2025-03-31-accounts - Springhill Hospice (Rochdale)

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Springhill I Hosvice

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Avwual Kegort aud Accounts

Trustees report avd consolidated Tinauicial Statements for the year evded 31 March 2020.

Springhill Hospice (Rochdale) Company number: 2325905 Registered in England and Wales

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Officers avd Professional Advisors

Trustees

Mrs Lesley Mort, Chair of the Board of Trustees

Mrs Susan Ayres (appointed 30 April 2025)

Mrs Joanne Bentley

Dr Karen Clancy (appointed 30 April 2025)

Rt Rev Mark Davies

Miss Kitsa Efthymiadis

Mr Gareth Hobson (appointed 30 April 2025)

Dr Shona McCallum

Mr Kieren McDonnell

Dr Robert Namushi (resigned 24 September 2024)

Mr Martin O'Donnell

Mrs Yvonne Rogers

Ms Khadija Tily (appointed 30 April 2025)

Sir David Trippier (resigned 24 September 2024

Key Management Personnel

Mrs Samantha Wells, Chief Executive

Mrs Emily Kennedy, Deputy Chief Executive and Director of Corporate Services

Dr Christopher Pick, Medical Director to 31 October 2024

Dr Stephanie Lippett, Medical Director from 07 November 2024

Mrs Angela Anderson, Director of Clinical Services

Ms Rebecca Davis, Director of Finance and Company Secretary

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Professional Advisors and Registered Office

Solicitors

Molesworths Bright Clegg 17 Yorkshire Street Rochdale Lancashire OL16 1BH

Auditor

Crowe UK LLP St Georges House, 56 Peter St, Manchester M2 3NQ

Banker

The Royal Bank of Scotland Manchester Commercial, 3 Floor, 38 Mosley Street Manchester M3 3AZ

Pension Advisor Cullen Wealth 2 Riverview, Vale Road Heaton Mersey Cheshire SK4 3GN

Registered and Principal Office Springhill Hospice (Rochdale) Broad Lane Rochdale Lancashire OL16 4PZ

Springhill Hospice (Services) Ltd Subsidiary of Springhill Hospice (Rochdale)

Springhill Hospice (Lottery) Ltd Subsidiary of Springhill Hospice (Services) Limited

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The Trustees of Springhill Hospice (Rochdale), who are also Directors of the company for the purposes of the Companies Act 2006, present their annual report including the strategic report, together with the financial statements and auditor's report for the year ended 31 March 2025.

The financial statements have been prepared in accordance with the accounting policies set out in the notes to the accounts and comply with the charity's governing document, the Charities Act 2011, the Companies Act 2006 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland published in October 2019.

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Aims, objectives and activities

Constitution and governing documents

Springhill Hospice (Rochdale) is a company limited by guarantee (Company No 02325905), and is registered as a charity under the Charities Act (Registered Charity No 701798). The company was incorporated on 7 December 1988 and is governed by a Memorandum and Articles of Association.

The company is run by a Board made up of Trustees (Directors). Every Trustee undertakes to contribute to the assets of the company in the event of it being wound up during the time he/she is a Trustee or within one year afterwards. The amount that may be required will not exceed £1 (one pound) for payment of the debts and liabilities of the company contracted before the time when he/she ceases to be a Trustee. The names of Trustees that served during and after the year to 31% March 2025 can be found on page2 of this report. Trustees are appointed for a term of three years and are eligible for re-election at the AGM of the appropriate year.

The object of the charity, as set out in its Memorandum and Articles of Association, is to promote the relief of[illness][ and][suffering][in][ the][Heywood,][Middleton][and][Rochdale][(HMR)] area.

How we meet our objective

Springhill Hospice (Rochdale) provides multi-professional palliative and end of life services and has its operational site on Broad Lane, Rochdale. In brief, the range of services provided during the reporting period were:

° An inpatient unit with 16 beds providing 24 hour medical and nursing care . Wellbeing services provided from the Hospice site and elsewhere for adults with a diagnosed palliative life-limiting illness
. Community care for those patients being supported at home, in liaison with NHS and other partners
. Bereavement support for adults in HMR bereaved by someone with a diagnosed lifelimiting illness
. A counselling service for adults with a diagnosed life-limiting illness and for relatives of someone witha life-limiting illness.
° A 24-hour palliative care advice line for patients, carers and professional staff . A dedicated education service for staff training and to provide education in palliative care to the local clinical and care worker community.

The Hospice also carries out various fundraising activities and initiatives to generate donations and financial support in order to support its charitable activities. Springhill Hospice (Services) Limited is a subsidiary company of the Hospice and generates funds for the Hospice through retail shops and fundraising activities. Springhill Hospice (Lottery)

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Limited is a subsidiary of Springhill Hospice (Services) Limited but is no longer operational and the company is being closed down.

Public benefit

In setting our objectives and planning our services, the Trustees of Springhill Hospice (Rochdale) have considered carefully the Charity Commission's general guidance on public benefit. Springhill Hospice (Rochdale) provides Hospice services free of charge to those individuals aged over 18 years with life-limiting illness living in and bordering the Rochdale Borough area, and also provides supportive care for their families and carers. Our care services are available, without restriction, to all groups in the communities we serve.

In more detail, the activities of the charity are explained in the following sections.

Inpatient Services

The Inpatient Unit has 16 beds, offering privacy and dignity for all. Currently two of these beds are used for discharge to assess patients; these are patients who would usually be under our care in the community and who are awaiting arrangements for support/care or a long-term placement in a cared environment and need to be discharged from an acute hospital. Other patients are admitted for symptom management, which can range from pain management to breathlessness, nausea and vomiting. They are also admitted for end-of-life care in the last phase of their disease. The medical and nursing team work closely together providing the highest standard of care for our patients with life-limiting illnesses and their loved ones.

Visiting is unrestricted and family and friends are able to enjoy areas of the inpatient unit and the surrounding grounds. There are some overnight stay facilities, meaning patient families can stay in a comfortable twin room, with access to shower facilities and a TV, whilst remaining close to their loved ones overnight.

The nursing team is led by the inpatient unit manager and two junior sisters. It comprises 16 registered nurses, one specialist palliative care nurse, three nursing associates, a trainee nursing associate, three assistant practitioners, two senior nursing assistants and 18 nursing assistants. The development of the newer roles of senior nursing assistant

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and nursing associate has allowed the inpatient unit staff to progress in their career, supported by the hospice, whilst continuing to work in their chosen area.

The medical team consists of five doctors. The Medical Director is also the Responsible Officer for the organisation. The doctors provide clinical care on the inpatient unit and in the community setting, as well as advice and support to the wider healthcare system in the area. They work closely with the other Springhill clinicians to help deliver palliative care to the service users and are very much part of the Springhill ethos of patient-centred care. There is medical presence on the inpatient unit every day and admissions are possible across the full week. Education, both in-house and external, is seen as vital to the provision of good palliative care and the medics work with the hospice education team to contribute to this.

Among our many volunteer positions we have the role of ‘patient companion volunteer’. This is a specialist volunteering role, in which volunteers can come onto the IPU and Support patients and their loved ones in a number of different ways including: bereavement support; company for patients and their loved ones and offering drinks and support with meals.

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The aim of the service is to provide high-quality, compassionate care for individuals with specialist palliative and end-of-life care needs. Led by a clinical specialist and supported by a multidisciplinary team, the service works collaboratively with General Practitioners, District Nurses, and other health and social care professionals to deliver coordinated, person-centred care.

The service is committed to helping patients maintain their identity and independence throughout the changing phases of their illness. In addition, it offers holistic support to families, friends, and carers, recognisingthe emotional and practical challenges they face.

A key focus of the service is to enhance the quality of end-of-life care while reducing unnecessary hospital admissions by providing expert support and treatment in the patient’s preferred place of care. Leadership is provided by the Community Clinical Lead/Medical Director and the Community Service Manager.

Specialist Palliative Care Nursing Service: Patients believed to be in the final 12 months of life, such as those on the GSF register, with complex symptoms or in their last days will be assigned a dedicated Specialist Palliative Care Nurse. The focus is on improving quality

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of life by managing symptoms, offering emotional support, and coordinating care. This nurse will provide tailored support to both the patient and their family at appropriate stages throughout the illness.

We are fortunate to have several non-medical prescribers within our current team, with four more enrolled on the course this financial year. This skill set will enhance patient outcomes and the quality of care we provide.

Outpatient Service: Specialist Palliative Care Medical services are provided by Springhill Hospice’s Medical Director and Senior Hospice Doctors. Palliative patients can be referred to the Community Outpatient Service and, in certain circumstances, domiciliary visits can be arranged. The Medical team is available as a specialist resource to other health professionals caring for patients in the community.

Dementia Specialist Nurse: Collaborates closely with the specialist palliative care team to deliver expert, compassionate care for individuals with advanced dementia. This role focuses on managing complex symptoms, enhancing quality of life, and providing dignified end-of-life support. Additionally, the nurse can provide essential education and emotional support to families and caregivers, guiding them through the progression of dementia and the palliative care journey, while steadfastly advocating for the patient's comfort, dignity, and well-being at every stage.

Hospice at Home Service: The Hospice at Home service offers flexible, responsive palliative nursing care for patients in the final days or weeks of life who wish to spend this time in their own home, including residential care homes. This service complements and works alongside existing care provided by the Hospice Specialist Palliative Care Nursing team, District Nurses, and Home Care providers.

The primary goal of Hospice at Home is to deliver the additional support needed by patients and their families to ensure they can remain comfortably at home, while minimising the risk of unnecessary hospital admissions and achieving their preferred place of care. Night Sitting Service: Springhill Hospice offers a limited night sitting service for patients and families. The service, when available, is designed to offer an additional element of support to the families of patients, from 10:00pm - 8:00am, enabling them to have a welldeserved break overnight in the knowledge that an experienced, trained night sitter is caring for their loved one.

24 Hour Specialist Palliative Care Advice Line: The Advice line is available to patients, families and Health and Social Care professionals. The Hospice nurses who take Advice Line calls

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can offer advice and support on a variety of palliative care and end-of- life issues. During the hours of 9:00am - 5:00pm, Monday-Friday, the Hospice doctors are available to support the nursing staff with advice as required.

Psychological Care

The Psychological Care Team provides counselling, bereavement support and spiritual and pastoral care.

Counselling Service: our offers support to adults living within the Rochdale Borough who have a diagnosis ofa life-limiting disease. We also offer support to their adult relatives and loved ones. The support we are able to offer ranges from short term one off psychological support to time limited counselling or more long-term counselling depending on the client’s needs. We continue to adapt and respond to clients’ needs and can deliver our support outdoors in a designated area of the Hospice gardens, face to face in counselling rooms, on the inpatient unit, in patient's homes or by telephone or video appointment.

We receive referrals from our Inpatient Unit, Wellbeing Team, Community Service as well as external referrals from GPs, district nurses and specialist nurses.

Bereavement Service: our service offers support to adults living within the Rochdale Borough who are struggling with their grief following the death of a loved one with a diagnosed life-limiting illness. We also support adults who have lost a loved one who was known to Springhill Hospice whether or not they live in the Rochdale Borough. We accept referrals from GP’s and self-referrals from those whose loved one was known to us. Grief is very individual and our Bereavement Service recognises this and we support people in a variety of ways. As well as offering counselling, face to face, by telephone and video, we also offer counselling outdoors in the Hospice grounds as well as walking counselling, which some clients find to be their preferred method of support. In addition to one-to-one counselling and support we also offer a Bereavement Support group, and an Ecotherapy Group. The Counselling Service and Counselling element ofthe Bereavement Service continues to be accredited by the British Association for Counselling and Psychotherapy (BACP).

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Our Spiritual and Pastoral Coordinator provides support for Wellbeing and IPU patients, and their loved ones. This support continues for family and friends post bereavement, with bi-monthly non-faith Remembrance Services and special annual Light up a Life events. This year we have recruited two Spiritual and Pastoral Care volunteers to help with the provision of this support.

Wellbeing and Supportive Care Service

The Wellbeing Team is led by a registered nurse as manager and includes a second qualified nurse, complementary therapist, creative therapist and support worker. The service has changed somewhat from the previous Day Therapies model but the team continue to offer a selection of different programmes to meet different people’s needs most effectively. We run a variety of sessions at community venues across the borough to make our service more accessible to all adults with a palliative condition. These sessions include self-management supportive group sessions, information sessions for patients and their loved ones, along with some of our creative therapies and complementary therapies.

The Wellbeing team has also commenced a Supportive Care pilot, whereby the team will maintain regular telephone contact with patients who are not currently requiring specialist input and previously would have been discharged from services. Following a review of specialist palliative care team patients who had been discharged, a number of these patients had passed away without support from hospice services. The aim of supportive care is to prevent these cases where possible.

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Education Service

The Education Unit, based at Carders Court in Castleton, has a dedicated team of three staff members (2.2 WTE) and benefits from the additional support of other hospice colleagues in delivering high-quality training. Our core mission is to provide palliative and end-of-life care training to health and social care professionals across the borough. The majority of our training sessions are offered free of charge, ensuring accessibility for all.

A cornerstone of our programme is the Springhill Palliative Care Education Passport—a flagship initiative featuring six comprehensive modules. This programme equips participants with the essential knowledge, skills, and confidence needed to care for individuals with life-limiting conditions. In addition to this, the team offers a variety of specialist palliative care training, including sessions tailored to the needs of individuals with learning disabilities or dementia.

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Fundraising

Income Generation activities at Springhill Hospice are carried out by a team of[fundraisers] and retail staff directly employed by the charity and its subsidiary company (Springhill Hospice (Services) Ltd) and led by the Head of Income Generation and Marketing. The Hospice also generates Lottery income through an external partner (Local Hospice Lottery Limited) and their team of directly employed lottery fundraisers. There have been no failures to comply with the standards set by these organisations and Springhill Hospice is fully committed to the delivery of high quality, engaging and compliant fundraising activity. The Trustees of the Hospice monitor the activities of the Income Generation Team via quarterly meetings of the Finance and Workforce Committee, supported by regular meetings of the Income Generation and Marketing Sub-Group. Policies to protect vulnerable individuals are in place and all fundraisers are aware of their responsibilities in this area. During 2024-25 there were no complaints (2023/24: None) relating to the Hospice’s fundraising activities and no complaints (2023/24: None) relating to the chain of charity shops.

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Springhill Hospice (Services) Ltd

Springhill Hospice (Services) Ltd is a subsidiary company the trading arm of the hospice which manages the retail sales of donated goods and a range of hospice merchandise. The retail services company currently has two shops in Rochdale (Oldham Road and The Emporium) and shops in Heywood, Littleborough, Middleton and Milnrow as well as at the hospice itself. The Milnrow shop opened in November 2024.

Volunteers

Volunteers support each of our services, are active in all Hospice departments and are an integral, and much valued, part of our workforce. The contribution of our volunteer workforce cannot be overstated and the table below gives an indication of the financial value of our volunteer input throughout the Hospice group, based on the national living wage rates.

02425| 2023-24

Communications

The Marketing and Communications Team support every aspect of the Hospice’s work, including clinical services, education and income generation activities. The Marketing and Communications Team work closely with local media organisations to promote the work of the Hospice. Organisations include but are not limited to; Rochdale Online, Streetwise, Rochdale Style, BBC Radio Manchester and Rochdale Times. Springhill Hospice’s digital activity is shown below with statistics around our social media platforms.

Social media* followers at the end of March 2025:

° Facebook - 10,983 (10,180) . Instagram - 1,983 (1,785) . LinkedIn - 566 (230)

Social media* analytics for 2024-25:

. Reach for Facebook posts - 291,818 (218,700) . Reach for Instagram posts - 24,024 (6,300) . Impressions for LinkedIn - 88,175 (14,200)

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Achievements and verformance

In 2022 Springhill launched a new five-year strategy and in 2024-25 we made more strides towards the aims set out there. Below we have set out our achievements towards each strategic aim.

Recruit and retain the best staff by being the best employer we can be

We have:

e Conducted a clinical workforce review to ensure we are working in the most efficient way
e Developed new criteria for progressing through the salary scale (to be launched in 2025) to ensure staff are meeting standards and feel proud of their achievements
e Begun monitoring our data and changed our recruitment processes to ensure inclusivity and remove barriers to those with neurodiversity
e Reviewed a number of new HR systems (to be launched in 2025) to make sure we are efficient and consistent
e Offered independent counselling for staff and raised awareness of our Mental Health First Aiders.
e Trained a number of staff to offer resilience-based clinical supervision training and began rolling this out to our teams.
e Developed our[volunteer][offer][and][recruited][more][volunteers][across][our] teams.
e Celebrated our volunteers with long service awards and a thank you party during Volunteers Week.
e Held the Robert Clegg Awards to recognise outstanding contribution by staff and volunteers and launched a new “unsung hero’ category.

Improve efficiency by embracing and investing in digital transformation so we can help more people

We have:

e Continued to integrate our IT systems for all our sites e Upgraded our phone systems at the hospice site and in fundraising to provide a more streamlined experience for our patients, loved ones and supporters
e Changed our signing in system to digital to reduce paper and streamline our fire evacuation procedure
e Championed the use of Electronic Palliative Care Coordinating System (EPaCCS) across the health and social care system in Heywood, Middleton and Rochdale
e Moved all our patient notes to iCare to ensure continuity of care across all our services and to reduce duplication which also helps us to reduce our use of paper

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Raise our profile and challenge the perception of hospices so our community know we are here for them

We have:

e Continued to engage with underrepresented groups across the Borough, undertaking a very successful project with KYP and Rochdale Women’s Welfare Association using art to discuss death and dying in the Muslim community and held a celebration event at the hospice
e Signed the Veterans Covenant and invited veterans from across the Borough to an information and celebration event at the hospice. We took part in the Remembrance Service at the cenotaph and laid a wreath on behalf of the hospice
e Visited Buckley Hall prison to discuss partnership working and raising awareness of our services for prisoners requiring palliative care.
e Worked closely with the Local Care Organisation (LCO) to raise awareness of palliative and end of life care across the health and social care system and set targets within the Business Plan
e Held a system learning event at the hospice to highlight the importance of identifying a palliative patient, holding a difficult conversation and recognizing deterioration
e Attended events across the Borough and used social media to raise awareness of our services

Become more financially sustainable so we have more control over our own future

We have:

e Weworked closely with the Greater Manchester Hospice Provider Collaborative to lobby the ICB for a fairer funding solution for hospices and provided evidence for a six-month review
e Enabled our CEO to become the North West representative on Hospice UK’s Advisory Board to represent the views of all North West Hospices and explore national funding solutions
e Held our first Starlight Ball to celebrate our 35" anniversary, which raised over £70k and all our events outperformed previous years
e Opened two new shops and our retail arm increased its contribution to the hospice
e Continued working with Manchester MBA students to look at expanding our education offer, which will in turn generate income for the hospice

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Become more environmentally friendly and play our part in reducing our carbon emissions

We have:

e Continued our environment group to work on various initiatives across our sites e Begun a feasibility study jointly with Middleton Community Power, looking at a solar farm adjacent to the hospice which could power the hospice and generate additional power
e Begun a feasibility study on a new build and included a holistic approach to Sustainability including energy conservation, re-use of existing buildings, ecological enhancements along with targeting materials with lower embodied carbon

Continually consult and innovate so our services respond quickly to the changing needs of our community

We have:

e Undertaken a survey of health and social care staff in the borough to understand their confidence levels in identifying a palliative patient, holding a difficult conversation and recognising deterioration.
e Changed our day services model to include community outreach sessions across the borough with a range of underserved groups.

Improving our estate:

We have:

e Replaced the nurse call system on our Inpatient Unit e Started a feasibility study for a new build at the hospice that would allow us to bring the Fundraising and Education teams back on site.

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Financial review

Financial position.

The total reserves for the charity and its subsidiary companies reduced by £182,647 in the financial year to £8,591,697 at 31.03.2025. 32% of this fall is due to the movement in the value of the investment portfolio in late March 2025. The retail subsidiary, Springhill Hospice (Services) Ltd made an in-year surplus of £84,648. The parent charity had net expenditure (a deficit) of £267,804 before the loss on investments.

The charity received £2,993,080 in funding from the NHS and local authority, compared with £2,616,077 the previous year. This included £112,017 from the £100 million hospice capital funding grant made by the Secretary of State for Health and Social Care and administered by Hospice UK. This grant was for capital expenditure only. The 2024-25 total also includes a one-off sum of £196,980 as part of support awarded by the Greater Manchester ICB to all Greater Manchester hospices. Without these one-off sums, support from statutory bodies totalled £2,684,083, and the deficit for the year would have been over £500,000. The hospice was funded by Rochdale Borough Council for hospital discharge initiatives for the second year; £303,600 in 2024-25. This grant must be applied for every year; and Springhill has again been successful for 2025-26

Income from donations and fundraising activities was £1,671,756 (2023-24 £1,366,298), an increase of 22% including the contribution made by the 35-year anniversary ball.

Income from legacies was £725,670 (2023-24 £1,509,260), less than half the amount recognised in the previous exceptional year.

80% of expenditure was on the payroll costs of staffing (2023-24 79%).

Springhill Hospice (Services) Ltd

The retail services company madea profit of £84,648 on a turnover of £746,200. This is a substantial improvement from recent years. The company brought forward a retained deficit of £111,573, so was still not able to donate its in-year surplus to the parent charity. The Trustees expect the company to have a retained surplus from June 2025, and to once again gift a surplus to the charity in 2025-26.

The retail company owns the Craven premises on Broad Lane, Rochdale, presently used to house the Fundraising Team, and was loaned the purchase money by the parent charity. This loan is likely to be repaid when the Craven is ultimately sold as part of the new build strategy.

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Policy on reserves

A statement of unrestricted funds is shown in Note 19 to the accounts. The Charities SORP defines reserves as that part of a charity's funds that is freely available to spend.

The trustees seek to maintain reserves at a level which ensure that the hospice’s core activity could be maintained following fluctuations in income, for at least twelve months. In particular they recognise the highly unpredictable nature of legacy income and provide for this risk. Trustees maintain a review of the reserves policy of the charity through the finance committee and the calculation of the required level of reserves is part of the hospice’s annual budgeting and planning cycle when the main risks to both income and expenditure are highlighted.

The level of restricted reserves (unspent grants and donations that are restricted to certain purposes) held by the hospice at year end is historically low. The Trustees designate some unrestricted reserves for fixed assets; the buildings and equipment currently in use and some funds for future development of the site. In view of the increased activity of the hospice the trustees consider the target level of the General Fund (i.e. the reserves that are neither restricted nor designated) to be in the range £3 million to £6 million. The General Fund is currently £5,398,506.

Investment policy and performance

In 2023-24 the charity placed £500,000 with its newly appointed investment managerJM Finn and at the beginning of April 2024 increased that by £850,000, following the sale of an investment in the M&G Charibond.

The investment policy is to seek the best financial return within an acceptable level of risk and the investment objectives are a balance between income and capital growth. The trustees have adopted a target of CPI + 2% for measuring investment management performance with JM Finn. This target was exceeded in 2023-24. However, in the circumstances of global stock market instability in 2025, the value of the portfolio on 31 March 2025 was £1,363,444, a loss of £61,206 compared with 31.03.2024.

Key risks

Springhill Hospice (Rochdale) holds a strategic risk register which is regularly reviewed by the Executive Management Team, the Governance and Quality Assurance Committee and the Board of Trustees and is updated as required.

Springhill Hospice (Rochdale) recognises the risks associated with voluntary income from fundraising, particularly legacies, which is an income stream that fluctuates unpredictably. The hospice is grateful for the continuing support of the local community. Increasingly, the hospice must recognise the risk of declining ongoing statutory funding

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as a share of its expenditure. Uplifts to grants and contracts as a percentage have not kept pace with the increase to costs mandated by national living wage and other legislation

In mitigation of the potential risks, the trustees regularly review the financial position of the organisation. One of the key strategic objectives for the charity is financial sustainability. The Springhill Hospice (Services) Ltd Board and management team monitor performance of the retail outlets against budget, forecasts and trends.

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Flaus for future reriods

Recruit and retain the best staff by being the best employer we can be

We will:

e Launch our new pay scale and competency framework e Enhance our maternity pay and holiday allowance for long-serving members of staff
e Develop and launch our recruitment and retention strategy addressing advertising, and recruitment through to onboarding, induction and probation review
e Develop our pension offer to give staff more options e Continue to roll out our resilience training and workplace culture workshops.
e Conduct a range of staff surveys and feedback on the findings and our actions
e Provide Diversity, Equality and Inclusion training to all our staff and volunteers amongst a rolling programme of training
e Welcome medical and nursing students for a variety of placements. e Hold our first wellness week

Improve efficiency by embracing and investing in digital transformation so we can help more people

We will

e Launch the new iCare system across our clinical departments e Launch a new digital and integrated purchase ordering system to improve our purchasing power and improve efficiency
e Launch our new, user friendly, website. e Launch a new HR Management and Rota system that meets our reporting needs
e Launch a new finance system which will improve the efficiency of the department
e Work closely with the health and social care system in Rochdale to encourage the use of Electronic Palliative Care Coordinating Systems (EPaCCS) and the Early Tool

Raise our profile and challenge the perception of hospices so our community know we are here for them

We will

e Review and continue to develop our wellbeing and supportive care

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sessions in the community

e Work closely with the wider healthcare setting via the LCO (Local Care Organisation) to raise awareness of the hospice and the services it provides and launch our in-reach services into Rochdale Infirmary and surrounding hospitals
e Look to expand our education offer to include courses on ‘identifying a palliative patient’ and “difficult conversations’
e The hospice CEO will continue her role as Senior Responsible Officer (SRO) within the LCO to raise the profile of end of life care across the system
e Focus on equality, diversity and inclusion, developing our own strategy, and monitor performance against our targets
e Explore and launch new social media platforms to ensure we engage with as wide a range of people as possible
e Continue to explore all opportunities to challenge the myths surrounding hospices.

Become more financially sustainable so we have more control over our own future

We will:

e Focus on a wide range of activities to generate income and spread any risk
e Continue to focus on developing our retail portfolio and look to open more shops
e Continue to explore additional services which the hospice could offer e Look to expand our education unit to generate income from training e Explore the possibility of accepting medical students at Springhill which should generate a net contribution to the hospice as well as help to achieve Priority 3
e Focus our fundraising efforts in areas where there is a good return on investment
e Complete a feasibility study to expand our building to ensure our fundraising and education teams are back on site meaning we can sell another site and streamline our services
e Continue to lobby the Greater Manchester ICB (via the GM Hospices Collaborative) and the Government (via Hospice UK) to secure a fairer funding model for hospices. The CEO will continue her role as North West representative to develop joint working and learn from one another
e Closely monitor our investment portfolio.

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Become more environmentally friendly and play our part in reducing our carbon emissions

We will:

e Conclude a feasibility study on a solar farm of the land adjacent to the hospice and explore further funding opportunities to make this a reality
e Continue to reduce our use of plastics wherever possible
e Ensure any new build or building upgrades use sustainable materials that insulate effectively
e Continue growing more of our own produce
e Use our shops to reduce landfill wherever possible.

Continually consult and innovate so our services respond quickly to the changing needs of our community

We will:

e Continue our quality and innovation work to consult with patients, loved ones, staff, volunteers and the wider community on a range of topics
e Will be data led and work with the wider healthcare system to try and ensure our referrals reflect community need
e Focus on patient care across our services and continue to innovate and learn from other innovators in the sector
e Build onthe successof the system learning events to educate staff across the wider system around palliative and end of life care

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Structure, goverviauice avd management

Trustees are directors of the company for the purposes of the Companies Act. The Articles of Association state that there shall be a Board of Trustees (also referred to as the Board of Directors).

The Hospice Board seeks to appoint trustees who are representative of the local community and are able to bring specific skills to the management of the charity. There is no limit placed on the number of trustees that may be appointed, although the Board attempts to avoid an over large membership and any duplication of role or interest. Trustees may be proposed and seconded at any Board meeting; and appointed by a majority vote of existing members present at the meeting.

On appointment Trustees are provided with a range of recent hospice specific documents relating to the current service and financial arrangements, plus a selection of Charity Commission booklets covering the role and responsibilities of charity trustees. Additionally, Trustees are invited in to meets with all departments and visit all our sites. They are also encouraged to attend educational and training events appropriate to their roles on the Board and committees.

The Board of Directors administers the charity and meets a minimum of four times each year. There are also committees and sub-committees of the board.

A Scheme of Delegation approved by the Board is in place which sets out in detail the matters and powers delegated to the Chief Executive, Samantha Wells. The Chief Executive is ultimately accountable to the Board of Directors for ensuring that the Hospice meets its obligation to perform its functions within the available financial and other resources. The Hospice ensures good governance through a committee structure. The Finance and Workforce Committee and Governance and Quality Assurance Committees are chaired by Trustees. There are sub-committees for Clinical Standards, Human Resources and IT, Income Generation, Risk, and Audit whose membership is made up of key hospice staff. The sub-committees are chaired by members of the Executive Management Team who are also members of the Committees. Each committee reports to the Board on the matters considered by the committee.

Details of senior managers and advisors can be found on page 3 of these accounts. The pay range of key management personnel is determined by the Trustees of the charity through the remuneration committee.

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The directors recognise that the acceptance of risk is inevitable in meeting the operational goals of the hospice. Therefore, the Governance, and Audit Committee has been appointed to advise on the effectiveness of the internal control and management systems and to ensure all activities undertaken are subject to a continuous review for economy, effectiveness and efficiency. The committee also has oversight of financial control, governance and risk-management across all facets of the organisation. The management of individual risks is delegated to relevant sub committees of the board.

The Governance and Quality Assurance Committee receives reports on internal audits on both financial and non-financial matters, inspection reports and clinical audits. It also receives reports from the executive team and relevant sub committees on the identification and management of strategic and operational risks. It receives presentations on major projects that have been undertaken in the hospice. It advises the board on the outcomes of all its work throughout the year. Trustees Responsibility Statement The Trustees (who are also directors of Springhill Hospice (Rochdale) for the purposes of company law) are responsible for preparing the Trustees' Annual Report (including the strategic report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of income and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to:

e select suitable accounting policies and then apply them consistently; e observe the methods and principles in the Charities SORP 2019 (FRS 102); e make judgments and estimates that are reasonable and prudent; e state whether applicable UK Accounting Standards have been followed subject to any material departures disclosed and explained in the financial statements;
e prepare the financial statements on the ‘going concern’ basis unless it is inappropriate to presume that the charitable company will continue in business.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and the group and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and the group and hence for taking reasonable steps for the

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prevention and detection of fraud and other irregularities. In so far as the Trustees are

aware:

e there is no relevant audit information of which the charitable company's auditor is unaware; and
e the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

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Mrs Lesley Mort

Chair of the Board of Trustees

23 September 2025

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lidevencent Auditors Keyort To the Members avid Trustees of Springhill Hospice (Kochdale)

Opinion

We have audited the financial statements of Springhill Hospice (Rochdale) (the “charitable company”) and its subsidiaries (the “group”) for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities, Balance Sheet, Consolidated Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:
give a true and fair view of the state of the group’s and the charitable company’s affairs as at 31 March 2025and of the group’s incoming resources and application of resources, including its income and expenditure for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustee's use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Other information

The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor's report thereon. 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

— the information given in the trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ 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:

: the parent company has not kept adequate accounting records; or : the parent company financial statements are not in agreement with the accounting records and returns; or
: certain disclosures of trustees' remuneration specified by law are not made; or ‘ we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 23, the trustees (who are also the directors of the charitable company for the purposes of company law)

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are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor's responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Extent to which the audit was considered capable of detecting irregularities, including

fraud

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.

We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were:

. Charities Act 2011 . Companies Act 2006 ’ Gambling Act 2005 , Medical Act 1983

We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.

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In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be necessary to the charitable company’s/group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company/group for fraud. The laws and regulations we considered in this context for the UK operations were:

Charity Commission regulations
- CQC Regulations for service providers and managers * General Data Protection Regulation (GDPR) * — Employment legislation
Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.

We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be the completeness and cut-off of grant income and accuracy of legacy income and management override of controls. Our audit procedures to respond to these risks included enquiries of management and the Finance & Employment Committee about their own identification and assessment of the risks of irregularities, sample testing on the posting of journals, reviewing regulatory correspondence with the Charity Commission and CQC, sample testing from legacy and grant agreements to the financial statements and bank statements and reading minutes of meetings of those charged with governance.

Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

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

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the

30th December 2025

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	Note
		Unrestricted	Restricted	Totalfunds	Totalfunds
		funds	funds	2025	2024
		£	£	£	£
INCOME FROM:
Voluntary income
Donations and legacies	3	1,669,428	56,205	1,725,633	2,496,183
Charitable activities	4	2,473,150	575,433	3,048,583	2,676,113
Other trading activities	5	1,496,558	-	1,496,558	1,329,457
Investments	6	149,112	-	149,112	127,495
Gain on disposal offixed assts		-	-	-	274,457
TOTAL INCOME		5,788,248	631,638	6,419,886	6,903,705
EXPENDITURE ON:
Raisingfunds	7	1,340,761	-	1,340,761	1,372,232
Charitable activities	8	4,686,838	513,729	5,200,567	4,876,421
TOTAL EXPENDITURE		6,027,599	513,729	6,541,328	6,248,653
Net Income before investment gains/(losses)		(239,351)	117,909	(121,442)	655,052
Net Gains/(Losses) on Investments	13	(61,206)		(61,206)	50,289
Net income/(expenditure) beforetax	10	(300,557)	117,909	(182,648)	705,341
Net Income/(expenditure) forthe year		(300,557)	117,909	(182,648)	705,341
Transfer Between Funds	19	125,327	(125,327)	-	-
NETMOVEMENT IN FUNDS		(175,230)	(7,418)	(182,648)	705,341
FUND BALANCES BROUGHTFORWARD AT
1st April		8,720,092	54,252	8,774,344	8,069,003
FUND BALANCES CARRIED FORWARD AT
31stMarch	19	8,544,862	46,834	8,591,696	8,774,344

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for the year as at 31 March 2020

					Charity
	Note	2025	2024	2025	2024
		£	£	£	£
FIXED ASSETS
Tangibleassets for use bythe charity	12	2,087,603	2,092,117	1,823,526	1,838,868
Long Leasehold of Land		28,000	28,000	28,000	28,000
Investments	13	1,363,144 3,478,747	1,410,712 3,530,829	1,363,244 3,214,770	1,410,712 3,277,580
CURRENTASSETS
Stocks	14	5,915	5,267	-	-
Debtors	15	1,993,922	2,146,222	2,859,674	2,978,475
Cash at bankand in hand	16	4,170,970	4,074,464	3,558,939	3,574,737
		6,170,807	6,225,953	6,418,613	6,553,212
CREDITORS: amounts fallingdue withinoneyear	17.	(1,057,857)	(982,438)	(1,015,123)	(944,978)
NETCURRENTASSETS		5,112,950	5,243,515	5,403,490	5,608,234
TOTAL ASSETS LESS CURRRENT
LIABILITIES		8,591,697	8,774,344	8,618,260	8,885,814
NETASSETS		8,591,697	8,774,344	8,618,260	8,885,814
FUNDS
Unrestricted Funds		8,544,862	8,720,092	8,571,426	8,831,562
Restricted funds		46,834	54,252	46,834	54,252
TOTALFUNDS	19	8,591,696	8,774,344	8,618,260	8,885,814

The financial statements were approved and authorised for issue by the Board on 23 September 2025.

Signed on behalf of the Board of Trustees

\ To.Zthes Chair of the Finance and Employment Committee

The notes on pages 33 - 51 form part of these financial statements. Company registration number 02325905

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for the year evided 31 March 2020

	Group	Group
	2025	2024
	£	£
Net cash flow from operating activities	157,500	(141,201)
Cash flowsfrom investing activities:
Interest received	118,341	85,969
Investment movement
Investment income received	30,771	41,526
Proceeds from sale ofequipment	-	-
Proceeedsof saleoffixed assets	-	370,666
Purchase of property, plant and equipment	(196,371)	(125,080)
Additons to investments	(13,738)	(507,360)
Net cashflowsfrom investing activities	(60,997)	(134,279)
Net increase (decrease) in cash and cash equivalents	96,503	(275,480)
Cash and cash equivalent at beginning ofyear	4,074,464	4,349,942
Cash and cash equivalents at the end ofthe year	4,170,970	4,074,464
	96,506	(275,478)
Reconciliation of net income and net cashflow	Group	Group
from operating activities	2025	2024
	£	£
Net income before investment (losses)/gains	(121,442)	655,052
Adjustments for:
Investmentincome	(30,771)	(41,526)
Interest Receivable	(118,341)	(85,969)
Depreciation	200,882	200,329
Loss/(Profit) on sale oftangible fixed assets		(274,457)
	(69,672)	453,429
(Increase)/decrease in stock	(648)	601
(Increase)/decrease in debtors	152,401	(605,670)
Increase/(decrease) in creditors	75,419	10,439
	157,500	(141,201)

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Notes to the Financial Statements

1. ACCOUNTING POLICIES

Company and charitable status

Springhill Hospice (Rochdale), a public benefit entity, is incorporated and registered in England and Wales as a company limited by guarantee not having a share capital. There are currently twelve Trustees who are also members of the company. Each member has undertaken to contribute to the assets in the event of winding up a sum not exceeding £1. The charity is a registered charity. The registered office is given on page 5. The financial statements are prepared in pounds sterling (£).

Basis of accounting

The financial statements have been prepared under the historical cost convention, with the exception of investments which have been included at market value, and in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The principal accounting policies are set out below.

Preparation of financial statements - going concern basis

The charity and group's activities, together with the factors likely to affect its future development, performance and position are set out in the Trustees Report which also describes the financial position of the group including its cash, investments and reserves policies. The group forecasts and projections, taking account of reasonably possible changes in donations, legacies, fundraising activities and other income, show that the group should be able to operate with the current level of reserves it has. One subsidiary, Springhill Hospice (Lottery) Ltd has ceased its activities, and has only minor bank interest and miscellaneous expenditure transactions until it is fully closed. After making enquiries, the Trustees have a reasonable expectation that the charity and the group have adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the annual report and financial statements.

Basis of consolidation

Group financial statements have been prepared in respect of the charity and its wholly owned subsidiary undertaking Springhill Hospice (Services) Company Limited, incorporating Springhill Hospice (Lottery) Limited. These financial statements have been consolidated on a line by line basis and the results of the subsidiary undertaking are disclosed in note 13.

Cash flow statement

In accordance with FRS 102 the group is exempt from the requirement to present its parent charity cash flow statement.

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Income

Income is recognised when the group and charity have entitlement to the funds, any performance conditions attached to the item(s) of income have been met; it is probable that the income will be received and the amount can be measured reliably.

Donations and fundraising activities

Donations and all other receipts from fundraising are reported gross and the related fundraising costs are reported in the costs of raising funds. Cash collections to which the charity is entitled but which it has not received by the year end are included in income in the statement of financial activities and shown as debtors in the balance sheet.

Legacies

Legacies are accounted for when conditions for receipt have been met. Material legacies receivable at the year-end are included at their probate value.

Grants receivable

Income from grants is included in income when receivable, except as follows:

e When donors specify that grants given to the charity must be used in future accounting periods, the income is deferred until those periods.
e When donors impose conditions which have to be fulfilled before the charity becomes entitled to use such income, the income is deferred and not included in income until pre-conditions for use have been met.
e When donors specify that grants, including capital grants, are for particular restricted purposes which do not amount to pre-conditions regarding entitlement, this income is included in income of restricted funds when receivable.

Where grants are received from government or local government as assistance towards certain purposes, this income is included in income when receivable.

Trading activities

Income from trading activities includes fundraising revenue as well as sales recognised in the group's trading subsidiary. The trading subsidiary's turnover represents the net amount receivable from all activities, excluding value added tax. Turnover from the sale of goods is recognised upon exchange of goods for payment. Income from lottery ticket sales comprises income in relation to draws held in the period and is recognised upon completion of the draw. Receipts in advance of future draws are included in deferred income until the date of the draw.

Investment income

Investment income is accounted for when receivable.

Donated goods and services

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the SORP 2019, general volunteer time is not recognised - refer to the Trustees’ annual report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to

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obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

The charity’s operating costs include staff costs, premises costs, governance costs and other related costs. Such support costs are allocated between cost of raising funds and charitable expenditure. Staff costs are allocated according to the costs of staff working directly in the relevant activity and property costs are allocated according to the space used by each activity. Where costs are not directly attributable to any activity, they have been apportioned using an appropriate basis. Governance costs represent expenditure incurred in the management of the charity's assets, organisational administration, and compliance with constitutional and statutory requirements.

Charitable expenditure

Costs of activities in furtherance of the charity's objects include all expenditure directly related to the objects of the charity.

Cost of raising funds

Cost of raising funds includes the following:
e Fundraising and publicity This represents expenditure in relation to staff members who are directly engaged in fundraising, and related costs of the fundraising activity.
e Lottery and raffle prizes and organisation costs This represents expenditure by the lottery company in relation to costs directly involved in organising the lottery and raffle, including the purchase of prizes and prize money.
e Other costs associated with trading activities This represents other costs incurred by the trading company for fundraising activities.

Fund accounting

The charity maintains various types of funds as follows.

Restricted funds

Restricted funds are funds subject to specific restrictions imposed by the funding authorities and donors. These funds are not available for the Trustees to apply at their discretion. The purpose and use of the restricted funds is set out in the notes to the financial statements.

Unrestricted funds

e General unrestricted funds General unrestricted funds represent funds which are expendable at the discretion of the Trustees in furtherance of the objects of the charity. Such funds may be held in order to finance both working capital and capital investment.
e Designated funds Designated funds are amounts which have been put aside at the discretion of the Trustees.

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Taxation

The parent company is a registered charity and has no liability to corporation tax on its charitable activities under the Corporation Tax Act 2010 (chapters 2 and 3 of part ii, section 466 onwards) or Section 256 of the Taxation for Chargeable Gains Act 1992, to the extent surpluses are applied to its charitable purposes.

Current tax for the subsidiary company, comprising UK corporation tax, is provided at amounts expected to be paid (or recovered) using the tax rates and laws that have been enacted or substantively enacted by the balance sheet date.

Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost, net of depreciation and any provision for impairment. Depreciation is provided on all tangible fixed assets, other than freehold land, at rates calculated to write off the cost or valuation, less estimated residual value, of each asset on a straight-line basis over its expected useful life, as follows:

Freehold buildings 50 years Freehold buildings improvements 10 - 20 years Shop buildings & improvements 25 years Leasehold improvements 5 years Fixtures, furniture and equipment 5 years

Investments

Investments are included in the financial statements at market value. The Statement of Financial Activities includes the net gains and losses arising on revaluations and disposals throughout the year.

Current investments represent monies invested in short-term liquid money market instruments.

The best evidence of fair value is a quoted price for an identical asset in an active market. When quoted prices are unavailable, the price of a recent transaction for an identical asset provides evidenceof fair value as long as there has not been a significant change in economic circumstances or a significant lapse of time since the transaction took place. If the market is not active and recent transactions of an identical asset on their own are not a good estimate of fair value, the fair value is estimated by using a valuation technique.

In the parent charity balance sheet, investments in subsidiary undertakings are measured at cost less impairment.

Stocks

Stocks are stated at the lower of cost and estimated selling price less costs to sell, which is equivalent to the net realisable value. Cost is calculated using the FIFO (first-in, first-out) method. Provision is made for obsolete, slow-moving or defective items where appropriate. Items donated for resale are not included in the financial statements until they are sold.

Operating leases

Rentals under operating leases are charged ona straight-line basis over the lease term, even if the payments are not made on sucha basis. Benefits received and receivable as an incentive to sign an operating lease are similarly spread ona straight-line basis over the lease term.

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Employee benefits

For defined contribution pension schemes and employees in the NHS pension scheme the amount charged to the Statement of Financial Activities in respect of pension costs and other retirement benefits is the contributions payable in the year. Differences between contributions payable in the year and contributions actually paid are shown as either accruals or prepayments in the balance sheet.

Financial instruments

Financial assets and financial liabilities are recognised when the group becomesa party to the contractual provisions of the instrument. All financial assets and liabilities are initially measured at transaction price (including transaction costs).

The charity and group only have financial assets and financial liabilities of a kind that qualify as basic financial instruments. With the exception of fixed asset investments, basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash and cash equivalents include cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

2. CRITICAL ACCOUNTING JUDGEMENTS AND KEY SOURCE OF ESTIMATION UNCERTAINTY

In the application of the group's accounting policies, which are described in note 1, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

The Trustees do not consider there are any critical judgements or sources of estimation uncertainty requiring disclosure beyond the accounting policies listed above.

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Making every moment count

Notes to the Financial Statements for the year ended 31 March 2020 continued

3.	ANALYSIS OF INCOME FROM DONATIONS AND LEGACIES
		2025	2024
		£	£
	Donations	915,385	908,150
	Legacies	725,670	1,509,260
	Grants	84,578	78,773
		1,725,633	2,496,183
4.	ANALYSIS OF INCOME FROM CHARITABLE ACTIVITIES
		2025	2024
		£	£
	NHS and local authorityfunding	2,993,080	2,616,077
	Ancilliary charitable activity income	55,503.	60,036
		3,048,583	2,676,113
5.	ANALYSIS OF INCOME FROM OTHER TRADING ACTIVITIES
		2025	2024
		£	£
	Fundraising activities	756,371	458,148
	Retail income	740,187	601,579
	Lottery and raffle income from trading subsidiary	-	269,730
		1,496,558	1,329,457
6.	INVESTMENT INCOME
		2025	2024
		£	£
	Interest - Fixed Income Securities	-	31,148
	Interest - Deposits	118,341	85,969
	Interest - Investments	30,771	7,348
	Dividends - Investments		3,030
		149,112	127,495

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7. ANALYSIS OF EXPENDITURE ON RAISING FUNDS

ANALYSIS OF EXPENDITURE ON RAISING FUNDS
	2025	2024
	Total	Total
	£	£
Employee costs	792,061	664,970
Office and sundry costs	53,432	54,914
Direct costs	101,175	98,555
Share of support costs	163,083	170,721
Lottery and raffle prizes and organisation costs	-	46,620
Other costs associated with trading activity	231,010	336,452
	1,340,761	1,372,232

8. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES

	Activities	Support	2025
	undertaken	costs
	directly		Total
2025	£	£	£
Provision of Hospice services:
In-patient care	2,278,572	958,838	3,237,410
Community service	1,356,023	570,624	1,926,647
Education	25,697	10,813	36,510
	3,660,292	1,540,275	5,200,567
	Activities	Support	2024
	undertaken	costs
	directly		Total
2024	£	£	£
Provision of Hospice services:
In-patient care	2,216,994	918,641	3,135,635
Community service	1,200,764	497,553	1,698,317
Education	30,027	12,442	42,469
	3,447,785	1,428,636	4,876,421

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9. ANALYSIS OF SUPPORT COSTS

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|||||||| |---|---|---|---|---|---|---| |Charitable| |Patient|Activities|Raising|funds|2025| |care|Total|Total|Total| |£|£|£|£| |2025| |Governance|418,688|418,688|46,521|465,209| |Information|Technology|86,847|86,847|9,650|96,497| |Administration|251,199|251,199|106,912|358,111| |Support|Premises|Costs|430,472|430,472|-|430,472| |Catering|174,154|174,154|-|174,154| |Depreciation|178,915|178,915|-|178,915| |1,540,275|1,540,275|163,083|1,703,358| |Charitable| |Patient|Activities|Raising|funds|2024| |care|Total|Total|Total| |£|£|£|£| |2024| |Governance|51,524|51,524|5,725|57,249| |Information|Technology|84,304|84,304|9,367|93,671| |Administration|537,744|537,744|155,629|693,373| |Support|Premises|Costs|382,189|382,189|-|382,189| |Catering|194,468|194,468|-|194,468| |Depreciation|178,406|178,406|-|178,406| |1,428,635|1,428,635|170,721|1,599,356| |10.|NET INCOME/EXPENDITURE|FOR THE YEAR| |2025|2024| |Net income|is|stated|after|charging/(crediting)|£|£| |Depreciation|of owned|assets|200,882|200,328| |Rentals|under|operating|leases| |Land|and|buildings|59,500|45,268| |Auditor's|remuneration|_| |audit|of the|charity's|annual|financial| |statements|17,115|15,540| |Audit|of the|Charity's|subsidiaries|9,025|14,560|

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Making every moment count

ANALYSIS OF STAFF COSTS, TRUSTEE REMUNERATION AND EXPENSES AND THE COST OF KEY MANAGEMENT PERSONNEL

	Group			Charity
The average monthly number of
employees was:	2025	2024	2025		2024
	No.	No.	No.		No.
Charitable activity	110	107		110	107
Raising funds	12	11		12	11
Trading activities	19	19		-	-
Support	38	35		38	35
	179	172		160	153

Their aggregate remuneration comprised:

	Group		Charity
	2025	2024	2025	2024
	£	£	£	£
Wages and salaries	4,379,780	3,983,723	4,038,221	3,672,651
Social security costs	399,058	357,195	374,559	336,639
Pension costs	454,779	411,600	434,929	396,342
	5,233,617	4,752,518	4,847,709	4,405,632

The number of Group employees emoluments, excluding pension contributions and employer's national insurance, but including benefits in kind, which were in excess of £60,000 was:

	2025	2024
	No.	No.
£60,001 - £70,000	2	-
£70,001 - £80,000	1	1
£80,001 - £90,000	-	1
£90,001 - £100,000	1	-
£100,001 - £110,000	-	2
£110,001-£120,000	1	-

Key Management Personnel

The hospice considers that the key management personnel for the Group and the charity comprise the trustees and the senior management team, being the chief executive officer and four directors (2024 four directors). The total remuneration (including pension contributions and employer's national insurance costs) of the key management personnel of the charity and group for the year totalled £450,259 (2024: £422.988).

Trustees remuneration

No Trustees received any remuneration during the current or prior year. No travel and subsistence expenses were paid during the year (2024: £Nil)

Termination

Two employees received termination payments totalling £3,426 (2024 three, £21,069)

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12. TANGIBLE FIXED ASSETS FOR USE BY THE CHARITY

	Hospice	Charity	Hospice	Shops	Motor	Information
	Buildings	Shops	Furniture&	Fixtures&	Vehicles	Technology
GROUP			Equipment	Equipment			Total
	£	£	£	£	£	£	£
Cost
At 1 April 2024	3,695,547	483,318	853,940	194,967	16,620	164,205	5,408,597
Additions	36,346	-	47,989	40,848	17,270	53,918	196,371
Disposal	-	:	-	:	-	-	:
At 31 March 2025	3,731,893	483,318	901,929	235,815	33,890	218,123	5,604,968
Accumulated depreciation
At 1 April 2024	2,109,023	225,944	785,445	115,818	7,933	72,317	3,316,480
Additions	2,073	-	2,997	-	2,591	518	8,179
Charge forthe year	116,963	14,220	26,242	9,249	1,437	24,295	192,706
Disposal	-	:	:	:	-	-	:
At 31 March 2025	2,228,059	240,164	814,684	125,067	12,261	97,130	3,517,365
Net book value
At 31 March 2025	1,503,834	243,154	87,245	110,748	21,629	120,993	2,087,603
At 31 March 2024	1,586,524	257,374	68,495	79,149	8,687	91,888	2,092,117
	Hospice	Charity	Hospice	Shops	Motor	Information
CHARITY	Buildings	Shops	Furniture&	Fixtures &	Vehicles	Technology
			Equipment	Equipment			Total
	£	£	£	£	£	£	£
Cost
At 1 April 2024	3,695,547	311,214	853,940	49,165	-	100,727	5,010,593
Additions	36,346	-	47,989	8,000	17,270	53,918	163,523
Disposals	-	-	:	:	-	:	:
At 31 March 2025	3,731,893	311,214	901,929	57,165	17,270	154,645	5,174,116
Accumulated depreciation
At 1 April 2024	2,109,023	A71,755	785,445	49,165	-	50,337	3,471,725
Additions	2,073		2,997		2,591	518	8,179
Charge forthe year	116,963	7,336	26,242	-	-	20,145	170,686
Disposals	:		:	-	-	:	:
At 31 March 2025	2,228,059	185,091	814 684	49,165	2,591	71,000	3,350,590
Net book value
At 31 March 2025	1 503,834	126,123	87,245	8,000	14,679	83,645	1,823,526
At31March2024	1,586,524	133,459	68,495	:	:	50,390	1,838,868

Making every moment count

13. FIXED ASSET INVESTMENTS

FIXED ASSET INVESTMENTS
	Group& Charity
	2025	2024
	£	£
Market value at 1 April 2024	1,410,612	853,063
Additions	871,240	507,260
Disposals proceeds	(857,502)	-
Net Investment (Loss)/ Gain	(61,206)	50,289
Market value at 31 March 2025	1,363,144	1,410,612
Investment in Subsidiary Trading Company	100	100
CharityInvestment	1,363,244	1,410,712

Making every moment count

13 FIXED ASSET INVESTMENTS (continued) RESULTS OF TRADING SUBSIDIARY

The results for Springhill (Services) Limited, incorporating Springhill Hospice (Lottery) Limite	The results for Springhill (Services) Limited, incorporating Springhill Hospice (Lottery) Limite	The results for Springhill (Services) Limited, incorporating Springhill Hospice (Lottery) Limite
owned subsidiary of Springhill Hospice (Rochdale) forthe yearended 31st March 2023 are
	2025	2024
	£	£
Turnover	740,187	867,738
Cost of sales	23,660	35,042
Gross profit	716,527	832,696
Administrative expenses	638,358	743,339
	78,169	89,357
Otheroperating income
Operating profit	78,169	89,357
Interest receivable	6,739	3,571
Profit before taxation	84,908	92,928
Taxon profit	-	-
Profit forthe financial year attributable tothe equity
shareholders of the company	84,908	92,928
Statement of changes in equity
		Profit and loss
		account
		£
Balance at 1 April 2023		(37,690)
Profitafter tax for the year		92,928
Gift aid distribution		(166,808)
Balance at 31 March 2024		(111,570)
Profit after tax for the year		84,908
Gift aid distribution		-
Balanceat31March2025		(26,662)

BALANCE SHEET

The aggregate of the assets and liabilities was:

	2025	2024
	£	£
Fixed assets	264,078	253,253
Current assets	682,323	548,652
Creditors: amounts falling due within one year	(972,963)	(913,375)
Total net assets/ (liabilities)	(26,562)	(111,470)
Shareholder	100	100
Profit&LossAccount	(26,662)	(111,570)

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Making every moment count

14. STOCKS

STOCKS
	Group		Charity
	2025	2024	2025	2024
	£	£	£	£
Finished goods and goods for resale	5,915	5,267	-	-
DEBTORS
	Group		Charity
	2025	2024	2025	2024
	£	£	£	£
Trade debtors	363,880	84,902	358,921	84,902
VAT Recoverable	344,342	276,202	327,680	269,908
Prepayments and accrued income	145,946	94,918	104,571	65,985
Other debtors	1,139,754	1,690,200	1,132,791	1,681,766
Amounts due from subsidiary company	-	-	935,711	875,914
	1,993,922	2,146,222	2,859,674	2,978,475
CASH AND CASH EQUIVALENTS
	Group			Charity
	2025	2024	2025	2024
	£	£	£	£
Term deposits over 1 year	-	=	a	=
Interest bearing accounts	1,438,322	3,566,510	1,438,322	3,566,510
Current accounts and cash	2,732,648	507,954	2,120,617	8,227
	4,170,970	4,074,464	3,558,939	3,574,737
CREDITORS (Amounts fallingdue within one year)
	Group			Charity
	2025	2024	2025	2024
	£	£	£	£
Trade Creditors	511,102	93,878	489,116	84,142
Accruals and deferred income	94,023	112,379	82,906	86,468
NHS Creditor	309,625	651,229	309,625	651,229
Taxation and social security	94,871	87,021	94,871	87,021
Other creditors	48,236	37,931	38,605	36,118
	1,057,857	982,438	1,015,123	944,978

15. DEBTORS

16. CASH AND CASH EQUIVALENTS

CREDITORS (Amounts falling due within one year)

Making every moment count

COMPARATIVE CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31st March 2024

for the year ended 31st March 2024
	Note
		Unrestricted	Restricted	Totalfunds
		funds	funds	2025
		£	£	£
INCOME FROM:
Voluntaryincome
Donations and legacies	3	2,415,209	80,974	2,496,183
Charitable activities	4	2,290,933	385,180	2,676,113
Other trading activities	5	1,329,457		1,329,457
Investments	6	127,495		127,495
Gain on disposal offixed assts		274,457	-	274,457
TOTAL INCOME		6,437,551	466,154	6,903,705
EXPENDITURE ON:
Raising funds	7	1,372,232		1,372,232
Charitable activities	8	4,378,791	497,630	4,876,421
TOTAL EXPENDITURE		5,751,023	497,630	6,248,653
Net Income before investment gains/(losses)		686,528	(31,476)	655,052
Net Gains/(Losses) on Investments	13	50,289	-	50,289
Net income/(expenditure) before tax	10	736,817	(31,476)	705,341
Taxation		-	-	-
Net Income/(expenditure) forthe year		736,817	(31,476)	705,341
Transfer Between Funds	19	24,658	(24,658)	-
NETMOVEMENT IN FUNDS		761,475	(56,134)	705,341
FUND BALANCES BROUGHT FORWARD AT
1st April 2023		7,958,617	110,386	8,069,003
FUND BALANCES CARRIED FORWARD AT
31stMarch2024	19	8,720,092	54,252	8,774,344

I Hosyice Making every moment count

STATEMENTOF RESERVES
2025 Group	At 1 April	Income	Expenditure	Gains/	Transfers	At31 March
	2024			(losses)		2025
	£	£	£	£	£	£
Unrestricted funds:
General fund	5,513,536	5,788,248	(5,771,029)	(61,206)	(71,043)	5,398,506
Designated funds
Fixed assets	2,092,118	-	(200,885)	-	196,370	2,087,603
Information Technology	35,000	:	(35,000)	-	-	-
Hospice Education	20,685	-	(20,685)	-	-	-
Property development	1,058,753	-	-	-	-	1,058,753
Unrestricted funds	8,720,092	5,788,248	(6,027,599)	(61,206)	125,327	8,544,862
Restricted Fund
As detailed below	54,252	631,638	(513,729)	-	(125,327)	46,834
	8,774,344	6,419,886	(6,541,328)	(61,206)	-	8,591,696
2025 CHARITY	At 1 April	Income	Expenditure	Gains/	Transfers	At 31 March
	2024			(losses)		2025
	£	£	£	£	£	£
Unrestricted funds:
General fund	5,878,255	5,041,322	(5,131,553)	(61,206)	(37,673)	5,689,145
Designated funds
Fixed assets	1,838,867	-	(178,865)	-	163,524	1,823,526
Subsidiary	2	-	-	-	-	2
Information Technology	35,000	-	(35,000)	-	-	-
Hospice Education	20,685	-	(20,685)	-	-	-
Property development	1,058,753	-	-	-	-	1,058,753
Unrestricted funds	8,831,562	§ 041,322	(5,366,103)	(61,206)	125,851	8,571,426
Restricted Funds
NHS/LACommissioner	-	463,416	(463,416)			-
DHSC via Hospice UK		112,017			(112,017)	-
Charities Trust-Dementia Proj	2,025		(2,025)			-
Springhill Crafts	2,527	5,991				8,518
HSBC Refurbishment	3,968		-		(3,968)	-
NHS Specialist Clinical Networ	600		(600)			-
Rochdale Communities Fund	8,234		(8,234)			-
Specialist patient chairs	152					152
Family room refurbishment	9,497		(3,788)		(5,709)	-
Inpatient refurbishment	27,000				(3,633)	23,367
Irwin Mitchell Charities Fund	-	19,336	(19,336)			-
Hospice UK - Islamic Art projec	-	8,000	(8,000)	-	-	-
Garden	-	10,005	-	-	-	10,005
Solar Farm Feasibility	-	8,330	(8,330)			-
Action Together		4,543	-	-	-	4,543
Other Income & Grants	249					249
	8,885,814	5,672,960	(5,879,832)	(61,206)	524	8,618,260

Restricted funds relate to donations or grants given with restrictions made by the donor. Once the capital purchases ha\ been made the restriction is released and transferred to the fixed asset designated fund.

41 Hospice Making every moment count

STATEMENTOF RESERVES
2024 Group	At 1 April	Income	Expenditure	Gains/	Transfers	At 31 March
	2023		(incl tax)	(losses)		2024
	£	£	£	£	£	£
Unrestricted funds:
General fund	4,550,578	6,437,551	(5,720,996)	50,289	196,114	5,513,536
Designated funds
Fixed assets	2,263,574	-	-	-	(171,456)	2,092,118
Information Technology	35,000	-	-	-	-	35,000
Hospice Education	50,712	-	(30,027)	-	-	20,685
Property development	1,058,753	:	-	-	-	1,058,753
Unrestricted funds	7,958,617	6,437,551	(5,751,023)	50,289	24,658	8,720,092
Restricted Fund
As detailed below	110,386	466,154	(497,630)	-	(24,658)	54,252
	8,069,003	6,903,705	(6,248,653)	50,289	:	8,774,344
2024 CHARITY	At 1 April	Income	Expenditure	Gains/	Transfers	At 31 March
	2023			(losses)		2024
	£	£	£	£	£	£
Unrestricted funds:
General fund	4,853,742	5,732,947	(4,942,614)	50,289	183,891	5,878,255
Designated funds
Fixed assets	1,998,100	-	-	-	(159,233)	1,838,867
Subsidiary	2	-	-	-	-	2
Information Technology	35,000	-	-	-	-	35,000
Hospice Education	50,712	-	(30,027)	-	-	20,685
Property development	1,058,753	-	-	-	-	1,058,753
Unrestricted funds	7,996,309	5,732,947	(4,972,641)	50,289	24,658	8,831,562
Restricted Funds
NHS Commissioner	-	385,180	(385,180)	-	-	-
Charities Trust - Dementia Proj	54,812		(52,787)	-	-	2,025
Springhill Crafts	(1,361)	3,888		-	-	2,527
HSBC Refurbishment	44,467	57	(40,556)	-	-	3,968
NHS Specialist Clinical Networ	9,900		(9,300)	-	-	600
Rochdale Communities Fund	-	8,234	-	-	-	8,234
Specialist patient chairs		24,810	-	-	(24,658)	152
Family room refurbishment		9,497	-	-	-	9,497
Inpatient refurbishment		27,000	-	-	-	27,000
Other Income& Grants	2,568	7,488	(9,807)	-	-	249
	8,106,695	6,199,101	(5,470,271)	50,289	-	8,885,814

Restricted funds relate to donations or grants given with restrictions made by the donor. Once the capital purchases have been made the restriction is released and transferred to the fixed asset designated fund.

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4s Springhill
I Hosvice
Making every moment count
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	Unrestricted	Restricted	Total
	funds	funds
2025 GROUP	£	£	£
Tangible fixed assets	2,087,603	-	2,087,603
Long leashold of land	28,000	-	28,000
Investments	1,363,144	-	1,363,144
Current assets	6,123,973	46,834	6,170,807
Current liabilities	(1,057,857)	-	(1,057,857)
At 31 March 2025	8,544,863	46,834	8,591,697
2025 CHARITY
Tangible fixed assets	1,823,526	-	1,823,526
Long leashold of land	28,000	-	28,000
Investments	1,363,244	-	1,363,244
Current assets	6,371,779	46,834	6,418,613
Current liabilities	(1,015,123)	-	(1,015,123)
At 31 March 2025	8,571,426	46,834	8,618,260
2024 GROUP	£	£	£
Tangible fixed assets	2,092,117	-	2,092,117
Long leashold of land	28,000	-	28,000
Investments	1,410,712	-	1,410,712
Current assets	6,171,701	54,252	6,225,953
Current liabilities	(982,438)	-	(982,438)
At 31 March 2024	8,720,092	54,252	8,774,344
2024 CHARITY
Tangible fixed assets	1,838,868	-	1,838,868
Long leashold of land	28,000	-	28,000
Investments	1,410,712	-	1,410,712
Current assets	6,498,960	54,252	6,553,212
Current liabilities	(944,978)	-	(944,978)
At31March2024	8,831,562	54,252	8,885,814

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21. EMPLOYEE RETIREMENT BENEFITS

Group and charity

The charity has three pensions schemes for staff and these are described below.

	Contributions	Recognised
Pension Scheme	Paid	in SOFA
	2025	2025
	£	£
NHS Pension	156,811	156,811
Aegon	294,759	294,759
NOW	17,000	17,000
	468,570	468,570
	454,799
NationalHealth	SuperannuationScheme

The Hospice is an admitted bodyfor the purposes of the National Health Service Superannuation Scheme and members of staff who are former NHS employees are able to continue membership of the Scheme during their employment at Springhill. The assets of the scheme are held separately by the National Health Service Superannuation Scheme. Contributions to the scheme are charged to the Statement of Financial Activities so as to spread the cost of pensions over employees working lives with the group. This pension scheme does not have a real pension fund, but as a statutory scheme, benefits are fully guaranteed by the Government. Contributions from both members and employers are paid to the Exchequer, which meet the cost of increasing benefits each year bythe rate of[inflation.][This][extra][cost][is][not][met][by][contributions][from][scheme][members][or] employers.

As a result of the nature of the pension scheme, there are no separatelyidentifiable assets and liabilities which can be identified as relating to Springhill Hospice (Rochdale) therefore, the scheme has been accounted for as a defined contribution scheme.

Corporate Pension Scheme

The corporate pension scheme is operated by Aegon. Employee contributions are collected by Springhill Hospice and with the 14% employers contribution passed to Aegon.

All the assets of the scheme are held by Aegon. As a result there are no separately identifiable assets orliabilities which can be identified as relating to Springhill Hospice. Therefore the scheme has been accounted for as a defined contribution scheme.

21. EMPLOYEE RETIREMENT BENEFITS (continued)

NOW autoenrolment Scheme

Eligible employees are automatically enrolled in to the NOW pension scheme. Employee contributions are collected by Springhill and passed to NOW. All the assets of the scheme are held by NOW. As a result there are no separatelyidentifiable assets orliabilities which can be identified as relating to Springhill Hospice. Therefore the scheme has been accounted for as a defined contribution scheme.

Making every moment count

22. FINANCIAL COMMITMENTS

Operating lease commitments

The total future minimum lease payments under non-cancellable operating leases:


GROUP	Land	and			Land	and
	buildings		Other		buildings		Other
Leases which expire:	£		£		£		£
within one year	24,000			-	12,000			-
between one and five years	211,100			-	130,292			-
after five years		-		-		-		-
	235,100			-	142,292			-
	Land	and			Land	and
CHARITY	buildings		Other		buildings		Other
	£		£		£		£
Leases which expire:
within one year		-		-		-		-
within one to five years		-		-		-		-
overfiveyears		-		-		-		-

23 RELATED PARTY TRANSACTIONS

There were no realted party transactions.

4» Springhill I~ Hosyice Making every moment count

Springhill Hospice (Rochdale)

Broad lane

Rochdale

Lancashire OL16 4PZ

01706 649920

www.springhill.org.uk

Registered Charity Number 701798

Incorporated as a Company Limited by Guarantee No, 2325905