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2021-03-31-accounts

Awyr Las / Blue Sky is the working title of Betsi Cadwaladr University Health Board Charity & Other Related Charities Registered Charity Number 1138976

Contents

Welcome from the Honorary President 01
Highlights 03
About the charity 06
Vision 08
Strategy 09
Awyr Las Support Team 10
The year at a glance 11
Examples of funding awarded 12
Grants over £5,000 15
Gifts in Kind 17
Captain Tom & NHS Charities Together 18
Fundraiser stories 21
Volunteering 25
Looking ahead 26
Governance 28
Investment strategy 29
Charitable Funds Committee 30
Grant-making process 33
Financial summary 34
Balance sheet 35
Risk 36
Reserves policy 38
Accounts 39

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Welcome

From the Honorary President of Awyr Las

Lord Barry Jones

I am pleased to present the Awyr Las Annual Report & Accounts for 2020/21.

It is hard to believe that a year has passed since I wrote the introduction for the previous Annual Report. At that time, the world was in the midst of a public health crisis – COVID-19.

Over the past year, COVID-19 has taken its toll. It has been inescapable, and it has affected us all. As I reflect on the year just gone, I feel cautiously optimistic about the future. Though COVID-19 remains a very real threat, I was delighted to learn over the course of this report about how Awyr Las has supported the NHS in North Wales to adapt, and plan for a time beyond the immediate effects of the pandemic.

Thanks to your donations and support, the charity has been able to invest in important staff* wellbeing initiatives, helping our dedicated NHS staff to stay safe and well, and continue to do the best that they can for their patients† during these most challenging times.

Your support has also fuelled innovation. For example, a Simulation Suite for Emergency Department teams was installed, to help them train for life-threatening situations when a patient has COVID-19. The brand-new Medical Education Fellowship has enabled a specialist junior doctor to stay abreast of the latest in COVID-19 treatments, sharing best practice with colleagues and helping NHS staff to learn quickly from experience and research. The “Clear Masks for Communication” project, funded by Awyr Las through the Welsh Health Hack, has made some excellent developments to ensure people with additional communication needs are not excluded.

I am pleased to report that the charity awarded over £1.5m of funding this year. This is a direct result of your wonderful support. Thank you.

Pictured: Betsi Cadwaladr University Health Board Audiology department were the first clinicians in the UK to test the clear masks.

*The term ‘staff’ is used to describe staff and all others involved in service delivery including volunteers, students and partners who all play an important role within the NHS Team.

†The term ‘patient’ is used to describe the population who use any BCUHB service.

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Of course, the pandemic is going to feature heavily in this year’s annual report. However, as you will see, this document is full of hope; it is testament to the indomitable human spirit, and celebrates the wonderful outpouring of love, as a community reached out to wrap its arms around our NHS colleagues. From little Amy in Penrhosgarnedd, who collected £200 with her homemade wishing well, through to Captain Tom and his incredible feat of raising over £32m for NHS Charities Together, the fundraising stories in this year’s report are truly inspirational. I hope you enjoy reading them as much as I did.

Looking to the future, the charity's focus for the year 2021/22 will be on supporting communities as they deal with the ongoing pandemic, and addressing the long-term effects of COVID-19. Awyr Las will shortly be sharing its strategy for 2022 – 2025, which will focus on Early Intervention projects, and will serve as a roadmap for addressing several key themes that have emerged during the pandemic. These include supporting staff health and wellbeing, building a resilient workforce, encouraging innovation, and collaborating with partner organisations and communities to enable us to find creative solutions to the complex challenges we face.

I want to end this message by saying thank you: To the people in our community who used their talents to make items like additional visors and scrubs for NHS staff. To the individuals and businesses that donated gifts in kind for patients and staff. To the volunteers who stepped forward to play their part, delivering medications and assisting in testing and vaccination centres. To everyone that gave a donation. To the fundraisers that found ways to raise money, in their gardens and at home.

Finally, my sincere and heartfelt thanks goes to the NHS staff who have worked so selflessly to keep everyone safe and well this year. You are all wonderful people, and our community is much richer for having you in it.

As ever, here’s to our National Health Service. May we keep it and Awyr Las close to our hearts, and do all that we can to help them to thrive in the face of hardship so that everyone in North Wales can enjoy a healthy and happy life.

RT HON LORD BARRY JONES P.C. HONORARY PRESIDENT OF AWYR LAS

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April 2020

Captain Tom starts his incredible challenge of walking 100 laps of his garden on 6th April, going on to raise over £32m for NHS Charities Together by his 100th birthday 24 days later – inspiring countless fundraisers along the way.

May 2020

International Nurses Day feels especially poignant this year, as Awyr Las spends the day celebrating the incredible work of Betsi Cadwaladr University Health Board’s

nurses working tirelessly amidst the pandemic.

June 2020

As we contend with the COVID-19 crisis, valued supporters North Wales Freemasons give £5,000 for Awyr Las to buy digital devices for patients, to keep in touch with loved ones whilst hospital visiting is suspended, as well as teddies to help soothe young patients, through the "Teddies for Loving Care" (TLC) initiative.

July 2020

Although our Big Tea celebrations are a bit different this year, the community of North Wales makes sure it’s a special day for the NHS – Lowri Marrs wins the cake decorating competition with her tribute to Wrexham Maelor’s Bonney (Gynae) Ward, and Samuel ValentineJones wins the children’s design competition with his “Rainbow Superheroes” concept.

August 2020

NHS staff in North Wales document their experiences of working during the pandemic as part of a photography competition supported by Awyr Las, with the images forming a digital exhibition – “Behind the Mask: COVID-19 & Me”.

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September 2020

At the Welsh Health Hack, Awyr Las funds several innovation projects, including one to trial clear facemasks to improve communication for patients with people with conditions such as hearing loss, autism and dementia throughout the pandemic.

October 2020

With mass participation events on hold, two of the most notable races in the fundraising calendar go virtual. Cronfa Elen take on the Virtual Snowdonia Marathon to encourage families to talk about organ donation, and Lisa Edwards raises an amazing £1,500 for Awyr Las by running the Virtual London Marathon.

November 2020

TeamIrfon announce that they will fund a mental health worker on Alaw, Ysbyty Gwynedd’s cancer unit. This brand new post will provide specialist emotional wellbeing support. Until the new worker is in post, #TeamIrfon continues to fund external counselling and mindfulness support for patients living with cancer.

December 2020

In partnership with Bangor City Council, Awyr Las invites North Wales to “Light up Christmas” for NHS staff in North Wales. Bringing communities together with a digital display of tributes and a magical installation of 2,000 lights on Bangor Pier, this hybrid event brightens up the end of a dark year and raises over £6,000.

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January 2021

North Wales Housing complete their “Around the World in 80 Days” challenge, bringing their fundraising total to £3,010 and marking the end of a successful year of fundraising for Awyr Las, their charity of the year.

February 2021

The sad news of Captain Tom’s death brings a tear to the nation’s eye. Critical Care nurse Nikki Jones appears on ITV Lunchtime News to talk about how Captain Tom’s fundraising is helping her patients and colleagues here in North Wales, thanks to grants from NHS Charities Together.

March 2021

As more people took to the hills of North Wales between lockdowns, an innovative partnership with Clwydian Range and Dee Valley Area of Natural Beauty sees a public access defibrillator – funded by donations to Awyr Las project “Keep the Beats” – installed near the summit of Moel Famau.

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About the charity

Awyr Las is the NHS charity for North Wales, the area served by Betsi Cadwaladr University Health Board (BCUHB). The charity’s purpose is to help the NHS do more than it can on its own.

In practice, this means that donations to Awyr Las fund things like:

Brand-new equipment and technology

Everything that the charity funds goes over and above what the NHS can provide on its own. Together, the enhancements made possible by donations to Awyr Las help make sure that people in North Wales can benefit from better NHS services when they need them the most.

Awyr Las does not replace the statutory funding for the NHS from the government. Everything the charity can do is thanks to donations and grants from individuals, organisations and foundations.

Since 2010, donations to Awyr Las have made it possible to accomplish over £29m worth of projects, complementing what the NHS already provided.

The resulting improvements have made and continue to make a real difference to the lives of patients and NHS staff, in ways that would not have been possible without your donations and support.

The charity funds projects and ideas in hospitals and the community – from emergency departments to community resource teams, maternity wards to eye clinics – and through its 414 designated funds, can support all areas of healthcare in North Wales.

Derived from the geography of North Wales, the Awyr Las heart motif is symbolic of the charity's duty to enhance healthcare for everyone in the region.

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Designated funds

Awyr Las is comprised of over 400 designated funds, representing almost every BCUHB ward, service, department and project across North Wales. Designated funds are attached to specific wards, departments or services and the money held within them can only be used to benefit the associated healthcare area. When a new fund is established, an objective is set and at least one Fund Advisor named. It is the

responsibility of Fund Advisors to ensure that expenditure from their designated funds contributes to the stated objectives. Fund Advisors have an in-depth understanding of their ward, service or department. The role is fulfilled by staff at the heart of the NHS – people like Ward Managers, Consultants and Matrons – and they use their knowledge to inform their fundraising and decisions about charitable expenditure. This helps to make sure that designated funds have the greatest possible impact on patients and NHS staff.

When you donate to a designated fund, it goes straight to that healthcare area and is made available for multidisciplinary clinical teams to use towards projects and priorities decided at the ward level.

Non-Designated funds

There are a few wards, services and departments that do not have a designated fund. The Awyr Las Support Team can provide support to establish one, or funding can be requested from the charity’s non-designated fund.

When donors give to Awyr Las without specifying where they want the money to go, it is assigned to the charity's non-designated fund. These donations are important, even though they are in the minority. This is because they allow BCUHB staff who do not have their own fund, or who do not have enough money in their designated fund, to still get support from the charity. Non-designated donations are often directed to a priority fund – for example, the COVID-19 Response Fund.

Without a doubt, all donations from the public help dedicated NHS staff in hospitals and in communities across North Wales to go over and above for their patients, offering the very best care and treatment available.

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Vision

Patients in North Wales have the best experience possible in our hospitals and in our communities.

Mission

To enhance Betsi Cadwaladr University Health Board’s ability to improve the health and wellbeing of people across North Wales and deliver excellent care.

In other words, the charity’s mission is to help the Health Board to do more for its patients, through funding improvements to healthcare settings, supporting additional staff and patient wellbeing services and providing grants for research and innovation.

Purpose

To provide a meaningful, impactful means for those who want to support healthcare services to do so, in a way that supports local evidence-based priorities.

Values

Awyr Las shares the same set of values that guides the Health Board’s work. These are:

The Awyr Las Support Team and the Board, as well as over 17,000 BCUHB employees who represent Awyr Las, are responsible for ensuring that everything the charity does reflects these ideals.

In addition to the shared values, the work of the charity is underpinned by three guiding principles:

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Strategy

The charity is currently developing its 2022 – 2025 strategy.

For many years, NHS charities have worked alongside the NHS, and played a key role in helping to enhance healthcare services.

As we live longer lives, many of us with complicated health conditions and diseases, the demand for the additional support that NHS charities can provide in the pursuit of outstanding healthcare is growing.

People receive roughly 90% of their care from primary and community care.* With expected increases in dementia, mental health concerns, cancer, diabetes, and heart disease, these services will face increased demand.

Because of health inequities, those in Wales' least deprived areas can expect to live for longer, and in better health, than those in the country’s most deprived areas. In 2017 to 2019, healthy life expectancy at birth for females living in the most deprived areas was 50.2 years, compared with 68.4 years in the least deprived areas; for males, it was 51.8 and 68.6 years respectively.†

Add to that the COVID-19 pandemic, which, in addition to the immediate public health crisis and increased burden on the NHS, brought about a slew of negative consequences for communities in North Wales, many of which are enduring.

These include economic and

financial insecurity, worries about employment, damage to the skills and education of young people, reduced mental health, increased loneliness and addiction – each affecting individual and community resilience and wellbeing, and each having the potential to cause increased demands on local healthcare and mental health services.

*Our plan for a primary care service for Wales up to March 2018, Welsh Government. Available: www.wales.nhs.uk/sitesplus/documents/986/our plan for primary care in wales up to march 2018.pdf †Health state life expectancies by national deprivation deciles - Wales: 2017 to 2019, ONS. Available: www.ons.gov.uk/peoplepopulationandcommunity/healthandsocialcare/healthinequalities/bulletins/healthstatelifeexpectanciesbynationaldeprivationdecileswales/2017to2019

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Strategy (continued)

The charity has a two-fold challenge of continuing to provide the support for wards and departments in both primary and secondary care settings, whilst simultaneously securing the financial support needed to address the pressing issues outlined above in the short, medium, and long-term.

In light of the above, the charity’s new strategy – to be published in January 2022 – will have a focus on making sure the right action is taken at the right time, to help patients to access diagnosis, support, care and treatment in a more timely way, and help build long-term resilience in our local communities.

Additionally, the Awyr Las strategy will be consistent with BCUHB's priorities as outlined in the "Living Healthier, Staying Well" plan, namely:

The Awyr Las Support Team

Finance, fundraising, and administrative support staff make up the charity's support team. It is in place to ensure that the charity can efficiently meet its objectives.

The responsibilities of the charity support team are varied, and include:

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The year at a glance

Donations

£1,060,000

Legacy gifts £934,000

Fundraising £318,000

Investments £89,000

4%

Investments

13%

Other trading activities (fundraising)

39%

Income from Legacy Gifts

44% Income from Donations

Total income: £2,401,000

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Patient welfare
£838,000
55%
Patient
education Staff welfare
and welfare
5% £450,000
Grants for
NHS Capital Medical research
expenditure
30% £151,000
10% Staff
education
and welfare Capital projects
Medical
research £74,000
----- End of picture text -----

Expenditure on charitable activity: £1,513,000

*Awyr Las received Gifts in Kind with an estimated total value of £134,648. These were used for the benefit of staff. The figure for "Staff education and welfare" includes this amount.

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Examples of funding awarded

Enhanced welcome packs for overseas nurses arriving at the height of the pandemic.

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£89.40
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Two toddler physio dolls, for the paediatric physiotherapy team to demonstrate physiotherapy techniques to parents via video call.

Nel Del - the charity's mascot - was imagined by a North Wales school pupil.

“Thank you to everyone that has donated to the COVID-19 fund. We have repurposed an iPhone so a patient’s glucose levels can be monitored from home. The device sends data back to us here in the hospital. We can use this data to adjust insulin levels as necessary. During the pandemic, being able to monitor a diabetic child’s glucose levels remotely is even more vital for their health and safety.”

Ceri Tomos, Diabetes Specialist Nurse

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£325

Wellbeing room for staff on Foelas Ward, Bryn y Neuadd

“We have set up a wellbeing room, which is invaluable to staff and volunteers at difficult times. As a team, we have been through so much this year, and still it carries on. It is good for our mental health and co-support to have an area away from everywhere else where we can be self-sufficient and safe. The fridge means we do not have to access the main kitchen, which can be especially difficult to do if you are upset. The health board has been extremely supportive but at these difficult times are unable to fund these items – thank you Captain Tom and all at Awyr Las, we all really appreciate everything you do.”

Alison Ryan-Jones, Deputy Ward Manager

£500

Seating so Talarafon CAMHS could see patients safely outside

£1,080 Blood pressure monitors for young patients to use at home

“The blood pressure monitors funded have helped our team of nurses to continue the vital work of monitoring cardiac patients who are selfisolating at home. These monitors have been, and continue to be, invaluable. Thank you to everyone who made the support we’ve received possible.”

Andy Bennett, Heart Failure Specialist Nurse

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£1,300

Wellbeing boxes for people living with dementia

Pictured: The COVID-19 Emergency Department Simulation Suite simulates treating patients who have COVID-19 in life-threatening emergencies.

£4,968 Helping to set up virtual pain management programmes

“Many patients have informed us that they find these groups easier to engage with as they do not need to travel to join them, this reduces their feelings of anxiety regarding engaging in group interventions, which they can now do from the comfort of their own homes. We have

been very impressed how the patients, some of whom were novices with IT skills and the online platforms, have quickly learnt the new IT skills and have adapted to changes we have made to the sessions throughout the programme."

Ruth Burgess, Clinical Nurse Specialist in Pain Management

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£7,144

Fitting defibrillators in rural communities as part of the Keep the Beats Rural Public Access Defibrillator Project.

£9,857

A support and wellbeing service for senior doctors on the Lesotho Family Medicine Speciality Training Program.*

£10,000

Supporting innovation projects in healthcare via the “Health Hack” event, including clear facemasks to improve communication.

£17,013

Developing and deploying a mobile unit to deliver cardiology education and training to communities in North Wales.

£21,274

Providing a self-referral talking therapies service, offering an early intervention for people experiencing low mood, anxiety or depression.

£24,973

Recruiting a research scientist and providing equipment for a project that seeks to improve the diagnosis of meningitis in babies.

£39,200

Employing a dedicated physician via the COVID-19 Medical Education Fellowship to disseminate key pieces of clinical guidance.

£50,000

Developing and deploying a mobile unit to deliver cardiology education and training to communities in North Wales.

“A lot of child health research in Wales is done in South Wales, but there is a real opportunity to do more research and development that focusses specifically on North Wales. By understanding more about illnesses that affect infants and children here, we can ultimately improve early diagnosis and treatment. This clearly brings direct benefit to children and families across the region."

Dr Artur Abelian, Consultant Paediatrician

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“Our Audiologists recognised the need for clear face masks back in April 2020, so we pitched the concept at the M-Sparc Health Hack and received an award of £2,500 from Awyr Las. Since then, we have been testing different options suitable for lipreading and seeing the face. We are delighted that the clear masks have been approved for use during the pandemic and will now be available to trial throughout the NHS.”

Dr Sarah Bent, Principal Clinical Scientist in Audiology

"The huge benefit of having this trailer is that we can reach people in rural communities, and deliver more lifesaving CPR training and education on the use of defibrillators. It's fully kitted out with all the equipment we need and we can take it pretty much anywhere. It will allow us to do roadshows across the region so that people can pop in to speak to us, ask questions and learn more about heart health, and get screened for conditions which can often go undetected."

Tomos Hughes, North Wales Public Access Defibrillators Officer

“The Talking Therapies programme, provided in partnership with Mind and Advanced Brighter Futures, provides an early intervention for people experiencing low mood, anxiety and depression. People self-refer onto the service, and from April referrals have increased by 50%. The therapy is delivered by talking therapy specialists who provide group therapy or 1:1 counselling or Cognitive Behavioural Therapy. COVID-19 has heightened the need for this service - now our valued partners are able to increase their capacity, which has drastically improved waiting times.”

Ruth Robinson, Commissioning Manager (Mental Health & Learning Disabilities)

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The response to COVID-19

During the COVID-19 pandemic, Awyr Las and Betsi Cadwaladr University Health Board experienced an overwhelming outpouring of love from the community.

The support was varied and wide-ranging, and encompassed volunteering, gifts in kind, and monetary gifts & grants.

Gifts in Kind

One of the main ways people chose to support Awyr Las during the pandemic was through Gifts in Kind. During the 2020/21 financial year, Awyr Las received donations of Gifts in Kind worth over £130,000.

£134,648 Total estimated value of Gifts in Kind

Donations ranged in type and value, and came from individuals, corporate supporters and communities. People gave a variety of gifts, and each item was imbued with love and gratitude.

These gestures made a big difference to our patients, but had a particular impact on staff. It played a big part in helping them to keep going during the darkest times.

“Our aim was to create hygiene kits which include nourishing cream formulas for hands and face as well as things like shower gels for those members of staff that are tirelessly working around the clock.”

Kate Sparling, Acting Assistant PR Manager (Clarins UK)

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Gifts in Kind (continued)

Thank you to everyone who donated a Gift in Kind. Special thanks go to the 3D printing community who made extra visors, and craft community who made additional scrubs, uniform bags, ear protectors and other items for staff.

It is simply not possible to list all the people who gave Gifts in Kind, but this message of thanks is for everyone who made or bought something for our NHS staff and patients, and made such a difficult time a little bit easier.

The following is a small selection of the wonderful items given during the year.

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Captain Tom & NHS Charities Together

Captain Sir Thomas Moore, more popularly known as Captain Tom, raised an incredible £32 million for NHS Charities Together by his 100th Birthday on 30th April 2020,* and almost £33 million in total before his JustGiving page closed in May.†

Captain Tom captured the nation’s imagination during lockdown and inspired a generation of fundraisers to do something amazing for their NHS.

Captain Tom sadly died in February 2021, but his legacy lives on through the support provided to NHS charities across the UK in the form of grants from NHS Charities Together.

NHS Charities Together raised £150 million in 2020, to help support the NHS’ response to COVID-19.‡ Approximately 22% of the funds raised by NHS Charities Together during this period were raised through Captain Tom’s fundraising efforts.§ The funds raised are being distributed to all 241 NHS Charity member organisations across the UK. All the support provided by NHS Charities Together goes over and above what the NHS can provide.

There are three planned stages of grants from the NHS Charities Together COVID-19 Appeal:

Over £4,979,000 of the funds raised through NHS Charities Together’s COVID-19 Appeal have been designated for Wales. Awyr Las, the North Wales NHS Charity, will receive a total of £912,724.‖ N.B. This figure spans multiple financial years.

£315,600 Amount received from NHS Charities Together in 2020/21

*Captain Tom Moore's NHS appeal tops £32m on 100th birthday, BBC. Available: https://www.bbc.co.uk/news/uk-england-beds-bucks-herts-52472132 †Captain Tom Moore raises nearly £33m as NHS appeal closes, BBC. Available: https://www.bbc.co.uk/news/uk-england-beds-bucks-herts-52498156 (Total raised excluding Gift Aid: £32,796,157) ‡Annual Report 2020, NHS Charities Together. Available: https://www.nhscharitiestogether.co.uk/wp-content/uploads/2021/08/NHS_CT_Annual_Report_2020_Compiled_AW-RGB-1.pdf §HOW OUR FUNDING IS MAKING A DIFFERENCE AROUND THE UK, NHS Charities Together. Available: https://nhscharitiestogether.co.uk/our-tribute-to-captain-sir-tom-moore

‖ Bundle Charitable Funds Committee 11 June 2021, BCUHB (p77 – 78). Available: https://bcuhb.nhs.wales/about-us/committees-and-advisory-groups/charitable-funds-committee/charitable-fundscommittee/agenda-bundle-charitable-funds-committee-11-06-21-v0-2

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Captain Tom & NHS Charities Together (continued)

Thanks to Awyr Las’ involvement with NHS Charities Together, the charity has also benefitted from multiple high-profile national media opportunities during the year, including:

Pictured: Zoe McDonald, Senior Staff Nurse with the acute renal team on Ysbyty Gwynedd's Hebog Ward, was pleased to be featured on the M&S website and in its Llandudno store as part of the national “Rainbow Sale”, to share her experience of working on the NHS frontline during the COVID-19 pandemic, and the difference the amazing public support has made.

“During the last year I have mainly been looking after the sickest patients with COVID requiring high levels of respiratory support. I welcomed the opportunity to speak with The Duke of Cambridge about my work and about the difference that the grants from NHS Charities Together and other donations from local supporters of our NHS Charity, Awyr Las, have made. Thanks to the donations we’ve received, we’ve been able to fund a COVID Medical Fellowship, so a specialist junior doctor can stay abreast of the latest in COVID treatment and share best practice with colleagues. It was great to see first-hand the enthusiasm and interest that HRH The Duke of Cambridge has in the impact of NHS Charities Together and the wellbeing of patients and NHS staff."

Dr Daniel Menzies, Respiratory Medicine Consultant

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Fundraiser stories

Although this year saw a lack of organised events, the community found many innovative ways to raise money for Awyr Las.

Many were moved by the plight of NHS staff working tirelessly during a frightening, uncertain time and wanted to say thank you.

Some were inspired by Captain Tom, and sought to take on challenges in their gardens. Others found ways to bring the community together, even though we all had to stay apart.

It was heartening to see so many children and families getting involved, and Awyr Las benefitted from young people doing sponsored physical challenges in place of the PE lessons they would be having in school, and channelling their creative energies by making things to sell - jewellery, keyrings and even a pandemic-themed board game.

The charity welcomed returning donors and met new supporters. The Awyr Las Support Team is taking steps to build on the links formed during the year, and is developing a new supporter communication plan and improving internal processes for communications to ensure all donors have the best possible experience when they choose to support the charity.

Awyr Las is truly grateful for all the generosity and warmth that has been directed to our NHS staff here in North Wales. What a wonderful community we have.

We can’t name everyone here, but we hope you will enjoy reading about a handful of local heroes that made a big difference this year.

“Knowing how much local people care about their NHS makes us all work even harder. The support we’ve had for our COVID-19 appeal really will help make our healthcare services better.”

Words of a BCUHB Staff Member

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Amy’s adorable homemade wishing well encouraged passers-by to make a wish for the NHS. The 7-year-old, from Penrhosgarnedd, made the well to raise money for #TeamIrfon and the COVID-19 appeal. It was a welcome and positive distraction for her community, who loved seeing the well while they were out taking exercise during lockdown.

£200 GREAT JOB!

When siblings Julia (16) and Giovanni (11) became bored of their board games during lockdown, they took the initiative and came up with their own. Their reimagining of the classic Monopoly game – where players compete to buy PPE factories and vaccine labs instead of houses and hotels – was a hit when it was offered as a digital download via the Awyr Las website. Inspired by their mum and dad, both NHS workers, they wanted to raise money to support Adolescent Mental Health Services.

£635 FANTASTIC!

Ethan loves to run. He was missing his PE lessons, so decided to take a leaf out of Captain Tom’s book and do something active to support Awyr Las. He chose to support the charity because his step-mum is a doctor in Wrexham, and he wanted to say thank you for all she did during the pandemic. Aged just 10, Ethan ran a lap around his local marine lake every day for 100 days, finishing on his birthday.

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Dr Fay Harris took part in the 2.6 Challenge by walking 2.6 miles around her village for 10 days, matching the distance of the postponed London marathon. A keen dancer, Dr Harris finished the challenge in style - wearing her brand-new, red-sequined dancing heels.

The grandmother and mum of three was inspired to support the Alaw Cancer Ward at Ysbyty Gwynedd by her 80year-old sister - who has beaten the disease three times - and her daughter, Sally, who has also survived it.

£1,522 BRILLIANT!

Freddie Bennett is an accomplished long distance runner, and even holds a Guinness World Record for the fastest marathon run… dressed as a fisherman! In May, Freddie ran 46 miles – an “Ultra-Marathon” – in his back garden, over a gruelling 13-hour period. Freddie wanted to run to say thank you to all the NHS staff, but particularly his wife, Dr Sarah Moll, who works at the Wrexham Maelor Hospital.

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£2,080
IMPRESSIVE!
----- End of picture text -----

“My wife has been moved from the children’s department to help out during COVID-19 so I’m seeing first-hand what the effect of all this is. Running for 13 hours seems like a lot but it’s only like doing a shift in the hospital saving lives and battling this pandemic.”

Freddie Bennett

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Inspired by his namesake Captain Tom, Tom Williams of Denbigh, aged ninety, walked 90 miles over 90 days during lockdown, raising money to say thank you to the team on Heulwen Ward where he received treatment for cancer between 2016 and 2019.

£3,400 WONDERFUL!

Unable to host their annual mini music festival for Wales and Wrexham FC football fans, The Fat Boar Wrexham and Spirit of ’58 came up with another plan. The team at The Fat Boar organised a raffle and Tim at Spirit of ’58 donated proceeds from special “Thank You NHS” football shirt sales, raising a fantastic amount for the Wrexham Maelor Children’s Ward.

£4,300 SUPERB!

Criccieth’s Dancing Queen, Carys Roberts, staged a 24hour dance marathon to raise money for the COVID-19 appeal. The former Top of the Pops dancer, who has shared a stage with Hot Chocolate, Bananarama and Kool and the Gang, wanted to do something for the NHS after being inspired by the work of her brothers John and Gwyn, both doctors on the COVID-19 frontline.

£4,404 AMAZING!

Garry Stewart and Carl Hagan decided to start filming comedy videos to help their community of Holyhead raise a smile during the darkest days of the pandemic. What they didn’t realise at the time was how much money they would raise for Awyr Las, as well. Their hilarious antics were a real tonic during lockdown and the outpouring of support from their friends, family and neighbours was incredible.

£12,306 OUTSTANDING!

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Volunteering

During the year, there was an influx of offers to volunteer for the Health Board.

The Volunteer Coordination team, along with colleagues from BCUHB’s Workforce & Organisational Development team, worked hard to process, induct, train and place over 2,000 people that came forward to help their NHS.

Volunteers have played an important role during the pandemic, helping NHS staff to do even more for their patients during this difficult period, and supporting services to adapt to new ways of working.

Thank you to everyone who has given their time so generously to help their communities.

Here are just some of the important activities volunteers have been helping with:

George's story

George Manley is just one of the volunteers who signed up to help during the pandemic.

----- Start of picture text -----
Thank you, George!
----- End of picture text -----

“After hearing the national call out for volunteers, I thought there must be something I could do to help. I was in a fortunate position and in good health to give something back to the community. Like many volunteers, my volunteer journey has been hugely enriching. Meeting many wonderful volunteers and BCUHB staff has been a huge pleasure. Volunteering has been incredibly rewarding, it has given many of us the opportunity to offer our valuable work and life skills. Volunteering during these dreadful times has been a wonderful way to contribute in a positive way to benefit our communities; you can make an instant difference to patients’ lives.”

George Manley

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Looking ahead

The charity’s focus for 2021/22 will be on supporting communities as they navigate the ongoing pandemic.

Addressing the long-term impact of COVID-19 will remain a priority. This work will be supported by money distributed by NHS Charities Together under its Stage 3 “Recovery” grant programme, funded by their COVID-19 urgent appeal.

Projects planned for this work stream will focus on building resilient communities.

As well as redoubling the charity’s focus on early intervention, the Awyr Las 2022 – 2025 strategy will provide a roadmap for addressing several key themes that have emerged during the pandemic, including:

The Awyr Las Support Team looks forward with cautious optimism, hopeful that we will soon see the safe return of events and mass participation fundraising.

In the meantime, we are investing in digital and hybrid events.

Pictured: Cronfa Elen runners celebrate together after completing the 2019 Snowdonia Marathon.

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Looking ahead (continued)

The team has placed a focus on digital and hybrid activities that enable BCUHB staff and external supporters alike to be part of something meaningful remotely, such as the One Million Steps challenge, and the Light up Christmas event.

Words from a few of the people who took part in Light up Christmas this year:

This idea brought our family so much joy this Christmas.

A wonderful way to spread some joy and light.

Pictured: The 2,000-bulb "Light up Christmas" display on Bangor Pier.

Light up Christmas 2020 was made possible thanks to the generous support of:

Volunteer support

Additionally, we will seek to build on the relationships made with local individuals who registered as COVID-19 volunteers, supporting them to transition to become regular volunteers within the Health Board, for example, as part of the valued Robins Ward Volunteer Scheme.

“I work long days wearing various types of PPE, so getting fresh air on my days off is so important for both my physical and mental wellbeing. The One Million Steps challenge has helped me achieve this as it makes me go out come rain or shine when I would rather stay in bed - and I feel so much better for it.”

Julie Starling, Advanced Arrhythmia Clinical Nurse Specialist

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Governance

Linked charities

The charity’s registration incorporates a linked charity, the North Wales Cancer Appeal (NWCA). A very active subsidiary, NWCA volunteers work alongside NHS staff in the North Wales Cancer Treatment Centre and raise additional funds for priority projects that benefit patients and families affected by cancer.

Trustee recruitment, appointment and induction

The charity has a sole Corporate Trustee, the Betsi Cadwaladr University Health Board (BCUHB). Whilst BCUHB Members undertake responsibility for the administration of the charity’s funds as part of their tenure of the Board, they do not hold trustee status as individuals.

The Chair and Independent Members of the Health Board are appointed by the Minister for Health and Social Services of the Welsh Government, with the Executive Directors being appointed in accordance with Health Board policy. New members of the Board are provided with appropriate induction and training on behalf of the Executive Director of Finance. Orientation documentation provided for new members includes the previous year's annual reports and financial statements, copies of the charity's governing documents, and relevant Charity Commission publications.

Charity staff

The charity does not directly employ any staff. The day-to-day management of the charity is delegated to the Executive Director of Finance. Members of the Awyr Las Support Team are employed by the Health Board and then recharged to the charity in accordance with the proportion of their time that has been spent on charity work.

Key management personnel remuneration

The trustees have concluded that the Corporate Trustee through the Charitable Funds Committee comprises the key management personnel of the charity as they are in control of directing the charity. The charity does not make any payments for remuneration nor to reimburse expenses to the charity trustees for their work undertaken as trustee. Trustees are required to disclose all relevant interests, register them with the Health Board and withdraw from decisions where a conflict of interest arises. All related party transactions are disclosed in note 2 to the accounts.

The charity's advisors

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The charity's investments

Many of the donations received by the charity cannot be spent right away since they must be accumulated, in order to fund the most pressing and relevant items to improve patient care. As a result, Awyr Las invests these contributions in order to earn income and protect their real-world worth. During the financial year 2020/21, Rothschild Wealth Management Limited was the charity’s investment manager. With effect from 1st April 2021, following a tender exercise, the investment portfolio will be transferred to a new manager, Brewin Dolphin.

Ethical investment framework

The Trustee has adopted an ethical framework for investments, with underlying principles supporting an ethical component of the overall investment strategy.

Investment strategy

This has given direction to the Investment Managers to develop a suitable investment strategy.

The investment strategy is consistent with these ethical principles, whilst affording sufficient flexibility to provide the best balance of risk and reward for the charity.

During the financial year 2020/21, the portfolio was managed in accordance with this agreed strategy.

It is recommended that there is negative exclusion of investment in companies manufacturing and distributing:

Alcoholic products

Tobacco products

Any products which may be considered in conflict with the Health Board’s activities

Investment in companies which have a poor record in human rights and child exploitation and/or which derive their profits from countries with poor human rights records should not be permitted.

In addition, investment in companies that demonstrate compliance with the principles of the Equality Act 2010 should be supported.

Investment performance is monitored by the Charitable Funds Committee at its quarterly meetings. The committee receives reports from the investment managers explaining the portfolio's performance, the level of risk seen and expectations for the future.

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Charitable Funds Committee

Operational responsibility for the administration of the charity is delegated to a Charitable Funds Committee, a committee of the full Health Board.

Purpose

The purpose of Betsi Cadwaladr University Health Board's Charitable Funds

Committee is to make and monitor arrangements for the control and management of the Health Board's Charitable Funds, held within the BCUHB charity, Awyr Las.

All voting members of the Health Board can act as corporate trustees of the charity.

The committee meets quarterly.

Membership

Charitable Funds Committee Membership 2020/21

BCUHB Board Membership 2020/21

A number of changes to Board membership, including interim and acting up arrangements, have occurred during the year and are reflected in the table at Appendix 1.

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Performance

The overall goal of the charity is to benefit staff and patients at Betsi Cadwaladr University Health Board in accordance with the preferences of supporters. The Awyr Las Support Team and the Charitable Funds Committee undertake a number of key activities.

Connecting with staff

To accomplish this goal, the Charity Support Team prioritises actions that promote awareness among Health Board employees, assisting them to learn about fundraising and the money accessible to them from the charity. The team also focuses on simplifying the methods for raising and applying for money, as well as empowering staff to innovate and utilise existing funding (or, in the absence of funding, to proactively raise the necessary monies) to help them to implement their ideas. A particular focus this year has been connecting with staff in different ways, when it has not been possible to do so many in-person activities. The charity has embraced technology, including video conferencing, to stay connected with staff.

Evaluating requests for funding

To ensure that the charity's money is well spent and meets with its objectives, all applications for grants over £5,000 require ratification and/or authorisation from the Charitable Funds Committee (CFC), which is a committee of the full Health Board.*

The Charitable Funds Advisory Group (CFAG) was established at the start of 2016 to provide further scrutiny of applications. The CFAG is a sub-committee of the Charitable Funds Committee. Because of COVID-19, the CFAG was temporarily stood down.

The CFAG has a remit to consider funding applications from £5,000 to £25,000 from general or specific charitable funds. The group has the authority to approve or reject those applications. The decision to approve or reject an application is undertaken on behalf of the Charitable Funds Committee under the charitable funds scheme of delegation.

Membership of the CFAG is varied. Like the CFC, members of the CFAG use their specialist knowledge to make informed decisions on funding, taking into account local needs and organisational priorities.

*Charitable Funds Committee, Betsi Cadwaladr University Health Board. Available: https://bcuhb.nhs.wales/about-us/committees-and-advisory-groups/charitable-funds-committee

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Applying for funding

Applicants must outline their proposed project's outcomes and how they will be measured in order to be considered for funding. They must also show that they have assessed the risks and investigated mitigating factors. All grant applicants must show how their plan would help to reduce health inequalities and promote the Health Board's dementia strategy.

Awyr Las Support Team

To help meet the charity’s objectives, the Awyr Las Support Team has transitioned from working geographically to working thematically. In practice, this guarantees that East, West and Central still have a dedicated point of contact, but that individual members of the team can undertake projects that are more defined, and closely aligned with their skills and experience. Broadly, the specialisms within the team are:

This evolution has enabled the team to be more effective within the current capacity.

The charity’s Support Team continues to streamline its processes and develop relationships with other teams within BCUHB to ensure it can provide the highest possible level of donor care.

Complaints

The Awyr Las Support Team did not uncover any failure to comply with Fundraising Regulation by staff or Awyr Las volunteers in 2020/21. The charity received no official fundraising-related complaints in the past year.

Public benefit

In planning activities for the year and when considering applications for grant funding, the trustees consider the Charity Commission's guidance on public benefit.

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The charity’s grant-making process

Both restricted and unrestricted funds are used to make grants through the charity. These funds are further split into non-designated (general) funds and designated (earmarked) funds.

Authorisation and levels of funding

Projects costing less than £5,000 can be authorised by a Fund Advisor – the colleagues that act as guardians for their designated funds – thus enabling NHS staff to gain prompt access to funding. Because of this, staff can quickly implement their ideas, meaning the tangible positive differences they wish to achieve for their patients or colleagues can be realised almost immediately.

There is a formal application and scrutiny process for requests of £5,000 or more. The Charitable Funds Advisory Group considers requests of between £5,000 to £25,000. Requests for £25,000 or more must be considered by the Charitable Funds Committee. The application process is designed to be accessible, whilst ensuring projects receive rigorous scrutiny to ensure they are robust, innovative, and realistically able meet the objectives set out by the applicant.

Non-designated funds

These funds are given to the charity with no preference expressed by the donor. They are used to fund things that are needed either across the region, or in areas/services that do not have their own fund. The Finance Director - Operational Finance acts as the Fund Advisor on non-designated funds and so can authorise expenditure up to £5,000. Non-designated funds have been decreasing in value significantly over recent years. This is an ongoing challenge for the charity as it limits the things that can be funded where there is no suitable designated fund.

Designated funds

Within Awyr Las, most donations sit in one of the 414 designated funds, which are aligned to specific wards and departments. Every fund has at least one Fund Advisor, who is the authorised signatory on the fund for purchases up to £5,000. Fund Advisors receive monthly statements outlining the income and expenditure on the fund. For all expenditure over £5,000, a scheme of delegation is in place whereby additional approvals are required from the senior team for that area in the Health Board and the Charitable Funds Committee. This ensures that applications are fully reviewed and assessed alongside the objectives of the charity.

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Financial summary

The following figures are taken from the full accounts approved on 20th January 2022, which carry an unqualified audit report.

The accounts should be viewed in full if more details are required. This part of the Trustee’s annual report comments on key features of those accounts.

The full accounts have also been logged with the Charity Commission.

Almost all the charity's income comes from the voluntary efforts of NHS staff and the general public.

----- Start of picture text -----
Income 2020/21
4%
13% Investments
Donations
Other trading
£1,060,000
activities
(fundraising)
Legacy gifts
£934,000
44%
Fundraising
Income from
£318,000 39% Donations
Investments Income from
Legacy Gifts
£89,000
Total income: £2,401,000
----- End of picture text -----

This year, donations generated £1,060,000 - 44% of the charity's total income.

Legacy gifts formed 39% of the charity's income (£934,000).

Fundraising accounted for 13% of the charity’s total income (£318,000).

Investment of funds not immediately required by the charity has generated £89,000 in returns, equating to 4% of Awyr Las' total income.

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Financial health

The assets and liabilities of Awyr Las as at 31st March 2021 are shown below, compared with the position at 31st March 2020. Find further details in the financial statements section.

Balance sheet as at 31 March 2021

Unrestricted Restricted Total Total
funds income funds 31 March 2021 31 March 2020
Note £000 £000 £000 £000
Fixed assets:
Tangible assets 14 150 0 150 135
Investments 15 4,923 5,134 10,057 7,673
Total fixed assets: 5,073 5,134 10,207 7,808
Current assets:
Debtors 16 394 402 796 543
Cash and cash equivalents 17 459 467 926 884
Total current assets: 853 869 1,722 1,427
Liabilities:
Creditors: Amounts falling 18 (602) (607) (1,209) (1,497)
due within one year
Net current assets / (liabilities) 251 262 513 (70)
Total assets less current liabilities 5,324 5,396 10,720 7,738
Creditors: Amounts falling 18 (50) (51) (101) (84)
due after more than one year
Total net assets / (liabilities) 5,274 5,345 10,619 7,654
The funds of the charity:
Restricted income funds 21 0 5,345 5,345 3,841
Unrestricted income funds 21 5,259 0 5,259 3,813
Revaluation reserve 21 15 0 15 0
Total funds 5,274 5,345 10,619 7,654

The notes on pages 43 to 54 form part of these accounts.

Signed: Name: Jackie Hughes (Chair of Trustees) Date: 20th January 2022

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Risk analysis

As part of the Charitable Funds Committee meetings that take place at least four times a year, the trustees consider the major risks facing Awyr Las.

Managing risk

The main risks to the charity are reviewed by the Charitable Funds Committee on a quarterly basis, with the whole risk register being presented and reviewed annually in March. The charity’s Risk Register was most recently reviewed on 16th September 2021 and in available to view here: Bundle Charitable Funds Committee 16 September 2021, page 120 – 139. See below for the full URL.

An individual risk analysis is completed for all Awyr Las events and activities, and for new processes and ways of working introduced by members of the Awyr Las Support Team.

Reserves

Reserves are that part of a charity’s unrestricted income funds which are freely available to spend on any of the charity’s purposes. The reserves policy explains to existing and potential fundraisers, donors and other stakeholders why a charity is holding a particular amount of reserves. A good reserves policy gives confidence to stakeholders that the charity’s finances are being managed and can also provide an indicator of future funding needs.

The reserves policy of a charity must be set out in its Annual Report. It should take into account the charity’s financial circumstances and other relevant factors. It is good practice to keep the reserves policy under review to ensure it meets the changing needs and circumstances of the charity.

Deciding on the level of reserves that a charity needs to hold is an important part of financial management and forward financial planning. Reserves levels which are higher than needed may tie up money unnecessarily. However if reserves are too low then the charity’s solvency and its future activities can be put at risk.

The charity, drawing on Charity Commission guidance and examples of best practice from other charities, has adopted a reserves policy which includes a target level of 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.

One of the charity’s reserves can only be realised by disposing of tangible fixed assets (see page 51, note 14 of the accounts).

https://bcuhb.nhs.wales/about-us/committees-and-advisory-groups/charitable-funds-committee/charitable-fundscommittee/agenda-bundle-cfc-16-9-21-v2-0-public-pdf

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Target level of reserves

To establish the target level of reserves, a number of factors were considered:

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 Team is working on diversifying and broadening the sources of income through identifying new potential donors and raising awareness of the charity in different spheres of influence. This should help provide more security of income; however, there can still be no guaranteed level of income for any year.

The charity’s expenditure is primarily driven by funding approvals awarded by the Charitable Funds Advisory Group and the Charitable Funds Committee. These are entirely within the charity’s control and the level of approvals can be reduced or increased depending on the reserves available.

The charity does have ongoing expenditure arising from the costs of the Fundraising Team and Finance staff, the Investment Manager fee and Audit fees.

The other large influence on the charity’s reserves is fluctuations in the investments, which can rise or fall in value on a monthly basis.

Taking the above into account and using average figures from the last three years’ of audited accounts, the calculation of the target level of reserves is as follows:

The reserves should include one year’s administration costs (support costs, fundraising costs and investment management costs), which would allow the charity to continue to run for this period even if no income was received. The three-year rolling average is £411,000.

To insure against the risk of a large fall in the investments, the reserves should include 25% of the three year rolling average value of the investments. This would allow for a significant fall in value and is based on 2008/09; the investments of the three predecessor charities fell by 26% (note that in 2019/20 they fell by 11%). The amount included in the target is £1,934,000.

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Target level of reserves (continued)

To allow the charity to support larger projects that cannot be paid for with one year’s worth of income and also to allow the Charity to continue to support projects if income was severely reduced, 25% of the grant funded activity expenditure should be included in reserves. Should income cease this would allow the charity to continue to fund projects at its current rate for three months, or at a reduced rate for six months. The three-year rolling average is £543,000.

Based on the above figures, the target level of reserves for the charity is outlined below.

Reserves policy 2020/21

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 £2,888,000. This is based on the following calculation, with average figures taken from the last three years’ of audited accounts:

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.

The available unrestricted reserves as at the 31st December 2020 totalled £4,953,000. Compared to the target level of reserves of £2,888,000, the charity is holding higher reserves than it should be.

The charity’s proposed 2022-25 Charity Strategy should see the charity take steps to bring the amount of reserves it holds into line with the level of reserves identified by the trustees as appropriate given their plans for the future activities of the charity. From this time, the reserves policy will be calculated using forecasted operational and charitable expenditure figures, and the charity plans to increase expenditure rates.

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BETSI CADWALADR UNIVERSITY HEALTH BOARD CHARITY & OTHER RELATED CHARITIES

ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2021

FOREWORD

The accounts (financial statements) have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) second edition issued October 2019 and applies to reporting periods beginning on or after 1 January 2019. This edition consolidates the changes to the Statement of Recommended Practice (SORP) for Update Bulletins 1 and 2, the Charities Act 2011 and changes to UK Generally Accepted Practice since the launch of SORP (FRS102) on 16 July 2014, as it applies for reporting periods beginning on or after 1 January 2015.

STATUTORY BACKGROUND

The Betsi Cadwaladr University Health Board is the corporate trustee of the charity under paragraph 16c of Schedule 2 of the NHS and Community Care Act 1990.

The Trustees have been appointed under s11 of the NHS and Community Care Act 1990.

Awyr Las, the working name of the Betsi Cadwaladr University Health Board Charity and other related Charities, is a registered charity and is constituted under a trust deed dated 23rd September 2010. Within the charity group registration there are two subsidiary charities:

MAIN PURPOSE OF THE FUNDS HELD ON TRUST

The main purpose of the charity is to apply income for any charitable purposes relating to the National Health Service wholly or mainly for the services provided by the Betsi Cadwaladr University Health Board.

AWYR LAS • ACCOUNTS 2020/21

39

Statement of Financial Activities for the year ended 31 March 2021

Restricted Total
Unrestricted Income Funds
funds funds 2020-21
Note £000 £000 £000
Incoming resources from generated funds:
Donations and legacies 3 724 1,270 1,994
Other trading activities 5 312 6 318
Investments 6 53 36 89
Total incoming resources 1,089 1,312 2,401
Expenditure on:
Raising Funds 7 164 97 261
Charitable activities 8 893 620 1,513
Total expenditure 1,057 717 1,774
Net gains / (losses) on investments 15 1,408 915 2,323
Net income / (expenditure) 1,440 1,510 2,950
Transfer between funds 20 6 (6) 0
Other recognised gains / (losses)
Gains / (losses) on revaluation of fixed assets 14 15 0 15
Net movement in funds 1,461 1,504 2,965
Reconciliation of Funds
Total Funds brought forward 21 3,813 3,841 7,654
Total Funds carried forward 5,274 5,345 10,619
Statement of Financial Activities for the year ended 31 March 2020
Incoming resources from generated funds: Unrestricted
funds
£000		 Restricted
Income
funds
£000		 Total
Funds
2019-20
£000
Donations and legacies 3 896 1,227 2,123
Other trading activities 5 324 87 411
Investments 6 57 40 97
Total incoming resources 1,277 1,354 2,631
Expenditure on:
Raising Funds 7 171 109 280
Charitable activities 8 1,257 954 2,211
Total expenditure 1,428 1,063 2,491
Net gains / (losses) on investments 15 (135) (189) (324)
Net income / (expenditure) (286) 102 (184)
Transfer between funds 20 (305) 305 0
Other recognised gains / (losses)
Gains / (losses) on revaluation of fixed assets 14 0 0 0
Net movement in funds (591) 407 (184)
Reconciliation of Funds
Total Funds brought forward 21 4,404 3,434 7,838
Total Funds carried forward 3,813 3,841 7,654

AWYR LAS • ACCOUNTS 2020/21

40

Balance Sheet as at 31 March 2021

Note
Fixed assets:
Tangible assets
14
Investments
15
Total fixed assets
Current assets:
Debtors
16
Cash and cash equivalents
17
Total current assets
Liabilities:
Creditors: Amounts falling due within one year
18
Net current assets / (liabilities)
Total assets less current liabilities
Creditors: Amounts falling due after more than 18
one year
Total net assets / (liabilities)
The funds of the charity:
Restricted income funds
21
Unrestricted income funds
21
Revaluation reserve
21
Total funds		 Unrestricted
funds
£000
150
4,923
5,073
394
459
853
(602)
251
5,324
(50)
5,274
0
5,259
15
5,274		 Restricted
Income
funds
£000
0
5,134
5,134
402
467
869
(607)
262
5,396
(51)
5,345
5,345
0
0
5,345		 Total
31 March
2021
£000
150
10,057
10,207
796
926
1,722
(1,209)
513
10,720
(101)
10,619
5,345
5,259
15
10,619		 Total
31 March
2020
£000
135
7,673
7,808
543
884
1,427
(1,497)
(70)
7,738
(84)
7,654
3,841
3,813
0
7,654

The notes on pages 43 to 54 form part of these accounts

Signed :

Name : Jackie Hughes (Chair of Trustees)

Date : 20th January 2022

AWYR LAS • ACCOUNTS 2020/21

41

Statement of Cash Flows for the year ending 31 March 2021

Note
Cash flows from operating activities:
Net cash provided by (used in) operating activities
19
Cash flows from investing activities:
Dividend, interest and rents from investments
6
Proceeds from the sale of investments
15
Purchase of investments
15
(Increase) / decrease in cash awaiting investment
15
Net cash provided by (used in) investing activities
Change in cash and cash equivalents in the
reporting period
Cash and cash equivalents at the beginning of the
17
reporting period
Cash and cash equivalents at the end of the
17
reporting period		 Total
Funds
2020-21
£000
14
89
959
(760)
(260)
28
42
884
926		 Total
Funds
2019-20
£000
(88)
97
1,528
(1,378)
(185)
62
(26)
910
884

AWYR LAS • ACCOUNTS 2020/21

42

Note on the accounts

1 Accounting Policies

The financial statements have been prepared under the historic cost convention, with the exception of investments which are included at fair value.

The accounts (financial statements) have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) second edition issued October 2019 and applies to reporting periods beginning on or after 1 January 2019. This edition consolidates the changes to the Statement of Recommended Practice (SORP) for Update Bulletins 1 and 2, the Charities Act 2011 and changes to UK Generally Accepted Practice since the launch of SORP (FRS102) on 16 July 2014, as it applies for reporting periods beginning on or after 1 January 2015.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and as amended in the second edition issued October 2019.

The Trustees consider that there are no material uncertainties about the Charity's ability to continue as a going concern. There are no material uncertainties affecting the current year’s accounts.

In future years, the key risks to the Charity are a fall in income from donations or investment income but the trustees have arrangements in place to mitigate those risks (see the risk management and reserves sections of the annual report for more information).

The Charity meets the definition of a public benefit entity under FRS 102.

(b) Funds structure

Where there is a legal restriction on the purpose to which a fund may be put, the fund is classified either as:

Restricted funds are those where the donor has provided for the donation to be spent in furtherance of a specified charitable purpose. The Charity’s restricted funds tend to result from appeals or legacies for specified purposes.

Endowment funds arise when the donor has expressly provided that the gift is to be invested and only the income of the fund may be spent. These funds are sub-analysed between those where the Trustees have the discretion to spend the capital (expendable endowment) and those where there is no discretion to expend the capital (permanent endowment). The charity has no permanent or expendable endowment funds.

Those funds which are neither endowment nor restricted income funds, are unrestricted income funds which are sub-analysed between designated (earmarked) funds where the Trustees have set aside amounts to be used for specific purposes or which reflect the non-binding wishes of donors and unrestricted funds which are at the Trustees’ discretion, including the general fund which represents the charity’s reserves. The major funds held in each of these categories are disclosed in note 21.

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43

Income consists of donations, legacies, income from charitable activities and investment income.

Donations are accounted for when received by the charity. All other income is recognised once the charity has entitlement to the resources, it is probable (more likely than not) that the resources will be received and the monetary value of incoming resources can be measured with sufficient reliability.

Where there are terms or conditions attached to incoming resources, particularly grants, then these terms or conditions must be met before the income is recognised as the entitlement condition will not be satisfied until that point. Where terms or conditions have not been met or uncertainty exists as to whether they can be met then the relevant income is not recognised in the year and deferred and shown on the balance sheet as deferred income.

Legacies are accounted for as incoming resources either upon receipt or where the receipt of the legacy is probable, whichever falls sooner.

Receipt is probable when:

been granted

If there is uncertainty as to the amount of the legacy and it cannot be reliably estimated then the legacy is shown as a contingent asset until all of the conditions for income recognition are met.

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to each category of expense shown in the Statement of Financial Activities. Expenditure is recognised when the following criteria are met:

in settlement

Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

Grants payable are payments made to linked, related party or third party NHS bodies and non NHS bodies, in furtherance of the charitable objectives of the funds held on trust, primarily relief of those who are sick.

Grant payments are recognised as expenditure when the conditions for their payment have been met or where there is a constructive obligation to make a payment.

A constructive obligation arises when:

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44

The Trustees have control over the amount and timing of grant payments and consequently where approval has been given by the Trustees and any of the above criteria have been met then a liability is recognised.

Grants are not usually awarded with conditions attached. However, when they are those conditions have to be met before the liability is recognised.

Where an intention has not been communicated, then no expenditure is recognised but an appropriate designation is made in the appropriate fund. If a grant has been offered but there is uncertainty as to whether it will be accepted or whether conditions will be met then no liability is recognised but a contingent liability is disclosed.

Support costs are those costs which do not relate directly to a single activity. These include staff costs, costs of administration, internal and external audit costs. Support costs have been apportioned between fundraising costs and charitable activities on an appropriate basis. The analysis of support costs and the bases of apportionment applied are shown in note 11.

(h) Fundraising costs

The costs of generating funds are those costs attributable to generating income for the charity, other than those costs incurred in undertaking charitable activities or the costs incurred in undertaking trading activities in furtherance of the charity’s objects. The costs of generating funds represent fundraising costs together with investment management fees. Fundraising costs include expenses for fundraising activities and a fee paid to a related party, the Health Board, under a fundraising agreement. The fee is used to pay the salaries and overhead costs of the Health Boards' fundraising office.

Costs of charitable activities comprise all costs incurred in the pursuit of the charitable objects of the charity. These costs, where not wholly attributable, are apportioned between the categories of charitable expenditure in addition to the direct costs. The total costs of each category of charitable expenditure include an apportionment of support costs as shown in note 8.

Tangible fixed assets are stated at cost less accumulated depreciation and accumulated impairment losses. Cost includes the original purchase price (or value of the asset on a full replacement cost basis if donated), costs directly attributable to bringing the asset to its working condition for its intended use, dismantling and restoration costs. Tangible fixed assets are capitalised if they are capable of being used for more than one year and have a cost equal to or greater than £5,000.

Land is stated at open market value. Valuations are carried out by a professional valuer at least every five years with an impairment review undertaken in all other years. No depreciation is applied to land.

Tangible fixed assets are derecognised on disposal or when no future economic benefits are expected. On disposal, the difference between the net disposal proceeds and the carrying amount is recognised in the Statement of Financial Activities (SoFA).

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Investments are a form of basic financial instrument. Fixed asset investments are initially recognised at their transaction value and are subsequently measured at their fair value (market value) at the balance sheet date. The Statement of Financial Activities includes the net gains and losses arising on revaluation and disposals throughout the year.

The main form of financial risk faced by the charity is that of volatility in equity markets and other investment markets due to wider economic conditions, the attitude of investors to investment risk and changes in sentiment concerning equities and within particular sectors. Further information on the charity's investments can be found in note 15.

Debtors are amounts owed to the charity. They are measured on the basis of their recoverable amount.

Cash at bank and in hand is held to meet the day to day running costs of the Charity as they fall due. Cash equivalents are short term, highly liquid investments, usually in notice interest bearing savings accounts.

Creditors are amounts owed by the Charity. They are measured at the amount that the Charity expects to have to pay to settle the debt.

Amounts which are owed in more than a year are shown as long term creditors.

All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and opening carrying value (purchase date if later). Unrealised gains and losses are calculated as the difference between the closing and opening carrying values, adjusted for purchases and sales.

2. Related party transactions

During the year none of the Trustee's Representatives or members of the key management staff or their close relatives have undertaken any material transactions with the Betsi Cadwaladr University Health Board Charitable Funds.

Board Members (and other senior staff) take decisions both on Charity and Exchequer matters but endeavour to keep the interests of each discrete and do not seek to benefit personally from such decisions. Declarations of personal interest have been made in both capacities and are available to be inspected by the public.

The Charity has made grant payments for revenue and capital to the Betsi Cadwaladr University Health Board. Such payments are for specific items which are in furtherance of the Charity's objectives. The Betsi Cadwaladr University Health Board prepares its accounts in accordance with the Government Financial Reporting Manual (FReM) and International Financial Reporting Standards (IFRS), whereas the Charity prepares its accounts in accordance with FRS 102. The Charity, therefore, recognises a constructive obligation when it awards a grant, whereas the Health Board recognises it when the grant is received. This creates a timing issue as the Charity recognises expenditure before the Health Board does. A number of the Health Board's members have declared interests in related parties as follows:

In its accounts and under FRS 102, the Charity recognises that it has made grant payments to the Betsi Cadwaladr University Health Board totalling £1.41 million (2019-20: £2.11 million). Under the FReM and IFRS, grant payments to the Betsi Cadwaladr University Health Board totalled £1.82 million (2019-20: £2.18 million). The Charity reported liabilities of £0.19m with the Health Board as at 31st March 2021 (2019-20: £0.14m).

The audited accounts of the Betsi Cadwaladr University Health Board are included in their annual report and accounts and are available from their website.

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46

A number of the Health Board's members have declared interests in related parties as follows:

----- Start of picture text -----
Name Details of positions held during the Details of interest declared
financial year
Directors/Executive Directors
S Dean Interim Chief Executive (01.04.2020 - Seconded civil servant employed by Welsh Government.
31.08.2020)
A Guha Acting Executive Medical Director Chair of the Wirral Association, that promotes the culture and heritage of people of Asian
(01.10.2020 - 31.3.2021) heritage. The Charity also works with the community at large.
Sits on a number of key committees at Health Technology Assessment Wales, All Wales Medical
Strategy Group and Health Education and Improvement Wales.
L Singleton Acting Associate Board Member Husband is the owner of Gwynedd Forklifts and GFL Access.
Director of Mental Health & Learning
Disabilities
D Sharp Acting Board Secretary (01.04.2020 - Partner is employed by Mold Town Council as Town Clerk and Financial Officer.
10.01.2021)
A Thomas Executive Director of Therapies and Spouse is employed by Boots UK as an Accuracy Checking Technician.
Health Sciences Son is employed by Betsi Cadwaladr University Health Board.
Independent Board Members
M Polin OBE QPM Chair Spouse employed by Betsi Cadwaladr University Health Board as a health visitor.
L Reid Independent Member and Vice Chair Committee Chair for the Primary Care Appeals Services of NHS Resolution.
Employed by Regulatory Body, Care Quality Commission as a Special Advisor.
Justice of the Peace for HMCTS, North Wales Central.
Director of Anakrisis Ltd which provides specialist training and advisory services to NHS England.
Married to a GP in Denbighshire.
Prof N Callow Independent Member Pro Vice-Chancellor Learning and Teaching and Head of College of Human Sciences, Bangor
University.
Cllr C Carlisle Independent Member County Councillor, Conwy County Borough Council.
Cabinet member for Children, Families and Safeguarding, Conwy County Borough Council.
Member of the Child Adoption Panel, Conwy County Borough Council.
J Cunliffe Independent Member Director of Abernet Ltd.
Member of the Joint Audit Committee, North Wales Police and Crime Commissioner.
J F Hughes Independent Member One daughter is employed by the Designed to Smile service in the Health Board.
One daughter is employed by District Nursing Teams in the Health Board.
One daughter is employed by WRVS based in Ysbyty Gwynedd.
Cllr R Medwyn Hughes Independent Member Director of Meditel Limited.
Local authority member, Gwynedd County Councillor.
Member of the Care Scrutiny Committee and Audit and Governance Committee at Gwynedd
County Council.
Bangor City Councillor.
H E Jones Independent Member Member of Gwynedd Pension Board.
Justice of the Peace for North West Wales Bench.
Member of Adra (Tai) Cyfyngedig/ Housing.
L Meadows Independent Member Trustee of Wirral Hospice St Johns, in a voluntary capacity.
L Tomos CBE Independent Member Trustee and Board Member, Books Council of Wales.
H Wilkinson Independent Member (01.04.2020 - Chief Executive, Denbighshire Voluntary Services Council.
23.11.2020) Wales Committee member of the National Lottery Community Fund.
Associate Board Members
M Edwards Associate Board Member Corporate Director and Statutory Director of Social Services at Gwynedd Council.
Lead Director for ADSS Cymru on the Welsh Language.
Member of the Welsh Language Partnership Board.
Chair of the Regional Integrated Commissioning Board.
Member of the Regional Partnership Board.
G Evans Associate Board Member Member of the Welsh Therapy Advisory Committee (WTAC).
Member of the National Joint Professional Advisory Committee.
Spouse is employed by the Health Board.
F Williams Associate Board Member Chief Executive of Adra (Tai) Cyfyngedig / Housing Association.
Material transactions between the Charity Expenditure Amounts Income Amounts
and related parties disclosed during with owed to from owed by
2020-21 were as follows: related party related party related party related party
£000 £000 £000 £000
Bangor University 44 32 0 0
Cyngor Gwynedd/Gwynedd County Council 6 5 0 0
Conwy County Borough Council 1 0 0 0
----- End of picture text -----

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47

3. Income from donations and legacies

Donations
Legacies		 Unrestricted
funds
£000
724
0
724		 Restricted
Income
funds
£000
336
934
1,270		 Total
2020-21
£000
1,060
934
1,994		 Total
2019-20
£000
929
1,194
2,123

4. Role of volunteers

Like all charities, the Betsi Cadwaladr University Health Board Charity is reliant on a team of volunteers for our smooth running. Our volunteers perform two roles:

● Fund advisors – Within the Charity there are 414 (2019-20: 397) designated funds which are identified to specific areas and/or services. Every fund has at least one fund advisor, who acts as the authorised signatory on the fund for purchases up to £5,000 and receives monthly statements as to the income and expenditure on the fund. Fund advisors are responsible for ensuring that the expenditure they authorise from their funds is appropriate and fits in with the objects of the fund and the Charity. They are also responsible for ensuring that their designated fund is never in a deficit position.

● Fundraisers – A number of volunteers actively support the Charity by running events such as coffee mornings, sponsored walks and sports tournaments, as well as supporting events directly organised by the charity.

In accordance with the SORP, due to the absence of any reliable measurement basis, the contribution of these volunteers is not recognised in the accounts.

5. Other trading activities

Income from other trading activities arises from fundraising events that are organised by the Charity, or by volunteers in aid of the Charity. These include events such as coffee mornings, cake bakes, sporting challenges and sponsored walks. The Charity generated £318,000 income from other trading activities during the financial year (2019-20 £411,000).

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48

6. Gross investment income

Fixed asset equity and similar investments
Short term investments, deposits and cash
on deposit
nalysis of expenditure on raising funds
Fundraising office
Fundraising events
Investment management
Support costs		 Unrestricted
funds
£000
53
0
53
Unrestricted
funds
£000
122
20
13
9
164		 Restricted
Income
funds
£000
36
0
36
Restricted
Income
funds
£000
79
0
9
9
97		 Total
2020-21
£000
89
0
89
Total
2020-21
£000
201
20
22
18
261		 Total
2019-20
£000
96
1
97
Total
2019-20
£000
179
38
50
13
280

7. Analysis of expenditure on raising funds

8. Analysis of expenditure on charitable activity

Grant funded
activity
£000
Grants for NHS Capital expenditure
47
Staff education and welfare (including gift in kind)
421
Patient education and welfare
797
Medical research
142
1,407		 Support
costs
£000
27
29
41
9
106		 Total
2020-21
£000
74
450
838
151
1,513		 Total
2019-20
£000
507
611
1,011
82
2,211

Gifts in kind worth £134,648 were received and used for the benefit of staff.

9. Analysis of grants

The Charity does not make grants to individuals. All grants are made to the Betsi Cadwaladr University Health Board to provide for the care of NHS patients in furtherance of our charitable aims. The total cost of making grants, including support costs, is disclosed on the face of the Statement of Financial Activities and the actual funds spent on each category of charitable activity, is disclosed in note 8.

The Trustees operate a scheme of delegation for the charitable funds, under which fund advisors manage the day to day disbursements on their projects, in accordance with the directions set out by the Trustees in the Charity Standing Financial Instructions. Funds managed under the scheme of delegation represent ongoing activities and it is not possible to segment these activities into discrete individual grant awards. The Trustees do make grant awards based on invited applications from the Betsi Cadwaladr University Health Board.

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49

10. Movements in funding commitments

Opening balance at 1 April (see note 18)
Increase / (decrease) in liabilities
Closing balance at 31 March (see note 18)		 Current
liabilities
£000
1,277
(368)
909		 Non-current
liabilities
£000
84
17
101		 Total
31 March
2021
£000
1,361
(351)
1,010		 Total
31 March
2020
£000
919
442
1,361

As described in notes 8 and 9, the charity awards a number of grants in the year. Many grants are awarded and paid out in the same financial year. However, some grants, especially those relating to research and development or for funding specific posts are multi-year grants paid over a longer period.

11. Allocation of support costs

Governance costs are those support costs which relate to the strategic and day to day management of a charity.

Support and overhead costs are allocated between fundraising activities and charitable activities based on the proportion of expenditure incurred against them both during the year. These support and overhead costs are then further allocated to unrestricted and restricted funds based on the balance held in these funds.

Governance
External audit
Finance and administration
Total governance
Finance and administration
Other costs
Raising funds
Charitable activities		 Raising
funds
£000
3
8
11
6
1
18
Unrestricted
funds
£000
9
53
62		 Charitable
activities
£000
17
47
64
35
7
106
Restricted
Income
funds
£000
9
53
62		 Total
2020-21
£000
20
55
75
41
8
124
Total
Funds
2020-21
£000
18
106
124		 Total
2019-20
£000
10
50
60
46
8
114
Total
Funds
2019-20
£000
13
101
114

12. Trustees' remuneration, benefits and expenses

The Charity does not make any payments for remuneration nor to reimburse expenses to the Charity Trustees for their work undertaken as Trustees.

13. Auditors remuneration

The auditors remuneration of £20,180 (2019-20: £10,250) related solely to the audit of the statutory annual report and accounts.

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50

14. Tangible fixed assets

Cost and valuation
Balance brought forward
Additions
Revaluations
Disposals
Balance at 31 March
Depreciation and impairments
Balance brought forward
Disposals
Impairment
Balance at 31 March
Net book value at 1 April
Net book value at 31 March		 Freehold land
2020-21
£000
135
0
15
0
150
0
0
0
0
135
150		 Freehold land
2019-20
£000
135
0
0
0
135
0
0
0
0
135
135

During 2017-18, a piece of land located in Porthmadog was donated to the charity, for the benefit of the Madog Community & Hospital fund. The charity undertook an independent and professional valuation of the land as at 31 March 2021, which was conducted by the District Valuer, in accordance with the Statement of Recommended Practice. The valuation resulted in an increase of £15,000 in the open market value of the land. The charity intends to dispose of the land on the open market.

15. Fixed asset investments

Movement in fixed assets investments

Market value brought forward
Add: additions to investments at cost
Less disposals at carrying value
Increase / (decrease) in cash awaiting investment
Add net gain / (loss) on revaluation
Market value as at 31 March		 Total
2020-21
£000
7,673
760
(959)
260
2,323
10,057		 Total
2019-20
£000
7,962
1,378
(1,528)
185
(324)
7,673

All investments are carried at their fair value.

All of the Charity’s investments are held within a portfolio managed by Rothschild Wealth Management Limited. The key objective of the portfolio is to preserve and grow the investments' value in real terms, in order to continue to support charitable distributions over the long term. In order to meet this objective, the Trustees have agreed on a 'balanced' approach for the investment strategy. 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.

In line with this investment strategy, at 31 March 2021 the portfolio had a 71% (2019-20: 66%) allocation to return assets. Return assets are expected to drive long-term performance but are also likely to be volatile over shorter periods. In addition, the portfolio held a 29% (2019-20:34%) allocation to diversifying assets. These assets are included to provide real diversification and protection in difficult market conditions. Overall, the portfolios remain relatively defensively positioned. This approach provides protection on the downside, but allows the addition of return assets opportunistically, taking advantage of attractive prices particularly during market turbulence.

Although the COVID-19 pandemic has continued during the year, the stock market recovered reflecting the net gain on revaluation. The diversifying assets held in the portfolio meant that the loss suffered in the previous year was not as severe, nor the gain experienced as great, as that seen by the stock market as a whole.

The environment for investors remains challenging and fraught with risks. In managing our portfolios, Rothschild Wealth Management Limited assess these risks and the potential impact they will have on the portfolio on an on-going basis. They also adjust investments to make the most of opportunities and to protect against risks as they see them. Risks promote uncertainty and make markets unpredictable over short periods. A solid allocation to diversifying assets and portfolio protection has therefore been maintained, resulting in risk within the portfolio being considerably lower than the broader equity markets.

With effect from 1 April 2021, following a tender exercise, the investment portfolio will be transferred to a new manager, Brewin Dolphin.

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51

16. Analysis of current debtors

Debtors under 1 year
Accrued income
Prepayments
Other debtors		 Total
31 March
2021
£000
791
0
5
796		 Total
31 March
2020
£000
537
2
4
543

17. Analysis of cash and cash equivalents

Cash in hand Total
31 March
2021
£000
926
926		 Total
31 March
2020
£000
884
884

No cash or cash equivalents or current asset investments were held in non-cash investments or outside of the UK.

18. Analysis of liabilities

Creditors under 1 year
Trade creditors
Creditors owed to Betsi Cadwaladr University Health Board
Accruals for grants owed to NHS bodies
Other accruals
Creditors over 1 year
Accruals for grants owed to NHS bodies
Total creditors		 Total
31 March
2021
£000
61
194
909
45
1,209
101
101
1,310		 Total
31 March
2020
£000
42
144
1,277
34
1,497
84
84
1,581

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52

19. Reconciliation of net income / expenditure to net cash flow from operating activities

----- Start of picture text -----
Total Total
2020-21 2019-20
£000 £000
Net income / (expenditure) (per Statement of 2,950 (184)
Financial Activities)
Adjustment for:
(Gains) / losses on investments (2,323) 324
Dividends, interest and rents from investments (89) (97)
Donated fixed assets 0 0
(Increase) / decrease in debtors (253) (191)
Increase / (decrease) in creditors (271) 60
Net cash provided by (used in) operating activities 14 (88)
----- End of picture text -----

20. Transfer between funds

There have been the following transfers between material designated funds:

● £2,000 was transferred from Elen Merion Fund (restricted) to the ITU Ward, Wrexham Maelor Fund (unrestricted) to fund a contribution towrads LED sky lights in ITU.

● £4,000 was transferred from Elen Merion Fund (restricted) to the Critical Care Garden, Wrexham Maelor Fund (unrestricted) to fund a contribution towards a garden for critical care patients and staff.

21. Analysis of funds

a. Analysis of restricted fund movements

Balance
1 April
2020
£000
BCU Legacies Fund
371
Ysbyty Gwynedd General Purposes
537
Cancer Charitable Fund - Glan Clwyd
231
North Wales Cancer Centre Appeal
363
General Fund - Glan Clwyd
290
Wrexham Medical Institute
274
LLandudno General Purposes
203
Wrexham Maelor General Fund
166
Leukaemia/Allied Blood Disease - YMW
166
Cardiology Fund - East
179
Ruthin Community Hospital General Purpos
0
Ophthalmic Unit - H M Stanley
0
Pathology Leukaemia/Haematology - Glan
110
Renal Unit - YG
3
Oncology Fund - Glan Clwyd
95
Other Funds
853
3,841		 Income
£000
326
4
165
20
3
2
2
2
2
2
166
129
1
105
1
382
1,312		 Expenditure
£000
0
(18)
(61)
(14)
(10)
(9)
(7)
(6)
(6)
(35)
(5)
0
(3)
(4)
(11)
(528)
(717)		 Transfers
£000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
(6)
(6)		 Gains
and
(losses)
£000
0
113
137
89
64
57
42
38
35
41
18
10
23
5
21
222
915		 Balance
31 March
2021
£000
697
636
472
458
347
324
240
200
197
187
179
139
131
109
106
923
5,345

The objects of each of the restricted funds are to benefit the patients of the area, department or service stated in the funds' name, in accordance with the Charity's overall objectives. There is one fund listed above that is not aligned to a specific area:

● The BCU Legacies fund holds the accruals for legacies where probate has been granted, but we have not yet received the cash. This fund is used to protect the designated funds from fluctuations in the final legacy received. When the legacy is received it will be credited to the designated fund specified in the Will and the accrual will be reversed out from the BCU Legacies fund.

The Trustees have set an opening or closing balance of £100,000 or above as the threshold for the separate reporting of material designated funds. In the interests of accountability and transparency a complete breakdown of all such funds is available upon written request.

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53

b. Analysis of unrestricted and material designated fund movements

----- Start of picture text -----
|||||||| |---|---|---|---|---|---|---| |Balance|Gains|Balance| |1 April|Income|Expenditure|Transfers|and|31 March| |2020|(losses)|2021| |£000|£000|£000|£000|£000|£000| |Cancer Support Group - YMW|339|32|2|0|0|373| |Cardiology Department Central - Patients Fun|123|3|(4)|0|0|122| |Cancer Charitable Fund - Glan Clwyd|705|41|0|0|0|746| |Madog Community & Hospital Fund - Land|135|0|0|0|15|150| |Janet Jones (Alaw) - YG|582|82|0|0|0|664| |Gynae Services - West|108|0|0|0|0|108| |General Funds - West|131|1|0|0|0|132| |General Funds - Llandudno|130|1|0|0|0|131| |General Funds - Investment Gains / Losses|332|0|0|0|1,408|1,740| |Other Funds|1,228|929|(1,055)|6|0|1,108| |3,813|1,089|(1,057)|6|1,423|5,274|

----- End of picture text -----

The objects of each of the unrestricted funds are to benefit the patients of the area, department or service stated in the funds' name, in accordance with the Charity's overall objectives. There is one fund listed above that is not aligned to a specific area:

● The Investment Gains fund holds the unallocated and unrealised gains and losses on the investment portfolio. This fund is used to protect the other designated funds from fluctuations in the investment values.

The General Funds include all donations for which a donor has not expressed any preference as to how the funds shall be spent. These funds are applied for any charitable purpose to the benefit of the patients of the Health Board, at the discretion of the Trustees.

The Trustees have set an opening or closing balance of £100,000 or above as the threshold for the separate reporting of material designated funds. In the interests of accountability and transparency a complete breakdown of all such funds is available upon written request.

The Revaluation Reserve is below £100,000 and so is included in Other Funds.

22. Post balance sheet events

The accounting statements are required to reflect conditions applying at the end of the financial year and no adjustments have therefore been made in respect of changes to the market value of investments following the end of the accounting period.

The Charity receives a quarterly portfolio report from its investment managers and the market value of investments held by the Charity increased by £599,000 to the end of September 2021, as detailed below:

----- Start of picture text -----
|||||| |---|---|---|---|---| |31 March|30 Sept| |2021|2021|Movement|Movement| |£000|£000|£000|%| |Investments|10,057|10,656|599|5.96%|

----- End of picture text -----

The charity was notified at the end of March 2021 of potential funding from NHS Charities in response to the COVID-19 pandemic, however the sum to be received was not disclosed at this point. £164,500 was received in the first quarter of 2021-22.

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Statement of the Trustee's Finance Representative's Responsibilities

As the Trustee's Finance Representative for the Charity, I am responsible for:

In fulfilment of these responsibilities I confirm that the financial statements set out on pages 1 to 16 attached have been compiled from and are in accordance with the financial records maintained by the Trustee and with applicable accounting standards and policies for the NHS.

Sue Hill

Trustee's Finance Representative

20th January 2022

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Statement of the Trustee's Responsibilities in Respect of the Accounts

The Trustee's Representatives are required under the Charities Act 2011 to prepare accounts for each financial year. The Welsh Government, with the approval of HM Treasury, directs that these accounts give a true and fair view of the financial position of the Charity. In preparing those accounts, the Trustee's Representatives are required to:

The Trustee's Representatives confirm that they have complied with the above requirements in preparing the accounts.

The Trustee's Representatives are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the accounts comply with requirements outlined in the above mentioned direction by the Welsh Government. They are also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

By order of the Trustees

Jackie Hughes

Trustee's Representative 20th January 2022

Sue Hill

Trustee's Finance Representative 20th January 2022

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The independent auditor’s report of the Auditor General for Wales to the trustees of the Betsi Cadwaladr University Health Board Charity.

Opinion on financial statements

I have audited the financial statements of the Betsi Cadwaladr University Health Board Charity for the year ended 31 March 2021 under the Charities Act 2011. These comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cash Flows, and relates notes including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standards applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In my opinion the financial statements:

Basis of opinion

I conducted my audit in accordance with applicable law and International Standards on Auditing in the UK (ISAs (UK)) and Practice Note 10 ‘Audit of Financial Statements of Public Sector Entities in the United Kingdom’. My responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of my report. I am independent of the charity in accordance with the ethical requirements that are relevant to my audit of the financial statements in the UK including the Financial Reporting Council’s Ethical Standard, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Conclusions relating to going concern

In auditing the financial statements, I have concluded that the use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work I have performed, I have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the body’s ability to continue to adopt the going concern basis of accounting for a period of at least 12 months from when the financial statements are authorised for issue.

My responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Other information

The other information comprises the information included in the annual report other than the financial statements and my auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. My opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in my report, I do not express any form of assurance conclusion thereon.

My responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If I identify such material inconsistencies or apparent material misstatements, I am required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact.

I have nothing to report in this regard.

Report on other requirements

Matters on which I report by exception

I have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require me to report to you if, in my opinion:

• the information given in the financial statements is inconsistent in any material respect with the trustees’ report;

Responsibilities

Responsibilities of the trustees for the financial statements

As explained more fully in the statement of trustee’s responsibilities, the trustees are responsible for preparing the financial statements in accordance with the Charities Act 2011, for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting unless deemed inappropriate.

Auditor’s responsibilities for the audit of the financial statements

I have been appointed as auditor under section 150 of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act.

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My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. I design procedures in line with my responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud.

My procedures included the following:

• Enquiring of management and those charged with governance, including obtaining and reviewing supporting documentation relating to the Betsi Cadwaladr University Health Board Charity’s policies and procedures concerned with:

• Considering as an audit team how and where fraud might occur in the financial statements and any potential indicators of fraud. As part of this discussion, I identified potential for fraud in the posting of unusual journals.

• Obtaining an understanding of the Betsi Cadwaladr University Health Board Charity’s framework of authority as well as other legal and regulatory frameworks that the Betsi Cadwaladr University Health Board Charity operates in, focusing on those laws and regulations that had a direct effect on the financial statements or that had a fundamental effect on the operations of the Charity.

In addition to the above, my procedures to respond to identified risks included the following:

• reviewing the financial statement disclosures and testing to supporting documentation to assess compliance with relevant laws and regulations discussed above;

• in addressing the risk of fraud through management override of controls, testing the appropriateness of journal entries and other adjustments; assessing whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluating the business rationale of any significant transactions that are unusual or outside the normal course of business.

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I also communicated relevant identified laws and regulations and potential fraud risks to all the audit team and remained alert to any indications of fraud or non-compliance with laws and regulations throughout the audit.

The extent to which my procedures are capable of detecting irregularities, including fraud, is affected by the inherent difficulty in detecting irregularities, the effectiveness of the Betsi Cadwaladr University Health Board Charity’s controls, and the nature, timing and extent of the audit procedures performed.

A further description of the auditor’s responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website www.frc.org.uk/auditorsresponsibilities. This description forms part of my auditor’s report.

Adrian Crompton Auditor General for Wales Date: 21 January 2022

24 Cathedral Road Cardiff CF11 9LJ

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Appendix 1: BCUHB Board Membership 2020/21

----- Start of picture text -----
Area of expertise
Name Position / representation Board committee membership Champion roles
role
Chair of the
Board; Chair
Remuneration and
Terms of Service
Mark Polin Chairman
Committee; Chair
Finance and
Performance
Committee
Board Member; Chair Quality, Safety
Independent Community; and Experience Committee; Chair Mental
Lucy Reid Member; Vice Primary Care & Health Act Committee; Member Concerns
Chair Mental Health Remuneration and Terms of Service
Committee wef 22.6.20
Board Member; Acting Chair Strategy,
Partnerships and Population Health Nutrition; Cleaning,
Independent
Lyn Meadows Community Committee; Vice Chair Audit Committee; Hygiene and Infection
Member
Vice Chair Quality, Safety and Experience Management
Committee
Board Member; Member Quality, Safety
Independent and Experience Committee; Member Carers; Children and
Cheryl Carlisle Community
Member Mental Health Act Committee; Member Young People
Charitable Funds Committee
----- End of picture text -----

----- Start of picture text -----
Board Member; Chair Audit Committee;
Vice Chair Remuneration and Terms of Patient and Public
Medwyn Independent
Local Authority Service Committee; Member Digital & Involvement; Welsh
Hughes Member
Information Governance Committee wef language
23.12.19
Board Member; Member Digital &
Independent Information Governance Committee;
Nichola Callow University
Member Member Strategy, Partnerships and
Population Health
Independent
Board Member; Vice Chair Strategy,
Member to
Partnerships and Population Health
23.11.20 (includes
Helen Wilkinson Third Sector Committee; Member Finance and Veterans
a period of
Performance Committee; Member
voluntary leave
Charitable Funds Committee
of absence)
Board Member; Member Audit
Committee; Member Remuneration and
Terms of Service Committee; Member
Independent Violence and
Jackie Hughes Trade Union Quality, Safety and Experience
Member Aggression; Equality
Committee; Chair Charitable Funds
Committee; Ex Officio Local Partnership
Forum
Board Member; Chair Digital &
Information Governance Committee; Vice
Independent Chair Finance and Performance
John Cunliffe Community
Member Committee; Member Strategy,
Partnerships and Population Health
Committee
Independent Board Member; Member Finance and
Eifion Jones Community
Member Performance Committee; Member
----- End of picture text -----

Mental Health Act Committee; Member
AuditCommittee
Linda Tomos Independent
Member wef
10.11.20		 Community Board Member; Member Finance and
Performance Committee; Member
Strategy, Partnerships and Population
Health Committee; Member Charitable
Funds Committee
Simon Dean Interim Chief
Executive to
31.8.20		 Board Member; In attendance
Remuneration and Terms of Service
Committee; In attendance Audit
Committee (at least annually); Joint Chair
/ Member, Local Partnership Forum; By
invitation Finance and Performance
Committee
Gill Harris Acting Chief
Executive wef
1.9.20to 31.12.20		 As above, except: In attendance Finance
and Performance Committee wef 17.9.20
Executive
Director Nursing
and Midwifery /
Deputy Chief
Executive wef
1.4.20 to 31.8.20 &
wef 1.1.21		 Board Member; Lead Director / In
attendance Quality, Safety and
Experience Committee; Member Local
Partnership Forum; In attendance Mental
Health Act Committee; In attendance
Finance and Performance Committee wef
17.9.20;InattendanceAuditCommittee
Jo Whitehead Chief Executive
wef 4.1.21		 Board Member; In attendance
Remuneration and Terms of Service
Committee; In attendance Audit
Committee (at least annually); Joint Chair
/ Member, Local Partnership Forum; In
attendance, Finance and Performance
Committee

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Acting Executive Board Member; Lead Director / In
Director Nursing attendance Quality, Safety and
Debra Hickman and Midwifery Experience Committee; Member Local
wef 1.9.20 to Partnership Forum; In attendance Mental
31.12.20 Health Act Committee
Board Member; In attendance Audit
Committee; Lead Director / Member,
Executive
Charitable Funds Committee; Lead
Director of
Sue Hill Director / In attendance, Finance and
Finance (Acting
Performance Committee; Member Local
to 31.12.20)
Partnership Forum; In attendance Digital
and Information Governance Committee
Executive Board Member; In attendance Quality,
Director of Public Safety and Experience Committee; In
Health; Acting attendance Strategy, Partnerships and
Teresa Owen
Deputy Chief Population Health Committee; Lead
Executive wef Director / In attendance Mental Health
1.9.20 to 31.12.20 Act Committee wef 1.9.20
Board Member; Lead Director/In
attendance, Remuneration and Terms of
Executive
Service Committee; In attendance
Director of
Finance and Performance Committee; In
Workforce &
Sue Green attendance Strategy, Partnerships and
Organisational
Population Health Committee; Lead
Development
Director / Member, Local Partnership
(OD)
Forum; In attendance, Quality, Safety and
Experience Committee
Executive Board Member; Lead Director / In
Director Planning attendance, Strategy, Partnerships and
Mark Wilkinson
and Population Health Committee; Member
Performance Charitable Funds Committee; In
----- End of picture text -----

----- Start of picture text -----
attendance Finance and Performance
Committee; Lead Director / In attendance
Stakeholder Reference Group
Board Member; In attendance Quality,
Safety and Experience Committee; Lead
Executive Director / In attendance Digital and
David Fearnley Medical Director Information Governance Committee; In
to 30.9.20 attendance Finance and Performance
Committee; Member Charitable Funds
Committee
Board Member; In attendance Quality,
Safety and Experience Committee; In
attendance Digital and Information
Governance Committee; In attendance
Acting Executive
Finance and Performance Committee;
Arpan Guha Medical Director
Member Charitable Funds Committee; In
wef 1.10.20
attendance Remuneration & Terms of
Service Committee; In attendance
Strategy, Partnerships and Population
Health Committee
Board member; In attendance, Quality,
Safety and Experience Committee; In
Executive
attendance Strategy, Partnerships and
Director Primary
Chris Stockport Population Health Committee; Lead
and Community
Director / In attendance Digital and
Services
Information Governance Committee wef
1.10.20
Executive Board Member; Lead Director / In
Director attendance Healthcare Professionals
Adrian Thomas
Therapies & Forum; In attendance Quality, Safety and
Health Sciences Experience Committee
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----- Start of picture text -----
Board Secretary In attendance at Board; Lead Director / In
Louise Brereton
wef 11.1.21 attendance Audit Committee
Acting Board
Secretary wef
1.9.19 to 10.1.21 for
remuneration
In attendance at Board; Lead Director / In
Dawn Sharp purposes
attendance Audit Committee
(includes a
period of
sickness
absence)
Acting Board
Secretary to
26.4.20 (covering In attendance at Board; Lead Director / In
Justine Parry
Dawn Sharp’s attendance Audit Committee
sickness
absence)
Associate Board Members
Director of
Mental Health
Associate Board Member; Lead Director /
and Learning
In attendance Mental Health Act
Disabilities to
Andy Roach Committee; In attendance Quality, Safety
30.11.20 (includes
and Experience Committee; Member
a period of
Local Partnership Forum
sickness
absence)
Acting Director of
Associate Board Member; Lead Director /
Mental Health
Lesley Singleton In attendance Mental Health Act
and Learning
Committee; In attendance Quality, Safety
Disabilities to
----- End of picture text -----

1.6.20 (covering
Andy Roach’s
sickness
absence)		 and Experience Committee; Member
Local Partnership Forum
Morwena
Edwards		 Associate
Member		 Director of Social
Services,
Gwynedd		 Associate Board Member
Ffrancon
Williams		 Associate
Member		 Chair Stakeholder
Reference Group		 Associate Board Member
Gareth Evans Associate
Member		 Chair Healthcare
Professionals
Forum		 Associate Board Member; In attendance
Quality, Safety & Experience Committee

T h e ad dr e s s of t h e c ha r it y a n d th e C or p or a t e Tr u s t e e ' s p ri n c ip al o ff ic e is :

Aw y r L a s Y sb y t y G wy n ed d P e n r h o s g a r n ed d B a n g o r G wy n e d d L L 57 2 P W

A w yr L a s : T he No r t h Wa l e s N H S C h ar i t y R e gi s t e r ed C ha r i t y N um be r 1 1 3 89 7 6 w ww . a wy r l a s . o r g . uk

M e m b e r o f

The photos and quotes in this document are used with the permission of those who appear within them. Please note: photographs were taken at various points throughout the year when different guidance was in effect regarding face masks and distancing.