Local Help for Local People
Personalised care for you and your family when every moment matters.
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.
Our Values (Guiding Beliefs) are:
PATIENT CENTRED, WE ‘GO THE EXTRA MILE’ - Every life matters and every moment matters - patients and their families and friends are at the centre of everything we do.
VALUE & SUPPORT OUR PEOPLE – All of our people are important and highly valued, and we support and develop them to be at their best.
OPENNESS & HONESTY, CREATING A SAFE ENVIRONEMENT - We provide a safe environment in which feelings may be openly expressed and acknowledged with sensitivity and honesty.
COLLABORATION - We provide a unique and special range of services, in collaboration with our partners in the End of Life Together Alliance.
EFFICIENCY, CARING, PROFESSIONAL - We provide good stewardship of our resources and operate in a professional, caring, and efficient way.
Outstanding hospice care, enabling our local communities to live well and die well.
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.
Five years, five goals, one big aim – provide outstanding hospice care for all who need it:
1. To develop services to meet the changing needs of our communities
2. To provide realistic and high quality end of life choice for the individual
3. To become an employer of choice
4. To collaborate with stakeholders to improve our effectiveness
5. To become sustainable in our financial viability as a business
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
Mr John William Marshall ACIB
I have worked for Natwest for over 37 years and moved to work and live in Newark in 1983. After a spell away in Nottingham and London I returned in 1997 and live with my wife Kate and son David and daughter Jennifer.
I joined Beaumond House in 2009 as a volunteer Director having known the Hospice for many years in a professional Banking capacity. The House has supported friends and families throughout this time and this personal touch makes the Hospice a very special place with wonderful professional, caring and kind staff and volunteers.
I am Chair of the Charity and. I also sit on the Finance and Facilities sub committee and Governance Sub committee.
Phillip was associated with Andrew & Co LLP (Solicitors in Lincoln and Newark) for almost forty years.
He now has a keen interest in the charity sector. In addition to being a member of our Board of Trustees, he is Vice Chairman of the Lindum Sports Association and a trustee of St Barnabas Hospice and Stamford Endowed Schools Foundation. Outside of the charity sector he is Vice Chairman of the Old Stamfordian Club and Vice President of the Lincolnshire Law Society.
A retired snow skier and waterskier, sporting activities are now limited to gentle strolls, swimming and watching cricket and rugby. He has a keen interest in politics.
With an interest in employment relations, Phillip contributes to our HR sub committee and governance work as well as being part of the Board of Directors for Beaumond House.
Dr Katie Moloney is a local GP from Sutton on Trent and has been with the practice since 2010. Dr Moloney is the clinical lead at the practice for Asthma, Family Planning, Men & Women’s General Health, Cancer, Palliative Care, Hypothyroid, Dementia & Stroke.
With a particular interest in Palliative Care throughout her training and her career to date, Dr Moloney will effectively contribute to the Care Services Development sub-committee as well as to the Board of Directors regular meetings.
Katie has three young children and in the little bit of spare time she has for herself she likes to do ‘Tough Mudder’ events.
Dr Julie Barker BM BS BmedSci Dip Palliative Care
I am a local Newark GP since 1993. I have personal experience of caring for my father. This prompted further study and qualification in Palliative and End of life Care (Cardiff University). I worked at John Eastwood Hospice as Clinical Assistant for 9 months and have acted as Clinical lead for End of Life Care for Newark & Sherwood CCG since 2008 and since 2014 as a Macmillan GP. This is a strategic and advisory role for the local NHS and teaching/training local clinicians.
I bring front line knowledge of patient and carer experience and clinician support needs, clinical knowledge of best practice and both national and local strategy. As a self-employed GP I also bring an element of business and staff management.
I chair the Care Services Sub-Committee and support our wonderful team of nurses and care assistants and volunteers.
I have worked for Nottinghamshire Healthcare NHS Trust since 1989. My current post is as Consultant Speech and Language Therapist and Associate Director for Allied Health Professionals. I have always been based with the Community Learning Disability Team in Newark. Currently I am also deputy chair for the Board of Trustees for the Royal College of Speech and Language Therapists. I bring experience of health services as well as the role of a trustee and other voluntary roles in sport. I have lived in Newark since 1991 with my husband and bought our 2 children up here.
Ms Amanda de La Motte BA RGN PGDip
I have been a nurse since 1983 and have worked in the Newark area since moving to Grantham from Dorset in 2003. I have two posts currently; I work for Balderton Surgery as an ANP and also for NEMS which is the local out of hours provider. As an Advanced Nurse Practitioner in OOH I have been coming into Beaumond House for more than ten years and have always been so impressed by the amazing work being done here so am delighted to have the opportunity to play a more active role in supporting staff and volunteers.
My experience is primarily in publicity and promotion. As chairman of the Advertiser Media Group, I was well placed to ensure that Beaumond House continued to receive the news coverage and campaigning it deserves.
I spent 16 years of my career as a fund-raiser and area manager for Barnardo’s charity and covered the counties of Nottinghamshire, Derbyshire and Lincolnshire. This experience not only provided relevant experience in all aspects of fund-raising, it gave me a useful insight into the challenges a local charity faces.
I am chairman of the fund-raising and marketing sub-committee for Beaumond House and also sit on the HR sub-committee.
As head of a local Chartered Accountancy business with a team of over 40 people I bring substantial practical experience of running a sizeable business along with many years of experience dealing with the affairs of a wide variety of other organisations. Whilst my primary focus is on financial matters I bring expertise in Governance, HR, Marketing and the whole range of skills needed to run an organisation such as Beaumond House and I sit on the various sub-committees involved in these areas.
I have run a chartered Quantity Surveying Practice located in Newark for the last 25 years dealing with a large range of projects including health and educational schemes. I have used the skill set associated with this workload to assist Beaumond House with their various feasibility studies, developments and maintenance works through the estates sub-committee. In addition the disciplines developed in running a small company have help me to contribute to the finance and governance sub-committees.
Mr David Tomkinson MSc, FCIPD
David has over 30 years business experience in Operations, HR, Training and Organisational Development, working for large blue-chip companies. He is one of the founding Directors of andpartnership, a Leadership Development and Change Consultancy based in Farnsfield, Notts, since 2003, and has private, public and charity clients. He has been involved with BH since 2007, in the capacities of company charity, assistance with Strategy development and, since 2010, Volunteer Director. The skills he brings to BH include Strategy Planning, Facilitation, Team Development, HR and Training. He designs and facilitates an annual away day for the board, chairs the HR Sub Committee and the Flagship recognition scheme panel, and sits on the Fundraising and Marketing and Strategy Sub Committees.
He lives in Southwell, has been married to Gill for 33 years with two grown up children and one grandchild, and likes travelling, theatre and Aston Villa, though not necessarily in that order.
Debbie Abrams OBE Chief Executive
Debbie Abrams OBE, took up post as interim Senior Manager at Beaumond House Community Hospice in June 2016 and was subsequently appointed to the Chief Executive Post. Debbie is in overall day-to-day charge of Beaumond House Community Hospice and works closely with the Chair of the Board, Board Members and the leadership team.
Debbie has 30 years’ experience of delivering high-quality healthcare. Her last post was as a senior manager with Nottinghamshire Healthcare NHS Foundation Trust. Prior to that, she worked Healthcare Commission which is now known as the Care Quality Commission (CQC). Debbie is a Registered Mental Health Nurse and was awarded an OBE for services to nursing and mental health care.
I have worked in the charity sector for over 34 years, with Barnardo's, Royal National Institute for Blind People, Children's Hospice South West and latterly as chief executive of Treetops Hospice in Derbyshire for the nine years until my retirement in October 2018. My career focused on income generation and marketing. I am passionate about the hospice movement and hope my experience will benefit Beaumond House over the incoming years.
After relocating from the South West in 2019, I settled in Newark in 2012, with my wife Pauline, who I married in 1975 and have a Golden Retriever, Fergus. I originally come from N. Ireland and have two children, Jennifer and Christopher, who both live in Edinburgh, which sees me commuting a lot between the two locations.
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
Head of Fundraising and Marketing
Head of HR
Head of Finance and Operations
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.
Our Reports & Policy Documents