Powys Teaching Local Health Board Charitable Fund. Making a Difference: The Charitable Funds Strategy

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1 Powys Teaching Local Health Board Charitable Fund Making a Difference: The Charitable Funds Strategy Version 6: Approved October 2012 Review Date : October 2013 Charitable Funds Strategy Page 1 of 10

2 Introduction Powys Teaching Local Health Board Charitable Fund (the Charity) is registered with the Charity Commission (Charity No ); Powys Teaching Local Health Board (Powys thb) is designated as Corporate Trustee. The Charity was formally created on the 28th May 2004 by a Deed of Arrangement and replaced the Powys Health Care NHS Trust Charitable Fund, which had been in existence since 26th July The Charity s main fund has NHS wide objectives as follows: The Trustee shall hold the Trust fund upon trust to apply the income, and at their discretion, so far as may be permissible, the capital, for any charitable purpose or purposes relating to the National Health Service, wholly or mainly for the services provided by Powys Teaching Local Health Board (hereinafter referred to as the objects ). This means that the funds can be used for the benefit of patients and staff who receive or help deliver the services provided by Powys Teaching Local Health Board in accordance with the Deed of Trust. All gifts, donations and legacies made to Powys thb are placed in its charitable funds account which is subject to Charity Commission regulation. The Health Board is the Corporate Trustee but it has instituted a Charitable Funds Committee (consisting of five Board Members who are supported by a senior member of the finance staff) to control the funds on its behalf. In order to make sure that these gifted resources are used in the way the donor intended, there are many separate account headings that specify how each fund can be used (eg in relation to the work of the North Locality District Nursing Service). There is also a general fund that can be used for charitable health purposes anywhere within Powys. The strategy that follows, which will be reviewed every two years, sets out the Charitable Funds Committee s goals. It is supported by a Charitable Funds policy, guidance for staff and annual expenditure plans. This strategy aims to outline how the Charitable Funds Committee and therefore Trustees will work with partners, donors, staff and other stakeholders to add benefit to the population of Powys receiving health care services. Over many years, patients, carers and others have supported local health services through the donation of financial and other gifts. These donations are important to support the work that staff and others do for patients, clients, service users and others. It is especially important that we as Trustees of the Charity put the money Charitable Funds Strategy Page 2 of 10

3 donated to good use and can celebrate the real difference it makes to peoples lives. This is therefore an especially important strategy for our Charity. The strategy is supported by more technical documents that help to ensure the effective probity of charitable donations, but the strategy itself intends to give a clear focus and direction in relation to the way in which charitable donations are used and importantly measure and share the impact that such donations bring. The strategic objective The charitable funds committee supports the Vision of the Health Board (see appendix 1) and aims to use its resources to complement this work. The funds will not replace the thb s core expenditure but will be used to improve the health of Powys people by enhancing what the thb already does, helping with the introduction of planned improvements and encouraging research into how and what services will be developed in future. Five Strategic Aims The charity has highlighted five aims for the forthcoming two years and they are as follows: Partnership Local Planning Delegation Impact Publicity and Public Interest These are further expanded below. Strategic Aim 1: Partnership We will further develop our relationships with our key partners in order to design a common set of priorities for the generation and use of charitable donations. Who are our key partners? It is important to outline who we need to consider as a Charity to help us to help others to provide high quality patient- centred health. It is recognised that others may have a key role in the generation, the planning and use of charitable donations. Charitable Funds Strategy Page 3 of 10

4 Firstly we recognise that healthcare staff are essential partners in care. Clearly donations are often provided to the Charity as a result and in recognition of excellent care and service. Staff may also be able to indicate where best any donation can be used to bring about the maximum benefit. Individual patients, clients, service users and carers are key partners and those who often make donations to the Charity. There are times when donors also are clear on how they wish their donation to be used for the benefits of others and the Charity will honour these directions. If any bequests are not able to be fulfilled or are at odds with the strategic goals of the charity, the donations must not be accepted. Statutory organisations such as NHS bodies or Local Authorities could be partners on certain projects. Other charitable organisations are also key partners. Leagues of Friends and local voluntary organisations, and community groups work with us to make improvements for local people. They also bring ideas on how best charitable funds can be used to maximum benefit. The Charity wishes to support collaborative health projects with the key partners above, including expenditure with other charitable organisations to facilitate a common aim. It is recognised the above partners will enhance formulation of the charitable funds agenda, providing key interaction with the Corporate Trustee with whom the ultimate responsibility for the Charity resides. Strategic Aim 2: Local Planning Local plans will be developed annually to identify how charitable donations will be used, in line with the Charity s strategic goals. This will include the following: South Locality Mid Locality North Locality Women & Childrens Directorate Mental Health Planning Directorate Executive Directorates Charitable Funds Strategy Page 4 of 10

5 How will we plan and implement improvements? We are guided as a Charity by comprehensive standards issued by the Charities Commission, and the link to this is provided within the Charitable Funds Policy. Our inherent wish as a Charity is to use any donation made to us as wisely as possible in order that the maximum public benefit can be achieved. Any donations made will be used wisely and it seems entirely appropriate that they should mirror the aims outlined within the thb vision, i.e to improve health and wellbeing; to continually improve care and to work in an integrated way. However there is a need to plan locally how such donations can be used in order to ensure a well considered and planned approach. This will need to be balanced however with the flexibility in the use of relatively small amounts of charitable funds particularly in order to ensure that local decisions can be made quickly for the benefit of patients, staff and services users. Fund managers supported by the Senior Locality teams/directorate Managers will be required to fully consult and discuss with their teams, areas of service development and provision that can utilise the balance of funds held to ensure the expenditure of monies is fulfilled in a timely manner from when the donation is received. Fund Managers will be required to submit to their Management team at the beginning of the financial year a list of areas of expenditure that are considered as their priorities for the forthcoming year (accompanied by a statement of need and impact) so that the agreed plans can be approved locally and implemented to maximise the benefit from donations received. These plans will be reported to the Charitable Funds committee for information who will actively monitor updates against these plans to scrutinise that the expenditure is in line with the aims outlined by the Trustees and in turn fulfil the responsibility of the Corporate Trustee as defined by the Charities Commission. Strategic Aim 3: Delegation Policies will be developed to enable appropriate levels of flexibility to enable local decision making. Creating a framework to enable delegation The role of the Charitable Funds Committee, made up of trustees is important in setting the strategic direction for the generation and use of Charitable Funds, and for ensuring that donations are used appropriately and wisely. The Charitable Funds committee therefore will take a key role in ensuring that the plans put in Charitable Funds Strategy Page 5 of 10

6 place for using charitable donations are implemented to the maximum benefit. This will include the provision of guidance to all staff responsible for the management or administration of charitable funds for their delegated areas to aid fulfilling this remit. Strategic Aim 4: Impact Arrangements for monitoring the use of charitable funds and identifying their impact to patients, staff and service users will be further strengthened. How do we monitor the impact of utilising funds to the service? The Charitable Funds Committee will develop methodology of reporting expenditure committed locally to the Charitable Funds Committee which will include a required submission on what impact and benefit has been achieved at local level by utilising the funds as outlined in the agreed annual plans. There will also be a mechanism developed to provide communication of these benefits to the Board as Corporate Trustee and other partners. Strategic Aim 5: Publicity and Public Interest Ways of sharing the benefit and the successful use of charitable donations with key stakeholders and the general public will be identified and implemented. How will we share success? The Charity has not to date sought to work as some other Charities in having a leading strategy on generating charitable income. The donations are made mainly as a result of personal patient or relative experience of the service provided. It is also important for us to be able to make and demonstrate the difference made to patients, staff and service users through the use of charitable donations. Making a difference is something that we, as a Charity, can do as a result of a charitable donation. It is incumbent therefore that we do much more to share the benefit and the successful use of such donations, as least in part to say thank you but to also encourage others to consider donating where they can do so. Charitable Funds Strategy Page 6 of 10

7 The Charity will explore through discussions with local fund managers a method by which to publicise the successes of the charity and patient/population benefits received at local level by the use of charitable funds on a regular and consistent basis. The Charity acknowledges that nearly all the donations and support received is through the generosity of grateful service users and their families. Another key stream of income for the charity is often initiated by key stakeholders of the service (such as League of Friends or local community organised events), and it is important to ensure that patients and residents of Powys are informed how much of a difference this support makes to the work of the Charity and enhancing the provision of services Conclusion This short but important strategy outlines the strategic direction of the Charity and the important difference charitable donations can make to patients, staff, service users and other key stakeholders. It sets out how we will continue to improve the use of charitable donations to the maximum effect, and to share the benefit with a wide range of partners and stakeholders. The Strategy is anticipated to be implemented as part of a 2 year work programme which is outlined in appendix 2 to the strategy. This work programme will be led and monitored by the Charitable Funds Committee on behalf of the Corporate Trustee of the Charity, and reported through to the organisation s Board. Charitable Funds Strategy Page 7 of 10

8 Appendix 1 Powys Teaching Local Health Board Charitable Fund alignment with the thb vision The Charity is established within the Charities Commission guidance (Registered Charity Number ) and is held to account for it management of charitable funds through guidelines prescribed by the Charities Commission and via established audit mechanisms. The Trustees of the Charity are responsible for ensuring the best use of donations is achieved. The main of aim of the charity is to support local health services for the population of Powys in improving the health and wellbeing benefits for patients/clients. Local services are planned, contracted and in many cases provided by the Local Health Board which has set itself a Strategic vision and Strategic goals outlined within its Annual Plan. The vision is to ensure the health service provides truly integrated care centred on the individual The vision is supported by five important strategic goals: 1. Improving health and wellbeing 2. Ensuring the right access 3. Striving for excellence 4. Involving the people of Powys 5. Making every pound count It is these strategic goals that support day to day activities and priorities, and therefore these are critical in shaping the strategy for the generation and use of charitable donations. Charitable Funds Strategy Page 8 of 10

9 Appendix 2 Implementation Programme for the Charitable Funds Strategy. Strategic Aim Action Participants Estimated Timescale Partnership: Further Develop relationships with Key Partners and common set of priorities Identify and further engage with key partners Create links with potential donating bodies and other charitable trusts. Executive Team, Locality Management Teams, League of Friends, Third Sector Groups, Local Authority April 2013 Progress reviewed by Charitable Funds Committee Quarterly Creating links with organisations via joint ventures Local Planning: Local Annual Plans developed Provide mechanism and assistance to local fund managers for annual planning of charitable fund expenditure for consideration and approval by Locality/Directorate managers Fund Managers, Locality/Directorate Management teams, Finance Department December 2012 Received Annually, and monitored quarterly Delegation: Policies will be developed to enable local decision making Provide guidance both through documents and implementation through workshops to provide further knowledge on charitable funds to local fund managers. Charitable Funds Committee, Locality/Directorate Management Teams, Staff Side Partners, Finance Department December 2012 Reviewed Annually Charitable Funds Strategy Page 9 of 10

10 Strategic Aim Action Participants Estimated Timescale Impact: Monitoring the impact of the use of charitable funds Publicity and Public Interest: Sharing the benefit and the successful use of charitable donations with key stakeholders and the general public Develop methodology of reporting expenditure committed locally to Charitable Funds Committee. Monitoring the use and consideration evaluations of the effectiveness of charitable fund expenditure incurred and achievement of intended outcomes Identify and consider potential communication channels to encompass wide ranging audiences. Charitable Funds Committee, Locality/Directorate Management Teams, Staff Side Partners, Finance Department Charitable Funds Committee, Locality/Directorate Management Teams, thb Communications Officer December 2012 April 2013 Progress reviewed by Charitable Funds Committee Monitored quarterly Reviewed Annually, and monitored quarterly Charitable Funds Strategy Page 10 of 10