**St. Luke’s Hospice (Basildon & District) 2024 - 2025 Annual Report**
## **Contents**
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Welcome 3-4
Governing Board 5
Our Vision, Mission and Values 6
Our Objectives 7
Kind Words 8-9
James’s Story 10-11
Our Care
12
Impact Report 13-14
Environmental Projects 15
Equity, Diversity and Inclusion 16-18
Jim and Maureen’s Story 19-20
Volunteering 21-22
Our Teams -
23 24
Governance
25
Report of Trustees 26-40
Statement of Financial Activities for
the year ended 31 March 2025 41-57
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## **Welcome**
On behalf of the Board of Trustees and the Hospice team, I am pleased to share an overview of another busy, and challenging, year at St. Luke’s Hospice. Over the last 12 months we have continued to deliver exceptional care to meet the individual needs of our patients, support for their loved ones and be as responsive as we can to the wider health and social care system.
Our priority remained steadfast – to deliver flexible, agile and appropriate services to meet the evolving needs of palliative and end of life patients.
Innovation has remained a key strategic objective, and our progress in this area is evidenced by the expansion of our Clinical Outpatient Service. Additionally, _The Hospice Collaborative Partnership_ , made up of St. Luke’s Hospice and our neighbouring Havens Hospices and Farleigh Hospice working alongside NHS Mid and South Essex Integrated Care Board (ICB), was announced as the winner of the ‘Best Not-for-Profit Working in Partnership with the NHS’ at the HSJ Partnership Awards 2025. The award was in recognition of outstanding dedication to improving healthcare and effective collaboration with the NHS.
Throughout the year assessment of our care and services, and impact evaluation, also developed with new and enhanced communications; with patients, carers, loved ones and our community. This engagement is helping to shape future decisions and support equitable access to palliative and end of life care.
**Eileen Marshall CEO**
**St. Luke’s Hospice (Basildon & District) Limited**
**3**
## **Welcome**
The environment in which we operated was, and is, increasingly challenging and the decisions we make are carefully balanced – patient care, operational efficiency and cost effectiveness.
The strategic and governance work of the Trustee board, Executive team and I, continued to focus on future sustainability – to maximise opportunities from existing and new income streams to safeguard our future.
Whilst this has been a challenging year, we must sincerely thank all the supporters of our work and vision; all the fundraisers, donors, volunteers, partners in delivery, commissioners and professional colleagues – working together for the betterment of our community.
We also thank our team, each of whom give so much every day, responding to challenges and opportunities utilising their skills and expertise to ensure the continued provision of excellent, compassionate care.
## **Eileen Marshall and Gerry Peaty**
As we move through 2025, we will mark 35 years since welcoming our first patient. This milestone will be celebrated with events and recognition activities. Such a special anniversary will also be a time to remember the contribution and dedication of so many, and reflect on what has been achieved with shared belief and full commitment.
If you have any comments about this document or St. Luke’s Hospice, please contact me at Eileen@stlukeshospice.co.uk. **4**
## **Governing Board**
St. Luke’s Hospice board, our Trustees, bring a wealth of skills, experience and knowledge.
The board meet regularly with the Executive team, to provide oversight and insightful challenge covering all areas of the Hospice; governing with compassion and keen interest.
In the coming year, our Trustees will be active in celebrating the 35th anniversary of welcoming our first patient. For some Trustees this will recall their own memories of 1990, as long standing supporters, advocates and champions of the Hospice.
**Gerry Peaty, Chair of Trustees**
In the coming year we will actively seek to diversity the board, to strengthen their already significant contribution, to support strategic aims for the future. Our goal is to increase our board from 7 to 10 trustees.
**Geraldine Rodgers**
As the Hospice continues to operate in challenging and uncertain times, the role of the board is vital to achieve financial stability and safeguard the Hospice for many years to come.
If you are interested to learn more about becoming a Trustee at St. Luke’s Hospice, please contact 01268 524973.
**Brian Wellman**
**Danny Lawrence**
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## **Mission, Vision and Values**
## **MISSION**
Our mission is to provide high quality, safe, honest, personalised care and support that is equitable and accessible in all care settings, delivered by a professional, knowledgeable, skilful and responsive team.
## **VISION**
Exceptional, compassionate palliative and end of life care for all in our community who need it.
## **VALUES**
We are kind and compassionate
We are inclusive and respectful
We are collaborative and innovative
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## **Our Objectives**
As a Hospice which has prided itself on continual improvement and innovation, we will remain resolute and ambitious in delivering our care in the future.
## **Here are our objectives:**
## **Our Care**
Delivery of high quality person centred care, with equity of access and choice
## **Collaboration**
To influence and work in partnership to develop and deliver palliative and end of life care
## **Governance**
To maintain robust governance systems which empower a culture of safety and learning
## **Our Teams**
Our team achieve collective success through holistic support, development opportunities and engagement with our purpose
## **Sustainability**
Maximise income and effective use of resources
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## **Kind Words**
Patients, clients and loved ones shared kind words from their experiences of care at St. Luke’s Hospice.
“I have the OneResponse number and that is reassuring to know someone is there 24/7 if I need them”
“It’s also been a bit of a sanctuary for me so I can sit out there quietly by myself at times. The staff are so good in recognising when I or the family need support as well as leaving us alone at times.”
“To other’s their job is just a job but the people here care and it really shows”
“The staff here are so compassionate and caring but also so down to earth that you can have a laugh with them”
“It really helps that the nurses explain everything to me and my wife so we can understand. It’s a scary time but we know they are there for us.”
“Once you have been referred to the Hospice everything flows and the service is there to support you.”
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I have been treated with respect, dignity and empathy but more than that, with kindness from all the staff.
## **James’s Story**
James was such a kind, unbelievably generous and incredibly caring man. He was a great singer and part of several music and theatrical groups. In 2021, James started getting persistent and troubling headaches – he went to loads of doctors and they couldn’t figure out what was going on.
James mentioned that he had trouble seeing and reading of late, so was referred to an ophthalmologist. He could see the letters clearly but often could not process what they actually were. Following further scans, the doctors said that he had a large tumour in his brain. James had Stage 4 Glioblastoma. The doctors estimated he would live for just one year.
We did as much as possible. Even though James could not read anymore, and his co-ordination was not quite there due to the impact of the tumour, we were still able to share many positive experiences.
James was eventually unable to continue further treatment, so his oncologist referred him to the Hospice in 2022.
The word Hospice really is quite a scary word when you are in your 30s.
In September 2023, James went into St. Luke’s Hospice’s In-Patient Unit (IPU). They were able to offer him a bed and round-the-clock care. For both of us the last months were much better than they otherwise would have been.
The Hospice gave James a much better quality of life. James was able to get pain relief whenever he needed it, he also received more visitors in three months than he had in the past year. As a team the Hospice was able to keep him clean, safe and comfy - much better than he was at home.
The In-Patient Unit itself was so professional and clean, and the staff – I truly cannot speak highly enough of the staff. Throughout the Hospice, from the doctors and nurses to cleaners and kitchen staff, everyone was brilliant.
Even when James’ young niece was with us, everyone in the IPU had so much time for her, which enabled James’ twin sisters to spend real quality time with him. It made us feel as though we were entering into a community of friends who truly wanted the best for us as well as professionals who are good at their jobs.
There were enough people there to be able to support patients appropriately and every staff member gave adequate time to develop and make friendships - real human connections.
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## **James’s Story**
This compassion and respect resonated throughout all their care, even in the care they provided to James after he passed away.
There were so many personal touches to ensure patients, and their families, felt comfortable and so much attention paid to small things that made us all feel welcome. Everyone seemed to love their work so much and always seemed so upbeat and cheerful.
Following their recommendation, I got three friends together over Christmas-time. We sang carols and took requests from people in the IPU, including staff and other visitors.
We later found out that one of the songs we’d performed by request was another Hospice patient’s favourite song (Bohemian Rhapsody, which our pianist had never played before but had an incredibly good go at!).
Before James got sick, he was a great singer and part of several music and theatrical groups. One day, noticing that James was struggling, one of the St. Luke’s Hospice staff approached me and said, “I know that you and James are performers, would you like to come in and sing some carols in the Hospice?”.
James was humming along as best he could, and although I was worried that he’d feel left behind, he kept asking us to play more - he was still a part of it.
If it hadn’t been for Hospice staff suggesting the idea and helping us organise it, then we would completely have missed out on one of the best days we had with James. It really is amazing that the Hospice thinks of every detail – even the smallest of things, to add personal touches to make all patients feel very special.
Despite originally being given one year by the doctors, we were able to spend two years with James. He died on 4 February 2024.
## **Our Care**
St. Luke’s Hospice provides specialist palliative and end of life care and support to people across Basildon and Thurrock whose illnesses are no longer curable. Each year, we support patients and their loved ones, offering compassionate care that focuses on comfort, dignity and individual needs.
Our care is delivered by highly skills teams including Speciality Doctors, Clinical Nurse Specialists, Registered Nurses, Health Care Assistants, Specialist Therapists, Supportive Care staff, Clinical Administration teams and dedicated volunteers. We work to ensure our patients and their families receive they need, where and when it’s needed.
A key part of our service is OneResponse, our 24/7 telephone advice and support line, available every day of the year.
Many people believe hospice care is only for those in the final days of life, or that it is only provided within the hospice building. In reality, St. Luke’s Hospice supports people at many stages of their illness, from point of diagnosis through to end of life.
Care is provided at our Hospices in Basildon and Thurrock, in the local community, in patient’s own homes and in care homes. We also work closely with hospital teams and other health and social care professionals to ensure care is well coordinated, accessible and centred around the individual.
In addition to supporting patients, we offer care and guidance for loved ones and carers, recognising the vital role they play. We listen carefully, respond with compassion and respect each person’s wishes.
As a registered charity, we rely on the generosity of our local community to continue delivering care where and when it is needed most. At St. Luke’s Hospice, our commitment is simple: to ensure that everyone in our community can access that support and care they need.
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## **Impact Report**
## On average St. Luke’s Hospice cares for **2,100** individuals per year.
## **Clinical Outpatients Service**
239 People supported by **Clinical Outpatients**
1,613 1,936 Procedures completed Blood tests
## **Hospice Community Service**
Prescriptions completed by a Non-medical prescriber
1,139
1,685
Face-to-face visits
534
People supported to die at home.
**OneResponse**
32,485
incoming calls into the **OneResponse service**
192
Calls on the busiest day
3,993
People supported through the Frailty and **Care Home Palliative Support service**
522
**IPU Basildon** 223 Admissions
Rapid response visits within two hours
Bedside Companion volunteers across 30 Basildon and Thurrock In- Patient Units
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## **Impact Report**
**Integrated Therapy Services**
## **Supportive Care Services**
431
Referrals received to **Complementary Therapies**
124
Referrals to the **Luke’s Counselling for Children and Young people**
1,208
490
632
342
Therapies were given by **Complementary Therapies**
People supported by **Occupational Therapy**
**Specialist Physiotherapy** referrals
**I** nitial assessments carried out by the **Specialist Physiotherapy team**
452
1,202
344
206
Referrals to the **Dove Community Counselling (Adult)**
Face-to-face counselling sessions
Assessments undertook by the **Carers team**
Patients attended face to face groups held by the **Wellbeing Service**
## **Hospice Rapid Access Service**
1,523
Nights of care provided for 66 patients
110,735
Hours of domiciliary care
**South Essex Lymphoedema Service** Over 1,000 active patients with
779 referrals accepted in 24/25
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## **Environmental Projects**
This year we have taken positive steps to reduce our environmental impact and create a more environmentally sustainable future.
Our dedicated Environmental Group has played a key role in driving our Environmental strategy; collaborating with internal partners across Hospice teams to advise on alternative products to reduce single use plastic, and more sustainable materials for fundraising activities.
The Environmental group brings together team members from all areas of the Hospice, to share ideas, review our practices, and introduce new initiatives.
We continue to develop our gardens at Thurrock, with fruit and vegetable planting to support the menu offerings at the Luke’s Sunflower Café. Bat boxes provide alternative roost sites at Thurrock, and sympathetic planting at both hospices encourages local wildlife to thrive.
We are actively promoting the Cycle to Work scheme and investigating the feasibility of infrastructure to support electronic charging at both locations, to support alternative fuel transportation.
We are researching the positive environmental impact of our Retail stores and promotion of upcycling and recycling.
We continue to work with partners to support our environmental and sustainable aspirations.
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## **Equity, Diversity, Inclusion**
St. Luke’s Hospice maintains its commitment to an integrated and compassionate approach to Equity, Diversity and Inclusion (EDI). Guided by our organisational values, St. Luke’s Hospice not only delivers expert palliative and end-of-life care but actively champions equality for its employees, volunteers, patients, and the wider community. Effective EDI is not an isolated initiative, but a thread woven throughout every aspect of our Hospice’s care provision, and ways of working for employees and volunteers. The Hospice’s vision encompasses building capacity to challenge and address barriers, facilitating ongoing education and awareness, and ensuring that all operational processes—from recruitment to the delivery of patient care—are evaluated through the lens of fairness and representation.
The Charity’s EDI Strategy Group meets regularly with a wide representation across all Hospice services working collaboratively to focus on 4 initial priorities whilst development and engagement of our first EDI Strategy is complete. These being:
Anti-Racism
- Becoming a leading Disability Confident employer LGBTQ+ Allyship
- Engagement and Co-Production
St. Luke’s Hospice has continued to actively seek partnerships with local networks and groups across Basildon and Thurrock to guarantee its reach extends to all areas of our community. Collaborations include regular engagement with ethnic minority community groups, local faith groups and attendance at community events intended to raise awareness about the Hospice support available for patients and their families, whilst fostering meaningful engagement to identify challenges around access to our services.
This year the Hospice has developed improved systems for capturing, reporting and analysing data around the protected characteristics of people using our services and in our Hospice employee and volunteer workforce to help us understand the diverse needs of our local community and better inform and develop our services accordingly.
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## **Equity, Diversity, Inclusion**
We continue to ensure that our policies, procedures, and culture are aligned with statutory requirements encompassing EDI. This legal foundation not only protects patients, employees and volunteers from discrimination, harassment, or victimisation but also propels the hospice to go beyond compliance into proactive empowerment.
Service planning at St. Luke’s Hospice now incorporates Equality Impact Assessments ensuring that all new projects and proposals are evaluated for their potential impact on protected characteristics and proactively identifies opportunities to reduce health inequalities.
Demonstrating its commitment to supporting employees with a disability, the Hospice attained the highest level of Disability Confident accreditation from the Department of Work and Pensions within 6 months of embarking on the scheme which was independently assessed and validated.
There is a Sanctuary space designated across both Hospice sites for quiet reflection or prayer for people of all faiths or none.
An updated Hospice website has retained the accessibility tool including a screen reader, translation of over 100 languages, styling and customisation.
Our End of Life Care plan and Guide to Funerals for people with learning disabilities continues to be widely used and has been acknowledged as a tool of best practice by other health providers.
EDI at St. Luke’s Hospice is not measured solely through organisational processes or compliance, but by cultivating a genuine sense of belonging. Practical mechanisms such as regular EDI training, open communication forums, and celebration events to demonstrate allyship (e.g., Black History Month, attendance at Basildon and Thurrock Pride, International Women’s Day events with our supporters) creates an atmosphere where everyone, from patients, employees, volunteers and our wider community, feels seen, heard and valued.
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## **Equity, Diversity, Inclusion**
The Hospice’s ongoing journey in EDI aims to create lasting change by addressing health inequalities and health deprivation in the communities we serve, embedding protected characteristic considerations into every level of the organisation, and publishing transparent outcomes, St. Luke’s Hospice continues to inspire hope, comfort, opportunity and access for all. We aim to achieve this through our future EDI Strategy which will have the following strategic priorities and will outline our vision and journey from 2026 to 2029:
- Leadership accountability and inclusive decision making
- Increasing access and inclusion for diverse communities
- Fostering a supportive and inclusive workplace
- Data-driven EDI improvements and transparency
## **Jim and Maureen**
Jim and Maureen Price were cared for, together, at St. Luke’s Hospice. Their daughter Danielle shares their story:
“My dad, Jim, was an engineer in the Royal Navy and a decorated Nuclear Test Veteran. Travelling the world, living a life full of adventure before settling back in the UK.
My mum, Maureen, was born in Georgetown, in what was British Guiana. Coming to England in 1962, she stayed with her sister, who one evening invited a couple of workmates to dinner. One of whom was my dad. Just as in the best romantic novels, it was love at first sight.
“I went to her in the early evening but was unable to wake her up. She was rushed to hospital. It was unbearably hard not to be at both their sides. Then, my brave selfless Dad said, “I think it’s time for me to go into the Hospice”.
“The Hospice arranged everything quickly and with so much kindness. He was settled into a room at the Basildon Hospice, and I met him there. Soon after, I got a call from the hospital – mum’s heart was failing. She didn’t have long.
“Staff at St. Luke’s Hospice were already working behind the scenes to bring Mum to the Hospice.
“They fell for each other quickly. Life threw obstacles in their path but they kept their love alive through letters and photos. They married in 1963, spending the next 59 years together.
“Then came the call – Dad had cancer. There were no treatment options available so he was referred for palliative care.
“A nurse at St. Luke’s Hospice called me within hours and arranged to visit the next day. She was so caring and positive, helping us to understand what was happening. I decided to care for Dad at home. Every night, I’d take Mum upstairs to lay beside him.
“A couple of weeks later, Dad had really deteriorated. Both Dad and I were determined for him to stay at home. One day, before heading home for the night I noticed Mum was sleeping a lot more than usual.
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The next day, they made it happen. The nurses took over; gently washed Mum, brushed her hair, dressed her in her own nightgown, gave her back her dignity. When Mum left the hospital, she had a pained expression but once in the Hospice she seemed to soften.
Mum lay beside him, it was like they had come home. The Hospice gave them that. Dad passed away peacefully on the morning of 2nd September 2022. Less than 24 hours later, Mum followed him. I truly believe she died of a broken heart, in every sense.
“The team at St. Luke’s Hospice were extraordinary. Nurses, doctors, volunteers - they cared for all of us. They brought drinks, comforted us and sat with my parents. They were there in every way.
I’ve had honest conversations with them, cried with them, even found unexpected moments of peace thanks to them. I would say they are literally angels.
“The Hospice moved heaven and earth to bring my parents together. They cleared furniture to make space for both beds beside each other; reunited, laying side by side.
“In all the heartbreak, I find so much comfort from the fact they were together until the very end, and I will be forever grateful to St. Luke’s Hospice for making that happen.”
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## **Volunteering**
## 411
Volunteers supporting St. Luke’s Hospice 65
of our Volunteers have volunteered with us for over 10 years and received long service awards
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188 New Volunteers from April 2024 - March 2025
## **Nicola Stupples**
## **Volunteer**
Nicola has been a dedicated volunteer at St. Luke's Hospice for just over two years and has supported many teams in the Hospice. She comes into the offices weekly and is more than happy to help, providing support wherever it is needed.
“I have a neurological condition that affects my mobility and an autoimmune condition that fluctuates, which means that I’m not always able to attend on a regular basis. The Hospice allows me to commit to when I can without judgement if I am unable to.
"I began volunteering on Reception at the Hospice in Thurrock, which was mostly greeting people, signing them in when they come for appointments, and ad hoc admin tasks. Then I moved to Fundraising, where I currently clean the collection pots and buckets. I also help at events such as collections and helped with the charity's 35th anniversary celebrations.
"For me, volunteering has been confidence building. It has helped with my anxiety as I feel like this is a step towards getting back into employment after a period of ill health. It has also given me the opportunity to overcome my anxieties around meeting people and being seen again in public since a deterioration in my health that has changed my life. I have been able to rediscover how I can contribute to a work environment.
"The best thing about volunteering is the people you get to work alongside. It's very supportive here and I've always felt like part of the team.
"I feel as a volunteer I'm making a difference to the Hospice. I can see the impact of my time instantly, for example getting the pots clean and ready to go back out in shops, ready for muchneeded donations. When I'm volunteering in the community, people come up and support the Hospice but also show appreciation and it’s nice to be able to spread awareness of the Hospice and all the services it provides."
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## **Our Teams**
## **What we want to achieve**
- Develop an employer brand of the Hospice as a great place to work and volunteer, attracting the most talented and diverse workforce
- Develop the capabilities of all of our teams so that people care and they know how this contributes to our purpose.
- Celebrate the diversity our teams bring with their lived experience, becoming more representative of our wider community and being committed to the changes needed to create an inclusive culture.
- Explore new options for recruiting new talent.
- Develop an engaged team of employees and volunteers, where people are innovative and change orientated contributing ideas so that the Hospice continually improves
## **What success will look like**
- Improved recruitment and retention levels and increased numbers of volunteers.
- Improved communication and engagement. Increased opportunities for learning and development.
- Continuing improvement in cohesion and collaboration across teams with shared focus on our purpose.
- Improved understanding and collective commitment to EDI amongst our teams through a yearly plan of education, awareness raising and collective action.
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## **Our Teams**
We are committed to developing an engaged team of employees and volunteers. Cohesion and collaboration across all Hospice teams unities our focus on the provision of specialist palliative and end of life care.
Requests for better access to equipment and adaptable working arrangements. Ongoing consultations with departments to identify and address critical resources gaps.
Focus on decision making, communication and visible responsiveness. New leadership development programme rollout. Focus on developing values based leadership principles and other leadership skills among all levels of managers.
Requests for calm spaces, regular social activities, and financial resources. Calm spaces: Identified locations at each Hospice site to create designated quiet rooms for destressing and having lunch. Partnering with new financial advisors to offer personal finance sessions starting 2025/26.
Resources: Sharing cost-saving opportunities, such as employee discounts and benefits awareness campaigns internally.
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## **Governance**
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Trustee and Executive
oversight
Service User Workforce Quality Assurance Leadership and
Feedback and Developement and Clinical Strategic Direction
Experience and Competence Practice
Annual Governance Quality and Innovation Health & Safety, Risk Management
Annual Governance Review Group Strategic Quality Steering Group (SQSG) & Safeguarding
(AGRG) Safety and Governance Meeting
Project Steering Groups (PSG)
(SAG) Strategic Safeguarding Group
(SSG) Patient Experience and Safety
(PEaS)
Risk Assessments
Finance and Income
Financial Governance Medicines Management Risk Register
Medicines Management meeting
Fundraising/Trading Regulation
Non medical prescribers forum
Accountable Officer Network
People and Culture
People & Culture Sub Committee
Service User Involvement
Organisation Annual Governance Equality, Diversity & Inclusion
Focus Groups
Information Governance Strategy Group
5x5
Contracts Management HR Strategy Group
Surveys Outcomes
Business Continuity Plan
Clinical Practice
Strategic Leadership
Marketing & Communication Clinical Development Team (CDT)
Trustees Executive Team Senior
Marketing & Communication Infection Control
Management Team (SMT)
Governance
Patient & Internal Comms Group
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**St. Luke’s Hospice (Basildon & District) Limited**
Report of Trustees and Strategic Report for the year ended 31 March 2025
The Trustees of the charity submit their annual report and the financial statements for the year ended 31st March 2025, which are also prepared to meet the requirements for a director’s report and accounts for Companies Act purposes. The Trustees have adopted the provisions of the statement of Recommended Practice (FRS102)
‘Accounting & Reporting by Charities’ issued in October 2019 in preparing the annual report and financial statements of the charity, and the Charities Act 2011.
HISTORY OBJECTIVES AND ACTIVITIES OF THE CHARITY
Name of Charity: St Luke’s Hospice (Basildon & District)
Charity No.: 289466 Company No.: 1812104 Governing Document: St. Luke’s Hospice (Basildon & District) is a company limited by guarantee, governed by Memorandum & Articles of Association dated April 27th 1984
Address: St Luke’s Hospice, Nethermayne, Basildon, Essex, SS16 5NJ
Trustee: Mr G W Peaty – Chairman appointed 27.04.1984 Mrs M Moura died 06.02.2025 Mr B Wellman appointed 30.09.2016 Mr D Lawrence appointed 18.02.2020 Mr M Nice appointed 18.02.2020 Ms. G Rodgers appointed 23.11.2022 Ms. L Iles resigned 29.11.2024 Miss L Elliott appointed 27.11.2024 Mr L Chester appointed 30.07.2025 Mr J Wilkins appointed 1.10.2025 Chief Executive: Mrs E Marshall - Chief Executive appointed 30.09.2002
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## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Structure, Governance & Management**
The requirements of the Strategic Report are covered within the Trustees Report.
The Board of Trustees are the Governing Body.
The Memorandum and Articles of Association provides for a minimum and maximum number of Trustees. The Board of Trustees is currently comprised of 8 members. Members are elected for a period of three years after which they are eligible for re-election at the next Annual General Meeting Trustees may sit on other nominated Committees or groups, as determined and agreed collectively by the Board.
For the period, the Trustees of the charity are also Directors of an associated company, SLH Trading Limited that exists purely for generating income for the Hospice through the sale of donated goods in retail properties and social sites including eBay.
The Board meet approximately every six weeks. All Members of the Board give their time voluntarily and receive no benefits from the charity and no reimbursement of expenses were made within the year.
The Chief Executive Officer is appointed by the Board to manage the day-to-day operations of the charity. Role and job descriptions for the Trustees and Chief Executive identify the responsibilities of the respective roles and the levels of delegation.
Trustees are recruited to ensure an appropriate range of skills exists. The Trustees will periodically undertake a skills analysis to determine whether there is a need to recruit individuals with other specific skills or whether particular skill areas need to be strengthened.
## **Trustee Recruitment**
Recruitment processes take into account the individual’s skills, knowledge, ability, and eligibility to serve as a Trustee.
The Board consider a range of selection methods, including website and/or general advertising or may consider targeted recruitment for specific skills such as Clinical skills or underrepresented groups. (It is anticipated a number of new Trustees will be appointed in the forthcoming year).
Application information includes documentation to allow an assessment of the individual’s eligibility to serve as a Trustee.
A panel of a minimum of two Trustees interview candidates, making recommendations to the full Board of the suitability of candidates.
Successful candidates are invited to one Board meeting to meet other members of the Board prior to any formal offer of acceptance being made.
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## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
All Trustees will be required to submit satisfactory references, and be subject to a formal Disclosure and Barring Service (DBS) check before commencing in the role and commit to participating in ongoing DBS verification.
Declarations/conflicts of interest are recorded and checked at each meeting.
Within the period of this report, these sessions have enabled the Board to understand the Safeguarding responsibilities of members, consider the impact of the ongoing changes within NHS commissioning structures and other issues affecting activity and service delivery and consider the financial challenges facing the charity sector.
## **Trustee Induction & Training**
New Trustees undertake an induction programme, setting out the role and responsibilities of Trustees. The programme provides an opportunity to meet with senior staff of the Hospice to gain an understanding of services and activity as well as the priorities of the organisation as a whole.
The Chairman conducts annual appraisals with all board members, which provides an opportunity to discuss performance and to identify any specific requirements or views of members, thereby enabling training and updates to be designed to be pertinent to the needs of board members development and performance.
New Trustees receive a handbook, which provides a range of information, including key reference documents and Charity Commission guidance. Each new member is appointed a mentor from the Board. New Trustees appointments are subject to a six-month review to assess performance and capacity to continue in the role.
The Board undertake mandatory training and periodically undertake training to update their knowledge of issues facing the charity. Training is delivered within a workshop format, allowing dedicated time to reflect on and discuss a range of strategic issues for the charity including Board effectiveness and at both a local and national level.
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## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Related Parties**
The Hospice has long held a positive view of the advantages of collaborative and partnership working, sharing knowledge and resources for the subsequent benefits to the community. This is particularly advantageous in delivering more seamless care and taking measures to reduce pressures within the system, to further the patient experience and effective delivery of care pathways.
The Hospice works with the Integrated Care Board and Alliances for Mid and South Essex, as well as other NHS colleagues and healthcare professionals.
The Hospice works with other neighbouring hospices in Essex, as part of the Hospice Collaborative Partnership (HCP). The principle aim of the group is to improve the experience for patients at the end of life and to enhance the understanding of their needs and expectations of care and ensure equity to services across the region. A number of initiatives will be jointly considered by the HCP going forward.
It is anticipated that the scope of the group will be subject to change in the future in line with changes to local commissioning structures.
Elements of the Hospice Community Services are delivered in conjunction with Marie Curie and SPDNS, a local care agency.
## **Public Benefit Statement**
The strategies and objectives of the charity focus on the provision of care and support to individuals with life limiting illnesses, including but not exclusive to cancer and are undertaken to further the organisation’s charitable purposes, as a requirement of charity law, for the public benefit.
## **Protecting Vulnerable People**
The Hospice has processes in place to ensure that those within our community who may be vulnerable are not subject to intrusive fundraising activity and that donor preferences are observed or modified as requested, where circumstances or preferences change.
## **Governance and Risk Management**
The organisation recognises the importance of governance across the organisation and continues to strengthen and enhance practice, analysis and reporting. Very robust systems are in place across all departments to support safeguarding practice. Incidents and concerns are fully investigated reported and learning is always taken from each event.
The Hospice has an extensive and full range of internal policies and procedures, which are easily accessible to staff at all levels across the organisation and a comprehensive mandatory training programme, which is applied to all staff, and volunteers.
The Hospice continues to act in a commissioning role for a number of contracts on behalf of the ICB.
**29**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
Opportunities exist for staff to raise concerns about any aspect of the operation of the organisation and its work with executive leads and managers, or via the Freedom to Speak up Guardian or Whistleblowing processes, both of which are well established.
The Hospice has also reviewed staff benefits and introduced flexible working practices. However, variations in salary levels with the NHS continues to create a pressure, which, is unlikely to ease in the short term. Despite this good retention levels continue to be achieved.
National guidance is regularly reviewed and professional advice sought where necessary to further improve governance practice.
Consideration is given to the risks to which the charity may be exposed from both a clinical and business and commercial perspective. Risks are regularly assessed throughout the year and managed via internal risk management processes.
Risks for consideration currently include:
## **Staff Recruitment**
The Hospice acknowledges the organisation’s reputation relies on the commitment and quality of the team it employs. A national shortage of trained staff with both business and clinical skills and expertise makes recruitment particularly difficult within in a highly competitive market.
During the year the Hospice has sought to review and strengthen recruitment practices, the introduction of a new software package to support enquiries and applications now streamlines the process and has continued to improve recruitment rates.
## **Income**
Charitable income is subject to fluctuations and remains challenging across traditional income streams Work continues to protect and build on these income streams as well as exploring opportunities for new income streams, the latter of which is being actively explored.
## **Health and Social Care Systems**
Re-formed health and social care systems, whilst embedded are still subject to change and changing priorities, which impact, on the priorities within the system, and ultimately impact on the Hospice. The new structures do allow the Hospice a greater opportunity to influence the integrated strategic development of palliative care, which is very much welcomed, and which the charity will continue to respond to, as the Hospice continues to build on its excellent relationships with local commissioners with a joint focus on patient care and service delivery.
**30**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Objectives & Activities**
The objectives of the charity are to:
- Promote and deliver high standards of palliative care for people across South West Essex, who have specialist palliative care needs principally, but not solely restricted to cancer, without discrimination.
- Adopt a holistic approach to service provision, providing for physical, social, emotional and spiritual needs of the patient in partnership with families, friends and other health and social care teams.
- Provide information to enable patients to make their own choices about the care they receive and the setting in which it is provided and continuing to reduce inequalities of access to service.
- Engage and listen to individuals and our wider community in the development of our services.
- Teach other professionals about the needs of palliative care patients so that all who are involved in their care may feel equipped for their responsibility whether they are in hospices, hospitals, or in the community.
- Support and provide a healthy and safe environment in which to work and to promote the wellbeing of our teams.
The ethos of the organisation remains to meet the individual needs of patients whilst also supporting their families and carers at all stages of care within flexible working models
The Hospice works both independently and with other healthcare professionals to provide a seamless service model, with the patient at the focus of all that we do.
Services continue to operate within the Hospice and in the wider community in people’s places of residence, regardless of where that may be.
The Hospice retains it’s award from the CQC as Outstanding, for it’s Basildon site, which is a reflection of the work of our teams and the focus of our priorities across our community.
## **Purpose and Difference We Make**
The Hospice remains passionate about the provision of high-quality end of life care and support to individuals with life limiting illness.
The CQC inspected the new Thurrock site in 2023, despite only one assessed service being operational at the time. The subsequent rating for the site was notified as Good. **31**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Achievements in 2024-2025**
Services continued to see an increase in the number of episodes of care and treatments offered.
The Clinical Outpatients Team continued to push the boundaries in the range of treatments offered and responded to an increase in demand with a 35% increase in interventions. Patients continued to welcome the flexibility and comfort of the service, which enabled treatments to be received with minimal inconvenience. An additional benefit of the model is the ability to familiarise patients with the concept of hospice care and other supportive services.
The In-Patient Unit saw an increase in admissions of 233, compared to 188 in 2023/24, a 23% increase. The unit observed increasingly complex cases. The bedside companions team comprised entirely of volunteers and has proved to be a considerable asset in supporting patients within the In- Patient Units.
In April 2024, we were proud to open the new In-Patient Unit at our Thurrock site. The new sixbedded unit became available for patients supported by our Hospice Rapid Access Service; Utilisation of the unit had been delayed as a direct long-term impact of COVID.
The Hospice Community Services Team continued to maintain exceptionally high levels of activity. The Hospice is fortunate to have a wellestablished 24/7 service, One Response, which includes an advice and support line and a two hour response time, for visits where there is a requirement for greater and immediate intervention. The total number of calls to the One Response service totalled 32,485 within the period, an 8% increase compared to 30,000 in 2023/24.
In August 2023, the Hospice introduced the Hospice Rapid Access service, designed to support patients no longer needing acute care in hospital, and providing a timely intervention for continuation of care in a setting appropriate to their specific needs.
**32**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
The profile of the Patient Experience Programme continued to increase, with face to face discussions with patients and families together with patient and family surveys.
Feedback allows a better understanding of how our service users perceive and are supported by the care we provide. This is further supported by ‘Your Voice Count Days’ where views are shared collated and listened to.
Over the year this work has enabled further engagement and the development of our Hospice Experience Volunteer Group, the members of which work with us to work in the spirit of coproduction and co-design, to improve the quality of our services, by directly incorporating the views and thoughts of those who utilise our services.
Our long-term aim is to ensure that those who use our services have a central role in all aspect of our care provision, design, development and assurance processes.
These are supplemented by the crossorganisational sessions led by the Chief Executive and Executive Team to update on the strategic direction of the Hospice and to encourage staff to contribute their thoughts or seek clarification on any aspects of the work we do.
Two digital publications continued to be issued monthly to staff and volunteers, (the Link and the Loop) to keep all teams updated with information.
Additionally within the year, work to refine and define the outcomes and impact of services were formulated across all clinical teams. The work prioritised data set assessment to help inform service delivery, and evidence the difference the charity makes.. Work to embed new digital solutions continued in 2024/25 to introduce and develop new systems, supporting teams through these changes continued to be a priority.
Engagement with staff continued with the relaunch of staff and volunteer forums, which are held throughout the year enabling open and constructive discussion across the organisation.
Volunteers contribute across all areas of the Hospice (and the associated Trading Company, SLH Trading). Their support is invaluable and without their dedication and commitment, our services would be much reduced.
## **Objectives for the Year**
The Charity continues to focus on the future, driven by local and national issues. Income appears more restricted due to the impact of the national economy, but demand continues to increase. The Hospice will continuously review its position to protect and sustain the services provided to the community.
**33**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
In 2025 the Hospice will mark its 35th Anniversary of opening this will be a major focus for the year, and an opportunity to celebrate the contribution of current and past team members, (staff and volunteers), as well as thanking our community and jointly celebrating the amazing work and support that has made our Hospice possible since the original vision.
During the year the Hospice will also:
- Look to further develop and build on improvements to practice as highlighted in the outcomes from the Population Needs Assessment ‘Live Well’ and the further views of service users to meet the identified needs of our patients and their families.
- Continue to expand the services offered in the Clinical Outpatient Service to improve the patient experience and provide services in a a way which affords flexibility and ease of access during treatment.
- Transform the Hospice Community service team into a locality model in response to changing dynamics of local health and social care to ensure future demand is met, and can support future growth.
- Respond where possible to support the wider system in periods of high activity to enable the continuance of patient care without compromising standards or expectations. Explore options to work collaboratively, to benefit from shared skills and expertise to present a strong framework to deliver care across Mid and South Essex.
- Explore the increased use of digital technology to improve systems, to create efficiencies and streamline operations across the Hospice with the implementation of a high-level data project. The subsequent outcome will enable greater understanding and evaluation of trends to determine future demands and the development of services. The continual review and improvement of recruitment processes, to attract candidates including the introduction of incentives, reviewing pay and benefits to maintain a competitive presence in the market.
- Continue to add value to the health system through collaboration with other health providers to develop a collaborative strategy for care delivery.
- Continue to embed CQC Standards across the organisation.
- Encourage volunteers to engage with the work of the hospice within a valued and supportive environment.
- Enhance our supporter journey through increased digital focus.
- Further develop our Marketing and Communications plan to raise awareness of our work, and encourage engagement to support our Hospice in future years. Consolidate income streams to increase income and identify new income streams to further diversify income sources for the future sustainability of the charity.
- Progress health and wellbeing programmes to support our teams in their roles.
**34**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
We are proud of our teams who are unwavering in the care and support they offer, and who regardless of the role they play, are committed to ensuring the best possible care is available where the patient and their families remain the central focus of all that we do.
## **Income**
It is acknowledged that income generation is harder in an increasingly competitive market. Income levels in our primary areas of Fundraising and Retail are struggling to increase at the same rate as expenditure is increasing.
The Hospice benefits from a good statutory funding level, which is reflective of the large range of services provided, including Commissioner Requested Services, of which some services receive full funding, and funds passed through as part of our Lead Provider status to other organisations.
However we recognise that pressures within this area are increasing and that it remains essential that we seek a broader diversification of our income as we move forward.
## **Financial Review**
The principal funding sources were received from Clinical Commissioning Groups, donations and gifts and fundraising activities.
There was a deficit for the year of £74,147 compared to a deficit of £13,799 for the previous year.
External statutory funding from NHS sources is primarily secured via Mid and South Essex ICB. The Hospice maintains a good and strong relationship with the ICB in developing and advancing services for the local community. Statutory income has continued to be boosted by funding for the OneResponse and Hospice Rapid Access services. There is a collective Commitment to deliver innovative and streamlined services, many of which are Commissioner Requested Services or Statutory services.
Hospices received an additional capital grant through Hospice UK from the Government for £256,843 which was spent in year on patient equipment, a data project and IT equipment.
Commissioned services form a large part of our care delivery, increasingly we are seeking pressures from commissioners to look for efficiencies and this can include the transfer of services to the hospice to demonstrate savings. The Hospice has actively engaged with such requests for the betterment of patient care, but must equally be mindful of the impact such growth can have on the overall operation and resources of the Hospice and ensure such developments are appropriate and sustainable.
The Hospice received £477,301 from Macmillan for a social investment bond to transform the Hospice Community Services model. The estimated payback is also accrued in accounts.
**35**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
The associated Trading Company SLH Trading continued to perform well throughout the year. The company achieved against predicted targets with a final contribution of £425,000 to the Hospice (£530,000, 2024).
Local Hospice Lottery income also performed well within the year, with a total contribution to funds of £209,937 (£208,866, 2024).
The Hospice relies heavily on the goodwill and generosity of the local community, with funds raised through general donations, appeals and other fundraising activities. Whilst Fundraising continued to evolve and respond to changes and challenges, we remain sincerely grateful to all those who support St. Luke’s Hospice and enable us to provide essential services in the catchment.
Whilst Legacy income can be difficult to predict, large legacy contributions were received throughout the year to the value of £1,094,732 (£149,105, 2024).
Gift Aid income continued to perform well throughout the year. Expenditure across the organisation was well managed with savings achieved against budget.
## **Reserves Policy**
The Board of Trustees undertook an annual review of the Reserves Policy for the period and determined that unrestricted funds held by the charity should, where possible, continue to be between three and six months of the annual expenditure. The Board remain confident that, at this level, charitable activities can continue should a significant drop in income occur. The remaining funds are held to further the aims of the charity.
Restricted funds were received throughout the year and held for specific capital purchases, or allocated to specific services as defined by the donors. A percentage of legacy income received by the charity supplements general funds, the remainder is wherever possible, directed to Reserves.
At 31st March 2025 the Charity held total reserves of £12,272,354 (inclusive of fixed assets), which is split as follows:
|Restricted|**£704,981**|
|---|---|
|Reserves|**£6,210,956**|
|Fixed Assets||
|General Reserves|**£5,356,417**|
|The general reserves of**£5,356,147**are||
|held for equipment and working capital.||
## **Investment Policy**
The Investment Policy is similarly subject to annual review with consideration given to ethical considerations, risks and the strategic objectives of the organisation. The Board have continued to secure investment income, by investing in a range of investment products the Trustees have considered the investment options with a minimalist approach to risk. Money will be reserved on deposit account, in fixed term bonds or similar, of various durations and will be invested with a number of financial institutions, who are considered to be secure under existing financial regulations.
**36**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Opinion**
We have audited the financial statements of St Luke’s Hospice (Basildon & District) Limited for the year ended 31 March 2025 which compromise the statement of financial activities, the balance sheet, the cash flow statement and notes to the financial statements, including a summary of significant accounting policies. The financial framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained in sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
In our opinion, the financial statements:
- Give a true and fair view of the state of the charitable company’s affairs as at 31 March 2025 and of it’s income and expenditure, for the year then ended;
- Have been properly prepared in accordance with United Kingdom generally accepted accounting practice; and
- Have been prepared in accordance with the requirements of the Compliance Act 2006.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the entity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Basis of Opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report.
**37**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
## **Other information**
The other information compromises the information included in the annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained in the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistences or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
**Opinion on other matters prescribed by Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- The information given in the trustees’ and strategic report, which includes the directors’ report prepared for the company law purposes, for the financial year for which the financial statements are prepared is consistent with the financial statements
The strategic repost and the directors’ report included within the trustees’ report has been prepared in accordance with applicable legal requirements
## **Matters on which we are required to Report by Exception**
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ and strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion;
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us: or
- the financial statements are not in agreements 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 explanation we require for our audit.
## **Responsibilities of Trustees**
As explained more fully in the trustees’ responsibilities statement on pages 1 & 2 the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial **38** statements that are free from material misstatement, whether due to fraud or error.
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
In preparation the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditors responsibilities of the suit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:
Discussions with and enquiries of management and those charged with governance were held with a view to identifying those laws and regulations that could be expected to have a material impact on the financial statements.
During the engagement team briefing, the outcomes of these discussions and enquiries were shared with the team, as well as consideration as to where and how fraud may occur in the entity.
The following laws and regulations were identified as being of significance to the entity: Those laws and regulations considered to have a direct effect on the financial statements include UK financial reporting standards, Company Law and Tax and Pensions legislation.
**39**
## **St. Luke’s Hospice (Basildon & District) Limited**
## Report of Trustees and Strategic Report for the year ended 31 March 2025
Those laws and regulations for which noncompliance may be fundamental to the operating aspects of the business and therefore may have a material effect on the financial statements include operating license, care quality commission compliance, environmental regulations, health and safety legislation, safeguarding adults, children and young people procedures and corporate and clinical governance policies.
Audit procedures undertaken in response to the potential risks relating to irregularities (which include fraud and non-compliance with laws and regulations) comprised of: inquiries of management and those charged with governance as to whether the entity complies with such laws and regulations; enquiries with the same concerning any actual or potential litigation or claims; inspection of relevant legal correspondence; review of board minutes; testing the appropriateness of journal entries; and the performance of analytical review to identify unexpected movements in account balances which may be indicative of fraud.
No instances of material non-compliance were identified. However, the likelihood of detecting irregularities, including fraud, is limited by the inherent difficulty in detecting irregularities, the effectiveness of the entity's controls, and the nature, timing and extent of the audit procedures performed.
Irregularities that result from fraud might be inherently more difficult to detect than irregularities that result from error. As explained above, there is an unavoidable risk that material misstatements may not be detected, even though the audit has been planned and performed in accordance with ISAs (UK).
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities.
## **Use of our report**
This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.
**40**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Summary of Income and Expenditure Account
|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|Donations and Gifts
2
1,006,437
11,187
1,017,624
939,348
51,356
990,704
Legacies
1,094,732
-
1,094,732
149,105
-
149,105
Trusts and other Organisations
3
75,241
53,364
128,605
84,448
6,925
91,373
Lottery
209,937
-
209,937
208,866
-
208,866
Restricted
Unrestricted Restricted
2024 Total
Unrestricted
2025 Total
Notes
**Donations and Legacies**
**Income from Trading Activities**
ummary o ncome an xpenure ccoun|||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
||||||||||||||||||
||||Unrestricted||Restricted||2025 Total||Unrestricted|||Restricted|||||
||||||||||||||||||
|Donations and Gifts|2||1,006,437||11,187||1,017,624||939,348|||51,356|||990,704||
|Legacies|||1,094,732||-||1,094,732||149,105|||-|||149,105||
|Trusts and other Organisations|3||75,241||53,364||128,605||84,448|||6,925|||91,373||
|Lottery
**Income from Trading Activities**|||209,937||-||209,937||208,866|||-|||208,866||
|Fundraising||||785,117||-||785,117||737,888|||-|||208,866|
|Investment income||4||183,546||-||183,546||133,671|||-|||133,671|
|Other Income
**Other Income**||||83,105||-||83,105||43,595|||-|||43,595|
||||||||||||||||||
|Social Investment Bond||||-||477,301||477,301||-|||-|||-|
|Sale of Asset
**Income from Charitable Activities**||||242||-||242||-|||-|||-|
|Education
6,767
-
6,767
12,655
-
12,655
Hospice UK (capital grant)
256,843
-
256,843
-
-
-
CCG
3
4,879,990
6,952,129
11,832,119
8,752,339
686,237
9,438,237|||||||||||||||||
|||||6,767||-||6,767|||12,655|||-||12,655|
|||||256,843||-||256,843|||-|||-||-|
|||3||4,879,990||6,952,129||11,832,119|||8,752,339|||686,237||9,438,237|
|Total Income|||||||||||||||||
|||||8,581,957||7,493,981|16,075,938|||11,061,915||||744,518||11,806,433|
**41**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
## Summary of Income and Expenditure Account (continued)
**----- Start of picture text -----**
Notes Unrestricted Restricted 2025 Total Unrestricted Restricted 2024 Total
Expenditure on raising funds
Fundraising 627,534 - 627,534 635,742 - 635,742
Resources expended on Charitable activities
In Patient Unit 6,598,156 218,461 6,846,617 5,986,773 172,031 6,158,804
Clinical Outpatients 248,514 - 248,514 214,470 - 214,470
Hospice at Home and Hospice at 333,002 333,002 - 198,537 198,537
Home Social Care
SAAS 835,170 430,842 1,266,012 1,088,294 - 1,088,294
Hospice Rapid Access - 6,095,219 6,095,219 2,800,245 - 2,800,245
SELS 178,900 - 178,900 185,827 - 185,827
Counselling information and
226,166 358,121 584,287 226,166 312,147 538,313
education
Total Expenditure 8,714,440 7,435,645 16,150,085 11,137,517 682,715 11,820,232
42
**----- End of picture text -----**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Summary of Income and Expenditure Account (continued)
||Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|Restricted
Unrestricted
2025 Total
Notes|||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||||||||||Restricted
2024 Total||||
|||||Unrestricted||Restricted||2025 Total||Unrestricted||||||
|||||||||||||||||
||Net Income
Transfer between Funds|||(132,483)
29,734||58,336
(29,734)||(74,147)
-||(75,602)
96,602||61,803
(96,602)||(13,799)
-||
||Net Movement of Funds|||(102,749)||28,602||(74,147)||21,000||(34,799)||(13,799)||
|||||||||||||||||
||Total funds brought forward at
1 April 2024
st||||11,438,923||676,379||12,115,302||11,417,923||711,178||12,129,101|
||Total funds carried forward at
31 March 2025
st||||11,336,174||704,981||12,041,155||11,438,923||676,379||12,115,302|
All the above results are derived from continuing activities. All gains and losses recognised in the year are included above. The surplus for the year for the Companies Act purposes comprises the net income for the year.
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Balance sheet for the year ended 31 March 2025
|Notes
**Fixed Assets**
**£**
Balanc|Notes
**Fixed Assets**
**£**
Balanc|Notes
**Fixed Assets**
**£**
Balanc|Notes
**Fixed Assets**
**£**
Balanc|Notes
**Fixed Assets**
**£**
Balanc|Notes
**Fixed Assets**
**£**
Balanc|sheet for|sheet for|sheet for|the year ended 31|the year ended 31|the year ended 31|the year ended 31|the year ended 31|March 2025|March 2025|March 2025||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||||||||||||||||||
||||||||||2025||||||2024|||||
|||||**£**|||**£**||**£**|||**£**||||||||
|||||||||||||||||||||
|Tangible Assets||9|||||||6,210,956||||||5,713,865|||||
|Debtors
Cash at Bank
10
Amounts falling due within one
year
11
**Current Assets**
**Creditors**||||||||||||||||||||
||||10|||1,838,265
5,838,992||||||||1,195,939
7,023,269||||||
|||||||1,615,859||||||||1,586,572||||||
|||||||||||||||||||||
||Amounts falling due within one
year||11|||||||||||||||||
|Net Current Assets
Total Assets Less Current
Liabilities
**Funds of the Charity**||||||||||||||||||||
||||||||||6,061,398
12,272,354|||||6,632,636
12,346,501||||||
|||||||||||||||11,438,923
676,379
12,115,302
231,199
12,346,501||||||
|Unrestricted Income funds
General Reserve||14||||||11,336,174||||||11,438,923||||||
|Restricted income funds||14||||||704,981||||||676,379||||||
|||||||||||||||||||||
|||||||||12,041,155||||||12,115,302||||||
|Revaluation Fund||14||||||231,199||||||231,199||||||
|||||||||||||||||||||
|||||||||12,272,354||||||12,346,501||||||
Approved by the board on and signed on its behalf:
**44**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Cash flow Statement for the year ended 31 March 2025
||Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|Net cash provided by (used in) operating
activities
(590,578)
279,318
31/03/2024
Notes
**£**
**£**
31/03/2025|||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|||||||||||||||
|||||**£**
31/03/2025||31/03/2025|||||31/03/2024|||
||||||||||||**£**|||
||Net cash provided by (used in) operating
activities|||||(590,578)|||||279,318|||
||Cash flow from investing activities:
Purchase of fixed assets
Disposal of fixed assets
Increase/(decrease) in cash and cash
equivalent in the year||||||Blank
(598,578)
5,000
(1,184,277)|||||Blank
(116,024)
4,350
167,644||
||31/03/2024
Notes
**Notes to the cash flow statement**
**£**
**£**
31/03/2025|||||||||||||
||Notes
**Notes to the cash flow stateme**||**nt**|||||||||||
||a) Reconciliation of changes in
inflow from operating activities|resources to net
||||||||||||
||Net income/(expenditure)
Depreciation
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net Cash provided by/(used in)
activities||||||(74,147)
96,608
|||||(13,799)
103,207
1,139,929
(950,019)
279,318||
|||
operating|||||~~(642,326)~~
29,578
(590,578)|||||||
|||||||||||||||
||||||||31/03/2025||Cash Flow|||31/03/2024||
||b) Analysis of cash and cash e~~q~~||||||**£**|||**£**||**£**||
|||~~uivalents~~||||||||||||
||Cash at bank in hand||||||5,838,992||(1,184,277)|||7,023,269||
**45**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
## 1 **Accounting policies**
## 1(a) **Basis of preparation of the accounts**
The financial statements have been prepared in accordance with the Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
The Trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.
The charity constitutes a public benefit entity as defined by FRS 102.
The charity’s functional and presentational currency is the pound sterling.
## 1(b) **Tangible fixed assets**
Tangible fixed assets are stated at cost less depreciation and impairment charges. Freehold property is held at a valuation as shown in note 9 to the accounts.
Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.
Plant and Machinery **-10% on cost and 25% on cost** Land and buildings **-Land not provided** Property **-Buildings 0-1% on cost** Improvements **-25% on cost** Motor Vehicles **-25% on cost**
**46**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
## 1(c) **Incoming Resources**
- All incoming resources are included in the Statement of Financial Activities when the charity is entitled to the income, receipt is virtually certain and the amount can be quantified with reasonable accuracy. The following specific policies are applied to particular categories of Income:
- Voluntary income is received by way of grants, donations and gifts and is included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is conditional on the delivery of a specific performance by the Charity, are recognised when the Charity becomes unconditionally entitled to the grant.
- Donated services and facilities are included at the value to the Charity where this can be quantified.
- Legacies are accounted for at the time of receipt of the gift or once there is sufficient probability of receipt.
- Investment income is included when receivable.
- Grants are recorded using the performance model.
## 1(d) **Resources expended**
- Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT, which cannot be fully recovered, and is reported as part of the expenditure to which it relates:
- Costs of generating funds comprise the costs associated with attracting voluntary income.
- Charitable expenditure comprises those costs incurred by the Charity in the delivery of it’s activities and services for it’s beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
- Governance costs include those costs associated with meeting the constitutional and statutory requirements of the Charity and include the audit fees and costs linked tot he strategic management of the Charity.
- All costs are allocated between the expenditure categories of the Statement of Financial Activities on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on the basis of management estimates of the amount attributable to that activity in the year either by reference to staff time, space occupied, or estimated usage, as appropriate.
**47**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
## 1(e) **Fund accounting**
Unrestricted funds are funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and have not been designated for any other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors.
The revaluation fund represents the revaluation to fair value of the charity’s freehold land and buildings.
## 1(f) **Pension Scheme**
The company operates a defined benefit scheme and a defined contribution group personal pension scheme. The charity is unable to identify its share of the underlying assets and liabilities of the scheme as it is part of the state run NHS pension scheme. Likewise, any future contributions which may be required to make up any funding deficit are also unable to be quantified. The assets of the group personal scheme are held separately from those of the Charity in an independently administered fund. Contributions to both schemes are charged to the income and expenditure account as they become payable.
The pension costs charge represents contributions payable by the Charity to the funds for the year.
During the year, the company paid £338,269 into the NHS benefit scheme, and £288,517 into the group personal pension scheme for the benefit of staff.
## 1(g)
## **Financial instruments**
Financial instruments are recognised in the Charity’s balance sheet when it becomes a party to the contractual provisions of the financial instrument.
## Trade debtors
Trade debtors are non-interest bearing and are stated at original invoiced amount.
## Cash
Cash comprises cash at bank and in hand.
## Trade creditors
Trade creditors are non-interest bearing and are stated at the original invoiced amount.
**48**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
## Notes to the Financial Statements for the year ended 31 March 2025
## 1(h) **Operating Leases**
The charity classifies the lease of certain property and business equipment as operating leases, the title to equipment remains with the lessor, rental charges are charged on a straight line basis over the term of the lease.
**----- Start of picture text -----**
2025 2024
2 Donations and Gifts £ £
Individuals and Trusts 592,624 439,498
Corporate 425,000 530,000
1,017,624 969,498
3 Grants Received
2025 2024
Government Funding
£ £
Core funding - MSE ICB 2,992,276 3,198,519
Reimbursement of pharmacy costs MSE ICB 74,019 73,510
SELS Service - MSE ICB 258,353 256,575
Hospice community services - MSE ICB 2,381,872 2,789,782
Physio service - MSE ICB 31,646 31,429
Hospice rapid access service - MSEICB 6,093,953 3,088,762
49
**----- End of picture text -----**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
3
> 3 **Grant Funding** Hospice UK (Government Grant) £256,843.00 St. James's Place Charitable Foundation/ Hospice UK Haslers Foundation Gallagher UK/ Neighbourly The Ardwick Trust Essex County Council Lynne Liddle Brain Cancer Trust Fowler Smith and Jones Trust Hospital Saturday Fund Albert Hunt Trust The James Wise Charitable Trust The Anthony and Elizabeth Mellows Charitable Settlement The Lancashire Foundation East Tilbury Relief in Need Charity The Wolfson Foundation/ Hospice UK The Wolfson Foundation/ Hospice UK Masonic Charitable Foundation/ Hospice UK The Mistra Trust Ecclesiastical Insurance Ltd Ecclesiastical Insurance Ltd Jack Petchey Foundation The Childwick Trust The February Foundation The James Tudor Foundation The Grace Trust Buchanan Programme & Keith Halewood The Frank Litchfield Charitable Trust Total £128,605.00 2025 2024 4 **Investment Income £ £** Bank Interest Receivable 83,105 133,571
**50**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|5
Supportive
Care
IPU
Day
Care
Hospice at
Home
Social Care
SAAS
SELS
Fundraising
Hospice
Rapid
Access
Total
Total
**Total Resources Expended**
Staff costs
4,166,070
220,022
330,230
1,257,588
170,259
478,715
498,616
1,913,349
9,034,849
7,465,397
Staff volunteers expenses
and training
12,119
7,677
2,369
15,893
1,484
2,634
1,315
2,112
45,603
65,261
Property & equipment
193,459
18,987
-
30,645
3,178
828
-
2,789
249,886
226,397
Other costs
4,903
1,827
403
6,615
7,156
16,757
21,878
12,620
72,159
62,172
Care home/agency
4,129,498
4,129,498
1,723,052
Fundraising events
-
-
-
-
-
-
105,725
-
105,725
166,406
Governance costs - Audit
fee
6,500
-
-
-
-
-
-
-
6,500
6,500
**Total of direct costs**
**4,383,051**
**248,513**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**13,644,220**
**9,715,185**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
Staff costs
1,405,038
351,260
1,756,298
1,376,348
Building & facilities
518,477
129,619
648,096
625,492
Depreciation
81,177
20,295
101,471
103,207
**6,387,743**
**749,687**
**333,002**
**1,310,741**
**182,077**
**498,934**
**627,534**
**6,060,368**
**16,150,085**
**11,820,232**
**Support costs Allocated to activities**
**51**|||||
|---|---|---|---|---|---|---|---|---|---|---|---|
|||**pended**||||||||||
|||IPU|Day
Care|Hospice at
Home
Social Care|SAAS|SELS|Supportive
Care|Fundraising|Hospice
Rapid
Access|Total|Total|
|||**£**|**£**|**£**
**£**
**£**
**£**
**£**
**£**||||||**£**|**£**|
||Staff costs|4,166,070|220,022|330,230|1,257,588|170,259|478,715|498,616|1,913,349|9,034,849|7,465,397|
||Staff volunteers expenses
and training|12,119|7,677|2,369|15,893|1,484|2,634|1,315|2,112|45,603|65,261|
||Property & equipment|193,459|18,987|-|30,645|3,178|828|-|2,789|249,886|226,397|
||Other costs|4,903|1,827|403|6,615|7,156|16,757|21,878|12,620|72,159|62,172|
||Care home/agency||||||||4,129,498|4,129,498|1,723,052|
||Fundraising events|-|-|-|-|-|-|105,725|-|105,725|166,406|
||Governance costs - Audit
fee|6,500|-|-|-|-|-|-|-|6,500|6,500|
||**Total of direct costs**|||||||||||
|||**4,383,051**|**248,513**|**333,002**|**1,310,741**|**182,077**|**498,934**|**627,534**|**6,060,368**|**13,644,220**|**9,715,185**|
|||||||||||||
||**Support costs Allocated to activities**|||||||||||
||Staff costs|1,405,038|351,260|||||||1,756,298|1,376,348|
||Building & facilities|518,477|129,619|||||||648,096|625,492|
||Depreciation|81,177|20,295|||||||101,471|103,207|
|||**6,387,743**|**749,687**|**333,002**|**1,310,741**|**182,077**|**498,934**|**627,534**|**6,060,368**|**16,150,085**|**11,820,232**|
||**51**|||||||||||
|||||||||||||
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
|6
7|**Expenditure**|**Expenditure**|**Expenditure**|2025|2025|
|---|---|---|---|---|---|
|||||||
||_The following are included in expenditure:_
Depreciation
Auditor’s Renumeration|||101,470
6,500||
||Salaries
Employers National Insurance
_Pension Contributions:_
defined benefit scheme
group personal scheme
**Staff Costs**|||||
|||||2025|2024|
|||||**£**
**£**||
|||||7,280,949
651,968
338,269
288,517|5,746,409
527,832
264,457
260,287|
|||||£8,559,703|£6,798,985|
|||||||
No trustee received any remuneration from the Charity (2024: £Nil). No trustee received any expenses in the year (2024: £Nil). Staff termination payments during the year £Nil. (2024 £Nil).
The Hospice considers that the key management personnel comprise the trustees, the Chief Executive and the Executive Team. The total salaries and employer pension contributions of the key management personnel of the Hospice were £534,248 (2024 £503,104). The highest paid member of staff salary is £88,558 (2024 £85,770), there were 3 other members of staff with a salary higher than £60,000 per annum.
The average number of employees employed on a full-time equivalent (FTE) basis and in total (NO) by the Charity during the year (excluding directors) was:
||
ear (excluding|
ear (excluding|
directors) was|
:|
:|
|---|---|---|---|---|---|
|||2025
FTE|2025
NO|2024
FTE|2024
NO|
|||||||
|Medical
Counselling, Bereavement and Information
Fundraising
Administration||100
12
12
46|137
20
12
62|83
15
12
39|115
23
12
52|
|||170|231|149|202|
|||||||
**52**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
- 8 **Taxation**
st
st
No liability to Corporation Tax arose for the year ended 31 March 2025 nor for the year ended 31 March 2024.
|9
**Tangible Fixed Assets**
At 1 April 2024
Additions
Revaluations
Disposals
At 31 March 2025
**Cost**
**Depreciation**||||||
|---|---|---|---|---|---|
||Property
Improvements|Land and
Buildings|Plant and
Machinery|Motor
Vehicle|Totals|
||**£**
**£**
**£**
**£**
**£**|||||
||523,194
28,801|5,420,736
270,000|1,418,566
290,566|43,335
9,332
|7,405,831
598,699
|
||551,995|||(5,000)|(5,000)|
|||5,690,736|1,709,132|47,667|7,999,530|
|||||||
|||||||
|At 1 April 2024
Additions
Disposals|473,070
19,412|2,916
574|1,176,629
80,581|39,351
903
4862|1,691,966
101,470
4862|
|At 31 March 2025||||(,)|1,788,574
(,)|
||492,482|3,490|1,257,210|35,392||
|||||||
|**Net book Value**||||||
|At 31 March 2025|59,513|5,687,246|451,922|12,275|6,210,956|
|At 31 March 2024|||||5,713,865|
||50,124|5,417,820|241,937|3,984||
|||||||
There are two main buildings owned by the charity, Fobbing Farm, Nethermayne, Basildon, Essex SS16 5NJ which was professionally valued on 20th December 2016 by R. Freese B.Sc (Hons) MRICS of Kemsleys LLP to determine the fair/open market value of the property. This value (£2,250,000) is reflected in these accounts and the excess over cost has been credited to a Revaluation Reserve. The other building, Farriers Way, Bulphan, RM14 3EB is included at a value of £3,155,000 as valued by D Butcher BSc (Hons) MRICS in September 2021. The trustees consider these to represent the fair value of the buildings at the balance sheet date. The Hospice received a legacy house in March 2025 which was valued at £300,000 by Gibson & Brennan.
**53**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
|||||||||
|---|---|---|---|---|---|---|---|
|10
Due within one year
Trade Debtors
Prepayment and accrues income
Other debtors
**Debtors**
11
Total creditors
Other creditors and accruals
Social Investment Bond
Deferred
**Creditors: amounts falling due within one year**|**Debtors**|||2025|106,555
399,421
689,963
2024
**£**|||
||Due within one year
Trade Debtors
Prepayment and accrues income
Other debtors|||||||
|||||663,672
753,452
421,141
**£**|106,555
399,421
689,963
**£**|||
|||||||||
|||||£1,838,265|£1,195,939|||
|||||||||
|||||||||
|||||2025||2024||
|||||**£**
**£**||||
|||Total creditors
Other creditors and accruals
Social Investment Bond
Deferred||440,652
733,142
428,554
13,521||482,866
1,088,703
-
15,003||
|||||£1,615,869||£1,586,572||
|||||||||
Deferred income from Local Hospice Lottery income received for April 2022 – 31st March 2027 of £10,001. Additional fundraising invoices have been deferred until payment of £3,250
|Balance at 1 April 2024
Amount released to income earned from charitable activities||15,003
(9,565,531)|
|---|---|---|
|Amount deferred in year||9,563,779|
|Balance at 31 March 2025||£13,251|
## 12 **Related Party Transactions**
£425,000 (2024, £530,000) was paid to the company as a gift from SLH Trading Limited and is an associated company controlled by the same board of directors. Included in Debtors is an amount of £330,430 (2024, £518,479) owing from this company.
## 13 **Share Capital**
The company is limited by guarantee and therefore has no share capital.
**54**
## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
**----- Start of picture text -----**
14 Analysis of net assets between funds
Revaluation Restricted General
Totals
Fund Funds Funds
£ £ £ £
-
Tangible fixed assets 231,199 5,979,757 6,210,956
Net current assets - 704,981 5,356,417 6,061,398
At 31 March 2025 231,199 704,981 11,336,174 12,272,354
Analysis of net assets between funds
Revaluation Restricted General
Totals
Fund Funds Funds
£ £ £ £
-
Tangible fixed assets 231,199 5,482,666 5,713,865
Net current assets - 676,379 5,956,257 6,632,636
At 31 March 2024 231,199 676,379 11,438,923 12,346,501
55
**----- End of picture text -----**
**St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
## Notes to the Financial Statements for the year ended 31 March 2025
|15 **Statement of Funds**
**Unrestricted funds**|15 **Statement of Funds**
**Unrestricted funds**|15 **Statement of Funds**
**Unrestricted funds**|||||||
|---|---|---|---|---|---|---|---|---|
||||||||||
||||As 1/4/2023|Income|Expenditure|Transfers||At 31/3/2024|
||||**£**
**£**
**£**
**£**
**£**||||||
|General reserve|||11,438,923|8,581,958|(8,714,441)|29,734||11,336,174|
|**Restricted funds**|||||||||
|Specific Bequests
Hospice at Home
Adult Bereavement
Children’s Bereavement
IRS
Hospice at Home Social Care
Hospice Community services
Hospice Rapid Access
Hospice at Home Enhanced Medical
Care
Physio Team|||148,545
157,912
133,126
142,779
19,329
7,663
-
10,135
54,744
2,146|34,056
333,769
185,391
173,440
-
-
507,796
6,093,953
-
165,576|-
(333,002)
(184,988)
(173,133)
-
-
484,207
(6,095,218)
-
(165,097)|(29,734)
-
-
-
-
-
-
-
-
-||152,866
158,679
133,529
143,086
19,329
7,663
23,589
8,870
54,744
2,625|
|Revaluation Reserve|||12,115,302
231,199||||||
|||||16,075,938|(16,150,085)|-||12,041,155|
|Total Funds|||||||||
||||12,346,501|16,075,938|(16,150,085)|-||12,272,354|
||**Unrestricted funds**||As 1/4/2023|Income|Expenditure|Transfers||At 31/3/2024|
||||||||||
||||**£**
**£**
**£**
**£**
**£**||||||
|||General reserve
**Restricted funds**|11,446,033|7,955,177|(8,337,272)||374,984|11,438,923|
|||Specific Bequests
Hospice at Home
Adult Bereavement
Children’s Bereavement
IRS
Hospice at Home Social Care
Hospice Community services
Hospice Rapid Access
Hospice at Home Enhanced
Medical Care
Physio Team
|175,815
155,061
132,702
142,124
19,329
1,343
-
54,744
1,949|69,332
183,718
161,391
151,835
-
23,990
3,088,762
-
172,228|-
(180,867)
(160,967)
(151,180)
-
(17,670)
(2,800,245)
-
(172,031)||(96,602)
-
-
-
-
-
(278,382)
-
-|148,545
157,912
133,126
142,779
19,329
7,663
10,135
54,744
2,146|
|||**Revaluation Reserve**|||||||
||||12,126,100
231,199|11,806,433|(11,820,232)||-|12,115,302
231,199|
|||**Total Funds**|||||||
||||12,360,299|11,806,433|(11,820,232)||-|12,346,501|
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## **St. Luke’s Hospice (Basildon & District) Limited Statement of Financial Activities for the year ended 31 March 2025**
Notes to the Financial Statements for the year ended 31 March 2025
## 15 **Transfer of Funds**
The transfer of funds from the Specific Bequest fund to General fund is the expenditure made throughout the year for various items which have been restricted by the funder or donor. The majority of restricted income received in this financial year has been for equipment for the new Thurrock Building, which has subsequently been spent in the year. The restricted income also received for our adult and child counselling services has also been spent during the year via the general fund.
## **Policy on Reserves and Funds held**
The trustees review their policy on reserves annually.
At the Balance Sheet date, the charity had total funds of £12,272,354 comprising restricted funds of £704,981 and unrestricted funds of £11,567,373.
Restricted funds are held to provide future services. The charity recognises that the money held has been provided to us by third parties for the provision of specific equipment or services and they are therefore, held for that purpose only.
Of our unrestricted funds (general reserves) of £11,567,373, £6,210,956 is designated funds relating to the fixed assets as shown in note 9. The remainder of the charity’s unrestricted reserve are designated to projects below and the general fund which is used for working capital and equipment.
General Fund £5,356,417
Free reserves currently equate to approximately 5.2 months of total expenditure expected in the forthcoming financial year, with the exception of the Hospice Rapid Access Service which is a commissioner requested service, which is within our reserves policy which aims to keep 3- 6 months running costs in reserve. With a large deficit budget predicted next year, it is likely the reserves will be used for running costs and will be within policy next year. A proportion of future legacy funds will therefore be retained to maintain our policy.
## 16
## **Leasing Agreements**
At the year end the company had total commitments under operating leases for photocopier rental and telephone leases of £91,429 as follows:
|1 year
2-5 years
>5 years|£1,640
£89,789
-|
|---|---|
£9,429
## 17 **General Information**
St Luke’s Hospice (Basildon & District) Limited, incorporated in England and Wales, Registered number 1812104, is a private company limited by guarantee. The registered office is Fobbing Farm, Nethermayne, Basildon, Essex, SS16 5NJ.
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St. Luke's Hospice (Basildon & District) Ltd. | A Company Limited by Guarantee No. 1812104 Registered office: St. Luke's Hospice, Fobbing Farm, Nethermayne, Basildon SS16 5NJ Registered Charity Number 289466 | www.stlukeshospice.com