We have thoroughly enjoyed working on this project and would love to share the results and more about how we secured funding for this project through the HLF.We have an audio post with a snapshot of some of the recordings. The display is portable as we intend to move it around our community over the coming months.

Background Derian House Children's Hospice and St Catherine's Hospice (Adult service) successfully bid to the Department of Health to fund a joint project to improve access to hospice care for young people aged 16–25 years. As part of the project, we surveyed training needs of staff within the two organisations specifically with regard to caring for this age group and their families. Results Fifty-two completed questionnaires were analysed; 34 (64%) from St Catherine's Hospice and 18 (34%) from Derian House Hospice. The survey included questions about role, work setting, frequency of involvement with young adults, assessment, communication and clinical management skills, previously identified training needs, access to relevant training and preferred learning methods. The majority of staff had some degree of confidence in all key areas of assessment, communication and management. However, staff generally lacked the confidence to train others, with the exception of management of pain and other symptoms and the use of syringe drivers. Significant training needs were identified. Overall trends were similar amongst adult and paediatric staff, although there were some significant differences. Training specific to the age group in question was highlighted as difficult to find and much needed locally. Conclusion Lack of confidence of staff working within or allied to specialist units has implications for implementation of the national End Of Life Care Strategy. Provision of good clinical care for young adults with a diverse range of life-limiting conditions requires close collaboration between multi professional clinical teams working across geographical and organizational boundaries. A joint approach to workforce development involving NHS services, voluntary organisations and universities has been incorporated within the Central Lancashire Palliative Care Education Strategy with the aim of improving our ability to meet the needs of this specific group of patients.

BackgroundA key objective of the newly formed Knowledge Exchange Directorate in 2015 was to collaborate with other organisations to support the achievement of St Catherine’s Hospice’s (SCH) aim ‘To help more people have quality of life to the end of life’. A formal collaboration with Higher Education was a high priority and in late 2015 discussions began with the University of Central Lancashire (UCLan) to explore a more formal relationship.Aim of the CollaborationTo work together to explore opportunities for the joint development of: the expertise residing in UCLan and SCH for the benefit of local people and the local economy; educational opportunities through potential collaborative provision research and academic projects, including academic updating and sharing of good practice links within their respective industries to provide students with hands-on practical experience; joint bids for external funding to support the above.MethodsA formal three- year Memorandum of Understanding was signed with UCLan to lay out the objectives of the partnership and the principles of collaboration alongside statements on intellectual property and confidentiality.Results IncludeNew opportunities for students from the College of Health and Wellbeing and Medical School to support understanding end of life care. SCH to be included in the pilot of the Physician’s Associate roleSupport to help SCH develop its communications strategy including a project by MBA students and a facilitated planning day delivered by the Leadership HubJoint bid for research project on the use of communications technology in end of life care.Exploring potential for placements from events, communications and creative/design students.ConclusionThe whole is greater than the sum of each part. SCH has to offer real world issues, experience, and community involvement; UCLan offers research, evidence-based knowledge and developing talent; together there is innovation, thought leadership and impact through social change.

Background Little interaction between managers across different directorates No sense of ‘team’ amongst managers Lack of consistent approach and varying degrees of management experience Aim Set standard for leadership & management amongst middle managers Raise confidence of managers in dealing with staff performance Develop team working across departments Enable managers to contribute to and deliver the Hospice 5 year plan Approach Used Researched suitable providers, developed partnership with Lancashire Teaching Hospitals NHS Foundation Trust Leadership and Organisational Development Team Training Needs Analysis - rated confidence across different leadership and management areas and then prioritised for development. Key components: 7.5 days of group training Leadership & Management Situational Judgement Test Self-assessment against NHS Leadership Framework 1–2-1 with advisor Group project work / presentation Impact evaluation (due June 2013) ILM Level 5 qualification Outcomes ‘The difference in the first Management Team meeting following the course was tangible and exciting. Colleagues were more confident, open and prepared to actively challenge and contribute. I came away greatly encouraged by the credible difference which entirely justifies the investment that we made into establishing an Education Team that can sharpen our business effectiveness at every level just at a time when we need it most!’ – Stephen Greenhalgh, CEO In my directorate, confidence in their own ability springs to mind, they have been committed to the appraisal scheme and cascading from the business plan to performance plans” – Lorraine Charlesworth, Director of Income Generation “My attendance on the Management course assisted me to reflect on my Management style and enabled me to increase delegation to my staff. It also improved my working relationship with my line Manager and other Managers on the programme.” - Cheryl Scott, FamilySupportTeam Manager “One of the most practically useful courses I’ve ever been on - combined theoretical and applied knowledge made the content easily transferable to the workplace. I have already implemented many changes within my team." Katie Russell-Paddison , HeadofAdmin Key Operating Principles Developing leadership for a new era Developing the hospice workforce

Pioneering development that blends informality, self-help, peer support, information and sustainability in a unique mix of charitable and commercial income generation alongside community development.BackgroundVision: That all in Central Lancashire facing life shortening illness have quality of life and dignity in death.Our current model cannot deliver this.InfluencesDying for Change – Charles Leadbeater, 2010‘support will be impossible unless we encourage conversations … so people are more able to shape what happens’Commission into the Future of Hospice Care – Help the Hospices, 2013people want ‘easy access to information and regular conversations’the future lies in ‘maximising the potential that consumers and the community have’Local discussion with patients and families about their experiences of end of life carePracticalitiesRenovation of a dilapidated barn into Café and Community Palliative Care Centre50% funded by Capital Grant12 month building projectOpened 24th November 2014Project aimsServing the whole population by empowering people to help each otherOpening up to reach outSocial enterprise through commercial and community developmentSustainable income to support the main hospiceKey featuresWelcoming café serving high quality, wholesome mealsVolunteers providing basic emotional support to bereaved, lonely, worried, anxious peopleInformation sessions with experts to plan for end of life e.g. local solicitors, civil serviceAn informal ‘introduction’ to the hospiceA range of activities to attract new groups of supporters – craft workshops, light exercise classes, room hire to businessesImpactCafé sales 278% up on forecast56 people supported through advisor service Dec 14 to Mar 1553% of those that answered the question ‘had no previous connexion with the hospice’What would they have done if they hadn’t spoken to an advisor, of those that answered the question40% would have done nothing or had ongoing stress/anxiety54% said that they would have sought help from a health professional