The presentation delivers a lived experience over 15 months from a point where three significant risks simultaneously materialised in November 2014, to a position where eight service redesign projects were launched by April 2016 with recognised impact on larger systems transformation. The financial position shifted from an anticipated deficit of £1m to a surplus of almost £0.5m.
The presentation relates and reframes culture, coaching, change and marketing theory whilst delivering learning from mistakes and successes; how change was accelerated once the shift from fear to possibility was achieved; and how the focus on dignity, experience and confidence of patients, families and carers has extended reach as a result.
In November 2014 three events occurred:
Legacy income had not materialised during September, October and November
Three Clinical Commissioning Groups initiated a procurement process for End of Life Care
The Fundraising teams were in the middle of a major uplift with an anticipated decline in income trajectory on the previous year
Whilst each risk had been anticipated in isolation, together, this created a perfect storm.
The author delivers a real story, illustrating how change was accelerated through self-directing teams that have transformed working practice to enter new market space with a tested target to double reach and demonstrate sustainability through the Hospice’s Case for Change.
The Case for Change has already achieved significant financial investment (including CCG and major donor investment); early review to the CCG demonstrates some evidence of larger system transformation.
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