The Way Ahead Our Three Year Strategic Plan EVERY MOMENT MATTERS

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1 The Way Ahead Our Three Year Strategic Plan EVERY MOMENT MATTERS

2 Every moment matters - that s what our logo says right next to our name John Taylor Hospice and for us the two are inseparable. Wherever John Taylor Hospice has staff and volunteers, they are all making sure that every moment matters for everyone we care for. I get more out of helping John Taylor than I ever give. The hospice is such a wonderful place and I really enjoy being there, says volunteer Doreen. This has been the case for more than a century. Our hospice was founded in 1910 and it still holds today as we share our three year strategy. Throughout our strategy we are making sure that we are supporting the people we care for to make the most of every moment they have. John Taylor Hospice left the NHS in October 2011 and the last few years have been about consolidation - putting new practices and services in place, negotiating our contracts to ensure a sustainable business and building strong teams. Now we are looking forward to ensuring our care doesn t just continue but that it grows, evolves and expands to meet the ever-increasing need. In our strategy we outline our priorities for expanding our care to offer more services to more local families. The hospice gives me time for myself. I can be with other people who understand what it s like. It really helps me, says patient Debbie. Working together with our staff and volunteers, other organisations and our supporters, our three year strategy will help us achieve our vision of a compassionate and dignified death for all. Penny Venables CEO Nothing was too much trouble for the staff, they were incredible and did an amazing job of looking after us all, says family member Selina. About us Introduction In 2016/17 we provided care for 1,501 patients: Each day more than 600 patients and their families will receive the care they need from us. Our In-Patient Unit offers round-the-clock expert clinical care with pain control and symptom management. The Clinical Nurse Specialists and Hospice at Home Teams help people to remain at home, if that is their wish. Our Multi-Disciplinary Team consists of pharmacists, physiotherapists, occupational therapists and patient and family support worker. The Well-Being Team offers spiritual and emotional support, counselling and art psychotherapy for patients and their families including children. Staff are kind, empathetic, responsive, creative and proactive in providing care and ensuring dignity for patients, says the Care Quality Commission.

3 Purpose of the plan - Why we need a three year strategy Our plan aims to build on the great work we already do to make sure we remain successful and have the opportunity to grow, however society around us is changing and demand for our services is increasing. We know: The health and social care landscape is changing. As pressure on the NHS continues, there are both challenges and opportunities for hospices to create new models of care which provide as many people as possible with the support they need. We know: We know: Place of death 50 years old 78 years old We are living longer with long-term health problems. That means as a society we increasingly need more help and support for ourselves and our families. We know: In hospital At home In a care home In a hospice Each year approximately 8,500 people die in Birmingham but they are not always dying in their place of choice. We need to respond to the changing populations and health needs of local people. More than 1.1 million people live in Birmingham and the population has risen by more than 100,000 in the past decade. It s also a culturally diverse city with more than 200 languages spoken. Average life expectancy in the West Midlands in 2014 had reached 81 but average healthy life expectancy was 62. This means an average person will live around 20 years while experiencing health problems. Hospices could be providing end of life care for many of these people but the stark reality is that they are not. In fact Hospice UK research revealed that one in four people who would benefit from hospice care are not able to get this and the national hospice charity states that demand is rapidly increasing. In July 2017 Hospice UK launched its Open Up Hospice Care campaign which aims to extend hospice services to the families who are currently not able to access it. John Taylor was chosen to be a pathfinder for that campaign and our strategy will continue that work to extend hospice reach. The reasons that some patients are not receiving hospice care are complex but include: Lack of access - some health specialists are not referring to hospice care Lack of awareness - not all patients know the full range of services hospices can provide Funding - hospices need additional funding if we are to expand capacity In developing this plan, we took feedback from our staff and volunteers as well as the messages from a range of key national documents such as the final report of the Help the Hospices (now Hospice UK) Commission into the Future of Hospice Care. The plan is also the result of significant work and discussion at our Board of Directors and provides the framework for decision-making that will prepare us for the future.

4 Our mission and vision We are passionate about the specialist care we provide for our patients and our ability to reach all those who need us. This is reflected in our mission, vision and values that have been developed by looking at what we do and talking to our staff about what it means to them. Our mission is for John Taylor Hospice to provide specialist care for people living with a terminal illness and their families. Our vision is a compassionate and dignified death for all. Our values Care for all See the person Recognising that people are individuals and should be treated with dignity, respect, compassion, care and sensitivity. Developing and delivering services with input from all those involved to care for all of those communities who need our services. Be right first time Simplify the complex Doing things once and doing things right. Having a clear view of what we are trying to achieve and working towards this. Being clear in our dealings and communications with patients and each other.

5 Key strands to our strategy We believe there are three key strands to delivering our strategic plan. Partnership - to build partnerships with other organisations and bodies to ensure our vision is achieved. Influence - to influence our colleagues and stakeholders locally to ensure the best possible care is available to all. Reach - to extend our services to all patients and families who need us. Strategic goals We have identified four strategic goals which will help us achieve our vision of where we want to be in These are as follows: Consolidate our current business We have seen significant change and development across the hospice since we left the NHS in 2011 but we are keen to make sure that we continue to consolidate our current services and ensure they are providing the maximum benefit possible to patients. In order to achieve this, we intend to develop our IT systems so we are using the latest technology to make us more efficient and increase our interaction with our patients. We are also going to strengthen our workforce who are the key to our success and the vital component in delivering first class care to patients and their families. This will include bringing in new training packages to support our staff and reviewing and developing new staff roles to best provide our services as they develop. We will also be looking at our estate and investigating how we can improve it to provide better facilities that support our services. We know that currently it does not easily meet all of our growing needs so we will therefore be undertaking an accommodation review and deciding the best way forward for our site in Grange Road. Extend clinical services We know there are people who currently would benefit from our services who are unable to access them and we are determined to change that. We will do this by looking at our models of care and reshaping them where necessary to meet our population s needs. This will involve both expanding what we offer in some areas and making it easier for some of our hard to reach groups to access our care. We will support our colleagues to help meet continuing healthcare needs and provide our services to people where they choose to be. We will also work to expand our services to many more conditions and diagnoses to ensure we reach more people with complex needs around motor neurone disease, multiple sclerosis, heart failure and other end of life conditions. Our focus will be on what we can do to keep people at home and with their loved ones when they wish it by looking at expanding our Hospice at Home service and making sure we are there when people really need us.

6 There s such a comfortable and caring atmosphere at the hospice it just puts you at ease. The staff really care about you and they focus on you as a person not just on your illness. For me it s been a very positive experience, says Paulette. Maximise income Since 2011 we have started to look at how we can build up our income as a hospice and will be working on developing our fundraising income as part of our strategy. We are also clear that we need to maximise every penny received, whether from our contract income or via commercial ventures or donated income, and will therefore be reviewing how we can be more efficient across our services. We will also be developing alternative funding streams via a new business strategy that will include exploring commercial opportunities both in partnership and as a single organisation. Explore non-public sector funding sources While our time within the NHS has been very important to us and allowed us to benefit from public sector monies and contracts, since 2011 we have had to look at other sources of funding. Therefore, alongside our continued engagement and development of relationships with our public sector commissioners and NHS colleagues, we also intend to develop other sources of income by expanding our partnerships with other hospices and care providers to make sure we are offering seamless healthcare to people when they need it and to secure our financial position to ensure we are here for years to come. We also intend to develop commercial sources of revenue by looking at opening retail shops to increase our income and presence on the high street. Through our new fundraising strategy, we will encourage people to support us in more ways, whether through taking part in our events, joining our lottery or by regular giving, we will make sure our supporters are looked after every step of the way.

7 Delivering our goals We will develop our community engagement, creating more relationships with other organisations and ensuring that together we reach more local families. We will involve more local people through a new volunteer strategy which offers increased opportunities to be part of John Taylor Hospice. We will continue to expand our non-cancer provision, creating business cases for new non-cancer specialist nurses and developing new services including a tissue viability clinic. We will influence locally and nationally by being active partners in campaigns to extend hospice care. We will develop new staff roles to meet the ever-changing needs of the people we care for and demonstrate our appreciation of staff with annual awards recognising their achievements. We will extend our Hospice at Home service to ensure we can support more families when they need that care and will increase efficiency and improve patient care by introducing new technology. We will ensure fundraisers are informed of how they are helping us make a difference while ensuring our future sustainability by investigating new funding streams including the opening of shops.

8 How you can help us You can help us achieve our strategic plan by being part of John Taylor Hospice: Our website is packed full of stories and service information so please help us share it. Sign up for our newsletter you can do that on our website. Follow us on social media and help us share our stories. Let us know if you feel we can work in partnership. For more information on the strategic plan and our services contact and ask for our Head of Brand and Media Diane Parkes or 76 Grange Road, B24 0DF CONTACT US johntaylorhospice.org.uk Your donation helps make every moment matter. John Taylor Hospice is a community interest company (Registration No ) and a not for profit social enterprise. Part of John Taylor Hospice is the John Taylor Hospice Charity (Charity No ).