www.hospiceintheweald.org.uk

ForewordWe published our 3-year Strategy in 2017 and committed to create annual Operational Business plans for each of the years, this one is for 2019/20.

We always provide an easy to read ‘overview’ of each Operational Business Plan to help everyone interested in our work understand what we aim to do on that year. We are always committed to delivering fully on what we set out to do and/or explaining why we have not done as we said we would.

Last year was a frustrating year. We did expect the Cottage Hospice to be close to opening in late Spring 2019 but, sadly, it has been delayed. The delay has been growing since the start of the building work in April 2018, and so we accepted at the end of 2018 that we won’t be able to open until Autumn 2019. The build is complex and Cottage Hospice is unique. It has taken time to make sure it’s as cost effective, energy efficient, and future proofed as possible. We did have an option to ask the builder to speed up and get things finished more quickly, but this would have come at an extra cost. Because, as an organisation, we focus on value for money we decided not to do this. We will take the extra time to make sure we get everything right for this new, fifth service, to open successfully. It will open to patients in the Autumn of 2019.

However, the delay did have an impact on other objectives we set out in last year’s Operational Business Plan. You will see some of that impact in the highlights and lowlights.

We also had some significant staff turnover in 2018/19 which also made for a difficult year for the workforce (staff and volunteers). As always, they rose to each and every challenge and nothing detracted from the excellent Hospice Palliative Care delivered to patients, families and carers.

The outstanding care that we are renowned for did not suffer or change, despite it being a frustrating year. Day after day and night after night the workforce delivered exceptional care. The community we serve continued to support our work with their donations and we are able to plan confidently for the future.

In addition to our everyday work in 2019/20 we will focus on the ongoing development and opening of Cottage Hospice. This fifth Service, alongside, Hospice Day Service, Hospice in the Home, In-Patient Ward and Counselling and Support Service, will enable us to meet more and more unmet need.

Simon Lee Chairman, March 2019

Rob Woolley CEO, March 2019

An overview of our Operational Business Plan 2019-2020

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This is the third and final Operational Business Plan (2019/20) that fits under our 3-year 2017-2020 Strategy. We have followed the same format as in the last two Operational Business Plans to help people in understanding them all.

Looking back at what worked well and what did not. At the highlights of what we delivered from last year’s Operational Business Plan and the lowlights of what we did not do and may need to carry forward to next year. All we plan to do is in keeping with what we set out as the ‘main thrust’ in the 3-year Strategy.

The overall theme for last year’s Operation Business Plan was both consolidation and implementation. This year 2019/20 will be on implementation but also on a ‘root and branch’ review of our Strategy. This will include looking afresh at our Mission, Core Values, Strategic Aims and organisational culture. Looking at everything that makes us who we are and sets out what we do and how we do it. It is almost 10 years since we undertook such a review and with 2020 being our fortieth anniversary year, it seems like the right time.

Introduction & Executive Summary

This is a Business Plan to deliver: • Increase the number of new referrals

by 6% on the 2018/19 number of 1698. So, we will have 1799 new patients in 2019/20 (page 8)

• To open Cottage Hospice and deliver the Service by having 60% to 90% occupancy from opening to the year end (page 9)

• Empowerment for patients, families and carers to achieve their goals and engage with the service. All the HDS workforce understand empowerment and what this means in reality for HDS (page 9)

• Grow net profit to Hospice by focusing on shop standards to make the most of all shop selling space, i.e. ‘sweat the space’ (page 11)

• To support all managers to achieve a reduction in the current high level of staff turnover through the implementation of a Retention Plan so that staff are encouraged to stay with Hospice in the Weald (page 15)

Enabled by:• Our review of Value for Money (VfM)

should we have work to do on our procurement systems. Develop a Project Plan to ensure VfM buying and contracts. Have it agreed by HLT (page 6)

• Staff Development, coupled with a change in behaviours around orientation, medicines and clinical supervision (page 8)

• Implement an internal audit function to audit all non-clinical processes to ensure they are effective, efficient and compliant with policies and procedures (page 13)

@hospiceweald /hospiceintheweald Registered Charity No: 280276 A Company limited by guarantee in England No. 1499846

Hospice in the WealdMaidstone Road, Pembury, Tunbridge Wells, Kent TN2 4TA

For a full copy of our Operational Business Plan 2018-2019 please visit our website. For any queries regarding the Operational Business Plan please contact Rob Woolley, Chief Executive on 01892 820518 or at rob.woolley@hospiceintheweald.org.uk

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• Achievement of successful bid to be listed on the Register of Apprenticeship Training Providers (RoATP) resulting in increase in generation of income through WE:Train (page 17)

Supported by:• Having EMIS mobile part of the work

of an EMIS Improvement Group (page 6)

• Evolving and improving channels of communication to grow fundraising income by 6%. Developing meaningful relationships with new and existing supporters through the effective use of supporter data and patient, family and carer stories (page 11)

• Upgrade HospiceWeb from SharePoint to SharePoint2 to enable access to the enhanced capabilities of Sharepoint2 and embed Logon Anywhere across all Services/Departments (page 13)

• Embed Value for money into all projects, reactive and preventative maintenance jobs (page 14)

• To ensure we have a robust Electronic Care Records (ECR) system from which we can call off reliable data at any time and have complete confidence in the data produced by ensuring all those who use the EMIS system are doing so competently (page 16)

While reviewing:• The manner in which we communicate

with patients, families, carers and family caregivers, looking to take a more patient-focused approach (page 7)

• Exploring the unmet need of patients, family and carers and an offer outside the current 9-5 Monday to Friday approach (page 10)

• Review all processes and tasks carried out by the Hospitality Department against the principles of Continuous Improvement and, in addition to ensuring value for money (VFM), operational efficiency and sustainability, ensure all patients, families, carers, and visitors to the Hospice have the best possible experience (page 15)

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