Making Every Moment Matter: Our Three-Year Strategic Plan 2020-2023 - John Taylor Hospice
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Making Every Moment Matter: Our Three-Year Strategic Plan 2020-2023
The way forward
When we published The Way Ahead –
Our Three-Year Strategic Plan in January
2017 we knew we were setting some very
ambitious goals.
In it we demonstrated how we were
aiming to consolidate our business to
ensure our future, extend our services
to more people, maximise income to pay
for those additional services and explore
different sources of funding.
I am delighted to say that now, as we
publish our strategy Making Every Moment
Matter for 2020-2023, we have made
headway in all of these areas.
John Taylor Hospice celebrates its 110th
anniversary in 2020 and we are building
on our impressive legacy but we are also
determined to provide more care when,
how and where it is needed into the
future.
Our staff and volunteers are working
together with colleagues across end of
life care, with other care providers and
with supporters to ensure we achieve our
mission and our vision.
Penny Venables
CEO
2Our mission - is to provide specialist end of life care for people living with a terminal illness and their families.
Our vision - is a compassionate and dignified death for all.
Our values - underpin all that we do:
Simplify
Care See the Be right
the
for all person first time
complex
What we have achieved
In our previous strategy we pledged to:
Develop our community engagement – we’ve visited schools, attended fetes, held open days at the hospice and launched an art competition
for children.
Involve more local people in volunteering – we’ve hugely increased the numbers of people volunteering for the hospice and created new
retail roles. We’ve also celebrated with Volunteers’ Weeks, Thank You parties and new volunteer awards.
Develop new services – we relaunched our day service as the Living Well Centre with a therapeutic programme, new social groups and
complementary therapies.
Influence locally and nationally – our senior managers form part of the Birmingham and Solihull End of Life Oversight Group helping to shape
care within Birmingham and Solihull.
Develop staff – we introduced Thrive at Work, a wellbeing programme for staff, and launched our Above and Beyond staff awards which
recognise teams and individuals from all areas across the charity.
Extend care in the community – Our Hospice at Home service now runs extended hours and our clinical nurse specialists have almost tripled
the number of patient contacts.
Investigate new sources of income – We’ve opened four shops and launched a new events programme with successful events and campaigns
including Sunset Walk and Big Brummie Bake.
3Responding to the needs of our local population
Over the next three years we want to ensure that our services are available for all those who need them and that our hospice is financially secure.
We want our patients, their families and carers to experience the highest possible standards of care and compassion from our services and for John
Taylor Hospice to be a leader of best practice in end of life care.
At the moment too many people are spending their last days in hospitals – our strategy aims to work with Birmingham and Solihull Clinical
Commissioning Group to ensure that people have the very best care at the end of their life whether it be in the comfort of their own home or in our
specialist Inpatient Unit here at the hospice.
The size of the population we serve is growing.
Birmingham’s population is projected to increase by 146,000
(13%) over the next 20 years.
Birmingham
54% of patients across The target set by the CCG is a reduction to
Birmingham and Solihull die 42% by 2020/21. Extending our reach in
in hospital. the community will help achieve this.
People aged 65-84 are projected to increase by 35%.
People aged 85+ are expected to increase by 75% by 2035.
In order to reach and support more people, John Taylor Hospice needs to work in partnership with other organisations including clinical
commissioning groups, hospital trusts, neighbouring hospices and other charities and third sector organisations. By working together we can ensure
the best care for people in Birmingham and the West Midlands as they approach the end of their lives.
The national healthcare environment will also see an increased emphasis on personalised care. John Taylor Hospice is at the forefront of providing
individual care through the work we have done piloting personal health budgets. By working with partners to expand this provision, we can ensure
more people can take control and make informed decisions around the care provided at the end of their lives.
4Our priorities for 2020-2023 Consolidate current business We will continue to improve the efficiency and effectiveness of all we do: Continue to develop and support our workforce. Our staff are central to the success of John Taylor Hospice and it is important we have the most efficient and effective teams who are fully supported by the charity. Expand our use of technology by evaluating systems already in place and looking for ways of introducing new digital technology to improve patient care. Continue to build our volunteer strategy and increase numbers of volunteers, identifying new roles and developing ways to train, develop and maximise the skills of our volunteer workforce. Undertake an estates review to investigate whether our current site is best meeting our needs and examine new ways of maximising the space. Expand brand awareness to increase knowledge of the hospice, its services and its need to fundraise. Consolidate our Board governance, continuing to attract expert and experienced trustees who can help the hospice to drive forward. Continue to work with commissioners and other partners to ensure the hospice can adapt to changes in healthcare provision. 5
Extend clinical
services
We will make clinical services available to
more people who need them:
Work in partnership with the aim of
extending our Hospice at Home service to
provide 24/7 access and round-the-clock
expert palliative care in the community.
Continue to build on our current partnerships
to make personal health budgets more
widely available for patients at end of life,
offering people more control and choice.
Improve care for people with dementia and
people living in care homes so they have
access to palliative and end of live expertise
and support.
Develop our wellbeing services for patients
and their families.
Provide ‘in-reach’ services for acute hospitals
to reduce the pressure on hospital beds and
provide specialist care for patients.
Develop nurse-led beds in our Inpatient Unit
to maximise provision and meet increased
demand.
Create specialist areas at the hospice to
meet individual needs – these include a
young persons’ room and a bariatric room.
Continue to expand our non-cancer provision
so we are supporting people with a range of
conditions including multiple sclerosis, motor
neurone disease and chronic obstructive
pulmonary disease.
6Maximise income
We will continue to focus on retail and
fundraising:
Develop our retail strategy, opening more
shops, including investigating the potential of
specialist stores and developing online retail.
Increase income from trusts and grants to
enable us to expand and improve services
and facilities.
Develop our events, ensuring a programme
of fun and exciting events which give
participants a great experience while
supporting John Taylor Hospice.
Increase our presence in the community and
build stronger links with schools, groups and
businesses while participating in community
events and raising the profile of the hospice.
Investigate the potential for deriving income
from extending our specialist services to
other organisations.
Develop partnership working with other
healthcare providers and charities with the
potential for joint bids to run services and
the possibility of reducing costs.
Build on our excellent relationship with
donors, ensuring a supporter journey in
which people who give to the hospice feel
valued and appreciated.
Increase individual giving through developing
the lottery and regular giving, major gift and
legacy fundraising.
7We can't do it without you
John Taylor Hospice is funded by NHS income and donations from fundraisers, corporate supporters, trusts and grants, and gifts in
wills. This support means we can be there for people when they need us most.
If you would like to help us achieve our goals and support us in delivering the best possible care for families across Birmingham and
the West Midlands you can:
Donate – every pound you give helps us to provide essential care for local families.
Volunteer – we’d love you to be part of our teams at the hospice, in our shops and at our fundraising events.
Shop – whether you’re donating or buying items, you’re supporting us with every visit.
Leave a gift in your will – and help us to be there for future generations.
Find out more about how you can join us in making every moment matter for patients and families by visiting us at
www.johntaylorhospice.org.uk
76 Grange Road, B24 0DF jthospice
0121 465 2000 @jthospice
johntaylorhospice.org.uk jthospice
enquiries@johntaylorhospice.org.uk John Taylor Hospice
John Taylor Hospice is a registered charity in England and Wales (No 1156964) and company limited by
guarantee (No 08991245). Registered office: 76 Grange Road, Erdington, Birmingham B24 0DF.You can also read
