NLG(15)038 - Charitable Funds Fundraising Strategy ...€¦ · Fundraising can provide valuable...

NLG(15)038

DATE OF MEETING Tuesday 27 th January 2015

REPORT FOR Trust Board of Directors – Public

REPORT FROM Dr James Whittingham, Chairman

CONTACT OFFICER Dr James Whittingham, Chairman

SUBJECT Charitable Funds Fundraising Strategy

BACKGROUND DOCUMENT (IF ANY)

REPORT PREVIOUSLY CONSIDERED BY & DATE(S)

EXECUTIVE COMMENT (INCLUDING KEY ISSUES OF NOTE OR, WHERE RELEVANT, CONCERN AND / OR NED CHALLENGE THAT THE BOARD NEED TO BE MADE AWARE OF)

HAVE THE STAFF SIDE BEEN CONSULTED ON THE PROPOSALS?

HAVE THE RELEVANT SERVICE USERS/CARERS BEEN CONSULTED ON THE PROPOSALS?

ARE THERE ANY FINANCIAL CONSEQUENCES ARISING FROM THE RECOMMENDATIONS?

IF YES, HAVE THESE BEEN AGREED WITH THE RELEVANT BUDGET HOLDER AND DIRECTOR OF FINANCE, AND HAVE ANY FUNDING ISSUES BEEN RESOLVED?

ARE THERE ANY LEGAL IMPLICATIONS ARISING FROM THIS PAPER THAT THE BOARD NEED TO BE MADE AWARE OF?

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO THE NHS CONSTITUTION IN ANY DECISIONS OR ACTIONS PROPOSED?

WHERE RELEVANT, HAS PROPER CONSIDERATION BEEN GIVEN TO SUSTAINABILITY IMPLICATIONS (QUALITY & FINANCIAL) & CLIMATE CHANGE?

THE PROPOSAL OR ARRANGEMENTS OUTLINED IN THIS PAPER SUPPORT THE ACHIEVEMENT OF THE TRUST OBJECTIVE(S) AND COMPLIANCE WITH THE REGULATORY STANDARDS LISTED

ACTION REQUIRED BY THE BOARD For ratification by the Trust Board.

Section One

Title of paper:

Moving the Northern Lincolnshire and Goole Hospital Trusts Charitable Giving from

success to significance

Author of paper:

Andrew Barber

Charity Director of The HEY Smile Foundation

Authorised by Trustee or executive group member:

Dr. Jim Whittingham and Dr. Neil Pease

Issue:

How can the Northern Lincolnshire and Goole NHS Trust have a greater impact on its

community through a more robust charitable funds strategy?

Background:

The Northern Lincolnshire and Goole Hospital’s Trust commissioned the services of The

HEY Smile Foundation following extensive discussions within the Trust’s board on how

to take the charitable funds forward.

Many trusts in the country have established a more corporate and potent strategy to

charitable funds, in order to enable greater impact for the community. Funds raised add

valuable support for developments within the Trust, which are above and beyond its

core responsibilities, enabling a greater experience and levels of care for patients, staff

and visitors to the trust sites.

The Northern Lincolnshire and Goole charitable funds have seen a range of linked

charities receive regular support thanks to a team of dedicated fund managers and

volunteers. It is important that this strategy does not replace the good work in these

areas, but helps them to have an even greater impact.

Details:

This document sets out a strategy for the next three to five years, from 2015 – 2020, to

make charitable funding into the trust less restricted and to also enhance donations

from an average of £1.31 to £2.00 per trust reach. It provides a framework within which

charitable fundraising linked to the Northern Lincolnshire and Google Hospitals should

be conducted.

Fundraising can provide valuable support for desirable developments which are either

unaffordable to the Trust, or outside the core funding responsibilities of the NHS. By

their nature, fundraising activities engage with staff, patients and public bodies – they

can therefore be a valuable means of raising the Trust’s profile and reputation. This

fundraising strategy must therefore align closely to the communications and marketing

strategies of the Trust as a whole.

We anticipate through our development plan some concerns and objections to the

implementation of a ‘fundraising team.’ Therefore, we need to have a dynamic strategy

for the next five years, to ensure effectiveness and to give reassurances to existing

supporters that this will compliment, not hinder, their existing good work.

This fundraising strategy is not designed to interfere with the operation of independent

charitable organisations whose accountability is to their donors and The Charity

Commission. Rather, it is intended to raise the profile of fundraising in the organisation

so that new opportunities are identified, properly considered and effectively promoted,

in conjunction with charitable partners.

Strategic Aims:

The over-arching aims of the fundraising strategy are:

• Develop and implement corporate fundraising priorities that are aligned with the

Trust’s strategic objectives

• Help to meet the ever demanding need for new and innovative medical equipment

• Develop a sustainable charity team that has the capabilities to meet the changing

funding environment

• Provide expert support and guidance to existing charitable partners

• Integrate cohesive fundraising and communication methods, throughout the Trust

• Build the Trust’s fundraising capacity from £1.31 to £2.00 per reach by 2020

External and internal analysis:

Charitable donations were a huge part of health provision long before the NHS launched

in 1948. In more recent years NHS trusts have looked to charitable donations to help

develop additional services, from research to new innovations

in treatment.

In many trust facilities across the country a restricted fundraising policy has become the

normality. NLAG is currently facing this challenge with fund managers rightfully

protective of ‘their funds’, encouraging more donations to specific appeals rather than

general funding – this is due to the fear of misuse arising from poor communication or

slow processing of fund use.

This has led to a high number of funding pots and lack of movement in funds being

spent due to their restrictive nature. To enable change, the Trust’s charitable funds

must have a new identity and clearer lines of communicating its strategy to the various

ambassadors within the Trust.

The economic climate over the past five years has affected charities across the country,

with personal and corporate donations declining. We have also seen NHS charities

affected by a decrease on returns in their invested funds. In 2014 we have seen some

green shoots reappearing and now is the time to grasp the opportunities that will come

from this.

How does NLAG compare to other trusts?

As part of Smile’s analysis of the NLAG position we researched the charitable activity of

other trusts, including an evaluation as to the employment of fundraising staff and its

subsequent impact on the level of donations.

The NLAG level of average charitable fund income is currently below regional and

national averages. In particular, legacy income is below that of other trusts in similar

demographical areas and vastly behind the national average.

What is key for success with NLAG in fundraising is its ability to prove to donors the

impact their donations are having, and that any additional funds generated are not just

simply being spent on staffing and administration. Current administration costs are

remarkably low and this should be highlighted to gain positive PR.

Document (E1) details financial reviews of four trusts’ charitable accounts. The specific

information that we have collated is as follows:

Donations:

Donations into charitable funds that are not a planned activity

Legacy income:

Left to the charity in each year

Fundraising activity if recorded:

Planned activity income where fundraising staff are in place

Holding balances:

Current total charity holding

Reach of trust:

What the trust records as its reach/average patient numbers

This was all collated to gain the following figures:

Average yearly income

Donation per reach

If applicable cost per £ spend, generated by the fundraising team

• Figures are restricted and unrestricted balances collated

• Figures excluded investment income and the expenditure related to investment

management

What are we looking to gain from this information?

The trusts researched were chosen for their similarities to the demographics of our

target areas. In the case of Above & Beyond this was chosen for its perceived success

and development. We will give a detailed report in this document on Above & Beyond

and South Tees charities.

Our research also led us to view other trusts’/hospital charities, including Alder Hey,

Sheffield Children’s Hospital and Great Ormond street. This information is not detailed

in the (E1) document due to their specific target areas; however their information is

available upon request.

Section Two

Our findings:

Above & Beyond supporting Bristol City Centre Hospitals

A very proactive approach to fundraising is delivered by Above &

Beyond, with their funding delivered to a total of eight facilities in

Bristol. Above & Beyond has become a leading charitable

organisation in their area.

Their approach is refreshing, their mission and objectives are clear and donors are well

informed as to how their funds are spent. This results in strong levels of support and

compassion towards the work of the trust and the charity’s appeals.

Great emphasis is placed on the communication of both the charity’s overriding

objectives and also the specific appeals.

Key Positives: Strong appeal structure, clear messages, transparent targets

The Above & Beyond team includes:

Chair Trustees

Each Trustee has a clear link into the trust and a range of experience internally within

the NHS and also through external consultancy and business interests.

Senior management

A Chief Executive recently recruited from national charity Click Sargent

Director of Fundraising and Marketing

Fundraising team

Head of Corporate Partnerships

Corporate Partnerships Executive

Community Fundraising Manager

Marketing

Head of PR and Communications

Marketing Manager

Administration

Finance Manager

PA to Chief Exec

Income Administrator

Payments Assistant

Finance:

Above & Beyond has generated an average of £2,259,308 over the past six years with a

significant income from legacies. This has been promoted heavily due to their

investment in their marketing and communications team.

What is shown by their donations is a move towards more generated income as

opposed to donations. This is regularly seen when a larger team is put in place as more

emphasis is put on the fundraising activity of the team than that of general donations.

Funding from structured activity has nearly tripled in the past six years and covers over

72% of the income generation costs.

Their current reach stands at 500,000 and represents a figure of £4.52 generated per

person, which is significantly higher then many trusts. I believe this is a reflection of how

well the charity communicates its messages.

Cost of income generation

Above & Beyond spent £464,000 on income generation in their last accounts – this

expenditure includes staffing, offices, and marketing and activity costs. This results in

the generation of £5.00 income for every £1.00 of expenditure.

This is not one of the highest researched; however it is greater than their previous year

at £4.57. It could be argued that the charity has invested heavily in the past three years

to maintain donation levels and secure future legacy income.

How easy is it to donate?

The Above & Beyond website has a clear and easy to use donation page, which is

imbedded in their website. It does not take you through to an online giving page, which I

saw as a positive. I was instantly sent a receipt for my donation (figure 1 below), which

was standard but again clear. It also stated that they would be in touch twice a year

through their ‘REACH’ newsletter and reassured me that if I had restricted my donation

it would be spent in that area.

Figure 1

Restricted vs. unrestricted:

What is great about the donation page is that it directs donors to a general appeal in the

first instance, but then also offers up the restricted list so as not to mislead donors. It is

clear that the donation list can be added, allowing people to donate easily to specific

appeals.

It also has a good feedback section, which is quick and easy to use so you can see what

is driving donations into the charity. This section and the appeal list are both on simple

drop down menus. When it comes to the category for general funds they use the

description ‘where the need is greatest’, which is a better idea.

Dear Andrew Barber,

Thank you for your kind donation to Above & Beyond of £5.00 on Sep 19, 2014 2:22 PM.

Above & Beyond raises funds for all Bristol’s city centre hospitals. The donations we receive are invested in projects that make a real

difference to patient care in the city. We fundraise to improve the hospital environment, fund innovative research, support and train

hospital staff and provide state of the art equipment.

If you have opted for your donation to go towards a specific hospital, ward or department we will ensure it is used in line with your

wishes.

Your generosity is really appreciated. Unless you have opted out of hearing from us, we'll send you our charity newsletter twice each

year so you know what a difference your donation is making. If you have any questions about that or other ways to support the

hospitals, please get in touch at any time.

Above & Beyond Team

www.aboveandbeyond.org.uk

Summary:

Above & Beyond is clearly trusted by the public in Bristol and this is reflected in the

donation per head of reach. This has been brought about by the strong levels of

communication and will result in continued growth in legacy income.

The charity has positioned itself well in its communication, and has no NHS logos in the

immediate eye line of a visitor to its site. This engages the donor in a passion for the

delivery and building of the hospitals but not the NHS brand that has currently been

related to negative PR.

What can we learn from Above & Beyond?

• Separate ourselves from the NHS Brand as much as possible without excluding it.

• Be clear in our targets and mission.

• Be more human in our approach (as opposed to a systematic approach which

can strike fear into a donor).

Above all communicate success and why we need continued support and make giving

easy!

South Tees Hospitals’ Charity:

The South Tees Hospitals’ Charity supports the work of eight

hospitals. They have taken a less aggressive approach to fundraising,

whilst still creating a charity identity. They have a fundraising team;

however the charity simply has a section on the Trust’s website and is

clearly more aligned with the NHS brand.

In the past year the Trust has invested in its fundraising team going from two members

of staff in 2011/12 to the current six. The charity has seen a decrease in income and

Trustees must have anticipated this and the reaction has been to invest for the future.

Their approach is cheaper, but significantly we have seen the development of a

fundraising team in the last two years, which has grown from two to six people, as

stated above. This followed an independent review on their charitable income and

charity’s sustainability by a charity consultant. This investment did not see an immediate

impact in the first year; however notes on their accounts have highlighted new income

streams developed by the team and increased levels of Gift Aid income.

Key Positives:

Strong positioning on JustGiving, income vs. expenditure very strong, and the charity

clearly highlights fundraisers’ support on their website.

The South Tees Hospitals’ team: The team has developed out of the finance team and currently stands at a team of six.

They are four-six years behind the development of Above & Beyond and the team

reflects that. They have faced challenges from internal teams with regards to the

development of fundraising but they have just hit a £1 million target appeal and are

progressing with others.

Team structure:

• Charity Director

• Finance Manager

• Finance Processor

• Business Administrator

• Community Fundraiser

• Appeals Coordinator

A substantial amount of the finance team’s time is currently being spent on reducing the

current number of funding pots from over 300 to a more manageable number. This will

involve creating pots for areas of health support, as opposed to ward specific areas, for

example pediatrics, surgery, emergency care etc.

Finance:

South Tees generated just over £1.3 million in 2012/13. They have a very strong legacy

income, currently standing at 21% of overall income in 2012/13 compared to NLAG,

which is currently at less than 4%.

I believe part of this is the reach comparison. If you multiplied NLAG legacy income with

the South Tees reach you would get just over 16%, meaning NLAG still have a 5%

shortfall on a similar demographic region.

On discussions with their charity lead at South Tees, there are still a number of internal

challenges that they need to overcome, which include working with the nursing team to

encourage donations into area pots, rather than ward specific. Externally they are

currently facing high demands on their time as community fundraising is growing.

Cost of income generation

It is currently costing £160,000 for their direct charity costs. As with Above & Beyond

this includes, finance, fundraising, administration and marketing. This equates to £8.19

generated for every £1 they spend.

How easy is it to donate?

South Tees have stuck with using JustGiving – one of the most well known and

respected online giving formats. They have developed their donation page to highlight

the range of support they are receiving and support the individuals and groups that are

fundraising for them.

Whilst JustGiving is more expensive then other online donation formats, their Charity

Director finds the processes are easier with JustGiving compared to other available

online giving platforms. They have a clear ‘donate now button’ that goes to an

unrestricted fund on JustGiving.

Summary:

What can we learn from South Tees?

They have followed a very similar pattern to NLAG by bringing in an experienced charity

leader to analyse and make recommendations for going forward. They have then

implemented a small team that can develop, utilising external contacts from volunteers

to marketing agencies for support.

They are concentrating on two fronts, making the most of the funding the already

have:

Amalgamating funds and creating stronger general appeals

This is similar to the NLAG plans that have already started with Paul and the team in

finance at NLAG.

South Tees have found that having a community fundraiser creates a bit of a monster

because many people are would like more help to fundraise for the Trust, as well as

wanting attendance at events, raffle prizes and additional guidance.

We need to ensure that tools are in place online and that we have a strong volunteer

structure, patrons etc. from within the trust for attendance at events.

Overall, they have set a clear strategy of protecting and growing unrestricted and legacy

income. We need to ensure our communication tools drives this forward instead of

pushing community fundraising, which will always want additional man power in the

offices.

What have our findings shown?

• Communication is key. The brand needs to be solid in its own right without a strong

NHS presence.

• Make the general appeal the prominent one, but do list others. Explain the value in

giving this way to donors and ensure the money is spent.

• Highlight success. Spend the money on visual and small differences, not just the big

equipment appeals. We need to quickly show positive impact, before announcing a

big long-term appeal.

• Concentrate on communication tools. Allow people to have access to the fundraising

tools that make raising funds for us easier.

• Be open with our mission and objectives, which are communicated externally. Tell

the region that we need their help to achieve greater care.

• Set stretching but realistic targets for the next five years.

It is clear that we are already in a relatively strong position and we need to ensure we

do not damage this whilst trying to extend our charitable reach. Therefore the

engagement of existing supporters is paramount.

Section Three

Moving forward:

Who are the main competitors to NLAG for charitable funding?

• Other local NHS providers

• The formation of new clinical commissioning groups

• Local voluntary organisations

• Regional offices of national charitable organisations

Local voluntary organizations in particular local hospices and larger nationals, have

already been investing in a more aggressive programme of fundraising. They are doing

so to maintain their position and future plan for investment in delivery in the medium to

long term, following a full return from recession.

This has included a more spirited approach to marketing their services and levels of

continued support to the community, and also through a structured approach to a

fundraising team, which is typically targeted in five areas:

• Community and events fundraising

• Legacy marketing

• Major giving by individuals

• Corporate partnerships

• Charitable trust grant-making

Many NHS trust charities across the country have been strong in community donations

and legacies. Committed volunteers have enabled the development of funding appeals to

achieve investment in new equipment and also retain ‘at risk’ services.

NLAG have benefited from community giving without traditionally investing anything

in its promotion. However, this has seen a poorer then average return in legacy

income.

As the above chart shows, medical and hospital causes are the most supported charities

across the UK. With the right investment NLAG is still in a prime position to grow its

current charitable support from the wider community that it serves.

Current charitable funds SWOT Analysis – key strengths:

• Strong community donations

• Established support to key areas of development

• Low administrative costs

• Strong financial management

Weaknesses:

• Limited support from corporate partners

• Limited strategic objectives for fundraising

• Poor alignment with Trust business plan

• Poor communication

• Lack of charitable fundraising expertise

• Large number of funding pots

Opportunities:

• Re-brand will allow the charity to achieve greater overall success

• Major scope for improvement in legacy, corporate and activity giving

• Opportunities to work closer with trusts and grand funders

• By supporting existing community fundraisers they will be able to achieve more

• Communication of achievements can enhance giving

Current threats:

• Strong competition for funding

• Current fund holding could discourage further donations

• Poor internal communication results in lack of trust in giving from staff

• Fear for individual funds could result in poor response to collective efforts

Stages of development:

• Develop new communications strategy with Smile and H&H Marketing including a

re-brand of the charitable funds

• Engage with fund managers, community partners and Trust leaders to gain feedback

and support for new strategy

Section Four

The way forward:

Health Tree Foundation – budget proposals and team structure

NLAG current structure

Management:

The Trustees, who are headed up by The Chair Jim Whittingham, govern the charitable

funds. Paul Merchant, who is supported by Gillian Bishop, is in charge of the day-to-day

management of the funds. One or more fund manager manages each of the current 111

funds.

All of the above do not work full-time on charitable funds and as such only retrospective

costs are attributed to the management of the funds.

Fundraising staff:

The Trust does not currently have any fundraising staff so all admin/fundraising is done

by the finance team.

Volunteers:

Thousands of volunteer hours are already present within the current structure, from its

management, to appeal volunteers and community fundraisers. All of these volunteers

contribute to maintaining the minimal administrative and fundraising current costs.

Promotion

Promotion of the charitable funds work is only delivered by the NHS internal

communications team. Press releases are sent out to local media by the Trust in

addition to those committed volunteers contacting the media direct.

Communication

The current communication both internally and externally needs additional resources

because it does not have a degree of focus on the charitable funds. As this area grows

we need to create an excellent working relationship with the local media to ensure any

negative press around any national or local NHS issues does not effect the reputation of

the charitable funds.

Transitional period

NLAG has employed The Smile Foundation to review research and implement a new

strategy for the Trust’s charitable funds. This initial work will be carried out over a 12-

month period, leading to the establishment of a new brand identity and team structure

for the charitable funds.

(4) Proposed Structure for 2015 – 2019 ‘Target £2.00’

*It is important to note that in the figures to be shown for 2015 – 2019 we have not

incorporated any costs for buildings, rent, maintenance or bills. We have assumed

that this would be given as a gift in kind from the Trust and shown in the charity’s

accounts as a gift in kind.

The charity director would provide a monthly report to the Chair and board of Trustees.

The finance management would continue to be delivered by Paul and his team in

partnership with the charity administrator. The changes in 2015 would be the beginnings

of a new fundraising team to take The Health Tree Foundation forward.

Brief overview of roles that are proposed over the next five years:

More detailed job descriptions attached (JD1-6)

Charity Director (HEY Smile Foundation)

This would include leadership on communications; fundraising strategies and continued

partnership working with the finance team to release or merge current restricted

funding. In addition, Smile would manage and develop the partnerships manager

position, which would be a full time role, in place ideally from no later then February

2015.

Andrew Barber to continue current contract, with a view of mentoring the partnerships

manager, who would become the charity director by 2017.

Partnerships Manager

Provide day-to-day management, delivery of partnerships and income generation to

help reach the Health Tree’s charitable objectives. When recruiting, we will be looking

for a manager who can develop to lead a strong team over the next five years.

Business Administrator 20 hour post (10.00am – 2.00pm Monday – Friday)

Provide general administrative support to the charity director and partnerships

manager, in the delivery of the Health Tree strategy. Be the first point of call for

supporters of the charity, update the CRM system, work in partnership with the finance

team to maintain up-to-date records of income and expenditure, manage the charity’s

volunteers and finally be the leader for the charity on social media.

The charity would invest in training the administrator in trust and grant training with a

vision for this person to take up an income-generating roll by 2016. By this time we will

be in need of a full-time administrator.

Community Fundraiser

The role of community fundraiser is to support the range of community fundraising

activities that go on both internally and externally of the trust premises, which take

place in support of the charitable funds.

They will also drive new community initiatives and be at the forefront of communication

to donors on a day-to-day basis.

Trusts and Grants Officer

This role will be to build better relationships with a wide range of local and national

funders. They will generate significant revenue for individual appeals and work closely

with the charity director on the strategies for larger capital projects.

Corporate and Events Fundraiser

This role will be to support the charity director in managing relationships with local

businesses and in addition manage a small events calendar that encourages new

partnerships with business leaders in the region.

They will also be responsible for payroll giving and the potential introduction of a Health

Tree Lottery.

Apprentice

The apprentice will support the team with additional administration tasks. In addition,

they will work with the fundraising team on community appeals, events and promotion

of the charity through social media.

2015

Key developments:

• Launch of The Health Tree Foundation and new appeals

• Recruitment of partnerships manager and business administrator

• Wishes strategy launched

This team in 2015 would be made up of:

Charity Director (contracted)


Business Administrator (part-time, 20 hours)

Total salaried costs including HMRC and 3% pension contributions £71,721.75

Marketing costs £10,000

Working with H&H, this funding would help to complete phase one of our new

communication strategy. It would continue on from 2014, developing the Health Tree

Brand, online presence, wish cards and literature to support the development of the

charity.

Events Costs £7,500 to be matched by a local business

The events budget of £7,500 is to provide a new range of core events that help to engage

new donors to the Health Tree Foundation through other networking activity. The

fundraising team will (at a minimum) have this matched by a local business.

Office costs based on 10% of overall salaried costs

We have worked the office costs based on 10% of the salaried costs each year. These

costs include training, mileage, stationary and mobile phones, over and above the gift in

kind donations from the Trust. In year one (2015) we will have doubled this to 20% due

to IT requirements in the first year, assuming that this will not be provided by the Trust.

2015 Target Income £562,520

Donations, target increase £74,920

This will be delivered through the increased awareness of the charity via internal and

external communications. In addition we will also have the part-time administrator

developing a stronger relationship with existing donors, which will increase Gift Aid.

Legacy income, sustain current level

It is difficult to predict levels of legacy income. Our communication on this area will have

only just started to make people more aware of donating this way to The Health Tree

Foundation. More accurate predications may be available in future years as we can ask

potential donors to inform us if they have listed us in their will.

Activity income, increase by £29,000

The partnerships manager working with the charity director will deliver a wider range of

charitable activities, which the NLAG community can engage with. This will initially see

more people taking part in existing activities, such as running events, for The Health

Tree Foundation and we will also have to look at having a minimum of two signature

events/appeals in place.

2016

Key developments:

• Establishment of ongoing appeals

• Introduce new legacy campaign

• Recruitment of community fundraiser

• Delivery of largest project funded by The Health Tree Foundation to date

• Patron recruited and introduced

• New ‘Big Thank You’ awards introduced


Charity Director (contracted)



Business Administrator (part time)

Apprentice (optional)


Marketing Costs £10,000

Event Costs £7,500

Office costs £9,608

2016 Target Income £622,266


Awareness will continue to help grow general donations and we should now also be

seeing support gaining from local businesses taking on The Health Tree Foundation as

their charity of the year. In addition, we will be gaining trust and grant funding for

specific appeals that will also be recorded in the donations section of the budgeted

income.

Legacy income, target increase £20,000

Legacy income may see an increase but this is still very hard to predict. We have

anticipated a £20,000 increase based on historic data.


We will now be in the second year of delivery on our key events and appeals. They

should be complimenting the fundraising revenue achieved via the promotion of

regional, national and international events, which we are continuing to encourage

donors to participate in for The Health Tree Foundation.

2017

Key developments:

• Promotion of the partnerships manager to lead the charity as its new director.

This will also allow us to move the apprentice into a full time business

administrator role and the business administrator would then move into a part

time trusts and grants role to relieve that pressure on the partnerships manager.

• This fully establishes a cohesive charity team that can enable the delivery of the

next stages of The Health Tree development and subsequent impact on the Trust

• Large capital appeal launched

• Key project announced in Google


Charity Director


Fundraiser Trusts & Grants (part time)

Business Administrator (full-time)




Event Costs £7,500


2017 target income £723,100


The fundraising team is now firmly established both internally and externally. Significant

increase of awareness will establish larger donations from the community.

Legacy income, increase £45,500

A slight increase as support begins to come together from communication of The Health

Tree Foundation. This will help us sustain and begin to slightly grow legacy income year

on year. However we must remember that there will be sporadic support and lack of

support so this is one area of giving that will remain slightly volatile.


By 2017 I would envisage that The Health Tree Foundation is firmly established as one of

the top five charities of choice when the public from our reach consider participating in

a challenge activity/event. Our annual appeals will also have a consistent number of

supporters.

2018

Key developments:

• Patron leads the way in first milestone of major capital appeal

• Recruitment of corporate fundraiser for support to second stage of

capital appeal

• Big Thank you appeal hits £200,000 target

• Celebrate success with announcement of successful delivery over the past two years

(how has the £200,000, been spent)

• A&E gets additional support from The Health Tree Foundation


Charity Director


Fundraiser Trusts & Grants (part-time)

Business Administrator

Corporate Fundraiser




Event Costs £7,500



Donations, target decrease by £25,000

I would suggest that in 2018 we may see a slight decrease in general donations as we

would have had a spike in support with the capital appeal in 2017. This will level back out

and be slightly higher than in 2016 when the appeal was initially established.

Legacy income, increase by £44,500

Legacy income continues to increase as there is more awareness of The Health Tree

Foundation, both internally and externally of the Trust.

Activity Income, increase by £15,000

A number of The Health Tree Foundation activities will now be in their 4th

year and the

charity should be in the process of developing new activities. However, this may lead to

a slight continued decrease.

2019

Key developments:

• Major capital appeal, final push for 2020 completion

• Delivery of key project in Google

• Investment into dementia care confirmed

• Delivery of key project in Google


Charity Director


Fundraiser Trusts & Grants (part-time)

Business Administrator

Corporate Fundraiser



Additional fundraising costs:


Event Costs £7,500



Donations, decrease by further £25,000

Although the charity is now firmly established, we will see a degree of donor fatigue still

coming through. Donations will level out to a figure of £450,000, which we would look

to maintain for the coming years.

Legacy income, significant increase by £110,000

This area will have been a particular focus for the charity director for the past five years.

Everything that we have promoted and delivered all helps to establish more

relationships with donors for potential legacy income. All that potential finally begins to

become reality in the first of hopefully many years of a stark rise in donations through

legacies. In 2019 we will hope to raise £240,000.

Activity Income, decrease by £7,600

We see this area begin to slow down as we reach the capacity for delivery of activities

with the team size as discussed in donations, we will also begin to see an element of

donor fatigue from fundraisers locally. In 2019 we will hope to raise £145,000.

NLG(15)038 - Charitable Funds Fundraising Strategy ...€¦ · Fundraising can provide valuable...

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