Annual Report - Ashgate Hospice...3 Ashgate Hospicecare Annual Report 2017/18 This year we are...

Annual Report 2017/18

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Ashgate Hospicecare Annual Report 2017/18

“My wonderful mum, Joyce, was diagnosed with ovarian cancer in 2013 at the age of 76. My dear mum, who was always full of life, fun and laughter, was given only two years to live, but she fought on for four years. She initially had chemotherapy and surgery to remove her womb. However, unfortunately, after three months, another scan revealed that the cancer had reoccurred. She didn’t lose her hair with the chemotherapy, which she was eternally grateful for, as she was always very proud of her appearance and well known for being a glamorous lady. However, after her first round of treatment she decided that she didn’t want to go through it again. She just wanted to try and live life as normally as possible.

Ashgate Hospicecare got involved within the last six months of her life, when she really started to deteriorate. We had support workers and nurses coming in every week to see my mum and to give my dad a much needed break from caring for her. They were always very friendly and my mum loved having them round. The Hospice also provided her with a special bed at home and gave her drinks to build up her strength.

However, at 11pm one night, I had a call from dad and I could tell from his voice that he was really upset, so I quickly went to see them. When I got to their house, mum looked awful and I knew something wasn’t right. I called 111 and explained the situation. I’ve worked for the 111 service, but I didn’t realise how distressing it was to be on the other end of the phone with a very sick relative. You have to explain the situation to the first person, then you get put through to another person and you have to explain the situation again. They said we would have to wait around two hours for a district nurse to arrive, so me and my dad sat with my mum and did what we could to try and calm her.

After the district nurses left, mum settled down and fell asleep and we all sat with her until the morning. When she woke up around 6am, she was very agitated again as the drugs had worn off. I really didn’t know what to do now as the doctor’s surgery wasn’t open yet and they only did home visits in the afternoon. We couldn’t wait that long. When it got to 9am, I rang the Hospice and, fortunately, a consultant was able to come and see us straight away. I was so relieved to see this consultant again as she was the same lady who had been to the house before. I told her about our night and how we had really struggled.

It was clear that mum needed to go into the Hospice as there was no service that could support us at home 24/7. When we went into her room to see her, she was lying in bed looking very peaceful with thanks to the nurses on the ward who gave her the medication she needed. She was like that for four days. I slept in the Hospice by her side every night. Just before she died, we called the family who all came and sat with her. She died peacefully a few hours later and we were allowed lots of time to sit with her.

Mum’s wish was to die at home and the Hospice did all they could to respect her wishes and try to make this possible. Unfortunately, this was not possible in the end, but we know that mum died in the next best place and received excellent care until the very end.

If the Hospice could have provided 24/7 support at home for both my mum and my family, my mum could have died at home, where she wanted to be. The specialist care provided by Ashgate is vital for so many people in our community and we must do what we can to ensure that everybody who needs hospice care at home can get it, no matter what time of day or night.”

Cheryl’s Story “Mum’s wish was to die at home and Ashgate did all they could to respect her wishes and try to make this possible.”

Cheryl with her mum, Joyce

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Ashgate Hospicecare is an independent charity that provides specialist care to adults with a life-limiting illness, both in community settings across North Derbyshire and within the Hospice itself. All of our services are provided free of charge to patients and their families.

Ashgate is at the forefront of specialist palliative care provision; care to relieve pain and other symptoms when a cure is no longer possible. All of our services are provided free of charge. We provide a number of clinical services including a 21 bed Inpatient Unit, Day Hospice and Outpatient Clinics in the Hospice, as well as a range of community services in patients’ homes. Our multi-disciplinary clinical teams include palliative care consultants and nurse specialists, physiotherapists, occupational therapists, lymphoedema nurses, health care assistants and support workers. Our supportive care team offers emotional and psychological support to patients and their families and carers during illness and following bereavement including counselling, social work, art therapy, clinical psychology and chaplaincy services.


About us

ContentsCheryl’s Story

About us

An introduction from our Chair of Trustees

An introduction from our Chief Executive

Every Person Matters

Our Core Values

30 Years of Hospice Care

Our Care

Our People

Fundraising

Retail

Why your support matters

Structure, Governance and Management

Trustees’ Responsibility for the Financial Statements

Independent Auditors’ Report to the Trustees of Ashgate Hospicecare

Consolidated Statement of Financial Activities

Balance Sheet

Cashflow Statement

Notes to the financial statements

Schedule of Restricted Funds Expenditure

Directors, Trustees and Leadership Team

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This year we are commemorating and celebrating 30 years of providing quality specialist care to our community. As a hospice we have grown and developed our services and have become a much loved and valued charity. I do hope this Annual Report gives you an insight into the excellent work done at Ashgate. It will also give you the opportunity to meet some of the wonderful people involved with the hospice.

Last year was incredibly busy but very rewarding and enjoyable. It is so true that the only thing which seems to remain constant in life is change. Here at Ashgate we face challenges and changes in a positive and determined way. The effectiveness of our ever growing services has been keenly evaluated. We have reshaped and expanded them to meet the needs of our patients, carers and families. More patients are able to be treated in their homes by our community teams. We are continually striving to meet the needs of as many people as we can - it would be wonderful if we could be there for absolutely everyone who needs us.

We are proud of our clinical care and our holistic healthcare programme. The Hospice is developing an ever increasing range of complementary services to enhance patient experience. We leave no stone unturned in trying to provide the best for our patients.

We were very fortunate to recruit a new Chief Executive last year, Barbara-Anne Walker, who is a proven and highly skilled professional. We are confident that she will lead us well in the future. I would like to pay tribute to and thank our previous Chief Executive Lucy Nickson for her excellent work. She left behind a wonderful legacy for Ashgate Hospicecare. Thank you also to Trustees, staff and volunteers for whom this was their final year at Ashgate. Your work was greatly appreciated.

It is so heartening to see that we are in a position to begin upgrading our Estates and Facilities. This work is much needed and comes at a considerable cost. We will have a rolling programme of improvements and the benefits will be enormous to our patients and staff.

Our building plans are exciting. We are passionate about providing an environment which respects and accommodates patient needs. The proposed improvements will complement the wonderful care we offer.

Collaboration and strong partnerships are so very important and we are continuing to build and strengthen these with other hospices and healthcare providers. If we share good practice and resources and support each other we can offer so much more to our patients.

Our well managed finances show us to be in a good position. We are indebted to our Fundraising Team and our Retail Team for their outstanding work. We congratulate them on the recognition they receive within

our community and also the many awards for which they have been nominated and have won. Well done to you all!

However, we are not complacent, for with escalating costs we need to keep raising money to enable us to continue our work. We are indebted to our sponsors and to the people of Chesterfield and North East Derbyshire for their continued support and generosity.

We are full of optimism for the future. Our present strategic plan is coming to a close and work has already begun on the new plan to take us on the next stage of our journey. You will have an opportunity to contribute to this so please do share your views with us. It is vitally important that our plan reflects the needs of our community.

We are developing the education and learning that is available for staff, volunteers, partners and stakeholders. Ashgate realises the importance of being at the forefront of learning and development.

Amidst all these plans and changes - one thing will remain permanent. Our patients and families will always be at the heart of everything we do. The care and support offered to them will remain of the highest standard. Plans need people to ensure they happen. I would like to thank our Leadership Team, all our staff and volunteers, our patrons and supporters. Your role is vital in our mission to be the best we can. You all make Ashgate the special place it is.

Please do keep supporting us in whatever way you can – everything you do makes such a difference. Thank you for taking the time to read about us - I know you will not be disappointed!

An introduction from our Chair of Trustees

Jean Horton Chair of Trustees

I am delighted to introduce our Annual Report for 2017-2018...

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Welcome to Ashgate Hospicecare’s 30th Annual Report - and my first since I became Ashgate’s Chief Executive in December 2017. I am proud to have the privilege of being part of such a wonderful report about our work and why it matters. It has been quite a journey since Dr. Richard Atkinson launched the appeal for North Derbyshire to have a hospice and since the first patient was admitted in October 1988. Since then Ashgate has grown and changed but we have never lost sight of why we are here – to provide the highest quality services for patients and families who need specialist palliative care across North Derbyshire.

Ashgate has seen many changes over the years; from the early years as a small bedded unit to the present day with a range of inpatient and outpatient services, a community team with nurses, therapists and social workers and, of course, successful retail and fundraising teams behind everything supporting our clinical work. And, even after 30 years, there is so much we still need to do.

We are in the final year of a five-year plan with three strategic priorities – Care, Innovation and Influence. Under this plan, Ashgate has grown to encompass 21 beds, a full portfolio of therapy and nursing services, and a seven day Palliative Care Specialist Nurse service. We are supporting people in their communities and making it possible for more people to have the choice to die at home. Our rapidly expanding Supportive Care service provides a range of emotional and psychosocial support to patients and their loved ones through end of life and after death.

During the period of the strategy Ashgate services have grown and adapted quickly. We are a key player in the end of life care system in Derbyshire. We have worked to influence better end of life services for people in care homes and other local healthcare settings and we have developed strong and positive relationships with other hospices.

We have already begun to think about our new strategy. The coming months will be an exciting period as we start asking questions and having conversations about what Ashgate needs to be in the future

It is often said that a hospice is not just a building - and Ashgate is no different. Ashgate is not made of bricks or

beds, it is actually made of people and caring and love; it is about celebrating life, and honouring transitions. I am hugely proud of our volunteers and staff and the compassion and humanity that they bring to their work every day.

Ashgate plays a unique role in the community, not only as a provider of hospice services, but also as a large local charity and employer. Our shops and coffee shops are visible local representatives of our brand but they are also part of the social fabric of their neighbourhoods. We are hugely blessed to be well-loved and well supported by people who have experienced our care and by our many corporate supporters. And, of course, by the people of North Derbyshire who have never hesitated to support us by raising the vital funds for our services and by giving their time as volunteers and staff members to provide care for patients and their families over that time. It means a huge amount to all of us at Ashgate to have your support. We truly could not do what we do without you. I hope you enjoy reading what your work and your commitment have achieved over the last 30 years. For all the fundraising buckets that you have filled and all the money you have spent in our shops, for all the marathons you have run and all the cakes you have eaten in our coffee shops, a true heartfelt thank you from me and from everyone at Ashgate.

Barbara-Anne Walker Chief Executive

An introduction from our Chief Executive

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Every Person Matters

At Ashgate Hospicecare we believe that every person matters. We also understand that a life-limiting illness doesn’t just affect the person who has been diagnosed, it affects their family and friends too. That is why patients and families are at the centre of our care and everything we do. Our focus is on comfort and quality of life. We recognise each person as an individual and aim to support them as best we can in a way that suits their individual needs.

“How people die remains in the memory of those who live on. You matter because you are you, and you matter to the end of your life. We will do all we can not only to help you die peacefully, but also to live until you die.”

- Dame Cicely Saunders (1918 – 2005), founder of the modern hospice movement

Our Core Values


Ashgate Hospicecare’s core values are: compassionate, inclusive, empowering, responsive and collaborative. These values are at the heart of what we do as a hospice, as an organisation of people working towards the same goal and as a charity serving the needs of our population in North Derbyshire. They define who we are, how we work and what we believe in.

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30 Years of Hospicecare

“I’ve been a volunteer at Ashgate Hospicecare for over 30 years! All my memories of Ashgate Hospicecare are special; down to every little chat with a patient, a visitor, or a nurse.

When I’m collecting donations and people talk to me about their experiences and connections with the Hospice they always say that our healthcare professionals are tremendous. It’s so important to keep the Hospice going and volunteers play a key part in this, which is why I still fundraise and volunteer. We are very lucky to have such a wonderful hospice and we absolutely must help it to continue.”

This year Ashgate Hospicecare is celebrating its 30th year of delivering care to patients and their families across North Derbyshire.

As Ashgate Hospicecare reaches this 30th anniversary milestone we are looking forward to celebrating the impact of the charity’s work and thanking everyone who has contributed to this success. We also want to look to the future, and the next 30 years, with a plan for how we continue to develop these vital care services together with our community, so that the Hospice can continue to be there for more people when they need it most.

Dorothy Tilley Ashgate Hospicecare Volunteer and Fundraiser for over 30 years

Dorothy Tilley receiving the Chesterfield Volunteer Centre award for ‘Outstanding Contribution to the Voluntary Sector’ in 2017

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Our Care


We aim to provide compassionate care for individuals with a life-limiting illness, and for their families, through the best possible medical, emotional, spiritual, and social support.

What is palliative care?

We have a number of different teams at the Hospice who provide specialist palliative care for people with a life-limiting illness. We seek to understand how our patients are feeling, alleviate pain and ease any distressing symptoms, to help patients maintain their dignity and independence and improve quality of life for our patients and their families.

As well as aiming to provide our patients with a clear understanding of their diagnosis and discussing their care plans, palliative care is about finding the best ways to provide relief from physical symptoms as well as relief from the mental and emotional stress of a terminal diagnosis.

What is end of life care?

At Ashgate Hospicecare, we provide care and support for patients who have been diagnosed a life-limiting illness and we will continue to support our patients and their families as their condition changes and progresses.

As end of life care providers, we feel it is important and necessary to have conversations with patients about their care, such as what treatments they would like to have, how they would like their care to be managed and where they would like to be as they get more ill and when they die. Our aim is for our patients to make informed decisions as early on as possible, and to have the knowledge that they can change their decisions at any time.

Referrals

Many of our patients are referred to the Hospice services through their GP. We have services available to anybody with a life-limiting illness right from diagnosis. These include:

• Hospice care at home

• Day Hospice (including our ‘Living Well’ program)

• Inpatient Unit

• Complementary therapies

• Physiotherapy

• Occupational therapy

• Specialist lymphoedema team

• Supportive care

• Chaplaincy and spiritual support

Chris, Specialist Nurse, with her patient Kath and Kath’s husband John

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Our Care

Hospice care at homeOur specialist teams work together to give our patients and their families the support they need to stay at home; we know that this is where most of our patients would like to be. We supply the necessary equipment backed up with regular visits from our specialist nurses. We provide information and training to help family members care for loved ones. We also provide respite sits and monitoring visits from our Hospice at Home support workers, plus visits from our physiotherapists, consultants, occupational therapists and chaplains. Care at home is also underpinned by out of hours telephone advice and support to patients, carers and other health professionals.

Palliative Care Specialist Nurse TeamAs part of our Hospice at Home Appeal, and in order to provide specialist hospice care to patients in their homes for as long as possible, our Palliative Care Specialist Nurse Team now work 9am-5pm, 7 days a week. This is a great achievement and means that patients no longer have to face weekends

without support from their nurses. During these hours, patients, family members and healthcare professionals can receive support from a specialist nurse through our Advice Line, and, when

necessary, a specialist nurse can go out to visit patients or admit them to the ward at the Hospice. We still advise that patients and their carers call 111 or the emergency services if the patient’s symptoms change and became unmanageable out of Hospice hours. However, being able to respond to calls at

the weekend dramatically reduces the number of people needing to call the emergency services at a time of distress and reduces hospital admissions.

Triage HubOur Triage Hub, made up of Palliative Care Specialist Nurses and Clinical Administrators, was set up in June 2017. This new triage process was developed and implemented by the Service Development Team to prioritise every referral that comes through to the Hospice with the same equitable telephone assessment. The hub then assigns each referral with an appropriate priority, depending on the current situation of the patient.

Since it was set up, the Triage Hub has assessed over 1,300 patients. This innovative service has changed the way we work and has had a positive impact on waiting times for patients.

As well as continuing to listen to the feedback from our patients and from other healthcare providers in order to continue to develop the triage process, our Service Development Team will be developing and implementing bespoke triage processes with other teams at the Hospice over the next 12 months, including the Lymphoedema and Supportive Care teams.

“Our ability to triage referrals into the Community Palliative Care Nursing Team has had a huge impact on the way in which we now respond to the needs of people in the community. Patients and families are getting a much faster and more responsive service - well done to everyone involved!”

- Hayley Wardle, Director of Quality and Patient Care

“I found the triage phone contact very supportive. You got in touch really quickly, and I really appreciated it.”

– Patient

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Our Care

Jenny’s StoryDay Hospice PatientIn October 2017, Ashgate Hospicecare launched their Advice Line. This ensures that a Palliative Care Specialist Nurse is available seven days a week from 9am–5pm. They provide advice and support to patients, carers and health and social care professionals in the community.Jenny, who comes to the Day Hospice once a week, told us how the Advice Line helped her. A few weeks ago, due to her pain relief being reduced by her doctor, Jenny was in a lot of pain one Friday morning at home. She decided to call the hospice.

“I was in a lot of pain and my husband was really worried about me, but I didn’t want to phone 999. Instead, I called the Hospice, even though I wasn’t sure anybody would pick up. Fortunately, my call was put through to the Advice Line and, I have to say, not only did the specialist nurses listen to me, they heard me.

I have cancer in my oesophagus and it’s untreatable, so I tend to downplay my pain levels with the GP. I know I’m untreatable and so I sometimes feel like I’m a burden, I feel like there are people who might need help more than me. However, at the moment when I called it really felt like an emergency. I was in so much pain.

When I spoke to the specialist nurses, they really made me feel like I mattered. They made me feel like a person and that I should be treated as such, rather than just another phone call. They told me who I should call and in what order, and they endorsed my need for more medication. I wouldn’t feel comfortable making my own decisions about how much pain relief to take or when to ask for more.

They said they’d also call me the next day to see how I was on the Saturday and, much to my surprise, they did! They then called me each day until I was due to come back into the Day Hospice on the Tuesday. It was unbelievable. I have to say that they were the most kind, compassionate and knowledgeable team of people I have spoken to.

I have a great support base in my husband, my church and my friends, but when you’re in that much pain and don’t know what action to take, it can sometimes feel like you’re abandoned on the medical side of things. It’s wonderful that Ashgate can offer such a level of personal care and I think it’s really what’s needed.

It is a miracle that the Advice Line came about just at the moment when I needed it. I’m so grateful for their help and I can’t stress that enough. It’s a real comfort to feel so supported. I feel like I matter and I am more honest now about how I’m feeling and what kind of pain relief I need, plus I know exactly who to call now if I need them. I also know when to call 111 and feel less afraid to do that if needs be. The specialist nurses told me that I can call the Advice Line 9am–5pm, seven days a week and it’s wonderful to know that they are there. It’s not until someone says that, that you really feel that you can call them.”

Care in the community Many of our teams are expanding and developing to provide more care out in the community and bring the Hospice to peoples’ homes. This will ensure that our patients can stay at home if that is where they wish to be. Our Hospice at Home Appeal is raising money to develop our teams with the aim of keeping people at home and reducing hospital admissions.

Our Day Hospice patient Jenny with our Specialist Nurse, Sharon

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Our CareDay Hospice We can accommodate up to 16 patients a day, four days a week in our Day Hospice. This service supports the care provided to patients in their homes. Patients attend the Day Hospice for an initial period of 6 weeks. They come in on the same day each week, meaning that they can get to know other people facing similar challenges to them, be assessed by our various medical teams, including consultants, nurses and physiotherapists, receive complementary therapies, do a range of activities from games to crafts, and eat a home cooked lunch together. This often provides vital respite to family members and carers looking after patients at home and also gives patients a day to do something different and to focus on living well with their illness. We run a Living Well drop in day at the Day Hospice once

a week. This gives patients who have been diagnosed with a life-limiting illness, but who don’t require medical assessments, the opportunity to spend time together.

Living Well

Some of our patients may develop complex needs that can no longer be managed at home and therefore require admission to the ward for specialist care. The team on our 21 bed Inpatient Unit are there to provide specialist care, support and advice to patients 24 hours a day. Most patients stay for a period of assessment and are often able to return home after receiving treatment.

Inpatient Unit

We currently have 12 individual rooms for patients on the Inpatient Unit and 9 beds in three 3 bedded bays. We know how important privacy is to our patients and their families in maintaining dignity and having space at difficult times. This is why we plan to change our 3 bedded bays into 9 individual rooms with the option to open bifolding doors if a patient wishes to spend time with their neighbour.

Plans for Individual Rooms

Complementary therapies are non-medical treatments that can be used in conjunction with conventional medicine to promote the health and well-being of patients with advanced disease. Our complementary therapists can offer reflexology, body massage, Indian head massage, reiki and aromatherapy to patients on the ward and in the Day Hospice.

Complementary therapies can help with symptom control and reduce some of the undesirable effects of treatments. They can also help to restore energy levels, reduce stress levels and anxiety and give a time for reflection, which can help to support physical and emotional well-being.

Complementary therapies

Day Hospice Activities Coordinator, Lucy, with one of our patients

Complementary therapist, Jane, with a patient in the Complementary Therapy Room

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Our Care

Specialist Lymphoedema TeamLymphoedema is a chronic condition caused by problems with the lymphatic system that results in swelling due to excess fluid in the body’s tissues, which can be very painful and uncomfortable. Lymphoedema can often be a side effect resulting from operations to treat cancer, but people can also be born with the condition.

Our small team of highly qualified lymphoedema specialists provide support and care to patients with lymphoedema, both at the Hospice, at Blythe House Hospice and out in the community. After assessing an individual’s needs, our lymphoedema specialists can show patients specialist massages to help drain the excess fluid, use bandaging techniques and compression garments to help keep fluid retention to a minimum, and help an individual to find the best specialist skin care creams to suit them.

PhysiotherapyOur physiotherapists assist patients with a variety of problems including breathlessness, fatigue, discomfort, weakness, anxiety, mobility and pain, by providing a realistic and appropriate treatment regime to help improve quality of life. This can be done within the Hospice or on home visits. Our physiotherapists use a range of techniques for pain relief, including acupuncture and transcutaneous electrical nerve stimulation (TENS). They can also help with oedema management.

Occupational TherapyOur Occupational Therapy Team help patients to stay in their preferred place of care by assessing a patient’s abilities to manage in their environment. They provide advice, training and equipment to patients in their homes or residential homes. They are there to help make sure a patient has everything they need when discharged from the ward at the Hospice and, in some cases, from hospital settings.

Our Occupational Therapy Team consists of occupational therapists, technical instructors and drivers who operate the vans carrying the equipment. Occupational therapists promote independence and quality of life where a patient’s illness has restricted normal activities of daily living. Our team work very closely with the other care teams at the Hospice, as well as external caring agencies. Patients can be assessed either at home or within the Hospice and the patient’s choice is always central to any decisions made.

Physiotherapist, Diane, helping one of our Day Hospice patients with his mobility

Lymphoedema Nurse, Lynda, assessing a patient

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Our Care

“Finding out I had breast cancer at 49 was absolutely devastating. Telling my two teenage children was the worst part. The months of treatment to get rid of the cancer proved much more physically and emotionally draining than I had ever expected and, by the end of it, I had lost all my hair and my physical strength and, with it, most of my confidence.

Once it was all over I breathed a huge sigh of relief. I thought, now is the time for me to start to feel better and to start my life again. However, a few months after the final radiotherapy, I noticed that my left hand and arm was getting a bit swollen, so I did some arm exercises to try and move the fluid around. But it wasn’t just my arm, my left breast had also become really swollen. I found it difficult getting bras to fit because one breast was much bigger than the other. It was also very painful and tender. I was embarrassed about it and so I started to wear clothes that were baggy to cover it up and so that people wouldn’t see I was lop-sided. I was so self-conscious. My hair was still only just starting to grow back, so I still felt really down. I used to have long hair and so I just didn’t look like myself at all.

I went to see a doctor about it and it was a doctor I hadn’t seen before. He told me, in a very matter of fact way, that I had lymphoedema. The way he told me, it was like he expected me to leave the room and just get on with it on my own. But it hit me really hard. I didn’t want to believe it and I almost burst into tears there and then! I knew that once you had lymphoedema, you were stuck with it

for life. The doctor told me that he would refer me to the lymphoedema clinic at Ashgate Hospicecare, but that I shouldn’t expect to be seen for many weeks. I went away feeling totally lost.

I was really surprised to find that it wasn’t long until my appointment at Ashgate, although at that time I didn’t think the Hospice could do much for me. When I walked into the Hospice I didn’t know what to expect. I was feeling very emotional, embarrassed and uncomfortable. However, the receptionists were lovely and they put me at ease straight away. I even recognised one of them, so we had a good catch up!

I then met my lymphoedema nurse, Lisa. She told me that the clinic has been here about 17 years, which surprised me as I didn’t know anything about it! Dr Parnacott was also there to assess me and I was surprised to find that the whole team wanted to start my treatment that day.I was told that the most important thing was to look after the skin where the swelling was and so Lisa brought me lots of different moisturisers to try. I also tried some compression garments and Lisa taught me how to massage my skin to move the fluid around. I have been doing this for 10-15 minutes twice a day and have noticed a massive difference in the amount of swelling and it’s no longer uncomfortable.

However, the best thing about coming to the Hospice has been the emotional support that I’ve received from Lisa. She understands how difficult things have been and we have a good chat each week as she does my massage. Over the weeks, I’ve started to really look forward to coming in; I like to get here a bit early and have a cup of tea and a chat with the receptionists. It has never felt very medical here at all.

I’ve been coming here for a few months now and I can honestly say that the Lmphoedema Clinic has been truly been life changing. The staff at the Hospice are all fantastic and their praises should be sung from the rooftops! Everybody who supports the Hospice ought to know what a wonderful job the Lymphoedema Team do and how many peoples’ lives they are helping to improve every day. Not only have they helped to inform me about lymphoedema and helped me to bring it under control, they’ve also helped me to build my confidence back up. I’m beginning to feel like my old self again and I can’t thank Ashgate enough for that.”

Mariea’s StoryLymphoedema Patient“I’m beginning to feel like my old self again and I can’t thank Ashgate enough for that.”

Mariea with her Lymphoedema Nurse, Lisa

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Our CareSupportive Care

At Ashgate Hospicecare, our patients are not the only focus of our support. We recognise that families need support too, including children, when a loved one has a life-limiting illness. That is why our Supportive Care Team is available, whenever and wherever they are needed, to offer emotional and psychological support to patients, their families, friends and carers.

Our team is made up of fully trained staff and volunteers, including a manager, a social worker who specialises in working with children and young people, an art therapist, a psychologist, volunteer counsellors and volunteer support workers. We also have trainee counsellors, art therapists and psychologists.

We offer bereavement support and counselling to individuals and we facilitate bereavement support groups both at the Hospice and within the community. We are also able to provide guidance and signposting to other services to other people who may be supporting a bereaved person, whether that is a family member, child, friend or employee.

We offer a range of support services tailored to meet the needs of the individual. This may consist of:

• Telephone support and counselling• Face-to-face support and counselling for recently

bereaved partners• Social support group for people whose partner has died• Support group for parents whose adult child has died• Art therapy• Support group for people whose partner has died, who

are under 55 and/or have dependant children• Bereavement support and counselling• Clinical Psychology• Specialist work with children and adolescents• Support for staff• Training and education• Memorial events• We also offer a range of support and therapeutic

groups including for bereaved partners and parents.

Our services

Our chaplains help by listening and, if appropriate, support people as they reflect, explore and remember. People understand spirituality in different ways and our chaplains are available to explore the different interpretations that people may have. Our staff are happy to arrange a visit from our Chaplaincy Team and we can also arrange for visits in the community. The team also offers religious care and, if requested, will arrange for visits by a patient’s own faith leader.

As part of the hospice team, they also provide support to bereaved families.

Our ChaplainsOur Chapel

The Hospice has a chapel for use by patients, visitors, volunteers and staff. Many people find it to be a quiet and tranquil space for reflection and contemplation. Services of worship are held there regularly and it is always open.

“You have been with us through some of the most significant and emotional

moments of our lives, for that I thank you.” Our chapel is a calm space open to all.

Comment from somebody who has benefitted from our Chaplaincy Service

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Our Care

My husband, Jason, was diagnosed with bowel cancer in October 2014 and died on 24th December 2015 in the Hospice at the age of 43. No day is a good day to lose your husband, but Christmas Eve was especially hard for us. We have two beautiful children who were nine and five years old at the time.

Ashgate were involved with Jason’s care towards the last few months of his life. He used to come to the Hospice for appointments with the consultants. An occupational therapist from the Hospice came around to ask if we needed any equipment in the house but, by this time, Jason had really become very ill. When she saw him, she could see how much pain he was in, and so she said it would be best if he came into the Hospice so that the pain could be managed.

Initially, I didn’t want him to come here. I had no idea what to expect as I’d never been to a hospice before. I thought it would just be like a hospital. However, within ten minutes of being here I knew that this was the right place for him. The staff were really caring and every time we asked for something or Jason needed anything, the staff would do it. He didn’t have much of an appetite, but he liked icepops and so they would always bring him one whenever he wanted one, it didn’t matter what time of day or night it was. It gave us a lot of confidence, knowing that he was being listened to and cared for so well.

The kids could come and watch TV with him and we could spend quality time together as a family. We have memories of opening Christmas presents together and all the staff at the Hospice made Christmas feel really special. It was just nice to know that they cared about us. Although Jason was in his final days, he did still matter, he was still a person and he was still important. That’s how they made him feel and that’s how they made us feel too.

We felt very comfortable here; the kids would walk around the corridors in their pyjamas and slippers, just like being at home. We’d go to the family room and make ourselves drinks and the kids would go and play with the toys. There were no visiting hours or restrictions on how many people could come. You never felt like you were getting in the way; his friends and family could come and visit anytime, you never had to rush off, and we were always made to feel welcome. We just felt really at home here.

I remember, in the day time on Christmas Eve, I was on my own in a room and the nurse came in, shut the door and

said, “Are you all right, how are you?” She spent a bit of time talking with me and I thought that was really nice of her.

I’m so pleased that Jason spent his final days at the Hospice and we could make those last memories. We didn’t have to worry about the medical side of things at all; we could just leave that in the hands of the staff here and spend time together as a family in his last few days.

It was really important to me that I could stay with Jason overnight at the Hospice. Jason’s mum and dad were also able to stay, as well as his brother who had come down all the way from Scotland. It meant that we were all able to spend precious time with him.

I was planning on staying with Jason the whole time, but I had a dilemma because the kids still believed in Father Christmas and so, on Christmas Eve, I couldn’t decide whether to stay with Jason or go home and get the presents under the tree. It seems mad to say this now, but all I could think about was what I was going to do with the Christmas presents. Jason wasn’t doing well but, in the end, I went home to help make sure the kids still got their Christmas.

I got home and it was about six o’clock in the evening. A few hours later there was a knock on the door saying that I needed to come back to the Hospice quickly, but the presents were still not ready. I rushed back to the Hospice and my brother kindly said he’d leave early to sort the presents out for the kids before they came home.

Looking back now, I definitely feel like we were out there on our own until Ashgate got involved. Before that, we didn’t know how to tell the children what was going to happen to daddy and there was no one to give us that advice. However, when we were referred to Ashgate, they gave us the emotional support we needed to deal with things better.

Nicola’s StoryNicola speaks about the care that her husband, Jason, received from Ashgate.

Nicola, Jason, and their two children

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Bringing Home to the HospiceFor many people, their time at the Hospice is incredibly difficult. We know how much the environment plays a part in how people feel. The care we provide is rated ‘outstanding’ by the Care Quality Commission and, with the help of local people and businesses, we can create outstanding spaces to match that care.

Plans to transform the baysWe are currently working on a project to transform the 3 bedded bays. They are situated on the old wing at the Hospice which was built 30 years ago. The bays are crowded, dated, dark and provide no privacy for our patients or for their loved ones. In addition to this, the single sex bays restrict the number of patients who can be admitted to the ward. This project will transform the bays into nine individual modern, private bedrooms. This will enable patients and their loved ones to have the privacy and the space to spend precious time together.

Our 3 bedded bays are crowded, dated, dark and provide no privacy for our patients or for their loved ones.

Lizzy, a designer at Paragon Interiors, has helped us imagine how they could look.

Making our Family Room a home from homeWe care for over 400 patients on our ward each year and, during this time, over 20,000 of their family members and friends come to visit. Family members who want to be close to their loved one will often move into the Hospice for the duration of the patient’s stay. Prior to 2018 our Family Room was the only space they could make a drink, cry, sleep, have difficult conversations, play with their children and grandchildren, laugh, eat a take away, drink wine, and watch Coronation Street… all whilst in their pyjamas! This space was so important to the people who visit the Hospice, yet it was dated, confused and full of old mismatched furniture.

The Family Room and Conservatory before and after.

Our Care

During 2018/19, with the help and support of Designer Contracts, Howdens and John Plant MBE of GW Price, we have transformed our Family Room into a homely, comfortable, modern and functional space that families want to spend time in.

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The number of people needing hospice care is increasing as people are living longer with more complex care needs. In 2017, we joined the Derbyshire Dementia Alliance as we are committed to creating spaces that will have a positive impact on the physical and mental health of all, and especially for those with dementia and other cognitive difficulties. Westfield Health Charitable Foundation understood the Hospice’s need to create a family environment just off the ward where people can celebrate important occasions and spend precious time together in a non-clinical environment. With their generous donation and with the support of Tesco Bags of Help, we have transformed the courtyard into a Dementia Friendly Courtyard with a Garden Room. This space is now a wonderful area for families and patients to enjoy together. It features a unique mural created by Peter Barber, as well as sensory plants for all to discover and enjoy.

Our new Garden Room and Dementia Friendly Courtyard

The mural in the Courtyard created by Peter Barber.

Our Care

The new Family Room was designed and delivered by Designer Contracts free of charge.

The courtyard was innaccessible from the patients rooms and not very

inviting.

Inpatient Unit Ward Manager, Karen Walker with Graham Moore, Chairman of Westfield Health Charitable

Trust in the new Garden Room.This space is now a wonderful area for families and

patients to enjoy together.

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Our Trustees are volunteers and lay representatives of the local community who are able to provide a range of expertise that supports and monitors the work of the Chief Executive and Senior Management Team.

Trustees understand the work of the Hospice, the decision making processes, the business plan and strategy, and the Hospice’s financial performance. Trustees participate in quality visits with clinical staff as a way of increasing

visibility and knowledge of Hospices services. There is a full Trustee induction and Trustees are invited to the organisation’s corporate induction training days. The Trustees have overall legal responsibility for administering the Ashgate Hospicecare Company. The Board of Trustees is charged with holding the Chief Executive to account for ensuring that the Hospice is managed efficiently and effectively, and that the highest standard of care is provided. The Trustees are not involved in the day to day management of the services, this is the responsibility of the Chief Executive and the Senior Management Team. The Board of Trustees meet four times a year, the Chief Executive is always in attendance and senior managers also attend at the discretion of the Board. At least three Trustees must be present at each meeting. Two subcommittees - Business and Healthcare Quality - with representation from the Board and senior management, meet three times annually in support of the overall Board reporting process.

We’ve made incredibly effective use of our Apprenticeship Levy; using this funding from the government to develop our staff in clinical and non-clinical roles, and to create new apprenticeship posts across the organisation in Retail, Finance and Marketing & Communications. The Hospice was awarded ‘Apprentice Employer of the Year’ at the Chesterfield Retail Awards 2018 for its work in this area.

During 2017-2018, Ashgate Hospicecare received confirmation of our status as a Disability Confident Employer, a government initiative that recognises organisations who go the extra mile to ensure that disabled people get a fair chance at employment and work experience. We also signed up to the Mindful Employer Charter, demonstrating our commitment to supporting both staff and volunteers who suffer from mental ill health by adapting our policies, providing training to managers and also raising awareness of mental health issues. The Charter shows that we are ‘Positive About Mental Health’ and one of the ways in

which we have implemented this is through our new ‘Happy Healthy Hospice’ initiative. We’ve held a number of well-being days to encourage staff and volunteers to be get involved in things that could improve their physical and mental health and well-being, from fitness classes, to ebike demonstrations, to healthy food tasters. In 2017 the Hospice also signed the ‘Dying to Work Charter’; a commitment to do all we can to support any member of staff with a terminal diagnosis. We were delighted that our volunteers were recognised at the annual Volunteer Centre Awards (Chesterfield and North East Derbyshire). We had a fantastic outcome with Dorothy Tilley, a volunteer with Ashgate for over 30 years, winning the ‘Outstanding Contribution to the Voluntary Sector’ award; Josephine Ma winning the ‘Young Volunteer of the Year’ award; Glen Pearson, our Ashley Bear mascot being shortlisted for ‘Volunteer of the Year’; Lynda Parrish, our Lymphoedema Team Manager being shortlisted for the ‘Long Service Staff’ award and Ashgate Hospicecare being shortlisted for ‘Organisation of the Year’.

Our PeopleIt’s been a great year for our staff and volunteers at the Hospice. Not only have we seen a large increase in the numbers of people who have joined us as volunteers, we’ve also created 25 new roles in clinical and non-clinical services.

Our Trustees

Our Chief Executive, Senior Management team and Trustees

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Jim’s story

“I’ve been a volunteer in the Day Hospice since April 2009, over nine years now! The Hospice plays such an important part in our community, but when you talk about it, most people know about the ward but they don’t often know that we have a Day Hospice. People are genuinely surprised about the service that Day Hospice provides.

Many of the patients who come here might be living on their own and so, particularly if they’re house bound, they wouldn’t usually get to see many people. When they come here they can see their consultant and nurse and talk about the problems they’ve been experiencing over the week so that they can get those sorted and face the next week. We have up to 16 patients per day; that means up to 64 people a week who are being regularly looked after for a whole day.

Our patients also get pampered by the complementary therapists and can have massages and so on, they also have their pre-lunch drinks and then a nice meal. It’s all about making patients feel special so that they look forward to coming here each week. It’s like a five star hotel. As volunteers, we play a really important role in delivering that personal service. We do loads of different activities and games with the patients, and there are lots of special events that happen here.

Christmas is a particularly special time. People come in and sing carols and school kids come in and sing too and the patients often sing along, which is lovely to see. Some of the things the Day Hospice patients make here the Hospice can sell, so they feel like they’re doing their bit and contributing to fundraising for the Hospice.

The staff here are just incredible, very compassionate. Nothing is too much trouble for them and I can see that nursing some of the patients is not always an easy job. But positivity just envelops the place. The patients will sometimes come in in the morning and not be feeling very well but when they’ve settled in, been looked after and had a chat with someone, you can see in their faces that they feel much better. I know that for a lot of people, this is the highlight of their week. It’s amazing to see patients with a huge smile on their faces. It’s an absolutely invaluable service in my opinion. The Day Hospice is an amazing place to volunteer. I’ve always felt an integral part of the team, right from the word go. The staff and volunteers have all got their roles to play and we just come in and get on with it. If there’s something the nurses want us to do, they’ll just ask and vice versa. If a patient has some concerns and they need to speak to a nurse, we’ll go and get a nurse for them, so you feel as though you really are part of a team. There are more eyes on the patients with volunteers around and they feel like they’re being listened to if we go and tell the nurses what they need. The Day Hospice couldn’t run without volunteers because the nurses would have to do what we do; simple things like making drinks. The patients have got to have drinks, they’ve got to have their teas, coffees, water and the other things they want and, because many of them can’t move unaided, they can’t just get up and make drinks themselves. Plus we want to spoil them!

Volunteering here has changed how I feel every day. Every volunteer you talk to will say that being here really helps to keep you grounded. When you come in each week and see what other people are having to go through, it stops you complaining about small things. Most of the patients need to make sure that their pain relief is just right. It really helps to put life into perspective, so for me that’s one of the personal benefits. I love coming here and I would recommend it to anyone, it’s such an important place to give your time to and you’ll get so much out of it.”

Our People

Volunteer in the Day Hospice“It’s like a five star hotel. It’s all about making patients feel special so that they look forward to coming here each week.”

Jim with Day Hospice patient, Chris

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Our PeopleEach year at our Hospice Heroes Awards night, we celebrate the Ashgate Hospicecare employees who have made an outstanding contribution to the Hospice, going above and beyond and excelling in performance.

The Compassionate Award recognises those who constantly look for new ways to satisfy the needs of those they work with or care for. They act with consideration and understanding for others’ feelings. Last year’s winner was the Day Hospice Team who were recognised as wonderful and caring people, who give their time, attention, empathy, sensitivity and care to all patients’ needs.

The Inclusive Award recognises those who actively seek and create opportunities to include others and encourage others to create an environment where everyone feels valued and respected. Last year’s winner were the team of staff and volunteers at our Care for a Cuppa café in Clowne, now Ashgate Coffee Company, for creating a great environment for the local community to enjoy and providing excellent customer service to each of their customers every time they visit.

The Empowering Award recognises those who enable positive change and support others to reach their maximum potential. Last year’s winner was Jane Horsted, who was recognised for building our complementary therapy service, raising the profile of the service and offering a range of alternative therapies for our patients which really makes a difference to their lives.

The Responsive Award recognises those who react positively to change or others’ needs by being creative and innovative in finding solutions. Last year’s winners were the Hospice at Home Team who were described as “Quick to respond, while being adaptable and flexible to the needs of patients, offering a service that supports them through the most difficult times”.

The Collaborative Award recognises those who work with others to deliver the best possible outcomes and recognise and value the contribution of others. Last year’s winners were the Palliative Care Nurse Specialists, Service Development and Clinical Administration Teams who all worked together to develop the new Triage service that launched in June 2017.

The Chief Executive Award recognises outstanding commitment and service given to the Hospice’s patients and their families. Last year’s winner was Andy Croydon, IT manager, who was recognised for being absolutely committed to his role, always there to help any member of staff in technological difficulty and helping to keep the Hospice systems up and running.

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Our People

Ashgate Hospicecare has delivered a variety of different education sessions to help empower our local health and social care community with the necessary symptom management and communication skills required to deliver excellent holistic palliative care.

Monthly evening sessions held at the Hospice and open to all health and social care professionals in the community, look at different conditions that may require palliative care covering a breadth of subjects from end stage respiratory disease to brain tumours. These sessions are approved by the Royal College of Physicians for Continuing Professional Development. The Hospice has also hosted plays on dementia, pancreatic cancer and a live play on death titled Outside the Box, presenting educational material in a different format to appeal to a wider audience.

These education sessions are organised by the Education Team and delivered by our Palliative Care Specialist Nurses. They facilitate understanding of symptoms and

their management at both foundation and advanced level. All these have been able to be provided free of charge by working in collaboration with Health Education England East Midlands and our primary and secondary care colleagues.

During 2017 -2018 we held eight evening CPD accredited sessions, eight Symptom Management sessions, 10 SAGE&THYME communication skills workshops and we supported a two day GP workshop.

Our End of Life Care Facilitators are active in educating primary care, district nurses and nursing home staff and supporting them in their roles. This includes managing and accrediting external providers for the DELQA (Derbyshire End of Life Quality Award).

Education is pivotal in extending our reach to the community and enabling more patients to receive excellent symptom management and care.

Education at the Hospice

Chris’s StoryPalliative Care Specialist Nurse

“The first involvement I had with the Hospice was a personal one, following my mum’s diagnosis of cancer in 2009, during a time of great uncertainty and shock. As a daughter, and also as a nurse, her diagnosis was difficult and very daunting for me. At times like this, you can feel very alone, not knowing how to access support and information as your head is in a whirl of emotions.

The first home visit from an Ashgate specialist nurse opened my eyes to the amazing role they play out in the community at the hardest time for a family. She was able to offer me clarity at such an uncertain time.

When I saw this role advertised, I knew instinctively that I needed to apply. Sometimes in life, things just click into place serendipitously and this is how it felt applying for this job. After eight years of working here, I am most proud to be able to offer families a sense of security, letting them know that we’re here for them.

My own experience with my mum remains clear in my mind and guides me into providing a service that is timely, individualised and that really helps those who need it.”

“After eight years of working here, I am most proud to be able to offer families a sense of security, letting them know that we’re here for them.”

Chris Barnes, Specialist Nurse

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FundraisingThanks to our fantastic supporters and to the hard work and growth of our Fundraising Team, we are thrilled to announce that total income from our various fundraising streams has more than doubled in the last five years, from around £2 million to over £4 million!

The success of events like the Markovitz Sparkle Night Walk have contributed to this, together with growing support for the Ashgate Lottery and other forms of regular giving. The two most significant areas of fundraising growth have been Gifts in Wills and #ChallengeDerbyshire.

The Markovitz Sparkle Night Walk has gone from strength to strength since the event transformed from the Midnight Walk in June 2015. We have seen it grow year on year, becoming our flagship event and Chesterfield’s biggest annual fundraising event. Last year, we raised over £200,000 for the Hospice. With thanks to our sponsors who covered much of the costs of the event, this money was able to go directly towards patient care.

Last year, we saw one of the highest levels of income through Gifts in Wills totalling over £1.1 million. This means that during 2017-2018, one in five of our patients are cared for thanks to gifts left in Wills.

Over the last year, we have worked extremely closely with local solicitors through our Death Cafés, which we run annually in Chesterfield town centre as part of a national campaign known as Dying Matters Week. The Death Café is a pop up café that we held both at the Hospice and in Chesterfield town centre last year. It is open to everyone in the community who wishes to attend, with the aim of

bringing the taboo topics of ‘death’ and ‘dying’ back into public conversation. This has enabled us to talk to the public about their Wills and to talk about how gifts in Wills are a really important income stream for the Hospice, helping us to continue providing our services to those who need hospice care in our community.

Last year, the largest legacy left to us totalled £163, 097 and our smallest legacy was £120. Any legacy left to the Hospice, large or small, makes a huge difference to patients and their families in North Derbyshire.

Markovitz Sparkle Night Walk

Ashgate Lottery

Gifts in Wills

We have seen our lottery income grow annually and this year has been another really positive year for lottery growth. The income from our weekly lottery draw, which is now £15,000 a week, pays for vital services for patients.

Our lottery and the other forms of regular giving, such as our Tree of Life and the 24/7 Hospice at Home appeal, contribute to the Hospice’s sustainable regular income which is really important in planning for the future of our services.

Ashgate Hospicecare’s approach to fundraising is focused on supporter care through extensive and regular training of staff and volunteers. Ashgate Hospicecare is registered with the Fundraising Regulator and ensures its fundraising is legal, open, honest and respectful. We monitor third parties who fundraise for us by asking supporters for feedback, providing training and following up any complaints. The charity has had 11 complaints of which none related to a third party fundraising agency working on behalf of the Hospice. All complaints were followed up immediately, appropriate action was taken and procedures were reviewed to ensure they still represented best practice.

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#ChallengeDerbyshire-organised eventsCharity Lunch at Fischer’s Baslow HallMichelin star awarded Fischer’s Baslow Hall hosted the second charity lunch in aid of #ChallengeDerbyshire, where guests were treated to a fabulous four course meal with drinks. A fantastic £8,275 was raised on the day with the generous support of hosts Susan and Max Fischer, along with event sponsors XL.

It’s been an amazing year for #ChallengeDerbyshire, an initiative that was set up in 2015 to raise money for three charities who offer palliative and end of life care to people across North Derbyshire: Ashgate Hospicecare, Blythe House Hospice, and Helen’s Trust. Here are some of the amazing ways #ChallengeDerbyshire have raised vital funds this year.

Driving Day in association with the Star Trust#ChallengeDerbyshire teamed up with East Midlands based charity The Star Trust to host a Motoring Day that saw super-car owners and admirers from all over the country come together at the stunning Thornbridge Hall for a day that involved an incredible collection of cars undertaking driving routes through the beautiful Derbyshire countryside. The day was a huge success, raising a phenomenal £51,700 for #ChallengeDerbyshire.

#ChallengeDerbyshire Golf DayTeams from the #ChallengeDerbyshire Business Club came together to compete and raise funds at the beautiful Breadsall Priory golf course and in doing so raised over £4,000 for #ChallengeDerbyshire.

#ChallengeDerbyshire Charity BallThe first ever #ChallengeDerbyshire Charity Ball saw a host of local businesses come together to show their incredibly generous support for our amazing charities. Held at the iconic Devonshire Dome in Buxton, guests danced the night away, entertained by a live band and DJ, raising an outstanding £185,000 for the local charities, which meant that #ChallengeDerbyshire smashed through the half a million pounds raised barrier!

Support from the #ChallengeDerbyshire Business Club

Fundraising

#ChallengeDerbyshire has an active Business Club with a number of members who organise their own events ‘in-house’ and donate the proceeds or profits. Over the last year, these included:

• M Markovitz Ltd Builders’ and Plumbers’ Merchants organised a charity ball, raising over an incredible £30,000! They also organised a Golf Day which raised over £12,000!

• Andrews of Tideswell, a coach tour company in the High Peak, held a charity ball in Sheffield that raised over £8,000!• Hope Cement Works in Hope Valley (part of the Breedon Group) hosted a Golf Day that raised over £3,000!• Tilly Studios in Great Longstone, Derbyshire, and their Perfect Pitch children’s choir who got to the semi-final’s of

Britain’s Got Talent in June 2017, donate all profits from their annual shows to #ChallengeDerbyshire. Last year, their performance of Annie Junior raised over £3,000. In total, the group have donated over £10,000 to date!

• We are also the chosen cause that the High Peak Golf Club supports. They raised £3,000 for #ChallengeDerbyshire last year.

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Fundraising

Trusts and GrantsThe generosity of charitable trusts and foundations is becoming increasingly integral to the funding of our facilities and services. Between 1st April 2017 and 31st March 2018, we received £190,000 in grant funding.This year, we opened our beautiful new Garden Room which leads out into a specially designed Dementia Friendly Courtyard for our patients and their loved ones on the Inpatient Unit. It was funded by a very generous grant of £103,025 from the Westfield Health Charitable Trust.

Over the past year, many charitable trusts, foundations and grant panels have helped us to carry out other exciting and innovative projects, to enhance our specialist care for our patients and their loved ones and made it possible for us to buy essential clinical equipment.

The Ashby Fund for a bicycle shelter for staff and

visitors to store their bicycles safely

Cash for Kids for toys and books for children who

visit our Inpatient Unit

Chesterfield Healthy Small Grants Panel

for funding towards a Supportive Care chaplaincy project

Coop Local Community Fund

for special child bereavement days

DCC ‘5 Ways to Wellbeing’ panel

for equipment for the Horticultural and Oral history Projects

Duke of Devonshire’s Charitable Trust

for rise recliner chairs for the Inpatient Unit

Frank and Dorothy Poulden Charitable Trust for a grant towards our running costs

Healthy Bolsover Grants Panel

for stairlift hire for our patients living in the District of Bolsover

Laing Charitable Trust for training for our complementary

therapists

Masonic Charitable Trust a grant towards our running costs

May Hearnshaw Charitable Trust

for the salary of an Ashgate Hospicecare Nurse

One Stop Carriers for Causes

for LED lighting upgrades on the Inpatient Unit

The Wayne Partridge Foundation

for funding pre and post bereavement care for our patients and their families

Screwfix Foundation for a grant towards the Inpatient Unit

bathroom upgrades

Staveley Parochial Charities

a grant towards our running costs

Talbot Trusts an AED resuscitation training device

Tawnywood Wood Fund for a grant towards our running costs

Tesco Groundworks for items to make the Inpatient Unit

courtyard dementia friendly

Toyota Charitable Trust for a grant towards the bathroom

upgrades

WH Smith Charitable Trust

for children’s reading books for the Inpatient Unit

Woodthorpe Relief in Need Charity

for a grant towards our running costs

With particular thanks to:

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Dan’s Story

Fundraising

Gifts in KindWe were able to save over £117,000 last year due to the wonderful generosity of local businesses who provided their products and services to the Hospice free of charge. We are incredibly grateful for their support as this means these funds can be spent directly on patient care. Here are just a few of the fantastic businesses that have supported us this year.

Derbyshire Contracting Services Commisioned our brand new car park

GW Price Supply all fruit and vegetables for the Hospice and events and provide all of the drinks for the drinks trolley on the

Inpatient Unit

Cathelco Donate newspapers to the Hospice for patients

and visitors

Blue Castle Group Donated an eco-friendly car for Hospice use

Arnold Clark Donated a fundraising car allowing us to reach all

areas in North Derbyshire

Hall Plant Hire Supply a container for storage at the Hospice

GTM Provide traffic management for the Sparkle Night

Walk

Spire Marquees Supply all marquees for events free of charge

CEMEX Provided the cement for the path for the

horticultural project

“I want to raise as much money as possible to ensure that more families like mine can access hospice care when they need it. It’s important to me to fundraise for the Hospice as a small gesture of thanks to every member of staff who helped to care for mum and for being so kind to us. We want to say thanks to the staff for treating mum with great care and respect and for their efforts and attention. I know that by raising this money I’m helping to ensure that others can receive such excellent care. In the circumstances, I wouldn’t have wished for more for my mum.”

In April 2018, Dan ran the London Marathon to raise money for Ashgate Hospicecare in memory of his mum, Linda. So far he has raised an incredible £2722.45!

Dan (right) and his friend, Will, running the Carsington Water half marathon for Ashgate Hospicecare

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Retail

One example of the way in which we have expanded our retail space is at our store at Hasland, Chesterfield. As well as the second-hand Furniture Store and clothing shop, the store is now home to the newly rebranded The Ashgate Coffee Company café, and the Ashgate Furniture Co., which sells new furniture and home goods in store and online.

We have also expanded our space in Clowne, introducing an Ashgate Coffee Company café next to the charity shop. This means that we have been able to grow our cumulative income to over £11.3 million over five years, with profits of £3.1 million. This is a fantastic achievement and represents over 27% return on our investment.

Not only have profits increased with the expansion, but we have also been able to provide an excellent customer experience as people can spend time browsing these stores with the option to take a break in the café.

The last financial year brought many positives but we also had our fair share of new challenges. We were hoping to see sales of £3 million, but we were challenged by a harsh winter, including ‘the beast from the east’ and ‘the pest from the west’! This saw footfall in our shops dramatically decrease. Despite that, sales grew £260,000 compared to the previous year.

We received a record number of donations which resulted in donated sales raising an incredible £2 million for the year. We’re delighted about this and grateful to our supporters for donating their goods. Not only did we break the £2 million mark, we also recycled a record number of donations which brought in an incredible £105,000, and we had a record number of Gift Aid sign ups giving us an additional £130,000! Thank you to everybody who supported Ashgate Hospicecare’s shops this year!

After the initial success of the Ashgate Furniture Co., where customers can buy in store and online, our focus for the future will be to grow our online presence so that we can reach more people beyond the North Derbyshire area that the Hospice shops currently cover. In doing so, we are adapting to the current retail environment by moving into the world of online sales and keeping up with new and existing customers’ shopping habits.

We are also looking to open stand-alone Ashgate Coffee Company cafés across North Derbyshire. This will offer a refreshing retail experience in addition to our much loved Ashgate Hospicecare charity shops that will attract both loyal customers and supporters of the Hospice, as well as new customers through our on-trend rebranding of the cafés.

The Ashgate Coffee Company

Coffee brought us another income stream with sales reaching over £180,000 last year. Part of the retail trading arm of Ashgate Hospicecare Shops Ltd, The Ashgate Coffee Co was born out of trying to improve the customer experience within our retail outlets. We decided to open our first coffee shop, then known as Care for a Cuppa Café, in our Hasland store. It was a real success. Customers told us that they loved being able to meet up and have a coffee in a very popular location where they could also browse the Ashgate shops.

Sales of donated good reached over £2m last

year

Over 90,000 black bag donations last

year

What’s new for Retail?

Gift Aid on donations raised

£130,000 last year

Our new coffee shops took over

£180,000 last year

What’s next?

In the last five years, Ashgate Hospicecare’s retail influence has grown significantly, due to new shop openings across North Derbyshire, with an increase in profits as a result.

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Retail


Denise’s Story

I’ve always felt very strongly about the cause. I remember before Ashgate Hospicecare opened, we desperately needed a hospice in this area. The closest one we had was in Sheffield and when somebody is ill, Sheffield is a very long way to go. It’s important that the Hospice is in a place where friends and family can get to easily to visit their loved ones.

It’s so important for everybody in this area and for future generations that the Hospice continues. It’s such a lovely place for people to be able to go to and it’s not just for the person who is ill, it’s for their families and friends too. We didn’t think we were going to need it, but we’ve actually had family and friends here. It’s important that everybody realises that the Hospice cares for people of all ages with all different kinds of illnesses and it’s so important that people keep volunteering and fundraising for the Hospice.

People like Harry Fisher, for example, are very important to the Hospice. Harry lost his wife and his daughter to cancer and both of them were cared for by Ashgate Hospicecare. His connection came full circle when he left a legacy to have what is now the ‘Harry Fisher building’ renovated. It’s a beautifully decorated part of the Hospice that now has fundraising offices and counselling rooms in. I had met Harry years ago but it wasn’t until I walked in and saw his picture hanging up in the building that I realised that the renovation was thanks to his legacy. I thought it was simply amazing that he’s made such a difference; he’s helped the Hospice to expand and he’s now at the heart of it. About four years ago, I was fortunate to retire early and so I started to look into volunteering at Ashgate. I first started volunteering at the shop in Clay Cross but then we moved to the Donation Centre at Hasland where new opportunities arose. I had wanted to do more hours and saw that there was a vacancy helping out with eBay and Amazon goods. I didn’t know that the Hospice sold things online, but it’s a really interesting role, I absolutely love it! I look out for items to sell online, and now I also sort donations and help out with the new goods for the shops. Like many people, I didn’t realise that there was such a wide range of volunteering opportunities here. Any way that somebody can help is always gratefully received.

Volunteering has also given me the chance to do a basic counselling skills course, something I would never have thought of doing or have had the chance to do if I wasn’t here. That course has been really useful for the role I’m doing, and in everyday life, as it gives you a better understanding of people. It’s also something that I may be able to use in the future if I decide to go into counselling. The work at the Donation Centre can be quite physical at times, so if I can’t continue doing it later in life, I have thought about going into a role where I can use my counselling skills. If you’re thinking about volunteering, I’d say, give it a go! In my opinion, the benefits you get from volunteering far outweigh anything you get from doing a paid job. You meet lots of great people who are all working passionately towards the same cause and you can help to make sure that Ashgate is always here for us.

Volunteer at the Donation Centre in Hasland“In my opinion, the benefits you get from volunteering far outweigh anything you get from doing a paid job. You meet lots of great people who are all working passionately towards the same cause.”

Denise and her husband, Phil

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Retail

The Ashgate Furniture Co. was nominated for Charity Retail Association Innovation and Technology in Charity Retailing award, 2018. To see the Ashgate Furniture Co.’s website, visit: www.ashgatefurniturecompany.co.uk

It is still early days for the Ashgate Furniture Co., and there are lots of opportunity to grow. Since its introduction, it has helped us achieve our goal of £1,000,000 in furniture sales (both donated and new). This has not only made a difference to our shopping community, it has also made a considerable contribution to the Hospice, ensuring that we can continue to provide much-needed care to patients and their families within North Derbyshire.

Graham RichardsonDirector of Retail and New Business Development

Our Goal

Our goal for the next financial year is to continue to grow the Ashgate Furniture Co. to help raise vital funds for Hospice services.

Solution

Having established a large retail footprint in The Hasland Furniture Shop, which sells a selection of quality donated furniture, from sofa sets to wardrobes to beds, the retail team wanted to offer new goods for those customers who wanted to purchase something other than, or as well as, donated items. We trialled the sale of new furniture and home items and had excellent feedback from our customers. As the popularity of the new goods grew, we decided to name this new section of the store and we decided on “Ashgate Furniture Co”. From the very beginning, we thought about the preference for many customers to shop for items online. We decided to extend the Ashgate Furniture Co. beyond the bricks and mortar of the Hasland store and ventured into the world of online sales. Ashgate furniture Co. website was introduced and a dedicated team was employed to look after our online shoppers.

The Success

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Retail

Mike’s StoryClowne Shop Manager

I’m Mike, I’m the manager of Ashgate Hospicecare’s shop in Clowne. I’m married to Mandy and we have two grown up children and four grandchildren and we live in Bolsover. When I first applied to work for Ashgate, I wasn’t sure I had the right experience as I’ve never worked for a charity before. However, I have applied my experience in retail and I can see that this is increasing our income and actually making a difference to the lives of patients and families who need hospice care.

I’ve been here 12 months now and I can’t believe how quickly it’s gone! I can happily say that I enjoy every single day, there isn’t a day I don’t want to get out of bed. I don’t have to work long hours and I get regular weekends off so I can plan my life. I’ve got a good work life balance and I’m making a difference. It’s lovely to chat to customers about the shop and to hear their own personal experiences of the Hospice. It makes you realise why the work we do really matters.

In Clowne, we’re fortunate enough to have the Ashgate Coffee Company attached to the shop and, as I’ve got to know the customers, I know that we have some people who come and visit the shop and the coffee shop two, three, sometimes four times a week. It’s become a real community hub. I think a measure of that was the success of the fashion show, which was held in the store in April. We were absolutely blown away with it! We limited tickets to 50 and we sold out. I couldn’t believe it when

I saw people queuing up outside half an hour before we opened for the night! We raised over £700 on the night, with ticket sales, clothing sales and food sales. We had some fantastic feedback as well.

We’ve now got 30 volunteers and three paid staff and I can honestly say that with their help, the shop is a real success. Donations, Gift Aid sign ups and sales have all increased. It’s all really positive. I’ve still got a lot to learn about working with volunteers, as I had never done it before and it was certainly the biggest learning curve for me.

We have all sorts of people volunteering for us, from young college students who do a half day a week to people like Lorna who has just joined us and she’s 80! She’s just moved up from South Wales and she’s great. The most heart-warming thing is seeing how energetic and enthusiastic our volunteers are, whatever background, whatever age. I’ve got retired police officers, retired nurses, admin clerks. We have a volunteer who works full-time Monday to Friday in her job and she’s going to give up one morning of her weekends for us. It’s just so generous! The fact that people give up their time to come and volunteer for us is really important to everyone at Ashgate. We couldn’t run without them. My volunteers get my utmost respect and there’s nothing I wouldn’t do to help them out if they’re having trouble personally or if the rota isn’t working for them.

Our next step now is for me to get out and about in other shops, see what their challenges are and how they overcome them. As a retail team, we’re always looking at being the best we can be and finding innovative ways to increase our income stream. The rebranding of the Ashgate cafes from ‘Care for a Cuppa’ to ‘Ashgate Coffee Company’ is just one example of this. We’ve got some excellent store managers and we are well supported by our local areas. We have a great foundation now and we need to continue to look after all of our shops and cafes and our customers, and then we can start to think about opening more coffee shops. I think once that happens it’s really going to take off.”

“I enjoy every single day, there isn’t a day I don’t want to get out of bed. We’ve now got 30 volunteers and three paid staff and I can honestly say that with all their help, the shop is a real success.”

Mike, Clowne Shop Manager

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Why your support matters


Ashgate Hospicecare is a charity – we are not part of the NHS. In 2017/18 we received £2.9m from the NHS which was only 50% of our expenditure on patient care.

That is the lowest proportion in recent years, a trend which is likely to continue. The remainder of the funding to provide our services has to be generated by fundraising and by our shops. Our overall income for 2017/2018 was £10.24m which was an increase of £0.25m over the previous year. The chart below shows our income compared to the previous year:

As a result of the increased income from our supporters, we were able to increase what we spent on caring for patients and their families to £5.83m.In 2017/18, the support of the people of North Derbyshire meant that we were able to care for 2,345 people and their families:

979 people were cared for at home by our Specialist Nurses

894 people were able to be discharged home or to

remain in their own home thanks to the support of our Occupational

Therapists

230 people attended our Day Hospice for support and

therapy

1,200 hours of counselling

were provided for bereaved families

473 people were

admitted onto our In-Patient Unit

696 people were

helped by our Physiotherapy team

LotteryEvents

Donations and In MemoryCommunity

LegaciesShops

Others

Gift AidTrusts and Grants

Statutory GrantsRestricted Donations

Gifts in Kind

0 500 1,000 1,500 2,000 2,500 3,000

2016-17 £k 2017-18 £k

Income Analysis

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This chart shows our spend on patient care compared to the previous year:

We are very fortunate to have the active support of many local businesses. In 2017/18 we benefited from Gifts In Kind totalling £117k. This included £27k Gifts In Kind to support our fundraising events such as the Markovitz Sparkle Night Walk. Gifts in Kind are recognised in Donation Income and as equivalent amounts of expenditure in the relevant cost categories.

We take a long term view of investment in fundraising and marketing as being necessary not just to generate income for the current year but to secure the future of the Hospice. This has been our approach for the last four years and we are beginning to see the impact but we remain focused on long term sustainability because we know that the need for our services will continue to grow.

Overall fundraising income, including donations, increased from £1.021m to £1.217m, an increase of 19%. Legacy income was £1.189m and continues to be a hugely important, and valuable, source of income. We are extremely grateful to our supporters who remember us in their wills.

We have 15 Ashgate Hospicecare shops and three coffee shops. They are a vital source of funding and last year we generated sales of over £2m from 90,000 bags of donated goods. This contributed a net income of £648k over the year.

Our shops are not only an important source of income to fund our services, they are also a significant presence in local neighbourhoods. The staff and volunteers truly are community ambassadors for the Hospice, the friendly face of Ashgate for many people.

The Ashgate Hospicecare Lottery This is an important recurring income stream. We have reduced our Lottery costs in the last two years whilst increasing the income by 57% to £838k.

Lottery

EventsDonations and In Memory

Community

Legacies

Shop - Expenditure

Shop - Support costs

Fundraising - Support costs

Marketing and Communication

2016-17 £k 2017-18 £k

The Cost of Raising Voluntary Income

0 500 1,000 1,500 2,000 2,500 3,000

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Structure, Governance and Management

Governing Document

Ashgate Hospicecare is a charitable company limited by guarantee, incorporated on 2 June 1988 and registered as a charity in England and Wales on 14 September 1988. The charity’s objects are specifically restricted to the relief of sickness and the preservation of health among people residing permanently, or temporarily, in North Derbyshire.

The company was established under a Memorandum of Association and is governed under its Articles of Association which were revised and amended in 2016, to ensure that appropriate consideration was given to tenures and succession planning for the Chair and Trustees.

Recruitment and Appointment of Trustees

The Directors of the company are referred to as charity Trustees for the purpose of charity law and under the company’s articles are known as Trustees and members of the Board. The method of appointing Trustees is as governed by the Articles of Association. Trustees are not paid for their role with the charity.

The Trustees are appointed for their knowledge and skills in areas relevant to the work and governance of the charity and are able to provide a range of expertise that supports and monitors the work of the Chief Executive and the Leadership Team.

Trustee Induction and Training

New Trustees are supported to familiarise themselves with their legal obligations and responsibilities under charity and company law, and in the context of the Articles of Association, the work of the Hospice, the work of the Board of Trustees and Board Subcommittees, decision making processes, the strategy and business plans, and financial performance. Trustees attend training/information sessions and planning days, and are invited to corporate training days.

Board visibility is important for the effective running of the charity. Trustees participate in shadowing and quality visits with senior and clinical staff and are able to spend time with staff and volunteers to ensure they remain fully conversant with the operations of the hospice.

Organisation

The Trustees are responsible for the governance of Ashgate Hospicecare and ensure that the Hospice is managed efficiently and effectively and provides the highest standard of care. Trustees delegate the operational leadership of the charity to the Chief Executive and the Leadership Team and hold them to account for the safe and effective running of the Hospice.

The Board of Trustees meet four times per annum, with the Chief Executive and the Leadership Team in attendance. At least three Trustees must be present for the meeting to be quorate.

The governance structure was revised in 2017. There are two Board subcommittees, Business and Healthcare Quality, which meet quarterly between meetings of the full Board and make reports to the Board. Each subcommittee is chaired by a Board vice-chair and has representation from the Board and senior managers.

The Healthcare Quality Subcommittee has oversight of clinical governance, safety and risk related to all services for patients; the Business Subcommittee oversees non-clinical and business risk and financial strategy. The Terms of Reference for both Subcommittees have been reviewed this year to makes sure they are consistent and fit for purpose.

Members serve for a period of three years, at the end of which they are required to retire, but may offer themselves for re-appointment for one or two further terms of three years each. The Chair can serve for two terms of three years.

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Objectives

Related Parties

Ashgate Hospicecare Shops Limited is a subsidiary of Ashgate Hospicecare. During 2017/18 it operated 16 charity shops and three coffee shops, the profits of which are spent wholly supporting the work of Ashgate Hospicecare. The decision was taken in 2017 to close the shop in Worksop due to local market conditions.

Ashgate Hospicecare is a partner and shareholder in Hospice Quality Partnership (HQP). HQP was set up to support independent Hospices with procurement, benchmarking and collaboration regarding the improvement of value and reduction of cost, as well as the potential to generate new income through dividends in the future. Ashgate Hospicecare sees significant benefits in being a Partner / Shareholder with HQP and is supportive of the company’s aims.

The vision, mission, and values of Ashgate Hospicecare are set out below:

Vision:To ensure that Hospice care is available to all who need it, in the environment most appropriate to their individual needs and wishes.

Mission:To provide Specialist Palliative Care and support to patients and their families, across the whole of North Derbyshire, in a setting which best meets individual needs. This may include the patients’ own homes, hospitals or other care environments, such as nursing and residential homes or the Hospice itself.

Values: Compassionate InclusiveEmpoweringResponsiveCollaborative

These values are at the heart of what we do as a hospice, as an organisation of people working towards the same goal and as a charity serving the needs of our population in North Derbyshire. They define who we are, how we work and what we believe in.

Our current strategic plan sets out three strategic objectives:

1.Care To offer the highest possible standards of specialist palliative and end of life care and assistance to as many people as possible, and to help patients achieve the best possible quality of life in accordance with their wishes.

2.InfluenceTo be a force for transformational change in the hospice movement; developing Ashgate’s influence and reach to raise standards in specialist palliative and end of life care in all settings.

3.InnovationTo be an innovative, professional and sustainable organisation whose work is funded by a diverse and varied range of income sources.

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Principal Risks and Uncertainties The Board of Trustees has established processes to assess business and corporate risk. This involves identifying the types of risk the charity faces, prioritising them in terms of potential impact and the likelihood of occurrence, and identifying means of mitigating the risks. This assessment is monitored and updated on a regular basis. The Risk Review Group meet quarterly to ensure effective operational management of risk and risk registers. The Corporate Risk Register ensures that the Board of Trustees are fully appraised of any strategic risks and the actions being taken to mitigate them.


Public BenefitThe Trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the Hospice’s objectives and in planning its future activities. In particular, the Board of Trustees consider how planned activities will contribute to the objectives they have set. The Trustees are confident that this report appropriately reflects public benefit in some detail when describing the purpose, objectives and strategic plans, services, service developments and future plans for continued or enhanced service delivery.

Financial ReviewConsolidated net income before investment gains was £110k in 2017/18, a reduction of £448k compared to the previous year. Most income streams increased in the year, with donations up by 21% and fundraising up by 19% (a combined increase of £525k) and retail up 10% (an increase of £261k). Legacy income, however, was 39% lower than previous year, a reduction of £757k. That said, total legacy income of £1,190k was close to the £1,153k in 2015/16. The higher level of legacy income in 2016/17 was due in large part to the very generous legacy from Harry Fisher. Legacies remain a hugely important, and valuable, source of income and we continue to be extremely grateful to our supporters who remember us in their wills.

Income from charitable activities, at £2,938k, represents just under 29% of total Hospice revenue. Hospice shops continue to perform strongly, with net income of £648k in 2017/18. This remains another vital source of funds to support Hospice services.

Total funds at 31 March 2018 are £6,959k, an increase of 2% compared to previous year. Investment Policy

The Hospice has a portfolio of long term investments, deposit accounts and an interest bearing current account, to ensure appropriate liquidity of funds.

Investments were £1,057k at 31 March 2018, with 2% growth in the year.

With regard to the ethical investment element of the Policy, the Trustees do not wish to adopt an exclusionary policy when considering prospective investments, or potential donation receipts. However, individual investment proposals, and donations, may be rejected if they are perceived to be in conflict with the purpose of the Charity. Reserves Policy

Reserves are held to provide a financial buffer to the Hospice so that services may continue for a defined period of time, in the unlikely event that all incoming funding streams ceased. At present, the level of reserves required is three months of unrestricted fund expenditure, but this will be subject to review in 2018/2019 as a risk-based reserves policy is implemented.

During the year the charity’s total reserves increased from £6,801k to £6,959k. The free reserves at 31 March 2018 (unrestricted current assets less current liabilities) amounted to £2,206k. The charity also has restricted funds; the purposes of these funds are detailed in note 24 of the accounts. Restricted funds have increased from £44k to £154k.

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Trustees’ Responsibility for the Financial StatementsThe trustees (who are also directors of Ashgate Hospicecare for the purposes of company law) are responsible for preparing the Trustees’ Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company 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 2015 (FRS 102); • make judgements and estimates that are reasonable and prudent; • state whether applicable UK Accounting Standards have been followed, subject to any material departures

disclosed and explained in the financial statements; • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the

charitable company 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 company 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 hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:• there is no relevant audit information of which the charitable company’s auditor is unaware; and• the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit

information and to establish that the auditor is aware of that information.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

AuditorsThe auditors, BHP LLP, Chartered Accountants have expressed their willingness to continue in office, subject to the approval of members in general meeting.

By Order of the Board

J HortonTrustee20 December 2018Chesterfield

A wide range of policies and procedures have been introduced to minimise risk and ensure compliance with legislation and CQC standards. Specific policies relating to risk include management guidelines, standing financial instructions, health and safety, information governance, clinical issues and employment. The Healthcare Quality Subcommittee, with membership drawn from senior clinicians, directors and the Board meets to monitor and audit the quality of services provided.

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Opinion

We have audited the financial statements of Ashgate Hospicecare (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2018 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Parent Charitable Company Balance Sheets 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 Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the group’s and parent charitable company’s affairs as at 31 March 2018, and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006

Basis for opinion

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

Conclusions relating to going concern

We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where:

• the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

• the trustees have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the group’s or parent charitable company’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue.


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Other information

The trustees are responsible for the other information. The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. 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 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 (incorporating the strategic report and the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the strategic report and the directors’ report have 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 group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report and the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate and sufficient accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

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Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 34, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 report in accordance with this Act.

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

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

Use of our report

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

Adrian Staniforth (Senior Statutory Auditor) 20 December 2018 For and on behalf of BHP LLP, Chartered Accountants

57-59 Saltergate Chesterfield Derbyshire S40 1UL

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General Funds

Restricted Funds

2018 Total 2017 Total

Income: £ £ £ £

Donation and legacies

Donations (2) 1,685,493 207,931 1,893,424 1,564,430

Legacies (3) 1,189,753 - 1,189,753 1,946,261

2,875,246 207,931 3,083,177 3,510,691

Income from othertrading activities:Shops 2,922,094 - 2,922,094 2,660,944

Fundraising (4) 1,217,970 - 1,217,970 1,021,322

Other (5) 72,564 - 72,564 38,606

4,212,628 - 4,212,628 3,720,872

Investment income (6) 3,640 - 3,640 15,492

Income from charitableactivities - grants

(7) 2,937,791 - 2,937,791 2,737,528

Total income 10,029,305 207,931 10,237,236 9,984,583

Expenditure:Costs of raising voluntary income

(8) 108,328 - 108,328 135,898

Fundraising & other trading costs

(9) 4,062,695 - 4,062,695 3,675,521

Costs of charitable activities

(10) 5,827,706 98,331 5,926,037 5,615,687

Total expenditure 9,998,729 98,331 10,097,060 9,427,106

Net income before investment gains 30,576 109,600 140,176 557,477

Gains on investments (14b) 17,395 - 17,395 112,602

Net movement in funds 47,971 109,600 157,571 670,079

Total funds brought forward 6,756,577 44,403 6,800,980 6,130,901

Total funds carried forward 6,804,548 154,003 6,958,551 6,800,980 All activities are continuing activities. All gains and losses recognised in the year are included in the Consolidated Statement of Financial Activities.

Consolidated Statement of Financial ActivitiesIncorporating a Consolidated Income and Expenditure Account For the year ending 31 March 2018

39


Balance Sheet

2018 Group 2017 Group 2018 Charity 2017 Charity

Fixed assets £ £ £ £

Tangible Assets (13) 3,895,773 4,077,352 3,714,191 3,822,196

Investments (14 a&b) 1,057,649 1,040,254 1,057,653 1,040,258

4,953,422 5,117,606 4,771,844 4,862,454

Current assetsStock of finished goods 45,231 43,912 11,948 21,533

Debtors (15) 657,462 1,382,096 1,224,360 1,735,005

Cash at bank and in hand 2,246,583 1,641,969 1,771,631 1,422,268

2,949,276 3,067,977 3,007,939 3,178,806

Creditors: Amounts falling due within one year

(16) (589,147) (1,029,603) (466,232) (885,280)

Total assets less current liabilities

7,313,551 7,155,980 7,313,551 7,155,980

Creditors: Amounts falling due after more than a year

(17) (355,000) (355,000) (355,000) (355,000)

Net assets (12) 6,958,551 6,800,980 6,958,551 6,800,980

Unrestricted FundsGeneral 6,804,548 6,756,577 6,804,548 6,756,577

Restricted funds (24) 154,003 44,403 154,003 44,403

Total funds 6,958,551 6,800,980 6,958,551 6,800,980 The financial statements were approved by the Board of Directors on 20 December 2018 and are signed on its behalf by:-

J HORTON Director

Company Registration No. 02263980

At 31 March 2018

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Cashflow Statement

2018 2017

£ £

Cash generated by operating activities (26) 737,610 713,217

Cash flows from investing activitiesInterest received (3,640) (15,492)

Purchase of tangible fixed assets 136,636 1,471,057

Proceeds from disposal of fixed assets - (10,500)

Cash (used in) investing activities (132,996) (1,445,065)

Increase / (Decrease) in cash and cash equivalents in the year

604,614 (731,848)

Cash and cash equivalents at the beginning of the year

1,641,969 2,373,817

Cash and cash equivalents at the end of the year

2,246,583 1,641,969

For the year ended 31 March 2018

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1. Accounting policiesa. Basis of accounting

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 Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Ashgate Hospicecare meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

b. Company status

The charity is a company limited by guarantee and has no share capital. The charity is registered in England. The members of the company are the Trustees named on the back 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.

c. Basis of consolidation

The consolidated financial statements include the results of Ashgate Hospicecare and its wholly owned subsidiary Ashgate Hospicecare Shops Limited on a line by line basis.

A separate Statement of Financial Activities and Income from Expenditure Account for the charity has not been presented because the charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

The surplus for the year for the charitable company was £648,071. (2017 surplus £714,853).

d. Donated goods and gifts in kind

Donations and gifts are treated as income when received. Gifts in kind and donated goods are valued where the item is specifically identified and some reliable form of valuation is available.

e. 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 charity 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.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs 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.

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f. Income

All income is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

Donated services or facilities are recognised when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised. Please refer to the Trustees’ report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Grants are included in the SOFA in the year in which they are receivable and allocated to the necessary funds accordingly, and would be deferred if relating to services in a future period.

Lottery income is accounted for in respect of those draws that have taken place in the year. Income received from draws after the balance sheet date is deferred to the relevant accounting period.

Trading income is recognised at point of sale for both donated and purchased goods.

Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.

g. Expenditure

Expenditure is recognised on an accruals basis inclusive of any irrecoverable VAT. Costs of generating funds comprise the costs associated with attracting voluntary income. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them, which have been apportioned based on the set criteria, agreed by the Trustees. Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity.

h. Tangible fixed assets and depreciation

All fixed assets are included at cost, net of depreciation and any provision for impairment. Depreciation is calculated to write down the cost of fixed assets by equal annual instalments over the following periods:-

Freehold buildings 2% straight line per annum Fixtures and fittings 25% straight line per annum Motor vehicles 25% straight line per annum Buildings extension 2% straight line per annum IT hardware 33% straight line per annum Plant 10% straight line per annum

All assets costing more than £1,000 are capitalised, except for computer equipment where all items with a value of £100 or more are capitalised.

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i. Fixed asset investments

Investments are a form of basic financial instruments and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing market price, except for shares in the trading subsidiary which are carried at cost. The Statement of Financial Activities includes the net gains and losses arising on revaluation and disposals throughout the year.

All gains and losses are taken to the Statement of Financial Activities as they arise.

j. Stock

Stocks of retail goods are included at the lower of cost and net realisable value. Donated items of stock for resale or distribution are not included in the financial statements until they are sold or distributed because the Trustees consider it impracticable to be able to assess the amount of donated stocks as there are no systems in place which record these items until they are sold and undertaking a stock take would incur undue cost for the charity which would far outweigh the benefits.

k. Operating leases

Rentals applicable to operating leases are charged to the SOFA over the period in which the cost is incurred.

l. Pensions

The pension costs charged in the financial statements represent the contributions payable by the charity during the year in accordance with FRS 102.

m. Debtors

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

n. Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

o. 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.

p. Going concern

The Trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern.


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2. Donations

2018 Group 2017 Group

£ £

General donations 513,127 676,544

In memory 361,601 285,631

Gift aid income from individuals 117,514 97,252

Community 348,371 291,785

Restricted donations 207,931 53,788

Gifts in kind (see below) 117,850 87,134

Trusts and grants 227,030 72,296

1,893,424 1,564,430

Donation income of £1,893,424 included £207,931 which was restricted (2017 the total of £1,564,430 included £53,788 which was restricted).

2018 Group 2017 Group

Gifts in kind £ £

Donated food & drink 15,521 9,560

Capital items 500 1,878

Other items 101,829 75,696

117,850 87,134

3. Legacies2018 Group 2017 Group

£ £

Legacies 1,189,753 1,946,261

All legacies in both years relate to unrestricted income.

4. Fundraising2018 Group 2017 Group

£ £

Lottery 837,938 683,385

Events 380,032 337,937

1,217,970 1,021,322

The income from fundraising in both years relates to unrestricted income.

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5. Other income2018 Group 2017 Group

£ £

Training and Education 9,085 10,069

Catering and vending machine 63,479 28,537

72,564 38,606

The other income in both years relates to unrestricted income.

6. Investment income2018 Group 2017 Group

£ £

Gross interest receivable 3,640 15,492

Investment income is unrestricted income for both years.

7. Income from charitable activities 2018 Group 2017 Group

£ £

a) Clinical Support

CCG North Derbyshire 2,517,269 2,317,220

CNS Nurses - CCG 242,000 242,000

Clinical Services - 200

University of Sheffield -student training 38,548 34,341

Chesterfield Royal Hospital -Medical secretarial support 16,746 16,739

End of Life Care Facilitators 123,228 123,228

2,937,791 2,733,728

b) Restricted

Patient & Family support services - 3,800

2,937,791 2,737,528

8. Cost of raising voluntary income 2018 Group 2017 Group

£ £

Donations 79,485 121,991

Legacies 28,843 13,907

108,328 135,898

All costs for raising voluntary income in both years relate to unrestricted funds.

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9. Fundraising and other trading costs2018 Group 2017 Group

£ £

Lottery 304,582 396,026

Events 128,725 116,647

Community 26,600 18,997

Support costs – Fundraising 841,253 642,676

Support costs – Marketing and Communication 200,740 286,656

Support costs – Retail operation 286,772 268,428

Shop expenditure 2,274,023 1,946,091

4,062,695 3,675,521

All costs for Fundraising and other trading activities in both years relate to unrestricted funds. Marketing costs also include promotional activities that support charitable objectives.

10. Cost of charitable activities2018 Direct

Costs2018

Support Costs

2018 Total Costs

2017 Total Costs

£ £ £ £

Patient Care - Hospice 3,093,527 498,414 3,591,941 3,514,646

Patient Care – Community 1,255,030 114,709 1,369,739 1,220,951

Therapies & Rehabilitation 772,573 93,453 866,026 744,956

Restricted Expenditure 98,331 - 98,331 135,134

5,219,461 706,576 5,926,037 5,615,687

Patient care within the Hospice includes the activities of the Inpatient and Day Hospice teams.

Patient care within the community includes the activities of the Clinical Nurse Specialists, Hospice at Home and Hospital Nurse Specialist teams.

Therapists and Rehabilitation includes the activities of the Complimentary Therapist, Supportive Care, Lymphoedema, Occupational Therapist and Physiotherapist teams.

All of the above are then supported by the Management within Clinical Services, Catering, Housekeepers, Estates, Stewards, the Gardener and the Chaplaincy.

Support costs totalling £706,576 (2017: £617,384) have been allocated across activities, these costs include the support services of the Chief Executive Officer, Finance, IT, Procurement, Information Governance, Human Resources, Learning and Development and Reception.

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11. Net Movement in funds 2018 Group 2017 Group

£ £

is after charging: -

Auditors’ remuneration – audit 8,000 7,790

Auditors’ remuneration – non-audit 700 4,800

Depreciation 318,215 284,711

Payment made under operating leases 341,702 281,502

12. Analysis of net assets between funds

Restricted Funds

Unrestricted Funds

Total Funds

£ £ £

Fixed assets 2,500 4,950,922 4,953,422

Current assets 151,503 2,797,773 2,949,276

Current liabilities - (589,147) (589,147)

Liabilities due after one year - (355,000) (355,000)

154,003 6,804,548 6,958,551

13. Tangible fixed assets

The group Freehold Land &

Buildings Original

Extension & Development

Fixtures & Fittings

Plant & IT Hardware

Motor Vehicles

Total

£ £ £ £ £ £Cost At 1 April 2017

355,000

3,796,464

984,071

462,520

188,644

5,786,699

Additions - 4,132 60,297 72,207 - 136,636

Disposals - - (680) (124,490) - (125,170)

At 31 March 2018 355,000 3,800,596 1,043,688 410,237 188,644 5,798,165

Depreciation At 1 April 2017 120,700 629,748 644,092 227,947 86,860 1,709,347

Charge for the year 7,100 75,962 129,764 69,009 36,380 318,215

Disposals - - (680) (124,490) - (125,170)

At 31 March 2018 127,800 705,710 773,176 172,466 123,240 1,902,392

Net Book Value At 31 March 2018

227,200

3,094,886

270,512

237,771

65,404

3,895,773

At 31 March 2017 234,300 3,166,716 339,979 234,573 101,784 4,077,352

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The charity Freehold Land &

Buildings Original

Extension & Development

Fixtures & Fittings

Plant & IT Hardware

Motor Vehicles

Total

£ £ £ £ £ £

Cost At 1 April 2017

355,000

3,796,464

559,368

441,922

80,350

5,233,104

Additions - 4,132 49,072 58,255 - 111,459

Disposals - - - (124,490) - (124,490)

At 31 March 2018 355,000 3,800,596 608,440 375,687 80,350 5,220,073

Depreciation At 1 April 2017 120,700 629,748 404,093 214,653 41,714 1,410,908

Charge for the year 7,100 75,962 56,629 64,581 15,192 219,464

Disposals - - - (124,490) - (124,490)

At 31 March 2018 127,800 705,710 460,722 154,744 56,906 1,505,882

Net Book Value At 31 March 2018

227,200

3,094,866

147,718

220,943

23,444

3,714,191

At 31 March 2017 234,300 3,166,716 155,275 227,269 38,636 3,822,196

14. a) Investments - charity Shares in group

Undertakings and participating

interests £

Cost at 1 April 2017 and 31 March 2018 4

Net book value at 1 April 2017 and 31 March 2018 4 Holding of more than 20%

The charity holds more than 20% of the share capital of the following company:

Company County of registration or incorporation

Shares held class %

Ashgate Hospicecare Shops Limited

England & Wales Ordinary 100%

The aggregate amount of capital and reserves and the results of the subsidiary for the financial-year are as follows:

Principal Activity Capital and reserves £

Profit for the Year £

Ashgate Hospicecare Shops Limited

Charity shop 4 648,071

All profits made by the subsidiary are gift aided to the charity.

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14. b) Fixed asset investmentsGroup Charity

2018 £

2017 £

2018 £

2017 £

Listed Investments

Fair value at 1 April 2017 1,040,254 927,477 1,040,254 927,477

Additions - - - -

Adjustment - 175 - 175

Investment gains 17,395 112,602 17,395 112,602

Fair value at 31 March 2018 1,057,649 1,040,254 1,057,649 1,040,254

The historical cost of the investment is £900,000 (2017: £900,000).

15. DebtorsGroup Charity

2018 £

2017 £

2018 £

2017 £

Amounts falling due within one year

Trade debtors 37,027 55,270 35,227 54,055

Other debtors 395,363 1,123,109 372,173 1,099,841

Value added tax 115,230 95,162 109,351 85,880

Prepayments and accrued income 109,842 108,555 59,172 37,633

Amounts owed by group undertakings - - 648,437 457,596

657,462 1,382,096 1,224,360 1,735,005 Included within other debtors is £10,000 which is due after more than one year (2017: £10,000).

16. CreditorsGroup Charity

2018 £

2017 £

2018 £

2017 £

Amounts falling due within one yearTrade creditors 162,897 564,007 109,503 477,586

Tax and social security 191,006 175,715 167,699 160,210

Accruals and deferred income 235,244 289,881 189,030 247,484

589,147 1,029,603 466,232 885,280

Deferred income includes lottery money received in advance for future draws. At 31 March 2018 this totalled £92,983 (2017: £91,753). Deferred income also includes income received to cover administration support, in advance of the support provided. At 31 March 2018 this totalled £Nil (2017: £5,251).

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17. Creditors: Amounts falling due after more than one year

Group Charity

2018 £

2017 £

2018 £

2017 £

Other creditors 355,000 355,000 355,000 355,000

18. Operating lease commitments

At 31 March 2018 the charity had future minimum lease payments under non cancellable operating leases as follows:

Group Charity

2018 £

2017 £

2018 £

2017 £

Within one year 299,311 289,918 4,611 6,476

Within two to five years 548,676 533,515 3,574 2,825

In more than five years 4,167 32,917 - -

852,154 856,350 8,185 9,301

19. Wages and staff costs

Group

2018 £

2017 £

Gross salaries 5,715,600 5,121,374

Social security costs 483,426 445,030

Pension costs 465,656 440,631

6,664,682 6,007,035

2018 No.

2017 No.

Average number of employees for the group and analysis of staff employees in the year were:

Clinical 156 150

Retail 80 68

Finance & IT 8 8

HR & Executive 19 16

Estate 30 28

Fundraising/Marketing 19 13

Total 312 283

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19. Wages and staff costs (continued) Employees earning over £60,000 are summarised below (excluding pension costs):

2018 No.

2017 No.

£60,001 - £70,000 1 1

£80,001 - £90,000 - 1

Pension contributions relating to the staff earning over £60,000 totalled £8,745 (2017: £20,595).

The total amount of employee benefits received by key management personnel is £420,943 (2017: £461,346). The charity considers its key management personnel to be the staff who comprise the senior management team on the Hospice payroll.

In 2017/18 over 300 Ashgate employees worked in the hospice, in the community and across North Derbyshire. The charity employs people whose skills are in demand in a variety of sectors including the NHS and the public sector, private companies and other charities. Many hospice employees require the same levels of professional and occupational qualifications and experience as staff working in these sectors. When trustees set levels of remuneration, including for senior managers, they consider local labour market conditions and the rewards offered by organisations that employ individuals with similar skills, competences and qualifications.

Ashgate has 700 volunteers who offer their skills and support across all areas of the hospice including patient care, retail and fundraising. They are a vital part of the team and the hospice would not be able to provide services without them. The monetary value of the hours of volunteering which volunteers gave to the hospice represented over £600,000 in 2017/18, and that contribution continues to grow.

20. Pension costs

The pension costs relate to the amounts contributed by the Group and paid over to the Health Service pension scheme or to eligible employees’ pension schemes. The pension costs amounted to £465,656 (2017: £440,631). The amount owed to the pension providers at the year-end was £59,596 (2017: £59,603).

21. Capital commitments Capital expenditure contracted for but not provided in the accounts was £112,000 for the group (2017: £nil) and £112,000 for the company (2017: £nil).

22. Trustee remuneration & transactions

No Trustee received any remuneration during the year. Trustees training and board development costs amounted to nil (2017: £nil).

2 Trustees made donations totalling £30 to the group during the year (2017: £nil).

6 Trustees entered lottery draws held by the Hospice during the year, generating income of £520 (2017: £nil).

5 Trustees made individual gifts to the group totalling £1,133 during the year (2017: £nil).

There were no other transactions with Trustees during the year.

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23. Taxation

As a charity, Ashgate Hospicecare is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or s256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objectives. No tax charges have arisen in the Charity.

24. Restricted funds Income

Earmarked Donations

£

Hospice Projects

£

Bed Appeal £

2018 Total £

2017 Total £

Donations 33,691 145,965 23,865 203,521 53,788

Grants 4,410 - - 4,410 3,800

38,101 145,965 23,865 207,931 57,588

Expenditure

Charitable activities

12,682 55,987 29,662 98,331 135,134

12,682 55,987 29,662 98,331 135,134

Net incoming resources before transfers

25,419 89,978 (5,797) 109,600 (77,546)

Transfers between funds

- - - - -

Net movement in funds 25,419 89,978 (5,797) 109,600 (77,546)

Fund balances brought forward at 1 April 2017 14,741 - 29,662 44,403 121,949

Fund balances carried forward at 31 March 2018

40,160 89,978 23,865 154,003 44,403

These are funds restricted by the donors for items of expenditure as follows:-

Earmarked Donations

These are donations contributed by the general public to help fund specific clinical activities. At the end of the year £40,160 remained unspent and this will be expended in 2018/2019 onwards.

Bed Appeal

The Bed appeal was launched during the 2015/2016 financial year specifically to help fund the additional 4 Inpatient beds, which we currently have open, and to fund much needed improvements for patients staying in the three-bedded bay areas.

Hospice Projects

The fund represents monies received for two projects: the renovations of Inpatient Unit bathrooms and the development of a new dementia friendly area within the Hospice.

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25. Ashgate Hospicecare Shops Limited

Profit and loss account for the year ended 31 March 2018

2018 £

2017 £

Turnover 2,921,940 2,660,944

Cost of sales (1,539,741) (1,288,614)

Gross Profit 1,382,199 1,372,330

Administrative expenses (728,951) (657,477)

Other interest relievable 154 -

Tax on profit (5,331)

Distribution to the Hospice 648,071 714,853

Retained profit for the year - -

Number of shops 16 16

26. Reconciliation of net movement in funds to net cash flow from operating activities 2018

£2017

£

Net movement in funds 157,571 670,079

Depreciation charges 318,215 284,711

Increase/ (decrease) in creditors (440,456) 383,262

(Increase)/ decrease in debtors 724,634 (494,932)

Loss on disposal - 1,256

(Increase)/ decrease in stocks (1,319) (2,890)

Gain on investments (17,395) (112,602)

Interest recieved (3,640) (15,492)

Adjustment on investments - (175)

Net cash generated by operating activities 737,610 713,217

27. Contingent assets - legacy income

As at 31 March 2018, the charity had been notified of legacies where the value of the estates was uncertain and where it was also waiting for confirmation as to any claims to be made on these estates. On this basis, no amount has been accrued in respect of these legacies.

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28. Financial instrumentsGroup Charity

2018 £

2017 £

2018 £

2017 £

Financial assets measured at fair value through income and expenditure 547,620 1,273,541 1,165,188 1,697,372

Financial liabilities measured at fair value through income & expenditure 708,903 1,094,722 632,202 992,786

Financial assets measured at fair value through income and expenditure comprise of debtors other than prepayments and accrued income.Financial liabilities measured at fair value through income and expenditure comprises of creditors other than accruals and deferred income.

Group Charity

2018 £

2017 £

2018 £

2017 £

Staff CostsPatient and Family Support - - - -

- - - -

Other Costs

Earmarked Donation costs 12,682 47,271 12,682 47,271

High Peak Mobile Hospice - 18,181 - 18,181

Bed Appeal 29,662 69,682 29,662 69,682

Hospice Projects 55,987 - 55,987 -

Total Costs 98,331 135,134 98,331 135,134


Schedule of Restricted Funds Expenditure

5546

Reference and Administrative Information

Charity Name: Ashgate HospicecareCharity Registration Number: 700636Company Registration Number: 02263980

Registered Office and Operational address: Ashgate Road, Old Brampton, Chesterfield, S42 7JD

Directors and Trustees

Andrew ArchibaldDr Steve BradderPenny Brooks (Vice Chair)Andrew DukelowIan Ford (Resigned 30/09/2018)Terry Gilby (Resigned 06/09/2018)Jean Horton (Chair)Karen LockwoodMalcolm Pope (Vice Chair)Daniel RatchfordDavid Reynolds (Resigned 19/07/2018)Peter Sharp (Resigned 06/06/2017)Ian SnowDr Roger StartAngela Wright (Resigned 27/10/2018)

Secretary: Heidi Golden

Leadership Team

Lucy Nickson Peter Bradbury Matt Corbishley Rod Ismay Dr Sarah Parnacott Esther Wakeman Graham Richardson Barbara-Anne Walker Hayley Wardle

AuditorsBHP LLP, Chartered Accountants and Registered Auditor, 57/59 Saltergate, Chesterfield, Derbyshire, S40 1UL

BankersBarclays, 1 St. Paul’s Place, 121 Norfolk Street, Sheffield, S1 2JW

Chief Executive (Resigned 31/08/2017) Director of Finance (Resigned 15/11/2018) Director of HR & Support Services Interim Director of Finance (Appointed 28/11/2018) Medical Director Director of Fundraising & Marketing Director of Retail & New Business Development Chief Executive (Appointed 05/12/2017) Director of Quality & Patient Care

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