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Head Office

PO Box 5603, Maroochydore BC 4558

Email

admin@sunshinehospice.org.au

+61 7 5479 0881

Op Shops

Hospice Charity Shop Mapleton
+61 7 5478 6155

Hospice Charity Shop Tewantin
+61 7 5440 5919

Hospice Charity Shop Maroochydore
+61 7 5479 0881

Hospice Charity Shop Nambour
+61 7 5441 5007

Hospice Charity Shop Cooroy
+61 7 5442 6828

Strategic Plan

Strategic Plan July 2013 - June 2016

The Strategic Plan was developed before amending our name to Sunshine Hospice Ltd.

FOREWORD

This plan is a milestone for Sunshine Coast Community Hospice and an important component of securing our long term future.  It builds upon the legacy of our original founders who saw the gap in existing services for people who were dying and acted to fill that gap.  It validates their vision of providing a friendly, homelike alternative to hospital care and articulates how we will continue to build on this model for our guests and families.

The plan development involved consultations with our staff and volunteers, with Queensland Health and Palliative Care Qld and was driven by a planning committee that included the board and management and representatives of the staff and volunteers, aided by an external consultant.

We have deliberately confined this inaugural plan to a three year time horizon as we intend to use this period of time to consolidate, to expand the range of services provided to our guests and families, to strengthen our systems and operating procedures, to strengthen our financial base, to support better our wonderful staff and volunteers, and to gain wider commitment to our hospice model by key decision makers.  

Such activities will provide a solid foundation for future growth so that as the population of the Sunshine Coast grows, so do we.

Our plan is a plan for the entire organisation, not only our hospice facility and model of care, but also the important functions of our charity, including our fundraising arm, our shops, our administrative support, and our governance arrangements.

The plan sets out who we are and what we do, our mission, values and vision for the future and how we intend to get there.

The management will implement this plan through actioning an annual detailed operational plan and the Board will monitor progress towards our goals and objectives.

Dr Frank Lewins
President

WHO WE ARE AND WHAT WE DO

Sunshine Coast Community Hospice is a community-based charity based on the ethical value of allowing a natural dying process, when a cure is no longer viable.

Our charity’s primary purpose is to provide an alternative to hospital care for people who are dying and who no longer can be cared for at home

To achieve this we not only manage a hospice, but we also manage a number of hospice shops, run an active fundraising program, seek donations, and engage actively with other community organisations for the benefit of our guests and their families.  

We have a significant volunteer program across all of our activities and volunteers are an integral part of our organisation, whether they serve on the board, in the hospice, at our office, or in our shops.  Our volunteers undertake a wide range of roles from fundraising and public relations, to administration, to gardening, to driving, to maintenance, to general care and support in the hospice (cleaning, cooking, being a companion – and much more). Without them we would not be able to offer a service.

We operate across the Sunshine Coast, with our hospice situated in Doonan, our main office in Maroochydore, and hospice shops in Maroochydore, Tewantin, Mapleton, and more recently in Cooroy and Nambour.

ABOUT OUR HOSPICE

Our hospice is both a place and a way of caring for those who are facing the end of their life

Our hospice environment is safe, peaceful, friendly, relaxing and comfortable, where guests, their families, friends and even pets can feel at home

Our way of caring is to provide flexible, specialised hospice care to meet each guest’s individual needs, whether they be physical, psychological, social and spiritual.  This holistic care is based on a team approach, best clinical practice and excellence through continuing education and research.

We offer (at a very low cost):
•    Six beds in a lovely setting;
•    A warm and welcoming environment for our guests and their families;
•    Symptom and pain management;
•    Specialised nursing care;
•    Personal care;
•    Nutritious meals;
•    Volunteer companionship;
•    All required equipment;
•    Equipment loan for at-home care;
•    Counselling;
•    Bereavement follow up for families;
•    Complementary therapies;
•    Support and information to other agencies and professionals; and
•    Education (both in-house and to the community).

We are committed to giving our guests and their families the best possible experience in the time available to them.  Our hospice is their “home away from home”.

OUR MISSION

We provide personalised and specialised hospice care in partnership with the Sunshine Coast community for people of all ages who are dying

OUR VISION

To have our model of care, where guests' and their families' needs are met in safe and caring surroundings, replicated in all Australian hospices.

OUR VALUES

Compassion: Having empathy and concern for others, being considerate and understanding at all times, enhanced by the love and passion we have for the work we do

Dignity: Ensuring that our guests and their families’ individual needs are first and foremost and that they feel empowered to make the choices that help them to have peace

Natural dying: Accepting that dying is a natural part of life and when a cure is no longer possible, enhancing the experience of living whilst dying

Flexibility: Understanding that everyone’s journey and their needs are different as well as changing over time and being responsive to and respectful of individual differences and requests

Professional excellence: Acting with integrity, continually building on and appreciating the skills and knowledge of our staff and volunteers, being accountable for our actions, treating all with deep respect, working as a team, being innovative and flexible in our approach, taking a holistic view of people and their needs and listening to the views of others

OUR CURRENT ENVIRONMENT

The research we undertook to develop this plan shows that:

•    Our Hospice fulfills a key role in the palliative care services offered across the Sunshine Coast by providing an additional 6 beds to meet a shortfall of palliative care beds in the region;
•    Our community-based hospice service aligns with Queensland Health’s policy objective of avoiding inappropriate hospital admissions and care;
•    Future growth projections and the demography of the Sunshine Coast indicate that 32.16 hospice/palliative care beds will be needed by 2021, an increase of 15.6 beds;
•    Government funding for additional hospice beds or hospices will be predicated on demonstrated need and more importantly, assessment of hospice viability;
•    A threat to our model of care is the lack of legislative recognition of hospice care and the current push for community-based hospices to meet the burdensome demands of hospital accreditation; and
•    The demand for home-based palliative care is being met by other service providers and our model is complementary to this and does not need to expand into this area.

Our internal assessment revealed the following:

•    Our model of care is greatly appreciated by our guests and families and strongly supported by our staff and volunteers – it is a foundation that must be protected and strengthened;
•    Our capacity to provide quality specialised palliative care has been enhanced by on-going improvements to clinical care practices in the last 12 months which serves as a model for future development;
•    We are a young organisation that has yet to fully develop systems and procedures to cover all our key functions;
•    We need to continue to build our capacity by further investing in our volunteers and in our staff for optimum outcomes for our guests and their families;
•    There is potential to expand our range of on-site services to include day respite and a hub for more bereavement counselling;
•    We are growing in financial management maturity but our limited access to government funding requires a significant effort to build our commercial outlets and to strengthen and significantly uplift our revenue sources and levels;
•    Our organisation is maturing and with this comes the need to update our constitution and move to a skills based board; and
•    Our level of community recognition and awareness is hampered by different names used to promote our services with the name Katie Rose having high brand recognition in the north of the Coast and Sunshine Community Hospice having much stronger recognition in the south of the Coast.

OUR FUTURE

In 2016 Sunshine Coast Community Hospice will continue to provide the best possible caring environment for our guests and their families, based on our values and model of care.

For our hospice service we will have:

•    A day hospice service operating on-site
•    A wider range of activities and alternative therapies available for guests and their families
•    An outreach service for bereavement counselling
•    A cost- effective, flexible staffing model for our hospice that meets our quality clinical and care standards and can be easily replicated
•    A full complement of well trained and well supported staff and volunteers
•    An agreement with relevant universities for ongoing staff training and student placements
•    Clinical consulting services being offered to facilitate and enhance general clinical practitioners’ understanding of palliative care and our hospice model
•    Plans in place for the expansion of our hospices with one more hospice on the drawing board

For our organisation we will have:

•    Stable management and governance
    o    An increased membership base
    o    A modern and up to date constitution
    o    A skills based board including board members with palliative care and commercial knowledge
    o    A clear management structure with clarity of responsibilities and accountabilities

•    Well run and efficient operations with the capacity to easily replicate systems (clinical, administrative, financial and technological) for future growth

•    A strong and ongoing financial base
    o    Enhanced fundraising capacity and targets
    o    A capital and asset management program (including maintenance)
    o    An effective investment strategy
    o    A commercial strategy delivering a strong stable revenue stream
    o    Increased donations of a significant size
    o    Policies on guest contributions
    o    Better access to and success with grants including government funding

•    A well organised volunteer program with a large volunteer base covering a wider range of roles

•    A high level of community recognition and brand awareness across the Sunshine Coast

This will leave us well placed to expand in late 2016 and beyond.

OUR STRATEGIC FOCUS AREAS AND GOALS

To deliver on our future desired end state there is much that will need to be done in the coming 3 year period, including taking a more strategic approach in all functions and activities (for example taking a more cost effective approach to generating income based on good analysis – “better bang for the buck”; engaging effectively with key senior decision makers and politicians; making evidence based decisions at management and board level); taking a whole of charity approach; and striving for organisational efficiency and excellence.

The key areas of focus for future success are:

Strategic Focus Area

Strategic Goal

Our organisational model
Whole of charity approach, with our quality hospice care supported by sound business acumen

To build a robust skills based organisation capable of sustaining and growing our hospice services

Our model of care
Based on high standards of education, research and clinical practice, covering all needs and supported by caring relationships

To continue to strengthen our approach to providing the best quality care and support to our guests and families in a warm and welcoming environment

Our people
A strong team and people focus with volunteers integral to success

To agree upon and progressively implement a staffing structure and development program for both staff and volunteers for all facets of the organisation

Sustainability
Simple well documented systems, strong financial capability

To become an efficiently run, compliant and financially sustainable organisation

To build our financial and administrative capacity to enable us to easily replicate and sustain future growth

Identity and branding
One name, high profile

To have a strong brand consistently applied across all facets of our organisation which fosters instant and positive community recognition

Governance and management
Capable of managing a larger and more sophisticated organisation

To establish an effective governance model that covers clinical, financial, administrative and regulatory matters

OUR OBJECTIVES

Strategic Focus Area

Strategic Goal

Our organisational model

Whole of charity approach, with our quality hospice care supported by sound business acumen

To build a robust skills based organisation capable of sustaining and growing our hospice services

Objectives

Yr 1

Yr 2

Yr 3

To gain wide understanding of and commitment to the implementation of the strategic plan

To define how we operate as a charity by June 2014 – our shops, our fundraising, our donations and bequests, our administrative support, our hospice

To identify priority areas for development that strengthens an integrated charity wide approach (with the whole being more than the parts)

 

To consider potential joint services with other organisations

To consider replication and expansion to additional sites

To grow the rest of the organisation to match any growth in service delivery

Strategic Focus Area

Strategic Goal

Our model of care
Based on high standards of education, research and clinical practice, covering all needs and supported by caring relationships

To continue to strengthen our approach to providing the best quality care and support to our guests and families in a warm and welcoming environment

Objectives: Hospice care

Yr 1

Yr 2

Yr 3

To consolidate residential care staffing including how clinical consulting services can be incorporated

To review the Australian Palliative Care Standards and develop a plan to implement in a way that protects the current model of care

To prepare for day hospice on site

To implement a trial day hospice service

To plan for an outreach bereavement service

To apply for accreditation against the Australian Palliative Care Standards with in-principle accreditation by start of 2015.

To fully implement day hospice

To implement an outreach bereavement service

To successfully achieve accreditation in first part of the year and conduct first annual review by end of the 2016 financial year

Objectives: Government and Industry acknowledgement of the hospice model

Yr 1

Yr 2

Yr 3

To become involved in the network of hospices in Qld and work together to raise awareness of the benefits of community based hospice model

To ensure that all relevant local, state and federal politicians have visited the hospice and are well briefed

To prepare a submission to Queensland Health arguing the case for legislative recognition of hospice

To intensify lobbying efforts to achieve government support on a grant basis

To achieve government financial support for hospices

To achieve a change in legislation for the recognition of hospices

Strategic Focus Area

Strategic Goal

Our people
A strong team and people focus with volunteers integral to success

To agree upon and progressively implement a staffing structure and development program for both staff and volunteers for all facets of the organisation

Objectives: Staff

Yr 1

Yr 2

Yr 3

To develop a staff handbook incorporating an annual review system and staff induction and training by the end of October 2013

To develop and implement ongoing staff training and development

To ensure effective recruitment and mentoring of staff

To put into place mechanisms to look at potential future staff through contacts with the universities

To sign an MOU with Universities on the Sunshine Coast for provision of staff development

To review and further develop a staffing model consistent with any growth strategy

To develop the competencies of the board and Exec Officer to meet a potentially expanded organisation

To develop the managerial capacity to significantly expand the organisation to meet our growth strategy

Objectives: Volunteers

Yr 1

Yr 2

Yr 3

To ensure that all of our volunteers understand their role in the organisation and are supported in carrying this out

To restructure the volunteer program so that it better supports volunteers and is simple and straightforward to manage

To employ a part time volunteer coordinator whose initial focus is on the hospice

To strengthen and build the volunteer base

To identify the key success attributes of our volunteer approach and its applicability across the organisation

To expand the volunteer base and the range of volunteer roles across the different functions of the organisation

 

 

To build a wider base of volunteer expertise to cover advisory and task force functions (i.e. have marketing, strategy, HR expertise on tap)

Strategic Focus Area

Strategic Goals

Sustainability
Simple well documented systems, strong financial capability

To become an efficiently run, compliant and financially sustainable organisation

To build our financial and administrative capacity to enable us to easily replicate and sustain future growth 

Objectives: Financial

Yr 1

Yr 2

Yr 3

To assess and analyse the viability of different income streams (including guest charges) and develop and implement an income stream policy

To identify an appropriate level of reserves and develop an investment strategy outlining how those reserves are held

To select and implement an appropriate mix and level of reserves and company investment strategy

To clearly define capital, growth and maintenance requirements that are updated annually

To implement and monitor the investment strategy

To review the capital growth and maintenance requirements and modify accordingly

To undertake an annual review of investment strategy and investment mix and level of reserves

To review the capital growth and maintenance requirements and modify accordingly

Objectives: Commercial

Yr 1

Yr 2

Yr 3

To finalise the establishment of two new hospice shops and to refocus the Maroochy shop

To develop from the income analysis a two year strategy for further development of hospice shops

To implement the first year of the commercial strategy

To undertake an annual review of the strategy and implement year two

 

 

 

Objectives: Fundraising

Yr 1

Yr 2

Yr 3

To develop a strategy for the growth of fundraising

To continue regular submissions to established grantor bodies

To identify major national grant bodies and submit at least one major grant application to national charitable foundation

Continue to implement the enhanced fundraising strategy

To increase the level of funds from grants

To have secured a substantial grant that is equivalent to 25% of total operating costs

Objectives: Systems

Yr 1

Yr 2

Yr 3

To document all financial, administrative and medical systems and policies by June 2014

To monitor the effectiveness of the new systems and update as new issues emerge

To have in place an operating and resources manual for hospice no 2

 

Strategic Focus Area

Strategic Goal

Identity and branding
One name, high profile

To have a strong brand consistently applied across all facets of our organisation which fosters instant and positive community recognition

Objectives:

Yr 1

Yr 2

Yr 3

To change our company name and the name of our hospice

To develop and implement a campaign that enables a smooth transition from our current name to the approved new name

To enhance our public relations functions and to expand the Terms of Reference for the Fundraising Committee to formally recognise the role of public relations

To achieve access to the community announcements on TV and radio across the coast

To monitor the implementation of the brand and name recognition

To achieve strong regional recognition of who we are, what we stand for and what we do

To raise our profile with potential funding bodies and key industry organisations

Strategic Focus Area

Strategic Goal

Governance and management
Capable of managing a larger and more sophisticated organisation

To establish an effective governance model that covers clinical, financial, administrative and regulatory matters

Objectives

Yr 1

Yr 2

Yr 3

To adopt a new constitution by the November 2013 AGM

To implement a formal management structure, roles reporting arrangements

To establish a board subcommittee on clinical and risk management (that can include external specialists)

To develop and implement a board renewal program designed to create a skills based board

 

To have in place a board that has the appropriate skills set and structure to govern for the future

To have in place the requisite management capability to implement a growth strategy for the organisation


download a copy of our "Strategic Plan July 2013 – June 2016" pdf

 

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