Lewis-Manning Annual Report 2012 / 2013

Annual Report and Accounts 2012/2013

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


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


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.


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

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Special

Enlightening

Informative

Fun

Inspirational

Exciting

Proud

Insp

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Energising

Lov

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Cathartic

Fun

Empowering

Encouraging

Rewarding

Perfect

Inspiring

Sociable

Enlightening Ins

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Achieving

Heard

United

Encouraged

Inc

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Enl

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Positive

Positive

Challenging

Re

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Group

Encounter

Magical

Encouraging

Family

Constructive

Proud

Hope

Support

Thought- provoking

Significant

Unity

Teamw

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Teamwork

Team

Future

Hope

Hop

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Enjoyable

Togetherness

Good

Info

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Encouraging

Enthusiasm


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


”

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


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


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


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


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


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


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


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


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


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


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


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

E: [email protected]

W: lewis-manning.co.uk

Linked inLewis-Manning Trust

Company Number: 6278709Registered charity number: 293960

Lewis-Manning Annual Report 2012 / 2013

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Transcript of Lewis-Manning Annual Report 2012 / 2013