request.

11.4 Transfer between funds

Transfers identified in note 11.3 reflect the earmarking of grants awarded by the Trustees and the earmarking of grants previously made which are no longer required, together with the consolidation of various previous reserves funds within Sheffield Teaching Hospitals NHS Foundation Trust.

12. Staff costs

The average monthly number of employees and full time equivalent (FTE) during the year was as follows:

as follows:
	2025 2025	2024	2024
	Number FTE	Number	FTE
Raising funds	16 15	12	11
Governance	3 2	3	2
Total	19 17	15	13

The total staff costs and employee benefits were as follows:

The total staff costs and employee benefts were as follows:
	2025	2024
	£000	£000
Salaries and wages Social security costs Defned beneft pension costs Defned contributionpension costs	761 79 13 30	528 52 16 13
Total	883	609

The Charity had one staff member receiving remuneration in the range £70,000 – £80,000 and three staff members remuneration in the range of £60,000 – £70,000 during the year (2024 – one £60,000 – £70,000).

The senior leadership team comprises the Chief Executive, Director of Brand & Communications, Director of Grants, Director of Fundraising and the Director of Finance. The costs of these key management personnel charged to the Charity in the period were:

	management personnel charged to the Charity in the period were:
		2025	2024
		£000	£000
	Salaries and wages Social security costs	312 37	173 20
	Pension costs Total	20 369	11 204

13. Contingencies

There are no contingent gains or losses not included in the accounts.

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Notes to the consolidated financial statements continued

14. Commitments, liabilities and provisions

14.1 Grant commitments

As at 31st March 2025 the charity had no grant commitments (2024: Nil)

The Trustees recognise liabilities in the accounts once they have incurred either a legal or constructive obligation to expend funds.

Creditors of £3.9m (2024: £2.8m) have been included in this set of accounts. These are considered to be a legal or constructive obligation because commitments have been made to fund research projects, salaries and approved non-recurrent expenditure which can be reliably estimated. Invoices have been received and settled since the Balance Sheet date for remaining items in the total.

Of this figure, £913k (2024: £1.15m) relates to grants payable on research projects and £498k (2024: £1.32m) on capital items.

14.2 Capital commitments

At 31 March 2025 the charity had no capital commitments (2024: Nil)

15. Operating leases

Total future minimum lease payments under non-cancellable operating leases are as follows:

2025	2024
£000	£000
Not later than one year 59 Later than one and not later than fve years 235 Later than fveyears	11 – –
Total 294	11

Operating lease payment is rent for Leah’s Yard, 10 year lease with five-year break clause. Hub lease surrendered.

16. Trustee and connected persons transactions

16.1 Trustee expenses reimbursed

No trustees received any reimbursement for expenses during the year or the previous year.

16.2 Trustee remuneration

During the year, no trustees received any remuneration (2024: one trustee received £6,480 for support to the finance team).

During the year, donations from trustees totalled £100 (2024: £Nil).

16.4 Trustee indemnity insurance

	16.4 Trustee indemnity insurance
		2025	2024
		£	£
	Description of cover:
	Personal IndemnityInsurance to a maximum of £1,000,000per annum	1,427	1,334
	Total	1,427	1,334

17. Related party transactions

During the year no Trustees or members of the key management staff or parties related to them has undertaken any transactions with the Sheffield Hospitals Charity.

17.1 Transactions with subsidiary undertakings

During the year Sheffield Hospitals Charity made payments totalling £45,915 (2024: £66,206) on behalf of SHCT Trading Ltd and received amounts totalling £32,950 (2023: £49,814). At year end a profit of £13,834 occurred (2024: (£16,391) loss was due from SHCT Trading Ltd).

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Notes to the consolidated financial statements continued

18. Subsidiary companies

18.1 SHCT Trading Ltd – company registration number 06219138

SHCT Trading Ltd is a wholly owned trading subsidiary.

The results of the subsidiary are summarised below:

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|||| |---|---|---| |2025|2024| |£|£| |Turnover|32,950|49,814| |Cost of sales|(17,230)|(14,941)| |Gross profit|15,720|34,842| |Administration|(1,885)|(51,235)| |Net profit|13,835|(16,393)| |2025|2024| |£|£| |Current assets| |Stocks|6,187|4,424| |–|–| |Debtors| |Cash at bank and in hand|16,311|3,502| |22,498|7,926| |Current liabilities| |Creditors|691|2,597| |Other creditors|24,363|21,720| |Net current assets|(2,556)|(16,391)| |Capital and reserves| |Called up share capital|2|2| |Profit & loss reserves|(2,558)|(16,393)| |Shareholders’ funds|(2,556)|(16,391)|

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19. Analysis of net assets between funds

----- Start of picture text -----
|||||| |---|---|---|---|---| |Unrestricted|Restricted|Endowment|2025| |Funds|Funds|Funds|Total| |£000|£000|£000|£000| |Fixed Assets|5,700|8,609|1,452|15,761| |–| |Cash and current investments|44|118|162| |–| |Other current assets|161|245|406| |–| |Other current liabilities|(1,456)|(1,030)|(2,486)| |–| |Creditors more than one year|(398)|(1,030)|(1,428)| |4,051|6,912|1,452|12,415| |Unrestricted|Restricted|Endowment|2024| |Funds|Funds|Funds|Total| |£000|£000|£000|£000| |Fixed Assets|7,259|7,959|1,445|16,673| |–| |Cash and current investments|255|277|532| |–| |Other current assets|62|310|372| |–| |Other current liabilities|(737)|(1,046)|(1,783)| |–| |Creditors more than one year|(129)|(889)|(1,018)| |6,710|6,611|1,455|14,776|

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20. Pensions

20.1 Defined benefit pension scheme

The charity obtained an NHS Pension Scheme Direction, effective from the 1 April 2017, allowing all employees at that date to retain membership of the NHS Pension Scheme.

The scheme is an unfunded, defined benefit scheme accounted for as a defined contribution scheme. Employer contribution rates are 14.38%. The amount recognised as an expense in the year is £13,286 (2024: £16,294).

20.2 Defined contribution pension scheme

For all staff members employed after 1 April 2017 the charity operates a defined contribution pension plan. The amount recognised in the year was £30,449 (2024: £13,359).

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Sheffield Hospitals Charity Office SE6, Leah’s Yard, 20 Cambridge Street, Sheffield S1 4HP sheffieldhospitalscharity.org.uk

Registered Charity No: 1169762