2025-03-31-accounts

Outstanding care, every day

Ashgate Hospice Annual Report April 2024 – March 2025 eo

www.ashgatehospice.org.uk Registered Charity No. 700636

This year, we were recognised as Outstanding by the Care Quality Commission (CQC). We were very pleased that they recognised it because we see extraordinary care, dedication and compassion in every corner of Ashgate every single day.

This rating belongs to everyone who makes our work possible. Our patients and those important to them. Our colleagues, volunteers, supporters and donors. Our partners across the health system. And the people in our community who trust us to walk alongside them when it matters most.

From the bottom of our hearts, thank you.

Ashgate Hospice Annual Report 2024–2025 I 2

Ashgate Hospice Annual Report April 2024 – March 2025 Contents —_ A message from our Chief Executive, Barbara-Anne Walker .....................................................4

A message from our Chair of the Board of Trustees, Chris Hallam .................................................................... 5

Telling our story in numbers .......................................... 6 Who we are and where we’re going .............................. 7 Our care services overview .......................................... 10 Being Outstanding: the story of our year ................... 16 Our Care ...............................................................................17 Our People .......................................................................... 26 Our Voice .............................................................................35 Our Community: Funding outstanding care ..................41 Our Future ............................................................................52

Leadership and oversight at Ashgate ..........................54

Meet our Board of Trustees .............................................. 54 Public benefit .......................................................................55 Upholding fundraising standards .....................................55

Our finances at a glance ...............................................56 Financial statements .....................................................58 Legal and administrative details ..................................... 58 Independent auditors report ........................................... 62 Our financial statements .................................................. 65

Ashgate Hospice Annual Report 2024–2025 I 3

The end of the 2024/25 financial year brought a moment of immense pride for all of us at Ashgate: being rated Outstanding by the Care Quality Commission (CQC). Our Outstanding award – one of the highest in the country – recognises the compassion, skill and commitment shown by our teams every single day, and it reflects the experiences of the thousands of people we care for each year.

But the national picture for hospices during the year was, and remains, increasingly challenging. Rising costs, greater complexity of care and long-term underfunding of end of life services are pushing many hospices into extremely difficult territory. Here in North Derbyshire, chronic underfunding from Derby and Derbyshire Integrated Care Board (DDICB) meant that less than a third of our income in 2024/25 came from our core NHS contract. Despite record-breaking generosity from our community and tireless work from our teams, the gap between what it costs to provide outstanding hospice care and what we are funded for continues to widen. In March 2025, we formally warned DDICB that without increased funding we would be forced to make changes to jobs and services. We continued to raise concerns in the months that followed, making clear the growing risk to patient care.

By October 2025, we were no further forward. Despite our best efforts, and the support of Derbyshire’s MPs, we had no choice but to announce proposals to save £2.6 million. These proposals include drastically reducing our specialist inpatient beds, reshaping services, and losing as many as 52 staff members. Many of our care and support services may need to change significantly. So while the 2024/25 year closed with the high of an Outstanding CQC rating, as I write this in November 2025, we are navigating one of the most challenging periods in Ashgate’s history.

Throughout the consultation, our priority has remained constant: to provide safe, compassionate care to patients, and to support our colleagues with honesty and care. As I am writing this no decisions have yet been finalised, but we have been clear that without fair, sustainable NHS funding, the hospice cannot continue in its current form.

Amid all of this, our community has shown extraordinary solidarity. We launched our Save a Precious Bed Appeal to help keep two of our specialist inpatient beds open for six months – or longer, if enough funds can be raised. The response has been remarkable, and a powerful reminder of how deeply people across North Derbyshire value hospice care.

This report reflects the full picture of the year 2024–2025: the moments of pride, the achievements across care, retail and fundraising, and the wider challenges we are now facing. You won’t find details of the current proposals in these pages, as they fall outside this financial year. What you will find is a clear reflection of who we are – a hospice rooted in compassion, honesty and determination, and a team that continues to deliver outstanding care even in the hardest of times.

We will keep pushing for fair funding for our specialist hospice care. We will keep speaking up for the people of North Derbyshire. And, together with our community, we will keep working to protect the end of life care local people need and deserve.

Thank you to everyone who has stood with us this year and continues to stand with us today.

Barbara-Anne Walker Chief Executive

Ashgate Hospice Annual Report 2024–2025 I 4

The word outstanding carries weight, and this year it has carried particular meaning for Ashgate. Our Care Quality Commission (CQC) rating recognised the compassion, expertise and commitment shown by our teams every day. Since becoming Chair in May 2024, I’ve seen first-hand what sits behind that achievement, and I could not be more proud of the people who make this hospice what it is.

That pride has sat alongside something much harder. Like many hospices across the country, Ashgate has faced increasing pressure as the gap between the cost of providing specialist care and the funding received for it has grown wider. Rising costs, increasing need and long-term underfunding have brought us to one of the most challenging moments in our history. The proposals announced in October 2025 – while outside the scope of this report – reflect the seriousness of the situation and the difficult decisions the hospice is being forced to consider to safeguard its future.

Throughout all of this, what has stood out most to me is the unwavering dedication of our colleagues. Even as they navigate uncertainty themselves, they continue to offer safe, compassionate care to patients and support the people important to them. Their professionalism and kindness have been evident at every step, and the Board is deeply grateful to them.

We are equally grateful to our community. Their ongoing support – and their response to our Save a Precious Bed Appeal – has been a powerful reminder of how much Ashgate means to people across North Derbyshire. It reinforces our determination to keep pushing for fair, sustainable funding and to speak up for the value of hospice care.

As Trustees, our role is to uphold Ashgate’s values, support its leadership, and ensure that the hospice remains here for everyone who needs it – not just today, but for generations to come. The year 2024/25 has shown both the strength of Ashgate and the scale of the challenge ahead. But it has also shown the extraordinary resilience of the people who make this hospice outstanding.

Thank you to every colleague, volunteer, supporter and partner who has helped, and continues to support, Ashgate through both remarkable and difficult times. Your commitment gives us hope for what comes next.

Chris Hallam Chair of the Board of Trustees

Ashgate Hospice Annual Report 2024–2025 I 5

Telling our story in numbers

The annual report gives us the chance to tell the story of who we are, what we do and why it matters. This snapshot captures just some of the ways our care, support and partnerships have made a difference across North Derbyshire this year.

341 207 people received people supported care on our through our Inpatient Unit Virtual Ward

273 678 people accessed people accessed support through our physiotherapy Day Services support

1,118 229,235 trees collected items sold through our through our Treecycle scheme clearance shops

600 368 649 1,334 10,500 £735,832 people supported people supported by people supported people cared for in lottery players taking raised through our through our our Complementary by our Occupational their own homes part each week weekly lottery Lymphoedema Service Therapy team Therapy team

Patients stayed with 200 694 2,601 £341,854 us for an average of children and young people supported patients and those raised by our recordpeople supported by our Social Work, important to them breaking Sparkle by our specialist Counselling and supported across 13 days Night Walk children’s services Spiritual Care teams North Derbyshire on our Inpatient Unit

Behind every number is a person, and an outstanding team working together to provide the best possible care.

Ashgate Hospice Annual Report 2024–2025 I 6

Everything we do starts with the people we care for and the community we serve. We’re here for those living with a life-limiting or incurable illness, for the people important to them, and for anyone who needs support through death, dying and grief.

We are proud of the quality of our care and deeply committed to the values that shape how we work.

But that work doesn’t stand still. The need for hospice care is growing, and funding continues to fall short. That’s why we’re focused on the future, making sure Ashgate remains here for generations to come, and that everyone in North Derbyshire has access to the care they need, when they need it most.

In this section, you’ll find an overview of who we are, what we stand for, and the ambitions guiding us as we look ahead.

==> picture [91 x 67] intentionally omitted <==

----- Start of picture text -----
Founded in
1988
to serve the
people of North
Derbyshire
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 7

Who we are and where we’re going

Who we are

Whether you’re living with a life-limiting or incurable illness, caring for someone who is, or grieving someone important to you, we’re here for you.

We’re proud to care for people across North Derbyshire, offering expert palliative and end of life care that’s free to those who need it, shaped by compassion, dignity and respect. Our care supports not just patients, but the people important to them too, because we know how vital that is.

From the moment of diagnosis, through to the end of life and into bereavement, we work with energy and hope to improve quality of life, ease distress and make every moment count. Whether that’s helping someone stay at home, managing complex symptoms, or offering emotional support, we’re there.

We support adults aged 18 and over with life-limiting or incurable conditions, including cancer, neurological diseases and end-stage heart, kidney and lung disease.

In 2025, our care was once again rated Outstanding by the Care Quality Commission, a recognition of the difference we make every day. But we never take this for granted. We’re always striving to do better and reach further.

We couldn’t do any of it without the generosity of our community. This year less than a third of Ashgate’s total income came from our core NHS contract, and that percentage is reducing each year. The rest must be raised through donations, fundraising, gifts in wills and other activities.

That’s why every gift, every hour volunteered and every story shared helps us continue to be here for the people who need us.

Ashgate Hospice Annual Report 2024–2025 I 8

Who we are and where we’re going

‘Such a difficult time was made that little more bearable’

When Dawn Hamilton’s cancer returned and doctors said there was no cure, she chose to spend her final weeks at Ashgate, a place where she felt safe, comfortable and cared for.

Her daughter, Amy Smith, says that choice brought comfort and dignity at an unimaginably painful time.

“We were a little apprehensive about the hospice at first. Mum had always said she wanted to be at home,” said Amy. “But as soon as she was at Ashgate, she felt at ease, and she chose to stay.”

Dawn died at the hospice in April 2016, aged just 44.

Amy remembers her mum as “the most loveable, amazing and beautiful woman, with an infectious cackle of a laugh.” Despite being unable to speak or eat like before, Dawn continued to joke and smile until the very end.

“The care both mum and us as a family received was more than we could have asked for,” Amy said. “The staff were so caring towards all of us. They were there for anything we needed, before and after mum died.

“Such a hard time in our lives was made that little more bearable because of the hospice and the staff.”

Ashgate Hospice Annual Report 2024–2025 I 9

Who we are and where we’re going

When someone living in North Derbyshire is diagnosed with a life-limiting or incurable illness and has complex needs, they can be referred to Ashgate Hospice by a GP, hospital team or community nurse.

From that point on, we provide expert care and support in the way that suits them best, whether that’s in the comfort of their own home, on our Inpatient Unit at Old Brampton, or often a combination of both. For example, someone might come to the hospice for a period of time to help manage their symptoms, then return home if they are able to do so.

We also offer emotional, practical and bereavement support to the people important to them. The care we provide depends on how advanced someone’s illness is, but we also look at wider needs, such as their home environment, support network and how well their symptoms are being managed.

Whatever someone’s situation, we’re here to offer outstanding care and support at the right time, in the right way.

Care at home

Many people prefer to be at home in their final weeks and days, and we do everything we can to make that possible.

Our specialist team of nurses, support workers, doctors, allied health professionals and support services work together to provide all the care someone needs, in the place that matters most to them.

We take a holistic approach, supporting not only physical symptoms but also emotional, social and spiritual needs. We liaise closely with GPs, community services and other professionals, and we’re here for the people close to our patients too, offering everything from practical advice to bereavement support.

We also help with financial planning and future care decisions.

Inpatient Unit

Our Inpatient Unit provides round-the-clock, specialist care for people who need extra support, often for help managing complex symptoms.

Our expert team includes doctors, nurses, healthcare assistants and physiotherapists, occupational therapists and other specialists. All these teams work together to deliver personalised care, based on what matters most to the patient and those important to them.

Support includes emotional and psychological care, complementary therapies, physiotherapy, occupational therapy and lymphoedema management. Every patient is under the care of an experienced consultant in palliative medicine.

Ashgate Hospice Annual Report 2024–2025 I 10

Our care services overview

Virtual Ward

Ashgate’s Virtual Ward offers rapid, personalised care for the most unwell palliative patients, supporting them to stay at home, where they feel safest.

The team can respond quickly, often within 24 to 48 hours, whether someone is recovering after a hospital stay, managing complex symptoms, or nearing the end of life.

The service is NHS-funded and part of a national drive to provide high-quality urgent care in the community. The service supports early discharge from hospital and helps to avoid unnecessary readmissions by providing urgent care and regular monitoring at home.

If a patient’s condition changes, extra support can be arranged immediately to ensure their needs continue to be met.

Day Services

Our newly refurbished Day Services are here for people earlier in their palliative care journey. We offer advice, education, activities and support for patients and the people important to them.

Through drop-in sessions and planned appointments, people can access physiotherapy, complementary therapies, emotional support and expert medical advice in a relaxed, welcoming setting.

Physiotherapy

Our specialist physiotherapists support people with breathlessness, fatigue, weakness, discomfort and mobility issues, always with the aim of improving comfort, confidence and quality of life.

Treatment plans are realistic and tailored to each person’s needs and goals.

Lymphoedema specialist support

Our dedicated lymphoedema nurses, supported by our wider clinical team, provide thorough assessments and personalised treatment plans for people living with lymphoedema.

This might include skincare advice, massage, exercise and compression therapy, all designed to manage symptoms and enhance daily life.

Caring at home with Ashgate’s Virtual Ward: A nurse’s perspective

Since launching in early 2023, Ashgate’s Virtual Ward has been delivering expert, personalised care to patients in their own homes.

Amanda Hall, Head of Community Services and Development, leads the team. With over a decade’s experience at the hospice, Amanda has spent more than two years developing this vital service.

Here, she shares what this service means to her and the difference compassionate care at home can make for patients and those important to them.

“As the head of this service, I support patients through home visits, assessments, and prescribing when needed. I also guide our nursing teams to ensure we all deliver the best care possible.

“I’m very clinical and patient-focused, my happiest moments come from being directly involved in care. It’s a privilege to help manage complex symptoms and keep people comfortable at home.

“What makes this work truly special is helping patients spend their final days where they want, surrounded by people important to them. Hospice care is not just about sadness; it’s about dignity, respect and finding joy even in difficult times.

“I’ve been supported in my own development, completing a degree in 2016 and my master’s in advanced clinical practice in 2025. Alongside growing personally, I’m passionate about supporting and educating colleagues across the hospice and community, helping them build confidence and skills to provide outstanding care.”

Ashgate Hospice Annual Report 2024–2025 I 11

Our care services overview

Steph’s story: Finding support and strength while living with lymphoedema

When Steph was diagnosed with breast cancer at 34, she never expected to face lymphoedema too. This lifelong swelling and pain in her arm came after multiple surgeries and treatments, making an already tough journey even harder.

“I’d never heard of lymphoedema before. After everything else, it was tough to manage the pain and swelling. That’s when I was referred to Ashgate.”

With Ashgate’s Lymphoedema Service, Steph found expert care and practical support that helped her regain control.

“They sorted me out with pain relief and taught me massage techniques. The team really know their stuff, other healthcare professionals just don’t have the same level of knowledge.”

Nearly four years on, Steph says Ashgate has become more than just a treatment centre.

“I actually really like visiting the hospice. The receptionists and canteen staff are so lovely, it’s just a really good place to be.”

Counselling and therapies

Our counselling team, based onsite at Old Brampton, provides a safe, understanding space for patients and those important to them to talk openly and work through difficult thoughts and feelings.

Support is available before and after a death, and can include one-to-one counselling or group sessions, depending on the person’s needs.

Children and young people’s service

We support children and young people up to the age of 18 when someone important to them is dying or has died. Support is tailored to each child and can include play, art, storytelling, talking therapies and counselling.

Sessions can take place at the hospice, at home, in school or online. We also offer peer support groups and work closely with schools to offer advice, resources and training.

Outpatient care

Some of our services are delivered on an outpatient basis, including lymphoedema treatment, counselling, medical consultations, physiotherapy, and support from specialist nurses.

This helps people stay well for longer, stay out of hospital, and feel supported.

Social work

Our Social Work team supports people with practical matters, helping patients and the people important to them feel more in control.

This might include arranging care packages, advocating for people in need, or signposting to local services. We also support children and young people who are experiencing bereavement or preparing for the death of someone important to them.

Ashgate Hospice Annual Report 2024–2025 I 12

Our care services overview

Spiritual care

Our spiritual care team offers compassionate support for people of any faith or none.

They’re here for patients, those important to them, and our staff and volunteers, helping people explore what brings them comfort, strength or meaning during difficult times.

Occupational therapy

Our occupational therapists help people stay as independent as possible, wherever they’re being cared for.

This might include adapting everyday tasks, providing specialist equipment, or helping someone prepare to return home from the hospice.

They work in people’s homes, on the Inpatient Unit and in Day Services, and they also advise nursing and residential homes to help ensure joined-up, person-centred care.

Complementary therapy

Our Complementary Therapy team provides treatments such as massage, aromatherapy, reflexology, acupuncture and Reiki, designed to sit alongside conventional medical care.

These therapies can ease pain, reduce anxiety, improve sleep and help people feel more relaxed.

Support is available to inpatients, people using Day Services, and those attending bereavement groups.

Ashgate Hospice Annual Report 2024–2025 I 13

Our care services overview

Our vision

Our vision is for everyone with a life-limiting or incurable condition to be able to live well and experience a good death. We want them, and the people who are important to them, to have the right information and support, and to feel cared for and understood.

Our purpose

We offer specialist palliative and end of life care and bereavement support. We also campaign for better care and educate others about these crucial services. Our aim to is to grow as a centre of excellence, working with the wider healthcare system with energy, openness, compassion and hope.

Our values

We are compassionate. We work as a team. We are respectful, open and inclusive.

How we’re working towards our vision

In 2024–25, we continued to build towards the future we believe in, one where everyone has access to excellent palliative and end of life care.

Our Four Ambitions set out the difference we want to make. They focus on the quality of our care, the strength of our team, the power of our voice, and the future of our hospice.

They shape every decision we make, helping us provide the very best support to patients and the people important to them.

Our care

We will care for more people than ever before, and we will do it exceptionally well.

Our voice

We will use our voice to make things better for everyone at the end of their life.

• We will campaign for sustainable hospice funding.

• We will fight for fair end of life care for everyone, locally and nationally.

• We will encourage open conversations about death and dying and help people understand hospice care.

• We will increase access to our services.

• We will reach people earlier.

• We will continue to improve the quality of our services.

Our future

We will make sure that Ashgate is here for future generations who need our care.

Our people

We will be a positive and inclusive environment which recruits, develops and nurtures the best people.

• We will continue to develop our clinical expertise.

• We will ensure we have a skilled and supported workforce, enabled by technology.

• We will continue to manage hospice costs and grow our fundraising and retail net income.

• We will pilot new business projects to diversify our income streams.

• We will work to protect the environment and make our hospice as eco-friendly as possible.

• We will foster a positive and inclusive work environment.

Ashg ate Hospice Annual Report 2024–2025 I 15

Being outstanding: The story of our year

We know that being outstanding isn’t just about inspection ratings, it’s about what people feel when they come into contact with Ashgate; the care, the support, the compassion.

It’s about the patient who feels safe to die at home, the carer who knows they’re not alone, the volunteer who gives their time with pride. It’s about thousands of individual moments of kindness, skill and support.

What follows is a snapshot of what that looked like in 2024-25.

==> picture [278 x 20] intentionally omitted <==

----- Start of picture text -----
Photo: Nick RhodesAshgate Hospice Annual Report 2024–2025 = I 16
----- End of picture text -----

Our Care

At the heart of everything we do is outstanding care, personalised, compassionate and responsive to the needs of each person and those important to them. Whether it’s in our Inpatient Unit, out in the community, or through services like our Virtual Ward, we’re here to help people live well and die well, wherever they are.

Outstanding care recognised once again

Over the past year, Ashgate has improved our exceptional outstanding rating from the Care Quality Commission (CQC). This is the second time in a row we’ve been awarded this highest rating, meaning our care has officially been recognised as outstanding for 11 years running.

When the inspectors visited the hospice, they looked at every part of what we do, how we care for people, how we support them, and how we make every moment matter. After their visit, we sent them more than 600 pieces of evidence to show just how much care and dedication goes into making Ashgate the place it is. And then, they confirmed what we’ve been working so hard for, our care is truly outstanding.

A year of caring in numbers

2,601 patients and those important to them supported across North Derbyshire

1,334 cared for in their own homes 341 received care on our Inpatient Unit 207 supported through our Virtual Ward 273 accessed support through our Day Services 368 supported by our Complementary Therapy team 649 supported by our Occupational Therapy team

678 accessed Physiotherapy support ~~EEE~~ 600 supported through our Lymphoedema Service 694 supported by our Social Work, Counselling and Spiritual Care teams 200 children and young people supported by our specialist children’s services

Ashgate Hospice Annual Report 2024–2025 I 17

Being outstanding: Our Care

Here’s what the CQC had to say:

Effective

Our care isn’t just good, it’s evidence-based, measurable, and continuously improving. We make sure patients and the people important to them are involved in decisions, and our learning and development programme ensures we’re always providing the best possible support.

Caring

Patients and the people important to them told the CQC that we are amazing, compassionate, and caring. They said staff and volunteers are always available, always listening, and always treating them as individuals.

Responsive

When someone needs us, we respond, fast. Whether it’s a home visit or multiple faceto-face contacts throughout the day and night, we’re there. Our team makes sure every patient’s needs and choices are at the heart of their care.

Well-led

The CQC recognised that we have a clear vision, compassionate and effective

leadership, and an open, inclusive culture. They saw a team that works together, learns from experience, and constantly strives for better.

Safe

Patients and people important to them feel safe, supported, and listened to, whether on the ward or in the community. They told inspectors they were treated with kindness, dignity, and respect. Our environment is clean, our equipment wellmaintained, and patients have everything they need to feel secure.

One person who uses our services said:

“It makes us feel a bit frightened when it’s the end of life and what will be available. But they have helped us to prepare and made me feel so unafraid of dying.”

This Outstanding rating is a testament to the dedication of everyone at Ashgate, staff, volunteers, and trustees alike, who work tirelessly to provide the highest standards of palliative and end of life care across North Derbyshire.

A conversation with Claire Blakey: What our Outstanding CQC rating means for Ashgate

Claire Blakey, our Director of Quality, has been part of Ashgate since 1994 and has seen our care evolve from early days of palliative care to today’s specialist services.

“Our Outstanding rating from the Care Quality Commission (CQC) reflects over a decade of consistently high standards,” Claire says. “Since 2015, we’ve maintained this rating by continually improving, listening to feedback, and adapting our care.”

Claire explains that this recognition not only reassures the people we care for but also strengthens our reputation in the community.

She said: “It helps us secure sustainable funding, so we can keep delivering the best possible care.

“Our ‘One Ashgate’ culture unites staff and volunteers around shared values of compassion and innovation.”

Looking ahead, Claire is confident in Ashgate’s future, adding: “We’re committed to continuous improvement, always finding ways to raise the bar in specialist palliative and end of life care.”

Ashgate Hospice Annual Report 2024–2025 I 18

Being outstanding: Our Care

A newly refurbished space that puts patients first

This year, we reopened our Day Services space following a major refurbishment, and we’re already seeing the difference it’s making for the people we care for.

The newly refreshed space means we can offer more support, earlier in someone’s illness, and create a more modern, inclusive experience for everyone who walks through our doors.

The new layout means we can now offer several group activities, drop-in sessions and wellbeing services at the same time. It’s already making a big difference to the number of people we can reach and the variety of support we can offer.

Thanks to the refreshed space, we’ve been able to introduce more activities like Tai Chi and yoga, and we’ve added a quiet room, ideal for a private conversation or a moment of peaceful reflection.

Our new kitchen and serving counter bring a more comfortable and sociable feel, and we’ve made sure the whole space is fully accessible, including new toilets with a hoist and changing table.

We’re also able to open Day Services for an extra two days each week, reaching even more people in our community who need us.

When we started to plan the refurbishment and began considering how it could look, we knew it wasn’t just about updating a space, it was about making Ashgate feel even more welcoming for everyone who walks through our doors.

Ashgate Hospice Annual Report 2024–2025 I 19

Being outstanding: Our Care

To help us do that, we partnered with local accessibility consultants, Access and Inclusion – their advice helped shape a space that’s easier to navigate for people with physical and learning disabilities, dementia, and those who are neurodivergent.

Some of the key changes include:

• A fully accessible toilet with plenty of space and equipment to support dignity and ease

• A calm, quiet room with soft lighting and neutral tones to support neurodivergent people and those living with dementia

• Comfortable, accessible seating that suits a range of needs

• A new therapy room, designed with privacy and relaxation in mind.

Thanks to funding from charitable trusts, foundations and charitable funds, and the generosity of 19 businesses and individuals who donated time, materials and expertise, we saved more than £370,000 in refurbishment costs. And, thanks to a £213,510 grant from the government’s new £100 million capital fund, we were also able to cover the remaining costs through this dedicated funding, meaning the entire refurbishment didn’t cost Ashgate a penny .

Sarah Kerry on transforming Day Services

Sarah Kerry, Head of Day and Support Services, was part of the team that led the transformation. She shares what the new space means for staff, volunteers and, most importantly, the people we support:

“The biggest change is the layout. The large open room that used to house all our activities has been divided into separate areas, so we can run multiple sessions at once, from Tai Chi and creative groups to support sessions, without distractions.

“We’ve also created a quiet space for anyone who needs time alone or privacy, which has already proved incredibly valuable. Accessibility was key too. Our kitchen is now fully accessible, and we’ve added more food and drink options for those who can’t easily get to the café.

“Some of the changes might seem small, like the addition of a coffee machine, but they’ve made a huge difference. Being able to make your own hot drink might not sound like much, but it helps people feel at home and encourages independence. That’s what this space is all about.

“I can’t wait to see how we’ll use the new space in future. It’s more flexible, more functional, and full of potential. There’s so much we can do, and this is just the beginning.”

Ashgate Hospice Annual Report 2024–2025 I 20

Being outstanding: Our Care

aiomeemaill What the new space means to our patients

The refurbishment isn’t just about new walls and colours, it’s about creating a welcoming environment where people with life-limiting and incurable illnesses and the people important to them can feel comforted and cared for.

Linda Biggs (main photo) first came to Ashgate following the death of her husband Keith. She has since accessed counselling support and now attends Day Services after being diagnosed with pulmonary fibrosis.

“As soon as I walked in through the door there was this air of tranquillity,” she said. “It was so nice, and it felt so welcoming. Everything is so comfortable.

“Just knowing these services are there is such a comfort. Someone has time for you, someone makes you feel welcome, that’s a huge thing in itself.”

Mand Black (insert photo) accesses support, advice and activities at the unit after being diagnosed with metastatic breast cancer in 2015.

She said: “Day Services is an environment where everybody knows that there’s something going on, but we just accept each other as we are and often don’t even talk about our illnesses.

“There are so many complementary therapies you have access to. I’ve had some amazing massage and reflexology at the drop-in sessions, I’ve learnt tai chi and the craft activities are just excellent.

“You can get medical and financial advice that has given me instantaneous reassurance and meant I haven’t had to try and get a hospital appointment – that’s been just priceless.”

Being outstanding: Our Care

Ashgate Hospice Annual Report 2024–2025 I 21

How feedback is shaping our care

We believe that the best way to improve our care is by listening closely to the people who use our services.

Over the past year, our Patient Experience work has gone from strength to strength. We’ve now collected hundreds of pieces of feedback through our bespoke patient surveys, designed in-house and continually refined to reflect what really matters to people.

These dynamic surveys allow us to hear from people wherever they’re receiving care. From patients in their own homes to those on our Inpatient Unit, we’re capturing feedback in real time.

This approach was recognised nationally when our ‘Hearing Our Patients’ Voice’ project was shared at the Hospice UK conference in Glasgow in November 2024.

We’re also gathering deeper insights through focus groups and one-to-one conversations with the help of our Patient Engagement and Activity Volunteers. Their work has uncovered powerful stories and suggestions, helping shape everything from individual care plans to the refurbishment of our Day Hospice.

Our recent CQC inspection highlighted how willing patients were to share their experiences, and how proud they were to talk about the care they received. Their voices helped secure our outstanding rating, and continue to guide how we evolve and improve our services.

==> picture [241 x 126] intentionally omitted <==

----- Start of picture text -----
What would you
like to tell us
today?
S www.ashgatehospice.org.uk c onoeayts | Oo .ashgateHospice
What would you like to tell us today?
Thank you for taking the time
to share this with us.
No
Are you happy for us to share your comment publicly for use in our
marketing materials? Yes
If you are happy for us to contact you about your comment, please complete the information below. If you would rather remain anonymous,
please leave this information blank.
Name:
Role:
Email:
Phone:
(if completing on behalf of someone else)
13/01/2025 10:05:26
ent Drop-In_Feedback_Postcard_2ppA6_V1.indd 2
----- End of picture text -----

Making it easier for people to get the care they need

Since launching in August 2023, our Single Point of Access (SPA) team has transformed how people connect with Ashgate’s care.

It’s become an essential part of our support, helping people get the right care quickly, without delay or confusion. Whether someone is living with a life-limiting or incurable illness, or referring on behalf of someone else, the team is there to guide, listen and act from the very beginning of a person’s journey with us.

What is the Single Point of Access?

The SPA is Ashgate’s central contact point for referrals. It means patients, carers and healthcare professionals can get information, advice and access to our services quickly and easily. The team provides a consistent, supportive first step, coordinating initial assessments and helping people move smoothly into the right care at the right time.

Over the past year, the team has expanded to include the Virtual Ward, allowing us to offer more flexible and responsive support at home. As we’ve added more referral areas, we’ve seen a huge growth in the number of people reaching out to us.

More than 8,800 referrals have come through SPA since launch, a clear sign that people are using and benefiting from the service. Almost all referrals are responded to within 48 hours, often sooner. For patients and those important to them, that quick response makes a world of difference, giving reassurance, clarity and practical help when it matters most.

The SPA also plays a vital role behind the scenes, working closely with clinical leads to streamline how people move through our care. From refining referral pathways to making processes more consistent, this often invisible work is having a big impact on patient experience.

Ashgate Hospice Annual Report 2024–2025 I 22

Being outstanding: Our Care

Supporting an informed and confident workforce beyond Ashgate

As a centre of excellence for palliative and end of life care, we’re proud to share our expertise beyond our own walls.

Our two senior nurse End of Life Care Facilitators, Shelagh Freeman and Erica Robins, play a vital role in supporting the wider health and social care workforce across North Derbyshire.

Working closely with partners across the system, they help equip professionals, from GPs and care home staff to admin teams, with the confidence, knowledge and compassion needed to support people approaching the end of their lives.

Their work directly supports the ambitions of Derby and Derbyshire Integrated Care Board’s end of life care strategy and this year it’s had a far-reaching impact through a varied and thoughtful education programme:

• SAGE & THYME foundation communication skills

A nationally recognised workshop open to all, helping participants build confidence in listening and responding to people in distress.

• Enhanced communication skills (Tier 2)

A new Ashgate-designed training exploring how to compassionately respond to difficult questions like “Am I dying?”, how to break bad news, and how to support distressed families. RealTalk videos offer real, anonymised footage of healthcare conversations, which are used to analyse communication and reflect on empathy in action.

• End of life care education network

Monthly online sessions that bring together professionals from every care setting to share good practice on topics like managing breathlessness, caring for people with motor neurone disease, memorial activities, and childhood bereavement.

• Syringe driver and symptom management training

Bi-monthly practical training for nursing home staff, ensuring safe, confident use of this essential care equipment.

• Verification of expected adult death training

• Another bi-monthly course, helping care home teams approach death with clinical competence and compassionate communication.

• ReSPECT authorship training

A new course developed to support nurses in leading ReSPECT conversations, underpinned by ethics, digital record-keeping, and shared decision-making. Based on a framework originally developed by Ashgate and now adopted across Derbyshire. ReSPECT (Recommended Summary Plan for Emergency Care and Treatment) is a personalised care plan that records someone’s wishes and clinical recommendations for emergency situations where they may not be able to speak for themselves.

• GP lunch and learn sessions

• Supporting GPs with the rollout of Digital ReSPECT and proactive identification of people approaching the end of life.

• Last Days Matter

A three-hour interactive workshop designed to help people care for someone with a life-shortening illness. It explores recognising when someone is dying, how to say goodbye, and adjusting to the ‘new normal’ after death. After three successful local pilots, including a public session, plans are in place to further develop this meaningful offer for the wider community.

By sharing our expertise in such a wide-reaching way, we’re helping build a more informed, confident, and compassionate system of care, ensuring more people across our community can experience the kind of support everyone deserves.

Ashgate Hospice Annual Report 2024–2025 I 23

Being outstanding: Our Care

‘Nursing – and especially end of life care – is where I belong.’

Erica Robins has spent her nursing career supporting others, from working in hospitals to being a District Nurse. In 2022, she joined Ashgate as an End of Life Care Facilitator, training and supporting health and social care teams across North Derbyshire.

Last year, Erica was awarded the Queen’s Nurse title, a recognition of her dedication to high-quality, compassionate care.

Erica said: “When I was told I’d won the award, I felt incredibly proud. It recognises all the hard work I’ve put into my career, but also reminds me that there’s always more to learn.”

Community nursing, particularly supporting people at the end of their lives, has always felt like a calling for Erica.

“Helping someone to stay at home, honouring their wishes, and providing comfort and reassurance in their final days is the kind of care that stays with you.”

At Ashgate, Erica continues to pass on her knowledge and experience to others. She’s now working towards a teaching qualification, helping to ensure more people receive outstanding care, wherever they are.

Early support that lasts a lifetime

This year has seen real growth in our Children and Young People’s Service, with 200 referrals and every child receiving a tailored offer of support. From comfort packs and storybooks to 1-1 therapeutic sessions and peer groups, we’ve continued to provide early, compassionate care at a time when it’s needed most.

More children are now being supported in their school environment, helping them feel safe, heard, and understood in a place they know and trust. We’ve also launched two dropin groups in remote Derbyshire schools where bereavement is particularly high.

The rollout of our School Support Pack has helped strengthen relationships too. We reached out to 168 schools, with 55 getting in touch for further information and support. By visiting schools in person, we’ve been able to clarify referral pathways and equip staff to better support their pupils.

==> picture [346 x 187] intentionally omitted <==

----- Start of picture text -----
Introduction and contents The dos and don’ts of supporting
children and young people in grief
The dos and don’ts of supporting children and young people in grief ..................................................... 3-4 Dos
Age-appropriate responses to grief and loss ..................... 5-8Age-appropriate activity list ................................................... 9 • [Remember to give people a safe space and time to ] process emotions experienced.
Understanding stress responses in children and young people .................................................................. 10 • [ Let them know it’s okay to talk about the person that ] has died.
Supporting neurodivergent children and young people through grief ........................................... 11 • [ Model good thinking and feeling with the child.]
We understand that helping children and young people cope with grief can be overwhelming. But don’t worry, trust yourself • [ Listen, acknowledge, validate, and normalise their ] feelings before trying to start a conversation.
and what you know about the children. Remember, you have • [ Remain mindful of your own experiences of grief when ]
more than one chance to help them out. Don’t worry about talking to a child or young person.
saying the perfect thing, you’re part of a process.
This booklet is here to provide helpful information for adults who might come across children or young people dealing with • [ Remember to look after yourself when supporting ] children and young people through this process.
bereavement or the serious illness of a family member. • [ Remember that grieving is a natural process that cannot ]
If you need extra support, we’re here for you. You can ask us for: be hurried. Give the child or young person space during
• Training sessions at your school for teachers and staff on how the day to process difficult feelings.
to help students through grief. • [ Remember that grief is an individual process, unique to ]
• School assemblies where we can talk about grief and how to each person.
support each other.• Group activities for children, young people, and adults to share their experiences and support each other. • [ Be honest, using clear and simple language around ] death, for example, ‘death’, ‘dead’ and ‘dying’ rather than ‘lost’ or ‘passed away’, which could be confusing.
If you have concerns about a child in your care who has experienced or is experiencing bereavement, or wish to arrange training, please contact us. • Clair Russell, Children’s and Young People’s Service Manager • Sally Bird, Family Support Worker 07975 959 578 [e-mail] • • [ Try to involve family members when directly supporting ][ Communicate with the family around specific needs, ] the child. choices and religious beliefs with regards to death, funerals and after-life. \
07842 021 604 [e-mail]
everyoate Ashoat
www.ashgatehospice.org.uk 2 3 Registered Charity No. 700636
www.ashgatehospice.org.uk Hospiee
Supporting children
and young people
through bereavement
----- End of picture text -----

Being outstanding: Our Care

Ashgate Hospice Annual Report 2024–2025 I 24

Referrals for children experiencing anticipatory grief are also on the rise. Working more closely with our Inpatient Unit and community nursing teams means we can now offer support earlier, often during a family’s first encounter with Ashgate. Our comfort and wellbeing packs, which include mindfulness tools and therapeutic resources, are offered as part of every visit, alongside time to talk, ask questions and explore feelings.

Our monthly peer groups, one for teenagers and one for families, are now fully back up and running following building works. These groups create a safe space for children and young people to connect with others facing similar experiences, build resilience, and find a sense of belonging.

We’ve also continued to support parents and siblings over 18, recognising the wider impact of life-limiting and incurable illness and bereavement on the whole family.

Our focus for the year ahead is sustainability, accessibility and quality, so every child and young person affected by serious illness or bereavement in our community can get the help they need, when they need it most.

==> picture [111 x 115] intentionally omitted <==

----- Start of picture text -----
By
Freepik.c
o
m
----- End of picture text -----

Going above and beyond every day

At Ashgate, it’s the little things that make a big difference. From organising afternoon teas to celebrating birthdays, anniversaries, and even weddings, we’re here to create meaningful moments for the people important to us.

Take last Christmas, for example. Two reindeer, Michael and Mistletoe, paid a surprise visit to patients and visitors at the hospice. The joy of stroking the gentle animals brought comfort and festive cheer, lifting spirits during what can be a very difficult time.

Jean, a patient, said: “It made me feel more Christmassy because I had been feeling a bit low.”

==> picture [65 x 6] intentionally omitted <==

----- Start of picture text -----
Photo: Ellie Rhodes
----- End of picture text -----

Not long before that, twin calves Bonnie and Bella, just weeks old, visited from a local farm. Their gentle presence brought smiles and calm to patients like Carol, who said:

“The cows have been gorgeous. I have had a lovely day. Plus I had a lovely bath, reflexology and did some crafts. There is something all the time for you to do and everything is tailored to you.”

These visits aren’t just about animals, they’re about connection, comfort and kindness, helping to ease anxiety and bring moments of joy.

Our ward leader, Karen, says it best:

“We do everything we can to make every moment special, because these extras mean so much to the wellbeing of the people we care for.”

Ashgate Hospice Annual Report 2024–2025 I 25

Being outstanding: Our Care

Our People

Ashgate’s strength lies in the people who show up every day with compassion, skill and commitment.

With around 400 staff and 1,000 volunteers, our team includes everyone from nurses and palliative care support workers to sales assistants and fundraising champions. It’s their dedication that makes our care outstanding.

This year, we’re proud to celebrate the kindness, resilience and teamwork that runs through every part of our hospice.

Listening to our people

In January, we ran our latest Pulse Survey, a short, anonymous questionnaire focused on learning and development. With 507 responses, including 76% of staff and 37% of volunteers, it was our highest response rate to date, making the results more representative than ever.

We’ve seen a steady and significant rise in survey scores since 2016, when overall results were in the 60s. This continued improvement reflects the impact of ongoing efforts to listen, learn and act on what our people tell us.

These regular surveys are one of the ways we hear directly from our people. Because being Outstanding isn’t just about delivering great care, it’s also about how we support, develop and value the people behind it.

The latest results show real progress:

89% of staff would from 86% in 2024 recommend Ashgate Hospice as a place to work from 89% in 2024 93% of our volunteers would recommend Ashgate Hospice as a place to volunteer

70% of staff 71% of volunteers feel supported in developing their careers through additional learning opportunities (where desired)

99%[] of staff and volunteers would be happy with the standard of care provided by Ashgate*

• There was an option of ‘I can’t comment as I have no experience of the care provided’

79% of staff 86% of volunteers say they receive the training and development they need to enable them to do their work / carry out their role well

• 91% of staff and volunteers said they’d recommend Ashgate as a place to work or volunteer

• 99% said they’d recommend us as a place to receive care

• 79% of staff and 86% of volunteers felt they have the training and development they need to carry out their role well.

The 91% figure has risen significantly since 2021, when 80% of staff and 93% of volunteers said the same, a reflection of our continued focus on supporting and growing our teams.

Laura Gee, Organisational Development Lead at Ashgate, said: “These results show that many of our people feel supported, included and valued, which is exactly what we’re striving for. It’s a clear indicator that investing in our teams makes a difference, not just for them, but for the quality of care we’re able to provide.”

Ashgate Hospice Annual Report 2024–2025 I 26

Being outstanding: Our People

Investing in our people

We’re committed to helping our people grow, continually developing the expertise to deliver outstanding care. We want everyone here to feel confident, capable and supported in their roles, which is why we continue to invest in high-quality learning and development.

As of 31 March 2025, 97% of staff and 87% of volunteers had completed their mandatory training, a strong sign of engagement and a shared commitment to maintaining a safe and inclusive environment.

High engagement across our teams has been sustained throughout the year, supported by visible role modelling from our managers. All managers took part in our newly-launched Being a Manager at Ashgate workshop, now a mandatory part of induction for anyone stepping into a leadership role.

The workshop helps to build a shared understanding of what confident, compassionate leadership looks like at Ashgate. It’s about equipping our managers with the tools to lead in a way that reflects our values, creating a culture where people feel supported, listened to and able to thrive.

We also supported 13 colleagues through apprenticeship programmes during the year, with nine successfully completing

“Even though I’ve been doing digital marketing for years, having the formal qualification to back it up has been incredibly validating. It’s given me the confidence to take on more responsibilities and broaden my role.”

– Rebecca Littlewood, Ashgate’s Digital Marketing Manager

their qualifications, and four still underway. Ranging from level three to level seven, these apprenticeships are helping our people build specialist skills and confidence in areas like data, digital marketing and leadership.

We also strengthened the way we support and learn from students on placement with us, introducing a new process to ensure consistency across teams. These placements are an important part of how we help shape and inspire the next generation of hospice professionals.

Alongside this, we offered tailored training to meet the needs of specific teams, including a dedicated Equality, Diversity and Inclusion session for colleagues at our Hasland Furniture Store. We also launched a Facilitator’s Forum to boost the confidence and skills of those delivering education and training on behalf of Ashgate.

97% of staff 87% of volunteers had completed their mandatory training as of 31 March 2025

70% of staff 71% of volunteers

feel supported in developing their careers through additional learning opportunities (where desired)

Preferred method of learning

==> picture [350 x 116] intentionally omitted <==

----- Start of picture text -----
Paid staff Volunteers
Online
Online
workshop
workshop
E-learning 13% E-learning
16%
21% 24%
On the job On the job
training or training or
shadowing Face-to-face shadowing Face-to-face
30% workshop 38% workshop
33% 25%
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 27

Being outstanding: Our People

Student spotlight: Amy’s passion for palliative care

Amy Vardy was a fourth-year nursing student at the University of Derby when she came to Ashgate on a four-week placement with our Virtual Ward team.

Her interest in palliative care was first sparked while working as a pharmacy dispenser in hospital, but it was her time at Ashgate that confirmed her future lies in this area of nursing.

She said: “I feel that a person’s final stages should be calm and peaceful, not just for them, but for the people important to them too. Being part of that is such a privilege.”

During her placement, Amy joined home visits, took part in telephone assessments and supported patients and the people important to them alongside specialist nurses.

While she plans to build her skills in acute care first, Amy hopes to return to Ashgate one day as a qualified nurse.

“The team was so supportive, and it felt like such a warm and welcoming place to work. I’d absolutely love to come back.”

Championing inclusion, every day

We know that being outstanding isn’t just about what we do, it’s about how we do it. We’re proud to be creating an inclusive, compassionate environment where everyone feels safe, valued and supported, whether they’re receiving care, working with us, volunteering their time, or visiting one of our shops.

Over the past year, we’ve continued to embed equality, diversity and inclusion into every part of life at Ashgate. From small changes that create a sense of belonging to bigger conversations that challenge the status quo, our people are helping to make Ashgate a place where everyone can thrive.

Honouring culture, faith and identity in our care

At Ashgate, compassionate care means understanding each person as an individual – including their culture, faith and identity. Led by Director of Care Services, Claire Shaw, and Ward Leader, Karen Walker, the Inpatient Unit team takes time to understand what matters most to each patient so their care reflects their beliefs, traditions and ways of life.

Claire Shaw Director of Care Services

Cultural and religious needs are explored during admission and recorded so the whole team can tailor care with confidence and respect. This might mean arranging visits from faith leaders, supporting rituals after someone has died, offering privacy for prayer, or involving the people important to them in meaningful ways.

Karen Walker Ward Leader

Claire, Karen and the wider team work closely with local community organisations to deepen their understanding and ensure care is sensitive, inclusive and person-centred. Honouring identity is not an extra step – it’s essential to providing outstanding care when it matters most.

Ashgate Hospice Annual Report 2024–2025 I 28

Being outstanding: Our People

Recognising the power of difference

Volunteer Counsellor Sarah Knee, who is openly Autistic and ADHD (AuDHD), brings a unique and deeply empathetic perspective to her work supporting people through palliative care and bereavement.

“There’s a misconception that autistic people lack empathy, in fact, most of us are highly sensitive,” says Sarah. “I bring

that emotional insight into every session, helping people feel heard and understood when it matters most.”

Sarah’s openness about her neurodiversity helps others feel safe to be themselves too.

She’s a passionate advocate for meeting people where they are, including clients and colleagues who may also be neurodivergent. “We are different, not less,” she says.

Welcoming everyone with warmth and respect

Creating an inclusive and welcoming hospice

In March 2024, Ashgate was awarded Rainbow Accreditation by Derbyshire LGBT+ for our commitment to making our hospice a safe, welcoming and inclusive place for everyone.

We know that people from LGBT+ communities haven’t always felt heard or included in healthcare. That’s why we signed up for the Rainbow Accreditation scheme, to take a closer look at how we work and make sure we’re getting it right for everyone.

As part of our commitment in being accredited, we offer LGBT+ awareness training to staff and volunteers, review our language and policies to make sure they’re inclusive, and celebrate Pride in meaningful ways. We’ve also made our commitment to inclusion more visible in our shops, coffee shops and online, so whether someone comes to us for care, work, volunteering or support, they can feel safe and respected from the start.

We’re proud to join other organisations in Derbyshire working to make our communities more inclusive, and we’re especially proud that the Rainbow Accreditation has helped us learn, reflect and keep improving.

We also continue to learn from the experiences of people in our care and the people who are important to them. One of our volunteers whose wife was cared for by our hospice team, shared how inclusive language and simple acts of kindness made a huge difference as a lesbian:

“When I arrived at the hospice, the care assistant greeted my partner and said: ‘Your wife is here.’ That set the tone. I didn’t need to explain anything, or assert my right to be there. I just felt safe.”

Ashgate Hospice Annual Report 2024–2025 I 29

Being outstanding: Our People

Standing up for equality and belonging

This year, we launched in-person equality, diversity and inclusion renewal training for all staff, with optional sessions for volunteers too. We’ve also worked in partnership with others to co-produce anti-racism workshops, ensuring our learning is shaped by real experiences and community voices.

Following the riots that unfolded in the summer of 2024, we shared a public message to reassure everyone that Ashgate is a place of safety and compassion. Our statement, affirming that racism and discrimination have no place here, was widely welcomed on social media and sparked hundreds of messages of support.

We’re proud of the way our teams respond with care, action and allyship. Working alongside local and national partners like MacIntyre, Derbyshire+, ACCA, the Asian Association, JUCD, Age Pledge and Hospice UK, we’re making sure our care is shaped by the people who need it, now and into the future.

What it means to be an ally by Barbara-Anne Walker, Ashgate’s Chief Executive

“As a heterosexual, white, cis woman, I recognise the privilege I hold, the ‘lack of inconvenience’ that others don’t have. It was only in my twenties that I truly became aware of the prejudice faced by the LGBT+ community.

“At Ashgate, our Rainbow Accreditation journey showed me that being an ally isn’t about grand gestures, it’s about the small, everyday actions. Whether it’s respecting someone’s pronouns, joining awareness training, or simply wearing a rainbow badge, these acts matter.

“I strive to listen, learn, challenge prejudice, and support others, even when it’s uncomfortable. Because allyship isn’t about applause; it’s about standing with marginalised communities because it’s the right thing to do.

“To our LGBT+ community, you are valued, seen and supported. Together, we are stronger and more joyful in our diversity.

“To everyone at Ashgate, I invite you to join me in being the best ally we can be.”

Ashgate Hospice Annual Report 2024–2025 I 30

Being outstanding: Our People

Committed to fairness and equity

We’re proud to be an organisation where equity matters. We want every member of our team to feel respected, supported and fairly rewarded, regardless of their gender or background.

We continue to have a positive gender pay gap, meaning women at Ashgate are, on average, paid more than men. This is largely because women hold the majority of senior roles across the hospice, and most of the shift-based clinical roles that attract enhancements, such as night and weekend work.

Looking ahead, we’re preparing to widen our pay gap reporting to include other protected characteristics. This will help us better understand the make-up of our workforce and ensure we’re creating the right environment for everyone to grow, thrive and belong.

We work hard to ensure that we pay our staff fairly and competitively whilst balancing our charitable objectives. Pay for our clinical staff tracks closely with the Agenda for Change within the NHS, whilst pay for our non-clinical roles are in line with other charities. Remuneration for senior staff is set by the board of trustees.

As of April 2024:

• Our mean gender pay gap is -4.33%, meaning that for every £1 paid to a man, a woman is paid £1.04.

• Our median gender pay gap is -11.59%, meaning that for every £1 paid to a man, a woman is paid £1.12.

This year’s data shows a slight increase in the percentage of female staff, from 83% in 2023 to 84% in 2024. The difference in mean and median pay continues to reflect workforce patterns, for example, a higher proportion of men working in our retail teams, where pay enhancements are less common and turnover is typically higher.

We know that real fairness is about more than pay. That’s why we continue to invest in ways to support women at work, from flexible working and tailored wellbeing support to our menopause provision. We’re also actively looking for ways to increase male representation in patient-facing roles, as part of a wider, sector-wide need for a more inclusive and representative healthcare workforce.

==> picture [133 x 285] intentionally omitted <==

----- Start of picture text -----
Mean gender pay gap
-4.33%
£1.00 £1.04
Median gender pay gap
-11.59%
£1.00 £1.12
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 31

Being outstanding: Our People

Supporting those who support others

Our commitment to outstanding care extends beyond the people we support, it includes everyone who makes that care possible. Ruth Bailey, our dedicated Health and Wellbeing Advisor, plays a vital role in ensuring that all our staff and volunteers feel valued, supported, and empowered in their roles.

Ruth’s work has been a key factor in our recent outstanding CQC rating, with a focus on nurturing mental, physical, and emotional health across the team. From wellbeing workshops and flexible working policies to regular one-to-one check-ins and access to mental health resources, Ruth ensures there’s a safety net in place for everyone.

The impact is clear from the feedback we receive:

• “The support Ruth provides is vital to service delivery, helping individuals overcome barriers to their work.”

• “She has created a safe and inclusive space to talk about wellbeing, building resilience and coping strategies.”

• “Volunteer wellbeing is equally valued, with Ruth providing crucial professional advice alongside line manager support.”

Investing in digital tools to support care and connection

This year, we’ve continued to invest in the technology and systems that support outstanding care, improve staff experience, and help keep our data safe and secure.

Smarter rotas

We introduced RotaGeek, a new rota system integrated with our HR platform, Cascade. This has improved efficiency, streamlined rostering and given teams a smoother, more user-friendly experience.

Connected, secure devices

The rollout of Microsoft Intune is helping us manage and secure staff mobiles and laptops. It gives staff safe, reliable access to the apps they need while protecting sensitive data, especially in the event of loss or theft.

Leading the way with patient systems

We’re proud to be the first off-site organisation preparing to go live with NerveCentre, a patient information system newly adopted by Chesterfield Royal Hospital and now being introduced at Ashgate too.

This integration will improve patient care, reduce duplication, and ensure that vital information is where it’s needed, when it’s needed. It marks a significant step forward in how we work together across the local health system to support people at the end of their lives.

Getting AI-ready

We’ve started work to ensure Ashgate is ready to explore the safe, ethical use of AI in the future. From licensing and systems to tools and policies, we’re taking a measured and mindful approach to what could be a transformative shift in how we use technology to support care.

Keeping data safe

Protecting sensitive data remains a top priority. We continue to carry out regular vulnerability scans, penetration tests and external audits. We’ve also updated our password policy and run hospicewide training to help everyone play a part in keeping Ashgate secure.

Ashgate Hospice Annual Report 2024–2025 I 32

Being outstanding: Our People

Celebrating the volunteers who make our care outstanding

At Ashgate, our volunteers are the heartbeat of everything we do. Whether it’s offering a listening ear, keeping our gardens beautiful, sorting donations in our shops or cheering people on at the Sparkle Night Walk, their time, skills and kindness are what help make our care outstanding.

This year, about 1,000 volunteers supported Ashgate. They range in age from 15 to 92, and their roles are as varied as the people who fill them. Six of our longestserving volunteers started before the year 2000; one remarkable person began in 1986, part of the original group who raised the funding to open the hospice!

We’re proud that volunteer training compliance has now topped 80%, a brilliant reflection of just how committed our volunteers are. It means they’re confident and equipped in their roles, helping us keep care safe, high quality and personal for everyone we support.

We’ve continued to strengthen how we work with volunteers beyond their day-to-day roles too. Volunteer Forums now offer a deeper insight into the hospice and give people space to share ideas and help shape improvements.

And most importantly, people tell us they feel valued. They feel part of something. They feel like Ashgate.

• “I feel valued as a volunteer.”

• “There’s a real sense of One Ashgate, we’re all in it together.”

• “I’ve made new friends.”

Thank you to each and every one of our incredible volunteers. You make Ashgate a kinder, stronger and more joyful place to be.

Ashgate Hospice Annual Report 2024–2025 I 33

Being outstanding: Our People

How volunteering at Ashgate brought June and Lynne together

We often talk about the difference our volunteers make to patients and the people important to them. But sometimes, the impact is just as powerful between the volunteers themselves.

Volunteers June Spreckley and Lynne North met a couple of years ago when they both started helping at our Inpatient Unit as Meal Assistants. They didn’t know each other beforehand, but as Lynne puts it: “We just clicked, I wouldn’t want to work without June by my side.”

“Lynne gave up her day to support me,” says June. “She helped me prep and kept me calm the whole way. I’ll never forget that kindness.”

Both say it’s the warmth of Ashgate that helped their friendship flourish.

“The inclusive environment meant we could figure out how to work together in a way that suited us and still gave the best care,” says June.

“Ashgate has given me the opportunity to make friends not just with June but with so many lovely people,” adds Lynne. “I’d urge anyone to give volunteering a go.”

Since then, their friendship has grown into something truly special.

“We always try to enter a patient’s room together,” says June. “It helps us make sure we’ve understood the patient’s needs clearly, and we support each other too.”

Their working partnership is rooted in trust and respect, and they’ve learnt a lot about each other, and themselves, along the way.

“We’re quite different people,” says June. “But working together for a shared goal has brought great joy and an amazing friendship.”

“June is one of the kindest people I’ve ever met,” says Lynne. “She’s so thoughtful and meticulous. And she always brings her calm presence to everything we do.”

June is equally full of praise, adding: “Lynne has this infectious energy, she lifts everyone’s spirits, no matter what’s going on.”

Their time at Ashgate has been filled with unforgettable memories, from working Christmas Day and sharing a fit of giggles during a photo shoot, to travelling together to a live TV interview when June was feeling nervous.

Being outstanding: Our People

==> picture [238 x 31] intentionally omitted <==

----- Start of picture text -----
Ashgate Hospice Annual Report 2024–2025 | | I 34
----- End of picture text -----

Our Voice

We use our voice to champion better end of life care, to open up honest conversations about death and dying, and to stand up for the people we care for. This year, we’ve continued to speak out about the challenges facing hospice care and the urgent need for fairer, sustainable funding.

Staying connected

Outstanding care starts with a connected and informed workforce, and we’ve continued to invest in how we communicate with our people to make sure everyone feels included, valued and up to date.

Our new and improved intranet has become a one-stop shop for essential updates and resources, with improved navigation and tailored content driving more engagement, especially from our volunteers.

We also introduced a bring your own device policy, enabling staff and volunteers to access internal updates from their personal phones and tablets, making communication more flexible and accessible than ever.

And through The Break Room, our internal podcast, we’ve created a new space to share updates and stories in a more human, informal way, helping colleagues feel connected wherever they work, and shining a light on the voices behind the care.

A new podcast episode every month!

==> picture [42 x 29] intentionally omitted <==

----- Start of picture text -----
The
Break
Room
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 35

Being outstanding: Our Voice

Sharing stories that matter

Series five of The Life and Death Podcast launched during Dying Matters Awareness Week in May 2024, continuing our mission to open up honest conversations around death, dying and grief.

Hosted by Stephen Rumford, this season featured some of our most high-profile and thought-provoking guests yet, from

Ed Byrne

Comedian and Mock the Week regular Ed joined us in Buxton ahead of his grief-inspired show Tragedy Plus Time. In one of our most listened-to episodes, Ed shared the story behind the show, and how the death of his brother, Paul, shaped his outlook on life, loss and laughter. (Photo by Roslyn Gaunt)

Simon Critchley

Philosopher and author Simon brought wit and wisdom to a fascinating discussion on the history, humour and humanity in how we die, from Pythagoras to Bentham, and beyond.

comedians and authors to nurses and philosophers, all with unique perspectives on life, death and what comes after.

Since launching in 2020, the podcast has been listened to more than 19,000 times, helping to spark meaningful conversations across homes, hospitals, hospices and beyond.

Rebecca Soffer

The founder of Modern Loss and bestselling author, Rebecca spoke KN candidly about being orphaned in her early 30s, the disorientating grief that followed, and how she’s since built a global community around shared loss and storytelling.

Dr Katie Lawlor

Psychologist Katie has built a powerful platform on the often-overlooked grief of pet loss. She spoke about the real emotional toll this type of bereavement can bring, and why it deserves to be acknowledged.

Since launching in 2020, the podcast has been listened Scan the to more than epee QR code 19,000 and listen

19,000 times.

Julie McFadden (Hospice Nurse Julie) A hospice nurse with millions of TikTok views, ' g 4 Julie joined Stephen to talk about what it’s really like to be with people at the end of their lives, and why she’s on a mission to help more people understand what dying looks and feels like.

Josefine Speyer

One of the UK’s leading voices in natural death and death education, Josefine shared her decadeslong commitment to empowering people to take control of their dying and after-death care, and how she’s helped challenge outdated taboos.

Ashgate Hospice Annual Report 2024–2025 I 36

Being outstanding: Our Voice

Encouraging open and honest conversations about death

We believe talking openly about death and dying helps people feel less alone and more supported. We know it can be difficult to find the right words, especially when it comes to children or those unfamiliar with death. That’s why we’ve developed helpful resources and guidance to make these conversations easier.

Shelagh Freeman, our End of Life Care Facilitator, reflects on the challenges of discussing death.

“We often use phrases like ‘passed away’ or ‘gone to a better place’ to soften the reality,” she said.

“While well-meaning, these can sometimes prevent honest communication. Using direct language helps people understand and come to terms with what’s happening. It’s about practicing compassion and empathy and being brave enough to face the discomfort, so no one feels lost or confused.”

Supporting children through grief is a vital part of our work. Emily Wilton, Family Support Worker, explains:

“Children process grief very differently to adults. Some may become withdrawn or act out because they don’t fully understand what’s happened. Our role is to provide a safe, flexible space where children feel comfortable to express their feelings in their own way. It’s important to remember that there’s no ‘right’ way to grieve, we offer tailored support to help each child and family find their path.”

Erica and Shelagh

Using our voice to push for fairer funding

We are not an NHS hospice.

In 2024-25, we continued to speak out about the urgent need for fairer and more sustainable hospice funding, both locally and nationally.

That means we must raise over

£11 million each year to continue to provide our crucial palliative and end of life care.

We joined the national Write to Your MP campaign, led by Hospice UK, encouraging people to contact their local MP in

support of better hospice funding.

Our message was clear: the money we receive from the NHS does not cover the cost of the care they ask us to provide. That leaves a shortfall of £11 million each year, money we must raise ourselves to keep going.

We shared this message across our website, emails and social media, empowering our community to take action if they felt moved to do so. And they did.

More than 1,990 letters were sent to MPs in our catchment area, making up 12.4% of the national total. Chesterfield, North East Derbyshire and Bolsover were the top three constituencies in the UK for letters sent.

As a direct result:

• Toby Perkins MP submitted four Parliamentary Written Questions on hospice funding to the Secretary of State for Health.

• He also pledged his support in Parliament and in a blog for Twist magazine.

• Over 880 of his constituents contacted him about the campaign, a huge show of local support.

Ashgate Hospice Annual Report 2024–2025 I 37

Being outstanding: Our Voice

• Louise Sandher-Jones MP named hospice funding as the number one issue being raised by fellow MPs.

• We secured visits from MPs Toby Perkins, Louise Sandher-Jones and Jon Pearce to discuss the challenges we face.

We also achieved several pieces of media coverage in local and national outlets, helping to raise public awareness of the realities behind our funding model.

We know that when people understand the pressures we face, they want to help, whether that’s by donating, sharing their story, or calling for change.

Life’s Final Chapter

In October 2024, to coincide with Hospice Care Week, we launched Life’s Final Chapter, a powerful online photography exhibition created in collaboration with Derbyshire-based photographer Billy Bye.

Through striking portraits and honest stories, the exhibition gives voice to 15 people whose lives have been touched by death from those facing a terminal diagnosis, to people grieving someone important, to the healthcare professionals who care for them.

One of those featured was Michael Siddall, from Clowne, who lives with stage four prostate cancer and accesses our Day Services support.

Michael shared: “Sharing my story for the exhibition has made me think positively, with an aim to live as good a life as possible for as long as I can.”

Billy’s raw and moving images, captured on site at Ashgate, sought to destigmatise conversations around death and dying, while offering moments of empathy and reflection. The stories were brought to life by Ashgate’s Marketing and Communications team, supported by volunteer videographer Emily Brown.

The response was overwhelmingly positive, from those at Ashgate and beyond. The exhibition received regional media coverage, including from BBC News and Derbyshire Times, and Life’s Final Chapter was one of the most visited pages on our website that week.

By creating space for people to share their experiences and be heard, the exhibition helped open up conversations that too often go unsaid.

View the full exhibition: www.ashgatehospice.org.uk/final-chapter

Ashgate Hospice Annual Report 2024–2025 I 38

Being outstanding: Our VoicePeople

Making headlines

This year marked our most successful year ever for media coverage, with 569 stories published or broadcast, a 52% increase over the previous 12 months.

From national TV news to local newspapers, radio and online platforms, our stories reached more people than ever before. This growing visibility helped raise public understanding of hospice care, highlight the devastating impact of underfunding, and encourage more open conversations about death and dying.

One of our biggest moments came in April, when we worked with Hospice UK on a major news story about the national hospice funding crisis. As part of this, our Director of Care Services, Claire Shaw, appeared live on the BBC Breakfast sofa, calling for urgent financial support from government and decision-makers.

Claire was joined by a representative from Hospice UK, and together they spoke about the growing pressures on hospices like Ashgate, at a time when costs are rising and funding is falling short. The segment aired just hours before a debate in parliament, helping shape the national conversation.

Later in the year, BBC Health Editor Hugh Pym visited Ashgate as part of a special feature on the hospice funding crisis. Broadcast on BBC News at Six and Ten, the report featured powerful interviews with our Chief Executive Barbara-Anne Walker, Medical Director Jamie Mayers, and people receiving care at the hospice, alongside those important to them.

Hugh’s report brought national attention to the human cost of underfunding, including the painful reality that we cannot open all 21 of our inpatient beds due to a lack of sustainable funding.

Ashgate Hospice Annual Report 2024–2025 I 39

Being outstanding: Our Voice

Connecting with our community online

Our online community is an extension of everything we stand for, a space where people can connect, share, support one another and feel part of something meaningful. Whether it’s through Facebook, Instagram, LinkedIn, YouTube or TikTok, these platforms help us reach thousands of people with important conversations about hospice care, bereavement, dying and what matters most at the end of life.

More than 34,000 people now follow Ashgate on social media, a growing, compassionate community. Whether they’re fundraising, sharing their stories, supporting others, or simply finding comfort in knowing we’re here, each one is part of something meaningful.

It’s where we shine a light on stories that need to be heard. Campaigns like Life’s Final Chapter helped spark conversations that too often go unspoken. At Christmas and in spring, targeted online appeals raised vital funds to support local people. Our podcast reached wider audiences through collaboration, with guests helping spread our message even further.

These platforms are also how we live our values, by creating safe, respectful spaces where everyone feels seen and supported. We continue to stand as proud allies to marginalised communities and mark significant cultural and religious moments throughout the year. And in keeping with those values, we stepped away from X (formerly Twitter), choosing to focus our energy on spaces that support more thoughtful, kind and constructive conversations.

Our online community matters, to us, and to so many people across North Derbyshire and beyond.

Ashgate Hospice Annual Report 2024–2025 I 40

Being outstanding: Our Voice

Our community: Funding outstanding care

Ashgate simply could not be here without our supporters. Whether through taking on fundraising challenges, donating or shopping in our charity shops and coffee shops, giving in memory, or leaving a gift in a will, every act of generosity plays a vital role in funding outstanding care for local people.

Did you know?

Ashgate now features on the Peak District edition of the Monopoly board! We’re proud to be one of the local landmarks chosen to represent our beautiful region. Thank you to Winning Moves for including us.

This year, our community once again came together to raise this crucial income. Their support has helped patients spend their final days in the place they feel safest, made sure the people important to them can be by their side, and ensured no one has to face death alone.

From spectacular events like our Sparkle Night Walk, to the quiet commitment of regular givers, together, they’ve made outstanding care possible.

We are not an NHS hospice. Less than a third of our income comes from local NHS budgets, and that percentage is reducing each year. That leaves a funding gap of over £11 million , which we must raise through fundraising, retail and donations to keep our care going.

==> picture [141 x 156] intentionally omitted <==

----- Start of picture text -----
NHS
funding
Fundraising
and Retail
Gifts in wills
Other
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 41

Being outstanding: Our Community

Outstanding impact through our shops and coffee shops

Our Retail teams have once again delivered an exceptional year, helping to fund outstanding care through their dedication, creativity and tireless hard work. Across our shops, coffee shops, donation centre and online sales, they exceeded our income targets for the fourth year running, achieving the highest level of income in Ashgate’s history.

Coffee with a cause

Our two coffee shops continue to be warm, welcoming spaces where customers can connect over a cuppa. In 2024-25, we sold 16,886 lattes and toasted 7,105 teacakes, our most popular drink and food items of the year.

Our coffee shops also provided support to their local communities, from the Warm Spaces initiative in Clowne to the “Cuppa with a Copper” sessions hosted in partnership with Derbyshire Police in Hasland.

Record-breaking retail success

From vintage treasures to everyday essentials, every item sold in our shops helps fund specialist palliative and end of life care for the people who need us. In 202425, we processed more than half a million transactions, with customers buying more than a million individual items. Of those, over 860,000 were donated by our community, saving them from landfill and giving them a new lease of life.

==> picture [102 x 41] intentionally omitted <==

----- Start of picture text -----
Last year alone,
our shops helped
divert 860,000 items
from landfill
----- End of picture text -----

==> picture [20 x 22] intentionally omitted <==

----- Start of picture text -----
X
----- End of picture text -----

Customers continued to show their support through our Retail Gift Aid scheme, with 4,522 new donors signing up this year. The scheme generated an incredible additional income of £237,177.

Our clearance shops alone sold 229,235 items, raising over £320,000 and supporting our commitment to sustainability.

Meanwhile, our Online Sales team had their best year to date, including a record-breaking auction lot which raised over £20,500 from a mixed donation of collectable coins.

A record-breaking auction lot raised over £20,500 from a mixed donation of collectable coins.

==> picture [165 x 12] intentionally omitted <==

----- Start of picture text -----
Being outstanding: Our Community \
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 42

‘They’ve never seen me so happy!’

After her sister-in-law Elaine died, Gloria Cantrell knew she wanted to give something back. So, when she saw a sign outside her local Ashgate shop in Matlock asking for volunteers, she stepped inside and hasn’t looked back.

Now 74, Gloria volunteers four times a week as a Retail Assistant and says she’s never been happier.

“My family tell me they’ve never seen me like this,” she said. “There’s such a sense of satisfaction knowing you’re helping people, and we have such a laugh too!”

Gloria’s connection to Ashgate began when Elaine was cared for on the Inpatient Unit. She remembers visiting every day and being struck by the kindness and compassion of the team.

She added: “The care was brilliant, you couldn’t fault it. Elaine would have said the same.”

From sorting donations and serving customers to trying on fancy dress outfits when they come in, Gloria brings joy and energy to everything she does.

Reaching further into the community

Our donation centre processed over 115,000 bags of stock this year, keeping our shops well-stocked and raising vital funds. On average, every customer purchased two items per visit, demonstrating the value and variety our shops offer.

Over 115,000 bags of stock were processed by our donation centre during 2024-25

Retail recognised in our CQC report

This year, our shops were praised by the Care Quality Commission (CQC) as part of our overall Outstanding rating. The report highlighted our commitment to inclusion and accessibility, reflecting the care and thought that goes into every aspect of our retail operations.

None of these achievements would be possible without our brilliant staff and volunteers, whose commitment and kindness help make outstanding care possible every day.

“Life’s too short, you’ve just got to go and do things. Volunteering at Ashgate is the best thing I’ve ever done.”

==> picture [238 x 14] intentionally omitted <==

----- Start of picture text -----
Ashgate Hospice Annual Report 2024–2025 I 43
----- End of picture text -----

Being outstanding: Our Community

Our younger fundraising heroes

In October, more than 1,300 children and adults pulled on their capes and masks to take part in our second Superhero Night Walk, raising a brilliant £60,725 towards our care.

The family-friendly event, sponsored by Motan Colortronic, took place in Queen’s Park, Chesterfield, with walkers taking on one or three-mile routes to celebrate or remember the people important to them. It was a night full of stilt walkers, big bubbles, glow-in-the-dark masks, and moving tributes to loved ones.

We’re proud that more of our fundraising events are now open to people of all ages, helping children and families come together to have fun, share memories and raise money for a cause that means something to them.

Thanks to the incredible support of our community, the money raised could fund a Palliative Care Specialist Nurse to deliver expert care at home for more than a year, supporting people at the end of their lives to be where they want to be, with those important to them.

Fletcher’s story: Walking in memory of his superhero dad

Fletcher Parkes was just 10 months old when his dad Gavin was diagnosed with a rare and incurable form of bladder cancer. In the last weeks of his life, Gavin was admitted to our Inpatient Unit where we supported him, his partner Lori and baby Fletcher.

The hospice team arranged a special wedding for Gavin and Lori just days before he died, complete with hair and makeup, cake, and a car to take them to the chapel. Fletcher was right there with them.

Now six, Fletcher took part in his second Superhero Night Walk dressed proudly in his Superman costume, walking in memory of the dad he calls his hero.

His mum Lori said: “Fletcher is just starting to feel the impact of losing his dad. He’s receiving child bereavement counselling from Emily at Ashgate, which he loves. Taking part in the Superhero Night Walk was Fletcher’s way of giving something back, and dressing up as Superman made it all the more special.”

Since Gavin died, Fletcher’s family and friends have raised more than £10,000 to support our care.

Photos: Nick Rhodes

Ashgate Hospice Annual Report 2024–2025 I 44

Being outstanding: Our Community

Pushing limits for hospice care

Challenge events raised a fantastic £164,250 last year, thanks to the determination and generosity of our supporters. From the London Marathon to the Great North Run, skydives and epic cycling routes, people pushed themselves to their limits to make a difference.

One of them was lifestyle coach Levi Stefan, who completed an incredible ‘Man vs Mountain’ challenge in memory of his grandad, Philip Saunders, a Paralympic gold medallist who was cared for at Ashgate before he died in 2012.

Levi hiked both the National and Yorkshire Three Peaks in just 48 hours, before cycling 100 miles back to the hospice. At each summit, he planted a memorial flag for Philip, who inspired him with his strength, resilience and zest for life.

“Despite a sad ending for my grandad, I knew I wanted to give back one day,” said Levi. “I got to witness first-hand the amazing work all the staff do to help comfort, support and look after everyone in their care at the hospice.”

Challenge events raised a fantastic £164,250

Ashgate Hospice Annual Report 2024–2025 I 45

Being outstanding: Our Community

Every step sparkled just a little brighter this year

The Sparkle Night Walk broke every record going last year, raising more than £341,000 for end of life care in North Derbyshire. A staggering 3,400 walkers donned pink and flashing bunny ears and lit up Chesterfield’s streets in memory of someone special and in support of local hospice care.

3,400 walkers

The total raised, an incredible £341,854, is the most we’ve ever seen from the event! It could fund a bed on our Inpatient Unit for a year, giving someone specialist 24/7 care when they need it most.

Thanks to generous support from our headline sponsor NOCN Group and other local businesses, we saved £47,000 in products and services to make this event possible, helping even more of the money raised go directly to the care we provide.

Behind every sparkling pair of ears is a story. One of the families who walked this year was ‘Kate’s Legacy’, a 21-strong team walking in memory of Kate Holmes, who died in June 2023 after being supported by our community nurses.

Her granddaughter Leanne said: “The night was just beautiful, it was almost a memorial. We wanted to turn our grief into something positive. Nana would’ve been so proud.”

And it’s not just the walkers who made it possible. Volunteers like Hannah Taylor, whose dad Richard died at Ashgate in 2021, gave their time to make sure everything ran smoothly.

Hannah said: “Even if you don’t have a personal connection with the hospice, you can offer your support for those who do. The Sparkle Night Walk is a fun, colourful and special way to help.”

Since Richard’s death, Hannah and her family have raised more than £15,000 to support hospice care.

==> picture [327 x 68] intentionally omitted <==

----- Start of picture text -----
ond . ‘Kate’s Legacy’
\ team Photo:
Eliie Rhodes
Hannah
(left)
----- End of picture text -----

We handed out more than 3,200 bananas to keep our walkers going – that’s a lot of potassium-powered fundraising!

Did you know?

Ashgate Hospice Annual Report 2024–2025 I 46

Being outstanding: Our Community

Stepping through Derbyshire

This year’s High Peak Trail Walk was nothing short of extraordinary, with 600 walkers taking part, nearly double the 306 who joined in 2024!

Held on Sunday 23 March, the challenge follows the historic route of the former Cromford and High Peak Railway, winding through some of Derbyshire’s most scenic countryside. Walkers could choose from a 17-mile trek, an 11-mile ramble, or a shorter 3.5-mile walk perfect for families and those new to walking.

We’re thrilled to announce that the event raised a recordbreaking £66,235 to support our hospice care.

A huge thank you to every walker for their incredible fundraising and the wonderful energy they brought on the day! We’re also very grateful to our main sponsors, Darwin Forest Luxury Lodges, our T-shirt sponsors, We Do Workwear, all the local businesses who helped make the event possible, and our amazing volunteers for their unrivalled dedication.

==> picture [313 x 67] intentionally omitted <==

----- Start of picture text -----
Photo: Nick Rhodes
er
4 cS)
Photo: Simon Wilkinson Photo: Nick Rhodes
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 47

Being outstanding: Our Community

Hospice-led events that raised the roof

As well as our flagship events like Sparkle Night Walk and Light up a Life, we host a range of other hospice-led events through the year, all helping to raise vital funds and bring people together.

• Santa came to visit our site at Old Brampton and raised £5,650, with smiles and mince pies all round

• Tractor Fest rolled in with £18,600

• The long-standing 33rd Annual Golf Day raised £30,539

• Our glittering Annual Ball raised a phenomenal £66,370

• Treecycle raised £23,536, with 1,118 trees collected by 10 vans and volunteers from seven brilliant businesses.

==> picture [248 x 130] intentionally omitted <==

----- Start of picture text -----
Photo:
Nick Rhodes = 5
: ey
Photo: Ellie Rhodes
----- End of picture text -----

How our community came together to remember someone special

This year’s Light up a Life was our most successful yet, raising over £52,000 from more than 1,000 dedications made in memory of someone special.

In December, over 650 people came together at the hospice to remember, celebrate and pay tribute, with many travelling from across North Derbyshire and beyond.

About 300 supporters took part in a 1.2-mile procession through Chesterfield, lighting up the streets with personalised lanterns in honour of those no longer with us. At the end of the route, they were joined by others for a moving outdoor ceremony in our hospice gardens. The event was led by our Spiritual Care Practitioner, Siobhan Hoyes, and featured music from Sheffield Cancer Choir.

In the days that followed, our open gardens gave people another opportunity to visit, reflect and find comfort during the festive season.

We’re incredibly grateful to Harold Lilleker & Sons Ltd for sponsoring the appeal, and to everyone who made a dedication, joined us on the night, or supported in any way.

==> picture [83 x 9] intentionally omitted <==

----- Start of picture text -----
Photos: Tom Hodgson
----- End of picture text -----

==> picture [72 x 6] intentionally omitted <==

----- Start of picture text -----
Photo: Ellie Rhodes
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 48

Being outstanding: Our Community

Festive giving and ongoing support

Our Christmas Appeal raised more than ever before, an incredible £48,000 from kind-hearted supporters across the region.

We also ended the year with 1,000 committed regular givers, a 5% increase on the previous year. Their ongoing donations provided over £100,000 in sustainable, predictable income to help fund vital care when it’s needed most.

A legacy of care

This year we proudly joined Hospice UK’s national legacy campaign, helping more people understand how leaving a gift in your will, no matter the size, can have a powerful and lasting impact.

We’re so grateful to those who’ve chosen to remember Ashgate in this special way.

In recent years, we’ve been gifted everything from cash gifts, jewellery and cars to caravans and even houses, all helping to fund vital care for future generations.

Gifts in Wills made a life-changing difference

This year, we received £1,000,192 in Gifts in Wills. These donations are a vital part of our future, allowing us to plan ahead and continue providing free specialist care when it’s needed most.

A huge thank you to the local solicitors who supported our free Will writing scheme, BRM Solicitors , Graysons Solicitors , Best Solicitors and Elliot Mather Solicitors , together raising £23,000 .

It’s about easing pain, bringing comfort, and providing care for those who are dying and the people important to them.

==> picture [177 x 8] intentionally omitted <==

----- Start of picture text -----
Help hospice care live on for all, for now, forever.
----- End of picture text -----

==> picture [182 x 214] intentionally omitted <==

----- Start of picture text -----
A guide to
Leaving a gift
Leave a gift in your will at
ashgatehospice.org.uk/gifts-in-wills in your will
Kindly printed by
By www.ashgatehospice.org.ukRegistered Charity No. 700636 .
Help hospice care live on
for all, for now, forever.
----- End of picture text -----

£1,000,192 left to Ashgate as gifts in wills

Ashgate Hospice Annual Report 2024–2025 I 49

Being outstanding: Our Community

Cuddle bed support brings comfort to Ashgate patients

Over the past ten months, the community in Clay Cross and Holmgate, together with the dedicated friends of The Woodthorpe Inn, have raised an extraordinary £23,453. This remarkable support has enabled the purchase of a cuddle bed, providing comfort to patients here at Ashgate.

Their generosity is a powerful reminder of how much local support contributes to the outstanding care we deliver every day. The group is already planning further fundraising to provide more much-needed equipment, and we look forward to seeing their continued impact.

Our lottery players raised an incredible £735,832 this year

With over 10,500 players and 3,400 lucky numbers in play each week, the Ashgate Lottery is one of our biggest sources of regular income. In return, we gave away £97,500 in cash prizes and £26,000 in shop vouchers, including our rollover wins!

Up to Win £25,000

Our seasonal bumper draws raised even more:

• Spring draw: £20,394 in tickets and £6,715 in donations

• Christmas draw: £26,310 in tickets and £9,488 in donations

Did you know?

By ticking the Gift Aid box, our supporters helped us claim an extra £246,763 from the government, at no extra cost to them. That’s money that went straight back into hospice care.

Ashgate Hospice Annual Report 2024–2025 I 50

Being outstanding: Our Community

How local people and businesses made outstanding care possible

Outstanding care at Ashgate wouldn’t be possible without the generosity and support of the people around us. Whether it was a business choosing us as their charity of the year, a local supplier offering goods and expertise, or people coming together to remember someone important, every act of kindness helped us be there when it mattered most.

Corporate fundraising: from bake sales to skydives

Businesses across North Derbyshire chose Ashgate as their charity of the year, and went above and beyond to support local hospice care.

• Global Brands raised £6,400 through staff-led activities, from bake sales and pub quizzes to walks and donations for our drinks trolley.

• Handelsbanken raised £6,500 through a 34-mile walk, a sky dive, and a Care for a Cuppa event.

• The Insurance Institute of Sheffield raised £2,700 for Ashgate as their chosen charity.

• Julia Rausing Trust gave us a grant of £150,000 per year for three years.

• Albert Hunt gave us a grant of £30,000.

• In total, more than 50 corporate volunteering days were gifted by local organisations, giving their time and talents to support our work.

Alternative ways to give

This year we launched our Amazon Wishlist, giving supporters a simple way to donate items that make a difference to the people we care for, from physiotherapy aids and comforting pyjamas, to books and sensory toys for bereaved children.

Gifts in kind: practical help with a big impact

• We received £416,725 worth of gifts in kind , generous donations of time, services and goods that helped us do more with every pound raised.

• MPC Systems helped set up our new Fundraising Centre, installing racking and warehouse equipment.

• PDM printed our promotional materials free of charge.

• Buxton Water, Andrews Coaches and Sunbelt supported events

• with refreshments, transport and equipment.

• Many suppliers donated materials, from ceiling tiles and plasterboard to flooring, blinds and curtains, to help us refurbish our Day Services space.

Event partnerships that made a big difference

From dance anthems to decked-out tractors, our community found all sorts of creative ways to support our care.

As the chosen charity for Chatsworth’s Classic Ibiza event, we raised an incredible £7,699, with guests donating generously throughout the night to support local hospice care.

Transforming our Day Services together

Thanks to donations and gifts in kind, we raised and saved more than £370,000 to refurbish and reopen our Day Services, giving people living with a life-limiting and incurable illness a welcoming space to meet others, access therapies, and get the care they need.

• £145,000 came from generous trusts

• The rest was gifted in the form of materials, expertise and fundraising from local supporters.

Did you know? Your pennies really do make a difference, our 740 collection tins dotted around North Derbyshire raised an incredible £45,505 last year.

Ashgate Hospice Annual Report 2024–2025 I 51

Being outstanding: Our Community

Our Future

To continue being here for local people, we must look ahead with clarity and courage. We’re investing in our teams, strengthening our services, and planning for a future where everyone in North Derbyshire has access to the outstanding care they deserve, now and for generations to come.

Reaching people earlier and faster

We’re expanding our Single Point of Access (SPA) team so we can respond to referrals more quickly and consistently. We’re also developing a rapid response service to support people at home with symptom management and end of life care. Together, these changes will help us reach more people, earlier, and keep them where they feel safest and most comfortable.

Making sure people are in the right place at the right time

We’re improving how care flows across our services, from home, to clinic, to ward, so that people are always supported in the place that’s right for them. New nurse-led clinics and better coordination between teams will help us offer more personalised, joined-up care.

Sharing our expertise to support others

As a centre of excellence for palliative and end of life care, we’re growing our education work to help more people feel confident talking about and supporting others through symptom management, dying and grief. We’ll also keep listening and learning from the people we care for, their experiences shape how we improve and adapt for the future.

Campaigning for sustainable hospice funding

We’ve spent the past year raising our voice in the media, in Parliament and in our community, to highlight the growing crisis in hospice funding. But despite our efforts, we still don’t have secure or sustainable funding for the care our community needs.

In 2025-26, that campaign becomes even more urgent. Costs are rising, demand is increasing, and NHS funding simply isn’t keeping pace. Without change, services like ours are at real risk.

In the year ahead, we’ll keep pushing for long-term solutions. We’ll work closely with Hospice UK, challenge decision-makers, and ask our community to stand with us, because our care isn’t a luxury. It’s a lifeline. And it must not be allowed to disappear.

Exploring new income opportunities

We’ve already started putting innovative ideas into action to help secure Ashgate’s long-term sustainability, and we’ll continue to build on this over the year ahead.

This includes exploring new business opportunities that align with our mission to provide compassionate, specialist palliative and end of life care across North Derbyshire. From launching an in-memory fundraising product to identifying new locations for our shops and testing new retail formats, we’re working to strengthen and diversify our income.

In 2025-26, we’ll continue to trial new approaches, review what’s already working, and focus on increasing both the financial and social return of our retail and fundraising operations, ensuring we deliver real value for the communities we serve.

Ashgate Hospice Annual Report 2024–2025 I 52

Being outstanding: Our Future

Developing and supporting our people

In the year ahead, we’ll continue to invest in the growth and wellbeing of our workforce, supporting every person at Ashgate to feel confident, valued and empowered.

We’ll deliver new opportunities for learning and development, including bitesize workshops for managers focused on building the key skills and behaviours needed to lead with compassion. We’ll widen our use of Spotlight, a strengths-based tool to help individuals and teams excel at what they do best, improving performance and connection across the hospice.

To further our commitment to inclusion, we’ll launch a new programme to develop Ashgate Allies, creating a supportive network to champion equality, diversity and inclusion alongside our growing EDI advisory group.

Empowering our team through digital confidence

As technology continues to transform the way we work, we’re committed to building the digital confidence and skills of our workforce.

Over the coming year, we’ll invest in targeted training and practical resources to ensure staff and volunteers feel equipped to use the right tools in the right way, helping them work more efficiently, feel more connected, and deliver even better care to patients and the people important to them.

By embedding digital literacy into our everyday practice, we’ll support a more empowered workforce and a more responsive, future-ready hospice.

We’re also expanding our education offer, creating and sharing new materials to support more people, both within and beyond Ashgate, to talk openly about death and dying.

By reaching more of our workforce, patients, carers and local communities, we’ll help build the skills and confidence needed to care for others, and to be cared for, with dignity and compassion.

Ashgate Hospice Annual Report 2024–2025 I 53

Being outstanding: Our Future

Meet our Board of Trustees

Our Trustees are volunteers who bring their professional skills and life experiences to guide our strategic direction. They are not involved in the daily operations of Ashgate; instead, they delegate this responsibility to the Chief Executive and the Leadership Team. Their main role is to ensure that the hospice is governed effectively and meets high standards of quality, safety, and regulatory requirements.

Trustees receive a full induction and take part in important training, just like our staff and volunteers. They also take part in shadowing days, where they shadow both clinical and non-clinical teams. This helps them understand our services better, meet staff and volunteers, and ensure we maintain high performance and quality.

For more information, please visit our website.

==> picture [383 x 190] intentionally omitted <==

----- Start of picture text -----
Our Leadership Team
Barbara-Anne Walker Matt Corbishley Claire Blakey Heidi Golden Richard Jones
Chief Executive Deputy Chief Executive Director of Quality Head of Corporate Director of Finance
Governance
4,
Jamie Mayers Rebekah Neelin Claire Shaw Laura Stevens Jack Wood
Medical Director Director of People Director of Deputy Director of Director of Income
and Culture Care Services Income Generation Generation
----- End of picture text -----

==> picture [169 x 13] intentionally omitted <==

----- Start of picture text -----
Our Board of Trustees
----- End of picture text -----

==> picture [386 x 199] intentionally omitted <==

----- Start of picture text -----
Chris Hallam
Chair of the Board Louise Allen Lucy Atkinson Jon Burton Steven Brennan-Collis
of Trustees Associate Trustee Associate Trustee
Ruth Cooper Stephen Holgate Helen Johnson Philip Kirkham Associate Trustee Chris Laxton-Kane Associate Trustee
>
\
O9.ashgateHospice
Clare Wasteney Kirstie Wilson
Jon Sargeant Mike Simms Freedom to Speak Up Chair of the Ashgate
Trustee Lead Hospicecare Shops Ltd Board Registered Charity No. 700636
----- End of picture text -----

Ashgate Hospice Annual Report 2024–2025 I 54

Leadership and oversight at Ashgate

Our Ashgate Governance Framework outlines a strong structure for governance and assurance throughout the hospice. It ensures a clear connection from the frontline staff to the Board. We use a proponency approach to champion our four strategic ambitions.

Each ambition has a committee which oversees the relevant delivery plans:

• Our Care Committee: Oversees clinical quality, safety and patient experience.

• Our People Committee: Focuses on staff, volunteers, and information governance.

• Our Future Committee: Covers income generation, financial management, procurement, and estates.

• Our Voice Committee: Looks at communications, campaigning, research, and education

This structure allows our Board meetings and development days to focus on long-term strategy, charity performance, risk management, and sustainability. The Board and committees meet every quarter to ensure we stay on track with our strategic ambitions.

This approach gives trustees the flexibility to engage with the hospice in more meaningful ways whilst keeping a focus on key areas of strategic importance. It also ensures that the Board remains focused on the bigger picture, while the Leadership team manages the day-to-day operations.

Public benefit

Our Trustees follow the Charity Commission’s guidance on public benefit when they review and plan Ashgate’s goals and activities. They think carefully about how our work supports these goals. The Trustees are confident that this report clearly shows our commitment to public benefit by explaining our purpose, goals, plans, services, improvements, and how we aim to make our care even better in the future.

Upholding fundraising standards

Ashgate prioritises supporter care by regularly training our staff and volunteers. We are registered with the Fundraising Regulator and adhere to principles of legality, transparency, honesty, and respect in all our fundraising efforts. We actively monitor third-party fundraisers by seeking supporter feedback, providing training, and promptly addressing any concerns raised. Notably, Ashgate received no complaints in the past year.

Our comprehensive approach includes robust policies and standards to safeguard vulnerable individuals and the public from inappropriate conduct. We provide training to all involved in fundraising and maintain clear processes to oversee and manage every interaction. Throughout the year, we found no instances where staff, volunteers, professional fundraisers, or commercial partners failed to comply with our established policies and standards.

Ashgate Hospice Annual Report 2024–2025 I 55

Leadership and oversight at Ashgate

Our finances at a glance When it comes to delivering crucial palliative and end of life care, we make every penny count. —_ Increasing Challenges Performance vs Budget 2024-25 continued to be financially challenging, with no sign that this is about to change. Despite the improvements to the Joined up Care Derbyshire (JUCD) contract which in 2024-25 had an annual value of £4,659k (£5,351k including virtual ward monies), the NHS funding only covered 56.7% of the total cost to Ashgate of delivering those services. In 2023-24 this figure was just over 60% and in 2025-26 this will be even lower than 2024-25 levels based on current planning assumptions. Whilst this situation is not unique to Ashgate, it is clearly not one which is sustainable in the long term and the leadership team and board of trustees remain committed to the ongoing campaign for fairer funding for Specialist Palliative End of Life Care.

The hospice board approved a deficit budget of £781k for 202425 and whilst this represented an overall larger deficit than the 2023-24 outturn deficit of £525k, the overall performance was in line with this target. Total Income for the year was £29k higher than budget at £15,583k with a better than budget performance in fundraising (£577k higher than budget at £1,336k) and the unbudgeted Hospices UK grant income (£214k) more than offsetting the legacies income shortfall of £650k (£1,000k vs budget of £1,650k). Total expenditure at £16,347k was just £12k (0.1%) higher than the budget of £16,335k – reflecting a focussed approach to cost control whilst still delivering outstanding services.

Whilst the £214k of capital grant income received from The Department of Health and Social Care (DHSC) via Hospice UK was extremely welcome, it is important to note that there are restrictions in the way we are allowed to spend this money, including the fact that we cannot use it to fund the ongoing costs of caregiving such as staff salaries.

Ashgate Hospice Annual Report 2024–2025 I 56

Our finances at a glance

Financial review _

Here for the future

The outlook remains challenging. We are forecasting that costs will continue to rise at a faster pace than income. In addition, our charitable reserves will not allow for us to continue to cross subsidise the shortfalls in funding which we receive from the NHS, and we have made this clear to the Derby and Derbyshire Integrated Commissioning Board with whom we continue to negotiate. In order to mitigate against all of the above, in October 2025 we announced plans to reduce expenditure by £2.6m and to make reductions in services to achieve this.

We will continue to rely on the contributions of our dedicated supporters – for which we are truly grateful – and will continue to look for innovative ways to increase our fundraising and retail income whilst exploring new business initiatives to diversify and increase our revenue in line with our ethos and charitable ambitions. At the same time to continue to control expenditure, we will continue to monitor our costs and seek efficiencies within our supply chain and we will assess our suppliers and explore how we can benefit from more gifts in kind opportunities.

==> picture [299 x 225] intentionally omitted <==

----- Start of picture text -----
Legacies
6% Donations
17%
Gift in Kind
NHS 3%
36%
Funding
9%
Fundraising
Other
2%
27%
Shops
----- End of picture text -----

How we raised our money

==> picture [325 x 207] intentionally omitted <==

----- Start of picture text -----
Patient care –
therapies and
Patient care –
rehabilitation
community
14% 11% Raising voluntary
income
5%
Lottery
3%
Events
3%
Community
2%
37%
Patient care –
hospice
25%
Shops
----- End of picture text -----

How we spent our money

Ashgate Hospice Annual Report 2024–2025 I 57

Our finances at a glance

Reference and

Administrative Information

Charity Name: Ashgate Hospicecare Charity Registration Number: 700636

Company Registration Number: 02263980

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

This Trustees’ Report also meets the requirements of a Directors’ Report for Companies Act purposes.

Directors and Trustees

Louise Allen (appointed 24/07/2025) Lynn Andrews (resigned 29/10/2024) Mark Bailey (appointed 21/05/2024, resigned 23/10/2025) Steven Brennan-Collis Dr Ruth Cooper

Christopher Hallam, Chair (appointed 21/05/2024) Stephen Holgate (appointed 24/07/2025) Helen Johnson (appointed 24/07/2025) Kirsty Mcmillan (resigned 18/03/2025) Nigel Myhill (resigned 06/12/2024) Malcolm Pope, Chair (resigned 22/10/2024) Tim Robinson (resigned 23/10/2025) Jonathan Sargeant (appointed 24/07/2025) John Simms (appointed 24/07/2025) Alison Wasteney (appointed 24/07/2025) Victoria Webb (resigned 30/05/2025) Kirstie Wilson

Company Secretary

Heidi Golden

Leadership Team

Claire Blakey Matt Corbishley Heidi Golden Richard Jones Rebekah Neelin Jamie Mayers Claire Shaw Laura Stevens Barbara-Anne Walker Jack Wood

Auditors

Azets Audit Services Limited, 12 King Street, Leeds, LS1 2HL

Bankers

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

Governing Document

Ashgate Hospicecare is a charitable company limited by guarantee, incorporated on 2 June 1988 and registered as a charity in England and Wales on 14 September 1988.

The charity’s objects are specifically restricted to the relief of sickness and the preservation of health among people residing permanently, or temporarily, in North Derbyshire.

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

Related Parties

Ashgate Hospicecare Shops Limited is a subsidiary of Ashgate Hospicecare. During 2024/25, it operated seventeen shops and two coffee shops, the profits of which are spent wholly supporting the work of Ashgate Hospicecare.

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

Ashgate Hospice Annual Report 2024–2025 I 58

Financial Review

The consolidated net deficit before investment movements and tax for 24/25 is £764k compared to a net deficit of £582k in 23/24.

Overall income has grown by almost £1.2m from £14,401k in 2023/24 to £15,583k in 2024/25, which was driven by a number of factors.

Overall Donations and Legacies income grew by £399k (from £3,626k to £4,025k) with a £772k increase in donations offset by a £373k decrease in legacies received. Legacy income is accounted for in the same way as in 23/24 in line with Charities SORP. The nature of donations and, particularly, legacy income means that this income can be difficult to forecast accurately and can vary greatly from year to year.

Retail continued the trend of post-Covid recovery with an increase of £222k (5%) from £4,036k to £4,258k, again reflecting strong donations, strong brand awareness and increased recognition of Hospice shops as both a value and quality retailer.

Fundraising and lottery income also increased by £124k (10%) from £1,212k to £1,336k reflecting both the strength of the local support for the work of our hospice and the outstanding work of our fundraising teams.

Income from charitable activities increased by £468k, due to a £214k capital grant received from the DHSC via Hospice UK, with the remaining increase as a result of an annual uplift to the main contract with Joined Up Care Derbyshire.

Investment income fell by £54k (from £158k to £104k) as a result of lower returns on cash assets.

Total expenditure increased by £1,363k (9%) from £14,983k to £16,347k driven mainly by an increase of £1,056k in cost of charitable activities primarily due to inflationary pressures on salaries, consumables, and energy costs. The increase in retail and other trading costs of 7% (£325k) was broadly in line with the overall increase in income for this area although within retail itself, increasing pressures were felt in terms of overall margins, reflecting the broader economic climate.

Investment Policy

The hospice has a portfolio of long-term investments, deposit accounts and an interest-bearing current account, to ensure appropriate liquidity of funds. Investments were £1,030k at 31 March 2025, up 0.6% from 31 March 2024 (£1,024k). With regard to the ethical investment element of the Policy, the Trustees do not wish to adopt an exclusionary policy when considering prospective investments, or potential donation receipts. However, individual investment proposals, and donations, may be rejected if they are perceived to be in conflict with the purpose of the Charity.

Reserves Policy

Reserves are held to give the hospice a financial buffer against shocks to income and expenditure. They are necessary for protecting services in the event of a short-term disruption to normal income streams and they ensure the hospice has funds available to cater for capital works.

The hospice implemented a risk-based reserves policy in 19/20. This has supported subsequent years’ strategic decision making and is now subject to review by the “Our Future” Committee (previously this has been subject to regular review in the Finance and Strategy Committee).

Whilst total funds have decreased by 7.3% (£758k) from £10,396k to £9,638k, in line with the deficit for the year, free reserves have only decreased by 365k (11%) from £3,417k to £3,052k. This difference in movement is driven by a £91k reclassification of historical spend and £150k release of designated funds for the refurbishment of the Day Hospice.

The risk-based target for free reserves on 31 March 2025 was £2,340k (23/24 – £2,110k) meaning that the hospice was at 130% of target (23/24 – 162%). It is the intention to review the make-up and calculation of the free reserves target during the coming year. Free reserves are net of restricted funds and designated funds. The purpose of such funds is narrated further in Note 23 of the accounts.

Total funds have decreased by £758k because of the deficit described above, which was only slightly mitigated by a £6k increase in investment valuations.

Ashgate Hospice Annual Report 2024–2025 I 59

Financial Review continued

Senior Management Remuneration

Pay awards for the workforce are recommended to the Board by the Chief Executive with supporting evidence and rationale from the Leadership Team. No recommendations are made by the Chief Executive or Leadership Team for setting their own pay or remuneration, other than where an explicit recommendation or offer is made by them to forfeit any award. Instead, the Board of Trustees take responsibility for making any such decisions for key senior management personnel based on organisational performance, affordability and taking account of sector benchmarks. The HR team undertake regular pay benchmarking exercises for the workforce in general, using the independent benchmarking tool, Brightmine. This includes review of salaries for Chief Executive and Leadership Team.

Principal Risks and Uncertainties

The Board of Trustees has established processes to assess business and corporate risk. This involves identifying the types of risk the charity faces, prioritising them in terms of potential impact and the likelihood of occurrence, and identifying means of mitigating the risks. This assessment is monitored and updated on a regular basis.

Going Concern and Cashflow

The Trustees have considered the impact of the global economic situation, UK inflation, levels of NHS funding and likely developments in fundraising activities on the company’s income and operating cost base. In the light of the recent announcements relating to service cuts the Board are confident that they have in place plans to address the annual deficit and ensure that the hospice is financially sustainable. The Board have prepared forecasts of income and expenditure and cash flow for the period to 31 March 2027 and subjected these forecasts to sensitivity analysis which shows that they have sufficient reserves to be able to continue for the foreseeable future. They will continue to monitor the impact on income and take appropriate action as necessary. The Board do however recognise that uncertainty exists around the global economy, and impacts on NHS funding for Specialist Palliative end of Life Care and hence there is inherent risk regarding the success and sustainability of future plans, however the Board have concluded that the company remains a going concern whilst such viable options are available to it. The Board therefore continue to adopt the going concern basis of preparation for these financial statements.

The risk register is monitored by the Leadership Team which meets quarterly to ensure effective operational management of risk. Operational risks are, in turn, reported to the four Committees to ensure effective oversight and escalation. Any corporate risks are reported to the Board to ensure that Trustees are fully appraised of any strategic risks and the actions being taken to mitigate them.

A wide range of policies and procedures have been introduced to minimise risk and ensure compliance with legislation and CQC standards. Specific policies relating to risk include management guidelines, standing financial instructions, health and safety, information governance, clinical issues and employment.

Ashgate Hospice Annual Report 2024–2025 I 60

Docusign Envelope ID: 91B946E5-EA99-4DDF-94E4-85B0FB09EB8E

15 December 2025

Independent Auditor’s Report to the Members of Ashgate Hospicecare

Opinion

Conclusions relating to going concern

We have audited the financial statements of Ashgate Hospicecare (the “parent charity”) and its subsidiary (the “group”) for the year ended 31 March 2025, which comprise the Consolidated Statement of Financial Activities, the Group and Charity Balance Sheets, the Consolidated Statement of Cash Flows and the related Notes to the Financial Statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• give a true and fair view of the state of the group’s and parent charity’s affairs as at 31 March 2025 and of its income and expenditure for the year then ended;

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

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

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Ethical Standard of the Financial Reporting Council (FRC), 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.

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 group and parent 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 Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises the information included in 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 that fact.

We have nothing to report in this regard.

Ashgate Hospice Annual Report 2024–2025 I 62

Independent Auditor’s Report to the Members of Ashgate Hospicecare continued

Opinions on other matters prescribed by the Companies Act 2006

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

• the information given in the trustees’ report (incorporating the strategic report and the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the trustees’ report (incorporating the strategic report and the directors’ report) has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

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

• adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us;

• the financial statements are not in agreement with the accounting records and returns;

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

• we have not obtained all the information and explanations necessary for the purposes of our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, 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 group’s and parent charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to 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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

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

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.

We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements,

Ashgate Hospice Annual Report 2024–2025 I 63

Docusign Envelope ID: 91B946E5-EA99-4DDF-94E4-85B0FB09EB8E

ee 15 December 2025

==> picture [499 x 596] intentionally omitted <==

----- Start of picture text -----
Unrestricted Designated Restricted
2025 Total 2024 Total
Funds Funds Funds
Income: £ £ £ £ £
Donation and legacies
Donations (2) 2,779,943 - 244,714 3,024,657 2,252,979
- -
Legacies (3) 1,000,192 1,000,192 1,372,733
-
3,780,135 244,714 4,024,849 3,625,712
Income from other trading
activities:
- -
Shops (4) 4,257,933 4,257,933 4,036,281
Fundraising (5) 1,335,373 - 851 1,336,224 1,211,967
Other (6) 209,233 - - 209,233 185,749
5,802,539 - 851 5,803,390 5,433,997
Investment income (7) 79,102 - 24,520 103,622 157,668
Income from charitable activities (8) 5,437,661 - 213,510 5,651,171 5,183,423
Total income 15,099,437 - 483,595 15,583,032 14,400,800
Expenditure:
- -
Costs of raising voluntary income (9) 782,065 782,065 799,666
- -
Fundraising and other trading costs (9) 5,284,565 5,284,565 4,959,712
Costs of charitable activities (9) 10,068,638 - 211,385 10,280,023 9,223,901
-
Total expenditure 16,135,268 211,385 16,346,653 14,983,279
Net movement in funds before
-
(1,035,831) 272,210 (763,621) (582,479)
investment gains
Unrealised gains - -
(14b) 6,052 6,052 57,975
on investments
Corporation tax (22) - - - - (428)
-
Net (expenditure) / income (1,029,779) 272,210 (757,569) (524,932)
Funds transfer (23) 443,043 - (443,043) - -
Designated funds transfer (23) 150,000 (150,000) - - -
Net movement in funds (436,736) (150,000) (170,833) (757,569) (524,932)
Reconciliation of funds
Total funds brought forward 9,359,132 250,000 786,740 10,395,872 10,920,804
Total funds carried forward (23) 8,922,396 100,000 615,907 9,638,303 10,395,872
----- End of picture text -----

Consolidated Statement of Financial Activities

Incorporating a Consolidated Income and Expenditure Account

For the year ended 31 March 2025

All activities are continuing activities. All gains and losses recognised in the year are included in the Consolidated Statement of Financial Activities. A fully detailed Consolidated Statement of Financial Activities for the year ended 31 March 2024 is shown in note 28. The Statement of Financial Activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.

Ashgate Hospice Annual Report 2024–2025 I 65

Docusign Envelope ID: 91B946E5-EA99-4DDF-94E4-85B0FB09EB8E

15 December 2025

Statement of Cash Flows

For the year ended 31 March 2025

==> picture [459 x 337] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Cash generated by
(26) (89,449) 84,812
operating activities
(89,449) 84,812
Cash flows from investing activities
Interest received 103,622 157,668
Purchase of tangible fixed assets (757,645) (399,660)
Cash used in investing activities (654,023) (241,992)
Cash flows from financing activities
- -
Repayment of finance leases
- -
Cash used in financing activities
(Decrease) in cash and cash
(743,472) (157,180)
equivalents in the year
Cash and cash equivalents at
3,817,333 3,974,513
the beginning of the year
Cash and cash equivalents
3,073,861 3,817,333
at the end of the year
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

1. Accounting policies

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 their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

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

The financial statements are presented in sterling which is the functional currency of the charity and group and rounded to the nearest £1.

b. Company status

The charity is a company limited by guarantee and has no share capital. The charity is registered in England and Wales, with company number 02263980 and charity number 700636. The members of the charity are the Trustees named on page 58. 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.

Ashgate Hospice Annual Report 2024–2025 I 67

c. Basis of consolidation

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

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

The deficit for the year for the charity was £767,941 (2024 deficit £623,241).

d. Going concern

The Trustees have considered the impact of the global economic situation, UK inflation, levels of NHS funding and likely developments in fundraising activities on the company’s income and operating cost base. In the light of the recent announcements relating to service cuts the Board are confident that they have in place plans to address the annual deficit and ensure that the hospice is financially sustainable. The Board have prepared forecasts of income and expenditure and cash flow for the period to 31 March 2027 and subjected these forecasts to sensitivity analysis which shows that they have sufficient reserves to be able to continue for the foreseeable future. They will continue to monitor the impact on income and take appropriate action as necessary. The Board do however recognise that uncertainty exists around the global economy, and impacts on NHS funding for Specialist Palliative end of Life Care and hence there is inherent risk regarding the success and sustainability of future plans, however the Board have concluded that the company remains a going concern whilst such viable options are available to it. The Board therefore continue to adopt the going concern basis of preparation for these financial statements.

e. Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

f. Critical accounting estimates and areas of judgment

In the application of the group’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors considered to be relevant.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are outlined below:

Depreciation of tangible assets

Depreciation policies have been set according to management’s experience of the useful lives of the assets in each category, something which is reviewed annually.

The charity incurs expenditure on creating tangible fixed assets for use in the charity with costs being incurred over a number of months. The Trustees believe it is possible to segregate these costs into identifiable projects, and as such no depreciation is charged on that project until it is brought into use.

Legacies

Legacies are recognised as income when probate has been granted, the charity has established its entitlement to the funds and where sufficient information is available to allow it to measure its entitlement with reasonable accuracy.

Ashgate Hospice Annual Report 2024–2025 I 68

g. Income

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

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

Donations and gifts towards the running cost of the hospice are treated as income when received. Gifts in kind and donated goods are valued where the item is specifically identified and some reliable form of valuation is available. Goods donated for sale are not accounted for until the point of sale. On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

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

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

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

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

h. Expenditure

Expenditure is recognised on an accruals basis inclusive of any irrecoverable VAT. Costs of generating funds comprise the costs associated with attracting voluntary income. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them, which have been apportioned based on headcount and activity.

Allocation of support costs

Support costs are those functions that assist the work of the charity and group but do not directly undertake charitable activities. Support costs include executive costs, HR and IT costs, other support functions, depreciation and governance costs which support the services providing care to patients and families. These costs have been allocated between the costs of raising funds and expenditure on charitable activities on the basis set out in notes 9 and 10.

i. Tangible fixed assets and depreciation

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

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

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

Freehold land is not depreciated

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

Ashgate Hospice Annual Report 2024–2025 I 69

j. Fixed asset investments

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

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

k. Stock

Stocks of retail goods are included at the lower of cost and net realisable value. Donated items of stock for resale or distribution are not included in the financial statements until they are sold or distributed because the Trustees consider it impracticable to be able to assess the amount of donated stocks as there are no systems in place which record these items until they are sold and undertaking a stock take would incur undue cost for the charity which would far outweigh the benefits. Additionally, due to the agent arrangements present for the purposes of retail gift-aid, some donated items of stock held at the year end are not technically an asset of the charity and therefore no value can be assigned to them.

n. Creditors and provisions

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

o. Leases

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

Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership to the lessees. All other leases are classified as operating leases.

Assets held under finance leases are recognised as assets at the lower of the assets fair value at the date of inception and the present value of the minimum lease payments. The related liability is included in the balance sheet as a finance lease obligation. Lease payments are treated as consisting of capital and interest elements. The interest is charged to the statement of financial activities so as to produce a constant periodic rate of interest on the remaining balance of the liability.

l. Debtors

p. Pensions

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

m. Cash at bank and in hand

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

The pension costs charged in the financial statements represent the contributions payable by the charity during the year in accordance with FRS 102. Employees who joined the hospice before February 2020 and who were already active members of the NHS Pension Scheme are permitted to continue contributing to the Scheme. Rates are set by the NHS Pensions Agency. The scheme is a multi-employer scheme not designed to identify the assets and liabilities attributable to the Charity, so in accordance with FRS102 the scheme is accounted for as a defined contribution scheme.

Ashgate Hospice Annual Report 2024–2025 I 70

q. Employee benefits

The costs of short-term employee benefits are recognised as a liability and an expense, unless those costs are required to be recognised as part of the cost of stock or fixed assets.

s. Related parties

Ashgate Hospicecare have taken the Related Parties Disclosure exemption under Section 33.1 to not disclose transactions with Ashgate Hospicecare Shops Limited as this is a wholly owned subsidiary.

The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.

Termination benefits are recognised immediately as an expense when the group is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

r. Taxation

The Hospice is a registered charity and as such is a charity within the meaning of schedule 6 of the Finance Act 2010. Accordingly, the Hospice is potentially entitled to tax exemption under part 11 of the Corporation Tax Act 2010 or section 256 of the Taxation of Chargeable Gains Act 1992 in respect of income and gains arising. Given this, no tax charge arises on the charity.

The trading subsidiary is liable to corporation tax on its chargeable profits. Current tax, including UK Corporation and foreign tax, is provided at amounts expected to be paid (or recovered) using the tax rates and laws that have been enacted or substantially enacted at the balance sheet date.

Ashgate Hospice Annual Report 2024–2025 I 71

==> picture [462 x 383] intentionally omitted <==

----- Start of picture text -----
2. Donations 2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
General donations 1,017,979 39,573 1,057,552 799,865 46,080 845,945
In memory 317,174 3,131 320,305 299,630 7,316 306,946
Gift aid income
245,632 1,131 246,763 190,294 885 191,179
from individuals
Community 566,274 53,237 619,511 494,702 11,114 505,816
Gifts in kind
416,725 - 416,725 189,713 - 189,713
(see below)
Trusts and grants 216,159 147,642 363,801 196,600 16,780 213,380
2,779,943 244,714 3,024,657 2,170,804 82,175 2,252,979
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
Gifts in kind £ £ £ £ £ £
Donated food
11,390 - 11,390 9,634 - 9,634
and drink
Capital items 227,100 - 227,100 34,840 - 34,840
Other items 178,235 - 178,235 145,239 - 145,239
416,725 - 416,725 189,713 - 189,713
3. Legacies 2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
General donations 1,000,192 - 1,000,192 1,116,816 255,917 1,372,733
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

==> picture [461 x 131] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |4. Shops|2025 Unrestricted|2024 Unrestricted| |£|£| |Trading activities|3,079,650|2,972,304| |Donation of sale proceeds for goods| |939,220|849,466| |sold as agent| |Gift aid on donations of sale proceeds| |237,177|214,511| |to charity| |Other income|1,886|-| |4,257,933|4,036,281|

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

Ashgate Hospice Annual Report 2024–2025 I 72

==> picture [466 x 542] intentionally omitted <==

----- Start of picture text -----
5. Fundraising Unrestricted Restricted 2025 Total Unrestricted Restricted 2024 Total
£ £ £ £ £ £
- -
Lottery 735,832 735,832 681,802 681,802
Events 599,541 851 600,392 530,165 - 530,165
Total 1,335,373 851 1,336,224 1,211,967 - 1,211,967
6. Other income 2025 Unrestricted 2024 Unrestricted
£ £
Reflective Practice 120,429 97,140
Catering 82,680 63,213
Training and Education 5,496 12,124
Other 628 13,272
Total 209,233 185,749
7. Investment income
2025 2024
Unrestricted Restricted Total Unrestricted Restricted Total
£ £ £ £ £ £
Gross interest
79,102 24,520 103,622 143,111 14,557 157,668
receivable
8. Income from charitable activities
Unrestricted Restricted 2025 Total Unrestricted Restricted 2024 Total
£ £ £ £
NHS Derby and
- -
Derbyshire Integrated 5,350,218 5,350,218 5,085,665 5,085,665
Care Board
- - - -
DHSC Capital Grant 213,510 213,510
University of Sheffield - -
46,440 46,440 63,640 63,640
– Student training
Chesterfield Royal
- -
Hospital – Medical 21,015 21,015 16,590 16,590
secretarial support
Other 19,988 - 19,988 17,528 - 17,528
Total 5,437,661 213,510 5,651,171 5,183,423 - 5,183,423
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

Ashgate Hospice Annual Report 2024–2025 I 73

==> picture [458 x 565] intentionally omitted <==

----- Start of picture text -----
Support
9.(a) Analysis of group Direct Other costs – see Total
expenditure current year staff costs direct costs Note 10.(a) costs
£ £ £ £
Donations 432,456 212,183 69,803 714,442
Legacies 24,666 10,632 32,325 67,623
Costs of raising voluntary income 457,122 222,815 102,128 782,065
Lottery 80,727 307,092 67,535 455,354
Events 190,705 243,950 82,948 517,603
Community 174,260 53,954 56,341 284,555
Shops 2,295,356 1,301,974 429,723 4,027,053
Fundraising and other trading costs 2,741,048 1,906,970 636,547 5,284,565
Patient care – hospice 3,534,837 558,409 2,025,478 6,118,724
Patient care – community 1,818,482 72,871 406,245 2,297,598
Therapies and rehabilitation 1,504,359 103,264 256,078 1,863,701
Cost of charitable activities 6,857,678 734,544 2,687,801 10,280,023
Total 10,055,848 2,864,329 3,426,476 16,346,653
Support
Direct Other Total
9.(b) Analysis of group costs – see
staff costs direct costs costs
expenditure prior year Note 10.(b)
£ £ £ £
Donations 418,474 252,900 59,163 730,537
Legacies 23,890 17,951 27,288 69,129
Costs of raising voluntary income 442,364 270,851 86,451 799,666
Lottery 77,866 325,837 57,079 460,782
Events 183,946 238,711 70,083 492,740
Community 168,019 51,947 47,804 267,770
Shops 2,122,592 1,250,373 365,455 3,738,420
Fundraising and other trading costs 2,552,423 1,866,868 540,421 4,959,712
Patient care – hospice 3,087,320 534,460 1,742,985 5,364,765
Patient care – community 1,789,807 65,224 344,247 2,199,278
Therapies and rehabilitation 1,359,525 82,673 217,660 1,659,858
Cost of charitable activities 6,236,652 682,357 2,304,892 9,223,901
Total 9,231,439 2,820,076 2,931,764 14,983,279
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

See Note 9.(a) and 9.(b)

All costs for raising voluntary income and for fundraising and other trading costs, in both years, related to unrestricted funds.

Charitable expenditure includes £211,385 (2024 - £24,140) of restricted expenditure.

Patient care within the hospice includes the activities of the Inpatient Unit, Outpatient and Day Services teams.

Patient care within the community includes the activities of the Palliative Care Nurse Specialists, Palliative Care Community Nurses, Support Workers and End of Life Care Facilitators.

All the above activities are under the medical leadership of a team of Consultants.

Therapy and rehabilitation includes the activities of teams within Supportive Care Services, Lymphoedema, Occupational Therapy and Physiotherapy.

The patient facing functions above are all directly supported by a Clinical Administration Team, Quality Improvement Team, Catering, Housekeeping and other Estates functions. The costs of these functions are included within the direct costs above.

All patient facing functions, direct support teams and fundraising functions are then supported by the wider management structure of the organisation including Leadership Team, People and Culture, Finance and Procurement, IT and Governance. The costs of these functions and costs of depreciation are all included in Support Costs.

Support costs include £202,983 (2024 - £159,153) of governance costs incurred in connection with the compliance with constitutional and statutory requirements of the charity.

Ashgate Hospice Annual Report 2024–2025 I 74

==> picture [463 x 558] intentionally omitted <==

----- Start of picture text -----
10.(a) Analysis of support Executive HR and IT Other support Depreciation Total costs
costs current year costs costs function costs
£ £ £ £ £
Donations 20,478 27,390 18,738 3,197 69,803
Legacies 9,780 13,081 8,948 516 32,325
Costs of raising voluntary
30,258 40,471 27,686 3,713 102,128
income
Lottery 20,249 27,083 18,527 1,676 67,535
Events 24,932 33,347 22,813 1,856 82,948
Community 16,392 21,924 14,999 3,026 56,341
Shops 110,196 147,391 100,831 71,305 429,723
Fundraising and other
171,769 229,745 157,170 77,863 636,547
trading costs
Patient care – hospice 523,432 700,107 478,943 322,996 2,025,478
Patient care – community 119,379 159,673 109,234 17,959 406,245
Therapies and rehabilitation 73,464 98,261 67,220 17,133 256,078
Cost of charitable activities 716,275 958,041 655,397 358,088 2,687,801
Total 918,302 1,228,257 840,253 439,664 3,426,476
10.(b) Analysis of support Executive HR and IT Other support Depreciation Total costs
costs prior year costs costs function costs
£ £ £ £ £
Donations 14,124 24,853 17,128 3,058 59,163
Legacies 6,746 11,869 8,180 493 27,288
Costs of raising
20,870 36,722 25,308 3,551 86,451
voluntary income
Lottery 13,966 24,574 16,936 1,603 57,079
Events 17,197 30,258 20,853 1,775 70,083
Community 11,306 19,894 13,710 2,894 47,804
Shops 76,007 133,739 92,166 63,543 365,455
Fundraising and other
118,476 208,465 143,665 69,815 540,421
trading costs
Patient care – hospice 361,032 635,259 437,790 308,904 1,742,985
Patient care – community 82,340 144,884 99,847 17,176 344,247
Therapies and rehabilitation 50,671 89,159 61,444 16,386 217,660
Cost of charitable activities 494,043 869,302 599,081 342,466 2,304,892
Total 633,389 1,114,489 768,054 415,832 2,931,764
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

Ashgate Hospice Annual Report 2024–2025 I 75

==> picture [499 x 596] intentionally omitted <==

----- Start of picture text -----
11. Net movement in funds is 2025 Group 2024 Group
stated after charging: £ £
Auditors’ remuneration – audit 19,710 18,250
Auditors’ remuneration – tax 1,025 945
Auditors’ remuneration – other 6,540 5,160
Depreciation – owned assets 439,664 415,832
- -
Depreciation – assets held on hire purchase
Payments made under operating leases 371,687 364,771
12. Wages and staff costs 2025 Group 2024 Group
£ £
Gross salaries 10,427,164 9,457,600
Social security costs 951,927 838,027
Pension costs 657,387 596,681
Total 12,036,478 10,892,308
Average number of employees and full time equivalents
(including temporary and casual workers) for the group 2025 2024
and analysis of employees in the year were:
No. FTE No. FTE
Clinical 177 136 174 132
Retail 136 83 126 78
Finance and IT 10 9 8 7
People and Culture and Leadership Team 29 25 25 20
Estate 31 20 28 21
Fundraising/Marketing 38 32 36 31
Total 421 305 397 289
Employees earning over £60,000 are
summarised below (excluding pension costs):
2025 No. 2024 No.
£60,001 – £70,000 1 2
£70,001 – £80,000 4 2
£80,001 – £90,000 3 2
- -
£90,001 – £100,000
£100,001 – £110,000 1 -
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

See Note 12.

• Pension contributions relating to the staff earning over £60,000 totalled £53,906 (2024: £44,452).

• The total remuneration (including pension contributions and employers’ national insurance) of the key management personnel is £798,310 (2024: £476,812). The key management personnel of the group and the parent charity comprise the Board of Trustees, who are not remunerated, and the Leadership Team, whose names are listed on page 58. The increase in management personnel costs this year was due to a re-organisation to an inclusive leadership structure, aligning existing roles and responsibilities into a single team without recruiting additional headcount.

• Pay for our clinical staff tracks closely with the Agenda for Change within the NHS, whilst pay for our non-clinical roles are in line with other charities. Remuneration for Leadership Team is set by the Board of trustees.

• Included within staff costs are redundancy and termination payments for three individuals totalling £24,293 (2024: £99,685, three people).

Ashgate Hospice Annual Report 2024–2025 I 76

13. Tangible fixed assets

==> picture [471 x 529] intentionally omitted <==

----- Start of picture text -----
The group Freehold Land Extension and Fixtures Plant and IT Motor Total
and Buildings Development and Hardware Vehicles
Original Fittings
£ £ £ £ £ £
Cost
At 1 April 2024 355,000 4,903,727 1,322,731 1,607,700 230,754 8,419,912
Additions - 213,839 230,776 312,530 500 757,645
Disposals - - - (3,272) (18,995) (22,267)
At 31 March 2025 355,000 5,117,566 1,553,507 1,916,958 212,259 9,155,290
Depreciation
At 1 April 2024 170,400 1,257,033 1,046,412 880,095 136,897 3,490,837
Charge for
7,100 98,074 109,816 195,549 29,125 439,664
the year
Disposals - - - (222) (18,995) (19,217)
At 31 March 2025 177,500 1,355,107 1,156,228 1,075,422 147,027 3,911,284
Net Book Value
At 1 April 2024 184,600 3,646,694 276,319 727,605 93,857 4,929,075
At 31 March 2025 177,500 3,762,459 397,279 841,536 65,232 5,244,006
The charity Freehold Land Extension and Fixtures Plant and IT Motor Total
and Buildings Development and Hardware Vehicles
Original Fittings
£ £ £ £ £ £
Cost
At 1 April 2024 355,000 4,903,727 711,520 1,527,953 80,350 7,578,550
Additions - 213,839 230,776 310,758 500 755,873
Disposals - - - (3,050) (18,995) (22,045)
At 31 March 2025 355,000 5,117,566 942,296 1,835,661 61,855 8,312,378
Depreciation
At 1 April 2024 170,400 1,257,033 510,506 823,017 80,350 2,841,306
Charge for
7,100 98,074 76,501 186,632 52 368,359
the year
Disposals - - - - (18,995) (18,995)
At 31 March 2025 177,500 1,355,107 587,007 1,009,649 61,407 3,190,670
Net Book Value
At 1 April 2024 184,600 3,646,694 201,014 704,936 - 4,737,244
At 31 March 2025 177,500 3,762,459 355,289 826,012 448 5,121,708
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

See Note 13.

The value of fixed assets held under finance leases is £nil (2024: £nil) in both the group and the charity.

Ashgate Hospice Annual Report 2024–2025 I 77

14. (a) Investments – charity

Shares in group undertakings and participating interests:

==> picture [460 x 44] intentionally omitted <==

----- Start of picture text -----
||| |---|---| |Shares in group undertakings and participating interests:|£| |Cost at 1 April 2024 and 31 March 2025|4| |Net book value at 1 April 2024 and 31 March 2025|4|

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

Notes to the financial statements

For the year ended 31 March 2025

Holding of more than 20%

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

==> picture [458 x 53] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |County of registration| |Company|Company number|Shares held class %| |or incorporation| |Ashgate Hospicecare Shops| |02577401|England & Wales|Ordinary 100%| |Limited|

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

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

==> picture [459 x 176] intentionally omitted <==

----- Start of picture text -----
Principal Activity Capital and reserves Profit for the year
£ £
Ashgate Hospicecare Shops
Charity shop 109,923 50,048
Limited
14. (b) Fixed asset investments Group and Charity
2025 2024
Listed investments £ £
Fair value at 1 April 2024 1,023,736 965,761
Investment gains 6,052 57,975
Fair value at 31 March 2025 1,029,788 1,023,736
----- End of picture text -----

==> picture [460 x 149] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |15. Debtors|Group|Charity| |2025|2024|2025|2024| |£|£|£|£| |Trade debtors|114,513|143,233|99,271|129,337| |Other debtors|56,877|66,424|9,652|21,022| |Value added tax|52,758|56,709|48,319|45,041| |Prepayments and accrued income|1,280,997|1,605,714|1,156,551|1,494,610| |-|-| |Amounts owed by group undertakings|276,929|1,219,328| |1,505,145|1,872,080|1,590,722|2,909,338|

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

See Note 14.(b)

The historical cost of the investment is £900,000 (2024: £900,000).

See Note 15.

The Charity’s intercompany debtor balance includes an intercompany loan of £543,093 (2024: £543,093) which is due after more than one year. The loan has been provided on a 5 year term, is repayable by 8 December 2026 and has an interest rate of 5% per annum.

Ashgate Hospice Annual Report 2024–2025 I 78

==> picture [462 x 132] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |16. Creditors|Group|Charity| |2025|2024|2025|2024| |£|£|£|£| |Amounts falling due within one year| |Trade creditors|350,819|263,301|284,679|206,528| |Tax and social security|267,530|306,991|239,449|275,718| |Accruals and deferred income|354,092|404,965|196,986|264,091| |972,441|975,257|721,114|746,337|

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

Deferred income includes lottery money received in advance for future draws. At 31 March 2025 this totalled £98,609 (2024: £103,010).

==> picture [462 x 64] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |17. Creditors: amounts falling|Group|Charity| |due after more than one year|2025|2024|2025|2024| |£|£|£|£| |Other creditors|355,000|355,000|355,000|355,000|

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

18. Operating lease commitments

At 31 March 2025 the charity had future minimum lease payments under non cancellable operating leases as follows:

==> picture [462 x 116] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |Group|Charity| |2025|2024|2025|2024| |£|£|£|£| |Within one year|306,048|313,066|14,465|15,230| |Within two to five years|190,909|281,902|2,006|7,690| |-|-|-|-| |In more than five years| |496,957|594,968|16,471|22,920|

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

Notes to the financial statements

For the year ended 31 March 2025

19. Pension costs

The pension costs relate to the amounts contributed by the Group and paid over to the Health Service pension scheme or to eligible employees’ pension schemes. The pension costs amounted to £657,387 (2024: £596,681). The amount owed to the pension providers at the yearend was £45,709 (2024: £85,763). All schemes are treated as defined contribution and payments are charged to the SOFA in the year they are payable.

20. Capital commitments

There were no capital commitments at 31 March 2025 (2024:£nil).

21. Related party transactions and trustee remuneration

No Trustee received or waived any remuneration during either year. During the year the charity paid expenses of £254 (2024: £368) to one trustee (2024: one).

Ashgate Hospice Annual Report 2024–2025 I 79

22. Taxation

Notes to the financial statements

For the year ended 31 March 2025

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

==> picture [455 x 63] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |Group|Group| |2025|2024| |£|£| |Corporation Tax current year|-|428|

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

Ashgate Hospice Annual Report 2024–2025 I 80

23. (a) Statement of funds current year

==> picture [473 x 275] intentionally omitted <==

----- Start of picture text -----
|||||||||| |---|---|---|---|---|---|---|---|---| |Balance at| |Balance at|Transfers|(Losses)/|Corporation|31 March| |1 April 2024|Income|Expenditure|in/out|Designated|Gains|Tax|2025| |Unrestricted| |£|£|£|£|£|£|£|£| |Funds| |General| |-| |9,359,132|15,099,437|(16,135,268)|443,043|150,000|6,052|8,922,396| |Funds| |Designated|-|-|-|-|-| |250,000|(150,000)|100,000| |Funds| |-|-| |9,609,132|15,099,437|(16,135,268)|443,043|6,052|9,022,396| |Restricted| |Funds| |Earmarked| |-|-|-| |379,273|245,565|(37,300)|(165,904)|421,634| |Donations| |Children’s| |-|-|-| |407,467|24,520|(174,085)|(63,629)|194,273| |Services| |DHSC| |Capital|-|213,510|-|(213,510)|-|-|-|-| |Grant| |-|-|-| |786,740|483,595|(211,385)|(443,043)|615,907| |Total of| |-|-|-| |10,395,872|15,583,032|(16,346,653)|6,052|9,638,303| |Funds|

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

23. (b) Statement of funds prior year

==> picture [475 x 238] intentionally omitted <==

----- Start of picture text -----
||||||||| |---|---|---|---|---|---|---|---| |Balance at| |Balance at|Transfers|(Losses)/|Corporation|31 March| |1 April 2023|Income|Expenditure|in/out|Designated|Gains|Tax|2024| |Unrestricted| |£|£|£|£|£|£|£|£| |Funds| |General| |9,670,127|14,048,151|(14,959,139)|191,446|351,000|57,975|(428)|9,359,132| |Funds| |Designated|-|-|-|-|-| |601,000|(351,000)|250,000| |Funds| |10,271,127|14,048,151|(14,959,139)|191,446|-|57,975|(428)|9,609,132| |Restricted| |Funds| |Earmarked| |-|-|-| |189,747|338,092|(24,140)|(124,426)|379,273| |Donations| |Children’s| |-|-|-|-| |459,930|14,557|(67,020)|407,467| |Services| |-|-|-| |649,677|352,649|(24,140)|(191,446)|786,740| |Total of| |10,920,804|14,400,800|(14,983,279)|-|-|57,975|(428)|10,395,872| |Funds|

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

Notes to the financial statements

For the year ended 31 March 2025

See Note 23.(a) and 23.(b)

Transfer of Funds

The transfer of £443,043 relates to expenditure on restricted projects which has been disclosed as unrestricted expenditure on the face of the SOFA. This predominantly relates to the purchasing of capital expenditure allocated to restricted funds and unrestricted following completion of the projects.

Designation of Funds

The Trustees have designated £100,000 (2024: £100,000) to support the pilot of new income generation initiatives and £nil (2024: £150,000) for refurbishment of the Day Hospice which started in September 2024. The previously designated £150k was not spent (and subsequentially undesignated) due to sufficient external funding and gifts in kind. During the year, the hospice utilised designated funds of £nil (2024: £501,000) against the current year’s deficit.

Restricted Funds

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

Earmarked Donations

These are donations contributed by the general public to help fund specific clinical activities. At the end of the year £421,634 remained unspent and this will be expended in 2025/2026 onwards.

Children’s Services

This donation is restricted to develop and extend child bereavement support within Derbyshire and the High Peak.

Ashgate Hospice Annual Report 2024–2025 I 81

24. (a) Analysis of net assets between funds current year

==> picture [461 x 113] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |Unrestricted|Unrestricted|Restricted| |Total Funds| |General Funds|Designated Funds|Funds| |£|£|£|£| |Fixed assets|6,271,294|-|2,500|6,273,794| |Current assets|3,978,543|100,000|613,407|4,691,950| |Current liabilities|(972,441)|-|-|(972,441)| |Liabilities due after one year|(355,000)|-|-|(355,000)| |8,922,396|100,000|615,907|9,638,303|

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

Notes to the financial statements

For the year ended 31 March 2025

24. (b) Analysis of net assets between funds prior year

==> picture [461 x 113] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |Unrestricted|Unrestricted|Restricted| |Total Funds| |General Funds|Designated Funds|Funds| |£|£|£|£| |Fixed assets|5,950,311|-|2,500|5,952,811| |Current assets|4,739,078|250,000|784,240|5,773,318| |Current liabilities|(975,257)|-|-|(975,257)| |Liabilities due after one year|(355,000)|-|-|(355,000)| |9,359,132|250,000|786,740|10,395,872|

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

25. Ashgate Hospicecare Shops Limited: Profit and loss account for the year ended 31 March 2025

==> picture [462 x 202] intentionally omitted <==

----- Start of picture text -----
|||| |---|---|---| |2025|2024| |loss account for the year ended 31 March 2025|£|£| |Turnover|3,079,650|2,972,304| |Other income|633,952|557,843| |Total income|3,713,602|3,530,147| |Cost of sales|(2,745,905)|(2,559,423)| |Gross Profit|967,697|970,724| |Administrative expenses|(922,729)|(877,085)| |Other interest payable|(27,153)|(27,227)| |Other interest receivable|32,233|32,324| |-| |Tax on profit|(428)| |Retained profit for the year|50,048|98,308| |Number of shops and coffee shops|19|19|

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

Ashgate Hospice Annual Report 2024–2025 I 82

26. Reconciliation of net movement in funds to net

cash flow from operating activities

==> picture [459 x 183] intentionally omitted <==

----- Start of picture text -----
2025 2024
£ £
Net movements in funds (757,569) (524,932)
Depreciation charges 439,664 415,832
(Decrease) in creditors (2,816) (6,120)
Decrease in debtors 366,935 419,953
(Increase) in stocks (29,039) (4,278)
-
Loss on disposal 3,050
(Gain) on investments (6,052) (57,975)
Interest received (103,622) (157,668)
(89,449) 84,812
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

There were no changes in net debt other than the cashflows above.

27. Contingent assets – legacy income

As at the reporting date, the charity has entitlement to 5 futher legacies (23/24 - nil), but these have not been included within accrued income since, although the income is probable, the amounts have not yet been confirmed.

Ashgate Hospice Annual Report 2024–2025 I 83

28. Consolidated statement of financial activities – prior year

==> picture [460 x 478] intentionally omitted <==

----- Start of picture text -----
Unrestricted Designated Restricted
2024 Total
Funds Funds Funds
Income: £ £ £ £
Donation and legacies
Donations 2,170,804 - 82,175 2,252,979
-
Legacies 1,116,816 255,917 1,372,733
-
3,287,620 338,092 3,625,712
Income from other trading activities:
- -
Shops 4,036,281 4,036,281
- -
Fundraising 1,211,967 1,211,967
Other 185,749 - - 185,749
- -
5,433,997 5,433,997
Investment income 143,111 - 14,557 157,668
Income from charitable activities 5,183,423 - - 5,183,423
Total income 14,048,151 - 352,649 14,400,800
Expenditure:
- -
Costs of raising voluntary income 799,666 799,666
- -
Fundraising and other trading costs 4,959,712 4,959,712
Costs of charitable activities 9,199,761 - 24,140 9,223,901
-
Total expenditure 14,959,139 24,140 14,983,279
-
Net movement in funds before investment gain (910,988) 328,509 (582,479)
- -
Unrealised gains on investments 57,975 57,975
- -
Corporation tax (428) (428)
Net income (853,441) - 328,509 (524,932)
Funds transfer 191,446 - (191,446) -
Designated funds transfer 351,000 (351,000) - -
Net movement in funds (310,995) (351,000) 137,063 (524,932)
Reconciliation of funds
Total funds brought forward 9,670,127 601,000 649,677 10,920,804
Total funds carried forward 9,359,132 250,000 786,740 10,395,872
----- End of picture text -----

Notes to the financial statements

For the year ended 31 March 2025

Ashgate Hospice Annual Report 2024–2025 I 84

If you require this document in an alternative format, please contact the Marketing and Communications team at [e-mail]

यिद आप यह जानकारी िकसी भाषा या चाहते / चाहती , तो कृपया [e-mail] पर mrefer से «= Sud we

Jeśli chcieliby Państwo otrzymać te informacje w innym języku lub formacie, prosimy o kontakt z działem marketingu pod adresem [e-mail]

Ashgate Hospice, Ashgate Road, Old Brampton, Chesterfield, Derbyshire S42 7JD 01246 568 801

www.ashgatehospice.org.uk

اﮔر آپ ﯾہ ﻣﻌﻠوﻣﺎت ﮐﺳﯽ دوﺳری زﺑﺎن ﯾﺎ ﻓﺎرﻣﯾٹ ﻣﯾں ﺣﺎﺻل ﮐرﻧﺎ ﭼﺎﮨﺗﮯ ﮨﯾں ﺗو ﺑراه ﮐرم ﭘر ﻣﺎرﮐﯾﮢﻧﮓ ﺳﮯ راﺑطہ ﮐرﯾں۔ [e-mail]

如果您需要 该 信息以其他 语 言或形式呈 现 ， 请 通 过 [e-mail] 与 营 销 部 门联 系

如果您希望以其他語言或形式獲得此資訊，請聯繫行銷部門： [e-mail]

Registered Charity No. 700636

Ashgate Hospice Annual Report 2024–2025 I 85

07/25