Local Help for Local People
Beaumond House provides compassionate, skilled, professional, personalised nursing care of the highest quality for those with active, progressive, advanced illnesses, both in the hospice and in the community.
We provide easy access to care and value and support each person’s holistic needs from all backgrounds.
We encourage open attitudes and act with respect, giving our patients dignity and independence.
We will be a flagship provider for people with life-limiting conditions – and by flagship we mean delivering outstanding care which includes going the extra mile and doing more than is asked of us.
By 2022, our vision is that everyone in our district will have access to outstanding end of life care and a ‘good death’ and a choice about their preferred place to spend their last days of life.
Factors we have considered in the development of our plan:
• The views of patients and carers
• The views of staff and volunteers
• The views of supporters and our local community
• National and regional predictions for end of life care in Newark and our surrounding district
• How local health and care plans overlook the needs of dying people (1)
• The Newark and Sherwood Clinical Commissioning Group plan for end of life care
• Care Quality Commission requirements under the Health and Social Care Acts Hospice UK Strategy 2016
Our Board of Directors
Our Leadership Team
The staff and volunteers of the hospice are effectively supported by a leadership team led by the chief executive. Key roles in the leadership team are:
• Head of Clinical Services
• • Fundraising and Marketing Manager
• Human Resources Manager
• Care Support Services Manager
• Finance Manager
• Facilities Manager
How we are Governed
The Board of Directors is the governing body of the hospice which sets the strategy and culture for the organisation, takes decisions in the implementation of an annual business plan and monitors the performance of the Leadership team for the delivery of the strategy and plan.
The Board governs the organisation effectively and in doing so builds public and stakeholder confidence that their care is in safe hands and it also ensures that the Hospice is providing high quality, effective and responsive patient-centered care.
The Board ensures that the Hospice has adequate and effective governance and risk.
The Board meets regularly throughout the year both at formal Board meetings and sub-committee meetings which have delegated powers and responsibilities. Members of the Hospice’s Leadership Team provide reports for these meetings, attend the meetings, and take part in the discussion.
The sub-committees include:
• Care Service Development
• Finance and Facilities
• Fundraising and Marketing
• Human Resources
• Governance, Risk and Scrutiny
Each committee has written terms of reference that define its procedures, responsibilities and any areas where the committee has the authority to make decisions without consulting the Board. These terms are agreed by the Board and reviewed annually. The membership of committees is made up of Directors and where appropriate specialist advisers. Each sub committee’s chairman reports to the Board on the major issues discussed by the committee since the last Board meeting, any decisions made as well as relevant decisions that need to be made by the Board. Minutes of sub committee meetings are circulated to the Board.
The Board defines and reviews which matters are its own responsibility, which matters can be delegated to its committees and which management and operational matters can be delegated to the Chief Executive. The Board authorises the Chief Executive to sub-delegate these matters to members of the Leadership Team informed by an agreed Scheme of Delegation.
The Care Service Development Sub Committee is responsible for overseeing clinical strategy. It monitors day to day clinical operations and performance against the clinical objectives in the business plan. It also oversees relationships with commissioners including service level agreements. The committee monitors care policies and keeps the Board informed as appropriate.
The Finance and Facilities Sub-Committee oversees the finances of the Hospice, the maintenance of the facilities, compliance with health and safety legislations and best practice. It is responsible for reviewing and recommending to the Board the financial strategy and the annual budget and monitors performance against these. The committee also oversees the strategy for investing Hospice funds and keeps the Board informed of relevant general changes in the financial environment.
The Fundraising and Marketing Sub-Committee deals with fundraising activities including events, and retain income. It also has a marketing role in communicating the Hospice’s vision, and services to patients, carers, healthcare professionals and the public. It reviews the fundraising and marketing plans and progress against objectives before communicating to the Board on key issues.
The Governance Sub-Committee deals with the corporate governance of the Hospice. It is responsible for overseeing the annual review of major risks and reports on this and other matters to the Board. This sub-committee also oversees Board member recruitment, induction and development as well as reports to the Board on any changes that may need to be made in order to comply with legal and regulatory requirements.
The Strategy Sub-Committee meets as required to develop the strategic vision and submit to the Board for approval. We currently have a five- year strategy in place.