Quality Account
2014 -2015
‘My son was only with you for a very short time, but it was made a special
time for him, which in turn enabled me to become his mum again. He lost
his battle with cancer. Your carers were able to bath him and he also had his
last meal of roast lamb and mashed potatoes which, may I add, was his
favourite. Also his words “try this mum it’s banging”. Many, many
thanks to your very special team; thank you just doesn’t seem enough’
From a patients mother (May 2015)
St Luke’s Hospice
Nethermayne
Basildon
Essex
SS16 5NJ
Registered Charity No. 289466 and as a Company in England No. 1812104
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Introduction
Chief Executive Statement
St Luke’s Hospice strives to deliver the highest level of palliative and end of life care
to support patients and their families.
Services continue to be extended to ensure that the needs of the individual are met
and that care can be delivered in a range of diverse settings to meet specific patient
need and deliver choice wherever and whenever possible. Our aspiration is to
enhance the patient experience and deliver clinical effectiveness within safe and
secure environments.
Services are designed to address unmet need and to this end service user
experiences and clinical knowledge are explored to structure and determine service
design via a range of focus groups and projects or the Hospice User Group.
The Hospice is committed to collaborative and partnership working where the
evidence is such that patient benefit and efficient resource deployment can be
achieved and this has been very much in evidence with new service developments
and future plans ensuring fully integrated care delivery.
The Hospice is working with commissioners and other providers to explore
opportunities for collaboration and improved integration of services to enhance the
patient experience, maximise specialist expertise, and to deliver cost effective
service delivery.
The commitment and dedication of staff and volunteers across all services
contributes to the success of the organisation and is totally supported by the local
community, NHS Commissioners and other funding organisations who continue to
support our work.
I am responsible for the preparation of the Quality Account for 2014/15 and to the
best of my knowledge the information reported is fair and accurate.
Eileen Marshall
Chief Executive
June 2015
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Part 1.
Reflecting on priorities identified for 2014/15
1. Establishing a dedicated Single Point of Access
November 2014 saw the launch of the charity’s OneResponse Service on a pilot
basis. The service presents a fully integrated service model, which provides support,
assessment and advice. Developed in partnership between the Hospice, and South
West Essex Community Services (NELFT), particularly the Community Macmillan
Team, and Community End of Life Care Team, the service aims to support patient
choice, avoid inappropriate hospital admissions and enhance quality of care by
working closely with acute services and providing a single contact number and
reference point for patients, families and professionals. This includes a 24/7 Rapid
Response Service to support patients and families at home or in a nursing home, as
well as offering relevant support and advice to professionals.
Demand for the service has been high since initial commencement. The service has
received a total of 10,000 calls, resulting in 2,721referrals (contacts) with a minimum
of 215 hospital admission avoidance and 577 Rapid Response visits within two
hours and has enabled on-going statutory funding for a further year. Fully embedding
the service will be a key development for 2015/16.
‘Thank you for the support with the care of our mum. Without your service we
wouldn’t have been able to care for her at home. Knowing you were at the end of the
phone gave us all such peace of mind. Thank you for providing such an amazing
service’.
Out Patients
Within the last year, with the benefit of improved accommodation, the Hospice has
been able to build on the existing provision of outpatient clinics to increase services
across a range of interventions. Such expansion has not only assisted in extending
care to other illness groups but also provides an opportunity to demystify the concept
of hospice services and facilitate greater understanding and opportunity to access
other integrated and therapeutic specialist support.
Growth has been seen both in outpatient clinics and access to clinical tests, with
clinics for COPD, palliative heart failure and breathlessness now well established.
Work to continue to raise awareness and develop relationships with healthcare
professionals has also increased.
Arising from this a ground breaking initiative to improve palliative care support to
patients with Advanced Liver Disease has been developed. The project operates in
conjunction with colleagues at Basildon and Thurrock University Hospital (BTUH)
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and provides a shared pathway between Hospital and Hospice to offer a seamless
‘one-stop’ service, with access to a range of support services and interventions to
enable optimum well-being as well as enhanced emotional support to patients and
their families.
The service will address a nationally acknowledged gap in service provision and
could ultimately be held as a model to extend such care across the country. There
has been national interest already.
Within the Hospice’s In-Patient Unit there was a 16.5% increase in patients admitted
for procedures in ascetic drainage. Additionally a number of patients were admitted
as day cases and short stays – (an increase of 67% on last year), with treatments
and procedures performed within a shorter time than that traditionally associated
with a hospital stay, thereby enabling savings within the local health economy.
The ability to receive treatments within the comfortable surroundings of the Hospice
has proved very popular with patients; many of whom have felt empowered to selfrefer for subsequent sessions.
The partnership project will be developed further during 2015/16 and application has
been made for a grant to sustain and develop this initiative.
‘I have nothing but praise to give, the staff are first class, it has given me confidence’
Increasing Access to Lymphoedema Management
The full transfer of South Essex Lymphoedema Service (SELS) has enabled the
opportunity to effectively utilise resources to enable service growth and development
- including interventions for Primary Lymphoedema.
Clinics are now established in a range of localities to enable ease and equity of
access for patients across South Essex.
Activity levels have increased, including to patients with Lymphoedema secondary to
chronic conditions other than cancer.
The uptake of Primary Lymphoedema care is now funded by all CCG’s within South
Essex and avoids the need for patients to travel to London hospitals, thereby
improving the patient’s experience of care which is afforded within the locality.
‘As lymphoedema can only be controlled and not cured you sometimes feel
depressed, helping to manage the condition is definitely a great help’.
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Part 2
2.1 Statements of Assurance from the Board
Review of services
During 2014/15 St Luke’s Hospice provided the following services:
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OneResponse – Support Assessment and Advice Service
Fast Track Care (limited pilot)
In-Patient Unit
Day Hospice
Out Patients
Hospice at Home & Personal Care Team
Counselling Services (Adults)
Counselling Services (Children and Young People)
Lymphoedema Services, including non-cancer and primary, across South
Essex
Specialist Physiotherapy Service
Social Work Service
Complementary Therapy Service
Information Resource Service and Information Centre
Quality and Education Service
Carers Support
The Hospice has reviewed all the data available to them on the ‘quality of care’ in all
of these NHS services.
The income generated by the NHS services reviewed in 2014/15 represents 47% of
the total income generated from the provision of NHS services by St Luke’s Hospice
for the reporting period 2014/15.
2.2 Participation in clinical audits and research
Palliative Outcome Score (POS and POS-s)
The Palliative Care Outcome Scale (POS) is a resource for palliative care practice,
teaching and research. POS is a tool to measure patients’ physical symptoms,
psychological, emotional and spiritual needs, and provision of information and
support at the end of life (www.pos-pal.org). It is a validated instrument that can be
used in clinical care, audit, research and training. It is a tool which is recognised
internationally.
POS-s is an additional tool which is used alongside POS to capture more information
about symptoms.
The first Palliative Outcome Score (POS) and Palliative Outcome Score-s (POS-s)
was carried out in 2014 and showed that both were well-embedded within Day
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Hospice, with identified themes which were used to further develop Day Hospice and
Out Patient Services.
POS and POS-s were re-audited in 2014. POS and POS-s are now used routinely to
measure effectiveness of interventions at St Luke’s and this is now supporting much
of the anecdotal evidence that shows that prompt admission and reduced length of
stay has significant impact on quality of life for the liver patients.
Advanced Liver Disease
(A collaborative pilot project between St Lukes and BTUH)
This audit aimed to:
 To show the depth of services being accessed by patients with liver disease
and their families at St Luke’s Hospice
 To show how collaborative working has improved the quality of life of many of
the project participants by reducing hospital admissions; enhancing patient
experience and improving outcomes
 To test and learn from a shared care model that embraces and promotes
hospice care much earlier in the disease trajectory, therefore harnessing
expertise from both specialities
 To develop strategic planning to ensure future development and funding of
this project.
Summary and findings:
 To date 20 patients have been referred from the Liver team at BTUH to St
Luke’s Hospice. The majority of these patients are triaged by the Liver
Consultant or Liver CNS as being appropriate for referral to St Luke’s Hospice
 The majority of the 20 patients referred to St Luke’s have been assessed by
the SNP using a holistic assessment approach. Following this assessment
interventions and signposting to other hospice services has followed.
Paracentesis
Early in the project it became apparent that drainage of ascetic fluid (Paracentesis)
was problematic for this group of patients. The pathway was complex and often
meant a protracted hospital stay which impacted significantly on quality of life for this
patient group. Paracentesis has therefore been highlighted as an important area to
address. Where possible St Luke’s is now offering an IPU service which has shown
that average length of stay (ALoS) is reduced from 6.5 days to 1.5 days at St Lukes
(based on hospital baseline data).
This is a new pathway which has not received funding to date. The pathway has
been developed in response to a need and in order to develop a model which would
enhance patient experience, introduce hospice services more proactively and reduce
unnecessary and unwanted attendances to A & E and or hospital admissions. The
impact on length of stay has reduced costs and enhanced pathways across the
whole system.
2.3 Quality Improvement and Innovation Goals Agreed with our
Commissioners
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A proportion of St. Luke’s Hospice income in 2014/15 was conditional on achieving
quality improvement and innovation goals agreed between the Hospice and Basildon
and Brentwood and Thurrock CCG’s.
The aim of this CQUIN was to improve end of life care provision through specialist
training in identification of end of life, preferred priorities of care/death and
individualised care plans. This included an increase of those on the electronic end of
life care register.
The Hospice has a range of related in-house and external training which covers all
domains relating to palliative care and end of life care such as communication in
difficult situations, including breaking bad news, completion of PPC and Holistic
Needs Assessment which incorporates individualised care planning.
During the year there was an increase in numbers of people entered onto the end of
life care register. There was identification of locality wide training needs via the setup
of OneResponse which began to be addressed e.g. development of Palliative Care
Foundation Course and planning for Verification of Expected Death training across
the locality. This will be reviewed and developed in partnership with other providers
during 2015/16.
2.4 Priorities for Improvement
Priority 1.
Embedding the dedicated Single Point of Access (OneResponse Support,
Assessment and Advice Service)
There is recognition nationally of the benefits of a single point of contact /access for
end of life care patients in enabling co-ordinated and timely advice and support for
patients, families and professionals.
Often patients, carers, families and other professionals don’t know who to contact to
access the right information, support, care and/or intervention at the right time.
There is often a range of information and contact numbers left in the home and in
fact too much information can be as confusing and isolating as none. Patients in
palliative and end of life care situations identify a lack of one contact point as a
reason they did not know who to call and therefore called an ambulance and ended
up in hospital. This is true for people at all stages of their disease journey from
treatment to end of life care.
Coordinating a person’s end of life care can help to reduce unnecessary or
unwanted treatments, visits and emergency admissions. Sharing information with
key colleagues across both health and social care will help ensure that needs are
met and preferences and wishes are respected, enabling more people to die in their
preferred place. The concept of the service relies heavily on the ability to apply a
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collaborative approach across services in South West Essex and will play a key role
in supporting existing core services across a range of specialist disciplines.
An integrated model developed in partnership between St Luke’s Hospice and South
West Essex Community Services (NELFT), the service will aim to support patient
choice, avoid inappropriate hospital admissions and enhance quality of care.
We aim to achieve this by:
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Working closely with acute services, providing a single contact number/
coordinated reference point for patients, families and professionals.
Sign posting or supporting access to palliative and end of life care services as
well as other supportive and therapeutic services throughout the disease
trajectory.
Coordinating services across a range of providers across health, social and
voluntary services. The provision of support and advice will include carers,
other family members and health and social care professionals
Establishing a process to support more patients to be cared for and to die in
their place of choice and reduce inappropriate hospital admissions whilst
improving the quality of care that patients and families receive, thus impacting
on care, place of care and death and bereavement outcomes
Providing a 24/7 telephone triage/support line with specialist expert advice
available 24/7
Offering a rapid response service and access to 24/7 holistic face to face
assessment to manage changing needs
Providing a rapid assessment and discharge service to facilitate appropriate,
safe but timely discharge whether this is a routine, terminal or fast track
discharge
The Hospice will now embed a fully comprehensive model during 2015/16,
evaluating outputs and outcomes in collaboration with all stakeholders, but
particularly the CCG’s, Macmillan Cancer Support and service users.
Priority 2.
Fast Track Care
The CCG has commissioned the Hospice to further develop an ‘alternative’ to Fast
Track.
A pilot scheme was tested on a small scale between November 2014 and March
2015 and demonstrated:
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Improved response times
Improved quality experience for patients, carers and families
Increased ability to delivery person-centred, flexible care/care packages
Increased delivery of care within national fast track criteria
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Development of a more robust but cost effective service model to develop in
2015/16
During 2015/16 the Hospice will further develop a partnership based model to deliver
Fast Track Care for people who are rapidly deteriorating and approaching end of life
and wish to be cared for in their own home – wherever that may be. The service
offered will draw on the core elements of excellence in palliative and end of life care,
supported by specialist input and expertise, driven by the need to undertake
continuing assessment and review in order to address diverse, individual and rapidly
changing specific needs while monitoring the range of care and care providers and
that they are deployed according to those specific care needs and outcomes.
This is an innovative and exciting development which will only be successful to its
fullest extent by working in an integrated way with Hospice@Home and
OneResponse, but which has the potential to transform palliative and end of life care
across South West Essex and impact significantly on the wider health care system.
In developing this initiative we will:
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Work on the model in year one in order to reach full capacity and test the
suggested service paradigm as entirely as possible.
Priority 3
Accommodation
On 11th June 2015 the Thurrock Planning Committee gave in principle approval to
build a new Hospice on the Malgraves Farm Site in Thurrock, which would be
enabled by a housing development.
Whilst the planning consent may ultimately be subject to public enquiry this currently
represents a positive step in improving the Hospice’s resources and facilities for
future patient care and end of life care delivery.
The new site will afford additional in-patient beds, counselling and complementary
therapy facilities plus some supporting administrative space allowing for
consolidation of the existing estate.
If subsequently guaranteed, the development would be a substantial opportunity to
support future developments and service planning, and thereby enables a review of
service distribution across the two sites to maximise service and resource efficiency.
The Hospice will continue to explore other estate development options to ensure
adequate resources are available for the future.
In developing this initiative we will:
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Continue to work with partner organisations to advance the project
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Develop proposals for the new site which are reflected in the planning
application
Confirm the outcome of the public enquiry if this proves necessary
Develop technical details and specifications to tender stage
Manage the PR and media responses linked to the project
Raise public awareness of the new scheme and why it is required
Explore with commissioners and others the scope of service deliverability
afforded by the scheme
Work towards construction commencing in 2016/17
Continue to explore alternative options for consolidation of the estate
2.5 What others say about us
St Luke’s Hospice is required to register with the Care Quality Commission and its
current registration status is unconditional. The Hospice has no conditions on
registration.
The Care Quality Commission has not taken any enforcement action against St
Luke’s Hospice during 2014/15.
St Luke’s Hospice has not participated in any special reviews or investigations by the
Commission during the reporting period.
St Luke’s Hospice is subject to periodic reviews by the Care Quality Commission and
its last review was in June 2013. Arising from the inspection the Hospice was
deemed to be compliant with no actions to take arising from the Commissioner’s
assessment. The Hospice was rated as low risk.
NHS Number and General Medical Practice Code Validity
St Luke’s Hospice did not submit records during 2014/15 to the Secondary Users
Service for inclusion in the hospital episode statistics, which are included in the latest
published data.
Information Governance Toolkit attainment levels
This is not applicable for St Luke’s Hospice and palliative care.
Clinical Coding error rate
St Luke’s Hospice was not subject to the Payment by Results clinical coding audit
during 2013/14 by the Audit Commission.
Comments about Services and Quality
i) Care Quality Commission
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The CQC Compliance Officer undertook an unannounced one day inspection in June
2013. The subsequent report was very positive and reflected the competence and
enthusiasm of all staff and volunteers.
Observations and Comments from the Compliance Officer included:The Hospice is continuing to develop new services to support people and carers
both in the Hospice and wider health community including those living with long term
health conditions, disability or those who have recovered from cancer and their
carers.
Comments from the Compliance Officer (June 2013) inspection included:“The service had a full range of literature in the form of leaflets displayed at the main
entrance, that clearly explained the types of care and treatment that they offered.
There were many others available to view and all contained a good level of
information”.
“Notice boards within the premises also displayed clear information that would inform
potential service users of the services they offered”.
“A service user we spoke with said ‘All the treatments and medicines I received were
explained to me before I received them. The doctors are excellent and the staff are
all very approachable’ ”.
“People we spoke with also said that they were treated with dignity and respect, their
privacy was respected and they were encouraged to be independent whenever able
to do so”.
“People’s religious and cultural beliefs were recorded including their sexuality and
spiritual needs. This was good practice”.
“People we spoke to were very complimentary about the staff that worked there and
the care and treatment they had received”.
“Another service user said ‘It is excellent here. It is like a small family. We all know
each other and nothing is too much trouble. I can’t speak highly enough of the staff
and I have nothing bad to say. The care is good and they have always got time to
explain things to me’ “.
“When we spoke with people who had used the service and relatives, they thought
that the staff were excellent and their training met their needs. They felt they were in
a safe place and that staff were effective in dealing with their care and treatment”.
ii) Information Standard
The Hospice achieved the Information Standard in December 2013 (The first hospice
to do so nationally). The aim of the standard is to provide confidence to the public
and patients to make informed choices.
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The accreditation allows the Hospice to use the Information Standard logo on
relevant future care and treatment information following a robust ratification process
of printed care literature.
The Hospice was pleased to successfully receive re-accreditation in December
2014.
iii) Trustee Provider Visits
Six monthly Provider visits have been regularly undertaken by the Board of Trustees.
The visits allow an opportunity for Board members to meet with patients, staff and
volunteers, to assess service delivery and satisfaction. The reports are discussed at
Corporate and Clinical Governance meetings and at Board meetings. The reports
are positive and affirming in respect of service delivery, staff and patient satisfaction.
Reports regularly highlight the increasing limitations of available accommodation.
Comments arising from the visits included:
(Extracts for Staff, Volunteers and Patients –Provider Visits 2013-2014)
‘Staff are beautiful and can’t do enough for you, the Doctors will answer anything’.
(IPU)
‘Brilliant can’t praise the services highly enough, look forward to coming in and is a
focus and high light of the week’. (Day Hospice).
‘Senior Managers very supportive to develop staff’. (Staff Member).
‘As ever it’s been a privilege to be part of such a passionate dynamic team. Managers
looking to take on new challenges is inspiring and yet that feeling of ‘in safe hands’
comes over so clearly from patients’. (Trustee summation of provider visit).
iv) Staff Satisfaction Survey
A Staff Satisfaction Survey is undertaken on an annual basis.
Staff were invited to participate in a staff satisfaction survey in December 2014.
40% of those surveyed responded which represented an increase of 2.75% from the
previous year.
In general St Luke’s Hospice was rated highly across all sections with 100%
recommending the Hospice as a good place to work.
Staff reflected that they felt involved in decision making and recognised that the
Hospice was a warm, safe and secure environment within which to work.
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75% of staff strongly believed they could discuss problems with their manager and
recognised that their manager would also seek their view about work issues.
Ensuring effective communication across the organisation met with some contrasting
views. Despite St Luke’s being a relatively compact organisation determining the
most advantageous method of communication that meets the needs of a diverse
range of staff and volunteer groups, with varying shift patterns, continues to be
assessed. The revamped internal newsletter recently introduced and the possibility
of a future intranet site will hopefully address these issues.
Comments from the survey included:
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I have enjoyed and still enjoy my position within the Hospice. It’s a happy
place to work and very supportive managers
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I absolutely love working at St. Luke’s. I would recommend it to anyone as
being a fair, warm and welcoming employer
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I have never worked in such a supportive environment
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This is a wonderful place to work – very supportive
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I am a new employee. I have been made to feel very welcome and supported
greatly
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I would highly recommend St. Luke’s as a place to work. I feel very fortunate
to be working in such a caring, happy, supportive environment with good team
spirit, all working together to promote the best quality service to our patients
and their families
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We need reminding sometimes what a special environment we work in and
how cared for we all our by all our managers – thank you
v) What our patients say about us:
Satisfaction surveys are regularly used across services to assess patient satisfaction
levels. Patients and carers also have the opportunity to comment on care by
submitting comment cards which are readily available and can be anonymous. A
selection of comments received are detailed below.
IPU Client Evaluation and Feedback
“The most caring staff; they made everything so much easier to cope with. So
professional, I could not have wished for better care”
“xxxx wanted us to extend a special thank you on his behalf to all the exceptional
staff for their remarkable kindness and dedication shown to him and us as a family.
Your commitment collectively as a team personified the true meaning of care. Each
member of staff was extremely respectful of his wishes and gracious with their time.
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He felt particularly secure knowing he was surrounded by people who genuinely care
and who continuously went the extra mile to ensure he was kept as comfortable as
possible during such an anxious and difficult period”
“Moreover, treating xxxx with dignity and respect at all times, allowing him to feel he
still had choices. In his own words....”Angels are taking care of me”.
“xxxx wanted us to extend a special thank you on his behalf to all the exceptional
staff for their remarkable kindness and dedication shown to him. A heartfelt thank
you.”
(Relative/Carer’s Satisfaction Survey – Overall impression of St.
Luke’s and the In Patient Unit)
“Fantastic, unbelievable kindness, hospitality is wonderful”
“Staff comforting, always helpful. Nothing is too much bother, very
informative”
“Brilliant, can’t fault the Hospice”
Hospice at Home comments received April 2012 - March 2013 include:“On behalf of my family I would like to thank you for the kindness, support and care
you gave to our mother who passed away. You certainly supported us all at a very
difficult time. Nothing was too much trouble and you acted so quickly and calmly
when we needed assistance”
“I want to thank all the team who were involved in the care of my mum. My mum
deserved to be treated with respect and that is exactly what she got every time.
Your daily phone calls were most welcome, they made such a difference. I am
particularly indebted to xxxx for the kindness shown to me, thank you all again”
“I want to thank you and all your colleagues for their wonderful help and support.
You all made a hard, difficult and sad time for us that bit easier. I’m just so pleased
that G could stay at home, sometimes I do realise how difficult it would have been
without all the assistance we got, thank you so much”
“All you lovely Home care helpers, thank you so much for all your kind help looking
after my darling husband and myself, God bless you all”
“Gill and her team were my rock during difficult times whilst I nursed A at home
throughout his illness. They were there at any time of the day or night with advice
and a kind and caring nature to give me the right path to follow when he was in pain
or needed extra care, I cannot praise them enough for all the help they gave me”
OneResponse Comment received February 2015
‘We feel that all the organisations working together as ‘OneResponse’ is to be
commended and worked exceptionally well in our situation and every member of
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staff who answered the phone or came to help was kind, supportive and
professional. It was a privilege to have carried out our mothers wishes to nurse her
at home and to be with her to the very end and we could not have done it at all
without the care and support of your staff and the combined OneResponse team’.
SELS Comments received April 2013– March 2014:
“The Lymphoedema Service has been very beneficial to me. The lymphatic
drainage that the nurses perform helps to keep the swelling down on my leg. As
Lymphoedema can only be controlled and not cured, you sometimes feel depressed
at your predicament and having the Support Group where you can voice your
worries or gain information to help you manage your condition is definitely a great
help”
“Since my mother has been having this treatment, the first thing we noticed is that
the fluid has gone. She regained her strength and has been in a happier mindful
state. We also noticed that she was able to breathe without hearing the fluid in her
breath and in addition the size of her arm, which is being treated, has reduced
hugely. We believe this is all due to the treatment she has been having at St.
Luke’s.
My mother has received treatment with care and understanding and although she is
apprehensive about going out of the house because of the amount of falls she has
had, she knows that she has to have the treatment because it helps her so much.
These weekly sessions have made her get the courage to get out of the house to
attend her appointments. It is such a welcoming place and does not feel like a
hospice/hospital. We as a family cannot be grateful enough to all those who have
been helping”
Part 3
Review of Quality performance 2014-15
During 2014/15 there were 6,841 referrals to the services provided by St. Luke’s
Hospice, which was an increase of 40% on the previous year.
Lukes Counselling Service for Children & Young People received 212 referrals, which
evidences a 6% increase compared to the previous year, enabling us to help children,
siblings and families as well as providing information and advice in local schools.
Dove Community Counselling Service, our adult counselling service received 1549
referrals and offered individual/one-to-one contacts and group therapy as well as
providing home visits and telephone support.
Our Information Resource Service had 4219 contacts (an increase of over 100%)
through ‘Outreach Services’ at Basildon Hospital, drop in callers, referrals,
appointments and telephone support. Of these 818 (20%) were face to face contacts,
and 3401 (81%) were follow up face to face contacts, with 3062 telephone contacts.
Group support also helped patients and/or carers, and a range of therapeutic and
creative support groups were offered throughout the year.
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St. Luke’s Hospice at Home received 643 new referrals during the year, an increase of
nearly 5%. Many patients were cared for at home until they died or supported prior to
Hospice admission, thus ensuring choice about place of care or place of death was
achievable wherever possible.
The Social Work Service received 199 new referrals (a 1% increase from the previous
year).
Day Hospice figures also increased, receiving 310 new referrals, which results in a
45% increase from the previous year and with an annual attendance of 1924 visits (an
increase of nearly 5% from the previous year).
213 patients were cared for by St. Luke’s Hospice In-Patient Unit. This continues to
represent activity at nearly 14% above the national average for a same size In-Patient
Unit. (Comparison figures from ‘The National Minimum Data Sets’ against a same
size Unit for 2013/14).
Our Complementary Therapy Service, supported clients through more than 1450
treatments, an increase of 8% from the previous year.
The Specialist Physiotherapy Service which was commissioned in January 2013
received 374 referrals (2013/14). During 2014/15, the Specialist Physiotherapy
Service received 498 referrals, an increase of 33%, of which 26% were non-cancer
patients.
The Hospice supports people with any life-limiting illness and as such, nearly 20% of
people with conditions other than cancer were supported in the Hospice, at one of our
satellite venues, or at home.
OneResponse was commissioned in November 2014. This Support, Assessment &
Advice Service received 6801 telephone calls between November 2014 and March
2015, of which 1,843 (approximately one third) translated into patient
referrals/contacts, resulting in more than 142 hospital admissions avoided.
These figures represent the growing activity across all St. Luke’s Hospice services in
response to the needs of people across South West Essex. Hospice services
respond to the real needs of local people who have individual wishes and choices. As
a result, services grow each year as they meet that demand.
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Statement from Basildon and Brentwood and Thurrock Clinical Commissioning
Groups:
Re: Quality Accounts 2014-2015
Thank you and all St Luke’s staff for the hard work and commitment over the past
year demonstrated within the Quality Account. The engagement and collaboration
of St Luke’s with the CCG is recognised and reflected in the successes outlined
within your 2014-2015 priorities.
The OneResponse (SAAS) development and implementation has been well
received by our practices, with positive feedback from both professionals and
public. The outpatient service (in place and planned for the coming year), support
the CCG’s Five Year Plan for developing the end of life specialist service pathway
and increasing care out of hospital.
Feedback across the 4 south Essex CCGs for SELS has been positive, with each
CCG extending their commitment and increasing the service commissioned to
include Primary Lymphoedema.
The Quality Account 2015/16 priorities: Single Point of Access (service embedding)
and Fast track support the intentions of the CCG. We remain keen to progress our
work with you and are pleased that they remain a priority. The CCG was pleased to
see that you have gained permission for development of a new site in Thurrock, and
will be keen to see how this progresses.
We look forward to continuing to work with you over the coming year, monitoring the
impact and patient experience of the new services developed and delivered by St
Luke’s.
William Guy
Associate director for commissioning
NHS Basildon and Brentwood CCG
Chair: Dr. Anil Chopra
Chief Officer: Tom Abell
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