Hospices across the UK are having to make difficult decisions. LOROS is one of them.
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Last year, LOROS Hospice faced a £2 million financial deficit, forcing extremely difficult decisions to protect longterm sustainability. Care services were significantly reduced, including inpatient beds from 31 to 18; day hospice capacity by one third; physiotherapy, occupational therapy and social work by 50%; bereavement services by 50%; and home visiting services by 50%. Around 40 roles were made redundant, including nurses and clinical staff.
These decisions have brought shortterm financial stability, supported by increased community generosity. Meanwhile, LOROS continues to rely heavily on the local community to fundraise, donate and support our retail operations, which together generate approximately £12 million every year to keep our doors open.
More recently, following sustained and strategic engagement with the Integrated Care Board, LOROS secured additional NHS funding to reopen six inpatient beds. This has increased capacity to 24 beds, though seven remain closed. While this is a step forward, demand continues to far exceed capacity. Waiting lists remain at unprecedented levels, meaning patients are waiting longer for care, some die before hospice support becomes available, and others are transferred into acute hospital settings for inpatient care that would be better provided in a hospice.
