- Quality Account
2011-2012
Quality Account
2011-2012
Woodlands Hospice Charitable Trust
UHA Campus, Longmoor Lane.
Liverpool L9 7LA.
Registered Charity No. 1048934
Chief Executive’s Statement
Woodlands Hospice Charitable Trust is an independent
charity committed to delivering the best possible practice
and development of Specialist Palliative Care for people
with cancer and other life limiting illnesses. It honours
people’s right to dignity and respect at whatever stage of
their illness, by its aim to improve the quality of life for
patients and their carers.
Woodlands is based in North Liverpool and covers a
population of 330,000 in North Liverpool, South Sefton
and Kirkby in Knowsley.
This is the first year we, as a Hospice, have developed a
Quality Account and consequently we did not have
specific priorities documented in a formal way or
previously set priorities to benchmark against but during
the course of the year we have worked hard reviewing
our services and identifying areas for further
improvement as evidenced in this Quality Account.
Quality and safety are paramount to our services and
key to our patients’ experience and we strive to achieve
excellent standards of both at all times. We have an
open and honest culture if mistakes are made or
standards not fully achieved so that we can learn and
develop and we are proud of the high quality services
we offer our patients.
We have a robust governance framework which
monitors quality in a variety of ways including sub
committees of the Board addressing quality of service
and standards of performance. Trustees also have an
ongoing programme of unannounced visits to the
Hospice to regularly review the Care Quality
Commission essential standards of quality and safety
and evidence from these visits shows a high standard of
care across all services.
There are a number of areas of note but I would
specifically highlight the excellent work the clinical team
have put into falls prevention with an extremely positive
result of 58% reduction in patient falls incidents. The
introduction of McKinley syringe drivers throughout the
Hospice to comply with the National Patient Safety
Guidance was another area of excellent practice to
reduce risk and improve safety.
1
Another key area of improvement in quality and safety
was the significant developments we made to Medicines
Management, negotiating a new contract for pharmacy
services with Liverpool Heart and Chest NHS Foundation
Trust, and working with them on revising and updating
policies and procedures and delivering in depth training
to all staff on medicines administration. An ongoing
medicines audit programme is now in place and high
standards of Medicines Management are consistently
evidenced.
Our high standards of cleanliness and infection control
across the Hospice have ensured we remain free from
MRSA and only 1 incident of clostridium difficile which
may have been transferred into the Hospice.
The introduction of our Hospice at Home Service for
patients with a South Sefton GP has enhanced the
patient experience for those whose preferred place of
care is home. We are hoping to expand this service
across our catchment area over the next 12 months.
Woodlands Hospice actively seeks feedback from
patients and carers and compliments and comments are
consistent in their praise of our care across all services.
We respond positively to any complaint or negative
comment and take the opportunity to learn from this
feedback.
We do not currently actively seek independent external
feedback but plan over the next 12 months to introduce a
programme of independent review and to develop a
patient and public forum for regular feedback and input.
We believe we have a strong ethos to provide a high
quality service at all times to all our patients and we will
strive for continuous quality improvement in all areas.
I confirm that to the best of my knowledge, the
32367DL32367DL
information contained within this Quality Account is a true
and accurate account of quality at Woodlands Hospice
Charitable Trust.
Mrs Rose H Milnes
Chief Executive
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Section 1: Priorities for Improvement
The priorities for quality improvements identified for 2012/2013 are set out below and
have been identified by the Senior Management Team following feedback from
patients, carers and staff.
1a. Priorities for Improvement 2012-2013
Patient Safety
Priority 1: Infection Control – The Hospice will continually strive to maintain
high standards of Infection Control and minimise the incidence of healthcare
acquired infections.
How was this identified as a priority?
The Hospice recognises that infection control and prevention can improve the quality
of life for patients living with a life threatening condition and consequently believes
this is a priority for patient safety.
How will this be achieved?
There is currently an established infection control team within the hospice and a
comprehensive annual audit programme. In order for this priority to be achieved the
team plan to:
•
Continually review audit results and develop action plans to address areas for
improvement
•
Continually review and revise the current audit programme to reflect new
developments.
•
Arrange an independent assessment of infection control and prevention in the
Hospice
•
Develop infection control training and information packs for all non-clinical staff
and volunteers to complement the clinical staff training.
•
Complete a comprehensive review of all infection control policies
•
Standardise infection control patient information leaflets
•
Facilitate infection control degree module training for all link nurses
How will progress be monitored and reported?
Progress will be monitored through evidence of audits and action plans developed by
the Infection Control Team. Reports of achievement against the above plan, including
audit results, staff training and policy revision will be submitted to the Clinical
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Governance Committee and Board of Trustees bi monthly for approval and/or
ratification.
Clinical effectiveness
Priority 2: Day Therapy and Out-patient services- To improve access to the
multi-professional team within the Day Hospice offering Day Therapy/ Out-patients
in a variety of ways to facilitate greater choice and enhance patient experience.
How was this identified as a priority?
This was identified as a priority following feedback from patients and staff and is part
of a strategic review of clinical services. With the changing patient population and
increasing numbers of younger patients it has been essential to consider different
and easier ways for patients to access services and different ways of offering the
services.
How will this be achieved?
A thorough review of the Day Therapy service is currently being carried out seeking
opinions from patients, carers and health professionals referring to the service. The
aim for the new service will be for it to be available Monday to Friday and offer
alternative means of support by way of individual appointments with all members of
the multi-professional team, support groups, rehabilitation, and support for families.
Patients attending the Day Therapy services will have greater choice in how they
access services whether it be in a group or individually. The “Woodlands Ready
Steady Cope” course will be available throughout the week consisting of sessions on
exercise, nutrition, stress management, fatigue, breathlessness management, body
image and sexuality, spirituality and emotional issues.
4
How will progress be monitored and reported?
Progress will be monitored by existing patient feedback systems including patient
satisfaction survey and patient focus groups, the numbers of patients accessing the
new services and feedback from referrers. Progress will be reported back to the
Senior Management Team, the Clinical Governance Committee and the Board of
Trustees.
Patient Experience
Priority 3: Advance Care Planning – all patients will be offered the opportunity to
discuss and formulate an advance care plan stating their wishes and preferences at
the end of life
How was this identified as a priority?
Advance Care Planning (ACP) is recognised as a key part of quality provision at the
end of life care. This was identified as a priority following feedback from patients and
staff who highlighted uncertainties about having these discussions, how best to
document them and communicating advance care plans across health care settings.
How will this be achieved?
An Advance Care Planning policy has already been approved by the Clinical
Governance Committee. The next step in achieving this priority is to develop an
education programme for delivery to all clinical staff to raise awareness of the
process. We will also look to develop a patient held document to allow the patient to
formally record their wishes and preferences and share these with other health care
professionals if they so wish. This will form part of an advance care planning pack
which will include other sources of information and links to additional resources to
help support discussions.
How will progress be monitored and reported?
Progress will be monitored by recording the number of staff educated, and by
recording the number of patients offered an advance care planning discussion and
the number of advance care planning packs provided to patients. Progress will be
reported back to the Senior Management Team, Clinical Governance Committee and
the Board of Trustees.
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1b. Looking back at 2011-2012
As this is our first Quality Account we do not have previously set priorities to
benchmark against. However, the following highlight key areas in which we
have demonstrated and improved the quality of care for patients:
Falls
•
•
•
•
Multi-professional falls group established to consider management of falls
Safety equipment installed in all bathrooms
Falls system in situ- being regularly audited
Low beds in all rooms
Tissue Viability
•
•
•
Review of documentation and introduction of a new care plan
Ongoing audit
Standardisation of wound care products
Syringe Drivers
•
•
Introduction of McKinley syringe drivers to ensure compliance with National
Patient Safety Agency guidance
Staff training programme implemented including annual updates
Medicines Management
•
•
•
•
•
•
Review of Medicines management across the Hospice
Appointment of dedicated Pharmacist
Audit programme established and regularly reviewed
Review of Drug incidents reporting systems and introduction of monitoring
measures.
Medicines Management Group established.
Ongoing Training programme implemented
Monitoring of Quality
•
•
•
•
•
Review of Quality Assurance systems
Clinical audit plan and non-clinical audit plan established.
CQC Provider Compliance assessment (PCAs) tools completed and regularly
reviewed
Introduction of Governance Committee in addition to Clinical Governance
Committee.
Introduction of regular Trustee Visits to review compliance with CQC Essential
Standards of Quality and Safety.
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•
•
•
All audit results and quality reports are submitted to Governance and Clinical
Governance committees.
Action plans agreed
Development of Risk Register
Documentation review
•
•
•
•
Group established to review all nursing documentation
Review of Care Plans
Development of new core care plans
Review of initial assessment process and documentation.
Patient Information
•
•
Review of information packs and additional information made available for
example, unlicensed medicines, discharge information
Introduction of new patient information leaflets, for example percutaneous
cordotomy, tunnelled epidural , falls prevention and safe guarding
Environmental improvements
•
•
•
•
Bathroom refurbishments in In-patient Unit
Additional bathroom
Handrails in all patient areas
Nurse Call system updated throughout the Hospice
Staff Induction Programme
•
•
•
Programme reviewed and extended
Addition of Infection Control and Safeguarding training.
Mandatory second day for all trained clinical staff to include Medicines
Management, Syringe Drivers and Tunnelled epidurals
Hospice at Home
•
•
•
•
A 24 hour sitting service provided by trained Health Care Assistants
Escorted discharge home from hospital or hospice
Crisis intervention by Consultant in Palliative Medicine
Preliminary data demonstrates a significant decrease in potential hospital
admissions
Education
•
•
•
Programme of GP education in Specialist Palliative care over six month
period.
Six Steps to Success programme of education for Care Home staff
Introduction of Social Worker education programme
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Dignity
•
•
Establishment of a working group to consider Dignity issues
Working towards establishment of Dignity Charter for the Hospice.
Community Engagement
•
•
•
Community Engagement Lead for locality, based at the Hospice.
Workshops held at Hospice involving other community organisations to
develop conversations about death and dying
Active Hospice participation in Dying Matters week to promote a greater
awareness of issues around death and dying.
Infection Control
•
•
•
•
Infection Control Lead at the Hospice achieved degree module in
“Developments in Infection Control”
Comprehensive audit programme developed and implemented in clinical
areas
Ongoing review of audit results and action plans reviewed by Clinical
Governance Committee.
Infection control Induction packs and training sessions updated for clinical
staff.
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Section 2: Statutory Information and Statement of Assurances
from the Board
The following are statements that all providers must include in their Quality Account.
(Not all of these statements are directly applicable to specialist palliative care
providers.)
2.1 Review of Services
During 2011/12, Woodlands Hospice Charitable Trust provided the following services
•
•
•
•
•
•
•
In-patient services
Day Therapy
Community Outreach Team
Out-patient services
Lymphoedema service
Bereavement and Family support.
Hospice at Home (January 2012)
Woodlands Hospice has reviewed all the data available to them on the quality of care
in all of these services.
The income generated by the NHS services reviewed in 2011/12 represents 77 per
cent of the total income required to provide the services which were delivered by
Woodlands Hospice Charitable Trust in the reporting period.
What this means:
Overall, 77% of our total costs are currently funded by the NHS. The majority of NHS
funding is related to the In-patient Unit which transferred over from the NHS in 2009
with a three year funding arrangement. We rely on Fundraising activities to generate
the remainder of our income.
The Hospice at Home service, a new service commenced in January 2012, has been
funded by NHS Sefton in the short-term.
2.2 Participation in clinical audits
During 2011/12, Woodlands Hospice was not eligible to participate in any of the
national clinical audits or national confidential enquiries. This is because none of the
audits or enquiries related to palliative care.
The Hospice clinical audit programme for 2011/12 consisted of audits for Medicine
Management, Controlled Drugs, Infection Control, Nutrition and Documentation. For
some of these audits we have used the Help the Hospices Audit Tools which are
particularly relevant to the requirements of Hospices and enables performance to be
bench-marked against other hospices. In addition Woodlands Hospice also
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participates in a number of Regional and Supra-regional audits as part of the
Merseyside and Cheshire Palliative Care Network Audit Group.
2.3. Research
The number of patients receiving NHS service provided by Woodlands Hospice in
2011/12 that were recruited during that period to participate in research approved by
a research ethics committee was 0. There was no appropriate national, ethically
approved research studies in palliative care in which we could participate.
2.4 Quality improvement and Innovation goals agreed with our commissioners.
Woodlands Hospice’s income in 2011-2012 was not conditional on achieving quality
improvement and innovation goals through the Commissioning for Quality and
Innovation payment framework because it is a third sector organisation; it was
therefore not eligible to take part (Mandatory statement)
2.5 What others say about us
Woodlands Hospice is required to register with the Care Quality Commission (CQC)
and its current registration is for the following regulated activities:
•
Diagnostic and Screening procedures
•
Treatment of disease, disorder or injury
Woodlands Hospice is subject to periodic reviews by the Care Quality Commission.
In September 2011, as a result of a serious untoward incident which the Hospice
reported to the CQC, a Pharmacy review was carried out. This review identified
moderate concerns. Following implementation of a thorough action plan a further
review in December 2011, recognising the significant improvements made to address
shortcomings, identified minor concerns. The CQC review was very helpful and as a
result a number of medicine practices were changed. We believe we are now fully
compliant with the CQC Outcome 9 Medicine Management.
2.6 Data Quality
Woodlands Hospice did not submit records during 2011/12 to the Secondary Uses
Service for inclusion in the Hospital Episode Statistics which are included in the latest
published data.
Why is this? This is because Woodlands Hospice is not eligible to participate in
this scheme. However, in the absence of this we audit our clinical records
regularly and submit annually National Minimum Dataset reports to ensure our
data is as accurate as possible.
Woodlands Hospice score for Information Quality and records management was not
assessed using the Information Governance Toolkit. This toolkit is not applicable to
palliative care
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SECTION 3 – Quality overview
Review of quality performance
Woodlands Hospice is committed to continuous quality improvement.
This section provides:
•
Data and information about the number of patients who use our services
•
How we monitor the quality of care we provide
•
What patients and families say about us
•
What our regulators say about us
Monitoring activity
The Hospice submits information annually to the The National Council for Palliative
Care (NCPC) Minimum Data Sets which is the only information collected nationally
on hospice activity.
Woodlands Hospice
2010-2011
2011-2012
285
276
%New patients
89.1%
88.3%
% occupancy
87.3%
83.5%
67%
50.1%
16.9 days
12.2 days
2010-2011
2011-2012
375(233)
336
73.3(65.7)%
74%
% Places used
50.3(60.4)
51.6%
Average length of stay
135(149.7)
days
140.2 days
In-Patient Unit (15 beds)
Total number of patients
% Patients returning home
Average length of stay
Day Therapy(100 places week)
Total number of patients
% New patients
(Figure in brackets denotes National Median)
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In-patient unit
In the In-patient unit, where there are 15 beds, the average length of stay is 12 days
although there is wide variation according to need. The unit has a consistently high
level of occupancy of 83.5 %
Day Therapy
The total number of patients attending for Day Therapy fell by 10% from the previous
year. The Day Hospice has 100 places per week and the average attendance for
2011/12 was 51%, with the average episode of care being 140.2 days. This reduction
in attendance has prompted us to review our non-in-patient services and offer
patients greater flexibility and choice as to how they access the services. This is one
of our identified priorities for 2012/13.
Woodlands Hospice
2010-11
2011-12
213
200
84.5%(80.6% )
82%
% patients who died at home
57.3%
58.6%
% patients with non-cancer
15.9%
16.5%
104 (60)
95
64.4%(71%)
72.6%
524(330)
475
Community Outreach Services
Total number of patients
%New patients
Bereavement services
Total number of users supported
% new service users
Total contacts
(Figure in brackets denotes National Median)
Community Outreach Services
Our community services consist of a Therapy Outreach service providing
Occupational Therapy, Physiotherapy and Complementary Therapy interventions in
the patient’s home, and more recently (January 2012) a Hospice at Home service,
offering escorted discharge home from hospital or hospice, a 24 hour sitting service
and Consultant led Crisis Intervention.
12
Woodlands Hospice
2012 January-March
Hospice at Home
Total Number of patients
38
Crisis Intervention
18
Accompanied Transfer Home
6
Sitting Service
18
% Home Deaths
80.7%
Woodlands Hospice at Home has been commissioned until July 2013 and has
been in operation since January 2012 with the aim of enabling patients to achieve
their Preferred Priorities for Care and reduce unnecessary hospital admissions. The
service is currently for South Sefton residents with a South Sefton GP and has three
elements:• Crisis intervention – at the request of the GP, the Consultant in Palliative
Medicine visits the patient at home to review and advise, preventing any
unnecessary hospital admission
• Accompanied transfer home from hospital or hospice – where, on discharge, a
Health Care Assistant accompanies the patient home and stays with the
family ensuring everything is in place and handing over to the District Nurse or
care agency.
• Sitting service – Day or Night sits by Hospice at Home Health Care Assistant,
enabling the family to stay at home by giving practical and emotional support
to the patient and family.
13
Quality Markers we have chosen to measure
In addition to the limited number of suitable quality metrics in the national palliative
care dataset, we have chosen to measure our performance against the following:
Patient Safety Incidents
INDICATOR
2010-11
2011-12
Number of serious patient safety incidents
0
1
Number of slips ,trips and falls
60
35
Number of patients who experienced a fracture or
other serious injury as a result of a fall
1
1
Patient Safety Incidents
The Falls Multi Professional Group review all incidents of slips, trips and falls and
have developed local strategies to reduce the incidence of patient falls within the
hospice. This has included the implementation of all low beds in the inpatient unit,
fitting of additional hand rails and shower chairs in patient bathrooms and increased
access to nurse call bells in all patient areas. Clinical staff have attended update on
the use of the patients falls alarm system. The Group have examined the current falls
risk assessment documentation to improve communication of the patients falls risk
between different areas of the service. The outcome of these changes is extremely
positive with a 58% reduction in patient falls incidents.
INDICATOR
2010-11
2011-12
Number of patients admitted with MRSA
0
0
Number of patients infected with MRSA during
admission
0
0
Number of patients admitted with clostridium
difficile
1
1
Number of in patients who contracted clostridium
difficile
0
1*
Infection Prevention and Control
*unknown if transferred or acquired
The Infection Control Team is committed to ensuring that patients are cared for in a
safe, clean environment and minimising the risk of health care acquired infection
within the hospice. The incidence of healthcare associated infection within the
hospice has been minimal and preventative measures such as screening all patients
14
on admission to the inpatient unit for MRSA and adherence to the SIGHT guidance
for patients with unexplained diarrhoea have been implemented. The inpatient unit
comprises of fifteen single rooms which lends itself to minimising cross infection.
There is an established audit programme for infection control within the Hospice.
Clinical Audit
Clinical audit is used to monitor quality, enabling us to learn and improve the delivery
of our services. A Clinical audit plan is developed for the year and includes a mix of
local and regional audits.
Multi-professional audit meetings are held every two months in partnership with the
Hospital and Community Palliative Care teams. All staff are given the opportunity of
presenting the results of any audits they have taken a lead on at these meetings.
Following an audit, where issues are highlighted, an action plan is developed and
monitored by the Clinical Governance Committee to ensure that all actions are
completed.
Patient feed-back is also used to monitor quality of services .In addition to an annual
patient survey, Comment forms issued to all patients admitted to the In-patient unit
and those patients discharged from the Day Hospice are reviewed regularly and a
report compiled every six months.
The hospice has a regular programme of unannounced Trustee Visits which are
based around the Care Quality Commission’s essential standards. During these
visits, Trustees talk to both staff and patients asking for their views on topics relating
to the particular outcome being reviewed and check supporting documentation.
Following each visit a report is produced and any actions identified. Action plans are
reviewed by the Clinical Governance/ Governance Committees.
Through the Governance committees the Board of Trustees is kept informed about
audit results and any identified shortfalls. Through this process the Board receives an
assurance of the quality of the services provided.
The following table shows a sample of the audits completed during 2011/12
Patient Safety
Audits
Findings and Actions to be taken to
improve compliance/practice
Infection Control Safe Temporary closure mechanism is to be
handling and disposal of used on sharps bins when not in use.
Sharps
Staff need to be re-educated in relation
to action required following an
inoculation injury
Infection Control
Essential steps to clean,
Action plan
completed
October 2011
The results of infection control audits
November
and incidents are reported to the Clinical
15
2011
safe care
Governance Committee and Board of
Trustees bi monthly. Infection control
risk assessment needs to be an integral
aspect of future planning and
refurbishment projects.
Medicines
Management
Quality of Prescribing
Incorporate the need to weigh patients
prescribed low molecular weight
heparin in prescribing guidance
January 2012
Medicines
Management
Administration of
Medicines
Patient missed 3 doses of non stock
medication. Formal training for clinical
staff required on drug incident reporting
February 2012
Medicines
Management
Controlled Drug Audit
Include approved controlled drug list in
policy
Further staff training on safer use of
controlled drugs
March 2012
Documentation
Admissions check list developed to
ensure all patients receive all
necessary information about services
and have information pack explained.
February 2012
Documentation review group to review
existing and implement revised care
plans
March 2012
Regional Audits
Findings and Actions to be taken to
improve compliance/practice
Action plan
completed
Management of
Depression in Palliative
Care
Highlighted the need for screening for
depression at each assessment and
also the need to assess for suicide risk
in those felt to be depressed.
July 2011
Nursing Documentation
Documentation
Nursing Documentation
Disseminated locally at bi-monthly audit
meeting
Management of Ascites
Identified the issue of whether, if extra
monies became available, the hospice
should invest in an Ultrasound machine
and appropriate staff training for
assessment of ascites and avoid
unnecessary hospital transfer for
investigations.
16
Ongoing
Trustee Visits
Findings and Actions to be taken to
improve compliance/practice
Action plan
completed
Trustee visit - Outcome
1 – Respecting and
Involving people who
use services.
Introduction of folding beds available for
visitors wishing to stay with relative.
January 2012
Trustee visit - Outcome
6 Working with other
providers
Discharge leaflet to be developed to
assist patients when transferring
between services/providers.
Improved signage throughout hospice
to encourage people who use the
services to comment on services
provided and how to make a complaint.
In progress
Complaints
We take all complaints very seriously whether these are informal verbal complaints or
formal written complaints to the senior management team. How these are managed
is recognised as a priority going forward and they can also identify training needs and
promote continued learning.
Every complaint is recorded in a complaints log and 2011/12 is the first year this has
been fully operational explaining why there is no comparative data for 2010/11.All
complaints are dealt with in a timely way, ensuring a thorough investigation is carried
out and any appropriate steps are taken. All outcomes are reported to and reviewed
by the Governance and Clinical Governance Committees which in turn feed back to
the Board of Trustees.
A summary of complaints received for the period 1st April 2011 – 31st March 2012 is
outlined below:
INDICATOR
2011-12
Written Complaints
Complaints about staff communication and attitude
Action for
resolution
Outcome
1
Training
programme
reviewed –
discussions with
staff re. improving
communication at
shift handovers
17
Complaints about placement issues
1
Total number of written complaints
2
INDICATOR
Documentation
revised for
admission and
discharge to
improve clarity.
2011-12
Verbal Complaints
Complaints about staff communication and attitude
Action for
resolution
Outcome
5
Alterations in the
hospice training
programme with
targeted
communication
skills training to
be arranged.
5
A Capital Projects
Team has been
formed which will
address these
issues as monies
become available
Complaints about delays in receiving medication
1
Medicines policies
and procedures
reviewed.
Total Number of Verbal Complaints
11
Complaints about environment and facilities
3.1 What our patients and families say about the organisation
The Hospice encourages patients and their families to let us know what they think of
our services. Information on how to tell us is displayed throughout the Hospice and is
given to patients and families on admission or first attendance. Comments forms are
routinely distributed to all patients admitted to the In-patient Unit and are displayed in
all areas of the hospice. Comment boxes are displayed in all reception areas.
Regular patient forums are held in the Day Hospice with patients being asked for
their views on a variety of subjects.
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The results of our surveys are collated into an annual report and shared with
patients, families, staff and volunteers. The surveys and comment forms are
anonymous but if there are concerns people are asked to identify themselves so that
we can follow up to resolve any issues and learn from them.
The following are some of the comments received from our most recent Day
Therapy and In-patient surveys.
“They never made me
feel embarrassed if I
cried or if I felt lonely.
Conversely they
understood when I
wished to be left
alone”
“Everyone can’t do
enough to make sure
you are comfortable
and have everything
you need”
“Lovely place,
lovely
atmosphere,
lovely people
“Everyone has been so caring, kind
and full of fun, I feel I have an adopted
family, so safe secure and happy”
“As my condition deteriorates I have
confidence your hospice will always be
there to help”
“Brilliant service
– tailor-made for
the patient”
“The overall experience has
given me back my confidence
and helped me come to terms
with my illness in a positive
way”
“I am very pleased with the care
that has been given to me. Even
only coming once a week has
made a big difference to my life. I
consider you all my friends”
19
Our most recent service development, Woodlands Hospice at Home, has already
received some excellent feedback both from service users and healthcare
professionals referring to the service.
“
“May we thank you all for
the support, help and care
you gave us at a very
difficult time. Your empathy
made a heartbreaking time
more bearable”
“I just wanted to say thank you
for helping us care for our
mum in her last few days. Your
words of wisdom ensured the
whole family were with her
when she took her final breath.
You were a source of comfort
and guidance.”
“Brilliant service, well
delivered with great
respect and
professionalism”
“This is a valuable
service which has
been of great benefit
to patients, families
and District Nurses.”
“The staff provided great reassurance for us all and we
are totally impressed with
their attitude, efficiency and
kindness.”
“Overall the service has made a
tremendous difference to the care
of patients. Patient was escorted
home which the family found very
re-assuring and enabled a safe and
comfortable transfer. Medical
review has been prompt and
intervention has prevented hospital
admission, alleviating patient/family
stress. HCA sitters have been
professional and well received.”
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The Hospice at Home service has been well utilised and is already making a difference:
A gentleman of 55 yrs with a diagnosis of Hepatoma was referred urgently for night and
day sitting service to alleviate pressure on the family and thus enable him to stay at
home. The patient was living with his wife, fifteen year old daughter and mother in law
who was suffering with dementia. Hospice at Home sitters were provided within 2 hours
of referral and input was continued for 10 days, supporting his wife, who as well as caring
for her husband was having to deal with the unpredictable behaviour of her mother. The
sitters were able to distract the mother in law enabling the patient and his wife to spend
time together in the last few days of his life. The patient died peacefully at home, where
he wanted to be, supported by the District Nursing team and Hospice at Home sitters.
His wife wrote to us saying, ” The sitter was out of this world,” Mary Poppins”, takes care
to another level, could not have asked or wished for more and was also really good with
my mum”
3.2 What our regulators say
Woodlands Hospice submitted a self assessment report to the Care Quality
Commission in 2010 providing them with sufficient information to state that
Woodlands was low risk and not in need of an inspection at that time. Please see
Section 2.5 for details of subsequent reviews.
3.3 The Board of Trustees’ commitment to quality
The Board of Trustees of Woodlands Hospice Charitable Trust is fully committed to
prioritising quality. All Trustees participate in the programme of unannounced Trustee
Visits giving them an opportunity to familiarise themselves first hand with the
workings of the Hospice and an opportunity to hear the views of patients, families,
staff and volunteers. The organisation has a robust Governance structure with
Trustees taking an active role in ensuring that the Hospice provides a high quality
service and fulfils its Statement of Purpose.
3.4 Supporting Statements
Local Involvement Network
" Sefton LINK has welcomed working with the hospice during this period, the hospice
being a member of Sefton LINK. We look forward to working with the hospice over
the coming 12 months".
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NHS Merseyside
In line with the NHS (Quality Accounts) Regulations 2011, NHS Merseyside can
confirm that we have reviewed the information contained within the account and
checked this against data sources where this is available to us as part of existing
contract/performance monitoring discussions and is accurate in relation to the
services provided. We have reviewed the content of the account and can confirm that
this complies with the prescribed information, form and content as set out by the
Department of Health.
Leigh Thompson-Greatrex
Head of Quality Improvement & Patient Safety
NHS Merseyside
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