1. OVERVIEW:
The retreat brought together Four Tides Hospice Society board members, staff, and interested community members who make up the current Hospice House Steering Committee: our ‘Compass’.
The committee reviewed and analyzed the findings from the first four iterations of the Community Engagement Campaign – two focus groups, community survey, and key organizations meeting. Based on that review and analysis, and combined with their individual experience and expertise, participants defined the most important elements to be included in the ‘Hospice House
Development Plan’. This plan will guide the process forward.
Many thanks to all who were able to attend. Very special thanks go to Christien Kaiij, Facilities and Strategic Lead, qathet Division of Family Practice, who facilitated and supported the entire community engagement campaign.
2. STEERING COMMITTEE:
Steering committee members who attended the retreat are indicated with a (*). Some members indicated the sub-committees they would like to join. Sub-committees are:
Fundraising
Design and Logistics
Community and Volunteer Engagement
Partner/Organizations Liaison
- Cathy Fisher (*) All
- Crista Whyte (*)
- Doreen Hopkins * Design Logistics & Organizational Partners
- Gary Olson (*) Design Logistics
- Heather Baldwin (*) Design Logistics & Community/Volunteer Engagement
- Hilary Ward
- Jim Agius
- Jodie Young
- Kim Barton-Bridges (*) Comm/Volunteer Eng & Fundraising&Organizations/Partners
- Leslie Emory (*) Design Logistics
- Malerie Meeker (*) All
- Maureen Tierney (*) Fundraising & Design Logistics
- Megan Gros (*)
- Niky Burnett
- Rob Southcott
- Roger Langmaid (*) Comm/Volunteer Engagement & Organizational Partners
- Sandy McCartie (*) Comm/Volunteer Engagement & Design Logistics
- Sarah Joy Herzog (*) Comm/Volunteer Engagement
3. AGENDA:
Groundwork:
9:30 am Introductions: Hospice House Compass Committee 9:55 am Review of Findings and Working Session
- What, if anything, was surprising?
- What, if anything, do you feel is missing? 10:30 am Strengths and Challenges Working Session
Based on what we have seen in the findings, and based on what we know of our organization:
- What are our internal Strengths and Weaknesses, and what are our external Opportunities and Threats?
11:15 am Break
The Hospice House Plan:
11:30 am Partnerships Working Session
Based on the engagement findings and our Strengths and Challenges analysis:
- Which organizations are our partners?
- How can we engage each of our partners?
- How will we sustain these partnerships to the advantage of the project overtime? 12:15 pm Lunch
12:45 pm Current Fundraising Overview
Fundraising Working Session
- What other campaign ideas do you have? 1:15 pm Location Working Session
- What criteria did we hear from the engagement process?
- What are our (additional) criteria?
- Which of our top criteria are non-negotiable and why?
- What needs to be in place/occur to enable compromising other criteria? 2:15 pm Break
2:30 pm Facility: Presentation of Critical Design Aspects Design Aspects Working Session
- Is there anything missing?
- What is the priority of each design aspect?
- Is there a design aspect that is non-negotiable and if so, why?
- What needs to happen…
- To ensure cultural appropriateness (and what do we mean by this)?
- To ensure inclusive design (and what do we mean by this)? 3:00 pm Operations Working Session
- Who does what once Hospice House is up and running?
- Is the model sustainable?
3:15 pm Negotiations with Government or Other Partners Working Session
- What of the above is negotiable or non-negotiable and why?
3:25 pm Next Steps
3:45 pm Closure
4. KEY POINTS FROM THE WORKING SESSION:
The priorities below represent the main themes resulting from the working session discussions; Section 5 – Data contains the complete transcriptions. As the planning process continues, Steering Committee members will want to review the more detailed and comprehensive information in this report and in the previous four Community Engagement reports.
1. Priority 1: Partnerships
- Sustainable, collaborative partnerships are key to the development of Hospice House.
- Building a strong relationship with Vancouver Coastal Health (VCH) is imperative; we have other partners/allies who can help the Society maintain a positive working relationship with VCH.
- qathet Division of Family Practice has been instrumental, and will continue to be instrumental, through the development of the facility.
2. Priority 2: Facility Location and Design
- The working relationship as negotiated by VCH and the Society is basically: The Society raises the money to build the facility; VCH then funds ongoing operations. However, many aspects of both the design and the operations will require input and approval from both parties. Critical to the Society is that both design and operations honour the mission, vision, and values of the organization.
- Design aspects of the building were identified as:
- Environment/space that reflects the Society’s vision and values. Non-negotiable.
- Accommodation for friends/family to stay over. Non-negotiable.
- Outdoor space – natural and space for tranquility, family visits. Non-negotiable.
- ‘Sacred’ space – (also serving as a private and quiet meeting space for families, families and physicians, etc.) – Non-negotiable.
- Rooms/beds dedicated for hospice use only. Negotiable.
- The following design aspects however are non-negotiable:
- One patient per room
- Each resident room has its own toilet and sink. A shower in each room would be preferable, but not critical
- Bath facility (bubble bath) for clients
- Each resident room must have capacity for some family/friends to sleep over
- Fully functioning kitchen – for use by families and friends. Negotiable.
- Easily accessible (e.g., public transit route). Non-negotiable.
- Separate entrance. Non-negotiable.
- Design aspects of the building were identified as:
Please refer to the Design Working Session in Section 5 – Data for more detail.
3. Priority 3: Ongoing Operations
- Participants echoed the findings from previous engagement activities – that both staff and volunteers need to have appropriate hospice/palliative care training.
- Care given at Hospice House needs to reflect the mission, values, and vision of the Society.
- A table was developed indicating which organization – the Society or VCH should be responsible for what part of Hospice House ongoing operations. Also noted is whether the assignment of responsibility is negotiable or non-negotiable. This table is on pages 11and 12 in Section Five Data – Operations Working Session.
4. Priority 4: Fundraising
- Although listed last, it is a given that everything hinges on the Society’s ability to raise approximately $ 5M. Actualizing that goal requires significant buy-in from the community as well as recruiting community champions and volunteers to implement fundraising activities.
- Participants generated a long list of fundraising activities which complement ideas submitted through the other four engagement initiatives. Please refer to page 8 and 9 in the Fundraising Working Session, Section 5 – Data, to review the activities.
- Hiring and sustaining an effective Resource Development Coordinator will be imperative.
5 DATA:
Review of Findings and Working Session
What, if anything, was surprising?
- Annual operating costs at $ 1M per year?
- The high level of support offered at the Key Organizations meeting
- The broader definition of accessibility: in addition to physical accessibility, age accessibility, cultural accessibility, etc.
What, if anything, do you feel is missing?
- Indication of VCH restrictions
- Information on how hospice facilities are licensed: Hospices are not governed by the Hospital Act and Regulations; they fall under Community Health which provides for a less medical model
- Clear information that in addition to hospice care, medical care is also provided at Hospice House
- Accessibility for the LGBTQ+ community
- Input/information from other hospices
- Vision of the size of Hospice House
- Physical accessibility
- Indication that there will be a common/living room
- Bath facilities for clients
- Room for expansion – more beds
- Office or meeting space for hospice and medical staff
- Assurance there will be no paid parking
Strengths and Challenges Working Session
Based on what we have seen in the findings, and based on what we know of our organization: What are our internal Strengths and Weaknesses, and what are our external Opportunities and Threats?
Internal Strengths:
- Compassionate and caring
- Desire to do good
- Expertise
- Passion
- People – dedicated and knowledgeable
- Personal experience receiving hospice care
- Strategic plan
- Tenacity
- Vision
- We already have money commitments
- We have made good progress to date
- We have relevant internal statistics
Internal Weaknesses:
- Age of the working team (Steering Committee)
- Caught up in bureaucracy
- Doubts
- Lack of medical practitioners, doctors, trained in hospice care
- Lack of public knowledge of restrictions and policies (i.e., Governing regulations regarding kitchens, etc.)
- Need full-time person – coordinator, contractor
- Need more experience to create our own vision, e.g., visits to other hospice houses
- Need more physicians buy-in
- No core funding
- Recent loss of Resource Coordinator
- Small Society staff – potentially need an Executive Director or manager
- We are in unknown territory
- We are not good planners
External Opportunities:
- Artists (make a promotional video)
- Buy-in from local government
- Community has a record of successful previous major projects requiring fundraising
- External expertise
- Government and organizational support
- Inspirational leaders
- Large labour unions – source of support and money
- Local community people have benefitted from hospice care and are overwhelmingly satisfied
- Other hospices expertise
- Partner connections
- Partner expertise
- Partner support
- Relevant supporting statistics
- We are a community that ‘steps up’
- We have a cadre of medical professionals who are knowledgeable and are allies
External Threats:
- Added difficulty due to economic issues post-Covid
- Contradictions between VCH medical environment and wanting a beautiful space
- Cultural fear and stigma around death
- Cynicism
- Differing opinions on MAID (Medical Assistance in Dying)
- Donor weariness (delays)
- Global uncertainty
- Inflation
- Inflexibility of Health Authority
- Isolated and small community
- Limited by the greater community’s lack of engagement
- Mixed messages from our partner VCH
- Need more physicians buy-in
- Polarization/division in the community
- Raising money – a lot to raise and costs keep rising
- System overload / collapse
- Undue influencing of the vision
Partnerships Working Session
Based on the engagement findings and our Strengths and Challenges analysis: Which organizations are our partners?
- Arts community
- Banks
- BC association of Hospice and Palliative Care
- Chamber of Commerce
- Churches
- City of Powell River
- Dying people and their families
- Ethnic cultural groups
- First Credit Union
- Mental Health Associations – both private and government
- Other branches of local governments
- Philanthropic foundations
- PR Community Forest
- PR Community Foundation
- PR Health Care Auxiliary
- PR Hospital Foundation
- Private men’s and women’s groups
- Private philanthropists
- qathet Division of Family Practice
- Rotary Club
- SD 47 (counsellors)
- Seniors Association
- Tla-Amin Nation
- Unions
- United Way
- VCH
- VCH Long Term Care
- Wealth management organizations
How can we engage each of our partners?
Communicate:
- Create a ‘kit’ to engage groups with standard speech, stories, video
- Define roles
- Flyers in the Peak, qathet Living Magazine
- Get commitments
- Have professional materials
- Make concrete asks
- Ongoing newsletters
- Strong media presence
- Updates via newsletters every quarter
Build the Relationship:
- Acknowledge / Thank you
- Articulate what’s in it for them
- Engage local partner champions
- Get more socially connected to partners – events, social media, regular updates
- Host events
- Look for ways to promote our partners
- Make presentations
- Offer training
- Personal contact
- Sponsorships
How will we sustain these partnerships to the advantage of the project overtime?
- Create a partner engagement committee
- Create a strategic plan with timelines and priorities (who, when, how) and review this plan periodically
- Game plan: people liaisons, coordinator, divvy contact work, put boots on pavement
- List partners by priority – what they offer, money, other
- Manage and coordinate our efforts
- Offer timelines
- Reciprocal: Regular reminders (especially to VCH) to our contribution is the human contact that medical care does not have the time to offer
- Strategic, timely engagement / don’t overwhelm
Fundraising Working Session
What other fundraising campaign ideas do you have?
- 30 days of Giving – awareness around death/dying/hospice
- 360 Campaign: 360 businesses/families/organizations donate $360 (1 dollar a day) to cover Society operations during the Hospice House fundraising campaign
- 50/50 at hockey games and other events
- Art Chair Auction
- Catering for retreats or meetings
- City-wide garage sales with all proceeds to Hospice House
- Corporate challenges
- Food booths at community events
- Generate interest in donating via a slogan/button campaign: “I’m All In”
- Identify foundations and granting organizations
- Invite church congregations/communities to fundraise
- Invite employee labour unions to fundraise
- Kick-off fundraiser – dinner and auction
- Legacy giving
- Lobby PR City to include annualized funding in their budget. Consider lobbying for a referendum
- Partner with other organizations in fundraising events
- Plaque sale (in Hospice House Garden, etc.)
- Raffle something big – cars, houses, etc.
- Recruit community leaders – a doctor and community individual – to co-hair Hospice House fundraising campaign
- Solicit donations from personal philanthropists
- Sponsored bike rides or runs
- Sponsorship campaign
- Third-party fundraisers
- Wine and cheese parties
- Wine Club – Raffle (Groups of 10 people, cost to participate is $20 each plus one bottle of wine. Draw for the wine, the proceeds go to the Society)
Location Working Session
What criteria did we hear from the engagement process?
- (Due to time restraints, this criterion was not reviewed; however, it was reviewed in part during the presentation on the community engagement initiatives findings. Please refer to the four community engagement reports for more information.)
What are our (additional) criteria?
- Autonomy – regardless of location
- Clarity about VCH mandates/requirements (Does HH have to be on the hospital campus to receive operational funding? Can HH be located on Abbotsford or other attached location?)
- Close to town centre
- Easily accessible (e.g., public transit route)
- Environment/space that reflects the Society’s vision and values
- Light – attention to sun orientation
- Private and quiet indoor space
- Private outdoor, quiet space
- Quiet area
- Separate entrance
- Separate from hospital, but not too far
- Separate from Long Term Care if HH is located in new LTC facility, e.g., own floor or wing
- Windows that face nature
Which of our top criteria are non-negotiable and why?
- Easily accessible (e.g., public transit route)
- Environment/space that reflects the Society’s vision and values
- Private outdoor, quiet space
- Separate entrance
What needs to be in place/occur to enable compromising other criteria?
- Due to time constraints, this question wasn’t addressed explicitly, but suggestions were inherent in the discussion and the data.
Design Aspects Working Session
Is there anything missing?
- Yes: Laundry facilities
What is the priority of each design aspect? Is there a design aspect that is non-negotiable and if so, why?
- Accommodation for friends/family to stay over. Non-negotiable.
- Common room with shower facilities for family/friends.
- Outdoor space – natural and space for tranquility, family visits. Non-negotiable.
- ‘Sacred’ space – a quiet room for reflection, meditation, prayer, also serving as a private and quiet meeting space for families, families and physicians, etc. – Non-negotiable.
- Consultation with Tla’Amin Nation and other groups is needed to ensure the space is culturally appropriate.
- Rooms/beds dedicated for hospice use only. Negotiable.
Negotiating point: While we need to ensure hospice beds are not allocated to address LTC overflow, unused beds could provide community respite.
The following design aspects however are non-negotiable:
- One patient per room
- Each resident room has its own toilet and sink. A shower in each room would be preferable, but not critical
- Bath facility (bubble bath) for clients
- Each resident room must have capacity for some family/friends to sleep over
- Fully functioning kitchen – for use by families and friends. Negotiable.
Negotiating point: With counter-top appliances such as microwaves and multi-purpose air fryers, baking, cooking casseroles, etc., is all possible. A dish washer, however, is required – considered critical – for sanitation purposes.
What needs to happen?
- Due to time constraints, this question wasn’t addressed explicitly, but suggestions were
inherent in the discussion and the data.
What do we mean by cultural appropriateness?
- Welcoming to all
- Secular
- Flexible and adaptive
- Awareness of other cultural aspects (e.g., number of people in the room at a time)
What do we need to do to ensure cultural appropriateness?
- Engage with the Tla’Amin Nation
- Engage/liaise with representatives of other community cultures
- Investigate other cultures What do we mean by inclusive design?
- Inclusive design relates to physical accessibility but also to age, culture, gender inclusiveness
What do we need to do to ensure inclusive design?
- Engage with the Tla’Amin Nation
- Engage/liaise with representatives of other community cultures and LGBTQ+ community
- Investigate other cultures
To ensure inclusive design (and what do we mean by this)?
Operations Working Session
Who does what once Hospice House is up and running? Is the model sustainable?
| WHAT? | WHO? | HOW TO SUSTAIN? | NEGOTIABLE? |
| Admissions | Hospice is part of the VCH team | Hospice staff paid by the Society | Non-negotiable |
| Rounds | Hospice is part of the VCH team | Hospice staff paid by the Society | Non-negotiable |
| Deploying/Coordinating Volunteers | Hospice | Non-negotiable | |
| Bereavement Support | Hospice | Non-negotiable | |
| Training Volunteers | Hospice and other partners | Negotiable | |
| Physician – Palliative Care | VCH | Non-negotiable | |
| Nursing | VCH – Palliative RN/LPN, 1 per shift | Non-negotiable | |
| Care Aide | VCH | Non-negotiable | |
| Music Therapy | Hospice | Negotiable | |
| Housekeeping | VCH | Non-negotiable | |
| Dietary | VCH | Non-negotiable | |
| Housekeeping | VCH | Non-negotiable | |
| Building maintenance | VCH | Non-negotiable | |
| Outdoor space – Garden | Hospice | Hospice volunteers | Negotiable |
| Information Technology | VCH | Non-negotiable | |
| Utilities | VCH | Non-negotiable | |
| Interior Furnishings and Decor | Hospice | Hospice fund raising | Negotiable |
| Resident Comforts | Hospice | Hospice fund raising | Negotiable |
| Administration | VCH and Hospice – to be negotiated | Hospice fund raising | Negotiable |
Negotiations with Government or Other Partners Working Session
What of the above is negotiable or non-negotiable and why?
- This question was inserted and recorded in the discussion when applicable.