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Annual Report and Accounts 2012/2013
www.lewis-manning.co.uk
www.lewis-manning.co.uk
Lewis-Manning Hospice Autumn 2013
Our Vision
• Widening access to supportive and palliative care services based on need not diagnosis, so that if Lewis-Manning can meet the needs of a patient with a diagnosis other than cancer it will do so
• Ensuring equality of access to services for all who need them. No matter who you are or where you come from
• Treating every person and every day as special. Ensuring that each individual person knows they matter
• Ensuring appropriate information and support is available and accessible to the Lewis-Manning Community, so as to enable a patient and carers to take control of their lives, make informed choices and manage the impact of their diagnosis and treatment
• Providing high quality clinical and social support utilising the best of evidence based practice. By maintaining its independence Lewis-Manning is able to choose to provide the best quality, and most appropriate range of supportive therapies
• Raising awareness of what living with a life-limiting illness means, through education and provision of information to the patient, their carers and the community as a whole
• Minimising anxiety and fear by accepting death as part of life and thereby enabling patients and their families to live in the moment and plan for their death
• Providing a range of services which enable individuals to live their lives to the full. Helping to control pain, help manage symptoms and adapt to change
• Developing, in partnership with others, high quality, holistic services in response to individual needs and aspirations, so that patients choose their own goals and Lewis-Manning works with others within the community to deliver them
“Time to Care”
Our Mission and PurposeTo promote the needs of those living with a life-limiting diagnosis by ensuring that there is equality of access and provision by:
Board:
Paul CromptonChairman
Tony Roberts MBE
Life President
Rachel Lapworth
Geoffrey Richardson
Steve Harris
Jane LLoyd
1 www.lewis-manning.co.uk
Patrons:
Fiona Castle OBE Patron of Breathlessness Clinic
Maxwell Caulfield
Mark Gatiss
Juliet Mills
Professor Karol Sikora MA; MB; PhD; FRCR; FRCP; FFPM
Honorary Consultants:
Mr A I Skene MS FRCS
Consultant Breast Surgeon, The Royal Bournemouth and Christchurch Hospitals NHS Foundation Trust
Dr C Hillier MBBS MD MRCP
Consultant Neurologist, Poole Hospital NHS Foundation Trust
Board:
Paul CromptonChairman
Tony Roberts MBE
Life PresidentThe period 2012-13 presented Lewis-Manning with
the greatest challenges it has faced since its start up
over 20 years ago. The completion and occupancy
of our new building, putting in place long term loan
arrangements and stabilising our balance sheet,
achieving necessary and sustained improvements to our
income streams and the rebuilding of a board, affected
by considerable change a year ago, have all strained us
to the limits.
Not only have all those challenges been overcome but
in that time we have also strengthened our executive
team, developed partnerships for the delivery of future
services and implemented new robust governance and
management processes.
It is testament to the quality and dedication of each and
every person involved in Lewis-Manning that so much
progress has been made and patient care maintained
throughout. Today Lewis-Manning is in good health
and is looking forward with great optimism. It does
so because of the diligence of staff, volunteers and
partners in delivering the best patient care and the
putting of patients as our first priority. I am humbled by
their contributions and my thanks go to all of them.
We are fortunate to have the continuing support of our
principal loan funders, The Charity Bank and The Talbot
Village Trust, who share our vision, as well as significant
donations from a number of foundations and trusts.
In the last year I have welcomed three new board
members. Geoffrey Richardson, a former Chairman
Annual Report 2012-2013, Chairman’s ReportLewis-Manning is today occupying, and extensively utilising, its wonderful purpose-built facility at Crichel Mount Road. Within the next few months we will welcome our first patients into the bedded unit. What a marvellous achievement by everyone associated with the Trust.
of the Trust, has returned for another term of office.
Steve Harris, a BBC presenter with Radio Solent, brings
marketing, PR and broadcast experience and will help
develop our brand and communications strategies.
Reverend Canon Jane LLoyd has a long association
with the Trust, is an experienced chaplain, and will be
invaluable to the board as we develop those services.
I would like to record my thanks to my fellow board
members and our Chief Executive, Elizabeth Purcell, for
their support to me in my first year as Trust Chairman.
Paul Crompton, Chairman
Rachel Lapworth
Geoffrey Richardson
Steve Harris
Jane LLoyd
www.lewis-manning.co.uk
One thing that I can say about 2012-2013 is that we all
learnt a great deal from our challenges and the need to
be resilient in difficult times.
We also learnt that help and support comes in many
different ways, some of which are totally unexpected.
Although we had a particularly difficult time in the
autumn of 2012 into the spring of 2013, we came
through this and not only consolidated our position but
were thrilled and relieved to receive real support from
individuals and grant making trusts. The pressure on our
finances, during that period, were well known locally via
the local media. Less well known was the kindness of
supporters and the commitment and focus of the team.
As we moved from Lewis-Manning’s 20th year into our
anniversary celebrations we also moved into our new
building, and the team took ownership of this fabulous
building in May 2012.
A matter of two weeks later we welcomed the patients
back and the building started to feel more our own.
Lewis-Manning had invested heavily into the building,
both financially and through the team’s sheer hard work,
and I am constantly reminded of the commitment of
each and every member of staff to the care of patients
especially during this period of change
and development.
Finally, the late Mrs Lewis-Manning’s dream became
reality, that on the site of her old home, we had built
a bedded unit; a real and lasting achievement for
everyone involved.
We also started recruiting during the year under review
to start preparing for the opening of the bedrooms, and
were joined by Dr Simon Pennell, who for many years
had been a GP in Southbourne and a GP with Special
Interest in Palliative Care. Quite quickly we were also
Annual Report 2012-2013, CEO’s Report
joined by the Director of Nursing, Sue Higgins, who
had previously been at the Royal Bournemouth and
Christchurch Hospitals NHS Foundation Trust.
Both these roles are new to Lewis-Manning Hospice in
preparation for opening the 15 bedrooms on the ground
floor. Simon continues to be one of the doctors involved
in the community palliative care team in Bournemouth,
as well as having a Macmillan support role, and this link
is tremendously beneficial.
Elizabeth Purcell, Chief Executive
3 www.lewis-manning.co.uk
The final build cost was £2.8 million and not only were
our reserves used we also needed a large loan from
The Charity Bank to help us start and latterly complete
the build.
We did have a year of real pressure on our cash flow
but with a great deal of work and cost cutting across
the whole organisation, we not only survived but
managed to identify new and developing funding
streams. Cost cutting included, an across the
organisation reduction in some staff hours. We are
working hard, as a priority, to replace those lost hours.
No member of the team has had either an inflation uplift
or a pay increase for two years.
Grant applications were particularly successful during
the year under review. The retail operations increased
their profits and were therefore able to increase their
funding to the hospice.
We had particular support from The Talbot Village Trust,
Foster Wood Foundation, Douglas and Elizabeth Hawtin
Foundation, EBM Charitable Trust, Roger Counter
Foundation , The Valentine Trust, Greendale and
The Cooper Dean Trust.
Events fundraising continues to be a particular
challenge. Anecdotally we understand that selling
tickets for events is more uneven than in previous years.
However, we do know that if an event is unusual and
exciting we still get a lot of support. We just have to
keep thinking of new ideas to attract interest.
A decision was made during the year under review to
develop a new fundraising strategy, so that as we open
bedrooms and our costs increase, we will have the
right structure in place. As I write this report we have
a very good team in place with a new role of Director
of Development (who also has the responsibility for
identifying and developing our legacy strategy within
her remit) - more within the section on Fundraising within
this report.
NHS contract:
At the end of the year under review the new Health and
Social Care Act 2012 led to the PCT ceasing in April
2013 and the Dorset Clinical Commissioning Group
took over.
The Dorset Cancer Network also was disbanded (I was
a core member of the Network Board). As I write this
report we have signed off the new NHS contract. Help
the Hospices has confirmed nationally that this contract
has attempted to impose on hospices a “one size fits all”
approach that is inappropriate for smaller providers.
There will be extra cost to Lewis-Manning to provide
increased data and outcome measurements.
Volunteers:
We are really lucky at Lewis-Manning to have a team
of extraordinary local people who help and support the
team and the patients. Some of the volunteers have
been with us since we opened and we regularly hold
“long service” events for them as our way of saying
thank you. For a few volunteers, the drivers (who drive
patients in and out for their day hospice visits, and for
Lymphoedema and Breathlessness appointments) there
is small amount paid for expenses but in reality there is
a financial cost to them. We even have drivers who gift
back their expenses claim which is really immensely kind
and hugely appreciated by the hospice.
www.lewis-manning.co.uk
concentrate efforts in certain key areas and the words
they used to describe the care at Lewis-Manning were
hugely moving and important to our future.
As we grow and develop there will be new and
interesting opportunities for local people to help us.
From working alongside the clinical team and perhaps
reading to patients or walking in the grounds with them,
to gardening, and working in our shops.
This is another opportunity for me to say thank you to
each and everyone of them, and to the board who are
all volunteers too.
The Team:
The team has, wherever they work in the organisation,
been committed and focused. They have faced
challenges and overcome them because they put the
patients first – always.
I have been particularly interested in how the culture of
Lewis-Manning now needs careful identification so we
can share our values with all new team members.
The voluntary sector, and Lewis-Manning, have a
particular ethos that differs from other organisations.
Although run in a business-like manner the hospice
is not a business. We are not profit driven we are
care driven.
Grateful thanks to them for dealing with all the changes
and moves into relocation premises and then the move
back into the new building. Sometimes it has been a bit
of a palaver but I could count on everyone doing their
best – a very strong team. And that leads me to a piece
of work that, although outside the year under review, is
very relevant to where we are now.
On May 2nd 2013 we held an all team day at the
hospice. Nearly every single member of the staff group
attended, except for a couple who were on annual
leave. This day was skillfully facilitated by William
Roberts and he led us through a day considering
our achievements in the year 2012 to 2013 and also
the challenges and difficulties. We then as a group
considered the very exciting future for Lewis-Manning
and how we could all take responsibility for framing
it. Each team member present took part fully, their
engagement and contribution has allowed us to Lewis-Manning staff at this year’s away day
Uplifting
Ener
gisi
ng
Special
Enlightening
Informative
Fun
Inspirational
Exciting
Proud
Insp
iring
Energising
Lov
ing
Cathartic
Fun
Empowering
Encouraging
Rewarding
Perfect
Inspiring
Sociable
Enlightening Ins
pirin
g Togetherness
Achieving
Heard
United
Encouraged
Inc
lus
ive
Enl
ight
enin
g
Positive
Positive
Challenging
Re
flec
tive
Ce
leb
rate
d
Group
Encounter
Magical
Encouraging
Family
Constructive
Proud
Hope
Support
Thought- provoking
Significant
Unity
Teamw
ork
Teamwork
Team
Future
Hope
Hop
eful
Enjoyable
Togetherness
Good
Info
rmat
ive
Encouraging
Enthusiasm
5 www.lewis-manning.co.uk
And although last in my report – this section is about
patients and carers – the only reason we are all here.
Patients, their carers, and families:
We aim to provide the highest standards of care for
people which includes clinical expertise.
At Lewis-Manning we try to do something slightly
different from a standard hospice; we offer care from
diagnosis to end of life which will be extended when we
open the bedrooms. We support people to live well with
their diagnosis of a life-limiting diagnosis and we know
that the most important element is to treat people with
respect for their needs, with honour for who they are and
we also ensure that the team has “time to care”.
I have been in contact with Robert Francis QC
(The Francis Report into Mid Staffordshire NHS) who
commended the hospice movement to me.
“I have always had the most profound respect for the
hospice movement and indeed made it my business to
use good practice as a model from which to develop
some of my observations and recommendations”.
Robert Francis QC July 2013.
We cannot for one minute be complacent about this.
It is a constant process of education and training and
support and supervision for the team so that they are
supported to provide this most important work.
Patient involvement:
It is essential that Lewis-Manning Hospice builds on our
conversations with patients and carers concerning
their care.
The new building was triggered by a discussion between
me and a younger patient who had motor neurone
disease. Michael (not his real name) had unmet needs
some 10 years ago. He lived alone in a small flat in
Poole and his elderly patents gave up their home to
come down and care for him. He asked me if there
was any way he could stay for a week or so at
Lewis-Manning Hospice so that his parents, and he,
could have a break.
This one conversation led the way to me considering
how Lewis-Manning might be able to meet this need.
Lewis-Manning has a bi-annual patient survey, a box for
comments and a book for comments in the reception
area, and within the relationship with the clinical team
there is a place made to consider patient comments
and suggestions.
There were no complaints in the year under review.
Lewis-Manning Hospice has received one formal
complaint in 21 years which concerned a discussion
between a volunteer and a patient. There is
understanding from the whole team that this position will
not continue as we double our work, the number of staff
and the number of patients. Policies and procedures are
in place to deal with both complaints and suggestions.
There were 27 formal compliments in the year
under review.
Total attendees in 2012/2013 were 3650 across all
clinics from more than 600 patients.
Education and training:
Lewis-Manning is a resource for third year nursing
students. We facilitated and organised an annual End
of Life Conference in the year under review 2012 the
conference “Integrating Death into Dying” had as guest
speakers (amongst others), Dr Ros Pugh consultant
in palliative medicine at The Royal Bournemouth and
Christchurch Hospitals NHS Foundation Trust, Dr Paul
Barker, GP, with Special Interest in Palliative Care, and
David Praill, CEO, Help the Hospices. Lewis-Manning
takes the continuing professional development (CPD) of
its staff very seriously.
We have an opportunity as Lewis-Manning Hospice to
do something exceptional - offer care from diagnosis
into survivorship or end of life.
Elizabeth Purcell MSc
Autumn 2013
www.lewis-manning.co.uk
”
Day Hospice:Day Hospice provides palliative nursing care to patients throughout the year and offers support to their
carers and families. We are contracted to provide 3,000 attendances per annum.
Annual Report 2012-2013, Director of Nursing’s Report
Achievements:
• Review of the referral criteria to give more patients access to our services
• Adoption of an outcome-focused approach when delivering care
• A combined nursing and physiotherapist assessment has been established
• Widening services for patients to include bathing, hairdressing and nail care
• All documentation and tools currently in use have been reviewed
• Developing partnerships with all speciality therapists and reviewing the patient Day Hospice programme
• Patients are now admitted for a twelve session programme and reviewed at nine weeks to determine the future level of support required
• The holistic needs assessment ‘wheel of life’ tool is now available to all patients
• Improved interaction with healthcare professionals enabling a seamless provision of services
• Introduction of carers’ support group who meet on a weekly basis
• Introduction of “singing session” for patients led by a professional musician
• Continuation of creative arts activities available for all patients
• Developing Complementary Therapy Services for patients and carers
Future Plans:
• Evaluating the Complementary Therapy Services to further enhance this service
• Working with key stakeholders to promote the services offered within Day Hospice
• Learning from patient feedback to develop Day Hospice Services to reflect patient needs
Progress Towards The In-Patient Unit:
• Establishing links with the local health community for referrals and joint working in a number of areas
• Recruitment and selection process has commenced for clinical and non-clinical staff
• Ongoing work around furniture, fittings and equipment required for the In-Patient Unit
Sue Higgins M. Ed; RN
Director of Nursing
7 www.lewis-manning.co.uk
Physiotherapy:Physiotherapy plays a vital role in the Lewis-Manning rehabilitation programme allowing for patient-centred
multidisciplinary treatment for rehabilitation needs of all patients who use our services.
Achievements:
• Recruitment of a new member of staff into the post of senior physiotherapist to continue existing services and develop new services
• Individual patient assessments to identify patient concerns and create treatment plans to allow them to adapt to change and manage their condition
• Continuation of an outpatient musculoskeletal service, mainly but not exclusively, for patients with breast cancer and head and neck cancer. Patients can access this quickly and currently there is no waiting list. This service is being reviewed to build on patient criteria and increase referral rates
• Continue to work closely with other clinics available at Lewis-Manning (Day Hospice, Lymphoedema and Breathlessness) to provide seamless, flexible care
• Identified equipment needs and provided staff training so that Day Hospice can now extend their services to patients who require hoisting to fulfil their needs
• Assisted in the development of a Parkinson’s Disease group within Day Hospice providing individual and group physiotherapy services for these patients
• The creative arts group now runs regularly every week with a good group membership
• Services at Lewis-Manning are being reviewed and developed to look at how rehabilitation groups/ courses could be run here – a pilot with Head and Neck patients (New View) is in the planning stages and the aim is to roll this out by the end of the year
• Support and advice being provided into the development of the In-Patient Unit and it is planned that physiotherapy will be a big presence on the unit when it does open
• Discussions with the community nurse specialists to maintain links between the two services and ensure patients are receiving a seamless service
• Monitoring of the new Wessex Strategic Network group as it is established (replacing the Dorset Cancer Network) and representation will be provided on appropriate groups as they are set up e.g. rehabilitation group
• Work with the fundraising team to look at getting more equipment for the gym in order to provide a wider range of activities for patients who use it
Future Plans:
• Working towards a well equipped gym to benefit patients
• Building on the current programme to further enhance rehabilitation for patients
• Involvement in the development of In-Patient services
Bethan Roberts BSc Physio (Hons)
Senior Physiotherapist
Judy Fontes BSc Physio (Hons)
Senior Physiotherapist
www.lewis-manning.co.uk
Lymphoedema Specialist Service:The service is run on an outpatient basis for people who have developed lymphoedema as a result of cancer or from
the treatment of cancer. Over the past year referrals to the service have continued to increase.
The clinic offers a lymphoedema service through the Dorset Clinical Commissioning Group for the Royal
Bournemouth NHS Foundation Trust Hospital and the geographical area that it covers.
Achievements:
• The specialist nurses have been trained in the 3M Coban 2 compression system. This is a new method of bandaging to be used within the intensive phase of lymphoedema management. Research evidence shows optimum benefit to be gained from twice weekly change of bandage rather than the daily renewal of the traditional multi-layer lymphatic bandaging (MLLB). It is less bulky so normal clothing and footwear can be worn, therefore significantly improving the experience and impact for the patient. For a course of MLLB the patient would be medically signed off work for the period of treatment. This is not required with the Coban system so offering a social-economic benefit for the individual
• The Senior Lymphoedema Nurse Specialist has been a member of the Dorset Cancer Network Rehabilitation Group. Through this working evidence of the benefits gained by successful treatment of lymphoedema has been highlighted to commissioners along with gaps in service provision
• All the Lymphoedema Nurse Specialists continue to be part of the Dorset Lymphoedema Steering Group whose remit is to raise the awareness of all types of lymphoedema. This is being achieved by an annual education day which continues to be well attended despite cutbacks by Trusts on releasing staff for study leave. The group remains active in highlighting to referrers and the Commissioning Care Group the inequality of service provision for patients with non-cancer related lymphoedema within Dorset
Future Aims:
• To ensure the service continues to be researched based
• Linking with the latest incidence and prevalence statistics for lymphoedema the Lewis-Manning
Hospice team plan to work with health care professionals ensuring early recognition of lymphoedema and subsequent need for referral for assessment, support and advice to assist the individual in their rehabilitation following diagnosis
• To ensure workforce planning is in place to secure the service for the future
• For the team to continue to ensure their clinical practice is allowing the best treatment options for the patients through development of new techniques / equipment that could assist towards this
Tania Wynne-Edwards BSc; RN
Senior Lymphoedema Nurse Specialist
9 www.lewis-manning.co.uk
Breathlessness Clinic:On-going developments and changes from the Department of Health and introduction of the new Dorset Clinical
Commissioning Group (CCG) will bring unique opportunities for the future expansion of the Breathlessness Clinic.
The breathlessness clinic team remains committed to establishing and marketing itself to other health care
professionals and services within the local area.
Clinic Developments:
Attendance, collaboration and networking at CCG’s
professional, Wessex Respiratory Group conference
and ACPOPC (Association of Chartered Society of
Physiotherapist in Oncology and Palliative Care) events.
Robust links with:
• Local Pulmonary Rehabilitation Schemes
• Poole Outreach Respiratory Team
• Multinational Association of Supportive Care in Cancer
• Rising Voices Choir
New links with:
• Local recreation development teams, as a resource for promoting independence and well-being
• Breathlessness Intervention Service at Addenbrookes Hospital
Memberships:
• ACPOPC
• Association of Chartered Physiotherapists in Respiratory Care
• Multinational Association of Supportive Care in Cancer
• International Society for Oral Oncology
• Association of Respiratory Nurse Specialists
• Wessex Respiratory Specialist Group
• National Lung Cancer Forum for Nurses
Professional Development:
Senior Physiotherapist:
• Continuing as lead tutor for the respiratory, oncology and palliative care units on BSc (Hons) Physiotherapy Programme at Bournemouth University
• Continuing with Doctorate in Professional Practice (DProf)
• Publication in European Journal of Palliative Care and invited to contribute to a blog in the European Association of Palliative care
Breathlessness Nurse:
• Completed PG certificate in respiratory practice.
• Supporting development of Fatigue, Anxiety and
Breathlessness group (FAB)
Future Plans:
• To liaise with the CCG regarding the respiratory service review
• Continue with expansion of the breathlessness clinic
• Maintain strong links with relevant professionals
• Keep updated on relevant clinical developments
• Carry out audit of clinic
• Review outcome measures used in breathlessness clinic, to comply with national and local protocols
• Liaison with relevant healthcare professionals to promote earlier referral to the service
Caroline Belchamber MSc; BSc (Hons)
Breathlessness Service Manager
Senior Chartered Physiotherapist
Ros Dwyer RN; BSc (Hons);
Certificate in Respiratory Practice Ad. Dip.CP
Breathlessness Nurse
www.lewis-manning.co.uk
Annual Report 2012-2013, Doctor’s Report
At the start of 2013 my hope was that our In-Patient Unit (IPU) would now be open for patients. As I write, the IPU is
not yet open but there is now real optimism that we shall achieve this early next year. This is timely as we know that
there is a genuine increase in the number of people that would choose to be cared for in a hospice at the end of life
and for whom we believe we can provide the care they want.
My role has also been to oversee further development of our outpatient services to meet the changing needs of our
local community and to extend the period of time over which services at Lewis-Manning may support patients. The
ambition is to provide ‘more for more’ people within the community. This may be from the time of diagnosis of their
medical condition.
The time spent supporting these aims benefits from the relationships and partnerships I continually work on
developing locally.
Achievements:
• Developing and implementing the Lewis-Manning model of Day Hospice
• Development of a Clinical Multidisciplinary Team meeting
• Supporting the development of a Carers’ Group
• To highlight the importance of the Francis report and how this should inform the development and standards of our caring and compassionate service• Agreeing on the Admission Criteria for the In-Patient Unit
• Working towards how safe medicines management will be achieved alongside Pharmacy services
• With the time funded by Macmillan Cancer Support to work on the support for patients and their families
through a Choir (Rising Voices Wessex) and a programme for patients who have had Head and Neck Cancer
• To be part of local and national education and teaching services around Supportive and Palliative Care matters
Future Aims:
• The key aim is the successful opening of the In-Patient beds that can provide a Beacon service for local patients
• Recruitment and development of the clinical staff for the In-Patient beds
• Development of appropriate Quality Indicators and Outcome Measures for the service
• To develop services that can be provided to meet local patient need as Outpatients
• Develop education and learning opportunities at Lewis-Manning
• Maintaining good relationships and working partnerships with the local Clinical Commissioning Group and both local hospitals
Dr Simon Pennell BM; DA; Dip. Pall. Med
Lewis-Manning Doctor
11 www.lewis-manning.co.uk
The Performance and Clinical Governance committee is a sub-committee of the board and is chaired by a board member or the CEO.
Annual Report 2012-2013, Performance and Clinical Governance
The committee has responsibility for all hospice
related areas which include:
• Activity and performance across all clinical areas
• Outcome measurements
• Staffing issues including absence, sickness, management and supervision/appraisals
• Patient activity
• Performance
• Safeguarding
• Equality (impact assessments)
• Receiving the reports from the clinical sub committee (under review)
• Clinical risk
The members of the committee include:
Board member/chair
CEO/chair
Doctor
Director of Nursing
Senior Lymphoedema Nurse Specialist
Day Hospice Team Leader
In patient Team Leader (to be recruited)
Finance and Operations Manager
The committee, in the year under review, considered:
• The development of day hospice services including the proposals for increasing activity
• The PCT contract / NHS contract
• Outcome measurement including the use of ELquA
• Clinical software requirements
• The Francis Report into Mid Staffordshire NHS Trust Hospital (now a standing item)
• The minutes of the infection control committee
• Audit
• Staffing absences, sickness, management, supervision/appraisal were considered
• The Care Quality Commission Registration
• The move from Primary Care Trust to Clinical Commissioning Group and the implications of this for Lewis-Manning Hospice
• The recruitment of the new post of In-Patient Lead
• IPC is a standing item on meeting agendas
throughout the organisation
”“always a perfect day at Lewis-Manning Hospice
Elizabeth Purcell
CEO
www.lewis-manning.co.uk
Members of the Committee:Director of Nursing: Chair
Lewis-Manning Doctor
Finance & Operations Manager
Day Hospice Team Leader
The CEO remains the Director of Infection Prevention
and Control and minutes are received by the CEO.
Audit:
Lewis-Manning Hospice has formally agreed access
to the CCG Infection Prevention and Control Specialist
Nurse.
In agreement with the CCG IPC Specialist Nurse, an
annual IPC audit is undertaken and an action plan
produced. This has been completed for 2013 and the
action plan is being implemented.
Annual Report 2012-2013, Infection, Prevention and Control
Following the appointment of the Director of Nursing In August 2012, a review of the Committee and the Infection, Prevention and Control Policy was undertaken.
Policies and Procedures for Infection, Prevention and Control:
In agreement with the CCG IPC Specialist Nurse,
internal IPC policies and procedures have been reviewed
and updated. Copies are kept in all clinical areas.
Staff Communication:
IPC is a standing item on meeting agendas throughout
the organisation. The IPC audit actions are completed in
conjunction with relevant staff members.
Education:IPC forms part of the Mandatory Training for all clinical
staff. IPC is included in all induction programmes for
new members of staff and volunteers joining the team.
The Trust operates a robust system of checks against
the Lewis-Manning Hospice policies and procedures so
as to ensure compliance.
House and Grounds:
The Health and Safety procedures and risk assessments
were reviewed during the year and new policies and
processes were developed ready for the move into the
new building.
Care Quality Maintenance:
A variance was applied for from December 2010 and
extended to May 2012 for the Brownsea building at
Constitution Hill Road.
The Chief Executive is the Registered Manager and the
Chairman is the responsible individual.
Internal Auditing:
An annual programme of internal audits was completed
in the year under review. Policies and procedures
were reviewed in view of the move to the new site in
May 2012.
Annual Report 2012-2013, Health and Safety Report
Sandra Cox
Finance and Operations Manager
13 www.lewis-manning.co.uk
Events:
Whilst quiz nights, boat trips and fayres/fetes continue
to be a source of regular income and appeal to regular
supporters of the hospice the larger and more unusual
events are far more lucrative with our 20th Anniversary
Ball sponsored by Care Dynamics raising £21k and
our James Bond Film Preview raising £7,500. Other
successful fundraising events included a Variety Show,
Sunflower Ball sponsored by Women In Business
Network, Jail & Bail, Bike Ride, Skydive and a Back
to School Quiz sponsored Jobshop UK. The ongoing
challenge is developing innovative and exciting new
events to appeal to supporters.
Community fundraising:
We have had good support from all areas of the
community. The Diamond Jubilee celebrations saw
eight street parties raising money for the hospice.
Strong relationships saw supporters holding year-
on-year events and re-selecting the hospice as their
chosen charity. We were selected as Charity of the
Year by Ashley Woods Golf Club, The Forresters –
Sturminster Marshall, Luscombe Valley Railway (for
2013) and Ferndown Golf Club (for 2012).
Our name continues to grow in the community and to
target new age groups. We have worked with students
at Bournemouth University and Bournemouth & Poole
College who have supported us for their practical
assignments of their Event Management courses.
Corporate:
With the recruitment of a Corporate Fundraiser,
corporate support saw a marked increase with
Lewis-Manning being chosen as charity of the year
by Magna Mazda, Bowlplex and
Fundraising at Anniversary Ball
Annual Report 2012-2013, Fundraising
Fundraising provides vital awareness and funds that help to ensure Lewis-Manning Hospice can continue offering care and support to its patients.
The Highcliff Marriot Hotel. Themed business events
have been introduced including a networking breakfast,
speed networking and corporate bowling, and event
sponsorship and donations of gifts in kind is also on
the up.
Lottery:
Lottery membership remains stable with over 1500
members.
Communications:
The hospice is making increased use of the internet for
promotion and is now using social networking sites,
such as Facebook and Twitter.
Maria Tidy
Fundraising Manager
www.lewis-manning.co.uk
Achievements:
• We celebrated our 20th Anniversary with a Ball raising £21k
• We hosted over 20 fundraising events throughout the year
• Community and Corporate support is increasing
• Press coverage has seen a marked increase
Future Aims:
• To promote the Hospice Lottery with the aim of increasing the number of players and, in turn,
increasing income
• Develop our existing events and introduce new fundraisers to widen our support-base, raise more funds,
and establish Lewis-Manning Hospice events in the local community’s social calendar
• Develop a larger scale events diary
• Raise our profile and increase our visibility in the local community
• Increase corporate income
• Increase income from trust and grant giving authorities
”
“ with some wonderful
palliative care, I feel as close to well
again as I have for a very
long time
15 www.lewis-manning.co.uk
Legacy income is a very important component in
hospice revenue, the national average being that
15% of hospice income comes from legacies. But it
is also true that hospices with in-patient beds receive
a greater amount of money from legacies. People
tend to support the place where their loved one died,
or indeed, patients make a Will during their last few
weeks of life, and it is not unheard of for 50% of
hospice income to come from legacies.
Of course, at Lewis-Manning we have not had in-
patients but we still receive a good proportion of
income from legacies – and thank goodness we do. It
really is a good thing to do because it is usually a gift
with no strings attached. It is simply saying “I believe
in what you are doing and I want you to continue to do
it – that is my legacy to people in need”. It is through
gifts such as this that we can continue to pay our staff
and develop new services.
Often our legacies come from the families of patients
and we received a phone call one day from a lady who
said that she had visited her solicitor to talk about her
father’s estate. Both her parents had recently died
and that meant that she would inherit their estate. She
thought she would write a Will giving some money to
Lewis-Manning who had cared so well for her mother.
Her solicitor had a better idea! He suggested that she
vary her father’s Will, save some Inheritance Tax, and
make a gift now to the hospice. “After all”, he said,
“they need the money now, you get to save some tax
and you can afford it”! So the next day she arrived at
the hospice with a cheque for £20,000.
The joy is that she will get to see the benefit of what
she has done during her lifetime. But there is growing
evidence that making a Will is good for you! And
making a charitable donation is even better!
Annual Report 2012-2013, Legacies
For reasons nobody can explain, people who make a
Will live longer than those who don’t! Maybe the reason
is this:
Making a Will can be a defining moment. It is an
opportunity to evaluate what matters to you and to take
away the stress of uncertainty for you and your loved
ones at a time when other things are more important.
For that reason we plan to work with local solicitors
and funeral directors on the ‘Choices’ programme.
We will encourage people to make plans now so they
don’t need to worry about the future and so they can
live their lives fully and confidently in the knowledge
that their wishes will be understood and their priorities
respected.
If you would like to talk to a solicitor about making a
Will we have a list of those who support the hospice
and will be happy to help you, alternatively, as a former
solicitor myself, I will be happy to talk to you about how
to leave a legacy to Lewis-Manning.
Rachel Lapworth
Director of Development
17 www.lewis-manning.co.uk
In the year ended 31 March 2013 the Lewis-Manning Group of Companies (The Group) reported a net surplus of incoming less expended resources of £658,178 (2012: £120,086). Despite continued difficulties in the UK economy, the Trust’s reported legacies, grants and donations saw considerable rises in income.
Annual Report, Financial Report for the Financial Year 2012-2013
Income 2013 2012
Primary Care Trust contract £255,221 £255,221Retail operations £597,540 £608,717Lottery £70,239 £74,774Donations, gifts and other fundraising £698,552 £258,856Legacies £591,944 £419,582Investment income £128 £734Other grants £261,000 £137,895
Total Income £2,474,624 £1,755,779
Income excluding legacies, the most volatile income line, rose considerably for the second year running, 41% higher than prior year at £1,882,680 (2012: £1,336,197). Of most significance was a 170% increase in donations, gifts and fundraising, the result of a continuing focus in applying for donations from grant making trusts. Retail income maintained its improved performance from 2012. The Trust also received a £250,000 capital grant from Bournemouth and Poole Primary Care Trust to help fund the opening of in-patient services.
Reported legacy income rose 41%. This level of income is well ahead of the long term average and
Expenditure 2013 2012
Retail outlets £517,170 £528,555Lottery costs and prizes £41,749 £42,713Direct clinical costs £663,464 £688,293Governance costs £182,838 £95,316Fundraising expenses £152,164 £203,075Finance costs and fixed asset depreciation £259,061 £77,741
Total Expenditure £1,816,446 £1,635,693
Overall expenditure rose by 11% which can all be attributable to the completion of the new hospice building. On completion, the new fixed asset is depreciated for the first time and the Trust is covering finance costs on loans used to complete the building.
the charity is making increasing efforts to target legacies as a sustainable source of income in the longer term. Under accounting standards applicable to charities, legacy income is often recorded as a receivable sum well ahead of actual receipt.
Included within governance costs is an amount of £81,370 relating to professional fees associated with both the new building and consideration of development of the hospice’s currently unutilised land. Outside these areas the Trust’s management
Total Income
Total Income £2,474,624
10%
24%
3%
28%
24%
0%11% Primary Care Trust
grant
Retail operations
Lottery
Donations, gifts andother fundraising
Legacies
Investment income
Other grants
Contract
Lewis-Manning Trust Staff List, Autumn 2013
Bethan Roberts
Caroline Belchamber
Diane Brown
Eileen Mordew
Jeanie Palfrey
Jenny Clark
Judy Fontes
Karen Walton
Kay Purchase
Lynn Gilbert
Maureen Baker
Michelle Carbis
Ros Dwyer
Sally Church
Sarah Kelly
Simon PennellLewis-Manning Hospice Doctor
AdministrationAnn Deller
Anna Webster
Christine Woodland
Garry Toms
Irene Selwood
Jayne Mitchell
Mark Lewis
Melanie Wilkinson
Fundraising
Andelka Prica
Andrew Welch
Angela Varney
Annette Thresh
Avril Alborough
Carol Adam
Colin Blackshaw
Debra-Anne Oosthuizen
Geoffrey Forshaw
Jeanette Ellis
Joy Cope
Laura Tonks
Maria TidyFundraising Manager
Paul Tucker
Rachel LapworthDirector of Development
Sara Johnson
Sally Goodenough
Victoria Richmond
Retail
Annual Report, Financial Report for the Financial Year 2012-2013
Lynne Prior
Maxine Whatley
Pat Smith
Rob MatthewsHead of Retail
Sandra Navarro
Virginia Oxford
Sue HigginsDirector of Nursing
Susan O’Donnell
Tania Wynne-Edwards
Yvonne Cooper
Rena Holloway
Sandra CoxFinance and Operations Manager
Selena Dunwoodie
Elizabeth PurcellCEO
Clinical
team maintained their disciplines on expenditure in all areas. Administration expenses, excluding the professional costs above, accounted for only 5.6% of total expenditure.
The Group completed the building of a new bedded unit at 1 Crichel Mount Road in April 2012 and settled all amounts payable under the construction during the year ended 31 March 2013. This building has been funded partly by bank and other loans and partly via own generated funds. Excluding amounts related to tangible fixed assets and their funding, at 31 March 2013 the Group’s reserves position improved compared to prior year to £1,024,156.
At 31 March 2013 the Group held £534,470 in cash and cash equivalent balances and had bank and other loans related to the financing of the new bedded unit of £2,196,982.
Total ExpenditureTotal Expenditure £1,816,446
28%
2%
38%
10%
8%
14% Retail outlets
Lottery costs andprizes
Direct clinicalcosts
Governance
Fundraisingexpenses
Finance anddepreciation
www.lewis-manning.co.uk
Lewis-Manning Hospice
1 Crichel Mount Road
Lilliput
Poole
Dorset BH14 8LT
Tel: 01202 708 470
Fax: 01202 707 230
Fundraising office: 01202 701 000
W: lewis-manning.co.uk
Linked inLewis-Manning Trust
Company Number: 6278709Registered charity number: 293960