OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator. This document is also available as Markdown.

← Overgate Hospice

2025-03-31-accounts

Overyate ©

Annual Report & Accounts 2024 ~~-~~ 2025

WEN so = Peas iS = Pm) ae Ly * ih P ee * in, “ey ©) % ta é / y | r ‘ ; a aks) SS “e ee eee soe a | ge i. m he Wea ae SO i. J 1, me a I } ede ie { www.overgatehospice.org.uk Registered Charity Number: 511619

Contents

==> picture [368 x 409] intentionally omitted <==

----- Start of picture text -----
||||||||||| |---|---|---|---|---|---|---|---|---|---| |Welcome|from|Chair|of the|Board|of Trustees|and|Chief|Executive|K}| |Our|Value|in|Calderdale|4-5| |Trustees’|Strategic|Report|6-7| |Our|Strategic|Objectives|8-1| |The|Future|of Hospice|Care|in|Calderdale|12|-|13| |Impact|of our|Services:|14-22| |Inpatient|Unit|4| |Day|Hospice|15| |Patient &|Family|Support Team|16| |Education|& Training|7| |Volunteers|7| |Raising|Funds|18|-|19| |Overgate|Hospice|Support|Ltd|20|-|21| |Support|Services|21| |Quality|Account|23| |Risk|Report|24-25| |Statement|of Trustee|Responsibilities|26| |Structure,|Governance|and|Management|28|-|29| |Reserves|&|Investments|30| |Financial|Review|31| |Financial|Accounts|32|-|57| |Thank You|58|

----- End of picture text -----

Welcome to this year’s annual report

This year, we are incredibly proud to share that while continuing to provide high-quality palliative and end-of-life care to the Calderdale community, we have also begun construction on our Big Build project to create a new hospice. The work is now well underway, and the project is progressing well.

Following a rigorous tender process, we appointed Marshall Construction (West Yorkshire) to work alongside our existing design team, helping to turn our long-held dream of a new hospice into a reality. We are now less than a year away from opening a purpose-built facility that will serve the people of Calderdale for generations to come.

The new hospice will feature 16 individual ensuite bedrooms, welcoming family spaces, a dedicated spiritual space, and a full refurbishment of our Day Hospice provision. These developments reflect what you, our patients, families, staff and community, told us matters most, and we cannot wait to share the results with you. You are all part of this remarkable journey, and we thank you sincerely for your support.

Throughout this transformational year, our dedicated staff and volunteers have continued to provide exceptional care, both within the hospice and out in the community. Their unwavering commitment has ensured that our care remains accessible, personal and of the highest quality, and we are so proud of them all.

To our supporters, thank you. In a time of continued challenges, the people of Calderdale and beyond have shown outstanding generosity, compassion and belief in our mission. Whether you have donated, fundraised, volunteered or simply shared our story, your support has made an extraordinary difference.

Because you care, we can.

==> picture [252 x 47] intentionally omitted <==

----- Start of picture text -----
Chief Executive Oeterine-
Chair o Ril
tthe Board of Trustees
----- End of picture text -----

==> picture [407 x 581] intentionally omitted <==

----- Start of picture text -----
@g2 s8fe, New a
os {ea 7 Wee
Employ i
217 timeadmissionitisoMEtee 24 hours wai BED Ne ):
staff unit SS
aS :
= .
hy 4 aa: ©)
aq Ta =
£5.3m ~ & ’ f a Inpatient Unit
Total money raised , aa AN 12 beds including
S our community r t i ’ 1 respite bed
excluding Big Build) Flay '
i ae ste® ,
5,079 —== ( Overy
attendances at Day . f
Hospice services \ ¥ ™
E
oureople HUBattended sessions = Cald
f wy Over
~ Team of 35% 11.500
‘er | dedicated hee ’
—
volunteers of our patients people and their
\ are discharged sinceamilies we caredopene i
Patient& Family iE 4 Nea") |
Support Team heme! Pal \ —"
Social Workers ts a ay
Physiotherapists Vane r Develoo &
CounselingChaplain | iyad \Wey ! ; = “Ii
Complementary Therapists ‘4 ‘- i —, | siengihen
Occupational Therapist \ i s
Diversional Therapy Lead “it ,
----- End of picture text -----

==> picture [73 x 93] intentionally omitted <==

----- Start of picture text -----
Overy
Cald “
----- End of picture text -----

==> picture [429 x 584] intentionally omitted <==

----- Start of picture text -----
eta |
| F il oe ay | $ :
Go) New inclusive jy \ L yy wn
£19,751 spiritual wy ) y la \ ¥
Daily cost space A . :
17 S si C3 wy
Carina &
retail shops org One £2.4m £7 2m
and a Donation 1981 Income raised °
Centre across from our shops Yearly cost
Calderdale and lottery
HOSPICE“ce CVEay — Ses fe
305 " rare 1 4
; lue in Patientto admissions + a < Calendarof
the Inpatient PJ TRQy activities and
, r a .die| Unit last year : Nege. , events
& Pot Selmer 4 yj ! a {ae
Partnership & os 9 FASwa ae ry A / Sacer):
engagement Z A a IEP Z| ‘wr a Ye"
Day . pergate =
©) Health &Hospic wellb ing e OverqoFae. - <5inaae
 _ support and six if —_
Providing holistic HUBs in the A a - AEE or
patient-centred community Shae
care : - a:
i>
4 [i]
----- End of picture text -----

Trustees’’ Strategic Report 2024/25 Strategic Repo

Our Mission

We are an independent charity that aims to improve the quality of life for adults in Calderdale witha life-limiting illness.

Our Philosophy of Care

Our philosophy of care is centered on the patient. We respect individuality and each person's dignity and right to privacy. We care for the whole person: their physical, emotional, spiritual, and social needs and goals. Our care includes support for their families and carers through an individual's illness and into bereavement. We care for people during the advanced stages of all life-limiting conditions including cancer, heart failure, and lung, kidney, and neurological diseases.

==> picture [368 x 68] intentionally omitted <==

----- Start of picture text -----
Our; eevalues stlence (EPICC): We have a clear set of behaviours expected from all our colleagues - employees
and volunteers alike - across all areas of the organisation. These are:
e PasInclusionPa s sioni °Be respectful eBeaccountable Be inspirationala
°¢ . eBeresponsible ¢Becourageous Be positive
Compassion ¢ Be a team player
¢ Collaboration
----- End of picture text -----*

Our Strategy

2024/25 has been a year of steady progress and alignment, firmly rooted in our strategic direction. With our values of Excellence, Passion, Inclusion, Compassion, and Collaboration embedded in our culture, we continue to make significant strides towards our long-term ambitions.

We are absolutely delighted to report that the New Hospice Build commenced in March 2025 after a robust tendering process. In January 2025, Marshall Construction were appointed as the main contractor on the project. The new Inpatient Unit is scheduled to open in Spring 2026, followed by our purpose-built Day Hospice in Autumn 2026. These developments will provide high-quality, modern facilities designed to meet the changing needs of our patients and community.

Following the appointment of Tracey Wilcocks as Chief Executive in late 2023, we have seen clear, values-led leadership as we enter this critical phase of our development.

Progress on Our Five-Year Strategy

This year, we have continued to deliver against the priorities set out in our 2023-2028 Strategic Plan. We have maintained momentum across all workstreams and remain on track to meet our strategic objectives.

Key achievements in 2024/25 include:

Supporting Strategies

This year has seen continued implementation of our Estates, IT, and EDI strategies to support organisational growth and operational excellence. The Hospice remains committed to ensuring safe, sustainable, and future-proof environments across all sites. We are also progressing key workforce initiatives to retain and support our people, recognising the importance of investing in skills, wellbeing, and inclusive leadership as we prepare to deliver services in an expanded and modernised setting.

==> picture [408 x 362] intentionally omitted <==

----- Start of picture text -----
3 ¥ y
, \ 7 y -
\’.£
.
‘ -
fi J
&
a . ~~
Collaborative Partnerships
Our partnerships continue to grow in strength and breadth. In April 2025, Tracey Wilcocks, our CEO will take
over as Chair of the West Yorkshire Hospice Collaborative. We have worked closely with system partners on the
development of Integrated Neighbourhood Teams and have further embedded our services within local
structures. We remain agile in identifying new funding opportunities, ensuring that we are equipped to respond
to the evolving healthcare landscape and community needs.
Our Workforce
The dedication of our staff and volunteers continues to inspire. Their resilience, compassion, and
professionalism underpin everything we do. As we move closer to the opening of our new facilities, we are
focused on ensuring our workforce is well-supported and engaged in the change journey. We have appointed
to a new Head of Workforce position and we are committed to transparent communication, opportunities for
involvement, and effective change management throughout this period of transformation.
----- End of picture text -----

Looking Ahead

As we enter 2025/26, we will continue to build on the strong foundations laid to date. Our key focus will be on ensuring the Hospice remains financially sustainable for the future, once the new building work is complete. We will also prioritise readiness - operational, financial, and cultural - fo ensure that services transition smoothly into the new Hospice environment. Key priorities will include:

Conclusion

2024/25 has been a year of focused and confident delivery, guided by clear values and strategic intent. With the New Build on target and our transformation programme well underway, we are well-positioned to realise our vision for a modern, inclusive, and sustainable hospice for the people of Calderdale. We thank our staff, volunteers, partners, and supporters for their continued commitment to our mission.

Our Strategic Objectives

==> picture [98 x 55] intentionally omitted <==

----- Start of picture text -----
Development (2)
----- End of picture text -----

==> picture [185 x 9] intentionally omitted <==

----- Start of picture text -----
Engagement Sustainability & Inclusivity Care
----- End of picture text -----

==> picture [50 x 55] intentionally omitted <==

----- Start of picture text -----
7
----- End of picture text -----

Capital Redevelopment

Key Achievements:

We proudly hosted a Groundbreaking Ceremony to celebrate the start of this vital redevelopment project.

Future Plans:

Infrastructure

Key Achievements:

Future Plans:

e Produce a future roadmap with key dates for Overgate estate, both owned and leased, to identify opportunities © Complete a Green Plan for Overgate and a plan for delivery Scope the sharing of services with other regional hospices, including IT Support

Partnership & Engagement

Key Achievements:

Future Plans:

Financial Sustainability

Key Achievements:

Future Plans:

Equality, Diversity and Inclusivity

Key Achievements:

Future Plans:

Person-Centred Care

Key Achievements:

Future Plans:

Workforce

Key Achievements:

Future Plans:

==> picture [423 x 350] intentionally omitted <==

----- Start of picture text -----
=~

——— gs J
| :
.
, f peed 2.
~/
----- End of picture text -----*

The Future of Hospice Care in Calderdale

For several years, Overgate Hospice has recognised the urgent need to modernise our facilities to serve a growing and diversifying community with the compassion and dignity they deserve. Our current Inpatient Unit has just 12 beds, mostly in shared rooms, with limited bathroom access that can sometimes compromise privacy. To meet the evolving needs of local people living with complex, terminal illnesses, we embarked on an ambitious plan to build a new, purpose-built 16-bed Inpatient Unit alongside expanding and upgrading Day Hospice services. The total cost of this transformational project is £12.75 million.

We had been quietly raising funds for this ambitious project and received generous support from individuals, trusts, and foundations from across the country. Their belief in our vision meant that we had already secured a significant portion of the funds when, in April 2024, we launched our Big Build public appeal to raise the remaining funds. The response from our community has been phenomenal: from funding specific areas of the build, hosting Big Brew events, and taking on the Big Leap skydive challenge — the support has been incredible, and we are now so close to reaching our fundraising total.

In January 2025, following a rigorous tender process, we were delighted to appoint local family firm Marshall Construction as our main contractor. Marshall Construction built the Hospice’s current Inpatient Unit in 1993 so already have a deep connection to the Hospice and we are delighted to be working together on this project. On March 7th 2025, we officially broke ground on the Big Build project at a ceremony attended by supporters, volunteers, staff, and local dignitaries. Since then, work on site has been progressing at pace and we can now see our vision for a new hospice becoming reality.

We look forward to welcoming our first patients and their families into these brand-new, state-of-the-art facilities in Spring 2026. From the bottom of our hearts, thank you to everyone who has shown their support to this project.

We are building a new hospice for Calderdale, together.

==> picture [378 x 224] intentionally omitted <==

----- Start of picture text -----
Over ate ®@ _
g lle
APPEAL ’ a é.
Let's build a new hospice ar = 2 , ee = é
for Calderdale, together l = * sire ‘ A
Pn ale _ alll tle,
—— — is “ 7 . al, vt i ine = iad
0 . af aa i. B sa i‘, = an
----- End of picture text -----

==> picture [437 x 563] intentionally omitted <==

----- Start of picture text -----
= r - fy f=- . h bh
Se ee Tt i —— SS" F
Fay ee =f IS.'. ae ; LJ a= im ~ .
ge eo hi
oa “= a
t — | =-= | ll : 4 4 wie 2
4: ¥s ia Fs Pr Ii | ee Ae ee ie
a, T Lf Gay a ql f = <1
~~ 3 X see
Above: Computer generated image of proposed entrance aa : | _ aes
Bottom left: Patient bedroom with private terrace
Bottom right: Private ensuite patient bathroom
= é, “ <— j= i =
q i} i.
J Petes , | ‘a | Bap. i fi | (7 |
| i = oe = Vi Mar |
-f a — - | ea} tooo ———~=. —., ". ae
& = i} = | ma
’ ™ | | a ieee,
7 a s ' ig
----- End of picture text -----

Impact[of][our][Services] e

Inpatient Unit

Overgate’s Inpatient Unit (IPU) remains at the heart of our clinical care, providing expert, compassionate support to people living with life-limiting illnesses and those nearing the end of life. Between April 2024 and March 2025, our specialist team cared for 305 patients. Our IPU team delivers a holistic model of care that supports not just the physical needs of our patients, but their emotional, psychological, spiritual, and social wellbeing too. From expert pain management and complex symptom control to emotional counselling, respite for carers, and bereavement support for families, every aspect of care is guided by compassion and dignity. We also continued to offer respite stays, giving families a much-needed break while ensuring their loved ones receive the highest standard of care.

We introduced several important improvements to enhance comfort and safety. Our respite room was redecorated to create a softer, more calming space, helping patients feel more at home. We also purchased a second cuddle bed, enabling families to lie alongside their loved ones, share moments of connection, and create lasting memories during the most precious of times. Our clinical practice continues to evolve in line with evidence and innovation. We updated our moving and handling procedures after reviewing current best practice when using slide sheets, reducing the risk of skin damage. One of our doctors introduced short subcutaneous infusions, allowing certain medications to be administered more efficiently, which has improved patient mobility and comfort. We've also taken practical steps to reduce fall risks, including the introduction of red falls mats which are more visible and dementia-friendly than traditional grey mats, alongside the purchase of additional falls beds. A move to hybrid mattresses has further enhanced patient safety and comfort, allowing seamless support without needing to reposition patients as often.

Training and professional development are central to delivering high-quality care. This year, three nurses and one doctor completed Basic Life Support (BLS) training on-site, thanks to new equipment purchased this year. Bringing this essential training in-house ensures our clinical team can maintain their skills consistently and confidently. We also strengthened our commitment to Equality, Diversity and Inclusion (EDI) by inviting guest speakers to share lived experiences - ranging from cultural perspectives on end-of-life care to the realities of homelessness and substance use. These powerful sessions have helped us continue delivering inclusive, person-centred care. The IPU team meets daily challenges with thoughtfulness and professionalism. Providing highly personalised care means adapting constantly, balancing consistency with each patient's unique wishes. One example is when a patient, despite having pressure sores, chooses not to be repositioned. While this can be difficult for staff, we always respect a person’s autonomy and seek alternative methods to maintain comfort - such as using tilt beds, offering VR-based diversional therapy, and adjusting medication where needed.

==> picture [338 x 100] intentionally omitted <==

----- Start of picture text -----
Thank you from the bottom of my heart to
ar everyone at Overgatesor ihe wonder ,;
We care you gave my mother, during the las!
compassionatewould just like fo say thankyou for your weekof her life. You treated her vith such
time. care during such a difficult kindness, compassion, gentleness and
world of differenceYour kindness for and my expertise dad. Your made tirelessa dignityOvergate that is| could a very have special weptplace with and gratitude.| will
dedication to ensuring dad's comfort and never forget it or the truly amazing people
dignity will never be forgotten. who work there. Thank you9 9
----- End of picture text -----

==> picture [414 x 171] intentionally omitted <==

----- Start of picture text -----
a "hig cs
Vf /4 in :
one “Feeling vulnerable and alone, Overgate opened
ses; Up anavenue that we were not aware of! People
dl We could not have been in better 1 __ Often think that dementia is just not remembering
—_ hands, the care you have shown us [Pes things, but itis so much more. We no longer feel Ss
wewill never forget. alone as we did, you have all welcomed us with Sally)
i,= openarms, and we now feel there is so much
for us.
Ee ID: if support outthere
----- End of picture text -----

Patient and Family Support Team

The Patient and Family Support Team has had another busy and rewarding year, continuing to provide compassionate care for patients and their loved ones across all areas of the Hospice. From emotional and spiritual care to practical and therapeutic support, the team’s work touches every part of the patient journey, ensuring that care is always holistic, responsive and centred around individual needs.

The Chaplaincy service has seen an increase in engagement with patients and families through both spiritual and emotional support. Bespoke ceremonies, including a moving wedding blessing, have offered moments of comfort and joy during difficult times. The Stories for Life and Words from the Heart programmes have continued to grow, with new volunteers trained to help patients record and share their memories in lasting and meaningful ways. The Chaplain also launched a support hub for non-clinical staff and continued to lead regular services such as Sacred Space, bereavement groups and Light up a Life, all of which saw significant growth in attendance. Collaboration has also extended beyond the Hospice to include hospital visits and end-of-life support in the wider community.

The Complementary Therapy Team delivered a record numberof treatments across both the Inpatient Unit and Day Hospice, with demand for home visits continuing to grow. Volunteers remain central to the service, and this year saw the introduction of new relaxation sessions and outreach work at the Overgate Hubs. The team also began developing new products, launching Overgate Natural Therapies balms to support patient wellbeing.

Our Counselling service provided more than 600 appointments to patients and families, offering both palliative care and bereavement support through face-to-face, online and telephone sessions. The team also supported 13 staff members and co-facilitated the What Happens Next bereavement group. Training for volunteers, staff and external organisations remained an important part of their work, ensuring that emotional support is accessible and delivered with confidence and compassion.

The Diversional Therapy Team continued to bring creativity, comfort and joy to patients through a wide range of activities and events. The launch of Saturday Socials, Baking Group, pamper days, animal visits and one-to-one experiences added even more opportunities for meaningful engagement. Established groups such as Support & Wellbeing, Time to Think and the Tuesday Online Group continued to thrive, supported by dedicated volunteers. Memory-making remained a strong focus, with new activities introduced to help patients and families capture and treasure special moments together. The service continues fo adapt flexibly to the needs of patients, both in the Hospice and in their homes.

The Social Work Team has provided wide-ranging emotional and practical support, from helping carers access community services to coordinating fast-track discharges, safeguarding and well-planned transitions of care. The creation of memory boxes has grown in popularity, offering families personal keepsakes that provide comfort through bereavement. Collaboration with local schools has also expanded, supporting children and families affected by loss. Tailored guidance for carers of people with dementia has continued, and student placements have provided valuable learning experiences in hospice care.

The Physiotherapy and Occupational Therapy Team has continued to support patients through personalised rehabilitation, symptom control and independence-focused care across both the Inpatient Unit and Day Hospice. With dedicated input from physiotherapists, occupational therapists and a therapy assistant, the team provides exercise programmes, functional assessments and equipment to help patients maintain dignity and autonomy throughout their care. Group and individual sessions are tailored to each patient's goals, helping them live as fully and comfortably as possible.

Together, the Patient and Family Support Team reflects Overgate’s holistic approach to care, addressing not only physical needs but also emotional, spiritual and practical wellbeing. Their collective efforts ensure that every patient and family receives the support, comfort and dignity they deserve.

| wanted fo thank you for the much-needed hug and kind words on Friday. | know that Phil benefited from the complementary therapy he received from yourself. Thank you again please know how much you are appreciated.

| jUst wanted to say the biggest thank you for taking your time to come down and support us today. What you had put together was perfect and exactly what we had hoped it to be. I'm sure it will have been very beneficial to all and many ofthe team approached me at the end to say how much they appreciated the session and felt it was really helpful to them. One lady said to me how she watched those litle dots going round on your visual image of living with grief and how that just made perfect sense to her.”

==> picture [225 x 54] intentionally omitted <==

----- Start of picture text -----
| “ = ' f -
ANG he ry
ES ja \' =
----- End of picture text -----

7

Volunteering

Volunteering continues to sit at the heart of Overgate Hospice and is essential to our ability to provide compassionate care and support across Calderdale. The kindness of local people who give their time, energy and skills is part of what makes Overgate so special. This year, 688 volunteers contributed an incredible 178,880 hours of support across the Hospice, and we are truly grateful for every one of them.

During the year, we welcomed 233 new volunteers fo Team Overgate, while also saying goodbye to others who have given many years of service. Volunteers support the Hospice in over 80 different roles, showing just how varied and important their contribution is. While most help in our retail teams, many also support clinical services, fundraising, events and office work. 42% of our volunteers now give their time to more than one area, showing the flexibility and commitment that so many bring to their roles.

Our volunteers range in age from 14 to 91, and we are proud to have people from a wide range of backgrounds and experiences as part of our team. We are always pleased to celebrate long service, with two volunteers reaching over 25 years, eight reaching over 20 years and 74 reaching 15 years or more. Their dedication is an inspiration to us alll.

The difference volunteers make can be seen right across the Hospice. In our inpatient and community services, they offer companionship, chaplaincy support, counselling, complementary therapies and bereavement care, bringing warmth, empathy and time to those who need it most. In social work, volunteers help to create memory boxes and record personal stories that give families lasting comfort. Within counselling and psychotherapy, volunteer counsellors help ensure that emotional support is available when its needed, allowing the service to reach more people.

This year also saw new and returning roles introduced to meet the changing needs of the Hospice. We were pleased to bring back our tea trolley service and create opportunities in areas such as clinical administration, community engagement, telephone counselling and supportfor our Lottery and Business Partnerships teams. Our Little Stars shops in Halifax and Brighouse, along with our new E-commerce Hub, have also created exciting ways for volunteers to get involved.

Looking ahead, we continue to rely on the support of our community to meet growing demand. We are currently looking for more volunteers across our retail sites, the E-commerce Hub, Donation Centre and patient transport service, as well as within our catering and housekeeping teams.

To all our volunteers, past and present, thank you. Your kindness, dedication and generosity of spirit make an extraordinary difference every single day. You are an essential part of Overgate, and we could not do what we do without you.

Volunteering is something useful | have gained experience working in a retail environment, to do in my retirement. Meeting learning all aspects of the job. The paid staff are really good to new people, making new friends work with, lots of patience and helpful and always grateful for and the knowledge that | the volunteering you do. No matter how many times you contributed. 99 volunteer, they always say thank you!

love . . Volunteering has helped me gain a deep the volunteering experience and sense of fulfilment from supporting a relationships that | have built. | love the inatul ith valuable Fashion Show which brings the community MeanInghy Covse, Tong Wi together and shows the reason why we experience in listening and empathy and the volunteer chance to connect with a compassionate and : dedicated team. 97

==> picture [417 x 165] intentionally omitted <==

----- Start of picture text -----
[| ok ORY as
“
: ae a 4 \ .
— ay Cee.
----- End of picture text -----

Raising Funds

We are very proud that all of our services are provided free of charge. However, they are not free of cost. Every year, we need to raise £5.9m to continue to care for our community. The Fundraising and Retail Teams, supported by our wonderful volunteers, are crucial in ensuring we can continue to offer vital care to local people who need it.

Fundraising Team

the2024/25most significanthas been an campaignsextraordinaryin our year historyfor fundraising- the Big Build at Appeal.Overgate Hospice, marked by the launch of one of

In April 2024, we proudly launched the appeal to the general public, asking the community to help us raise the remaining £2 million needed to build a new hospice for Calderdale. The response has been nothing short of incredible. Our initial mailing, the Foundations Appeal, went out to every household in Calderdale, asking for support to help lay the foundations of the new hospice building. The generosity that followed exceeded all expectations with 1,754 donations received, raising over £220,000 to kickstart the public phase of the appeal.

To bring our community together, we introduced a number of fundraising initiatives under the Big Build banner. The Big Brew encouraged supporters to host coffee mornings in aid of the appeal, and the response was overwhelming - 97 events took place across Calderdale, raising an amazing £32,174. We also launched the Big Leap, inviting supporters to take to the skies and skydive for the Big Build. An incredible 53 people took on this daring challenge, collectively raising £37,480.

We were also delighted to introduce the Bigger Together Business Club, inviting local businesses to play their part in building a new future for hospice care. We are thrilled that 47 businesses have already joined as members, demonstrating the strong local commitment to supporting Overgate and the Big Build.

Alongside our appeal activity, we continued to raise the vital funds needed to keep our current hospice open and providing care every single day. April saw supporters conquer the flames in our Firewalk, held in the Hospice grounds, which raised over £14,000. Our Garden Party returned to the Hospice gardens in May, raising a record total of £21,842, while our Colour Run in July saw an incredible 1,584 participants take part, raising a staggering £68,697.

In September, our Midnight Walk took place at Dean Clough, where 731 people walked 10 miles through the moonlit streets of Calderdale, raising an impressive £62,736 in the process.

==> picture [419 x 73] intentionally omitted <==

----- Start of picture text -----
CAME Y aPy Sa . SS ae Wh 2 aa
"ie ae oe aan f re a ea rs Ley .
----- End of picture text -----

Our much-loved Light Upa Life event in December was especially poignant this year, as it marked the final time it will be held in the current hospice gardens before building work begins. It was a moving evening for all those who came together to remember their loved ones.

The amazing support for Overgate continued into 2025. In early January, the Hospice suffered a break-in, causing significant damage and loss. The response from our community was immediate and heartwarming - donations poured in to repair the damage and replace what was stolen, reminding us once again of the deep compassion Calderdale has for its Hospice.

Later that month, our annual Sporting Dinner returned with the legendary Harry Redknapp as guest speaker. The event was a huge success, raising an astonishing £128,000, and was a truly memorable evening for all who attended.

We have continued to see incredible support from our Friends of Overgate groups throughout the year, alongside loyal support from the Overgate Hospice Choir.

Grant funding continues to be an important source of income generation for the Hospice, not only to support core running costs but to help us introduce new services and support more patients. Details of all Trusts and Foundations that have supported us this year can be found on page 58.

In 2024/25, our legacy income declined from £1,082,850 to £857,903. Although this represents a decrease from the previous year, we continue to be deeply humbled when supporters choose to remember the Hospice in their wills. Legacy gifts play a crucial role in sustaining our specialist services, and we are truly honoured by every gift received.

The Fundraising Team, with the support of our dedicated community, raised £7,427,775 in total in 2024/25.

We continue to drive forward our supporter journey approach to improve year on year so that our community feels appreciated for the love and dedication they show their Hospice. The Fundraising Team, along with all staff in and out of the Hospice, continues to make each interaction with our supporters a positive, inclusive, and welcoming one, ensuring each donation is thanked properly and personally.

==> picture [296 x 12] intentionally omitted <==

----- Start of picture text -----
4 fae i eet, 2 ri met Hoge 7 x:
----- End of picture text -----

==> picture [393 x 193] intentionally omitted <==

----- Start of picture text -----
: " Se
Nn? \ ,
~e
'\
\
\ae |) 2
----- End of picture text -----

Overgate Lottery

The Overgate Lottery raised an impressive £180,881 in 2024/25, thanks to the loyal support of 2,668 active players. This year, we appointed a dedicated Lottery Fundraiser to help grow this vital income stream. The focus has been on retaining players, reducing cancellations and exploring new opportunities for growth, ensuring the Lottery remains a strong and sustainable source of support for the Hospice.

We also rebranded the Lottery and invested in improved marketing materials to help raise awareness and attract new players. Engagement has continued to strengthen, with more personalised communication helping supporters see the real difference their contributions make. Looking ahead, we will continue to build on this progress, developing new ways for people to take part and support hospice care across Calderdale.

The income generated from our charity shops and lottery is crucial. Thanks to the support from our customers and community, OHS continues to achieve a significant profit and contributed substantially to the Hospice's charitable works in 2024/25.

OHS could not operate without the dedication and passion shown by our Retail Team, including the large number of dedicated volunteers who support our retail function. Their commitment, along with the support of our loyal customers, mean that we continue to raise fantastic levels ofincome to ensure the Hospice’s vital services can continue into the future. We would like to thank our customers, old and new, for their support during 2024/25

==> picture [324 x 69] intentionally omitted <==

----- Start of picture text -----
ae ‘ Nf i a4 4 i = 5
ae ls 2
----- End of picture text -----

Support Services

We could not run the Hospice without our support services, staff and volunteers working behind the scenes, who, as if by magic, make sure that things are in the right place at the right time. These include: ¢ Finance — making sure every penny is accounted for and spent wisely

Quality Account

The aim of the Quality Account is not only to look at service developments and improvements in our care, but to review and provide evidence on the achievements we have made over the previous year. As a Hospice, we are committed to ensuring our services meet the needs of our patients and their families and that we are responsive to the changing needs of the Calderdale Community.

IPU 2024-25 2023-24 2022-23 2021-22 2020-21
% of patients with diagnosis of 63% vs 69% vs 71%VS 76% VS 81%vs
cancervs non-cancerdiagnosis 37% 31% 29% 24% 19%
Day Hospice 2024-25 2023-24 2022-23 2021-22 2020-21
~~Total attendances at all services~~
Breath ofFresh Air
citendances		 ~~3822~~
200		 ~~4486~~
7		 ~~3035~~
19		 ~~2120 ~~
13 {only just
oon		 ~~409~~
N/A
% of patientswith cancervs 43% vs 51%vs 60%vs 72%vs 50% vs
non-cancerdiagnosis 57% 49% 40% 28% 50%
IPU 2024-25 2023-24 2022-23 2021-22 2020-21
(per 1000occupied bed days}
Number ofnewpressure ulcers
Infections (none ofwhich were
Safeguarding Alerts to
Calderdale Council		 4 9 1
Medicine
Incident:
~~ar~~
24

Risk Report

The key strategic risks during 2024/25

As part of our commitment to providing good quality and effective care for patients, supporting our staff and volunteers and providing a safe environment for everyone, we have robust risk management systems and processes in place to identify, mitigate and manage risks. We recognise that is not possible to eliminate all risk, but our aim is to minimise it wherever possible. We do this through a pyramid approach, where risks are managed within departments and escalated as necessary using a risk decision matrix.

The risk registers are regularly reviewed and updated at Board, Sub-committee and Senior Leadership Team meetings.

Risk Risk Mitigation
Notmeeting patientandfamilies’needs.
Theoutdatedinpatientfacilitieshold thepotential to
impactthequalityofcaredelivered bynotbeing able
toalwaysmeetpatientrequestofindividual rooms.		 Anewstateofthearthospice isplannedwhich
willinerease our bed base 10 16 and carewil be
P
g
.
Financial sustainability.
Asignificantincreaseintheannualrunningcosts
includingapredicted increaseinexpenditure
whentheredevelopmentopensplacesthe
Hospiceatriskofbeingfinanciallysustainable.		 A5-yearstrategyandunderpinning financial plan
hasbeenproduced. Part ofthisincludesan
IncomeGenerationStrategythatfacilitatesnew
businessdevelopmentopportunitiesand
enterprisestobeexplored.
ITinfrastructure.
ThecurrentITinfrastructure requiresreviewto
ensurethatdigitalopportunitiescanbeexplored
andmaximisedandthatOvergate issecurefrom
threatsofcybercrime.		 Overgatecontinuestoworkwith local systems
parinerswnsupportITaISIOn.Cyersecurly is
ip to ah
yistateSO
slerwalstafftobe.
UP 10
daleANG
SIAM
Training Aeris Al Siar
10
be
alertand awareofpotentialthreats.
Global events.
Overgateholdsan awareness of,and isimpacted
by, geopolitical eventssuch aseconomicclimate
including energycosts.
Overgate Hospice Support Ltd.
Challenging retail environment.
lining
hich
dth
liv
Declining
high
streets and thecost-of-living
crisiscreating achallenging retailenvironment.		 Strengthenedthe retail footprintand infrastructure
foensuresustainabilityofcurrentincomelevels
andaimtodeliveranincrease inincome.New
onlineretailopportunitieshavebeendeveloped.
Decline ofthevalue ofunsellabledonated
textiles (RAGS).		 Improved stockrotation across all shops,
implemented sale rails, held regularjumblesales.

Responsibilities

The trustees (who are also directors of Overgate Hospice for the purposes of company law) are responsible for preparing the trustees’ report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards including FRS102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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

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 the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. So far as the trustees are aware:

Approved by the Board of Trustees on 25th November 2025 and signed on its behalf by

==> picture [15 x 30] intentionally omitted <==

----- Start of picture text -----
¥
----- End of picture text -----

Victoria Atkinson — Trustee & Treasurer

==> picture [405 x 564] intentionally omitted <==

----- Start of picture text -----
1 rr,
ca # .
| 4)
eat JAN y 5
SPs
. bi. ar oF i J :
! a
—. 5
ef
ss “= .
= : é -
“ —
|
a ae
: rea! Ee) ae
----- End of picture text -----

Structure, Governance and Management

Overgate Hospice is a charitable company limited by guarantee and a registered charity in England and Wales. It was established with the Charity Commission under a Memorandum of Association, which lays out the objects and powers of the charity and is governed by its Articles of Association. Our governance arrangements are regularly reviewed to ensure they reflect current legislation, best practice and support the strategic ambitions for the Hospice in the future.

Board of Trustees

The charity is governed by a Board of Trustees who are responsible for setting the strategic direction of Overgate, monitoring the performance of the Hospice to ensure the charitable funds are used appropriately. The Articles of Association allow for no fewer than five and up to fiffeen Trustees, who are also Directors under company law.

Each Trustee's term of office is three years, and they are eligible for reappointment for up to a further two terms of three years. The Trustees do not receive any benefit from the charity, and all are required to complete an annual declaration of interests, gifts and hospitality. The Trustees who have served during the year are set out on page 32.

The Board of Trustees meet at least six times a year to review performance in line with the strategy and annual plan, review financial and non-financial management information and to approve key decisions and business cases as they arise. In addition to the Board meetings, the Board of Trustees have a minimum of two Board Strategy and Development days per year. The Board is supported by six committees, who consider different aspects of the business of the Hospice in detail and make recommendations to the Board of Trustees where appropriate. The committees are:

Trustee Appointments and Induction

The Trustees are all volunteers. They have a range of skills, experience and backgrounds. When we identify a skills gap or a need for succession planning, we adopt an open recruitment process, highlighting the knowledge and skills we are looking for. Each new Trustee has a formal induction programme to familiarise them with all aspects of the Hospice’s governance, strategy, and operations. In addition, Trustees are required to complete relevant online mandatory training and there are formal annual review meetings with the Chair or Vice-Chair. Trustees are also encouraged to support Overgate’s internal and external activities to enable them to meet staff, volunteers, service users and their families informally.

Remuneration

Ensuring that there is a fair and transparent pay structure in place is key to being able to attract, retain and support our staff. The last review of the pay structure including our approach to agreeing pay awards and our pay principles was reviewed and updated in January 2024. The Workforce committee reviews a number of specified external factors annually, including benchmarking from other hospices and general economic trends, to determine an appropriate allocation of funding required for pay reviews. The Finance and Income committee considers this level of funding when drafting the annual budget, with the Board of Trustees having the final decision on any increased remuneration expenditure. The Workforce committee is responsible for overseeing the methodology for awarding pay increases, in line with the agreed principles.

Senior Leadership Team

The Board of Trustees delegates the operational management of Overgate Hospice and Overgate Hospice Support to the Chief Executive and the Senior Leadership Team. A Scheme of Delegation clarifies the responsibilities reserved for their Board and those delegated to Board committees and the Senior Leadership Team.

==> picture [348 x 163] intentionally omitted <==

----- Start of picture text -----
Tracey Wilcocks Rachel Shiels Kim Turner
Chief Executive Medical Director Director of Clinical Services
Emma Wright Laura Golding Michael Waring
Directer of Estates Director of Income Director of Finance
and Support Services Generation
----- End of picture text -----

Public Benefit

Consideration of public benefit is a key factor in Board decisions. Overgate Hospice provides direct benefit to local patients and their families enabling them to access specialist palliative care. We also provide education and training about high-quality end-of-life care to professionals working across Calderdale, thereby helping patients and their families indirectly. In addition, we provide employment and volunteering opportunities that offer individual and wider social benefit to the Calderdale community. The Board is aware of the Charity Commission's guidance in relation to Public Benefit. This report indicates how our activities have delivered public benefit in 2024/25.

Statement of Disclosure

The Trustees have taken all necessary steps to make sure they are aware of any relevant audit information and to establish that the auditors are aware of that information. As far as the Trustees are aware, there is no relevant audit information of which the charity's auditors are unaware.

Investments

The Hospice uses CCLA to manage its investments via ethical funds. The balanced objective is to provide both income and long-term growth, with provisions to allow Overgate to effectively manage its cashflow.

Our investment portfolio ended the financial year with a valuation of £1.09m and includes an unrealised loss on revaluation in the year of £48k (2024: Gain £102k). The total return on investments including dividends and interest was £574k (2024: £423k).

Reserves Policy

A risk-based model is utilised to calculate the level of unrestricted free reserves required to fulfil our objectives. The aim continues to be to determine the amount of free reserves required to protect against risk and safeguard the long-term future of the Hospice for the benefit of the patients and their families. In addition, designated funds have been created for the strategic priorities of the charity. Restricted funds, endowment funds, and general funds held as fixed assets are excluded from the free reserves calculation.

The free reserves calculation includes estimates for cessation costs (£885k), an amount to protect against any future shortfall in legacy income (£200k), an opportunity reserve for future income development (£250k) and an amount as an adversity reserve to protect against future dips in income or rising costs (£451k). In total this results in a required unrestricted free reserve total of £1.786m.

At the 31st of March 2025 the general unrestricted fund balance is £2.525m, after adjusting for the unrestricted and non-designated fixed asset balance of £0.992m this leaves an unrestricted free reserve total of £1.533m a shortfall of £253k against target. This is equivalent to the £250k included as the opportunity element of the reserves policy calculation.

Having reviewed our 5-year strategic and financial plan, the Trustees recognise that the next few years will be financially challenging as we endeavour to achieve and maintain a model of financial sustainability that reflects income generation at a level sufficient to cover increasing costs.

However designated funds have previously been ring fenced to ensure that all of the foreseeable opportunities and costs highlighted in our 5-year strategic plan can be fully funded.

Trustees are confident that adequate funding from both restricted and designated funds is in place to ensure that the Big Build project will be successfully delivered.

30

The Hospice sector as a whole is facing challenging circumstances due to both increased funding pressures and increased costs. Despite these factors we maintained our ambitious targets in 24/25 and, thanks to the continued and extraordinary generosity of the people of Calderdale, we have once again ended the year with a financial surplus on our unrestricted funds.

24/25 also saw the launch of the public phase of our Big Build Appeal and building work on this project commenced just before the year end.

During 24/25 our total income was £9.8m compared with £8.3m for the previous year. This was split £7.1m unrestricted income and £2.7m restricted income.

Our income from donations in 24/25 totalled £3.5m compared to £1.2m in the previous year. This total includes £1.25m restricted fund donations for the Big Build Appeal.

Legacy income totalled £858k which was reduced compared to the prior year total of £1.08m.

Grant income received totalled £615k compared to £1.7m in the prior year, much of the prior year grant income was capital grant funding for the Big Build project.

We raised £1.14m from fundraising events which was substantially higher than last year at £577k. £712k of the fundraising events income in the year was raised for our Big Build Appeal.

Overgate Hospice Support Ltd, our trading arm which runs our Overgate shops, generated shop income of £2,545,800 compared to £2,394,859 in the previous year. During the financial year 2024/25 £773,010 of trading income was recognised in Overgate Hospice Charity Accounts. This related to gifted aid income from donated goods and a management charge of £185,896 was made.

Included within our Income from Charitable Activities is £1.25m of Hospice Funding from the Calderdale Clinical Commissioning Group (CCCG). This equates to 13% of our overall total income.

Investment income including interest received totalled £574k compared to £423k in the previous year.

Overall expenditure for Overgate and its trading subsidiary was £7.7m compared with £6.5m in 23/24. Our expenditure on providing charitable activities was £3.9m an increase of £201k compared to the prior year.

Expenditure on raising funds was £3.7m compared to £2.8m in 23/24. Our fundraising expenditure includes the costs of running our retail shops and other trading activity £1.95m and the costs of fund raising £1.78m. These fundraising costs include £540k of restricted fund costs including those relating to the Big Build Appeal.

There is an overall operating surplus of £2.16m (2024 £1.75m) was achieved for the financial year.

The unrestricted income operating surplus totalled £390k. Adjustments have been made for a reduction in the market value of the investment portfolio £48k and the impairment in value of the investment property £352k which has been demolished as part of the Big Build project. Historical endowment funds totalling £85k have been transferred to unrestricted funds.

Therefore, the overall net surplus on unrestricted funds is £74k and the overall net surplus on restricted funds is £1.77m.

This leaves the Hospice in a very good financial position moving into 25/26 and means that we are well placed to be able to be able to continue to provide excellent care and support for the people of Calderdale.

OVERGATE HOSPICE (a company limited by guarantee)

LEGAL AND ADMINISTRATIVE DETAILS

Status

Registered Charity Number 511619 Company Number 1510521

Registered Office Overgate Hospice 30 Hullen Edge Road, Elland, West Yorkshire, HX5 OQY

Patrons K F Marshal OJ Hirst CR Woodward

Directors V Atkinson (Treasurer) JA Cawdron J Crowiher Driscoll CS Dunne H Marshall v LPickles CRiley SM Scott S Uka V Webber (Appointed 1 September 2023)

Bankers Lloyds Bank plc Commercial Street Halifax HX] 1BB _ Virgin Money (Formerly Yorkshire Bank) 12 Bradford Road Cleckheaton West Yorkshire BD19 3k) Flagstone Group Ltd Clarecille House 26-27 Oxendon Street London SWIY 4EL

WalterAudituditors Dawson & Son Pennine Business Park Longbow Close, Bradley Huddersfield HD2 1GQ Investment Brokers CCLA Investment Management Ltd One Angel Lane London

Chief Executive Officer Tracey Wilcocks

OVERGATE HOSPICE

(a company limited by guarantee)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF OVERGATE HOSPICE

We have audited the financial statements of Overgate Hospice for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities {including Income and Expenditure Account, the Consolidated and Parent Company Balance Sheets, the Consolidated Cash Flow Statement and the related notes to the financial statements on pages 40 to 55, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISA’s (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 Charity in accordance with ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the Charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 on 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:

OVERGATE HOSPICE

(a company limited by guarantee)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF OVERGATE HOSPICE (continued)

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (including strategic report).

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

Responsibility of the trustees

As explained more fully in the trustees’ Responsibilities Statement set out on page 28 - 32, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they 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 Charitys 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 Charity or to cease operations, or have no realistic alternative but fo do so.

Our responsibilities for the audit of the financial statements

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

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

Our approach to identifying and assessing the risk of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

OVERGATE HOSPICE (a company limited by guarantee)

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF OVERGATE HOSPICE (continued)

Our responsibilities for the audit of the financial statements (continued)

We assessed the susceptibility of the company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

There are inherent limitations in our audit procedures described above. The more removed those laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any.

Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion.

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

Users of our report

This report is made solely to the Charity'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 charity'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 fo anyone other than the charity's members as a body for our audit work, for this report, or for the opinions we have formed.

Watler Das 6 C_

John Richard Hall (Senior Statutory Auditor) For and on behalf of Walter Dawson & Son Chartered Accountants and Statutory Auditor First Floor Unit 12, Pennine Business Park, Longbow Close, Bradley, Huddersfield, HD2 1GQ

16th December 2025

(a company limited by guarantee)

(incorporating a consolidated income and expenditure account and statement of total recognised gains and losses)

Note Unrestricted
£		 Restricted
£		 Endowment
£		 2025
£		 2024Asrestated
£
Income
Incomefrom donations
and legacies:
Donations
Legacies
Grants
Incomefromothertrading
activities:
Retailing
Lottery
Fundraisingevents
InvestmentIncome
Totalincomefrom
generatedfunds
Incomefromcharitable
activities:
TotalIncome
Expenditure:
Costofraisingfunds:
Expenditureonraising
donationsand legacies
Expenditureonothertrading
activities
Investmentmanagement
costs
Total
itureon
roisre beck		 2
3
4
5
6
7		 2,244,395
857,903
2,872		 1,253,278
-
611,940		 -
-
-		 3,497,673
857,903
614,812		 1,194,338
1,082,850
1,690,787
3,105,170 1,865,218 - 4,970,388 3,967,975
1,566,905
180,881
423,483		 588
-
712,483		 -
-
-		 1,567,493
180,881
1,135,966		 1,904,572
174,644
577,020
2,171,269 713,071 - 2,884,340 2,656,236
445,028 129,426 - 574,454 423,034
5,721,467 2,707,715 - 8,429,182 7,047,245
1414024
7,135,491
1,238,644
1,954,484
4,750		 43m
2,712,026
540,063
.
-		 -
-
-
-
-		 1418335
9,847,517
1,778,707
1,954,484
4750		 ‘1,250,396
8,297,641
1,044,370
1,753,317
4,585
3,197,878 540,063 _ 3,737,941 2,802,272

(a company limited by guarantee)

(incorporating a consolidated income and expenditure account and statement of total recognised gains and losses)

Note Note
Unrestricted
£		 Restricted
£		 Endowment
£		 Endowment
2025
£
£		 2024 Asrestated
£
Expenditureon
charitableactivities:
Care
Bereavementandfamily
GovernanceCosts
expenditureon
charitableactivities
expenditure
8
income foryearbefore
investementgains/(losses)
15
Taxation
gains/\losses)on
14
Investments
Impairmentofinvestment
incomefortheyear
BetweenFunds
19
movementinfunds
Reconciliation offunds
fundsbrought forward
fundscarriedforward
19-22		 3,220,762
276,372
40,299
10,673
3,548,106
8
6,745,984
15
389,507
14
(48,455)
(351,805)
(10,753)
19
85,000
74,247
9,662,985
19-22
9,737,232		 363,728
31,628
-
-		 -
-
-
-		 -
3,584,490
-
308,000
-
40,299
-
10,673		 3,421,856
277,676
32,817
9,908
395,356
935,419
1,776,607
-
-		 -
-
-		 -
3,943,462
-
7,681,403
-
2,166,114
-
(48,455)
‘
-
(351,805)		 3,742,257
6,544,529
1,753,112
102,184
‘
-
1,776,607
-		 (85,000) -
1,765,854
(85,000)
-		 1,855,296
-
1,776,607
412,519
5,889,126		 (85,000)
85,000		 (85,000)
1,765,854
85,000
13,860,504
-
15,626,358		 1,855,296
— ‘12,005,208
13,860,504

There were no recognised gains or losses other than those shown above and there were no acquisitions or discontinued operations in either this or the preceding year.

Under the provisions of Section 408, Companies Act 2006 a separate statement of financial activities for the parent company alone is not required.

There were no movements on Endowment Funds during the year therefore no separate statutory summary income and expenditure account has been prepared.

The notes on pages 40 to 55 form part of these financial statements.

(a company limited by guarantee)

Note Note Group Group Charity Charity
Note Note
2025		 2025
2024
£
£		 2025
£		 2024
£
Fixed assets
Tangible
Investment property
Investments
Currentassets
Debtors
atbankand in hand
Creditors:arnountsfalling
withinoneyear
assets
RepresentedbyFunds:
Restrictedandendowment
Restricted
Permanentendowment
Unrestricted
General funds
Designated funds
Revaluation reserve
funds		 13
14
15
16
7
18
19
20-21
22		 13
3,061,731
1,794,459
14
-
703,610
15
1,093,786
1,142,241
4,155,517
3,640,310
16
630,787
604,301
11,764,602
10,074,123
12,395,389
10,894,180
7
(924,548)
(458,230)
15,626,358
13,860,504
5,889,126
412,519
-
85,000
5,889,126
4,197,519
20-21
2,525,224
2,391,675
7,138,597
7,149,444
BAN
121,866
9,737,232
9,662,985
22
15,626,358
13,860,504		 3,061,731
1,794,459
-
703,610
1,093,786
1,142,241		 2,911,638
-
1,093,787		 1,649,710
703,610
1,142,242
4,155,517
3,640,310		 4,005,425 3,495,562
630,787
604,301
11,764,602
10,074,123		 890,821
11,620,169		 854,356
9,894,402
12,395,389
10,894,180		 12,510,990 10,748,758
(924,548)
(458,230)		 (890,057) (383,816)
15,626,358
13,860,504		 15,626,358 13,860,504
5,889,126
412,519
-
85,000		 5,889,126
-		 4N2,519
85,000
5,889,126
4,197,519		 5,889,126 4,197,519
2,525,224
2,391,675
7,138,597
7,149,444
BAN
121,866		 2,525,224
7,138,597
73,411		 2,391,675
7,149,444
121,866
9,737,232
15,626,358		 9,662,985
13,860,504

Company Registration No. 1510521

Approved by the trustees on 25th November 2025 and signed on their behalf by: in

Victoria Atkinson — Trustee and Treasurer

The notes on pages 40 to 55 form part of these financial statements.

(a company limited by guarantee)

2025 2025 2024 2024
£ £ £ £
Reconciliationofnetincoming
tooperatingcashflows
petiacomingresources
guing/losses)nsNosment
income
management
paid
Depreciationcharge
disposaloffixedasset
Decrease/(Increase)indebtors
Increase/\Decrease) increditors
saan hiked
investments
received
received
activi
toacquiretangible
ondisposal oftangible		 2,166,114
(574,454)
4,750
181,821
-
(26,486)
466,318		 175302
(423,034)
-
155.375
(2.188)
397016
(4.117)
537,327
32,377		 2,218,063
569,704		 391,284
31,750		 1,876,164
423,034
(1,097,288)
-		 (492,859)
2,188
(1,097,288) (490,671)
inflow/(outflow)for theyear 1,690,479 1,808,527
changeincash
year
deposits,cashand
balances
2024
balances		 10,074,123
1,690,479		 8,265,596
1,808,527
March2025 11,764,602 10,074,123

OVERGATE HOSPICE (a company limited by guarantee)

NOTES TO THE ACCOUNTS

1. Accounting Policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial staternents are as follows:

(a) Basis of Preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) — (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

The hospice meets the definition of a public entity under FRS 102. Assets and liabilities are initially recognized at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

(b) Legal status of the Charity

The charity is a company limited by guarantee and has no share capital. 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. At 31 March 2025 there were 12 members (2024: 12).

(c) Going concern

The trustees consider that there are no material uncertainties about Overgate Hospices ability to continue as a going concern. The most significant areas of adjustment and key assumptions that affect items in the accounts are to do with estimating legacies receivable in these accounts. With regard the following year, the most significant areas of uncertainty of the charity are the level of donation income which needs to be raised each and every year and is covered in more detail in the performance and risk sections of the trustees’ annual report.

(d) Group financial statements

The financial statements consolidate the results of the charity and its wholly owned subsidiary Overgate Hospice Support Ltd on a line-by-line basis. A separate Statement of Financial Activities and Income and 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.

(e) Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. The aim and purpose of each designated fund is set out in the notes to the financial statements.

Restricted funds are donations where the donor has specified they should only be used for particular areas of the hospice's work. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each material designated and restricted fund is set out in the notes to the financial statements. Investment income, gains and losses are allocated to the appropriate fund.

Endowment funds arise when the donor has expressly provided that the gift is to be invested and only the income of the fund may be spent.

(a company limited by guarantee)

(fl Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item|s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. Where income has related expenditure (as with fundraising or contract income), the income and related expenditure are reported gross in the Statement of Financial Activities. Donations, grants and gifts are recognised when receivable. In the event that a donation is subject to fulfilling performance conditions before the charity is entitled to the funds, the income is deferred and not recognised until it is probable that those conditions will be fulfilled in the reporting period. Income from Gift Aid tax reclaims is recognised for any donations with relevant Gift Aid certificates recognised in income for the year. Any amounts of Gift Aid not received by the year end are accounted for in income and accrued income in debtors.

Income from NHS contracts, government and other grants, whether ‘capital’ grants or ‘revenue’ grants, are recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

For legacies, entitlement is taken on a case by case basis as the earlier of the date on which:

the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s} to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor's intention to make a distribution. If the legacy is in the form of an asset other than cash or an asset listed on a recognised stock exchange, recognition is subject to the value of the asset being able to be reliably measured and title to the asset has passed to the charity. Where legacies have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Income received in advance for a future fundraising event or for a grant received relating to the following year are deferred until the criteria for income recognition are met.

Interest on deposit funds held is included on an accruals basis provided that the amount can be measured reliably by the charity. Dividends are recognised upon notification by our investment advisor of the dividend yield of the investment portfolio.

Sponsorship from events, fundraising and events registration fees are recognised in income when the event takes place. Lottery income is accounted for in respect of those draws that have taken place in the year. Trading income is recognised on point of sale for both donated and purchased goods.

(g) Donated goods and services

Donated services or facilities are recognised when the charity has control over the item, any conditions associated with the donated iter have been met, the receipt of economic benefit from the use of the item is probable and that economic benefit can be measured reliably.

(h) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accrual basis.

Expenditure on charitable activities includes the costs of providing specialist palliative care and support undertaken to further the purposes of the charity and their associated support costs.

1. Accounting Policies (continued)

Support costs comprise those costs which are incurred directly in support of expenditure on the objects of the charity and include governance cost, finance, and office costs. Governance costs are those costs incurred in connection with the compliance with constitutional and statutory requirements of the charity. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

OVERGATE HOSPICE (a company limited by guarantee)

NOTES TO THE ACCOUNTS

(h) Expenditure and irrecoverable VAT (continued)

Support costs are allocated to each of the activities to best allocate the costs fo each attributable heading. More detail on the analysis and basis of allocation is given in note 9 to the financial statements.

() Volunteers

The value of the services provided by volunteers is not incorporated into these financial statements. Further details of their contribution is provided in the Trustees report.

()) Fixed assets

Depreciation is provided to write off the cost or revalued amount, less an estimated residual value, of all fixed assets evenly over their expected economic useful lives on a straight line basis as follows:

Freehold property 2% per annum Leasehold improvements over term of lease Equipment 10% and 20% per annum Motor vehicles 25% per annum Assets under construction 0% per anum

The need for any impairment of a fixed asset write-down is considered if there is concern over the carrying value of an asset and is assessed by comparing that carrying value against the value in use or realisable value of the asset when appropriate.

(k) Investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price, except for the 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. Realised gains and losses on investments are calculated as the difference between sales proceeds and their opening carrying value or their purchase value if acquired subsequent to the first day of the financial year. Unrealised gains and losses are calculated as the difference between the fair value at the year end and their carrying value. Realised and unrealised investment gains and losses are combined in the Statement of Financial Activities.

The main form of financial risk faced by the charity is that of volatility in equity markets and investment markets due to wider economic conditions, the attitude of investors fo investment risk,and changes in sentiment concerning equities and within particular sectors or sub sectors.

(I) Stock

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 impractical 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. Stocks of bought in retail goods for resale are not included as there are no perpetual stock records and undertaking a stock take would incur undue cost for the charity which far outweigh the benefits.

(m) Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid. Accrued income and tax recoverable is included at the best estimate of the amounts receivable at the balance sheet date.

(n) Short term deposits

Short term deposits are short term highly liquid investments with a maturity of three months or more from the date of acquisition or opening of the deposit or similar account.

OVERGATE HOSPICE (a company limited by guarantee)

NOTES TO THE ACCOUNTS

(0) Cash at bank and in hand

Cash at bank and cash 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.

(p) Creditors

Creditors 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 are normally recognised at their settlement amount after allowing for any trade discounts due.

(q) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

(r) Pensions

NHS Pension Scheme

Employees who join Overgate Hospice who are currently contributing fo an NHS pension scheme and who are eligible to remain in their scheme as per their offer letter, are entitled to remain members of that scheme which provides benefits based on final pensionable pay. The NHS Pension Scheme is an unfunded, defined benefit scheme that covers NHS. employers, General Practices and other bodies, allowed under the direction of Secretary of State, in England and Wales. Consequently, it is not possible to identify the Hospice’s share of the underlying scheme liabilities. Therefore, the scheme is accounted for as a defined contribution scheme and the cost of the scheme is equal to the contributions payable to the scheme for the accounting period.

Employers’ pension costs contributions are charged to operating expenses as and when they become due. Employer contribution rates are reviewed every four years following a scheme valuation carried out by the Government Actuary. On advice from the actuary the contribution may be varied from time to time to reflect changes in the scheme's liabilities. The last valuation on which contribution rates were based (31 March 2016) was published on 15 February 2019 and noted a notional deficiency of £19.4bn (7.0% of notional fund valuation). The recommendation of the Government Actuary was that employer contribution rates would be increased to 20.6% of pensionable pay from 1 April 2019. The next full actuarial valuation to be used for funding purposes will be as at 31 March 2020 which is expected to be completed in Autumn 2023. The charity has received confirmation that for 2022-23 the additional NHS Pension costs will continue to be applied to the pension fund centrally by NHS England. They have committed that the additional funding will recur annually until 31st March 2024 but the payment arrangements for these subsequent years is yet to be agreed

Royal London Pension Scheme

Other employees are entitled to join a defined contribution ‘rnoney purchase’ scheme. The costs of the defined contribution scheme are included with the associated staff costs and allocated therefore to raising funds, charitable activities, support and governance costs and charged to the unrestricted funds of the charity.

  1. Accounting Policies (continued) The money purchase plan is managed by Royal London and the plan invests the contributions made by the employee and employer in an investment fund to build up over the term of the plan. The pension fund is then converted into a pension upon the employee's normal retirement age which is defined as when they are eligible for a state pension. The expenses of the plan are deducted from the investment fund annually. The charity has no liability beyond making its contributions and paying across the deductions for the employee's contributions.

(s) Operating leases

Operating leases are recognised over the period of which the lease falls due. Any benefit receivable as an incentive to sign an operating lease is recognised on a straight line basis over the period of the lease.

OVERGATE HOSPICE (a company limited by guarantee)

NOTES TO THE ACCOUNTS

(t) Investment property

Investment property is shown at its most recent valuation. Any aggregate surplus or deficit arising from changes in fair value is recognised in the statement of financial activities.

(u) Taxation

The company is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 1] of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

gains are appliedapplied exclusively to charitableto charitablecharitable purposes.
2. Donations 2025
£		 2024Asresiated
£
General 2,993,891 725,887
In memoriam 146,718 143,047
Event participantsponsorship 281,135 134,906
Corporate Support 35,318 136,698
Collecting Boxes 8,168 29,691
Friendsgroups including choir(seeanalysis) 32,441 24,109
3,497,673 1,194,338
GiftAid included inabovetotal donations 242,055 249 238
FriendsGroups 13,222 13,484
OvergateChoir 19,219 10,625
32,441 24,109
3.Grants received 2026 2024Asrestated
Unrestricted funds:
Generalpurposegrants		 9.872
87;		 '
2,872 -
Restricted funds:
CapitalAppealforRedevelopment
EndofLifeEducation
EstatesCapex		 247,324
100,994
78,526		 1,386,936
98,868
21,848
EstatesExpenditure
StaffEducation
CommunityHubProject
Medical Equipment		 4,339
10,000
3,300
28,475		 5,121
-
18,157
42,396
Other 138,982 117,430
611,940 1,690,787
Total 614,812 1,690,787

(a company limited by guarantee)

2025
£		 2024As restated
£
Incomefromsaleofgoods
Recycling credits
Insurance claims		 1,474,472
65,967
-		 1,316,808
113,171
-
Totalincomederivedfrom retailing 1,540,439 1,429,979
Directcostofsales
Staffcosts
Otherstaffand volunteer costs
Property costs
Motor running
Till and ITcosts
Othercosts		 96,305
1,225,714
12,241
397,128
23,746
38,080
92,313		 50,205
996,667
1,537
275,274
25,440
28,784
-
Totalexpenditure 1,885,527 1,377,907
Net profit(loss) arising from retail activities
Shopeventincome
OtherIncome		 (345,088)
19,544
27,054		 52,072
20,237
35,294
Totalnetincomearisingthrough retailactivities (298,490) 107,603
Numberofshops 7 16

All shop income in both the current and previous year relates to unrestricted funds.

2025
£		 2024Asrestated
£
Incomefrom lotterysales
Prizemoney
Otherlotterycosts
Netprofitarisingfrom lottery
Donations through lottery		 180,881
(52,000)
(21,157)		 174,644
(52,000)
(20,999)
107,724
-		 101,645
-
Total netincomearisingthrough lotteryoperations 107,724 101,645

(a company limited by guarantee)

2025 2024
£ £
Incomefrom listed investments 37,127 31,750
Bank interest 537,327 391,284
574,454 423,034
Government
funding £		 OtherFunding
£		 2025
£		 2024Asrestated
£
Hospicefunding 1,249,040 - 1,249,040 1,115,036
Canteen - 53,064 53,064 41,637
VAT Refund Scheme 98,921 - 98,921 80,199
Sundry Income - 17,310 17,310 140,900
1,347,961 70,374 1,418,335 1,377,772
Directcosts Supportcosts 2025 2024Asrestated
£ (note 9)£ £ £
Costofgenerating voluntaryincome 1,545,278 233,429 1,778,707 1,044,370
Fundraising trading costs 1,406,203 548,281 1,954,484 1,753,317
Investmentmanagementcosts 4,750 - 4,750 4,585
Costofgeneratingfunds 2,956,231 781,710 3,737,941 2,802,272
Inpatientcare 2,696,795 887,695 3,584,490 3,421,856
Daycare 241,968 66,032 308,000 277,676
Bereavementand familysupport 30,213 10,086 40,299 32,817
Charitable activities 2,968,976 963,813 3,932,789 3,732,349
Governance costs - 10,673 10,673 9,908
Total 5,925,207 1,756,196 7,681,403 6,544,529

OVERGATE HOSPICE

(a company limited by guarantee)

NOTES TO THE ACCOUNTS

==> picture [378 x 131] intentionally omitted <==

----- Start of picture text -----
|||||||||||| |---|---|---|---|---|---|---|---|---|---|---| |Establishment|Management|Other costs|2025|2024 As| |9.|Analysis|of|support|costs|light & heat £|and|IT £|£|£|restated £| |Cost|of generating|voluntary income|60,751|140,820|31,858|233,429|153,208| |Fundraising trading:| |Costs|of goods sold and other costs|350,980|51,140|146,161|548,281|617,156| |Cost of generating funds|4]1,731|191,960|178,019|781,710|770,364| |Charitable services|296,611|511,659|155,543|963,813|710,627| |Governance|costs|-|-|10,673|10,673|9,908| |Total|708,342|703,619|344,235|1,756,196|1,490,899|

----- End of picture text -----

  1. Wages and Salaries

==> picture [380 x 123] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |2025|2024Asrestated| |£|£| |Wages and|salaries|4,419,073|419,538| |Employer's|national|insurance|385,597|336,180| |Pension|costs|293,180|249,080| |Employee|costs|5,097,850|4,704,798| |Other:| |Medical|Consultant|165,934|143,784| |5,263,784|4,848,582|

----- End of picture text -----

The average monthly head count of payroll employees (excluding temporary employed staff] in the year was 192 (2024: 172). As of 31 March 2025, there were 20 (2024: 22) bank staff being utilised.

The number of employees whose remuneration exceeded £60,000 (excluding employer pension contributions, but including employers’ national insurance) was as follows:

Between £90,000 and £99,999: 1 (2024: 0} Between £80,000 and £89,000: 1 (2024: 1) Between £70,000 and £79,999: 3 (2024: 3)

The trustees received no remuneration or other financial benefit for their services during the year (2024: £nil). Insurance cover is provided through a trustee indemnity insurance policy.

The Hospice consider that the key group management personnel comprise the trustees and the directly employed members of the senior management team comprising the Chief Executive and 5 (2024: 3) other employees. The total gross remuneration of those remunerated members of the senior management team was £378,288 (2024: £296,952) and the total of employer pension contributions paid was £30,167 (2024: £29,937). The total cost of those employed members of the senior management team was therefore £408,455 (2024: £362,702). A further member of the senior management team is the Medical Consultant and the costs charged to the Hospice for the services provided are shown above.

OVERGATE HOSPICE

(a company limited by guarantee)

NOTES TO THE ACCOUNTS

==> picture [381 x 273] intentionally omitted <==

----- Start of picture text -----
||||||||| |---|---|---|---|---|---|---|---| |10.|Wages|and|Salaries|(continued)|.| |Functional|analysis of the average numbers of|2025 Actual|2025 Fulltime|= 2024Actual|2024 Fulltime| |employees of|the group:|number|equivalent|number|equivalent| |Direct charitable services|7|4|15|13| |Fundraising|82|59|8]|57| |Governance|92|69|75|58| |Administrative|services|1|1|]|]| |Total|192|143|172|129| |Retail|staff included|in|fundraising|58|43|49|37| |11.|Net|incoming|resources| |Net incoming resources before investment gains/(losses)|is stated affer charging:|2026|7020| |Depreciation|181,821|155,375| |Auditors remuneration:|10,673|9,908| |-|For audit services| |-|For other services|.|-| |Operating|lease|rentals —|retail|properties|250,12|206,639|

----- End of picture text -----

12. Taxation

The company is a registered charity and as such is exempt from taxation on its income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that its income and gains are applied for charitable purposes.

The profits of the trading subsidiary are donated to the Hospice in full. Taxation has arisen due to differences in the tax and accounting treatment of assets in the subsidiary only.

(a company limited by guarantee)

a)Group Freehold
property£		 Freehold
property£		 Freehold
property£		 Leaseholdproperty
improvements£		 Leaseholdproperty
improvements£		 Leaseholdproperty
improvements£		 Medical &other
equipment£		 Motor
vehicles£		 Motor
vehicles£		 — Assetsunder
— construction£		 — Assetsunder
— construction£		 Total
£
Cost
At1April2024 2,706,169 54,749 1,028,901 122,259 215,756 4127,834
Additions - 45,057 158,081 68,724 825,426 1,097,288
Transfers from 351,805 - - - - 351,805
investment property
At31 March 2025 3,057,974 99,806 1,186,982 190,983 1,041,182 5,576,927
Depreciation
At1April2024		 1,538,907 23,389 741,301 29,778 - 2,333,375
Charge fortheyear 50,561 11,760 86,088 33,412 - 181,821
At31 March 2025 1,589,468 35,149 827,389 63,190 - 2,515,196
Netbookvalue
31 March 2025 1,468,506 64,657 359,593 127,793 1,041,182 3,061,731
31 March 2024 1,167,262 31,360 287,600 92,481 215,756 1,794,459
b)Charity Freehold
property£		 =Medicalandother
equipment£
vehicles£		 Motor
vehicles£		 — Assetsunder
construction £		 Total
£
Cost
At1April2024 2,706,169 980,918 - 215,756 =3,902,843
Additions - 148,979 65,287 825,426 1,039,692
Transfersfrominvestmentproperly 351,805 - - - 351,805
Disposals - - - - -
At31 March 2025 3,057,974 1,129,897 65,287 1,041,182 5,294,340
Depreciation
At1April2024		 1,538,907 714,226 - - 2,253,133
Charge fortheyear 50,561 76,761 2,247 - 129,569
Disposals - - - - -
At31 March 2025 1,589,468 790,987 2,247 - 2,382,702
Netbookvalue
31March2025 1,468,506 338,910 63,040 1,041,182 2,911,638
31March2024(asrestated) 1,167,262 266,692 - 215,756 1,649,710

OVERGATE HOSPICE (a company limited by guarantee)

NOTES TO THE ACCOUNTS

==> picture [378 x 120] intentionally omitted <==

----- Start of picture text -----
||||||| |---|---|---|---|---|---| |14.|Investment|property|Charity&| |Group £| |Cost or valuation| |At|April 2024|703,610| |Impairments|(351,805)| |Transfer of land to fixed assets|(351,805)| |At 31|March|2025|-| |During the year the|property was demolished|as|part of further expansion|to the freehold|property.|

----- End of picture text -----

==> picture [378 x 200] intentionally omitted <==

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |15.|Investments|Charity &| |Group £| |Investment held|with|CCLA:| |At]|April 2024|1,142,241| |Net loss on|revaluation|(48,455)| |At 31|March|2024|1,093,786| |b) Analysis of investments|2026|2028| |Managed|listed|investments and|authorised|unit trusts|1,093,786|1,142,241| |Cash|held as|part of the|investment|portfolio|-| |Total Group|1,093,786|1,142,241| |Investment|in|subsidiary|]|]| |Total Charity|1,093,787|1,142,242|

----- End of picture text -----

Investments in equities and fixed interest securities are all traded in quoted public markets, primarily the London Stock Exchange and are carried at fair value which is equivalent to market value using bid price.

Historical cost of the investments excluding cash and subsidiary is £1,020,374 (2024: £1,020,374).

Investment risks are mitigated by retaining expert advisors and an investment policy that provides for a high degree of diversification of holdings within asset classes that are quoted on recognised stock exchanges. No use is made of derivatives and similar complex financial instruments as the view is taken that investments are held for longer term yield and historic studies of quoted financial instruments have shown that volatility in any five-year period will normally be corrected.

OVERGATE HOSPICE

NOTES TO THE ACCOUNTS

(a company limited by guarantee)

15. Investments (continued)

¢) Trading subsidiary

Thefunds hospice for the hascharity. a whollyThe summarised owned subsidiary,accountsOvergate Hospiceof the subsidiary Support are as follows:Ltd, whose main purpose is to sell goods to raise

2025 2024As
Subsidiary’s profitand lossaccount £ restated£
Turnover 1,772,790 1,660,154
Costofsales (1,382,123) (1,134,624)
Gross profit 390,667 525,530
Operating expenses (604,228) (501,844)
Grants received 27,665 18,804
Managementcharge 185,896 -
Operating profitbeforecharitabledonations - 42,490
GiftAid donation to hospice - (42,490)
Retained profit/(loss) fortheyear - -
Subsidiary’s balancesheet 2025
£		 2024
S
Fixedassets 151,905 144,749
Current assets 289,938 331,405
Current liabilities (441,842) (476,153)
Total assets less (liabilities) 1 ]
Represented by:
Capital 1 ]
1 ]
Group Charity
16. Debtors 2026 ont 2026 rn
Tradedebtors 13,921 73,547 13,523 73,547
Groupdebtors - - 359,602 401,740
Otherdebtors 20,830 4,928 - 19,000
Taxation recoverable 119,896 40,260 119,896 30,000
Legacies receivable 22,000 60,500 22,000 60,500
Prepaymentsandotheraccrued income 454,140 425,066 375,800 269,569
630,787 604,301 890,821 854,356

OVERGATE HOSPICE

(a company limited by guarantee)

NOTES TO THE ACCOUNTS

Group Group Charity Charity
17. Creditors: amounts falling due
within one year		 2025
£		 2024
£		 2025
£		 2024
£
Tradecreditors 548,714 80,277 516,049 56,552
Othertaxation and social security 68,764 79,427 87,446 79,427
Sundrycreditorsanddeferred income 307,070 298,526 286,562 247,837
924,548 458,230 890,057 383,816
18. Restricted funds
GroupandCharity:		 At1April
2024£		 Income — Expenditure
£
£		 Transfers
£		 =At31March
2025£
Fundingforcapital assetacquisitions:
RelativesRoomFunding 16,610 - (1,320) - 15,290
In-PatientUnitRedevelopmentFunding 126,538 - (10,056) - 16,482
PCT Reception& Beds Funding 107,210 - (8,524) - 98,686
DoH In-Patient UnitFunding 80,635 - (5,760) - 74,875
DoHDayHospiceFunding 293,682 - (20,836) - 272,846
DoHGrant HolisticJourney Funding 68,299 - (2,145) - 66,154
Donation Grants 14,586 - (2,278) - 12,308
Misc Capital Grants 327,413 - (67,314) - 260,099
Other Grants - - - 353 353
Big Build Hub 91,747 - (3,413) - 88,334
Capital RedevelopmentCosts 215,756 - - 825,426 1,041,182
~~1,342,476~~ ~~-~~ ~~(121,646)~~ ~~825,779~~ ~~2,046,609~~
Funding ofrevenuecosts:
SkillsforCare Funding 737 - - - 737
EducatorRoleFunding - 100,994 (78,014) - 22,980
EducatorEventsFunding 2,748 - (950) - 1,798
Donation Grants 69,514 3,300 (35,213) - 37,601
MiscellaneousRevenueGrants 90,407 257,603 (162,692) - 185,318
Other Grants 3,600 24,000 (27,084) (353) 163
Capital Appeal Big Build 2,545,207 2,323,410 (507,751) (766,946) 3,593,920
Springwood DevelopmentFund 57,830 2,719 (2,069) (58,480) -
~~770,043~~
~~2,712,026~~
~~(813,773)~~
~~825,779)~~
~~8,842,517~~
Total restrictedfunds 412,519 2,712,026 (935,419) - 5,889,126
Restrictedfundbalancecarriedforward at 31March 2025 isrepresented represented by £
Unexpended capitalfunding 2,046,609
Unexpended revenuefunding 3,842,517
5,889,126

OVERGATE HOSPICE

(a company limited by guarantee)

NOTES TO THE ACCOUNTS

19. Endowmentfunds At 1April
2024£		 Income — Expenditure
°
Ps		 Income — Expenditure
°
Ps		 Transfers
¢		 = At31March
2025£
At1April2023 and31March2024
1981 PropertyFund 70,000 - - (70,000) -
Halifax DistrictNursing CharityFund 15,000 - - (15,000) -
85,000 - - (85,000) -
20. Unrestricted funds At1 April
2024£		 Income
£		 Expenditure
£		 Gains,losses
&Tronsfes£		 At31March
2025£
Group:
Generalfund 2,391,675 7,135,491 (6,735,137) (266,805) 2,525,224
Designated funds(note20) 7,149,444 - (10,847) - 7,138,597
Revaluation reserve 121,866 - - (48,455) 73,411
9,662,985 7,135,491 (6,745,984) (315,260) 9,737,232
Charity:
Generalfund 2,391,675 8,074,539 (5,897,578) (266,805) 2,525,224
Designatedfunds(note20) 7,149,444 - (10,847) - 7,138,597
Revaluation reserve 121,866 - - (48,455) 73,411
9,662,985 8,074,539 (5,908,425) (315,260) 9,737,232

|21.Designatedfunds|AtlApril|Designation|Expenditure|Gains|
&|At31March| |---|---|---|---|---|---| |21. Designated funds|AtlApril
2024£|Designation|Expenditure
£|Gains |
&
Transfers£|At31March
2025£| |Groupand Charity:
Fundingofcapitalassetacquisitions:
Capital RedevelopmentFund
IT & Digital Strategy Project
RepurposingReserve
NewBuildingContingencyFund
Fundingofrevenueitems:
Capital RedevelopmentFund
IT& Digital Strategy Project
5YearStrategic InvestmentFund
Investmentin ResourceFund|4,873,994
33,411
150,000
1,000,000|-
-
-
-|-
(10,847)
-
-|-
-
-
-|4,873,994
22,564
150,000
1,000,000| ||-
542,039
100,000
450,000|-
-
-
-|-
-
-
-|-
-
-
-|-
542,039
100,000
450,000
7,138,597| ||7,149,444|-|(10,847)|-||

(a company limited by guarantee)

  1. Capital Redevelopment Fund — This is to support the Capital Redevelopment project.

  2. IT & Digital Strategy - An estimate has been placed on the value required to address the future technology needs of the Hospice and be able to improve the effectiveness of the operation and the support provided to patients and their families.

  3. Repurposing Fund - This is to effectively utilise and tidy those areas vacated as part of the new build development and to consider options for enhancing the visitor, staff, and patient experience as well as income generation.

  4. New Build Contingency Fund - To ring fence £1m for additional project cost and to cover the increased running cost of the expanded Hospice beyond the first year.

  5. 5 Year Strategic Investment Fund — This is to support additional costs associated with the implementation of the five-year strategic plan.

  6. Investment In Resource Fund - The Hospice is committed to ensuring that its staff and facilities are of the highest standard and this fund covers areas such as remuneration, working environment and caring for volunteers.

Unrestricted Restricted Endowment Total
£ £ £ £
Investments 1,093,786 - - 1,093,786
Tangiblefixed assets 1,015,122 2,046,609 - 3,061,731
Currentassets 8,552,872 3,842,517 - 12,395,389
~~Creditors due in less than one year~~ ~~(924,548)~~ ~~-~~ ~~-~~ ~~(924,548)~~
Totalat31March2025 9,737,232 5,889,126 - 15,626,358
Theconsolidatedstatementoffinancialactivitiesincludestheresultsofthewhollyownedtradingsubsidiaryandno
separatestatementof financial activities orincome,andexpenditure accounthasbeenshown fortheCharityaloneas
permitted bysection408 oftheCompaniesAct2006 and paragraph 397 oftheCharitiesSORP.
Thesummarised results ofthe charityfortheyear areasfollows: 2025 2024As
£ restated £
External income 5,362,513 4,524,057
~~Expenditure~~ ~~(4,781,652)~~ ~~(4,908,061)~~
Surplus/(deficit) beforeotherincome 580,861 384,004
Donationfrom/(managementchargeto)tradingsubsidiary (191,354) 42,490
Surplusfortheyearbefore investmentgainsand losses 389,507 426,494
(Loss)/profiton saleofinvestments (351,805) -
Unrealised investmentgains/llosses) (48,455) 102,184
Totalincreaseinreserves (10,753) 528,678

Total increase in reserves above does not include the increase in restricted funds during the year.

OVERGATE HOSPICE

(a company limited by guarantee)

NOTES TO THE ACCOUNTS

24. Operating LeaseCommitments 2025
£		 2000
Group annual commitments undernon-cancellableoperating leasesareasfollows:
Expiry date:
Withinoneyear 205,756 150,644
Between twoand fiveyears 209,031 141,595
414,787 292,239

25. Controlling Interest

Overgate Hospice is managed by the Board of Directors, the members of which are the trustees of the charity.

26. Prior year adjustments

Two adjustments have been made to the comparative figures in these financial statements. Firstly, the 2024 balance for prepayments and accrued income {for both the charity and the group) included £215,756 which has been reallocated to assets under construction in the tangible fixed asset note.

Secondly, the results for the charity for 2024 in note 22 have been restated include £734,705 in donations income (including Gift Aid) from sales of donated goods that were previously accounted for through Overgate Hospice Support Limited. The donation from the trading subsidiary in the same note has been reduced by the same amount. In addition, the Charity-only balance sheet has been restated to include £74,403 in accrued Gift Aid income that was previously accounted for through the charity's subsidiary, Overgate Hospice Support Limited. The balance owed between the two group entities has been reduced by the same amount.

The above restatements have had fnil effect on the brought forward reserves for either the Charity or the Group.

The following pages do not form part of the audited financial statements:

OVERGATE HOSPICE

(a company limited by guarantee)

DETAILED INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2024

2025 2025 2025
Charity
£		 Subsidiary
£		 Total
£		 2024As
restated £
Income
Legaciesand bequests
Donations in lieu offlowers
Otherfortuitous giving
Gift aid
Patientcare
Fund raising, otherdonationsand sundryincome
Retailshopoperations incl. recycling credits
Catering
CalderdaleCCGgrant
Restricted grants released tomatch costs inyear
Othergrantincome
VATrefundscheme
Friends ofOvergateandOvergateChoir
Overgate Hospice lottery
SundryIncome
Big build appeal income
rvestmentPortiofoincome
NK INIETE		 857,903
146,718
636,910
242,055
12,839
783,398
778,467
53,224
1,249,040
435,473
2,872
98,921
32,44]
-
23,783
2,100,086		 -
-
-
-
-
19,544
1,572,365
-
-
27,665
-
-
-
180,881
-
-		 857,903
146,718
636,910
242,055
12,839
802,942
2,350,832
53,224
1,249,040
463,138
2,872
98,921
32,44]
180,881
23,783
2,100,086		 1,082,850
143,047
402,490
249,238
13,524
711,926
2,017,743
41,637
1,115,036
345,366
18,804
80,199
24,109
174,644
127,376
-
7,454,130 1,800,455 9,254,585 6,547,989
37,127
407,901		 -
-		 37.127
407,901		 31,750
391,284
445,028 - 445,028 423,034
Incomesub-total
Operatingexpenditure
DonationtoOvergate Hospice		 7,899,158
(5,722,717)
-		 1,800,455
(1,986,351)
-		 9,699,613
(7,709,068)
-		 6,971,023
—-(6,544,529)
-
Netincomebeforeinvestmentgains/(losses) 2,176,441 (185,896) 1,990,545 426,494
Impairmentofinvestmentproperty
Unrealised investmentgain/(loss)
Netincomefortheyearbeforetaxation
Netincomefortheyearbeforetaxation asabove
Excess ofrestricted grantincome received intheyear
over expenses		 (351,805)
(48,455)
1,776,181
1,590,285
175,569
‘		 -
(351,805)
-
-
(48,455)
102,184
(185,896)
1,590,285
528,678
Increase in NetAssets inyear 1,765,854

OVERGATE HOSPICE (a company limited by guarantee)

DETAILED INCOME AND EXPENDITURE ACCOUNT (continued) FOR THE YEAR ENDED 31 MARCH 2024

Expenditure 2025 2025 2025
Charity
£		 Subsidiary
£		 Total
£		 2024 As
restated£
Care expenses
Staffcostsand Doctorsfees
Catering
Sundrynursing and medical expenses
Travel expenses
Cleaningand laundry
Depreciation		 2,579,156
78,729
156,308
16,484
15,497
53,448		 -
-
-
-
-
-		 2,579,156
78,729
156,308
16,484
15,497
53,448		 2,763,955
68,809
131,839
4,586
14,754
37,779
2,899,622 - 2,899,622 3,021,722
Hospiceestablishmentexpenses
Staffcosts
Heating and lighting
Council tax,water chargesand insurance
Repairsand maintenance
Recruitmentandtraining
Depreciation		 122,802
62,725
43,387
93,383
-
46,014		 -
-
-
-
-
-		 122,802
62,725
43,387
93,383
-
46,014		 111,933
45,905
40,017
87,304
20,792
46,866
368,311 - 368,311 352,817
Fund raisingand publicity
Staffcosts
Recruitmentandtraining
Expenses, eventand other costs
Retailing costs
Shop rent, rates, light, heatand Insurance
Shop repairsand maintenance
Overgate Hospice lottery
Cash collection handlingcharges
Depreciation		 1,058,973
-
487,670
-
-
-
-
1314
-		 1,225,714
5,245
5,009
120,663
326,119
20,485
73,157
45,909
50,444		 2,284,687
5,245
492,679
120,663
326,119
20,485
73,157
47,223
50,444		 1,645,048
2.919
242,531
63,826
275,274
70,456
72,999
50,279
35,550
1,547,957 1,872,745 3,420,702 2,458,882
Administrativeexpenses
Staffcosts
General recruitment, trainingand staffbenefits
Postage, printing and stationery
Telephone
HR, investmentand legal
IT costs
Sundryexpenses
Subscriptions
Auditors’ remuneration
(Profit) Lossondisposal of fixed asset
Depreciation
Totalexpenditure		 492,600
55,129
37,541
9,584
22,316
159,879
79,017
12,373
6,473
-
31,915		 -
-
-
4,376
855
13,722
87,062
3,391
4,200
-
-		 492,600
55,129
37,54]
13,960
23,171
173,601
166,079
15,764
10,673
-
31,915		 327,646
52,408
52,549
12,594
20,439
178,686
10,722
13,164
9,908
(2,188)
35,180
906,827
5,722,717		 113,606
1,986,351		 1,020,433
7,709,068		 711,108
6,544,529

The Hospice is fortunate and very grateful to receive grants from the following organisations in 2024/25:

Community Foundation for Calderdale West Riding Masonic Charities Limited Active Calderdale Sovereign Healthcare Green Hall Foundation

Albert Hunt Trust

Sky Bet Ebor Francis Winham Foundation Ross Smith Foundation

nPower Business Solutions Foundation Co-op Local Community Fund Calderdale Council Finderman Charitable Trust Hebden Bridge Rotary The Community Foundation for Calderdale Benevity Causes

Million Dollar Round Table James Tudor Foundation Kathleen Mary Lumb Charitable Trust Ludlow Trust

St James's Place Charitable Foundation Culturedale

Charles and Elsie Sykes Trust

In addition, significant pledges towards our Big Build Appeal were also made by the following:

Bernard Sunley Foundation The Wolfson Foundation

Cee eeTk ee

y

. /

The Hospice is continually thankful fo Sylvia ia a Aral cai: ok Graucob MBE for donating her beloved | ea “4 9 . ope (od «a a Bi ij home to enable patients and their families ie on | eS in Calderdale to benefit from palliative Fg TN Ri, care. Sylvia died in 2017, but we continue ; co cae | to remember her kindness and generosity. ‘ The Hospice as it stands today is a testament to the overwhelming support we receive from our local community. Gyn Crone

==> picture [434 x 436] intentionally omitted <==

----- Start of picture text -----
Hospice: 01422 379151 / info@overgatehospice.nhs.uk
Fundraising: 01422 387121 / tundraising@overgatehospice.nhs.uk
Volunteering: 01422 379151 / volunteering@overgatehospice.nhs.uk
— ee cee y 3 ss . Sia
: we e pe ° r weet q i
‘ oy 3 ae ee.” -
a a , vied a — Senet 1
= Pee 3a
Cnet é ». )' . —_ Fa ; a “'
----- End of picture text -----

Registered Charity Number: 511619