Our future plans, Our Mission

Our Mission

Our mission for the Hospice of the Good Shepherd is to provide the highest quality specialist palliative care for the people of Western Cheshire, Deeside and surrounding areas who have illnesses that no longer respond to curative treatment.

Our main activity continues to be the delivery of a specialist medical and nursing service to patients and their families by a skilled and dedicated multi-professional team.

Working with our Trustees, staff and stakeholders the Hospice of the Good Shepherd has identified a range of strategic aims and objectives which form part of our vision and philosophy.


What does the Hospice of the Good Shepherd do?

What do we do?

Hospice of the Good Shepherd provides specialised palliative care for adults with incurable life-limiting illnesses and their families across Cheshire West and Chester and Deeside.

What services do we provide?

Hospice Care, Symptom Control, End-of-Life Care, Day Therapy, Bereavement Support, Complementary Therapies, Social Care and Education Services.

These services are currently provided through?

A 12 bedded In-Patient Unit and a Day Therapy Unit for up to 10 patients on 3 days per week.

How many volunteers do we have?

The Hospice has approximately 300 volunteers supporting us in our shops, through fundraising and in many places across the organisation from gardening to hairdressing and driving.

Where does the money come from?

The Hospice has to generate its own income for 76% of the costs that all of our services need to run.  Our funds come from donations and fundraising taking place in the local communities that we serve, from corporate communities, legacies, grants, events and activities, trading through our retail outlets, our own Hospice Lottery and through investment income.

How many people do we care for?

In 2014 we provided care for over 1,500 people

  • Inpatients
  • Day patients
  • Outpatients
  • Bereavement services
  • Social care support

Strategic Aim 1

Service provision – Develop this as a solution to future challenges and anticipated changes in palliative and end of life care.

  1. We will ensure that our staffing and volunteer profile is structured to meet the changing needs of our organisation and will recruit, train and develop our people to maximise the quality of care offered.
  2. We will plan proactively for Change – Regulatory Requirements, Funding, Premises, Patient and Staffing needs.
  3. We will develop an innovative service provision to meet the needs of our community.
  4. Ensure our buildings are fit for purpose to meet future challenges and opportunities.

Strategic Aim 2

Relationships – Develop innovative partnerships with stakeholders, supporters and the local community it serves.

  1. We will develop and build a strong corporate brand and communication strategy to strengthen and grow our profile.
  2. We will actively collaborate, engage, participate and influence palliative and end of life care provision at a local and national level with other service providers, partners and stakeholders.
  3. We will develop collaborative working and engagement with our stakeholders, partners, supporters, local community, corporates, agencies, networks and other providers.
  4. Embrace technological developments to make us fit for current and future challenges.
  5. Be recognised and share our education, learning and research opportunities.

Strategic Aim 3

People – Develop our leadership, management, organisational infrastructure and people in order to achieve our mission.

  1. We will develop, implement and review, robust processes, policies and procedures to ensure our goals, activities and our people are aligned to our service needs.
  2. Our people will understand the contribution they and others make to the organisation. They will have clearly defined roles, responsibilities and accountabilities and they will be developed in order to maximise their potential to deliver our mission.
  3. We will ensure the people within our organisation are involved, consulted and informed.
  4. We will develop clear organisational values to support a culture and ethos that underpin our mission.
  5. Ensure that we build upon the excellent reputation that we have for our quality of care provision.

Strategic Aim 4

Financial stability – Secure sustainable income through innovative fundraising and commissioned services.

  1. We will increase penetration, representation and participation throughout the community we serve in order to maximise existing and develop innovative additional income streams.
  2. We will reduce the reliance on statutory funding, secure and build on reserves, plan to provide contingency funding.
  3. We will maintain effective financial management and budget control to ensure best value for money.
  4. We will invest in the resources now and in the future to deliver financial stability.