We are pleased to introduce our Strategy 2026-2029.
Too many people are not receiving the palliative care they need, or are accessing support too late. Our Strategy 2026–2029 sets out how Farleigh Hospice will respond, improving access, reducing inequalities, and supporting more people earlier in their illness.
Every day, Farleigh Hospice supports adults living with life-limiting illnesses and their families across mid Essex to live as well as possible, with dignity, choice and compassion.
As demand for palliative and end of life care continues to grow, this strategy sets out how we will respond over the next three years, working together with our staff, volunteers, partners and supporters to meet the changing needs of our community.
Our model of care
Our model of care has been shaped by the needs and experiences of the people and families we support, alongside what our community has told us matters most.
We know that many people are referred to hospice care late in their illness, and that barriers such as limited awareness, uncertainty about when palliative care may help, and health inequalities can delay access. As a result, some people miss out on the support they could benefit from earlier.
We believe earlier access to hospice care can make a meaningful difference, giving people more time to plan, greater choice and control, and care that reflects what matters most to them.
-
3,000+
people cared for each year
-
4,000
people die in mid Essex every year
-
1 in 3
people are unlikely to receive appropriate palliative care
In response, our model of care focuses on supporting people earlier, more holistically, and in ways that reflect their individual needs. We aim to help people live well, stay well, and die well.
Live well
Providing early support following a diagnosis
- Help with planning for the future
- Groups and activities that support wellbeing
- Safe spaces to meet others, share experiences, and talk to professionals
Stay well
Empowering people to live well
- Focusing on what matters most to each person
- Supporting social connectedness
- Physiotherapy and therapy-led sessions
- Support with physical symptoms
- Emotional and practical support
Die well
Supporting people in the last days and weeks of life
- Compassionate end of life care with a focus on comfort and dignity
- Emotional, physical and spiritual support
- Shared decision-making
- Supporting families through grief
Our four strategic priorities
Our strategy is built around four key priorities that will shape how we deliver care, support our people, engage our community, and secure our future.
Priority 1: Our Care
– Supporting significantly more people earlier in their illness
– Reducing crisis care and late referrals
– Ensuring everyone can document their care wishes
– Using digital systems to enhance patient care
– Achieving CQC ‘Outstanding’ recognition
Here, our Director of Care, Ellie Miller, shares more about this priority and what it means for Farleigh Hospice.
Priority 2: Our People
– A resilient workforce, responsive to change
– An open, inclusive culture attracting diverse talent
– Strong volunteer engagement and measurable impact
– High levels of staff wellbeing evidenced
In this video, Irene Ferguson, Head of People and Operations, explains how this priority will help secure the long-term future of Farleigh Hospice.
Priority 3: Our Community
– Greater recognition of hospice care across mid Essex
– Demonstrably reduced inequalities in access
– Partnership across the local health and voluntary system
– Community voice embedded in service development
Our Chief Executive, Michelle Kabia, shares why our community is one of our key priorities.
Priority 4: Our Sustainability
Securing Farleigh’s long-term future through strong relationships with supporters, donors, partners and customers, and sound financial management.
– Consistent annual income growth through diversified activity
– Stronger financial reserves for long-term security
– A loyal, highly engaged donor and customer base
– Demonstrable cost and environmental efficiency
In this video, Jenny Danson, Director of Income Generation, and Stephen Turner, Finance Director, explain how this priority will secure the long-term future of Farleigh Hospice.
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