A recent letter in the International Journal of Palliative Nursing questioned the benefits and expense of hospice beds. My response, which you can read below, was published a few weeks later
Marching on together!
The recent correspondence from
Anthony Waite questioned the future of inpatient hospices and asked some
important questions that those of us responsible for hospice care should
consider. He suggested that the creation of specialist palliative care and the
concentration of care within hospices may have hindered the development of good
end of life care elsewhere and that inpatient units risk undermining other
organisations.
As a hospice CEO, readers might
think I would be writing to vehemently disagree with him, but actually I
believe hospices should listen to such criticism, and reflect on why it is
happening and how we respond to it. Whilst I acknowledge there is
wonderful care delivered on an inpatient unit, it is not without disadvantages.
Disadvantages for patients and families and potentially financial disadvantages
for a hospice budget.
But why are we so attached to the hospice
beds? I believe that hospice beds are frequently perceived as the solution when
there are intractable problems, not just by palliative care practitioners, but
more importantly by healthcare colleagues. Beds can offer the hope of a
solution, perhaps even when there is none. Beds are the ‘lifeboat’ of end
of life care. When I was a community Macmillan Nurse I also thought: ‘Well if
this doesn't work let’s consider an admission.” However now I am encouraging my
team to think differently.
Inpatient hospice care is often positioned as a therapeutic environment to treat those with the most complex problems. We must acknowledge that, with so few hospice beds available, this therapeutic intervention is in reality available to very few patients. Those admitted to hospice beds are said to be those with the most complex problems, but how should hospices really prioritise who has access to that limited resource? Who has priority? Someone with complex physical problems or someone with intractable social or psychological problems?
Perhaps the environment is therapeutic
not because of the ‘hotel-like’ surroundings, but because of interventions
delivered by expert practitioners and, I believe more importantly, because of
the compassion and humanity shown by the whole team: from the Consultant to the
volunteers. Interestingly, Dame Barbara Monroe reported at last year’s Help the
Hospices conference in Bournemouth that the patients cared for by their staff
in a ward in Lewisham Hospital reported the same SKIPP outcomes as those who
had received care in St Christopher’s Hospice beds.
We shouldn't forget that there can be disadvantages to an inpatient stay. If staff aren't careful, people admitted can lose their independence. Perhaps we don’t always make the most of opportunities to help carers improve their confidence in caring. We also often see the distress caused to patients and families if they are transferred from a hospice ward to a care home. However good the care home, many people feel angry that a family member has been deprived of their wonderful hospice care.
Financially, inpatient beds use a
disproportionate amount of money in relation to the people they support. For
example last year St Christopher's Hospice supported 2,000 patients in the
community and admitted 830 people to their 48-bedded unit. However their
inpatient care accounted for 48 per cent of their budget (St
Christopher's Hospice, 2013). Here at St Nicholas Hospice
Care the picture is not dissimilar: last year we supported 959 patients in the
community and admitted 227 to our ward - a ward that used 35 per cent of our
annual expenditure (St
Nicholas Hospice Care, 2013).
One might ask if this is the best
use of our donations and NHS funding? I acknowledge that inpatient beds are a
visible attraction for potential donors, but they are like the tip of an
iceberg as it is clear that for many hospices the majority of our work occurs
outside of the building within the community that we serve. Work that includes
close collaboration with our colleagues from other organisations, including the
NHS.
Instead of using inpatient beds as
a static ‘lifeboat’, why don’t we launch this lifeboat of expertise, compassion
and humanity and take it out into communities, care homes and hospitals? The ‘lifeboat’
would also come with armies of volunteers, trained and willing to support
patients and their families. This is certainly the strategy we are taking at St
Nicholas Hospice Care.
Anthony Waite warned that hospices
can risk undermining others and I think hospices need to take this on board as
we can be seen as elitist and lucky to have resources and time. Whilst we know
that hospice care provides much-needed and valuable support to those people and
families who need it most, we must look at how we can develop so that we can
reach more people. So what can we do differently? Perhaps we need be much more
focused on empowering others: patients, families and professionals, and less
focused on rolling up our sleeves and doing it all ourselves.
We also cannot be complacent and
wait for those who currently don’t access services to come to us: we need to
actively go out and work in partnership with people in local communities and
find out what their needs really are, not what we think their needs are. At St Nicholas Hospice Care we have
developed Hospice Neighbours, a volunteer scheme that gives practical support
and companionship to people at home. We have 130 Neighbours working in 13 teams
in eight locations and have delivered more than 5,000 hours of support. We will
also be opening our first outreach centre in Haverhill, 15 miles from our main
building and taking a range of services out into the community.
So what else can hospices do
differently? Following the Final Report of the Commission into the Future of
Hospice Care (The
Commission into the Future of Hospice Care, 2013) it is clear we need to reach more people and
work differently to respond to ever-growing demand. Anthony Waite’s article was
titled ‘When the Saints go marching on,’ so I’d like to respond by asking how
we can work together to reach more people and how we can all ‘be in that
number.’ Rather than diverting funds to other settings as Anthony Waite suggests,
I propose that hospice organisations are ideally positioned to make dying
better for more people if they use their resources wisely and use it to work
alongside our colleagues in the community and acute settings.
St Christopher's Hospice (2013), St Christopher's Group Annual Review
2012/13.
St Nicholas Hospice Care (2013), Annual report and
financial statements.
The Commission into the Future of Hospice Care (2013), Future
ambitions for hospice care: our mission and opportunity. London.