Our strategy

Priority 1: Our reach

• We will develop an outcomes-based population health model for all people in their last phase of life, designing services to address local need
• We will develop agile partnership models addressing inequality in access for everyone including Frailty, Mental Health and Dementia
• We will focus on proactive care to ensure better outcomes
• We will collaborate with health and social care partners for seamless, person-centred integrated care
• We will grow our services to address the unmet need by doubling our provision over the next 10 years.

Priority 2: Our impact

• We will remove the ‘hospice’ title from our name to help improve access by reducing the stigma and misconceptions associated with it
• We will invest in research as a powerful tool for influencing change, providing evidence-based insights and data, driving improvements and innovations that enhance patient care and support
• We will influence policy using research findings to advocate changes that support better palliative care services
• We will become an innovation hub and learning academy providing education and training to inform healthcare professionals about the latest best practices and advancements in palliative care
• We will share knowledge: Organise conferences, workshops, and seminars to share best practices
• We will co-author papers and articles to publish in reputable journals, ensuring our research reaches a wide audience
• We will build collaborative networks: Partner with other organisations and institutions to amplify our message and reach a broader audience.

Priority 3: Our people

• We will focus on recruitment, retention and talent management at an individual and team level, working in partnership
  to secure our future workforce
• We will invest in our health and wellbeing offering to ensure our colleagues are healthy, happy and that our workplace is safe
• We will create an organisational culture that is welcoming, builds and celebrates inclusivity and diversity and provides
  a sense of belonging and trust
• We will create agile workforce models, digital enablement and innovative roles that embrace new ways of working
• We will work closely with system partners and education providers to optimise funding and training that enables workforce transformation.

Priority 4: Our partners

• We will work in collaboration with our strategic partners and develop collaborative care models where our strategic goals align
• We will form partnerships with corporate partners, trusts, foundations and other organisations that share our vision, mission and values to support our growth
• We will co-produce our future models with those who use our services
• We will work as an equal partner within the health and social care landscape with equal responsibility to deliver seamless, cost-effective, excellent care.

Priority 5: Our foundations

• We will be commercially disciplined and enterprising
• We will build a 70/30 diverse funding model
• We will cultivate collaborations where we can access additional funding opportunities and expand our financial resources
• We will extend our pipeline of commercial opportunities to include new businesses, acquisitions, franchises, partnerships and public sector contracts that fit with our vision, mission and values
• We will ensure our digital infrastructure is designed to meet our ongoing needs and requirements, this will include the development of a digital transformation strategy to include use of AI
• We will grow our fundraising, lottery and retail income through new and creative approaches.

Priority 6: Our planet

• We will responsibly reduce our environmental impact
• We will ensure sustainable standards are in place for our estates
• We will raise awareness, train and empower our staff to drive the change that is needed.