GREENWICH & BEXLEY COMMUNITY HOSPICE LTD.

• ◆

  6 officer resignations in last 12 months

  Multiple officers have left the board recently — see the People section for who.

1. GREENWICH & BEXLEY COMMUNITY HOSPICE LTD. 2010-09-30 → present
2. GREENWICH & BEXLEY COTTAGE HOSPICE LIMITED 1992-09-15 → 2010-09-30

Values shown as filed in the company's annual accounts. — indicates the figure wasn't present under that line item in that period. About these numbers

Margins divide P&L lines by turnover. Gearing is liabilities over total assets. Current ratio is current assets over creditors falling due within one year. Interest cover is operating profit over absolute finance costs. Sector-distribution context coming next.

Accounting basis

FRS 102

Reporting scope

Consolidated group

Auditor

Moore Kingston Smith

Audit opinion

Unqualified (clean)

Going concern

Affirmed

“The trustees have a reasonable expectation that the charity will continue in operational existence for the foreseeable future.”

Group structure

1. GREENWICH & BEXLEY COMMUNITY HOSPICE LTD. · parent
   1. GBCH Trading Limited 1% · United Kingdom · operation of charity shops
   2. Greenwich & Bexley Community Hospice Lottery Limited 1% · United Kingdom · generate funds for the parent company through the operation of a lottery

Significant events

• “The year saw our exciting rebrand, with a refreshed identity, a new name, look and tone of voice, and updated values shaped through conversations with staff, volunteers, patients, families and community members.”
• “Our Virtual Ward, now well embedded, enabled 177 people to receive intensive support at home.”
• “In September 2024 we were awarded a new five-year contract to lead the OneBexley partnership.”
• “Staff retention remained high at 97%, and volunteers contributed more than 72,000 hours across every part of the hospice, which is equivalent to almost £lm of donated time.”
• “Our three-year Community Development and Engagement Strategy was approved by the Board in July 2023.”
• “What we have heard through this work is influencing how we talk about our hospice, with a new brand and website launched in August 2024.”
• “Our new incident and complaints management database supports robust review of themes to support quality and safety improvement across the hospice.”
• “We upgraded our hospice on-line training platform to a more user-friendly system and integrated learning and development into the HR/People function.”
• “Established a 'Virtual Ward' June 2023, incorporating the use of digital patient reported outcome measures which are integrated into our clinical systems to help with prioritisation and monitoring for those with more complex needs who wish to remain at home.”
• “Invested in the appointment of a Clinical Database manager to drive improvements in our patient record system functionality and recording.”
• “Invested in an e-commerce manager so that we could grow this area of trading.”
• “The direct cost of providing care on Woodlands Ward in 2024/25 was £1,826,469 (2023/24 £1,738,993). This increase in costs is due to successful recruitment and wage inflation.”
• “The direct cost of specialist community care in 2024/25 was £1,621,850 (2023/24 £1,187,857). The increase in costs was due to wage inflation, as well as success with recruitment in the year, most likely supported by our refreshed brand and values, and so we had significantly less vacancies.”
• “The total cost of the care provided by the Greenwich Care Partnership in 2024/25 was £853,243 (2023/24. £857,794)”
• “We built on the impact of our Community Development & Engagement Manager by appointing a Head of Community Development & Volunteering in October 2024.”
• “A particular highlight was our first overseas trek challenge. When we launched the Sahara Trek, we hoped to recruit 10 participants - but were overwhelmed by the response. Two full groups of 30 trekkers took on the challenge including staff, volunteers and many people who had had loved ones die under our care, collectively they raised an incredible £200,000 in total and many built new friendships.”
• “Our supporters gave generously to our festive appeals too - Lights of Love and the Christmas Appeal raised nearly £50,000, while regular givers contributed over £100,000 in 2024/25 through monthly donations.”
• “In 2024/25, fundraising contributed £1,524,792 towards the running of the hospice this year. Our hospice lottery generated £424,488 for patient care in 2024/25.”
• “Total gross income from retail raised £2,419,358 (2034/24: £2,462,105). In September and December, we successfully launched two new shops in Bexleyheath and Sidcup respectively.”
• “A deficit of £1,886 was reported for the year (2023/24: deficit of £982,438), representing a positive outcome compared to the budget. This improvement was primarily driven by legacy donations received during the year.”
• “Legacies reported for the year were £2,522,516 (2023/24: £791,726). This includes a legacy left to the Hospice by Douglas Dunbar, which has been recognised in the accounts at £1.6 million.”
• “As a result of ongoing negotiations led by Hospice UK, we were allocated a capital grant of £231,143 by the Department of Health and Social Care (DHSC) in the year to 31st March 2025.”
• “The hospice has been designated as a Commissioner Requested Service (CRS) by SE London Integrated Care Board.”

Auditor, going-concern and subsidiary information is drawn from the narrative of the latest annual accounts. About these numbers

Filings

13

last 12 months

Capital events

0

last 24 months

Officers appointed

4

last 12 months

Officers resigned

6

last 12 months

Direct counts from the register. No score, no rating — see the Filing timeline for the underlying events.

• Turnover

  +35.5%

  £2,130,608 → £2,887,613

• Cash

  -41.2%

  £3,459,517 → £2,032,635

• Net assets

  0%

  £11,910,776 → £11,908,890

• Employees

  +5.4%

  205 → 216

• Operating profit

  +446%

  £152,637 → £833,432

• Wages

  +10.8%

  £6,577,145 → £7,284,776

Each % is (latest − prior) ÷ |prior| for the line item as filed. Periods don't have to be exactly 12 months apart — a long or short period (typical around incorporation or year-end changes) will distort the comparison. Lines a company doesn't report are omitted. About these numbers