We are delighted to share the inspiring story of Aaron Salter from Pilgrims Hospices in East Kent, winner of the Digital Champion Award at the Hospice UK Conference 2024. His remarkable work exemplifies the power of digital innovation in transforming healthcare delivery.

A milestone of digital transformation

As a social enterprise dedicated to supporting other healthcare organisations use data and analytics, we were proud to sponsor an award that celebrates individuals driving meaningful change in hospice care. Aaron’s recognition is not just a personal achievement but an inspiration for how technology can revolutionise patient care.

The challenge: Fragmented data, fragmented care

In 2022, Pilgrims Hospices faced a real challenge: inconsistent data collection and reporting across their three Inpatient Units (IPUs). This variability created significant obstacles:

• Difficulty in making informed decisions about patient care
• Challenges in identifying and addressing performance disparities
• Limited ability to ensure uniform, high-quality care across different sites

Aaron’s innovative approach

Recognising the transformative potential of data, Aaron embarked on a mission to standardise and enhance data management. The Digital Champion Award criteria perfectly captured his journey:

1. Problem identification: Addressing data inconsistency and its impact on care quality
2. Technological solution: Implementing a unified data collection and reporting framework
3. Organisational innovation: Creating a replicable model for data-driven healthcare
4. Stakeholder engagement: Collaborating across teams to drive meaningful change
5. Measurable impact: Demonstrating the potential for scalable, improved patient care

Why this matters

In the realm of hospice and palliative care, every piece of data represents someone’s life and story. Aaron’s work goes beyond numbers, it’s about ensuring that every patient receives personalised, high-quality care that respects their unique journey.

His achievement reinforces our belief that technology, when thoughtfully applied, can be a powerful tool for compassionate healthcare. Congratulations, Aaron Salter – a true Digital Champion who is redefining what’s possible in hospice care.

Reflections from Matthew Riley, Head of Informatics at Here

The conference highlighted a critical challenge facing hospices: the pressing need to demonstrate their value within the healthcare ecosystem to secure sustainable NHS funding. With direct cost pressures mounting, it’s becoming increasingly clear that traditional charitable funding may not be sufficient to support hospices in the long term without innovative strategies.

In the current constrained commissioning landscape, data has emerged as a powerful tool for validation. As one presenter succinctly noted, “commissioners will pay for what they can measure.” This insight has prompted a promising collaborative approach among hospices, who are now pooling their data—often aligned with Integrated Care Board (ICB) geographical boundaries—to illustrate their collective impact.

This collaborative data-sharing represents an exciting and progressive development for the hospice sector. By aggregating and presenting comprehensive evidence of their contributions, hospices are positioning themselves to make a compelling case for continued and potentially expanded NHS support. In an era of increasing financial scrutiny, robust and meaningful data will be more crucial than ever in securing the resources necessary to maintain and enhance hospice services.

The essential role of hospices and the need for public support

Hospices provide vital care and support to children and adults living with long-term illnesses or approaching the end of their lives.

In 2022-23, hospices across the UK provided palliative and end of life care to 300,000 and provided direct support services to 60,000 family members, friends and carers.

It costs £1.6 billion each year to run the hospices in the UK.

Hospices raise over £1.1 billion of this through fundraising, and less than £0.5 billion comes from government funding.

Hospices do incredible work but they can’t do it without support. To find out about the different ways you could support Hospice UK you can find details on their website.

You can find more information on how we are working with hospices in our blogs:

How can Here help hospices enhance their impact with data? – Here

Why do we want to work with hospices? – Here

If you’d like to explore how we can help your hospice, we’d love to have a conversation.

To get in touch email: matthew.riley@nhs.net

We are delighted to announce the launch of Sussex MSK Health Brighton & Hove and West Sussex, our brand-new Musculoskeletal (MSK) service, which officially begins today – 2nd December 2024.

This launch marks a new chapter in delivering joined-up, person-centred care. Together with our partners Sussex Community NHS Foundation Trust (SCFT), we’re building on over 10 years of expertise in designing and delivering innovative long-term conditions services, including CQC outstanding MSK care. 

A new era of integrated care

The new community service covers Brighton & Hove and West Sussex, replacing Sussex MSK Partnership Central (SMSKPC), University Hospitals Sussex (UHSussex) and Coastal Sussex Integrated MSK Service (CSIMS).

Key highlights of our approach 

• Integrated care pathways: We connect primary, community, and secondary care, creating seamless experiences for orthopaedics, pain management, and rheumatology. 

• Patient-first design: Our care begins with meaningful “what matters to you” conversations, empowering people to make informed decisions about their health. 

• Equitable access: From digital self-management tools to flexible in-person and virtual appointments, our service adapts to meet diverse needs. 

• Improving outcomes: Focusing on reducing health inequalities, we ensure timely, high-quality care for all. 

What sets us apart 

• 10+ Years of quality: Building on a decade of pioneering MSK care, we have consistently delivered high-quality, patient-centred outcomes. 

• Collaborative innovation: Our partnership with SCFT exemplifies integrated working across the NHS and beyond. 

• Ambitious vision: This service is part of a five-year transformation programme, aligning with Sussex’s health strategy, Improving Lives Together.

Why it matters 

Musculoskeletal conditions are one of the most common long-term conditions in the UK. Affecting one in three people and significantly impacting their quality of life and independence.

As specialists in long-term condition care, we understand the importance of creating services that are easy to navigate, responsive, and effective at supporting people to live well. 

We’re proud to be shaping the future of MSK care, ensuring that everyone in Brighton & Hove and West Sussex has access to exceptional, personalised support. 

To learn more about our approach and the impact we’re making, visit Community MSK Services in Sussex – Here

As we approach the conclusion of the Sussex MSK Partnership Central (SMSKPC) service, we’re taking a moment to celebrate the extraordinary journey we’ve shared.

Over the past decade, this partnership has been more than a service – it’s been a community, a purpose, and a shared commitment to making a real difference in people’s lives.

To mark this special occasion, we’ve created a series of videos that highlight the many achievements of SMSKPC and the incredible people who’ve made it all possible. Each focuses on a key aspect of our journey, showcasing the impact and the values that have defined our partnership.

Celebrating 10 years together 

Our first video takes us back to May 2024, when we celebrated ten years of SMSKPC at our annual conference. This event marked a special moment for us – a chance to look back on all that’s been achieved, and to recognise the people who’ve made it possible. 

Over the past decade, it’s been our team’s commitment and shared purpose that have shaped our success, and May’s celebration was a reminder of just how much we’ve accomplished together.

Making an Impact Person to Person 

This video shines a light on the tangible difference our service has made to people and our communities – it’s the personal connections that have been at the heart of everything we do.

Showcasing the positive feedback and gratitude of those who’ve benefited from our service, these stories of care and support truly bring our partnership’s impact to life.

Living Our Values 

It’s the culture that has defined our service – a culture built on strong relationships, shared values, and a deep commitment to patient care. The camaraderie, teamwork, and dedication of our team highlight the connections that have shaped our partnership and made it more than just a service, but a community. 

From the kindness shown in small gestures and moments of support to the collaborative efforts that have made a big difference – and the friendships formed along the way – this video is a chance to honour everyone who has contributed to delivering SMSKPC.

Each individual’s hard work, passion, and care have made this service possible.

A celebration of togetherness 

As SMSKPC comes to a close, this series is our way of looking back with pride and gratitude. We’ve come so far over the last 10 years, and it’s all thanks to the incredible individuals hard work, passion, and care have made our service possible. Together, we’ve built something truly special.

We hope our work inspires others to see the power of community, the importance of shared purpose, and the enduring impact of truly personalised care.

Thank you to everyone involved in being part of this incredible story. 

Stay tuned as we celebrate this final chapter of the Sussex MSK Partnership Central journey and say hello to MSK Health.

We are proud to announce we will be supporting Hospice UK and their awards conference, celebrating the brilliant talent of the sector.

It is our great pleasure to be sponsoring the Digital Champion Award!

The award recognises the work of an individual who has passionately promoted the use of technology or digital ways of working in a hospice or palliative care organisation.

About the award

This award celebrates individuals that have encouraged and supported others to use technology or digital tools and techniques to:

• Identify or better understand and/or solve a problem (or be progressing towards solving a problem).
• Improve quality or efficiency
• Reduce barriers and improve access

The technology or digital tools and techniques they have used don’t need to be cutting edge, but how they were used may be innovative for your organisation.

The essential role of hospices and the need for public support

Hospices provide vital care and support to children and adults living with long-term illnesses or approaching the end of their lives.

In 2022-23, hospices across the UK provided palliative and end of life care to 300,000 and provided direct support services to 60,000 family members, friends and carers.

It costs £1.6 billion each year to run the hospices in the UK.

Hospices raise over £1.1 billion of this through fundraising, and less than £0.5 billion comes from government funding.

Hospices do incredible work but they can’t do it without support. To find out about the different ways you could support Hospice UK you can find details on their website.

You can find more information on how we are working with hospices in our blogs:

How can Here help hospices enhance their impact with data? – Here

Why do we want to work with hospices? – Here

If you’d like to discuss working together with us we’d love to hear from you.

Email: collab@hereweare.org.uk

New Musculoskeletal service set to transform care for patients in Sussex

“We are delighted to be awarded this contract along with SCFT as part of an innovative new Sussex MSK collaborative. Working closely with partners, professionals, patients, and our communities, this collaboration builds on our long-standing set of innovations that are leading the way nationally in how MSK healthcare is delivered. This marks another significant step on our journey to deliver exceptional care for those we serve. 

Our vision is to deliver the highest standards of patient care by providing equitable, personalised, and seamless services across the entire MSK pathway.” ~ Helen Curr, chief executive officer at Here.

Health and care partners across Sussex are delighted to announce that an innovative new Musculoskeletal (MSK) service is set to start for local people in December 2024.  

This is the culmination of four years of work and engagement with many stakeholders across the Sussex health and care system to design a transformed, integrated, MSK service for patients in Sussex.    

Following a robust procurement process, Sussex Community NHS Foundation Trust, working alongside University Hospitals Sussex NHS Foundation Trust and Here, have been awarded a new contract to deliver MSK services in West Sussex and Brighton and Hove; and East Sussex Healthcare NHS Trust, working alongside Horder Healthcare will cover East Sussex.  

The approach taken across Sussex is considered national best practice and is clear in its ambition to improve care and experience for local people.   

The new service will see a fully integrated MSK pathway across primary, community and secondary care for orthopaedics, pain and rheumatology, and include services such as physiotherapy, diagnostics, and surgical treatment.   

The new service will focus on improving access, experience, and outcomes for patients, with providers working together to ensure patients receive a consistent experience, feel supported throughout the whole pathway, and get the best treatment first time.   

Other planned improvements to Sussex MSK services, under this new contract, are: 

• Better communication and information for patients to empower them to be in-charge of their own care and make informed choices about treatment options 

• A more joined-up and coordinated care offering which breaks-down traditional barriers between organisations 

• Streamlining access to care and advice: providing much more choice about how people can access care, and that services are available in their community when they need them 

• Helping people to live and work well for longer and offer more personalised care, including supported self-management when they need it, via digital platforms   

• A more concerted and systematic approach to reducing health inequalities and addressing variation in terms of access, waiting times and service provision.   

• Offering a personalised model of delivery for outpatient appointments, including virtual appointments where clinically and personally appropriate (considering other factors relevant to the individual) and face-to-face appointments. 

The new service’s specification is fully aligned to Sussex’s five year health and care strategy, Improving Lives Together, by working to a new, joined-up, community-based approach to MSK care, by growing and developing the Sussex health and care workforce, by improving the use digital technology and information, and by maximising the power of partnership working across health and care organisations in Sussex.   

The specification and awarding of the successful bid were developed with a range of different partners, including patient representatives and Healthwatch. The service contract is worth around £41m per year of the contract – which is for five years, with the option of two additional years after the initial five.  

MSK conditions can affect joints, bones and muscles and sometimes associated tissues such as nerves. They can range from minor injuries to long-term conditions.

Over 20 million people in the UK, almost one third of the population, have a MSK condition such as arthritis or back pain.

Symptoms can include pain, stiffness, limited movement, and disability which affect quality of life and independence. 

In Sussex, MSK services are in high demand, so the new service is an important step for providing quality services for local people. For example, in 2019-20, over 172,000 referrals were made to MSK services, which resulted in 225,000 community appointments and 67,000 referrals on to secondary care.

Work is taking place at pace to implement changes which are required to develop the new service, which is due to go live on 1 December 2024.

World Stroke Day 2024

This World Stroke Day we wanted to share Alasdair’s story. In this video stroke survivor Alasdair and his wife Emma talk about their experience of what it was like to be invited to be a part of the Stroke Health and Wellbeing Service, and the difference this support has had on Alasdair’s recovery to date.

Delivering care to stroke survivors

The Stroke Health and Wellbeing Service was a pilot project set up as part of the National Stroke Service Model to test new, innovative ways of delivering care to stroke survivors. Working in partnership with NHS Sussex, Sussex Community NHS Foundation Trust, University Hospitals Sussex NHS Foundation Trust, NHS England, Stroke Association, Headway Sussex, Kent Surrey Sussex Academic Health Science Network.

You can learn more about the project on our service page – Stroke Care Pathway Design – Here

The project has now come to an end, but over the coming months we will be sharing more about this transformative pilot and its impact, showing what can be achieved through building strong, collaborative partnerships across the system, the role of Health Builders and the importance of including people with lived experience as a part of service design.

In the video above you’ll hear Alasdair talk about how much of an inspiration Shreddie, one of our Lead Health Builders was to him and his recovery. You can learn about Shreddie’s story in our case study – Health Builders, improving stroke services – Here

Earlier this year we commissioned an evaluation of our Community Appointment Days.

Laura Finucane, Clinical Director at Sussex MSK Partnership Central shares her reflections on the evaluation.

Why was it important to have this evaluation?  

When we commissioned this evaluation, our main goal was to get an independent and fresh perspective on what we had already observed. We needed an objective review to validate our findings and to dig deeper into the data – helping us to see what might have been overlooked.

Most importantly, we wanted to assess it all through the lens of health inequality, ensuring our work is truly making an impact where it’s needed most.  

The value of independent scrutiny  

One of the key purposes of this evaluation was to keep evolving. We wanted the data not only to validate what we were doing, but to inform and improve future Community Appointment Days (CADs), strengthening the overall offer.

This has been an invaluable process, continually shaping how we support our community. 

What have we learned?

A significant shift we’ve made is moving our health hub to the front of the patient journey. This simple change led to a dramatic increase in screening for blood pressure and diabetes – a real success in terms of uptake. But the evaluation also revealed some gaps, like the fact that many people weren’t engaging with the information provided. So, we’ve now placed extra resources on stewarding, helping guide people right from the front door.  

Data has become a powerful tool for us, highlighting areas that need further attention and helping us plan the next steps. We’re seeing the importance of exploring longitudinal data to understand long-term outcomes. And one key takeaway? Both people attending and staff have really valued the service, with many staff members appreciating the chance to step outside their usual routine and connect more deeply with people and colleagues.  

Importantly, this evaluation has paved the way for new initiatives, particularly in tackling health inequalities. We’re now focusing on reaching those who don’t typically engage with services, ensuring that our approach is as inclusive as possible. 

Applying our findings to future work  

Looking ahead, we’re keen to build on what we’ve learned. Our current model was developed with patients on waiting lists in mind, but our future plans aim to offer CADs as the first touchpoint in a person’s health journey with us. We believe this early intervention will help people understand what to expect and get the support they need sooner.  

We’re also strengthening our collaboration with the voluntary and community sector, ensuring our offer truly reflects the needs of our local population – and we’re using data to guide us every step of the way. 

Laura’s reflections on the project  

This project started with a bold vision in 2022, alongside Natalie Blunt, Managing Director of Sussex MSK Partnership Central.

We took a risk in trying something different, but with the focus on what matters most to people who access the service– staff thought we were a bit mad at first – but gradually, they came on board. Initially, there was a temptation to simply ‘lift and shift’ hospital services to the community, but we knew that wasn’t the right approach.

What we needed was a more radical change, and our staff fully embraced that challenge. 

The CAD continues to evolve, change and works because of the enthusiasm and dedication of the team. This has only been possible because of that commitment and the team effort. 

It was the culture of the organisation that allowed us to take those risks and pushed us to think outside the box. We were supported every step of the way.

For me, one of the biggest takeaways has been the sheer joy of working with our staff in such an engaging and inspiring way.

This journey has been full of learning, growth, and joy, and it’s something we’re all proud of.

You can read the Evaluation Summary or download the full Review and Evaluation document here.

We’re delighted to publish the Sussex MSK Partnership Community Appointment Days Evidence Review & Evaluation, and share our learnings.

As a not-for-profit, we’re always focused on learning from our work and pushing to improve our services, ensuring exceptional care reaches everyone. This review highlights the tangible impact CADs are having on MSK care delivery and reveals key insights that will help us build on this progress. 

One of the standout successes of the initiative has been the rise in Patient-Initiated Follow-Up (PIFU) rates. More than 50% of CAD attendees opted for this approach, a significant increase compared to the 12% seen in other services. Although national evidence on PIFU’s effectiveness is still emerging, these figures suggest that CADs are making a real difference in promoting long-term self-management.

How are Community Appointment Days making a difference? 

• Supporting self-care: Over 50% of patients who attended CADs were able to move to self-care after just one session, reducing the need for ongoing clinic visits. 

• Boost in Patient-Initiated Follow-Up (PIFU): More than half of CAD attendees opted for PIFU, compared to just 12% in other services. This shows that patients are taking charge of their long-term care. 

• Overwhelmingly positive feedback: Patients and staff alike have praised the expert advice, personalised care, and collaborative environment that CADs offer. 

Helping to manage waiting times 

Although CADs weren’t specifically designed to reduce waiting times, we’ve seen another benefit: they’ve helped us keep waiting lists stable, a big achievement given national trends of increasing backlogs. 

Read evaluation in full 

We’re excited to share these findings with you. You can download the complete Evaluation Review and Report and dive into all the details. 

If you’re thinking of starting your own Community Appointment Days, check out our Essential Ingredients guide for tips on how to get started.  

Curious about how CADs work? Read more in our blog series:

• Community Appointment Days – An idea that rapidly turned into an innovation
• Community Appointment Days – What makes them tick
• What if we made community powered health, for everyone

Evaluation overview

Support for self-management: 

• CAD effectiveness: The initiative has significantly improved patient self-management, with over 50% discharged to self-care after just one CAD appointment. This suggests a reduction in the need for multiple follow-up appointments, potentially easing the burden on downstream clinics. 

• PIFU outcomes: CAD patients had a much higher rate (over 50%) of Patient Initiated Follow-Up (PIFU) as an outcome compared to other services (12%). Although the evidence base for PIFU’s effectiveness is limited, the higher rate in CAD indicates a positive impact on long-term self-management.

Patient experience: 

• Positive feedback: Patients reported overwhelmingly positive experiences, especially regarding face-to-face expert advice and personalised care. Despite some operational concerns like waiting times, patients felt involved and heard, meeting the initiative’s goal of enabling active participation in care.

Staff experience: 

• Professional development: Staff enjoyed the CAD events, appreciating the opportunity to spend quality time with patients, understand their needs, and provide tailored advice. The collaborative environment also fostered a sense of collegiality. However, there were some negative comments about operational issues, such as workflow and IT challenges. 

Adoption and attendance: 

• Good adoption: High conversion rates from invitations to attendance indicate strong adoption of CAD across different areas. However, attendance variations by age group suggest barriers for working-age adults, who may benefit from more advanced information and preparation. 

Exploration of broader health issues: 

• Broader services: Feedback indicates that CAD attendees could explore broader issues affecting their musculoskeletal (MSK) conditions giving people the opportunity to access support from other health and wellbeing services.

Impact on equity: 

• No perpetuation of inequalities: Analysis by age, gender, and deprivation suggests that the CAD initiative does not exacerbate inequalities. However, higher DNA (Did Not Attend) and cancellation rates among working-age adults indicate accessibility issues for this group. 

Waiting Times Impact:

Stable waiting times: The CAD initiative was not specifically designed to reduce waiting lists, but has shown a potential positive impact. From January to May 2024, the waiting list for Sussex MSK Partnership remained stable, while national trends show increasing volumes. Sussex MSK has also reduced the number of patients waiting over 18 weeks, outperforming the national average. Although a direct causal link between CAD and waiting list reductions cannot be confirmed, timing correlations and qualitative findings suggest a positive influence.

Potential long-term effect: Further analysis is required to determine CAD’s long-term impact on waiting times, but current patterns, combined with low Patient Initiated Follow-Up (PIFU) rates, indicate that CAD may contribute to sustained reductions if the initiative continues.

Limitations and recommendations: 

• Data and methodology limitations: The report is based on limited data from six CAD events without a comparator group. Longitudinal data and independent qualitative data collection are recommended for a more robust evaluation. 

• Key recommendations: 

• Commission independent qualitative data collection and follow-up with non-attendees. 

• Link CAD attendee data to primary and secondary care records to assess service utilisation. 

• Refine data on PIFU usage by CAD attendees, stratified by key demographics. 

• Maintain records of review and learning activities related to CAD and implement operational improvements. 

Background on MSK care: 

• Growing demand for MSK care: MSK conditions are a leading cause of disability in the UK, significantly impacting individuals and the healthcare system. The CAD initiative in Sussex aims to address these challenges by providing a comprehensive, integrated care model in a community setting. 

Conclusion: 

The CAD initiative has achieved its goals of improving patient self-management and staff engagement. There are opportunities for further operational improvements and more comprehensive data collection to enhance future evaluations.

Download the full Community Appointment Days Evidence Review & Evaluation PDF

If you’ve looked at our work at Here and you think we’d make a good partner for your next project or you’d like to share ideas, we’d love to hear from you. 

To get in touch email: collab@hereweare.org.uk 

How does our Memory Assessment Service provide personalised care that makes a real difference to people?

In my first week at Here, I was sharing space with the Brighton and Hove Memory Assessment Team. I was privileged to hear one side of a conversation between one of our Memory Support Workers (MSW) and a person who was accessing the service for the first time.  

Can you say a bit about how personalised care is the foundation of the MAS?  

Our Memory Assessment Service purpose is “To help me and my loved one get the care I need, to live my life well”. We designed the service around the understanding that everyone is different with different needs, but they also have strengths and assets. Having a memory assessment can be scary, we wanted to acknowledge this and think about how we provide our support to be built around people with the aim of offering the best experience for them.

How do we apply those principles in practice? What does it practically mean in developing and running the service?  

The main difference with the way we work is that we offer wrap-around support from a named Memory Support Worker (MSW) from the first contact call to assessment and care planning. That first contact call is really important. It’s a chance to build a relationship with someone. Our first contact call template is designed based on What Matters To You (WMTY) principles.

We ask the person about what they’re experiencing, what’s important to them, and who is important to them.  

This lets us offer support based on their strengths and needs, for example, are they struggling with personal care or food, getting out of the house. These things can affect someone’s general health as well as their memory, and support offered at this point can really help people while they’re waiting for their assessment.  

‘What’s important to you’ helps us understand what a priority for them in terms of diagnosis, treatment and support options. And ‘Who is important to you’ helps us to understand their support network and identify if they may be isolated and need extra outreach, or if families and loved ones need support also.  

People get a letter with the details of their named MSW who will be with them throughout, and when they have their appointments with the clinician, the clinician will have access to the records from the MSW and vice versa, so it is seamless for the person. 

If they do have a diagnosis, they then have a Care Planning appointment with their named MSW, who they will have known since the beginning, and the relationship they have built up helps create a really tailored care plan.  

What roles do we have and how are they different? How do we train and support staff in MSW roles?

We developed our Memory Support Worker role to provide the pre and post diagnosis support and to be that named person all the way through.  

When MSWs join us, they have a programme of shadowing across all the other roles in the service, from admin team to clinicians. They experience assessments and diagnosis appointments, and MDT (how the diagnosis is formulated). Then they shadow experienced MSW to learn about the different call types and how the templates guide you through.   They see some of the scenarios that they might experience in their new role.

They learn about communication styles and how would you alter your communication style depending on the person and what they need.  

They then have Guided Practice with an experienced MSW to either help during the call, or to feedback afterwards. This is helped by our technology allowing three-way calls.  All MSWs have monthly 1-1 supervision and monthly group supervision with other MSW.

Group supervision is an opportunity to discuss cases, share learning and support each other, and to think about potential changes that we can make to improve the service.   

Are data and case management systems structured any differently to facilitate the WMTY approach?  

We use SystmOne (S1) and the data and analytics team at Here are experts in design and use of S1 in clinical services and this has allowed us to build and continually evolve our templates in S1. As all staff are S1 users, all the relevant information about people we work with is accessible to everyone in the team.  

Each appointment type has its own template which we’ve created and adapted as we’ve developed as a service. For example, with the First Contact Call template we have added in fields for demographics and reasonable adjustments to make sure we’re thinking about what the person might need, and offering adjustments such as the type of information they need or help getting to appointment, if someone’s religion means they need appointments on certain days, or if they have a preference for the gender of their clinician, and what their interpreting needs are.  

On a service level we use PowerBI for reporting on deliverables and KPIs, but we also do additional analysis and add that to knowledge gathered through patient experience. This can help identify and address gaps, for example, we did some analysis by demographics and identified that the service possibly wasn’t meeting the needs of our LGBTQ+ patients.  

We approached Switchboard Brighton & Hove LGBT Switchboard about collaborating together to understand better the needs of the local LGBTQ+ community. As a result of this learning, we then made changes to the language we used, it influenced our collection of demographic data by placing more importance on this group to help us provide more personalised care and support and in signposting/referring people to the most appropriate services for them. This is a start, and we want to carry on listening and improving our service in this way.

What challenges can it throw up, if any?  

Everyone will be aware of the pressures that health and care, and voluntary sector organisations are under, and this does affect what we’re able to do. We try to be as proactive as possible, but there may not be capacity in the wider system to respond to this.  

In terms of running the service, there is a risk of an emotional toll on staff because of the engagement with individuals that we offer. Helping our team to learn how to manage the impact on themselves of this work is key and I mentioned above the importance we place on 1-1 supervision and group supervision, which is really important for that emotional side of things as well as the professional or practical.

We also encourage informal peer support such as team chats, colleagues giving each other opportunities to debrief after difficult calls, and support from managers to take time to process situations if needed.  In terms of leadership and always seeking to grow our practice, and develop our service, the NHS Sussex Personalised Care Network is a way to connect with others locally who are doing similar work.  

What would be your recommendation for others starting on this journey?  

In terms of developing a service in this way, it’s important to listen to the people using the service and take on board their thoughts and feelings.  

When working with individuals, the key is really active listening and being purposeful about what recommendations or support offered, not offering all the things on the list, but focusing on one step at a time and going at the person’s pace.  

Leadership in your organisation is key too, they have to really get and be committed to personalised care.  

It’s the stories that bring it to life, showing the impact that you can have by working in this way.  

When I worked as an MSW, I visited a person who was very isolated, couldn’t cook for himself, couldn’t get out because of steps up to his front door. We worked closely with Ageing Well service in Brighton & Hove, and they helped him with cooking, shopping, lunch clubs and then ultimately with a move into supported accommodation. He has a mobility scooter now and goes out nearly every day. He’s in a much better place.

Listening to what he wanted and what he was missing out on has had a massive impact on his quality of life and therefore on his condition.  

I think it’s important to remember that people are not just their health condition, and that their wider social situation can have such a huge impact on their health and wellbeing.  

Dementia is progressive, so it’s essential to focus on quality of life.

People can still live well, and it’s so rewarding to be able to help that happen.  

The Sussex Personalised Care Network aims to: 

• Improve workforce knowledge, skills and confidence in personalised care. 

• Connect staff across the Sussex to create opportunities to grow, learn and lead on personalised care together. 

• Share experience, resources and practical solutions to challenges. 

• Demonstrate impact of Personalised Care for people, workforce and system. 

Unlocking the power of data: How Here can help hospices enhance their impact

At Here, we’ve been supporting healthcare organisations for over 16 years, using data and analytics to drive meaningful improvements in care.

Our experience in working with NHS organisations and Primary Care Networks has given us a unique insight into the challenges faced by hospices when it comes to data management and reporting.

We believe that hospices can greatly benefit from harnessing the power of data—and we’re here to help. 

Why data matters for hospices 

In recent years, many hospices have made great strides in adopting advanced electronic patient record (EPR) systems like SystmOne. These systems offer a wealth of valuable information, but extracting meaningful insights from that data can be complex. Whether it’s about demonstrating the value of your services, ensuring equitable access for your community, or making sure you’re using resources as efficiently as possible, data holds the answers. But are you getting the most out of it? 

Hospices are increasingly faced with the need to provide robust evidence of their impact—not just in terms of patient care, but also in how they integrate into the wider healthcare system.

Our approach: A partnership, not an outsourcing relationship 

We understand that hospices vary greatly in their data and analytics capabilities. Some have well-established teams, while others are stretched thin, relying on manual processes or outdated methods of reporting. That’s where we come in—not to replace your team, but to complement and enhance your existing skills. 

Our goal isn’t to outsource your data function; it’s to build a partnership where we work alongside you, helping your hospice maximise its impact through effective data use. We aim to empower your team to focus on what really matters: understanding your service outcomes and making informed decisions about where improvements can be made. 

Whether you need help with setting up automated reports, developing dashboards, or making better use of tools like Power BI, we can step in at the right moment, providing the technical expertise that allows your team to focus on delivering outstanding care. 

The benefits of getting your data right 

Here’s how we typically work:

1. Building a data warehouse: We pull together data from your EPR system and other sources into a single, reliable data warehouse. This makes reporting faster, more accurate, and far less prone to errors compared to manual spreadsheets.
2. Data transformation and automation: We build robust data structures that allow for rapid reporting and analysis. You’ll have a “single version of the truth,” meaning no more conflicting numbers across different reports. You’ll be able to access timely, accurate data without the burden of manual number-crunching.
3. Enabling your team: By creating strong data foundations, your in-house team can focus on using their knowledge and expertise to interpret the data, rather than wasting time piecing it together. With the right infrastructure in place, they can easily generate reports that are meaningful and actionable.
4. Outcome-focused analytics: We help you measure the impact your hospice is making in the community. Are you reaching the populations that need you most? Are your services financially sustainable? What’s the quality of care being provided, and where could it be improved? These are the types of questions we help you answer using clear, data-driven insights.
    

Understanding the needs of hospices 

Five key areas we’ve identified where data can make a real difference: 

• Population reach: Are you serving your community equitably? Data can help you understand which demographics are accessing your services and where there might be gaps in care. 

• Service activity and quality: Data allows you to track not just what services are being provided, but how effective they are. What are the outcomes? Are there areas for improvement? 

• Workforce management: From understanding the mix of skills in your team to ensuring that you’re making the best use of those skills, data can provide crucial insights into how your workforce is performing. 

• Financial effectiveness: Ensuring that you’re using funds as efficiently as possible is vital, especially in a time of increasing financial pressure on hospices. Data can help you make informed decisions that balance care quality with cost-efficiency. 

• Outcomes and impact: How are you contributing to the broader healthcare landscape? Hospices play a crucial role in delivering personalised, compassionate care, but proving that value to commissioners and other stakeholders can be challenging. Data can help you demonstrate your impact clearly and convincingly.
  

Working flexibly, for the long term 

Our approach is flexible. We understand that needs can change over time, so we work with you to evolve the partnership as your capabilities grow. Initially, we might focus on building the right infrastructure, then later shift to enhancing analytics and reporting capabilities. 

Partnerships evolve over time as needs change, we don’t expect to be there forever. Our aim is to help you reach a point where you can manage your data effectively, and we’re happy to evolve or even for us to step back once you’re confident in your capabilities.

Let’s work together 

At Here, we believe that data can unlock new possibilities for hospices, helping you to deliver even better care to the people who need it most.

For over a decade we’ve been refining our approach to data and analytics, and we’re passionate about sharing that knowledge with others.

By building a solid data infrastructure and enabling your team to focus on what they do best, we can help you move from simply collecting data to truly understanding and leveraging it. 

If you’d like to explore how we can help your hospice, we’d love to have a conversation.

To get in touch email: matthew.riley@nhs.net

Read more about our work with hospices:
Our partnership with St Gemma’s Hospice announcement blog.

Chief Executive, Dr Helen Curr has written about ‘Why we want to work hospices’