Bundle Charitable Funds Committee 10 March 2020
Agenda attachments Agenda 10.03.20.docx
1 CF20/01 Apologies & Declarations of Interest 2 CF20/02 Minutes of the previous meeting held on 10th December 2019: 3 CF20/02.1 Accuracy CF20 02.1.docx 4 CF20/02.2 Matters arising and summary action plan CF20 02.2.docx 5 CF20/03 Charitable Funds Finance Report Q3 2019/20 Ms R Hughes CF20 03.docx 6 CF20/04 Charitable Funds Fundraising Report Q3 2019/20 Ms K Thomson CF20 04.docx CF20 04 Appendix 1.docx CF20 04 Appendix 2.docx CF20 04 Appendix 3.docx CF20 04 Appendix 4.docx CF20 04 Appendix 5.docx CF20 04 Appendix 6.docx CF20 04 Appendix 7.docx 7 CF20/05 Awyr Las Strategic Priorities
Ms K Thomson CF20 05.docx 8 CF20/06 Third Sector Groups Report Ms K Thomson CF20 06.docx CF20 06 Appendix 1.docx CF20 06 Appendix 2.docx 9 CF20/07 Legacy Strategy Ms K Thomson CF20 07.docx CF20 07 Appendix 1.docx 10 CF20/08 Charity Risk Register Ms R Hughes CF20 08.docx 11 CF20/09 Rothschild Portfolio Report: Report to 31st December 2019 Ms R Hughes CF20 09 Appendix 1.pdf CF20 09.docx 12 ITEMS FOR DECISION 13 CF20/10 Request for Expenditure Approvals: Ms R Hughes CF20 10.docx 14 CF20/10.1 Electro navigational bronchoscopy (ENB) - Funding of Super Dimension Electro Navigational Equipment CF20 10.1.doc 15 CF20/10.2 Complementary Therapy (CT) for Alaw Unit, Shooting Star Unit and North Wales Cancer Treatment Centre for 2020 CF20 10.2.doc 16 CF20/10.3 Wigs for Cancer Patients who are receiving treatments that may cause alopecia (12 month period) CF20 10.3.docx 17 CF20/10.4 Ambulatory ECG Monitoring System CF20 10.4.doc 18 CF20/10.5 Wigs for Dermatology Patients that have alopecia (12 month cost) CF20 10.5.docx 19 CF20/10.6 Delivering vital eye care out-of-hours through telecommunications CF20 10.6.doc 20 CF20/10.7 BCU Staff App 2020/21 CF20 10.7.doc 21 CF20/10.8 Hearts and Minds Regular Grants Scheme CF20 10.8.doc CF20 10.8 Appendix 1.pdf CF20 10.8 Appendix 2.pdf 22 CF20/10.9 Tecotherm Cooling Machine CF20 10.9.doc 23 CF20/10.10 Replacement of patient bedside lockers - Llewelyn ward, Llandudno Hospital CF20 10.10.doc 24 CF20/10.11 International Year of the Nurse and Midwife (IYNM) Legacy Programme CF20 10.11.doc CF20 10.11 Appendix 1.pdf 25 CF20/10.12 Patient Dalton Containment back armchairs – Acton Ward, Wrexham Maelor CF20 10.12.doc 26 CF20/11 Charity Budget for 2020/21 Ms R Hughes CF20 11.docx 27 ITEMS OF GOVERNANCE 28 CF20/12 Charity Reserves Policy Ms R Hughes CF20 12.docx 29 CF20/13 Charity Investment Policy Ms R Hughes CF20 13.docx 30 CF20/14 Charity Work Plan for 2020/21 Ms R Hughes CF20 14.docx 31 ITEMS FOR INFORMATION 32 CF20/15 Issues of significance to report to the Health Board 33 CF20/16 Date of next meeting: 25th June 2020 at 9.00am, Carlton Court
Agenda attachments 1 Agenda 10.03.20.docx
Charitable Funds Committee Agenda
Meeting to be held on Tuesday 10th March 2020 at 08:30am Carlton Court
CF20/01 Apologies & Declarations of Interest -
CF20/02 Minutes of the previous meeting held on 10th December 2019:
CF20/02.1 Accuracy
CF20/02.2 Matters arising and summary action plan CF20/03 Charitable Funds Finance Report Q3 2019/20
Ms R Hughes CF20/04 Charitable Funds Fundraising Report Q3 2019/20
Ms K Thomson CF20/05 Awyr Las Strategic Priorities
Ms K Thomson CF20/06 Third Sector Groups Report
Ms K Thomson CF20/07 Legacy Strategy
Ms K Thomson CF20/08 Charity Risk Register
Ms R Hughes CF20/09 Rothschild Portfolio Report: Report to 31st December 2019
Ms R Hughes Items for Decision
CF20/10 Request for Expenditure Approvals:
.1 Electro navigational bronchoscopy (ENB)- Funding of Super Dimension Electro Navigational Equipment
.2 Complementary Therapy (CT) for Alaw Unit, Shooting Star Unit and North Wales Cancer Treatment Centre for 2020
Charitable Funds Committee Agenda 10th March 2020 .3 Wigs for Cancer Patients who are receiving treatments that may cause alopecia (12 month period)
.4 Ambulatory ECG Monitoring System
.5 Wigs for Dermatology Patients that have alopecia (12 month cost)
.6 Delivering vital eye care out-of-hours through telecommunications
.7 BCU Staff App 2020/21
.8 Hearts and Minds Regular Grants Scheme
.9 Tecotherm Cooling Machine
.10 Replacement of patient bedside lockers - Llewelyn ward, Llandudno Hospital
.11 International Year of the Nurse and Midwife (IYNM) Legacy Programme
.12 Patient Dalton Containment back armchairs – Acton Ward, Wrexham Maelor
Ms R Hughes CF20/11 Charity Budget for 2020/21
Ms R Hughes Items of Governance CF20/12 Charity Reserves Policy
Ms R Hughes CF20/13 Charity Investment Policy
Ms R Hughes CF20/14 Charity Work Plan for 2020/21
Ms R Hughes Items for Information CF20/15 Issues of significance to report to the Health Board -
CF20/16 Date of next meeting: - 25th June 2020 at 9.00am, Carlton Court
Charitable Funds Committee Agenda 10th March 2020 3 CF20/02.1 Accuracy 1 CF20 02.1.docx
CHARITABLE FUNDS COMMITTEE
Draft Minutes of the meeting held on Tuesday 10th December 2019 in the Boardroom, Carlton Court
Present: Ms Jackie Hughes Independent Member (Chair) Ms Lyn Meadows Independent Member Ms Helen Wilkinson Independent Member Mr Mark Wilkinson Executive Director of Planning and Performance Mrs Sue Hill Executive Director of Finance
In Attendance: Ms Kirsty Thomson Head of Fundraising Ms Faye Pritchard PA to Executive Director of Finance Ms Rebecca Hughes Charity Accountant
Ms Suzie Southey Consultant Nurse for Dementia (Part meeting on Skype) Ms Beryl Roberts Head of Nursing – Cancer Services (Part meeting) Ms Emma Groves Systemic Anti-Cancer Therapy Lead – Cancer Services (Part meeting) Ms Jane Trowman Head of Strategy & Health Planning (Part meeting)
Agenda Item Action CF19/45 Apologies for absence & Declarations of interest
Apologies for absence were noted for Mr David Fearnley (Executive Medical Director).
No Declarations of interest were received.
CF19/46 Minutes of the previous meeting held on 4th October 2019:
CF19/46.1 Accuracy
The minutes from the meeting held on 4th October 2019 were approved as an accurate record.
CF19/46.2 Matters arising and review of summary action plan
The committee reviewed the summary action plan in detail and updated accordingly.
CF19/47 Charitable Funds Finance Report Q2 2019/20 1 Draft Minutes CFC 10.12.19 Ms R Hughes
The Charity Accountant presented the report, noting the key highlights to the committee which were as follows: Donation and fundraising income is up by £63,000 (11%) on the same period last year. The number of donations received has increased by 24% (from 2,339 to 2,893), but the average donation value has fallen from £241 to £216. Legacy income has also increased; by £44,000 / 23% compared to quarter 2 of 2018/19.
Overall, total income has increased by £120,000 or 15%, a positive improvement. Income for 2019/20 is currently forecast to be slightly higher than in 2018/19, however it is still lower than the three years preceding. Total income forecast for 2019/20 is £2,100,000, which is 35% less than that received in 2015/16.
In memory donations continue to be our largest donation area to date in 2019/20, totalling £221,000. In aid of events, runs and challenges and Awyr Las events have brought in a higher percentage of income during the first half of 2019/20 compared to last year as a whole. These are the types of income that the Fundraising Support Team are focusing on increasing and so are benefitting from this work. Income from Trusts and Foundations, which generally relates to specific applications, and also corporates is reduced compared to last year.
Grant funded charitable expenditure of £1,018,000 is £38,000 (4%) lower than expenditure for the first half of last year and can be broken down as follows: Actual expenditure in year: £455,000 Commitments awarded in 2019/20 not yet spent: £563,000
The gain on investments totals £341,000, which equates to 4% of the brought forward portfolio value.
Long term investments have increased by £369,000 over the 2018/19 year end valuation, continuing the upward trend. The change in the value of the investments reflects the revaluation gain on the portfolio plus investment income, offset by investment management costs.
Total cash held has decreased by £378,000 during the first half of the year. A high cash balance was held at the end of 2018/19 and this was not invested as it was expected that additional expenditure would arise at the start of 2019/20 due to the high year end creditor balance. This has been the case and the cash balance is now much reduced.
Available unrestricted reserves total £4,907,000 compared to a target level of £3,060,000. Therefore the Charity is holding sufficient reserves.
Total fundraising expenditure is £20,000 lower than for the same period last year and includes the costs of fundraising by individual wards and departments, as well as the pay and non-pay costs of the Fundraising Team to date.
2 Draft Minutes CFC 10.12.19 The Fundraising Team costs are £36,000 under spent for the year to date. The team currently has one vacancy, a 30 hour Band 6 Fundraising Support Manager, which is the primary reason for the under spend.
The Charity Accountant alerted the committee to the new report, ‘Analysis of funds by service’ (Appendix 4), which splits the funds into different services. Secondary Care holds the largest share of funds 36%, with Cancer Services following. Page 21 shows Wrexham Maelor Hospital holding two large funds which is mainly due to the Medical Institute fund not being utilised, but a plan has been put into place moving forward with the fund advisor retiring shortly.
Independent Member Ms H Wilkinson questioned the significant amount of available unrestricted reserves held by the charity, as almost double is held (£5m, target of £3m), and the need to have greater transparency and logic on held reserves and challenge.
The Charity Accountant assured independent member that all the team can do is encourage fund advisors to spend their funds, and the Head of Fundraising stated that once fund advisors have clear business cases, they decide spends of funds.
*ACTION* The Reserve’s Policy to be brought back to the committee meeting in March RH 2020. *ACTION* Head of Fundraising to produce a paper for March 2020 committee meeting KT regarding Unrestricted Reserves Budget Plan, to set out intentions. *ACTION* For all Trustees/ Board members - Briefing requested to describe and RH clarify the charity committees definitions on legal, restricted and unrestricted. Dormant funds to also be listed. *ACTION* Investment Policy to be brought back to the committee meeting in March RH 2020.
The Executive Director of Finance informed the committee of page 19 of the report, which shows a better understanding and clarity of where the funds are held and how they are being used.
A very important conversation was held on the potential of a piece of work being carried out on making cross links of funds to Improvement Groups to keep transformation on track linking across services with service plans. Funds could be reviewed in line with group with funds sitting under Improvement Groups, which also helps to link with Primary Care who may access charitable funds, but applications must be led by a BCUHB employee.
CF19/48 Charitable Funds Fundraising Report Q2 2019/20 Ms K Thomson
3 Draft Minutes CFC 10.12.19 The Head of Fundraising presented the report to the committee, noting the key highlights, starting with good news stories. The Head of Fundraising informed the committee that the company, Redrow have chosen Awyr Las as their charity of the year, with a possible extension to three years having viewed the Awyr Las ‘wish list’.
She informed the committee that the organisation of a Communications Plan is underway for ‘Year of the Nurse 2020’, to ensure promotion where possible and that an update is being brought to committee meeting in March 2020.
The Head of Fundraising explained that the Chief Executive of the Imperial Charity in London has been invited to run a workshop for representatives of the BCUHB Communications Team and Awyr Las Support Team, and to meet with Heath Board Executive members. Independent member, Ms L Meadows suggested extending the invite to Independent Members also.
Welsh standards and translations requirements were discussed and the committee were concerned that the Annual Report isn’t in Welsh yet. The Head of Fundraising explained that this was due to capacity in the translation team, and that it would be completed by January 2020.
The Head of Fundraising confirmed to Independent Member Ms H Wilkinson that grants are monitored internally.
*ACTION* KT to devise a short paper to measure impact and benchmark the charity KT against others (Impact Report) by June 2020.
*ACTION* The Executive Director of Finance Sue agreed to contact Procurement to SH see how much it would cost to have an external agency produce an impact report for the charity.
The Lottery business case poses a lot of risk. The Head of Fundraising confirmed that risks are being managed with a working group to oversee so risks become shared. Governance, promotion and ownership across BCUHB, as without that it’ll fail.
The Head of Fundraising reiterated that, with support across divisions the Lottery should work if there’s a dedicated member of staff in place to oversee the data and promotion for the Lottery.
The Executive Director of Finance confirmed that it’s the right thing to do as the sales will generate sufficient revenue to offset the cost of the band 5 post and the lottery prizes.
Independent Member, Ms H Wilkinson asked the Head of Fundraising to double check governance of project management and thought that the official launch of 2020 was quite tight. SH
4 Draft Minutes CFC 10.12.19 *ACTION* The Executive Director of Finance suggested to take the business case to Financial Recovery Group meeting.
(Perhaps talk to Cardiff & Value University Health Board).
*ACTION*The job will have to go to Job Evaluation panel to agree banding. KT
The Executive Director of Finance will ensure it goes through the right process in terms of proposal and will recirculate to committee members if timetable gets amended.
The committee approved the in house option and fully supported, subject to the recruitment process being followed and governance processes being in place.
CF19/49 Third Sector Groups Report Ms K Thomson
The Head of Fundraising presented the Third Sector Groups report to the committee, which is an overall update on activity and working relationships with the 19 third sector groups.
The report stirred a lot of issues and queries were raised, such as links between RVS and hospital management team and some lessons to be learnt.
The committee discussed the ‘Use of space’ document and the Chair had some concerns. Concerns over the regular users and people who might want to use space, as users have agreements in place that can be refreshed and rolled forward. There is a legal right for trade unions to be able to use space. Independent Member, Ms L Meadows had some issues with booking space.
The reason for the policy was because patients felt as though they were being harassed. Health Board spaces and environments should all be stress free and health nurturing. Independent Member, Ms H Wilkinson stated that the policy had been written in a heavy handed way, and therefore needs streamlining and simplifying.
*ACTION* Head of Fundraising to re write and share with committee members by KT the end of February. Head of Fundraising to also engage with all people who use spaces, trade unions etc. to address the Chair’s concerns.
5 Draft Minutes CFC 10.12.19 CF19/50 Legacy Strategy Ms K Thomson
The committee noted the report on the basis that targets and dates be added at the request of Independent Member, Ms L Meadows.
CF19/51 Charity Risk Register Ms R Hughes
The committee noted the Charity Risk Register. There are no red risks.
CF19/52 Rothschild Portfolio Report: Report to 30th September 2019 Ms R Hughes
The committee reviewed and noted the updated Rothschild Portfolio Report. The Charity Accountant noted that the tender for investment managers is up for renewal end of March 2020 and procurement and finance colleagues are currently working on this.
CF19/53 Awyr Las Strategic Priorities: Ms K Thomson This agenda item was taken at 11:00. Executive Director of Planning and Performance joined meeting.
CF19/53.1 Older People - Suzie Southey, Consultant Nurse for Dementia in attendance for this item on Skype for this item.
Ms S Southey stated to the committee that they’re quite behind with virtual learning and technology. The aim is to engage older people in palliative care via the Dementia clinical strategy. Independent Member, Ms H Wilkinson asked Ms S Southey how she engages with the third sector.
There’s a natural win and link to working together with the third sector experts. The Executive Director of Planning and Performance checked that we’re linking in with IT to ensure correct IT and communications. Ms S Southey informed the committee that she’s engaging with staff with a roadshow commencing after Christmas, using the staff connect app and has linked in with the Communications team. Ms S Southey has held two workshops so far with staff, both community and acute and in remote areas of working.
6 Draft Minutes CFC 10.12.19 CF19/53.2 Cancer Care - Beryl Roberts, Head Of Nursing for Cancer Services and Emma Groves, Systemic Anti-Cancer Therapy Lead – Cancer Services in attendance for this item.
Ms B Roberts explained to the committee that they need to double the amount of consulting rooms in line with the other two sites by expanding.
The Cancer team has already started a project group and the business case will be prepared by March 2020. Revenue, capital and charitable funding sources were discussed but no costs are certain until the business case is produced.
The Executive Director of Planning and Performance commented that appropriate connections have been made and linked to the redevelopment plans of Wrexham Maelor Hospital that Mr G Alexander is involved in.
The Cancer Care team presented a bubble diagram to the committee and the Executive Director of Finance queried if it’s part of the estates strategy or not and how it’s fitting in with the rest of the Health Board.
The committee discussed the role of the independent Shooting Star charity (SSCS) KT going forward. Head of Fundraising to draw up a draft Memorandum of Understanding with the SSCS and present it to the Charitable Funds Committee in March. *ACTION*
Ms L Meadows, Independent Member requested papers for future for governance and accountability purposes, to prevent risks of fragmentation.
CF19/53.3 Mental Health Support - Lesley Singleton, Director of Partnerships for MH&LD in attendance for this item
No attendance.
CF19/53.4 Younger People - Jane Trowman, Head Of Strategy & Health Planning in attendance for this item
Ms Jane Trowman presented a short PowerPoint presentation to the committee.
Ms J Trowman informed the committee that this is a national and international priority; very inclusive to work together to approve outcomes for children, giving them the best start in life (In strategic priorities), which also crosses over with women’s and MHLD. The evidence is really clear – 1000 days from conception to 2 years and 80% of an adult’s brain is developed by 2.5 years old.
7 Draft Minutes CFC 10.12.19 30% of children aged 4 are obese or overweight with Denbighshire having the highest rate and this isn’t being reduced. Feedback is positive to ‘Raise £100 for 1000 days’, with the potential to launch on National Children’s Day. A group has been established but with so many opportunities the focus must be on priorities pan North Wales.
Detail and work is still to be done. Ms H Wilkinson suggested linking in with Improvement Groups and Ms J Trowman noted that initiatives are out currently with Public Health, running a 3 year time frame from January 2020 on Childhood Obesity.
ITEMS FOR DECISION
CF19/54 Request for Expenditure Approvals: Ms R Hughes
1. Monitors for Enhanced Care – Children’s Ward, YGC
The committee approved the bid.
2. Golvo 9000 Patient Hoist – Enfys Ward, YGC
The committee approved the bid.
3. Bladder Scanner - Stroke Unit, YGC
The committee approved the bid.
4. Capsule Endoscopy – Gastroenterology, YG
The committee approved the bid.
5. Equipment Storage - Glaslyn Ward, YG
The committee approved the bid.
6. Wet Rooms - Enfys Ward, YGC
The committee approved the bid on the basis that Estates department are approached on the calculated costings.
7. Evaluating Musical Interaction Therapy (MIT) for Autism with Cross-BCU Impact – Children’s, West Area
The committee approved the bid.
8 Draft Minutes CFC 10.12.19 8. Faecal Incontinence – Surgery, YG
The committee approved the bid.
9. Operating Lights - Ophthalmology, Abergele
The committee approved the bid.
10. Flooring Replacement and Upgrading of Nurses’ Station - Alaw Ward, YG The committee approved the bid.
11.Study - Correlation between novel biomarker expression and interventional treatment in chronic back pain – Pain Management, Wrexham The committee approved the bid.
The committee discussed a few queries and observations to consider in relation to the forms: - A section for the budget holder to say approved. - Maintenance costs are not listed - A Chief Finance Officer signature being worthy enough as a sign off - Process is fine but is working outside of current financial recovery programme - With regards to Capsule Endoscopy the Chair asked the Charity Accountant to clarify if its wide use or just West, and the Executive Director of Finance asked if not then to explore if there’s an opportunity for the other two areas to do the same. - To pull out embedded documents for next time *ACTION* - *ACTION* KT to provide a proposal for future Hearts and Minds grant funding KT
ITEMS OF GOVERNANCE
CF19/55 Charitable Funds Committee Terms of Reference Ms R Hughes
The committee approved the revised Charitable Funds Committee Terms of Reference.
CF19/56 Charitable Funds Advisory Group Terms of Reference Ms R Hughes
The committee approved the revised Terms of Reference for the Charitable Funds Advisory Group pending some additions agreed by the committee:
- If an application is novel or contentious then it should be referred to the Charitable Funds Committee for decision.
9 Draft Minutes CFC 10.12.19 - The Advisory Group has authority to review, approve and recommend funding applications under the Charitable Funds Committee Scheme of Delegation as follows:
Application Value Advisory Group Authority
£5,000 to £25,000 Review and approve or reject
£5,000 to £25,000 – novel Review and refer to Charitable Funds or contentious Committee with a recommendation
Review and provide a recommendation to Over £25,000 Charitable Funds Committee
- The Advisory Group cannot approve an application in part or at a reduced level.
The committee discussed the need for the trustees to have some education. *ACTION* The Executive Director of Finance to draft an e-mail, which will be sent SH out jointly in Executive Director of Finance and Chair’s names requesting nominees for the Advisory Group.
The committee agreed for the Charity Account to check if the Wales Audit Officer report recommended for Third Party Reps to be included or not.
The committee agreed that the Charity Accountant would make the above changes and circulate to the Chair via e-mail to approve for submission to Audit Committee for approval.
ITEMS FOR INFORMATION
CF19/57 Issues of significance to report to the Health Board
N/A.
CF19/58 Date of next meeting:
10th March 2020 at 9.00am, Carlton Court
Betsi Cadwaladr University Health Board is the operational name of Betsi Cadwaladr University Local Health Board
10 Draft Minutes CFC 10.12.19 4 CF20/02.2 Matters arising and summary action plan 1 CF20 02.2.docx
ActionsBCUHB CHARITABLEfrom 20.06.19 meetingFUNDS COMMITTEE KSummary Thomson ActionCF19/19 Plan – Charitable arising from Funds meetings Finance held in public01.09.19 The Head of Fundraising will provide a 10.12.19 Officer ReportMinute Q4 Reference 2018/19.1 and Action Agreed Original presentationLatest Update to demonstrate Position how the 4 priority Revised Younger persons, Older Persons, Timescale areas are being promoted, and how new priorities Timescale Cancer, I CAN MHLD to be invited to the within these 4 areas will be selected in the future. next Charitable Funds Committee meeting. 04.10.19 Action reopened - The four groups are to be invited to the next committee meeting being held on 10.12.19. The agenda will be focused as vitally important prior to Board Trustees meeting taking place in January 2020. 10.12.19 Closed
K Thomson CF19/19 Charitable Funds Finance 01.09.19 Outstanding. The Head of Fundraising will liaise 10.12.19 Report Q4 2018/19.6 with Estates on this matter to ensure a report on The Estates lead to provide an update by current projects is available before the December end of July 2019, regarding the number of Charity Committee. projects delayed. The Head of Fundraising reported that those granted Hearts and Minds 2018 funding that had not used the funds by December 2019 had received notice that their funding had expired. In addition, the NWCTC wet room request for funding will be resubmitted because the revised quotes exceed the initial grant request. All other projects are not on course to be completed within the allocated timeframes. Closed
K Thomson CF19/20 Charitable Funds Fundraising 01.09.19 Included in the Fundraising Report. Report Q4 2018/19.4 10.12.19 04.10.19 Strategic Priorities update paper agenda A new agenda item to next committee item at the next committee meeting being held on meeting ‘Update on Strategic Priorities’ 10.12.19. Closed BCUHB CHARITABLE FUNDS COMMITTEE KSummary Thomson ActionCF19/20 Plan – Charitable arising from Funds meetings Fundraising held in public01.09.19 The Staff Lottery Scheme is included within the December Officer ReportMinute Q4 Reference 2018/19.5 and Action Agreed Original FundraisingLatest Update Report. Position The Head of Fundraising is 2019Revised Timescale involved in a Staff Lottery working group of NHS Timescale A revised Staff Lottery Scheme paper to Charities which is meeting on 24/09/19 to discuss come back to the next committee findings. A full business case will be brought to the meeting. December Charity Meeting. Closed On agenda today. 10.12.19 K Thomson CF19/20 Charitable Funds Fundraising 01.09.19 This was put on hold until the team has the online December Report Q4 2018/19.6 system in place to effectively collate and prioritise 2019 Ms K Thomson to draft an e-mail on all funding requests. The online system is behalf of the Chair to send out to currently being tested. Executive and Independent Executives and Independent Members Members will then be needed to sponsor the regarding needing an Executive and an priority areas and an email will be sent by Ms Independent Member sponsor for each of Thomson before the December Charity Committee the four schemes. Meeting.
10.12.19 Ms K Thomson to draft an e-mail listing Exec leads Action to be and Independent Members (Ask all Independent closed Members).
R Hughes CF19/23.2.2 Charitable Funds Advisory 01.09.19 The attendance list has been reviewed. Additional December Group Draft minutes from 23rd May members have been invited to join the group. 2019 2019 The committee agreed for Ms R Hughes 04.12.19 This action has been put on hold pending the to look at the attendance lists of the review of the Advisory Group. Charitable Funds Advisory Group meetings. 10.12.19 On agenda today. Closed
A Crisford/ R CF19/25 Rothschild Portfolio Report: 01.09.19 Following confirmation of the Executive members 31.10.19 Hughes Report to 31st March 2018 who will sit on the Charitable Funds Committee, Update the authorised signatories list, the due diligence documentation required for with the recent changes in committee submission to Rothschild to amend the signatories membership and Executive posts. is being collated. BCUHB CHARITABLE FUNDS COMMITTEE Summary Action Plan – arising from meetings held in public The signatories list has been updated Closed Officer Minute Reference and Action Agreed Original Latest Update Position Revised N Thomas CF19/26.1 Staff Engagement Strategy Timescale01.09.19 Verbal update to be provided. 02.12.19Timescale Update An Organisational Development 04.10.19 F Pritchard to email N Thomas to provide department newsletter once a month to an update that F Pritchard will then circulate via e- update on ongoing work and progress. mail to committee members.
10.12.19 An e-mail update was circulated to committee Closed members.
Actions from 04.10.19 meeting A Hughes CF19/33.2.1 WAO Audit manager A 02.12.19 Ms A Hughes confirmed that she has spoken to December (WAO)/ S Hill Hughes and S Hill agreed to speak to her counterparts who audit the other health bodies 2019 other health boards about their and received some relevant information that she governance arrangements around the has shared with officers for their consideration. processing and approval of charity business cases. 10.12.19 Closed
A Hughes CF19/33.2.2 WAO Audit Manager A 02.12.19 Ms A Hughes confirmed that she has spoken to December (WAO) Hughes will talk to colleagues to find out her counterparts who audit the other health bodies 2019 how other welsh health board charities and received some relevant information that she recognise expenditure. has shared with officers for their consideration.
10.12.19 Closed
K Thomson/ CF19/34.1 The committee discussed the 02.12.19 This is being sent out as part of a reminder about December R Hughes idea of a newsletter being sent out across the Hearts and Minds & Staff Experience grants 2019 the organisation on behalf of the schemes and a reminder about the Christmas Executive Team to remind divisions about Clothing Day. the charitable funds that are available to them. 10.12.19 Keep action open unless newsletter complete. NEW ACTION – Bring Internal Communications March 2020 BCUHB CHARITABLE FUNDS COMMITTEE Plan to next committee meeting. Summary Action Plan – arising from meetings held in public ROfficer Hughes CF19/34.2Minute Reference The committee and Action discussed Agreed the Original02.12.19 ThisLatest is included Update inPosition the Finance Report. ClosedRevised need to understand where funds are held Timescale Timescale and where they aren’t being spent. They therefore requested that the Charity Accountant brings a matrix to the next committee meeting in December 2019 showing the number of funds in each value bracket by division. J Hughes/ K CF19/35.1 The Chair confirmed that a 02.12.19 K Thomson continues to work with Workforce and December Thomson discussion outside of the meeting will Organisational Development on this and will 2019 need to take place regarding the charity update at the December Charity Committee team organisation structure of process, meeting. costs and committee process. 10.12.19 K Thomson & S Hill had a meeting. Closed
L Meadows CF19/35.2 Independent Member Ms L 02.12.19 Meadows noted the importance of successful collaborative work. The Chair agreed to make contact with Nichola Callow (Independent Member to the Board) to discuss the collaborative research and its impact, and explore other potential ways in which the research carried out can have more of an impact. F Pritchard CF19/35.3 Ms F Pritchard to circulate 02.12.19 Ms F Pritchard circulated both presentations to Closed both PowerPoint presentations mentioned committee members on 03.12.19 via e-mail. above to all committee members. K Thomson CF19/36 The Chair expressed to the 02.12.19 Risk Assessments are included in the new December committee that it’s the charity’s Advertising, Promotion, Sponsorship and Sales on 2019 responsibility to ensure all third sector BCUHB Premises Scheme. groups’ safety whilst on BCUHB property, therefore a risk assessment must be A new Risk Assessment log for all charities carried out. operating on BCUHB premises will be in place BCUHB CHARITABLE FUNDS COMMITTEE before March 2019. Summary Action Plan – arising from meetings held in public Officer Minute Reference and Action Agreed Original10.12.19 Included.Latest Update Position ClosedRevised Timescale Timescale
K Thomson CF19/37 Chair, Ms J Hughes requested 02.12.19 K Thomson has included more narrative as December that more narrative in the column is requested. 2019 required to suggest what’s been done. 10.12.19 Closed
S Hill/ J CF19/38.1 The committee requested to 02.12.19 The revised Terms of Reference for both CFC and Closed Hughes/ R review the Terms of Reference for the CFAG are on the agenda for December’s Hughes Charitable Funds Advisory Group committee meeting for approval. meetings alongside the Terms of Reference for the committee. J Hughes CF19/38.2 The Chair informed the 02.12.19 The Chair held a short discussion meeting and committee that she’ll urgently meet with agreed that the Executive Director of Workforce and the Executive Director of Workforce and Organisational Development will hold a discussion Organisational Development for her with her team and agree a way forward. opinion over the next couple of weeks regarding the Staff Experience Application 10.12.19 Ms J Hughes to pick back up with Ms S Green March 2020 (£155k) and also to discuss and review the Terms of Reference for both the Charitable Funds Committee and the Charitable Funds Advisory Group meetings. S Hill/ J CF19/42 This agenda item is going to be 02.12.19 Same as above CF19/38.1. Closed Hughes/ R picked up separately outside during an Hughes urgent meeting between the Chair and the Executive Director of Finance. Actions from 10.12.19 meeting R Hughes CF19/47.1 The Reserves Policy to be March 2020 This is included as an item on the agenda – March brought back to the committee meeting in CFC meeting. Action to be closed. March 2020.
K Thomson CF19/47.2 Head of Fundraising to March 2020 This is included in the March CFC Fundraising produce a paper for March 2020 Support Team papers. Action to be closed. BCUHB CHARITABLEcommittee FUNDS meeting COMMITTEE regarding Summary ActionUnrestricted Plan – arising Reserves from Budget meetings Plan, held to in public Officer setMinute out intentions. Reference and Action Agreed Original Latest Update Position Revised R Hughes CF19/47.3 For all Trustees/ Board MarchTimescale 2020 This is included in the Finance report on the Timescale members - Briefing requested to describe agenda – March CFC meeting. Action to be closed. and clarify the charity committee’s definitions on legal, restricted and unrestricted. Dormant funds to also be listed. K Thomson CF19/48.1 KT to devise a short paper to June 2020 KT has begun the Impact Report using information measure the charity’s grants and support provided by the Association of NHS charities, and services impact and benchmark charity has selected ten charities to benchmark against in team performance and financial position Wales, Scotland and England. against others (Impact report) by June 2020. S Hill CF19/48.2 The Executive Director of March 2020 The Executive Director of Finance will provide a Finance agreed to contact Procurement verbal update at the committee meeting. to see how much it would be to have an external agency produce an impact report for the charity. S Hill CF19/48.3 The Executive Director of March 2020 The Lottery Business case has been amended (the Finance suggested to take the lottery Staff Lottery Coordinator role has changed), and is business case to Financial Recovery presented as appendix 4, CF20 04. The business Group meeting. case was included in the Trustees report rather than being taken to the Financial Recovery Group (FRG) meeting. If the revised business case is approved by the CFC, it can be shared with FRG members for information.
K Thomson CF19/48.4 The job will have to go to Job March 2020 A revised role description is with the Job Evaluation panel to agree banding. Evaluation panel. K Thomson CF19/49 Head of Fundraising to re write March 2020 The document has been rewritten and circulated, BCUHB CHARITABLEand share FUNDS with committee COMMITTEE members prior and has been included in the March CFC papers Summary Actionto thePlan end – arisingof February. from Committeemeetings held in public for final discussion. Action to be closed. Officer membersMinute Reference to send feedback and Action to Head Agreed of Original Latest Update Position Revised Fundraising, and Head of Fundraising to Timescale Timescale also engage with all people who use spaces, trade unions etc. to address the Chair’s concerns. K Thomson CF19/53 The committee discussed the March 2020 KT to present a draft copy of the MoU for role of the independent Shooting Star discussion at the March CFC. charity (SSCS) going forward. KT to draw up a draft MoU with the SSCS Trustees. K Thomson CF19/54 KT to provide a proposal for March 2020 Included in the March CFC papers. Action to be future Hearts and Minds grant funding. closed. S Hill CF19/56 The Executive Director of March 2020 An e-mail was sent out on 13.02.20 and all Finance to draft an e-mail, which will be upcoming CFAG meeting dates have been filled sent out jointly in Executive Director of with a Board member rep. Action to be closed. Finance and Chair’s names requesting nominees for the Advisory Group. BCUHB CHARITABLE FUNDS COMMITTEE Summary Action Plan – arising from meetings held in public Officer Minute Reference and Action Agreed Original Latest Update Position Revised Timescale Timescale 5 CF20/03 Charitable Funds Finance Report Q3 2019/20 1 CF20 03.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Charitable Funds Finance Report Q3 2019/20 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau Appendix 1: Legacies Appendices: Appendix 2: Income and expenditure analysis Appendix 3: Outstanding commitments Appendix 4: Analysis of funds by service Appendix 5: Dormant funds Appendix 6: Glossary of terms Argymhelliad / Recommendation: The Committee is asked to approve the report and the actions being taken. Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for overseeing the financial management and stewardship of the charitable funds. This is the Finance Report for the Charity as at the 31st December 2019, reporting the financial position over the third quarter and for the year to date. Cefndir / Background: NHS charitable funds are defined as all monies donated to the Health Board for purposes related to the NHS and include voluntary donations, legacies and fundraising. Awyr Las’s objects, as recorded with the Charity Commission, are ‘for any charitable purpose or purposes relating to the National Health Service’.
The vision of the Charity expands on this further: ‘To use Charitable Funds to make a real difference to our patients, their families and staff across North Wales in the delivery of safe and effective healthcare’. The Charity’s focus is always on the ultimate patient benefit and funding items that go over and above the core NHS service. Asesiad / Assessment: Strategy Implications Aligned to the Awyr Las Charity Strategy.
1 Financial Implications
Statement of Financial Activities Quarter Year Year ended 31st to 31st to 31st December December December 2019 2019 2018 £’000 £’000 £’000 Donations & fundraising 391 1,021 895 Legacies 345 580 195 Investment income 19 86 67 Total income 755 1,687 1,157 Grants funded (409) (1,427) (1,530) Governance & support costs (25) (79) (78) Fundraising costs (55) (164) (189) Investment management (13) (40) (37) Total expenditure (502) (1,710) (1,834) Gain/(loss) on investments 273 614 (97) Net movement in funds 526 591 (774)
Income Donation and fundraising income is up by £126,000 (14%) on the same period last year. The number of donations received has increased by 16% (from 3,602 to 4,181), but the average donation value has fallen slightly from £248 to £243. Legacy income has seen a significant increase this quarter, raising the year to date income and showing growth of £385,000 compared to quarter 3 of 2018/19. Further details of legacies can be seen in Appendix 1.
Overall, total income has increased by £530,000 or 46%, which is a very positive improvement. Income for 2019/20 is now forecast to be higher than in the three previous years, depending on the legacies received and accrued in the final quarter.
In memory donations continue to be our largest donation area to date in 2019/20, totalling £314,000. In aid of events, runs and challenges and Awyr Las events have brought in a higher percentage of income so far during 2019/20 compared to last year as a whole. However overall, the source of donations for the current year follows a similar pattern to last year.
Expenditure Grant funded expenditure of £1,427,000 is £103,000 (7%) lower than expenditure up to quarter 3 of last year and can be broken down as follows: Actual expenditure in year: £758,000 Commitments awarded in 2019/20 not yet spent: £669,000
Notable grants awarded in the third quarter of 2019/20 are £52,000 for a Cancer patients Mental Health project in the Alaw Unit, £35,000 for an Olympus stack and Diathermy Unit for the Urology Diagnostic Unit at YGC and £30,000 for a layout redesign and improvement scheme at Ysbyty Alltwen.
Grant expenditure is particularly variable. Large scale projects have a significant impact on the grants awarded in any one year. Expenditure for 2019/20 is
2 currently forecast to be in line with the prior year. This is slightly below the average for the last four years. However significant projects, such as the Linear Accelerator and Hybrid Theatre, have inflated expenditure in previous years.
Further detail on income and expenditure is included in Appendix 2.
Fundraising Costs Total fundraising expenditure is £25,000 lower than for the same period last year.
The Fundraising Team costs are £54,000 under spent for the year to date. The team currently has one vacancy, a 30 hour Band 6 Fundraising Support Manager, which is resulting in a £31,000 under spend on staff costs. In addition, there is a £23,000 under spend on non-pay costs. Further details on this under spend are included in the Fundraising report.
2019/20 2019/20 2019/20 Month 9 Budget Month 9 Actual Month 9 Variance £’000 £’000 £’000 Fundraising Staff Costs 163 132 (31) Non-Pay Costs 37 14 (23) Total 200 146 (54)
The costs of fundraising for events organised by fundraisers from outside the team totalled £18,000 against a year to date budget of £30,000.
Investments The gain on investments totals £614,000, which equates to 8% of the brought forward portfolio value. Although this gain is unrealised, it is included in General Funds as income.
Balance Sheet As at As at 30/12/19 31/03/19 £’000 £’000 Long term investments 8,617 7,962 Land 135 135 Total fixed assets 8,752 8,097 Debtors 72 418 Cash at bank and in hand 867 910 Total current assets 939 1,328 Creditors falling due within one year (147) (668) Net current (liabilities)/assets 792 660 Creditor for commitments (1,115) (919) Net assets 8,429 7,838 Unrestricted fund balances 4,959 4,404 Restricted fund balances 3,470 3,434 Net assets 8,429 7,838
Assets and liabilities Long term investments have increased by £655,000 over the 2018/19 year end valuation, continuing the upward trend. The change in the value of the investments reflects the unrealised revaluation gain on the portfolio plus 3 investment income, offset by investment management costs.
Market Value of Portfolio
8800 8600 8400 8200
0 8000 0 0 ' 7800 £ 7600 7400 7200 7000 8 9 8 8 9 9 8 9 8 9 8 8 9 9 8 9 7 8 8 9 9 8 8 9 9 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 ------t t l l r r r r c v c v c y y g p g p n n n n b b c c u u a a p p e o e o e a a e e u e u e a u a u J J A O A O J J J J M M F F D N D N D A S A S M M Month
Value Linear ( Value)
Total cash held has decreased by £43,000 during the first nine months of the year. The significant legacies received in the quarter have increased the cash balance compared to the previous quarter, but it is anticipated that this will be spent due to the large commitment balance.
The provision for commitments has increased by £196,000 (21%) compared to the end of the last financial year. Further details of outstanding commitments are included in Appendix 3.
Funds Analysis Available unrestricted fund balances total £4,959,000 compared to a target level of £3,060,000. However available General Funds totalled £541,000 at the 31st December 2019. The first call on these funds will be the anticipated costs of the charity, as detailed in the 2020/21 budget paper.
An analysis of funds by service is included in Appendix 4.
A review of dormant funds is currently being undertaken. Fund Advisors of dormant and semi-dormant funds are being contacted to ask for expenditure plans, or questioned whether it would be appropriate to close the fund. Where the fund is to remain open but there is not a plan, the fund will be escalated to divisional management teams, through CFOs, exploring whether Fund Advisors need to be changed. At the end of December there were 432 funds, 91 of which were dormant and 65 semi-dormant. A list of all dormant funds is included in Appendix 5.
A glossary of terms used in this report is included in Appendix 6.
Risk Analysis Not applicable – the Charity Risk Register is reported separately.
Legal And Compliance Not applicable.
Impact Assessment Not applicable.
4 Appendix 1 – Legacies
Open Legacies
Pecuniary Received Total Date of Name / Fund to Benefit in Period Received Current Status Notification Residuary £ £
Audiology Chalk O Dec-19 Pecuniary Department / Cancer 0 0 Legacy closed in Quarter 4 - payment of £6,000 received. Research Fund, YG Ruthin Hospital Letter received from the solicitors. RCH sole beneficiary of the Ellison F Jul-19 Residuary General Purpose 0 0 Estate. Application for Grant of Probate has been submitted. Fund Respiratory Fund, Jones V Dec-18 Residuary 0 0 Legacy closed in Quarter 4 – payment of £11,400 received. YGC North Wales Cancer Legacy closed in Quarter 4 - Legacy payment of £22,300 Langrish NM Jul-16 Residuary 0 56,000 Appeal received. The sale has been completed and an interim distribution has been received. A copy of the Preliminary Administration Account has Rowlands M Mar-16 Residuary Alaw Ward, YG 0 70,000 been received. The solicitors have confirmed that a tax refund has been received. A letter requesting an update has been sent to the solicitors. Under the terms of the Will, 1/4 residue of the Estate has been left to the charity. A copy of the Will has been received. The property Staniforth JE Jul-19 Residuary Cancer Centre, YGC 50,000 50,000 in Abergele has been sold and we have received an interim distribution payment. Bequest to the Oncology Unit, YGC to purchase equipment and or Titterton JC Jan-19 Residuary Oncology Unit, YGC 57,000 57,000 facilities - 19th share of the residual Estate. The property has been sold. Interim payment received in November 2019. E mail received from Dr Jibani that the Renal Unit is to receive a Williams CJL Dec-19 Residuary Renal Unit, YG 0 0 bequest. A letter has been sent to the solicitors requesting a copy extract of the Will and a copy of Grant of Probate. Aberconwy Ward, Llandudno General Young GA Nov-19 Residuary Hospital / Gwynedd 0 0 The bequest is1/6th of the residuary Estate. Breast Cancer Research Fund
5 Appendix 1 – Legacies
Closed Legacies Total Received Pecuniary / Received Name Fund to Benefit in Period Residuary £ £ Pecuniary SCBU, YGC / Ophthalmology / Appleton M Cancer Centre, YGC 9,000 9,000
Byrne B Residuary Cancer Centre, YGC 233,613 233,613
Cowan CM Pecuniary Cancer Fund, Wrexham Maelor 5,000 5,000
Ysbyty Gwynedd General Evans JE Pecuniary 1,000 1,000 Purposes Fund Ysbyty Gwynedd General Evans RS Pecuniary 500 500 Purposes Fund
Lloyd RO Residuary Cancer Centre, YGC 163,912 243,912
Deeside Locality General Parry DC Pecuniary 5,000 5,000 Purposes Fund Deeside Locality General Parry E Pecuniary 5,000 5,000 Purposes Fund Ysbyty Gwynedd General Swallow J Residuary 262 173,849 Purposes Fund
Thomas CE Pecuniary Alaw Unit 500 500 Cancer Centre, YGC / Williams OM Pecuniary Llandudno GP Fund / YG 3,000 3,000 General Fund
Legacies Accrued in 2018/19 (189,070)
TOTAL LEGACIES IN PERIOD £344,717
6 Appendix 2 – Income and Expenditure Analysis
Income Trends
2015/16
2016/17
2017/18
2018/19
2019/20 Forecast
0 500 1,000 1,500 2,000 2,500 3,000 3,500 £'000
Donations Fundraising Income Legacies Investments
Expenditure Trends
2015/16
2016/17
2017/18
2018/19
2019/20 Forecast
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 £'000
Grants Support costs Fundraising costs Investment management
The forecasts for 2019/20 shown above are based on an extrapolation of income/expenditure to date, adjusted for quarterly fluctuations as seen in previous years. The large amount of legacy income received in Quarter 3 has substantially increased the forecasted income for the current year.
Income & Expenditure Items Over £25,000 Income Expenditure Division Fund Description £’000 £’000 Income Cancer - YGC 8Q02 - Cancer Centre, YGC 234 Legacy: B Byrne Cancer – YGC 8Q02 - Cancer Centre , YGC 164 Legacy: RO Lloyd Cancer – YGC 8Q01 - Oncology, YGC 57 Legacy: JC Titterton Cancer - YGC 8Q02 - Cancer Centre, YGC 50 Legacy: JE Staniforth Gwynt Y Mor Community Mental Health 8D12 - Motiv8 North West Wales 47 Fund Expenditure Staff Engagement Other 8T48 - Staff Development Fund (42) Training Events Total 552 (42)
7 Appendix 2 – Income and Expenditure Analysis
Source of Donations Q3 2019/20
Source of Donations 2018/19
Source of Donations 2018/19
In memory Unsolicited donations In aid of events Trusts and Foundations Runs and challenges Corporates Awyr Las events Solicited donations Collection Tins Merchandise Text donations
8 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ The student undertaking the PhD withdrew in September 2018 after 2 years on the project. It is hoped that the funding for the final year, PhD Prudent General Funds some of which is held by 04/09/2015 30/04/2020 Healthcare (KESS 8T28 4,000 3,500 500 - Awyr Las Bangor University and some Scholarships) by the charity, can be converted into a 1 year Masters. This is currently awaiting approval. One year extension awarded. Ongoing project. Some delay in commencement whilst project was established. First cohort of students commenced at the end of 2017 with project expected to last longer than originally Supporting Primary anticipated. There has been Care Placements for General Funds a delay due to the university 29/09/2016 30/05/2020 8T28 4,800 3,150 1,650 Nurses and Student - Awyr Las having to undertake full work Nurses based audits on all the practices that have said they will take a student. All have now been audited and there are 14 practices that are currently taking student nurses. Three year extension awarded. North Wales Denbighshire Ongoing project. Some initial Adolescent Service Child delays, but project is now 22/11/2016 31/03/2020 (NWAS): Experience 8F17 4,720 2,574 2,146 Development underway. Two year Based Co-design Centre extension awarded. (EBCD) Project
9 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Ongoing project. Project lead sickness did delay the spending. The remaining Staff Mental Health funds will be used for Mental General Funds 31/08/2017 31/01/2020 and Wellbeing 8T28 3,000 2,217 783 Health first aid training for - Awyr Las Awareness staff champions which is arranged for October 2019. Eighteen month extension awarded. Ongoing project. Project now planned to cover three hay Nasal Mucous General Funds fever seasons and so take 31/08/2017 31/07/2020 8T28 5,700 2,414 3,286 Collection Study - Awyr Las longer than originally anticipated. Twelve month extension awarded. Cancer Research 01/11/2019 31/10/2020 KESS Studentship 8Q03 11,250 5,625 5,625 Ongoing project. Fund - Glan Clwyd Estates project. The equipment has been received and paid for. The cost of the flooring project is now forecast to be higher than originally anticipated - an application for additional Equipment and Janet Jones 05/03/2018 30/06/2020 9Q04 56,000 6,186 49,814 funding was submitted and Flooring - Alaw Ward (Alaw) - YG approved at the December Charitable Funds Committee. This element of funding has therefore been extended in line with the additional approval. Eighteen month extension awarded.
10 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ There has been an under spend on the project. The Madog remaining monies have been Dermatology Suite, Community 11/10/2018 31/12/2019 9B10 11,000 8,610 2,390 returned to the fund and the Ysbyty Alltwen and Hospital approval closed in January Fund 2020.
Large scale Estates project. Orders raised from November 2018 onwards, in 18/09/2017 31/03/2020 Hybrid Theatre 8B66 Livsey Fund 500,000 369,296 130,704 line with the project plan. Twelve month extension awarded.
The total original approval was for £11,250, split between two funds, with £625 charged a month for 18 months. There was a slight North Wales Urological General Funds 17/05/2018 30/09/2020 8T28 6,250 625 5,625 delay in the commencement Research Centre - Awyr Las of the project, so a nine month extension has been awarded to allow it to complete.
There has been an under spend on the project. The remaining monies have been VistaScan digital X General Funds 05/07/2018 30/04/2020 8T28 15,985 6,628 9,357 returned to the fund and the Ray processor - Awyr Las approval closed in January 2020.
11 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Start of project was delayed Clinical Psychology until May 2019. Project is ITU/HDU Staff 17/09/2018 31/03/2020 Input - Critical Care 9N01 7,000 4,618 2,382 planned to last 10 months, so - YG Follow Up Services six month extension awarded to allow completion. There were delays with the ordering of equipment due to a query over whether the Cardiology pacing theatre is lead lined. Operating table/couch Department 17/09/2018 30/06/2020 8B42 31,504 0 31,504 Order was placed in for the Pacing Theatre Central - November 2019, but the Patients Fund equipment has not yet been delivered. Eighteen month extension awarded. Original application was to cover the period October 2018 to September 2019. Costs have been less than Wigs for Cancer Cancer anticipated and so the 17/09/2018 31/03/2020 Patients - 12 month 7Q02 Support Group 25,000 13,068 11,932 approval has been extended funding - YMW to cover the remainder of the financial year. A new application will be submitted for 2020/21 costs. Six month extension awarded. Cancer Wigs for Cancer Charitable 17/09/2018 31/03/2020 Patients - 12 month 8Q02 25,000 14,292 10,708 As above. Fund - Glan funding Clwyd Wigs for Cancer Janet Jones 17/09/2018 31/03/2020 Patients - 12 month 9Q04 25,000 12,582 12,418 As above. (Alaw) - YG funding
12 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ The urgent pathways project has finished and normally Wales 4 Africa Grants request any surplus to be Urgent Care Pathways Betsi-Quthing 11/10/2018 31/03/2020 9T27 15,000 13,402 1,598 repaid to them. The lead is - BQL Fund asking if the under spend can be used to purchase additional vaccines. Six month extension awarded. The installation of the TVs is a larger project than Purchase and Cardiology originally anticipated. Due to installation of 8 Department service pressures, it has 11/10/2018 31/01/2020 8B42 24,000 0 24,000 televisions for the new Central - been decided to postpone it Coronary Care Unit Patients Fund until after the winter pressure period is over. Twelve month extension awarded. Erw Groes: Opening General Funds Ongoing project which 01/02/2019 31/01/2020 Doors & Enhancing 8T28 15,940 14,520 1,420 - Awyr Las commenced in August 2019. Lives Original application was to cover 2019. Costs have been less than anticipated and so the approval has been Patient Wigs - General Funds extended to cover the 13/12/2018 03/03/2020 Dermatology Patients - 8T28 10,000 7,560 2,440 - Awyr Las remainder of the financial East year. A new application will be submitted for 2020/21 costs. Three month extension awarded. Patient Wigs - General Funds 13/12/2018 03/03/2020 Dermatology Patients - 8T28 10,000 9,900 100 As above. - Awyr Las West
13 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Patient Wigs - General Funds 13/12/2018 03/03/2020 Dermatology Patients - 8T28 10,000 8,730 1,270 As above. - Awyr Las Central Cancer Complimentary 13/12/2018 31/01/2020 7Q02 Support Group 10,000 9,963 38 Twelve month approval. Therapist - 12 months - YMW Cancer Complimentary Charitable 13/12/2018 31/01/2020 8Q02 26,000 20,625 5,375 Twelve month approval. Therapist - 12 months Fund - Glan Clwyd Complimentary 13/12/2018 31/01/2020 9Q18 #TeamIrfon 23,296 10,731 12,565 Twelve month approval. Therapist - 12 months Difficulty with booking courses due to Procurement regulations around block booking. This has delayed the project. The first cohort of courses have taken place. Advancing the Primary Staff The next cohort will be Care Nursing 13/12/2018 31/01/2021 8T48 Development 50,000 14,188 35,812 booked for February and Workforce across Fund March 2020, avoiding the North Wales main flu season when there is difficulty in releasing staff to attend. It is anticipated that courses will then be arranged throughout 2020. 1 year extension awarded. An extension has been Awyr Las awarded to one project which Hearts & Minds - 20/12/2018 31/03/2020 8T38 Hearts & 7,276 6,526 750 has been delayed due to a Applications Minds Fund change in personnel. Nine month extension awarded.
14 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Project Support for Cancer ChemoCare Version 6 Charitable 07/03/2019 31/03/2021 8Q02 92,000 12,778 79,222 Ongoing project Upgrade and Roll-out Fund - Glan to Haematology Clwyd Exploring Healthcare The project is being led by Professionals Bangor University and perspectives on Palliative Care started in July 2019. Costs 02/05/2019 30/04/2020 7Q03 23,993 0 23,993 Advance Care Fund - YMW are invoiced in arrears, with Planning: another the first payment made piece of the puzzle January 2019. The project has gone out to Cancer tender and hence the Cancer Centre Charitable 23/05/2019 29/02/2020 8Q02 7,322 0 7,322 procurement of a supplier Gardens Fund - Glan has been delayed. Six month Clwyd extension awarded. The project lead has been off Cancer work, so there has been a Patient Information Charitable 23/05/2019 29/02/2020 8Q02 9,800 0 9,800 delay to procuring the Display Screens Fund - Glan screens. Six month extension Clwyd awarded. There has been an under Madog spend on the project. The Equipment for Minor Community remaining monies have been 23/05/2019 29/02/2020 Operations Room - 9B10 12,000 11,875 125 and Hospital returned to the fund and the Ysbyty Alltwen Fund approval closed in January 2020. Cancer Complimentary 23/05/2019 31/01/2020 7Q02 Support Group 10,000 0 10,000 Ongoing project. Therapist - 12 months - YMW
15 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ The cost of the project is now forecast to be higher than originally anticipated and so an application for additional Cancer funding was submitted and Wet Rooms - Enfys Charitable approved at the December 23/05/2019 31/07/2020 8Q02 20,000 0 20,000 Ward Fund - Glan Charitable Funds Committee. Clwyd This element of funding has therefore been extended in line with the additional approval. Eight month extension awarded.
Fundraising Budget General Funds Charity Team budget for 07/03/2019 31/03/2020 8T28 437,000 245,572 191,428 2019/20 - Awyr Las 2019/20.
This is linked to the main Hybrid Theatre application Additional Equipment and the approval expiry date 20/06/2019 31/03/2020 8B66 Livsey Fund 75,300 0 75,300 – Hybrid Theatre has been set to match. Orders are raised in line with the project plan. Order placed in November Glan Clwyd 2019. Some of the TV's - Ward 1 (COTE), Ward Funds - 19/08/2019 31/03/2020 8B61 3,976 0 3,976 equipment has not yet been YGC Patient delivered. Three month Amenities extension awarded. MSc Biomedcial Microbiology 18/07/2019 31/07/2021 Science 2 year part- 9J06 7,500 0 7,500 Ongoing project. Research - YG time course Friends of Replacement Bedside Approval utilised and closed 05/09/2019 31/12/2019 9T26 Llandudno 18,810 5,768 13,042 Tables in January 2020. Hospital
16 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Staff Staff Experience 18/07/2019 30/06/2020 8T48 Development 24,000 0 24,000 Ongoing project. Application Fund Ongoing project. There have Tywyn been delays in commencing Replacement Flooring, General due to some asbestos work 05/09/2019 31/03/2020 9B34 6,209 0 6,209 Tywyn Hospital Purposes that needs to be carried out Fund first. Three month extension awarded. Cancer Contrast Enhanced Charitable 05/09/2019 31/03/2020 Digital Mammography 8Q02 15,000 0 15,000 Ongoing project. Fund - Glan Examination Software Clwyd Cancer Cancer Care Self Help Charitable 14/10/2019 31/03/2021 8Q02 500 0 500 Ongoing project. Group - 2020 Fund - Glan Clwyd Cancer Cancer Care Self Help Charitable 14/10/2019 31/03/2022 8Q02 500 0 500 Ongoing project. Group - 2021 Fund - Glan Clwyd Madog Minor Works Scheme - Community 04/10/2019 30/04/2020 9B10 29,700 0 29,700 Estates project. Ysbyty Alltwen and Hospital Fund Diagnostic and Olympus Stack & Treatment Awaiting procurement of 04/10/2019 31/01/2020 8N02 34,881 0 34,881 Diathermy Unit Facility - equipment. Urology Fund - Assessing the mental health of patients on 04/10/2019 30/09/2021 9Q18 #TeamIrfon 52,038 0 52,038 Ongoing project. the Alaw Cancer Care Unit
17 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Association of NHS General Funds 31/10/2019 31/10/2020 Charities - 2020/21 8T28 1,000 0 1,000 2020/21 approval. - Awyr Las Contribution The North London Marathon Wales Cancer 31/10/2019 30/04/2020 8T09 1,980 0 1,980 2020/21 approval. Events - Golden Bond Centre Appeal Fund Gwynt Y Mor Motiv8 North 11/06/2019 31/05/2021 Community Fund - 8D12 47,190 0 47,190 Ongoing project. West Wales Motiv8 Project The North Wales Cancer 12/12/2019 30/04/2020 RideLondon 2020 8T09 1,350 0 1,350 2020/21 approval. Centre Appeal Fund Evaluating Musical Interaction Therapy General Funds 10/12/2019 31/03/2023 8T28 16,500 0 16,500 Ongoing project. (MIT) for Autism with - Awyr Las Cross-BCU Impact Awyr Las Hearts and Mind 20/12/2019 31/03/2020 8T38 Hearts & 5,695 0 5,695 Ongoing project. Grants 2019/20 Minds Fund
Hearts and Mind Cancer 20/12/2019 31/03/2020 9Q01 1,000 0 1,000 Ongoing project. Grants 2019/20 Research - YG
Monitors for Enhanced Paediatric Awaiting procurement of 31/12/2019 30/04/2020 Care – Children’s 8F09 Department - 6,155 0 6,155 equipment. Ward YGC Glan Clwyd Cancer Wet Rooms - Enfys Extension to a previous Charitable 31/12/2019 31/07/2020 Ward - Additional 8Q02 11,231 0 11,231 approval for an Estates Fund - Glan approval project. Clwyd
18 Appendix 3 – Outstanding Commitments
Amount Amount Amount Date Approval Fund Paid/ Description Fund Name Approved Outstanding Notes Status Approved Expiry No. Accrued £ £ £ Study - Correlation between novel biomarker expression and interventional General Funds 31/12/2019 31/03/2023 8T28 51,500 0 51,500 Ongoing project. treatment in chronic - Awyr Las back pain – Pain Management, Wrexham
TOTAL Key to Status coding: £1,115,526
Approval closed Ongoing Extension awarded Overdue
19 Appendix 4 – Analysis of Funds by Service
st 31 £000 £000 £000 £000 2019 £000 of fund Income Closing balance balance balance Opening April 2019 December December position at Expenditure Expenditure position at 1 as % of fund as % of fund Income as % New Unspent Commitments Commitments
Area East 446 109 -98 -24 433 24% 22% 5% Area Central 770 120 -88 -19 783 16% 11% 2% Area West 487 40 -60 -36 431 8% 12% 7% Area Teams 1,703 269 -246 -79 1,647 16% 14% 5% Ysbyty Wrexham Maelor 984 80 -59 0 1,005 8% 6% 0% Ysbyty Glan Clwyd & 611 135 -64 -114 568 22% 10% 19% Abergele Ysbyty Gwynedd 439 85 -99 0 425 19% 23% 0% Women's & Maternal 174 20 -16 0 178 11% 9% 0% Care Pathology 549 2 -5 -8 538 0% 1% 1% Radiology 53 0 -5 0 48 0% 9% 0% Clinical Support 33 7 -5 0 35 21% 15% 0% Secondary Care 2,843 329 -253 -122 2,797 12% 9% 4% Cancer - YMW 307 119 -31 -10 385 39% 10% 3% Cancer - YGC 622 686 -48 -64 1,196 110% 8% 10% Cancer - YG 807 217 -71 -53 900 27% 9% 7% Cancer Services 1,736 1,022 -150 -127 2,481 59% 9% 7% Mental Health 100 81 -22 -47 112 81% 22% 47% Africa Link Funds 58 34 -22 0 70 59% 38% 0% Volunteer Led Funds 367 68 -22 -3 410 19% 6% 1% General Funds 334 637 -169 -261 541 191% 51% 78% Legacies Debtor 315 -276 0 0 39 -88% 0% 0% Other 382 136 -156 -30 332 36% 41% 8% Other Funds 1,456 599 -369 -294 1,392 41% 25% 20% Total Charity Balance 7,838 2,300 -1,040 -669 8,429 29% 13% 9%
Note: The Legacies Debtor fund holds the accruals for legacies where probate has been granted, but we have not yet received the cash. This fund is used to protect the designated funds from fluctuations in the final legacy received. When the legacy is received it will be credited to the designated fund specified in the Will and the accrual will be reversed out from the Legacies Debtor fund. This is shown as negative income.
20 Appendix 4 – Analysis of Funds by Service
Fund Balances as at 31st December 2019 by Service
Other Area East Volunteer Led Funds Legacies Debtor General Funds 4% 5% 5% 0% 6% Women's & Area Central Maternal Care Africa Link Funds 9% 2% 1% Area West Mental Health 5% 1%
Clinical Support 0%
Radiology 1%
Pathology 6%
Ysbyty Wrexham Maelor 12%
Cancer - YG Ysbyty Glan Clwyd & Abergele 11% 7%
Ysbyty Gwynedd 5% Cancer - YGC Cancer - YMW 14% 5%
Service Type £'000 % Health Economy £'000 % Area Teams 1,647 20% East 1,823 22% Secondary Care 2,797 33% Centre 2,547 30% Cancer Services 2,481 29% West 1,756 21% Mental Health 112 1% BCU Wide 2,303 27% Other 1,392 17% 8,429 8,429
21 Appendix 4 – Analysis of Funds by Service
Number of Funds by Balance and Service at 31st December 2019 £501 - £1,001 - £5,001 - £10,000 - £25,001 - £50,001 - £100,001 - £200,001 - £500,001 - £1,000,001 Grand Service £0 - £500 £1,000 £5,000 £10,000 £25,000 £50,000 £100,000 £200,000 £500,000 £1,000,000 + Total Ysbyty Wrexham Maelor 6 5 17 7 11 6 2 54 Area Central 7 3 11 9 8 4 6 48 Ysbyty Glan Clwyd & Abergele 8 3 11 9 5 6 1 43 Area West 2 4 19 9 4 2 1 41 Ysbyty Gwynedd 4 2 14 11 7 1 2 41 Mental Health 13 4 18 2 1 1 39 Area East 9 1 10 7 3 7 1 38 Other 2 4 8 4 3 1 1 1 24 Women's and Maternal Care 3 10 2 2 1 18 Pathology 1 4 4 3 1 1 14 Cancer - YG 1 1 1 2 4 1 10 Cancer - YGC 1 1 1 1 1 1 6 Radiology 1 2 2 5 Africa Link Funds 1 2 1 4 Cancer - YMW 1 1 2 Clinical Support 1 1 2 Volunteer Led Funds 1 1 2 General Funds 1 1 Legacy Debtor 1 1 Grand Total 56 26 126 69 53 32 18 5 5 2 1 393
22 Appendix 4 – Analysis of Funds by Service
Income and Expenditure by Service to 31st December 2019 800
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2018/19 Income 2018/19 Expenditure 2019/20 Income 2019/20 Expenditure
23 Appendix 5 – Dormant Funds
Dormant Funds Service Fund Fund Name £ Ysbyty Wrexham Maelor 7 T 1 0 Wrexham Medical Institute 274,483 Cancer - YG 9Q14 Bowel Cancer Research - YG 37,844 Mental Health 8D06 Nant-y-Glyn MHRC Patient Amenities 36,377 Cancer - YGC 8Q07 Brain Tumour Patient Amenities Fund 34,213 Ysbyty Wrexham Maelor 7 N 2 9 Eye Unit Laser - YMW 34,152 Ysbyty Wrexham Maelor 7 B 4 7 Maelor Renal & Diabetes Fund - East 20,647 Radiology 9H02 Ultrasound - YG 16,308 Africa Link Funds 8T26 Yirga Alem Hospital Link 11,324 Ysbyty Wrexham Maelor 7 B 4 3 Renal Dept Trainee Grants - YMW 10,811 Ysbyty Wrexham Maelor 7 B 4 0 Gastroenterology Fund - YMW 10,564 Area Central 8B02 Rheumatology Unit - Glan Clwyd Hospital 10,067 Pathology 7J02 Path Lab - Staff Training - YMW 9,551 Ysbyty Glan Clwyd & Abergele 8 B 6 4 The Friends of the Activities Room 7,203 Area East 7B55 Rheumatology Department - YMW 7,185 Area Central 8B30 Dermatology Department - Central 7,005 Ysbyty Glan Clwyd & Abergele 8 N 1 4 Laparoscopic Urology Fund - Glan Clwyd 6,999 Ysbyty Glan Clwyd & Abergele 8 N 1 8 Ward 4 Patients - ENT/MF/Oral - Glan Clwyd 6,977 Pathology 9J07 Microbiology Staff - YG 6,906 Ysbyty Wrexham Maelor 7 N 2 8 Eye Unit - Childrens Amenities - YMW 6,629 Area West 9F17 YG Childrens Special Projects Fund 6,440 Area Central 8F18 The Big Back Garden Project - Paeds, YGC 6,189 Pathology 9J04 Microbiology - YG 5,878 Area West 9B25 Dwyfor Locality - Alltwen GP 5,548 Ysbyty Gwynedd 9 N 21 Ophthalmology (West) General Purpose Fund 5,027 Ysbyty Wrexham Maelor 7 B 6 8 Tissue Viability Fund - YMW 4,595 Cancer - YGC 8Q06 Cancer "Wigs" Fund 4,272 Other 9T08 Jean Williams Postgrad GP VTS - YG 4,190 Area West 9D04 Gwynedd Child Guidance - West 3,822 Other 8T10 Spiritual Care Fund - BCU 3,820 Ysbyty Glan Clwyd & Abergele 8 N 2 8 Stoma Care Fund - Central 3,776 Area East 7B83 Beechley Medical Centre 3,720 Ysbyty Wrexham Maelor 7 N 2 4 Ear Nose & Throat unit - YMW 3,550 Ysbyty Gwynedd 9 B 53 Meningitis - YG 3,455 Area East 7B24 Community Doctors - East 3,390 Area West 9E02 Clinical Pharmacy Diploma 3,291 Ysbyty Gwynedd 9 B 83 O V Jones Bursary - West 3,239 Ysbyty Wrexham Maelor 7 P 0 6 Anaesthetics Fund - East 3,233 Ysbyty Glan Clwyd & Abergele 8 N 1 0 Ivor Lewis Memorial Fund - Glan Clwyd 3,217 Area West 9B45 Care of the Elderly - YG 3,132 Ysbyty Wrexham Maelor 7 T 0 9 North Wales Health Research Fund 3,089 Ysbyty Glan Clwyd & Abergele 8 T 1 2 Library - Glan Clwyd 2,972 Area Central 9T15 Llandudno Samaritans 2,875 Mental Health 8D10 MH & LD CPG Staff Amenities Fund 2,770 Pathology 9J03 Path Lab Educ & Training - YG 2,300 Area East 7B71 Clinical Dermatology Fund - East 1,908 Ysbyty Gwynedd 9 T 03 Dr E C Benn Prize - West 1,901 Women's and Maternal Care 9 M 1 9 Cronfa Mamolaeth Cariad a Chysur - Love & Comfort 1,654 Ysbyty Glan Clwyd & Abergele 8 N 2 7 Urology Day Unit Nurses Fund - Glan Clwyd 1,648 Area West 9B41 Llanfairpwll Health Centre - West 1,272 Area East 7F05 Pre-School Development Team 1,217 Area East 7B14 Practice Development Fund - YMW 1,125 Women's and Maternal Care 9 M 0 7 Bladder Scanner Fund - YG 1,120 Women's and Maternal Care 9 M 0 5 Community Midwives - West 1,113 Ysbyty Wrexham Maelor 7 B 8 2 Outpatient Department - Wrexham Maelor Hospital 873
24 Appendix 5 – Dormant Funds
Service Fund Fund Name £ Area West 9F05 Neurodevelopmental Service - West Area 834 Area West 9E01 Pharmacy - YG 752 Area West 9F06 Community & Spec Childrens Service 674 Area Central 8B20 Ruthin Hospital Cancer Care Fund 668 Ysbyty Gwynedd 9 B 98 Computerised Reaction & Mobility Monitoring-CRAMM 634 Ysbyty Glan Clwyd & Abergele 8 N 1 6 DOSA Patient Fund 621 Other 8T37 Awyr Las R & D Fund 595 Other 8T32 Iaith Gymraeg/Welsh Language Fund 565 Other 8T34 Awyr Las Children & Young People Fund 563 Area West 9B55 Dermatology Department - West 554 Ysbyty Gwynedd 9 N 05 Robin Owen Memorial - YG 554 Ysbyty Gwynedd 9 B 97 Ambulatory Care Unit - YG 478 Ysbyty Glan Clwyd & Abergele 8 N 2 1 Surgical Assessment Unit Patients - Glan Clwyd 440 Area Central 8F15 Conwy CAMHS Charitable Fund - Central 293 Mental Health 7D03 Enhanced Community Residential Service (ECRS) 272 Ysbyty Glan Clwyd & Abergele 8 N 3 0 Glaucoma Support Group - Central 255 Ysbyty Glan Clwyd & Abergele 8 N 0 9 Orthodontic Department - Glan Clwyd 229 Other 8T39 Awyr Las Arts, Health & Wellbeing Fund 227 Ysbyty Wrexham Maelor 7 R 0 1 Richard Davies Memorial Library - YMW 193 Ysbyty Wrexham Maelor 7 N 0 9 SAU - Bright Ward - YMW 181 Ysbyty Glan Clwyd & Abergele 8 T 1 3 Falls Steering Group - Central 179 Pathology 9J11 Cellular Pathology & Immunology - YG 173 Mental Health 9D36 Coleg Gwella 148 Cancer - YG 9Q17 Alaw Unit Development Project 137 Area Central 8F14 Childrens OPD Fund 115 Mental Health 9D35 Ty Llywelyn Activities Fund 87 Ysbyty Wrexham Maelor 7 N 0 7 Glyndwr Ward - YMW 67 Ysbyty Wrexham Maelor 7 T 1 3 Wrexham Maelor Canteen 65 Ysbyty Glan Clwyd & Abergele 8 B 6 5 Outpatient Department - Glan Clwyd 57 Ysbyty Wrexham Maelor 7 B 6 6 Nutritional Support Fund - YMW 52 Area Central 8N61 Community Dental Services Fund 50 Ysbyty Glan Clwyd & Abergele 8 T 0 4 Senior Medical Social Workers - Glan Clwyd 41 Mental Health 9D25 Ty Llywelyn Academic 16 Area East 7F01 Child & Family Service - YMW 13 Mental Health 7D02 Helyg Day Hospital 10 Mental Health 9Q06 Folated Research - West 1
25 Appendix 5 – Dormant Funds
Semi-dormant funds Service Fund Fund Name £ Other 8T36 "By Your Side Appeal" Fund 71,100 Area Central 8B19 Denbigh Infirmary Cancer Care Fund 61,313 Cancer - YG 9Q03 Haematology and Cancer - YG 56,613 Area West 9F20 Ty Enfys Fund 51,590 Cancer - YG 9Q07 Breast Cancer Care Development Fund 30,100 Ysbyty Wrexham Maelor 7 P 0 4 Critical Care Garden Fund 20,411 Women's and Maternal Care 9 M 1 7 Gynaecology Services - Equipment Fund 16,716 Ysbyty Wrexham Maelor 7 T 0 7 BCG Income Fund - East 15,867 Ysbyty Glan Clwyd & Abergele 8 N 0 6 Maxillo Facial Unit - Glan Clwyd 15,605 Cancer - YMW 7Q05 Breast Cancer Fund - YMW 15,319 Mental Health 9D08 Sue Owen Fund - Hergest Unit 14,254 Ysbyty Gwynedd 9 B 96 Dementia Lounge Activities Fund - YG 13,154 Ysbyty Wrexham Maelor 7 B 7 3 Adolescence Diabetes Care & Support Fund 12,084 Area Central 8B31 Sexual Health Fund - Central 10,062 Ysbyty Gwynedd 9 N 19 Maesdu (West) General Purpose Fund 9,214 Ysbyty Glan Clwyd & Abergele 8 B 6 2 Glan Clwyd Hospital Ward Funds - Staff Amenities 8,465 Ysbyty Wrexham Maelor 7 N 3 1 Colorectal Fund - YMW 7,371 Ysbyty Glan Clwyd & Abergele 8 N 2 2 Surgical Assessment Unit Staff - Glan Clwyd 6,892 Ysbyty Glan Clwyd & Abergele 8 B 2 9 Gastroenterology - Central 6,782 Other 8P01 Anaesthetics Training and Education Fund 6,774 Ysbyty Wrexham Maelor 7 B 3 3 Morris Ward 6,753 Cancer - YG 9Q10 Leukaemia Research - West 6,693 Ysbyty Wrexham Maelor 7 B 3 5 Emergency Department - YMW 5,649 Ysbyty Wrexham Maelor 7 B 5 8 Mason Ward - YMW 5,097 Ysbyty Wrexham Maelor 7 B 3 4 A & E Nurse Fund - YMW 4,976 Ysbyty Wrexham Maelor 7 R 0 6 Lister Ward General Purposes 4,898 Women's and Maternal Care 7 F 1 2 Perinatal Bereavement Trust Fund - YMW 4,892 Area West 9B31 Canolfan Goffa Ffestiniog 4,565 Ysbyty Gwynedd 9 B 46 Hebog Ward 4,363 Area East 7B16 South Wrexham Locality - Penley General Purpose 4,289 Area Central 8B22 Colwyn Bay Hospital - Dementia Fund 3,277 Area East 7B13 IV Suite - East Area 3,119 Ysbyty Wrexham Maelor 7 B 3 0 Erddig Ward 2,883 Area Central 9B93 Llandundo Hospital Ward Funds - Patient Amenities 2,878 Mental Health 9D24 The Kale Thomas Memorial Fund 2,716 Area West 9B24 Ysbyty Alltwen - Dementia Fund 2,606 Pathology 9J09 Mortuary - YG 2,338 Area West 9K02 MS Support Fund 2,315 Area West 9K05 TCS General Fund - West 2,285 Ysbyty Gwynedd 9 N 16 Urology (West) GP Fund 2,283 Ysbyty Wrexham Maelor 7 B 5 7 Cunliffe Ward 2,203 Ysbyty Wrexham Maelor 7 B 3 1 Acute Cardiac Unit - YMW 1,964 Mental Health 9D11 Cemlyn Ward - Cefni Hospital 1,690 Mental Health 7D06 BSL For Betsi (British Sign Language) 1,556 Ysbyty Wrexham Maelor 7 N 2 5 Ent Equipment - YMW 1,285 Mental Health 8D01 Bodnant Memory Service 1,277 Mental Health 9D32 Memory Clinic Service - West 1,081 Area West 9B33 Meirionydd Locality - Meirionydd Community 1,057 Area Central 8F01 Diana Nurses Fund - Central 676 Ysbyty Glan Clwyd & Abergele 8 B 6 3 Ward 19 COTE Equipment Fund 663 Mental Health 8D05 Cynnydd Ward - Ablett Unit 652 Ysbyty Wrexham Maelor 7 N 0 1 Pantomime Ward - YMW 636 Ysbyty Glan Clwyd & Abergele 8 N 1 9 Ward 5 Vascular & Urology - General Surgery 445 Mental Health 9D15 Carreg Fawr - BYN 432 Mental Health 8D14 Coed Celyn Rehabilitation Unit 368 Women's and Maternal Care 7 M 0 6 Lawson Tait & Simpson Ward 354 Area East 7T03 Preswylfa Staff Amenities Fund 321 Ysbyty Gwynedd 9 B 05 Enlli Ward - YG 275 Mental Health 8D08 "U Can Cope" Charitable Fund 196 Area West 9F07 Health Visiting & School Nursing - Mon & Gwynedd 186 Area Central 9T12 LLandudno Patients 162 Ysbyty Wrexham Maelor 7 N 1 1 Medical Day Unit - YMW 138 Area West 9B19 Arfon District Nurses 88 26 Appendix 6 – Glossary of Terms
Donations Donations include all income received by the charity as gifts made to it on a voluntary basis.
Fundraising income This includes income from all fundraising activities, events and sponsorship.
Governance and support costs These include the recharge from the Health Board for Finance and administration support, external audit fees, software fees, bank costs and other admin charges.
Fundraising costs This is the total costs of fundraising. It includes the costs of fundraising by individual wards and departments, as well as the pay and non-pay costs of the Fundraising Team.
Long term investment Fixed asset investments are held to generate income and for their investment potential. For the charity, this consists of the investment portfolio managed by Rothschild.
Unrealised gains An unrealised gain is a potential profit that exists on paper, resulting from an investment. It is an increase in the value of an asset that has yet to be sold for cash, such as a stock position that has increased in value but still remains open. The gains and losses reported in the charity’s accounts are unrealised as the investments are still held. They would only become realised if the assets were sold and converted to cash.
Commitments The value of all the grants that have been approved by the charity, but not yet spent.
Unrestricted funds Unrestricted funds are spent or applied at the discretion of the trustees to further any of the charity’s purposes. Trustees may choose to set up designated funds that remain part of the unrestricted funds of the charity. This is because the designation has an administrative purpose only and does not legally restrict the trustees’ discretion in how to apply the unrestricted funds that they have earmarked.
Restricted funds Funds held on specific trusts under charity law are classed as restricted funds. The resources of each restricted fund are held and maintained separately from other funds. This is in recognition of the circumstances in which the resources were originally received, and/or the restrictions on the fund that determine the way those resources are subsequently to be treated. Restricted funds in Awyr Las primarily come from legacies. However there are also some specific designated funds that are wholly restricted.
27 Appendix 6 – Glossary of Terms
Reserves Reserves are the funds that the charity has which can be freely spent on any of its charitable purposes. This therefore excludes restricted income funds, but includes unrestricted designated funds.
Designated Funds Funds that are aligned to specific wards, departments and services. They can be restricted or unrestricted. These funds are managed by Fund Advisors.
General Funds These are the funds held by the charity that are not designated. They can be restricted (where there is a broad restriction to the Health Board rather than a particular service) or unrestricted. General Funds receive the unrealised gains or losses on the investments. General Funds pay for the running costs of the charity – all governance and support costs, plus the costs of the Fundraising Team.
Dormant Funds These are designated funds, which have not had any income or expenditure in the preceding year.
Semi-dormant Funds These are designated funds, which have not had any expenditure in the preceding year, but have received income.
28 6 CF20/04 Charitable Funds Fundraising Report Q3 2019/20 1 CF20 04.docx
1
Charitable Funds Committee Report
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Fundraising Support Team Report March 2020 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director Of Finance Responsible Director: Awdur yr Adroddiad Kirsty Thomson, Head of Fundraising Report Author: Craffu blaenorol: No prior scrutiny Prior Scrutiny: Atodiadau Appendix 1: 10 Achievements & Items of significance Appendices: Appendix 2: Awyr Las Social Media Update Appendix 3: Awyr Las ‘In Aid Of’ Events, March 2020 Appendix 4: BCUHB Staff Lottery Business Case March 2020 Appendix 5: Planned Future Expenditure Appendix 6: Updated Communications Strategy Appendix 7: Awyr Las Unrestricted Reserves Budget Plan Argymhelliad / Recommendation: The Committee is asked to note the report and approve Appendix 4, the revised BCUHB Staff Lottery Business Case. Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad ✓ Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For For For Decision/ Discussion Assurance Information Approval Sefyllfa / Situation: The purpose of this report is to provide the Charitable Funds Committee with an update on the activities of the fundraising section of the Awyr Las Support Team. This should be read in conjunction with the Finance Report, which provides an update on the financial activity in the same period.
Cefndir / Background: 2
1. Good News snapshot & General Update
Appendix 1 provides an overview of some of the notable achievements that Awyr Las Support Team have played a part in since the last Charitable Funds Committee. Appendix 2 provides a summary of some of the most significant developments with social media, and lays out the plans for further development in Quarter 1 of 2020/21.
In addition to this, all 2019 small grants applications have been processed. 15 of the 49 Hearts and Minds grants have been immediately successful; 11 of the 39 ‘I CAN’ grants were immediately successful; and 19 of the 54 Staff Experience Grants were successful straight away. The 97 unsuccessful applications are now listed as priority projects. Local community groups, businesses and foundations are being actively encouraged to support these projects. These projects will be promoted as ‘priority projects’ on social media & the website, and all new Awyr Las marketing materials will signpost potential supporters to raise money and donate towards these projects.
The Head of Fundraising (HoF) attended a meeting in January between the Association of NHS Charities (ANHSC) CEO, Ellie Orton and representatives from the Welsh Government, the Deputy Director of Finance, Steve Elliot and Chief Medical Officer, Frank Atherton. The aim of the meeting was to introduce the ANHSC to NHS Wales. A discussion around plans for the NHS Big Tea took place, the HoF was able to highlight Awyr Las activity. The ANHSC now plans to work more closely with NHS Wales. Subsequently, the HoF has been using data collected by the ANHSC and Welsh NHS Charities for use in the Awyr Las Benchmarking Report which will be submitted for discussion at the June 2020 Charitable Funds Committee.
2. Complaints
The Awyr Las Fundraising Support Team has not received any complaints regarding fundraising in Quarter 4 2019/20. The Fundraising Regulator published its Annual Complaints Report in February, and can be viewed here: https://www.fundraisingregulator.org.uk/more-from- us/resources/complaints-report-201819. The Awyr Las Fundraising Support Team did receive a complaint from a member of staff, who had not received confirmation of whether their grant was successful or not. New ways of working and sending communications to all applicants means this will not happen again.
3. Collaborative Working Agreements Register
The Awyr Las Collaborative Working Protocol was updated in September 2018, see: https://awyrlas.org.uk/collaborativeworkingprotocol.
Awyr Las Collaborative Working Agreements: Total 63
Open (ongoing relationship, 5 agreements reviewed annually) Closed (project based relationship, 57 project complete)
Complete 62 Awaiting Signature 1 3
4. Awyr Las Events 2020 . Big Tea 2020 [Financial Target £20,000]. The Big Tea will officially be launched on 17th March with a social media campaign, online presence with registration, press and corporate supporter announcements. . Celebration events for the anniversaries of the opening of the North Wales Cancer Treatment Centre (NWCTC) and the Alaw Unit. The NWCTC Tea Party is planned for 04/06/20, the Alaw Unit is planned for either 14/21 May 2020. Official invitations for both events will be issued on 19th March to current and former supporters, current and former staff, volunteers, local dignitaries and key contacts. . Launch events for the four strategic priorities. Dates & details of events to be confirmed. . Christmas Clothing Day [Financial Target £15,000]. Soft launched from July 2020. . A Christmas fundraising event in each area [Financial Target £15,000]. Dates and details to be finalised by the June 2020 Charitable Funds Committee.
5. ‘In Aid Of’ Events
Appendix 3 provides an overview of the events in Quarter 4 organised by individual fundraisers, for which the Awyr Las Support Team provided advice and support (N.B. Awyr Las Charity Support Team led events are not included in this table).
6. BCUHB Staff Lottery Scheme
A Business Case for the BCUHB Staff Lottery Scheme was brought to the December 2019 Charity Committee and the Staff Lottery was included in the Trustee Update in January 2020, see Appendix 4, Version 2 of the BCUHB Staff Lottery Business Case. The only change in the Business Case is the Band of the staff member overseeing the Staff Lottery. The Staff Lottery budget initially identified a full time Band 5. This has been amended to a part time Band 6 and is in line with other NHS Charities including Cardiff and Vale Health Charity.:
Action Responsibility Deadline If CC approval for a Band 6 is Head of Fundraising Continuous granted, Staff Lottery Working Group moves forward with planning. Staff Lottery launch Head of Fundraising June 2020
7. Awyr Las Fundraising Budget
The Charity Budget for 2020/21 is provided for Charitable Funds Committee members in a separate paper. The Fundraising costs plans for 2020/21 are outlined in Appendix 5, Planned Fundraising Expenditure. A comparison between the forecasted expenditure for 2019/20, actual expenditure to date in this financial year, and the planned budget for 2020/21 is included in Appendix 5. The reasons for the underspend this financial year are due to a reluctance to spend on marketing materials without having the necessary infrastructure to effectively distribute and communicate the promotional tools. Note that the income from the items purchased is not included on this outline, and nor is the potential sponsorship which may offset the costs of events and certain activity. 4
8. Internal Communications Plan Awyr Las’ 2016-21 Communications Strategy was devised in 2016 and the first version of it was approved by the Charitable Funds Committee in December 2017. This Strategy has now been updated for 20/21. See Appendix 6 for this updated Communications Strategy. The following operational plans that are underpinned by this Communications Strategy are currently being updated and can be appended to the June 2020 Charitable Funds Committee: Awyr Las Standard Operating Procedures; the Awyr Las Digital Communications Plan; the Awyr Las Challenge Events Plan; Awyr Las Appeal Plans; individual Charity Led event and activity plans; the Awyr Las Volunteering Strategy.
9. Unrestricted Reserves Budget Plan The Awyr Las Unrestricted Reserves Budget Plan, which outlines suggested action plans to ensure unrestricted reserves can be expended in a timely, effective and strategic way, is included in the Appendices. See Appendix 7.
Asesiad / Assessment & Analysis Strategy Implications
This report is underpinned by the Awyr Las Strategy 2016-21, see https://awyrlas.org.uk/content/downloads/The-Awyr-Las-Strategy-2016-to-2021.pdf.
Financial Implications
The items outlined in this report, including the Staff Lottery, are all costed within the agreed Awyr Las Support Team and Fundraising Activity budget.
Risk Analysis
An individual Risk Analysis is completed for all Awyr Las events and activities, and for new processes and ways of working introduced by members of the ALST. The ALST’s perceived main risks are included in the Charity’s Risk Register.
Legal and Compliance
All items within this report will be monitored and will be updated on at the June 2020 Charitable Funds Committee meeting.
Impact Assessment
Impact Assessments are carried out for all Awyr Las events and activities, and for new processes and ways of working introduced by members of the ALST.
Board and Committee Report Template V1.0 December 2019.docx 1 CF20 04 Appendix 1.docx
Awyr Las Fundraising Support Team Report March 2020, Appendix 1: 10 achievements and items of significance from over the past 3 months
1. Significant individual acts of support include: A gift of £10,000 from a grateful husband for ITU in YGC following care given to his late wife A 2020 Calendar fundraising project in aid of the Alaw Unit that raised over £11,000 thanks to the support of local businesses and a very committed grateful patient family Over £8,000 raised for the Alaw Unit by one patient through various fundraising activities over a two month period
2. Many local choirs and musicians gave their time over the Christmas period to entertain patients and their families, and a number of community groups donated gifts in kind to wards and services. Examples include: RAF Valley, with 14 representatives from the station on Anglesey including the Station Commander coming to YG to give presents to patients across the hospital Celebrated Welsh singer Sioned Terry, who gave her time for free to sing for over 3 hours for patients, visitors & staff at the North Wales Cancer Treatment Centre (NWCTC) in the run up to Christmas
3. The Shillings For Sheets “don’t send a card” campaign raised over £600 and the Ethiopia Link (YGC) are now looking at replicating the model.
4. Motiv8, which was successful in applying to Gwynt y Môr, are now in the process of recruiting a Motiv8 Project Officer. The Team Irfon dedicated nurse should also be in place by June.
5. Over £6,000 has been raised via Facebook Fundraising since the Awyr Las Support Team (ALST) began promoting this new method of giving.
6. Keep The Beats has developed a lively Social Media presence, with its “Defib Treasure Hunt” video achieving over 20k reach on Facebook alone.
7. Redrow has chosen the NWCTC as its Charity Of The Year (COTY).
8. Plas Coch Holiday Homes has chosen Awyr Las as its COTY.
9. Snowdonia Marathon Eryri has chosen Awyr Las as one of its 3 chosen charities for the 4th year in a row, giving 10 places to Awyr Las runners. 10 Awyr Las runners have been secured, with 30 applicants applying for an Awyr Las charity place this year. 10. The first Wrexham Maelor Maternity Memorial Ball will take place in October 2020, and the first sponsor, WaterBabies, has been confirmed.
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Awyr Las Fundraising Support Team Report March 2020, Appendix 2: Social Media Update
Facebook page likes: 10,154
Examples of Post Performance The performance for the majority of Facebook posts is above average. Average organic post reach is thought to be 6.4% of the page’s total likes; for Awyr Las this would be 649. In the last week, 86% of posts surpassed 6.4% post reach, with the majority far exceeding that (most had minimum 1.2k reach).
Post: Thank you to Mr Glyn Parrington Jones for this kind donation of £1,730 to Alaw Ward in memory of his late wife, Mrs Alwen Parrington Jones. . Reactions, Comments & Shares: 277 . Reach: 7,746 . Engagements: 1,044
Post: Huge congratulations to Mandy Hughes & Janice Jones (who both work in the x-ray department at Ysbyty Glan Clwyd) for doing a sponsored head shave to raise money for Awyr Las. . Reactions, Comments & Shares: 613 . Reach: 8,312 . Engagements: 1,474
Post: Mr & Mrs Hughes have donated a fantastic £3,000 to three Ysbyty Gwynedd wards. The Children's Ward, Special Care Baby Unit, and Labour Ward each received £1,000 from the generous couple. . Reactions, Comments & Shares: 209 . Reach: 5,356 . Engagements: 901
Post: Congratulations to the Project SEARCH interns who have raised an amazing £1,110 for their Awyr Las/Project SEARCH fundraising group. The funding will pay for the next cohort’s uniforms and graduation. The interns also want to give something back to the teams who support them. Thank you to everyone who donated and came along to support the interns on the day. . Reactions, Comments & Shares: 400 . Reach: 7,161 . Engagements: 1,022
Post: Super fundraiser Dafydd Coates has hailed the “collective achievements” of North West Wales’ local businesses, his friends, family and generous associates and the Alaw Cancer Care Unit’s staff for smashing his £10,000 fundraising target. . Reactions, Comments & Shares: 854 . Reach: 12,153 . Engagements: 3,054
1 Performance on other platforms Twitter and Instagram remain small in comparison to Facebook, though some post topics perform particularly well off Facebook. An example of this is posts related to I CAN, which connect well with the large numbers of Mental Health staff using Twitter as part of their roles. Similarly Tomos from Keep The Beats is very active on Twitter, so Defib / CPR posts tend to do well thanks to his network.
Facebook is seen as a priority because it generates the most engagement and is generating income in the form of unsolicited donations and birthday fundraisers.
Twitter followers: 3,220 28 day summary Impressions: 5,313 (up 6.4%) Profile visits: 65 (up 30%) Mentions: 25 (up 108.3%)
Instagram followers: 399 Most recent post performance (Snowdonia Marathon) Reach: 220 Impressions: 249
The Awyr Las Support Team has recently established a LinkedIn page for the Charity, with the primary aim of connecting with corporate partners and promoting CSR opportunities.
Plan for Quarter 1, 2020/21
Aims Maintain current levels of Facebook engagement Continue to generate income via Facebook Increase Twitter follower count Increase Instagram follower count Grow LinkedIn audience
Measures . Publish 21 picture posts on Facebook that achieve at least 10% reach . Raise £500 in Facebook donations . Publish 10 posts on Twitter with tailored content unique to that platform . Publish 15 posts on Instagram with tailored content unique to that platform . Publish 5 CSR opportunities on LinkedIn
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Awyr Las Fundraising Support Team Report March 2020, Appendix 3: In Aid Of Events List
Amount (under £100, Month in Area of Region (C, £100-£500, Event 2019/20 support E, W, All) £501-£1,000, £1,001-£5,000, over £5,000) Clipper Round the Throughout Abergele Central TBC World Race 19/20 Conwy Half November Stroke Unit, YGC Central £501-£1,000 Marathon Movember November Cardiology Central £100-£500 Department YGC Fundraising November Africa Funds East £100-£500 Evening Charity Bingo November SCBU WM East £100-£500 Evening Tombola November Young Onset West £100-£500 Dementia Fund Tombola (and November SCBU YG West £100-£500 Raffle) Selling hats November Conwy Ward YG West £100-£500 Chocolate November Glyder Wrad YG West £100-£500 Tombola Christmas Fair November Cwtsh SCBU YG West £100-£500 Boxing Day Dip December North Wales Central £100-£500 Brain Injury Service Christmassy December Neonatal Unit Central under £100 Jumper Day YGC Brave the Shave December Adolescent Central £100-£500 Mental Health and Cancer YGC Firewalk December Shooting Star East £501-£1,000 Unit Wrexham Christmas Fair December 4 x Wards at East £100-£500 Ruthin Hospital Christmassy December Diabetes East under £100 Jumper Day Wrexham Maelor Santa Stroll December Alaw Ward YG West £100-£500 Tombola and December Dulas Ward YG West £501-£1,000 Raffle Treadmill Half December Project Search West £1,001-£5,000 Marathon Tombola December Tudno Ward YG West £100-£500
1 Medium Evening December SCBU YG West under £100 and Raffle Cake Stall December Urology West £100-£500 Department YG Raffle December Tan y Coed West £100-£500 Therapeutic Support Service BYN Writing Santa December SCBU WM East under £100 Letters Various Activities December Gwynedd and West £100-£500 Mon Memory Clinic Back Pack at January Alaw Ward YG West £100-£500 Morrisons Bangor Birthday January #Timirfon West TBC Birthday February Shooting Star East TBC Unit Wrexham Bucket Collection February Children's Ward West TBC in Tesco Holyhead YG Anglesey half March Radiotherapy Central TBC Marathon Dept, YGC Various March NWCTC Central TBC Fundraising Chester 10K March Bersham Stroke East TBC Unit Exercise Bike March Bersham Ward East TBC Challenge cycling Wrexham 874 miles in total 10 Mile Run March Shooting Star East TBC Wrexham Unit Wrexham 20 Mile Walk March Morris and East TBC Evington Dementia Fund Coffee afternoon March Shooting Star East TBC Unit Anglesey half March Perinatal Mental West TBC Marathon Health Bingo night March Cwtsh SCBU YG West TBC Easter Raffle March Memory Clinic West TBC YG Sky Dive March SCBU YG West TBC London Marathon April Vascular Central TBC Dementia and Blood Cancer YGC
2 Manchester April Childrens Ward East TBC Marathon Wrexham Maelor Hospital London Marathon April Critical Care East TBC Team Wrexham Parashoot jump April CCU YG and West TBC and singling Enfys Ward YG Half Marathons May Shooting Star East TBC and walks + Raffle Unit Sky Dive May I CAN West TBC Walk up Snowdon May Dementia West TBC Support Penrhos Stanley Hospital 3 Peaks Challenge June Alaw Ward and West TBC Cancer Research YG Plastonbury June Tim Irfon West TBC Music Festival 5k Run July Cancer Central TBC Treatment Centre YGC Lands End to John August Shooting Star East TBC O'Groats Cycle Unit Wrexham Ride Maelor Sky Dive August Therapeutics West TBC Bryn y Neuadd Tim Irfon Swim September Awyr Las West TBC Man Vs Mountain September Tim Irfon West TBC Race Maternity October Maternity Ward East TBC Memorial Ball Wrexham Maelor Snowdonia October Alaw Ward YG West TBC Marathon
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Awyr Las Fundraising Support Team Report March 2020, Appendix 4: BCUHB Staff Lottery Business Case
Division / Area / Department Awyr Las, the North Wales NHS Charity Development or Scheme Title BCUHB Staff Lottery Author/s Kirsty Thomson, Head of Fundraising Executive Sponsor Sue Hill, Executive Director of Finance Version 2 Date 10th March 2020
1. Executive Summary
The case for a BCUHB Staff Lottery has never been stronger, for the following reasons: 1. Support Strategic Priorities NHS Staff lotteries provide ‘undesignated’ funds (general funds that aren’t given for a specific ward or department), which can be directed to supporting strategic priorities that are otherwise unlikely to benefit from charitable funding 2. Opportunities to raise significant funds A well-promoted BCUHB Staff Lottery has the potential to gross over £1million in five years 3. Union and Staff support A proposal to set up a Staff Lottery was agreed in principle by Union and BCUHB Staff Representatives in April 2019 4. Evidence of successful NHS Charity Staff Lotteries A recent survey of NHS Charities showed that 51% of those taking part already have an established lottery and the remaining charities are keen to establish one based on the success of existing staff lotteries in other NHS Charities 5. Mechanism to promote important messages Currently 40% of surveyed staff were unaware that Awyr Las was their NHS Charity. Key messages can be better shared through regular interactions with staff members if a Staff Lottery is in place 6. Funding for the Lottery can be budgeted for The Awyr Las Support Team currently has a Band 6 vacancy. The Awyr Las Awyr Las Support Team will recruit a Part time (80%) Band 6 designated Staff Lottery Coordinator, to take overall responsibility for coordinating the BCUHB Staff Lottery, in its 2020/21 budget. From 2021/22 the coordinator role would be funded through the Staff Lottery. After costs, there would be a projected £50,000+ to fund charitable grants per annum from Year 1.
This paper sets out the need for a BCUHB Staff Lottery, provides options of managing a lottery and recommends that the Staff Lottery is managed in-house by the Awyr Las Support Team.
2. The Strategic Case 2.1 Introduction
In March 2019 a proposal to set up a BCUHB Staff Lottery was presented to the BCUHB Charitable Funds Committee. The Head of Fundraising attended a meeting in May 2019 with Union and BCUHB Staff Representatives to present the case for a BCUHB Staff Lottery. This was supported on the condition that measures are put in place to prevent 1 anyone from spending an unreasonable amount of money on the lottery. Concerns were raised around promoting gambling, and the Head of Fundraising was asked to ensure that this was considered when plans for a Staff Lottery were drawn up.
The original proposal was supported by the Charitable Funds Committee on the basis that a Staff Lottery scheme will provide the NHS Charity with ‘undesignated’ funds to support innovative strategic projects, which may not otherwise attract significant charitable support.
2.2 Strategic Context
Awyr Las currently faces two significant challenges. 1. 94.2% of the donations Awyr Las received in 2017-18 were designated donations, whereby donors specified exactly which service or ward they wished to support. Donations of £92,590 were given to undesignated (also known as general) funds in 2017-18. This means that currently that there aren’t sufficient undesignated funds available to: a) Support new grant requests from services that don’t have designated funds b) Pay for the operational costs of the charity. 2. 40% of BCUHB staff that were recently polled were not aware that Awyr Las was their NHS charity and 80% were not able to say what Awyr Las had supported in the last 12 months. BCUHB staff are not well informed about the charity.
The Awyr Las Support Team is establishing priority area appeals in order to generate funds to support priority services that do not have designated funds and the Team has developed plans to ensure that internal communications are improving. Nevertheless an additional funding stream is still required to increase the generation of undesignated funds and more needs to be done to increase BCUHB affinity to the charity.
The most effective way of managing these challenges is to establish a BCUHB Staff Lottery. A Staff Lottery will: . Potentially create matched funding for projects which may be part funded by charitable sources like Trusts and Foundations, therefore opening opportunities to new and different income streams . Help promote giving to healthcare services in general and build affinity with the Awyr Las brand. One Lottery provider uses the phrase ‘people love prizes, prizes fuel engagement, and engagement drives income.’ A Staff Lottery has the potential to promote legacy giving and other fundraising streams.
2.2.1 Organisational Overview
The Awyr Las Support Team does not currently run a Staff Lottery Scheme. The Awyr Las Support Team does have the necessary Small
2 Society Lottery license required to carry out a lottery with an income of less than £250,000 per annum.
The Awyr Las Support Team currently has a Band 6 (80% P/T) vacancy in its 2020/21 budget. The new role holder will be responsible for coordinating the BCUHB Staff Lottery. From 2021/22 the coordinator role would be funded through the Staff Lottery. After costs, there would be a projected £50,000+ to fund charitable grants per annum from Year 1 (see section 4 for financial expectations).
The Awyr Las Support Team is part of the BCUHB Finance Division. The Payroll Team and Communications Team would play a significant role in ensuring that the Staff Lottery runs smoothly.
2.2.2 Relevant National and Local Strategies
A recent survey of 49 NHS Charities showed: . 51% have an established lottery and the remaining charities are keen to establish one based on the success of existing staff lotteries in other NHS Charities . 48% of those with a lottery run a staff only lottery which is not open to the public . 25% of those with a lottery opened their lottery in the past 18 months . 50% use external agencies to manage their lottery schemes and 50% run it internally. NHS Charities vary in how they use external agencies; some contract for the administration of the lottery only, and others use an external agency to manage all aspects of their lottery including the marketing and promotion of it. . The average (median) Staff Lottery annual income was shown to be £30,000. The highest Staff Lottery annual income of the participating charities was £530,000 per annum. . The greatest perceived barriers to growing a staff lottery were recruitment and resourcing.
Public Health representatives and others have contributed to the planning of the Staff Lottery and have advised that one person should be allowed two ‘plays’ (numbers) per week only. N.B. One ‘play’ is £1, so all staff will be permitted to have two lottery numbers, totaling £2 per week only.
2.2 The Case for Change
Evidence suggests that the introduction of a Staff Lottery can be very positive, not only because of the increase in income into a charity. One Fundraising Manager interviewed by the Head of Fundraising suggested that Staff Lotteries can be ‘unifying’ as colleagues feel part of a ‘collective’, and they also felt that the positive stories generated through staff ‘wins’ and Staff Lottery funded projects were ‘invaluable’.
3 Strengths . Existing strong working relationships between Workforce and Organisational Development, the Communications Team, the Board Secretary’s Office and the Awyr Las Support Team. A Staff Lottery Working Group can easily be set up to help establish the Staff Lottery . Experienced database supervisor within the Awyr Las Support Team and BCUHB IT support who can oversee the introduction of technical aspects of the Staff Lottery scheme . Awyr Las already has payroll fundraising programmes, so this scheme should be relatively simple to set up for the payroll team . Positive messaging because of the benefits to staff (both through ‘wins’ and through charitable grants
Weaknesses . Internal communication channels are not robust, and will need to be improved in order to effectively share the message about the Staff Lottery . Capacity in other teams to engage with the scheme and help deliver and promote the Staff Lottery . Staff disinterest due to not being engaged
Opportunities . Offers for Peer to Peer Support and Mentoring from NHS Charities with existing Staff Lotteries mean that a support network is already in place . Other NHS Charities in Wales have well established Staff Lottery Schemes, so it is not a new concept . Positive stories, particularly as it is not an imposition on other local charities, as no other charity could hold a staff lottery for the NHS and this is a Staff only lottery for that purpose
Threats . Negative press from local charities feeling that a Staff Lottery will take away from their own lotteries . Negative comments from anti-gambling campaigners
2.2.1 Existing Arrangements
The Awyr Las Support Team has a vacancy within the team currently. A permanent staff member will be required to coordinate the promotion and administration of a Staff Lottery. This is the case regardless of which Staff Lottery Management option is selected.
The Head of Fundraising has budgeted for a part time (80%) Band 6 Fundraising Coordinator, a new role with the sole responsibility of coordinating the BCUHB Staff Lottery. The new staff member will be line managed by the Head of Fundraising and will work alongside the Fundraising Manager who is responsible for managing the Fundraising Team’s supporter database.
4 If the request to establish a Staff Lottery is successful, a pan-BCUHB multi-disciplinary Staff Lottery Working Group, led by the Head of Fundraising, would be established to ensure good governance and set up: . Administration processes . Prize giving (Terms and Conditions as well as insurances) . Promotional plans & Sponsorship Opportunities . Staff Lottery Grants Schemes
2.2.2 Issues and Risks with the Existing Arrangements – What is Wrong with the Status Quo
Your NHS Charity, Awyr Las, is missing out on what should potentially be over £50,000+ in undesignated (i.e. it can fund any area of healthcare, not a specific ward or department) funds per year for charitable grants. The charity is also missing huge opportunities to share important key messages with the charity’s most important stakeholders – BCUHB staff.
2.2.3 Scope of the Case
A Staff Lottery will provide undesignated funds and it will help increase engagement with Awyr Las more generally.
An example of the benefits of having a Staff Lottery can be seen in the Cardiff and Vale Healthcare Charity:
The Cardiff and Vale Staff Lottery was introduced in September 2005 to raise funds for the benefit of both staff and patients. The Staff Lottery now gives staff at the Cardiff and Vale University Health Board (CVHB) the chance to win £1,000 on each weekly draw. In addition, staff can win two Super Draws each year which include a brand new car in the summer and a grand prize of £10,000 in January. Currently, there are 4720 plays (numbers) allocated each week in Cardiff and Vale.
All CVHB staff can join the lottery. Every penny in profit goes to charitable funds and all areas across CVHB could benefit from grants. The lottery programme is run using a fundraising database, Harlequin Software. Payroll lottery deductions are imported into the system and reconciled against every lottery member before each draw. In order to comply with audit recommendations, the weekly lottery draw is undertaken on the last Friday of each month. The four or five lucky winners are notified and details are placed on the intranet.
CVHB is regulated by the local council. They hold a Small Society Lotteries licence and are required to submit lottery income returns after each draw. The graph below shows the last eight years of gross income from the CVHB Staff Lottery before costs.
5 Lottery Income
£300,000 £250,000 £200,000 £150,000 £100,000 £50,000 £0
2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019
2.2.4 Objectives and Benefits
See section 2.2 for benefits and section 4 for financial objectives.
2.2.5 Constraints
. A new initiative like this will take time to embed . A successful lottery requires a dedicated resource. A committed and focused Band 6 staff member is crucial to its success
2.2.6 Dependencies
. The Payroll team and Communications Team must be committed to supporting the development of the Staff Lottery . Guaranteed funding for Year 1’s annual prize payouts is a requirement
3. Options 3.1 Criteria for Option Appraisal
. Cost & value for money . Impact on reputation of the charity internally and externally . Ability to promote key messages of the organisation as part of the Staff Lottery promotion
3.2 Longlist of Options
1. In house Staff Lottery – total fulfillment including website pages (using existing website); website & database interface (using recommended software and BCUHB IT support); database (using existing Harlequin software); BCUHB payroll support; producing own marketing materials (using in house printing service); recruiting volunteers to help promote it; providing own prizes; organising own sponsorship for specific special or additional prizes. 6 2. In house Staff Lottery – partial fulfillment, using an external provider to manage all aspects of the lottery except marketing and promotion. 3. External Operator – and external agency oversees all aspects of the lottery including the marketing and promotion
The following lottery agencies could provide services for options two and three: Burden and Burden: https://www.burdenandburden.co.uk/ Make a Smile Lottery: https://www.makeasmilelottery.org.uk/ Zaffo: https://info.zaffo.com/ Sterling Lotteries: http://www.sterlinglotteries.co.uk/
3.3 Appraisal of Longlist and Creation of Shortlist of Options
Less than 20% of participating charities in the Staff Lottery Survey managed their lotteries entirely in-house. The reasons cited for this was that this was not an option when they signed contracts with external providers, or they didn’t have the capacity internally to oversee the administration of the lottery.
The charities that took part in the study with the largest incomes from Staff Lotteries attributed the success of their lotteries to having dedicated internal support functions to promote the lottery.
The minimum annual cost identified for option two was £600 for the web- functionality and a charge of 10p per £1 to administer the donations. With an anticipated income of £100,000 in Year 1, this cost would amount to £10,600. This annual cost could be reduced to £0 with option one.
3.4 Appraisal of Shortlisted Options
Option one is the preferred option because it provides cost savings, and BCUHB has the software and expertise to run a Staff Lottery in house in the same way that CVHB do currently. A Band 6 would need to oversee the administration of the Staff Lottery as well as the promotion; it is expected that a full time staff member will have the capacity to do that.
3.4.1 Appraisal against Non-Financial Criteria
Option 1 is the preferred option for the following reasons: . Negative feedback from other charities about their experiences with external lottery agencies . BCUHB directive to charities promoting services on BCUHB premises stating that third party fundraising agencies are not permitted to operate on BCUHB premises . Upskilling existing workforce (including IT Support) to use different software and processes . Ability to promote other key charity messages if the Lottery Coordinator is internal 7 . The Staff Lottery would be better embedded in all Awyr Las & BCUHB activity if the Lottery Coordinator is internal
3.4.2 Comparative Costs
See section 4
3.4.3 Risk Appraisal
Option 1: Risks . Lack of capacity to carry out all tasks (mitigated by regular 1:1s with line manager) . Lack of internal knowledge of lottery systems (mitigated by fundraising training budget)
Option 2: Risks . Lack of control due to external operators overseeing data (mitigated by regular meetings) . No options to make systems bespoke, for example bilingual websites and information (mitigated by co-producing materials, though there may be an additional charge to this)
Option 3: Risks . Third party operators promoting the charity with little knowledge or training, and sometimes with little understanding of local services, communities or the Welsh language (mitigated by in depth training from Awyr Las Support Team Members and insistence on Welsh speakers only)
3.4.4 Conclusion – Preferred Option
Option 1 is the preferred option. The primary reason for this is to ensure that other charity activity can be promoted alongside the Staff Lottery, and that the Staff Lottery recruitment and player retention service is of a consistent high standard.
3.5 Preferred Option Detailed Analysis 3.5.1 Full Description of the Proposed Change
The introduction of a Staff Lottery managed in-house by the Awyr Las Support Team.
3.5.2 Impact on Activity and Performance
The income from the Staff Lottery is expected to be raised in addition to the charity’s regular income. The regular KPIs for Awyr Las Support Team staff will not change; an additional financial KPI to meet the proposed financial 5-year targets will be added.
8 3.5.3 Other Areas affected by the Proposal / Interdependencies / Assumptions
. It’s assumed that Payroll, Communications, IT and Workforce and Organisational Development will all support with setting up processes and promoting the Staff Lottery . It’s assumed that the BCUHB Executive Team will encourage all staff to promote the Staff Lottery widely
3.5.4 EqIA of the Preferred Option
The Awyr Las Support Team Will ensure that the Staff Lottery is promoted bilingually, that it is promoted across all BCUHB sites and services, and that all data will be managed in line with BCUHB policy.
4. The Financial Case 4.1 Revenue Cost
Band 6 (Part time, 80%) Coordinator post per annum £37,406 Laptop, telephone and travel £5,000 Promotional materials £5,000 Harlequin software £500 Annual cost not including annual prize giving: £47,906
Year 1 annual prize giving £500 Weekly prize draw £26,000 £5,000 Introductory prize £5,000 £5,000 Christmas prizes £5,000 Total annual prize giving: £36,000
Total revenue cost year 1: £83,906 [£47,906 funded through the Awyr Las Support Team budget in Year 1, as budget is available due to a Band 6 vacancy. From Year 2 all revenue costs will be funded through the Staff Lottery income]
Year 2 & 3 annual prize giving £500 Weekly prize draw £26,000 £10,000 Summer prizes £10,000 £10,000 Christmas prizes £10,000 Total annual prize giving: £46,000
NOTE: . Option 1 Year 1 costs: £83,906 for Band 6 post, promotion and annual prize giving . Option 2 Year 1 costs: £83,906 for Band 6 post, promotion and annual prize giving + anticipated costs of £10,600 for software and support . Option 3 Year 1 costs: £83,906 for Band 6 post, promotion and annual prize giving + anticipated costs of £40,600 for software, lottery recruitment and support
9 Other NHS Charities have reported that a BCUHB member of staff would be required to promote the lottery and liaise with other BCUHB departments that are involved in promoting the lottery, for example communications. For this reason the Band 6 staff member would be required for all three options.
4.2 Capital Cost (If Any)
N/A
4.3 Affordability and Source of Funding
The Awyr Las Band 6 vacancy budget will be used to fund the Band 6 staff member, set-up and ongoing marketing costs in 2020/21. From 2021/22 the Band 6 post will be funded through the Staff Lottery income.
The lottery agencies that have been contacted have suggested that, with dedicated resource and budget for continuous promotion to boost retention alongside a commitment to promote the lottery from BCUHB’s senior leadership team, BCUHB should expect to see the following staff population participation expectations in the first five years: Year 1: 12% staff participation Year 2: 20% staff participation Year 3: 25% staff participation Year 4: 30% staff participation Year 5: 35% staff participation
Based on a staff population of 16,000 we can expect to raise the following through the Staff Lottery:
Year 1 (2020/21) 1,923 x £1 plays per week = £100,000 income [£36,000 costs / potential £64,000 charitable grants]
Year 2 (2021/22) 3,200 x £1 plays per week = £166,400 [£93,906 costs / potential £72,494 charitable grants]
Year 3 (2022/23) 4,000 x £1 plays per week = £208,000 [£93,906 costs / potential £72,494 charitable grants]
Year 4 (2023/24) 4,800 x £1 plays per week = £249,600 [Annual prize giving and operating costs to be determined]
Year 5 (2024/25) 5,600 x £1 plays per week = £291,200 [Annual prize giving and operating costs to be determined]
10 5. Governance and Project Management 5.1 Approval Route . Charitable Funds Committee 10/01/19 . Awyr Las Trustees Meeting 23/01/20 5.2 Project Management . Led by the Head of Fundraising, Supported by the Fundraising Manager (Digital and Data). . Working Group – with representation from across the Health Board – to meet monthly from January 2020 5.3 Project Plan – Implementation Timeline . Health Board Authorisation: January 2020 . Recruitment: March 2020 . Staff Lottery Official Launch June 2020 5.4 Post Implementation Review . Staff Lottery to be a Charitable Funds Committee fixed agenda item from March 2020 . Staff Lottery to become an Annual Trustees Meeting fixed agenda item from January 2021 6. Conclusions and Recommendations
Following extensive research into giving trends and NHS Staff Lotteries across the UK, it is recommended that BCUHB launch a Staff Lottery by July 2020. It is expected that a well-promoted BCUHB Staff Lottery will generate in excess of £1million in its first 5 years.
The recommendation is for the Awyr Las Support Team to manage the lottery in-house in order to ensure that the charities key messages are promoted well alongside the lottery.
7. Declarations The above information has been reviewed to ensure it is accurate and represents a true and fair view of the service to be provided, the benefits and the costs
Where third parties have provided information this is in writing/e-mail format and they have confirmed it is correct to the best of their knowledge
Where the business case has an impact on another Area/Division/Department the impact has been agreed with that Area/Division/Department in writing and the relevant Mangers have signed below to confirm
Signed by:
……………………………….. ……………………………… ……………………………… Area/Corporate/Secondary Area/Secondary Care Area/Secondary Care Care Director Nurse Director Medical Director
…………………………….. ……………………………… ……………………………… Chief Finance Officer Director / Asst. Director Director / Asst. Director 11 (Other Area/Corporate (Other Area/Corporate if required) if required)
12 1 CF20 04 Appendix 5.docx
Awyr Las Fundraising Support Team Report March 2020, Appendix 5: Planned Fundraising Expenditure 2020/21
The below provides an outline of the expenditure plans for the £50,000 Fundraising costs in 2020/21. This table also gives the forecasted expenditure in 2019/20 and the actual expenditure at the end of January 2020.
Anticipated Actual Cost Anticipated Expenditure overview Cost 2019/20 Q3 2019/20 Cost 2020/21 Trusts and Foundation Database £250.00 £0.00 £500.00 External Advisors (Targeted campaigns consultation: Legacy / Major Appeals / Major Events / Education programmes) £2,500.00 £0.00 £5,000.00 Direct Mailing Programmes (Targeted campaigns: Legacy / Major Appeals / Major Events / Education programmes) £7,500.00 £0.00 £7,500.00 Data cleanse £2,500.00 £0.00 £2,500.00 Training and Development (Team) £2,500.00 £2,400.00 £2,000.00 Awyr Las digital promotion stands for DGHs £10,000.00 £0.00 £8,500.00 Event Costs (e.g. Sound & Lighting) £250.00 £200.00 £500.00 Merchandise (e.g. pens, squeeze balls, keyrings, stickers, balloons, teddies) £4,000.00 £3,079.40 £3,500.00 Apparel (Events and BCU Staff) £5,000.00 £5,493.00 £2,000.00 Marketing materials (e.g. Posters, leaflets, banners, signage specific AL event materials, website) £3,500.00 £1,664.74 £5,000.00 Social Media Advertising £1,000.00 £0.00 £1,000.00 Collection Box Programme £1,000.00 £584.56 £1,000.00 Matched Funding for events (to fund incentives for Fund participation) £250.00 £250.00 £1,500.00 Equipment (cameras and additional tech) £1,000.00 £679.37 £1,000.00 Travel (not included on expense system) £1,000.00 £523.10 £2,000.00 Event Entry Fees (Runs & Challenges) £500.00 £255.00 £500.00 Fundraising Volunteer Expenses £1,500.00 £1,314.00 £1,000.00 Association of NHS Charities (NHSCT) £3,500.00 £3,400.00 £3,400.00 Miscellaneous (e.g. stamps & support for Leagues of Friends, visitors' refreshments, Lottery Permit Fee ) £1,000.00 £847.42 £500.00 Fundraising Regulator £500.00 £625.00 £500.00 Translation Service £400.00 £574.17 £250.00 Insurance £350.00 £346.21 £350.00
TOTAL £50,000.00 £22,235.97 £50,000.00
1 1 CF20 04 Appendix 6.docx
Awyr Las Fundraising Support Team Report March 2020, Appendix 6: Awyr Las Communications Strategy 2016-2021, Version 3 Updated January 2020
Awyr Las Communications Strategy 2016-21
Kirsty Thomson, Head of Fundraising (Version 2, October 2017) Version 3, January 2020 1. Statement of purpose
This Awyr Las communications strategy provides a framework from which the Awyr Las Support Team can build a cohesive and effective operational communication plan. This strategy outlines what the team intends to do, why it needs to happen and who its target audiences are. This plan doesn’t provide details of when exactly these communications will take place or how; these details are included in the team’s working plans and schedules.
1.1 Vision and Aim
The vision behind this strategy: for Awyr Las to be one of the top 5 chosen charities in North Wales so it can meet its strategic aims.
This strategy aims to: . Enable the Awyr Las Support Team to develop a series of quality and consistent communications for a range of different audiences in order to increase awareness of, and engagement with, the charity . Ensure all charity communications demonstrate that Awyr Las is patient-centred but donor-focused
1.2 Assumptions This strategy aligns with the revised Charity strategy for 2016-21.
This strategy provides a framework which underpins the work of the Charity Team. The day- to-day work is directed by a number of operational plans which must be updated annually: all Awyr Las Standard Operating Procedures; the Awyr Las Digital Communications Plan; the Awyr Las Challenge Events Plan; Awyr Las Appeal Plans; individual Charity Led event and activity plans; the Awyr Las Volunteering Strategy.
*N.B. all abbreviations used in the strategy can be found in Appendix 1.
1 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 2. The current situation
The Charity Support Team has expanded since 2016 and more volunteers and supporters are taking an active role in promoting the charity. Therefore, a clear and cohesive approach to communication is critical to achieving the strategic aims.
2.1 Communications budget The Awyr Las Support Team has a fixed annual budget of £50,000 for fundraising activity.
All additional appeals and large-scale events will require additional funding, and all requests for additional funding will be carried out in line with the Awyr Las Financial Procedures. Specific funds may decide to organise fund-specific fundraising activities. The funding for these activities is not necessarily available from this budget. Funding from the specific fund or sponsorship secured by the specific fund may be required to pay for the costs associated with these additional activities.
2.2 Governance and Management All communications activity will be carried out in line with the BCUHB Marketing, Advertising and Sponsorship (MAS) Policy, due to be updated in 2020. The Charity will ensure that its standard operating procedures are in line with the Health Board policies.
All data will be collected and maintained in line with statutory requirements and all supporters will be made aware of the Charity’s Privacy Policy when a donation is processed.
2.3 Categories of donations Since 2018/19 donations have been recorded and reported using the below classifications so the Charity Support Team can issue more targeted communications and improve reporting on communications expenditure.
Supporters may receive specific communications because of the type of donation they are giving, but for the most part the type of communications they receive depend on other factors, for example annual giving amount. These factors are included in section five, which provides details on the charity’s different target audiences.
Donation classifications:
Solicited Regular Gift Awyr Las events Envelopes Legacy donations Payroll Giving Collection Tins High Net Worth Lottery Text and donate In Aid Of (IAO) Trusts and Pennies From Corporates Merchandise events Foundations Heaven Runs and Unsolicited Direct Mail In Memory gifts Challenges donations
2 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 3. Communications principles
3.1 General messaging Publishing and capturing communications From April 2020 all public communications will be published via the Charity’s website (including social media posts, e-newsletters and fund updates). From April 2020 ALL communications will be linked on to the Supporter database, Harlequin to ensure a compete record of recipients. From April 2020 all communications will be stored using the Charity’s revised file storage and reference system.
Key messages From June 2020, in order to ensure consistent messaging, the Charity with maintain standard briefings which will be reviewed quarterly and shared amongst the Charity Team and will be used within all communications. These messages aim to highlight the strategic focus of the charity and the impact of the charity and need to be adapted for their use with different audiences. From June 2020, the Charity’s tone of voice and preferred language will be encompassed in the Brand Guidelines and followed so that the look and feel of the Charity will be consistent. This will be reviewed annually and shared with all members of the Charity Team who are expected to disseminate it to volunteers as appropriate. A fundraising ‘ask’ will be included in communications, where appropriate and in line with GDPR, to reinforce the message that the donations are always needed.
Images All images used by Awyr Las must aim to invoke a feeling of positivity. All images used should highlight that the charity is patient-centred and that NHS staff lie at the heart of the charity. All images must have all necessary permissions attached to them before they are used.
Quotes All quotes must highlight that the charity is patient-centred and that NHS staff lie at the heart of the charity. All quotes must have all necessary permissions attached to them before they are used and be authorised for usage by the quoted person and the Head of Fundraising / Support Manager as appropriate.
3.2 Events and activities All events will be subject to an equality assessment to ensure suitable consideration is given to all members of the community including those with disabilities. All supporters, regardless of the amount they are proposing to give, will be treated with dignity and respect and in line with the donor stewardship plan outlined in Section 4.2. All donors will be offered a photographed cheque presentation. All events need to be recorded in the official Awyr Las Events Register.
3 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity The Charity’s Support Team must make supporters clear whether the event or activity they are taking part in or organising is ‘in aid of’ or ‘on behalf of’ the charity, and explain what this means, in the very first communication made. All ‘on behalf of’ events and activities must have business plans attached to them with communication plans and risk analysis incorporated within them. These plans must be agreed by the Head of Fundraising and Charity Assistant Accountant before planning commences and a joint working protocol developed if appropriate. All ‘on behalf of’ events and activities must be fully evaluated and reported to the Charitable Funds Committee within the Fundraising Support Team Update. All ‘on behalf of’ events and activities must aim to raise over £3 for every £1 spent, i.e. have a cost to income ratio of 1:3. The only caveat to this is with ‘test of concept events’, when new territory – be it a new type of event or a new and different target audience – is being entered. In these instances the planned cost to income ratio must be 2:3, so for every £1 spent £1.50 is generated. All new and known ‘in aid of events’ and on behalf of’ events will be reported to the Head of Fundraising on a monthly basis to ensure all associated risks are considered. If an event is deemed to be high risk then it must be escalated by the Head of Fundraising to the Executive Director of Finance and the Charity Chairperson. A maximum of 5% The Awyr Las Support Team’s Fundraising Budget will be spent on places in key national and local third party challenge events to help secure new supporters and encourage repeat giving.
3.3 Press / PR All press releases and PR approaches must have the agreement of the BCUHB Communications team before publication. All incoming press enquires must be directed to the BCUHB Communications Team. It is then the responsibility of the Awyr Las Support Team to provide all information requested in press enquires and Freedom of Information requests and this must be done via the official BCUHB channels.
3.4 Digital A specific digital plan will set out the detailed plan of how digital platforms will be used to engage potential and current supporters. This digital strategy will be reviewed annually. A minimum of 50% of the content on all digital interfaces must focus on the impact of the charity, i.e. how grants have helped patients. All digital communications (email, social media, mobile and websites) must ensure ease of access for supporters and potential supporters. All content on mass audience non-electronic publications (where a communication will be viewed by more than 30 people, unless it is a social media post) must be tested before it is published.
4 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 3.5 Marketing on BCUHB property All marketing must comply with the standards set out in the BCUHB Marketing, Sponsorship and Advertising Policy. Awyr Las must be recognised as the organisation’s charity and given prominence above all other charities at all times, expect when a temporary (for a period of a week or under) display is set up. All marketing materials distribution must be recorded so posters and leaflets can be removed after an agreed period of time.
3.6 Marketing in the community All marketing materials must promote key public health messages within them wherever possible. All marketing materials distribution must be recorded so posters and leaflets can be removed after an agreed period of time.
3.7 Crisis Communications In all ‘crisis’ situations the Head of Fundraising must be alerted immediately and the issue must then be escalated to the Executive Director of Finance and the Head of Communications. The term crisis relates to unpredictable events that threaten the expectancies of stakeholders and can seriously impact on the Charity’s performance and generate negative outcomes. The Chair of the Charity must be informed within 24 hours and the BCUHB crisis communications plan must be followed at all times.
3.8 Communicating Specific Appeals All identified specific appeals, regardless of size, must comply with the Awyr Las Financial Procedures and have a business plan attached to them, but only those over £5,000 need to be signed off by the Advisory Group and Charitable Funds Committee. All Fund Advisors and Charity Champions must commit to supporting, and at times leading on, communications associated with these specific appeals. This commitment, and plans for monitoring and evaluation progress, must be registered in a specific Joint Working Agreement drawn up for the Appeal. All specific appeals must incorporate key public health messages.
5 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 4 Stakeholders and key Communications Methods
The following tables highlight key audience groups and outline engagement plans associated with all of these groups. This section lays out what communications the Charity Support Team will produce in order to fulfil the charity strategy.
4.1 Internal Stakeholders
Successful Successful Communications Charity BCUHB grant grant Charitable Charity Fund New tool for internal Frequency Staff Board & All staff applicants applicants Funds FSM Champions Advisors Staff groups Members SMTs (under (over Committee £5,000) £5,000) Team Meeting Monthly x x x x x X x x x Good news Weekly x x x x x X x x x roundup email Management information Monthly x x x x x X x x x round up email Charitable Funds Committee Quarterly x x x x x X x x Report Trustees Annually x x x x X x x Meeting PADR Annually x x x x x X x x x 1-2-1 with manager Monthly x x x x x X x x x meeting E-newsletter Monthly Successful Successful Communications Charity BCUHB grant grant Charitable Charity Fund New tool for internal Frequency Staff Board & All staff applicants applicants Funds FSM Champions Advisors Staff groups Members SMTs (under (over Committee £5,000) £5,000) Information boards (in Permanent x x x x x X x x x hospitals and on wards) Generic leaflets Permanent x x x x x x x x and posters Service / ward / department Permanent x x x x x x x x x specific leaflets Donation Permanent x x x x x x x x x envelopes Merchandise & promotion Permanent x x x x x x x x x stands Charity Champions Monthly x x x x x x x x x notices 1-2-1 with FSM Quarterly x x x x x x x x 1-2-1 with HoF Annually x X x x x x x x Charity Champions Annually x x x x x x x x celebration event
7 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity Successful Successful Communications Charity BCUHB grant grant Charitable Charity Fund New tool for internal Frequency Staff Board & All staff applicants applicants Funds FSM Champions Advisors Staff groups Members SMTs (under (over Committee £5,000) £5,000) Relevant fund Monthly x x x x x x x x balance update Fund Advisor Annually x x x x x x x x x Training Fund Advisor Agreement & Annually x x x x x x x x x Annual Plan Induction day information One-off x x x x x x x x x leaflet Staff Handbook One-off x x x x x x x x x Personal invites to relevant in aid of / third party One-off x x x x x x x events & activities Register of all upcoming Quarterly x x x x x x x x x events & activities Register of all Quarterly x x x x x x x x x JWAs Social Media Quarterly x x x x x x x x x Activity Report
8 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity Successful Successful Communications Charity BCUHB grant grant Charitable Charity Fund New tool for internal Frequency Staff Board & All staff applicants applicants Funds FSM Champions Advisors Staff groups Members SMTs (under (over Committee £5,000) £5,000) Charity Champion Quarterly x x x x x x x x x Activity Report Complaints, Good News and Quarterly x x x x x x x x x Good Ideas Report Congratulations One-off x x x x x x x x message Update request One-off x x x x x x x x from FSM Social Media post (where One-off x x x x x x x x possible) Press release One-off x x x x x x x x x Report on all Monthly x x x x x x x x x grants in E,W,C General thanksgiving Annually x x x x event invitation Targeted thanksgiving Annually x x x x event invitation
9 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity Successful Successful Communications Charity BCUHB grant grant Charitable Charity Fund New tool for internal Frequency Staff Board & All staff applicants applicants Funds FSM Champions Advisors Staff groups Members SMTs (under (over Committee £5,000) £5,000) Staff App, Updated Weekly information about charity Included in Staff Lottery App / Social invitation Media / Team Briefs Departmental Team Briefs, Updated Monthly information about charity
10 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 4.2 Current donors stewardship plan
All PRG / Communication £100,000 All £1- £51- £2,500 £10,000 - solicitors PFH / Registered tool for Frequency - £250,000+ legacy Undertakers £50 £2,499 -£9,999 £100,000 - legacy Staff Volunteers 'current' donors £250,000 families gifts Lottery Thank you email only (if One-off x possible) Thank you One-off x x x letter Inclusion on electronic One-off x tribute board Thank you letter signed One-off x x x x x by BCUHB Chair Thank you follow up call One-off x x x x x x (HoF)
Thank you follow up call (BCUHB Chair One-off x x x x x x x x / member of SET)
11 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity All PRG / Communication £100,000 All £1- £51- £2,500 £10,000 - solicitors PFH / Registered tool for Frequency - £250,000+ legacy Undertakers £50 £2,499 -£9,999 £100,000 - legacy Staff Volunteers 'current' donors £250,000 families gifts Lottery
E-newsletter (for those Monthly x x that opt in)
E-Invite to join social Annually x media platforms
Survey- Annually x telathon
General direct mailing Annually x x x x x (GDPR compliant) Invite for face to face meeting with Annually x x x x x x x HoF & member of SMT
12 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity All PRG / Communication £100,000 All £1- £51- £2,500 £10,000 - solicitors PFH / Registered tool for Frequency - £250,000+ legacy Undertakers £50 £2,499 -£9,999 £100,000 - legacy Staff Volunteers 'current' donors £250,000 families gifts Lottery General thanksgiving Annually x event invitation Targeted thanksgiving Annually x x x event invitation Annual Report Annually x x x x x mailing Thank you round up of Annually x x x x x x x x x total giving in one year Plaque / naming opportunity One-off x x x x x x in line with policy Joint Working One-off x x x x x x x Agreements
13 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 4.3 Interested supporters plan
NHS Staff Volunteers Third Sector In aid of External T&F / member Communications tool for keen on Groups Frequency event charity event Company / organising interested supporters specific charity (Managed by organisers participants G&A (COTY) charity led led event PSM) event
Fundraising confirmation letter to confirm support One off x x x x (specifically stating in aid of event / activity) How to set up JG page info & One off x x x x materials order form Fundraising Helper One off x x x x 2 weeks in / Thank you for raising X so far where x x x x on JG email appropriate 4 weeks in / Booster telephone call where x x x x appropriate 1 week before the Good luck for your event event / x x x x email where appropriate Volunteers Third Sector In aid of External T&F / NHS Staff Communications tool for keen on Groups Frequency event charity event Company / member interested supporters specific charity (Managed by organisers participants G&A (COTY) organising led event PSM)
14 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity charity led event
Day after How did it go email event / x x x x activity Thank you for everything After all £ x x x personal message received When appropriate Social media post (post event if possible) When appropriate Press release x (post event if possible) E-newsletter whilst Monthly x fundraising Thank you certificate One off x x Thank you for becoming a One off x x x x x volunteer email Volunteer reminders / Fortnightly x x x x x specific event news Thank you for taking part One off x x x x x email I'm a valued volunteer One off x x x x certificate
15 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity NHS Staff Volunteers Third Sector In aid of External T&F / member Communications tool for keen on Groups Frequency event charity event Company / organising interested supporters specific charity (Managed by organisers participants G&A (COTY) charity led led event PSM) event Monthly if Face to face meeting x x x appropriate General thanksgiving event Annually x x invitation Involvement luncheon invite Annually x x x x Thank you for getting One off x x x involved email Joint Working Agreement (and attached working plan One off x x document)
16 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 4.4 Potential supporters plan
Communications tool Professional External Patients Funeral for potential Supporter Solicitors Media Specialist HNW Groups and and directors supporters Frequency Involvement Corporates (legacy T&Fs reps Advisors / Individuals Associations their (In Mem (dependant on Scheme gifts) Suppliers families gifts) pipeline stage) members E-newsletter Monthly X x x x E-Invite to join social media Annually X x x x platforms Survey-telathon Annually X x x General direct mailing (GDPR Annually x X x x x x x compliant) Invite for face to face meeting with Annually x X x x x x x x HoF & member of SMT Involvement Quarterly x x x x x x luncheon invite General thanksgiving event Annually x x x x invitation Targeted thanksgiving event Annually x X x x x x x invitation
17 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity Communications tool Professional External Patients Funeral for potential Supporter Solicitors Media Specialist HNW Groups and and directors supporters Frequency Involvement Corporates (legacy T&Fs reps Advisors / Individuals Associations their (In Mem (dependant on Scheme gifts) Suppliers families gifts) pipeline stage) members Information boards (in Permanent x x X x x x x x x hospitals and on wards) Generic leaflets Permanent x x X x x x x and posters Service / ward / department Permanent x x X x x x x specific leaflets Donation Permanent x x X x x x x x envelopes Merchandise & Permanent x x X x x x x x x promotion stands Application None set x x X x x x x x x
18 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 4.5 Definition of audiences
All specific target audiences are listed in sections 4.1-4.4. The following provides a useful context for some of these audiences: Charity Champions I. Charity Champions are the main point of contact internally for the Fundraising Support Section of the Awyr Las Support Team (FSS). The role will usually be occupied by a frontline staff member, for example a ward clerk or housekeeper. II. The role is voluntary and the role holder is expected to promote giving and grants on their ward / in their department to other NHS staff, patients and visitors. All Charity Champions are expected to sign up to a Charity Champions Charter once recruited and all will receive recognition for carrying out the role. Current donors I. Current donors are classified by amount given, but the content of the communications they receive will vary according to the area / specific appeal they give to and the type of donation they give (see 2.4). II. In accordance with GDPR, only those current donors who have opted in to receiving communications will receive them. Current donors will be contacted via their preferred method of communication wherever possible. III. Unless a thank you is refused and that information is recorded at source, all current supporters will receive a thank you – via their preferred communication method where possible or via the most cost effective method possible. Awyr Las has a ‘legitimate interest’ in doing this as all supporters can ‘reasonably expect’ the charity to contact them once to say thank you. IV. The stewardship of ‘current donor’ giving under £10,000 applies for three years after a supporter’s most recent donation; after this period it will be assumed that the supporter doesn’t wish to repeat their donation and communications will cease. A decision will be made on a case by case basis as to whether communications continue beyond a three year period with supporters giving over £10,000 in one year, as there may be a ‘legitimate interest’ in doing so. V. The stewardship plan Includes donors giving online, standing order, by BACS, Just Giving or by Virgin Money Giving. VI. Specific communications will be drawn up for those taking part in the Pennies from Heaven and Payroll Giving schemes. Interested supporters I. Interested supporters include all individuals and organisations that have expressed an interest in supporting a specific event or activity. II. These supporters will not receive donor specific communications until they have given a donation, when they ‘move’ to the stewardship of current donors. III. Until this time, they will receive communications in the most cost effective or appropriate way (preferably via email).
Third Sector Groups These Third Sector groups are overseen by the Fundraising Support Section of the Awyr Las Support Team (FSS) and the majority do not give through Awyr Las. They give directly to BCUHB. External Specialist Advisors / Suppliers I. All external specialist advisors are recruited through the regular procurement channels by the Charity Support Team to help with specific projects. Suppliers refers to BCUHB suppliers. Both can be approached for donations as there is a ‘legitimate interest’ in doing so because both will have ‘reasonable expectations’ that the NHS will request in kind or support through sponsorship. II. Sponsorship Agreements and gifts in kind are not considered when commissioning and procurement decisions are undertaken.
Honorary President and other official figures associated with the charity All official figures associated with the charity would be expected to fall within ‘stewardship of current donors’ but they will also be expected to complete Joint Working Agreements which will include reference to opting in to receive communications from the charity 5 Evaluating success
All communications for mass audiences (over 100 people) will be monitored and evaluated and reported back to the Head of Fundraising. From June 2020 a brief review of all these communications, which will include target audiences, type of communications, methods of monitoring, evaluation and lessons learnt, will be presented to the Charitable Funds Committee on a quarterly basis.
6 Conclusion
All communications have risks attached to them. The risks will be noted as part of the planning process with all communications issued to mass audiences.
This strategy provides the roadmap so achievable plans can be implemented by the FSS from March 2020. The strategy ensures that excellent service will be provided for all stakeholders of the charity.
Appendix: Abbreviations
20 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity Abbreviations
Full title Abbreviation Full title Abbreviation In Aid Of (Activity carried out by independent fundraisers to raise money for the charity. The charity is not responsible or liable for Awyr Las Support Team ALST these activities.) IAO
Awyr Las Support Assistant ALSA Joint Working Agreements JWA Betsi Cadwaladr UHB BCUHB Just Giving JG Charity Accountants CA Management Information Reports MIR Charity Champion CC Monthly Expenditure Breakdown MEB Charitable Funds Committee CFC Monthly Income Breakdown MIB On behalf Of (Activity organised by Charity staff and volunteers to raise money. The charity is responsible and liable for these activities and JWAs must be completed for all individuals and organisations involved in Charity of the Year COTY these activities.) OBO
Chef Executive Officer CEO Partnership Support Manager PSM East, West, Central E,W,C Payroll PRG Fund Advisors FA Pennies from Heaven PFH Fundraising Support Section FSS Personal Appraisal and Development Review PADR Fundraising Support Manager FSM Senior Management Team SMT General Data Protection Regulation GDPR Standard Operating Procedure SOP Groups and Associations G&A Trusts and Foundations T&F Head of Fundraising HoF High Net Worth HNW
22 Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Elusen GIG Gogledd Cymru • The North Wales NHS Charity 1 CF20 04 Appendix 7.docx
Awyr Las Fundraising Support Team Report March 2020, Appendix 7: Unrestricted Reserves Budget Plan
1. Awyr Las Reserves at a glance:
Category Description Funds Explanation A Awyr Las Reserves Policy £3,060,000 As agreed in the Awyr Las Target Reserves Policy presented at the March 2019 Charitable Funds Committee B Awyr Las’ available £4,959,000 At December 2019, it appears unrestricted fund balance that Awyr Las is holding at December 2019 £1,899,000 over its target Reserves amount C Awyr Las’ available £541,000 Almost £450,000 of these funds General Funds balance at are required to cover the December 2019 anticipated costs of the charity (see 2020/21 budget). D Actual unrestricted but £4,418,000 These funds are not categorised designated funds at by the Charity Commission as December 2019 unrestricted*, but donors have designated* that they wish they are used to support a specific ward / department or service. E Actual unrestricted but £92,000 Should the 2020/21 Awyr Las undesignated* funds at budget be agreed, these December 2019 General Funds* are the funds available to support strategic priorities and traditionally unsupported services that don’t have designated funds of their own
*See definitions in section 3.
2. Outline Plans
A) The Awyr Las Reserves Policy The Awyr Las Reserves Policy is reviewed annually by the Charitable Funds Committee every March.
B) Unrestricted Funds There are currently 432 Funds within Awyr Las. The Awyr Las Strategy 2016-21 can be found here: https://awyrlas.org.uk/content/downloads/The-Awyr-Las-Strategy-2016-to-2021.pdf). The strategy sets out the intentions of the Trustees to continue to encourage fundraising, donations and legacies to designated as well as undesignated funds. This strategy has been
1 employed in order to maximise and increase support for all services and cement trust and engagement both internally and externally.
All donors that give to designated funds do so on the understanding that – in the event that the charity cannot direct the donation in line with the donor’s wishes and is not able to contact the donor to discuss an alternative use – the charity may use the donation for such similar suitable charitable purpose as it decides. However, designated fund donors give on the understanding that: . The decisions on how donations will be directed are made by ‘Fund Advisors’ and their colleagues, frontline NHS staff that oversee the specific funds . Their donation will ultimately benefit the patients and staff associated with the given ward, service or department.
The current policy to promote designated funds and protect donations given to these ward / department / service specific funds will continue.
In order to bolster the support given to the strategic priorities of the charity, potential supporters are also being encouraged to donate to specific appeals, details of which are included in the Awyr Las Strategic Priorities Report. The Awyr Las Support Team is launching a Staff Lottery this year to increase the amount of undesignated funds available.
C) General Funds Balance The annual Awyr Las Charity Budget is presented for approval by the Charitable Funds Committee every March. All of the charity’s running costs are currently funded through General Funds.
D) Unrestricted but Designated Funds All Fund Advisors that oversee designated funds are being encouraged to plan their income and expenditure and utilise their existing funds in a timely way. The Awyr Las Support Team are encouraging planned, effective use of funds through the following means, which are reviewed regularly and which will be reported back on to the Charitable Funds Committee in the Finance and Fundraising Support Team Update reports:
Designated Action Responsibility Deadline for Fund Type this activity Dormant 21% of Awyr Las Funds are dormant. Awyr Las December 2020 Funds These 91 dormant funds are being Assistant reviewed, and Advisors contacted for Accountant expenditure plans (see Finance Report for more information). Semi 15% of Awyr Las Funds are semi- Awyr Las December 2020 Dormant dormant. These 65 semi-dormant Assistant Funds funds are being reviewed, and Accountant Advisors contacted for expenditure plans (see Finance Report for more information).
2 Designated Action Responsibility Deadline for Fund Type this activity All Funds Mandatory annual Fund Advisor Head of March 2021 Training session for all Fund Advisors. Fundraising & Awyr Las Accountant All Funds Mandatory Charity Champion in place Internal: March 2021 for all Funds (to support with Fundraising promoting both giving and grant Support requests). Managers All Funds Online Accountability Agreement & Digital and Data: June 2020 Budget plan template register to be Fundraising set up. Support Managers All Funds All Fund Advisors must sign Internal: March 2021 Accountability Agreements & Fundraising complete outline budget plans. Support Managers & Awyr Las Assistant Accountant
E) Unrestricted but Undesignated Funds In 2020/21 it’s anticipated that there will be £92,000 available for general funds requests. These funds should be allocated to strategic priorities and, where possible, help to leverage more support and income for the charity.
Below is a suggest list of uses for these funds to ensure they are directed towards strategic priorities:
Grant Recipients Total allocation Detail Hearts and Minds £20,000 Grants of up to £1,000. 5 x grants given Grants every quarter. Annual Public Health £10,000 This grant would be for a relevant / World Health wellness or preventative project that Organisation focus helps promote key public health messages in line with the strategic priorities of the Health Board. For example: the International Year of the Nurse for 2020/21, or it could be childhood obesity, older people’s falls prevention or international health links. Staff from BCUHB working with Public Health Wales could apply for this funding category and the Charitable Funds Committee could select the annual project in March every year.
3 Part Fund Strategic £40,000 Part funding, up to 75% should be given Priority projects to projects that underpin the four strategic priorities: Older People, Early Years, Mental Health and Cancer Care. As cancer services have significant designated funds, all cancer care related projects must be area (not YG/ YGC / SS) based.
The additional funding required is added to the Fundraising Support Team’s priority projects so 100% funding can be secured in an agreed timeframe.
From 2020/21 additional revenue will be generated for General Funds though the Staff Lottery. The anticipated Staff Lottery income for grant funding is as follows: . Year 1: £64,000 . Year 2: £72,000 . Year 3: £72,000
This funding can be applied to the 4 strategic area priority programmes and the Hearts and Minds grants.
3. Definitions
Unrestricted funds Unrestricted funds are spent or applied at the discretion of the Trustees to further any of the charity’s purposes. Trustees may choose to set up designated funds that remain part of the unrestricted funds of the charity. This is because the designation has an administrative purpose only and does not legally restrict the trustees’ discretion in how to apply the unrestricted funds that they have earmarked.
Restricted funds Funds held on specific trusts under charity law are classed as restricted funds. The resources of each restricted fund are held and maintained separately from other funds. This is in recognition of the circumstances in which the resources were originally received, and/or the restrictions on the fund that determine the way those resources are subsequently to be treated. Restricted funds in Awyr Las primarily come from legacies. However there are also some specific designated funds that are wholly restricted.
Reserves Reserves are the funds that the charity has which can be freely spent on any of its charitable purposes. This therefore excludes restricted income funds, but includes unrestricted designated funds.
4 Designated Funds Funds that are aligned to specific wards, departments and services. They can be restricted or unrestricted. These funds are managed by Fund Advisors.
General Funds These are the funds held by the charity that are not designated. They can be restricted (where there is a broad restriction to the Health Board rather than a particular service) or unrestricted. General Funds receive the unrealised gains or losses on the investments. General Funds pay for the running costs of the charity – all governance and support costs, plus the costs of the Fundraising Team.
Dormant Funds These are designated funds, which have not had any income or expenditure in the preceding year.
Semi-dormant Funds These are designated funds, which have not had any expenditure in the preceding year, but have received income.
5 7 CF20/05 Awyr Las Strategic Priorities 1 CF20 05.docx
1
Charitable Funds Committee Report
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Awyr Las Strategic Priorities Report March 2020 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director Of Finance Responsible Director: Awdur yr Adroddiad Kirsty Thomson, Head of Fundraising Report Author: Craffu blaenorol: No prior scrutiny Prior Scrutiny: Atodiadau N/A Appendices: Argymhelliad / Recommendation: The Committee is asked to approve the fundraising focuses, timescales and outline plans for the four Awyr Las Strategic Priorities: Cancer Care; Older People; Younger People; Mental Health Support. Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth ✓ /cymeradwyaeth For For For For Decision/ Discussion Assurance Information Approval Sefyllfa / Situation: This paper provides the outline plans for the development of four strategic fundraising appeals, all of which will be launched in 2020 and closed by the end of the 2023/24 financial year. This document aims to provide Charity Committee members with an update on Appeal planning progress.
Cefndir / Background: The 2016-21 Awyr Las Strategy set out the Awyr Las Support Team’s (ALST) intention to focus all proactive fundraising efforts on four strategic priorities: Cancer Care; Older People; Younger People; Mental Health Support. All marketing carried out by the ALST has always, and will continue to, promote the key message that all supporters can ‘support a ward or healthcare service close to their heart’. All supporters will continue to be able to do so; there is no intention to reduce the number of active funds within the charity. In line with plans outlined in the Awyr Las Strategy (see https://awyrlas.org.uk/content/downloads/The-Awyr-Las-Strategy-2016-to-2021.pdf) since 2016 the ALST has worked with frontline colleagues to identify small key projects within the four strategic priority areas, and the ALST has proactively encouraged potential supporters to give to these areas (for an example of this see https://awyrlas.org.uk/neldelsheartsandminds). In 2018 the Hearts and Minds Grant (see https://awyrlas.org.uk/heartsandminds) was launched with the purpose of encouraging all staff to help determine and priorities these small key projects and these small 2 projects continue to be strategic priorities for the ALST, with the Team currently aiming to fund 97 projects, all costed at approximately £1,000, in 2020/21.
The businesses plans for the four strategic priority fundraising campaigns are now in development, and the fundraising feasibility assessment commenced in January for the following four campaigns: . OLDER PEOPLE: A virtual learning and training facility and equipment to improve care for patients with dementia and complex needs across North Wales (£150,000 charitable campaign, 2020-2022) . CANCER CARE: Shooting Star Cancer Care Unit (Wrexham Maelor Hospital) Development Project (£3million charitable campaign, 2020-2022) . MENTAL HEALTH SUPPORT: I CAN Centres across North Wales (£150,000 charitable campaign, 2020-2023) . YOUNGER PEOPLE: First 1,000 Days Campaign (£100,000 charitable campaign, 2020- 2023)
Asesiad / Assessment & Analysis 3
Strategy Implications
The fundraising campaigns will consider all five of the ways of working within the Wellbeing of Future Generations Act (WFGA): The campaigns are being designed to develop services which address long term needs Consideration will be given to all seven well-being goals as plans are being executed (for example, environmentally beneficial fundraising initiatives will be prioritised) Patients and stakeholders will be involved at all stages of the campaign Colleagues from across Betsi Cadwaladr University Health Board (BCUHB) will be involved in designing and executing the campaign All of the campaigns will include a public health prevention element, they will not just address the needs of patients with existing physical and mental illnesses and conditions.
OLDER PEOPLE: . BCUHB Priorities The Dementia Care Team’s (DCT) plans aim to address BCUHB’s plans for care closer to home and referral to treatment. . WFGA The Older People’s Campaign will achieve a healthier Wales and a Wales of Cohesive Communities. . BCUHB Approval No approval has been granted for the virtual learning and training facility and equipment business plan to date. The Business Plans are still being produced, so a small scale £10,000 appeal for activity equipment is being launched in March 2020.
CANCER CARE: . BCUHB Priorities The Cancer Care Team (CCT) plans aim to address BCUHB’s plans for referral to treatment. . WFGA The Cancer Care Campaign will achieve a healthier Wales and a Wales of Cohesive Communities. . BCUHB Approval A Project Board has been convened, but approval has been granted for the Shooting Star Development Project plan or associated staffing increase plan to date. The Business Plans are still being produced, but a draft Fundraising Campaign plan has been drafted and is being presented to the Project Board in March. A Memorandum of Understanding between the independent Shooting Star Cancer Support Charity and BCUHB / Awyr Las has been drafted and will be signed off in April 2020.
MENTAL HEALTH SUPPORT: . BCUHB Priorities The I CAN Team (ICT) plans aim to address BCUHB’s plans for unscheduled care, referral to treatment and care closer to home. . WFGA The I CAN Campaign will achieve a healthier Wales and a Wales of Cohesive Communities. . BCUHB Approval The I CAN Campaign was soft launched in 2018 and it has thus far focussed on small scale priorities (see https://awyrlas.org.uk/icangrant). The I CAN campaign continues to focus on smaller projects (under £25,000).
YOUNGER PEOPLE: First 1,000 Days Campaign (£100,000, 2020-2023) . BCUHB Priorities This campaign aims to address BCUHB’s plans for unscheduled care, referral to treatment and care closer to home. . WFGA This campaign will achieve a healthier Wales and a Wales of Cohesive Communities. . BCUHB Approval A Fundraising Campaign Group has been established and the team overseeing the campaign focus are currently finalising the fundraising priorities with the intention of launching the campaign in May 2020. 4
Financial Implications
All financial implications of the strategic projects which form the focus of the campaigns will be included in the campaign’s Fundraising Plans.
The strategic campaigns must attract additional charitable support to that already given to the charity, N.B. the ALST aims to use the campaigns to draw in support from new and different funding sources. The Head of Fundraising requested authorisation from the Charitable Funds Committee to employ a 2 year Cancer Care Campaign fundraiser, funded from the Shooting Star Fund. The plans for this have changed, as the independent Shooting Star Cancer Support Charity wish to employ a fundraiser, with the support and agreement of the Awyr Las Support Team.
Risk Analysis
Current Included Risk on Rating BCUHB Existing (High / Main Risk What could Control Medium Action Risk Challenge Associated happen? Measures / Low) Required Register Robust joint working Breakdown of MOUs & arrangements working Regular Volunteer in place with relationship Public meetings, Agreements third party and associated complaints Clear Point for all volunteer reputational and loss of of contact, involved in fundraisers and financial charitable Agreements campaign and partners complications income in place High fundraising No
Internal silo working and Breakdown of Regular Joint lack of working meetings, Working involvement relationships Clear lead Agreements from key leading to KPIs not staff and (JWA) for all departments poorly achieved lay leading on and people executed plans and members, the within and unsuccessful Agreements fundraising BCUHB communication campaign in place High campaign No Lack of No clarity on Lack of Business High Business No information what donations interest and case Case on the will fund trust from planning. Updates. healthcare (lacking potential Case for Joint project and important supporters. support Working clear need messaging, for No examples Group behind the example £50 significant from regular campaign - could fund X) donations. campaigns meeting 5
the Campaign from schedule set necessary will stall. successful up. Case for case for NHS support support to Charities workshop for engage all involved potential in the supporters campaign development
Regular surveying. Detailed Awareness feasibility of external studies for campaigns. all four Prioritise campaigns Disinterest in workloads to identify campaigns of ALST major internally and Not able to staff to donors and externally, attract new ensure possible due to and different Miss out on people public competing funding significant aware of appeal appeals streams donations Awyr Las. Medium advocates No Regular budget monitoring, Regular Detailed 1:1s & budget plans reporting to be KPIs aren't with ALST submitted to Insufficient met and members. Charity capacity to agreed Foster Committee manage four Unable to timetables culture of in March campaigns execute plans slip openness. Medium 2020 No
Legal and Compliance
. A Memorandum of Understanding must be drawn up between Shooting Star Cancer Care, the independent charity that wishes to spearhead the Cancer Care Campaign, and the Awyr Las Support Team. TO BE COMPLETED & SIGNED BY APRIL 2020. KPIs 6
. Campaign Joint Working Agreements between Awyr Las Support Team and the four Priority Area Services must be drawn up. The signatories must include: Charity Accountant; Head of Fundraising; Executive Lead for the Campaign; Operational Lead; Planning Lead; Patient Lead; Community Representative Lead; Charity Committee Lead; Communications Lead; Finance Lead; Awyr Las Lead Manager. TO BE COMPLETED & SIGNED IN APRIL 2020. . Feasibility Studies on all four campaigns. TO BE COMPLETED & PRESENTED TO CHARITABLE FUNDS COMMITTEE IN APRIL 2020. . Three Year Fundraising Plans for all fours campaigns. TO BE COMPLETED & PRESENTED TO CHARITABLE FUNDS COMMITTEE IN APRIL 2020.
N.B. The deadlines for the above KPIs have changed from March to April 2020, as the service priorities need to be included in the Fundraising Plans, and these are not expected to be finalised until March 2020.
Impact Assessment
All Strategic Project Business Cases will include Impact Assessments. All Fundraising Plans will include Impact Assessments.
Board and Committee Report Template V1.0 December 2019.docx 8 CF20/06 Third Sector Groups Report 1 CF20 06.docx
1
Charitable Funds Committee Report
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Third Sector Groups Report March 2020 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director Of Finance Responsible Director: Awdur yr Adroddiad Kirsty Thomson, Head of Fundraising Report Author: Craffu blaenorol: No prior scrutiny Prior Scrutiny: Atodiadau Appendix 1: Examples of Awyr Las Support Team activity Appendices: supporting Third Sector Groups in Q4 2019/20 Appendix 2: Updated Draft Guidance: Use of Space on BCUHB Premises BCUHB Argymhelliad / Recommendation: The Committee is asked to approve Appendices 1 and note the report for information. Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad ✓ Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For For For Decision/ Discussion Assurance Information Approval Sefyllfa / Situation:
The purpose of this report is to provide the Charitable Funds Committee with an update on activity relating to: 1. The working relationships with the 19 third sector groups that regularly support BCUHB directly with donations for equipment, new facilities and special projects. 2. The third sector groups - separate legal entities from Awyr Las (for example, the local children’s charity, Gafael Llaw) - that give through the charity 3. The third sector groups and other organisations that benefit from the use of charity tables on BCUHB premises 4. Developments with the BCUHB Third Sector Strategy
Cefndir / Background:
Since 2014, relationships with the third sector groups that regularly support BCUHB directly have been overseen by the Partnerships Support Manager (PSM), a member of the Awyr Las Support Team. The Awyr Las Support Team will continue to support these groups, but from April 2020 all 2 of these charities will have a designated local ‘point person’. All items of significance will continue to be included in this Charity Committee report.
1. Third Sector Groups that directly support BCUHB The introduction of the ‘point person’ for all charities has been delayed from November to April to ensure all necessary support is in place. Whilst progress has been made towards completing the below actions, originally set for October – December, they will now be realised in Q1 2020/21. The reason for the delay in introducing a new ‘point person’ is due to ensuring that the team’s previous commitments, notably overseeing League of Friends’ grant giving and organising Annual General Meetings and Presentations evenings, can be carried out to a high standard before entering a transition phase of introducing a new support system for these Third Sector Groups. Examples of the activity carried out by the Partnerships Support Manager over the past quarter are included in Appendix 1.
ACTIONS FOR Q1 2020/21: i. Complete hand over of responsibility for the groups from the Partnerships Support Manager to the Area / Hospital representatives ii. Set up the systems to ensure the Charitable Partners Registry is maintained and quarterly reporting mechanisms are in place for the Area / Hospital representatives iii. Ensure every stage of the third sector grants process has an updated standard operating procedure iv. Monitor new structure and feedback risks and issues to the Charity Committee
2. Third Sector Groups giving to Awyr Las A number of small registered charities give to healthcare services through Awyr Las, but not all are receiving the recognition they deserve. Whilst the below actions, originally set for October – December, have begun to be addressed, they are not completed. These actions will be completed by the end of Q1 2020/21.
ACTIONS FOR Q1 2020/21: i. Complete a review of groups / charities that have given through the charity and ensure all regular supporters have a Collaborative Working Agreement in place ii. Increase awareness of the need to make the Awyr Las Support Team aware of partnerships / support from third sector groups iii. Update the Awyr Las Stewardship plan & implement a system within the supporter database to ensure these groups receive the recognition they deserve
3. Use of Charity Tables on BCUHB premises Following complaints by patients and staff members, the Awyr Las Support Team reviewed how charity tables on BCUHB premises are used. The Team surveyed a cross section of staff and patients, and carried out research into other NHS Trusts’ policies on use of space and business’ policies on allowing charities to use their spaces to fundraise and promote their services or campaigns. The Charitable Funds Committee requested that the original draft be updated and recirculated for comment. Please see Appendix 2 for the updated draft proposal for the Use of Space in BCUHB premises guidance. 3
The BCUHB Use of Space on Health Board Premises Guidance is part of a larger policy piece, which is currently being updated: the BCUHB Advertising, Sponsorship and Commercial Use guidance.
ACTIONS FOR Q1 2020/21: . Implement the agreed Use of Space in BCUHB premises guidance . Complete draft guidance: BCUHB’s Advertising, Sponsorship and Commercial Use.
4. BCUHB Third Sector Strategy An options paper for the Board is currently being developed by Workforce & Organisational Development representatives in order to ensure governance arrangements regarding volunteers which sit outside the management of BCUHB can be agreed. Following a decision, Workforce & Organisational Development will review the BCUHB internal Volunteering Policy and subsequent strategy.
The development of the Awyr Las volunteering strategy and Third Sector Supporters strategy is scheduled into 2020/21 workloads. The scope of these strategies and associated work plans is dependent on the decision made on Workforce & Organisational Development’s options paper.
ACTIONS FOR Q1 2020/21: . Ensure the Awyr Las Support Team is cited on the Volunteer Strategy Options Paper and is included in the drafting process.
Asesiad / Assessment & Analysis 4
Strategy Implications
This report is underpinned by the Awyr Las Strategy 2016-21, see https://awyrlas.org.uk/content/downloads/The-Awyr-Las-Strategy-2016-to-2021.pdf.
Financial Implications
All expenditure relating to this paper has been budgeted for within the Awyr Las Fundraising budget.
Risk Analysis
Risks relating to Third Sector Groups are included on the Awyr Las Risk Register.
Legal and Compliance
Third Sector Groups that support BCUHB are independent Charities and are responsible for ensuring they comply with all regulation. BCUHB does have a responsibility for all third sector groups operating on BCUHB premises. The Awyr Las Support Team, working with the Groups’ ‘Point People’, will ensure all Third Sector Groups are recorded on the Charitable Partners Registry.
The Awyr Las Support Team will ensure all other charities working with Awyr Las or operating on BCUHB premises have a Collaborative Working Agreement in place.
Impact Assessment
All interactions with Third Sector Groups take place in Welsh when preferred.
Board and Committee Report Template V1.0 December 2019.docx 1 CF20 06 Appendix 1.docx
Awyr Las Third Sector Groups Report March 2020, Appendix 1: Examples of Awyr Las Support Team activity supporting Third Sector Groups in Q4 2019/20
1. Examples of Partnerships Support Manager support provided in Quarter 4 2020/21 Ysbyty Alltwen: Presented to and supported staff with preparing applications for funding for the League of Friends Bryn Beryl: Presented to and supported staff with preparing applications for funding for the League of Friends. Introduced a monitoring system for ID Badges for volunteers and all League of Friends representatives issued with ID Badges. Liaised with League of Friends for Health Minister Visit in December for official opening of the refurbishment. League of Friends pledged £750 support in Q4 Colwyn Bay: Attended meeting with new committee. Linked League of Friends Committee members with BCUHB Estate staff as they would like a Dementia Garden. Linked League of Friends with other Leagues of Friends for guidance on establishing a Dementia Garden. League of Friends pledged £1,500 support in Q4 Deeside: League of Friends pledged £620 support in Q4 Denbigh: League of Friends pledged £650 support in Q4 Dolgellau: League of Friends pledged £7,000 support in Q4 Ffestiniog Health Centre: Linked League of Friends with BCUHB staff at the new Centre Holywell: Linked League of Friends with admin staff within Hospital. League of Friends pledged £10,500 support in Q4 Wrexham Maelor: Collated online applications for funding for Wrexham 2020. 99 completed applications received. MVS have agreed to fund £220,000 in 2020 and have supported 28 applications ranging from £90 to £52,800 Mold: Linked League of Friends with other Leagues of Friends to share fundraising activities Ruthin: Ensured League of Friends remain updated on the redevelopment plans in place for Ruthin Hospital. League of Friends pledged £1,500 support in Q4 Ysbyty Glan Clwyd: Set up online application process for March 2020 and supported with arrangements for the Christmas Carol Service Ysbyty Gwynedd: Set up online application process for March 2020
2. BCUHB Charitable Partners overseen by the BCUHB Partnerships Support Manager
HB Agreements (N: Need, Point Person Area N/A: Not necessary, Average (exact role West/ Hospital Charity Provisions H: Have) Annual holders TBC) Central/ Gifting East SLA GA Contract
Area Management Abergele Abergele Hosp £25,000 - Team LoF Central Café N N N £100,000 Representative Area Management Alltwen Ysbyty Alltwen £5,000 - Team LoF West Fundraising N/A N N/A £25,000 Representative
Bryn Beryl £5,000 - Area Bryn Beryl LoF West Fundraising N/A N N/A £25,000 Management Team Representative
Area Chirk Hospital Management Chirk Circle of £25,000 - Team Friends East Fundraising N/A N N/A £100,000 Representative Area Management Colwyn Bay Colwyn Bay £5,000 - Team LoF Central Fundraising N/A N N/A £25,000 Representative Area Deeside Management Hospital Deeside Café and £5,000 - Team Hospital LoF East Fundraising N N N £25,000 Representative Area Management Denbigh Denbigh Tea Bar and £5,000 - Team Infirmary LoF Central Fundraising N/A N N £25,000 Representative Area Management Dolgellau Ysbyty £5,000 - Team Dolgellau LoF West Fundraising N/A N N/A £25,000 Representative Area Cyfeillion Management Eryri Ysbyty Eryri £5,000 - Team Hospital LoF West Fundraising N/A N N/A £25,000 Representative Ysbyty Area Ffestiniog Ffestiniog Management Health League of Under Team Centre Friends West Fundraising N/A N N/A £5,000 Representative The Good Area Companions of Management Holywell Holywell Café and £5,000 - Team Hospital Central Fundraising N N N £25,000 Representative Hospital Maelor Management Voluntary Over Team Maelor Service East Cafes N N N £100,000 representative Hospital Hospital Wrexham Management Hosp LoF (Inc Over Team Bala LoF) East Shops N N N £100,000 representative Area Mold Hospital Management Mold Leauge of Café and £5,000 - Team Friends East Fundraising N N N £25,000 Representative Penrhos Area Penrhos Stanley Management Stanley Amenities Under Team Fund West Fundraising N/A N N/A £5,000 Representative Area Management Ruthin Ruthin Café and £25,000 - Team Hospital LoF Central Fundraising N N N £100,000 Representative
1 The Tywyn and District Area Tywyn Memorial Management Hospital Under Team Appeal Fund West Fundraising N/A N N/A £5,000 Representative Hospital Ysbyty Glan Management Clwyd Cafés and Over Team Glan Clwyd LoF Central Shop N N N £100,000 representative Hospital Ysbyty Management Gwynedd Ysbyty £25,000 - Team Gwynedd LoF West Fundraising N/A N N/A £100,000 representative
2 1 CF20 06 Appendix 2.docx
Awyr Las Third Sector Groups Report March 2020, Appendix 2: BCUHB USE OF PREMISES GUIDANCE
BCUHB Use of Premises Guidance name: (for promotional purposes) Kirsty Thomson, Author & Title: Head of Fundraising Finance, Responsible dept / director: Executive Director of Finance Version: 2 Date approved: DRAFT Documents to be read alongside this document: N/A Date of next review: March, 2020 Date EqIA completed: TBC First operational: TBC
BCUHB USE OF PREMISES BACKGROUND
Throughout 2019, Betsi Cadwaladr University Health Board (BCUHB) General Office teams and other staff members received complaints from visitors, patients, staff and volunteers concerning charities’ fundraising practices on BCUHB premises. Patients and visitors accused some charities of employing ‘forceful’ tactics to encourage patients, staff and visitors to register to their lottery and regular giving schemes.
NHS Boards and Trusts differ in their stance on encouraging external charities to promote their services and fundraising opportunities on hospital premises. Some NHS Boards and Trusts have a ‘zero tolerance’ approach to allowing external charities to fundraise on their premises.
BCUHB intends to make sure charities that work with the Health Board to both provide and improve patient services are able to continue to promote their services on BCUHB premises. At the same time, BCUHB must put measures in place to: 1) Protect vulnerable patients and visitors 2) Ensure the presence of charities and organisations organising collections or promotions does not negatively affect people’s overall experience on BCUHB premises.
This guidance relates to the promotion of services and goods on BCUHB premises by charities, voluntary representatives of charities, and businesses. This guidance covers: . The use of ‘charity tables’ and ‘stands’ on all BCUHB premises (herein referred to as a ‘promotions station’) . The use of noticeboards, leaflet stands and semi-permanent pop-up stands and similar promotional notices on all BCUHB premises This guidance does not cover: . The use of space to operate café, shop or tea bar facilities . The sponsorship of BCUHB premises and grounds
1 This guidance refers to charities and organisations. This description includes: . All national and local registered charities . Awyr Las, the North Wales NHS Charity . NHS staff organising healthcare promotional campaigns . All unregistered community and support groups . All registered companies, schools and religious bodies . All other organisations including Trade Unions
This guidance refers to collections and promotions. This description includes: . Fundraising initiatives using Collection Tins . Lottery and regular giving promotions . Raffle, tombola and product sales . Healthcare campaign promotions . NHS staff and patient support initiatives . Entertainment in public areas (this does not apply to entertainment on wards) . All other events and activities carried out to advertise or market an organisation or product
BCUHB USE OF PREMISES GUIDANCE
1. The BCUHB Use of Premises Code of Conduct must be adhered to by all charities and organisations that wish to organise a collection or promotion on BCUHB premises. The BCUHB Use of Premises Code of Conduct applies to all BCUHB staff members and registered BCUHB volunteers as well as all representatives of external charities and organisations.
2. ALL lead charity / organisation representatives* must sign up to the BCUHB Use of Premises Code of Conduct if they intend to: a) Use a ‘charity table’ and ‘stand’ on any BCUHB premises (herein referred to as a ‘promotions station’) b) Use a noticeboard, leaflet stand and semi-permanent (in position for longer than a one week period) pop-up stand or similar promotional tool on any BCUHB premises A signed BCUHB Use of Premises Code of Conduct is valid for two years. After two years the signatory must sign up again. *A lead charity / organisation representative is the person that is responsible for overseeing a collection or promotion on any given day. One organisation may have multiple lead representatives; all of these lead representatives must sign up to the BCUHB Use of Premises Code of Conduct.
3. The Code of Conduct aims to provide a standard of behaviour expected on all BCUHB premises. It is not, however, always appropriate to have charities and organisations holding collections and promotions on BCUHB premises. Ultimately, the decision to allow charities and organisations to collect / promote at hospital or BCUHB Health Centre lies with the specific Hospital / Health Centre’s Senior Management Team. The Hospital / Health Centre’s Senior Management Team reserve the right to refuse admittance to charities and organisations wishing to collect or promote.
2 4. All charity / organisation bookings for any collection and promotion activity must be recorded by the Hospital / Health Centre Charity Promotions Representative (see contacts for more details). All Code of Conduct registrations must be recorded on the Code of Conduct Registrations Record.
5. Should a patient, visitor or staff member wish to complain about a charity / organisation’s conduct whist they are collecting or promoting on BCUHB premises, the relevant Hospital / Health Centre Charity Promotions Representative and the Awyr Las Support Team should be notified (see contacts for more details). Patients and visitors will be encouraged to give all feedback about charities / organisations’ promotions via the BCUHB general enquires email address. The BCUHB Complaints Procedure must be followed at all times.
6. A minimum of 14 days’ notice is required when booking a collection or promotion on BCUHB premises. BCUHB reserves the right to cancel a pre-existing booking. BCUHB will aim to give a minimum of 7 days’ notice should a booking need to be cancelled.
7. A prioritisation and restriction directive aims to help ensure important healthcare promotions take precedent over all other activity: Priorities (highest to lowest) . NHS and Public Health Wales healthcare promotional campaigns . Recognised national campaigns** . Entertainment (BCUHB organised, in partnership with organisations) . Awyr Las, the North Wales NHS Charity . Recognised charities providing financial support for BCUHB services . Local hospices and recognised support groups . Other local registered charities . National charities and unregistered community groups . All registered companies **Recognised national campaigns: Poppy Appeal
Restrictions The following restrictions do not apply to NHS and Public Health Wales healthcare promotional campaigns, Awyr Las related activity or the Poppy Appeal: . Maximum of one collection / promotion every two weeks (unless given special approval by the BCUHB Head of Fundraising) . Maximum of 20 collections / promotions per year (unless given special approval by the BCUHB Head of Fundraising) . Permitted collection / promotion times: 11:00 to 15:00 . All charities / organisations must sign in with the General Office / Reception upon arrival and sign out on departure . All charities / organisations must declare the amount they have raised / made at the General Office / Reception before signing out on departure . Maximum of one charity / organisation permitted at a promotions station per day . Maximum of two persons from one charity / organisation permitted at a promotions station at one time . All non-charitable organisations must give a £75 donation to the Awyr Las Hearts and Minds Fund in advance of arriving at the Promotions Stand (N.B.
3 charities are not expected to give a £75 donation). Failure to give the donation will lead to the promotion being cancelled. A £75 donation must be given for every promotion day that a non-charitable organisation books.
8. Where possible, charities / organisations should be given the same given day when they are regularly booking (for example, Charity X is given every 1st Monday of the month).
9. The Code of Conduct outlines acceptable and unacceptable behaviour at a promotions station. All BCUHB members of staff are expected to adhere to the BCUHB Code of Conduct (WP6) when volunteering on BCUHB premises. Independent third party fundraisers, paid to carry out fundraising activity on behalf of a charity, are not permitted to operate on BCUHB premises under any circumstances.
10. Charity / Organisation leaflets and promotional posters may be permitted in a Hospital / Health Centre. All leaflet and poster distribution must be recorded by the Hospital / Health Centre Charity Promotions Representative on the Charity / Organisation booking register. When a charity / organisation receives permission to have promotional materials on display on BCUHB premises, the promotional materials must be displayed in an agreed location and taken down by the charity / organisation. Failure to make a request to have promotional materials on display may lead to a charity / organisation losing the right to hold a collection / promotion on BCUHB premises.
BCUHB USE OF PREMISES CONTACT
Useful Contacts: . Hospital / Health Centre Charity Promotions Representatives . General Office / Reception . Awyr Las Support Team . BCUHB Data Protection Officer
A list of the above useful contacts is available from the Awyr Las Support Team. Email: [email protected] Telephone: 01248 384395
BCUHB USE OF PREMISES SYSTEMS The following systems are used by the Awyr Las Support Team members and Hospital / Health Centre Charity Promotions Representatives. The responsibility for the maintenance of these systems lies with the BCUHB Head of Fundraising. . BCUHB Charity / Organisation Booking Register . BCUHB Code of Conduct Registrations Record
Appendices of Associated documentation: Appendix 1: Use of premises Code of Conduct (wording for partner charities / organisations agreement) Appendix 2: Code of Conduct Promotion (wording for noticeboards / information points on BCUHB premises)
4 BETSI CADAWALDR UNIVERSITY HEALTH BOARD (BCUHB) USE OF PREMISES CODE OF CONDUCT
This document provides general guidance for charities and organisations that wish to organise a collection or a promotion on BCUHB premises at any promotions station (charity or promotional table or stand).
Thank you for choosing to work in partnership with BCUHB.
1. You are kindly asked to adhere to this BCUHB Use of Premises Code of Conduct. Please note that the BCUHB Use of Premises Code of Conduct applies to all BCUHB staff members and registered BCUHB volunteers as well as all representatives of external charities / organisations.
2. You are asked to please ensure that a copy of this signed code of conduct is given to all people representing your charity or organisation (including Betsi Cadwaladr University Health Board staff) that are undertaking activity on BCUHB premises which is considered to be a collection / promotion.
3. You are respectfully reminded that the decision to allow charities and organisations to collect / promote at hospital or BCUHB Health Centre lies with the specific Hospital / Health Centre’s Senior Management Team. The Hospital / Health Centre’s Senior Management Team reserve the right to refuse permission to charities / organisations without giving the reason for refusal.
4. Please ensure that anyone undertaking fundraising activities on your behalf are acting in accordance with the Code of Fundraising Practice. All fundraising by means of lotteries, e.g. raffles, etc. need to comply with required licensing arrangements. All fundraising publicity has to state clearly which charity will benefit from money raised.
5. Your charity / organisation that’s carrying out a collection / promotion must have valid Public liability Insurance at the time of the collection / promotion. Your charity’s / organisation’s representatives must carry out their own risk assessments for the collection / promotion.
6. You are unfortunately not able to invite independent third party fundraisers, paid to carry out fundraising activity on behalf of a charity, on to BCUHB premises. Independent third party fundraisers are not permitted to operate on BCUHB premises under any circumstances.
7. Please remember that the monies collected / raised by a charity / organisation are the responsibility of your charity / organisation. BCUHB accepts no responsibility for these monies at any time. BCUHB also cannot take responsibility for or look after any bags that representatives from a charity / organisation may bring on BCUHB premises.
5 Booking to use BCUHB premises for a collection / promotion:
8. You are asked to provide a minimum of 14 days’ notice when booking a collection / promotion on BCUHB premises. BCUHB reserves the right to cancel a pre-existing booking, but BCUHB representatives will aim to give a minimum of 7 days’ notice should a booking need to be cancelled.
9. Please note that the following restrictions do apply to all charities and organisations except for NHS and Public Health Wales healthcare promotional campaigns, Awyr Las related activity or the Poppy Appeal: . Maximum of one collection / promotion every two weeks (unless given special approval by the BCUHB Head of Fundraising) . Maximum of 20 collections / promotions per year (unless given special approval by the BCUHB Head of Fundraising) . Permitted collection / promotion times: 11:00 to 15:00 . Maximum of two persons from one charity / organisation permitted at a promotions station at one time . All non-charitable organisations are asked to give a £75 donation to the Awyr Las Hearts and Minds Fund in advance of arriving at the Promotions Stand (N.B. charities are not expected to give a £75 donation). The promotion will be be cancelled should a non-charitable organisation not give this £75. This £75 donation must be given for every promotion day that a non-charitable organisation books in.
10. You may be permitted to distribute Charity / Organisation leaflets and promotional posters in a Hospital / Health Centre. You do need to make sure your leaflet and poster distribution is recorded by the Hospital / Health Centre Charity Promotions Representative on the Charity / Organisation booking register. When your charity / organisation receives permission to have promotional materials on display on BCUHB premises, please ensure the promotional materials are displayed in an agreed location and taken down by your charity / organisation. Your charity / organisation may lose the right to hold a collection / promotion on BCUHB premises if you do not receive permission to have promotional materials on display.
On the day of a collection / promotion:
11. Please ensure your charity / organisation representatives report to the Hospital / Health Centre’s General Office / Reception. Please ask your representatives to sign in and receive a safety brief before any activity commences. You are asked to make sure your charity / organisation representatives bring valid photo identification (passport / driving licence / NHS staff identification badge) with them.
12. Your charity / organisation representatives need to bring evidence of this signed Code of Conduct form or a valid charity / organisation identification. Unfortunately, anyone without the required identification will be denied permission to take part in the collection / promotion.
13. Your charity / organisation representatives under 18 years old will need to be accompanied by an adult.
6 14. You are asked to declare the funds raised / made (including number of regular giving or lottery registrations made) by your charity / organisation to the General Office / Reception at the end of a collection / promotion. Please note that your charity / organisation may be refused future collections / promotions if you do not declare your income.
15. Your charity / organisation representatives are required to sign out on departure with the General Office / Reception.
Please ensure all representatives from your charity / organisation are aware of what is deemed acceptable activity and behaviour:
16. Representatives of a charity / organisation are expected to be courteous at all times.
17. No activity may be undertaken in such a manner that is likely to harass, inconvenience or annoy any person or impede someone’s movement at any time.
18. You’re not permitted to ‘shake’ collection buckets.
19. No physical contact can be made with anyone that is not connected to the activity.
20. All of your charity / organisation’s representatives are expected to remain behind or next to a promotion station. You should not approach patients, visitors or staff members.
21. Your charity’s / organisation’s representatives are not permitted to raise their voices to attract attention whilst at a promotions station.
22. BCUHB operates a strict alcohol and drugs policy. If your charity / organisation’s representatives are under the influence of drink or drugs they will be removed from the promotions station and any future applications from your charity / organisation will be refused.
23. It is the responsibility of your representatives to remove all waste generated as a result of your collection / promotion.
24. On the day of a collection / promotion, BCUHB reserves the right to ask your charity / organisation to vacate from the premises, should it become necessary due to operational requirements or should your representatives fail to act in a manner satisfactory to BCUHB.
7 Please sign this declaration:
I can confirm that I have read the BCUHB Use of Premises Code of Conduct. I agree to abide by all the points set out in the Code of Conduct. I understand that if I do not comply with all aspects of the Code of Conduct the charity / organisation I am representing may not be able to hold future collections / promotions on BCUHB premises.
1. I declare that the information given on this form is correct and complete. 2. I understand by providing this information I am a lead representative for the charity / organisation I am representing. I understand that it is my responsibility to make all volunteers / staff involved in the collection / promotion I am leading aware of all of the points set out in this Code of Conduct.
Please note that the information you provide will be held on BCUHB’s Code of Conduct Registrations Record in accordance with the Betsi Cadwaladr University Health Board data protection policy. Your information will also be held on the BCUHB Charity / Organisation Booking Register. If you have any queries concerning data protection, please contact the BCUHB Data Protection Officer using the contact details below.
Name: Signature: Date of signature: Charity / Organisation: Email: Telephone:
OFFICE USE ONLY Expiration date (2 years after date of signature): Received by (name and title): Location (Hospital / Health Centre):
Useful Contacts: . Hospital / Health Centre Charity Promotions Representatives . General Office / Reception . Awyr Las Support Team . BCUHB Data Protection Officer
A list of the above useful contacts is available from the Awyr Las Support Team. Email: [email protected] Telephone: 01248 384395
If you have any questions about anything in this Code of Conduct please contact the Awyr Las Support Team.
8 Code of Conduct Promotion
The Betsi Cadwaladr University Health Board is proud to work in partnership with some fantastic local and national charities and organisations. You may see staff and volunteer representatives from some of these charities and organisations, or our own NHS Charity, Awyr Las, here today.
All partner charities and organisations have registered with us to promote their services on these premises. The representatives from our partner charities and organisations have all signed up to our code of conduct, to guarantee that their presence is positive for everyone coming here today.
Please do get in touch if you would like to share your experiences of meeting the representatives from our partner charities and organisations, or NHS staff and volunteers representing our charity, Awyr Las. We would love to hear all of your feedback! Email us at [email protected] with your comments.
9 9 CF20/07 Legacy Strategy 1 CF20 07.docx
1
Charitable Funds Committee Report
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Legacy Strategy Update Report March 2020 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director Of Finance Responsible Director: Awdur yr Adroddiad Kirsty Thomson, Head of Fundraising Report Author: Craffu blaenorol: No prior scrutiny Prior Scrutiny: Atodiadau Appendix 1: Revised Legacy Strategy Overview Appendices: Argymhelliad / Recommendation: The Committee is asked to note the report. Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad ✓ Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For For For Decision/ Discussion Assurance Information Approval Sefyllfa / Situation: The purpose of this report is to provide the Charitable Funds Committee with an update on plans outlined in the Awyr Las Legacy Strategy 2018/21.
Cefndir / Background: The Awyr Las Legacy Strategy 2018/21was presented to the Charitable Funds Committee in December 2018. This document has been revised for approval from the Charitable Funds Committee, with revised targets and dates for completion included within it. See Appendix 1. Asesiad / Assessment & Analysis 2
Strategy Implications
This Update Report outlines the work carried out by the Awyr Las Support Team (ALST) to promote legacy giving to healthcare service. This work is underpinned by the Awyr Las Strategy, see https://awyrlas.org.uk/content/downloads/The-Awyr-Las-Strategy-2016-to-2021.pdf .
Financial Implications
All legacy giving activity is included in the main Awyr Las Marketing budget, which is currently underspent.
Risk Analysis
Current Included Risk on Rating BCUHB What Existing (High / Main Risk could Control Medium / Action Risk Challenge Associated happen? Measures Low) Required Register Internal silo Lack of working and promotion in lack of our hospitals, People interest which would don't know Increase from be targeting they can Regular meetings, frontline those most leave a meetings visual tools in staff and lilkely to want legacy gift, with wards and people to leave a gift so legacy frontline departments within in their donations staff and to promote BCUHB legacy decrease others Medium legacies No
Lack of information on how Lack of Increased legacy gifts interest and number of make a No clarity on trust from platforms difference - what potential on which the donations will supporters. people can necessary fund (lacking No read about case for important significant legacy Regularly support to messaging, donations. giving (e.g. update and engage for example Legacy social share content potential £50 could giving will media, on legacy supporters fund X) stall. intranet) Medium giving No 3
People don't want to give Lack of trust significant Miss out on in the donations in significant 1:1s with organisation their wills. donations As above. High solicitors No Regular budget & work schedule Continue to Insufficient monitoring, monitor capacity to KPIs aren't Regular progress and manage met and 1:1s & update legacy Unable to agreed reporting Charitable marketing execute timetables with ALST Funds campaign plans slip members. Medium Committee No
Legal and Compliance
Complying with Regulation and Best Practice Local solicitors Breese Gwyndaf continue to offer their expertise and guidance on a pro bono basis to ensure all wording used on legacy promotions and information packs is in line with current regulation and to ensure best practice is followed at all times. All new materials are compliant with the new Fundraising Regulator Code of Fundraising Practice.
1. ACTIONS FOR MARCH - JUNE: I. Send survey to solicitors, monitor return rate, evaluate responses II. Complete film and new leaflet & issue on web and include in basic internal communications III. Cleanse Awyr Las data to segment in preparation for a mass mailing in September IV. Hold a minimum of 5 x 1:1 meetings with solicitors V. Complete plan for the first Awyr Las legacy month, due to be held in 2021
Impact Assessment
All legacy materials are produced bilingually and all electronic materials can be printed off and sent to those who cannot access a computer.
Board and Committee Report Template V1.0 December 2019.docx 1 CF20 07 Appendix 1.docx
The Awyr Las Legacy Strategy Overview 2018/21 Version 2, Revised March 2020
1. Background The Awyr Las Support Team has been working with solicitors and fundraising professionals to determine how legacy giving should be promoted to potential legators. The following points have been considered when drawing up this legacy marketing strategy: In 2000 Smee & Ford’s annual legacy trends showed 87% of legacies were from females – now 60% are from women and 40% are from men. Legators have changed from being almost exclusively single females to typical baby boomers. Legacies are driven by personal experience and a legacy has never been a spontaneous gift – it is thought about sometimes for decades, until an individual decides to write their will Clear barriers to legacy giving through the charity currently exist because of: a lack of trust in BCUHB; people are unaware that giving to hospital services is possible; people are unclear of how their legacy will help make a real difference; increased competition from other charities that demonstrate greater urgency, need and clarity on its outcomes and future ambitions Legacy marketing must include: infographics which will resonate for much longer and strong and urgent, inspiring ambitions which can be achieved with the help of legators. Bequest marketing is much more about inspiration than it is about wills and codicils. Legacy giving must be targeted primarily to those in their mid-to late sixties when making their final wills, and service users Direct selling of bequests is unlikely to work; donors should feel it’s a decision they have made themselves. Nonetheless, the Awyr Las Support Team (ALST) needs to make sure that bequests are spoken of and referred to frequently in multiple communications According to NCVO legacies represent 14% of all fundraised income by UK Charities. Across the largest charities ranked by legacy income, gifts in wills account for 27% of fundraised income.
2. Context As the below figures show, Awyr Las has traditionally relied heavily on legacy gifts in comparison to other charities. Whilst Awyr Las needs to diversify its income streams, it nevertheless needs to ensure that legacy gifts can be maximized.
Legacies as a % of Year Total income Total legacy income total income 2011/12 £2,836,000 £1,591,000 56 2012/13 £2,123,000 £904,000 43 2013/14 £3,092,000 £1,667,000 54 2014/15 £2,436,000 £725,000 30 2015/16 £3,300,000 £1,661,000 50 2016/17 £2,555,000 £969,000 38 2017/18 £2,483,000 £991,215 40
1 During October and November a small group of NHS staff, Awyr Las supporters, marketing professionals and solicitors with experience in Will writing were asked to contribute to discussions on Awyr Las’ legacy marketing plans. Some interesting insights from these discussions have informed the legacy marketing plan: A. People were surprised to hear that not all legacy donations would be classed as ‘significant’ amounts. There was a perception that only the wealthy leave legacy gifts to charity which highlighted the fact that promotions should explain that legacies of all amounts can make a difference.
Year Total legacy Number of Average legacy Largest legacy No. of legacies income legacy gifts amount under £10,000 2015/16 £1,398,441 66 £21,188 £439,720 45 2016/17 £997,522 84 £11,875 £120,000 57 2017/18 £991,215 62 £15,987 £500,000 44
B. The current legacy leaflet serves a purpose but is too generic. It was felt that different messages need to be used for different age groups and target audiences. For older people using hospital services the message could be focused on making them consider the positive experience they had.
C. Those involved in the discussions understood the need to help ensure legacy gifts can be as unrestricted as possible, but noted that only 20% of legacies given from 2015-2018 were given to a hospital general fund. The other 80% have been given to specific wards and departments. The important message appears to be the need to ensure confidence in being able to give to a specific department, particularly because as Awyr Las’ legacy donations are reducing in number and size, some partner charities that support NHS services are reporting that they are receiving increasing numbers of legacy donations.
A promotion to highlight all the recent legacy gifts and the impact of them is becoming a main focus of the new website. It’s focusing on the message: They gave back because they were looking forward (looking forward in two different ways: feeling good at the prospect of their families and friends benefitting from good care and thinking of the future by ensuring good care for other local people).
D. Some NHS staff spoke of feeling uneasy when they see targeted promotions about legacy giving. In order to reduce the stigma around speaking about legacies, the Awyr Las Support Team is setting up targeted campaigns to make all NHS staff more aware of legacy giving to reduce the discomfort that some people feel when it is discussed. The message for this audience is: You consider your legacy every day, so do your patients.
E. Videos for use in staff meetings, on social media and in public presentations are being developed so they can easily be shared and played to help more people share the message about giving back through remembering a healthcare service in a will. A short video with this message is being planned: Remember your favourite nurses, a special doctor or surgeon? Why not remember the healthcare service close to your heart in your will.
2 3. Legacy Marketing Plan
Key audiences: NHS Staff (as advocates, not necessarily NHS volunteers legators themselves) Patients and visitors Target age groups (50+)
Solicitors (as advocates, not necessarily Target age group influencers (late teens early legators themselves) 20s)
Key marketing methods:
Leaflets and Posters (distribution Mailing and telethon channels essential) All presentations & meetings Specific legacy events
Social Media Press coverage
Website (drive audiences to it) Surveying
2018/19 Audience Method Responsibility Date of completion All Review website copy & video Head of Fundraising March 2019 All Revised leaflet & posters Head of Fundraising March 2019 Solicitors Mass mailing FSMs March 2019 Solicitors Event (with Gwynedd Head of Fundraising March 2019 Law Society)
2019/20 Audience Method Responsibility Date of completion NHS Staff Surveying FSMs September 2019 Target aged Group and Assoc. mailing FSMs March 2020
2020/21 Audience Method Responsibility Date of completion Solicitors Mass mailing and event FSMs December 2020 NHS Staff Surveying FSMs December 2020 NHS Staff Video in meetings Head of Fundraising December 2020 Target aged Group and Assoc. mailing FSMs December 2020 Patients Specific healthcare area Head of Fundraising March 2021 new legacy appeal All Review website copy Head of Fundraising March 2021
3 4. KPIs I. Social media: minimum one reference to legacy giving per month II. Press coverage: minimum one press release with a legacy giving story issued per quarter III. Meet above timetable
5. Monitoring and Evaluation I. Increase in request for legacy packs / information and reason for choosing to leave a legacy II. Interest in specific legacy events III. Feedback from surveys / discussions with solicitors and supporters
6. Complying with Regulation and Best Practice Local solicitors Breese Gwyndaf continue to offer their expertise and guidance on a pro bono basis to ensure all wording used on legacy promotions and information packs is in line with current regulation and to ensure best practice is followed at all times.
7. Budget The planned activity will be funded through the existing agreed fundraising budget.
4 10 CF20/08 Charity Risk Register 1 CF20 08.docx
.
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Charity Risk Register Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau Appendix 1: Risk Register Appendices: Argymhelliad / Recommendation: The Committee is asked to review and note the report.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For For For Decision/ Discussion Assurance Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds. This includes overseeing the risks of the charity.
Cefndir / Background: The charity’s risks have all been entered onto the Health Board’s Datix system, mirroring that of the Health Board.
As agreed at the Charitable Funds Committee meeting in March 2019, the full charity risk register will be brought to the Committee on a yearly basis. This will be added to the Committee Cycle of Business for review every March. In intervening Committee meetings only red rated risks will be brought to the Committee for review.
Asesiad / Assessment: Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications Not applicable.
Risk Analysis There are currently eight risks recorded for the charity. None of these are red rated. The details of each these risks is included in Appendix 1. 1 Legal And Compliance Not applicable.
Impact Assessment Not applicable.
2 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 04/09/2018 CFRR01 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Fundraising Target Risk Date: There is a risk of non-compliance with fundraising regulations.
This could be due to: 1. Involvement with third parties. 2. Not being aware of all the fundraising taking place in the charity’s name. 3. Lack of resources meaning basic processes are not in place. 4. New regulations which the charity is not aware of.
The impact of this could be damage to the charity’s reputation and potential investigation/fine by the Fundraising Regulator.
18 Impact Likelihood Score 16 Initial Risk Rating 4 4 16 14 Current Risk Rating 4 3 12 12 Target Risk Score 4 2 8 10 8 6 Movement in 4 No Change 2 Current Risk Rating 0 since last presented 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 to Board in (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The Joint Working Protocol, which has established the need for 1. Establish a marketing materials and stewardship plan to be signed Joint Working Agreements (JWA) for all relationships with third reviewed by the BCUHB Data Protection Officer to provide parties in order to clearly set out the terms and expectations of the assurance that the new legislation is being met. All new or relationship. different engagement projects must be check by a Fundraising
3 Appendix 1 – Risk Register
Regulator representative to ensure all activity complies with 2. The Charity Support Team maintains a log of fundraising that is GDPR and Fundraising Regulation. taking place in the Charity’s name. 2. Ensure that all new third party relationships have a signed 3. The Fundraising Support team is working towards set targets for Joint Working Agreement (or Memorandum of Understanding if ensuring basic processes are in place. more appropriate).
4. The Charity Strategy provides the direction for the Charity and 3. Continue to establish and maintain good communication is crucial for informing what its priorities are and where fundraising links with staff, the public and donors so that everyone is aware of efforts should be directed. the need to seek approval from the Charity for any fundraising being undertaken in its name. 5. The Charity is a member of the Association of NHS Charities which provides updates on new legislation and regulations that may impact the Charity.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
4 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR02 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Fund Advisors Target Risk Date: There is a risk that the charity’s Fund Advisors are unaware of their role and responsibilities.
This could be due to: 1. Lack of training. 2. Lack of understanding of a Charity and the appropriate rules and regulations.
The impact of this could be that the charity’s funds are not spent or not spent in accordance with its objectives.
14 Impact Likelihood Score 12 Initial Risk Rating 3 4 12 Current Risk Rating 3 3 9 10 Target Risk Score 3 2 6 8 6 4 Movement in Current 2 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. A Fund Advisor Handbook was developed and issued to all 1. A new online Accountability Agreement system is being Fund Advisors, to provide guidance and support in discharging established for 2020/21 Accountability Agreements and budget their responsibilities. plans.
2. Fund Advisor training days are held at various dates 2. The Fundraising Team needs to undertake further work to throughout the year. engage with Fund Advisors of the lesser active funds to help
5 Appendix 1 – Risk Register
establish expenditure plans for the future. Fund Advisors need to 3. An Accountability Agreement for all Fund Advisors was be aware that funds should be used and they need to be clear and established to ensure that roles and responsibilities are understood transparent about their plans. and accepted. 3. Training sessions for Fund Advisors set up for 2020/21. 4. The Handbook includes a requirement for all Fund Advisors to undertake an Annual Review of their fund and prepare an expenditure plan.
5. A review of dormant funds is under taken every year. Funds that are not being utilised and do not have future expenditure plans in place are referred to divisional management teams.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
6 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR03 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Appeals Target Risk Date: There is a risk that the charity is unable to identify a potential major Appeal.
This could be due to: 1. Lack of detailed information about the priorities for charitable support.
2. The geography of BCU making it difficult to identify one appeal for the whole Health Board.
The impact of this could be that the charity does not undertake a major appeal and loses out on potential income.
14 Impact Likelihood Score 12 Initial Risk Rating 3 4 12 Current Risk Rating 3 2 6 10 Target Risk Score 3 2 6 8 6 4 Movement in Current 2 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The Charity Support Team reviews the unfunded requests 1. Campaign leads are now in place and Business Plans are submitted to voluntary organisations and also those on the capital being developed. register.
7 Appendix 1 – Risk Register
2. The Annual Review section in the Accountability Agreement requires Fund Advisors to formally document their priorities and identify any future fundraising that may be required.
3. Initial engagement with the Planning Team has taken place to help align the priorities of the charity with those of the Health Board.
4. Discussions of the Health Board as Trustee have identified four key priority areas (Mental Health, Older People, Younger People and Cancer Care) as key strategic priorities for the charity. Projects aligned to these areas will be a focus for the charity over the next year.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
8 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR04 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Staff Engagement Target Risk Date: There is a risk that staff are disengaged, or unaware of the charity.
This could be due to: 1. Lack of training. 2. The size of the Health Board making it difficult to communicate messages. 3. Negative media impacting on their opinion of the charity. 4. Difficulty with placing orders.
The impact of this could be that staff do not positively promote the Charity with patients and potential donors and it loses out on potential income.
14 Impact Likelihood Score 12 Initial Risk Rating 3 4 12 Current Risk Rating 3 3 9 10 Target Risk Score 3 2 6 8 6 4 Movement in Current 2 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The introduction of the Charitable Funds Advisory Group 1. A network of Charity Champions at ward, department or has allowed front line staff to become involved in decision making locality level is being established to aid the promotion of the on charitable expenditure. Charity and the work that it is doing.
9 Appendix 1 – Risk Register
2. The Fund Advisor Handbook highlights to Fund Advisors 2. Staff communications will be issued around the charity's that they have a key role to play in promoting the benefits of the Annual Report to help inform staff of the work that the charity does charity. This is reinforced through the Fund Advisor training days. and how they can become involved.
3. An action plan for staff engagement, including working with 3. A Staff Lottery, due to be launched in 2020/21, aims to assist Workforce & Organisational Development and the with staff engagement and communicating key messages more Communications team has been developed as part of the effectively. Communication Strategy.
4. The use of social media has been increased and used to promote good news stories about the charity, as well as responding to any negative media coverage.
5. A process for ordering items not available on Oracle has been agreed with Procurement, to ensure that staff can order the items that they want, whilst still complying with Procurement procedures and maintaining an audit trail.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
10 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR05 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Investments Target Risk Date: There is a risk that the investment portfolio falls significantly in value.
This could be due to: 1. Changes in the markets or economy. 2. Poor performance from the investment managers.
The impact of this could be that a severe impairment to the charity’s ability to support future projects.
9 Impact Likelihood Score 8 Initial Risk Rating 4 2 8 7 Current Risk Rating 4 2 8 6 Target Risk Score 3 2 6 5 4 3 Movement in Current 2 No Change 1 Risk Rating since last 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The charity’s investment portfolio is monitored on a monthly 1. Monitoring of investments and the portfolio performance basis by the Charity Support Team and on a quarterly basis by the needs to be a continual process. The investment policy needs to Charitable Funds Committee. be reviewed in light of the income and capital needs of the charity for the short to medium term.
11 Appendix 1 – Risk Register
2. The investment policy is reviewed by the Committee on an annual basis, in conjunction with the Investment Managers, to ensure it remains relevant to the charity’s long term strategy.
3. The Investment Managers attend Committee meetings on an annual basis, but are available to answer any issues raised throughout the year.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
12 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR06 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Financial Target Risk Date: There is a risk that the charity does not have sufficient reserves to support the projects it wishes to.
This could be due to: 1. Reduction in the income to the charity, 2. Approval of expenditure above the level of resources available.
The impact of this could be that a severe impairment to the charity’s ability to support future projects.
7 Impact Likelihood Score 6 Initial Risk Rating 3 2 6 Current Risk Rating 3 2 6 5 Target Risk Score 3 1 3 4 3 2 Movement in Current 1 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. Funds available are monitored through the Reserves Policy, 1. Further work needs to be done to establish income plans in which is updated and reviewed by the Committee on an annual order to develop new and different income streams. basis. 2. A Staff Lottery is being launched in 2020/21 with the 2. The level of reserves is monitored against the target and intention of increasing undesignated income to help fund small and reported to the Committee on a quarterly basis.
13 Appendix 1 – Risk Register
medium sized applications for funding from priority services, which 3. Individual funds are checked to ensure there is enough don’t traditionally receive charitable funding. monies available before any expenditure is approved from them.
4. Available General Funds are monitored closely and reported to the Committee on a quarterly basis.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
14 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR07 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Use of Technology Target Risk Date: There is a risk that the charity is not using technology as effectively as possible.
This could be due to: 1. Lack of resources meaning the basics are not in place. 2. Lack of expertise.
The impact of this could be a lack of engagement with donors.
9 Impact Likelihood Score 8 Initial Risk Rating 2 4 8 7 Current Risk Rating 2 3 6 6 Target Risk Score 2 2 4 5 4 3 2 Movement in Current 1 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The charity’s internet site is being redeveloped. Much of this 1. Further developments to the internet site are required to is now live, although there are some sections that require further allow the charity to significantly improve its engagement with development. donors, volunteers and staff, whilst providing a platform for the promotion of events and social media streams.
15 Appendix 1 – Risk Register
2. The Communications Strategy includes specific actions 2. A member of the Awyr Las Fundraising Section will be around social media to engage widely with the population of North responsible for Data and Digital from March 2020. Having a Wales. dedicated point person for digital and data projects will enable the team to improve use of existing resources and trial new 3. New ways of donating, via text giving, Facebook and technology. debit/credit card have been introduced to maximise the use of technology in this area.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
16 Appendix 1 – Risk Register
Director Lead: Executive Director of Finance Date Opened: 05/09/2018 CFRR08 Assuring Committee: Charitable Funds Committee Date Last Reviewed: 29/01/2020 Risk: Reputation Target Risk Date: There is a risk that the charity's reputation is damaged.
This could be due to: 1. Adverse publicity in the media. 2. Disagreement with a funding decision among donors/supporters/the public.
The impact of this could be a reduction in the income that the charity receives.
10 Impact Likelihood Score Initial Risk Rating 3 3 9 8 Current Risk Rating 3 3 9 Target Risk Score 3 2 6 6
4 Movement in Current 2 Risk Rating since last No Change 0 presented to Board in 23/08/2018 23/11/2018 23/02/2019 23/05/2019 23/08/2019 23/11/2019 (date)
Initial Current Target
Controls in place Further action to achieve target risk score 1. The charity's Fund Advisors make decisions on how funds 1. Regular updates on grant making need to be maintained on the should be spent, so involving front line staff in decision making. charity's internet site and social media to continue to improve engagement with staff, donors and the public. 2. The use of the charity's social media platforms has increased and is used to promote good news stories about the charity, as 2. Consideration needs to be made of the public and donor view in well as responding to negative media coverage. all funding decisions, to ensure that grants awarded would pass
17 Appendix 1 – Risk Register
the ‘Daily Mail test’, as recommended by the Association of NHS 3. There is an external audit and sign off of the charity's accounts Charities. and annual report by Wales Audit Office. 3. Improvements are being made to the funding application form to 4. Regular reporting of any complaints received to the Charitable ensure that it allows applicants to clearly identify the impact that Funds Committee, so that they can be monitored and assurance the grant will have for patients. This will help to support funding given that actions have been taken to address them. decisions.
Assurances Links to Wales Audit Office Strategic Goals Principal Risks Special Charity Commission Measures Theme 8 Not Applicable Not Applicable
18 11 CF20/09 Rothschild Portfolio Report: Report to 31st December 2019 1 CF20 09 Appendix 1.pdf
BCUHB Q4 2019 Portfolio Report
December 2019 Contents
Sections 1 Executive summary – Investment report to 31st December 2019 1 2 Investment approach for the BCUHB portfolio 5 3 The portfolio 7 4 Important information 12 1 Executive summary – Investment report to 31st December 2019 1. Executive summary – Investment report to 31st December 2019 Current portfolio positioning
An overview for Q4 2019
⚫ The key objective of the portfolio is to preserve and grow its value in ‘real’ terms, in order to continue to support charitable distributions over the long term.
⚫ A ‘Balanced’ portfolio is intended to achieve steady growth over the long term through a diversified approach to investment. Attention is paid to avoiding the worst of the downside and capturing some but not all of the upside of financial market returns. Capital preservation in real terms over a long time horizon is the primary objective, and some volatility is acceptable in order to achieve this.
⚫ 2019 proved to be rather a vintage year, with most major asset classes delivering double-digit returns. Global equity markets moved to new highs; most notably the US market had its best calendar year return since 2013 and the MSCI World all-countries index had its best year since 2009, driven by a combination of favourable base effects, receding trade tensions and an improving economic outlook. The BCUHB portfolio performed strongly appreciating +3.30% in Q4 bringing full year (2019) returns to +14.89% to the 31st December 2019.
⚫ As we entered the final months of the year, the economic backdrop appeared to stabilise; the labour market data continued to improve, consumer sentiment, US housing and construction data all rebounded, supported by more lenient monetary policy. The obvious weak spot globally remains the manufacturing sector, where recent Purchasing Managers Indices (surveys of business sentiment) still point to widespread weakness. Those persistent industrial headwinds were most visible in the case of Germany, but even there a technical recession was narrowly avoided in the third quarter (the latest for which we have full data). Meanwhile, China’s glacial economic ‘soft-landing’ continued: The economy expanded at its slowest pace in nearly three decades in the third quarter but remained on track to reach its full year growth target of 6% – in dollar terms, this still equates to additional output the size of the Indian economy every four years.
⚫ Perhaps the most unexpected feature at the start of 2019 would have been more accommodative monetary policy – which currently seems set to continue for an extended period. The US Federal Reserve (Fed) cut interest rates three times and has signalled that it will remain on hold unless inflationary pressures build. Despite dovish demands from a vocal President Trump – more Quantitative Easing, lower rates and a weaker dollar - the Fed remains resolute and independent. The European Central Bank (ECB) too has cut rates once again, resumed its asset purchases programme and introduced tiered deposit rates for banks – widely seen as an indication of ‘lower for longer’. Christine Lagarde, widely welcomed as Mario Draghi’s replacement at the helm of the ECB, seems unlikely to radically change the policy setting, although she is seeking greater political and environmental engagement.
⚫ US impeachment proceedings gathered pace in December, with the House of Representatives voting to impeach President Trump on two counts. The next phase of the impeachment process will see the Republican-controlled Senate hold a trial, but the requisite two-thirds majority required for a conviction is a likely insurmountable hurdle. Meanwhile, political deadlock in the UK has now abated. The Conservatives’ victory has removed the prospect of a less business-friendly party taking office, while at the same timing lifting some of the Brexit uncertainty: the UK will now leave the EU on 31st January, with a transition period of at least eleven months. The PM’s expansionary fiscal policy agenda further confirms an end to “austerity” and could herald a shift to more centrist domestic politics.
⚫ In short, we believe that the long term projected returns we should expect to receive should remain comfortably above prospective inflation rates. We also consider that whilst the global economy may be slowing, it is still not collapsing, which suggests we should not yet be poised for a more dramatic reversal in profits.
⚫ Overall, the portfolio maintains a solid allocation of 70.8% to ‘return’ assets. We continue to expect these assets to drive long-term performance, but, they are also likely to be volatile over shorter periods. The portfolio remains focused on the selection of high quality businesses and funds that are trading at valuations, which we believe should enable attractive forward returns over the long term. The ‘return’ assets continued to perform positively in Q4 2019.
⚫ The portfolio continues to maintain a notable allocation of 29.2% to ‘diversifying’ assets - these assets are included to provide real diversification and protection in difficult market conditions. By way of reminder, the diversifying assets in the portfolio are primarily held to protect against a pronounced and protracted market sell-off.
2 1. Executive summary – Investment report to 31st December 2019 Portfolio update – Q4 2019 Below we have provided an overview of the portfolio’s performance and changes made within the portfolio over the course of the fourth quarter of 2019
Portfolio changes – Q4 2019 • Ashtead, and its other large competitor (United • The strongest performance over the quarter came Rentals), generate almost as much revenue from Ryanair. Having topped up our holding in the New positions between them as the next 98 competitors third quarter (believing the position was combined, allowing them to buy their equipment at undervalued) we were rewarded for our conviction Fox Corporation Return - Special Sit Oct Euro Stoxx 50 R Put 3100 - Dec 2020 Diversifier Nov lower prices than smaller competitors. Their high as its share price returned +38.6% in the fourth Ashtead Return - Special Sit Dec density of branches means they benefit from quarter. This strong performance now exceeded S&P 500 Put 2800 - Dec 2020 Diversifier Dec sharing equipment, on-the-road mechanics and our desired weighting and as a result we reduced delivery trucks, improving their customer our position size. Increases experience and operational efficiency, which cannot be matched by smaller firms with fewer • Given the continued strength in equity markets, the Fox Corporation Return - Special Sit Oct Diversifying positions, designed to protect portfolios Okura Diversifier Dec locations. We believe the business has a long growth runway, as customers continue to switch in a downturn, detracted from performance as we Decreases from owning to renting equipment, and others move would expect. We continue to believe that the their business from competitors to Ashtead. Diversifying assets constitute an important part of R&CoWM Investment Grade Bond Fund Diversifier Oct the portfolio and will help to protect and preserve Ryanair Return - Special Sit Oct • On the Diversifying side of the portfolio, we added value in challenging market environments. two new put option warrants during this period. The strength of equity markets through the year had Portfolio activity – Q4 2019 pushed our existing puts further away from their strike prices, reducing our level of protection. At the same time, the prices of this form of portfolio • In addition to resizing our position in Ryanair this protection remained reasonable so we deemed it quarter, we increased our investment in Fox. prudent to increase our allocation. The two new Following our initial purchase in 2019, we positions are linked to the S&P 500 and EuroStoxx continued our research into the company which 50 indices and expire in December 2020. reinforced our confidence in its long-term business model. Given the attractive share price, coupled with our increased conviction, we have added to Performance contributors – Q4 2019 this position across client portfolios. • New positions: We also added a new position to • The Return assets within the portfolio performed the portfolio, Ashtead, an equipment rental firm. particularly strongly over the course of the year While equipment rental companies may offer (+24.5%) driven largely by stellar returns from some similar services, we believe Ashtead holds the of the single equity positions (Cable One +82.6%, competitive advantage over smaller companies Moody’s +71.0% and S&P Global +62.0%). due to its scale.
3 1. Executive summary – Investment report to 31st December 2019 Our investment view
Slower growth, revived trade tension. But slowdown remains moderate, and policy is lenient
Impeachment is set to fail, and the Democrats are in disarray: a second term is Trump’s to lose in November. But he remains TRUMP unpredictable: a partial trade deal with China may be at hand, but his Middle East strategy is in disarray after his intervention over Iran. US political dysfunction will continue – but the Fed will continue to offer some monetary insurance
Iran, renewed belligerence in North Korea, Hong Kong, Venezuela’s predicament, sustainability issues - all are unsettling. But GEOPOLITICS their economic impact may be manageable, and at least the risk of a resurgence in collectivism seems to be fading, as is
European populism. Environmental concerns may be moving centre stage instead POLITICS The risk of a no-deal Brexit has been pushed back at least until end-2020, and UK domestic political risk has receded with the EUROPE decisive election result. Macron continues to pursue both French liberalisation and EU integration, and with more success than he is credited. The euro economy may be among the weakest, but the ECB, like the Fed, is offering some support
Data are still consistent with a gradual slowdown, and even a partial trade deal would mute the risk of a more dramatic CHINA outcome. The government is using its monetary and fiscal flexibility, but still has plenty in reserve. The cheaper renminbi has helped – though it was not intentional, whatever Mr Trump said. We see China’s debt as remaining a largely domestic issue
The Fed cut rates three times in 2019 to reduce trade-related and other cyclical risks. It may be on hold now, but the chances INTEREST RATES of any rebound in 2020 are slim: policy will remain supportive. The ECB is delivering ongoing stimulus via its 2019 rate cut
and resumed bond purchases; the BoJ plans to remain accommodative; but the Bank of England will likely stay more neutral ECONOMY Data remain patchy, but the manufacturing-led slowdown still looks to be bottoming out. The US expansion likely became the BUSINESS CYCLE longest ever in the summer, but consumers still have fuel in the tank. Risks are most focused on German manufacturing, and the UK (Brexit-related inventory cycles blur the picture). Generally, there is still no obvious need for a bigger retrenchment
Stocks have hit new highs, and some recent good news is priced in. But profitability remains healthy, and valuations VALUATIONS unremarkable: stocks are still the most likely asset to deliver long-term inflation-beating returns. Bonds by contrast still remain prohibitively expensive, with most yields well below even today’s subdued inflation rates
Implied volatility remains – unsurprisingly – low, despite the economic slowdown and unresolved trade issues: friendly MARKET monetary policy continues to keep many derivatives cheap. Until monetary policy changes course we expect such prices to MARKETS DYNAMICS trend at low levels, making derivatives a more cost-effective form of portfolio insurance than bonds, for example
KEY
OPTIMISM Changing view: Source: Rothschild & Co OPTIMISM ► NEUTRAL NEUTRAL VIEW Changing view: CAUTION NEUTRAL ► OPTIMISM 4 2 Investment approach for the BCUHB portfolio 2. Investment approach for the BCUHB portfolio Our understanding We have summarised our understanding of the investment approach for the BCUHB charitable portfolio, based on our meetings and discussion
⚫ Charity details: The Betsi Cadwaladr University Health Board charity is a UK registered NHS charity covering the whole of North Wales. The overall objective of the charity is to provide additional support for the benefit of staff and patients within the Betsi Cadwaladr University Health Board, in accordance Background with the wishes of donors. ⚫ Source of wealth: Donations and fundraising, legacies and investment income.
⚫ Attitude to the charity assets: The Trustees aim to maintain and, if possible enhance the real value of the invested funds. Diversification is important, as is the minimisation of losses.
⚫ Income: There is no specific income requirement from the investment portfolio, although this will depend on the generation of new funds and expenditure commitments. Income and Tax A “Balanced” portfolio is ⚫ Tax: As a registered charity, the fund is not subject to income tax or CGT. VAT payable on intended to achieve steady investment management fees can be reclaimed back by the charity. growth over the long term through a diversified ⚫ Return: The Trustees wish to preserve and grow the real value (after inflation) of the portfolio and to approach to investment. generate a balance of capital growth and income. Attention is paid to avoiding Return objective and ⚫ Risk: The Trustees agreed to adopt a ‘balanced’ portfolio strategy following the meeting in July 2015. the worst of the downside and capturing some but not risk ⚫ Time Horizon: Long-term time horizon (10 years+). all of the upside of financial ⚫ Ongoing: We recommend reviewing your return objectives and risk tolerance on a regular basis and market returns. Capital confirm that nothing is ‘set in stone’. preservation in real terms over a long time horizon is Currency The reference or base currency for the portfolio is Pounds Sterling. the primary objective, and some volatility is acceptable in order to achieve this. Comparators The portfolio is reviewed against a range of indices.
No direct investment is permitted into areas which may be in conflict with the principles of the BCUHB. Specifically this excludes direct investment into the following areas: Armament and weapon production, Constraints child labour, tobacco and alcohol, pornography and prostitution and companies known to cause substantial environmental damage.
Contract notes, audited quarterly valuations, fee invoices and an annual tax pack are currently sent to Rebecca Hughes at Wrexham Maelor hospital. Monthly and quarterly valuations are also uploaded to Reporting eAccess for Rebecca Hughes. We are happy to attend regular update meetings with the investment committee and provide quarterly and other ad-hoc investment reports.
6 3 The portfolio 3. The portfolio Performance The table below shows the performance and value of the portfolio compared to its return objective for a ‘Balanced’ investment strategy
Performance (net of all fees) to 31st December 2019 Return objective BCUHB Inflation* Period (Inflation + 3%) Cumulative since inception (6th September 2011) +66.09% +15.67% +47.35% Annualised since inception (6th September 2011) +6.29% +1.77% +4.77%
2019 (to 31.12.19) +14.89% +1.31% +4.31% 2018 -3.39% +2.10% +5.10% ‘Balanced’ 2017 +6.89% +2.94% +5.94% investment strategy 2016 +9.75% +1.60% +4.60% 2015 +0.94% +0.20% +3.20% 2014 +6.58% +0.50% +3.50% 2013 +8.23% +2.05% +5.05% ‘Cautious’ 2012 +5.46% +2.63% +5.63% investment strategy 2011 (06.09.11) +3.88% +1.39% +2.34%
BCUHB portfolio value £8,619,488
Estimated annual income & gross yield £76,671 0.89%
The portfolio has generated an annualised return of 6.3% since inception, which equates Source: Rothschild & Co, Bloomberg to a return of 4.5% above inflation per annum. Notes * Inflation data is calculated from 31st August 2011 to 31st December 2019. 1. Past performance is not indicative of future performance and the value of investments and income from them can fall as well as rise. 2. Returns may increase or decrease as a result of currency fluctuations. 3. Portfolio performance is shown after all fees. Performance shown is total return, combining income and capital growth. 4. Index used: Inflation (UK Consumer Price Index EU Harmonised YoY NSA). 5. All performance shown is for the BCUHB Main Portfolio and excludes the BCUHB re Ron and Margaret Smith portfolio which was closed in April 2016. 6. The investment strategy for the BCUHB portfolio changed in July 2015 from a “cautious” approach to a “balanced” approach.
8 3. The portfolio Portfolio performance Performance is not linear. The portfolio has achieved a return in excess of the return objective since inception to 31st December 2019
‘Cautious’ investment strategy ‘Balanced’ investment strategy 70% +66.1%
60% Annualised Return +55.4% BCUHB 6.3% 50% Cautious Portfolio 5.4% +47.3%
Historical Volatility 40% BCUHB 5.1% Cautious Portfolio 4.6% 30% UK Equities 10.4% World Equities (£) 10.1%
20% Maximum Drawdown BCUHB -6.5% Cautious Portfolio -5.2% 10% UK Equities -12.5% World Equities (£) -10.9% 0% 2011 2012 2013 2014 2015 2016 2017 2018 2019
Cautious Portfolio BCUHB Inflation +3%
Source: Rothschild & Co, Bloomberg Notes 1. Inflation data is calculated from 31st August 2011 to 31st December 2019. 2. Past performance is not indicative of future performance and the value of investments and income from them can fall as well as rise. Returns may increase or decrease as a result of currency fluctuations. Portfolio performance is shown after all fees. Performance shown is total return, combining income and capital growth. 3. Volatility is calculated as the annualised standard deviation of monthly returns. Maximum Drawdown is a measure of risk and shows, in percentage terms, the worst peak the trough decline over the period. 4. Indices used are: Inflation (UK Consumer Price Index EU Harmonised YoY NSA). UK Equities (MSCI UK All Caps Net Total Return). World Equities (MSCI World AC Net Total Return in sterling terms).
9 3. The portfolio Performance contribution The tables below show the top contributors and detractors in the portfolio from 1st January 2019 to 31st December 2019
Top contributors Top detractors Special Situation Security Performance Contribution Security Performance Contribution Core Moody's +71.00% +1.56% Okura -22.12% -0.36% Diversifer S&P Global +62.03% +1.35% Euro Stoxx 50 Put 2900 - Jun 19 -100.00% -0.25% Ryanair +35.24% +1.16% S&P 500 Put 2350 - Sep 19 -100.00% -0.22% Phoenix UK +29.68% +1.14% S&P 500 R Put 2300 - Dec 19 -96.42% -0.18% American Express +32.23% +0.91% Artemis Volatility -12.60% -0.15% Cable One +82.62% +0.90% Lansdowne Developed Markets -8.86% -0.14% Lloyds +27.49% +0.86% S&P 500 Put 2500 - Jun 20 -84.94% -0.14% Linde +39.04% +0.84% Fox Corporation -9.44% -0.09% Mastercard +59.03% +0.79% Euro Stoxx 50 Put 2800 - Mar 19 -100.00% -0.09% TCI +24.41% +0.79% Euro Stoxx 50 R Put 3250 - Mar 20 -87.61% -0.09%
Portfolio performance Portfolio contribution
Return assets +24.5% Return assets +16.0%
Diversifying assets -5.1% Diversifying assets -1.8%
-10% 0% 10% 20% 30% -4% 6% 16% 26% Source: Rothschild & Co Notes 1. Performance shown is total return i.e. combining income and capital growth. For the individual positions, Performance is shown in their local currency. For ‘Return’ and ‘Diversifying’ assets, performance is shown in GBP terms. 2. Past performance is not a reliable indicator of future results. The value of investments and income from them can fall as well as rise. 3. The above holdings illustrate investments made within the portfolio at the discretion of Rothschild & Co Wealth Management (UK) Limited. They are not shown as a solicitation, recommendation or promotion of any security or fund on a standalone basis. Holdings are subject to change without notice. 4. Put options behave like insurance; we pay a premium for them and hope that they expire worthless, losing only the premium (a very small detraction). They will make money if equity markets fall, thereby providing portfolio protection. 5. FX hedges (which contributed positively to 2019 returns by +0.63%) are not included in the calculation of diversifying asset performance and contribution in the above bar charts.
10 3. The portfolio Portfolio The table below shows the portfolio split between Return and Diversifying assets as at 31st December 2019
RETURN ASSETS (70.8%) DIVERSIFYING ASSETS (29.2%)
Equities - Companies 24.1% Equities - Companies 20.5% Alternative Strategies 5.5% Special Situation Admiral 3.6% American Express 3.7% Abbey Capital 1.7% Core Ashtead 1.5% Comcast 2.5% Artemis Volatility 0.7% Diversifer Cable One 1.8% Deere 2.7% CFM IS Trends 2.2% Charter Communications 1.5% Linde 2.9% CFM Trends 0.9% Fox Corporation 2.7% Mastercard 2.0% Liberty Broadband 0.7% Moody's 3.5% Portfolio Protection 1.6% Lloyds 3.4% S&P Global 3.3% Okura 1.5% Middleby Corporation 1.5% Euro Stoxx 50 R Put 2950 - Mar 2020 <0.1% Currency exposure Ryanair 4.0% Equities - Funds 19.3% Euro Stoxx 50 R Put 3100 - Dec 2020 0.1% Wells Fargo 3.4% Bares US Equity 4.0% S&P 500 R Put 2300 - Dec 2019 <0.1% Berkshire Hathaway 4.3% S&P 500 Put 2500 - Jun 2020 <0.1% African LatAm Equities - Funds 7.0% IVI European 3.2% S&P 500 Put 2450 - Sep 2020 <0.1% Asian 0.4% 10.4% 0.6% Albizia ASEAN* 1.6% Phoenix UK 4.3% S&P 500 Put 2800 - Dec 2020 0.1% Yen Pound Vanda Fund 2.8% TCI 3.5% Euro 0.8% Sterling Ward Ferry Asian Smaller Cos* 2.5% Fixed Income - Investment Grade 18.6% 3.6% 68.4% R&CoWM Investment Grade Bond Fund 18.6% US Cash 3.4% Dollar Cash 2.1% 15.8% Cash / T Bills (SOF)* 1.3%
Currency Hedges GBP FX Hedge 21.8% EUR FX Hedge -5.2% USD FX Hedge -16.6%
Source: Rothschild & Co Notes * Position held via the Selected Opportunities Fund (SOF). This is a Rothschild vehicle that allows us to allocate to talented managers with limited capacity or liquidity. We do not charge an investment management fee within the SOF and R&CoWM Investment Grade Bond Fund. 1. Percentages may not sum to 100% due to rounding. The above shows a summary composition of the portfolio. For a more detailed composition, please rely on official publications. The above holdings illustrate investments made within the portfolio at the discretion of Rothschild Wealth Management UK Limited. They are not shown as a solicitation, recommendation or promotion of any security or fund on a standalone basis. Holdings are subject to change without notice. 2. We show the currency exposures of the portfolio on a “see-through” basis, looking into the currency exposures of underlying holdings. We do this to provide a more accurate view of actual economic currency exposures rather than use the base currencies of holdings (such as a security listed in USD or a Fund in GBP) which do not provide that currency exposure insight. The information is based on the most up to date information from the underlying security and fund providers.
11 4 Important information 4. Important information Important information
This document is strictly confidential and produced by Rothschild & Co for information purposes only and for the sole use of the recipient. Save as specifically agreed in writing by Rothschild & Co, this document must not be copied, reproduced, distributed or passed, in whole or part, to any other person. This document does not constitute a personal recommendation or an offer or invitation to buy or sell securities or any other banking or investment product. Nothing in this document constitutes legal, accounting or tax advice.
The value of investments, and the income from them, can go down as well as up, and you may not recover the amount of your original investment. Past performance should not be taken as a guide to future performance. Investing for return involves the acceptance of risk: performance aspirations are not and cannot be guaranteed. Should you change your outlook concerning your investment objectives and / or your risk and return tolerance(s), please contact your client adviser. Where an investment involves exposure to a foreign currency, changes in rates of exchange may cause the value of the investment, and the income from it, to go up or down. Income may be produced at the expense of capital returns. Portfolio returns will be considered on a “total return” basis meaning returns are derived from both capital appreciation or depreciation as reflected in the prices of The Portfolio’s investments and from income received from them by way of dividends and coupons. Holdings in example or real discretionary portfolios shown herein are detailed for illustrative purposes only and are subject to change without notice. As with the rest of this document, they must not be considered as a solicitation or recommendation for separate investment.
Although the information and data herein are obtained from sources believed to be reliable, no representation or warranty, expressed or implied, is or will be made and, save in the case of fraud, no responsibility or liability is or will be accepted by Rothschild & Co as to or in relation to the fairness, accuracy or completeness of this document or the information forming the basis of this document or for any reliance placed on this document by any person whatsoever. In particular, no representation or warranty is given as to the achievement or reasonableness of any future projections, targets, estimates or forecasts contained in this document. Furthermore, all opinions and data used in this document are subject to change without prior notice.
This document is distributed in the UK by Rothschild & Co Wealth Management UK Limited. Law or other regulation may restrict the distribution of this document in certain jurisdictions. Accordingly, recipients of this document should inform themselves about and observe all applicable legal and regulatory requirements. For the avoidance of doubt, neither this document nor any copy thereof may be sent to or taken into the United States or distributed in the United States or to a US person. References in this document to Rothschild & Co are to any of the various companies in the Rothschild & Co Continuation Holdings AG operating / trading under the name “Rothschild & Co” and not necessarily to any specific Rothschild & Co company. None of the Rothschild & Co companies outside the UK are authorised under the UK Financial Services and Markets Act 2000 and accordingly, in the event that services are provided by any of these companies, the protections provided by the UK regulatory system for private customers will not apply, nor will compensation be available under the UK Financial Services Compensation Scheme. If you have any questions on this document, The Portfolio or any elements of our services, please contact your client adviser.
The Rothschild & Co Group includes the following wealth management and trust businesses (amongst others): Rothschild & Co Wealth Management UK Limited. Registered in England No 04416252. Registered office: New Court, St Swithin’s Lane, London, EC4N 8AL. Authorised and regulated by the Financial Conduct Authority. Rothschild & Co Bank International Limited. Registered Office: St Julian’s Court, St Julian’s Avenue, St Peter Port, Guernsey, GY1 3BP. Licensed and regulated by the Guernsey Financial Services Commission for the provision of Banking and Investment Services. Company number 1088. Rothschild & Co Bank AG. Registered Office: Zollikerstrasse 181, 8034 Zurich, Switzerland. Authorised and regulated by Eidgenössischen Finanzmarktaufsicht FINMA.
Source: MSCI. Neither MSCI nor any other party involved in or related to compiling, computing or creating the MSCI data makes any express or implied warranties or representations with respect to such data (or the results to be obtained by the use thereof), and all such parties hereby expressly disclaim all warranties of originality, accuracy, completeness, merchantability or fitness for a particular purpose with respect to any of such data. Without limiting any of the foregoing, in no event shall MSCI, any of its affiliates or any third party involved in or related to compiling, computing or creating the data have any liability for any direct, indirect, special, punitive, consequential or any other damages (including lost profits) even if notified of the possibility of such damages. No further distribution or dissemination of the MSCI data is permitted without MSCI’s express written consent.
13 1 CF20 09.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Rothschild Portfolio Report: Report to 31st Report Title: December 2020
Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Ms Annick Crisford, Rothschild Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau Appendix 1: Q4 2019 Portfolio Report Appendices: Argymhelliad / Recommendation: The Committee is asked to note the report.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: This is the Investments Report for the Charity as at the 31st December 2019. It reports the movements in the charity’s portfolio and provides a summary of the outlook over future months. Note that Rothschild reports in calendar years, Cefndir / Background: Many of the donations and legacies that the charity receives cannot be spent immediately, as they need to be accumulated to fund the most appropriate purchases. These donations are therefore invested in order to generate income and protect their value in real terms.
The charity uses Rothschild & Co to manage its investments, taking a moderate risk (through a balanced portfolio), long term strategy. Rothschild adhere to the charity’s ethical investment policy. The key objective of the portfolio is to preserve and grow its value in ‘real’ terms, in order to continue to support charitable distributions over the long term
A ‘Balanced’ portfolio is intended to achieve steady growth over the long term through a diversified approach to investment. Attention is paid to avoiding the worst of the downside and capturing some but not all of the upside of financial market returns. Capital preservation in real terms over a long time horizon is the primary objective, and some volatility is acceptable in order to achieve this.
1 Asesiad / Assessment: Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications
The BCUHB portfolio performed strongly appreciating +3.30% in Q4 bringing full year (2019) returns to +14.89% to the 31st December 2019.
We believe that the long term projected returns we should expect to receive should remain comfortably above prospective inflation rates. We also consider that whilst the global economy may be slowing, it is still not collapsing, which suggests we should not yet be poised for a more dramatic reversal in profits.
Overall, the portfolio maintains a solid allocation of 70.8% to ‘return’ assets. We continue to expect these assets to drive long-term performance, but, they are also likely to be volatile over shorter periods. The portfolio remains focused on the selection of high quality businesses and funds that are trading at valuations, which we believe should enable attractive forward returns over the long term. The ‘return’ assets performed positively in Q4 2019.
The portfolio continues to maintain a notable allocation of 29.2% to ‘diversifying’ assets - these assets are included to provide real diversification and protection in difficult market conditions. The diversifying assets in the portfolio are primarily held to protect against a pronounced and protracted market sell-off.
Risk Analysis Not applicable – the Charity Risk Register is reported separately.
Legal And Compliance Not applicable.
Impact Assessment Not applicable.
2 13 CF20/10 Request for Expenditure Approvals: 1 CF20 10.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Requests for Expenditure Approvals Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau Appendix 1: Electro navigational bronchoscopy Appendices: (ENB)- Funding of Super Dimension Electro Navigational Equipment
Appendix 2: Complementary Therapy (CT) for Alaw Unit, Shooting Star Unit and North Wales Cancer Treatment Centre for 2020
Appendix 3: Wigs for Cancer Patients who are receiving treatments that may cause alopecia (12 month period)
Appendix 4: Ambulatory ECG Monitoring System
Appendix 5: Wigs for Dermatology Patients that have alopecia (12 month cost)
Appendix 6: Delivering vital eye care out-of-hours through telecommunications
Appendix 7: BCU Staff App 2020/21
Appendix 8: Hearts and Minds Regular Grants Scheme
Appendix 9: Tecotherm Cooling Machine
Appendix 10: Replacement of patient bedside lockers - Llewelyn ward, Llandudno Hospital
Appendix 11: International Year of the Nurse and Midwife (IYNM) Legacy Programme
Appendix 12: Patient Dalton Containment back armchairs – Acton Ward, Wrexham Maelor
1 Argymhelliad / Recommendation: The Committee is asked to review each application for approval or rejection.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds. This includes approval of expenditure from the charity, as per the Scheme of Delegation.
Cefndir / Background: The report details the individual funding applications that have been submitted, the amounts requested and the funding source. Each request is supported by an individual application which provides a more detailed explanation and justification. These are attached as appendices to this report. All applications fit with the objectives of the charity.
Asesiad / Assessment:
Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications
The applications received for consideration are summarised below:
2 Amount of Title of Funding Item Application Funding Source Service Application £
Electro navigational bronchoscopy (ENB)- Cancer Charitable .1 Funding of Super 129,000 Cancer Services Fund, Glan Clwyd – Dimension Electro Fund 8Q02 Navigational Equipment
Cancer Charitable Complementary Fund, Glan Clwyd – Therapy (CT) for Alaw Fund 8Q02 & Unit, Shooting Star Unit #TeamIrfon, Ysbyty .2 and North Wales Cancer 75,000 Gwynedd – Fund Cancer Services Treatment Centre for 9Q18 & 2020 Cancer Support Group, YMW – Fund 7Q02
Cancer Charitable Fund, Glan Clwyd – Wigs for Cancer Fund 8Q02 & Patients who are #TeamIrfon, Ysbyty receiving treatments that .3 75,000 Gwynedd – Fund Cancer Services may cause alopecia (12 9Q18 & month period) Cancer Support Group, YMW – Fund 7Q02
Ambulatory ECG Cardiology Fund, East Cardiology, Wrexham .4 45,000 Monitoring System – Fund 7B67 Maelor
Wigs for Dermatology Dermatology, East, .5 Patients that have 30,000 General Funds Centre and West alopecia (12 month cost) Areas
Delivering vital eye care Ophthalmology, .6 out-of-hours through 25,556 General Funds Abergele Hospital telecommunications
Communications .7 BCU Staff App 2020/21 20,000 General Funds Team, Corporate Services Hearts and Minds .8 20,000 General Funds Fundraising Team Regular Grants Scheme
SCBU Support Group Tecotherm Cooling Childrens, Centre .9 15,244 "Cuddles", Glan Machine Area Clwyd – Fund 8F06
Replacement of patient bedside lockers - Friends of Llandudno Llandudno Hospital, .10 Llewelyn ward, 13,670 Hospital – Fund 9T26 Centre Area Llandudno Hospital
.11 International Year of the 10,000 General Funds Fundraising Team Nurse and Midwife 3 (IYNM) Legacy Programme
Patient Dalton Wrexham Rehab Containment back .12 5,518 General Funds – Fund Rehab, East Area armchairs – Acton 7B18 Ward, Wrexham Maelor
The total amount requested from General Funds is £105,556.
Available General Funds totalled £541,000 at the 31st December 2019. The first call on these funds will be the 2020/21 charity costs, as included in the Budget paper. If approved, this would leave £92,000 available in General Funds.
Risk Analysis Not applicable.
Legal And Compliance Not applicable.
Impact Assessment Not applicable.
4 14 CF20/10.1 Electro navigational bronchoscopy (ENB) - Funding of Super Dimension Electro Navigational Equipment 1 CF20 10.1.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Electro navigational bronchoscopy (ENB), Funding of Super dimension Electro navigational Equipment
Name & Job Title of Lead Applicant Dr Robin Poyner (Respiratory Consultant YGC)
Name & Job Title of Other Applicants Dr Daniel Menzies (Respiratory Consultant YGC) Dr Sakkarai Ambalavanan (Respiratory Consultant YGC)
Maximum Expenditure Requested £129, 000.00
Fund to be Sourced Fund Number & Title Current Uncommitted Balance Cancer Charitable Fund – Glan Clwyd – Fund 8Q02 - £1,067,818.29
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Introduction and Background
Patients with suspected lung cancer currently receive a high standard of care, but there are a number of deficiencies and inefficiencies within the current diagnostic and treatment pathway. Specific problems in BCU, all of which are subject to national monitoring and reporting via the lung cancer standards, relate to:
Lack of capacity to undertake CT guided lung biopsy Referral to Liverpool heart and chest hospital for complex CT guided biopsies which incurs cost and delay Difficulty in obtaining definitive pathological diagnosis in a specific patient group with tumours relatively inaccessible to conventional biopsy techniques including CT guided biopsy Overall low lung cancer resection rates across North Wales, but particularly in Glan Clwyd hospital
Access to Electronavigational bronchscopy (ENB), a new technology, would help us to address these issues, improve patient care and lung cancer performance against national targets. ENB uses new technology to create a 3D map of the lungs and guides the physician to the area of the lung where the tumour is located to take a sample. It can reach tumours that cannot be reached by traditional bronchoscopy, biopsy lesions only accessible via CT guided biopsy and lesions CT guided biopsy, in our centre is potentially unable to sample. It therefore has the potential to improve patient care and speed up the patient pathway
ENB also has a potential role in the assessment of small nodules in the lungs which are classified as indeterminate pulmonary nodules. Patients with small nodules in their lungs, often found incidentally or during staging CT’s for non thoracic cancer, are referred to respiratory medicine for further assessment. In these circumstances the nodules are frequently small, and cannot be easily sampled by any existing biopsy technique. There are tools to work out the risk of cancer within the lung, but we are unable to provide certainty. This usually leads to a prolonged period of surveillance using CT scanning (the usual follow up is between 2 and 4 years when no known extrathoracic cancer is present), waiting to see if the nodule grows suggesting a primary cancer or metastases. This can be a very anxious time for patients, and leads to uncertainty for oncologists as to whether to offer further treatment or not. ENB could potentially increase the number of cases where we can biopsy the nodule rather than perform CT follow up and thereby reduce anxiety, the need to follow up and guide clinicians when making treatment decisions.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales ENB is an increasingly established technique across Europe and the rest of the world. It is safe and reliable with good clinical data to support its use. It has been underutilized in the UK, partly because of the current diagnostic pathways, and partly because of the commissioning structure within NHS England.
What is the demand for this procedure A conservative assessment is 1 -2 cases per week across BCU when introduced
Who will it serve? – This service can be offered to all appropriate patients within BCUHB, and will apply to patients with suspected lung cancer, as well as patients with known tumours arising elsewhere in the body (e.g. breast, colon, skin, upper GI tract) in whom there is concern the disease may have spread to the lung.
How will this service be introduced? - We are currently undergoing a trial of 15 cases funded by Awyr Las, assessing the feasibility of running an ENB service within the trust. Medtronic have provided training for 2 consultants (Dr Menzies and myself) and are supervising the cases.
A number of cases have been performed so far. An example of outcomes of two cases: The first patient had radiological changes consistent with re-occurrence of lung Cancer. Oncology had requested histology to confirm this and standard bronchoscopy was non diagnostic. CT guided biopsy was technically possible but would potentially lead to a delay due to resources. We performed ENB within 1 week of oncology requesting a repeat procedure and obtained histology confirming re-occurrence. Our second case was a biopsy of a 12mm lesion in apical segment of the left lower lobe. A PET scan had given the lesion a 24% risk of being cancer. National guidelines recommend in this case counseling the patient for CT follow up, biopsy or surgical resection. As in many cases involving lesions this size, the lesion was inaccessible to biopsy via CT or standard bronchoscopy and therefore prior to this trial only two of the options could have been offered. The procedure has demonstrated fibrotic/scar tissue on biopsy. We feel this is representative but are following up with CT to confirm benign pathology.
These cases have already demonstrated how the technology can reduce the time it takes for us to confirm a diagnoses and improve our ability to assess patients with indeterminate findings where there is a possibility of malignancy.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Removes some pressure on CT lung guided biopsy service – patients will be treated more All data to be compiled over 2 year period. Data available quickly from pilot undertaken throughout 2019 Removes need for patients to be referred to LHCH for complex CT guided biopsy – patient will be treated more quickly and closer to home Enables biopsy to be taken in patients whose tumours have previous been inaccessible via CT guided biopsy. Improve lung cancer resection rate in appropriate patients who previously may not have been identified. Reduction in the number of CT follow ups Reduced requirement for bed days post procedure Reduced morbidity due to earlier diagnosis for the patient Financial Management and Costing
Pay Job Title Annual Salary Period in Proje £ (inc. on-costs) Months ct Role None
Non-pay Quote or Estimate? Description Quote Purchase of equipment £129000 Quote Purchase of consumables for 2 year £80,000 period – Funded from Respiratory Budget
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Total Pay and Non-pay £160,000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets Revenue costs for 2 year period (April 2020 – March 2022) – £80000 funded from Respiratory Budget to cover revenue costs for 2 year period. During this time further information will be available to understand where other savings can be released. As this will be a North Wales service wider savings will be seen across all three sites which can be released to cover consumable costs. In addition this procedure can be offered to English Trusts and income generated to support Welsh patient treatment. Opportunities to undertake national research projects will be explored during the proof of concept period – this will be income generating.
Indicative potential cost savings (per patient compared to existing methods for biopsy) Cost of CT guided lung biopsy (inc staff time) (approx £627) Cost of 1 x bed day (£250 - £300) Reduction in follow up appointments for this group of patients (usually have 2-4 years of virtual OPD review with a minimum of 3 CT scans per patient).
During the 2 year evaluation period these costs will be confirmed to support the permanent business case for year 3 and beyond. Less: Savings generated by this application To be confirmed following evaluation Net ongoing revenue costs charged to NHS budgets To be confirmed following evaluation
Risk Assessment
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Risk (insert further rows if needed) Mitigation ENB is an increasingly established technique across Europe and the rest of the world with Even though revenue funding is only secured for 2 years it is data from over 1000 cases published in the Navigate trial demonstrating its safety. This is a asked that the charitable fund committee support the unique opportunity for BCUHB to be the first Trust in Wales and only one of 5 centres in the initiative to demonstrate quality and clinical outcomes whole of the UK to offer this procedure. This is exemplar practice that will showcase both benefitting lung cancer patients. This will result in in cancer BCUHB and the Respiratory Medicine Department. Many other hospitals are eager to pathway that delivers efficient operational and clinical introduce this procedure but the provider is measured in introduction of the service and outcomes. equipment as each roll out needs to be heavily supported and invested. If this request is not supported BCUHB will miss the opportunity to introduce this pioneering treatment. This initiative establishes the lung cancer service at BCUHB on a national footing being the early adopter for this innovative service.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Over the next two years work will be undertaken to ensure savings are identified/released to cover future years revenue costs. If all revenue cannot be secured the further charitable funds will be sought and/or specific fundraising events will be held by the directorate/specialty to ensure the service will continue. Income generation schemes will also be introduced to fund revenue requirements. The next 2 years is a proof of concept for secondary care ie. All three respiratory departments in North Wales. A project team will be established pan secondary care to develop the substantive business case seeking financial and organisational support from all three Hospital Management Teams as this service benefits all North Wales lung cancer patients.
IMPORTANT NOTE: The service wishes to advise the committee that following the successful pilot during 19/20 that Medtronic are supporting the respiratory service at YGC on behalf of the population of North Wales to become an early adopter across the NHS in Wales and the UK. A number of large teaching hospitals in the UK are in this early cohort. This places the lung cancer service in BCUHB in the same partnership arrangement delivering pioneering clinical evidence to inform the management of lung cancer in the future. Failure to support this initiative at this stage would result in the loss of this opportunity for the foreseeable future whilst Medtronic support other early adopters instead.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
All patients will be treated equally including patients suffering from dementia or any other cognitive issues.
Health Inequalities (State how the scheme addresses health inequalities)
All patients will be treated equally regardless of age, race, gender etc.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? YES/NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
All patients with lesions suitable for biopsy will be able to utilise the service.
Approvals
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Name & Comments Date Approved Fund Advisor Julie Green
29.04.19 Capital Approval (Estates/IM&T/Medical Medical Devices Devices) Group 09.12.19 Chief Financial Officer Paula Jones 27.02.20
Area/Hospital/Secondary Care/Mental Geraint Roberts Health/Executive Director 29.04.19
Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 15 CF20/10.2 Complementary Therapy (CT) for Alaw Unit, Shooting Star Unit and North Wales Cancer Treatment Centre for 2020 1 CF20 10.2.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Complementary Therapy (CT) for Alaw Unit, Shooting Star Unit and North Wales CANCER Treatment Centre for 2020
Name & Job Title of Lead Applicant Beryl Roberts – Head of Nursing, Cancer Division, BCUHB
Name & Job Title of Other Applicants Manon Williams – Matron Cancer Division
Maximum Expenditure Requested Central- £26,000 West - £33,000 East -£16,000
Fund to be Sourced Fund Number & Title Cancer Charitable Fund – Glan Clwyd – Fund 8Q02 #TeamIrfon – Ysbyty Gwynedd – Fund 9Q18 Cancer Support Group – YMW – Fund 7Q02
Current Uncommitted Balance £ 1,067,818.29 (Fund 8Q02), £50,144.81 (Fund 9Q18), £369,815.28 (Fund 7Q02)
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Introduction and Background (concise, in bullet points)
Alaw Unit have for many years provided a Complementary Therapy (CT) Service. The CT established on Alaw has been very well received and contributed to the Patient Experience within the Oncology, Haematology and Palliative Care service. Currently there is a CT Service on Alaw Unit Tuesday to Friday, inclusive. North Wales Cancer Treatment Centre –A CT Service was implemented in January 2018 and feedback positive from patients and staff. The service has been available 2 days per week on the inpatient ward and chemotherapy day Unit. Implement one session, half a day, in the Radiotherapy Unit in Nov 2018. Shooting Start Unit, Wrexham – CT starting in November 2018 with one day per week.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Improve patient experience Patient satisfaction questionnaire, patient and staff feedback Improve some symptoms experienced by patients such as pain, nausea, anxiety etc Patient satisfaction questionnaire, patient and staff feedback
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Central- £26,000 West - £33,000 East - £10,000 Total Pay and Non-pay
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £ Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Service will need to cease if not funded by the charity.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Annual application to Charity Funds, tender via Procurement Procedure
Health Inequalities (State how the scheme addresses health inequalities)
Impact for cancer patients.
Equalities Impact
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on. All patients attending for treatment will be eligible for CT
Approvals
Name & Comments Date Approved Fund Advisor Beryl Roberts 27.12.19
Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Paula Jones 30.01.20
Area/Hospital/Secondary Care/Mental Adrian Thomas - Health/Executive Director Director Of Therapies & Health Sciences 17.01.20 Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 16 CF20/10.3 Wigs for Cancer Patients who are receiving treatments that may cause alopecia (12 month period) 1 CF20 10.3.docx
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Wigs for Cancer Patients who are receiving treatments that may cause alopecia (12 month period)
Name & Job Title of Lead Applicant Beryl Roberts, Lead Cancer Nurse, Cancer Division
Name & Job Title of Other Applicants Geraint Roberts, General Manager, Cancer Division
Maximum Expenditure Requested £75,000
Fund to be Sourced Fund Number & Title Cancer Support Group - YMW – Fund 7Q02 Cancer Charitable Fund – Glan Clwyd – Fund 8Q02 Alaw Ward Fund – Fund 9Q04 Current Uncommitted Balance Fund 7Q02 - £ 369,815.28 Fund 8Q02- £ 1,067,818.29 Fund 9Q04 - £ 542,948.05
Introduction and Background (concise, in bullet points)
BCU HB currently provides a comprehensive wig fitting service to cancer patients across North Wales
1
The cost of the wigs range from £90 depending on length. There is a ‘cap’ of £90 per patient. Most chemotherapy treatment is completed in 6 months and generally one wig is provided. If patients return for more treatment they are offered another wig.
The contracts were procured in 2019 and there are 3 suppliers and patients can chose to attend a Salon (Prestatyn, Llandudno, Chester or Liverpool), in line with Procurement guidance.
All wigs are ordered and invoiced through the NHS Wales Shared Services Partnership Accounts Payable Department. No wigs are invoiced without an appropriate purchase order number.
BCUHB are not unique in funding this service from charitable funds – the majority of Health Boards across England and Wales source the service via similar avenues e.g. Velindre NHS Trust
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Hair loss can have a huge emotional impact on patients and having this service provided Feedback from patient forums / patient satisfaction within all three sites means that patients have access to a qualified wig advisor/fitter questionnaires alongside their appointments for treatment or ‘follow-up’’
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
2
Non-pay Quote or Estimate? Description Estimate Provision of wigs for a period of 12 months (maximum cost) £75,000
Total Pay and Non-pay £75,000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £ Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Lack of budget funding means that these wigs would not be funded for patients.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
All relevant patients will be offered this service.
3
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? YES/NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on. The wig service provided caters for all genders and ethnic groups.
Approvals
Name & Comments Date Approved Fund Advisor Beryl Roberts 27.12.19 Manon Williams 30.12.19
Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Paula Jones 30.01.20
Area/Hospital/Secondary Care/Mental Adrian Thomas - Health/Executive Director Director Of
4
Therapies & Health Sciences 17.01.20 Charitable Funds Advisory Group
5 17 CF20/10.4 Ambulatory ECG Monitoring System 1 CF20 10.4.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Ambulatory ECG Monitoring System
Name & Job Title of Lead Applicant Sally Owen - Chief Cardiac Physiologist
Name & Job Title of Other Applicants Alan Featherstone – Cardiology manager
Maximum Expenditure Requested £45000 including VAT
Fund to be Sourced Fund Number & Title Cardiology Fund – East – Fund 7B67
Current Uncommitted Balance £ 242,774.51
Introduction and Background
Ambulatory ECG monitoring is an essential diagnostic test within Cardiology. Sources of referral include Consultant clinics, both Cardiac and Non-cardiac, Arrhythmia Service, Heart Failure Service, Cardiac Rehabilitation Service and GP referral. The test is used to identify potentially life threatening cardiac
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales arrhythmia as well as assessment of a patient’s heart rate over a sustained monitoring period. The current system comprises of one Analysis System which is a standalone PC and 9 patient monitors. The limitations of this system mean that it is increasingly difficult to meet the demands of the service. Due to the number of monitors, the maximum capacity for a week is currently 32 patients. This is based on a mixture of 24 hour and 48 hour monitoring requests. The current wait for an appointment is +10 weeks. Cardiologists are unable to utilise 24hr/48hr monitoring on patients who attend Cardiology One Stop clinics, defying the purpose of the clinics, as all the available monitors are generally in use. Another limitation of the system is that there is only one Analysis PC. This creates a delay in analysing results as only one Physiologist can analyse during a session. The current backlog for Analysis is 5 weeks, creating an overall wait of +15 weeks from request to result. This results in a permanent breach of the current 8-week diagnostic target. With the recent appointment of two additional Band 5 Physiologists the department is now in a position where the backlog of analysis can be cleared, however the limitation still stands due to there only being one PC. In order to increase the number of available appointments and reduce the time for analysis a second system is required. A second system with an additional 10 monitors would double the capacity and half the analysis time. This would bring the wait time back within the 8-week target. With regards to the technology itself, a system that is capable of producing continuous ECG monitoring for up to 7 days would be highly advantageous. Continuous 7 day monitoring is not currently available within the department. The current 7-day system is an event monitor system comprising of one PC that has its own limitations for certain arrhythmias and does not give arrhythmia burdens. An additional Analysis system, which would be used primarily for 24/48 hour monitoring, could also be used for 7 day monitoring in the event of a system failure or in the event the 7 day monitor requests breach the 8 week diagnostic target.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) This will have reduce the waiting time for the diagnostic test by 50% and bring the waiting Reduction in waiting times time for a test to within the 8 week Welsh Government diagnostic target. Having the second system will also reduce the time a result will take to be analysed meaning Reduction in analysis times the patients with life threatening cardiac arrhythmias will receive diagnosis and commence treatment sooner. Reduction The additional advantage of having a system that is capable of continuous 7-day monitoring gives requesting Clinicians a third option for arrhythmia detection and assessment. It is not an option currently provided in Wrexham Maelor, however it is provided in Ysbyty Glan Clwyd
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales and Ysbyty Gwynedd. This will bring the suite of Ambulatory diagnostic in line with the other two sites.
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description Quote We have received two quotes for the system but would need to go out to tender. Spacelabs - £44065 – inc VAT Novacor - £43465 – inc VAT
Total Pay and Non-pay £45000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £5400 Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £5400
Risk Assessment
Risk (insert further rows if needed) Mitigation
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Exit Strategy (Charitable Funds cannot fund ongoing commitments)
N/A – one off purchase.
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
Wrexham Maelor is currently not able to provide continuous 7-day monitoring however, it is provided in Ysbyty Glan Clwyd and Ysbyty Gwynedd. This will bring the suite of Ambulatory diagnostic in line with the other two sites ensuring patients are receiving the same standard of service across BCU.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
No impact on any equality group.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Approvals
Name & Comments Date Approved Fund Advisor Alan Featherstone 19/11/2019
RE Funding Application Form - Ambulatory ECG Monitoring - approval Alan Featherstone.msg Capital Approval (Estates/IM&T/Medical Medical Devices Devices) Group 10/02/2020
Chief Financial Officer Andy Whitfield 10/01/2020 FW Funding Application Form - Ambulatory ECG Monitoring - Approval Andy Whitfield.msg Area/Hospital/Secondary Care/Mental Maureen Wain Health/Executive Director 29/01/2020
Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 18 CF20/10.5 Wigs for Dermatology Patients that have alopecia (12 month cost) 1 CF20 10.5.docx
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Wigs for Dermatology Patients that have alopecia (12 month cost)
Name & Job Title of Lead Applicant Beryl Roberts, Lead Cancer Nurse, Cancer Division
Name & Job Title of Other Applicants Geraint Roberts, General Manager, Cancer Division
Maximum Expenditure Requested £30,000 (approx £10,000 per site)
Fund to be Sourced Fund Number & Title General Funds Current Uncommitted Balance £ 541,000.85
Introduction and Background (concise, in bullet points)
Historically Cancer Services on the 3 sites have provided the wig service for dermatology patients alongside cancer patients Chemotherapy patients have their wigs funded by the local cancer units/centre charitable fund The cost of each wig is ‘capped’ at £110 per patient (£90 excluding VAT). The dermatology patients are allocated 2 wigs per year. The contract was renewed via Procurement in summer 2019 for 2 years. All wigs are ordered and invoiced through the NHS Wales Shared Services Partnership Accounts Payable Department. Cancer Division is able to continue overseeing this service provided for Dermatology patients alongside cancer division patients.
1
There are and will be 3 suppliers and patients can choose to attend a salon in Prestatyn, Chester, Llandudno or Liverpool. BCUHB are not unique in funding this service from charitable funds – many Health Boards across England and Wales source the service via similar avenues e.g. Velindre NHS Trust
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Hair loss can have a huge emotional impact on patients and having this service provided Feedback from patient forums / patient satisfaction within all three sites means that patients have access to a qualified wig advisor/fitter questionnaires alongside their appointments for treatment or ‘follow-up’’
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description Estimate Provision of wigs for a period of 12 months (maximum cost) £30,000
Total Pay and Non-pay £30,000
2
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £ Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Lack of budget funding means that these wigs would not be funded for patients.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
All relevant patients will be offered this service. Addresses the needs of dermatology patients
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? YES/NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
3
The wig service provided caters for all genders and ethnic groups.
Approvals
Name & Comments Date Approved Fund Advisor Beryl Roberts 27.12.19
Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Paul Carter (East) 15.01.20 Viv Vandenblink (West) 15.01.20 Nigel McCann 07.02.20 Area/Hospital/Secondary Care/Mental Ffion Johnstone Health/Executive Director (West) 15.01.20 Bethan Jones (Central) 15.01.20
4
Rob Smith 07.02.20 Charitable Funds Advisory Group
5 19 CF20/10.6 Delivering vital eye care out-of-hours through telecommunications 1 CF20 10.6.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Delivering vital eye care out-of-hours through telecommunications – equipment requirement.
Name & Job Title of Lead Applicant Mrs Claire Morton, Consultant Ophthalmologist, Stanley Eye Unit Abergele Hospital, BCUHB. Tel 07836355014 email [email protected]
Name & Job Title of Other Applicants Name & Job Title of Other Applicants Mrs Divya Mathews Consultant Ophthalmologist: Stanley Eye Unit, Conor Lyons ST4 trainee, Stanley Eye Unit: Adonis El Salloukh ST2 trainee, Stanley Eye Unit: Tony David Engineer Spectra UK
Maximum Expenditure Requested £25,556 including VAT but excluding delivery charges
Fund to be Sourced Fund Number & Title General funds Current Uncommitted Balance £ 541,003.85
Introduction and Background
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Patients who present with acute eye problems outside normal working hours are initially assessed by an A & E doctor. Examination is difficult for the none- ophthalmologist and after discussion with on call ophthalmologist the patient often still needs to be transferred to another unit for full examination and diagnosis/treatment. The challenging demographics in BCUHB can make this difficult and traumatic for patients and delay full examination and treatment in urgent cases. The project would train A & E staff to take pictures of the eye, which could be securely emailed to on call ophthalmic team to facilitate more precise decision making avoiding unnecessary patients travelling and supporting quicker more appropriate care. The technology to do this has substantially reduced in price and increased in accuracy – this is an optimum time for BCUHB to adopt this approach. Teleophthalmology has been largely developed with the aim of improving access to a parity of eye care for more remote communities.. Feasibility studies have been carried out for populations in rural India, which are relevant to rural North Wales. This new pathway would see patients presenting after 10 pm to A & E departments having a history and examination including photograph Patient transfer just to be on the safe side should be reduced.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
The initiative will benefit patients by the provision of speedier out of hours ophthalmic services, reduce unnecessary travelling for patient and improve the speed and accuracy of diagnosis and treatment For professionals it will involve an upskill of A & E personnel and increase their education concerning common eye conditions. The on call ophthalmologist will be supported in increased decision-making, as will have photographs to supplement verbal information provided by A & E staff increasing accuracy and reducing stress.
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Following Prudent Healthcare principles Demand and activity. Provision of speedier ophthalmic diagnosis and treatment to all patients across Litigation
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales BCUHB Whilst the number of patients presenting at night with acute eye problems is relatively small, consequence of delay and mis –diagnosis can be catastrophic including blindness Improving the patient journey and experience, managing clinical cases at an earlier point in PREM – family and friends test the pathway Improving quality of care and effectiveness PROM – Patient outcome Using the skills of staff appropriately – up skilling of A & E professionals Monitor effective use of skill and self report – qualitative evidence from staff Potentially reducing unnecessary travelling for patients Audit patients who have avaoided referral Facilitate the flow – on call ophthalmologists currently spend a considerable amount of time Pathway revision with initial discussions with A & E staff Tele - ophthalmology is used in Australia, India and Brazil with demonstrated benefits Demand and activity, audit, research opportunities. Up skilled A & E staff and better informed on call clinician with visual examination to support Out of hours model established diagnosis and treatment Improved clinical outcomes, with potential cost savings and improved medicine management. Patient outcomes PROMs Currently in the absence of photographs, an inaccurate distance diagnosis may be made and suboptimal care delivered. Has the potential to be used in community settings that would reduce demand on WAST, Demand and activity should reduce the amount of ambulance transfers.
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Non-pay Quote or Estimate? Description Slit lamp, Slit lamp camera and Tomey fundus camera (Mainline) and 2 column table £18,535 Reichart Tonopen (Grafton) £2695 Total £21.130 With VAT £25,356 License £200 Spectra imaging library licenses
Total Pay and Non-pay £200 plus £25,356 (none pay)
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £minimal Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £ minimal
Risk Assessment
Risk (insert further rows if needed) Mitigation Governance Training of A & E staff will be facilitated by Mrs Morton as part of her Exemplar project Ongoing quality monitoring is vital We plan a working group comprising A & E and ophthalmology staff to oversee the implementation and evaluation of the project
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Revenue cost will be picked up as part of service budgets
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
Any patient presenting out of hours with relevant conditions will benefit
Health Inequalities (State how the scheme addresses health inequalities)
A similar model of care is used in the Highlands. The project aims to provide a similar quality of care that other patients receive. Currently patients living in more remote areas receive sub optimal care and treatment because of the time taken to access their nearest unti and then the additional delay in accessing ophthalmic opinion from central on call team. Timeliness of care is not consistent across North Wales.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales If NO, then state below what information/evidence the decision is based on.
Approvals
Name & Comments Date Approved Fund Advisor N/A
Capital Approval (Estates/IM&T/Medical Medical Devices Devices) Group 10.02.20 Chief Financial Officer Paula Jones 24.02.20
Area/Hospital/Secondary Care/Mental Emma Jane Hosking Health/Executive Director 24.02.20
Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 20 CF20/10.7 BCU Staff App 2020/21 1 CF20 10.7.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application BCU Staff App 2020/21
Name & Job Title of Lead Applicant Aaron Haley Communications Officer
Name & Job Title of Other Applicants
Maximum Expenditure Requested £20,000
Fund to be Sourced Fund Number & Title General Funds Current Uncommitted Balance £ 541,003.85
Introduction and Background
Funding application for a year’s subscription to the StaffConnect platform – an app used by the communications team to help staff who don’t routinely use email, the intranet or our other digital channels to access information. BCUHB is the first NHS organisation in the UK to introduce a solution like this to support frontline staff in accessing information. We’ve aware of at least a dozen other organisations across the UK which have followed our lead. We’ve worked on this project for the last two years, but do not have access to recurrent funding. Over the coming two years, we plan to switch to a
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales different platform, working in partnership with Informatics, but want to continue using the BCU Staff App in the meantime as externally accessible, staff-to-staff information sharing now forms a key part of our internal communication streams. Over a quarter of Health Board staff are signed up and verified on the Staff App – with new members of staff requesting access after learning of it during orientation. A further 12 month subscription will allow the Communications Team to continue to increase the number of members of staff using the app.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and Measure financial benefits) Provides a way for staff currently under-serviced for accessing information Demonstration of analytics from the back end of the system showing usage to receive content, notices and updates from the Health Board without the over previous six month period. need to be at a ward/office computer. Improves effectiveness of communications output, including sharing Evidence of content shared via app platform. important notices and information which, according to our research, currently doesn’t reach a significant proportion of frontline staff. The Staff App provides a platform for staff to share their own information Evidence of staff-to-staff content shared via app platform. and events as well as a chance to foster community between all members of Health Board staff – an objective for which there are very few other suitable platforms.
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Non-pay Quote or Estimate? Description Estimate Request for £20,000 funding, based on our cost for the previous year’s app subscription £20,000
Total Pay and Non-pay £20,000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £ Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Unable to secure funding to continue with app
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Over the coming year, we expect to move the app platform over to the Health Board’s subscription to the Office365 suite of products. It’s important to continue our subscription for at least another year to maintain the momentum already built up, and continue to encourage staff to work in new ways and support the community which has already been developed.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
Helps ensure frontline staff are supported in accessing information from colleagues and the organisation as a whole.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
Equality impact unrelated to this proposal.
Approvals
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Name & Comments Date Approved Fund Advisor
Capital Approval (Estates/IM&T/Medical Sion Jones – Head of Devices) ICT Services
24.02.2020 Chief Financial Officer David Williams – Corporate Accountant, Finance
24.02.2020 Area/Hospital/Secondary Care/Mental Sue Green – Health/Executive Director Executive Director of Workforce & Organisational Development
24.02.2020 Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 21 CF20/10.8 Hearts and Minds Regular Grants Scheme 1 CF20 10.8.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Hearts and Minds Regular Grants Scheme
Name & Job Title of Lead Applicant Kirsty Thomson, Head of Fundraising
Name & Job Title of Other Applicants
Maximum Expenditure Requested £20,000 per annum
Fund to be Sourced Fund Number & Title General Funds Current Uncommitted Balance £ 541,003.85
Introduction and Background
£1,000 Hearts and Minds Grants were introduced in 2018. Two grants rounds have been conducted to date. 104 applications have been received from services across North Wales. The Grants have funded innovative projects that are led by frontline NHS staff that work in services, which traditionally do not receive significant charitable donations. The Hearts and Minds grant recipients have become advocates of the charity, become involved in promoting giving to healthcare services, and are
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales providing quality monitoring and evaluation reports which can be used to encourage more donations. The unsuccessful applicants receive support from the Fundraising Support Team. The unsuccessful applications provide a broad body of priorities for local community groups and businesses to select from when they wish to fundraise for priority projects. See attached Appendix 1 for the Report sent to Grwp Cynefin, the funders of the original round of Hearts and Minds Grants. See attached Appendix 2 for examples of successful Hearts and Minds applications.
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter) . Anticipated 100 small funding applications per year: 20 applications will be funded (5 every quarter) and the applications which don’t score as highly will be included in the priority projects which the Awyr Las Support Team actively seek funding for. Number of grant applications received will be reported to the Charitable Funds Committee on a quarterly basis and an evaluation report published annually. . Improved understanding of and engagement with the charity and BCUHB more generally; satisfaction at having the option to request support for new and different projects to improve patient care and treatment. Applicant Surveys will be carried out every 6 months. . Ability to test ‘proof of concept’ improvements, giving staff the tools needed to implement small but impactful changes to improve patient care. Impact assessed through monitoring and evaluation forms. . This is a scheme that benefits all staff of all levels and in all departments within the NHS. Analysis of applicants included in the Hearts and Minds Annual Evaluation Report. . Simple online system, reducing time spent on collating information about grants and feedback from grant applicants. Examples of this is already evident from the 2 previous rounds of Hearts and Minds grant funding (December 2018 & 2019).
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Improved care and treatment for all successful applicants Quarterly monitoring & evaluation forms Improved staff engagement for all successful applicants Quarterly monitoring & evaluation forms Improved understanding and appreciation of the charity Quarterly monitoring & evaluation forms Increased wish to promote giving to their services by successful applicants Quarterly monitoring & evaluation forms Financial Management and Costing
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description Exact amount 5 x £1,000 grants per quarter
Total Pay and Non-pay £5,000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £0 Less: Savings generated by this application £0 Net ongoing revenue costs charged to NHS budgets £0
Risk Assessment
Risk (insert further rows if needed) Mitigation Not having a grant scheme of this kind means some of our most vulnerable patients miss out Plan and budget for the Hearts and Minds Grants Scheme 1 on the opportunity to benefit from small, meaningful improvements which go over and above year in advance to ensure funds are available and to ‘pump what the NHS can provide. prime’ additional donations. Grant scheme is seen to favour certain services above others Rigorous shortlisting process, based on the process employed by other NHS Charities and grant giving organisations Grant scheme is seen to be ineffective because of the amount of funding available Consider increasing the grant amount on an annual basis as
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales more funding is secured to run the scheme Capacity to run the scheme Proof that it works & is now included in the roles of the Awyr Las Support Team. Online system with simple audit and reporting mechanisms in place.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
All individual applications must include exit strategies and funding is prioritised for those who can demonstrate robust forward planning.
Securing funding for more Hearts and Minds applications is a strategic priority for the Fundraising Support Team, both through the Staff Lottery and through proactive partnership working with local and national companies, foundations and community groups. These funders are motivated by the fact that the charity is investing in the scheme before they donate to it.
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
Applications which demonstrate improved care and treatment for people with dementia are prioritised.
Health Inequalities (State how the scheme addresses health inequalities)
Applications which demonstrate improved care and treatment for vulnerable patients, or those living in disadvantaged areas or receiving care from services which traditionally don’t receive charitable funding are prioritised.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
There is a robust shortlisting process involved in selecting the priority applications. This ensures that no racial equality groups are affected differently by the Hearts and Minds Grant Scheme.
Approvals
Name & Comments Date Approved Fund Advisor N/A Seeking approval from the Charitable Funds Committee for funding from General Funds.
Capital Approval (Estates/IM&T/Medical N/A Devices) All applications are for amounts of £1,000 or under. This authorisation is therefore not needed for individual applications.
Chief Financial Officer N/A
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales All applications are for amounts of £1,000 or under. This authorisation is therefore not needed for individual applications. Area/Hospital/Secondary Care/Mental N/A Health/Executive Director All applications are for amounts of £1,000 or under. This authorisation is therefore not needed for individual applications.
Charitable Funds Advisory Group N/A All applications are for amounts of £1,000 or under. This authorisation is therefore not needed for individual applications.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 1 CF20 10.8 Appendix 1.pdf
Hearts & Minds Small Grants Scheme
Update February 2020 Backround
During 2018, the Awyr Las Support Team recognised an opportunity to use funds raised by Grŵp Cynefin and a very kind local family to open a small grants scheme for NHS staff working across Betsi Cadwaladr University Health Board.
The premise of the grants scheme was simple: to give all frontline NHS staff the opportunity to try out new and different ideas, and to start to do things differently for the benefit of patients. Staff would be able to apply for up to £1,000 towards a small- scale project that would result in a big difference for the people and families they look after. The projects would contribute to one of the following priority areas:
Mental Health Learning Disabilities Stroke Care Care of the Elderly
As with all projects funded by donations to the North Wales NHS Charity, Awyr Las, the project would go over and above what the NHS could provide. Launch
The grant scheme opened on 1st November 2018. Using a simple online application process, staff were able to submit their ideas from their computer, phone or tablet, at work, or at home in their spare time. The charity allocated a total of £5,000 to Hearts & Minds, with the intention of funding at least five projects costing £1,000 each. Engagement
The response to the call for applications was immense. In the 30-day application window, 52 frontline NHS staff members applied for a grant, between them requesting over £45,000 of funding. Engagement (cont.)
Applications came from a variety of healthcare areas, working in both primary (community) and secondary (acute hospitals) care, from Wrexham to Holyhead, Pwllheli, Rhyl, and more in between.
Members of the Awyr Las Support Team and members of the Charitable Funds Advisory Group – who assisted with the shortlisting process – were impressed with the quality of the applications. Ideas were well thought out, demonstrating a real understanding of the issues affecting patients, and genuine innovation in terms of small changes that could generate a big positive impact. Outcomes
Because of the exceptional quality of the ideas, the Head of Fundraising and the Charity Accountant gained approval to allocate further £5,000 of non- designated (“general”) funding to the Hearts & Minds Small Grant Scheme.
In total, the initial Hearts & Minds balance together with the additional non-designated monies resulted in 12 projects receiving funding. A further four projects received funding from existing designated funds within the charity. The Awyr Las Support Team achieved this by forwarding the Hearts & Minds applications that met criteria for designated funds (i.e. funds belonging to specific wards / departments) to the relevant Fund Advisor (the person responsible for overseeing charitable expenditure) and requesting that they consider the application for funding.
For example, an application submitted to fund activities to reduce boredom and promote rehabilitation on a ward in Ysbyty Bryn Beryl was a good fit for the Dwyfor Locality Fund.
Between them, the 16 projects received £12,530 in funding; meaning the Hearts & Minds Grant Scheme fulfilled 28% of requests for funding. Outcomes (cont.)
The remaining projects have formed a catalogue of ready-made fundraising projects, with one of the Fundraising Support Managers taking a lead on approaching businesses and organisations to match them with one of the Hearts & Minds projects. The hope is that organisations adopt one or numerous Hearts & Minds projects as their “Charity of the Year” cause, with colleagues taking part in fundraising activities over a 12-month period, or until they raise enough money to accomplish their chosen Hearts & Minds project.
Case studies
The following is a selection of projects that received Hearts & Minds funding:
Project: Recovery to Music in an in-patient Stroke Unit Ward / Department: Stroke Unit Site: Ysbyty Glan Clwyd (Bodelwyddan) Awarded: £750
The Ysbyty Glan Clwyd Stroke Unit team explored the therapeutic benefit of drumming to provide sensory feedback to affected upper and lower limbs following a stroke.
Structured drumming sessions were provided for patients on the unit. Following each session, staff conducted a short interview with each patient and explored the positive aspects of engaging in the group and to discuss how it could improve. Case studies (cont.)
The feedback from patients was very positive and demonstrated that engagement with lively, stimulating music intervention improved their overall feeling of wellbeing.
Kirsty Edwards, Occupational Therapist, said:
"As a team, we are so grateful to have been awarded the Hearts and Minds grant to pilot the effect of active music intervention on post-stroke rehabilitation.
"We hope that stroke patients in a ward environment will benefit physically and psychologically through engagement with lively, stimulating and interactive music intervention.”
PATIENT FEEDBACK
The vibration in my affected arm was a good sensation Uplifted the mood of the ward Music is a great therapy It helped me to relax - to focus on doing something 'for me' The sound of the drum encouraged my participation Case studies (cont.)
Project: Calming stimulation in an Acute Medical Unit setting Ward / Department: Acute Medical Unit Site: Ysbyty Glan Clwyd (Bodelwyddan) Awarded: £750
Louise Lewis, a Dementia Support Worker on Ysbyty Glan Clwyd's Acute Medical Unit (AMU), had an idea to use aromatherapy to help patients arriving on the ward to relax.
Louise explained:
"AMU is an extremely busy unit. We accept patients from the Emergency Department (ED) who are being admitted into hospital. Patients can be transferred to and from AMU any time of the day or night. When they arrive with us, patients can be very tired, agitated, confused and upset.
"My Hearts & Minds idea was to make AMU a more calming and settled environment for patients by placing aromatherapy kits in every room. I already massage patients’ hands and feet, and play relaxing music. The aromatherapy complements this and helps aid rest and relaxation for the patients." PATIENT FEEDBACK
"It was wonderful coming from the ED into a lovely relaxing room. My husband is a lot more settled than he was." Case studies (cont.)
Project: Let's Play & Develop Together Ward / Department: Conwy & Denbighshire Children’s Occupational Therapy Team Site: Royal Alexandra Hospital (Rhyl) Awarded: £1,000
The Conwy & Denbighshire Children’s Occupational Therapy Team identified that traditional physical assessments were not particularly engaging for children.
They requested funding to purchase a number of toys and games that would enable them to measure and monitor the development of their young patients in a fun and engaging way. One item that the team was particularly thrilled to be able to buy was a climbing wall, which is now in use to help assess children’s shoulder stability, fine motor skills, grip strength, dexterity and planning ability.
Gwenno Swyn Davies, Children’s Occupational Therapist, said:
“The grant has enabled us to develop our department and enhance our resources. As a result, we have been able to improve the quality and experience of children coming to visit our clinic on a daily basis.”
Project: Breakfast Club and Patient Wellbeing Project Ward / Department: Onnen Ward (Rehabilitation) Site: Maelor Hospital (Wrexham) Awarded: £750
Onnen is a Rehabilitation Ward, supporting patients who are medically stable, but who need support to enable them to return to the level of mobility they had before they came into hospital. Case studies (cont.)
Onnen received a grant to provide a Breakfast Club on the Ward, helping patients to re-enter daily routines and participate in day-to-day activities – like meal preparation and eating – helping them to become ready for discharge, and keep themselves well once at home.
Caren Broster, Matron, said:
“The aim of the Breakfast Club is to encourage and promote independence.
“It also contributes to social interaction and improves patient wellbeing by bringing them together for social time.
“The Breakfast Club helps patients to grow in confidence, and allows therapy staff to assess progress and further support patients on their journey back to independence.”
PATIENT FEEDBACK
“I enjoy the breakfast club as it allows me time to talk to the other patients, and the toast is very good. It has given me the confidence to know that when I go home I will be able to manage to prepare my breakfast and make myself a cup of tea.” Legacy
The Hearts & Minds model worked so effectively, and was so well received by staff, that the Awyr Las Support Team has since adopted it as an ongoing fundraising campaign and grants scheme, with a broader criteria (no restriction on area of healthcare).
In winter 2019, the Awyr Las Support Team launched the second round of Hearts & Minds. Legacy (cont.)
Additionally, the Awyr Las Support Team replicated the Hearts & Minds model to develop specific small grants schemes for two departments within the health board: Workforce & Organisational Development and Mental Health. Also in 2019, The Awyr Las Support Team launched a Staff Experience Small Grants Scheme and an “I CAN” (Mental Health campaign) Small Grants Scheme.
All three programmes (Hearts & Minds Round 2, Staff Experience & I CAN) were oversubscribed, receiving 51, 54 and 37 requests respectively. Applicants are currently awaiting the results of their bids.
Hearts & Minds helps to fill an important gap in the charity’s grant giving. In 18/19, 96% of donations went towards a designated fund (i.e. towards a particular ward or department). This makes it difficult for staff without a fund of their own to access money to bring their patient experience improvement ideas to life. Hearts & Minds is a positive step towards bridging this gap, and presents a new opportunity for all NHS staff across North Wales. Importantly, Hearts & Minds Grants have helped ensure patients receiving care from lesser known services and wards which don’t traditionally receive charitable support can benefit from extra projects that go over and above what the NHS can provide. Next steps
The Awyr Las Support Team will: Continue to fundraise to generate income for Hearts & Minds, with a view to having multiple rounds of funding available per year (starting in 2020). Add projects not funded immediately through the second round of Hearts & Minds (and subsequent rounds) to the catalogue of opportunities, and work will continue to match corporate partners with projects. Upgrade the online application system to allow staff to submit ideas at any time of the year; with applications being assessed every quarter. Plan and launch a Christmas campaign to raise additional money towards Hearts & Minds. Continue to work with the BCUHB Charitable Funds Committee to leverage additional non-designated funding to fund additional Hearts & Minds projects. Thank You!
On behalf of the patients, families and NHS staff that have benefited from the Hearts & Minds grants so far, the Awyr Las Support Team would like to extend a huge thank you to Grŵp Cynefin.
As the staff and patient feedback shows, Hearts & Minds has quickly become established as a valuable opportunity that results in meaningful tangible benefits for patients.
Your generous support enabled the team to launch this small grant scheme which we look forward to developing over the next few years.
Should you wish to know more about Hearts & Minds, please do not hesitate to contact us.
Connect with us on Social Media for the latest news about Awyr Las
/AWYRLASCHARITY
AWYR LAS: THE NORTH WALES NHS CHARITY Registered Charity Number 1138976 www.awyrlas.org.uk • [email protected] • 01248384395 1 CF20 10.8 Appendix 2.pdf
Nod Aim Cyfle i staff rheng flaen roi An opportunity for frontline Pwrpas y cynnig ar syniadau arloesol staff to try out innovative i ddechrau mynd i’r afael â ideas to start to tackle a Galon a’r phroblem sy’n wynebu eu problem facing their service Meddwl gwasanaeth A chance to test out a new Cyfle i brofi ffordd newydd way of working, get an idea o weithio, rhoi cynnig ar off the ground, or start to syniad newydd, neu do things differently for the Purpose of ddechrau gwneud pethau’n benefit of patients wahanol er lles cleifion Generate exciting ideas Hearts that the Fundraising Creu syniadau cyffrous y Support Team could gallai’r Tîm Cefnogi Codi support colleagues to & Minds Arian gefnogi cydweithwyr i fundraise for, and godi arian atynt a’u rhoi ar implement, on a larger waith, ar raddfa fwy scale Ward, Ward, Enw Lleoliad y Crynodeb o’r Location Project Gwasanaeth Safle Service or Site Project name Prosiect Prosiect Prosiect of project summary neu Adran Department Cit Aromatherapy aromatherapy kits in every Uned Atgofion a Ar y Memories and On the Ysbyty Glan ym mhob Acute Medical Ysbyty Glan room to help aid Feddygol Lem stimiwleiddiad wardiau yn calming wards in Clwyd ystafell i helpu Unit (AMU) Clwyd rest and (AMU) tawelu yr uned stimulation the unit gorffwys ac relaxation for ymlacio cleifion patients.
Llyfrgell Sensory Library Synhwyraidd lle that parents can access to see if gall rheini gael Children's Tŷ Catherine Catherine their children will Tîm mynediad i weld Learning Sensory Tŷ Catherine Llyfrgell Catherine Gladstone Gladstone benefit from the Anableddau a fydd eu plant Disability Library Gladstone Synhwyraidd Gladstone House House resources Dysgu Plant yn cael budd o’r Team adnoddau sydd available before ar gael cyn they buy the prynu’r cyfarpar equipment.
Pedalu ymarfer i Exercise pedals rwystro colli to prevent loss nerth/cyflwr of strength / Cyflymu yn YG – Speeding up YG - Ward Alaw, Ysbyty ymysg cleifion Alaw Ward, Ysbyty condition in adsefydlu amrywiol in hospital various Hematoleg Gwynedd oedrannus, Haematology Gwynedd elderly, frail ysbyty wardiau rehab wards bregus a/neu and/or gaeth i’w bedbound gwelyau patients. Music therapy Adfer i Prosiect therapi Recovery to project to Ward 14 gerddoriaeth Ward 14 cerdd i fwyafu Ward 14 Ysbyty Glan music in an enhance stroke Ward 14 Ysbyty Glan YGC mewn uned Uned Strôc taith cleifion Stroke Unit Clwyd in-patient patient journey Uned Strôc Clwyd Stroke Unit strôc cleifion YGC strôc drwy gydol stroke unit throughout mewnol eu hadsefydliad rehabilitation. Ward, Ward, Lleoliad y Crynodeb o’r Location Project Gwasanaeth Safle Enw Prosiect Service or Site Project name Prosiect Prosiect of project summary neu Adran Department Foodwise am Addasu’r cwrs Adapting the Tîm oes – hyfforddi Food food wise Food wise for Anableddau Caledfryn, cyrraedd pobl Y Rhyl a wise i’w wneud Denbighshire training course life - reaching Dysgu Sir Dinbych gydag Rhuthun yn hygyrch i bobl Learning Caledfryn, Rhyl & to make it people with a Ddinbych anableddau ag anableddau Disability Denbigh Ruthin accessible for learning dysgu dysgu Team people with a disability learning disability.
Ward Clwb brecwast i Clwb Onnen, gleifion i Ysbyty Maelor brecwast a Onnen Ysbyty hyrwyddo Onnen Breakfast clubs Wrecsam phrosiect lles Breakfast club Maelor annibyniaeth a Wrexham Ward for patients to and patient cleifion Onnen Maelor Wrexham promote Wrecsam lles wellbeing Hospital Maelor independence project Hospital and wellbeing.
Trawsnewyd y Wardiau Uned Iechyd Ar wardiau mannau bwyta Transform the Caffi Older On the Gwanwyn a Meddwl Pobl Gwanwyn ar y wardiau yn dining areas on Ymgsylltu Gwanwyn & Persons Engagement wards - Hydref Hŷn a Hydref gaffi Cyfeillgar i the wards into Hydref Wards Mental Health Cafes Gwanwyn Ddementia Dementia Unit & Hydref Friendly Cafés.
Creu gardd Creating a Ward Morfa, Ysbyty Gardd Ysbyty ddementia i Morfa Ward, Dementia Ysbyty Ysbyty Dementia Ysbyty Alltwen Ddementia Alltwen fwyafu lles Ysbyty garden to Alltwen Alltwen Garden Alltwen cleifion Alltwen enhance patient wellbeing. Ward, Ward, Enw Lleoliad y Crynodeb o’r Location Project Gwasanaeth Safle Service or Site Project name Prosiect Prosiect Prosiect of project summary neu Adran Department Prosiect i A project to hyrwyddo promote ymgysylltu cleifion inpatient mewnol mewn engagement in Rhwystro Prevent Ysbyty gweithgareddau ar Bryn Beryl activities on the Ward Llyn Bryn Beryl diflastod Llyn Ward Bryn Beryl hospital Bryn Beryl y ward i rwystro hospital ward to prevent ysbyty boredom diflastod, boredom, stimiwleiddio stimulate minds meddyliau a and enhance mwyafu adsefydlu rehabilitation. Gwella Improving the cyfleusterau Paediatric Pediatrig i annog Facilities to gwell ymgysylltiad encourage Ystafell corfforol mewn better physical Ysbyty Aros gofal iechyd ar Wrexham engagement in Prostheteg Maelor Pediatreg Prostheteg amgylchedd Wrexham Maelor, the healthcare Wrecscam Ysbyty adsefydlu ar gyfer Prosthetics Maelor Paediatric Prosthetics and Maelor y rhai sydd wedi Hospital Waiting rehabilitation cael torri aelodau Room environment for uchaf ac isaf a upper limb defnyddwyr amputees, lower cadeiriau olwyn limb amputees and wheelchair users. Datblygu canolfan Chwarae a Ysbyty Developing an Therapi Ysbyty asesiad lle bydd Datblygu Brenhinol assessment Galwedigaethol Brenhinol plant a’u teuluoedd Gyda’n Alexandra Children's Royal Let's Play & Royal centre where Plant Alexandra yn edrych ymlaen Gilydd Occupational Alexandra Develop Alexandra children and at ymweld Therapy Hospital Together Hospital their families look forward to visiting. Ward, Ward, Lleoliad y Crynodeb o’r Location Project Gwasanaeth Safle Enw Prosiect Service or Site Project name Prosiect Prosiect of project summary neu Adran Department Cyfarparu Equip Ysbyty Ysbyty Penrhos Penrhos Stanley, Ysbyty Stanley, Ysbyty Cefni, Ysbyty Cefni, Ysbyty Eryri, Ysbyty Eryri, Ysbyty Alltwen, Ysbyty Alltwen, Ysbyty 7 7 Ysbyty Dolgellau, Dolgellau, Community Ysbyty Platiau Glas Cymuned, Ysbyty Blue Plates Ysbyty Tywyn Dieteteg Ysbyty Tywyn ac Dietetics Hospitals, Gwynedd Dementia Gorllewin Gwynedd for Dementia and Ysbyty Bryn Ysbyty Bryn BCUHB BIPBC Beryl with blue Beryl â phatiau West glas i gynyddu plates, to faint o fwyd increase the bydd pobl â amount of food dementia yn ei eaten by fwyta patients with dementia. Creu ystafell gyfathrebu ar y Mesen ward gydag Fach/Uned Creating a Llais i bawb a amrywiol offer Clefion Bryn y Mesen communication gweithgaredd cyfathrebu i Mewnol/ Neuadd Fach room on the au i bawb gefnogi’r anableddau Mesen Fach / A voice for ward with unigolion a dysgu Inpatient unit / Bryn Y everyone and Mesen various forms of dderbynir i learning Neuadd activities for Fach communication Mesen Fach. disabilities all tools to support the individuals being admitted to Mesen Fach. Ward, Ward, Lleoliad y Crynodeb o’r Location Project Gwasanaeth Safle Enw Prosiect Service or Site Project name Prosiect Prosiect of project summary neu Adran Department Galluogi Enabling junior meddygon iau i doctors to speed Gweithdrefn gyflymu cyflawni up the delivery ar gyfer ffurflenni cais y Procedure for of request forms Ysbyty cyflawni Ysbyty tu allan i oriau ar Ysbyty delivering ‘out Ysbyty Meddygaeth Medicine out of hours for Gwynedd ffurflenni cais Gwynedd gyfer Gwynedd of hours’ Gwynedd investigations y tu allan i archwiliadau nad request forms that do not need oriau oes angen eu to be done gwneud ar immediately. unwaith.
Enhancing the Coed Celyn patient Mwyafu Patient Coed environment so Coed Celyn Coed Celyn Prosiect amgylchedd environement Celyn patients feel Amgylchedd Coed cleifion fel eu Coed Celyn Coed Celyn project secure and Cleifion Coed Celyn bod yn teimlo’n comfortable. Celyn fwy diogel a chyffyrddus Develop a perinatal mental health pocket Datblygu guide which will include canllaw poced Perinatal iechyd meddwl information/reso Gwasanaeth Mental Health amenedigol sy’n Perinatal urces to help Iechyd Service/Ment Ysbyty Glan Central cynnwys Mental Health support them in Meddwl Canllaw al Health and Clwyd area gwybodaeth/ Pocket Guide their role of Amenedigol/ Ysbyty Glan Poced Iechyd Ardal Learning adnoddau i’w optimising Iechyd Clwyd Meddwl Ganolog Disabilities cefnogi yn eu mental health Meddwl ac Amenedigol gwaith o fwyafu and wellbeing Anableddau iechyd meddwl a for all women Dysgu lles i bob merch giving birth in sy’n geni yng North Wales. ngogledd Cymru 22 CF20/10.9 Tecotherm Cooling Machine 1 CF20 10.9.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Tecotherm cooling machine
Name & Job Title of Lead Applicant Nia Jones- Ward Manager, Neonatal Unit
Name & Job Title of Other Applicants Donna Jones- House keeper, Neonatal unit Angela Hannah- Senior staff Nurse, Neonatal unit
Maximum Expenditure Requested £15,244
Fund to be Sourced Fund Number & Title Special Care Baby Unit - Glan Clwyd – Fund 8F05
Current Uncommitted Balance £ 68,092.32
Introduction and Background
Infants who have birth trauma are diagnosed with Hypoxic Ischaemic Encephalopathy. The severity of this is categorised as grade 1-3. Therapeutic cooling aims to reduce the severity of the complication and is time critical (starting within 6 hours of birth). This is a lifesaving intensive care treatment.
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Reduces the risk of secondary brain injury in infants fitting criteria for therapeutic cooling Reduce’s the chances of infants having complex ongoing needs. Following Hypoxic insult during birth.
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description Quote Inspiration Healthcare
Total Pay and Non-pay £15,244.00
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £500 P/A Less: Savings generated by this application £
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Brain Injury 72 Hrs therapeutic cooling
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
N/A – one off purchase
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
A lifesaving intensive care treatment for infants.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on. No impact on any equality group.
Approvals
Name & Comments Date Approved Fund Advisor Frank Jones- This was approved at the cuddles meeting held on 24.4.19 Chairman for cuddles
Capital Approval (Estates/IM&T/Medical Medical Devices Devices) Group 28.11.19
Chief Financial Officer Nigel McCann
03.12.19 Area/Hospital/Secondary Care/Mental Bethan Jones Health/Executive Director 03.12.19 Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 23 CF20/10.10 Replacement of patient bedside lockers - Llewelyn ward, Llandudno Hospital 1 CF20 10.10.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Replacement of patient bedside lockers on Llewelyn ward, Llandudno Hospital
Name & Job Title of Lead Applicant Phillip Rathbone, Matron, Llandudno Hospital
Name & Job Title of Other Applicants
Maximum Expenditure Requested £13,669.74
Fund to be Sourced Fund Number & Title 9T26 Friends of Llandudno hospital Current Uncommitted Balance £39,001.69
Introduction and Background
In line with Health Board Medicine management policy, to have patient medicine’s nearby in secure storage Comply with infection control requirements The existing bed side cabinets are coming to the end of their working life and are in need of replacement
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Improved infection control compliance Safe clean care audit Ease of manoverability and patient use Patient satisfaction survey Reduced manual handling moves/ease of use of manual handling equipment Datix number regarding manual handling issue
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description Quote Patient lockers 13,669.74
Total Pay and Non-pay £13,669.74
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £0 Less: Savings generated by this application £0 Net ongoing revenue costs charged to NHS budgets £ 0
Risk Assessment
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Risk (insert further rows if needed) Mitigation Increased risk of existing bedside lockers being a reservoir of bacteria due to age and Unable to mitigate due to equipment being at end of condition working usage
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Not applicable
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
The bedside lockers will be easy to clean and will improve the patient care environment
Health Inequalities (State how the scheme addresses health inequalities)
All patients will have access to bedside lockers/cabinets of the same standard
Equalities Impact
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
The bedside lockers are for all patients use
Approvals
Name & Comments Date Approved Fund Advisor Nicola Mclardie
05.02.20
Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Nigel McCann
05.02.20 Area/Hospital/Secondary Care/Mental Bethan Jones Health/Executive Director 05.02.20 Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 24 CF20/10.11 International Year of the Nurse and Midwife (IYNM) Legacy Programme 1 CF20 10.11.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application International Year of the Nurse and Midwife (IYNM) Legacy Programme
Name & Job Title of Lead Applicant Kirsty Thomson, Head of Fundraising
Name & Job Title of Other Applicants Members of the BCUHB IYNM Task and Finish Group
Maximum Expenditure Requested £10,000
Fund to be Sourced Fund Number & Title General Funds Current Uncommitted Balance £92,000
Introduction and Background
The BCUHB Head of Fundraising has been invited to join the BCUHB IYNM Task and Finish Group, Chaired by Trevor Hubbard Deputy Executive Director Of Nursing The Awyr Las Support Team’s NHS Big Tea activity will focus on the IYNM theme this year and aims to support the key messages decided on by the IYNM Task and Finish Group The BCUHB IYNM Task and Finish Group have agreed the legacy of the IYNM should be to encourage more local people (particularly males) into
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales nursing and midwifery, and increase young people’s understanding of both the profession and the need to live healthy lives. The BCUHB IYNM Task and Finish Group wish to begin working with schools in 2020 to achieve its aim, but more importantly, it wishes to ensure there is a legacy in place, so the impact of the IYNM can be felt locally for years to come. The BCUHB IYNM Task and Finish Group are putting together a plan of how to achieve its aim, but central to it will be an educational tool that promotes BCUHB nursing and key Public Health Messages. Within this digital pack there will be educational resources which are relevant to different ages, embrace themes from the new curriculum for Wales, and are made especially for North Wales audiences. Also included will be fundraising ideas and activities to help foster long lasting links between schools and BCUHB (and its charitable arm). Members of the BCUHB IYNM Task and Finish Group & their teams will co-produce this educational resource with local schools, with an external Education Consultancy overseeing the body of work, coordinating the research and development (R&D) and implementation of the projects. During the R&D phase, the Education Consultancy will promote the 2020 NHS Big Tea in specific local schools that are taking part in the R&D phase. Local schools could also benefit from visits from Keep the Beats, the Awyr Las supported CPR promotional service. This could also be an opportunity to promote BCUHB’s international links, specifically the work BCUHB staff do with Wales for Africa with its Link Charitable Funds. Aim to complete R&D phase by July 2020 and launch the resource in schools from September 2020 See attached Appendix 1 for a quote from a local Education Consultancy to manage the IYNM Education Project
Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter) . 10 Schools participating in the R&D stage of the project, potentially taking part in and helping to promote the 2020 NHS Big Tea as part of this stage. Head of Fundraising to report back to September 2020 Charitable Funds Committee. . The production of a school pack that is ‘future proofed’, i.e. relevant to new curriculums, suitable for different ages and co-produced between nursing and recruitment colleagues and teachers / educational specialists. Project Manager to report back to September 2020 Charitable Funds Committee. . Internal BCUHB Lead, selected by the BCUHB IYNM Task and Finish Group, to achieve agreed milestones of delivery in schools over the next 18 months and beyond. Internal BCUHB Lead and Head of Fundraising to report back to September 2021 Charitable Funds Committee. Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) Improved links with local schools Number of interactions with schools, measured by both
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Internal BCUHB Lead & Head of Fundraising Increased interest in representation at school careers days / work experience / BCUHB Teacher and student survey volunteering / University applications Increased understanding of key Public Health messages Teacher and student survey Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months External Consultancy £5,000 5 Manage the BCUHB IYNM Education ‘Legacy’ Project £4,750 Fees - Quote Non-pay Quote or Estimate? Description Estimate Digital and hard copy project materials (including video resource) £3,000 Estimate Event to launch project and celebrate nursing and midwifery staff across BCUHB £1,000 Estimate 5 x £250 grants for high achieving nurses and midwives to receive at the event £1,250 Total Pay and Non-pay £10,000
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £0 Less: Savings generated by this application £0 Net ongoing revenue costs charged to NHS budgets £0
Risk Assessment
Risk (insert further rows if needed) Mitigation Not having a project like this will be an opportunity wasted as there is such significant Use the IYNM to meet key BCUHB strategic objectives
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales international coverage of IYNM. around recruitment. Without the BCUHB IYNM Task and Finish Group this project would be fundraising only Use the emergence of an effective cross-departmental group focussed, or recruitment only, or Public Health only – the BCUHB IYNM Task and Finish Group – to create an invaluable resource that can be used for years after the IYNM The BCUHB and Awyr Las school recruitment resources are outdated and not relevant Use an external consultancy to bring nursing and education professionals together to co-produce a resource Capacity to build and maintain the project and coordinate it. Use an external consultancy to manage the project and bring nursing and education professionals together to co-produce a resource
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Once the educational tool is complete, it will be publicly available on the BCUHB and Awyr las websites for teachers to download and for BCUHB staff to use to engage with local school communities.
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
Where possible and where relevant, this educational tool will include information about dementia.
Health Inequalities (State how the scheme addresses health inequalities)
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales This project aims to reduce health inequalities by taking key public health messages to new and different young audiences across North Wales.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on. No, this project will be overseen by a professional external consultancy. The contributing consultancy would need to demonstrate professionalism and experience in the field of education, working with different racial equality groups.
Approvals
Name & Comments Date Approved Fund Advisor N/A Seeking approval from the Charitable Funds Committee for funding from General Funds.
Capital Approval (Estates/IM&T/Medical N/A Devices) Chief Financial Officer N/A
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Area/Hospital/Secondary Care/Mental N/A Health/Executive Director Charitable Funds Advisory Group N/A
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 1 CF20 10.11 Appendix 1.pdf
[email protected] www.hayeducation.com
QUOTATION
Design of NHS Education & Fundraising Resource Packs for Schools
Mrs K Thomson Quote Date: 24 February 2020 Head of Fundraising Awyr Las Quote Number: AL20200224 Fundraising Support Team Ysbyty Gwynedd Quote Total: £4,940 Bangor LL57 2PW Completion Date: 1 June 2020
Brief To research, design, test and produce final copy of NHS education and fundraising resource packs suitable for use in different Key Stages within Welsh schools.
QUANTITY DESCRIPTION UNIT PRICE AMOUNT
2 days Research into the current Primary and £260 £520 Secondary curriculums and incoming new per day ‘Curriculum for Wales’, to see where NHS education and fundraising resource packs could best fit into each Key Stage.
½ day Meet with Awyr Las staff to present curriculum £130 research and brainstorm potential education and fundraising topic areas.
3 days Liaise with Primary and Secondary education £780 specialists at each Key Stage to design concepts for age-specific resource packs. [email protected] ½ day Meet with Awyr Las staff to confirm/adjust www.hayeducation.com£130 design concepts.
Hay Education is part of Hay Group Ltd. Company Number: 11606420 (Registered in England and Wales). The Coach House, Ffordd Bryn Fran, Eglwysbach, Conwy, UK, LL28 5UD. [email protected] www.hayeducation.com
3 days Production of 1st draft content for resource £260 £780 packs. per day
3 days Testing of 1st draft resource packs with age- £780 appropriate pupils. Edit content.
2 days Testing of 2nd draft resource packs with age- £520 appropriate pupils. Edit content and re-test if necessary.
½ day Meet with Awyr Las staff to report testing and £130 confirm/adjust for final draft. Re-test if necessary.
1 day Liaise with SEND education specialists to £260 ensure that resource packs are adequately differentiated for the standard ‘ability breadth’ of students in mainstream school settings.
1 day Production of final content for resource packs. £260
2 days Design of separate teacher information packs £520 for the different Key Stage resource packs, plus introductory letters/emails.
½ day Meeting for handover to Awyr Las staff and/or £130 external graphic design company for graphics and NHS branding.
TOTAL £4,940
Payment Terms Unless agreed otherwise, all design services require an advance payment of 50% of the project quotation total before the work commences or is supplied to the Client for review. The remaining payment must be paid within 30 days of receipt of the final invoice. Publication and/or release of work done by Hay Education on behalf of the Client, may not take place before cleared funds have been received. Accounts that remain outstanding for 30 days after the date of the invoice will incur late payment interest charged at 5% per month.
Banking Details Account Name: Hay Group Ltd [email protected] Account Number: 37106700 www.hayeducation.com Sort Code: 60-83-71
Hay Education is part of Hay Group Ltd. Company Number: 11606420 (Registered in England and Wales). The Coach House, Ffordd Bryn Fran, Eglwysbach, Conwy, UK, LL28 5UD. 25 CF20/10.12 Patient Dalton Containment back armchairs – Acton Ward, Wrexham Maelor 1 CF20 10.12.doc
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Patient Dalton Containment back armchairs
Name & Job Title of Lead Applicant Tracey Edwards Matron
Name & Job Title of Other Applicants Gaynor Hacking Ward manager
Maximum Expenditure Requested £5,517.60
Fund to be Sourced Fund Number & Title Wrexham rehab general funds 7B18 Current Uncommitted Balance £6,068.40
Introduction and Background
All patients’ chairs on Acton have been condemned, as they no longer have pressure reliving properties in them as they have all bottomed out on assessment and some have splits in them, so have a risk of cross infection to other patients. All 22 arm chairs therefore need to be replaced
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Key Service Benefits and Measures (to be reported back to the Committee 6 months after approval granted, unless otherwise stated in approval letter)
Service Benefit (insert further rows if needed, must include patient care and financial Measure benefits) All currant chairs have been condemned as bottomed out and need to be replaced to be sure we manage our patients pressure areas and reduce cross infection as some have splits in them.
Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months
Non-pay Quote or Estimate? Description This is a quote 22 chairs at £209 each £209 X 22
Total Pay and Non-pay £5,517.60
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Less: Savings generated by this application £ Net ongoing revenue costs charged to NHS budgets £
Risk Assessment
Risk (insert further rows if needed) Mitigation Patients could develop pressure sores if not replaced and are also at risk of cross infection of any of the chairs that are damaged such as splits in the fabric.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
This is a one off purchase to replace all the sitting out chairs for patients only
Dementia Strategy (State how the scheme meets the Health Board’s dementia strategy)
N/A
Health Inequalities (State how the scheme addresses health inequalities)
We could course harm to patients if not replaced as they may develop a pressure sore and are at risk of cross infection which could leasd to safe guarding
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales issues.
Equalities Impact
Will any racial equality groups (racial, gender, disability, sexuality, age, language, religion/belief be differently affected by this scheme? YES/NO If YES, then please submit a copy of the Equality Impact Questionnaire with this form. If NO, then state below what information/evidence the decision is based on.
Approvals
Name & Comments Date Approved Fund Advisor Tracey Edwards Matron 06.02.20 Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Paul Carter 06.02.20
Area/Hospital/Secondary Care/Mental Rob Smith
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales Health/Executive Director 06.02.20
Charitable Funds Advisory Group
PLEASE RETURN COMPLETED FORMS TO: AWYR LAS FINANCE SUPPORT TEAM, ABERGELE HOSPITAL, LLANFAIR ROAD, ABERGELE, LL22 8DP or E-MAIL TO [email protected]
Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 Am iechyd gwell yng Ngogledd Cymru • For brighter, better health in North Wales 26 CF20/11 Charity Budget for 2020/21 1 CF20 11.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Charitable Funds Budget 2020/21 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau None Appendices: Argymhelliad / Recommendation: The Committee is asked to review and approve the budget for 2020/21.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds.
Cefndir / Background: The Charity’s budget for 2019/20 covers the costs of running the Charity, including administration, governance and fundraising.
As previously agreed by the Committee, all of the administration, governance and central fundraising costs for the Charity are charged to General Funds. General Funds receives all of the gains or losses on the investments plus the investment income and this is therefore used to pay for the Charity’s costs. Additionally, when funds allow, the remainder can be used to support Health Board initiatives.
Other Fundraising Costs are charged to the fund that will benefit from that fundraising and so are not charged to General Funds. Asesiad / Assessment: Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications
All staff who work with the charity are employed by the Health Board. The costs of the Fundraising Team are recharged in full to the charity on a monthly basis. The 1 costs of Finance staff involved in the charity are included within a monthly recharge from the Health Board, which is set at £96,000 per year. This charge also includes an element of overheads.
The charity’s non-pay costs predominantly relate to fundraising. These are split into costs incurred as part of the Fundraising Team’s activities and other fundraising costs not initiated by the Team, which also includes costs incurred as part of a specific appeal. In addition, there are costs for audit, software fees, bank and other administration charges.
Proposed Budget
The table below details the charity’s forecast administration, governance and fundraising costs for 2019/20, compared to the agreed budget and the proposed budgeted costs for 2020/21.
The total proposed budget for 2020/21 has been kept at the same level as the 2019/20 budget, although there have been some small movements between categories to take account of increased pay costs.
2019/20 2019/20 2019/20 2020/21 Budget Forecast Forecast Proposed Actual Variance Budget £'000 £'000 £'000 £'000 BCU recharge - Finance staff costs 90 90 0 90 Fundraising staff costs 217 176 (41) 225 Total pay costs 307 266 (41) 315 BCU recharge - overheads 6 6 0 6 Fundraising Team costs 50 19 (31) 50 Other fundraising costs 40 24 (16) 28 Investment management fee 50 53 3 54 Audit fees 12 12 0 12 Bank & other admin charges 6 5 (1) 6 Software fees 6 5 (1) 6 Total non-pay costs 170 124 (46) 162
Total Costs 477 390 (87) 477
Charged to General Funds 437 366 -71 449
Points to note: Fundraising Staff Costs are projected to increase due to the NHS pay award and incremental drift. The forecast under spend for 2019/20 relates to a Band 6 vacancy. The funding for this vacancy will be utilised in 2020/21 for a Band 6, 30 hour Staff Lottery Coordinator post. Fundraising Team non-pay costs are forecast to be under budget in 2019/20. The Head of Fundraising has requested that the budget for 2020/21 is maintained at the same level to support developments. A detailed analysis is included in the Fundraising Report. Other Fundraising Costs; fundraising events that sit outside of the Fundraising 2 Team have under spent over the last few years and so the budget for 2020/21 has been reduced to reflect this.
The total charge to General Funds for 2020/21 would be £449,000. General Funds at the 31st December 2019 totalled £541,000, therefore the proposed budget would reduce these funds to £92,000.
Risk Analysis Not applicable.
Legal And Compliance Not applicable.
Impact Assessment Not applicable.
3 28 CF20/12 Charity Reserves Policy 1 CF20 12.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Review of Charity Reserves Policy Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau None Appendices: Argymhelliad / Recommendation: The Committee is asked to review and approve the amended Reserves Policy and Target Level of Reserves.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds.
Cefndir / Background: Reserves are that part of a charity’s unrestricted income funds which are freely available to spend on any of the charity’s purposes. The reserves policy explains to existing and potential fundraisers, donors and other stakeholders why a charity is holding a particular amount of reserves. A good reserves policy gives confidence to stakeholders that the charity’s finances are being managed and can also provide an indicator of future funding needs. The reserves policy of a charity must be set out in its Annual Report. It should take into account the charity’s financial circumstances and other relevant factors. It is good practice to keep the reserves policy under review to ensure it meets the changing needs and circumstances of the charity. Deciding on the level of reserves that a charity needs to hold is an important part of financial management and forward financial planning. Reserves levels which are higher than needed may tie up money unnecessarily. However if reserves are too low then the charity’s solvency and its future activities can be put at risk. The charity, drawing on Charity Commission guidance and examples of best practice from other charities, has adopted a reserves policy which includes a target level of 1 reserves. In accordance with best practice, the Committee should review its reserves policy and target level of reserves on an annual basis, recalculating the target based on the latest audited accounts. Asesiad / Assessment:
Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications
Current Policy
The charity’s current reserves policy was reviewed and updated in March 2019 and states:
‘The reserves policy has the objective of ensuring that the charity has sufficient funds available to maintain liquidity, cover unforeseen risks and provide for future opportunities.
The charity relies heavily on income from donations, fundraising and legacies. These are unpredictable sources that can vary year to year. Therefore the charity needs sufficient reserves to be able to continue its activities in the event of fluctuations in its income.
The charity has a target level of reserves of £3,060,000. This is based on the following calculation, with average figures taken from the last three years’ of audited accounts: One year’s administration costs (support costs, fundraising costs and investment management costs). 25% of the value of investments held. 25% of the grant funded activity expenditure. The target level of reserves will be reassessed on an annual basis.
The Trustee will review the actual reserves held against the target throughout the year, to ensure that sufficient funds are held within the charity, whilst also continuing to utilise funds within a reasonable period of receipt.’
There are no changes proposed to the wording of the reserves policy, other than to recalculate the target level of reserves.
Target Level of Reserves
To establish the target level of reserves, a number of factors were considered: Anticipated levels of income for the current and future years; Anticipated levels of expenditure for the current and future years; Future needs, opportunities, commitments and risks. This includes looking at future plans, projects or other spending needs that cannot be met from the income of a single year’s budget.
The vast majority of the charity’s income is from donations, fundraising and legacies. These are unreliable and unpredictable sources that can vary year to year. The 2 Fundraising Team is working on diversifying and broadening the sources of income through identifying new potential donors and raising awareness of the charity in different spheres of influence. This should help provide more security of income; however, there can still be no guaranteed level of income for any year.
The charity’s expenditure is primarily driven by funding approvals awarded by the Charitable Funds Advisory Group and the Committee. These are entirely within the charity’s control and the level of approvals can be reduced or increased depending on the reserves available.
The charity does have ongoing expenditure arising from the costs of the Fundraising Team and Finance staff, the Investment Manager fee and Audit fees. The Committee can have little influence over these in the short term and so they should be taken into account when considering the reserves requirement.
The other large influence on the charity’s reserves is fluctuations in the investments, which can rise or fall in value on a monthly basis.
Taking the above into account and using average figures from the last three years’ of audited accounts, the calculation of the target level of reserves is as follows:
The reserves should include one year’s administration costs (support costs, fundraising costs and investment management costs), which would allow the charity to continue to run for this period even if no income was received. The three year rolling average is £419,000. To insure against the risk of a large fall in the investments, the reserves should include 25% of the three year rolling average value of the investments. This would allow for a significant fall in value and is based on the fact that during 2008/09, the investments of the three predecessor charities fell by 26%. The amount included in the target is £1,915,000. To allow the charity to support larger projects that cannot be paid for with one year’s worth of income and also to allow the Charity to continue to support projects if income was severely reduced, 25% of the grant funded activity expenditure should be included in reserves. Should income cease this would allow the charity to continue to fund projects at its current rate for three months, or at a reduced rate for six months. The three year rolling average is £477,000.
Based on the above figures, the target level of reserves for the charity would be £2,811,000, which is £249,000 less than the current target.
The available unrestricted reserves as at the 31st December 2019 totalled £4,959,000. Compared to the target level of reserves of £2,811,000, the Charity is holding higher reserves than it should be. Therefore actions need to be taken to increase expenditure rates.
Risk Analysis Not applicable.
Legal And Compliance Not applicable.
3 Impact Assessment Not applicable.
4 29 CF20/13 Charity Investment Policy 1 CF20 13.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Review of Charity Investment Policy Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: Executive Director of Finance Prior Scrutiny: Atodiadau None Appendices: Argymhelliad / Recommendation: The Committee is asked to note the Investment Policy.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds.
Cefndir / Background: Many of the donations and legacies that the charity receives cannot be spent immediately, as they need to be accumulated to fund the most appropriate purchases. Therefore, the charity invests these donations in order to generate income and protect their value in real terms.
All of the Charity’s investments are held within a portfolio managed by Rothschild Wealth Management Limited. Investment performance is monitored by the Charitable Funds Committee at its quarterly meetings. The Committee receives reports from the investment managers explaining the portfolio’s performance, the level of risk seen and expectations for the future.
Asesiad / Assessment:
Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications
1 Risk Policy The key objective of the charity’s investment portfolio was set at the establishment of the charity: ‘to preserve and grow the investments' value in real terms, in order to continue to support charitable distributions over the long term’. In order to support this objective, in June 2015 the Committee, following advice from Rothschild, increased the risk level of the portfolio from cautious to balanced or moderate. A balanced portfolio is intended to achieve steady growth over the long term through a diversified approach to investment. Attention is paid to avoiding the worst of the downside and capturing some, but not all, of the upside of financial market returns. Capital preservation in real terms over a long time horizon is the primary objective, and some volatility is acceptable in order to achieve this.
Since the change in the level of risk, the portfolio has overall seen a larger gain that it would have under a cautious approach.
The level of risk and whether it still remains appropriate is reviewed with investment manager every year when they attend the June Committee meeting.
Ethical Policy The charity has adopted an ethical framework for investments. This has given direction to the investment manager to develop a suitable investment strategy which is consistent with these ethical principles, whilst affording sufficient flexibility to provide the best balance of risk and reward for the charity. The portfolio is managed in accordance with this agreed strategy, which is as follows:
‘It is recommended that there is negative exclusion of investment in companies manufacturing and distributing: alcoholic products; tobacco products; and any products which may be considered in conflict with the Health Board’s activities.
Investment in companies: 2 which have a poor record in human rights and child exploitation; and/or which derive their profits from countries with poor human rights records should not be permitted.
In addition, investment in companies that demonstrate compliance with the principles of the Equality Act 2010 should be supported.’
The investment manager is required to manage the portfolio on the charity’s behalf in accordance with this ethical framework.
Investment Manager Rothschild has managed the charity’s investment portfolio since 2011, following successful tenders in 2011 and 2015. The investment manager service is currently out to tender, with the successful organisation managing the investments from April 2020 for a maximum contract term of 5 years.
Risk Analysis Not applicable.
Legal And Compliance Not applicable.
Impact Assessment Not applicable.
3 30 CF20/14 Charity Work Plan for 2020/21 1 CF20 14.docx
Cyfarfod a dyddiad: Charitable Funds Committee Meeting and date: 10th March 2020 Cyhoeddus neu Breifat: Public Public or Private: Teitl yr Adroddiad Committee Work Plan for 2020/21 Report Title: Cyfarwyddwr Cyfrifol: Sue Hill, Executive Director of Finance Responsible Director: Awdur yr Adroddiad Rebecca Hughes, Charity Accountant Report Author: Craffu blaenorol: None Prior Scrutiny: Atodiadau Appendix 1: Work Plan 2020/21 Appendices: Argymhelliad / Recommendation: The Committee is asked to approve the cycle of business and work plan presented, as a starting point for the work to be undertaken in 2020/21.
Please tick one as appropriate (note the Chair of the meeting will review and may determine the document should be viewed under a different category) Ar gyfer Ar gyfer Ar gyfer Er penderfyniad Trafodaeth sicrwydd gwybodaeth /cymeradwyaeth For For Assurance For For Decision/ Discussion Information Approval Sefyllfa / Situation: The Charitable Funds Committee has responsibility for the management and stewardship of Charitable Funds.
Cefndir / Background: The Charitable Funds Committee, in common with other committees and sub- committees, needs to agree a cycle of business setting out regular business to be considered on a recurring basis each year. A work plan is also required, setting out additional and one-off items of business planned for each agenda in-year. Ad-hoc items can be added to this plan as and when issues arise.
Asesiad / Assessment: Strategy Implications Aligned to the Awyr Las Charity Strategy.
Financial Implications Not applicable.
Risk Analysis Not applicable.
1 Legal And Compliance Not applicable.
Impact Assessment Not applicable.
2 Appendix 1 – Work Plan 2020/21
Agenda Item June 2020 September 2020 December 2020 March 2021
Opening Business Apologies & declarations of interest X X X X Minutes of the previous meeting X X X X Matters arising and action plan X X X X Standing Items Finance report X X X X Fundraising report X X X X Third sector groups report X X X X Legacy Strategy X X X X Charitable Funds Advisory Group minutes X X X X Charity Risk Register X X X X Investment manager’s portfolio report X X X X Items for Decision Request for expenditure approvals X X X X Budget for forthcoming year X Audited accounts and annual report X Wales Audit Office ISA 260 report X Items of Governance Investment manager presentation X Review of reserves policy X Committee work plan for forthcoming year X Closing Business Issues of significance X X X X Date of next meeting X X X X Planning / agenda setting for next meeting X X X X In Year / Ad hoc items
3