Hywel Dda Health Charities Work plan 2016 2019
Contents 1. Introduction 3 2. Hywel Dda Health Charities our current position 4 3. UK charitable giving 8 4. NHS charities 10 5. Hywel Dda Health Charities our future direction 12 6. Resources 19 7. Conclusion 25 2
1. Introduction The purpose of this document is to outline the proposed development of Hywel Dda Health Charities from 2016 to 2019, providing a work plan for the charity as a framework within which the charity grows and develops. In recent years the charity has experienced a level of mistrust and negativity towards its operations which has resulted in a loss of trust and confidence of both Hywel Dda University Health Board (UHB) staff and external stakeholders in our work. Negative publicity directed towards the UHB has also had an impact on the willingness of local residents to support the charity which is demonstrated in a decrease in our level of donations in recent years. Many internal and external challenges will continue to influence our performance over the next three years. However in face of these challenges it is vital that the charity remains focused, builds on firm foundations, and works towards ambitious and achievable goals to become and remain the local healthcare charity of choice for local residents. Our three-year aims: 1. Stabilise the charity s position and increase its potential to generate additional income to continue to support the UHB to provide services and activities above and beyond what the NHS can provide. 2. Develop a proactive and standard approach to the expenditure of charitable funds ensuring that the most appropriate service needs are supported by the charity. 3. Build and maintain strong and effective relationships with all external groups, charities and organisations constituted to support the work of the UHB to maximise their effectiveness and ensure both parties are working towards identified goals and common procedures. 4. Embed the charity within the values and working practices of the UHB to ensure there is a high level of trust and confidence in the charity s operations. 5. Increase awareness of the charity and its impact through improved internal and external visibility as well as promotion of the charity and the difference it makes. 6. Maintain a culture of good governance to provide assurance to the Board that the charity operates within, and meets all corporate and statutory obligations. 7. Build a highly effective charity fundraising and support team with adequate resources to ensure delivery of increased benefits to frontline patient services. 3
2. Hywel Dda Health Charities our current position The Charitable Funds Committee has made a notable investment in the creation of a paid fundraising function for the charity since 2011. The current fundraising team has been in place since late 2013 and working closely with colleagues in the finance department, has made significant progress in a number of key areas: 1. Regained a high level of trust and confidence in Hywel Dda Health Charities, both internally and externally. 2. Created a recognised identity and raised awareness of Hywel Dda Health Charities. 3. Reviewed internal systems and policies to ensure the management of funds satisfies local expectations. 4. Provided guidance to staff on the operations of the charity, how funds are managed and accounted for and how to apply for expenditure. Firm foundations have been laid to move the charity forward and realise its potential to make a greater impact on the thousands of people cared for by the UHB across Carmarthenshire, Ceredigion and Pembrokeshire and beyond each year. It has however been recognised that in order to stabilise the charity s current financial position and increase its potential to generate additional income, continued and increased investment in the charity s support functions are required over the next three years in order to move the charity forward. 2.1 Our income The mistrust and negativity directed towards the charity and its operations in recent years, together with the current period of financial austerity, have had a detrimental effect on our income levels: 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16* Donations 855,628 840,252 660,010 485,048 557,571 372,147 Legacies 350,462 313,720 244,001 161,311 272,857 29,550 Investment income 149,291 173,466 179,761 215,948 200,103 155,254 Fundraising 4,635 1,100 2,872 - - - Grants 106,778 149,770-10,000 - - Total 1,466,794 1,478,308 1,086,644 872,307 1,030,531 556,952 * to 31.12.15 4
Fig 1. Income levels 2010 to present 1,600,000 1,400,000 Total income ( ) 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016* Fig 2. Donations 2010 to present 900,000 800,000 Donations ( ) 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016* Fig 3. Legacies 2010 to present 400,000 350,000 Legacies ( ) 300,000 250,000 200,000 150,000 100,000 50,000 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016* 5
* to 31.12.15 It is also important to note that Hywel Dda Health Charities is not the only charity supporting the work of the UHB. The are over 30 external charities and community groups established with the sole aim of supporting our healthcare services across the region and collaboratively these groups donated 349,505 to the UHB in 2014/15 which is not captured in the income levels above. 2.2 Our expenditure Together with our partner charities, Hywel Dda Health Charities makes a significant contribution to improving the patient experience across the region and plays an important role in providing a wide variety of support to benefit patients, their families, our staff and the communities we serve. The charity supports a wide range of expenditure ranging from additional equipment, new facilities, specialist projects, training and development opportunities for staff as well as research programmes. However in recent years our levels of expenditure have also decreased. Fig 4. Expenditure 2010 to present 2,500,000 Expenditure ( ) 2,000,000 1,500,000 1,000,000 500,000 * to 31.12.15 0 2010-2011 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016* Fig 5. Analysis of expenditure 2010 to 2015 2014/15 2013/14 2012/13 2011/12 Miscellaneous Patient education welfare Staff education and welfare Building and refurbishment Office and computer equipment Medical and surgical equipment Support costs 2010/11 0 500,000 1,000,000 1,500,000 6
The decrease in expenditure levels can in part be attributed to the reluctance of staff to spend their charitable donations due to their lack of confidence in the charity being able to attract a similar level of donations in the future. Secondly, following the introduction of revised guidance for staff on eligible and ineligible expenditure from our charitable funds, a shift in how our funds are utilised can be noted. The revised guidance highlighted the importance of our charitable funds being patient focused in line with the aims of the charity. It is important that our future work plans ensure that the charity is able to continue to support services and activities above and beyond what the NHS can provide. 7
3. UK charitable expenditure In April 2015, the Charities Aid Foundation s UK Giving 2014 publication reported: Giving to charities is something which the British public remains steadfastly committed. The estimated total amount donated to charity by UK adults in 2014 was 10.6 billion, an increase of 14% compared to 2011/12 ( 9.3 billion). Forty four percent of people reported to give money to charitable causes in a typical month, equating to approximately 22.9 million adults. This is comprised of both direct donations to charity and sponsorship of individuals, with 40% making direct donations. The typical monthly amount given by a donor in 2014 was 14. Medical research is the cause supported by the largest proportion of donors (33% in 2014). This is followed by children and young people and hospitals and hospices, both of which have also been present in the top three since tracking began. Religious causes achieves the largest share of donations in terms of total monetary value with the typical donation made to religious causes of 20 being much higher than the overall average. This donation level significantly outstrips the typical amounts given to the most popular causes, with medical research and hospitals most commonly receiving donations of 8 and children s causes 10. Fig 6. Donations 2014 8
One of the key elements highlighted in this report is the relative consistency in giving by UK individuals. Positively this means that charitable giving amongst the UK public is reasonably resilient during challenging financial times. However, in terms of economic prosperity an increase in charitable giving does not automatically follow. Nearly 90% of all UK giving is concentrated on the top 100 charities, even though there are over 650,000 charities registered in the UK. Our main charitable competitors are not necessarily other local healthcare charities; the larger national charities have the power to influence and attract donors in our area and beyond. Increasingly people are choosing to support these charities well-publicised events and activities because of the status and appeal attached to doing so. It this therefore vital that we work to better understand our market and supporters to harness the potential for increased charitable giving to support our strategic aims. 9
4. NHS charities The UK s healthcare system was established on philanthropic gifts and since the emergence of the NHS in 1948 people have continued to give through NHS charities. In the UK NHS charities collectively hold nearly 2.6 billion of assets and receive an annual income that exceeds 385 million. Measuring performance of an NHS charity in comparison to that of others is not a simple task as income levels depend on the effectiveness of the charity and the scale and local economy of its area of operation. A method used by the Association of NHS Charities is to express a charity s income as a percentage of the overall NHS budget. For example it is suggested that some of the best performing NHS charities would achieve the equivalent of 1% of the NHS income. The following are figures obtained from the Association of NHS Charities in relation to the 2013/14 financial year for comparable English NHS charities: * NHS income Charity incoming resources Sheffield Hospitals Charitable Trust 933,000,000 2,183,000 0.23% Derby Hospitals Charitable Trust 470,000,000 2,016,000 0.43% Northern Devon Healthcare NHS Trust 225,000,000 1,887,000 0.84% Charitable Fund Heart of England NHS Foundation Trust 636,000,000 1,579,000 0.25% General Charitable Fund Sandwell & West Birmingham Hospitals 439,000,000 1,547,000 0.35% NHS Trust University Hospitals Coventry and 529,000,000 1,390,000 0.26% Warwickshire NHS Trust Charity Royal Bournemouth & Christchurch 260,000,000 1,259,000 0.48% Hospitals NHS Foundation Trust Charitable Funds West Suffolk Hospitals NHS Trust 172,000,000 1,230,000 0.72% Charitable Fund Worcestershire Acute Hospitals NHS 366,000,000 1,151,000 0.31% Trust Charitable Fund Royal Wolverhampton Hospitals NHS 394,000,000 1,083,000 0.27% Trust Charity Northamptonshire Health Charitable 277,000,000 949,000 0.34% Fund Countess of Chester Hospital NHS 201,000,000 975,000 0.49% Endowment Fund East & North Herts NHS Trust 365,000,000 758,000 0.21% Charitable Fund Shrewsbury and Telford Hospital NHS Trust Charity 314,000,000 585,000 0.19% * Figures exclude sums for primary healthcare and healthcare from other providers. Charity income as % of NHS income 10
To compare the performance of Welsh NHS charities, we have used the value of the charities incoming resources as a percentage of each local health board s total NHS expenditure on hospital and community health services: 2012/13 NHS expenditure on hospital & community health services Charity incoming resources Charity income as % of NHS income Velindre * 290,000,000 2,415,100 0.83 - Population served Powys 70,078,000 252,278 0.35 132,700 Betsi Cadwaladr 808,720,000 2,123,000 0.26 676,000 Aneurin Bevan 565,651,000 1,390,000 0.25 580,400 Hywel Dda 427,978,000 1,086,644 0.25 384,000 Cardiff & Vale 753,454,000 1,680,000 0.22 482,000 ABMU 881,006,000 1,614,000 0.18 523,000 Cwm Taf 417,850,000 325,000 0.07 296,000 2013/14 NHS expenditure on hospital & community health services Charity incoming resources Charity income as % of NHS income Velindre * 418,000,000 2,934,000 0.70 - Population served Betsi Cadwaladr 780,444,000 3,092,000 0.39 676,000 Powys 74,898,000 241,662 0.32 132,700 ABMU 762,917,000 1,531,000 0.20 523,000 Hywel Dda 421,029,000 872,307 0.20 384,000 Cardiff & Vale 754,262,000 1,499,000 0.19 482,000 Aneurin Bevan 576,421,000 1,082,000 0.18 580,400 Cwm Taf 382,659,000 231,000 0.06 296,000 * Total operating expenses for Velindre NHS Trust The figures above show us that it is only Velindre NHS Trust that is close to reaching the performance target of 1% of NHS income recommended by the Association of NHS Charities. The performance of our charity, even with a decline in donations, is in line with that of all other Welsh NHS charities. The exception is Betsi Cadwaladr UHB who has in recent years made a significant investment in its fundraising function to develop the reach of its charity. Further analysis of this information as well as detailed research into the operations of other NHS charities will be undertaken to compile a robust three-year fundraising strategy for the charity during the first quarter of 2016/17. 11
5. Hywel Dda Health Charities our future direction This section is intended to provide an overview of the proposed direction of the charity for the next three years. Detailed action plans for key individual areas of work will be developed during the first quarter of 2016/17 to provide the blueprint for achieving all aims and objectives. These action plans will set targets to be achieved which will be measured, evaluated and reported to the Charitable Funds Committee on a regular basis. It is however important to recognise that no plan should be set in stone, the planning process must be dynamic whereby it is revisited and adjusted on a regular basis as circumstances change. Our three-year aims: 1. Stabilise the charity s position and increase its potential to generate additional income to continue to support the UHB to provide services and activities above and beyond what the NHS can provide. 2. Develop a proactive and standard approach to the expenditure of charitable funds ensuring that the most appropriate service needs are supported by the charity. 3. Build and maintain strong and effective relationships with all external groups, charities and organisations constituted to support the work of the UHB to maximise their effectiveness and ensure both parties are working towards identified goals and common procedures. 4. Embed the charity within the values and working practices of the UHB to ensure there is a high level of trust and confidence in the charity s operations. 5. Increase awareness of the charity and its impact through improved internal and external visibility as well as promotion of the charity and the difference it makes. 6. Maintain a culture of good governance to provide assurance to the Board that the charity operates within, and meets all corporate and statutory obligations. 7. Build a highly effective charity fundraising and support team with adequate resources to ensure delivery of increased benefits to frontline patient services. These aims provide a clear direction for the charity. They are ambitious but achievable and with the right resources in place, will allow Hywel Dda Health Charities to build upon its current foundations to further develop into a leading healthcare charity to support the UHB deliver services and activities above and beyond what the NHS can provide. 12
5.1 Income levels Aim Stabilise the charity s position and increase its potential to generate additional income to continue to support the UHB to provide services and activities above and beyond what the NHS can provide. Objectives Develop a robust fundraising strategy to stabilise the charity s position and increase its potential to generate additional income to provide further benefits to frontline patient services above and beyond what the NHS can provide. Examine the feasibility of a range of new opportunities and income streams, working with existing supporters and staff (e.g. staff lottery, regular giving, payroll giving,, midlevel/major donors, trusts and foundations, corporate) and where appropriate develop and implement robust work plans to increase the charity s income levels. Motivate others (e.g. staff, public, local community groups) to plan and manage their own fundraising activities for the charity and provide a comprehensive support package for all fundraising activities. Initiate and develop positive relationships with local charitable groups with the aim of securing long-term support. Maximise local charitable donations and fundraising income by creating and implementing a programme of local community fundraising activities and charity events in each of the counties we serve. Develop an annual charity led events plan to support our Charity of the Year scheme to generate income to support the successful service. Develop a standard approach to capture and record donor/supporter information in a central location across the whole of the UHB to maintain regular contact with our supporters. Create, populate and maintain a database of all historic donor/supporter information. The main focus of the charity over the next three years will be to stabilise its position and increase its potential to generate additional income. A robust fundraising strategy will be developed to have clear income targets focused on a range of new and existing opportunities and income streams. Recent analysis undertaken into UK charitable giving levels and the operations of other NHS charities will allow us to further assess the value of investing in each form of income generation and will enable us to plan our priority work streams accordingly. Rather than focus solely on charity-led fundraising events, the charity team will also place an equal emphasis on building relationships and motivating staff, the public, and local community groups to plan and manage their own fundraising activities for the charity. 13
It is also vital that we are able to develop a sophisticated supporter relationship management process. We will seek to introduce a standard approach to capture and record all donor/supporter information in a central location across the whole of the UHB to maintain regular contact with our supporters. This will not be an easy task but it is vital that the charity team is able to take ownership of our supporters and build effective recognition and communication systems so supporters feel inspired to support the charity again. 5.2 Charitable expenditure Aim Develop a proactive and standard approach to the expenditure of charitable funds ensuring that the most appropriate service needs are supported by the charity. Objectives Develop a framework to capture annual service needs across the whole of the UHB which can be supported by the charity to ensure that charitable/fundraising priorities can be identified and met proactively as well as reactively. Inspire our staff at all levels to engage with the charity to promote their service needs and the importance of charitable donations to support their work. Support key internal stakeholders (clinicians, senior managers and their respective teams) to develop annual charitable expenditure plans for a variety of clinical areas to support proactive fundraising/awareness raising work. Identify priority areas for fundraising appeals in which there is a mixture of clear and definite patient benefit, an enthusiastic team who are keen to support and/or lead fundraising initiatives, likelihood that a fundraising target will be achieved. Ensure that the skills and expertise of the charity team are used to help meet service needs which can be supported by the charity or external stakeholders. Monitor and evaluate the appropriateness, effectiveness and impact of our charitable funds expenditure. The charity has refined its operations considerably over the last two years with increased emphasis on patient focused expenditure but there remains a need to change the culture of the organisation from reactively requesting charitable funds when a need arises to projecting need on an annual basis to enable proactive fundraising. Additionally, at times, there can be differences of opinion between the wishes of frontline staff and management teams on the expenditure of charitable funds. There is a need to introduce clear systems so that the strategic priorities of the UHB and the priorities of frontline staff and patients can be better identified and collated for the purpose of agreeing the most appropriate areas of expenditure and fundraising appeals. Staff will be empowered to contribute ideas around improving frontline patient care in their areas of work. 14
5.3 Supporting our supporters Aim Build and maintain strong and effective relationships with all external groups, charities and organisations constituted to support the work of the UHB to maximise their effectiveness and ensure both parties are working towards identified goals and common procedures. Objectives Undertake an audit of all external groups, charities and organisations constituted to support the work of the UHB. Create and maintain up-to-date records of all external groups, charities and organisations to capture details of the support provided and report on the impact of this support. Develop mutually agreed protocol to ensure both parties understand each other s roles and responsibilities and how they can work together to achieve identified goals for mutual benefit. Standardise the processes for requesting financial support from our external groups, charities and organisations, to ensure that purchases are in line with UHB strategy and have the relevant approvals. Regular attendance at supporter meetings to maintain close working relationships and ensure sharing of timely and accurate information/updates on UHB developments relevant to their areas of work and support. Work closely with representatives from external groups, charities and organisations to ensure that key UHB projects and priorities can benefit from the support of our external supporters to reach fruition. A central point of contact for the numerous independent charities that directly support the UHB is required to maintain and develop positive working relationships and ensure the flow of regular and accurate information. Our partner charities have supported our services over many years and it is essential that their dedication to improving their local healthcare is recognised with formal agreements to acknowledge the scope of their work and how all parties will work towards identified goals and common procedures. The charity team will be responsible for working with and supporting our partner charities to avoid duplication of administration functions, fundraising efforts and competition for donors or support. The commitment of our partner charities is a constant and predictable presence, even in difficult times, and it is vital that we acknowledge and nurture these key relationships. 15
5.4 Changing the culture around our charitable funds Aim Embed the charity within the values and working practices of the UHB to ensure there is a high level of trust and confidence in the charity s operations. Objectives Raise awareness and levels of understanding of the charity and its operations amongst staff to ensure that staff understand its purpose, how donations are managed, the availability of funds and the mechanisms for accessing them. Ensure openness and transparency in the charity and its day-to-day operations. Build strong and positive relationships with staff at all levels across the whole of the UHB to ensure a high level of trust and confidence in the charity s operations. Foster a culture where all staff are proud to act as ambassadors for the charity. Engage clinicians positively in the work of the charity and encourage them to act as ambassadors for the charity to promote the purpose and operations of our charitable funds to improve public perception. Recruit charity champions within every department or service to be responsible for relaying information from staff, patients and fundraisers to the charity team and vice versa. Many UHB staff do not consider Hywel Dda Health Charities to be their charity. Our staff are key to the success of the charity, both in ensuring the charity meets the needs of patients and their families and in terms of gaining support from the wider community. Many staff are still unaware of the impact that the charity has on our patients, that they can apply for funding or request support to raise funds for items to improve patient experience. A range of measures will be adopted to ensure that the charity features within the values of the UHB and that its messages are integrated and reinforced within the working practices of the UHB. It is also imperative that the charity has a higher profile amongst staff and that staff are confident in our operations to act as ambassadors for our work. 16
5.5 Marketing and communications Aim Increase awareness of the charity and its impact through improved internal and external visibility as well as promotion of the charity and the difference it makes. Objectives Provide a comprehensive and high quality marketing and communications service for the charity across internal, external and digital platforms to inform and engage with staff, patients, fundraisers, stakeholders and the general public. Develop a robust marketing and communications strategy to support the charity to achieve its strategic aims. Develop and implement a robust internal communications plan to raise and maintain awareness and understanding of the charity, its achievements and impact. Deliver innovative opportunities and campaigns for external facing communication to raise awareness and promote the work of the charity. Increase and maintain the visibility of the charity across all UHB sites. Further develop the charity s digital presence to engage with existing and new supporters. Maintain regular contact with our donors/supporters to promote the work of the charity and its impact. Foster positive working relationships with local and regional press to ensure the effective promotion of the work of the charity. Hywel Dda Health Charities needs to become more visible internally (i.e. within UHB premises and with UHB staff) and externally so that more people across the region are aware of the charity s existence, its purpose and the importance of their support. The charity team regularly speaks to members of staff, patients and the public. It is evident from informal conversations and communications on social media that trust and interest in the work of the charity is increasing but more needs to be done. To be recognised by the communities that the charity serves and to fundraise effectively, potential donors need to be aware of the charity s impact and this can only be achieved with investment in a marketing and communications function for the charity. Whilst we have made significant progress in increasing awareness of the charity, many people are still not aware of the difference that the charity is making. The charity needs to adapt to attract new audiences and better report on its performance. Further resources are required to ensure that the momentum around the charity can develop and key messages and information can be shared more widely. 17
5.6 Governance: internal controls and assurances Aim Maintain a culture of good governance to provide assurance to the Board that the charity operates within, and meets all corporate and statutory obligations. Objectives Work within approved policies and procedures to ensure the charity operates within, and meets all corporate and statutory obligations. Support the Charitable Funds Committee to ensure its terms of reference, as set by the Board, are adequately discharged. Support and advise the Charitable Funds Sub- Committees to ensure that the management of our named charitable funds satisfies local expectations around how these funds are used and how expenditure is approved. Monitor charitable expenditure to ensure to ensure that donations are spent for the purposes for which they were given. Refine internal charitable funds processes and systems to ensure that guidance to staff is user-friendly and allows appropriate expenditure. Monitor compliance with charitable funds processes and systems to identify any training/support needs or areas for further development. Review the current structure around our charitable funds to ensure that the charity has the most appropriate designated funds to meet the expectations and needs of our supporters and staff. Review the charity s scheme of delegation to ensure the most appropriate representation and ownership of funds. Provide comprehensive training and regular guidance to our fund managers on their roles and responsibilities as custodians of our charitable funds. The charity has refined its operations and governance structures considerably over the last two years with an increased emphasis on patient focused expenditure and increased openness and transparency around our work. This has had a significant effect on regaining staff and public confidence in the way that we work and utilise our charitable donations for patient benefit. Further review of our internal charitable funds processes and systems, the current structure of our funds and scheme of delegation will be carried out to ensure that staff at all levels across the organisation feel ownership of our funds which has been a challenge since the restructuring of funds in 2012. We will ensure that the governance arrangements in place so that the Charitable Funds Committee s terms of reference are adequately discharged and the charity operates to a high standard with limited exposure to any kind of risk, both financial and non-financial. 18
6. Resources The financial resources required to achieve the aims and objectives of this work plan are presented as a formal request to the Charitable Funds Committee in the Expenditure and commitments requiring financial approval paper (10 March 2016). The paper outlines the continued and increased investment in the charity s support functions required over the next three years in order to move the charity forward. A priority for 2016 to 2019 will be to build a highly effective charity fundraising and support team with adequate resources to ensure delivery of increased benefits to frontline patient services achieved by the following objectives: Aim Build a highly effective charity fundraising and support team with adequate resources to ensure delivery of increased benefits to frontline patient services. Objectives Secure the resources required to develop and implement the most appropriate structure to ensure the charity is able to maintain and increase its current level of support. Develop the key personnel required to stabilise the charity and increase its reach, income levels and impact in future years. Ensure all investment in the charity s fundraising and support functions has an acceptable return on investment, delivering increased benefits to frontline patient services. Examine and develop a range of opportunities for local people to get involved in supporting Hywel Dda Health Charities in a variety of settings through volunteering opportunities. Develop a volunteering plan for the charity to outline the involvement of volunteers, the roles they could fulfil and the benefits to the charity. Engage with other Welsh NHS charities to share best practice and learn from the experiences of others in similar roles. Monitoring and evaluate the impact and effectiveness of the charity team. 6.1 Our current structure The current structure of the fundraising team was approved by the Charitable Funds Committee on 10 March 2015. The budget of 78,819 approved included pay costs of 62,819 and non-pay costs of 16,000. The structure replaced the original paid fundraising function of two band 6 Fundraising Officers (1.16 fte) and created the roles of Fundraising Manager, Community & Events Fundraising Officer and Communications Support Officer. 19
Current structure 2015/16 Director of Governance, Communications & Engagement Executive lead Fundraising Manager Band 7-0.6 fte Community & Events Fundraising Officer Band 5-0.6 fte Communications Support Officer Band 3-0.4 fte Marketing Officer Band 4-0.2 fte 6 month secondment Project Support Officer Band 4-0.5 fte 3 month secondment An under spend in the staffing budget due to the lengthy recruitment process of the Communications Support Officer has been used to bring in additional but temporary support to the team in key areas such as marketing and staff engagement. 6.2 Proposed structure from April 2016 During 2015/16, the team has sought to bring in additional capacity to key areas of work but due to the nature of the charity and its operations working with staff and supporters at all UHB sites across three counties the charity has been unable to reach its full potential during this time. The fundraising team has had a productive year in a number of key areas but due to the wide-ranging and varied remit and expectations of the current roles (1.68 fte during 2015/16), the current structure and capacity of the team has been unable to make the impact required to generate significant additional funds. The Director of Governance, Communications and Engagement has discussed the current structure, strengths, weaknesses and opportunities for the charity with team members through recent personal appraisal development reviews. This opportunity has helped to develop a new structure for the Hywel Dda Health Charities team that will support the charity to work and deliver more effectively on both a strategic and operational level. The Hywel Dda Health Charities team sits within the newly formed Governance, Communications and Engagement directorate. The directorate is currently undertaking an organisational change programme (OCP) to ensure that all roles within the directorate are aligned to its objectives and 20
scheme of delegation. The proposed changes to the charity structure will be aligned to this work. For the 2016/17 financial year, we are requesting a budget of 139,747 ( 117,247 pay costs and 22,500 non-pay costs) to achieve the first year aims and objectives of our work plan. The requested budget is an increase of 77% on the 2015/16 approved costs and contains an increase in staffing levels from 1.68 fte during 2015/16 to 4 fte. Proposed structure from April 2016 Director of Governance, Communications & Engagement Executive lead Head of Hywel Dda Health Charities Band 8a 1 fte Permanent C Communications Officer Band 5 0.6 fte 2-year fixed term Community & Events Fundraising Officer Carmarthenshire Band 5 0.6 fte Permanent Community & Events Fundraising Officer Ceredigion Band 5 0.6 fte 2-year fixed term Community & Events Fundraising Officer Pembrokeshire Band 5 0.6 fte 2-year fixed term Administration Support Officer Band 3 0.6 fte Permanent It is acknowledged that this is a significant increase in costs however the increase in capacity in key enabling areas will allow for the team to have a much stronger and more visible presence in areas that need further development. Most importantly, the team will be able to test new models and methods of fundraising more effectively and will be able to better support staff and supporters who will in turn be able to support our charity more effectively. It is also acknowledged that such investment must be monitored closely to ensure an adequate return on the investment therefore measures will be put in place to improve reporting mechanisms within the team. All roles will have specific key performance indicators (KPIs) and both financial and nonfinancial targets will be set for each role as well as the team as a whole. 21
We are confident that an increased investment in the team s current capacity will have a significant impact on the charity s performance. 6.2.1 Head of Hywel Dda Health Charities This role has been introduced to establish a more senior position within the team with overall responsibility for implementing the charity s work plan and leading the charity to a more stable and successful future. The post holder will play a fundamental ambassadorial role in representing the charity whilst promoting openness and transparency around our operations and leading staff to undertake a similar role. The role will require an experienced, highly qualified and competent professional with broad experience and a highly developed skill set in managing the operations of a chartable organisation. The post holder will be able to negotiate and influence at senior levels within the organisation, linking closely to executive functions, senior management, clinicians, key stakeholders and staff in provision of the charity s strategic aims. This post will replace the existing band 7 Fundraising Manager position and is aligned with similar team leader positions within the Governance, Communications and Engagement directorate. The salary for this role is subject to banding by our workforce team who are also providing guidance on the relevant HR processes to follow to implement any new structure. The post will be a permanent position due to the requirements of the charity to have the constant presence of a senior officer responsible for its day to day activities. 6.2.2 Communications Officer (Charitable Funds) This new role has been introduced to lead on promoting the work of Hywel Dda Health Charities, by informing and engaging with staff, patients, fundraisers, stakeholders and the general public. The purpose of the role is to provide the team with comprehensive and high quality communication services across internal, external and digital platforms. The main duties of this role will include: Creating and delivering innovative opportunities for internal and external facing communication Delivering communication campaigns across all platforms Identifying opportunities to increase the charity s profile and visibility to internal and external audiences Responding to media and digital enquiries 22
Identifying reputational or crisis issues to senior staff Writing copy for different formats and audiences Providing support for fundraising and promotional events and other charity activity. The Communications Officer role is key to ensuring that the charity is able to increase awareness of its work and its impact through improved internal and external visibility as well as promotion of the charity and the difference it makes. The salary for this role is subject to banding by our workforce team. The post holder will initially be employed on a two-year fixed term contract to ensure that any changes required after this time can be made following evaluation should the new structure not achieve the intended impact. 6.2.3 Community & Events Fundraising Officers x 3 Two new roles have been introduced to establish a permanent presence for the charity in Ceredigion and Pembrokeshire. Based at Bronglais and Withybush Hospitals, the Community & Events Fundraising Officers will play a key role in developing relationships with staff, patients, fundraisers, stakeholders and the general public to raise the profile of the charity. The purpose of these roles is to support the increase of charitable donations to the charity through initiating and building strong and positive relationships with key internal and external stakeholders to communicate details of our work to build future support. The main duties of the roles will include: Maximising charitable donations and fundraising activities by planning and delivering a wide-ranging programme of community fundraising activities and charity events within each locality. Developing positive relationships with UHB staff to encourage creation of, and participation in, a variety of fundraising activities. Initiating and supporting the co-ordination of staff-led fundraising events to ensure that all events and activities are well planned and risk assessed. Acting as a main point of contact for individuals wishing to undertake charitable events and fundraising for the charity, providing support and advice on their fundraising activities. Cultivating relationships with a wide range of community and charitable groups across the county to encourage greater involvement with the charity (e.g. schools, WI, YFC, Rotary, youth groups). Providing information and support to UHB staff on our charity, policies and procedures, and how to access our charitable funds These two new roles will complement the existing permanent position within the structure which will be Carmarthenshire based. 23
The post holders will initially be employed on a two-year fixed term contract to ensure that any changes required after this time can be made following evaluation should the new structure not achieve the intended impact. 6.2.4 Administration Support Officer This is an existing role (Communications Support Officer) to support the fundraising functions and undertake administrative tasks for the team with an increase in hours (0.2 fte). The role is currently a shared role with the communications team but subject to change in line with the current OCP being undertaken by the Governance, Communications and Engagement directorate. 24
7. Conclusion At a time when increasing demands and pressures are being put on our health services, now is the time for NHS charities to rise to the challenge and play a leading role in helping to provide safe, quality and effective care whilst improving the patient experience. Through implementing this work plan, our patients, their families and carers as well as our staff will benefit from the increased reach and capacity of the charity. Hywel Dda Health Charities must have the correct infrastructure to be able to reach out to new audiences whilst maintaining relationships with existing supporters and key stakeholders. It will be difficult for the charity to achieve its aims without investing in a dedicated team to communicate the need for support and build confidence in our work. Supporting the NHS and local healthcare is not a new concept but the way that people give and how they chose to give is and the charity must respond to meet new and emerging challenges within its environment to build a wellrespected and successful NHS charity. 25