2024-03-31-accounts

St Nicholas Hospice (Suffolk) Trustees report and financial statements for the year ended 31 March 2024 Company number: 1748046 Charity number: 287773

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St Nicholas Hospice (Suffolk) Trustees. annual report For the ear ended 31 March 2024 Contents Trustees, annual report.......-....................... Independent auditors report..... ..42 Statement of financi81 activities (incorporating an income and expenditure accounts)..47 Balance sheel................................ ..48 Stalement ofcash flows............... ..49 Notes to the financial statements........................ ..50

Reference and Administrative information The trustees. who are also the directors for the purposes of company law. present their report and audited consolidated financial statements of the charity and group for the year ended 31 March 2024. The financial statements have been prepared in accordan￿ with Ihe accounting policies set out in the notes to the acGounts and comply with the charity's governing document, the Charities Act 2011 and Companies Act 2006, and Accounting and Reporting by Charities.. Statement of Recommended Practice appli¢able lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and RepubliG of Ireland published in October 2019. St Nicholas Hospice (Suffolk) Registered charity.. Company number.. 1748046 Charity number.. Registered office.. 287773 St Nicholas Way, Hardwick Lane. Bury St Edmunds, Suffolk, IP33 2QY County of incorporatlon.. United Kingdom Trustees.. The trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows: Charles Simpson Chair of the Board ofTrustees- Resigned - 3011112023 Chair of the Board of Trustees - Appointed 3011112023 Anne Fisher Karen Chandler-male Max Drinkwater Dave Evans Donna Forster Anthony Faulkner Jo Howlett Anita Pearson Paul Siklos Sam Turner Kale Vaughton Vice Chair

Key management.. Linda McEnhill Sharon Basson Jelena Sarubina Clare Chater Chief Exe¢utive Officer Director of Clinical Services Direcior of Corporate Services Director of Income Generation Resigned.. 0610312024 Secretary." Bankers.. Fiona Heath Barclays Bank plc 20121 Comhill, Bury St Edmunds IP33 1 DY. Ellisons Solicitors incorporating Gross & Co 83-84 Guildhall Street, Bury St Edmunds, Suffolk IP33 1 LN. Rathbones Investment Management Limited, 159 New Bond Street, London, W1S 2UD. Sarasin & Partners LLP, Juxon House. 100 St Paul's Churchyard, London, EC4M 8BU. Solicitors." Investment hlanagers." Audltors.. Lovewell Blake LLP, Chartered accountants & ststutory auditor, Bankside 300, Peachman Way. Broadland Business Park. Norwich. NR7 OLB.

Objectives and Activities In the Objectives and Activities section of this annual report. we spotlight our Hospice's core mission and its implementslion. Here, we highlight our diverse services, meaningful interactions. and impaclful initiatives that define our commilment to improving experiencRs for people at the end of life. The purpose of the charity set out in its Articles of Association is ' -to promote the relief of persons of either sex {withoul regard to race or creed) who are suffering from any chronic or terminal illness or disease attributable to old age or from any other physical or mental infirmity or disease in suGh ways as the Association shall from time to time think fit. In setting our programme each year we have regard to the Charity Commission's general guidance on public benefit. The trustees always ensure that Ihe programme we undertake is in line with our charilable objects and aims. Vision Everyone in our communities has support, dignity and choice when facing dying, death and grief. Mlsslon statement We strive for something better in the pmvision of high-quality, specialist palliative care, emotional and practical support, so that no-one in West Suffolk and Thetford has to face dying, death and grief alone. Vlslon Compassion, Accountability, Respect, Equity. Beneficiaries Serving communities in West Suffolk and Thetford. the Charity's key ben6ficiari8S include patients approaching the end of life with a teminal illness or life-limiling ¢ondilion. We support their family members. caregivers. friends, and the broadér community too. We also support medical, health and social care professionals, whilst offering open access bereavement support for adults and children. Activities The primary focus is on providing comfort, emotional support, and symptom management Ihrough the provision of dinical serVi￿S staffed with specialist teams and supported by volunteers. However. the trustees rewgnise Ihe k)ng-tenn impact of rydising awareness of end￿f-Iife issues to enhance quality of care in general. Therefore, we ensure the charity's speaalist knO￿edge is ac￿Ssible to the wder community by offering advice, education and strategic partnerships wilh health and soaal care partners.

St Nicholas Hospice {Suffolk) Trustees. annual report Forth6 èar ended 31 March 2024 The activilies currently carried out for the public benefit by the charity can be broadly categorised into the following programmes.. Hospi￿ Care.. Providing specialised nursing, medical and therapeutic care. This includes pain management, symptom relief and advance care planning, as well as emotional and spiritual support if requested, improving the quality of life for patients. End-of-Life Care.- Offering compassionate care and support lo patients during their final stages of life, ensuring their comfort and dignity. Psychological, Bereavement and Practical Support.. Extending counselling and assistance to the families and loved ones of people who are dying or have died, helping them cope with grief and loss. This includes support for people whose loved ones may not have died in our care. Community Outreach.. Engaging with the local comrnunity to raise awareness about hospice care and end-of-life issues, promoting educab'on and understanding. Income Generation.. Raising funds for the Hospice's operations and services, ensuring sustainability- Volunteer Programmes.. Engaging volunteers who contribute their time and skills to assist with various tssks, inciuding patient care, administrative work, retail and fundraising activities. There were 68 new volunteers who joined us between April 1, 2023 and March 31, 2024. Totsl volunteers we had at the end of March was 397. Education and Training: Providing training and resources to health and soc4al care professionals and family caregivers to enhance their understanding of hospi￿ care, advanced care planning, and end-of-life support. Advocacy.. Advocating for policies and initiatives Ihat support and improve end- of-life care. bereavement and advance the hospice care field. Collaboralions and partnerships: Working with other health and social care organisalions, institutions, and community stakeholders to create a seamless nelwork of care for patients and families.

How we work The Charity delivers its charitable aims in the following ways.. Our care is provided free of charge and is available to individuals through referral by their GP, or other professionals, such as hospital doctors or dislnct nurses. As well as working with fellow heallhcare professionals, we promote sglf-referral or contaGI from family or friends on behalf of olhers. Our servic8s are there to support anyone who needs us, somelimes from Ihe point of diagnosis onwards, nol just in the last year or months of life. We support people in many different settings, from the Hospice itself in Bury St Edmunds, which has a bedded unit (Sylvan Ward). to working in local communities, to the place people call home. Our services also ensure that specialist support and advice is available to people wherever they are. We have developed a flexible and experienced skill mix of people, ranging from employed slaff such as palliative care clinicians, therapisls, counsellors and carers, to a broad mix of volunteers who provide support to all our services and organisational funclions and work across all settings. This enables us lo focus on proactive care planning and management, which aids effective person-centered care. The Hospice provides the following clinical setvices to deliver multidisctplinary and holistic support.. Sylvan Ward - bedded unit with 2417 access to palliative Ca￿ specialists. Community Nursing Team- specialist care and education support. Psychological Servi¢es Team - psychotherapy. counselling and practical support. Spiritual Care and Chaplaincy Team spiritual support, facilitation of cultural and reltgious support for people of all falths and none. Independent Living Team physiotherapy. occupational therapy and rehabilitative support. o Hospice Neighbours help. Education - training, support and information. volunleer-delivered companionship and practical The Hospi￿ also works to educate and support communities in developing their understanding of end-of-life issues. We help build mulual support and resilience among community members so Ihose with life limiting illness can remain independent for as long as possible and do not feel alone. We athieve this

St Nlcholas Hosplce (Suffolk) Trustees. annual report Forthe earended 31 Mar¢h 2024 through our Hospic8 Neighbours (trained volunteers), and a range of qualified staff who provide education and training. St Nicholas Hospice Care also proactively develops slralegic partnerships to ensure the best possible endthof-life care is available wilhin the communities we serve. We work with other health and social care providers to share experlise and knowledge. give specialist advice through a 2417 helpline. and to collaborate on innovalive solutions that improve care for people and their families. The Hospice's leadership team are actsve participants in key forums thal bring together professionals and organisations across the local health and soaal care system. St Nicholas Hospice Care is part of the Suffolk and North East Essex (SNEE) Integrated Care System {ICS) Die Well work for West Suffolk, which delivers on Ihe Integrated Care Board Joint Forward Plan. This details the five-year strategy for health and care partners to improv8 health and wellbeing outGomes and reduce h8allh inequity for the people of Suffolk and North East Essex. The trustees and executive team review support services and management structures and arrangemenls regularly. How our services are funded The charily receives some statutory funding from the Integrated Care Boards of Norfolk and Waveney and Suffolk and North East Essex,. the majority of ils funding comes from voluntary, Gommer¢ial, and charitsble means, including.. Charitable donations= Generous gifts provided by individuals, organisalions, and ommunity groups. Legacy giving= Gifts in Wills from compassionate indiwduals continue to have a lasting impact on our ability to provide care. Fundraising events. Corporate partnerships.. Including donations, fundraising and sponsorship. Lottery and raffles. Grants and trusts.. We submit applications for funding for activities, projects and Capital items. Gift Aid.. Tax relief on charitable giving maximises the value of donations. making every contribution even more impactful.

Retail and olher trading activities- We sell donated and new 9oods through our charity shops and online sales. Our house clearance Servi￿ generates income through a paid-for service and by providing stock for our retail channels. Investment and reserves.. Our prudenl management of investments and reserves ensures steady income to support our long-term goals. Thank you to all the trusts and foundations who have supported our worf( in 2023-24. St Nicholas Hospice Care gratefully acknowledges the generous support of the Julia Rausing Trust, whose grant of £300,000 will help us meet rising costs and continue to provide vitsl care to our community. JULIA IIAUSING TRUST We are grateful for funding from the David and Jill Simpson Fund through Suffolk Community Foundation. SUFFOLK Community Foundation

St Nicholas Hospice {Suffolk} Trustees, annual report For the tsar ended 31 March 2024 Achievements and performance Executive Summary of impact of St Nicholas Hospice Care's charitable activities Trustee Chalr's Introduction.. Reflecting on 40 Years of Commltment and a Year of Challenge As Chair of St Nicholas Hospi￿ Care, it is with both joy and concem that I reflect on the past year-a year that also marked our 401h anniversary. For four decades, our hospice has been a comerstone of care for thè communities of West Suffolk and Thetford, supporting individuals and families during some of the most difficull moments of their lives. This mileslone is a testament to the dedication of our staff, volunteers, and supporters who have shaped our legacy of care. However, this year has also brought significant financAal challenges-nol just for us, but for hospices across the UK. The national funding crisis is having a profound impact on organisations like ours. In particular. we were notified, just days before the new 2024- 25 finanrjal year, ofthe loss of£79,000 in statutory funding from the Norfolk and Waveney Integrated Care System (ICSI. This is part ofa broader systemic issue affecting many hospices. We are now at a critical juncture where sustainable funding is needed lo ensure that we can continue lo provide the care our communities depend on. Despite these challenges, the resilience and dedication of our team have been ex￿Ptional. They have gone above and beyond to ensure that we continue to meet the needs of those we serve. Bul as we move forward, we must address the serious financial challenges we face to safeguard the future of our hospice and conlinue th8 legacy of care we've built over the past 40 years. CEO'S Statement on Financial Performance and Operational Achievements This year, Sl Nicholas Hospice Care faced an increasingly difficult financial landscape, one that reflects the broader national crisis confronting hospices across the UK. While our work continues to be heavily reliant on voluntsry income, the rising costs of care and redu¢éd statutory funding are making this model increasingly unsustainable. Wilhout siable and reliable financial support, we risk being unable to meet the growing demand for our services in the future. Despite these pressures, l am pleased to report that, Ihrough ¢ar6ful financial management, we achieved a small operating surplus of£O.01 million. However, this was mainly due to exceptional legacy income and temporary savings from vacant staff

positions. Our inveslment portfolio also contributed, but these gains are unpredictable and cannot be relied upon long-term. This surplus should not be seen as a sign of financial security-it masks the serious challenges we face in maintaining our services, and wilhoul urgent action, our ability to deliver care is undér Ihreat in the long term. Despite these challenges, the Hospi￿ has made significant achievemenls this year. Our Sylvan Ward provided speaalist care to 174 patients, with an 840/0 bed occupancy rate. and we adapted to rising demand by increasing Gapacity when needed. Our community nursing teams supported 1.901 patients in their homes. and our Psychological Services team managed 667 referrals, delivering crucial emotional support to patients and their families. Looking ahead, our focus 15 on expanding our services to ensure greater access and equity. We aim lo expand Sylvan Ward to its full 12-bed rApacity and relaunch ouipatient services. However, the future success of these plans depends on seGuring the financial stsbility we need to operate effectively. Without a sustainable funding model, the hospice sector will continue to face uncertainty, and we must work collaboratively with our partners, local authorities, and govemmenl bodies to address this crisis. A particular highlight of our 40th-anniversary celebrations was the Thankful event, held at St Edmundsbury Cathedral in May. This service brought together hundreds of families, supporters, volunteers, and staff in remembrance and ￿lebratiOn of the lives we've touthed over the years. It was a moving and meaningful o¢casion that reflected the depth of conneclion belween our hospi￿ and Ihe community we serve. These accomplishments underS￿re our ongoing commitment to delivering the highest standards of care during our 401h year. Key areas of impact Clinical Care and patient support Sylvan Ward.. The ward provided specialisl palliative and end-of-life care to 174 patients, maintaining an average stay of 13 days. With a high bed occupancy rate of 840/0, Sylvan Ward adapted to increased demand, including the addition of beds for dementia care during the winter period, ensuring ¢omprehensive and ttimpassionate care. Community Nursing.. The Community Team supported 1.901 patients, managing complex care needs and maintaining high acceptance rates into Ihe service. The Inlegration of the Hospice Extra Support Team model ensured responsive care during peak periods, highlighting Ihe team's flexibilily and reSoUr￿fulness. 10

St Nlcholas Hospice (Suffolkl Trustees, annual report For the ear ended 31 March 2024 Independent Living= Supporting 279 patients, the team offered vital services, including O¢CLtpational therapy, physiotherapy, and ward support. promoting independence and enhancing qualily of life. Psychological and spiritual support Psychological Services= With 667 referrals. the team provided extensive emotional and psychological support, including speGialised group support like Nicky's Way bereavement service for children. The launch of new educational initiatives and the recruitrnent of volunteers slrenglhened Ihe team's capacity and outreach. Spiritual Care and Chaplaincy.. The team, one full-time and two bank chaplains and twenty volunteers facilitated 1,030 conlacts and 125 home visits, offering round-the- clock spiritual support. They also organised significant community events. such as the Light Up a Life gatherings. which saw a 39 % increase in attendance on the previous year. Education and professional developmont The Clinical Educ2tion Team facilitated 73 education sessions, attended by 1,311 individuals enhancing skills and knowledge in palliative care. Collaboration with Ihe East of England Ambulance Service Trust and other entities furthered professional development and improved care delivery slandards. Additionally, the hospice hosted a national, online conference focused on 'The Arts and Demenb'a, in partnership with another charity, Hope for Home, with delegates attending from across the UK as well as our own staff. Medlcal Team contributions Following a resignation, we were successful in recruiting for the Senior Hospice Physician post. Collaboration wilh the West Suffolk Foundation Trust colleagues who work Closely with St. Nicholas Hospice Care, enhanced the level of expertise across the medical team. Impact against the Charity's Mission St Nicholas Hospice Care's mission To strive for something better in the provision of highquality, specialist pallialive care, emotional and practical support. so that no-one in West Suffolk and Thetford has to face dying, death and grief alone-was realised through its mulli-faceted approach, encompassing clinical excellence. emotional and psychological support, and communily engagemenl. The Hospice's efforts in promoting independence, supporting families, and ensuring access to high-quality care were evident across all Servi￿5. The organisation's ability to adapl to challenges. such as staffing shortages and increased demand, without compromising care quality, reflects its dedication to

conlinuous improvement and patient-cenlred care. Staff respond to service needs by working across different departments when required. in order to maintain business continuity. The exlensive Iraining and educational initiatives underscore a commitment to building a well-equipped and knowledgeable workforce, essential for sustsining high standards ofcare. Conclusion In alignment with its mission. St Nicholas Hospi￿ Care has effectively addressed the complex needs of ils palients and Ihe wider community. Through specialised services, compassionate support. and proactive engagement, the hospice has made a profound impacl, ensuring that individuals and families receive the care and support they need during life's most challenging moments. This yèar's achievements set a strong foundation for Gonlinued excellence in the future period. Impact by service area Aco)unt oflE Hospi?'s serTh is availatAe on Our￿EbsIte.. ww.shithoL9shos ice.0 Sylvan Ward impact Service Continuity and capacity management.. Throughout 2023-24, Sylvan Ward m8inlained full operational Gapauty of 6 inpatient beds, providing specialist palliative and end-of-life care without any need to reduce bed capaaty. The ward was proactive in responding to fluctuating demands across the local community, extending capacity on three occasions to manage seasonal pressures and admission avoidance. Notably, from January 8 to March 31, 2024, additional beds were added to accommodate patients with dementia. in response to requests from other parts of the health service. Individual and Family Support.. Sylvan Ward emphasised a family-centred approach, facilitating overnight slays for families wishing to be close to their loved ones. This supportive environment, which was redecorated to enhance comfort, ensured that family members could remain involved and present during critical times. Key melri¢s= Totsl admissions: 174, with 640/0 of Sylvan Ward stays ending in the death of the individual and 36 % in disGharge home or to another care setting- Average length of slay.- 13 days, indicaling a balan￿ be￿een admittFng and planning discharge approprialely. Bed oGcupancy'. The ward maintsined high bed occupancy rates, with 84 % in 2023124, slightly up from 830/0 in the previous year. Number of bed days- Out of 2,522 available bed days, 2,129 were occupied. reflecting efficient use of resources. 12

St Ni¢holas Hospice (Suffolkl Trustees, annual report For the ear endèd 31 March 2024 Infection control and staff management.. The Clinical team adhered slrictly to national infection pr8vention guidelines, effectively managing isolated Covid-19 cases without any outbreaks. Despite facing high levels of Hospice Nurse va￿ncieS, the ward ensured safe clinical care through rigorous and responsive operational planning. co-operation with trusted agency providers and the flexibility of our slaff. who worked across departments lo maintain safety and quality of care. Temporary staff with palliative care experience w8re employed to maintain consistency and quality of care. Overall impact: Sylvan Ward's commitment to maintaining capacity, supporting families, and adhering to high clini(xl slandards has ensured continuous, qualily ¢are for patients. The ward's adaptability in managing resources and staffing challenges, alongside its proactive approach lo infection ¢ontrol, underscores its role as a reliable provider of specialist palliative care services. Medical Team impact The Medical Team at St Nicholas Hospice Care has made significant contributions to both palienl care and the broader medical community, particularly in the field of palliative care. The key impacts and achievements for the 2023-24 period are: Key personnel and collaborations= The team welcomed 2 Senior Hospice Physicians into P05t, enhancing the clinical capacity following Ihe departure of previous colleagues. Collaboration with the West Suffolk Foundation Trust has been strengthened, supported by Iwo additional Pallialive Care Consultanls who play a crucial role in community care and in the shared support of people re¢eiving care in the ommunity. Clinical trials and research= The hospi￿ a¢tively participated in the CHELsea 11 clinical trial. a major national study involving 80 hOSpi￿S, investigating the impact of administering fluids by sub-cutaneous infusion at the end of life. Under the leadership of a Senior Hospi￿ Physician and with significant support from experienced hospiGe nurses, the hospice ex￿eded its initial patient recruitment target, resulting in an invitstion to extend involvement and enroll further participants into the study, demonstrating effective engagement and ¢ontribution to the research. Eye donation advocacy.. 13

Th8 Medical Team continues to promole the right of individuals lo donate their eyes after death. The l&am's commitment is highlighted by the Palliative Care Consultant's leadership role as the chair of the national Hospice Eye Donation Steering Group, which underscores the hospice's influence in national advocacy and policy shaping. Innovakn'ons and presentstions: One of our Palliative Care Consultants presented significant work on Family Adrninislered Medication at the Hospice UK Conference in November 2023. This work focuses on creating a standardised training process for the administration of medications by family members, aimed at ensLtring consistency and safety across the Integrated Care System (ICS) in Suffolk and North East Essex. Fulure planning and innovations: The clinical leadership team is CL¢rrently exploring the feasibility of adopting electronic prescribing and medication administration pro￿sSes, with an anticipated implementslion timeline of 2025-26. This initiative represents a forward-thinking approach to enhancing medication management and Glini¢al safety, it is a significant project. which will require ¢areful planning and resource. Overall impact.. The Medical Team has demonstrated a strong ￿MmItMent to advancing palliative care through clinical excellence, research participation, and innovation. Their efforts not only improve patient oulcomes bul also contribute significantly to national and regional healthcare practices and policies. The team's proactive approach in areas like clinical trials, advocacy for eye donation, and the development of new medication management processes highlights their role as leaders in the palliative care field. Out-of-hours clinical advice impact In 2023124, St Nicholas Hospice Care's"Out of Hours Clinical Advic8" service provided vital support to patients and families during nOn￿ffiCe hours. Our Clini¢al Nurse Specialists and Sylvan Ward Hospice Nurses, in collaboration with the West Suffolk Foundation Trust Early Intervention Team, delivered timely telephone advice and assistance. This service ensured continuous care and immediate access lo professional guidance, even outside regular hours including access to Palliative Care Consultant advice. Key achievernents: Calls Received: A total of 2,664 calls were managed, with 2,628 (990/0) lasting up to 15 minutes, and an additional 36 lasting 15-30 minutes. Comprehensive Support.. Th6 service was fvrther strengthened by the participation of our Trainee Advanced Clinical Practitioner, who provided on-call 14

St Nicholas Hospi¢e {Suffolkl Trustees, annual report For th6 ear ended 31 March 2024 support alongside our medical team, ensuring that complex cases received Ihe necessary specialisl allention. This colleague has followed a Masters programme in Advanced Clinical Practice. to enable them to undertake independent assessment and diagnostic skills for people on Sylvan Ward, including Ihe prescribing of medication and development of treatment plans. This service highlights our commitment lo providing round-the-clock care and support, ensuring that people in our care and their families receive the assistance they need at any time. The efficient response times and collaboration with extemal healthcare partners underscore the effectiveness and dedication of our team in delivering high- quality palliative care. Spiritual Care and Chaplaincy impact During 2023-24, the Spiritual Care and Chaplaincy team at St Ni¢holas Hospice Care had a significant impact on the well-being of patients, families. and the wider community. The team handled 164 referrals, leading to 1,030 separate contacts and 125 home visits. They provided 2417 on-call support for patients on the Sylvan Ward, including 31 out-of-hours visits, ensuring spiritual care was available whenever needed. Community engagement and events: The team organised bereavement events in local care homes and led Remembrance and Christmas events, fostering a supportive environment for grieving families. The popular Light Up a Life events saw a 390/0 increase in attendance on the previous year. reflecting their importance in the community. Funerals were conducted upon request, providing personalised support for families during times of loss. Our Head of Chaplaincy Services {supported by the Executive Assistant to the CEO} led the development and delivery of our 40 anniversary service 'Thankful'. The evenl was hosted by St Edmundsbury Cathedral and attended by approximately 600 people {including staff, volunteers, supporters, current and previous service users). This was a momentous undertaking but an incredibly important event marking 40 years of caring for our community. Stsff and community well-being: The team offered restorative aGlivtties for slaff, such as Sanctuary, Thirsty Thursday and SPACE sessions, promoling menlal well-being. They facilitated Bereavement Buttefflies. allowing community members to participate in remembrance actiwties through creative means. 15

Educational and cultural Gontributions.. The team hosled Church of England ministers for placements. sharing insights into hospice ministry. St Nic's Sings, a community singing group, was launched as part of the hospice's 40th-anniversary Gelebrations and will conts'nue due to its success. Additional acltvities: The Head of Chaplaincy Gontributed to professional discourse with a soon-to-be published artiGle on Chaplaincy and Hospitality. Overall impact.. The Spirilual Care and Chaplaincy team significanlly enhanced the hospice's holistic care approach, addressing nol only the spiritual needs of patients and families but also contributing to staff well-being and ￿mmUnItY enrichment. Their work has been integral in providing comfort, guidance, and a sense of community during times of profound transition and loss. Through a combination of personalised care, community engagement. and educational ¢ontributions, the team has made a lasting positive impacl on all those they serve. Community Team Impact In 2023-24, the St Nicholas Hospice Care Community Team continued to provide essential pallialive care seNices al home, even amidsl funding and staffing challenges. The team briefly offered the Hospice Extra Support Team (HEST) service, which was subsequently inlegraled inlo Ihe broader community palliative care framework due to funding constraints. This integration ensured continued, responsive support for individuals experiencing critirAI needs at the end of life. Key achievements.. Referrals managed.. The team received 1,901 referrals, with an 89 % acceptance rate, highlighting their robust response to community needs. Geographic reach.. Services were provided across West Suffolk, including the localities of Newmarket1148), Bury Town (496), Bury Rural {267), Sudbury (273}, Haverhill (264), and Foresl Heath (2281, including Thelford {138) among others, ensuring widespread support within the community. Operational highlights- The team main18ined clinical safety and Servi￿ continuity across the organisation during a period of high staff vacancy on the Sylvan Ward by temporarily redeploying staff and implementing a business conlinuity strategy. The implementation of a new framework for clinical safety and oversight, induding daily briefings, weekly Multidisciplinary Team Meetings, and regular 16

St Nicholas Hospi¢e {Suffolk} Trustees, annual report For the ear ended 31 March 2024 Case Review Meetings, facilitated prompt and effective responses to clinical concerns including senior oversight for people with a deteriorating condition, or increasingly complex need. These efforts underscore the Community Team's commitment to delivering specialised care, leveraging partnerships, and adapting to changing circumstsnces to ensure high- quality palliative care services. The combination of extensive outreach, strategic integration, and robust operational management has enabled the hospice to maintain its crucial role in the community. Independent Living Team (IL T) impact In 2023-24, the Independenl Living Team at Sl Nicholas Hospice Care provided critical support to patients, fo¢using on enhancing quality of life and promoting independence. The team offered a range of services. addressing both physical and praclical needs, to help patients manage their Gonditions and maintain their daily activities. Key achievemenls and services provided: Tolal ILT patients supported.. The team assisted 279 patients. offering specialised ¢are tailored to individual needs. Service breakdown.. Occupational therapy= Supported 102 patients, helping them adapt to changes in physical abilities and mainlain their independence. Physiotherapy: Provided 10 59 patients, focusing on improving mobility and physical well-being. Therapy assislance- Offered to 30 patients, providing additional support and therapeutic intervenlions under the direction of the Occupational Therapist and Physiotherapist. Sylvan Ward support.. Delivered to 88 patients, ensuring comprehensive care and assistance during their stay. The Independent Living Team's efforts have been pivotal in supporting patients, abilities to live as independently as possible. providing essential therapies and support that contribute significantly to Iheir overall well-being and quality of life. The diverse range of services offered highlighls the team's commitment to addressing the multifaceted needs of patients in a holistic manner. Psychological Services Team impa¢t The Psychological SeNces Team at Sl Nicholas Hospice Care has conlinued to play a vitsl role in providing comprehensive psychological and emotional care to both child and adult beneficiaries. This includes pre-bereavement and posl-bereavement support.

Throughoul the year, the team experienced a notable increase in referrals, underscoring the growing demand and increasing complexity of need for these essential services. Key achievements and activities- Total service referrals.. The team re￿IVed 667 referrals. reflecting the community's need for psychological support. Assessments and waiting lisl.. Of those referred, 690/0 completed assessments. with 310/0 remaining on the waiting list. indicating a high demand for services. Volunteer recruitment and Iraining: In April 2023, an open event successfully recruiled new volunteers, following an intense six-week training course. This initiative expanded the team's capacity to provide supporl. Special programs and initiatives.. Nicky's Way bereavement service= This service continued to offer lailored support for children and young people, including one-to-one and group sessions. The programme included four after-school groups and a special activity morning at Curve Motion, whiGh provided a joyful and supportive environment for participating children. The annual Nicky's Way Christmas party was well- received, with a snow machine proving extremely popular. Educational initiatives.. March 2024 saw the launch of Nicky's Way Education, including the creation of Conversation Starter card packs for grieving children, a resource for parents and professionals. This initiative received positive feedback and we distributed all our initial stock, highlighling ils importance and success. During the year, 221 young people, 18 and under, were supported by the hospice. Many of whom received support from the Psychological Services team. 44 ofthese children engaged in Nicky's Way group sessions. Professional development and community engagement- The team provided a rich learning environment for seven student placements, enhancing their professional development. Several Iraining sessions were conducted in various settings, including GP surgeries, care homes, children's daycare nurseries and schools, extending the team's impacl beyond direct client work. The Psychological Services Team's efforts have not only provided vital support to those directly affected by grief and loss but have also built capacity through volunteer engagement and community training. The successful implemenlation of n8W educational resources and the maintenance of a high level of service despite increased demand underscore the team's dedication and effectiveness in delivering psychological care. 18

St Nlcholas Hosplce {Suffolk) Trustees, annual report For the ear ended 31 March 2024 Education impact During the 2023-24 period, the Clinical Education Team at St Nicholas Hospice Care delivered comprehensive training and educational support to a wide audience, significantly conlributing to the professional development of healthcare professionals in West Suffolk and Thetford. Training and sessions delivered.. Total training participants: 1,311 individuals received training. Number of sessions: 73 training sessions Covared a broad range of topics relevant to palliative Care. many ofwhich were based upon requests from the teams themselves having been identified training needs from clinical Pfdctice Student placement support: Tolal students supported: 63 students from various professional backgrounds received hands-on placement support within the organisation. Key educational iniliatives.. Manual handling Iraining.. Our Health Care Assistant Educator completed the Train the Trainer course, enabling in-house delivery of essential Manual Handling training for all clinical staff. Collaboralion with EEAST.. A Trainee Advanced Clinical Practitioner (ACP) developed and facililated bespoke education sessions for the East of England Ambulance Service Trust IEEAST). This initiative allowed learners to gain valuable insights into palliative care, including hands-on shadowing opportunities with hospice stsff. Advanced training for EEAST ACPS: The Trainee ACP also provided face-to-fa training sessions for the EEAST ACP peer group. focusing on the management of anticipatory medication for end-of-life symptom management. Feedback and future plans: The collaborative and practical natura of the Iraining sessions received excellent feedbacK, highlighting the effectiveness of the hands-on. immersive educational approaGh. Plans for further sessions in 2024-25 are in place, aiming to continue expanding the knowledge and skills of healthcare professionals in palliative care. Overall impact.. The Clinical Educxtion Team has made substantial contributions to enhancing the skills and knowledge of both internal staff and external healthcare professionals, Ihereby improving the quality of palliative Care services in the 19

region. Their efforts in providing comprehensive training and professional support have been instrumental in fostering a well-informed and capable healthcare workforce. 20

st Nicholas Hospice {Suffolk} Tru$tee$' annual report For the ear ended 31 March 2024 Achievements against set out objectives 2023124 Infrastructure We plan to update the building to make sure it 15 fit for the future. We held discussions With architects and internal stakeholders. We have Since focused on assessing our clinical areas alongside what we can do to make improvements for our dedicated staff and volunteers. Service objectives We will develop our service5 based on equity, We began a primary research study to diversity and inclusion across our community. understand our organisational position regarding equity, diverslty and inclusion. We will use this knowledge to develop and deliver our EDI Strategy, to develop services based upon EDI. We willensure our 12-1x1 inpatMtward rur6 effect￿e￿a￿l we have the caparityt05UPFK¥t as many ￿tientsa5 PC69ble. We have made significant stride5 to recruit new staff, increasing our ward team size to achieve an increase in capatity. We will relaunch H05pice outpatient services Clinical nurse Specialists, our Independent to make most effective use of our resources Living team and our Complementary to reach more people in our community, and Therapist have begun to offer outpatient locality-based hospice day services to reach clinics on the hospice site and our Clinical those in underrepresented areas of our Nurse Specialists are also providing some community. outpatient cllnics at our Haverhill Hub. We launched a campaign to deliver on the recruitment of staff required to support the opening of an additional 6 beds on Sylvan Ward. taking capacity to 12 beds. This enables us to extend our reach and widen access to deliver 5UPPOrt for more people who need Sylvan Ward care. We will actively champion for a virtual ward We have provided clinical training for staff service which will meet the needs of people nvolved in Virtual Ward, ensuring that they at the end of Ilfe in West Suffolk and play our are equipped to recognise dying and act part in ensuring the delivery of it. appropriately, and that palliative care 21

interventions and emergencies are responded to in a timely manner. We will work with our local health and social Our Director of Care is the Executive Lead for care partners to cooperate and coordinate, the West Suffolk ICS Die Well Group, which is so that we give our patients the best care. tommitted to collaborative worklng in order to coordinate palliative and end of life care. People and culture objectives We will use creative solutions and We have continued to review our strotegies opportunities to develop and deliver the to enhance the skills, capability and capacity workforce of the future so that we have a of the workforce, both paid and voluntary. robust staff and volunteer workforce We have introduced new role5 and matched to beneficiaries needs and a defined developed existing staff into these role5. We progression pathway with fitting support, have developed a new pay structure which remuneration and opportunities for will better ref lect the skills, qualrfications and development. responsibilities associated with each position. We will implement a new pay and reward structure based on the outcomes of our organisation wide Job Evaluation project. We have successfully progressed with our job evaluation project and have completed a comprehensive review of all job descriptions within our organisation, conducted an extensive benchmarking review to ensure competitive market positioning and developed our new pay structure. We will embed the revised values of Compassion, Respect, Accountability and Equity throughout our paid and volunteer workforce. We have, through the Leadership Team, engaged staff in deep discussions about our new values, and inserted the values into communications. To ensure that these are constantly reflected across all areas of the organisation, we started the process of embedding these values within human resources processes including recruitment/selection, onboarding/orientation and performance management. We will appoint to a Volunteer Coordinator role and refresh the volunteering strategy. We reviewed our volunteering resources and, based on our findings, developed a job description for the position of Volunteer Coordinator, recruiting in 2024125. 22

St Nlcholas Hospice (Suffolkl Tru$t¢o$' annual report For the ear ended 31 March 2024 Fundlng objectlves We will develop and implement a new, integrated Income Generation strategy to aliEn retail and fundraising activity and deliver a £lm increase in net contribution by year three. Work was initiated on this, but further work is needed in 24125 given the financial pressures we and other hospices are currently facing. An external review of our Retail operation is also planned. We will scope and launch a significant 'Fit for the Future, appeal to fund the upgrading of the hospice estate to support safe and excellent patient and family care and a facilitative working environment. We continue to secure restricted unding to Improve the hospice estate but will be using 24125 to review the potential for a future capital appeal. We will increase core income through robust We have participateLI in ongoin8 negotiations commissioning relationships and a revised with Suffolk & North East Essex Integrated income generation and retail strategy. Care Board about our statutory fundin8 alongside our partner SNEE hospice5. The outcome of this will be communicated in Autumn 2024. Sadly, the grant funding that we receive from Norfolk and Waveney ICS for the care of people in Thetford was not renewed, with very little advance notice given. SNHC continues to challenge this decision. Flnancial & administration objectives We will embed the new IAccessl finance We have successfully implemented the new System to support the achievement of agreed finance system. This has enabled us to budgets. and to ensure longer term financial streamline processes and develop more and service sustainability through strict effective workflows,. enhance compliance and financial contro15 and compliance with the provide better user experience and reserves policy and by increasing source5 0 functionality. We also began to modify and income. introduce analytical and reporting features to enhance financial management. 23

Environmental, social and corporate governance objectives We will use data to support service design We have invested in expertise to ensure that and demonstrate patient outcomes, develop we are using our electronic patient record digital resource5 that support data driven system more effectively. We engage with ICS decision making and our ability to engage olleagues to review data relating to patient with a population health analysis of palliative outcomes during the last year of life. We will care need in West Suffolk and Thetford. review our digital resource5 in order to develop analytical tools. We will ensure robust clinical 8overnance processes. We are confident in the use of RADAR software, which supports governan processes. We have begun the process of adopting the Patient Safety Incident Response Framework IPSIRFI into our proce55e5, having received support from ICS colleagues. We have also introdured additional clinical governance processes to maintain safety. We will aspire to reach carbon neutrality. We have ensured that all our sites use lOO% renewable electricity, and we continue to implement changes in how we operate, including installation of new energy efficient lighting. 24

St Nlcholas Hospice {SL¢ffolkl Tru$tee$' annual report Forthe ear ended 31 March 2024 Financial review The consolidated financial statements indude the results of the Charity together with those of the trading company, St Nicholas Hospice Trading Limited, a wholly owned subsidiary that donates, under Gift Aid. the maximum available profits to the Charity. The 2023-24 financial year saw ongoing financial challenges, predominately associated with the cost-of-living crisis and associated pay increases, bul these pressures were negated, during Ihe year, by higher-than-average legacy income and savings from several vacant posts. The financial outturn was a small net operating surplus of £0.01m which was a signific2nt improvoment compared with the deficit plan and the previous year. Our investmenl portfolio resulted in net realised and unrealised gains of £0.28m which increased the surplus, meaning that there was an increase in our reserves of £0.29m from £8.38m (2023} to £8.67m. The trading activity of St Nicholas Hospi￿ Trading Limited {consolidated in the above figures) produced a similar lurnover to the previous year but an increase in profit to £0.07m (2023.. £0.05m). The resulls are detailed in the accounts and are as follows.. 2023124 £OOOs 2022123 £OOOs i Income Donations & Legacies Charitsble activities (NHS income) Shop and other trading income Other fundraising activities Investment income Other income Total income 2,231 i 2,237 1.780 543 140 1,883 j. 1,859 448 185 6.931 Expenditure Shop and other trading costs Fundraising costs Charitable expenditure Other Total expenditure Net gains l (losses} on investmènts Net operating income l (expendituro) 2.262 1 885 4,261 i 31 7,439 i 278 285 | 2,024 646 4,340 33 7,043 (290) {402) 25

Income Income increased appre¢iably from £6.93m to £7.45m. However, income from charitable activitses reduced from £2.23m in 2022-23 to £1.88m in 2023-24. This was largely because the non-recurrent funding (£0.61m) from the Suffolk and North East Essex (SNEEI ICS, specifically to provide a new service (HEST, HospicE Exlra Support Team) for patients at home, for a 12 month period. was withdrawn in 2023-24. Additional funding of£O.06m was received as we continued to work in partnership with our local ICSS lo provide our services and help to reduce the overall burden on the NHS. This funding was in addition to a 3.60kn {£0.05m) uplift to the core grant in recognition of cost pressures. Overall, income generation was £5.38m, significantly greater than £4.55m achieved in the previous year. Some income generation aclivilies, particularly fundraising. were still hindered by the longer-term impact of the pandemic and together with a change in the fundraising portfolio, resulled in several of our income streams falling below the previous year. Lottery, individual giving, and events were most adversely affected. Conversely, we received legacy income1£1.65m) which exceeded the five-year average and was £0.48m higher than the previous year {2023'. £1.17m), philanthropy and trust income was particularly strong. The hospiGe also benefited from continued growth in retail income in line with the positive trend across the charity retail sector. Expenditure Expenditure has increased by £0.40m from £7.1)4m to £7.44m160A increase). In recognition that pay had fallen behind that of other comparable employers, a job evaluation exercise was undertaken to review pay for staff. The first phase was implemented, adding approximately £0.2m to our cost base during the year {for which funding was held in the Job Evaluation designated reserve). Ovorall expenditure on charitable activities decreased due to the termination of the non- recurrent funding for HEST which was received in 2022-23. There was a significant increase in expenditure on income generation activities due lo a restructuring of the directorate and increased activity as new evenls were established. The ongoing cost-of-living pressures continued to increase our cost base, notably in respect of IT systems and software, telephony, professional fees and servI￿s, and energy costs. Despite the cost pressures, the vacancy gap savings across the hospice resulted in lower Ihan budgeted expenditure.

St Nicholas Hospice (Suffolk} Trustses, annual rèport For the ear ¢nd8d 31 March 2024 Investments The Hospice has a diversified investment portfolio comprising of listed equities and unit trusts, fixed interest securities and cash and is managed by independent investment managers. The investment portfolio is apportioned between and managed by independent investment managers, Rathbones Investment Management Limited and Sarasin & Partners LLP, appointed by the Board of Trustees. The Trustees. through the FinanGe and Income Generation Committee (FIGI, consult wilh the investment managers, to take advice on the management of the portfolios and to monitor their performance. During the year. no drawdown was required to support the operational cash flow and together with realised and unrealised gains, our investment funds increased in value by £0.34m to £4.46m. The perfomance of the portfolios was a significant improvement from the £0.29m realised and unrealised losses in the previous year. The Hospice investment policy remains unthanged. Over the long-lerm, we aim to maintain and increase the real capital value of the investment funds to achieve retums from a diversifi8d portfolio of equitie5, fixed inlerest securities and cash within a mèd ium to low riskl reward profile as agreed by the Finance and Income Generation Committee. Where appropriate and within the inveslrnenl objectives, Ihe Trustees will attempt to invest in ethical and socially responsible organisations and include enmronmenta I, social and corporate governance IESGI considerations. The Finance and Investment Committee considered that the investment account had performed satisfactorily given the market conditions. Reserves The reserves policy. agreed by the Trustees, remains unchanged and requires that the Charity musl hold a minimum level of free reserves equivalent to approximately six months, worth oftotal running costs, circa £3.8m. This ensures a balance be￿een sustainability, to conlinue to support beneficiaries in a period of financial downturn and the avoidance of excessive reserve balances, to enable funds to be invested in future Hospi￿ services and revenue-generating projects. Free reserves (including investments} at the end of the year equaled to £6.48m {2023-. £6.13ml or the equivalent of approximately 10 months, worth of total wnning costs. The designated reserves {£3.24m), included in the free r8seNes, are lower than last year {£5.59m) following the decision of the Board to un-designate the building mainlenan¢e fund (£2.25ml. There is a new designated reserve of £0.10m following a donation to create the Simon Steady Memorial Fund. The designated funds are as follows.. Fixed Asset fund (£2.01m> This is a designated fund representing the construction costs of the original building 10 31 March 2024 less depreciation. 27

Maintenance fund (£ NIL This designated fund {previously named New building and mainlenance fund) for the purposes of maintaining and updating the èxisling hospice building and allocating funds for future building requirements. During the year. Ihe Board of Trustees decided to un-designate the reserve. IT systems fund (£0.22m) The charity has a number of IT systems and hardware which require replacing or upgrading to develop greater resilien¢e, functionality and efficiency to support the services we deliver and the way in which we work. The designated reserve was insufficient to support the required investment and the Trustees approved an increase of £100,000 in November 2022. This fund has not been drawn on during 2023124. Service development fund (£0.47m) The purpose of this fund is to develop and test new service delivery models across our entire service offering in all seltings. The fund will continue to support the ongoing development, testing and planning of services. This fund has not been drawn on during 2023124. Income generation fund (£0.40m) The fund is to develop incorne generation through new and existing income streams that are sustainable and resilient to economic and social challenges. This fund has not been drawn on during 2023124. Job evaluation fund (£0.05m) The fund is lo support the costs associaled with the job evaluation programme. which commenced in 2023124, and the potential resultanl increase in staffing costs, for a maximum period of years. Thereafter, the resultant staff costs will be accommodated within the operating costs ofthe hospice. The costs of the implementation of the first phase of the job evaluation programme have been charged againsl this fund in 2023124. A new fund has been de&gnated by the Trustees in 2023/24." Simon Steady Memorlal Fund I£0.10m> The fund of £100,000 was established from a donation and is to support children and young people who have been bereaved {or are expected to be bereaved in the near future i.e. pre-bereavemenl support). 28

St Ni¢holas Hosplce ISLrffolk) Trustees, annual report Fof the oar endèd 31 March 2024 Total reserves at the end of the year incffased to £8.67m (2023.. £8.38m), ofwhich £0.13m {2023-. £0.11m) were restricted. The Charity also benefits from the Earl of Euston 2009 Endowment Fund of £47k. The attributed income from this fund was used in furtherance ofthe objectives of the Hospice. Going concern In common with many other charilies, the Hospice faces the challenge of providing an equitable service which can respond flexibly to the changing and growing needs expressed by people in the local community, as well as ensuring the charity remains financially sustainable, despite the additional challenges imposed as a result of the pandemic and cost-of-living crisis. The Trusleès have considered the following areas specifically in their assessment of going Con￿rn.. Fundraising St Nicholas Hospice Care has a diverse range of income-generating activities including granls and donations, investments, fundraising. retail. events and lottery income. Some of these income slreams are inherently volatile and our income generation strategy continues to evolve in recognition of the residual hallenges ofthe pandemic and the currenl economic climate. In addition, the Charity has policies in pla￿ to manage these risks including specific investment and reserves policies. explained in the Trustees Report. The ongoing use of designated funds to improve existing or to develop new in¢ome streams will add to this diversification and anable the Charity to conts'nue serving our local population. NHS Grant Funding The Suffolk and North East Essex {SNEE) Inlegraled Care Board (ICBI is the main NHS funder and continues to support the work of the Charity. The Charity and SNEE ICB have commenced discussions to establish a new funding agreement across all SNEE hospices which should have come into effect from April 2024 when the previous 4-year agreement with STNH ended. However, the analysis of direct costs across all three hospices has proved more complex than was first envisaged. so the hospi￿ received a temporary extension of ils previous grant whilst Ihe final financial modelling is completed. A small amount of funding, £79k, is also normally re￿iVed from Norfolk and Waveney ICB but. sadly, SNHC was advised on the 26th March 2024 that the grant agreement would nol be renewed on 1st April 2024. The hospice continues to challenge this decision. 29

Reseryes policy and Going Concern At the end of the financial year 2023-24, the Charity has reserves amounting to £8.67rn ofwhich £6.48m are free reserves, which exceeds the minimum target criteria of six months totsl running costs. This allows for investment in servI￿s, income generation and infrastnjcture to further the Charity's aims and objectives as well as providing funds to mitigate against economic uncertainty including any future impact of another pandemic andlor the cost-of-living Crisis. The trustees have reviewed the circumstances of St Nicholas Hospice Care and its group company and consider that adequate resources Gontinue to be available lo fund the activities of the charity and the group for the foreseeable future. The trustees are of the view that St Nicholas Hospice Care and the group company are a going concem and likely to remain so for the foreseeable future. Principal risks and uncertainties The trustees have the overall responsibility for ensuring that the charity has an appropriate system of controls, finanGial and otherwise. The trustees and management team work closely together in policy setting and monitoring to ensure Ihat the charity is working to the highest stsndards. The truslees have a risk management strategy that includas.. Maintaining a risk register covering all parts of the organisation,. Regular reviews of the risks the charity may face. Establishment of systems and proc8dures to mitigate risks idenlified in the plan. Maintaining adequate Insuran￿ cover. The major risks the charity manages are as follows.. Fundlng and financial sustainability Risks: Reduced opportunities for statutory funding., economic uncertainty and cost-of-living increases impa¢ling expenditure levels, incorne generation and investments. Mitsgation.. We are committed to divèrsifying our funding SoUr￿S by seeking grants, fundraising. trading through retail oullels, and appealing for donations and gifts in wills and implementing a robust financial forecasting process to manage cosls effectively. We are engaging with a national legacy programme (hosted by Hospice UK) which launches at the beginning of 2025, and we will be outsourcing our in-house lottery programme from January 2025 to enhance the return on investment of this activity- 20

St Nlcholas Hospic• {SLrffolk} Trustees. annual report Foythe ear ended 31 March 2024 Regulatory and compliance.. Risk.. Hospice operations are facing a growing and increasingly complex regulatory environment {heallhcAre, health & safely, fundraising and trading). Mitigation: Our dedicaled compliance team will continue to monitor evolving regulations, conducl regular audits to ensure adherence, support the development of effective policy and prO￿dure, and provide ongoing staff and volunteer Iraining to maintain compliance with changing requirements. We are aware that we have not received a full CQC assessment since 2016. We adopt a partnership approach to our relationship with CQC and continue to prepare to demonstrate our safe, caring, responsive, effective and well-led care and practice, as required. Workft>rce and stafflng.. Risk.. Shortage of skilled professionals, increased agency costs and staff bumoul due lo the impact of managing vacancies. Mitigation: We recognise Ihe Importan￿ of our Workfor￿ and will strive to offer competitive compensation packages, invest in professional development opportunities, implement measures lo prevent staff burnout. and foster partnerships with relèvant professional and educational institutions to ensure a skilled workforce. The first stage of a whole organisation job evaluation project has been completed, which will result in increased salary rates for all stsff in 2024-25. Patlent care and quality.. Risk: Failure to provide consistent, safe, high-quality care and deliver patient satisfaction. Mitigation.. We are dedicaled lo maintaining a high slandard of care through rigorous quality assurance programs. continuous staff training through continued professional developmenl, our inlemal education resources, and open communication channels with our patients and their families lo address their needs effeclively. The charity is regulated by the Care Quality Commission (CQC) and subject to onsite inspections and regular meetings to disGuss compliance matters. Community engagement and reputation Risk.. Loss of positive reputation andlor inability to address misconceptions results in poor perception and decreased support for Hospice. 31

Mitigation- The charity employs specialist resources to manage public relations 8nd communications, dala and cyber security, health and safety, HR Law. fundraising practicE and patient safety. Legal and liability." Risk.. Potential issues arising from management of legal claims. Mitigation.. We maintain thorough documentation. invesl in liability insurance. and implement policies aligned with legal standards. Fraud, data management and other irregularltles.. Risk: System or procedural failures result in loss of income, identity theft, compromised data integrity, cyber-attack andlor data breach. Mitigation: We ensure that proper recnrds are maintained and archived approprialely, that robust data security measures are in place, and adequate training is provided for staff. Fundraising practices St Nicholas Hospice Care employs a core fundraising staff team lo develop, promote and deliver a range of fundraising activities, assisted by vilal volunteers and laken up by our SUPPDrters. We steward our donors and promote our fundraising campaigns to them. and the wider community which we serve. through printed media, direct mail, e- mail, telephone and digital channels. We constantly monitor the cost and time which goes into each fundraising activity against the financial return to ensure we are making Ihe most of every donation received. We are registered with the Fundraising Regulator and the Gambling Commission and work in accordance with the Code of Fundraising Practice, and the best practice laid out by the Hospice Lotteries AssoGiation. Chartered Institute of Fundraising and Institute of Legacy Managemenl. Our staff are encouraged to be actively involved wilh these organisalions at a strategic level and we meet the standards required of these memberships. Our lottery and raffles are promoled in accordance the Gambling Commission guidelines, and we have checks in place to monitor third parties who c8rry oul work for us, or whom we enter into contracts with. We appraise the commercial marketplace before engaging in contracts with others and ensure our supporters enter into written agreements wilh us when promoting or selling products or activities which raise funds for us. This year, we didn'l get any requests from the publi¢ to stop contact through the Fundraising Regulator, and we received Iwo complaints about fundraising.

St Nlcholas Hospice (Suffolk) Trustses. annual report Forthe ear ended 31 Mar¢h 2024 We review the frequency and approprialeness of our communications and provide an option for supporters to 'opt-OUt' of being contacted. We contact based on legitimate interest or consent, as appropriate depending on the format of the communication. For gambling-related products we follow Gambling Commission guidance, promoting Gamble Aware throughoul our advertising, and including a self-èxclusion form on our website. We continue to listen lo our supporters and to learn from them to shape our fundraising activity- Our supporters are very important to us, and we pul them at the heart of everything we do. 33

Plans for future periods Our future plans will develop in line with our Vision and Mission and under our four new strategic aims established in March 2023 whith are.. Provide high-quality. responsive and accessible specialist palliative care and psychosocial support. putting the person at the Gentre of all we do. Enable our communities lo develop their understanding of end-of-life issues, build mutual support and resilience, and utilise their assets lo remain independent for as long as possible. Proactively develop robust strategic partnerships to ensure best end of lrfe care for the people of Wesl Suffolk and Thetford. Thrive as a safe, effective and sustainable organisation, which is driven by eviden¢e-based innovation and where our values are lived in all that we do. Inlrastructure objectives The Board recognises that the Hospice's building, based in Bury St Edmunds, is now thirty years old and requires maintenan￿. We plan to update the building to make sure it is fit for the future and offers a high-quality experien￿ for our patients and families, stsff and volunteers, regulators, and commissioners. During 2023-2024 we have begun to idenlify the areas for refurbishment and to consult with stsff on the same. In 2025 we will continue to scope the Gosls of the desired improvements and to plan for a capital campaign to achieve the requisite funding. Seryice objectives Widen access~ develop our services based on equity. diversity. and inclusion across our community. Achieve effective use of our increased 12-bed capacily, including recruitment to a new administrative role. which will effectively manage discharge procedures to sustain bed ocGupancy at 850/0. Relaunching Hospice outpatient services to make most effective use of our resources to reach more people in our community, and locality-based hospice day services to rea¢h those in underrepresented areas ofour community. Progress relaunch of oulpatienl services by developing Clinical Nurse Specialist and Trainee Advanced Care Practitioner workstreams, alongside continued use of Consultant Clinics. Work in partnership with neighbouring hospices to develop a robusl Provider Collaboralive to reduce inequity and ensure consistent, adequately funded

St Nicholas Hosplce (Suffolk) Trustees, annual report For the ear ended 31 March 2024 provision of end-of-life and bereavement care across Suffolk and North-East Essex. Collaborate in the Suffolk and North East Essex Education Collaborative alongside St Elizabeth Hospice and St Helena Hospi￿ to create an equitable approach to specialist clinical eduGation in the Integrated Care System. Champion Ihe West Suffolk Foundation Trust virtual ward service by contributing to the education of staff, who deliver palliative care for Ihis group of patients. We work with our local health and social care partners to cooperale and Coordinate, so that we give our patients the best care. We are piloting an Out-of-Hours service with funds from the Better Care Fund. The pilot will be for one year and will be proof of concept to identify the potential need for overnight visiling. People and culture objecfives Sustainable workforce- Use crealive solutions and opportunities to develop and deliver the workforce oflhe future so that we have a robusl staff and volunteer workforce matched to beneficiaries needs and a defined progression pathway with fitting supporl, remuneration and opportunilies for development. Sustainable workforce- Continue developing and delivering the workforce of the future. ensuring a robust staff and volunteer workforce matched to beneficiaries needs or organisational operational requirements by using creative solutions and opportunilies for progression and remuneration. Pay- Implement a new pay and reward structure based on the outcomes of our organisation wide Job Evaluation project. Embed the revised values of Compassion, A¢¢ountability, Respect, and Equily (CARE), throughout our paid and volunteer workforce. Appoint to a Volunteer Coordinator role and refresh Ihe volunteering strategy. Fundlng objectives Develop and implement a new, integrated Income Generation strategy to align retail and fundraising activity and deliver a sustainable increase in net income. Continue to scope a ' Fit for the Future, appeal to fund the upgrading of the hospice estate lo support safe and excellent patient and family care and a facilitative working environm8nt. Increase core income through robusl commissioning relationships and a revised income generation and retsil strategy. 35

Financial objective Embed the new (Access) finance system to support the achievement of agreed budgets, and to ensure longer term finanGi81 and service sustainability Ihrough strict financial controls and Compliance with the reserves policy and by increasing sour¢es of income. Environmental, social and corporate governance objectfves Data quality- Use data to support service design and demonstrate patient outcomes. develop digital resour¢8S that support data driven decision making and our ability to engage with a population health analysis of palliative care need in West Suffolk and Thetford. High quality care - Ensure robust clinical governance processes. Environmentsl sustainability is one of the Hospice's strategic priorities - The organisation aspires to reach carbon neutrality by combining efficiency measures across the hospice and engaging with external organisalions that support emission reduction. Durin9 Ihe past year, we considered alternative energy sources and continued our program lo become more energy-efficient by introducing new energy-efficient lighting syslems. Joint Closing Remarks." Celebrating 40 Years and a call for continued support Chair: As we Gommemorate 40 years of St Nicholas Hospice Care, we celebrate not only the care we have provided but also the community that has made il possible. Our supporters-whether donors, volunteers. or parlners-are the cornerstone ofour ability lo provide compassionate care. But we cannot rely on this support alone. We must continue to advocale for the finanaal fesources neGessary to maintain and grow our services and build on the foundation we have created over the past four decades. CEO: In the months leading up to and beyond our Annual General Meeting in December, we will continue to raise awareness of the financia5 challenges facing our hospi￿ and the sector. Your continued support is vital to ensuring that no one in our community is left without the care they need at the end of life. Together, we can build a sustsinable future for hospice care. where essential services are not only preserved but enhanced, ensuring St Nicholas Hospi¢e Care remains a vital resour￿ for generations to ¢om8.

St Nicholas Hospice (Suffolk) Trustses. annual report For the ear ended 31 March 2024 Structure, governance and management Management and decision-making Sl Nichola5 Hospice (Sufft)Ikl is a company limited by guarantee, incorporated on 24th August 1983, and registered as a charity on 4th November 1983, and is governed under its Memorandum and Articles of Association, through a 62-strong membership association comprised of persons from the community. The Association. in turn, appoinls and monitors the performance of the trustees. It delegates the effe¢tive governance of the charity to the Board of Trustees and receives reports al leasl once per annum. The full Board of Trustees meets six times per year lo review performance and delivery of the strategic plan. Addilional meetings are held to cover specific areas of focus, review strategy and direction, and the governance arrangem8nts in place. Our trustees The Board of Truslees is made up of no less than 58v6n and no more than ￿e1ve trustees. All trustees give their time voluntsrily and receive no benefits from the charity- Any expenses reclaimed from the charity are set out in note 19 to the accounts. Board of trustees. committees During the year, the board has Continued to operate four committees with specific lerms of reference and functions delegated by the board and with a trustee as chair appoinled by the board - Clinical Committee, Finance and Income Generation Committee, the Human Resources Committee, and the Remuneration Committee. These commiUee5 include co-opted, associate, members with relevant experience from the association and the trustees. Truslees, aside from the chair, serve on al least one sub-committee. The meetings are allended by Ihe Chief Executive Officer and relevanl director{s), other directors or heads of departments attend when requested. The committees review directorate KPIS, monitor risk, incidents, complaints, health and safety and director's recommendations for developments. The chair of each committee reporls back to the board aboul matters discussed at each meeling. The Clinical Committee oversees all clini(al matters with particular reference to palliative care and clinical standards and medicines management. It monilors Performan￿ and quality. The meetings are attended by the Chief Executive Officer, the Clinical Services Director, the consultant in palliative medicine, the head of nursing and quality and the head of supportive care. The Finance and Income Generation Committee manages charity finan￿S, reviews finan¢e stralegies, audit statements. and oversees external audit actions. Attendees 37

include the Chief Execulive Officer. Corporate Services Director, Income Generation Director. and the Head of Finan￿. The Human Resources Committee monilors employmenl policy and recommends the annual employee percentage salary increase to the Board of Trustees. The meetings are attended by the Chief Executive Officer, the Corporate Services Director, and the Human Resources Operalions Manager. The Remunerats'on Committee meets On￿ a year to agree the Chief Executive Officer and Directors, remuneration. The meetings are attended by the CEO, committee chairs and the chair ofthe Board of Trustees. Although this committee consists ofa subset of the board of trvslees, any decisions are taken by Ihe full board. The Board of Trustees fulfil their key role and funclion in overseeing and directing the affairs of the charity, ensuring that it is well-run and delivering the charitable outcomes for which it was established. The above committees are part of that process. Management and Leadership The day-to-day running ofthe Hospice is entrusted to the Chief Executive Officer who delegates thal work through the directorate and lèadership team to Ihe staff and volunteers deployed across the charity's services. The Chief Executive Officer chairs a weekly directorate meeting with the Clinical Services Director. Director of Corporate Services. and Diredor of Income Generation. The directorate mgets regularly with the leadership team, which is comprised of heads of services. The Chief Executive Officer meels forma51y with Ihe Chair of the Board of Trustees andl or Vice Chair at least once a month. Internal communication.. A regular all-staff meeting, emails. newsletters, stsff intranet and internal social nelwork ensures good communication a¢ross all levels of staff and aGross the entire operation. Trustee recrultment and appointment Atl current board members have been appointed based on their experience and expertise, their involvement in the community. and their commitmenl and passion for Ihe work of St Nicholas Hospice Care and the hospice movement in general. The board chair and the committee chairs oversee the process of succession planning, recruitment and induction of Iruslees and recruitment of association members serving on the board committees and will also meet with all prospective trustees. Their work will include an ongoing skills audit and looking at different methods of recruitment. Prospective trustees undergo a Ihorough recruitsnenl process which ensures that they align with the fit and proper person's test and can add value to the governance of the hospice. All appointments to the board are confimied by the association at its Annual General Meeting (AGMI. 38

Sl Nicholas Hosplce (Suffolk) Trustees, annual report For the ear ended 31 March 2024 Trustee Induction and training New trustees receive introductory infomialion. induding national guidance about being a Irustee and information relevant to the governance and life of the Hospi¢e. A staged induction programme orientales them to the various departments of the hospice and provides the opportunity lo engage with staff holding responsibility for oversight for these, this includes seeing the work of the charity first-hand. All trustees are expected to undertake stslulory and mandatory training including safeguarding training. This year we have appointed two of our trustees to take a lead role on safeguarding wthin the hospi￿. Chair Trustees eled a chair and vice chair from within their numbers. There is no limit to the number of times a person can be elected or elected to a specific role with the board. The current chair is Anne Fisher, and the VI￿ Chair is Kale Vaughton. Related Parties and relationships with other organisations None of the trustees receive remuneration or other benefilfrom their work with the charity or St Nicholas Hospice Trading Limited. St Nicholas Hospice Care and St Nicholas Hospice Trading Limited requires trustees and executive directors lo dedare any interests thal they may have oulside of the charity. Transactions and contractual relationships with related parties musl be disclosed. Employee information Recruitment Average headcount figures for 2023124 were 154 compare(I to 163 in 2022123. Average full-time equivalent (￿E) figures for 2023124 were 117 compared to 127 in 2022123. Remuneration and benefits Employee Costs were £5.31 m compared to £5.12m last year. 52 employees ara in Ihe NHS pension scheme (principally clinical staff), and 107 employees are in the Aegon Group Personal Pension Plan. Employers, contributions to the NHS pension scheme were made at the rate of 20.60/0 (plus 0.080/0 for the NHS pension administration, the same applied to 2023 figure.. 20.68¢/0). The increase from 14.3010 {plus 0.080/0 administration fee - same for 2023) is still being funded by the NHS Pension Schemes transitional arrangements resulting in 39

no additional costs to the charity- This transitional arrangement is lo continue into 2024125. Employee contributions ranged from 5.10/¢ to 13.5 0/0. Employee wellbeing The Hospice continues to implement its wellbeing slrategy which incorporates a group of wellbeing champions and mental health first aiders. Development of staff The key focus areas for 2023124 were to focus on continued compliance with all mandatory and stalutory training and development of staff members, focusin9 on promoting internal nursing talent in response to recruitment challenges. Statement of Trustees, responsibilities The truslees (who are also direclors af St Nicholas Hospice {Suffolk} for the purposes of company law) are responsible for preparing the Trustees, Annual Report and the financial ststemenls in accordance with applicable law and United Kingdom Accounting Slandards (United Kingdom Generally AC￿pted A¢¢ounting Practice). Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied Ihat they give a true and fair view of the state of affairs of the charitable company and the group and oflhe incoming resources and applic£tion of resources, induding the income and expenditure, of the charitable company and the group for that period. In preparing these financial slatemenls, the trustees are required to= Selecl suitable accounting policies and then apply them consistently. Observe Ihe methods and principles in the Charilies SORP 2019 IFRS 102}. Make judgements and estimales that are reasonable and prudent. State whether applicable UK accounting standards have been followed, subject to any departures disclosed and explained in the financial statements. Prepare the financial statements on a going Goncern basis unless it is inappropriate lo presume that the group will continue in operation. The trustees are responsible for maintsining proper accounting records which disclose with reasonable accuracy at any time the financial position of the group and lo enable them to ensure that the accounts comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the group and hence for taking reasonable steps for the prevention and deleclion of fraud and other irregularities. The truslees are responsible for the Maintenan￿ and integrity of the corporate and financial information included on the company's website. Legislation in the United 40

St Nicholas Hospice ISuffolk} Trustees. annual report For the ear ended 31 March 2024 Kingdom governing the preparation and dissemination of the financial slatements and other information included in annual reports may differ from legislalion in other jurisdictions. In so far as the trustees are aware= There is no relevant audit infomiation of which the charitable company's auditor is unaware. The trustees have taken all the steps Ihey ought to have taken lo make themselves aware of any relevant audit information and to establish that Ihe charity's auditor is aware of the information. Small company provisions This report has been prepared tsking advantage of the small companies, exemption of section 45A ofthe Companies Act 2006. The auditor is deemed to have been re-appointed in aGGordance with section 487 of the Companies Act 2006. This Annual Report was approved by the Trustees on 5 December 2024. Anne Fisher, ￿81r 41

St Nicholas Hospice (Suffolk) Company limited by Guarantee Independent Auditor's Report to the Members and Trustees of St Nicholas Hospice (Suffolk) Year ended 31 March 2024 Oplnion We have audited the financial statements of Sl Nicholas Hospice (Suffolkl (the 'parent charitable company,) and its subsidiary {the 'group'l for the year ended 31 March 2024 which comprise Consolidaled Statement of Financial Activities (including income and expenditure account). Consolidated Balance Sheet, Consolidated Statement of Cash Flow and notes to the finanGial stat8ments, including a summary of significant accounting policies. The financial reporting framework thal has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financlal Reporting Slandard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practi￿). In our opinion the financial statements: give a true and fair view ofthe state of the group's and parent charitsble company's affairs as at 31 March 2024, and of the group's incoming resources and application of resources, including its income and expenditure, for the year then ended- have been properly prepared in accordance with United Kingdom Generally Accepled Accounting Practice.. and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) {ISAs {UK)} and applicable law. Our responsibilities under those stsndards are further described in the Auditors responsibilities for the audit of the financial statements section ofour report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 42

St Nicholas Hospice {Suffolkl - Company limited by Guarantee Independent Auditor's Report to the Members and Trustees of St Nicholas Hospice (Suffolk) For the ear ended 31 Ma￿h 2024 Conclusions relating to golng concern In auditing ihe financial statements, we have concluded Ihal the trustees, use of the going concern basis of a¢counting in the preparation of the financial statements is appropriale. Based on the work we have performed. we have nol identified any material uncertainties relating to evenls or conditions that, individually or collectively, may cast significant doubl on the group and parent charitable company's ability to continue as a going ¢oncern for a period of al least twelve monlhs from when the finanaal statements are authorised for issue. Our responsibilities and Ihe responsibilities of the trustees with respect to going concem are described in the relevant se¢lions of this report. Other information The other information comprises the information included in the trustees. annual report. other than the financial statements and our auditor's report thereon. The trustees are responsible for the other infomiation. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do nol express any form of assurance condusion thereon. Our responsibility IS to read the other information and, in doing so, consider whether the other infonnation is mater*ally inconsistent with the financial statements or our knowledge obtained in Ihe audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to material misstatement in the financial ststemènts themselves. If, based on the work we have performed. we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Oplnions on other matters prescribed by the Companles Act 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the trustees, report which includes the directors, report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements. and the directors, report included within the trustees, report has been prepared in accordance with applicable legal requirements. 43

Matters on which we are required to report by exception In the light of the knowledge and understanding of the group and parent charitable company and ils environment obtained in the course of the audit, we have not identified material misstatements in the directors, report. We have nothing lo report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion.. adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audil have not been received from branches not visited by us., or the parent charitable company's financial statements are not in agreement with the accounting records and returns- or certain disclosures of 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 trustees were not entilled to prepare the financial statements in accordance with the small companies, regime and tak8 advantage of the small companies, exemptions in prepanng the directors. report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees. responsibilities statement (set out on page 4041), Ihe trustees (who are also the directofs of the parent Gharitable company for the purposes of company lawl are responsible for the preparation of financial statements and for being satisfied that they give a true and fair view. and for such intemal control as Ihe Iruslees determine is necessary to enable the preparation of financial statements thal are free from material misstslement, whether due to fraud or error. In preparing Ihe finanaal statements, the trustees are responsible for assessing the group's and parent charitable company's ability to continue as a going concem, disclosing. as applicable, matters related to going concern and using ihe going concem basis of accounting unless the trustees eilher intend to liquidate the group or parent charitable ¢ompany or to cease operations. or have no realistic alternalive but to do so. Auditor fesponsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial stslements as a whole are free from malerial misstatement. whether due to fraud or error, and to issue an auditols report that includes our opinion. Reasonable assurance is a high level of assufance, but is not a guarantee that an audit conducted in accordance with ISA5 (UK) will always deteGI a material misstatement when it exists. 44

St Nicholas Hosplce {Suffolkl - Company Limited by Guarantee Independent Auditor's Report to the Members and Trustees of St Nicholas Hospice {Suffolk} For the earended 31 March 2024 Misstatements can arise from fraud or error and are considered material if. individually or in the aggregate. they could reasonably be expected lo influence the economi¢ decisions of users laken on the basis of these financial statements. Irregularities, inclL6ding fraud, are instances of non-compliance with laws and regulations. We design procedures in line wilh our responsibilities, outlined above, to detect material misstatements in respect of irregularilies, including fraud. The extent to which our proGedures are capable of delecting irregularities, induding fraud is detailed below.. Enouiry of management and those charged with governance to confirm there are no instances of fraud or non-compliance with laws and regulations. Review of disclosures within the financial statements and vou¢hing these to supporting documentation to ensure compliance with applicable laws and regulations. Review of key accounting estimates. to ensure reasonable and no signs of managemenl bias. Performing audit work over the risk of management override of controls, including testing of journal entrie5 and other adjustments for appropriateness, evaluating the rationale of significant transactions outside the normal course of activities and reviewing acwunts estimates for bias. Because of the inherent limitations of an audit, there is a risk that we will nol detect all irregularities, including Ihose leading lo a material misstatement in the financial ststements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements. as we will be less likely lo become aware of instances of non-complian￿. 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 descriplion of our responsibilities is available on the Financial Reporting Council's website at.. htt s'.Ilwww.frc.or .uklOur-WorklAudillAudit-and- assurancelSlandards-8nd uidancelSlandards-and- uidance-forauditorslAuditors- res ansibilities-for-audiuDescri tion-of-auditors-res onsibilities-for-audit.as x. This descripts'on forms part of our auditorfs report. 45

Use of our report This report is made solely lo the charitsble company's members, as a body, in accordance with Chapter 3 of Part 16 ofthe Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable ¢ompany's members and its trustees 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 olher than the Gharitable company and the charitsble company's members as a body. for our audit work, for this report, or for the opinions we have formed. Mark Proctor FCA DChA (Senior Statutory Auditor> For and on behalf of Lovewell Blake LLP Chartered Accountants & statutory auditor Bankside 300 Peachman Way Broadland Business Park Norwith NR7 OLB 46

StNlcholas Hosplcel5uffol Er￿L￿ Irf￿F¥ 6D1&14 LYFO tsL79B J.fA7SJ& 614 797 Jo ?JJDW9 )ts12A3 1.?5¥291 19 L>55.2>1 )645 4hlweJ￿rts i￿.3￿ IU4045 107.$59 104.ty45 I.￿.559 F51 )￿15 ILF IBq6J 12fft21 IW.777} (>A7P.WI IL704.97•1 CthmffiurJt¥5Ervk {15D7.7851 1475.4ag1 IL&67.2A51 IIA2.9911 11741571 IL85Y IJM1&741> 15FXQJJ 4JIWI 11475 157Wa l.W.75ZJ (4JIF.1S11 ILi¥75 2￿7￿6 IW352 145V&51 •44 ID4619 4ts.415 .Mi.034 4758 IVl6n7 47

St Nicholas Hospice Isuffolkl Consolidated and company balgnfe sheets as at 31 March 2024 Company Mo.. 1748046 Grvup 31 Mar¢h 24 31 March 23 tharitv 31 Marth 24 31 Marth 23 NotES FINerfossets Tongible ossets li 1,995.072 2,098,788 I.995￿72 2,098.788 InvEstJ>tents 12 4.1163.331 6,458,403 4.086,415 fj.185,103 4.498,337 6,494.409 4,121.421 6.210.209 currenr¢75S￿5 Stdtk DeJ)tors lAt￿cOmp0￿Ydebtor C05h trtbonkond inhand 21,324 IA07,914 30.332 1.733.648 13 1,406,185 75,433 1,383,331 2,864￿9 1,781224 24 1,536,155 965.39J 920,251 2.684,231 821,449 2.603.673 Credttor5.'<TmOurttslollln9 due wirhth one 14 757.874 488.400 745,316 473.9S0 2.207.519 1,195AYI 2.119ffi33 2.129,7Z3 14etossets 8.665,922 ,381,034 8.613 8.349,931 Credirors. omoLints/olllngdue qwterthfjn orte yeor Totalne1055ets 8.665,921 .381.034 ,613,042 B.349.932 ThefvfidsoJthEdJarlty.' RestrKtedinromefvnds 15 128.230 104,649 128.230 104,649 Generoljunds Deslonotedfvnds Endowment 16 16 17 18 5,247,106 3,243,505 47.081 8,665,92t 2.637,622 5.592.348 46,415 8.381.034 5.194.2Z 3.243.5D5 47.081 ,61¥,IMI 2,606.520 5.592.348 46.ajs 8J49.9J2 DurSn8 the year the charitable company made a 5urplusof £263k12023.. deficit of £369kl IndudlngBIft aid from 5ubsldlary of £45k12023.. £78kl. The financial statementson pages 47-63 were approved by the Tiustees and authorised for I￿￿e on Sth December 2024 and are signed on their behalf by.. Anne Fi5hei, ChalrofTrustee5 The nO￿50n pagÈ5 s￿63fOrM part of these financial statements. 48

St Nicholas Hosplce (Suffolk) Consolldatsd ststement of tashflow forthe year ended 31st March 2024 Group Note 2024 2023 tssh flows from operatin8 actNltles: Net <ash used in operating attivities 21 573,445 1179,9311 Cash fftows from Investlng artmtles: Dividends and interest recèived from investment5 Interest received Proceeds from the sale of tangible fixed assets Payments to acquire tangible fixed assets Proceeds from the sale of investments Purchase of investments Net cash provided by investing activities 123.893 61.507 111,866 8,589 20D 50,951 971,493 659.040 382,157 143,4161 267.185 1270,3211 138.848 Change In cash and ¢ash equlvalents In the year 712,293 Z02,226 Cash and cash equNalents at the beginning of the year 961.474 759.248 Cash and tash elulvalents at the end of the year 22,23 1.673,767 961,474 The notes on page5 50-63 form part of these financial statements. 49

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2023 IThw￿tcar cOrnm￿nity F¥mUy ￿p￿t￿b￿re8Vefflen1 ••7.955 980.355 61U.299 1.043.e04 166.U 132.260 70 013 19. E(MNon andies•wth 1,86192 2.23r,122 OthèrYradin9 Incom 2024 2023 49,202 30.120 54.091 hErlncor 20¥ts 123H93 123.BS9 (091- fjx¢JynieMis¢urte$ 6Br Inieitsi 5B.240 7,964 185.400 139.846 QthorlnGvmo 2022 Analyshs of xp8ndllure 2Q24 2023 2024 Total CoSl¥ DkOthCosts Trtsi Co&is Tola&c￿ 670.749 205,126 884,B7S e84.B7S dp% 679.749 205.126 6.319 814.875 Othwtradinyath¥ibe¥ Shopcosts Lotterycosts E￿￿tsC0St5 OthorlnC￿ 1.478.628 J58.ffK) 1,866,71JJ I￿.60? 20.671 174.27B 60.076 37.X 97.270 $7.È82 65.493 1.750.193 511.451 1.651.6U4 Z.7T3 ?7.131 .261.fj47 2.O2).777 97.276 1.884.826 30,255 2A60.196 gD7 687 717N87 3,177,686 2.7Q2.6 31,1 In p￿￿￿1 D¥ycai 275.260 2,C49,306 274 1.2U.5ID 241.275 1.507.785 1.667. 3¥,125 80.314 471.439 407.300 125,536 53.535 ITfr.071 133.2•5 3.610,409 550.S58 1.261.QfjY 4.UO.472 Y¢ È07 1 J6B 145 7 431.702 7.U3.255 2.DB2.0$1 2.089.358 9,414 I.￿7.7￿$ 47S.I3Q F￿NY 8UPm& Berea¥Ympnl Edu¢xbJn and[Pue￿th 4.161.06 T¢itsl 53

A Th&lys1% 015UPPQrt¢05ts TQtsl 126,787 49.097 8ffj68 20J74 99.746 aci rtrèJiN In¥$bMimanao•Thnicost 337￿71 130.721 4WO 38J22 51).454 326.228 792 484,358 717.487 425.7 In pabenlce 24.1 186260 54.373 274 37.951 11.840 3.763 274260 174 241.27S 10.314 6J.SJ5 420A97 genices 48,330 .178 32.198 6.075 2$3.829 26.150 31.500 Educatsllnandr¢sea 31.802 2V7.417 80.JI• 264,711 ToLIl 2$$ EMp￿yeCosts 2023 4.524,281 4,376,8?ts 422.U2 413,729 J62,781 33125$ se¢uiW¢Q& P•DI￿nI￿>SL% ,JOD,6b1 5.121,451 Thergwg&rrnt8nrthrAtVJnP￿mfj￿i￿ 2024£3.85812023.. £NUI ThlsWa5ano￿r1ntyo￿uQI pa Full The￿￿￿e￿Ie￿￿￿$dUftn$ thyearwore 121 12023. 121>u￿ the yeaiwl$'. 2024 Numbvr 2023 Numbgr 99 50 Lh14¢4(9￿1Ob￿•S4Wth ij The n￿Mb￿0f4rnp1Qy￿￿￿5ty W•fs•xdudkngpen5i￿v￿trbu￿W$a￿￿np0WrÈ8o.oOo￿thEyeDr.d￿5S￿d￿￿ri￿bQTh11 tÉlO.OW Isas 2024 AGiu41 P￿rnb￿r 2023 £60,WMI.£69.BB9 £70,rmÉ79.999 £ao,LU.£89,9 £￿,l￿￿98,9W É1O0,OOC￿£1o9. £110,00&É119. £120,0004129.W) PÉNitinc0￿sr￿8bnVt￿tt￿$Liff ￿mIn9 ￿r£6o.￿}tQtsI￿d£6Z.s39 h Z02412023.. t54.85dl. ott￿) È376.47012Q23 E361.Be51 Thg HoSp￿h•Ja￿W61￿e ¢t392 ¥(4unts8tsa&4t 31 M¥iL 202412D23".4B3)vth thelrsfi￿￿eS1￿￿10lU￿n¢ arth%. 2024 rthrnb 23$ 63 2023 R￿1 228 HowcèNelohbD FU￿ra1￿j and SuPpDrt5etv￿eS TtuSte*$ A¥s¢Ciiie$ 42 392 483 54

N&tmo¥gffl•nt 2025 14ei k¢onwr•soLYlleS L%st4tedaftEI tiepreoaii¢n 147.132 154.848 -stllu￿ryrtrtO1¢hjTrtylnl group -st￿ulDry￿￿rt0f6￿OwJI9ty I7.￿$ 4.7T 7YS 15.90D 4,500 750 I7.￿1} 225.094 leB5e reni4 236ffi6 Sl Nltholas Hospvx15uNvl$4 le0￿¢1•d¢h¥ty and as8vth on ￿1￿C￿￿8r￿l￿TrSf￿[lW￿1lhin$¢(a￿n 505 o[￿Ta￿E54¢t 1988 Qr S¢th0Th252 of IheTax4timof LaWb 1992 tothe ethlkn#tth¢$o ar¢ opplkd forC￿tab puty¢s¢s. The In IhèyeBfi2023.£NIII. Ting1b￿f1xod 1$$¢$ Icharttyand Gn>upl Long Lp•xthuld FumRu nd Motor equlpm•nt COKI 4,W572 1.110.404 87,280 5.710.614 43.416 AdthWDns spNvA$ At31 M4f¢h2024 4.OBI¥12 1.1¥447 395,3 07.2UQ IT￿.$$7 At l April 2023 Choryty Ihy•9r 2.136.493 1.122.946 77.304 37.892 315.IB2 67.235 45 3,841,666 At)1 hl•Kh 2024 213,797 1.157A6S 310.973 $7,25 3.785,615 N•tbDokvilu• At31 March 2024 775 96.BB2 40.41$ 1.995.072 At 31 MirEh 2023 1.5￿.07? 103.J3S The￿￿ ieseho￿ The bu1￿￿4 ￿)￿9￿1￿1 lond ￿ H￿r￿￿￿kLIN￿. OLYyStEdmTrJsfotwhha60Yoari￿e$t? PEPP¥(4))ientwasÉnthi•d knlr&thl IS 44uSt 1WI. Th&tylJthbhm￿lOrtho lffl Patientunltdumg 200B. . (hTr r¢¢onf*uralonsln2013 Inw%tyiienlstoth8 O[ch￿d Day Cefitre . olan Othreach Q•ntro allhp H#v¢rflUI Cotblnl}. Alffixpda6eei$¢tthèthanLgblec￿rppI￿YaTP Used 101 th3niatr4e wwses. 55

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D4btors ts￿Up 2024 2023 2024 2023 Trnd•4ebty 49,210 44.258 73¢ 239,6ZS 31284 47,647 44,368 7J6 238.i￿5 31.334 559 0thg1 debi¢rs FtepaymèNs 2$2.994 224.438 297.871 235.153 761745 I.{￿.489 261829 297.B70 762.74S $0. IA50.01t 1.002.489 25.28J Int¢t(4nynyD¢b 1A07.914 1.7)3.648 LoHn duef￿SLs￿￿4ty uno&naingS 26.0 25.( 914 1.733.548 In2018119, Ihe Intognth¥kn&iagteefflenttvthe SubJlAryufflaWlakry IDfundworkiny epiW. b¥8 nxod ch￿0 OvergWd￿￿ ¢thng ok•r811￿58LS0%thFC0￿Ètyyi￿l Intyrg&lrlotwdal2 5%. Th8 bdW(i)ihisioanvAI be rfjp8￿ on 15 No%iei 2028. Ind￿ed ptep4y￿ntslSd ieose hlthfoii$duèoreaierthBn ￿E105.364(2023.. £109J7$1. ¢Moltr￿.. amounts f4lllns ttuo wthln y￿1 GFO 2023 2024 117,708 179.7aa eU,753 2%8,517 S7,BlO S4,865 767174 50.749 109.552 127.S 176,267 68,763 264,066 07,850 A9.B I￿.036 Taxat￿￿ affldsocia1 ssoJrfty A¢cru￿1￿ 207.020 5fj.07Z 200,355 56,072 11.2 Inc4Wrn- LDttery De19ff￿ Énccffl•rKoncllliUDh-Loiiery t>oup 2024 Churity 2¢23 2023 BA￿nce biouthtfoThY4fd rél8ase&to hcoffl&ln I￿nld￿l8Thod Intheyear Ba￿￿￿e camedfvfYAr 56.072 158.0721 57.650 62,969 072 166.072) 57.850 162.9651 55.072 .072 $6.072 S8.072 891anC•L￿uyhtf￿￿¥v0f￿ ts ielFa5edlD Ill¢0￿ kn Ihoy8ar 0￿d￿f8￿Ed intheye81 BBlanre¢4ifie4 lorvm 410.SSD 113.oal 1410,SW) 11.2 111,ZZ•I 402.510 1402,$101 11.Z29 D•kn•d ￿￿￿E￿alES￿l￿￿m¢ l¢rfvwr¢¢veNs. LIM{rn￿￿P. (•rorK￿￿￿d 57

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