Our Impact Making Every Day Count.

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Our ImpactMaking everyday count.Havens HospicesImpact Report 2019-2020Registered Charity Number 1022119Havens Hospices Impact Report - 2019-2020 1

Every one of usMaking every day count.Hospice careWe can’t cure people. But what we can do is makethe most of every day. As our Vision says, ‘Makingevery day count.’ Relieve a person’s pain so they cansay goodbye to their family. Give respite for a childso their parents can sleep. Arrange a wedding withindays so two people can marry before one of themdies.Havens Hospices started the year with an excitingfuture ahead of the charity. We had a new Mission,recruited a visionary Chief Executive, an esteemedMedical Director, we were about to move into the new 17.2 million adult hospice.Then Coronavirus struck, it seemed, out of nowhere.Our hospice care had to adapt overnight, ourfundraising reduced dramatically and our staff eitherhad to work from home, or risk their own health tolook after others in the hospices or patient homes.However, we have still been able to make2 Havens Hospices Impact Report - 2019-2020some incredible achievements in spite of thecircumstances, and we felt it was important – anobligation even – to tell you about these. Becauseit’s only thanks to your support that we’re still able tostand tall and proud.How do we knowwe’re doing theright things?This document is a hybrid between an ImpactReport, an Annual Review, a Strategic Report anda newsletter. So when we talk about some of thestatistics and data, it will give the specific date rangefor this.A key driver for theorganisation over the past 12months has been data. We invested in a new ClinicalQuality Team to collate and analyse information andevidence alongside the anecdotal feedback. This hasmeant we’ve been able to report much quicker on thecare we’re delivering, but also identify gaps where wecould do more.This data and evidence will run alongside ouranecdotal feedback, the compliments and complaintsthat we may receive so we can get a full picture of theimpact our care and support is having on those we’rehere to serve.

Our Vision \ Our Mission \ Our ValuesOur VisionMakingeveryday count.Our Values1We are driven by our desire to carefor and help people with complex orincurable conditions. We focus ontheir quality of life, offering choice andsupport in ‘Making every day count’.2Commitment43CommunityWe work together as a charity andto serve our communities, to ensureeveryone feels included, valued andrespected for what they contribute.CourageWe listen calmly to others and respectdifferent opinions and beliefs. wereflect and think before we act, seekto understand the consequences,overcome fears in making difficultdecisions and accept that we cansometimes make mistakes.We are committed to putting otherpeople’s needs first. We seek to achievefairness and equality by making ourservices inclusive and available to allwho need them.Our MissionTo offer the best possible palliative andsupportive care, free from fear andbarriers, where the patient and thoseimportant to them are always put first.Care and Compassion5IntegrityOur patients and families are at theheart of every decision we make. Weare open, honest and transparent andevery action is taken in good faith.Havens Hospices Impact Report - 2019-2020 3

Timeline2019 - 2020201912th AugustSteve Smith takes overas CEO15th NovemberAGM launches the newHavens Hospices brandincluding Vision, Missionand Values and Stevesets out his StrategicObjectives17th SeptemberRequirement for Trusteesto be Christian isremoved through vote atEGM4 Havens Hospices Impact Report - 2019-20201st FebruaryDr Grahame Tosh joins asMedical Director and DrRachael Marchant asSenior Doctor31st DecemberFair Havens closes as noconsultant cover andCare Team deployed togive care in patienthomes2020

19th FebruaryTransition to the new FairHavens in Prittlewell14th FebruaryKeys to new Fair Havensare handed overAssessment andregistration by CQC andpassed with confidence27th MarchStart admitting patientsfrom hospitals to free upacute wards5th MarchFirst patient admittedto Fair HavensIn Patient Unit31st JulyEPIC (a children’s homerespite service)integrated into HavensHospices17th MarchCoronavirus pandemicannounced andadministration staff workfrom homeJuly-SeptemberHavens Hospicesannounces consultationon roles across thecharity to help reduceexpenditure21st MarchHavens Hospices closesall charity shopsSeptemberRemodelled care servicesof Havens HospicesannouncedHavens Hospices Impact Report - 2019-2020 5

Steve SmithIt was an incredibly proud moment in August 2019when I took on the role of CEO at Havens Hospicesand I knew that it would be an exciting challenge. Weneeded to implement a significant programme ofchange, we needed to modernise our charity and ourcare but still retain the philosophy of hospice care,outlined in our revised Vision, Mission and Values.During the first 90 days I spent time across everycorner of the organisation talking to staff andvolunteers. Listening to the key themes in thesediscussions it was clear that we did many things verywell and, most importantly, we provided valuablecare, but I knew there was more we could do.I knew we could provide more care to more people byembracing data and understanding where we couldimprove. We could use our investments in technology torevise our systems and processes, and we could createa culture that attracts staff and volunteers and givesthem the skills and environment they need to thrive.6 Havens Hospices Impact Report - 2019-2020Rebuilding relationships“More care for more people”We also had a lot of work to do to repair trust andrelationships with our local healthcare partners. Itwas important that time was given to rebuilding ourreputation in those networks and demonstrating thatwe have an important part to play in the local healtheconomy.My one simple aim since I took the role on of CEO hasbeen to provide more care for more people.Despite the restrictions that Covid-19 has presented,both logistically with our buildings and how weprovide care, and within our income, we are achievingthis aim. We have seen adult patient contact rise inthe last six months by an average of 40% and thisshows what we can achieve when we accept andembrace change.By the time Coronavirus took hold, we had made goodprogress – the majority of our administration staffhad been equipped with the technology which meantthey could work from home within 24 hours of theannouncement being made. We had passed our CQCassessment and registration with confidence at thenew Fair Havens in Prittlewell and had already startedcaring for patients. We’d had some really positivediscussions with our healthcare partners and startedmaking plans for joint working, which Coronavirushastened. All of us were proud of to support theNHS, with our care staff showing great bravery andresilience in such difficult conditions.Although we faced big discussions ahead of us, weknew that we could still put patients at the heart ofthese and support them as best we could.The biggest decision we faced was around reducingour expenditure through staff consultations. It wasan option that none of us wanted to take, but weknew this was the only way to stabilise the charity’sfinances so that we could survive. Through tworounds of staff consultations, a number of roles weremade redundant. I pay tribute to those staff who wereaffected, and thank them for their years of service toHavens Hospices. This action has ensured that for theforeseeable future, we are able to continue offeringservices to our local community and more.To make such significant change within anyorganisation requires trust. Trust in our ownabilities, trust in our colleagues, and trust in thosethat are leading the organisation. In the last 12months we have endeavoured to promote anopen and transparent approach to leadership andmanagement, which allows us to have a dialogue atall levels about the performance of the organisation,and of the individual. Over time, this cultural shift willreap benefits for the patients in our care.Improved accountability has inevitably led to strongergovernance and with the improvements madethrough the move to our new building we have beenable to adopt a more digital and agile approach withour Board of Trustees. Our ability to assemble quicklyhas led to greater accountability, improved handlingof strategic risks, and we have made decisions quickerthan ever before.Our ability to focus on ‘Making every day count’ hasenabled us to steer the organisation through a globalpandemic, and will continue to give us the confidencethat we can continue working for our patients andfamilies in a climate of uncertainty.

Our StrategicA message from the Chair of Trustees ObjectivesIt is reasonable to say that my term as Chair of HavensHospices has been eventful with significant changesin the charity’s leadership and examination of itsfounding principles to meet emerging challenges.We have also been faced with the need to makechanges in the way we provide care services tomeet the new challenges presented to us during theCoronavirus pandemic.As Chair, I have been particularly proud of the waywe have faced these situations and the resilienceshown by all who work or have an association withthe charity. It has been truly inspirational. It has beenreassuring that our governance arrangements havebeen robust and our ability to make use of the latesttechnology has enabled us to maintain speedy andeffective decision making.I would like to take this opportunity to thank ourLeadership Team, along with Trustees, for adaptingour care and support services to enable us to functioneffectively throughout Covid-19, and putting theplanning in place to ensure the hospices can continueto do so. In addition, we have taken all the necessaryactions to safeguard our frontline hospice care as wellas protecting the future of our charity.Finally, I am confident that the charity is in a strongposition to face the future, become stronger and fulfilits Vision of ‘Making every day count.’Brian R TerryAs a result of the impact Coronavirus continues tohave on the charity, the Trustees supported a changeto the Strategic Objectives to focus on our income,our patients, and our staff. These will be reviewed in2021: Work with our supporters to secure the future ofHavens Hospices in Southend, Castle Point andRochford, and throughout Essex Remodel our services for our patients and theirfamilies in light of the impact of Coronavirus ontheir lives and choices Ensure Havens Hospices staff and volunteersare supported to achieve our aims withtraining, development, and suitable wellbeingopportunitiesWe will achieve these by focusing on three keythemes – Staff and Structure, Culture, and Data andTechnology.Havens Hospices Impact Report - 2019-2020 7

Care during Coronavirus.Our hospice care continued throughout thepandemic. It had to. But how that hospice care wasdelivered was a lot different to what we’d been usedto. The practical elements such as PPE, infectioncontrol and building logistics aside, our Care Teamsfound solutions to ensure that our patients andfamilies didn’t feel isolated whilst shielding. If theyneeded hands-on nursing care, we were available.Here’s a snapshot of what we did: Our Fair Havens Hospice at Home Team workedat full capacity, with demand increasing by 30%as people chose to be cared for at home insteadof hospital.Nothing is too muchtrouble. Even thoughthey have to wear masks andaprons, they’re doing it with asmile on their faces.Alan At Fair Havens we opened all 16 beds at thehospice just three weeks after we opened thenew building in Prittlewell to discharge peoplefrom hospital who were at risk of Coronavirus.If I hadn’t come to FairHavens, I would haveended up in hospital where thereis a higher possibility of catchingan infection or virus.Amanda8 Havens Hospices Impact Report - 2019-2020 Little Havens also worked with NHS servicesacross Essex to bring children at risk out ofhospital wards and intothe hospice.Little Havens is such abeautiful place, there isso much love andlaughter there.Verity, Theo’s Mum The beautiful gardens at Little Havens were madeavailable to families experiencing an exceptionalcrisis who could benefit from time away fromhome. Our music therapy sessions weremoved online.Little Havens is the safest environment forus to ease back into the‘big wide world.’ The gardensare so lovely, they have a calmfeeling to them. It really is a‘safe haven’ for families like us.Emma, Connie’s Mum We set up the Coronavirus Crisis BereavementLine seven days a week to support anyone in Essexaffected by a loved one dying, either directly orindirectly from the virus.The reason that I contacted HavensHospices is, in my personal experience, Ihave never met anyone through the hospice thatI would not feel comfortable with speaking toabout my feelings. I think it must be the kind ofperson that works there. For those supported by Little Havens and TheJ’s, we had regular telephone contact withfamilies who were shielding, liaised with otherprofessionals involved in their care to supportthem from home.The J’s know their patients and theirmedical conditions so well, that they canpre-empt issues before they arise. With a recentcatheter change for a young patient, The J’snurse knew his history of developing infectionsso offered advice over the phone and arranged aprescription through his GP for antibiotics.

Our newFair Havens.For the futureAlthough the construction of Fair Havens took 65weeks, the planning and fundraising had beenhappening for around a decade beforehand.Welcoming our first patient was a momentousoccasion, as it was the culmination of years of hardwork by hundreds of people.Since we opened in March, the number of patientswe’ve been able to care for within the In Patient Unithas risen by approximately 40% already, compared tothe same period last year (March-September).This is partly because we have more bedroomsavailable and they’re all on one level, meaningpatients who are really poorly can come in straightaway rather than having to wait up to a week fora ground-floor room to become available. Oftenthe patient would then become too ill to make thejourney, or die before they reached the hospice whichwas upsetting for both the families and our CareTeam. Now, the average time between a referral beingmade and admitting a patient to the hospice is justover 24 hours.It’s also because we’re working more closely withhealthcare partners, including our very own Hospiceat Home Team. In April and May, referrals to theservice increased by 30% as people chose to be caredfor at home instead of hospital. We added additionalhome visits and worked with our local CCG’s to widenour geographical reach.Havens Hospices Impact Report - 2019-2020 9

Veronica’s story.Veronica was initially diagnosed with cancer inAugust 2018, which has since spread. Those involvedwith her care had been trying to convince her to visitFair Havens.The word ‘hospice’ terrified me. I keptshying away from the issue until I wastaken ill. Quite honestly, coming to Fair Havensis the best thing that has happened. I feel lessfearful now about the future.This was Veronica’s second stay at the hospice inPrittlewell to help control her pain and symptoms, butPeter, her husband was also struggling with anxietyand exhaustion. The couple have three daughters,and as a family they want Veronica to stay at home foras long as possible.When I first visited, I wasn’t expectinganything like this. The experience hasbeen unbelievable. What I especially noticed was10 Havens Hospices Impact Report - 2019-2020how the whole team worked together. They’resuch a happy bunch, and seem to really enjoywhat they do.Emotionally, there were so many things thatI needed to do, to tell my loved ones and theyhelped me to do that by creating keepsakes. Ifeel relieved that I’ve managed to achieve thisbecause it had started to becomeoverwhelming.Occupational Therapist Mary-Ann Campbell workedclosely with Veronica and Peter during this stay. “Iwanted to empower and enable the couple to go backhome and manage with the support our team has putin place, with additional coping strategies.We’ve worked on managing anxiety withsome mindfulness and breathing exerciseto help keep them calm when there are bumps inthe road, so they feel able to cope at home.There’s adischarge planin place and we’ll keepin contact too.It’s been a real honour and privilege to work withVeronica and Peter. They are brave, have spokenfrom the heart about what was truly troublingthem, and we’ve worked together to find toolsand techniques so they feel stronger to deal withthe next chapter.

WellbeingSocialActivities atLittle HavensPatients or families needing emotional support are now referred to our WellbeingTeam for an assessment so a tailored Care Plan can be put in place. Sometimescounselling isn’t always the answer; they may need practical advice at thatmoment in time, but some more intensive therapy later on. Their Care Plan couldalso include complementary therapy, therapeutic groups or activities.We have been working with our Little Havens and The J’s families to identifyalternative types of support that we could offer them. Some of the parents andcarers commented that sometimes they just wanted to use our facilities withoutnecessarily leaving their child to be looked after by the Care Team. So ‘SaturdaySocials’ were trialled during the summer holidays of 2019.A multi-disciplinary team will create a targeted support plan and signpost toother organisations that can help.These involved families spending the day at Little Havens, taking part instructured activities, having complementary therapy treatments and havinglunch provided for them.Safeguarding has also been a key priority, with a steering group creating systemchanges, updated policies, charity-wide training and a three year SafeguardingStrategy.A review of our spiritual care has helped to widen our scope of support to thosefacing bereavement. Spiritual Care Lead Martin Hill says, “My primary goal is tomake certain that every person feels that they are included within spiritual care- it could be that their religion is important to them, as well as for people whohave found that chaplaincy wasn’t something they would be able to engage with.Spiritual care may give them that greater sense of their own worth and valuewithout needing to subscribe to Christianity or any religious faith.”They were such a success the pilot was made permanent and extended withCosy Sundays. We’ve already created a booking system for sessions using ourhydrotherapy pool and multi-sensory room.We are now continuing the theme of social activities in ‘Covid Secure’ ways sowe can still utilise the building, providing support and entertainment for ourchildren, young people and families.We’ve been arranging garden visits with a picnic and craft activities as well asonline music therapy and baking sessions.Havens Hospices Impact Report - 2019-2020 11

Ellie Miller –Director of Care and Executive NurseDuring the last 18 months, our nursing teams acrossall our hospice services have experienced change likenever before. Recruitment challenges, new buildingsand systems, rethinking how and where we care forpatients and, then, a pandemic. Their resilience hasbeen tested to the maximum, all whilst still caring forpatients and families and staying true to our Vision of‘Making every day count.’Working as part of a nursing team, your duty to carefor others is always the priority, but this becamemore apparent as the Coronavirus took hold in springthis year. I witnessed first-hand the dedication ofmy staff, and those who supported them like ourhousekeepers, maintenance and catering teams. Itwas one of the most humbling experiences of mynursing career.Like any frontline service, the pandemic took itstoll on us all. Having to restrict who could visitpatients, especially those nearing the end of t

Making every day count. We can’t cure people. But what we can do is make the most of every day. As our Vision says, ‘Making every day count.’ Relieve a person’s pain so they can say goodbye to their family. Give respite for a child so their parents can sleep. Arrange a wedding wit

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