Bundel of Charitable Funds Committee on 24 June 2016
1 CF16/13 Apologies and Declarations of Interest 2 CF16/14 Minutes of the previous meeting 3 CF16/14.1 Accuracy of Minutes CF16-14.1.docx 4 CF16/14.2 Matters arising and summary action plan CF16-14.2.docx 5 CF16/15 Charitable Funds Finance report CF16-15 cover.docx 6 CF16/15.1 Report to March 2016 CF16-15.1.docx 7 CF16/15.2 Designated Fund Annual Returns CF16-15.2.docx CF16-15.2 appendix.pdf 8 CF16/16 Fundraising report CF16-16 Cover.docx 9 CF16/16.1 Report to March 2016 CF16-16.1.docx 10 CF16/16.2 Lap of Wales report CF16-16.2.pdf 11 CF16/17 Charitable Funds Advisory Group CF16-17 cover.docx 12 CF16/17.1 Summary of Applications CF16-17.1.docx 13 CF16/17.2 Minutes of meeting held on 17.3.16 CF16-17.2.docx 14 CF16/17.3 Draft minutes of meting held on 26.5.16 CF16-17.3.docx 15 CF16/18 Rothschild Portfolio presentation CF16-18 cover.docx CF16-18.pdf 16 CF16/19 Request for Expenditire Approvals CF16-19.docx 17 CF16/19.1 Trial of Optimal Personalised Care after treatment - Gynaecological Cancer (TOPCAT-G_ CF16-19.1.docx 18 CF16/19.2 Wigs for Dermatology patients that have alopecia (12 months cost) CF16-19.2.docx 19 CF16/19.3 Wigs for cancer patients receiving treatments that may cause alopecia (12 month cost) CF16-19.3.docx 20 CF16/20 Charity Budget 2016/17 CF16-20.docx 21 CF16/21 New Madog Community Hospital Trust Donation CF16-21.docx 22 CF16/22 Charity Reserves Policy CF16-22.docx 23 CF16/23 Joint Working Protocol CF16-23.docx 24 CF16/24 Final Committee Annual report CF16-24.docx 25 CF16/25 Issues of significance to raise in Chair's Assurance report 26 CF16/26 Date of next meeting
3 CF16/14.1 Accuracy of Minutes 1 CF16-14.1.docx
CF16/14.1
CHARITABLE FUNDS COMMITTEE
Minutes of the Meeting Held on Monday 14th March 2016 in Boardroom, Carlton Court, St Asaph
Present: Ms Marian Wyn Jones Independent Member (Chair) Mr Russell Favager Executive Director of Finance Mr Ceri Stradling Independent Member Mr Keith McDonogh Independent Member Mr Geoff Lang Director of Strategy
In Attendance: Ms Helen MacArthur Head of Financial Services Ms Kirsty Thomson Head of Fundraising Ms Rebecca Hughes Charity Accountant Ms Cath Humes Community Fundraising Coordinator Ms Laura Jones PA to Executive Director of Finance Mr George Hurt BBC Reporter (Observer)
Agenda Item Action CF16/1 APOLOGIES FOR ABSENCE & DECLARATION OF INTERESTS
Apologies of absence were noted from Mr Gary Doherty.
Ms M Wyn Jones welcomed Mr George Hurd, BBC Reporter to the meeting and confirmed Mr G Hurd will now be covering the North Wales area.
On behalf of the Committee Ms M Wyn Jones wished Cancer Fund raiser, Mr Irfon Williams all the very best for a speedy recovery after his recent operation.
CF16/2.1 MINUTES OF MEETING HELD ON 21st DECEMBER 2015
CF16/2.1 Accuracy
The minutes were approved as accurate.
CF16/2.2 MATTERS ARISING AND REVIEW OF SUMMARY ACTION PLAN
Updates were provided for incorporating into the summary action plan. It was noted in in respect of Lap Of Wales that despite further request, Eryl Vaughan had not provided the accounts as promised, in part due to his accountant being out of the country on business. Mr R Favager requested that Ms H MacArthur formally followed this up on behalf of the Committee and that should the accounts not be forthcoming in a timely manner then the Health Board would need to consider escalating the issue for advice and action.
1 Minutes F&P 14.03.16 V0.4
CF16/14.1 CF16/3 CHARITABLE FUNDS FINANCE REPORT : DECEMBER 2015
CF16/3.1 Ms H MacArthur presented the report highlighting the income and expenditure as of 31st December 2015. Ms H MacArthur reported that donations are increasing year on year however the average donation is reducing. This could be a result of the charity becoming more visible which is creating a greater number of donations but these donations are smaller. There has been an increase in legacy income; this is a volatile area which needs to be promoted. Expenditure has increased year on year which is a result of the Linear Accelerator expenditure of £1.7m. However once this is removed there is a reduction year on year.
CF16/3.2 Ms H MacArthur queried whether it would be useful for major fund holder to attend the Committee to discuss the current major funds. Mr R Favager agreed stating that donors don’t donate money to sit in bank accounts therefore there is a need to promote this to the fund managers. Mr R Favager also stated it would be a good idea to ask the major fund managers to confirm the plans for their specific funds over the next 12 months. Ms M Wyn Jones confirmed that it would be good to focus on the largest 10 funds initially and Ms H MacArthur suggested some of the major fund holders attend the next meeting. Ms K Thomson also suggested it would be HMcA useful to encourage training for the fund holders to ensure they have a better understanding of their roles and responsibilities as a fund raiser.
CF16/3.3 It was noted from the requests for use of General Funds that there was a lack of awareness of what funds existed and the balances. Ms K Thomson confirmed that information is sent out to fund holders however this information is not being cascaded to the wider teams. It was suggested to include a briefing in the staff HM / RF bulletin to make staff aware of the funds available and also for the Execs to discuss & GL this with the Hospital Directors.
CF16/3.4 Mr R Favager queried the costs associated with the external contractors under STL and asked whether individual quotes had been received in relation to these costs. Ms H MacArthur confirmed that these costs have been through the value for money process and formalised through a quote waiver and will go out to tender next year if required. The report was noted.
CF16/4 FUNDRAISING REPORT
CF16/4.1 Fundraising Report: December 2015
CF16/4.1.1 Ms K Thomson presented the report reiterating that the total number of donations has increased however the value of donations has decreased. This is a similar trend to the majority of charities at the moment as the way people fundraise is changing. Ms K Thomson confirmed that the team are conscious of this change and this will be taken into account as the strategy develops. Ms K Thomson highlighted the current underspend against the fundraising budget and confirmed this will be discussed at the next meeting.
CF16/4.1.2 Ms K Thomson updated the Committee on the recent appointments to the team and also confirmed that Ms C Humes will be on maternity leave from June 2016 onwards for 12 months and Ms K Thomson is also on maternity leave therefore the team are reviewing their plans around this time. Ms K Thomson also updated the 2 Minutes F&P 14.03.16 V0.4
CF16/14.1 group on Trusts and Foundations stating there have been 2 successful applications and 15 applications still in progress. A number of applications have been rejected however this is expected due to the current climate, Mike Ritchie is investigating to find out the reason for the rejections.
CF16/4.1.3 Ms K Thomson updated the Committee on the Snowdon Rocks project with Mike Peters which will be taking place on Saturday 18th June 2016. Correspondence will be circulated this week and the Executive Directors are encouraged to take part. Ms K Thomson also confirmed that Jane Lloyd events are looking to develop a bed race in 2017. Jane was involved in the recycle bike race last year and a life cycle bike ride will be taking place in September 2016. Ms K Thomson also thanked Ms C Humes for her work with the 5k event over the past 2 years.
CF16/4.1.4 Ms M Wyn Jones highlighted the increasing level of engagement that Awyr Las are receiving on social media. Ms K Thomson stated that the current social KT media figure for the charity is 120,000 followers and compared to other charities such as Birmingham Children’s Hospital and Alder Hey, Awyr Las have a significantly higher rate of social media followers. It was suggested that a calendar of fundraising events would be useful to be included in the papers for future meetings of the group. KT CF16/4.1.5 Ms K Thomson queried the possibility of setting up a pot of money specifically for trusts and foundations applications. Mr R Favager stated that a proposal will need to be submitted to the Committee for a decision to be made but given some outstanding concerns on Elen’s fund the governance arrangements on any new venture would have to be explicit in the proposal, Ms M Wyn Jones asked if this could submitted to the next meeting. The report was noted and endorsed.
CF16/4.2 Coffee Concerts in Care Appeal
CF16/4.2.1 Ms C Humes updated the Committee on the Coffee Concerts in Care Appeal which is a joint partnership to develop a small appeal to recognise Arts in Health. This will be a restricted fund held by the partnership company and Awyr Las will provide match funding and will allow money to come in through the arts and health pot and develop partnerships.
CF16/4.2.2 Ms M Wyn Jones stated this is a potentially exciting project however there may be risks involved. Mr R Favager stated that from a governance point of view there is a need to conclude the work in conjunction with Elen’s Fund and review the lessons learnt before embarking on another joint partnership venture. Mr R Favager also raised concern in relation to the absence of key members of the team over the next 12 months and whether the timing would be right to move forward with a different partnership arrangement/ venture. Mr K McDonogh also queried whether the significant risks raised could be mitigated given the new type of venture.
CF16/4.2.3 Ms C Humes stated the need to negotiate the right relationships and ensure the partnership is successful. Ms K Thomson suggested holding a pilot scheme which could take place within the organisation and if the event is successful possibly move forward with a larger venture in the future. Ms M Wyn Jones suggested if the pilot scheme goes ahead it would be useful to report this back to the Charitable Funds Advisory Group including the issues raised by the Committee in relation to value for money and governance which would also need to be considered. 3 Minutes F&P 14.03.16 V0.4
CF16/14.1
CF16/4.2.4 Ms C Humes tabled a paper in relation to the recent engagement successes with Awyr Las and requested whether members of the Committee would be happy to utilise any networks or key contacts available at Board level on behalf of Awyr Las. Ms M Wyn Jones stated that this type of support would be valuable to the charity and requested that the Independent Members target some of the contacts discussed.
CF16/5 ROTHSCHILD PORTFOLIO REPORT : DECEMBER 2015
CF16/5.1 Ms H MacArthur presented the report stating that a new format is now being used, this is an improvement on the previous version however it does not include the one page executive summary requested. The portfolio value at the end of December 2015 was £8.4m which is an increase of 0.94% however the markets are currently very volatile. Ms M Wyn Jones stated that the new format is an improvement however it is disappointing that Rothschild failed to produce the one page summary as requested and asked Ms H MacArthur to feed this back to Rothschild so they are HMcA able to deliver this request.
CF16/5.2 Ms H MacArthur stated that the volatility of the market will continue and there is a need to work closely with the fund managers. Ms M Wyn Jones stated that Rothschild are attending the Committee meeting in June and this will also be 12 months since the portfolio moved to a cautious risk therefore members will be able to discuss any issues with Rothschild directly. It was also noted that the Ron & Margaret Smith fund has changed its name to the North Wales Cancer Appeal Fund and this would need to be reflected in future reports.
CF16/6 CHARITABLE FUNDS ADVISORY GROUP DRAFT MINUTES : 28TH JANUARY 2016
CF16/6.1 Ms H MacArthur reported that the minutes are from the first meeting of the group, there were only three items for discussion however this allowed the group to review the bids in detail. It was a positive meeting and all the bids were approved. It was requested whether the group could be involved in the review of bids over £25k to provide recommendations to the Committee. Mr R Favager welcomed and agreed to the additional scrutiny of the bids but noted that the timing of meetings would need to reviewed to ensure that bids were not delayed in reaching the Charitable Funds Committee.
CF16/6.2 Ms M Wyn Jones queried the membership of the Charitable Funds Advisory Group, Ms H MacArthur stated the need to include an Area Director on the membership and also appoint a Deputy Chair. Mr G Lang queried whether the aim of the group is to make recommendations or approve bids as providing comments to the Committee would be helpful but the decisions need to be made by the Committee. Ms M Wyn Jones confirmed that the aim of the group is to provide comments as opposed to recommendations. It was agreed that the role of the group could be extended to support the Committee by providing comments on bids over £25k as well HMcA as those under £25k. Mr K McDonogh stated the need for the terms of reference to be amended to confirm the group do not have a decision making role.
4 Minutes F&P 14.03.16 V0.4
CF16/14.1 CF16/7 REQUEST FOR EXPENDITURE APPROVALS
CF16/7.1 Staff and Patient Entrance for Radiology Pad
Ms H MacArthur stated that the bid will benefit all North Wales patients who currently travel to Christies for this type of scan. The Cancer fund in Wrexham could possibly be an alternative source of funding for this bid. Ms R Hughes suggested there may be potential to split the funding between the Cancer funds across the three main sites.
The bid from General Funds was rejected although it was agreed that the Cancer funds across the three main sites should be approached to provide funding for this project.
CF16/7.2 Replacement of one Endoscopic Ultrasound Scope
Mr R Favager stated that the bid has been approved by the Medical Devices Group. Mr C Stradling queried the specific element of funding which has been received from Welsh Government, Mr G Lang confirmed there are a number of specific areas which are being reviewed therefore there is a need to ensure this equipment is not included in that cohort.
Subject to the caveats discussed the bid was approved.
CF16/7.3 AV Equipment for YGC Radiology Seminar Room
The bid was approved with funding noted from specified fund.
CF16/7.4 Rheumatology Biologic Audit Tool Case
Ms H MacArthur stated that there is a designated fund for this bid therefore the funds have been secured. Mr R Favager highlighted a broader issue in relation to the funding being secured from a private company and other parties having access to the GL information/data produced from the audit tool. Mr G Lang agreed to review this area.
The bid was approved.
CF16/7.5 Purchase of Urgent Adult Patient Bedside Equipment
Ms H MacArthur confirmed that a previous bid for this type of equipment was approved last year. Mr G Lang queried whether there is an understanding of the totality of the need across the organisation in relation to this equipment, Mr G Lang GL agreed to review the wider issue and report back to the Committee. Ms H MacArthur stated this is a possible local fundraising opportunity for each of the wards. Ms M Wyn Jones confirmed that the general fund is a limited pot of money which needs to be prioritised.
The bid was rejected and Mr G Lang agreed to discuss this with Ms Tracey Cooper to determine the wider issue.
5 Minutes F&P 14.03.16 V0.4
CF16/14.1 CF16/8 DRAFT COMMITTEE ANNUAL REPORT FOR 2015/16 AND TERMS OF REFERENCE
CF16/8.1 Draft Annual Report 2015/16
CF16/8.1.1 Ms H MacArthur presented the report stating that the information included in the draft annual report will form part of the main annual report for the Health Board. The objectives of the Committee have been met and income is the only area which is not green therefore this is being highlighted as a priority. Mr R Favager queried whether the Committee could say the strategy was complete and it was agreed that the action should be reduced to amber as there is still a need to fully implement the action. Ms H MacArthur also asked members of the Committee to complete the annual self assessment which will be used to form part of the report.
CF16/8.2 Terms of Reference – Charitable Funds Committee
CF16/8.2.1 Ms H MacArthur reported the requirement to review the terms of reference on an annual basis. The terms have been updated to include the introduction of the Charitable Funds Advisory Group and also include the scrutiny of the annual report. Mr C Stradling queried the membership which states four Independent Members when there are only three at present, Ms M Wyn Jones requested this is updated to HMcA confirm up to four Independent Members.
CF16/8.3 Terms of Reference – Charitable Funds Advisory Group
CF16/8.3.1 Ms H MacArthur stated that the terms of reference set out the membership and the ability of the group to approve bids between £5k and £25k, stating this can be amended to include the decision for the group to review bids over £25k. Ms M Wyn Jones suggested that it would be useful for the Fundraising Manager to have a presence on this group.
The Annual Report and both Terms of Reference documents were approved.
CF16/9 COMMITTEE WORK PLAN FOR 2016/17
CF16/9.1 Ms H MacArthur presented the report highlighting that Wales Audit Office may struggle to audit the accounts to the timescale set by the Health Board therefore the approval of the audited accounts may slip to the Autumn. Ms M Wyn Jones requested that Ms H MacArthur liaises with the major fund advisors and produces a HMcA one page document to provide focus for the detail of their future plans to utilise the funds they hold, for presentation to the Committee.
CF16/10 REVIEW OF FUNDRAISING SELF REGULATION RECOMMENDATIONS – THE ETHERINGTON REPORT
CF16/10.1 Ms K Thomson highlighted that as a result of this report there will be stricter controls on the way in which donor data is used along with tighter governance controls. There is a need to ensure that databases are used correctly and effectively and there will also be a level of scrutiny involved. Any communication with donors will also need to be transparent.
6 Minutes F&P 14.03.16 V0.4
CF16/14.1 CF16/10.2 Ms M Wyn Jones stated that there is a valuable archive of information available from the Association of NHS Charities and it was agreed that further information would be circulated ahead of the next meeting. Mr C Stradling queried KT whether there will be any costs involved, Ms K Thomson confirmed that NHS Charities will be contacting Awyr Las to confirm the necessary actions going forward.
CF16/11 ISSUES OF SIGNIFICANCE TO REPORT TO THE HEALTH BOARD
To be agreed outside of the meeting.
Ms M Wyn Jones stated that the term for Mr K McDonogh is coming to an end at the end of March 2016 and thanked Mr K McDonogh for his contribution towards the Committee. CF16/12 DATE OF NEXT MEETING
Monday 13th June 2016 at 10am in the Boardroom, Carlton Court.
Ms M Wyn Jones stated there may be a need to amend the date of the June Committee and confirmation will be circulated to members outside of the Committee. LJ
Betsi Cadwaladr University Health Board is the operational name of Betsi Cadwaladr University Local Health Board
Public session closed 1.00pm
7 Minutes F&P 14.03.16 V0.4
4 CF16/14.2 Matters arising and summary action plan 1 CF16-14.2.docx
CF16/14.2
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 Actions From 21.09.15 meeting: A Towndrow CF15/39.5 Overview of the Lap of Wales and 14.12.15 1.12.15 – It is understood that Mr E Vaughan has Ongoing (now plans for Elen’s Fund advised that the accounts will be prepared by the end assigned to Mr R Meirion and Mr E Vaughan to liaise with of 2015 and subject to audit arrangements. The Head Helen Ms A Towndrow to ensure the funds for Elen’s of Financial Services will take this forward to ensure MacArthur) Fund are completed by the end of November that a comprehensive statement of income and 2015. expenditure is received and subject to scrutiny. To be reported to a future Charitable Funds Committee.
14.03.16 Mr E Vaughan has advised that accounts 14.03.16 have not yet been prepared and some invoices remain outstanding. Timescales would not be given as the accounts are prepared by one of the Committee members of Cerddwn Ymlaen who is currently out of the county on work business. Copies of bank statements have been requested which would show the totality of income and expenditure and an offer of support from the BCU Finance Team to produce a set of accounts has been made but not accepted.
The Internal Audit review has been deferred due to 13.06.16 maternity leave and sickness. 24.06.16 14.03.16 – The full set of accounts will be available for the June meeting.
24.06.16 – This item is on the agenda. Action to be closed
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CF16/14.2 Actions From 21.12.15 meeting: H MacArthur CF15/43.2 Matter Arising 14.03.16 A case for support is being developed which will Action to be H MacArthur to contact the Head of Arts outline the specific areas for which external funding is closed Therapy to check whether the bid for YGC Arts required. This is being taken forward by the Head of Strategy / Redevelopment Capital Arts has Arts Therapy with the external Funding and Grants been progressed. Coorinator. Actions From 14.03.16 meeting: H MacArthur CF16/3. 2 Charitable Funds Finance Report : 24.06.16 Refer to action CF16/9. Action to be December 2015 closed H MacArthur suggested some of the major fund holders were contacted to ascertain what assistance they may require. H MacArthur CF16/3. 3 Charitable Funds Finance Report : 24.06.16 A statement was included in the Things You Need to Action to be R Favager December 2015 Know section of the Weekly Corporate Bulletin on the closed G Lang Information regarding the funds available to be 23rd March advising staff where the list of fund included in a briefing in the staff bulletin and balances and fund advisors for the Charity could be also the Execs to discuss this with the Hospital found, along with a link to the intranet page. Directors.
K Thomson CF16/4.4 Fundraising Report 24.06.16 Ms K Thomson has included a calendar of fundraising Action to be A calendar of fundraising events to be included events in the Fundraising Report. closed in the papers for future meetings. K Thomson CF16/4.5 Fundraising Report 24.06.16 Ms K Thomson is revising the proposal and will be 12.09.16 A proposal for a specific pot of money for trusts submitting it to the September 2016 Charity Committee and foundations applications to be submitted to Meeting. the next meeting. H MacArthur CF16/5.1 Rothschild Portfolio Report : 24.06.16 Ms H MacArthur spoke to Rothschild and they have Action to be December 2015 amended their report for the June meeting. closed H MacArthur to feedback to Rothschild the Representatives from Rothschild will also be attending concerns raised in relation to the lack of a one this meeting and so can discuss any remaining issues page executive summary included in the report. with the Committee.
H MacArthur CF16/6 Charitable Funds Advisory Group 24.06.16 The Advisory Group Terms of Reference were Action to be
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CF16/14.2 draft minutes : 28th January 2016 amended and forwarded to the Governance closed The terms of reference for the Charitable department. Funds Advisory Group to be amended to confirm the group do not have a decision making role. G Lang CF16/7.2 Replacement of one Endoscopic It has been confirmed that there is no central funding Action to be Ultrasound Scope available to purchase this equipment. closed G Lang to confirm that there isn’t any Welsh Government funding available for this equipment. G Lang CF16/7.5 Purchase of Urgent Adult Patient 24.06.16 Mr G Lang will progress with Operational Divisions to Action to be Bedside Equipment get a clear picture of need across the organisation to closed G Lang to review the wider issue in relation to inform future planning. It is proposed that this is taken the need across the organisation for this type forward as a Health Board planning issue, rather than of equipment and report back to the a Charitable Funds one. Committee. H MacArthur CF16/8.2 Terms of Reference – Charitable 24.06.16 The Terms of Reference were amended and Action to be Funds Committee forwarded to the Governance department. closed The terms of reference to be updated to confirm up to four Independent Members in the membership list. H MacArthur CF16/9 Committee Work Plan for 2016/17 24.06.16 24.06.16 – A template for completion was sent out to 12.09.16 H MacArthur to liaise with the major fund the fund advisors of all major funds within the Charity. advisors and produce a one page document to To date, eleven returns have been received and these provide focus for the detail of their future plans are included on the agenda under item CF16/15.2. The to utilise the funds they hold and presentation outstanding returns will be followed up for submission this information to the Committee. to the September Committee. K Thomson CF16/10.2 Review of Fundraising Self 24.06.16 Ms K Thomson is awaiting more information on the 12.09.16 Regulation Recommendations Review, which will be circulated once received. Further information from the Association of NHS Charities to be circulated to Committee members ahead of the next meeting. 09.06.16
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5 CF16/15 Charitable Funds Finance report 1 CF16-15 cover.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/15
Title: Charitable Funds Finance Report
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: Attached are:
CF16/15.1 Finance Report for the Charity as at the 31st March 2016.
CF16/15.2 Designated Fund Annual Returns received to date.
Significant issues and risks 1. Key points to note are:
1.1 Income from Donations and Fundraising has decreased by £101,000 (6%) on the prior year.
1.2 Legacy income of £1,398,000 for the year is £673,000 (93%) higher than in 2014/15 due to three significant legacies received.
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1.3 The grant funded charitable expenditure for 2015/16 of £4,296,000 shows an increase of £2,406,000 (127%) compared to the last year. This is as a result of the £1,700,000 Linear Accelerator request approved at the September Committee and an increase of £370,000 in the provision for the Alaw Ward development to recognise the full commitment to the project, now that sufficient funds have been raised.
1.4 Investments show an unrealised loss of £343,000 for 2015/16, compared to a gain of £829,000 for 2014/15.
1.5 Total short term investments and cash at bank have increased by £37,000 (5%) during the year as a result of income exceeding cash payments
1.6 Outstanding commitments have increased by £1,555,000 (121%) from the end of the last financial year, due to the £1,700,000 provision for the Linear Accelerator.
1.7 Available unrestricted reserves total £3,326,000 compared to a target level of £3,110,000.
1.8 Of the 27 Designated Fund Annual Returns that have been issued for 2016/17, 11 have been returned to date.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to note the report and the actions being taken. Action required by The Committee is asked to note the Designated Fund Annual Returns the Committee that have been received.
Disclosure:
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6 CF16/15.1 Report to March 2016 1 CF16-15.1.docx
CF16/15.1
Charitable Funds Finance Report
March 2016
Helen MacArthur
Head of Financial Services Betsi Cadwaladr University Health Board
1. Executive Summary
1.1 Items of Significance
Income from Donations and Fundraising has decreased by £101,000 (6%) on the prior year.
Legacy income of £1,398,000 for the year is £673,000 (93%) higher than in 2014/15 due to three significant legacies received.
The grant funded charitable expenditure for 2015/16 of £4,296,000 shows an increase of £2,406,000 (127%) compared to the last year. This is as a result of the £1,700,000 Linear Accelerator request approved at the September Committee and an increase of £370,000 in the provision for the Alaw Ward development to recognise the full commitment to the project, now that sufficient funds have been raised.
Investments show an unrealised loss of £343,000 for 2015/16, compared to a gain of £829,000 for 2014/15.
Total short term investments and cash at bank have increased by £37,000 (5%) during the year as a result of income exceeding cash payments
Outstanding commitments have increased by £1,555,000 (121%) from the end of the last financial year, due to the £1,700,000 provision for the Linear Accelerator.
Available unrestricted reserves total £3,326,000 compared to a target level of £3,110,000.
2 2. Summarised financial performance
2.1 Statement of Financial Activities Performance to date Quarter Year Year Income from Donations and Fundraising has decreased by st st ended to 31 to 31 6% compared to the prior year. March March 2016 March 2016 2015 Legacy income received has increased by 93% compared to £’000 last year. This is a volatile source of income and the current £’000 £’000 year’s figures have been inflated by some substantial Donations & fundraising 415 1,576 1,677 individual legacies. Investment income is 56% higher than in the prior year, but Legacies 207 1,398 725 (see Appendix 1) still remains low due to the low level of interest rates. Investment income 8 53 34 Grant funded charitable expenditure of £4,296,000 is £2,406,000 (127%) higher than last year primarily as a result of the approval of the £1,700,000 Linear Accelerator and the Total income 630 3,027 2,436 increase in the commitment for the Alaw Ward development
Grant funded charitable (872) (4,296) (1,890) by £370,000 to recognise the full commitment to the project expenditure now that sufficient funds have been raised. Governance & support 108 (114) (124) The charitable expenditure of £4,296,000 can be broken costs down as follows: Fundraising expenditure (162) (271) (193) Actual expenditure in year: £1,955,000
Investment management (9) (47) (45) 2015/16 commitments outstanding: £2,341,000 There has been a transfer of costs from Governance and Support to Fundraising expenditure during the last quarter
Total expenditure (935) (4,728) (2,252) as a part of the annual accounts preparation. Investments show a loss of £343,000 (4%) on the 2014/15 Gain/(loss) on (74) (343) 829 closing value. This follows a gain of £829,000 last year. investments Further actions Net movement in funds (379) (2,044) 1,013 Continue fundraising strategy implementation to further increase income for the Charity (donations and legacies). Continue to monitor investment performance.
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2.2 Balance Sheet Performance to date As at As at Total fixed assets at the end of the year have fallen by 4% 31/03/16 31/03/15 (£348,000) over the 2014/15 year end valuation. £’000 £’000 Long term investments 7,781 8,099 Short term investments have fallen by £500,000 as the cash North Wales Cancer Appeal 522 552 held within the investment portfolio was withdrawn in July portfolio and moved to the Charity’s higher interest bank account. Total fixed assets 8,303 8,651 Cash deposits at bank and in hand have increased by £537,000 over the period, which is as a result of the cash Short term investments and 38 538 deposits withdrawn from the investments. Cash at bank and in hand 775 238 Commitments have increased by £1,555,000 (121%) Debtors 98 261 compared to the end of the last financial year due to the Total current assets 911 1,037 £1,700,000 provision for the Linear Accelerator. The provision for commitments is the value of outstanding Creditors falling due within one year (422) (407) expenditure that has been approved by past Committees Net current (liabilities)/assets 489 630 and is still unspent. Provisions for commitments (2,842) (1,287) Reserves Net assets 5,950 7,994 Available unrestricted reserves total £3,326,000 compared to a target level of £3,110,000. Therefore the Charity is Unrestricted fund balances 3,093 3,907 holding sufficient reserves. Available General Funds total Restricted fund balances 2,624 3,683 Unapportioned investments gains 233 404 £156,000. (unrestricted funds) Further actions Net assets 5,950 7,994 Continue to monitor the cash position. Ensure commitments are used within 3 months of being
granted, unless an extension is approved.
Continue to monitor reserves against target.
4 3. Financial performance by fund
3.1 Fund balances
at
6
5
) )
201
Key issues and actions
£’000 £’000 £’000 £’000
April 201
Income March
(See (See 2.1 (See 2.1
st
New Unspent
Commitments
at 1
31
(See Appendix(See 2)
Opening position
Expenditure £’000
Closing position East Area 394 107 -107 0 394 Central Area Opening fund balances include outstanding commitments as 732 186 -154 -1 763 at the end of the last financial year and agree to the 2014/15 West Area accounts. 444 103 -109 -144 294 Committed expenditure is the balance on 2015/16 approvals Wrexham Maelor Hospital that have not yet been spent. 992 103 -120 -3 972 Commitments are first allocated against divisional restricted Ysbyty Glan Clwyd & Abergele funds where available. 619 144 -58 -36 669
Ysbyty Gwynedd 422 109 -176 -2 353 Mental Health 104 8 -31 -1 80 Women’s 166 26 -26 0 166 North Wales Wide Services 1,773 1,634 -937 -1,014 1,456 BCU Wide 18 9 -4 0 23
Subtotal 5,664 2,429 -1,722 -1,201 5,170 Other Miscellaneous This includes North Wales Cancer Appeal. 1,926 426 -665 -1,140 547 Unapportioned This is the cumulative unrealised gain on the investments not 404 -171 0 0 233 apportioned out to funds.
Total Charity Balance 7,994 2,684 -2,387 -2,341 5,950
5
3.2 Income and expenditure
Income from donations, fundraising and legacies over the past 12 months is illustrated below.
The April 2015 figure s include the second £200,000 donation received from the Gwynedd Haematology & Cancer Relief Fund for the Alaw Unit Development, however this was removed in August 2015 as it was agreed that the development had not progressed sufficiently for this payment to become due, as per the conditions in the agreement. This £200,000 was finally received in December 2015. Income from donations and fundraising is shown to have fallen slightly. The average total income per month from these sources for 2015/16 was £131,000, compared to £140,000 for 2014/15 (2013/14: £112,000).
6
The income from legacies is unpredictable and can vary greatly from year to year. During 2015/16 we have received a couple of very large legacies that have inflated legacy income significantly. The average legacy income per month for 2015/16 was £117,000 compared to an average of £60,000 per month for 2014/15 (2013/14: £139,000). Income and expenditure items over £25,000 received/paid in the quarter are detailed below.
Division Description
Fund
£’000 £’000
eference
Income
R
Expenditure
Income Ysbyty Gwynedd 9Q04 25 Donation: Alaw Daffodil Ball 8T09 Centre Area & Ysbyty Glan Clwyd & 29 Legacy: SM Fletcher 9T26 Ysbyty Glan Clwyd 8Q02 33 Legacy: M Hounsom General Funds 8T05 43 Legacy: Mr & Mrs Watt Ysbyty Glan Clwyd 8Q02 50 Legacy: M Ashmore Expenditure Ysbyty Gwynedd 9Q17 109 Alaw Ward Development Project Miscellaneous 8T35 107 Glaslyn Ward Refurbishment General Funds 8T28 41 Patient furniture for Wrexham Maelor wards
180 257 Total
7 4. Management of resources
4.1 Investment performance Value of investments Performance to date Investment Value at Value at Movement Movement 31/03/16 31/03/15 £’000 % The main portfolio has shown a decrease in value of £’000 £’000 Rothschild: Main 7,781 8,099 (318) -3.9% £318,000 during 2015/16, following a significant rise at Rothschild: NWCA 522 552 (30) -4.4% the end of 2014/15. The North Wales Cancer Appeal portfolio has shown a Total 8,303 8,651 (348) -4.0% fall of £30,000 over the same period. As approved by the Committee in June 2015, the Investment Managers have moved the portfolio from a Rothschild performance cautious to a moderate risk strategy Combined Market Value of Portfolios Further detail on the performance of the investments is (BCUHB and North Wales Cancer Appeal Charities) included in the Investment Managers’ report.
8,800 8,600 8,400 Further actions Market 8,200 Value 8,000 Portfolio valuations are received electronically on a £'000 7,800 monthly basis and performance is monitored. 7,600 The North Wales Cancer Appeal portfolio is to be 7,400 closed during the first quarter of 2016/17 and the 7,200 money withdrawn to fund the purchase of the Linear
Accelerator.
Jul-14 Jul-15
Oct-14 Apr-15 Oct-15
Jun-14 Jan-15 Jun-15 Jan-16
Feb-15 Mar-15 Feb-16 Mar-16
Aug-14 Sep-14 Nov-14 Dec-14 Aug-15 Sep-15 Nov-15 Dec-15 May-15 Month
8
4.2 Cash and short term investments Value of investments Performance to date Investment Balance at Balance at Movement Interest 31/03/16 31/03/15 £’000 rate The separate cash account held within the investment £’000 £’000 % Charity deposit portfolio was closed at the start of 2015/16 and the £500,000 38 38 0 0.40% account cash moved to the Charity’s higher interest bank account. Investment portfolio 0 500 (500) 0% Total cash and short term investments held have remained Cash 775 238 537 0.50% steady over 2015/16, reflecting that income received broadly matched cash payments during the year. Total 813 776 37
Further actions
Cash flow and requirements will continue to be monitored.
9 5. Fundraising finances
5.1 Fundraising budgets Fundraising Budgets as at 31st March 2016 Performance to date
2015/16 2015/16 2015/16 The Fundraising Team staff costs are underspent by £3,000 Budget Actual Variance compared to budget as at the 31st March 2016. £’000 £’000 £’000 The Fundraising Team have now recruited to the Band 3 Fundraising Staff Costs 175 172 (3) Administrator post and the maternity cover for the Band 6 Partnerships and Sponsorships post. Travel 5 3 (2) The Fundraising Team travel and non-pay costs are also underspent by combined total of £29,000 for the year. Non-Pay Costs 55 28 (27)
Total Costs 235 203 (32) Further actions
Fundraising budgets will continue to be monitored.
10
6. Recommendations
6.1 Recommendations
The Committee is asked to note the report and the actions being taken.
11
Appendix 1.1: Outstanding Legacies Name Date of Pecuniary / Fund to Benefit Received Total Estimated Current Status Death Residuary in Period Received Remaining £ £ Amount Due £ The solicitors have to ascertain the value of the estate and they are in the process of applying for a Grant of MA Oct 15 Residuary Cancer Centre, YGC 50,000 50,000 115,000 Probate. An interim distribution has been received. Last correspondence - March 2016. There is a joint owner of the property in Benllech, who is to remain there for her lifetime. Draft Administration and Distribution Accounts have been prepared on the deceased’s personal property only. The Administration CB Jun-14 Residuary Alaw Ward, YG 0 1,859 5,000 and Distribution Accounts have been approved. There will be no further developments with this Estate until the occupier vacates the property. Last correspondence - July 2015. Executing solicitors are awaiting confirmation from HM JRB Feb-16 Residuary Tywyn Hospital 20,000 20,000 1,000 Revenue & Customs to finalise tax affairs. Last correspondence - March 2016. Ysbyty Gwynedd The executing solicitors are in the process of obtaining MMC Sep-15 Pecuniary General Purposes 0 0 1,000 Grant of Probate. Last correspondence - March 2016. Fund The executing solicitors are in the process of realising the assets and discharging liabilities. Once this has been completed, they will send draft Estate accounts. The family of the deceased have submitted a claim for EMD Jan-15 Residuary Cardiology, WMH 0 0 10,417 reimbursement for out of pocket expenses whilst dealing with the property - £10,427.08. We have rejected the claim, due the excessive amount claimed. Last correspondence - March 2016. The executing solicitors are in the process of preparing Wrexham Maelor an application for Grant of Probate. In part, the estate is EE Oct-15 Residuary 0 0 160,000 Hospital dependent on the sale of the property in Wrexham. Last correspondence - March 2016. The legacy Is dependent upon a sale of a property in North Wales Cancer Traeth Melyn. The solicitors are in the process of SMF Sep-15 Residuary Appeal Fund & Friends 29,414 29,414 2,000 obtaining probate. This will take up to 3 months to be of Llandudno Hospital obtained. Last correspondence - March 2016.
12
Name Date of Pecuniary / Fund to Benefit Received Total Estimated Current Status Death Residuary in Period Received Remaining £ £ Amount Due £ The solicitors have now received a Grant of Probate and Denbigh they are in the process of collating assets. The estate is Infirmary/Holywell dependent on the sale of a property in Prestatyn. The RJF Jul-15 Residuary 0 0 10,000 Hospital/Centre estate agents have recommended reducing the property Centre, YGC by £5k to £129,950 as there has been no interest in the property. Last correspondence - March 2016. The Executing Solicitors are in the process of collating details of the assets and liabilities of the Estate. The sale MH May-15 Residuary Cancer Centre, YGC 32,500 92,500 2,500 of the property has been completed. Last correspondence - October 2015. Barclays were seeking advice from the Charity Commission with regard to one of the beneficiaries. This has now been sorted. There is a tenant who resides at Paediatric Department, the property under a protected tenancy agreement. We REJ Jun-13 Residuary 0 78,151 10,000 YGC have written to Barclays that we would not wish to take ownership of the property and wish the property to be sold. Last correspondence - March 2016.
The final distribution has not been made due to income tax affairs. A letter has been sent to the Solicitors AM May-11 Residuary General Fund, YGC 0 55,000 4,500 requesting an update. Last correspondence - March 2016. The deceased left CCU a half share of the residue of his Coronary Care Unit, estate. The solicitors are unable to advise on the value WJM Oct-15 Residuary 0 0 5,000 YGC of the estate, but will report back as soon as possible. Last correspondence - March 2016. The residual legacy has been received. There is still a Pecuniary & piece of land in Cheshire that the deceased had a half DEP Jan-15 Cancer Centre, YGC 0 539,720 50,000 Residuary share in and some Lloyds shares that have yet to be realised. Last correspondence - March 2016. The sale of the property completed on the 24th February. They solicitors are in the process of settling Wrexham Maelor the pecuniary legacy and liabilities and will prepare the OP Aug-15 Residuary 0 0 17,000 Hospital estate accounts in due course. Last correspondence - March 2016.
13
Name Date of Pecuniary / Fund to Benefit Received Total Estimated Current Status Death Residuary in Period Received Remaining £ £ Amount Due £ The deceased was under the Court of Protection at the time of his death. The executing solicitor was appointed his Deputy by the court to deal with all financial matters. The solicitor is applying for Grant of Representation on ER May-14 Residuary Cancer Centre, YGC 0 0 20,000 our behalf. The solicitors have received a reply from the Probate Registry; they require a copy of the Resolution of the Board of BCUHB, so that the solicitor can be appointed to act on our behalf. This has now been forwarded on. Last correspondence - December 2015. The deceased resided for many years in a nursing Kidney Diseases/Ron home, so the Estate is small. The solicitors have now ER Oct-14 Residuary & Margaret Smith 0 0 2,000 contacted one of the Executors of the Will. A letter has Appeal been sent to the solicitors requesting an update. Last correspondence - March 2016. This legacy is at the commencement of the administration. The deceased’s sibling who lives in Australia, intends to bring an application pursuant in the Inheritance (Provision form Family and Dependents) Act MR Mar-16 Residuary Alaw Ward, YG 0 0 5,000 1975, as no provision has been made for him under her will. They are unable to quantify the value of the estate. They are collating details of assets and liabilities which relates to the estate. Last correspondence - March 2016. The Executing Solicitors are in the process of collating Physiotherapy details of the assets and liabilities of the Estate. The PS Oct-15 Residuary 0 44,500 50,000 Department - CBCH Health Board is to receive a one-quarter share on the residuary Estate. Last correspondence - March 2016, The executing solicitors have applied for a Grant of Cancer Centre, Probate. The deceased has left one quarter share of her WMW Feb-16 Residuary YGC/Coronary Care 0 0 10,000 estate to the Cancer Centre and one quarter share to Unit, YGC the Cardiac Unit, YGC. Last correspondence - February 2016.
14 Appendix 1.2: Closed Legacies
Name Pecuniary / Fund to Benefit Received Total Residuary in Period Received £ £
Residuary Cardiology, WMH 2,745 2,745 Breeze, DE Orthopaedic Resource & Edwards, L H Residuary 2,993 2,993 Education Fund 5,000 5,000 Pecuniary Chirk Hospital Evans, E Cancer Unit, YG/Coronary Care 12,860 12,860 Jones, A Residuary Unit, YG South Wrexham Locality - Chirk 1,000 1,000 Jones, M E Pecuniary General Purposes 9 11,448 Residuary Cancer Research, YGC Ridge, D J Mon Locality - Penrhos Stanley 100 100 Watkin Thomas, I Pecuniary General Purposes 42,536 42,536 Residuary Glan Clwyd General Fund Watt, Mr & Mrs Denbigh Infirmary/Cardiology 1,801 117,731 Williams, J M Residuary Department, YGC 2,000 2,000 Pecuniary Cancer Unit, YGC Williams, W E 4,000 4,000 Pecuniary Holywell Community Hospital Williams, W E
15
Appendix 2: Outstanding Commitments Amount Amount Date Approval Amount Description Paid/Accrued Outstanding Notes Status Approved Expiry Approved £ £ PhD student has been on a period of leave for personal reasons. Enrolment was suspended between Funding for 3 three year PhD September 2014 and January 2016. 12/11/2010 30/09/2016 10,595 9,089 1,506 project in Medical/Radiotherapy PhD submission/examination fee is Physics the only amount now outstanding. Two year extension awarded.
Ongoing patient trial project in conjunction with Leeds and Cardiff Universities. Project has been COPERNICUS trial, tissue 05/01/2012 31/07/2016 25,639 9,623 16,016 delayed due to issues with receiving collection & storage samples and MRI scans from sites. Twelve month extension awarded.
Ongoing patient trial project in conjunction with Leeds University. The longer than anticipated time in utilising the funds is due to the direction the research has taken recently, in terms of discoveries within the RICE trial itself, but also with regard to the context of the NWCOG-2 (RICE) Trial - RICE trial to the global direction in 16/02/2012 30/06/2016 immunohistochemical analysis 37,095 18,765 18,330 which this research field has moved. of collected tumour blocks This is a rapidly moving research field and the delays have been frustrating but necessary. The project team are now ready to run these analyses at the Leeds Institute of Cancer and Pathology. Eighteen month extension awarded.
Backfill for Staff undertaking 13/06/2014 30/06/2017 Advanced Nurse Practice 61,090 29,565 31,525 Ongoing three year project. Course
16 Appendix 2: Outstanding Commitments Amount Amount Date Approval Amount Description Paid/Accrued Outstanding Notes Status Approved Expiry Approved £ £ Ongoing research project. The recruitment of the Research Fellow Head & Neck Clinical Research was significantly delayed, but the 13/06/2014 30/06/2016 73,000 54,676 18,324 Fellow appointee took up post in March 2015. Twelve month extension awarded.
13/06/2014 30/06/2016 Alaw Ward Development Project 1,170,000 784,119 385,881 Ongoing project.
Goods received and paid for in Storage cabinet for Cardiology & 09/12/2014 30/04/2017 17,673 15,143 2,530 August 2015. Service & Validation ENT Scopes contract to be in April 2016 and 2017. This work is still required, but delays with Estates due to capacity issues Wet rooms - Morfa Wards, 19/01/2015 30/09/2016 7,250 0 7,250 have meant that the scheme hasn't LLGH yet commenced. Eighteen month extension awarded. This work is still required, but delays with Estates due to capacity issues Wet rooms - Llewelyn Wards, 19/01/2015 30/09016 7,250 0 7,250 have meant that the scheme hasn't LLGH yet commenced. Eighteen month extension awarded. Gynaecology oncology research 16/03/2015 28/02/2018 15,643 0 15,643 Ongoing research project. nurse
13/05/2015 30/04/2016 Community Education Clinics 1,440 95 1,345 Ongoing project.
Twelve month approval commencing 15/06/2015 30/09/2016 Wigs for Cancer Patients 80,000 32,076 47,924 October 2015.
Clinics are planned at Ysbyty Dolgellau and Bryn Beryl that will CARTREF/Future Hospitals' 15/06/2015 31/12/2016 15,531 0 15,531 require support from this post once Digital Inclusion Officer they are running. Six month extension awarded.
17 Appendix 2: Outstanding Commitments Amount Amount Date Approval Amount Description Paid/Accrued Outstanding Notes Status Approved Expiry Approved £ £ National implementation of an All Wales system has been delayed until Spring 2016. This needs to be in 15/06/2015 31/03/2017 Haemonetics Blood Track Safe 49,600 0 49,600 place before the Blood Track Safe can be ordered. Expect that the order will now be placed in the middle of 2016. Ten month extension awarded. Room Hire - Community 29/07/2015 30/09/2016 720 0 720 Ongoing project. Education Clinics
Set up costs for Care Ongoing project. Nine month 08/09/2015 31/12/2016 2,100 0 2,100 Coordinator - MND extension awarded.
The Effect of Dietary Nitrate Ongoing research project. The start Supplementation on Improving of the project was delayed whilst Blood Vessel Function in 21/09/2015 31/03/2017 67,955 0 67,955 Trust and Foundation funding was Patients with Rheumatoid sought, however this was Arthritis - Research Project - unsuccessful. Laser Doppler Imager Capital project. The completion for Glaslyn has slipped again due to bed Glaslyn ward, YG, pressures and we are now 21/09/2015 31/08/2016 140,000 107,693 32,307 Refurbishment anticipating a completion date of 3rd June 2016. Five month extension awarded. Orders were placed in November Patient Bedside Equipment for 2015. Much of the equipment has 21/09/2015 30/06/2016 90,000 57,366 32,634 Wards, WMH now been received. Three month extension awarded. Electronic Prescribing for 21/09/2015 30/04/2016 Chemotherapy - Project Support 25,850 20,496 5,354 Ongoing project. Pharmacist Capital project has been postponed by Estates due to delays on the main Improvement Work to Patient 21/09/2015 31/03/2017 97,700 0 97,700 scheme and will now be completed in Areas at Tywyn Hospital 2016/17. Twelve month extension awarded. 18 Appendix 2: Outstanding Commitments Amount Amount Date Approval Amount Description Paid/Accrued Outstanding Notes Status Approved Expiry Approved £ £ The tender has been published and 3 responses were received. The formal 21/09/2015 30/06/2016 Cardiac MRI Scanner Software 35,500 0 35,500 demonstrations are scheduled for March. Six month extension awarded. By Your Side Campaign – Funding commitments for twelve 21/09/2015 30/09/2016 149,720 139,125 10,595 Seven Areas of Support months.
Procurement raised the order for this equipment in November 2015. 24/09/2015 30/09/2016 Linear Accelerator 1,700,000 420 1,699,580 Delivery is expected in Summer 2016. PhD Healthy Lifestyle 04/09/2015 31/08/2016 Interventions (KESS 10,800 0 10,800 Ongoing project. Scholarships) PhD Prudent Healthcare (KESS 04/09/2015 31/08/2016 12,000 0 12,000 Ongoing project. Scholarships)
Orders raised in October 2015. Sensory Loss Toolkit for Wards Remaining balance to be used to 15/10/2015 30/06/2016 4,762 2,731 2,030 and Departments purchase personal listeners. Three month extension awarded. Orders raised in October 2015. Three 19/10/2015 30/06/2016 VC Equipment - Renal, YG 9,196 9,196 0 month extension awarded.
London Marathon - 2016 Golden 04/11/2015 30/04/2016 1,800 0 1,800 Future event. Bond
Administrator for Patient 04/11/2015 30/09/2016 1,000 313 687 Future event. Reference Group
Public Liability Insurance - 04/11/2015 30/04/2016 105 0 105 Future commitment. 2016/17
19 Appendix 2: Outstanding Commitments Amount Amount Date Approval Amount Description Paid/Accrued Outstanding Notes Status Approved Expiry Approved £ £ Project delayed due to sickness. Tablets for therapeutic use in They will be ordering the tablets 25/11/2015 31/07/2016 600 0 600 mental health rehabilitation shortly. Five month extension awarded.
11/11/2015 31/12/2017 Staff Activities & Wellbeing 5,000 0 5,000 Ongoing project.
17/12/2015 31/07/2016 Nasal Mucous Collection - Study 2,000 515 1,485 Ongoing project.
Orders for the equipment have been 22/12/2015 31/07/2016 Sensory Equipment 1,500 1,255 245 placed.
Laser Surgery Equipment for Delay in final approval from Hospital 21/12/2015 30/09/2016 Centralised Head & Neck 56,637 0 56,637 Director. Six month extension Cancer Service awarded. Head & Neck Clinical Research 21/12/2015 30/06/2017 36,514 0 36,514 Ongoing project. Fellow
Procurement of the equipment has 14/03/2016 30/09/2016 Endoscopic Ultrasound Scope 80,000 0 80,000 now commenced.
AV equipment for YGC Procurement of the equipment has 14/03/2016 30/06/2016 25,468 0 25,468 Radiology Seminar Room now commenced.
Rheumatology Biologic Audit 14/03/2016 30/09/2016 5,600 0 5,600 Ongoing project. Tool Case
TOTAL £ 2,842,071 Key to Status coding: Approval closed Ongoing Extension awarded Overdue
20 Appendix 3: Realising Benefits
Title of Funding Application Automatic Arrhythmia Detection System
Name and Title of Applicant Victoria Easton, Interim Senior Chief Clinical Physiologist
Total Expenditure and Fund £28,793 Funds 9B44 – CCU YG, 9B48 – Llandudno CCU & 9K08 – Cardiology West Date of Purchase October 2015
Service Benefit Measure Outcome
Previously it was a 14 week wait for a It is now an 8 week wait for a patient who Reduction in waiting times for application patient who needed a 48hr monitor. needs a 48hr monitor. of monitor, so improved patient monitoring
and treatment.
Reduction in waiting times for application Previously it was an 8- 10 week wait for a It is now a 4 week wait for a patient who of monitor, so improved patient monitoring patient who needed a 7 day monitor. needs a 7 day monitor. and treatment.
21 Appendix 3: Realising Benefits
Title of Funding Application Flow Cytometer System for North Wales & North West Urological Research Centre (NW2URC) Name and Title of Applicant Mr Iqbal Shergill (Consultant Urological Surgeon; Director NW2URC) & Dr Stephen F. Hughes (BCUHB Hon. Research Fellow; Director NW2URC) Total Expenditure and Fund £28,210 Funds 7N17 – Urology, Wrexham Maelor & 8T28 – General Funds
Date of Purchase March 2016 Service Benefit Measure Outcome If these novel methods and technologies can be implemented into clinical practice, patients will benefit as a result of changes Staff of the North Wales & North West in clinical practice. Ultimately, changes in New and innovative research protocols are Urological Research Centre (NW2URC) clinical practice will benefit patients locally being established (e.g. intracellular have been able to progress with novel on- in North Wales and nationally, by hydrogen peroxide and CD11b assays) going clinical investigations identifying/predicting which patients most likely to develop post-operative complications, or cancer recurrence and progression. Work undertaken by NW2URC has recently been published in the local Acquiring the new flow cytometer enables Patient samples are being analyzed to “Leader” newspaper (published: 19th April, cutting-edge research to be undertaken at develop and identify novel screening 2016), and the Institute of Biomedical BCUHB, employing the latest research methods for urological patients Science (IBMS) - Biomedical Scientist technologies international journal (published: July 2016 edition)
22 Appendix 3: Realising Benefits
Service Benefit Measure Outcome Promotional presentations have been Acquisition of the new Accuri C6 flow undertaken and delivered to potential cytometer has allowed all BCUHB Staff service users, e.g. consultant physicians To establish BCUHB as a center of (e.g. Gynae, Pathology, ENT, Critical and surgeons, including Dr Peter Higson excellence for clinical research (locally, Care) to have easy access to this (Chairman BCUHB) and Mr Graham nationally and internationally). service/facility to undertake research Alexander (Director Wrexham Maelor studies within their areas of expertise Hospital).
Personal & professional development of NW2URC PhD students (Rebecca Lamb, Development of PhD studies (based on Publications (on-going), completion of Alyson Moyes and Peter Ella-Tongwiis) urological patients). PhD thesis (on-going).
23 Appendix 4: Risk Register Risk Rating
Risk/Issue Action Required Progress to Date Risk Owner
Score
Impact /
Likelihood
Consequence
Investment portfolio falls Monitoring of investment Investment reports are reviewed Charity significantly in value performance. quarterly by Committee. Accountant Monitoring of investment policy in The investment policy is relation to performance. reviewed by the Committee on Attendance of Investment Managers an annual basis, in conjunction with the Investment Managers, 4 2 8 at Committee meetings to explain performance. to ensure it still fits with the Charity’s long term strategy. The Investment Managers attend Committee meetings on an annual basis, but are available to answer any issues raised throughout the year.
Public perception of Charity is Establish good communication links The Charity is being promoted Head of damaged, leading to loss of with donors and staff. both internally through staff Fundraising donor confidence Establish links with local press. induction training, staff newsletters, Charity champions and attendance at a range of relevant meetings. The Fundraising Support Team is establishing and maintains 4 2 8 regular contact with donors through quarterly newsletters, social media updates and thank you letters. The Fundraising Support Team proactively meets with the local press to promote good news stories about the Charity.
24 Appendix 4: Risk Register Risk Rating
Risk/Issue Action Required Progress to Date Risk Owner
Score
Impact /
Likelihood
Consequence
Lack of liquidity to cover costs Monitoring of cash held. Cash held is monitored on a Charity Availability of cash from investments monthly basis by the Finance Accountant if required. Support Team.
3 2 6
Outstanding approvals are Communication with applicants as The Grant Approval letter issued Charity not utilised in a timely manner to when approvals must be used by. to all successful applicants Accountant Monitoring of outstanding approvals states the deadline for utilisation to ensure they are utilised within of funds. three months. Outstanding approvals are monitored on a monthly basis by the Finance Support Team and out of date approvals are 2 3 6 cancelled. Outstanding approvals are reported to the Committee, along with current progress.
25 Appendix 4: Risk Register
Risk Rating
Risk/Issue Action Required Progress to Date Risk Owner
Score
Impact /
Likelihood
Consequence Funds held in reserves are Monitoring of reserves held against Reserves are monitored against Charity insufficient to respond to reserves policy. the target level on a monthly Accountant needs and requirements Regular review of reserves policy. basis and reported to the Committee at each meeting. 3 2 6 The reserves policy is reviewed on an annual basis by the Committee to ensure it remains appropriate. Fundraising does not Production of a Fundraising A Fundraising Strategy has been Head of succeed in increasing Strategy. developed that outlines the Fundraising donations to the Charity. Investigate ways to diversify income direction of the Fundraising streams. Support Team over the next few years and how they aim to diversify income streams by 3 2 6 proactively seeking new business and sponsorship opportunities, whilst also working with existing donors and healthcare staff to maintain current support.
Risk Matrix Likelihood 1 to 3 Low risk Consequence 1 2 3 4 5 4 to 6 Moderate risk Rare Unlikely Possible Likely Almost 8 to 12 High risk Certain 15 to 25 Extreme risk 5 Maximum Impact 5 10 15 20 25 4 Major 4 8 12 16 20 3 Moderate 3 6 9 12 15 2 Minor 2 4 6 8 10 1 Negligible 1 2 3 4 5
26
27 7 CF16/15.2 Designated Fund Annual Returns 1 CF16-15.2.docx
CF16/15.2
Designated Fund Annual Returns
1.0 Introduction
Following discussions of the Charitable Funds Committee concerning the need to engage with fund advisors and ensure that they have plans in place for utilising the monies held in designated funds, a Designated Fund Annual Return was developed. This Return was issued to all fund advisors with funds holding more than £50,000
2.0 Process
The Designated Fund Annual Return allows us to capture the purposes of the fund and the plans that fund advisors have for utilising the donations they have received. It will also provide a trigger for fund advisors to review the fund and plan for the year ahead.
It is planned that these Returns will be issued for all major funds on an annual basis, to ensure that this planning process is ongoing.
3.0 2016/17 Annual Returns
There were 27 Annual Returns issued for 2016/17 and to date 11 have been returned. These can be seen in Appendix 1.The outstanding Returns will be followed up and submitted to the September Committee.
4.0 Recommendation
The Committee is asked to note the Designated Fund Annual Returns that have been received.
1
2 CF16-15.2 appendix.pdf
8 CF16/16 Fundraising report 1 CF16-16 Cover.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/15
Title: Charitable Funds Finance Report
Author: Kirsty Thomson, Head of Fundraising Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: To provide the Charity Committee with an update on the Fundraising Support Team’s aims and achievements.
Significant issues and risks
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ Action required by 1. Members are asked to note the fundraising income for 2016/17 the Committee 2. Committee members are requested to support the proposal to engage an external contractor to carry out the 351120 campaign Director / Coordinator role. 3. Committee members are asked to support the establishment of the 351120 Organising Committee
1
4. Members are asked to note the receipt of the Lap of Wales Report
2
9 CF16/16.1 Report to March 2016 1 CF16-16.1.docx
The Fundraising Report, June 2016
1. Income 5 year comparison from 2011/12 to 2015/16
2011/12 2012/13 2013/14 2014/15 2015/16 Total donations & fundraising £1,082,000.00 £1,078,000.00 £1,098,000.00 £1,677,000.00 £1,576,000.00 Number of donations 4,400 4,128 3,826 4,756 5,401 Average donation £246.07 £261.29 £287.10 £352.74 £243.00
Total cost of F/R Support Team £64,300.00 £90,337.00 £130,932.00 £167,466.00 £203,000.00
Total donations and fundraising income is down £101,000 on last year. A £500,000 donation from the Gwynedd Haematology and Cancer Relief Fund was split over the two years, with £300,000 being received in 14/15 and £200,000 in 15/16.
The above figures exclude donations from other charities such as the League of Friends. A full report on this income will be presented at the September 2016 Charity Committee Meeting.
A benchmarking exercise is currently underway, and a report comparing the last financial year’s performance with other charities will be provided at the September 2016 Charity Committee Meeting.
Total donations & fundraising £1,800,000.00 £1,600,000.00 £1,400,000.00 £1,200,000.00 £1,000,000.00 £800,000.00 Total donations & fundraising £600,000.00 £400,000.00 £200,000.00 £0.00 2011/12 2012/13 2013/14 2014/15 2015/16
The graph below confirms that the number of individual donations has continued to increase. This was expected, as there has been a rise in the number of requests from fundraisers for marketing
materials via Facebook, phone and email. Arrangements are being implemented to monitor requests for fundraising materials.
Number of donations 6000
5000
4000
3000 Number of donations 2000
1000
0 2011/12 2012/13 2013/14 2014/15 2015/16
The average donation amount has decreased due to the increase in smaller donations from bucket collections and one off ‘in aid of’ events.
Average donation
2015/16
2014/15
2013/14 Average donation
2012/13
2011/12
£0.00 £100.00 £200.00 £300.00 £400.00
2. The Fundraising Team Budget
Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 2
The total cost of the Fundraising Support Team has increased by £36,000 since the last financial year although there was an under spend on the Team’s budget of £29,000.
Total cost of F/R Support Team
2011/12 2012/13 2013/14 2014/15 2015/16
Reasons for the Team’s under spend in 2015/16 include: Delayed recruitment Postponed activities and events A desire to keep costs at a minimum to ensure value for money for stakeholders A wish to publish a detailed strategy before embarking on certain very worthwhile but costly marketing exercises
3. The Charity’s specific objectives 2016-18
Work is ongoing for the development of the Charity’s Strategic Plan for 2016/18. To facilitate this separate action plans are in progress and completion dates are specified in the table below.
The plans will still be developed over a series of workshops and meetings between staff members. Following engagement and consultation the actions plans will be finalised and presented as follows:
Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 3
Completed plans submitted Charity Committee: Sep-16 Dec-16 Mar- Action Plan content 17 5 year Income target Plan 5 year Expenditure Plan Cost Efficiency Mapping Exercise Fundraising Initiatives Introduction of New Giving Methods Sporting and Challenge Events Programme Priority Grants and Support Programme Impact Analysis on beneficiaries Fund Advisor Engagement Programme Donor Mapping Exercise Case for Support Testing Communications Strategy Cultivation Scheme Stewardship and Recognition Scheme Third Sector Support Strategy
4. Upcoming Events: Charity Led Events (in colour) and selection of ‘In Aid of’ Events
Date Event Fundraising focus 08/06/2016 Llandegfan Fun Run Awyr Las General 11/06/2016 Rugby Club Fun Day Team Irfon 11/06/2016 Coffee Morning / Raffle Alaw Ward 12/06/2016 Staffordshire Ironman Awyr Las General 18/06/2016 Snowdon Rocks BYS Appeal 19/06/2016 Chester Dragon boat race Shooting Star Unit 25/06/2016 Trek up Snowdon Shooting Star Unit 08/07/2016 Anglesey challenge Alaw unit 10/07/2016 10 mile pram push Maternity Unit YG 10/07/2016 British Vitality 10k 6 places - various 07/08/2016 Family Fun Day Dementia Activities - Wrexham 21/08/2016 Llanwrst Triathlon 7 places - various 21/08/2016 Tour de Mon Alaw & Prysor ward Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 4
11/09/2016 Aywr Las 5k & fun run Various 25/09/2016 Awyr Las Life Cycle Various 02/10/2016 Cardiff Half Marathon Team Irfon 29/10/2016 Snowdonia Marathon 15 places - various 15-24/06/2007 351120 Walk BYS Appeal 24/06/2017 Snowdon Rocks BYS Appeal
5. The Wrth dy Ochr • By Your Side: 351120 Walk Plan
Background Mike Peters launched Awyr Las’ By Your Side Appeal in November 2014. Since its launch, the campaign has raised £220,000 towards its target of £351,120. The marketing budget for the campaign has been donated and is not included in the campaign income figure. The plan has always been for the campaign to culminate in a walk, led by Mike Peters, from Wrexham Maelor Hospital to Ysbyty Gwynedd.
351120 Walk Precise plans for the walk need to be agreed. The suggested outline plan is: . Opening: Thursday 15th June, Wrexham with community activity (evening - possible bed race and / or music) . Start: Friday 16th June 2017, Wrexham Maelor Hospital . Finish: Friday 23rd June 2017, Bangor with community activity (possible bed race) . Closing: Saturday 24th June 2017 with Snowdon Rocks Walk and Festival
351120 Walk Key Elements Mike Peters will walk every day. Additional walkers will include: . Minimum of one ‘celebrity’ . Minimum of one family affected by cancer . Minimum of one NHS member of staff . Minimum of one school group (senior and junior schools including the weekend section) . Small permitted number of registered volunteer walkers (restrictions do apply if road closures are required) . Detours and stops will be made at important milestones including hospitals and medical centres, schools, supporting businesses where Mike may perform . Media Partner representatives (to be confirmed)
351120 Resource . A Campaign Director or Coordinator is required. A Director role would be expected to commit one day per week to overseeing the 351120 event from September to July, a coordinator role would need to commit a minimum of two days per week during this period. This will be funded directly from the By Your Side Charity and it is envisaged that this will be fulfilled by engaging with an external contractor. . The Awyr Las Fundraising Support Team is managing the broader By Your Side fundraising campaign
Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 5
351120 Budget and Expectations Sponsorship opportunities have been identified but sponsorship for the event has not been secured to date. The sponsorship is required in order to create a festival to end the week of the 351120 walk, which would expect to generate income (all proceeds would benefit the campaign):
351120 Event Outline Budget Income Expenditure Secured: BYS Marketing Budget (September 16 -July 17) £30,000.00 Unsecured: Sponsorship £30,000.00 Campaign Director / Coordinator (September 16 -July 17) £13,200.00 Marketing Materials and pre event promotion £12,000.00 Event expenses including Snowdon Rocks Walk £4,800.00 Snowdon Rocks Festival £30,000.00 Total £60,000.00 £60,000.00
The table below sets out the anticipated income and planning is underway to ensure that the public target is met. Priorities for expenditure of the monies raised have not been confirmed, but items including state-of-the-art medical equipment in the 3 cancer centres and in the community have been identified.
By Your Side Fundraising Breakdown (Public Target £351,120) Income Secured charitable income to date £220,000.00 Trusts and Foundations Target £50,000.00 Corporate partners £30,000.00 Community Events (including Januhairy) £45,000.00 Direct Mail / Specific Appeals £10,000.00 351120 participation and associated activities £95,000.00 Snowdon Rocks Walk £40,000.00 Snowdon Rocks Festival revenue (tickets, merchandise, collections) £10,000.00 Total £500,000.00
351120 Organising Committee The Awyr Las Fundraising Support Team has worked closely with colleagues in cancer services as well as Mike and Jules Peters to raise the monies secured through the campaign thus far. A campaign specific committee will be set up and Mike and Jules Peters would be members of the Committee.
The Head of Fundraising proposes that an Organising Committee which could convene approximately every 6 weeks should be established by September 2016. Members (volunteers
Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 6 unless stated otherwise) should include the following (all members would not be expected to attend all meetings): . Chairperson . Director / Coordinator (paid contractor) . Secretary (Head of Fundraising, Awyr Las staff member) . Note taker (Admin Support, Awyr Las staff member) . Principle logistician (paid contractor, to include route planning, health and safety management and volunteer coordination) . Communications Manager (Awyr Las staff member) . Senior cancer services representative . Voluntary member with expertise in logistics . Voluntary member with expertise in involving businesses . Voluntary member with expertise in involving groups and associations . Voluntary member with expertise in involving schools . Voluntary member with expertise in involving sports . Voluntary member with expertise in involving community leaders . Treasurer (Awyr Las staff member)
Points for discussion at the Charity Committee 1. Committee members are requested to support the proposal to engage an external contractor to carry out the campaign Director / Coordinator role. 2. Committee members are asked to support the establishment of the Organising Committee
Kirsty Thomson, Head of Fundraising June 2015
Gyda ni • With us Elusen Gofrestredig Rhif. 1138976 • Registered Charity No. 1138976 7 10 CF16/16.2 Lap of Wales report 1 CF16-16.2.pdf
Introduction In 2015, Cerddwn Ymlaen organised The Lap Of Wales Challenge in aid of Elen’s Fund, the organ donation charity established by Rhys Meirion.
“My niece, Gwenllian, and my sister Elen had a conversation about organ donation weeks before Elen had her fatal accident. My family was able to consent to Elen’s organs being donated because we knew that was what she wanted. We’ve been better able to cope with our tremendous loss because we know that Elen’s wishes have been fulfilled. Crucially, a huge burden was lifted off my family because Gwenllian and Elen had discussed Elen’s wishes prior to her accident.”.
Through the Lap of Wales and associated events, Cerddwn Ymlaen aimed to make people across Wales more aware of the need to talk about organ donation and transplantation.
The message was simple and important: decide whether you would like to donate your organs and share your wishes with your family members and close friends. Whilst we would love to see a revolution in consent, with more people agreeing to donate their organs, our aim and focus was not to encourage people to agree to donate their organs.
Our aim was to help inform people in Wales about the importance of making their organ donation wishes known and to establish Elen’s Fund as a new charity in Wales.
1 The Event
Twelve Welsh celebrities were invited by Cerddwn Ymlaen to engage in fun and physical challenges travelling around Wales by various and unique means. The week’s events included a televised concert, a dramatic production, educational visits and exhibitions held in prominent venues across Wales during the week-long challenge.
Led by Rhys and Gwenllian, well-known Welsh personalities Iolo Williams, Tara Bethan, Ffion Dafis, Bryn Fôn, Gerallt Pennant, Tudur Owen, Dilwyn Morgan and Sioned Terry accepted the challenge. They were also joined by Alejandro Jones, a singer/songwriter from Patagonia and Iolo Williams’ son, Dewi.
The challengers traversed Wales, shearing sheep, riding on tandems and rickshaws, pushing hospital beds and flew down zip wires, to name but a few of the activities along the way. They walked, flew, sailed, and rode on 55 different modes of transport throughout the week-long event from the 3r d to the 11t h of July 2015.
Each day, the challengers personally met families affected by organ donation, school children, community groups and health care staff, and they celebrated with patients and supporters. At multiple points during the week, the team was also joined by organ recipients and families whose loved ones had donated their organs in a show of support for the challenge and its aim to raise awareness.
“I want people to talk to their families and understand that if you can do it [donate organs], it makes so much difference, and it will be of so much comfort to you… So what you’re doing [with The Lap of Wales Challenge] is fantastic, and thank you.”
Jane Jeffs Widow
“I think they’ve done a fantastic job, and what’s been really encouraging for me to hear is that people already knew about the legislation, they are aware there’s going to be a change in legislation in December here in Wales. That was great to hear.”
Leslie Griffiths AM Former Minister For Communities
“6 months ago today I received a liver transplant. Sadly, only 1 in 20 people with liver cancer receive a liver transplant, because there simply aren’t enough donors. Thank you so much for all you’re doing, because it’s that work that you are doing, the work that you have done, that saved my life” Anonymous, received a liver donation
2
3 Aims
● To promote the need to talk about organ donation with loved ones and to raise awareness of the new organ donation legislation that was introduced in Wales on December 1st, 2015.
● Create a neutral and independent national project with the support and collaboration of NHS representatives working in organ donation in order to help to ensure that the introduction of a system of deemed consent to organ and tissue donation in Wales is a success.
● To establish Elen’s Fund as a charity synonymous with organ donation in Wales.
● To use existing resources and compile new educational tools, build on existing networks of stakeholders and involve volunteers wherever possible to create a high profile event.
4 Supporting Events
An estimated 5 ,000 people actively participated in the concerts, events and activities arranged alongside the Lap of Wales Challenge.
The Concert
A sold-out concert at Rhyl Pavillion was broadcast by S4C on Saturday, July 4th 2015. Many of the challengers took part in the concert in front of a thousand-strong audience, presented by Dilwyn Morgan and Tudur Owen. Performances included Rhys Meirion, Elin Fflur, Sioned Terry, Bryn Fôn and Leonardo and Alejandro Jones, two musicians and brothers from Trevelin, Patagonia.
“Two hours of sheer delight prompted many in the audience to say multi-talented concerts of this nature should be put on more often.” Eryl Crump, Daily Post Review: Lap of Wales Opening Concert
The concert was promoted with bilingual adverts on TV and radio, as well as traditional media such as regional newspapers and websites.
The Theatre Production
Moving On , the story of the tragic accidental death of a young woman and the agony of her family in deciding whether or not to give her organs, was commissioned by Cerddwn Ymlaen to run alongside the Lap Of Wales. It was described as “ an emotional, must see, wonderfully performed play” .
“Productions such as Theatr na nÓg’s Moving On are a great way to encourage people to talk about their organ donation wishes. It does so in a human way and puts the need for having that discussion in context.” Mark Drakeford AM Former Minister for Health & Social Services
5 Sara Lewis of Theatr na nÓg wrote and directed this moving production which was performed in the wake of the Lap of Wales in many venues across Wales including the Pier Head Building in Cardiff, the Community Hall in Bronwydd and the Galeri in Caernarfon.
The play was staged 9 times during the week of the event.
It is estimated that over 1 ,000 people saw the play.
The feedback was o verwhelmingly positive.
Moving On is currently being considered as a play for television as well as being adapted as a radio play in Welsh and English.
The Exhibition
An exhibition was held at over 35 different venues, hospitals, shopping centres and supermarkets across Wales during the week of the event.
The team ran two exhibitions concurrently, consisting of easy to assemble pop-up backdrops and pull-up roller banners to highlight key messages and visible branding. The plan was for the exhibition team to leapfrog each other throughout the day, sometimes visiting as many as five locations in one day.
The different organ donation options were explained to the public and they were able to register their wishes through the Organ Donation Wales website. The exhibitions also promoted the Welsh Government’s branded materials and NHS Blood & Transplant resources.
The training and information provided by the Welsh Government and separately by Specialist Nurses for Organ Donation (SNODs) and Clinical Leads for Organ Donation (CLODs) meant that the well briefed exhibition team was able to adequately answer all questions.
Over 3 5 exhibitions were held.
Over 3 ,200 people were engaged in direct conversation about organ donation.
Literature relating to changes to the organ donation system in Wales was distributed to over 5 ,000 people.
6 Promotion & Marketing Due to the event’s nature of raising awareness, the promotion and marketing of the event would be crucial to its success. Several means were used to promote the Lap Of Wales Challenge.
Television
Concert Advert The Opening Concert was promoted with an animated advertisement that was broadcast on S4C in both Welsh and English.
Welsh: h ttps://www.youtube.com/watch?v=FdnWVuw9w4s English: h ttps://www.youtube.com/watch?v=SZYB7TTGb3I
This advertisement was broadcast more than 25 times, reaching an estimated 240,100 people.
Following this campaign, the event sold out.
Event Advert A second advertisement was also produced to promote the Lap Of Wales itself, encouraging the public to come support the team, to attend the evening events, to donate to the event’s JustGiving account, and to find out more from the website.
7
Welsh: h ttps://www.youtube.com/watch?v=cfAZMXylIa8 English: h ttps://www.youtube.com/watch?v=v2L0BanQT2o
This advertisement was broadcast more than 25 times, reaching an estimated 240,100 people.
Heno
The Lap of Wales regularly featured on Heno, the nightly magazine-style show on S4C, with live broadcasts throughout the event week.
We have had a great relationship with the show since the beginning of Cerddwn Ymlaen events. Two of their presenters, Gerallt Pennant and Elin Fflur, have been avid supporters, with Gerallt being a core challenger since the beginning, and Elin having sung in the majority of our evenings of entertainment.
Press Releases
Over 20 press releases were issued through Cerddwn Ymlaen in the weeks building up to the Lap of Wales, during the weeklong challenge and in the immediate aftermath. The articles featured in local and national press, with the largest uptake in publishing being in North Wales. Additional articles were written by local journalists and others involved in specific events.
Theatr na nÓg issued separate press statements to promote the drama in advance of the Lap of Wales to highlight the play’s impact and the incredible reception it received.
8 Website
A bilingual website was developed to provide all the information about the event, which included the following:
● A map of Wales that set out the schedule, which was regularly updated as details changed.
● Profiles for each of the challengers.
● Visibility for each of the sponsors.
● Setting out the importance of the discussion about organ donation and the change in legislation in Wales, including facts and figures, and the Organ Donation: The Facts animation that was produced for Cronfa Elen.
● A full list of associated fundraising events and details of how to take part.
● An integrated ecommerce platform, allowing us to take payments for event registration, such as the Recycle bike ride.
● Integration of the JustGiving API, allowing users to sign up for a fundraising profile on the JustGiving platform without leaving the Lap Of Wales website.
● Details about the organisers, including Cerddwn Ymlaen and Awyr Las.
9 We were able to secure the new .wales and .cymru domains under the Wales Business Priority Phase, before they became available to the public, which helped to strengthen the brand as a Welsh event.
Since April 2015, the website received 52,700 page views from 1 0,176 users .
The website was built to respond to differing screen sizes, meaning it was suitable for viewing on mobile. This was put to great effect as 20% of all traffic to the website was from an iOS device (ie. either iPhones or iPads) and 6 % from an Android device.
Social Media Engagement
The event had several platforms available in order to push out relevant content in the lead up to, and during, the event.
Elen’s Fund Video Content A percentage of the original marketing budget for the Lap Of Wales was apportioned towards creating video content to establish Elen’s Fund as an organ donation charity during the build-up to the event..
Organ Donation: The Facts An animation was commissioned in Welsh and English in order to establish the facts regarding organ donation in Wales. We felt this was a crucial foundation in order to build the campaign upon.
Welsh: h ttps://www.facebook.com/cronfaelen/videos/880473151994575/ English: h ttps://www.facebook.com/cronfaelen/videos/880477195327504/
The animation had 6 ,663 views on Facebook with 9 8 likes and 97 shares .
Interviews Several interviews were filmed with various people involved in the organ donation process, with a view to outputting short-form content across social media.
The interviews had 1 0,168 views on Facebook with 2 34 likes and 156 shares.
10 Facebook
Content was posted on the Lap Of Wales Challenge page, and subsequently shared on the Cerddwn Ymlaen and Cronfa Elen pages.
A total of 1,186 photos were uploaded during the event.
(statistics continued overleaf)
11 The Lap Of Wales Challenge h ttps://www.facebook.com/cylchdaithcymru.lapofwales/
12
Cronfa Elen h ttps://www.facebook.com/cronfaelen/
13
Cerddwn Ymlaen h ttps://www.facebook.com/cerddwnymlaen.walkon/
14 YouTube
Bio Videos A video was made with each challenger in the build-up to the event in order to familiarise the public with each challenger and their reasons for taking part.
Rhys Meirion https://www.youtube.com/watch?v=IJeyC_OCAUg
Tudur Owen https://www.youtube.com/watch?v=3QHlfq65mzk
Bryn Fôn https://www.youtube.com/watch?v=zzGcmHvdVlk
Gerallt Pennant https://www.youtube.com/watch?v=yOeIwaG9cEY
Tara Bethan https://www.youtube.com/watch?v=D-d5zHizzMg
Iolo & Dewi Williams https://www.youtube.com/watch?v=PB4w0hJktzY
Dilwyn Morgan https://www.youtube.com/watch?v=7sFjKfNNsAQ
Gwenllian Boyns https://www.youtube.com/watch?v=w_93HdU4DqY
Sioned Terry https://www.youtube.com/watch?v=5-V7fZPfKNY
Ffion Dafis https://www.youtube.com/watch?v=bHUqO3V6Vos
Alejandro Jones https://www.youtube.com/watch?v=4MTBdV-9LcA
A total of 5938 views
Daily Event Videos A summary video was produced for each day of the challenge. They covered the events of the day, interviews with those involved and encouraged the public to visit the website and donate to the cause.
Day 1 https://www.youtube.com/watch?v=cEzCPxcnMI0
Day 2 https://www.youtube.com/watch?v=1kjvuKZnGlQ
Day 3 https://www.youtube.com/watch?v=cMUQy56mZRg
Day 4 https://www.youtube.com/watch?v=c9Tq7AuATZA
Day 5 https://www.youtube.com/watch?v=d0qgtbtehng
Day 6 https://www.youtube.com/watch?v=D6DpVtQ3gzE
Day 7 https://www.youtube.com/watch?v=zE-mM7y_opQ
Day 8 https://www.youtube.com/watch?v=D9db_VYUa2k
A total of 3975 views
15 CD Release
After the success of Cerddwn Ymlaen’s recording of T he Prayer and You’ll Never Walk Alone which reached number one in the World iTunes Charts in 2013, Rhys produced a tribute song to organ donors called G ift of Life (Nerth Y Gân) .
This became the signature song for The Lap of Wales Challenge. We are grateful to Robat Arwyn for composing the music, to Tudur Dylan Jones for the words and to Annette Bryn Parry, Graham Land and Rhys Taylor for being the instrumentalists on the recording. The song was sung by Rhys Meirion in each the evening concerts during the event, including its premiere in the televised concert in Rhyl. It was also sung outside the Senedd in Cardiff.
The CD of the song is still on sale and is proving very popular. There are now plans afoot for G ift of Life to be used as the signature song for organ donation throughout the UK. https://itunes.apple.com/gb/album/nerth-y-gan-gift-of-life-single/id1012474150
16 Financial
Income
A total of £155,414 was raised to fund the Lap of Wales Challenge.
£85,000 was provided by Welsh Government and the Betsi Cadwaladr and Cardiff & Vale health boards.
£20,000 came from commercial sponsorship.
£20,273 came from direct donations.
The remaining monies were the proceeds of events and fundraising.
Expenditure
The event incurred a total of £ 154,045 in overall expenditure.
Summary of Accounts
Please see the consolidated accounts at the end of this report for a breakdown of income and expenditure.
Commercial Sponsorship
Commercial sponsorship was sought from the early stages of planning, with Gardners Accountants and North Wales Tidal Energy named as main sponsors. A further 4 2 sponsors provided funding and services-in-kind, and were given visibility on the website and promotional materials as well as mentions during speeches throughout the event.
Sponsor URL
A.James a'i Feibion
Betsi Cadwaladr Health Board http://www.wales.nhs.uk/sitesplus/861/home
Boyns http://www.boyns.net
Brodwaith http://www.brodwaith.co.uk
Brodyr Evans http://www.brodyrevansbros.co.uk
Bysiau Cwm Tâf http://tafvalleycoaches.co.uk/
Cardiff Vale & Health Charity http://www.cardiffandvaleuhbcharity.org
Carmarthen Coracle & Netsmen’s Association http://www.facebook.com/carmarthen.coracles
17 Castell Hywel http://www.castellhowellfoods.co.uk
Ceir Cawdor Cars http://www.cawdorcars.co.uk
Cwmni Da http://www.cwmnida.tv
Dalton's ATVs http://www.daltonsatvs.co.uk/
Ffestiniog & Welsh Highland Railways http://www.festrail.co.uk
Forge http://www.audivwforge.co.uk/
Gelli Civil Engineering http://www.gellicivileng.co.uk
Gentle Giants http://www.cardiganshires.co.uk
Glannau Teifi Vintage Car Club
Gwili Jones http://www.gwilitractors.co.uk
H Lewis
H. W. Humphreys & Son http://www.humphreysoil.co.uk
Heno http://www.heno.tv
Huws Gray http://www.huwsgray.co.uk
LaBelAbel http://www.labelabel.co.uk
Ladds http://laddsclynderwen.co.uk/
Llandudno Ski Slope http://jnlllandudno.co.uk
Llety Moethus Tynrhyd http://www.tynrhyd.com
Micrographics http://micrographics.co.uk
Morfa Bay Adventure http://www.morfabay.com
On 2 Wheels http://www.on2wheelsmotorcycletraining.co.uk
Pembrokeshire Motorcycle Club http://pembrokeshiremotorcycleclub.co.uk
Rees Element Executive Search http://www.reeselement.co.uk
Ribride Adventure Boat Tours https://www.ribride.co.uk
S4C http://www.s4c.cymru/
Slaters http://www.slaters.com
Storm & Shelter http://stormandshelter.com
Teithiau Cambria http://cambriatours.co.uk
Teithiau Tango http://www.teithiautango.co.uk
The Daily Post http://www.dailypost.co.uk
Times Two Tandems http://www.timestwotandems.co.uk
Trefigin http://trefigin.cymru
Virgin Trains http://www.virgintrains.co.uk
Welsh Government http://gov.wales
Y Lolfa http://www.ylolfa.com
Zip World http://www.zipworld.co.uk
18 Moving Forward
Elen’s Fund
Thanks to the initial work of the Lap Of Wales Challenge, we hope that Elen’s Fund continues to go from strength to strength in the future. Elen’s Fund plans to continue to promote the need to talk about organ donation and to seek support and raise funds for the following:
● Equipment (for example, state-of-the-art medical equipment for Emergency and Intensive Care departments or communication devices to aid home dialysis)
● Facilities (for example, bereavement suites in Intensive Care Units)
● Education and Training (for example, simulation days for nurses and doctors to train in how to approach and care for potential donors and their families)
● Research
● Special projects (for example, support networks for donor families)
Subsequent Events & Fundraising
Since the Lap of Wales, members of Cerddwn Ymlaen have been involved in fundraising initiatives, most recently when the Three Welsh Tenors sang at the Welsh Grand National and secured a donation of £5000. Another concert with Rhys Meirion, Mike Peters and Bryn Fôn is planned for the Rhyl Pavilion in November 2016.
Volunteers have also set up subsequent fundraising events, the most notable being the ‘Lap of Anglesey’, a circumnavigation of the island in a small boat being planned for next summer by Graham Heighton, a supporter of Elen’s Fund, whose organs were donated when she tragically passed away.
Another Recycle bike ride is also being organised by Awyr Las.
Lessons Learnt
● Because of the huge emphasis on raising the profile of organ donation and promoting the national conversation between families, the fundraising initiative was often a secondary consideration. This has necessitated the need for further fundraising following the event in order to meet with all the expenses.
● We should be hesitant to compare the fundraising performance of Lap Of Wales to previous Cerddwn Ymlaen events, as Cronfa Elen is a brand new charity. The
19 Wales Air Ambulance was a very well established charity that was very well publicised throughout the country, which naturally led to a much higher number of donations in previous events. The Lap Of Wales sought to e stablish Cronfa Elen as a charity, and in doing so, positions the charity in a promising position moving forward.
● In previous Cerddwn Ymlaen events, the public stages (in which members of the public could take part in sections of the challenge) were an effective method of fundraising and gathering support for the event. Due to the complex logistical nature of the Lap Of Wales, there weren’t as many opportunities for the public to take part which may have been a contributing factor to the significant decrease in donations.
● The nature of the Welsh-speaking celebrities could have had an alienating effect on non-Welsh-speaking audiences. A wider range of celebrities known to non-Welsh-speakers could have made a big difference in attempting to include the wider community.
● Outside Elen’s Fund’s main goal of raising awareness of the need for families to discuss organ donation, the objectives of the charitable fund were broad, without having a clear focus on specific needs. Campaigns in the future must have more obvious and clearly defined objectives such as raising money for a particular clinical unit or clinical need.
● In light of emerging social media trends, in order to encourage more views for video content, videos should be uploaded natively to Facebook rather than be uploaded to YouTube and shared. This was done with subsequent Cronfa Elen content and those videos received much more attention.
Conclusion
Thanks to the thousands of conversations that were had during the build-up to the event, the event itself, the many exhibitions, theatre production, television coverage and press reports, as well as subsequent events and coverage, we are confident that the Lap Of Wales Challenge caused an unprecedented thrust in the awareness of organ donation in Wales.
Whilst the fundraising aspect of the event could have been more successful, together we succeeded in significantly raising the profile of the need for families in Wales to talk about organ donation, and in turn, saved some lives along the way.
It only remains for us to thank everyone who took part, every member of the extended team and every single person who has supported us along the way.
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11 CF16/17 Charitable Funds Advisory Group 1 CF16-17 cover.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/17
Title: Charitable Funds Advisory Group
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: The attached report provides an update from the Charitable Funds Advisory Group.
Significant issues and risks 1. Attached are the following papers from the Charitable Funds Advisory Group:
1.1. Summary of Applications considered.
1.2. Approved minutes from the meeting held 17th March 2016.
1.3. Draft minutes from the meeting held 26th May 2016.
1
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to ratify the decisions made by the Advisory Action required by Group. the Committee Disclosure:
2
12 CF16/17.1 Summary of Applications 1 CF16-17.1.docx
CF16/17.1
Summary of Applications Reviewed by the Advisory Group
1.0 Introduction
The following summarises the funding application requests submitted for consideration by the Advisory Group.
2.1 Applications Reviewed at the 17th March 2016 Meeting
Amount of Title of Funding Funding Item Application Division Decision Application Source £
Rejected - this Access Control Units for Fund bid should be .1 7,250 West Area Tywyn Hospital 9B34 funded by the Health Board
Setting up Electronic Rejected – General .2 Patient Records (EPR) for 5,500 West Area inconsistent Funds Sexual Health (West) across BCU
Deferred - Conversion of Shower need more Room to Office/Clinic General Wrexham .3 11,800 clarification on Space – Lymphoedema Funds Maelor the patient Dept, Wrexham benefit.
Sysmex Sentimag 7,410 Sentinel Lymph Node Fund Ysbyty Glan Approved .4 (total cost Detection System for 8Q02 Clwyd £22,410) Breast Cancer Patients
2.2 Applications Reviewed at the 26th May 2016 Meeting
Amount of Title of Funding Funding Item Application Division Decision Application Source £
BLADDERSCAN Prime- Fund Central .1 Portable Real Time 3D 8,570 Approved 8B21 Area Ultrasound Instrument
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CF16/17.1
Amount of Title of Funding Funding Item Application Division Decision Application Source £
All Wales Rheumatology Ultrasound Group Fund Central Approved .2 6,188 (AWRUG) Mobile 9B66 Area Mentorship Programme
North Portable Digital Specimen External Approved .3 15,025 Wales Wide X-ray Unit Trust Services
Deferred – refer to Staff Flu Campaign 2016 / General Corporate applicant for .4 5,000 2017 Funds Services more innovative ideas.
3.0 Recommendations
The Committee is asked to ratify the decisions made by the Advisory Group.
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13 CF16/17.2 Minutes of meeting held on 17.3.16 1 CF16-17.2.docx
CF16/17.2
CHARITABLE FUNDS ADVISORY GROUP COMMITTEE
Minutes of the Meeting Held on Thursday 17th March 2016 at 9.30am Chairman’s Office, Wrexham Maelor Hospital Meeting Room 1, Carlton Court, St. Asaph Boardroom, Ysbyty Gwynedd
Present:
Ms Helen MacArthur Head of Financial Services (Chair) Prof Robert Atenstaedt Consultant in Public Health Medicine & Associate Director of Public Health in North Wales Ms Karen Prevc Site Manager, Wrexham Maelor Mr Ian Fearn Deputy Head of Podiatry & Orthotics – West Area Ms Iona Davies Cancer Ward Housekeeping Manager, YGC Ms Cath Humes Awyr Las Fundraising Team Mr Steve Morris Public Member / Patient Representative
In Attendance:
Ms Rebecca Hughes Charity Accountant Mr Aron Parry Finance Apprentice
Agenda Item Action CFAG16/07 APOLOGIES FOR ABSENCE & DECLARATION OF INTERESTS
Apologies of absence were noted from Mr Geraint Roberts, Ms Lesley Cotter, Mr Adam Griffiths, Ms Kirsty Thomson, Ms Christine Hoyle, Ms Tracey Sellar.
CFAG16/08 MINUTES OF PREVIOUS MEETING HELD ON 28TH JAN 2016
It was agreed by the group members that the minutes from the previous meeting were an accurate reflection of the discussion that took place on 28th Jan ’16.
Ms H MacArthur gave an overview of the actions from the last meeting back in January, updating the group on the latest position of the previous bids discussed.
CFAG16/09 REQUEST FOR EXPENDITURE APPROVALS
CFAG16/09.1 Access Control Units for Tywyn Hospital
Mr I Fearn questioned whether it should be funded through charitable funds, as the security swipe system would be considered as a part of the fabric of the building. Ms C Humes agreed that it should be funded by the Health Board rather than Charitable Funds.
1 Minutes CFAG 17.03.16 V0.1
CF16/17.2 The general feeling from the group members was that this bid should be funded by the Health Board, as that is where the risk sits, and therefore it was agreed that the bid should be rejected.
CFAG16/09.2 Setting up Electronic Patient Records (EPR) for Sexual Health (West)
Mr I Fearn raised the concern of the bid solely being for the West area rather than across all of North Wales. He added that it could be potentially disruptive when patients move between sites, with West being the only place holding electronic records and the other sites continuing with physical case records – there needs to be consistency.
Ms H MacArthur agreed that there must be consistency throughout the sites and her initial inclination was to reject the proposal. Ms H MacArthur also highlighted that it would be worth getting in touch with the IT department to discuss if the new system was appropriate.
Everyone was in agreement with the decision to reject the application and suggest that the bidder engage with IT.
CFAG16/09.3 Conversion of Shower Rooms to Office/Clinical Space – Lymphoedema Dept, Wrexham.
Ms R Hughes stated that the Estates Dept has now approved for the conversion to take place, subject to funding.
Ms C Humes questioned whether the conversion was beneficial to the patients. Prof R Atenstaedt suggested that if the application was to be accepted then it should be on the condition that it must not be used as office space, and the benefit to the patients needed to be highlighted.
Ms H MacArthur suggested that the group should defer the bid subject to clarification on how much benefit to patients the conversions of the rooms would result in. Ms K KP Prevc agreed to speak to the bidder to determine what the current clinic pressures are and how the current space available is compromised.
The group agreed for the application to be deferred and discussed in the next meeting on the basis of needing more clarification relating to the benefit on offer to the patients.
CFAG16/09.4 Sysmex Sentimag Sentinel Lymph Node Detection System for Breast Cancer Patients.
Ms R Hughes stated that medical devices have now approved the application subject to funding. As stated on the application form, an external charity, Treasure Chest had already agreed to fund part of the equipment.
Ms I Davies gave an insight into what Treasure Chest is and what the charity does. Ms I Davies had already discussed with matrons, what the suggested equipment would 2 Minutes CFAG 17.03.16 V0.1
CF16/17.2 bring in terms of benefits to patients, and explained how the equipment could become an important piece of kit to the Cancer Unit.
Prof R Atenstaedt articulated the importance of being engaged sooner with the decision as the external charity had already approved the application to contribute towards the equipment. It was suggested that the decision should be made together along with Treasure Chest to avoid a split decision in the future. Ms C Humes agreed CH to take this back to the Fundraising Team.
Prof R Atenstaedt also suggested that the group needed access to the evidence of the effectiveness of the equipment, whether or not it was an effective technique to use. Ms K Prevc recommended that the Group contacted Dylan Williams, Deputy Medical Director to gain further guidance and to see if he supports the new technique that the equipment offers.
It was agreed by the group to approve the bid, subject to the assurance from Dylan RH Williams that it’s an effective method compared to other techniques.
CFAG16/10 ANY OTHER BUSINESS
CFAG16/10.1 Ms H MacArthur stated that it’s difficult to make judgements without the ranking of bids, and in future will attempt to highlight what the applications offer, and will request back-up documents to help support the bids in order to gain a better understanding on what benefits they bring to the patients.
CFAG16/11 DATE OF NEXT MEETING
Next meeting to take place on 26th May 2016.
Betsi Cadwaladr University Health Board is the operational name of Betsi Cadwaladr University Local Health Board
3 Minutes CFAG 17.03.16 V0.1
14 CF16/17.3 Draft minutes of meting held on 26.5.16 1 CF16-17.3.docx
CF16/17.3
CHARITABLE FUNDS ADVISORY GROUP COMMITTEE
Minutes of the Meeting Held on Thursday 26th May 2016 at 9.00am Chairman’s Office, Wrexham Maelor Hospital Meeting Room 1, Carlton Court, St. Asaph
Present:
Ms Helen MacArthur Head of Financial Services (Chair) Prof Robert Atenstaedt Consultant in Public Health Medicine & Associate Director of Public Health in North Wales Mr Mike Ritchie Trusts and Foundations Consultant Ms Tracy Sellar Deputy Area Operational Manager Ms Iona Davies Cancer Ward Housekeeping Manager, YGC Ms Cath Humes Awyr Las Fundraising Team Mr Steve Morris Public Member / Patient Representative Ms Christine Hoyle Public Member & Former Haematology Consultant
In Attendance:
Ms Rebecca Hughes Charity Accountant Mr Aron Parry Finance Apprentice
Agenda Item Action CFAG16/12 APOLOGIES FOR ABSENCE & DECLARATION OF INTERESTS
Apologies of absence were noted from Mr Geraint Roberts, Ms Lesley Cotter, Mr Adam Griffiths, Ms Kirsty Thomson, Mr Ian Ferne and Ms K Prevc.
CFAG16/13 MINUTES OF PREVIOUS MEETING HELD ON 17th March 2016
Prof R Atenstaedt highlighted an error within the previous minutes; In the third paragraph under CFAG16/09.4, The role of Dylan Williams is General Manager of Scheduled Care rather than Deputy Medical Director
Ms H MacArthur gave an overview of the actions from the last meeting back in January, updating the group on the latest position of the previous bids discussed.
CFAG16/14 REQUEST FOR EXPENDITURE APPROVALS
CFAG16/14.1 BLADDERSCAN Prime-Portable Real Time 3D Ultrasound Instrument.
Ms H MacArthur introduced the bid, giving a brief overview before handing over to the group for discussion.
1 Minutes CFAG 26.05.16 V0.1
CF16/17.3 Ms C Hoyle stated that the bid sounded ‘ok’ in principle because it could potentially save on hospital visits, lowering waiting times. Ms H MacArthur agreed and highlighted that the reduction of hospital visits would benefit patients and have a positive financial benefit.
Prof R Atenstaedt raised concerns whether it would be right to have one for the East, as the bid is for and not for the other areas. Ms R Hughes highlighted that the localities do have their own charitable funds and there would be nothing preventing them to bid for a piece of equipment themselves. The equipment is also portable so it could potentially also be used by other areas.
Ms C Hoyle stated that she had no reason not to approve the piece of equipment as there are obvious patient benefits and therefore opened the question to the group. Prof R Atenstaedt agreed and stated that they had provided the evidence base in their application for the equipment.
The group agreed to approve the bid.
CFAG16/14.2 Trial Optimal Personalised Care After Treatment – Gynaecological cancer (TOPCAT-G)
Ms C Hoyle questioned whether optimal personalised care after treatment was already in place as she thought it was. Ms I Davies added that perhaps similar things are in place but there was not in Alaw ward which is where the bid is for.
Ms H MacArthur highlighted that the bid was to supplement an existing project and the money requested was from a specific research fund.
Prof R Atenstaedt questioned whether they should have applied for a grant instead, before suggesting that if the project is already in progress, they have not realised how much it was going to cost, hence the bid for charitable funds.
Ms R Hughes stated that the applicants behind the bid didn’t realise the approval stages would be so long and were unaware that they needed approval to get the money out of the fund.
Prof R Atenstaedt warned that if the group rejected the bid then potentially, the money that had already gone in to the project could be wasted.
Ms H MacArthur added that perhaps they should seek confirmation that the approvals are in place and that there is no slippage involved with the applicants coming back for more money as and when they need it. RH The group then agreed to support the bid, providing it had gone through the due diligence process from the Health Board. Ms R Hughes agreed to confirm with the applicant.
2 Minutes CFAG 26.05.16 V0.1
CF16/17.3
CFAG16/14.3 All Wales Rheumatology Ultrasound Group (AWRUG) Mobile Mentorship Programme.
Ms R Hughes gave an outline of the application, highlighting that it was about teaching and mentoring people and that the bid was to cover Dr Taggart’s costs for running the programme.
Ms T Sellar highlighted that similar schemes had previously been paid through grants but because this one in particular comes over the 5k mark, it has come to the group for approval. Ms C Hoyle noted that there was not enough information provided in the application.
Ms T Sellar added that if Dr Taggart was to pull out of the scheme then at least they will then have the funds to bring someone else in to run the programme.
The group concluded that the bid would be approved.
CFAG16/14.4 Portable Digital Specimen X-ray Unit.
Ms H MacArthur gave an insight into what the bid was for and highlighted that the balance of the cost would be funded from the Shooting Star Appeal, which is an external charity. The £15,025 requested from Awyr Las has been funded via an award from an external Foundation, the Williams Foundation.
Mr M Ritchie stated that it was a good opportunity to build a good, lasting relationship between the Williams Foundation and Awyr Las.
Ms H MacArthur added that it is important for good communication in the future, so that applications come to the Group before they are submitted for funding from external Trusts or Foundations.
Mr M Ritchie concluded that the equipment in question would speed up the process of biopsy, therefore reducing the need for surgical biopsy.
It was agreed by the group to approve the bid.
CFAG16/14.5 Staff Flu Campaign 2016 / 2017
Ms H MacArthur gave a brief overview of the bid, highlighting it was to promote the campaign in order to get more staff to take the flu jab, with an anticipated reduction in staff absence and improved patient safety.
Prof R Atenstaedt suggested that £5k was not a lot to run a campaign across the whole Health Board, and also suggested that money could be saved if the campaign video was made in house by the communications team rather than paying for an external company to do so.
Ms C Hoyle questioned whether staff would actually listen to the video and whether it was potentially a waste in making one. Ms T Sellar agreed and questioned the 3 Minutes CFAG 26.05.16 V0.1
CF16/17.3 effectiveness of the proposed video, questioning where it would be shown as she believed staff wouldn’t have the time to see it in work hours and wouldn’t be inclined to watch it at home.
Ms C Humes highlighted that there needs to also be a consideration towards the merchandise, and questioned if a free pen or post it notes actually makes people go and have their flu jab. She suggested that there needs to be research into more effective ways of getting the message across, adding that promotion is important as some members of staff would genuinely forget about it.
Ms C Humes also added that they should engage with members of staff to see what would actually make them get protected
Mr M Ritchie suggested a money or prize incentive should be used to get staff to take their flu jabs as it would be more effective than merchandise and a campaign video.
Ms T Sellar highlighted that it should be mandatory with working in the health sector to get protected against flu and that a money or prize incentive should not be needed, however, she added that the park and ride scheme did a prize raffle with the chance to win an i pad and this proved popular.
The group decided to approve the bid in principle, but the applicants should bring something more effective to the table.
Prof R Atenstaedt raised concern that there might be a timing issue with the bid and their need to progress, Ms H MacArthur agreed to circulate the progression and update HMc of the bid to the group members outside of the meetings to address this.
CFAG16/14.6 Wigs for Dermatology Patients that have Alopecia (12 Month Cost) CFAG16/14.7 Wigs for Cancer Patients Receiving Treatments that may cause Alopecia (12 Month period).
The group agreed to combine the discussion of the bids mentioned above as they were similar and were both for comment.
Ms T Sellar stated that Dermatology has a very small amount of funds within Awyr Las. Dermatology patients with alopecia are equally as traumatised as cancer patients, and have the same need for a wig, albeit for a different reason. If the Cancer department did not support these wigs from their funds then the Dermatology patients would not be able to have them.
Ms I Davies shared that there are currently two wig deals and they’re working on combining both to the same company in order to try and reduce costs. Ms I Davies ID agreed to find out the number of wigs that have been ordered for patients across the Health Board.
Mr M Ritchie questioned whether there were any issues with paying for dermatology when the donations are for cancer. Ms H MacArthur replied, stating these funds are not formally restricted, so there were no legality issues. Ms T Sellar added that the dignity of the patients needs to be considered and the needs are the same between dermatology and cancer patients, and it would make sense to have a separate fund 4 Minutes CFAG 26.05.16 V0.1
CF16/17.3 specifically for wigs.
Mr M Ritchie suggested that perhaps the funding for the wigs should combine with the complimentary therapies fund, which is wider and would be able to attract a bigger contribution towards the fund. Both Prof R Atenstaedt and Ms C Hoyle disagreed with Mr M Ritchie, it should not come from complimentary therapies funding as it is a different issue and suggested perhaps it should have its own funding.
Ms C Humes agreed that it should be discussed that the wigs should have their own CH fund, and they should speak to the organisers of The Big Wig Ball to gather some ideas.
Ms H MacArthur added that a separate fund would be able to outline and highlight the need of the wigs, which could raise more money as more people are able to relate to the issues surrounding dermatology and cancer patients.
The group agreed there were no issues with both bids.
CFAG16/15 ANY OTHER BUSINESS
There was no other business to report.
CFAG16/16 DATE OF NEXT MEETING
Next meeting to take place on 18th August 2016 at 9:30am.
Betsi Cadwaladr University Health Board is the operational name of Betsi Cadwaladr University Local Health Board
5 Minutes CFAG 26.05.16 V0.1
15 CF16/18 Rothschild Portfolio presentation 1 CF16-18 cover.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/18
Title: Rothschild Portfolio Presentation: March 2016
Author: Annick Crisford, Client Advisor, Rothschild
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: Attached is the Investments Report for the Charity as at the 31st March 2016.
Significant issues and risks 1. Key points to note are:
3. 1.1 The markets have been extremely volatile since the Summer of 2015. The BCUHB portfolios have managed to avoid the worst of the sharp drawdowns in equity markets and we have taken some comfort from the protection provided by the diversifying assets in recent difficult market conditions. Combined portfolio performance for the 2016 calendar year to the 31st March 2016 was a return of -1.01%.
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1.2 Since inception the portfolios continue to deliver positive returns well in excess of cash and inflation. The level of risk taken within the portfolios is consistent with the approach adopted for the portfolio and considerably less than that of equity markets.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee are asked to note the report. Action required by the Committee Disclosure:
2
2 CF16-18.pdf
BCUHB Portfolio Report Report to 31st March 2016
Contents
Sections 1 Executive summary – Investment report to 31st March 2016 1 2 Investment approach for the BCUHB portfolios 6 3 The portfolios 8 4 Market outlook 13 5 Important information 20
1. Executive summary – Investment report to 31st March 2016 1. Executive summary – Investment report to 31st
March 2016 1) Current portfolio positioning We have provided an overview of the current positioning of the portfolios. We will look to discuss this in more detail with the Trustees at our meeting in June.
During the last meeting with the Trustees in June 2015, it was noted that the key objective of the portfolios is to preserve and grow their value in ‘real’ terms, in order to continue to support charitable distributions over the long term. In order to meet this objective, it was agreed that the investment strategy for the portfolios should be amended from a “cautious” approach to a “balanced” approach. 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) Current In line with the change in investment strategy, a higher allocation to equities has been built up in the portfolios over time and since our last meeting. In addition, as equity markets position have been volatile and as markets have pulled back in early 2016, we have taken the of the portfolios opportunity to further build up the equity positions within the portfolios. Overall, the portfolios now have a 65% allocation to “return” assets – these assets are expected to drive long-term performance but are also likely to be volatile over shorter periods. In addition, the portfolios maintain a 35% allocation to “diversifying” assets - these assets are included to provide real diversification and protection in difficult market conditions. The portfolios remain relatively defensively positioned. In difficult markets, this approach has provided protection on the downside and also allowed us to add to “return” assets opportunistically, taking advantage of attractive prices during the recent market turbulence. We will look to discuss the specific changes made to the portfolios in more detail when we meet in June.
2 1. Executive summary – Investment report to 31st
March 2016 2) Performance We have provided an overview of the portfolios performance. We will look to discuss this in more detail with the Trustees at our meeting in June.
As highlighted on page 11, the markets have been extremely volatile since the Summer of 2015. Fears of a possible global economic slowdown combined with volatility in the oil price has unnerved investors. In the first four days of trading in 2016, the S&P 500 Index of US equities had its worst start to the year on record. By February 2016, the MSCI world equity index was down 17.7% in sterling terms and the MSCI UK equity index was down 14.7% from their highs in April 2015. Since then, the mood has lightened slightly; Investors have been reassured by support from central banks and better economic news. At the same time, Sterling has tumbled against other currencies, driven lower by concerns about what might happen if Britain were to leave the European Union. In all, it has been a roller-coaster few months, in which the BCUHB portfolios have managed to avoid the worst of the sharp drawdowns in equity markets. We have taken some comfort from the protection provided by the diversifying assets in recent difficult market conditions. 2) Performance In absolute terms, the performance generated in the portfolios in recent months has been overview slightly lacklustre. However, for the time being we remain comfortable not “chasing” returns from areas of the market that look, from a fundamental perspective, “over-priced” or where we cannot see a sound rationale for returns – for example, the MSCI world equity index contains 2,480 stocks; just five of those stocks – Facebook, Amazon, Netflix, Google and Salesforce (described collectively by some commentators as the “FANGS”) – performed so well that they were collectively up about 60% in 2015 and delivered 40% of the return of the entire index. We do not want to get sucked into chasing returns from areas of the market that can easily and quickly reverse. As you can see on pages 9 and 10, since inception the portfolios continue to deliver positive returns well in excess of cash and inflation. The level of risk taken within the portfolios is consistent with the approach adopted for the portfolio and considerably less than that of equity markets. We will look to discuss the performance of the portfolios and specific positions in more detail when we meet in June.
3 1. Executive summary – Investment report to 31st
March 2016 3) Key market risks We have provided an overview of the key market risks as we see them. We will look to discuss these in more detail with the Trustees at our meeting in June.
The environment for investors remains challenging and fraught with risks. We assess these risks and the potential impact they will have on portfolios on an on-going basis. We also adjust investments to make the most of opportunities and to protect against risks as we see them. The key risks facing investors in 2016 include:
1. China: The economy and markets have looked fragile. However, the economy is slowing, not collapsing; exports to China are <1% of US GDP; China’s capital markets are still only partially coupled (and are largely closed to Western investors); and China’s currency “devaluation” remains modest so far.
2. US slowdown: Growth slowed almost to a standstill at end-2015. However, there are some short-lived influences at work – the weather, inventories – and consumer spending continues to trend higher.
3. European banks: Losses, capital structure and negative interest rates add to traditional 3) Key market risks for the banking sector. However, collective capital and liquidity is stronger than in risks 2008, and looks adequate: systemic worries are muted to date, and the ECB is vigilant.
4. Brexit: Strong views and close polls spell short-term volatility for markets and Sterling. An exit would be bad for business. However, not a game-changer for the UK economy and markets (or for the rest of the EU). UK capital markets may be volatile, but their international characteristics and trading patterns suggest that long-term portfolios are not likely to be permanently affected if the electorate votes for Brexit.
5. US politics: Other geopolitical risks include a rudderless US. We have seen some weakness in areas of the stock market which has been driven by political factors in the US e.g. healthcare stocks. However, the impact of the presidential campaign on capital markets is unlikely to be material over the long term.
These risks promote uncertainty and make markets unpredictable over short periods. A solid allocation to “diversifying” assets and portfolio “protection” has therefore been maintained within the portfolios.
4 1. Executive summary – Investment report to 31st
March 2016 4) Outlook We have provided an overview of the market outlook as we see it. We will look to discuss the outlook and positioning of the portfolios in more detail with the Trustees at our meeting in June.
Modest growth intact: While the IMF has recently cut global GDP forecasts, broader economic data suggests that US and EU consumers can act as a global locomotive even as China slows: a bigger train travels more slowly, but still moves forward – and markets may not be pricing this in. This environment remains positive for “return” assets and we continue to anticipate that they will generate the most attractive returns over the longer term. The portfolios are therefore positioned to benefit from this.
Fuel in the tank: US private sector cashflow remains positive; cheap oil will boost Western spending power (a big difference from mid-2008); EU fiscal austerity is fading and monetary policy is still lenient. This all supports a continued “muddle through” for the global economy and markets.
US rates still likely to rise: The inflation trend is intact – not urgent or dramatic, but enough for the Fed to raise rates again in time. UK rates are likely to be on hold for longer (given Brexit 4) The market risk), but the Bank of England will eventually follow. Higher rates in the US (and UK) will signal outlook business as usual. They are also likely to create a headwind for some “fixed income” investments and make us very wary of investing in conventional bond markets for diversification.
Short term volatility in markets: Overall stock valuations are not worrying and volatility can present us with opportunities to include new positions into the portfolios and top up existing positions at more attractive prices. For example, depressed valuations across cyclical industrial stocks has presented some opportunities to buy into good businesses at attractive prices.
Currencies: We invest on a global basis and currencies can have a significant impact on returns. As the Trustees would expect, we maintain a predominant allocation to Sterling which matches the location and liabilities of the charity. Looking through the Brexit risks, the pound looks well positioned to strengthen against most major currencies over the next year, apart from the US Dollar. For this reason, we remain comfortable with a solid allocation to the US Dollar within the portfolios. We continue to hedge out the portfolios’ exposure to the Euro.
5
2. Investment approach for the BCUHB portfolios 2. Investment approach for the BCUHB portfolios
Background and investment approach We have summarised our understanding of the investment approach for the BCUHB charitable portfolios, based on our meetings and discussions.
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 with the wishes of donors. Background 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 portfolios, 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 funds are not subject to income tax or CGT. VAT payable on investment intended to achieve steady 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 portfolios and to generate approach to investment. a balance of capital growth and income. Attention is paid to avoiding the worst of the downside and Return objective Risk: The Trustees have agreed to adopt a ‘balanced’ portfolio strategy following the meeting in June 2015. capturing some but not all of and risk Time Horizon: Long-term time horizon (10 years+). the upside of financial market Ongoing: We recommended reviewing your return objectives and risk tolerance on a regular basis and confirm returns. Capital preservation that nothing is ‘set in stone’. in real terms over a long time horizon is the primary objective, and some volatility Currency The reference or base currency for the portfolios is Pounds Sterling. is acceptable in order to achieve this. Comparators The portfolios are 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 Constraints this excludes direct investment into the following areas: Armament and weapon production, 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 Reporting Hughes at Wrexham Maelor hospital. Monthly and quarterly valuations are also uploaded to eAccess for Rebecca Hughes. We are happy to attend regular update meetings with the investment committee.
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3. The portfolios 3. The portfolios
Performance The table below shows the performance of the BCUHB portfolios compared to various indices and measures
Performance to 31st March 2016
BCUHB re Ron BCUHB Main and Margaret Combined UK Equity World Equity Portfolio Smith Portfolio Performance Inflation Cash Index Bond Index Index Index Year to Date -1.01% -1.05% -1.01% -0.10% +0.13% +5.28% -0.37% +2.61% 2015 +0.94% -0.56% +0.74% +0.20% +0.51% +0.45% +0.09% +3.25% 2014 +6.58% +5.80% +6.08% +0.55% +0.49% +14.92% +0.53% +10.75% 2013 +8.20% +10.38% +8.51% +2.00% +0.49% -4.09% +20.50% +20.40% 2012 +5.46% +7.35% +5.55% +2.71% +0.63% +2.73% +12.10% +10.89% 2011 (03.10.11) - +4.21% +0.66% +0.17% +4.33% +9.94% +9.94% 2011 (06.09.11) +3.88% - +1.33% +0.22% +6.57% +7.87% +5.62%
Inception (03.10.11) Annualised - +5.75% +1.34% +0.54% +5.08% +9.26% +12.86% Inception (06.09.11) Annualised +5.24% - +1.46% +0.54% +5.48% +8.65% +11.66%
BCUHB Main Portfolio Value £7,783,463 BCUHB re Ron and Margaret Smith Portfolio Value £522,061 Total £8,305,524
BCUHB Main Portfolio Estimated Income & Yield £62,800 0.76%
Source: Rothschild, Bloomberg Notes 1 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. 2 Portfolio performance is shown after all fees. Performance shown is total return, combining income and capital growth. 3 Indices used are: Inflation (UK CPI – EU Harmonised); Cash (UK 1m LIBOR); Bond index (Citi UK Govt Bonds All Maturities – total return); UK Equity Index (MSCI UK All Cap Net GBP – total return); World Equity Index (MSCI World All Countries Net GBP – total return). 4 Inception performance data (annualised) is taken as follows: BCUHB Main - 6th September 2011; 9 BCUHB re Ron and Margaret Smith – 3rd October 2011. 3. The portfolios
Performance chart The chart below shows the performance of the portfolios since the end of October 2011
Inception Performance: 31st October 2011 to 31st March 2016
170 Risk within the portfolios has been considerably lower than the broader 160 equity markets, as measured by Risk Data volatility and maximum drawdown +57.7% and as detailed in the table Historical Daily Volatility 150 opposite. BCUHB Main 4.9% BCUHB R&M 4.9% 140 MSCI UK 10.6% +36.4% MSCI World 9.5% 130
Maximum +22.5% Drawdown 120 +21.6% BCUHB Main -4.8% BCUHB R&M -6.1% 110 MSCI UK -11.4% +6.0% MSCI World -10.9% 100
90
BCUHB Main BCUHB R&M MSCI UK MSCI World Inflation (UK CPI)
Source: Rothschild, Bloomberg Notes 1 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. 2 Portfolio performance is shown after all fees. Performance shown is total return, combining income and capital growth. 3 Indices used are: MSCI UK All Cap Net GBP – total return; MSCI World All Countries Net GBP – total return; 10 Inflation (UK CPI – EU Harmonised NSA). 4 Volatility is calculated as the annualised standard deviation of monthly returns. 3. The portfolios
Defensive strength in trying markets
Peak to trough drawdowns of the portfolio between 31st August 2014 to 31st March 2016
Drawdown 1 Drawdown 2 Drawdown 3 120
115
Peak to trough Drawdown 1 Drawdown 2 Drawdown 3 110 +9.6% drawdowns BCUHB (Main) -1.9% -1.4% -6.2%
MSCI World -8.5% -6.1% -17.7% +5.3% MSCI UK -10.4% -7.9% -14.7% 105 This slide shows how the portfolio’s defensive positioning and diversified 100 approach reduced drawdowns in the portfolio compared to the -3.1% volatility suffered by pure equity investors. 95
90
85
BCUHB (Main) MSCI World (GBP) MSCI UK
Source: Rothschild, Bloomberg Notes 1. Data shown is from 31st August 2014 to 31st March 2016. You should only consider this slide in conjunction with the portfolio’s full track record since inception. 2. Past performance is not a reliable indicator of future performance and the value of investments and the income from them can fall as well as rise. No representation is made that past performance will be achieved in the future. 3. The portfolio’s performance is shown after all fees. Performance shown is total return, combining income and capital growth. 4. Indices used: MSCI UK All Cap Net GBP – total return; MSCI World All Countries Net GBP – total return. 11 3. The portfolios
Asset allocation and currency exposure The charts below show the asset allocation and currency exposure of the BCUHB Main portfolio as at 31st March 2016
FacingPage 12 Asset allocation Currency exposure
Portfolio Swiss Franc Asia & EM Nordic Alternative Protection Cash 2.9% Currencies 0.2% Strategies 1.3% 7.2% 5.1% 8.3% Yen, 0.1% Euro 0.7% Fixed Income 17.6%
US Dollar 24.9%
Sterling 66.2%
Equities 65.6%
Source: Rothschild Notes 1 Percentages may not sum to 100% due to rounding. 2 The above does not constitute a solicitation or recommendation. Holdings are subject to change without notice 3 For a more detailed asset allocation, please rely on your official statement. 4 The above currency exposure is net of foreign exchange hedges. 5 For the purposes of more accurately managing currency risk, where appropriate, we reflect the currency exposure of certain funds based on the underlying securities held within the fund, rather than the denomination of the fund. This allocation is reflected in the charts above. 3. The portfolios
Portfolio The table below shows the BCUHB Main portfolio split between ‘return’ and ‘diversifying’ assets as at 31st March 2016
RETURN ASSETS (65.6%) DIVERSIFYING ASSETS (34.4%)
Core Equities - Funds 5.3% Equities - Funds 33.2% Cash 7.2% Special Situation Albizia Opportunities Fund* 0.6% Allard Growth 3.7% Cash 4.4% Diversifier Albizia Tenggara Fund* 0.8% Berkshire Hathaway 6.0% Cash (SFO)* 2.8% Technology Basket 2.4% Egerton 5.3% Ward Ferry Asian Small Caps* 1.5% IVI European 3.5% Fixed Income – Investment Grade 9.9% Lansdowne Developed Markets 5.3% Investment Grade Bond Fund 9.9% Equities - Companies 14.6% Pershing Square Holdings 3.0% Admiral 2.7% Phoenix UK 3.6% Fixed Income - Inflation Linked 7.7% Daily Mail & General Trust 1.5% The Children's Investment Fund 2.8% UK Index Linked 1/8% 2019 7.7% Lloyds 2.8% National Oilwell Varco 1.9% Equities - Companies 12.5% Alternative Strategies 8.3% Ryanair 3.1% American Express 3.4% Abbey Capital 4.8% Wells Fargo 2.6% Deere 2.7% Rubicon 3.5% Nestle 2.3% Praxair 1.8% Portfolio Protection 1.3% Unilever 2.3% Okura 1.3% S&P 500 Put Option – Apr 2016 0.0%
Currency Hedges GBP FX Hedge 11.4% EUR FX Hedge -5.8% USD FX Hedge -5.6%
Source: Rothschild Notes * Positions held in ‘SFO’. 1. Percentages may not sum to 100% due to rounding. 2. 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. 3. 'Selected Funds Opportunities' (SFO). This is a Rothschild vehicle that allows us to allocate to talented managers with limited capacity or liquidity. ‘Investment Grade Bond Fund' ("IGB") is a Rothschild vehicle that helps us to implement investment grade fixed income exposure in the portfolio efficiently. We charge a zero investment management fee within the SFO and IGB. 12
4. Market outlook 4. Market outlook
2016 – our expectations
China: Economy and markets have looked fragile. However, the economy is slowing, not collapsing; exports to China are <1% of US GDP; China’s capital markets are still only partially coupled; China’s currency “devaluation” remains modest so far
US slowdown: Growth slowed almost to a standstill at end-2015. However, there are some short-lived influences at work – the weather, inventories – and consumer spending continues to trend higher Risks European banks: Losses, capital structure and negative interest rates add to traditional risks. However, collective capital and liquidity is stronger than in 2008, and looks adequate: systemic worries muted to date, and ECB is vigilant
Brexit: UK referendum this summer. Strong views and close polls spell short-term volatility. Exit would be bad, but not a game- changer for UK economy and markets (or for the rest of the EU…). Other geopolitical risks include a rudderless US
Changing the engine? US and EU consumers can act as the global locomotive as China slows: bigger train travels more slowly, but still moves forward – and markets may not be pricing this in
Fuel in the tank… US private sector cashflow still positive; cheap oil boosts Western spending power (a big difference from mid-2008); EU fiscal austerity fading; monetary policy still lenient… and growth is the norm
… and little danger of overheating Few signs of inflation – underlying “trade-off” may be friendlier than feared. QE may not Opportunities be taking such a risk…
Higher US (and UK) rates will signal business as usual Too soon to see them as harbingers of next recession… and recession need not mean “crisis”. The timetable even in the US has anyway slipped further as a result of market volatility
Use short-term volatility to build diversified long-term portfolios… Stock valuations are not worrying. Bonds are expensive, but not a “bubble”. If already invested, sit tight
14 4. Market outlook
Drawdown happens The chart below shows the maximum peak-to-trough drawdown experienced by investors in the S&P 500 during the 5 best performing years of the last 2 decades
Rank Rank Rank Rank Rank #1 #4 #3 #5 #2
+33.6% +32.4% +28.7% +28.6% +26.5%
? Calendar year return year Calendar
-
-5.6%
-10.8% -10.3% -13.8% -19.2%
-27.2%
year drawdown year -
1997 1998 2003 2009 2013 2016 YTD Intra
The best 5 performing years over the last 2 decades have come with considerable intra-year drawdowns
Source: Bloomberg, Rothschild Notes 15 • Past performance is not a reliable indicator of future performance and the value of investments and the income from them can fall as well as rise. • Performance shown for the S&P 500 price index. 4. Market outlook
Brexit volatility: some perspective Few episodes have seen EUR/GBP volatility at its current levels. Below we show these elevated episodes since 1998
EUR/GBP volatility By hedging the Euro in Global Financial Eurozone Crisis our GBP mandates, Dot-Com Bubble Crisis 25 and Sterling in our EUR mandates we have January ‘09 Nov ‘09 Sterling hits new Agencies July/August ‘11 avoided the downside April ‘00 lows (EUR 1.03) downgrade Second Greek volatility risks S&P 500 falls Greek debt on bailout 6% in a single bail-out 20 ECB begins associated with Brexit day…Start of concerns purchase of the Dot-Com Italian and bust Spanish bonds
Nov. ’10 through SMP Feb ‘16
Ireland Brexit? 15 bailout England riots
July ‘05 7/7 10
April/May ‘10 Eurozone and IMF agree €110bn September ‘01 5 January ‘10 Greek bailout Sept. ‘14 9/11 package Feb ‘15 EU releases report on ECB announces Greece…again. Greek ‘irregularities’. asset purchase UK General Syrzia win Concerns mount on programme Election results in election PIIGS Hung Parliament 0 Dec 98 Dec 01 Dec 04 Dec 07 Dec 10 Dec 13
Source: Rothschild, Bloomberg Notes • Past performance is not a reliable indicator of future performance and the value of investments and the income from them can fall as well as rise. • Data as at 3rd April 2016. 16 • Volatility shown as the implied volatility from 6 month, at the money options on EURGBP. 4. Market outlook
Investors need diversifying assets
ACL and Okura’s track Financial markets and illustrative Diversifying Assets’ performance in 2008 record in extreme market conditions gives +150% us great comfort as to 135.58% their diversifying potential in difficult +125% market conditions; effects we have seen in our current portfolio +100% 92.74% during the lesser downturns of 2015 +75%
+50%
+25% 13.58% 5.49% 6.96%
- -3.79% -14.30% -25% -21.36% -22.18%
-50% -46.43% Cash UK UK Corporate UK High-Yield World Equities Hedge Funds Real Estate Commodities ACL Kohinoor Government Bonds Bonds Bonds Source: Rothschild, Bloomberg Notes • Performance figures are total return from 31st December 2007 to 31st December 2008, unhedged in GBP unless otherwise stated. • Indices used are: Cash (GBP LIBOR Total Return 1 Month Index); UK Government Bonds (Citigroup UK Government Bonds All Maturities); UK Corporate Bonds (Barclays Sterling Aggregate non-Gilts Bond Index); UK High-Yield Bonds (Barclays Pan-European High Yield Sterling Index); World Equities (MSCI World All Countries TR Net); Hedge Funds (HFRI Fund of Funds Index); Real Estate (FTSE All Share REITs); Commodities (S&P Goldman Sachs Commodity Index). • Past performance is not indicative of future performance and the value of investments and income from them can fall as well as rise. • The above holdings illustrate investments which might be made 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. ACL & Kohinoor are not available on a standalone basis, only as part of Rothschild’s discretionary offering. 17 4. Market outlook
Growth assets offer better returns: our expectations Historically, the lowest risk assets have been cash and government bonds. Going forward, we don’t expect these assets to deliver from a return perspective
Historical risk (measured by volatility: 1969 - 2016)
Inflation UK I-L Gilts HY Bonds Global Equities
£ Cash UK Gilts IG Bonds Property
Rothschild’s expectations for nominal and real returns: next 7 years
10%
8%
6%
4%
2%
0%
-2%
-4% UK Inflation Cash UK Gilts UK I-L Gilts IG Bonds HY Bonds Property Global Equities
Nominal return Real return Inflation
Source Rothschild Notes • Dotted line indicates expected UK inflation. 18 • Forecasts are not a reliable indicator of future performance. 4. Market outlook
Dividend growth has been very resilient S&P 500 dividends since 1960 (in USD)
1960 Cuban missile crisis 1962 JFK assassinated 1964 Vietnam war begins 1966 Egypt, Jordan, Syria and Libya invade Israel 1968 Soviet tanks invade Czechoslovakia 1970 Bretton Woods monetary system breaks down. Nixon takes Dollar off gold standard 1972 Yom Kippur War. Oil embargo declared. Oil prices rise from $18 to $42 in two weeks 1974 1976 Nixon resigns. US GDP decreases more than 4%. S&P drops more than 25% 1978 The Iranian revolutions starts 1980 The Soviet Union invades Afghanistan 1982 "Savings and Loan" crisis: 1,600 banks go bankrupt 1984 France nationialises banks/large companies 1986 1988 Black Monday: Dow Jones collapses 23% in a day 1990 Pro-democracy demonstrations in Tiananmen Square 1992 Iraq invades Kuwait and threatens Saudi Arabia 1994 Yugolsavia War. UK falls out of ERM 1996 The "tequila" crisis blows up 1998 Asian crisis 2000 2002 Russia defaults on its domestic and foreigh debt Dotcom bust 2004 9/11 2006 Afghan and Iraq Wars 2008 2010 Financial crisis 2012 European Sovereign Crisis 2014 China slowdown fears $0 $5 $10 $15 $20 $25 $30 $35 $40 $45
Dividends S&P 500 (USD) Cumulative S&P 500 Dividends (in USD)
Source: SIA Funds AG, Bloomberg, Rothschild • The past performance shown is not indicative of future performance. 19
5. Important information 5. Important information
Important information
This document is strictly confidential and produced by Rothschild for information purposes only and for the sole use of the recipient. Save as specifically agreed in writing by Rothschild, 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 your 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 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 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 are to any of the various companies in the Rothschilds Continuation Holdings AG Group operating / trading under the name “Rothschild” and not necessarily to any specific Rothschild company. None of the Rothschild companies outside the UK, nor companies within the Rothschild Trust Group 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, your portfolio or any elements of our services, please contact your client adviser.
The Rothschild Group includes the following wealth management and trust businesses (amongst others): Rothschild Wealth Management (UK) Limited. Registered in England No 4416252. Registered office: New Court, St Swithin’s Lane, London, EC4N 8AL. Authorised and regulated by the Financial Conduct Authority. Rothschild Bank (CI) 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. Rothschild Bank AG. Registered Office: Zollikerstrasse 181, 8034 Zurich, Switzerland. Authorised and regulated by Eidgenössischen Finanzmarktaufsicht FINMA.
21 16 CF16/19 Request for Expenditire Approvals 1 CF16-19.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/19
Title: Request for Expenditure Approvals
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: The funding application requests received for this Committee are itemised in the following paper. Significant issues The summary report details the individual funding applications, the and risks 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.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to review each application for approval or Action required by rejection. the Committee Disclosure:
1
Request for Expenditure Approvals
1.0 Introduction
The following summarises the funding application requests submitted for consideration by the Committee.
2.0 Applications for Consideration
Amount of Funding Item Title of Funding Application Application Division Source £
Trial of Optimal Personalised Care After Ysbyty .1 Treatment – Gynaecological cancer 21,717 Fund 9Q01 Gwynedd (TOPCAT-G)
Funds 7Q02, North Wales Wigs for Dermatology Patients that .2 55,000 8Q02 & Wide have Alopecia (12 month cost) 9Q04 Services
Wigs for Cancer Patients Receiving Funds 7Q02, North Wales .3 Treatments that may cause Alopecia 100,000 8Q02 & Wide (12 month period) 9Q04 Services
Total £287,068
All three applications have been reviewed by the Charitable Funds Advisory Group and their comments are noted in the Approvals section of each individual application, which are attached as Appendices.
The total amount requested from General Funds is nil.
3.0 Recommendation
The Committee is asked to review each application for approval or rejection.
1
17 CF16/19.1 Trial of Optimal Personalised Care after treatment - Gynaecological Cancer (TOPCAT-G_ 1 CF16-19.1.docx
CF16/19.1
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Trial of Optimal Personalised Care After Treatment – Gynaecological cancer (TOPCAT-G)
Name & Job Title of Lead Applicant CI – Simon Leeson, Consultant Gynaecologist and Oncologist
Name & Job Title of Other Applicants Prof Nicholas Stuart – Professor of Cancer Studies Prof. Richard Neal – Professor of Primary Care Prof. Val Morrison – Professor of Psychological Studies Prof. Rhiannon Tudor Edwards – Professor of Psychological Studies Prof. Clare Wilkinson – Professor of Primary Care Mrs. Rhiannon Whitaker – Patient Representative Liz Hall – Nurse Specialist Caryl Butterworth – Research Nurse Kirstie Pye – Research Officer Tekendra Rai – Research Officer Laura Budd – PhD Student Seow Tien Yeo – Health Economist Nicola Totton – Trial Statistician
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 CF16/19.1
Maximum Expenditure Requested £ 21,717
Fund to be Sourced Fund Number & Title Alaw Research Fund (9Q01) Current Uncommitted Balance £77,814.17
Introduction and Background (concise, in bullet points)
This study will evaluate the feasibility of nurse led needs assessment in the cancer setting in North Wales and its utility to health care professionals when making decisions about supportive care, compared to age and disease matched patients not receiving the nurse led needs assessment. The nurse-led intervention comprises patient education, patient empowerment and protocol-based, structured needs assessment undertaken by specialist nurses by telephone. Patients receive an initial structured telephone interview with a gynaecological cancer specialist nurse including information on symptoms of recurrence and possible long-term physical and psychological side-effects of treatment. Information is also being given to patients on how they can contact the clinical team if they have concerns or symptoms. Patients will receive routine telephone contact 6 months later. The telephone follow-up will involve a structured interview whereby patients unmet needs will be identified and patients will receive appropriate referral The components of the complex intervention will reflect the items identified in the National Cancer Survivorship Initiative as being most important to patients. The new approach will maintain regular contact with patients but will not involve routine hospital, out-patient attendance. The aim of this follow-up programme is to manage any long term effects from treatment, to reassure the patient that the cancer remains in remission and if relapse occurs, to detect and treat it early.
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 CF16/19.1
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) Improved quality of life for patients after treatment for gynaecological cancer Quality of life measures
Cost effectiveness evaluation Time management/ costing calculation Access to clinic if required, freeing up clinic appointments for those not needing regular Record of feasibility study clinic usage follow-up Financial Management and Costing
Pay Job Title Annual Salary Period in Project Role £ (inc. on-costs) Months Grade 6 Research 10 £19,567 Officer (0.6 WTE) Non-pay Quote or Estimate? Description Estimates Non-staff costs for the extension for printing £500 Dissemination event £500 Travel £350 Computer for the appointed RPSO £800 Total Pay and Non-pay £21,717
Ongoing Revenue Costs Ongoing revenue costs which will be charged to NHS budgets £ 0 Less: Savings generated by this application £ 0
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 CF16/19.1
Net ongoing revenue costs charged to NHS budgets £ 0
Risk Assessment
Risk (insert further rows if needed) Mitigation Non completion of study if unfunded. BCU have already provided £80,000 and recruitment is Application for Alaw funds which are available. underway. Publications underway will not be completed. There are 4 manuscripts in preparation. As above Plan to develop multicentre study involving BCU as lead applicant could stop. Can move this application to another study sponsor.
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
Study ceases to recruit and data analysed when staff available. Current manuscripts completed when able. Project team re-allocated to other projects.
Health Inequalities (State how the scheme addresses health inequalities)
Cancer follow-up to be standardised to a patient centred focus of needs rather than a delegation of a doctor led history and examination at pre-defined times. The latter is both labour intensive and ineffective at detecting recurrence when an intervention can lead to an improved outcome for the patient. The feasibility study TOPCAT-G is currently checking the protocol, recruitment and data gathering ahead of a potential larger multicentre study.
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. The study design is not selective against any minorities of the patient population and will have no impact upon subsequent clinical management. However
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 CF16/19.1
please note the exclusion criteria:
The study will not include patients who do not have capacity to give informed consent or who are deemed to be unable to take part in the trial (e.g., severe learning/mental disability, severe mental health problems). Patients who are not able to understand Welsh or English will also be excluded. Patients having had treatment for sarcoma, germ cell tumour, borderline tumours or choriocarcinoma will be excluded as these women tend to require specific and/or more intense follow up often with serial imaging or tumour markers. Patients requiring ongoing treatment will also not be included in the study.
Approvals
Name & Comments Date Approved Fund Advisor Simon Leeson Applicant
21/03/16 Capital Approval (Estates/IM&T/Medical N/A Devices) Chief Financial Officer Adrian Butlin
11/04/16 Area/Hospital/Secondary Care/Mental Dr Paul Birch Health/Executive Director 29/03/16 Charitable Funds Advisory Group Meeting held Recommended for approval. 26/05/16 The group agreed to support the bid, providing it had gone through the due diligence process from the Health Board, which has since been confirmed.
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 CF16/19.2 Wigs for Dermatology patients that have alopecia (12 months cost) 1 CF16-19.2.docx
CF16/19.2
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(Interim), Cancer Division
Name & Job Title of Other Applicants Geraint Roberts, General Manager, Cancer Division
Maximum Expenditure Requested £55,000
Fund to be Sourced Fund Number & Title Three main Cancer funds – 7Q02, 8Q02 & 9Q04 Current Uncommitted Balance 7Q02 - £25,788 / 8Q02 - £158,694 / 9Q04 - £263,623
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 Currently the dermatology wig expense is paid for from cancer budget and not charitable funds therefore an inequitable means of funding for the North Wales population. The cost of each wig is ‘capped’ at £110 per patient. The dermatology patients are allocated 2 wigs per year.
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 CF16/19.2
The contracts are currently with Wiggins. However, the minister has asked for a review of wig provision across Wales in view of an ‘All Wales’ guideline policy which is currently underway. When the All Wales guidelines are complete which should be some time next year the procurement department will issue an application tender for the service provision as specified in the new guidance (initial all Wales meetings have specified that there is a predicted change to the current provision for example patients will be issued with vouchers and will be able to access a variety of wig suppliers and fitters). All wigs are ordered and invoiced through the NHS Wales Shared Services Partnership Accounts Payable Department. 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 Feed back 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) 50,000 Total Pay and Non-pay £50,000
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 CF16/19.2
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
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? 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.
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 CF16/19.2
Approvals
Name & Comments Date Approved Fund Advisor Geraint Roberts Applicant
14/04/16 Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Andy Whitfield Approved via email.
18/05/16 Area/Hospital/Secondary Care/Mental Craig Barton Approved via email. Health/Executive Director 18/05/16 Charitable Funds Advisory Group Meeting held Recommended for approval. 26/05/16 The Group discussed the issue of Cancer funds paying for Dermatology wigs, but felt that due to lack of Dermatology funds and given that the need for a wig is the same as that of a Cancer patient, even though the cause is different, this would be acceptable.
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 19 CF16/19.3 Wigs for cancer patients receiving treatments that may cause alopecia (12 month cost) 1 CF16-19.3.docx
CF16/19.3
AWYR LAS FUNDING APPLICATION FORM
Title of Funding Application Wigs for Cancer Patients Receiving Treatments that may cause Alopecia (12 month period)
Name & Job Title of Lead Applicant Beryl Roberts, Interim Lead Cancer Nurse, Cancer Division
Name & Job Title of Other Applicants Geraint Roberts, General Manager, Cancer
Maximum Expenditure Requested £100,000
Fund to be Sourced Fund Number & Title West – Alaw endowment 9Q04 East - 7Q02 Central – 8Q02 Current Uncommitted Balance 9Q04 - £317,706.18 8Q02- £263,799.13 7Q02 -£116,198.94
Introduction and Background (concise, in bullet points)
BCU HB currently provides a comprehensive wig fitting service to both cancer and dermatology patients across North Wales
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 CF16/19.3
The cost of the wigs range from £90 depending on length. There is a ‘cap’ of £110 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 are currently with Wiggins. However, the minister has asked for a review of wig provision across Wales in view of an ‘All Wales’ guideline policy which is currently underway. We have been notified that the All Wales policy will not be ready until next year, we are therefore going back to tender for a further twelve months and need to confirm that we will have funds for this period.
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.
Dermatology patients are also seen by the qualified wig fitter and orders and although invoices are processed by Cancer Division.
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 Feed back 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’’
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 CF16/19.3
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) 100,000 Total Pay and Non-pay £100,000
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
Exit Strategy (Charitable Funds cannot fund ongoing commitments)
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 CF16/19.3
Health Inequalities (State how the scheme addresses health inequalities)
All relevant patients are offered this service. Addresses the needs of cancer patients
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. The wig service provided caters for all genders and ethnic groups.
Approvals
Name & Comments Date Approved Fund Advisor Geraint Roberts Applicant
14/04/16 Capital Approval (Estates/IM&T/Medical N/A Devices)
Chief Financial Officer Andy Whitfield Approved via email.
18/05/16 Area/Hospital/Secondary Care/Mental Craig Barton Approved via email. Health/Executive Director 18/05/16
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 CF16/19.3
Charitable Funds Advisory Group Meeting held Recommended for approval. 26/05/16 The Group had no issues with this bid.
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 CF16/20 Charity Budget 2016/17 1 CF16-20.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/20
Title: Charity Budget 2016/17
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: The attached report details the Charity’s administration and fundraising costs for 2015/16, together with the proposed budget for 2016/17.
Significant issues and risks 1. In 2015/16, the Committee approved the proposal to charge the designated funds with the administration costs of the Charity (offset by Gift Aid and investment income). These are the governance costs of the Charity that it might reasonably be expected each fund should contribute towards. They include statutory costs (audit fees) and other costs inherent in running a Charity (bank charges, software fees, overheads and Finance pay costs), as well as the Investment Manager fee. It is proposed that the administration costs continue to be charged out to the funds in 2016/17.
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2. The Charity’s fundraising costs, including the pay and travel costs of the Fundraising Support Team, as well as the costs of fundraising incurred by the Team, have to date been charged directly to General Funds. It is proposed that these costs continue to be charged to General Funds in 2016/17. Fundraising costs incurred by other individuals or on specific appeals, are charged directly to the fund that will benefit from that fundraising.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to approve the budget for 2016/17. Action required by the Committee The Committee is asked to approve the method of apportioning the administration and fundraising costs for 2016/17.
Disclosure:
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Charity Budget 2016/17
1.0 Introduction
The Charity’s administration costs include a recharge from BCU for the pay costs of the Finance Support Team, overheads, the Investment Management fee, audit fees, software fees and bank charges. The Charity’s fundraising costs include; the pay costs of the Fundraising Support Team and any costs incurred as part of the Team’s fundraising activities.
In 2015/16, the Charity’s administration costs, offset by Gift Aid and investment income, were apportioned out to the Charity’s designated funds on the basis of average balance held. All fundraising costs were borne by General Funds.
Fundraising costs not initiated by the Fundraising Support Team, or costs incurred as part of a specific appeal, are charged directly to the fund that will benefit from that fundraising.
2.0 Costs
The table below details the Charity’s administration costs for 2015/16, compared to the agreed budget and the proposed budgeted costs for 2016/17:
2015/16 2015/16 2015/16 2016/17 Budget Actual Variance Budget £'000 £'000 £'000 £'000
Finance Staff Costs 91 90 -1 93 Fundraising Staff Costs 175 172 -3 212
Total Pay Costs 266 262 -4 305
Overheads 6 6 0 6 Fundraising Team Costs 60 31 -29 59 Other Fundraising Costs 50 67 17 60 Investment Management Fee 45 47 2 47 Audit Fees 15 10 -5 15 Bank & Other Admin Charges 3 5 2 5 Software Fees 1 4 3 4
Total Non-Pay Costs 180 170 -10 196
Total Costs 446 432 -14 501
Points to note:
Other Fundraising Costs were incurred primarily in relation to the ‘By Your Side’, Lap of Wales and North Wales Cancer Centre appeals.
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The budget for Fundraising Staff costs has increased in 2016/17 due to the full year effect of appointments and maternity cover. Fundraising costs are partially offset by income of £30,000 from the By Your Side Appeal.
3.0 Apportionment of Costs
It is proposed that the same method of apportioning out the Charity’s costs used in 2015/16 is approved for 2016/17.
Under this proposal, the administration costs of the Charity (Finance Support Team pay costs, overheads, the Investment Management fee, audit fees, software fees and bank charges), offset by Gift Aid and investment income, would be apportioned across the designated funds, based on average fund balance. These are the governance costs of the Charity that it might reasonably be expected each fund should contribute towards. This charge would be made on a quarterly basis.
The Fundraising Team’s costs (both pay and non-pay) would be charged to General Funds. Other fundraising costs would be charged directly to the fund that will benefit from that fundraising.
The table below shows the costs for 2015/16 and how they were allocated to funds, along with the estimated apportionment for 2016/17.
2015/16 2016/17 Actual Budget £'000 £'000 Administration Costs Income Investment Interest - Bank Accounts -1 -1 Dividends & Interest Collective Investments -52 -50 Gift Aid Income -13 -13 -66 -64
Expenditure Finance Team Pay Costs 91 93 Investment Manager Fee 47 47 Audit Fees 10 15 Software Fee 4 4 Overheads 5 6 Bank & Admin Charges 3 5 160 170
Administration Costs Charged to Designated Funds 94 106
Fundraising Costs Fundraising Costs Charged to General Funds 203 271
Fundraising Costs Charged to Specific Funds 67 60
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4.0 Recommendations
The Committee is asked to approve the budget for 2016/17.
The Committee is asked to approve the method of apportioning the administration and fundraising costs for 2016/17.
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21 CF16/21 New Madog Community Hospital Trust Donation 1 CF16-21.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/21
Title: New Madog Community Hospital Trust Donation
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: The attached report details the donation of cash and proposed donation of land to the Charity by the New Madog Community Hospital Trust. Significant issues and risks 1. The Trustees of the New Madog Community Hospital Trust have decided to close the Trust and donate all of the assets to Awyr Las, for the benefit of the Meirionnydd and Dwyfor communities and Ysbyty Alltwen.
2. The value of the assets held is £46,490 in cash and an estimated £54,000 in land and compensation due from a compulsory purchase. The cash was received from the Trust in May 2016 and moved into a new fund within the Charity, specifically established for this purpose. The land will be transferred once the compensation due has been finalised.
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3. As the Charity is not a landholder, it is recommended to actively seek the sale of the land as soon as it is in our possession.
4. Once the land has been donated, it is recommended that the Charity formally thank the Trustees and arrange a local event to publicise the donation.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to approve the following actions: Action required by the Committee • To procure commercial insurance for the land, to commence on transfer. • To obtain a valuation of the land. • To instruct the Health Board Estates department to investigate ways to make the land more marketable and then to market and dispose of the site. • To arrange a publicity event to formally thank the Trustees for the donation.
Disclosure:
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New Madog Community Hospital Trust Donation
1.0 Introduction
The Trustees of the New Madog Community Hospital Trust have decided to close the Trust and donate all of the assets to Awyr Las, for the benefit of the Meirionnydd and Dwyfor communities and Ysbyty Alltwen. The Trust held £46,490 in cash and a parcel of land in Porthmadog, both of which will be transferred to Awyr Las.
2.0 Background
The New Madog Community Hospital Trust was set up in the early 1990s to raise money for a new community hospital in Porthmadog. As part of this, they purchased a piece of land in the town which they proposed the hospital could sit on. However the land was deemed unsuitable for a hospital and several years later Ysbyty Alltwen was built nearby, so the hospital in Porthmadog was not pursued.
The Trust has two Trustees, both of whom are retired doctors. Following a meeting with one of the Trustees and their solicitor, the cash held was transferred to Awyr Las. The Trust is currently owed compensation from Welsh Government because a section of the land was used for the new Porthmadog bypass and this will hopefully be received within the next few months. As soon as this is paid, the Trust will transfer over all of the compensation received plus the land. They have estimated that the value of the land plus compensation will total £54,000, although the land hasn’t been valued since 1993.
3.0 Assessment
The £46,490 cash donation was received from the Trust in May 2016 and moved into a new fund within the Charity, specifically established for this purpose. We are currently working with the West Area team to identify the most suitable fund advisors to manage the fund and compile a list of potential ideas for utilising the monies.
We have engaged with Peter Richards, a solicitor with NWSSP Legal and Risk Services, to act on the Charity’s behalf for the transfer of the land to the Charity. Once the land is in the ownership of the Charity, it is recommended that we procure separate commercial insurance to cover any risks, the cost of which will be deducted from the monies received.
As the Charity is not a landholder, we propose to actively seek the sale of the land as soon as it is in our possession. It is recommended that we obtain a valuation of the land on transfer and then consider how we can make it more marketable, through, for example, obtaining outline planning permission. It is recommended that we then market and dispose of the site. All associated costs would be payable by the Charity, to be deducted from the monies received on sale of the land. The BCUHB Estates department have agreed to lead on this process.
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The Trustees have requested that any publicity for the donation is delayed until the transfer of the land has taken place. Once this is finalised, it is recommended that the Charity formally thank the Trustees and arrange a local event to publicise the donation. Due to the sensitivity around the initial establishment of the Trust, it is important for the local community to see where the money that was raised is going to be spent. The Charity’s Fundraising team have agreed to organise this.
Updates will be provided to future Committee meetings to inform of the progress made.
4.0 Recommendations
The Committee is asked to approve the following actions:
• To procure commercial insurance for the land, to commence on transfer. • To obtain a valuation of the land. • To instruct the Health Board Estates department to investigate ways to make the land more marketable and then to market and dispose of the site. • To arrange a publicity event to formally thank the Trustees for the donation.
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22 CF16/22 Charity Reserves Policy 1 CF16-22.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/22
Title: Reserves Policy
Author: Rebecca Hughes, Charity Accountant
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: The attached report details a review of and proposed amendment to the Charity’s Reserves Policy. Significant issues and risks 1. The Charity needs to ensure that it maintains an appropriate level of reserves to ensure its solvency and ability to fund future projects.
2. In 2013 the Charity, drawing on Charity Commission guidance and examples of best practice from other charities, adopted a reserves policy which included a target level of 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.
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Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee is asked to approve the amendment of the target level Action required by of reserves to £2,998,000 within the Reserves Policy. the Committee
Disclosure:
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Charitable Funds Reserves Policy
1.0 Introduction 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.
2.0 Current Policy The Charity’s current reserves policy was revised in December 2014 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 £3,110,000. This is based on the following, with figures taken from the latest set 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.’
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Taking into consideration current Charity Commission guidance, this policy is still in line with best practice. Therefore it is recommended that there are no changes to the wording of the policy. However, it is recommended that the target level of reserves be updated in accordance with the 2014/15 Annual Accounts.
3.0 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 Fundraising Support 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 Committee. These are entirely within the Committee’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 Support 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 figures from the 2014/15 Annual 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. This is £362,000.
To insure against the risk of a large fall in the investments, the reserves should include 25% of the value of the investments. This would allow for a significant fall in value and is based on the fact that during 2008/09, the
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investments of three predecessor charities fell by 26%. The amount included in the target is £2,163,000
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. This totals £473,000.
Based on the above figures, the target level of reserves for the Charity would be £2,998,000. This is £112,000 less than the current target, due to a reduction in the Charity’s expenditure in 2014/15 compared to the prior year.
4.0 Assessment of Reserves The available unrestricted reserves as at the 31st March 2016 totalled £3,326.000. Compared to the revised target level of reserves of £2,998,000, the Charity is holding sufficient reserves and has an additional £328,000 to put towards funding applications.
5.0 Recommendations The Committee is asked to approve the amendment of the target level of reserves to £2,998,000 within the reserves policy.
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23 CF16/23 Joint Working Protocol 1 CF16-23.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June To improve health and provide excellent care 2016 Item CF16-23
Title: Collaborative Working Author: Helen MacArthur Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health inequalities 2. Work in partnership to design and deliver more care closer to home 3. Improve the safety and outcomes of care to match x the NHS’ best 4. Respect individuals and maintain dignity in care 5. Listen to and learn from the experiences of individuals 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel.
Approval / The Report is brought for consideration by the CFC Scrutiny Route Purpose: The purpose of the document is to promote the use of a structured approach to collaborative working. Significant issues The use of collaboration with appropriate partners increases the and risks effectiveness of the Charity. However, poor arrangements may give rise to financial and reputation risks.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ This paper is brought for comment as part of the consultation and will Action required by the Committee be brought for approval in September 2016.
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Collaborative Working
Helen MacArthur
Head of Financial Services Betsi Cadwaladr University Health Board
2 Table of contents
Introduction
Collaborative working
Detailed report
1 Overview of approach 2 Setting out the objectives of the collaboration 3 Agreeing roles and responsibilities including decision making 4 Meetings and Reporting 5 Financial Responsibilities 6 Public Relations 7 Risk Management 8 Evaluation and Exit Strategy 9 Developing the agreement
Appendix Agreement templates
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Introduction
Collaborative working
Collaborative working describes joint working by two or more persons or organisations in fulfilment of a common set of goals and objectives. In the context of the Charity, this may cover a range of activities including fundraising, administration and service delivery.
The use of collaborative working should enable the Charity to better fulfil its primary purpose of improving patient care. In entering into collaborative working it is important that action is taken to ensure that joint working arrangements are consistent with the Charity’s objectives, culture, governance arrangements and that risks are properly considered. Care should also be exercised to ensure that the reputation, name and logos of the Charity are not compromised.
Joint arrangements are underpinned by trust and mutual cooperation but misunderstandings can occur. A structured approach to the agreement and implementation of such arrangements can minimise the opportunity for confusion and disagreement. This document provides a framework for the process that needs to be followed when developing joint arrangements including an appropriate written agreement. Agreements provide a common reference point which is useful for guiding the progress of the collaboration as well resolving issues of confusion or dispute. This is especially the case where staff and Committee members change and an agreement is crucial to maintaining mutual understanding and expectations.
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Detailed Report
1.0 Overview
The opportunity for collaboration can arise in a number of ways including through informal contact, similarity of activities, existing relationships or though more formal channels whereby the Charity actively seeks out new partners.
It is important from the outset that there is clarity between the partners and that appropriate due diligence checks are performed to ensure that the Charity is not compromised. Where there is compatibility the process will be more straightforward although it is essential that potential differences are highlighted and resolved. Particular consideration will need to be given to cultural differences and working styles.
This document advocates a structured approach to the assessment and formalisation of potential collaborative arrangements and covers the following areas:
Setting out the objectives of the collaboration; Agreeing roles and responsibilities including decision making; Reporting; Financial responsibilities; Communication between partners; Public relations; Risk Management; Evaluation and exit strategy and Agreement.
2.0 Setting out the objectives of the collaboration
In the early stages of developing collaborative partnerships time and effort should be invested in identifying what the shared objectives are and the impact on the Charity. This is important to establish compatibility of cultures, expectations, timescales and anticipated outcomes. Where there are differences these should be highlighted and resolved before progressing. The following may be considered:
Outline and agree the shared purpose of the collaboration; Define any terms used to avoid confusion; Outline the vision, mission and values of each partner; Understand regulatory framework of each partner; Outline the expected benefits of collaboration to each partner and Set out the anticipated timeframes.
This process should enable both parties to fully understand each other’s drivers, motivations and expectations. These principles will underpin the agreement and it is essential that these are fully understood and agreed before progressing. It is the trustees who have responsibility for acting in the best interest of the charity and the following tests need to be satisfied:
The collaboration furthers the Charity’s objectives; It is an appropriate use of Charity Funds; 5
Any private benefit is incidental and Any funding to a third party needs to be a grant as the Charity is not empowered to make loans.
The decision to proceed or not with a collaborative arrangement should be formally documented and reported to the Charitable Funds Committee.
3.0 Agreeing roles and responsibilities including decision making
Once the decision to proceed has been taken the respective roles and responsibilities will need to be agreed. Key areas for consideration include:
Agreeing a lead partner; Clearly understanding the regulatory requirements of each partner and establishing how these will be met; Establishing a designated point of contact for each partner; Agreeing management structure and time expectations; Agreeing a scheme of delegation for the decision making; Establishing quality standards; Agreeing key performance indicators; Agree specific roles in relation to reporting, finance and communication; Establishing a steering group/project board or equivalent with an agreed terms of reference and Agree a project plan with milestones.
4.0 Meetings and Reporting
From the outset it is important that the internal and external reporting arrangements are set out and agreed. This will include:
Agreement of reporting framework to ensure that management and governance reporting is in place; The form and content requirement of meetings and reports; Agreement of who is required to attend from each partner and Frequency of communication and reporting;
For partners who are not public sector bodies or charities in their own right the reporting can appear bureaucratic and onerous. Agreeing the arrangements in advance can avoid misunderstanding and missed deadlines.
5.0 Financial responsibilities
Ensuring that financial due diligence is in place will aid the identification and management of financial and reputational risks. Areas for consideration include:
Development and agreement of financial budget for costs and income streams for the project; Agree respective responsibility for each aspect of the financial budget; Agree Standing Financial Instructions including scheme of delegation for committing to expenditure;
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Agree requirements regarding disclosure of declarations of interest; Agree responsibility for any assets purchased; Agree responsibilities for reporting and monitoring between partners and to respective Committee and Ensure that reporting and audit requirements are clear from the outset including right of access to records of each partner.
6.0 Public relations
The management of publicity is a key aspect of most collaborative work and clarity is essential. Care should be taken to ensure that branding is clear from the outset and consideration is given to:
What will the collaboration be called on the publicity materials; Use and management of logos; Sharing of publicity costs; Agreement of appropriate media to be used; Agreement on the management of media requests to ensure consistency of message and Agreement of use of external sponsors and appropriateness.
7.0 Risk Management
The establishment of collaborations will inevitably create additional risks to the Charity and it is important these are identified and addressed both as part of the planning phases but also through the implementation. In addition to the areas highlighted within the other sections of this document particular care should be taken in respect of the following
Data protection. This is a particularly sensitive area and it is important from the outset that there are arrangements to ensure that data is managed in accordance with the Charity’s Data Protection Procedures. Indemnity. Following the risk assessment of the collaboration agreement should be reached between the partners on where any risks and liabilities fall and appropriate indemnity arrangements agreed and put in place.
A risk register should be developed as part of the planning phase and this should be maintained and monitored as part of the implementation phase.
8.0 Evaluation and exit strategy
The collaboration should have clear objectives, key performance indicators and an expected timeline. From the outset of the arrangement agreement should be reached on how disputes will be managed and how each partner may terminate the arrangement. This may include:
The arrangements for formally monitoring and evaluating the collaboration; How will be misunderstandings be addressed; Under what circumstances may the collaboration be terminated;
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Who will decide; How much notice will need to be given; How will outstanding liabilities and the costs of termination be managed and How will any residual assets be apportioned between the partners.
9.0 Developing the agreement
It is important that an agreement is developed that is appropriate for the nature of the collaboration. This will depend on the scope of the collaboration, complexity and sensitivity and may range from a memorandum of understanding between the parties through to a formal legal document. The important aspect is that the process above is followed and formally concluded in a written agreement between all parties.
The agreement should cover the following:
What is the purpose of the collaboration including key objectives and outcomes? It is intended to be legally binding on all partners? What activities does it cover? What is the timeframe of the agreement? What are the agreed roles and responsibilities? How is the collaboration to be overseen, reported and monitored? What are the financial agreements and responsibilities? Management of public relations. Specific risk management issues Agreement of evaluation and exit arrangements.
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Appendix – Agreement Templates
This section will be used to include agreement templates.
9 24 CF16/24 Final Committee Annual report 1 CF16-24.docx
Committee Coversheet
Name of Committee Charitable Funds Committee th Date 24 June 2016 To improve health and provide excellent care Item CF16/24
Title: Final Committee Annual Report
Author: Helen MacArthur, Head of Financial Services
Responsible Russell Favager, Executive Director of Finance Director:
Public or In Public Committee Strategic Goals (Indicate how the subject matter of this paper supports the achievement of BCUHB’s strategic goals –tick all that apply)
1. Improve health and wellbeing for all and reduce health x inequalities 2. Work in partnership to design and deliver more care x closer to home 3. Improve the safety and outcomes of care to match the x NHS’ best 4. Respect individuals and maintain dignity in care x 5. Listen to and learn from the experiences of individuals x 6. Use resources wisely, transforming services through x innovation and research 7. Support, train and develop our staff to excel. x
Approval / The Report is brought for approval by the CFC Scrutiny Route Purpose: Attached is the final Charitable Funds Committee Annual Report for 2015/16.
Significant issues Each Committee is required to provide a brief Annual Report, and risks summarising its activities over the past year for submission to the Board. The format of the report is prescribed by Governance to feed into the Health Board Annual Report.
Equality Impact Not applicable – the report does not impact directly on staff or patients Assessment Recommendation/ The Committee are asked to approve the report for 2015/16. Action required by the Committee Disclosure:
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Committee Annual Report
1 Title of Committee:
Charitable Funds
2 Name and role of person submitting this report:
Marian Jones, Chair of Charitable Funds Committee
3 Dates covered by this report:
1st April 2015 – 31st March 2016
4 Number of times Committee met during the year:
Four times:
15/06/2015 21/09/2015 21/12/2015 14/03/2016
5 Key findings from the Committee’s annual self assessment
Committee members all completed the Self Assessment Checklist. There were no issues reported. Improvements for the future included improvements to new member induction and integration with other Health Board Committees.
6 Overall estimated *RAG status against the Committee’s purpose / objectives / plan
Develop and approve an overall Charity strategy, to guide the direction of the Charity and the types of initiatives that it funds. Green
Review of the governance of the Charity and the Charity’s scheme of delegation. Green
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Further promotion of the Charity’s brand through a large and small scale fundraising appeals. Green
Deliver sustained increase in income from within a challenging economic climate. Amber
Continued scrutiny of income and expenditure, and investment returns. Green
Approval of the 2014/15 annual accounts. Green
7 Main tasks completed / evidence considered by the Committee during this reporting period:
The approval of the Annual Report and Accounts of the Charitable Funds for the year ended 31 March 2015.
Further developed and promoted the Charity’s brand, receiving widespread exposure and publicity, particularly through the 5k and Fun Run event, Alaw Unit Development Project and the By Your Side Appeal.
Monitoring of income and expenditure for the Charitable Funds.
Approval of applications for funding, including: o Wigs for Cancer and Dermatology patients; o Automatic Arrhythmia Detection System; o Funding of a Creative Well Arts in Health & Wellbeing Programme Co- ordinator post; o Research project into ‘The Effect of Dietary Nitrate Supplementation on Improving Blood Vessel Function in Patients with Rheumatoid Arthritis’; o Refurbishment of Glaslyn ward in Ysbyty Gwynedd; o Patient bedside equipment for wards in Wrexham Maelor; o Improvement work to patient areas at Tywyn Hospital; o Cardiac MRI Scanner Software; o Vacuum Assisted Breast Biopsy equipment; and o Linear Accelerator for the North Wales Cancer Treatment Centre.
Development of the Charity Strategy for 2016-2021.
Establishment of a Charitable Funds Advisory Group to review and approve or reject all applications between £5,000 and £25,000, so providing enhanced scrutiny of these bids.
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8 Main action plan themes / tasks due for completion in forthcoming year:
Further develop the Charity Strategy, to guide the direction of the Charity and the types of initiatives that it funds.
Further promotion of the Charity’s brand through a large and small scale fundraising appeals.
Deliver sustained increase in income from within a challenging economic climate.
Continued scrutiny of income and expenditure, and investment returns.
Approval of the 2015/16 annual accounts.
10 Further comments:
*Key: Red = not on target to achieve all actions, and may not achieve these actions by the next quarter Amber = not on target to achieve all actions, but has plans in place to see these actions achieved by the next quarter Green = on target to achieve all actions
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