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Transforming End of Life care in Surrey

Transforming End of Life care in Surrey. Our team today. David Perry Chairman Nigel Harding Chief Executive Dr Fiona Bailey Medical Director and Consultant in Palliative Medicine Pam Walmsley Deputy Director of Clinical Services. Agenda. Setting the scene Our care services

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Transforming End of Life care in Surrey

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  1. Transforming End of Life care in Surrey

  2. Our team today • David Perry Chairman • Nigel Harding Chief Executive • Dr Fiona Bailey Medical Director and Consultant in Palliative Medicine • Pam Walmsley Deputy Director of Clinical Services

  3. Agenda • Setting the scene • Our care services • The challenges we face • Planning for the future • Conclusion

  4. Setting the scene • Our services are working at full capacity, serving over 5,500 patients and their families every year • Our current structure and facilities will not allow us to meet the increase in demand we expect from an ageing population with complex end of life needs • The NHS challenge is keeping people out of hospital and beyond 2015 we have no certainty that we will have the ability to retain our site in Weybridge • We have conducted a strategic review which has led to plans we believe will transform Hospice provision

  5. Total numbers of patients

  6. Comparing usage to giving:

  7. Setting the scene • The review produced a challenging Strategic Plan for the Hospices. With two key recommendations: • to reshape the organisation, moving to a single in-patient unit • to grow capacity in day care and community care services • The loan from Woking Borough Council has enabled the Hospices to act quickly on these recommendations • One in-patient facility with two community hubs

  8. Our care services

  9. Our care services • Hospice support in the home • Community Clinical Nurse Specialists • In-patient care • Day care units – over 2,600 attendances • Counselling for adults, young people and families • Complementary therapists • Occupational therapy • Physiotherapy • Spiritual care

  10. The challenges we face

  11. Growing need for Hospice care • 39% increase in the number of patients admitted since 2011 • 20% increase in patients referred to our Community Teams since 2011 • 7% increase in attendances to Day Care • 20% increase in non-cancer referrals in the last two years

  12. Pressure on care services expected to increase • Annual mortality rate is set to rise by 2016 • People are living longer and more likely to have chronic disease • The number of people living with Cancer will increase • By 2021 over 1 million people will be living with dementia • Projected 135% increase in population aged >85 by 2033

  13. The need for our services has grown extensively and now we must plan for the future

  14. Options • Do nothing – would result in longer waiting lists and an increase in hospital admissions • Develop Woking Hospice site – cost approximately £4.5m – access to land denied, option not feasible • Search for a green-field site and build a new hospice approximate cost £12m – timescale 6 -10 years • Re-design an existing building – costs approximately £6.3m – timescale 3 years

  15. Strategic choice • Preferred option is to re-design an existing building to house a new hospice facility including a 20 bed in-patient unit • Appropriate building identified in Goldsworth Park, Woking • Loan of up to £6m to acquire and re-design building granted by Woking Borough Council to be repaid over 50 years • Loan unlocks Hospice plans and allows speedy implementation of Hospice strategy in all key care services areas

  16. Transforming end of life care • In-patient beds • Community services • Day care services • Enhanced service efficiencies

  17. In-patient beds • We need to keep 20 beds open • 20 beds on one site will improve delivery of service: • Ensure consistency • Enable prioritising patients with greatest need • Serve patients with complex needs better • Improve delivery of patient care • Ensure high quality care • Cost savings – reinvesting in services

  18. Community services • We will be able to support an increasing number of people in their communities and in their homes • Continue to develop a responsive service that meet the needs of the community to enable them to stay at home • Improved facilities from which the teams delivering this service can be housed • Improved capacity to deliver education

  19. Enhanced service efficiency • Repatriate our Counselling services • Space for equipment storage • Inadequate parking facilities for our visitors which has caused distress to patients and their families at times • Administration and Fundraising departments back under one roof with the rest of the services

  20. Conclusion • We will implement our plans and will provide regular progress updates • We will continue to work to improve our services • The re-location of beds from both Hospices will not happen until 2016 • Through our care provision we are aware of the close bonds between people and communities to both in-patient facilities • We will work hard to ensure the transition is managed as sensitively as possible

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