A few words from our Chair, Morgan Jones

Welcome to St Christopher’s annual report and accounts 2019-20. Looking back over the last year, I am immensely proud of everything that the team has achieved.

Over the last year we supported 7,592 people and those close to them as they approached the end of life. St Christopher’s Hospice has been committed to caring for and supporting dying people since its foundation by Dame Cicely Saunders in 1967.

We continued construction on our new Centre for Awareness and Response into End of Life (CARE) and the high quality of our care was recognised by our latest CQC inspection finding us to be ‘Outstanding’.

We’ve also invested much time and energy into the development of our Ambitions which will guide our work for the next three years. We hope you’ll give us your support in making these a reality. Together, we can make sure that everyone has access to the care and support they need at the end of life, wherever they may be.

Despite the challenges of COVID-19 the team has adapted to deliver services in new ways and our supporters have been incredibly generous at this difficult time.

I have been incredibly proud to be the Chair of St Christopher’s over the last seven years, but never more so than in the last few months.
Thank you, as ever, to staff, volunteers and supporters for your ongoing commitment to St Christopher’s.


The high quality of our care was recognised by our latest CQC inspection

Our year in numbers 2019/20

People

7,500+

Number of people we provided care and support for across our five London boroughs

Home visits

14,237

Number of home visits

Education events

2,054

Number of people who attended one of our education events

Rehabilitation

3,061

Number of physical rehabilitation sessions delivered

What we do with your money

Where our money comes from

Where our money goes

Our vision, values and

strategic priorities

Our vision

“A world in which all dying people, and those close to them, have access to the care and support they need, when and wherever they need it.”

Our values

  • Pioneering and bold
  • Of and for the community
  • Empowering and compassionate
  • One team working together
  • Expert
  • Stronger through partnerships.

Our strategic priorities

  • Extending our reach
  • Ensuring our long-term sustainability
  • Maintaining and improving the quality of care provided by us and others
  • Driving innovation and new models of care
  • Empowering the public around death, dying and loss

Our values are at the heart of St Christopher’s and we strive to embody these in everything we do

“Staff from the hospice have helped us cut through a lot of the red tape and access support for our customers who are at the end of life”

Kate and Liam work at a homeless hostel we support in Croydon

Extending our reach

We aim to support as many people as possible and tailor our care to meet people’s individual needs. Whatever support might be needed, we’re there to help.


Our aim is that everyone who needs our support knows who we are and how best to access our services

“Maintaining your independence is important, because when you’re struggling with all kinds of limitations it can help bring a sense of meaning and purpose to life”

Wendy is one of our occupational therapists who supports people to improve their wellbeing through physical rehabilitation

Driving innovation and

new models of care

With people living longer and developing more complex needs, it’s crucial that we constantly find new ways to care for and support the people that need us.


We want to share our knowledge and enable others to provide good end of life care for people who live into late old age

“[St Christopher’s] always [communicate] with patients about their care and treatment in a way they could understand”

The inspectors praising staff during our recent CQC visit

Maintaining and improving

the quality of care

Maintaining and improving the quality of care provided by us and others. We believe that everyone, regardless of their circumstances or where they live, has a right to high quality end of life care. That’s why it is essential we continue to develop our services and offer education and support to other organisations.


Maintaining and improving the quality of our care relies on recruiting, training and supporting our workforce, so that we can deliver essential services and support now and in the future

“When you’re told you have a year to live, it’s the hospital that delivers the blow but it’s St Christopher’s that pick up the pieces”

Joe shared his experience of dying and St Christopher’s with The Guardian, and over a quarter of a million people

Empowering the public

around death, dying and loss

It can be difficult and uncomfortable to talk, think and make plans for end of life. We’re working to help more people feel able to confront these challenges and plan for the future.


We have continued to provide opportunities for members of the public to receive training and support so they can reach out to neighbours, friends and others in their community

“It feels good to do something for other people and if life deals you an ace card, you should give something back”

Mark and Peter covered 350 miles from London to Amsterdam to raise money for the hospice visit

Ensuring our long-term

sustainability

With approximately one third of our total income currently provided by the NHS, it’s crucial that we develop new ways to increase our funding and make sure we’re here for years to come.

Funding

Ensuring that St Christopher’s will be here for future generations is, in no small part, about the creation and careful management of financial resources.

In the course of the last year, three new shops have opened, bringing the total number up to 26. Our retail offer has become increasingly strong in recent years, with an increased income of £4,194k compared to £3,144k last year, and we hope that the addition of shops in Lewisham, Crystal Palace and Biggin Hill will continue to improve income in this area. In its opening weekend our Crystal Palace shop made over £7k in sales – a record figure for our Retail Team.

We know that we must find new income streams beyond those traditionally drawn on by the hospice. Our Head of Retail has recently been appointed as our Director of Commercial Projects. He will continue to have some oversight of the shops and will also focus on identifying new income streams and forging new commercial partnerships. In addition, we are now renting out part of our premises in Orpington to Bromley Healthcare, with whom we work closely at a clinical level. This not only strengthens our relationship with them, but also brings in additional income.

Earlier this year, after negotiations with the NHS about the substantial services that we provide, the NHS agreed an increase to our core funding; we also received a one-off cash boost of approximately £0.5m, this being our share of the £25m funding promised by the Prime Minister towards hospices nationwide in August 2019. All these increases reflect the significant impact that St Christopher’s has in providing palliative care across south east London.

On a sadder note, it is a source of regret that we have decided to close our Personal Care business during 2020/21. Unfortunately, despite our best efforts, we were not able to make the business financially viable. However, we take comfort in the knowledge that the service has been able to provide care for those patients and families in great need, since it was started in 2014.

Fundraising

With your support we were able to raise a huge amount of money this year. We are pleased to say that many of our fundraising events improved on the amount they raised at the same event last year.

The Fundraising Team met their targets this year, with significant money raised at major events such as the London to Amsterdam cycle in which 57 cyclists travelled 350 miles, raising over £185k for the hospice. Other successes were our fundraisers in the 2019 London Marathon who raised a phenomenal £65k (over £10k more than the previous year) and our Christmas Market which raised around £15k. It isn’t just the events that we organise that keep the hospice going; our committed base of supporters run their own independent events. Last year these supporter events raised £196k – about £15k more than the previous year.

Our annual dinner at the Goldsmiths’ Hall welcomed Sir Oliver Letwin as the keynote speaker. The dinner provided the opportunity to explain the work of St Christopher’s to a room of influential people in the worlds of finance and law, with the aim of gaining access to much-needed trust funding. As well as the £70k raised in the course of the evening, gifts raised as result of the contacts at the dinner through trusts and foundations totalled around £130k.

Long-term reliance on legacies continues. To improve our income in this area, we will be delivering a more strategic approach to legacy giving at St Christopher’s to harness the power of in-memory giving as a means to steward potential legators. The income provided from gifts in Wills accounts for around half of the money we raise each year from fundraising, and so it is imperative that we speak to people about leaving us a gift in their Will, however big or small, and convey our thanks to those who consider our future in this way.


We have continued to provide opportunities for members of the public to receive training and support so they can reach out to neighbours, friends and others in their community

Ambitions 2020-23

Our Ambitions will guide the development of our services and wider activities over the next three years. We hope you are inspired by our plans for the future and that we can rely on your support to make these a reality. Working together, we can and will improve end of life care across south London and beyond.

We’ve got a lot to do to eradicate suffering at the end of life. By 2030 the number of annual deaths is predicted to increase by 17% (Gomes and Higginson – England and Wales), meaning many more people will need our support.

So we will need to adapt our services to respond to this ever-growing demand. We also know that by 2037, nine million people will be caring for a family member, friend or neighbour at home in the UK (Carers UK Policy Briefing 2014). So our training must extend to members of the public who will need guidance and support to cope with the demanding responsibilities of caring for their mum, dad or sister at the end of their lives

The proportion of people dying in care homes will grow significantly, inviting more input from the hospice in that setting. We recognise other similar opportunities to work in partnership – with colleagues in hospitals, primary care and other healthcare settings to improve the experience of end of life.

Our Ambitions will only become a reality if we ensure they are considered in the light of three key themes: community, sustainability and inclusivity.

Adapt our care services to meet people’s changing needs to…

London

…improve
people’s
experience of
end of life locally

Invest in hospice-led innovation related to death, dying and loss to…

…strengthen hospices’ contribution nationally

Increase public and professional confidence and knowledge about end of life to…

…transform end of life care globally

Our ambitions and

supporting themes

The graphic below illustrates our key themes in detail and indicates how they fit alongside our wider vision and ambitions as an organisation. We have identified set targets for each of our Ambitions and will report on our progress against these each year in our annual report and accounts. Find out how we’ve been getting on in next year’s annual review!

More information

Who’s who

For information about our Executive Team and to find out who’s on our Board of Trustees, just click on the button below.

Get involved

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