2025-03-31-accounts

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annual report and accounts 17 January 2024 - 31 March 2025

About the Charity
Strategic Report a. Incorporation b. Our Strategy c. Our future focus
Year in Review 16 a. Our activities b. Our impact c. Our fundraising
Structure, Governance, and Management 32 5. Financial Review 34 6. Statement of Responsibilities 37 7. Auditor’s Report 38 8. Financial Statements 39

Reference and administrative information

Status and structure

Southampton Hospitals Charity is a charity registered in England and Wales, and a company incorporated in England and Wales.

Charity number 1206909 Company number 15421829 Trustees Peter Hollins (resigned 11/08/25) Caroline Southwood Professor Mark E Smith CBE Gail Byrne (from 08/03/2024) Nicholas Potter (from 01/02/25) Femi Macaulay (from 17/01/24 to 06/03/24) Joanna Hodgson (from 01/07/25) Philip Greenish CBE (from 11/08/25) Registered offices Southampton Hospitals Charity Ocean Village Innovation Centre Oceans Way Southampton, SO14 3JZ

Auditors Sayer Vincent LLP 110 Golden Lane London, EC1Y 0TG Bankers Lloyds Bank 92-94 Above Bar Street Southampton SO14 7DT

Solicitors DAC Beachcroft LLP 25 Walbrook London, EC4N 8AF

Investment managers Cazenove Capital 1 London Wall Place London, EC2y 5AU

About Southampton Hospitals Charity

The Trustees present their report and the audited financial statements for the period from incorporation on 17th January 2024 to 31st March 2025. Reference and administrative

information set out on page 3 forms part of this report.

The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102. This trustees’ annual report includes a directors’ report as required by company law.

Who we are and what we do

Southampton Hospitals Charity (SHC) is proud to be the official charity of University Hospital Southampton NHS Foundation Trust (UHS), one of the largest acute teaching trusts in England. In addition to UHS, we work closely with the University of Southampton and local partners to further our charitable objectives.

Our vision is for Southampton to be a city of good health, enabled by outstanding medical care and innovative world-leading research.

Our mission is to deliver grant programmes that are instrumental in driving outstanding clinical care and outcomes for patients accessing hospital and community services.

With thanks

It is the generosity of our supporters that enable us to deliver on our mission, and we continue to be immensely grateful to all of them.

Strategic report

The trustees review the aims, objectives and activities of the Charity each year. This report looks at what the Charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the Charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the Charity's aims, objectives and activities remain focused on its stated purposes.

Incorporation

Prior to 1st April 2024, Southampton Hospitals Charity (registration number 1051543) had been an unincorporated charitable trust with University Hospital Southampton NHS Foundation Trust (UHS) as its corporate trustee. The Charity operated within the NHS structure as part of UHS and under the Trust’s governance structure.

In 2023, the board of UHS decided that the continued development of the Charity would be best served by it being established outside of the NHS as a legally distinct entity. By becoming an independent charity, Southampton Hospitals Charity followed the vast majority of large NHS charities who had converted to independent status. On 17th January 2024, Southampton Hospitals Charity (registration number 1206909) was incorporated as a charitable company limited by guarantee, and on the 1st of April 2024 the assets, liabilities, and activities of the former charity were transferred to the new Charity, and it was legally merged and removed from the register of charities.

This established Southampton Hospitals Charity as an independent charitable company with its own independent governance arrangements and board of trustees.

The decision to take these steps was to ensure that the Charity was well-positioned to grow and develop its impact through greater agility in fundraising and management and a more refined and formal grant-making approach. This change required significant focus and attention starting from the original case being presented in 2023 through to the implementation of entirely new systems and processes for the new Charity. These changes, and the timing of the transfer, impacted the Charity’s ability to function as normal for a period of around 6 months between January and June 2024 while the new Charity was registered, the transfer of assets was arranged, and the TUPE of all staff was undertaken.

Prior to the establishment of the new Charity, UHS recruited an initial 3 independent trustees including a chair of trustees and nominated a trustee from the Trust’s board. Upon incorporation, there were four trustees. The nominated UHS trustee changed in March due to the individual initially appointed leaving the Trust.

Recognising the need to work quickly and with significant agility to get set up as a functioning charity, the board agreed to limit further recruitment to be able to ensure quick and efficient governance. The Charity commenced recruitment in February 2025 and June 2025 for two further independent trustees.

The board delegate the day to day running of the Charity to the chief executive and the senior leadership team. The structure of the leadership team was implemented from 1st April 2024 upon the Charity’s conversion out of UHS in response to the Charity’s establishment as a self-governing and selfmanaging organisation.

The board of trustees is ultimately responsible for the Charity, and as such bring a range of professional skills and experience. Our board of trustees at the time of signing these accounts are:

One of the key priorities for the leadership team and board of trustees was to set out a new strategy for the new incarnation of the Charity. This new strategy outlines the developing and evolving vision for the organisation.

Philip Greenish CBE - Chair Gail Byrne Professor Mark E Smith CBE Caroline Southwood

Nicholas Potter Joanna Hodgson

Our new strategy: Looking to the future

By converting into an independent charity, we consulted with hospital staff, our donors and supporters, and our own charity team as to what our new strategy should identify as our key objectives and priorities. This engagement included facilitated workshops, email consultation, and surveys that saw around 800 responses from staff and supporters.

This strategy is the first for the new Charity and sets out our ambition to make an even bigger impact for patients and families. Our vision, for a healthier Southampton, is underpinned by a commitment to impactful grant-making and high-value programme delivery.

Key enablers

To turn our vision into reality, we know that we have to get the fundamentals right. That is why we’ve identified three key enablers to the delivery of our strategic priorities:

A strong and strategic partnership with UHS

Our partnership with UHS is central to everything we do. We are dedicated to helping UHS improve care and outcomes across its services for the benefit of all patients. The success of our work depends on maintaining a strong, collaborative, and mutually beneficial relationship with UHS, ensuring our efforts are aligned and impactful.

Sustainable income and financial responsibility

We are committed to using donations effectively through impact-driven grant programmes that enhance clinical care and improve patient outcomes. By delivering exceptional supporter experiences and fostering long-term relationships, we can maximise our impact while ensuring transparency, accountability, and strong financial governance.

A recognised and respected charity

To maximise our reach, we will strengthen our brand and reputation, ensuring patients, families, and staff understand who we are, how we help,

and the difference we make. By embedding our presence across all the hospitals we support, we can engage more people. In addition, we are committed to being an employer

of choice, investing in career development, fostering a supportive environment, and empowering our team to become passionate advocates of our mission.

Our priorities

Our new strategy sets out three areas of focus. These shape the direction and ambition of our work and provide the newly independent Charity with a coherent direction in the first stages of its existence.

To Think Big To Think SHC To Think Local We will make a We will be a We will become significant difference best-in-class NHS Southampton’s health to patients and charity, delivering charity of choice. their families. for supporters.

Think Big

NHS charities exist to work alongside NHS organisations to improve the care, treatment, and health outcomes of local communities.

At their best, NHS charities can be agile and innovative funders, delivering significant value for every pound spent – transforming hospital environments, improving the delivery of care, and funding research that improves treatment outcomes and long-term health prospects.

Our supporters donate to us because they want us to be that difference maker. We alone cannot solve every health challenge, but what we can do is ensure that pound for pound, what we do makes the biggest possible impact.

Our goals

Large scale multi-year campaigns that make a transformative impact to our hospitals. Bold research & innovation funding programmes that support the advancement of knowledge and treatments.

High-quality grant-making that turns donations into measurable improvements.

Large-scale projects

We will work closely with UHS to define a medium-term capital fundraising plan, delivering transformative large-scale improvements to its hospitals, creating better spaces for clinical care, treatment, and recovery.

Our grant programmes

As a grant-making charity, we will deliver bestin-class grant programmes that enable NHS staff to access funding for projects and initiatives that make tangible and measurable improvements to clinical treatment and outcomes.

To get us there, we will establish a capital appeal board, bringing together committed individuals with the desire to help us realise our fundraising targets.

Research & Innovation

Our research funding programme will support pioneering research, advancing knowledge and treatments. Year-on-year we will increase our research funding commitment and work closely with NHS and university stakeholders to ensure our programme is effectively managed and the research we fund makes a genuine contribution to advancing knowledge and treatment.

Think Local

As an acute NHS trust, UHS provides outstanding care and treatment for the local community. But like all hospitals, waiting lists and rising demand continue to impact service delivery. As healthcare shifts toward prevention and early intervention to reduce avoidable admissions, our Charity must support this work.

Clinical services at UHS are already finding innovative ways to help people receive care at home, stay mobile, and better manage long-term conditions to avoid hospital admission or re-admission.

While our grant programmes encourage advances in research, treatment, and outcomes, we must also invest in prevention - keeping people healthy, independent, and out of hospital.

Our goals

To be Southampton’s health charity of choice, with a reputation for delivering improved health outcomes for the local area and beyond.
Every patient, family, and hospital staff member should know the difference the Charity makes and how vital their support is.

To be known as an innovative funder and partner, delivering support where it is most needed, not just for in-hospital care, but also helping our communities to be healthier and independent.

A partnership approach

We will work with key hospital staff to identify where the Charity can make the biggest impact, enabling clinical teams to deliver better outcomes for patients.

We will extend our reach into the community, supporting services that keep patients independent and out of hospital. We will foster successful partnerships with local organisations to find community-based solutions to health problems and help UHS manage demand.

Our profile and brand

We will enhance our profile across all hospital sites, developing our reputation for funding significant and tangible improvements to care and treatment. We will ensure that every patient, family, and staff member can engage with us.

Our services

Our Arts in Hospital programme transforms clinical spaces into reflective and therapeutic environments. We will continue to invest in this work to improve the in-hospital experience.

Think SHC

All charities are built on reputation. Reputation stems from trust – trust that a charity uses its resources in a fair, equitable, and, most importantly, impactful way. People donate to charities they trust will use their donation for public benefit.

Our first two ambitions, to think big and think local, can only be achieved by us becoming the best charity we can be. By demonstrating that we can be trusted to fund innovative projects that make a real improvement to the health of the region, we can increase our reach and appeal.

We must become known for being an efficiently run charity, one that works closely with our supporters to keep our beneficiaries at the centre of everything we do.

Our goals

To grow our income to support the delivery of our grant-making ambitions.
For our supporters to be invested in our work, seeing the long-term impact of their donations making a real difference.
To become a best-in-class NHS charity, delivering value for money through robust governance and financial efficiency.

Growing our income

We understand that a successful and sustainable long-term income portfolio is based on outstanding donor and supporter experiences. We will keep the donor at the centre of all our fundraising activities, connecting them to the work made possible by their support.

By investing in our fundraising capacity, we will build our income channels to deliver the revenue we need to achieve our funding priorities, increasing our reach and reputation as a trusted charity.

Exploring commercial opportunities

As a newly independent charity, we will explore new commercial opportunities to further diversify our income portfolio and generate more revenue to support our grant funding programmes.

Efficiency and effectiveness

We will become known for our efficiency and effectiveness: underpinned by strong internal governance, financial management, and transparency to all our stakeholders and supporters.

Looking forward

With our new strategy launched for 2025-2028, we have an ambitious vision to improve the health of Southampton, and the wider area, through enhancing medical care and funding new research.

To realise this vision, 2025/26 will see us laying the foundations of our future success by robustly establishing ourselves as an independent, efficient, and impactful charity. We will do this by furthering our main strategic aims and taking the following steps:

Think Big	Think Big
Grant programmes	Partnerships with UHS
Establish and deliver efficient and effective grant programmes across our grant priority areas.	Develop a multi-year schedule of projects with UHS to enable fundraising planning and overall key capital campaign focus.
Deliver our planned charitable spend to budget and deliver a 70p on charitable purposes for every pound spent.	Establish a Charity Champions programme for UHS staff to promote and support the Charity’s campaigns.

Think Local	Think Local
In-hospital engagement	Transforming spaces
Develop and enhance our onsite engagement plan, including our Charity Hub, launching My Thank You, and installing donation stations across the hospital.	Expand the footprint of our transformative arts in hospital programme by delivering increased numbers of workshops, activities, and designed environments.
Roll-out and develop key fundraising products around the hospital including our lottery, installing a memory tree, and implementing new supportive structures to encourage hospital staff fundraising.	Through our Improved Spaces programme, make an impact to the hospital environment by improving patient and family spaces.

Think SHC	Think SHC
Income generation	Developing our work
Maximise the potential of our business-as- usual fundraising activities to deliver predictable and sustainable income to underpin future growth.	Implement our research funding programme and apply for membership of the Association of Medical Research Charities.
Establish a provisional capital appeal board to support the long-term income growth ambition.	Develop a clear commercial strategy to enhance our incentivised giving offers (lottery, raffle), retail and merchandise, and cultivate stronger commercial partnerships.

Year in review

Thanks to our generous supporters, we have funded a diverse and exciting range of projects in 2024/25 across our hospitals and services.

Our impact

The Charity mainly delivers its charitable purposes through grant-making. SHC does not generally oversee the delivery of services and projects within its operating model. The exception to this is our Arts in Hospital programme and a few directly funded initiatives discussed below.

The primary recipient of our funding is UHS, but we also provide grants towards research to the University of Southampton. Other grant recipients in the year have included Saints Foundation whom we support to deliver exercise therapy within UHS’ elderly care wards.

The board of trustees have agreed a grants policy that sets out how we make grants and deliver impact. Within the grants policy are a set of principles against which the Charity evaluates funding requests. These are:

That the application will deliver a clear and direct beneficial impact on patients, families, and carers at UHS or the health of Southampton more generally.

That the application is something that all stakeholders, including the Charity, the NHS, donors, supporters, and beneficiaries would be proud of.

The Charity provides guidance on how to apply for funding through its grant programmes on its website, and employs a grants manager to be the primary point of contact for all applicants as well as managing applications through the Charity’s formal processes.

The Charity has three authorisation levels for applications, dependent on the size of the financial ask and authorisation for grants work within the overall budget set by the board.

Applications must demonstrate that the proposed project or purchase can deliver public benefit.

That applications are aligned with both the charitable objectives of the Charity and its funding priorities for the year. That the application has the support of either UHS or the University of Southampton.

That the application addresses a need that is either beyond the level of NHS funding or outside the scope of what the NHS provides.

Small and micro grants	Up to £5k	Director of Operations & Resources
Medium grants	£5k-£25k	Chief Executive
Large grants	£25k+	Board of Trustees

For 2024/25, the Charity set out key funding priorities across which it would deliver its charitable purposes. These purposes were to encourage UHS staff to apply for funding across a range of broad categories to ensure that the Charity’s funding could benefit patients across healthcare.

In particular, the Charity looked to support with funding across the following programmes and areas:

Patient Benefit Grants Programme

This was our main grants programme in the year, and we funded a wide range of projects and initiatives that improved the care and treatment of patients and their families. In particular, we looked to fund new kit and equipment that was above and beyond that covered by NHS funding.

Improved Spaces

Improvements to the hospital environment have been made through funding for refurbishments as part of our Improved Spaces programme. These projects improved parts of the hospital estate for patients and families, creating calmer and more welcoming environments.

Research & Innovation Funding

The Charity identified research and innovation as an area in which we wanted to grow and develop our investment and impact, and we sought to provide a limited amount of funding for research in the year while we established a strategy and plan for the future.

Supporting UHS staff

The old charity was proud to have supported UHS over the years and as we became independent, we made the conscious decision to increase our investment in UHS staff to enable them to deliver the best possible care. This was through our training, wellbeing, and facilities programme.

Our achievements and success in 2024/25

In 2024/25, thanks to the generosity of our supporters, we were able to fund a wide range of projects that have made a real difference to patients, families, and staff across UHS. From providing state-ofthe-art equipment and transforming care environments, to delivering innovative therapeutic programmes and supporting vital research, each achievement reflects our commitment to improving care, comfort, and outcomes for everyone who relies on our hospitals.

Provided innovative kit and equipment

Brachytherapy ultrasound machine and treatment couch

This specialist ultrasound machine is used for the treatment of gynaecological cancers, enabling clinical staff to treat more complex cases, improve the quality of treatment delivered and reduce longterm side effects. The addition of a specialist couch helps enhance the comfort and care for patients undergoing treatment by enabling precise patient positioning, which is critical in brachytherapy for targeting radiation doses accurately and minimising damage to healthy tissues.

The new equipment has transformed the way we deliver brachytherapy for patients with cervical cancer. The improved image quality and advanced probes give us far greater accuracy when placing applicators, which is the most critical part of the procedure. This has made treatments both safer and more effective, while also improving comfort and efficiency for patients. The support from Southampton Hospitals Charity has been vital in enabling us to provide the highest quality care for people facing complex cancers.”

David Driver,

Radiotherapy Services Manager

Phlebotomy Suite upgrade

We funded some small pieces of equipment which have made improvements for patients and the phlebotomy staff. A stool, reclining phlebotomy chair, vein finder, and special light fittings for blood giving has helped to promote a one stop shop for surgical pre-assessment and a collaborative approach for perioperative care in the surgical pre-assessment area. The equipment has greatly improved patient experience through reducing waiting times and increased the number of appointments that they attend.

Cardiac VR Headsets

This innovative piece of kit gives our clinicians an immersive way to interact with 3D data sets, particularly CT scans. This technology allows doctors to visualise and understand complex congenital heart disease in unprecedented detail, facilitating more accurate diagnoses and more effective treatment plans in children.

I think it is fair to say that this is really at the leading edge of imaging technology, allowing us to get as much value as possible from our investigations.”

Dr. Andrew Ho, Cardiologist

Delivered therapeutic arts experiences

Over the past decade, the NHS has increasingly recognised the vital role that the arts can play in supporting health and wellbeing.

A growing body of research highlights the positive impact of art in hospital environments, from reducing stress and anxiety to improving patient outcomes and enhancing the overall experience of care.

At Southampton Hospitals Charity, the role of art extends beyond traditional exhibition curation. Our art team is actively involved in shaping therapeutic environments that support healing, encourage emotional expression, and foster a sense of community. Art in hospitals for SHC contributes to multiple areas of patient care and staff wellbeing, creating spaces that feel welcoming and less clinical, curating educational and researchbased initiatives, and engaging people in meaningful, inclusive experiences.

This strategy recognises the transformative power of the arts to enrich the hospital experience for everyone - patients, visitors, and staff alike. By implementing it, we aim to build an environment that not only treats illness but also nurtures the human spirit and contributes to a stronger, more compassionate healthcare community.

Since 2022, our SHC arts team has been an active member of both the National Arts in Health Network (NAHN) and the South West Arts in Health Group, which has enabled us to share knowledge, collaborate with peers, and stay aligned with national best practices in arts and health.

Over the past year, we have successfully delivered a range of art workshops designed for both patients and staff. These workshops provide essential opportunities for creativity, emotional expression, and social connection. For patients, such as children, young people, older adults, and those living with dementia, art workshops serve as a therapeutic outlet that helps alleviate anxiety, break the monotony of clinical routines, and promote mental wellbeing. For staff, the sessions offer a chance to decompress, practise mindfulness, and strengthen team cohesion. These non-clinical, inclusive activities have significantly contributed to building a more compassionate, supportive culture within the hospital.

In parallel, our work in environmental art has focused on transforming clinical spaces through thoughtful design.

By curating artworks and installations informed by evidence-based principles, we carefully select pieces for their colour, subject matter, and form to evoke calmness, reduce stress, and elevate mood. Our goal is to ensure that hospital spaces support not only physical healing but also emotional comfort and dignity. Special attention is given to ensuring the selected artworks reflect the diversity of our patient population and speak to their cultural and social experiences.

Looking ahead, our future plans aim to further embed art across both clinical and non-clinical areas of the hospitals. We are committed to expanding our programme of site-specific artworks, such as murals, ceiling panels, and framed pieces that resonate with the identity of each ward. Additionally, we will continue to grow our participatory programme through regular workshops for patients, staff, and visitors, ensuring opportunities for creativity and connection are accessible to all members of our local communities.

Collaboration remains key to our approach; we plan to deepen our partnerships with local artists, schools, cultural organisations, and community groups, keeping the hospital a vibrant, inclusive, and healing place for everyone who passes through its doors. Through this integrated approach, we continue to demonstrate that art is not a luxury in hospitals, it is a necessity. By placing creativity at the heart of care, we support a more human-centred, compassionate model of healthcare.

Improved spaces across our hospital

Mortuary viewing rooms

As part of the Charity’s commitment to the wellbeing of carers and patients’ families, we supported the refurbishment of both the adult

and children viewing rooms, creating thoughtfully designed spaces to help bring a sense of peace during difficult times. The refurbished viewing rooms enhance the

overall experience by addressing practical needs and providing additional support to grieving families. Improved lighting and accessibility features ensure that all visitors,

including those with disabilities or mobility issues, can comfortably spend time with their loved ones. Incorporating private spaces within the viewing rooms also offer families private time with their loved one.

Woodland Ward

This new purpose-built ward, was designed with family-centred care at its heart, offering a brighter future for babies and their families. By providing a warm and supportive environment, parents can stay close to their little ones while preparing to transition home - a step that can feel overwhelming after a long hospital stay.

We are proud to have played a part in making the Woodland Ward an inviting and familyfriendly environment by providing items such as recliner chairs for parents, soft furnishings and beautiful, colourful artwork to brighten the space.

----- Start of picture text -----
Neonatal family room
The transformation of the parent coffee lounge, saw us turn a busy and tired area
into a calming space for parents and siblings of babies in neonatal intensive care.
The lounge now includes new, comfortable seating, soothing artworks, and a fully
equipped kitchenette. Together, these changes have created a calm, welcoming
environment designed to support families during some of the most challenging
moments of their lives.
----- End of picture text -----

Our new lounge is a quiet space away from the intensive care nursery where parents can take a break, have some food or just take a quiet moment for themselves. The space has been transformed into a calm relaxing space with comfy chairs and beautiful artwork.” Lianne Cashmore, Family Care Lead Nurse, NICU

Invested in patient and visitor wellbeing

Period poverty

Period poverty is a significant and often overlooked issue that affects millions of women and girls across the UK. Princess Anne Hospital is a specialist women and newborn hospital. Recognising this, we have been able to support in providing free sanitary products.

Two machines have now been installed. One in the gynaecology department and another in the outpatient department offering free, eco-friendly products.

This initiative is not just about period poverty; it’s also for women who might be caught off guard by an unexpected period. The charity has been incredible in supporting this project. We wouldn’t have been able to do it otherwise.” Alison Boon, Nurse Specialist

vCreate virtual visiting

The vCreate virtual visiting project in the Paediatric High Dependency Unit

is a secure application which allows staff to send updates, messages and photos to parents that have a child admitted to the unit. Having a child admitted to hospital is an extremely difficult time for the whole family,

this app allows parents to be involved in their child’s care and receive updates when they’re away from their child’s bedside.

She brings a huge smile to my face, and it has certainly made my journey through the chemo so much easier” Cancer patient, UHS

Cancer therapy

Living with cancer can be emotionally and physically challenging. Along with mental stress, patients face a range of physical changes that are entirely new to them. Hair loss and scars are some of the most common side effects while undergoing a cancer treatment. To ensure that we can provide our patients with holistic support that goes beyond just their medical treatments, we fund a specialist therapist who provides a range of safe beauty therapy services for women and men across the wards.

Supported patients and families through the delivery of services within the hospitals

Carers

We support patients and their carers by providing food vouchers that help carers access hot meals at the hospital whilst staying with their loved one. Often carers are unable to leave the bedside of those they care for due to the complexity of their health for prolonged periods of time or may be in hospital overnight with their loved one, by providing a hot meal, we can help ensure carers are fed and nourished.

Piggles Nursery

Southampton Hospitals Charity funds a specialist practitioner to deliver 1:1 nursery services for children and their siblings aged 2 to 5 years who are in hospital for

two weeks or more. Through early years education, Piggles Nursery supports children’s wellbeing, helping them to relax in stressful medical environments, reduce feelings of anxiety and experience a sense of normality during their hospital stay.

Exercise practitioner

In partnership with Saints Foundation, we fund an exercise practitioner who works in the medicine for older people wards. Working alongside the elderly care team, Jake helps to build strength and mobility in frail patients with the aim of getting them more mobile and reducing the amount of time they spend in hospital.

Funded research with a local focus and a global reach

Reflex Study

This ground-breaking study looked at the connection between type 2 diabetes and liver disease - a hidden health risk for people living with diabetes. This research is improving understanding of these lifethreatening conditions and shaping new ways to detect and treat them, making a lasting impact on patient care, not just today, but for generations to come.

Support My Way

The ‘Support My Way’ study looked at the mental health of young people who had completed cancer treatment, the long-term effects and how future support could look. A diagnosis of cancer is distressing at any age, but for teenagers and young adults it’s likely to have a huge impact. This study seeks to understand this further and help shape what future support for these young people might look like.

Paediatric Neuroblastoma

Neuroblastoma, predominantly afflicting children under the age of 5, poses a significant threat, with nearly 100 cases reported annually in the UK. Tragically, it accounts for 15% of all childhood cancer deaths, underscoring the urgent need for more effective treatment options.

The prognosis of this disease is generally poor due to its complexity despite intensive chemotherapy, surgery, and radiotherapy. Even after treatment, children who survive often face long-term side effects such as infertility and hearing loss. Treatments available today are highly toxic and a number of children die from acute toxicity of the treatment.

This research study is aimed at developing less and less toxic treatments for this rare and aggressive cancer in children.

Supporting UHS staff

We are proud to have been able to continue supporting the staff at University Hospital Southampton providing more than £400,000 of funding to support:

Education and training

Wellbeing and staff awards

Staff facilities

Income

Establishing the new Southampton Hospitals Charity had an impact on some of our fundraising activities within the

year.

The old incarnation of the Charity reduced its proactive fundraising in the lead up to the transfer date of 1st April 2024 so as not to unnecessarily complicate donor experience. The new Charity, being established with a new charity registration number, new bank accounts, and new financial systems, meant the old Charity had to withdraw the majority of its fundraising promotional materials from circulation by

1st April as well as undertaking to appropriately transfer its fundraising database and data to the new Charity and to a new system.

The new Charity necessarily undertook work in the first part of 2024/25 to move across all direct debits, standing orders, and payment platforms from the old Charity, while also taking steps to close down old accounts. The Charity made a concerted effort to communicate all changes to our donors and supporters, but proactive fundraising was largely put on hold while these actions were being taken.

Income for the year was £3.65m against a target of £3m, which would have been the third highest income total ever received by the old charity.

Our fundraising

The fundraising team stewards a wide range of supporters, from patients and families to hospital staff, all of whom help us raise funds to improve care and treatment.

Many of our supporters have experienced care at UHS, either personally or through a loved one, and are motivated to give back by helping improve treatment and care for others

Our supporters help in a variety of ways, from giving regular donations to supporting with their own fundraising events, from playing our lottery to leaving us generous gifts in their wills, the Charity has benefitted from continued support from our amazing donors.

Our fundraising events brought people into contact with the Charity, while we engaged with more local businesses than ever before as part of our Light the South trail.

Light the South

As part of our strategic priority to strengthen local awareness of our work, we partnered with Wild in Art in early 2023 to deliver a major public art event: the Lighthouse Trail. Running from July to September 2024, the trail brought 40 large artistdesigned lighthouse sculptures and 40 smaller community-created versions to locations across Southampton.

Free and accessible to all, the trail was designed to connect with local communities, celebrate creativity, and promote health and wellbeing. Over 20 corporate sponsors supported the project, helping us to reach new audiences and raise our profile. The trail received outstanding feedback:

99% of visitors rated it as excellent

76% said they would like to see another trail 92% reported walking more than usual, supporting one of our key health objectives

This initiative marked a significant step in raising our visibility across the city and engaging people in a unique and memorable way.

Carol concerts

On 2nd December 2024, we held our first Charity-led carol concert at Romsey Abbey. With 300 people in attendance, Craig Lawton and the Charity Symphony Orchestra performed both traditional and modern carols and Christmas songs, with performances from Sweet Charity Choir, Parkhouse School of Dance, and Bitterne CE Primary School. Marcus De Luca and Anthony McGhee shared their experiences of family members receiving care at UHS, while Norman Bainbridge talked about volunteering on the dementia wards and the impact it made on patients.

On the same evening, Winchester investment management firm, Rathbones, organised a carol concert at Winchester Cathedral in support of the Charity. With 550 people attending and a great opportunity to talk about the work the Charity does, it was another successful evening.

Structure, governance and management

Legal Structure and constitution

Southampton Hospitals Charity (charity number 1206909) was established as an independent charitable company on 6th February 2024, taking on the activities and assets of Southampton Hospitals Charity (charity number 1051543) from 1st April 2024.

Charitable purpose and objects

The Charity’s objects, as set out in its governing document - the Articles of Association - are to support any charitable purposes that benefit University Hospital Southampton NHS Foundation Trust, or that contribute to the wider benefit of the National Health Service.

Public benefit statement

The Trustees confirm that due regard has been paid to the Charity Commission’s guidance on public benefit and that they have complied with the duty under section 17 of the Charities Act 2011.

The Charity provides public benefit by helping to improve the quality of care and outcomes for patients and families at University Hospital Southampton NHS Foundation Trust and, where appropriate, the wider health service. This activity is largely comprised of grant-making programmes that include funding innovative projects, equipment, and medical research.

Governance and management

The Charity has an independent Board which, as at the date of signing this Annual Report, consists of five co-opted trustees and one nominated trustee. The Chair is elected by the Trustees from within their number. Trustees are appointed by the board of trustees in accordance with the Charity’s Articles of Association and following an open recruitment process, including an interview.

The Charity’s governing document requires there to be no fewer than four trustees and no more than ten. Where the board comprises five or fewer co-opted trustees, University Hospital Southampton NHS Foundation Trust (UHS) shall have the right to nominate a trustee to the board of trustees. Where the Charity’s board comprises six or more co-opted trustees, UHS may nominate an additional trustee.

Trustees are appointed for an initial term of three years with the option to be re-elected for a further two terms. A co-opted trustee shall not be eligible for re-appointment following the third term unless the board considers it would be in the best interest of the Charity for a trustee to be eligible for reappointment. On appointment, new Trustees undertake an induction process which includes the provision of necessary documentation and meetings with the Chief Executive and other senior Charity staff. The induction is designed to ensure that new Trustees understand the work of the Charity as well as their role and responsibilities.

The trustees meet formally as a full governing body four times a year but also meet less formally from time to time for strategic planning and other developmental activities. They discuss and approve operating plans and budgets. There is a review of operational activity and financial performance at every meeting. The Senior Management team is invited to all trustee board meetings and other managers are invited to attend for presentations and discussions on specific topics.

The Charity has made provision for subcommittees but decided against implementing them for 2024/25 as the board recognised that as a newly established Charity with an initially small board, more agility was needed in its governance during the conversion to independent status and so the board committee retained full strategic oversight of the Charity.

The Trustees have delegated day-to-day management of the Charity to the Chief Executive, who is supported by three senior staff. The senior leadership team attend meetings of the Board, presenting papers and participating in discussions.

Management

The senior management team are responsible for the day-to-day leadership and management of the Charity. During 2024/25 the senior management team comprised:

Ellis Banfield – Chief Executive

Beth Hall – Director of Operations & Resources Lesley Baliga – Interim Director of Finance (March 2024-October 2024)

Lesley Kirk – Director of Finance (From October 2024)

Kate Saltrick – Director of Fundraising & Marketing Sally Hillyear – Director of Fundraising & Marketing (Maternity cover from October 2024)

Pay and remuneration arrangements

The Board of Trustees has specific responsibility for remuneration matters. It will agree final recommendations from the chief executive on annual changes to the salary budget via its remuneration committee.

The chief executive and senior management team agree starting salaries for new staff within the agreed salary budget. The Charity has a flexible salary structure and each individual’s remuneration will be fair and appropriate with reference to prevailing market rates for similar roles and responsibilities. There are no formal salary scales or set incremental rises.

Pay and remuneration for key management personnel, excluding the chief executive, is reviewed by the remuneration committee upon recommendations from the chief executive. The trustees review the chief executive’s pay and remuneration separately.

Fundraising

Southampton Hospitals Charity continues to benefit from a broad and diverse supporter base who support us in a variety of ways. Our main forms of fundraising were:

Regular giving Individual donations Events Community fundraising Corporate supporters Major gifts from philanthropic donors Trusts & Foundations Legacies Lottery & Merchandise

The Charity is registered with the Fundraising Regulator and adheres to its code of practice. In 2024/25, the Charity received no complaints about its fundraising activities.

All staff are expected to read and abide by the vulnerable persons and safeguarding policies. These policies are reviewed annually. The Charity is committed to safeguarding the security and protection of the personal information that we process, and to deliver a compliant and consistent approach to data protection in accordance with the Data Protection Act and GDPR.

The Charity did not engage any fundraising agencies, nor did it contract paid third-party fundraisers in the reporting period.

Volunteers

The Charity benefits from the support of volunteers, many of whom support us in different ways. These include:

Organisers of, participants in, or supporters for community fundraising events Supporting our programme delivery teams Helping the Charity with administrative activities

Volunteers are recruited through a fair process, including applications and interviews. DBS checks are undertaken where appropriate and necessary, and volunteers are required to undertake induction training prior to starting.

Financial review

How we raised and spent funds

The Charity is primarily a grant-making charity. It furthers its charitable purposes by raising funds to make grants through its grant programmes. In addition to grant-making, the Charity also has a small number of programmes of work, including its arts in hospital programme.

For 2024/25, the Charity made grants along four main programme themes: for patient benefit, to improve hospital spaces, to fund research, and to support NHS staff deliver better care and treatment. The majority of grants are made in response to applications from services and departments within UHS, although it also funds other organisations to carry out activities within the hospital.

The Charity’s grant programmes align to funding priorities set by the board of trustees and in line with the Charity’s grant policy. The Charity works to:

Use funds to benefit patients and families by supporting projects that go above and beyond what the NHS funds for safe and effective care.
Align its spending priorities with the priorities of UHS for its patients.
Respect donors’ intentions where there is a clear restriction placed on donations for particular purposes, but also when there is no restriction in place, the Charity attempts to inform donors of our impact in areas of particular interest to them.

Income

Reportable income for 24/25 included the transfer of all assets from the old Charity as well as new income received within the year. Reportable income for the year was £11.2m, which included net asset transfer from the old Charity of £7.6m. Income received during 24/25 was therefore £3.65m.

£3.3m was received from donations and legacies, with a significant proportion coming from legacies (£2.5m). Income from individuals, trusts, corporate entities, and community fundraising comprised the rest (£800k).

A further £182k was received from other fundraising activities, including lottery, ticket sales, and our Light the South auction. The Charity generated £9k from trading activities and £150k income from investments.

Expenditure

The Charity’s total expenditure in the year was £4.55m, of which £3.07m was on charitable activities, meaning that 67p of every pound spent was on furthering the Charity’s purposes.

The remaining £1.48m was spent on the cost of raising funds, generating £2.35 for every £1 spent. Further details can be found in note 3.

Surplus for the year

The net surplus for the period was £6.58m, after accounting for an unrealised revaluation loss on investments of £97k.

Investments

The trustees take a long-term view of investment returns, which forms the basis of the Charity’s approach to investments. The Charity’s aim is to generate consistent, stable, and sustainable returns from our investments while at least preserving the real value of the portfolio, net of any investment management fees and transaction charges.

The trustees’ powers of investment are set out in the Trustee Act 2000, which enables trustees to invest assets of the Charity while avoiding speculative and unduly risky investments. The Charity seeks to balance ethical and socially responsible investment and risk. As a result, the Charity’s investments were primarily held in the Cazenove Charity Sustainable MultiAsset Fund and were valued at £3,261,328 at the end of the period. During the year, the Charity’s investments generated income of £145,408 and unrealised losses in the value of the portfolio of £97,507.

The Trustees of the Charity maintain a cautious risk appetite in its investments to avoid exposing the Charity’s assets to undue risk.

Property

The Charity owns a 50% share in a residential property in Lymington, Hampshire. The property is subject to a protected tenancy. The Charity’s 50% share has been valued subject to the tenancy at £310,500. The Charity intends to sell the property once it becomes vacant to put the proceeds of the sale towards its charitable purposes.

Reserves policy and management

The Trustees are aware of their general legal duty to apply the income of the Charity for its purposes within a reasonable period of receipt, and as such have reviewed the Charity’s needs for reserves in line with the guidance issued by the Charity Commission.

The total funds and reserves of the Charity were £6.58m at the end of the period. This total was made up of:

1. Free reserves

The Board carries out an annual review of its free reserves policy annually. This is to ensure that the reserves arrangements continue to be appropriate in a constantly changing financial context and that the objectives of the free reserves policy supports the Charity’s strategy. The Trustees understand the need to maintain financial prudence and ensure long-term financial sustainability by ensuring that the Charity is able to meet its liabilities as they fall due.

The Charity has a free reserves policy of holding 12 months’ worth of operating costs. The policy is to treat unrestricted funds net of fixed assets, and excluding designated funds, as free reserves. Calculated on this basis, free reserves amounted to £3.27m, or 17 months’ worth of unrestricted operating expenditure, as budgeted at the period end. The trustees plan to use surplus free reserves to fund grant programmes over the next two years to bring free reserves in line with the policy.

2. Unrestricted designated reserves

Trustees may, at their discretion and with suitable rationale, set up designated funds and reserves for specific purposes

Designated funds are part of unrestricted funds along with free reserves but have been allocated in line with the Charity’s strategic grant-making aims.

At the end of the year, £2.2m was held in designated funds that have been identified for strategic purposes across two designated funds: Capital projects Research

Trustees may undesignate these funds at any time and move them back into free unrestricted funds or designate them for other purposes should new priority funding needs be identified.

3. Restricted funds

Donors may place restrictions on their donations, for example to a disease (e.g., cancer) or to a specific activity (e.g., research). Where there is a clear legal restriction placed on a donation, we hold these funds in restricted reserves until a suitable project has been identified.

At the end of the year, the value of restricted funds were £0.8m and more information is provided in note 14 to the financial statements.

Going concern

The Charity reviews its planned activities against its existing reserves and any ongoing or outstanding liabilities in order to confirm that the board of trustees has a reasonable expectation that the company has adequate resources to continue in operational existence for the foreseeable future. Our investment managers confirm our investments can be realised at short notice, providing us with significant resources to meet our liabilities.

Taking note of both our cash and investment position, we consider it is appropriate to adopt the going concern basis in preparing the financial 35 statements.

Principal risks and uncertainties

On the 1st April 2024, the Charity became a new independent charity. The old charity has been legally removed from the register of charities and the merger of the old charity into the new one has been listed on the Charity Commission’s register of mergers.

There were implicit risks in this conversion, namely the disruption to continuity of fundraising, donor support, and for our grant recipients. All of these posed both operational and reputational risks. The new Charity managed these risks by proactively communicating the transfer and change in legal status to all contacts on our donor database, using social media channels and our website to publicise the change, and undertaking engagement across UHS’ hospitals to talk through what the changes meant for our grant making. Reinforcement of these communications was undertaken throughout the year.

As a result, there are no further residual risks due to the change of legal status of the Charity.

Risk 1: Funding priorities

Financial and organisational uncertainty within the NHS and within UHS creates the risk that grants awarded by the Charity are not aligned with the Trust’s shifting strategic priorities.

The Charity refines its grant programmes and application process regularly to ensure that all grant applications come with the right level of management sign off from within the Trust to minimise the risk of misalignment of priorities and funding.

Risk 2: Capital campaigns

Capital appeals and large project fundraising campaigns generate significant income, brand profile and awareness, and enable the Charity to make a significant impact on patient care and treatment. Financial pressures, demands on space, and significant challenges with backlog maintenance creates a risk that no viable large-scale project is identified, and the Charity is unable to carry out significant proactive fundraising campaigns and its overall income target risks not being delivered.

The Charity’s senior management team are in ongoing dialogue with the Trust to mitigate this risk.

Statement of the responsibilities of the trustee in respect of the trustee’s annual report and the financial statements

The trustees (who are also directors of Southampton Hospitals Charity for the purposes of company law) are responsible for preparing the trustees’ annual report including the strategic report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and group and of the incoming resources and application of resources, including the income and expenditure, of the charitable company or 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 Make judgements and estimates that are reasonable and prudent
State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation

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

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

In so far as the trustees are aware:

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

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

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees during the period was 6. The trustees are members of the Charity, but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

The trustees’ annual report which includes the strategic report has been approved by the trustees on 29 September 2025 and signed on their behalf by:

Name: Nicholas Potter Title: Trustee

Signature:

Auditor’s Report

Opinion

We have audited the financial statements of Southampton Hospitals Charity (the ‘charitable company’) for the period ended 31 March 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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 Southampton Hospitals Charity '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.

In our opinion, the financial statements:

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

Basis for opinion

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

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

Other Information

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.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

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

Matters on which we are required

to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

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

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the 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.

Auditor’s responsibilities for the audit of 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 are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and

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

judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the normal course of business.

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

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

Capability of the audit in detecting irregularities

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.

Joanna Pittman (Senior statutory auditor) Date : 6 October 2025 for and on behalf of Sayer Vincent LLP, Statutory Auditor

110 Golden Lane, LONDON, EC1Y 0TG

Financial statements

Statement of financial activities for the fourteen and a half months ended 31 March 2025

(incorporating an income and expenditure account)

					2025
		Unrestricted	Designated	Restricted	Total
	Notes	£’000	£’000	£’000	£’000
Income
Fair value of net assets on
acquisition	2.1	7,582	-	-	7,582
Donations and legacies	2.2	1,886	-	1,419	3,305
Other fundraising activities	2.3	182	-	-	182
Trading activities	2.4	9	-	-	9
Investments	2.5	150	-	-	150
Total income		9,809	-	1,419	11,228
Expenditure
Charitable activities	3.1	2,449	-	619	3,068
Raising funds	3.3	1,482	-	-	1,482
Total expenditure		3,931	-	619	4,550

Net income before net
gains/(losses) on investments		5,878	-	800	6,678
Net gains/(losses) on investments		(97)	-	-	(97)
Net income/(expenditure) for
the period after net	4	5,781	-	800	6,581
gains/(losses) on investments
Transfer between funds		(2,200)	2,200	-	-
Net movement in funds		3,581	2,200	800	6,581
Reconciliation of funds
Total funds brought forward:		-	-	-	-
Total funds carried forward		3,581	2,200	800	6,581

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 14 to the financial statements.

Balance sheet as at 31 March 2025

----- Start of picture text -----
2025 2025
Notes £’000 £’000
Fixed assets
-
Investment property 9 311
-
Investments 10 3,261
Total fixed assets 3,572
Current assets
Stock 11 2
Debtors 12 1,709
Cash at bank and in hand 3,597
5,308
Liabilities
Creditors: amounts falling due within one year 13 (2,299)
Net current assets 3,009
Total net assets 6,581
The funds of the Charity 14
Restricted funds 800
Unrestricted funds:
Designated funds 2,200
General funds 3,581
Total unrestricted funds 5,781
Total charity funds 6,581
----- End of picture text -----

Approved by the trustees on 29 September 2025 and signed on their behalf by:

Nicholas Potter Trustee

Mark E Smith CBE Trustee

Company registration no. 15421829

Statement of cash flows for the fourteen and a half months ended 31 March 2025

	2025	2025
	£’000	£’000
Cash flows from operating activities:
Net income for the reporting period (as per the statement of financial activities)	6,581
Losses on investments	97
Dividends, interest and rent from investments	(150)
(Increase) in stocks	(2)
(Increase) in debtors	(1,709)
Increase in creditors	2,299
Net cash provided by operating activities		7,116
Cash flows from investing activities
Dividends, interest and rents from investments	150
Purchase of investment properties	(311)
Purchase of investments	(3,358)
Net cash (used in) investing activities		(3,519)

Change in cash and cash equivalents in the year		3,597
Cash and cash equivalents at the beginning of the
		-
year
Cash and cash equivalents at the end of the year		3,597

Notes to the financial statements for the st period ended 31 March 2025

Statutory information

Southampton Hospitals Charity is a charitable company limited by guarantee and is incorporated in England and Wales.

The registered office address and principal place of business is Ocean Village Innovation Centre, Ocean Way, Southampton SO14 3JZ.

1) Accounting policies

a) Basis of preparation

These financial statements have been prepared in accordance with the financial reporting standard applicable in the UK and Republic of Ireland (FRS102), and also in accordance with the Companies Act 2006.

Southampton Hospitals Charity meets the definition of a public benefit entity under FRS102, and the financial statements are also prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (Charities SORP FRS 102), and also in accordance with the Charities Act 2022.

These financial statements have been prepared under the historical cost convention, as modified by the revaluation of investments being measured at fair value within the Statement of Financial Activities.

The Charity was incorporated on 17th January 2024. These financial statements constitute the first financial statements of the Charity, and cover the fourteen and a half month period between 17th January 2024 and 31st March 2025.

The financial statements are presented to the nearest thousand pounds (£'000) unless otherwise stated.

b) Going concern

The trustees have considered whether the use of the going concern basis is appropriate, and have considered possible events or conditions that might cast significant doubt on the ability of the Charity to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. In particular, the trustees have considered the Charity's budgets, forecasts and long-range projections, and have taken account of the potential pressures on income. After making enquiries, the Trustees have concluded that there is a reasonable expectation that the Charity has adequate resources to continue in operational existence for the foreseeable future. The Charity has therefore adopted the going concern basis in preparing its financial statements.

c) Key judgements

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

The following judgements and estimates are considered by Trustees to have the most significant effect on amounts recognised in the financial statements:

i) the basis on which legacies are recognised in the period

ii) the basis on which income from trusts and grants is recognised in the period

iii) the basis on which grants payable are recognised as obligations in the period

Notes to the financial statements for the period ended 31st March 2025

1) Accounting policies, continued.

d) Income

Income is included in the statement of financial activities when the following criteria have been met:

i) Entitlement - when the Charity has been notified and is satisfied that the income is receivable, and when no dispute has arisen, and when all conditions to which the income is subject have been met.

ii) Probability - when it is judged more likely than not that the income will be received.

iii) Measurability - when the monetary value of the income, and the costs incurred for the transaction, and the costs to complete the transaction, can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which the Charity is made aware that the legacy exists and the will demonstrating entitlement has been received and any conditions have been met by the Charity, or when a distribution is received from the estate. If the will is not entirely clear, or any dispute to entitlement has been lodged by a third party, the threshold for entitlement is judged as not having been reached. Probability is judged to have been made more likely by: the granting of probate, the submission of tax documents, being pecuniary rather than residual, and less likely by: any indication that funds to pay the legacy may not be sufficient, any dispute, or the length of time taken to settle the legacy. Measurability is judged reliable when relying on estate accounts, probate or taxation documents. A 'haircut' is applied to the value at which the legacy is measured, to allow for unforeseen costs or variation between estimated and realised amounts. The haircut is estimated based on historic receipts and consistently applied, but adjusted for any factors which may increase uncertainty, such as the inclusion of property in an estate.

An assessment of legacies of which the Charity is aware, is made when preparing the financial statements, and a judgement is made according to the above criteria, using information available at the time, as to whether to include the legacy in the statement of financial activities for the period.

Any subsequent information received may lead to the inclusion of a legacy as a contingent asset in the financial statements.

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

e) Donations of gifts, services and facilities

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

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

f) Interest receivable

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

Notes to the financial statements for the period ended 31st March 2025

1) Accounting policies, continued.

g) Expenditure and irrecoverable VAT

The financial statements 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.

Expenditure on charitable activities includes grants payable, the costs of delivering services undertaken to further the purposes of the charity, and associated support and governance costs.

Expenditure on raising funds includes costs associated with generating income for the Charity, and associated support and governance costs.

Support costs relate to those functions which are vital for the work of the Charity, but are not directly undertaking charitable or fundraising activities. These costs have been apportioned between the cost of charitable activities and the cost of raising funds, based on the estimated proportion of staff time engaged in these activities.

Governance costs include provision of support to the board of trustees, strategic work, compliance with legislation and risk analysis. These costs have been apportioned between the cost of charitable activities and the cost of raising funds, based on the estimated proportion of staff time engaged in these activities.

The Charity is not registered for VAT. Irrecoverable VAT is charged to the same category of expenditure as the underlying expense.

h) Grants payable

Grants payable are made to third parties in furtherance of the charity's objects. Grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable

expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity.

i) Pension contributions

Pension costs for all staff are charged to the statement of financial activities when they become due. All contributions are to defined contribution schemes.

j) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £2,500. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. There are no current tangible fixed assets.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. There are no current depreciation rates in use.

k) Investment properties

Investment properties are measured initially at cost and subsequently included in the balance sheet at fair value. Investment properties are not depreciated. Any change in fair value is recognised in the statement of financial activities. The valuation method used to determine fair value will be stated in the notes to the accounts.

I) Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading “Net gains/(losses) on investments” in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

Notes to the financial statements for the period ended 31st March 2025

1) Accounting policies, continued.

m) Stocks

Stocks are stated at the lower of cost and net realisable value. In general, cost is determined on a first in first out basis and includes transport and handling costs. Provision is made where necessary for obsolete, slow moving and defective stocks.

p) Fund accounting

Where there is a legal restriction on the purpose to which a fund may be put, the fund is classified as a restricted fund.

Restricted funds are those where the donor has declared that the donation must be spent in furtherance of a specified charitable purpose.

n) Cash at bank and in hand

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

o) Creditors

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

Unrestricted funds represent those monies which are available for application towards achieving any charitable purpose that falls within the Charity's charitable objectives.

Designated funds comprise unrestricted funds that have been set aside by the trustees and designated for a particular purpose.

q) Financial instruments

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

2.1) Fair value of net assets on acquisition

Under the terms of the deed of transfer of the net assets and liabilities of charity number 1051543 (whose sole Corporate Trustee was the University Hospital Southampton NHS Foundation Trust) to the Charity, the Charity

took on the net assets and liabilities of charity number 1051543 on 1st April 2024.

The equivalent value, of £7,581,673, has been taken to income in the statement of financial activities during the period.

The net assets and liabilities transferred were as follows:

	At 1 st	April 2024
		£’000
Fixed asset investments		3,367
Investment property		311
Debtors		318
Cash		4,073
Creditors falling due within one year		(487)
		7,582

Notes to the financial statements for the period ended 31st March 2025

2.2 Income from donations and legacies

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Direct gifts from individuals	259	69	328
Direct gifts from trusts	10	34	44
Direct gifts from corporate entities	30	89	119
Legacies	1,326	1,193	2,519
Community fundraising	216	34	250
Other	45	-	45
	1,886	1,419	3,305

2.3 Income from other fundraising activities

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Corporate sponsorship	59	-	59
Tickets and auctions	94	-	94
Lottery income	29	-	29
	182	-	182

2.4 Income from trading

activities

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Sale of merchandise	4	-	4
Rental income	5	-	5
	9	-	9

Notes to the financial statements for the period ended 31st March 2025

2.5 Income from investments

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Fixed asset investments	145	-	145
Cash held on deposit	5	-	5
	150	-	150

3.1 Expenditure on charitable activities

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Direct charitable expenditure	2,018	619	2,637
Direct staff costs	210	-	210
Other direct costs of charitable activities	11	-	11
Support costs of charitable activities	156	-	156
Governance costs of charitable activities	54	-	54
	2,449	619	3,068

3.2 Direct charitable expenditure

The charity makes grant payments, and runs programmes of activity.

It is the charity's intention that from 25/26, the vast majority of grants will be paid directly to University Hospital Southampton NHS Foundation Trust, but in the transitional year of 24/25, grants were also paid to individuals working for the Trust, and to third parties providing services to the Trust. All payments were subject to the charity's assessment and approvals procedures, which includes provision of supporting documents, for example, receipts.

The charity also runs two programmes of activity, and employs staff to deliver these activities. The salaries of these staff are included under direct staff costs in note 3.1. Direct charitable expenditure relating to these programmes entails payments to suppliers, which again are subject to the charity's assessment and approvals procedures, which includes provision of supporting documents, for example, receipts.

Notes to the financial statements for the period ended 31st March 2025

3.2 Direct charitable expenditure, continued.

Patient benefit			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Brachytherapy ultrasound and treatment	41	95	136
couch
Funding for nursery teacher	-	33	33
Intensive Care Unit refurbishment	367	-	367
Mortuary viewing rooms	25	-	25
Neonatal woodland rooms refurbishment	15	24	39
Patient and staff Wi-fi	54	-	54
Patient, Empowerment, Employability, self-Esteem and Resilience youth project	-	43	43
Saints Foundation exercise practitioner	38	11	49
Refurbishment of the mental health safe
room in the children's emergency	28	68	96
department
Robbie’s Rehab	369	127	496
Other grants under £25,000 each	385	181	566
	1,322	582	1,904
Staff benefit			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Continuing professional development	31	-	31
Discounted travel scheme for NHS staff	50	-	50
Patient and staff Wi-fi	54	-	54
Staff awards scheme	25	-	25
Staff facilities refurbishment	250	-	250
Staff wellbeing	25	-	25
Other grants under £25,000 each	32	1	33
	467	1	468

Notes to the financial statements for the period ended 31st March 2025

3.2 Direct charitable expenditure, continued.

Research and development			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Reflex testing for metabolic dysfunction
fatty liver disease in patients with type 2	43	2	45
diabetes
University of Cambridge machine learning	61	-	61
project
Other grants under £25,000 each	23	20	43
Service delivery programmes	127	22	149 2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Arts programme	29	3	32
Patient welfare	44	11	55
Carer support	29	-	29
	102	14	116

Total direct charitable expenditure	2,018	619	2,637

Expenditure on patient and staff Wi-fi has been split equally across the categories of patient benefit and staff benefit

Notes to the financial statements for the period ended 31st March 2025

3.3 Cost of raising funds

			2025
	Unrestricted	Restricted	Total
	£’000	£’000	£’000
Direct staff costs	479	-	479
Other direct fundraising costs	482	-	482
Support costs of fundraising activities	380	-	380
Governance costs of fundraising activities	131	-	131
	1,472	-	1,472
Investment management fees	10	-	10
	1,482	-	1,482

3.4 Allocation of general support and governance costs

			2025
	Support	Governance	Total
	£’000	£’000	£’000
Staff costs	299	113	412
Temporary staff and contractors	53	17	70
Audit fee	-	24	24
Legal costs	9	18	27
Other non-staff costs	175	13	188
	536	185	721
Charitable expenditure	156	54	210
Fundraising costs	380	131	511
	536	185	721

Staff costs of £412k have been allocated based on an estimate of the proportion of time worked by each staff member with respect to the categories listed above. Non staff costs of £309k have been allocated in the same way. This allocation fairly reflects the activities of the team of staff.

Notes to the financial statements for the period ended 31st March 2025

4. Net income/(expenditure) for the period after net gains/(losses) on investments

This is stated after charging/(crediting)

		2025
		£’000
Interest payable		505
Auditor’s remuneration		23

5. Analysis of staff costs and the cost of key management personnel

	2025
	£’000
Salaries and wages	849
Redundancy and termination costs	108
Social security costs	96
Employer’s contribution to defined contribution pension schemes	48
	1,101

The redundancy and termination costs were The following number of employees received settled and paid at the balance sheet date. employee benefits (excluding employer pension costs and employer's national insurance, but including redundancy costs) during the period between:

	2025
	No.
£60,000-£69,999	-
£70,000-£79,999	1
£80,000-£89.999	1
£90,000-£99,999	-
£100,000-£109,999	1

Key management personnel include: The Chief Executive, Director of Operations and Resources, Director of Finance, Director of Fundraising, and a temporary parental leave cover role for one Directorate.

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £340,656.

Notes to the financial statements for the period ended 31st March 2025

6. Staff numbers

The average number of employees (head count based on number of staff employed) during the period was 16.

The average number of full time staff for the period was 13, and the average number of part time staff was 3. The full time equivalent average number of staff was 15.

Staff are split across the activities of the charity as follows (full time equivalent basis):

		2025
		No.
Charitable activities		3
Raising funds		8
Support		3
Governance		1
		15

7. Related party transactions

The trustees of the Charity were neither paid nor received any other benefits from employment with the charity in the period. No charity trustee received payment for professional or other services supplied to the charity.

Trustees may claim re-imbursement of travel and subsistence costs. During the period, £462 was re-imbursed to 1 trustee, which related to attendance at meetings of the trustees.

With the exception of two Trustees – Mark Smith and Gail Byrne - none of the Trustees or members of the key management staff or parties related to them has undertaken any material transactions with Southampton Hospitals Charity during the period.

Mark Smith is Vice Chancellor of the University of Southampton. The Charity awarded grants of £52,759 to the University during the period, and used the University’s printing shop services for which it paid £2,117 at fair market value.

Gail Byrne is the nominated trustee of University Hospital Southampton NHS Foundation Trust (the Trust) on the Charity’s board of trustees, and is the Chief Nursing Officer of the Trust.

The Charity makes the vast majority of its grants in number and value to the Trust. During the year the Charity also paid £6,000 to the Trust for the rent of a small unit in the hospital foyer, and £967 for cashiers’ services provided by the Trust, both under the terms of a documented Service Level Agreement with the Trust.

Under the terms of the deed of transfer of the net assets and liabilities of charity number 1051543 (whose sole corporate Trustee was the Trust) to the Charity, the Charity took on responsibility for all the liabilities of charity number 1051543. At 1st April 2024, the Charity took on a liability of £379,110 owed to the Trust for various recharged items including charitable and non-charitable expenditure, and this amount was still owed at 31st March 2025. In addition, a further amount of £44,308 has been accrued in the accounts of the Charity for further recharged items which have come to light since 1st April 2024. It is expected that these amounts will be settled in 25/26.

8. Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The Charity is not registered for VAT, and has no expectation that the threshold for VAT registration will be exceeded in the next twelve months.

Irrecoverable VAT is charged to the same category of expenditure as the underlying expense.

Notes to the financial statements for the period ended 31st March 2025

9. Investment property

		2025
		£’000
Fair value at the start of the period		-
Additions		311
Disposals		-
Revaluation during the period		-
Fair value at the end of the period		311

The value of the property represents a 50% share The property was last valued on 29th April 2022 in a property acquired by Charity number 1051543 by Berrys, and the Trustees consider the as the result of a legacy, and transferred to the valuation to continue to be appropriate, given Charity as part of the transfer of net assets on 1st market conditions and the nature of the tenancy April 2024. The property is subject to an on-going arrangement. tenancy, for which the Charity receives a modest, below market rate, rental income.

10. Listed investments

10. Listed investments
	2025
	£’000
Fair value at the start of the period	-
Additions at cost	3,323
Disposal proceeds	-
Net gain/(loss) on change in fair value	(97)
Cash held by investment broker pending reinvestment	3,226 35
Fair vale at the end of the period	3,261

Investments comprise:

	2025
	£’000
UK common investment funds	3,202
Shares listed on the London Stock Exchange	24
Unlisted shares in UK registered companies	-
Cash	35
	3,261

Investments in UK common investment funds wholly comprise units in the SUTL Cazenove Charity Responsible Multi-Asset Fund. The value of the units held at 31st March 2025 was £3,201,831. In addition, Cazenove held £35,428 in uninvested cash on behalf of the Charity.

Shares listed on the London Stock Exchange comprise 1,510 shares in SSE plc, which were valued at £24,069 at 31st March 2025.

Notes to the financial statements for the period ended 31st March 2025

11. Stock

	2025
	£’000
Finished goods for resale 2
	2

12. Debtors

		2025
		£’000
Trade debtors		-
Other debtors		8
Prepayments		20
Accrued income		1,681
		1,709

13. Creditors: amounts falling due within one year

	2025
	£’000
Trade creditors	35
Taxation and social security	28
Grants payable	1,689
Other creditors	58
Accruals	489
	2,299

Notes to the financial statements for the period ended 31st March 2025

14. Movements in funds

		At 17 Jan 2024	Income & gains	Expenditure & losses	Transfers	At 31 March 2025
		£’000	£’000	£’000	£’000	£’000
Restricted funds:
Arts programme		-	2	(2)	-	-
Cancer		-	161	(161)	-	-
Cancer children and young people		-	69	(69)	-	-
Cancer research		-	78	-	-	78
Cancer wellbeing therapy		-	11	(11)	-	-
Cardiac		-	591	(15)	-	576
Children and young people’s health		-	132	(132)	-	-
Emergency care		-	71	(71)	-	-
Elderly care		-	11	(11)	-	-
Muslim prayer facilities		-	1	-	-	1
Neonatal Intensive Care unit		-	24	(24)	-	-
Neurology (and stroke unit)		-	71	(71)	-	-
Nursery teacher		-	33	(33)	-	-
Nurse wellbeing (Amin Abdullah award)		-	5	-	-	5
Ophthalmology		-	42	-	-	42
Orthopaedics		-	36	-	-	36
Radiology		-	36	(2)	-	34
Reclining chairs		-	1	(1)	-	-
Research		-	2	(2)	-	-
Rheumatology		-	36	(8)	-	28
Robbie's Rehab		-	5	(5)	-	-
Surgery		-	1	(1)	-	-
Total restricted funds		-	1,419	(619)		800

Unrestricted funds:
Designated funds:
	Capital projects	-	-	-	1,200	1,200
	Research	-	-	-	1,000	1,000
Total designated funds		-	-	-	2,200	2,200
General funds		-	9,809	(4,028)	(2,200)	3,581
Total unrestricted funds		-	9,809	(4,028)	-	5,781

Total funds		-	11,228	(4,647)	-	6,581

Notes to the financial statements for the period ended 31st March 2025

14. Movements in funds, continued.

Purpose of restricted funds The purposes of our restricted funds are given below:

Arts Programme - Restricted donations given for the purpose of furthering our arts programme, through the purchase, curation, display and interpretation of artworks in our hospitals

Cancer - Restricted donations given to enhance work and patient welfare in the clinical area of cancer

Cancer children and young people - Restricted donations given to enhance work and patient welfare in the clinical area of cancer as it relates to children and young people

Cancer research - Restricted donations given for the purpose of research into cancer

Cancer wellbeing therapy - Restricted donations given for the purpose of providing wellbeing therapy in the clinical area of cancer

Cardiac - Restricted donations given to enhance work and patient welfare in the cardiac clinical area

Children and young people's health - Restricted donations given to enhance work and patient welfare relating to children and young people

Emergency care - Restricted donations given to enhance work and patient welfare in the clinical area of emergency care

Elderly care - Restricted donations given to enhance work and patient welfare in the clinical area of elderly care

Muslim prayer facilities - Restricted donations given to enhance Muslim prayer facilities within Southampton General Hospital

Neonatal Intensive Care unit - Restricted donations given to enhance work and patient and parent welfare in the Neonatal Intensive Care unit

Neurology (and stroke unit) - Restricted donations given to enhance work and patient and welfare in the clinical area of Neurology (including the stroke unit).

Nurse wellbeing (Amin Abdullah award) - Restricted donation given to fund an award to nursing staff in memory of Amin Abdullah

Opthalmology - Restricted donations given to enhance work and patient welfare in the clinical area of opthalmology

Orthopaedics- Restricted donations given to enhance work and patient welfare in the clinical area of orthopaedics

Radiology - Restricted donations given to enhance work and patient welfare in the clinical area of radiology

Reclining chairs - Restricted donations given for the purchase of reclining chairs for patients' families in the paediatric High Dependency Unit at the Children's Hospital

Research - Restricted donations given for the purpose of research

Rheumatology - Restricted donations given to enhance work and patient welfare in the clinical area of rheumatology

Robbie's Rehab - Restricted donations given to establish a children's specialist neurological rehabilitation ward

Surgery - Restricted donations given to enhance work and patient welfare in the clinical area of surgery

Purposes of designated funds

The purposes of our designated funds are given below:

Capital projects - funds the Trustees have earmarked for capital projects in hospitals.

The Charity is currently in discussion with University Southampton Hospital NHS Foundation Trust concerning opportunities to fund capital projects over the next two years, including the potential installation of a cinema for patients.

Research - funds the Trustees have earmarked for the purposes of research.

The Charity is currently in discussions with research and development teams at University Southampton Hospital NHS Foundation Trust and the University of Southampton to identify an approach to research funding over the next two years which will contribute to the priorities of the two institutions.

Nursery teacher - Restricted donations given to fund a nursery teacher

Notes to the financial statements for the period ended 31st March 2025

15. Analysis of net assets between funds

The net assets that back these funds are as follows:

				2025
	Unrestricted	Designated	Restricted	Total funds
	£’000	£’000	£’000	£’000
Investment properties	311	-	-	311
Investments	1,061	2,200	-	3,261
Cash	3,621	-	(24)	3,597
Other short term assets	726	-	985	1,711
Short term liabilities	(2,138)	-	(161)	(2,299)
Net assets at 31 March 2025	3,581	2,200	800	6,581

16. Contingent assets

At 31st March 2025, the Charity had been notified of a residual legacy with an estimated value to the Charity (according to probate) of £200,000. A challenge to the Charity's entitlement had been received, which was subject to legal negotiation. This income was not therefore included in the statement of financial activities.

The Charity had also been notified of a residual legacy with an estimated value to the Charity (according to probate) of £48,000. A challenge to the Charity's entitlement had been received from the executors, and the Charity was led to believe that there were insufficient funds to cover the legacy. This income was not therefore included in the statement of financial activities. After the end of the period, an amount of £44,000 was received in respect of the legacy.

17. Capital commitments

At the balance sheet date, the charity had no capital commitments.

18. Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

Southampton Hospitals Charity is a charitable company limited by guarantee, registered in England and Wales (Company No: 15421829, Charity No: 1206909).

Registered Address: Southampton Hospitals Charity, Ocean Village Innovation Centre, Oceans Way, Southampton, SO14 3JZ.

Contents

Reference and administrative information

Status and structure

About Southampton Hospitals Charity

information set out on page 3 forms part of this report.

Who we are and what we do

With thanks

Strategic report

Incorporation

Our new strategy: Looking to the future

Key enablers

A strong and strategic partnership with UHS

Sustainable income and financial responsibility

A recognised and respected charity

Our priorities

Think Big

NHS charities exist to work alongside NHS organisations to improve the care, treatment, and health outcomes of local communities.

Our goals

Large-scale projects

Our grant programmes

Research & Innovation

Think Local

Our goals

A partnership approach

Our profile and brand

Our services

Think SHC

Our goals

Growing our income

Exploring commercial opportunities

Efficiency and effectiveness

Looking forward

Year in review

Our impact

Patient Benefit Grants Programme

Improved Spaces

Research & Innovation Funding

Supporting UHS staff

Our achievements and success in 2024/25

Provided innovative kit and equipment

Brachytherapy ultrasound machine and treatment couch

David Driver,

Radiotherapy Services Manager

Phlebotomy Suite upgrade

Cardiac VR Headsets

Delivered therapeutic arts experiences

Improved spaces across our hospital

Mortuary viewing rooms

Woodland Ward

Invested in patient and visitor wellbeing

Period poverty

vCreate virtual visiting

Cancer therapy

Supported patients and families through the delivery of services within the hospitals

Carers

Piggles Nursery

Exercise practitioner

Funded research with a local focus and a global reach

Reflex Study

Support My Way

Paediatric Neuroblastoma

Supporting UHS staff

Income

year.

Our fundraising

Light the South

Carol concerts

Structure, governance and management

Legal Structure and constitution

Charitable purpose and objects

Public benefit statement

Governance and management

Management

Pay and remuneration arrangements

Fundraising

Volunteers

Financial review

How we raised and spent funds

Income