5 Year Strategic Plan 2021-2026 - Isabel Hospice
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5 Year Strategic Plan 2021-2026
You really have
no idea how
amazing
everyone
is at Isabel
Hospice.
“Outstanding palliative
care for all”
With death,
we only get one
chance to get it
right. We work
hard as a team
of nurses to make
that as good an
experience as
we can.
Being able to
care for someone
right through to
the end is a
privilege.
5 Year Strategic Plan 2021-2026
You are there
when others
are not. I don’t
know what I
would have
done without
you.
Thank you for all
Contents
the wonderful
care you gave to 1-2 Who we are
my husband in
his last few days. 3-4 Our journey
5-6 What we do
7-8 Our strategy - an overview
9-10 Empower
11-12 Enable
13-14 Engage
15-16 Our vision
5 Year Strategic Plan 2021-2026
Who we are
Isabel Hospice has been providing free
palliative care to its patients and their families
since 1982.
Through our Hospice at Home, In-Patient Unit,
Community Team, Living Well with Isabel
programme and our Family and Bereavement
support service, we provide care to people in
eastern Hertfordshire who are affected by life-
limiting illnesses.
Our clinical teams work closely with other healthcare
providers in the area, including care homes, hospitals
and GP surgeries, improving access to our services and
sharing their knowledge and expertise.
We have expanded our services to support more people
with a non-cancer diagnosis, now on average 41% of our
patients. Our Living Well programme has also allowed
us to reach people much earlier in their diagnosis,
supporting them to manage the challenges of living with
serious illness and long term conditions through a range
of interventions and holistic therapies.
Covid-19 has presented a number of critical challenges
and we have had to adapt quickly, making substantial
changes to the way we deliver our care. It is now more
important than ever that we plan for the future to ensure
Isabel stays resilient and relevant.
This five-year strategy will help us to remain flexible and
to harness our new ways of working to deliver better
results, reduce our costs, diversify our income
streams and collaborate more successfully.
Helen Glenister
Chief Executive Officer
5 Year Strategic Plan 2021-2026
1.
Looking back, I just don’t
know how we would have
coped without Isabel Hospice.
5 Year Strategic Plan 2021-2026
2.
Our journey 1989
Launch of
1986 £800,000 appeal
to build an
1984 Isabel Wing, Hall
Grove opens.
In-Patient Unit in
grounds of QEII,
1967 Two specialist
nurses appointed
to cover Welwyn
Building provided
by Welwyn
Hatfield Council.
Welwyn Garden
City. Building work
begins. First sod
Dame Cicely
Saunders OM and Hatfield. cut by Patron
DBE FRCP FRCS Becomes the hub Kim Wilde.
Public meetings
(1918-2005) opens of the service.
begin to be held all
St Christopher’s First Hospice shop
over the catchment
Hospice in opens in Cheshunt
area to recruit local
Sydenham, the by Patron Marty
volunteers and
beginning of the Wilde.
fundraisers.
modern hospice
movement, providing
a holistic approach to
palliative care.
1988
Isabel Last,
our founder,
1982 1985
Change of name
dies.
1990
to Hospice Care On 1 October,
On 21 April,
Service for East HRH The
Isabel Last, resident
Hertfordshire. Duchess of Kent
of Welwyn Garden
opens 10-bed
City, former nurse Dr David Knight
1987
IPU.
and living with and wife Patricia
cancer, convenes the offer respite care Development of
first meeting of the at their converted On 14 May, HRH The the Bereavement
Welwyn and Hatfield home “Pinewood”, Duchess of Kent Service.
Hospice Service. in Hoddesdon. opens Isabel Wing.
Prayer groups Seven specialist
established. nurses in post to
cover the Hospice
catchment area, i.e.
the East Herts Health
Authority.
5 Year Strategic Plan 2021-2026
3.
2001 2016
Extended and
refurbished IPU
opens, with
2007 Launch of Living Well
with Isabel
Day service sessions in
25th Anniversary
16 beds. Welwyn Garden City,
13 Hospice shops Bishop’s Stortford and
New courtyard run by the Trading Stanstead Abbotts aim
1993
garden designed Company. to increase mobility,
and opened by
Physiotherapy and strength and life
Patron Kim Wilde.
First palliative lymphoedema care expectation of patients.
care contract increases.
1996
Old QEII Hospital
with East and Welwyn Garden City is
North Herts demolished. In-Patient
Health Authority. Children’s Services moved to care
support group home in Hatfield until
Garden at Isabel launched
Wing, Hall Grove work is completed.
(CATS) and
designed and family support
established by extended.
volunteers and
sponsors. Lights of Love
ceremonies
21st volunteer
2020
commence.
course held.
Isabel Hospice
2009 responds to
the Covid-19 crisis.
Offers six beds in IPU
Isabel Hospice
receives The for use by the NHS.
Queen’s Award for Specialist nurses work
1995 Voluntary Service. remotely.
Change of name
and logo of charity
2012 All fundraising events
postponed or cancelled.
Virtual fundraising
to Isabel Hospice. 30th Anniversary
events organised.
Day hospice
Appointment services become Lights of Love and
of first General more targeted to Garden of Memories
Manager. patients’ needs “Forget-Me-Not”
at the various services are held
Hospice launches virtually to support
satellites.
lottery. families.
1,000 volunteers
supporting all parts Hospice launches
1998 of the service. Fighting Fund, raising
£160,000.
1994 Hospice
at Home
launched.
Appointment of
part-time chaplain.
First Sunflower
Appeal and
Sunflower Ball.
2022
40th Anniversary of
Isabel Hospice.
4.
What we do
Our vision is of a world where
communities talk openly about death and dying, everyone
lives life to the full and dies with dignity in the place of their
choice, knowing their loved ones are supported.
We support patients and their families who are living with life-limiting
illnesses and conditions including cancer, heart failure or respiratory illness,
and neurological conditions such as motor neurone disease. We help people
to live pain- and symptom-free so they can make the most of the time they
have left.
Isabel Hospice are there
when others aren’t. I don’t
know what I would have
done without you.
5 Year Strategic Plan 2021-2026
5.
Living Well with Isabel
supports patients to deal with the physical
and psychological effects of their condition
and to improve their daily quality of life. Our
Compassionate Neighbours scheme provides
assistance to those struggling with isolation.
Our community team
manage our helpline and provide consultations
and specialist palliative care knowledge and
support to patients at home living with a life-
limiting diagnosis.
The In-Patient Unit
provides 24-hour medical and nursing care to
patients when they have distressing or complex
symptoms which cannot be managed at home.
Our Hospice at Home team
work alongside local GPs and District Nursing
teams to offer specialist palliative nursing care
in a patient’s own place of residence, often
avoiding the need for admission to hospital.
The Family Support service
offers practical counselling, emotional, and
social support to patients, carers, family and
friends, which continues throughout the illness
into bereavement.
5 Year Strategic Plan 2021-2026
6.
Our strategy -
an overview
What Isabel will look like in the next stage of our strategy...
mpower nable
Numbers
of active
volunteers
increased to
75%
Patient
satisfaction
remaining
above 95%ngage
Deliver
outstanding
services
A blend of
face-to-face
and virtual
consultations
Increase
our income
Reduce our
costs
5 Year Strategic Plan 2021-2026mpower
a dynamic, agile organisation
that is financially sustainable
and resilient
5 Year Strategic Plan 2021-2026
9.mpower
The challenge
We cannot generate sufficient income to cover the costs of the ever-
increasing need for our services, by doing what has worked in the past. Isabel
Hospice ‘as is’ cannot sustain the anticipated growth. Our workforce needs to
be empowered and driven to enact change.
What we will do
• Develop a skilled, focused, high-performing and committed workforce of
staff and volunteers
• Leverage high-quality data to drive informed decisions
• Consider charging for non-core services
• Be efficient with costs and expenditure
• Improve legacy income predictions, e.g. investigate ‘Legacy Insights’
• Increase our income
• Reduce operating costs
• Review governance structure to ensure it supports an agile business
• Develop succession plans for employees
Measures of success
By 2026 we will have:
• Diversified into other income streams
• Increased active volunteers to 75% in a month
• Better understood our volunteer requirements and diversified our base to
support those needs
• Met our targets for employee satisfaction (sickness, retention,
empowerment)
• Ensured that expenditure is no more than 80% of income
• Free reserves equivalent to at least six months of expenditure
• Increased fundraising income (excl. legacies) to £3M a year.
• Trading company contribution in excess of £1M a year.
• Increased the amount of donor pence in the pound that goes towards
patient care
5 Year Strategic Plan 2021-2026
10.nable
an outstanding organisation that
delivers care in any setting and is
seen as a leader in our field
5 Year Strategic Plan 2021-2026
11.nable
The challenge
Our organisation needs to be outstanding in everything we do. Specialist
palliative care will remain core. We also need to leverage new technology to
reach people in new ways and improve our business at every level.
What we will do
• Build on new ways of engaging with our partners and primary care borne
out of Covid, e.g. webinars/virtual sessions
• Efficiently continue virtual community care where applicable
• Find new, innovative ways to deliver income
• Become an employer of choice
• Find new ways to understand and measure patient satisfaction
• Assess accreditation options, e.g. CHKS
Measures of success
By 2026 we will have:
• Delivered outstanding services
• Identified four key success areas from the staff survey and improved those
vs 2021 results
• Patient satisfaction remaining above 95%
• A blend of face-to-face and virtual consultations
• Delivered outstanding donor and retail experiences
5 Year Strategic Plan 2021-2026
12.ngage
with our stakeholders
and one another
5 Year Strategic Plan 2021-2026
13.ngage
The challenge
We need to find ways to collaborate successfully externally (e.g. other
hospices, the NHS, universities) and to ensure better internal collaboration to
support this.
What we will do
• Work with the NHS to deliver valued services that they are willing to fund
• Collaborate with external partners as widely as possible, e.g. the University
of Hertfordshire
• Benefit from economies of scale through greater collaboration and
partnership with other hospices
• Investigate outsourcing
• Engage in new ways of working
• Build partnerships with local organisations to enable a strong community
presence and drive awareness
• Improve our internal communications
Measures of success
By 2026 we will have:
• Increased perceived level of NHS funding due to offering valued services
• Built a partnership with the University of Hertfordshire and other
businesses
• Partnered with another organisation to reduce operating costs and improve
patient services
• Increased employee survey results
5 Year Strategic Plan 2021-2026
14.Our vision
Outstandin
care f
5 Year Strategic Plan 2021-2026
15.ng palliative
for all
5 Year Strategic Plan 2021-2026
16.@IsabelHospice @IsabelHospice
website: www.isabelhospice.org.uk
tel: 01707 382500
email: enquiries@isabelhospice.org.uk
61 Bridge Road East, Welwyn Garden City, Hertfordshire, AL7 1JR
Registered Charity Number: 1046826
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