Reach More, Do More
We will increase our reach to the children, young adults and families who need our services and aim to provide greater access to families to a wider range of services in Hospital, Hospice and the Home.
Reach More, Do More
We are delighted to share our new strategy for 2024-28, which we’ve called “Reach More, Do More”.
Our objectives for the 2024-28 Strategy are to build upon our current achievements, extend our reach to more children, young adults and families while enhancing the scope and accessibility of our services.
We will pursue these goals by further developing and delivering our services; by collaborating with healthcare stakeholders, including the NHS and other professional networks; and by fostering sustainable growth through investments in our staff and volunteers, income generation activities, and environmental initiatives.
Support The Healthcare System – In Partnership
We will be a leading provider of palliative care services for children and young adults, and build on this by collaborating with healthcare stakeholders, including the NHS.
Grow Sustainably – People, Income & Environment
We will invest in our staff and volunteers and we will deliver the services we aspire to. We will grow sustainably by continuing to develop and invest in our income streams and being a charity that considers our impact on the planet.
Connor started going to Naomi House & Jacksplace at a young age, before the real deterioration kicked in and he built up a great rapport with the staff. So when Connor started using the ventilator he already trusted them. As his health deteriorated, he was more comfortable relying on them for his care.
Reach More, Do More
- Work towards developing Advanced Nurse/Clinical Practitioner (ANP/ACP), Clinical Nurse Specialist (CNS), Consultant Nurse roles to facilitate 24/7 telephone support.
- Develop and provide one stop clinic services for children at Naomi House, similar to the neuromuscular clinic model in Jacksplace.
- Attend clinics and advocate for young adults transitioning to adult services.
- Develop Link Nurses/In-reach Nurses to University Hospital Southampton to refer and support rapid transfers/step down transfers and support families when children who meet our criteria are in hospital.
- Develop a Research Nurse post to take forward the growing research agenda in specialist palliative care.
- Aspire to deliver bereavement support services to all families who experience a child death in our region.
Naomi House been there for fun holidays with friends, but it’s also been there when Archie has had horrible surgeries and I need help finding my feet while he recovers. We have used Naomi House for the good days. We have used them during the difficult days. And it is comforting to know that if we need them, they will be there for the last days.
Support the healthcare system - in partnership
- Through education and training, develop and support healthcare professionals and providers to participate in the delivery of Specialist Paediatric Palliative Care services 24/7.
- Through joint community posts facilitate preferred place of death at end of life
- Develop integrated workforce planning to deliver out of hours services to children and young people in the community
- Facilitate Advanced Care Planning (ACP) to young adults in the community who do not meet the criteria for Jacksplace (shortened life expectancy but likely beyond 35 years).
- Family Support to provide de-brief training for special schools and community providers to enable them to support their staff following the death of service users.
Jacksplace is a bright and happy place with wonderful staff, where you can hang out with friends and meet new people. You can play board games, enjoy arts and crafts, get engrossed in virtual reality, have a massage, relax in the garden, or meet at Jack’s Cabin for a drink. Jacksplace give respite for me and my family.
Grow Sustainably: People, Income, Environment
· Building a culture that drives exceptional performance by developing an environment that is stimulating and interesting but also welcoming, informative and where everyone can feel they belong and to be supportive of all round well-being – personal, financial, emotional and environmental.
· Improving and maintaining high levels of employee engagement by acknowledging and responding to challenges, ideas, successes and feedback and so creating a workplace that can be recommended and admired, where people are proud to work.
· Recruiting and retaining the best people who are encouraged, supported and included by developing an efficient and engaging employee experience for both external and internal candidates. We will continue to look at longer term talent pools by developing links where appropriate with diverse groups from our community including sixth forms and universities, collaboration with other organisations, apprenticeships and international opportunities.
· Continue to support leadership and learning by providing access to a range of training and development tools to enable everyone to achieve their goals. Focus on identifying individual goals, whether that is for longer term career development, shorter term opportunities or personal satisfaction being happy in a job well done.
· Increase the impact and benefits of maintaining an extensive range of volunteers across the Trust by identifying and promoting opportunities in every department and highlighting the value of making the most of these skilled people and their talents.
· Grow our statutory income to achieve at least 20% of our total income by seeking statutory funding for all end-of-life care along with other statutory income funding opportunities by developing a well-structured approach with effective engagement with ICB’s.
· Seize the opportunity presented by the expanding £3.7bn annual legacy market and prioritise the development and investment in a sustainable long-term legacy and In-memory strategy.
· Expand our retail network from its current 21 shops to reach a total of 33 outlets, 3 shops per annum, achieving an annual retail income target of over £5m in the final year of the strategic period.
· Enhance Major Donor and Legacy Giving activities by demonstrating impact, increasing the number of requests for support through the recruitment of a Major Donor and Legacy Giving fundraiser with the aim to improve donor cultivation and engagement.
· Understand needs and values of supporters. Utilise a deeper understanding of target audiences to develop methods and mechanisms that communicate clearly across all income and revenue streams.
· Focus the team on our core fundraising mission of Stewardship, Retention and Growth.
· Develop the events and activities that our communities want to engage in.
· Establish our carbon footprint and set targets to reduce our environmental impact, create a sustainability committee, engage with our staff, volunteers and stakeholders and report our progress to the board on an annual basis.
· We’re making a significant investment in renewable energy sources, ensuring all our electricity is sourced from 100% green energy. As part of this effort, we have plans to install solar panels in Naomi House & Jacksplace.
· Waste reduction and recycling; conduct a waste audit, develop a waste reduction plan, appoint recycling champions, enhance our recycling programme and track progress.
· Invest in energy efficient technologies and equipment to reduce emissions, including the upgrade of our Building Management System at Naomi House & Jacksplace.