The Princes Foundation

BackgroundThe hospice kitchen has provided nutritious home-cooked meals for patients for the past 33 years. More recently, following complete refurbishment of the kitchen, we saw potential to develop a commercial arm with a view to generating additional income for the charity. The appointment of a Head Chef in April 2021, with an extensive commercial background, was the catalyst for The Caring Kitchen to be established. AimsUpskill existing catering team to work within a commercial environment.Enter the market tentatively using a ‘learn and develop’ approach to grow the business organically. Develop menus and marketing materials to promote The Caring Kitchen brand locally and via social media, utilising corporate supporters and hospice retail shops.Provide excellent catering services generating positive feedback and repeat custom.Generate and grow income to cover the cost of the hospice catering department to release income to support patient care and contribute towards the financial structural deficit of the charity. Key results(as at May 2023):Three course meal event serving 120 guests utilising hospice volunteers as waiting staff.Provide training day meals to local super league rugby club.Provide daily meals to children at a local nursery.Supply small buffets and afternoon teas to local businesses. Catering for private parties.BBQ for corporate events.Food offering at local community events. 150 coronation teas served. ConclusionsA steady flow of orders over the last 12 months has delivered a turnover of £60,000. We believe this is just the tip of the iceberg. With a re-energised team keen to utilise their skills, the foundations are now in place to take this to the next level. We are excited to see what the next couple of years will bring.

<h3></h3> In 2019 the hospice was contacted to provide easy-read literature explaining what hospice care is for a person with a learning disability. As an organisation we didn't have this kind of documentation and we couldn't source it from elsewhere. This set us on a journey of collaborative working and service co-design with our local Community Learning Disabilities Team and Learning Disabilities Patient Experience Group (LDPEG). The first draft of the leaflet was utterly 'trashed' by the group; they were particularly critical of the images we had used as none of them were of our hospice building and none of them contained people with a learning disability. As a result, a number of the LDPEG visited the hospice and met with staff. They proved very insightful and challenging in their questioning of the work we do as well as about death and dying. We were in the process of finalising the leaflet, using members of the LDPEG in the photographs as well as piloting a wellbeing group when COVID-19 hit and everything had to be postponed. We are now in a position to re-commence that work. We have an afternoon tea event scheduled for 23 June to celebrate Learning Disability Week and will hopefully be in a position to complete the easyread literature before Hospice UK's conference in November. In talking to professionals and carers we are aware how challenging advance care planning discussions can be, and we hope to pilot a group for people with learning disabilities and their families/carers to introduce hospice care and advance care planning discussions. This will hopefully address some of the shocking inequalities in end-of-life care people with a learning disability can experience. We also plan to provide bereavement support, not only to families and informal carers. but also to paid carers who may have had a longstanding relationship with an individual prior to their death.

The UK independent heritage sector has traditionally not been strong at fundraising. There is a perception amongst the general public that most heritage assets are supported by funds from the state, and that sectors such as children and health are more worthy of support. At a time when pressures on central and local government budgets are increasing, the need for heritage to look for sources of private funds has never been greater, yet the level of confidence and skills to achieve this goal are relatively low. A fundraising training programme tailored to the sector was delivered between 2014 and 2017 by The Heritage Alliance in partnership with the Institute of Fundraising and supported by the Heritage Lottery Fund. This paper analyses the results and explores what worked and what did not work in the programme. An emphasis on face‐to‐face training in small workshops, backed up with other training techniques, together with online resources, resulted in higher levels of fundraising skills amongst heritage fundraisers and a surprisingly high levels of actual funds raised attributable to the training programme.

La cour, lieu symbolique du pouvoir, est un espace à la fois physique et social. A la Renaissance, les rapports des ambassadeurs offrent un cadre utile pour connaître le milieu de la cour et les liaisons entre les Etats. De nouveaux documents, conservés à la Biblioteca Ambrosiana de Milan, révèlent les liens entre la cour française de Valois et le petit Etat italien de la Mirandole. En 1580 et en 1586, le diplomate Sertorio Loschi envoie de Paris des descriptions de la cour d’Henri III à la comtesse Fulvia da Correggio. Il décrit d’abord le roi et les membres de la famille royale, puis la structure même de la cour. Il dépeint les lieux du pouvoir : les Conseils, la maison du roi et la cour des reines, fournissant ainsi un modèle de référence à la cour de la Mirandole.

This year, the Prince's Teaching Institute is celebrating its 10th anniversary. Headteacher and co-director Bernice McCabe explains.

In any healthcare profession, orthodox or complementary, quality of care, treatment and patient safety must be given the highest priority. The establishment of effective systems of professional regulation is seen by many as essential in order for this to happen. This paper outlines the case for improving systems of statutory and voluntary self-regulation in the complementary sector and charts the progress and current developments in a number of therapies towards that end. The impact of an independent, non-governmental organisation, The Prince of Wales's Foundation for Integrated Health, in driving forward this process, is discussed. Nurses, as part of any modern multidisciplinary healthcare team, need to be aware of the advances and current issues emerging in this sector and the increasing need for their profession to be involved in shaping future developments.