Annual reports and accounts For the year ending March 2025 Registered Charity No. ￿03281 westonh05picecare.org.uk Company Registration No. 2414541 Welcome from the Chair Message from the Chief Executive Officer Trustees, Report 25 Independent Auditor's Report 29 Consolidated statement of Financial Activities 31 Consolidated Balance Sheet 32 Charity Balance Sheet Consolidated Cash Flow Statement 33 34 Notes to the Financial Statements Weston blospcecarg Urnired (ACompany￿rnIted tyGuaranteEI Welcomefrom the Chair forthe y•arto 31st Mar¢h 2025 Welcome from the Chair In these uncertain times of conflicts between nations, the threats of war, world recession and humanitarian disasters all beyond our control. the best we can do is be kind, thoughtful to others and do whaf we can to help and supwrt those around us both in our local communities and the wider world as we are able to. Hospices provide vital seNices, all free of charge, that the NHS doesn't have the capacityto provide. much as theywould like to. Every individual deserve5 the besr palliative care available, which is where hospices Step up to meet the challenge. I would like to thank Dr Peter Smith for his commitment and hard work during his time as Chair ofTrustees. l am immensely proud to have taken over as Chair for Weston Hospicecare and humbled to be working with such a dedicated team, with my fellowTrustees and a Senior Management Team that consistentlygivetheir all. not just to maintain. but improve our hospice and the services and care we offer on a daily basis. whether it be with their time as a volunteer, or by financial support through fundraising and donations and for the support given to us by local businesses, plus the trusts and grants we are actively applying for throughout the year. Without all of you, we could not do what we do, and we thankyou for your support. However, this is not without constant challenges. Costs have continued to rise, Whil￿ income has fallen. Government funding has not kept pace with the rising costs and inflation and whilst it IS encouraging to see the Government commit many millions to the NHS. unfortunately. as has happened previously, the hospice and care sectors have been left behind. Without hospices. the NHS would be more overrun than they already are and with much higher costs than they currently have. I hope that through further lobbying from individual hospices, such as Weston Hospicecare and Hospice UK, the Government will look to address thi5 imbalance as a matter of urgency. Quality patient care and services will always be our driving force and myself and the rest ofthe Board, together with our CEO and Senior Management Team, will continually strive to manage our finances for future gr0￿h and longevity of our hospice. so we can serve our community for manyyears to come. Mark Andrews Chair of Trustees Whilst we endure higher costs across every area of the hospice, we continue to eat into our reserves. Whilst diligently looking at ways we can save, without affecting services to patients which we have so far not had to do. unlike several other hospices across the UK. This is to the credit ofour Senior Management Team, who are however prepared to make some difficult decisions should they have to, but this will always be a last resort. To negate this, we are also exploring new and innovative ways to increase our income, through borh the private and busine55 5ector5 across our community. We are grateful to every single individual who gives to Weston Hospicecare, Weston Hospicecare knmited (Acompany Lirnited ttyGLW*lteel Message from our ChiefExecutive forthe yearto 31st Mareh 2025 Message from our Chief Executive Welcome to our Statutory Accounts for 2024-25. As CEO of Weston Hospicecare, it is my pleasure and privilege to provide a summary of howthe Hospice has fared in the year gone by, and to outline our plans for the year ahead. Firstly, and most importantly, at the time of writing in July 2025 all ou r Hospice service5 remain fully functional and our Clinical teams continue to give exemplary palliative and end-of- life care to the residents of North Somerset & Somerset across our catchment area. In fact, this year we have expanded the scope and complexity of what we are able to offer our patients and service users. and we're providing more care to patients and support to their families than ever before. In rhe past year we have broken new ground at the Hospice, providing some iron and blood transfusions and undertaking paracentesis for some patients, aswell as performing nerve blocks for a patient with very high levels of hip pain. Our children's and young persons, bereavement counselling groups have grown in size, we now operate our main Day Hospice for outpatients three lup from two) day5 a week with a wider offering of enrichment and therapy activities and we have continued to Upskill our Band 6 Community Nurse Specialists with non-medical prescribing training. We have added to our medical tearn resource at Specialist Palliative Care doctor level, and we have finally been able to implement electronic prescribing of medicines. We successfully participated in a cluster- randomised trial of clinically assisted hydration at end of life, and we were one of five hospices nationally selected for a 6-month pilot to make the'disCu￿1on and practice of corneal donation the norm in the hospice environment, with excellent results. On the capital side. thanks to trust & grant and major donor funding we have transformed our In-patient Unit wet room into a spa bathroom facility enjoyed by inpatients and outpatients alike. and we have purchased three 'cuddle beds, for our IPU. In parallel with development of our core services, we have continued to go that extra mile for our patients, helping them achieve last wishes on their bucket lists. and creating special and lasting memories for the loved ones they will leave behind- examples include recreating afternoon tea at The Ivy, a final Christmas dinner in the middle of the year, a visit to a Safari Park, a mini-concert by tribute band Coldplace to our IPU patient, blessings and weddings in the Hospice, and bedside and Day Services visits from all manner of creatures great and small. Meanwhile in collaboration with others. we have supported colleagues with education sessions for doctors. nurses and allied healthcare professionals, via ad hoc placementsfor those seeking experience of palliative and end of life care, and continuing regular placements for medical. nursing and paramedic student& And yet, all this comes at a considerable cost, at a time when our financial resources are under immense pressure. Analysis shows that over the past 7 years our income has grown by more than 40%, but over the same period our costs have grown by over 50%. To reveal why, and to understand such costs are beyond our control, one need look no further than the 56% growth of the National Living Wage during this same period, the volatile and at times very high general inflation through that period, and year-on-year NHS pay awards which have been impossible for the Hospice to match but have onetheless put pressure on us to remain within touching distance in terms of how we remunerate our own Clinicians and Medic& Lastyear2023-24. we reported a large deficit at the end of the year, and this year 2024-25 is a similar picture. Year- on-year deficits means running down essential Hospice financial reSe￿e5. and this is clearly not sustainable in rhe long-term as our reserves approach the minirnum level demanded by the Reserves Policy to ensure the Hospice remains a going concern. Atthe end of 2024. there was considerable media interest in the Government announcement of special fjOOM funding for hospices. split between £25M in 2024125 and E75M in 2025126. It certainly made for eye-catching headlines, but this funding is restricted to capital projects {as opposed to revenue/operational costs) and when Wesron H05ycecare￿mIted (Acornpany ￿mIted byGuaranteel Message from ovr Chief Executive for the y•arto 31st March 2025 divided amongst more than 200 hospices over a two-year period, it does very little to address the Systemic deficits that we and most other hospices are experiencing year afteryear. Like many of our peers, Weston Hospicecare receives a minority. in our case just 20%, of statutory income from the Government, meaning we must raise the other 80% of voluntary income ourselves through our Retail and Fundraising activities, if we are to continue offering our full range of care, remembering that all our services are completely free of charge to the end user. Naturally. prudent service cuts have been carefully scoped and considered, but the urgent public need for our care and services Is only increasing as members ofour community experience growing gaps in the wider health and Social care system. caused by such factors as population growth. increasing complexity of illness co-morbidities, under- resourcing of GP surgerie5. Cuts in of District Nursing, and immense pressures on our Hospitals. We have trimmed our resource where possible. without unduly harming delivery of care. and thus far we have been able to stave off any major cuts or redundancies, even as reFX)rts reach us weekly of hospices up and down the country forced into service cuts and staff losses. Instead. we are laser-focused on growing our voluntary income streams as rapidly as we can to address the significanr deficit. before our reserves dwindle to an unacceptably low level, while continuing to support the wonderful work of Hospice UK in lobbying for a fairer and more sustainable statutory funding model. On thi5 third initiative. the generosity of the public within the catchment area we serve never ceases to amaze us. However, the past few years have been economically difficult for households and though people want to support us more, there is only so much they can give. Conversely, and historically, the support we receive from companies and corporations has been patchy and low. with a few notable exceptions for which we are very grateful. And yet the Hospice is caring for patients who are theformer employeeswho helped to build up our local companies, and patients who are the friends and relatives of their current employees. We are also providing employees with bereavement counselling support to help them navigate their journey of grief after losing a loved one in our care. which helps them cope with loss and to return to work more quickly. Therefore, we are appealing to the corporate Social responsibility of local companies, from small family-owned businesses. through SMES, to larger corporations to join the Business for Care Collective and each provide just a little financial aid from pre-tax profits to the Hospice, in return for an exciting package of engagement. promotion and opportunities. Weston Hospicecare belongs to the people of North Somerset and Somerset. and we do hope that local businesseswill get behind us in a wave of compassionate community response- if everyone does a little, we will be able to continue offering the vital palliative care services on which our communitydepends. completelyfree of charge. We are now in year two of a 3-yr strategy cycle for 2024-26which has been published on our Hospice website. Good progress is being achieved across manyof our goa15 and initiatives. but while certain ambitions burn as brightly as ever we have been temporarilyforced to suspend others until the financial picture improves. A key aspect of our strategy has been for the Hospice to be more outward-looking, foster greater community engagement, and develop our external communication5, and this we have surely been doing through our Community Engagement Manager appointment, increased resources in Communications & Marketing, higher activity levels in Community Fundraising, the work around our Business for Care Collective drive, and the commissioning oftwo short films for the hospice geared firstly towards our patients and fellow H&SC professiona15, and secondly for our donors and supporter&Thi5 year we have enjoyed excellent and informative visits to the Hospice by Daniel Aldridge, MP and SadikAI-Hassan, MP and by the Bishop of Bath and Wells, the Rt Revd Michael Beasley. Time is therefore of the essence, and to focus minds and channel resourceswe developed a Recovery Plan in 2024 which encompasses a wide range of initiatives to cut support costs and grow income as fast as po￿lble, but with three particular areas of focu& After a challenging environment for Retail in 2024125, returning our Retail stores 10 maximum profitability, through a delivery framework of investment and impTovement& Investing in the rebuilding of our Fundraising team. to drive the return on such investments that we need. This has many facets and includes participation in the Hospice UK'S 'Hospice Legacy Campaign. which promotes the choice ofyour local hospice when considering a gift in your Will. and reinvigorating our hospice lotrery through canvassing activities. Establishment of a new corporate income drive, the Business for Care Collective, with a launch event planned for October 2025. Weston Ho5￿Ce￿re bmi1￿ (Acompany limited tyGuarante21 me￿ge from our ChiefExecutNe forthe year to ￿$t Marth 2025 Like many organisations, Weston Hospicecare is entirely rel iant on our staff and volunteers. and we want to support our staff to be the best versions of themselves, as happy and fulfilled as possible. To this end. we are alreadywell along a journey of identifying areas where improvements are needed, and thisyear work has advanced significantly on a staff Wellbeing & Health framework, an entirely new management training program called Empower & Excellence. and a guidance document for Empowering Resolution& Meanwhile, our wonderful army of volunteers was celebrated this summer during a special event of thanks and service awards at the Royal Hotel in Weston-super-mare. The external landscape is ever-evolving. The highly emotive and very public debate around ￿51sted Dying has. somewhat ironically perhaps, served ro place a spotlight on the need for best possible palliative and end-of-life care for our UK society, with most commentators on l)oth sides ofthe argument agreeing this Is highly nece55ary. The Terminally111 Adults (End of Lifel Bill is now through the Commons and awaiting its second reading in the House of Lords. and it seems entirely possible that legislation around ssisted Dying in England could change in the new few years. Weston Hospicecare has therefore convened two debates, one internally at the Hospice and one externallywith the support of Daniel Aldridge. MP, to engage with our local population, present balanced cases for and against Assisted Dying. and ensurewe are best-placed to provide leadership and be ready if and when such changes in the law come to pass. A recent article in The Times newspaper highlighted the work that two ofour Hospice doctors have been doing in this area. to raise awareness and ensure a fair and balanced view is encouraged amid a debatewhich too often becomes polarising. All our care services are given completelyfree of charge at point of dolivery, available to all regardless of background & circumstances, race & religion. gender association and sexual orientation, or any other protected characteristic& We sincerely believe this has always been the case at Weston Hospicecare, but recent societal focus on equality & diversity has encouraged us to challenge ourselves, re-consider, and ask whether we are being sufficiently proactive to ensure that people from minority groups and some hidden margins of society are not only able to access our care equally, but feel encouraged and supported in doing so. Thus, our Equity, Diversity & Inclusion working group, comprised of members of staff from right across the Hospice. was formed last year and has sought to answer these questions and shape our policies and ways ofworking, to ensure equity of access and equality of outcome for everyone in our society. and for our staff and volunteers too. In March 2025we said farewell to Dr Peter Smith who stepped down as our Chair of Trustee5, and welcomed Mark Andrews as the new Chair ofweston Hospicecare. Mark and the entire Board of Trustees workclosely with the CEO and Senior Management Team. and we arefortunate to have such a supportive and skilled Board behind us. providing strong oversight and governance. As mentioned above. Weston Hospicecare belongs to you. the people of North Somerset and Somerset., we are honoured and privileged to steward the Hospice on your behalf. and I wish to pay tribute to our patient5 and their loved ones who inspire us every day with their dignityand bravery. We are indebted to our wonderful volunteers and our amazing sUPPOrters Who￿ generosity ensures the Hospice has now been serving this community for 35years. And lastly, I wish to sincerely thank our incredible staff for your loyalty, determination and dogged hard workwhich underpins our continued succe￿. Turning to our built environment, thisyear has seen a drive to improve the efficiency of our buildings, with LED lighting and heating upgrades at the main Hospice building. and across our Retail estate too. mostly funded by generous grants from North Somerset Council. At the turn of the year. the main plant room boilers at our Hospice site were entirely replaced by new, high effficiency boilers with greater system backup and reliabilitytoo. This past year. we have undertaken major repairs to our Hill Road store in Clevedon, which was closed for the entirety of FY24125_the store is now fully open. looks wonderful, and is exceeding its budgeted net income contribution. We have improved our IT infrastructure, written our first policy governing the use of Al (artificial intelligence) in the Hospice. introduced management dashboards tothe Varntage system. and rolled out the Ciphr HR management system. Yours faithfully. Paul Winspear Chief Executive Offi¢er Wes¢on Hospicecare ￿MILe{l IACornparyLimited tyGuaranteel Trustees. Annual Reportforth*y•arto Jlst March 2025 Trustees, Annual Report The role of the HCNS is to.. support the patient and family by managing symptom control in a holistic way of seeing the symptoms as physical, emotional, social and spiritual- provide information regarding diagnosis and treatment.. liaise with primary healthcare team5 on a plan of care-, and be the key worker within the h05pice and refer parients to other hospice Services and other community service& The trustees are pleased to present their annual report with the audited, consolidated financial statements of Weston Hospicecare Limited [￿he hospice") for theyear ending 31st March 2025. The trustees report incorporatesthe requirements of a Directors, report required by company law. In-patient Unit The hospice operates its own ten-bed in-patient unit at its headquarters in Weston-super-mare. The unit provides high quality specialist clinical care for patients with life limiting conditions needing symptom control and palliative care. Objectives and activities The objectives of the charity are to= provide holistic wraparound care {including medical, cl inical, physical, therapeutic. psychological and spirituallto any adult who has a life-limiting illness in our area. promoting and valuing diversity, seeking equity of access SU PF)orEing them in their normal place ofresidence or within the hospice. and so far as possible enabling patients to die with peace anddignity in their preferred place of care., conduct, participate in and promote re*arch into the treatment of persons suffering from life-limiting i Ilnesses including but not limited to cancer, neurological conditions, heart and lung failure etc.._. promote the teaching and education of fellow Health and Social Care Professionals providing palliative or end-of-life care 2nd allied care services., and provide emotional and spiritual support and guidance to patients and their loved ones friends and family. Day Service5 The hospice's multi-disciplinary Day Service5 run5 three days a week and its main aims are to promote patient independence and improve quality of life through symptom control and rehabilitation, offering Psychological support. and providing respite for carers. Patients. individual needs are a priority. Within the Day Services environment complementary therapies and a range of creative therapies (gardening, dance and movement and crafts) are also provided. and specialist support groups are convened for neurological patients and other complex conditions. The Family Support Team This service provides emotional and spiritual support including pre- and post-bereavemeni counselling. Bereavement support groups, Men-in Sheds, spiritual counselling and chaplaincyto patients, carers and their loved ones. as well as practical support and guidance. The hospice seeks to support, boost ènd sustain the home care or community care setting as best we can. The aim of the hospice is to provide specialist palliative care. To achieve this the hospice provides a health care environment. provided by well- trained and sensitive staff with sufficient time to address the complex needs of patients. The hospice supports colleagues (who have to work with many competing pressuresl in both the primary healthcare setting and hospitals and other non-NHS healthcare environments. Ourvolunteer companions provide support to patients and carers. and our carers support group exists for family and friends. Community The hospice employs a Hospice Community Nurse Manager, nine Hospice Community Nurse Specialists IHCNSI and one Hospice Community Nurse IHCNI. They are highly trained, skilled palliative care professionals. The HCNS are allocated to GP practices and work as core members of the primary healthcare team. Bereavement groups are informal groups that offer a warm welcome to bereaved carers who would value social contact and support and may find it helpful to talk to others who understand the complex and mixed emotions bereavement can bring. Weston HospieecareJmited tACornpany ￿mItrd tyGtJarante¢l Trusi&¥Annual Reportfor the year to 31st Marth 2025 Public Benefit We have referred to the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our ftjture activities. All our care is given completely free of charge. and our charitable acttvities focus on free and unencumbered supwrt to people and their families affected by life-limittng illnesses. regardless of background or circum5tance& and are undertaken with emphasis on equity of access and equality ofoutcome. to further our charitable purposès for thè public benefiL Our work is continued with families and carers after patients have died. Strategic Report The Strategic Report required under company law comprises thTee sections." Achievements and Performance, Financial Review nd Plans for Futuie Periods. Achievements and Performance In last year's Trustee5' Report. we set out the following priorities for the forthcoming year Priority Outcome Achieving Budget 2024125 The budget set for 2024125 was a realistic budget taking into account some of the cost of livtng pressures we were, and still are faeing today and we finished the financial year lower ihan budget Our ambitious retail budget, a growth on the impressive prioryear result was not quite realised. Fundraising finishèd well after another tough year_ Our Integrated Care 8oard IICBI 5 gave us an uplift in funding for rhis year, but regrettabty not of a sufficient amount to meet rising costs associated with NHS pay awards, National knving Wage INLWI and gènèrèl inflation. Gifts in Wills were higher than anticipated but we have a fairly low pipeline going into the next financial year and historical data show5 that Gifts in Wills must be viewed prudently through a longer-term lens of S+ years. Share trading aciivities unfortunately contributed to a large proportion of the loss against budget and we havè also had to endure high agency costs for key r*)sitions wherewe have been unable to recruit Consolidate on improvements madè to expanding Clinical SeNices Existing services have been maintained and some ènhancements have a150 been made stjch as.. Our In-patient unit bathroom area has been completely remodelled and given spa feel thanks to generous donations from iTidividua15. grant funding and Honeyfield who contributed labour costs free of charge. Purchased another cuddle bed for our In-patient unit which we havè found to be great benefit to our patiénts and their loved one Expanded on enrichment activities within our Day Hospice setting and performed out-patient pr￿eduleS to save NHS admission5. Participated in various clinical trials and studies such as corneal donation and the intimacy research study in combination with Dorothy Housè. 3 year strategy Lastyear we produced a new3-year stiategy. Progress has been monitored regularly and some of the things we have achieved to date are.. Appointment of second palliative care consultantlspecialist Palliative care doctor. Investment in our vttal Fundraising team. Review and refreshed our volunteer recognition events. Implemented a new logistics system within retail. Condition survejs carried out on all freehold properties. Governance iniiiatives The NHS, Data Security and Protection Toolkit IDSPTI continuès to bè completèd. In parallel. work is always ongoing wsth information governance and GDPFI compliance. with the hospice Information Governance panel meeting monthly. We are successfully using and developing our risk management system using software package Vantage which now a150 contain5 all of our policies and procedures, Compliments and complaints data. incideni reports. strategic risk register and CQC Complian￿ data. Weston HcGplcecare UmRed (Acompanyknmiknd tyGuarantee) TrusLees' Annual Report forth• y••r to ￿$t Marth 2025 Community 2025 2024 Total number of patients 818 776 Discharges 105 107 Deaths 421 460 % died in preferred place of care 86% 86% "I received a phone call within 24 hrs of the referral made by the breast care nurses at BHOC. Gwen showed genuine compassion and concern that I would be OK for the weekend (the referral being made on a Thursday). It was then quickly arranged for me to have assessment and a tour around the centre within a few days. I left feeling reassured that someone was there to listen. help and treat me as an individual. Thank you" Weston Hospicecare Community Patient April 2024 We aim for 80% of patients to complete an Advance Care Plan. In 2024-25. we achieved this with 92%. 86% of patients died in their preferred place of care IPPCI. The ACP is the important figure for us, as we directly influence this and the PPC is dependent on the whole health and social care services. This year the community team made 2,574 patient visits and 9.923 patient contacts including phone and video calls.12024'. 1,928 visits and 9,481 contacts). In-patient Unit 2025 2024 Admissions 167 179 Discharges 33 29 Deaths 107 131 Average length stay (d ays) 16.2 15 Average bed occupancy 79% Weston Hospiceeare bmited (AComparV￿rnited tyGuarant￿l Trustees. Annual Reportfor the year to 31st March 2025 The in-patient Unit- Manages symptoms that are particularly complex and have been difficult to control at home. Helps people adapt to changes so they can go back home. Provide5 care at the end of life when it is not possible or preferred not to die at home. Operates a 24n Advice Line supported by nursing and medical staff which received 399 out of hours calls compared to 287 the previous year. providing invaluable advice to professionals, families and those looking after someone needing advice. or support to continue care in their normal place of residence. We highlighted and pushed the use of the Advice Line during 2024-25. We have been fully staffed most of this year with resulting increase in bed capacity from 75% to 79%. e wonderful staff couldn?t have done more. They were angel& Everyone is so kind, caring and understandingi have never ever experienced such love and kindness from everyone" IPU Patient Relative, September 2024 "l just wanted to take a moment to express my deepest gratitude for the incredible care and kindness you showed my dad in his final weeks. Your compassion• patience. and professionalism made an immense difference, not just to him but to me as well. Caring for him at home was something I was determined to do and I truly couldn* have managed without your support. Whether it was the gentle way you looked after him. the reassuring words you offered me, or simply knowing you were there when we needed you - it all meant the world. Thank you for everything you did. Ix•th seen and unseen. Your dedication and warmth will never be forgotten- Community Patient Relative. February 2025 2,180 patients supported across all services in 2024125 (2023124: 1,949) Day Services 2025 2024 Total number of patients 187 137 Attendance (sessions) 1,122 952 ComplementaryTherapy treatments 760 964 10 w￿on Hr*pKecare ￿rnited IACompany ￿rnited tycuaranteel Trustees. Annual Report forth• year to 31st March 2025 Our Day Services play a crucial role in promoting independent living and quality of life for patients and carers. Day services numbers for the day have increased from 12 to 14 since the redevelopment works and reducing risks caused by the COVID pandemic. Groups. such as Fatigue and Breathlessness have continued through this period. Redeveloping Day Services last year has made it a more welcoming area and therapeutic environment. The new treatment rooms have had good take up for outpatients from both our doctors and community nurses. The redevelopment work allows the hospice to take advantage of our gardens with bi-fold doors. The use of natural lighting with skylights and added technology has improved patient experience. "From being someone who initially resisted the word "hospice", l am now so sad that the 12 weeks have gone so quickly. l am going to miss everything connected with this wonderful service and hope they will take me back soon!*l Day hospice Patient, January 2025 Non-cancer attendance 35%, a decrease of l% on last year, partly due to recommencing the Fatigue and Breathlessness groups after the pandemic. This year we had a reduced number of volunteer contacts in Complementary therapy and still provided 760 treatments 12024.. 964 treatments). Family Support Team 2025 2024 Chaplaincy: Face to face contacts Total number of patients 1,818 177 1,431 137 Bereavement service: Face to face contacts Total number of clients Volunteer contacts 1,036 237 991. 1,136 306 796. Companion services: People supported Vol unteer contacts 72 817 75 828 -Not inclucling Men in Sheds which is run byvolunteers IIAbsolutely excellent service, kind, caringi informative. supportive. An absolute life line for me and my sanity. The most important place in my journey through cancer" Weston Hospicecare Fomily Support Team Client, November 2024 Caring for the family, including after death is a key component of hospice support. Client numbers have increased this year. and the Bereavement Coffee Morning has supported 52 people with an average of 4.1 new attendees every month and Men in Sheds having an attendance of approx. 13 men twice a week. 11 Weston Hospicecare limited IACornpany￿rn1ted tyfrttalan￿i TnJsteegAnnual Report for the year to 31st March 2025 "As soon as l arrived I was made to feel welcome. The staff are all gentle and kind and it made me feel as if I was being given a warm hug. There was no pressure and the reflexology was wonderful" Weston Hospicecare Complementary Therapy Client. November 2024 iWantGreatCare The hospice continues to take part in "iWantGreatCare", a platform to let patients leave meaningful feedback on their care, say thank you and help the next patients. iWantGreatCare demonstrates that we are transparent. aware and open to patients. experience as a central part of delivering high quality care. Compliments and Complaints The hospice aims to provide the best possible care and as a hospice. we take every suggestion and complaint seriously and aim to learn from these occasions. We also take the opportunity to learn from compliments and share good practice. In March 2023, Weston Hospicecare was awarded the iWantGreaicare certificate of excellence for delivering outstanding care. In March 2024 our Day Services, Inpatient Unit and Time For You received Certificates of Excellence. In 2024-25, we received 456 compliments in our clinical areas. We had 8 complaints thisyear14were verbal complaints), all dealt with satisfactorily and within timescale.12024.' 383 compliments and 5 complaints with 4 being verball. We aim for 90% of our patients, friends and family to rate their experience of our service as very good. In 2024-25. we achieved this with 98% (with 2% saying good). 12 Weston H05Pitecare ￿rnited (Acompany brnited bIG￿rantsel Trustees'Annual Reportft*r the year to 31st Ma￿h 2025 Our People The hospice promotes continued learning, education and development and seeks opportunities and support for all staff to develop themselves both personally and professionally. We have secured funding for example from NHS England {NHSEI and one-off grants for a number of training courses for our staff including non-medical courses. A management development framework 15 being prepared to launch to managers during 2025. Our people, whether paid staff or volunteers, are the heart of our organisation. Each person. in each team has an important roleto play- bringing different skills, knowledge and expertise- which support the successful running of the hospice. In early 2025, we introduced a HR Information System- MYHR. The system automates many operational HR functions and development is still ongoing to modernise recruitment. Volunteers We are reliant on the goodwill, commitment and dedication freely given by volunteers, who are the lifeblood of the hospice. Each volunteer brings their own specific skills. humour, interests and experience. Volunteers support the work of all teams whether it is in our main hospice building, out in our shops and donation centre, or working amongst the community in support groups. This year. over 750 volunteers freely gave their time to the hospice. Our clinical teams are supported by our catering and housekeeping teams to provide the best care possible for our patients and their families/carers. Our retail and fundraising teams raise the much-needed income to support the work we do. Our staff in finance, maintenance, facilities, reception. HR, learningldevelopment and volunteer services provide support to keep our other teams functioning. We continually review volunteer recruitment and training to ensure we remain compliant bul at the same time balanced for the tasks and frequency of the role being undertaken. We focus our recruitment for bolh paid staff and volunteers on equal opportunities, concentrating on role requirements. Following the implementation of our Volunteer Management System {Assemblel in 2023, we continue to work with managers, staff and volunteers to further embed and develop the system. We are committed to increasing our engagement rate. Employees We remain committed to recruiting. developing and retaining qualified. experienced, competent and well-motivated professionals. We seek to recruit from all areas of our community and attend Jobs Fairs meeting people face to facetolalk about the work we do and our roles The hospice strives to forge close ties within the community and continues to work with local schools and colleges in identifying opportunities for volunteering including student work experience and supporting students working towards their Duke of Edinburgh Awards. We also retain linkswith companies who run employee volunteering schemes. community payback and with organisations who offer return to work programmes; offering long term unemployed people the opportunity to gain valuable skills and regain their confidence through volunteering. As at the year-end we employed 121 whole time equivalent staff in the charity including Retail. Staff are supported through an Employee Assistance Programme, Menta Health First Aiders and Well Being Champions. We also have a Freedom to Speak Up Guardian and Freedom to Speak Up Champions, who provide a channel for staff to raise issues or concerns. 13 Westori H05tycecare ￿rnited tACornparyknmiied ￿G￿rantee] Trustees'Annual Report forthe year to ￿st Mareh 202S Financial review The total net contribution to the H05pice was £490k {2024 ￿lskI. Overall the Charity had total income of £6,154k12024 £5.460kl and generated a net deficit of £623k, a negative swing of £94k from the 2024 position of £529k net deficit. Gifts in Wills income increased to £659k for the year12024 £232kl. The pipeline for 2026 has decreased and is slight cause for concern but we have been involved in the Hospice UK legacy campaign this year so we are hopeful this will pay dividends in future years. During the year, the value of investments decreased by £68k. compared to the prior year gain of £113k. Volatility continues into the newyear and is being monitored closely with our investment advisors, Rathbones and the hospice Finance and Business planning committee. Over the last financial year. Weston Hospicecare's Retail operation has continued to evolve, including the opening of a new store in Burnham-on-sea, trialing a different store management model on the High StreeL We will monitor the effficacy of the new fashion, homewares, and clearance items now offered across three distinct shops which we hope will enhance customer experience and improve stock management. Over a three-year period, it is our plan to produce a balanced operating performance. The hospice is committed to minimisin9 operating costs without impairing the quality of its setvices. One future uncertainty has been around funding of the NHS pension increases from 14.3% to 20.6% i ntroduced from Ist April 2019. It has since been confirmed that the government (via NHS England) will cover this increased cost until at least 31st March 2026. It was with huge regret that we had to close our Hill Road, Clevedon store due to deteriorating conditions in the store caused by water ingress in several areas. As a listed building, in a challenging setting. we faced complex issues which prolonged closure of the store for far longer than we would have wished during the entire year, but the repairs and improvements undertaken have been comprehensive, demonstrating our commitment to ihis store and the town of Clevedon where we support many patients. We are indebted to North Somerset Council for the cooperation and pragmatism they showed in working with us to remedy the situation Clinical income We continue to be supported by our Integrated Care Boards, BNSSG and Somerset, though the percentage of our costs they support is decreasing year-on- year. Unavoidable cost increases for us are not being matched by additional funding at the same rate. Charity Shops (retail trading) Total retail income including gift aid was £2,642k12024 £2,723kl or £2.454k when excluding gift aid and round-up donations 12024 £2,526kl. We've explored new income streams for itemswe're unable to sell through traditional routes, including the introduction of "We Buy 14 WesLon Hospicecare￿rn4ted IACompany Lirnitsd byGuaranteel Trustees, Annual Fleportforth•y•ar to Slst Mar¢h 2025 Books" and piloting a "rage room" concept. IT improvements across our estate included purchasing tablets for every shop, enabling smoother processes for bookselling, volunteer management via Assemble, and incident reporting through Vantage. Our e-commerce operation expanded to include Vinted, providing a new platform for quality donated fashion. We also successfully introduced single-sale lottery tickets in-store. which have performed well. Fundraising In what was an extremely challenging time for charities fundraising, our fund-raised income increased compared to recentyears. This is a great credit to the team which has achieved this whilst coping with some changes within its leadership. Gross income was £1.939k, £492k higher Ihan last year, explained by an increase in Gifts in Wills income following a lower-than- normal income from this source last year. Our fundraising comes from a wide range of sources, such as, our own, well-established programme of Events and Challenges, Community Fundraising from groups and organisations, not to mention donations from individual givers. both regular and occasional. We also enjoy support from Charitable Trusts, companies and Gifts in Wills. We once again ran our Sustainable September campaign. raising awareness of the environmental impact of fast fashion and promoting pre-loved alternatives. A volunteer celebration party rounded off the year, recognising the vital contribution of our retail teams. Hospice managed events, continued to show growth, with Mendip Challenge, Men's March, Charity Golf Day and Pines for Pounds doing extremely well in terms of income and participants, compared to previous years. Our particular thanks go to those all-important participants and the significant corporate sponsorship we received from, The Grand Pier. Howards Motor Group, PD & CL, Limited, Gilda and Thatcher's Cider to name but a few. Many people chose to undertake challenges to raise funds for the hospice in 2024-25. Most notably, Paul Magor completed an incredible 280-hour spin challenge over the12 days of Christmas, raising ￿4k. Plans for the next twelve month& Over the next 12 months, we will continue to focus on strengthening our core retail offering, ensuring our shops remain vibrant, welcoming, and commercialEy strong. A key priority will be improving the customer journey across all stores. from visual merchandising to service, while also deepening the connection between our retail operation and the wider hospice. We'll be working to increase awareness of the hospice's work and the impact of every purchase. In addition. we'll be exploring the introduction of a structured house clearance service, creating a new income stream and helping us reach more supporters in our local community. Also, our very own Dr Adam Baker and his wife Dr Charlie Fleury went quite literally to the ends of the earth to carry out polar swims in the Arctic Circle and Antarctica in temperatures as low as -0.8 degrees. raising £8k. It is indeed gratifying to see the extreme lengths many people will go to. to support their local hospice. 15 WesLon Hospceoteiimitsd (Actynpany ￿rn￿ed LyGuaranteel Trustees. Annual Report fortheyearto 31st March 2025 Our Community Fundraising team continued to raise funds and awareness in our local community. One highlight was our Youth Enterprise Scheme, which involves mentors from local businesses supporting teams of students from Weston College's business course to raise funds by starting enterprises. Their projects raised over £7k. Another highlight was our Christmas Fayrewhich raised over £9k, with our sponsors Howards arranging for local school children to meet the real-life reindeer which we had as part of the day. Weston Hospicecare funding 2024125 Gifts in Wills 11% ICB'S 18% Lottery Fundrasing 21% Retail 43% Charitable Trust fundraising focused on core funding and refurbishment and our particular thanks go to Hinkley Point C Community Fund, The Albert Hunt Charitable Trust. the UK Net Zero Fund. the Malcolm Gunter Foundation, the One Stop Community Partnership, Morrisons Foundation, The Fairfield Charitable Trust and The Clark Foundation amongst others. Other Investment Powers and Policy Our investment portfolio is managed by Rathbones, who manage the funds according to a relatively low-risk profile consistent with the powers provided under the charity's memorandum and articles of association, and the investment policy set out by the trustees. The investment policy takes into account such factors as: A prudent level of reserves, as informed by regular reviews of the organisation's business plan. risk profile and reserves policy- A sufficient level of liquidity, and Appropriate diversification, at modest risk, within the investment asset pool. During thefinancial year. the investment yield of approx. 2.6%12024 2.7%) was a valuable source of income. Investment performance is closely monitored bi-monthly by the finance and business planning committee. As a matter of good governance a robust tender process is run periodically. Rathbones were re-elected as our investment managers in the most recent round in 2022. Our Weston Hospicecare Lottery raised 78k,12024 fj67kl. Revitalising our Lottery is a key focus of our 2024-26 strategy as we seek to increase players next year. Gifts in Wills came in at £659k. and we are incredibly grateful to those very special donors who chose to give in this way. A key highlight of the year included us joining with other Hospice's from across the UK in February 2024 for the National Hospice Legacy Campaign- raising awareness of the difference that Gifts in Wills makes in being able to offer free Palliative Care to all, for now, forever. We will continue with this partnership in 2025-26. We are extremely grateful to all our donors for continuing to support the delivery of free and exceptional care to people with life-limitirig conditions and their families across our community. Your continued support makes all the difference. Auditors In accordance with Charity Commission recommendations the directors periodically review our Audit and accountancy services provision. This exercise was last undertaken in 2021. 16 Weston HOSp￿a￿ ￿rnbled IAC¢mpany ￿Miled byGuarantetrl Trusteeg Annual Rewrt f¢r the year to 5tst Mar¢h 2025 Principle risks and uncertainties Financial - Pressure continues on both statutory and voluntary income streams. in particular fundraising income during these difficult economic times. Attention is currently being paid to the impact of inflation Iwage and generall, combined with public sector cuts. The Board. supported by its sub-committees. continuously monitors in year business performance and the medium and longer-term financial risks and opportunities, weighing up the need to manage costs tightly within available income against ensuring appropriate investment in improving and developing our offer to best meet the needs of our patients and the wider community. Financial- The Tiustees have considered whether there are any factors likely to affect the financial performance or position of the charity going forward and have identified that we, along with many other charities must analyse the impact of the current economic landscape and in particular the cost-of-living crisis and the increase in national living wage. The Medium-Term Financial Strategy considers these matters and how they might impact upon the overall finances through to March 2027. That said. the Hospice recognises the challenges of forecasting wider economic perforrnance in these uncertain times and will continue to review the key indicators throughout this period. Compliance-An integral component of protecting and enhancing our reputation is ensuring we are compliant on all aspects of our activity. The Strategic Flisk Register currently recognises and monitors three key elements of the compliance framework relating to CQC and clinical practices., HR and People activity and monitoring against Health and Safety compliance. The investment in Vantage, our new compliance management system has ensured there is greater visibility and iransparency to our overall performance and our continued investment in staff training is critical to ensuring all staff and volunteers remain up to date with any legislative change. Operational - recruitment and retention of staff across all areas of the business has presented a significant challenge since the COVID pandemic. Our investment in our staff through training, well-being support and a number of development channels is essential to both recruitment and retention and at March 2025, the number of vacant positions had dropped significantly with full establishment in place in clinical and medical areas. At this point it 15 Other areas of the organisation such as retail and housekeeping where the ability to successfully recruit is proving more challenging. Operational- ensure we have the ability to change the way we deliver services to respond to changing need. We work closely with stakeholders, including the patients who receive our services. as well as those who fund these services, to ensure that our activities are structured accordingly. In addition. we recognise the challenges of new technology and the different ways of communicating and processing transactions. The increasing risk related to cyber activities is managed proactively within the organisation, but we recognise that there is always more that can be done, and we continue to work in partnership with our IT service provider to actively mitigate this risk as it becomes more complex to manage. 17 Weston Hospiceeare knmiled (ACompatyDmll￿ tyGuèranteel Trusteeg Annual Report for the year to 31st March 2025 Reserves Policy The charity will seek to maintain sufficient reserves, according to its Reserves Policy which requires the calculation of reserves on both a going concern basis. and on a theoretical basis of close-down. The minimum level of reserves is calculated for both scenarios and the higher of these two informs the ongoing minimum level of reserves. This exercise has revealed Ihat the level of reserves demanded as a going concern is significantly higher than the level of reserves demanded for the theoretical close-down scenario, and thus it is the former which sets our level of reserves according to the calculation described below. future known issues e.g. trading losses. insofar as they have not been provided for in the financial statements. The total reserves predicted by this calculation will be further increased by a factor of IOQkn as insurance against. and to meet the problems posed by, unforeseeable events with both very low probability and very high impact, such as Ibut not restricted tol the COVID-19 pandemic. This factor of IO% is based on our experience during the COVID-19 pandemic, extrapolated over the period envisaged. The total funds held by the group at 31 March 2025 totalled £7.774k12024: £8,397kl per the details set out in note 23 to the accounts. The reserves that would be necessary to maintain the charity's full objectives and services, taking into account the reasonably likely risks of fall in income and increase in cost over a future two-year period, is used for the calculation on a going concern basis. Fiestricted funds at 31 March 2025 total £221k 12024: £506k). and are not available for general use by the Charity. Designated funds total £417k at 31 March 202512024 £597k) made up of the Friends fund. theJill Dando fund set up in 2019 in memory and honour of our former patron. on the 20th anniversary of her untimely death and a fixed assets and potential investment losses fund, created in 202823. Free reserves are defined in accordance with Charity Commission guidelines to exclude restricted and designated funds, and to exclude the value of fixed assets required to operate the hospice. Where a significant proportion of reserves relales to investment property the appropriateness of including its value will be assessed at the time of the calculation. Of the total funds referred to above, the free reserves available to the Charity, without the need to dispose of tangible fixed assets total £3.5m which would cover approximately 6 months running costs12024". £4.2ml. Reserve requirements are estimated by a risk-based approach estimating a plausible "worst case" reduction in our income streams and increase in our expenses- a range of annual percentage reductions between 5-30% are postulated forthe various income streams and a 5% annual increase is postulated for our expenses. The resulting cash impact is aggregated over a two-year period which is considered to represent a reasonable period associated with the worst case scenario and is long enough for us to readjust income streams and. if necessary. to reduce expenditure. There are also specific provisions made for The total unrestricted funds held by the group at 31 March 2025 were £7.6m. After deducting the value attributable to fixed assets. remaining free reserves were £4m. These have been allocated as follows: Risk of future investment losses £0.17m Identified 12 months capital expenditure £0.23m Future operating risk contingency £3.5m Leaving £O.Im available for investment in our charitable aciivities. The trustees are considering the extent to which these risks should be reflected in the statutory financial statements through the introduction of designated funds reflecting 18 Weston H4splce¢are brniied IAComparylimited tyGuarante*l Trustees'Annu31 Reportforth*y•arto 31st March 2025 the major risk categories, thereby giving the reader of the statements a better understanding of the funds available for investment in charitable activities. Fundraising Practices The Trustees confirm that Weston Hospicecare Limited undertakes its fundraising activities in accordance with best practice and in line with current Code of Fundraising Practice. There is abnormal uncertainty surrounding the economic risks noted above, which could have a significant impact on our operations. The cost of living crisis could severely restrict our fundraising activities as people may not be able to afford to give as much to charity. Therefore it is prudent and appropriate that we are endeavoring to protect remain ing reserves as best we can while building ourvoluntary income as fast as reasonably possible, to safeguard sustainability of our care, which thus far we have managed to maintain throughout and since the COVID pandemic. Weston Hospicecare Limited is registered wilh the Fundraising Regulator, the independent body established to set and maintain standards of appropriate charitable fundraising in the UK. We ensure we adhere to Ihe 'fundraising promise, as set out by the Fundraising Regulator. We take the management of our data very seriously and conform lo Data protection legislation. We only collect and use personal information for the use it was intended and do not sell or buy data to or from third parties. We send out four newsletters per year and those, along with any other communications, are based on the interest5 and wishes of the supporter. Pay rates for key management personnel The board of trustees and the senior management team comprise the key management personnel of the hospice. All trustees give of their time freely and no trustees received remuneration in the year. Details of trustees, expenses and related party transactions are disclosed in note 28 of the accounts. We have ensured that we are complying with the General Data Protection Regulations which came into force in May 2018 by continually reviewing our policies and practices relating to personal data, including our consent procedures and our fundraising database retention periods. We provide all of our supporters with clear and easy opportunities to change their communication preferences at any time. Our Privacy Notice. outlining how we use supporter data is available on our website or can be communicated verbally or in writing for those without internet access by calling our supporter care department. We also have a complaints procedure should anyone wish to raise an issue or complain about any of our activities {including fundraising). During 2024125 we didn't receive any complaints relating to our fundraising and communications practices. The current Chief Executive had his pay benchmarked against similar roles in cornparable organisations. A similar exercise relating to other senior managers was carried out in 2022-23. The Chief Executive and trustees undertake the pay review of other members of the senior management team, benchmarking informally. There is an emphasis on ensuring value for money whilst enabling the recruitment and retention of appropriate skills and experience. Weston Hospicecare Limited also raises funds from trusts, foundations and companies. Funds raised are used as per the supporter's wishes. whether set aside for specific purposes Irestrictedlor for general hospice expenses lunrestrictedl. We ensure that we comply with any agreed The remuneration paid to key management personnel is set out in note 14 to the accounts. 19 Weston Hosplcecare Urnited (AcoM￿nY1JMl1ed tyGuatanteel Trustee< Annual Report for the ye4rto Jlst March 2025 arrangements with our supporters such as named recognition in the statutory accounts. We also have robust internal control systems to ensure that the grants are spent for the specified purpose lif any) and closely monitored. Any requests for anonymity are always respected and adhered to. introduced a new fundraising initiative this year, the Business for care collective which we hope will provide us Wlth ongoing income for years to come. We are closely watching the situation with the NHS pay awards as this may affect our abilityto recruit and retain staff and we will continue to work closely with our Integrated Care Boards with whom we have built a strong relationship to share any concerns we have about sustaining pay increases. When entering into commercial partnerships we always obtain written agreements, making clear the roles and responsibilities of each party. The impact of cost of living including the national insurance increases means we expect to finish 2025126 with a deficit which if necessity will be funded from the surplus reported for prior years. We recognise that the users of our services and indeed our supporters can be vulnerable and require protection from abuse and exploitation. The privacy and dignity of our patients and sensitivity to their needs and wellbeing is paramount to us. Our safeguarding adults at risk policy governs how we deal with vulnerable people and this can be made available on request, as required by the Fundraising Regulator. Governance Alongside all usual governance activities, our key governance focus areas for 2025126 will include- The hospice risk management system and processes around annual review of risk registers. As a Hospice we now have introduced risk management software package Vantage which will be expanded further. Continually improve our information governance and GDPR improvement plan. including the possibility of a new document management system such as Sharepoint to better manage control and permissions of digital data. Plans for future periods Our financial focus during 202¥26 will once again be on the cost of living pressures we are now facing. We will also continue to look to develop ways we can reduce our carbon footprint and have already made several steps forward on this by installing solar panels on our main Hospice building and changing to LED both within the main Hospice building and across our Retail estate thanks to Net Zero grant funding from North Somerset Council. Clinical Services & Strategy Care for patients and their loved ones remains at the heart of everything we do. Plans were put on hold to refresh our in- patient unit bedrooms as we face cost of living pressures but we continue to strive to offer the best service we can to patients in our catchment area through continuous service assessmenl and improvements. One such improvement will be further focus on nurse-led admissions so that our patients have continuity of care from the community into our in-patient unit and a friendly face to help settle them at what can be such a daunting time. Budget 2025126 We expect the majority of 2025f26 to continue to be affected in one way or another by the cost of living crisis. We anticipate an increase in Fundraising income from the prior year as event participation increases and an increase in costs across the board. Retail income has flattened off and we are looking to make modest gains on our current portfolio of shops where as always, we look to maximise income. We have also 20 WeAon H05picecareUmited (ACornparyDmiied ty fAJaranteel Trustee¥ Annual Report ft*r the yearto Jlst March 2025 We will also finalise our hospice promotional videos which will be used to show what services we offer and help patients and families to realise that the Hospice isn't a scary place. We will also work on our Equity, diversity and inclusion improvement plan. For any future increase in services, we will request full funding from our Integrated care boards before we proceed. AGM then ratifies co-opted together with those retiring by rotation and offering themselves for re-election. The hospice gives all trustees an extensive 'Trustee Manual, to guide them as to how the charity operates and what is expected of them. Directors and trustees The directors of the charitable company are its trustees for the purposes of charity law and throughout this report are collectively referred to as the trustees. Some of the trustees are also directors of the subsidiary company. Strategy refresh Last year, the Hospice replaced it5 5- year strategy with a new 3-year strategy. The coming year the focus will be on delivery of our strategic intentions which will set the Hospice up for the foreseeable future, both operationally and financially and as always, will be patient focused. Progress on the strategy will continue to be tracked and reported on at board meetings. Recruitment and appointment of trustees New trustee5 are recruited to the charity following an assessment of the skills and experience within the team and identification of any gaps,. the aim is to have a broad range of skills and abilities including business. finance, human resources and clinical skills. All members of the Board are non-executive and the positions are unpaid. Structure, Governance and Management Organisation The main objective of the trustees is, in conjunction with the senior management team. to develop the strategic direction of the hospice ensuring that this remains within the remit of the charity, maintain the ethos and principles agreed. and to ensure that a robust monitoring system is in place to review performance. The day-to-day management ofthe hospice has been delegated to the Chief Executive and senior management team, consisting of. Chief Executive Director of Patient Services Director of Finance, IT and Risk Director of Fundraising Director of Retail Finance Manager Head of People Services Head of Estates and Facilities Palliative Care Consultant (j'oined May 251 Governing document Weston Hospicecare is a company limited by guarantee and a registered charity governed by its Memorandum and Articles of Association. Operating name The hospice operates under the name of Weston Hospicecare Limited. The hospice has one wholly owned trading subsidiary, Weston Hospicecare Mart Limited which deals with all new goods and commission on gift aid. Trustee induction and training Following selertion and recruitment. the prospective trustees receive an induction pack, which covers the responsibilities of a trustee within the charity and specific information about Weston Hospicecare Limited, and receive training where appropriate. The existing Board of Trustees can co-opt new trustees at any time. usually after a probationary period as an observer. The There are bi-monthly meetings of the Board of Trustees and the senior management team attend these. In addition, sub- committees consist of trustees and the 21 We51on Hospicecarebmitsd (Acompany bmited lyj Gua¢an￿e} Trustees. Annual Reportfor the year to Slst March 2025 senior management team, meeting bi- monthly as a rule, covering subjects such as clinical governance, finance and business planning and income generation. Each sub-committee has its own terms of reference. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable group will continue in operation. The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable 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 step5 for the prevention and detection of fraud and other irreguSarities. There is appropriate clinical governance in place to monitor and improve our service. Monitoring of staff and public health and safety is core to governance at all levels. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable group's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. ststement as to disclosure to our auditors In so far as the trustees are aware at the time of approving our trustees, annual report: There is no relevant information. being information needed by the auditor in connection with preparing their report. of which the group's auditor is unaware" and The trustees. having made enquiries of fellow directors and the group's auditor that they ought to have individually taken, have each taken steps that he/she is obliged to take as directors in order to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. Trustees. responsibilities in relation to the financial statements The Trustees (who are also directors of Weston Hospicecare for the purpo*s of company lawl are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards Iunited Kingdom Generally Accepted Accounting Practice). Company and charity 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 the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing these financial statements, the Trustees are required to". Select suitable accounting policies and then apply them consistently, Observe the methods and principles in the Charities SORP", Make judgments and estimates that are reasonable and prudent., and This Report, incorporating the Strategic Report. was approved by the Trustees and signed on its behalf by. Mark Andrew5 Chair 25th September 2025 22 w*on H05pKecareknmited (ACornpaDy ￿rnited LyGuar3ht*l Trustees. Annual Report for the year to 315t Marth 2025 Organogram Board of Trustees CEO Support Services Dirertor of Patient Services Director of Finance. IT and Risk Director of Fundraising Director of Retail and Head of Communications People Services Estates and Facilities Catering Housekeeping Reception Training Volunteers Inpatient Unit Community Day Hospice Finance Risk Events & Challengès Trusts & Grants Lottery Gifts in Wi115 Corporate Community Indtvidual Giving stores Warehouse OnlineTrading Logistics Communications Family Support Team Bereavement Chaplaincy Companions Complementary Therapy Occupational Therapy Physiotherapy Volunteers Weston H05picecare Umlte£l WcOmpary￿rnit￿d tyGuarantee> Trustees. Annual Reportfor the yearto 31st Marth 2025 Reference and Admin details Charity Number.. Company Number: Registered Office: 900328 02414541 Jackson-Barstow House, 28 Thornbury Road, Uphill, Weston-super-mare. North Somerset, BS23 4YQ Our advisors Auditors: PKF Francis Clark, Blackbrook Gate I, Blackbrook Business Park, Taunton. TAI 2PX Bankers: Lloyds Bank plc, 2 South Parade, Weston-super-mare, BS23 IJL 501 icitors- Bennetts Solicitors, Barley Wood Stables, Wrington. Bristol, BS40 5SA Investments Advisors: Rathbone Brothers plc, I Curzon Street, London. Wlj SFB Investment Managers Rathbone Brothers plc, I Curzon Street. London, Wlj SFB CCLA Investment Management Ltd, 80 Cheapside, London, EC2V 6DZ Directors (frustees) The Directors of the charitable company (the charity) are its trustees for the purpose of charity law. The trustees and officers serving during the year and since the year-end were as follows: Ih Dr Peter Smith, Chair Iresigned 27 March 25) rh Mark Andrews, Chair lappointed Chair 27 March 25) John Bangham, Vice Chair. Treasurer John Katsouris Dr John Dixon Sam Walker Christopher Georgiou (resigned 23 January 25} Corrine Thomas Mark Antoine Sheila Dominey Jan Poulton-sadler Jade Martin lappointed 27 March 251 rd th Patrons Judi Driscoll Michelle Michael Secretary Roslyn Seymour The key management personnel serving during and since the year end Chief Executive Officer Paul Winspear Director of Patient Services John Bailey Director of Retail Emma King Director of Finance, Risk and IT Peter Sloman Director of Fundraising and Communications Julian Hall (resigned 12 December 241 Director of Fundraising Head of People Services Finance Manager Head of Estates and Facilities Palliative Care Consultant th Ih Kathryn Watts lappoinled 24 February 251 Sonja Hammond Roslyn Seymour Fiona Wilkie Fiona Chiplen tioined SMT13 May 251 24 Wes¢on WicKarelimited tACompany ￿rnited tyGuaRTrteEI lThYependent audi￿￿5 rerortto the rnembers ofweston Hospicecare LKmited fw theyeart• 31st Ma￿h 2025 Independent auditor's report to the members of Weston Hospicecare Limited Opinion We have audited the financial statements of Weston Hospicecare Limited Ithe 'Charitable Company'l for the year ended 31 March 2025 which comprise the Consolidated siatement of Financial Activities, the Group and Charitable Company Balance Sheets, the Consolidated Cash Flow Statement, and Notes to the Financial Statements. including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS102 The Financial Reporting Standard applicable in the UK and Flepublic of Ireland Iunited Kingdom Generally Accepted Accounting Practice}. In our opinion the financial statements- give a true and fair view of the state of the Group and Charitable Company's affairs as at 31 March 2025 and of the Group's incoming resources and application of resources, including income and expenditure, for the year then ended; have been properly prepared in accordance wiih United Kingdom Generally Accepted Accounting Practice" and have been prepared in accordance with the requirements ofthe Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing {UKI {ISAs IUKII 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 independenl of the Charitable Company in accordance with the ethical requirements that are relevant to our audit of thefinancial 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 the trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work that 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 frorn when the original financial statements were authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. Other information The trustees are responsible for the other information. The other information comprises the information included in Ihe 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. In connection with our audit of the financial statements. 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 25 We*on Hospicecareiimited tACornpany knmited tycrtwartsel IndepeiKlent audttrfs report w the members ofWe5ton Hoslpicecare L¢mitsd forth•ygarto Slst March 2025 misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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 the audit: the information given in the Trustees, Report for the financial year for which the financial statements are prepared is consistent with the financial statements: and the Trustees, Report has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception In the light of our knowledge and understanding of the company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees, Report. We have nothing to report in respe￿ of the following matters where the Companies Act 2006 requires us to report toyou if. in our opinion- adequate accounting records have not been kept, or return5 adequate for our audit have not been received from branches not visited by us. or the financial statements are not in agreement with the accounting records and returns; or certain disclosures of trustees, remuneration specified by law are not made" or we have not received all the information and explanations we require for our audit; or the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies exemption in preparing the strategic report. Responsibilities of Trustees As explained more fully in the Statement of Trustees, Responsibilities set out on page 21, the trustees 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 15 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 trustee5 are responsible for assessing the company's ability to continue as a going concern. disc105ing, as applicable. matters related to going concern and using the going concern basis of accounting unless the directors Èither intend to liquidate the 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 IUKI 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- 26 Weston H¢Jsr*cecare Umited (Acornpany ￿rnited ￿Gu￿ant￿l Indyndentauditorfsreport to the rnernbers ofwesion Hos[pi￿care ￿mIled fortheyear to 31st March 2025 As part of our audit planning we obtained an understanding of the legal and regulatory framework that is applicable to the Group. We gained an understanding of the sector in which the Group operates as part of this assessment to ider)tify the key laws and regulations affecting the Group. The regulatory environment was discussed with the relevant individuals responsible for compliance and the Group's website for indication of any regulations and certification in place. The key regulations we identified were health and safety regulations, CQC regulations and breaches of The General Data Protection Regulation I'GDPR"). We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities: Statement of Recommended Practice (SOF2PI. We discussed with management how the compliance with these laws and regulations in monitored and discussed policies and procedures in place. As part of our planning procedures, we assessed the risk of any non-compliance with laws and regulations on the Group's ability to continue operating and the risk of material misstatement to the accounts.we also evaluated management's incentives and opportunities foi fraudulent manipulation of the financial statements. Based on this understanding we designed our audit procedures to identify non-compliance with such laws and regulations. Our procedures involved the following: Enquiries of management regarding their knowledge of any non-compliance with laws and regulations that could affect the financial statements. Review of up to date correspondence with the CQC, CQC website and last inspection report to identify any non-compliance. Review of the group's GDPR policy, search of the ICO website and enquiries to the Data Protection Officer as to the occurrence and outcome of any reportable breaches. Reviewed legal and professional costs to identify any possible non-compliance or legal costs in respect of non-compliance. We assessed the susceptibility of the financial statements to material misstatement through management override or fraud, including in relation to cash income and expenditure, and obtained an understanding of the controls in place to mitigate the risk of fraud. We also discussed with management whether there had been any instances of known or alleged fraud, of which there were none. Based upon our understanding we designed and conducted audit procedures including: Audited the risk of management override of controls. including through testing journal entries and other adjustments for appropriateness. and evaluating the business rationale of significant transactions outside the normal course of business. Audited revenue and income recognition including that revenue is only recognised to the extent that the entity obtains right to consideration for its performance, and that this can be measured with reasonable accuracy. Reviewed estimates and judgements made in the accounts for any indication of bias and challenged assumptions used by management in making the estimates. Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements. The risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error. as fraud may involve deliberate omissions, collusion, forgery, misrepresentations. or the override of internal controls. We are also less likely to become aware of instances of non-compliance with the laws and regulations that are not closely related to events and transactions reflected in the financial statements. 27 Weston H¢sp1cetare￿m￿l ed (Acornpany Umited bJGuaranteel Independentauditofs tothe members of Weston Hostpice¢are tsmited for the yearto 31st March 2025 A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at vrrfm.rrc.org.uk/auoitor5respon5ibilitiei. This description forms part of our auditor's report. Use of the audit report This report is made solely to the Charitable Company's members, as a body, in accordance with Chapter 3 of Part16 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 perrnitted by law, we do not accept or assume responsibility to anyone other than the Charitable Company and the members as a body. for our audit work, for this report. or for the opinions we have formed. Neil Hitchings (Senior Statutory Auditor) PKF FRANCIS CLARK Chartered Accountants and Statutory Auditor Blackbrook Gate I Blackbrook Business Park Taunton Somerset TAI 2PX Date: 26 September 2025 28 Consolidated Statement of Financial Activities lincluding the Income and Expenditure Account) ft>T the year to 31st March 2025 Weston HoSPtetare￿MIled IAc¢mpawumitwJ tyCu*anteel Unrestricted Funds Restricted Funds General Designated Total Funds Total Funds 2025 2025 2025 2025 2024 Note Income and Endowments from: Donations and Gifts in Wills 3 244,460 1,413,729 3,106,275 121,868 1,658,189 1,034,626 Other trading activities Investment income 3,106.275 3.159,660 121,868 136,164 Charitable activities 1,236339 1.236,339 1,116,501 Other income 31,298 31,298 13,421 Total income 244.460 5909 6,153,969 5,460,372 Expenditure on: Raising funds 8.9.10 149 3.213,216 3,213365 2,982.590 Charitable activities ii 24.936 3.469.714 975 3,495.625 3.119,311 Total Expenditure 25,085 &682,930 975 6,708,990 101,901 Gains and (losses) on revaluation and disposal of investment assets (67,6751 167,6751 112,633 Net Income/lExpenditurel 219,375 1841.096) 19751 1622,6961 {528.8961 Transfers between fund5 {504337) 683.665 79,3281 Net movement of funds for the year 1284962) 057.431) (180303) (622,696) (528,896) Total funds at Ist April 2024 505.810 7,293.993 597,000 8,396,803 8,925,699 Total funds at 31st March 2025 23,24 220048 7.136,562 416,697 7,774,107 8J96,803 29 Consolidated Statement of Financial Activities (including the Income and ExpeditureAccountl for the year to 31st March 2024 Wesion H05pittcare ￿miled (Acornparyknmired bJGuarantel Unrestricted Funds Restricted Funds General Designated Total Funds Total Funds 2024 2024 2024 2024 2023 Note Income and Endowments from: Donations and Gifts in Wills 3 129.806 904,820 1,034,626 3,159,660 136,164 1,116.501 1,605,232 3,040,926 Other trading activities Investrnent income 3,159,660 136.164 1.116.501 102,243 1,148,079 22,988 Charitable activities Other income 13.421 13.421 Total income 129,806 S330￿66 5,460372 5,919,468 Expenditure on: Raising funds 8,9,10 1.617 2,980,973 2,982.590 2,664,635 Charitable activities ii 39.482 3,078,710 1.119 3.119,311 2.722,997 Total Expenditure 41,099 6,059.683 1,119 6,101,901 5,387,632 Gains and Ilossesl on revaluation and disposal of investment assets 112.633 112,633 1275,5351 Net IncomellExpenditurel 88,707 1616,4841 0.1191 (528,8961 256,301 Transfers between funds 23 1462881 216,303 070,0151 Net movement of funds for the year 42,419 (400,181) ￿￿,134) (528,896) 256JOI Total funds at Ist April 2023 463391 7.694,174 768,134 8,925,699 8,669,398 Total funds at 31st March 2024 23.24 505.810 7,293.993 597,000 8J96,803 8,925,699 30 Consolidated Balance Sheet as at 31st March 2025 Weston H05picecare ￿Mit￿j (Acompany ￿mfÈtd tyGuatanteel 2025 2025 2024 2024 Note Fixed assets Intangible assets Tangible assets Investments 16 49,678 7,154 3,507,372 17 3.606.401 18 3,632,988 4,075349 7289,067 7,589,875 Current assets Stocks 19 35,139 36,219 494,377 Debtors 20 626,449 Cash at bank and in hand 419507 846,681 1,081,095 1,377,277 Creditors: amounts falling due within oneyear 21 (591.0551 1570,3491 490,040 806,928 Net Current assets Provisions 15,000) Total assets less current liabilities 7,T74,107 8,396,803 Charity Funds Restricted funds 23 220,848 505,810 Unrestricted funds- General funds 7.136.562 416.697 7,293,993 Designated funds 597,000 7,774,107 8,396,803 The financial statements were approved and authorised for issue by the Trustees on 25th September 2025 and sig d on their behalf by.. Mr.J. Bangham Treasurer The notes on pages 34 to $7 form part ofthese financial statements. Company Registered Numbei: 02414541 31 Charity Balance Sheet as at 31st March 2025 Weston Hosp￿e¢are1i￿1tsd (Acornpany ￿MILed bJGuaranteel 2025 2025 2024 2024 Note Fixed assets Intangible assets Tangible assets Investments 16 49,678 7,154 3,507,372 17 3,606,401 18 3,633,988 4.076,349 7.590.875 7.290.067 Current assets Stocks 19 Debtors 20 629,376 494,111 Cash at bank and in hand 400,670 833,925 1,030.046 1.328,036 Creditors= amounts falling due within one year 21 1585,6961 1566,7981 Net current assets 444350 761,238 Provisions 22 (5.000) Total assets less current liabilities 7.729,477 8,352,113 Charity Funds Restricted funds 23 220.848 505,810 Unrestricted funds - General funds 7,091.872 416,697 7,249,303 Designated funds 597,000 7,729,417 8352,113 The charity has taken advantage of the exemption contained within 408 of the Companies Act 2006 not to present its own Income and Expenditure Account. The income and expenditure account for theyear dealt with in the accounts of the group was a £623k deficit12024: £529k deficitl- The financial statements were approved and authorised for issue by theTrustees on 25th September 2025 and sign on their behalf by. Mr.J. 8angham Treasurer The notes on pages 34 to 57 form part of these financial Statements. Company Registered Number: 02414541 32 Consolidated Cashflow Statement for the year to 31st March 2025 West¢n Hospicecwe ￿Mi(8d (ACoMpany￿rn$ted tyGuaranteel Cashflow Statement Note Total funds 2025 2024 Cashflows from operating activitie& Net cash (used in)/provided by operating activities 25 {524.8961 182,0801 Cash flows from investing activities Dividends and interest from investments 121.868 136,164 Purchase of intangibles. property, plant and equipment 16.17 {405.8321 1817,3071 Proceeds from Sale of plant and equipment 7,000 Purchase of investments 18 (809.9231 1914,838) Proceeds from sale of investments 18 1.184,609 884,863 Net cash provided by(used by) investing activities 97.722 (711,118) Change in cash and cash equivalents in the reporting period {427.1741 1793,1981 Cash and cash equivalents at the beginning of the period 846,681 1,639,879 Cash and cash equivalents at the end of the period 25 479￿07 846,681 The notes on pages 34 to 57 form part ofthese financial statements 33 We#on H¢spware Limited (AC¢mpany Dmiied ￿G￿lar**I Notes to the Financial Statements for the year ended 31st Mareh 2025 l. General Information Weston Hospicecare Limited is a charity registered in England and Wales and a private company limited by guarantee. The registered off5ce is Jackson-Barstow House, 28 Thornbury Road, Uphill, Weston-super-mare, BS23 4YQ. 2. Accounting Policies Basis of preparation of financial statements The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Fieporting Standard applicable in the UK and Republic of Ireland IFRS 1021, Icharities SORP IFRS 10211, the Financial Reporting Standard applicable in the UK and Republic of Ireland {FR51021 and the Companies Act 2006. Weston Hospicecare meets the definition of a public entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notelsl. The financial statements are prepared in sterling which is the functional currency of the charity and group and rounded to the nearest pound. Comparative information relates to the year ended 31st March 2024. Preparation of the accounts on a going concern basis The charity reported a cash outflow of £427k during the year. The Trustees aim to achieve a balanced financial performance. and they are confident that the steps that they have undertaken this year will result in a continued positive performance over the next 1-3 years. The Charity has reserves as disclosed on page18 which the trustees consider adequate to support the Charity in the unlikely event that the anticipated positive performance over the next 3 years is not quite achieved and, on this basis, the Trustees have prepared the accounts on a going concern basis. Basis of consolidation The financial statements consolidate the accounts of Weston Hospicecare Limited and of its subsidiary undertaking I'subsidiary'l on a line-by-line basis. The charity has taken advantage of the exemption contained within 408 of the Companies Act 2006 not to present its own Income and Expenditure Account. The income and expenditure account for the year dealt with in the accounts of the group was a £623k deficit12024: £529k deficitl- Company status The charity is a company limited by guarantee. The members of the company are the Trustees named on the reference and administrative details page. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. 2.5 Fund accounting General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the chaiity and which have not been designated for other purposes. Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements. 34 Weston Hospcecare ￿rnited IACornparty bmired tyGuaranteel Notes to the Financial Statements for the yèar ended 31st March 202S Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charityfor particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. Investment income, gains and losses are allocated to the appropriate fund. Income Income is recognised when the charity has entitlement to the funds. any performance conditions attached to the itemlsl of income have been met, it is probable that the income will be received. and the amount can be measured reliably. Income from government and other grants. whether capital grants or revenue grants is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met. it is probable that the income will be received, and the amount can be measured reliably and is not deferred. For Gifts in Wills, entitlement is taken as the earlier of the date on which either the charity is aware that probate has been granted the estate has been finalised and notification has been made by the executorls} to the Trust that a distribution will be made. or when a distribution is received from the estate. Receipt of a gift in will in whole or in part, is only considered probable when the amount can be measured reliably, and the charity has been notified of the executor's intention to make a distribution. Where Gifts in Wills have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met then the gift in will is treated as a contingent asset and disclosed if material Isee note 301 Expenditure Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activitie& Where costs cannot be directly attributed to particular activities. they have been allocated on a basis consistent with the use of the resources. Cosls of generating funds are those costs incurred in fundraising and those costs incurred in trading activities that raise funds. The costs of charitable activities are those of providing a community-based specialist palliative care service. Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements. Intangible Assets Intangible assets over £500 are capitalised and stated at cost less amort15ation. Amortisation is provided so as to write off the cost over their useful lives as follo Computer software over 3 years 35 Wesron Hospicecare ￿rnited (Acompany LIM•￿ tyGuaranteel Notes to thè Financial Statements foythè yèar ended Jlst March 2025 Tangible fixed assets and depreciation Tangible fixed assets over £500 are capitalised and stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets. less their estimated residual value, over their expected useful lives on the following bases.. Freehold property 2% straight line, except where an asset is re-lifed Leasehold Property evenly over the life of the lea Motor vehicles 25% straight line Fixtures & fittings 200A straight line Computer equipment over 3-5 years Medical Equipment 25% straight line Freehold property is stated at cost or valuation in the balance sheei less accumulated depreciation to date. Assets under construction are capitalised but not depreciated until they are commissioned. 2.10 Investments Listed investments are stated at market value at the balance sheet date. The Statement of Financial Activities includes the net gains and losses arising on revaluations and disposals throughout the year. Investments in subsidiaries are valued at cost less provision for impairment. These are valued at cost as there is not thought to be a significant difference with their market value. 2.11 Stocks Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and 51ow-moving stocks. Items donated for resale are nol included in the financial statements until they are sold. 2.12 Debtors 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. 2.13 Cash at bank and in hand Cash at bank and cash in hand includes cash and short term highly liquid investments. 2.14 Creditors and provisions 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 and can be measured or estimated reliably. 36 Weston Hc6picecare knrnited IACompany ￿rnited iyGuar3nteel Notestothe Financial Statements for the year ended 31st March 2025 2.15 Financial instruments The Charity only has financial assets and liabilities of a kind that qualify as basic financia instruments. Basic financial instruments are initially recognised at transaction value and subsequently measuied ai their settlement value. 2.16 Pensions Employees can join a defined contribution pension scheme which is administered by Scottish Widows. The group also contributes to the NHS pension scheme on behalf of a number of staff who are eligible to join such schemes. Staff transferring from the NHS may continue to contribute to the NHS scheme. The NHS scheme is a defined benefit scheme but the charity is unable to identify its share of the underlying assets and liabilities and as permitted by FRS 102 (section 17 of Charities SORPI, it accounts for the Plan as if it were a defined contribution scheme. As such these accounts do not recognise any assets or liabilities in relation to this scheme. 2.17 Donations in kind In addition to the amounts included in the financial statements, the organisation benefited from many hours of volunteer help during the year, most of which came in the form of direct assistance in manning the administration office. fund raising. publicity and uncharged professional services. The charity could not have achieved its current level of accumulated funds or clinical service provision without their gratefully received assistance. Volunteers time is not recognised in the financial statements. We have also received support from local businesses such as donations of food and drink items which have been invaluable when running our events. Gifts in kind are not recognised in the financial statements. 2.18 Operating lease agreements Rentals applicable to operaling leases where substantially all of Ihe benefits and risks of ownership remain with the lessor are charged against income on a straight-line basis over the period of the lease. 2.19 Judgements and key sources of estimation uncertainty The preparation of the financial statements requires management to make some judgements, estimates and assumptions that affect the amounts reported for assets and liabilities as at the balance sheet date and the amounts reported for income and expenditure. However, the nature of estimation means that actual outcomes could differ from those estimates. A key area of judgement in these financial statements is the recognition of legacy income, which requires judgement about whether the income is probable or not, and whether Weston Hospicecare holds entitlement to the monies. There is also estimation ur)certainty regarding the reliability of the amount to be received. Many of the Gifts in Wills in the pipeline will include properties or shares which are inherently uncertain in value as well as sometimes there being uncertainty regarding the amount of the estate to which Weston Hospicecare is entitled. The value of accrued income relating to Gifts in Wills has been estimated at £48k at 31st March 2025 12024 £90kl. There are also judgements made in determining whether provisions are required and at what value. A provision for dilapidation has been made either where a specific claim has been registered, or where a lease is due to end within the next three years and Weston Hospicecare 37 Weston Flospkecare ￿mIL￿ (Acwnpany iirnitKI iyGuaranteel Notes to the Financial Statements for the year ended 31st March 2025 does not intend to renew the lease- for properties where the lease is intended to be renewed, such properties are maintained annually to a standard where the risk of dilapidation costs are negligible and therefore no provision is made. A dilapidations provision of £5k is held at the year-end relating to one shop and is disclosed in note 2212024 nill. 2.20 Employee Benefits Short-term employee benefits and contributions to defined contribulion pension schemes are recognised as an expense in the period in which they are incurred. 3. Donations and Gifts in Wills Restricted Unrestricted funds funds Total funds Restricted Unrestricted funds funds Total funds 2025 2025 2025 2024 2024 2024 Trusts and grants 243,460 49,775 293,235 128,806 28,500 157306 Covenanls and Gift Aid 294,628 294,628 302,806 302,806 Other Donations and Collections 1,000 410.005 411,005 1.000 341.102 342,102 Gifts in Wills 659321 659J21 232.412 232,412 244,460 1,411729 1,658,189 129,806 904,820 1,034,626 Other trading activities Restricted Unrestricted funds funds Total funds Restricted Unrestricted Total funds funds funds 2025 2025 2025 2024 2024 2024 Fundraising Lottery 492.031 491031 466,736 466,736 160,575 160,575 167,112 167,112 Shops 2,453.669 1453,669 2,525,812 2,525,812 3.106,275 3.106,275 3,159,660 3,159,660 38 Weston Hwwcecareumited IACompany Limited ￿G￿aRnIe2j Note5 to the Financial Statements for the year ended 31st Mareh 2025 S. Investment Income Restricted Unrestricted funds funds Total funds Restricted Unrestricted funds funds Total funds 2025 2025 2025 2024 2024 2024 Dividends receivable 88.145 8&145 100,798 100,798 Interest receivable 33.723 33,723 35,366 35,366 121,868 121,868 136,164 136,164 & Charitable activities Restricted Unrestricted Designated Total Restricted Unrestricted Designated Total funds funds funds funds funds funds funds funds 2025 2025 2025 2025 2024 2024 2024 2024 In-patient Unit 839.410 839,410 745,701 745,701 Community 235,793 235,793 221,220 221,220 Day Services 58,958 58,958 55,937 55,937 Other Patient Services 102,178 102,178 93,643 93,643 I,236J39 I,236J39 1,116,501 1,116,501 39 Weston Ho$picec3re￿rnlted IACompanyknmiied tyGuaranteÈl Notès to the Financial Statements for the year ended 31st March 202S 7. Other Income Restricted Unrestricted funds funds Total funds Restricted Unrestricted funds funds Total funds 2025 2025 2025 2024 2024 2024 Other income 31.298 31298 13.421 13.421 51,298 31298 13,421 13,421 8. Costs of raising funds- voluntary income Unrestricted Design Support ated Unrestricted Design ated Restricted funds Total funds Restricted funds Total funds Direct Direct Support 2025 2025 2025 2025 2025 2024 2024 2024 2024 2024 Fundraising 129,948 47,527 l77h75 107,5T7 42,914 150,496 Depreciation 575 958 1,541 1.196 844 1.066 3,106 130523 48.485 179,016 1201 108.421 43.980 153,602 40 Wesity) Hospte¢atetsmited IACrffiparyUmiied tyGuarantttl Notes to the Financial Statements for the year ended 31st March 2025 9. Costs of raising funds - fundraising Unrestricted Design Support ated Unrestricted Restricted funds Total Restricted fijnds funds Design Support ated Total funds Direct Direct 2025 2025 2025 2025 2025 2024 2024 2024 2024 2024 Fundraising 25 297.537 88,167 385,729 298,466 81304 379,777 Lottery 72,959 15,872 88.831 72.160 15,485 87,647 Shops 116 2,062,426 358,859 1421,401 1,910,211 317,167 2,227,387 Depreciation 104,811 9,489 ii4JOO 398 99.249 10,561 110,208 Loss on disposal of fixed assets 492 492 141 2￿38,225 472387 3,010,753 416 1380.086 424517 2,805,019 10 . Costs of raising funds - Investment management costs Restricted funds Unrestricted Total funds Restricted funds Unrestricted Total funds Direct Support 2025 Direct Support 2024 2025 2025 2025 2024 2024 2024 Investment managers fees 23,596 23.596 23,969 23,969 23￿96 23596 23,969 23,969 41 We51on Hosricecare Ltmited IACompanylimited tyGuaranteel Notes to the Financial Statements forthe year end¢d 31$1 Mareh 202S 11. Expenditure on charitable activities nrestricted Unrestricted Design Direct Support ated Restricted funds Design Support ated Total funds Restricted funds Total funds Direct 2025 2025 2025 2025 2025 2024 2024 2024 2024 2024 In-patient Unit 1667 1.050,002 558,673 283 1.610.625 4,700 971.698 484,703 579 1.461,680 Community i.oii 459,660 113.567 Y14238 1,773 444.841 110.820 480 557,914 Day Hospice 1,102 146.269 153,508 530 301.409 1585 152,775 119,543 60 273,963 Other Patient Setvices 4.884 786,515 119,525 162 911.086 8,251 644,148 95,473 747.872 Depreciation 16,272 44,803 37.192 98,267 23,173 13,320 41,389 77.882 24,936 2,487,249 981465 975 3.495.625 39,482 2226,782 851,928 1,119 3.119.311 12. Governance costs Restricted funds Unrestricted Direct Total funds Restricted funds Unrestricted Total funds Support 2025 Direct Support 2024 2025 2025 2025 2024 2024 2024 Audit fees 16,407 16.407 15,697 15,697 Auditors non-audit costs 11.896 11,896 14,714 14,714 Trustee indernnity insurance 598 598 638 638 Trustee other professional fees 3,540 3,540 28,901 28,901 34,589 34,589 Governance costs shown above are no longer separately disclosed on the dace ofthe SOFA but are included within SUPPOrt cost5. 42 West¢n H¢wware Umired (Acornpary￿rnlLed tyGuaranteel Notes to the Financial Statements tor the year end•d 31st March 2025 13. Net Income/(Expenditure) This is stated after chargingllcreditingl: Total funds Total funds 2025 2024 Arnortisation of intangible fixed assets 5.726 2.658 Depreciation on tangible fixed assets 255,264 215,060 Profit on disposal of fixed assets 3,711 Operating lease costs (land & buildings) 270.115 259,446 Operating lease costs {otherl 1,963 1.526 Audit fees 16,275 15,697 Auditors non-audit fees (Corporation tax) 890 1,213 Auditors non-audit fees (VAT advice) 12,000 13.500 l& Staff costs Staff costs were as follows: 2025 2024 Wages and salaries 3.975,081 3,682,079 Social security costs 345,759 309,374 Defined contribution pension costs 243.761 236,386 4,564,601 4,227,839 Social security and pension costs are allocated to activities in proportion to the related staff costs incurred. During 2024/25 Redundancy and Termination payments amounted to £5,054 (2024: Q,000) 43 Weston Htsspicecare￿mlced (Acompany ￿MIle￿ bJGuatanteel Notes to the Financial Statement5 for the year ended 31st March 202S The key management personnel of the group. all employed by the Charity, were as follows.. 2024125 and 2023124 Chief Executive Director of Patient Services Director of Retail Director of Fundraising & Communications Director of Finance, IT and Risk Finance Manager Head of People Services Head of Estates and Facilities The total employee benefit of the key management personnel was £536.30212024: £545,707) The average monthly number of employees during the year were as follows: 2025 2024 Number Number Fundraising ii 12 Shops 60 Clinical 69 65 Premises and support 19 21 Management and administration ii io 173 168 -rhe number of higher paid employees were: 2025 2024 Number Number In the band £60.001-£70,000 In the band ￿0,001-£80.0Oo In the band £80,001-£90.000 In the band £90,001-EIOO.000 During the year pension contributions of £35.622 (2024: £34,872) were made on behalf of the staff earning in excess of £60,000. 44 weston Hospiceeare Umited IACampany ￿rnited tyGuaranteel Notesto the Financial Statements forthè year ended 31st March 2025 LD w o o rfj (o ￿ Ln tr+ UJ O Ln r4 * O 45 Wellon Hosprecare bmited (Acompany Lirnitrd tyGuaranteel Notes tothe Financial Statèmènts for the year ended 31st March 2025 16. Intangible assets Computer software Charity and Group Cost At Ist April 2024 97,064 Additions 40.000 Disposals Transfer between classes 8250 As at 31st March 2025 745￿14 Amortisation As at Ist April 2024 89.910 Charge for the year 5.726 On disposals As at 31st March 2025 95,636 Net bookvalue At 31st March 2025 49,678 At 31st March 2024 7,154 Amortisation is included in the consolidated statement of financial activities within restricted and unrestricted expenditure on charitable activities. weston Hospieeeafe umited Wcompanylimittij tyGuaranteel Not￿ to the Financial Statements tor theyear ended 31st March 202S 17. Tangible fixed assets Freehold slterm leasehold property property Motor vehicles Fixtures & fLtting5 Group Cost At Isr Aprll 2024 Additions 4316.058 359.844 73,036 410,743 158.4 1.054 76,416 Disposals Transfer between classes (125001 11.9941 128.439 At 31st Mar¢h 2025 4.602.958 360.898 60,536 485.165 Depreciation At Ist April 2024 Charge for the year On disposals Transfer between classes 1.424316 161.753 49,804 304,198 109.S36 34,737 11,165 40,306 2,5001 ,0301 At 31st March 2025 1533.8S2 196.490 48,469 343,474 Net book value At 31st March 2025 3,069,106 164.408 IiOe7 141,691 At 31st March 2024 2,891.742 198.091 23,232 106,545 Assets under construction Computer equipment Medical equipment Total Group C05t At Ist April 2024 Additions 144.471 144.239 244.361 5,691752 36S832 127,400) 18,250) 6,022,934 83587 13.824 32,490 Disposals Transfer between classes 0.7051 1136.6891 13,7561 17,4451 At 31st March 2025 154307 269.406 Depreciation At Ist April 2024 Charge for the year On disF)osals Transfer between classes 87,235 158.074 Z185J80 29.816 29.704 255264 13.7561 16.8251 124in) At 315t March 2025 113.295 180.953 1416,533 Net book value At 31st March 2025 89,664 41.012 8&453 3,60&40l At 31st March 2024 144.471 57.004 86.287 3,$07372 47 Weston Hospicecare Lirnited (Acomparyknmited tyGuaranteel Note5 to the Financial Statements for theyear ended 31st Mareh 2025 Freehold slterm leasehold property property Motor vehicle5 Fixtures & fittings Charity Cost At Ist April 2024 Additions 431fi058 359.844 73.036 379,365 158.461 76.416 Disposals Transfer between classes 112,5001 11,9941 128,439 At 31st Marth 2025 4.602.958 360.898 60,536 453.787 Depreeiation At Ist April 2024 Charge for the year On disposa15 Transfer between classes 1.424316 161.753 49.804 272.820 109536 34.737 11,165 40.306 1125001 11.0301 At 31st March 2025 1533,852 196.490 48,469 312,096 Net book value At Jst March 2025 &069.106 164408 141,692 At SEst March 2024 2.891.742 198.091 23232 106.546 Assets under construction Computer equipmènt Medical equipment Total Charity Cost At Ist April 2024 Additions 144.471 144239 244,361 5,661J74 835S7 13.824 32,490 365,832 Disposa15 Transfer between classes ,7051 36.6891 (3,7561 (7,4451 127hOOI 182501 s,991￿56 At 31st March 2025 89.664 154307 269,406 Depreciation At Ist April 2024 Charge for the year On disposals Transfer between classes 158.074 2,154002 29.816 29.704 255,264 13.7561 16,8251 124,111) At Slst March 2025 113.29S 180.953 138S155 Net book value At Slst March 2025 89,664 41,012 8&453 3,606,401 At 31st March 2024 144.471 57,004 86287 3.507.372 48 w*on Hospicecare Umited IAComparyLirnited tyGuaIart￿I Notes to the Financial Statements for the year ended 31st March 2025 18. Fixed asset investments Investments Group Market value At Ist April 2024 4,075349 Additions 809,923 Disposals (1,184,609) Gains on disposals/revaluations (67,6751 At 31st March 2025 3.631988 Historical cost 3,499,831 2025 2024 roup invesirnents. at marKet value. comprise: Fixed Interest Securities 1,374,008 1.817.611 UK Equities 471.716 618.563 Overseas Equities 963,238 940,635 Alternative Investments 824.026 698,540 At 31st March 2025 3.632,988 4,075349 Investments are classified as UK or Overseas, based on the domicile of the individual fund management compar)ies included in the portfolio. Listed Shares in group securities undertakings Total Charity Market value At Ist April 2024 4,075,349 1.000 4.076,349 Additions 809,923 809,923 Disposals 11,184,609) 0,184,609) Gains on disposalslrevaluations 167.675) 167,6751 At 31st March 2025 3,632,988 1,000 3,633,988 Historical cost 3.499.831 1,000 3,500,831 49 Weston Hawcecare knmited (ACompanY￿rnIled tycuaranteel Notes to the Financial Staternents for the year ended S1$1 Mar¢h 2025 19. Stocks Group 2024 Charity 2024 2025 2025 Finished goods and goods for resale 35,139 36,219 In the year ended 31st March 2025 £72,852 was the amount of inventory recognised as an expense12024: £73,034). Stock to the value of £3,510 has been written down in the year12024: £5,168). 20. Debtors Group 2024 Charity 2024 2025 2025 Trade Debtors 229.357 98,130 229,357 98,130 Amounts owed by group undertakings 4,580 Other debtors 70,216 5,887 68,563 5.621 Prepayments and accrued income 326,876 390,360 326,876 390,360 626,449 494377 629J76 494,111 As at 31st March 2025. trade debtors contained ask relating to long-term debt12024: Nil) 21. Creditors: Amounts falling due within one year Group 2024 Charity 2024 2025 2025 Trade Creditors 201.167 229.291 200,308 228,379 Amounts owed to group undertakings 2.283 Social security and other taxes 77,195 66.475 77.19S 66,475 Other creditors 37.425 49.299 37.425 49.299 Accruals and deferred income 275.268 225,284 270,768 220,362 591,055 570J49 585,696 566,798 Deferred income at 31st March 2025 was E116,28212024: EIOS,9831. The amounts deferred at 31st March 2025 will be recognised in the 2025126 financial year. Deferred income relates to either invoices raised for the ICB block grant paid one month in advance or to lottery sales received for future draws. 50 We#on Hospwateiimi￿j (Acomparybmiied tyGUaran￿> Note5 to the Financial Statements for the year ended 31st March 2025 22. Provisions Group 2024 Charity 2024 2025 2025 Opening balance Provision released Provision created 5.000 5.000 Closing balance 5.000 5,000 The provisions shown are dilapidation provisions for costs of possible works to make good dilapidations of leased properties. Please refer to note 2.19 for an explanation of what drives the decision whether or not to include a dilapidation provision. 23. Statement of Group funds (consolidated) Brought Incoming Forward resources Resources expended Transfers Gains/ inlout (losses) Carried forward Designated Funds Friends Designated Fund Jill Dando Designated Fund Capital Projects and Investment Losses Fund 2,030 1861 18891 14761 1,468 8.096 7,355 586.874 1179.0001 407,874 Total designated funds 597.000 (975) 079J28) 416,697 General Funds Wesion Hospicecare Limited 7249303 Weston Hospicecare Mart Limited 5,838,419 16,611,840) 683.665 167.6751 7,091,872 44.690 71,090 1Tr,090} 44.690 Total general funds 7.293.993 5,909509 {6.681930) 683.665 {67.675} 7.136,562 Total unrestricted funds 7.890,993 5,909509 (6.683.905) 504,337 (67.675) 7￿53.259 Restrtcted funds Capital Donations Operating Costs Total restricted funds 484.400 177,843 6,4201 1460.6731 18,6651 143.6641 12S085) {504J37) 185,150 21,410 66.617 35,698 505,810 244h60 220,848 Total funds 8396,803 6,153,969 (6,708,990) (67,675) 7,774,107 51 Weston Hospice¢3re Lirnited (Acompany ￿rnited tyGuaranteel Notes to the Financial Statements for the year ended 31st March 2025 Purposes of unrestricted funds Friends Designated Fund: The Board of Trustees resolved that £IO.000 raised by the Friends of the Hospice would be set aside as a designated fund during the financial year 2015n6 and an additional £5,000 was added in 2019120. The funds are being used for projects decided by the Friends of the Hospice, and views have been sought from their members. Jill Dando Designated Fund: This fund has been designated by the Trustees in order to aid patients with insufficient personal resources to finance activities which have immediate spiritual, psychological or emotional impact on their wellbeing. An additional £1,596 was added in 2021122. Capital projects and investment losses Designated fund: This fund wa5 set up in 2022123 to account for costs of known future capital projects (within the next18 months) and protect the Hospice against potential investment losses. The fund is to be reviewed on an annual basis. Purposes of restricted funds Grants and donations: Weston Hospicecare Limited has received grants and donations where the donor has restricted the intended use of the income. Where these have been received in relation to capital items, the assets have been capitalised under tangible fixed assets and the grants received have been included as a restricted fund and the depreciation charged on these items in the year are set against this restricted fund. 52 Weston Hospicecare Dmited (Acompany bmited tyGuaranthel Notes to the Financial Statements for the year ended 31st March 2025 Transfers between funds The 2024125 accounts show transfers to designated and from restricted funds to unrestricted general funds and vice versa. These have been undertaken for the following reasons: Transfer Amount Reason Release of 2024125 capital project funds spent/creation of fund to support future capital projects1079,0001. I nterest income generated by the designated fund bank accounts, Friends and Jill Dando was £104. Funds added this year and transferred from General fund are £62. Funds spent on fixed assets which had been released to the general unrestricted fund {£494} Transfer from designated funds to general unrestricted funds 79328} Transfer from restricted funds to general unrestricted funds Restricted fund released to general fund once capital amount fully spent. 1390.6331 Transfer from restricted funds to general unrestricted funds 1Tr,6331 Release 2024/25 Government capital funding grant. Transfer from restricted funds to the general unrestricted fund Funds expended through general (42.071) unrestricted fund but covered by restricted funding. Total {683,6651 24 Analysis of net assets between funds Restricted Unrestricted Funds Funds Total funds Restricted Unrestricted funds funds Total funds 2025 2025 2025 2024 2024 2024 Intangible assets Tangible fixed assers Fixed asset investments 49,678 49.678 7,154 7,154 66,440 3.539.961 3.606.401 410.928 3,096,444 3,507372 3,632.988 3.632.988 4,075349 4,075,349 Current assers 154,408 926.687 1.081.095 94.882 1,282395 1377,277 Creditors due within one year Provisions 1591.0551 1591.0551 15.0001 Is.0001 1570,3491 15703491 220,848 7￿53259 7.774107 505,810 7,890,993 8J96,803 53 Weston Hospi¢ecarebmite