fundraising strategy - torusfoundation.org.uk · fundraising activity will generate further income...

Fundraising Strategy 2019 – 2024

1. Introduction 1

2. National Context 4

3. Current Positon 6

4. Aspirational Position 8

5. Fundraising Approach 10

6. Monitoring 12

Torus Foundation Fundraising Strategy 2019 - 2024

Contents

1/ IntroductionTorus Foundation is the charitable arm of Torus, formed to make a positive difference to communities and improve lives across the North West with a key focus on our heartlands, Liverpool, St Helens and Warrington. Aiming to increase social dividend, the charity’s work focusses around four key pillars: Employment, Health and Wellbeing, Digital Inclusion and Financial Inclusion. Torus Foundation has a dedicated team, delivering projects to meet the charity’s objectives. In addition, the charity runs and manages projects from Toxteth FireFit Hub, Liverpool’s only Super Youth Zone.

The Fundraising Strategy, led by Torus Foundation’s Business Plan, identifies how Torus Foundation will increase income to ensure viability and growth of the charity.

1Torus Foundation Fundraising Strategy 2019 - 2024

Case for support

The North West has high concentrations of deprivation, with 19.6% of neighbourhoods in the top 10% most deprived in England according to the most recent Index of Multiple Deprivation. Local people can face multiple barriers impacting their quality of life, particularly felt amongst Torus Foundation’s customer base which includes Torus social housing tenants.

Although things are improving, inequality still exists with isolated pockets of deprivation:

Focusing on the charity’s four key pillars, Torus Foundation manages projects and commissions services, providing high quality support to those most vulnerable and in need.

Through generating funding, reinvesting gift aid, commissioning local services and supporting charities to expand their offer through match funding, Torus Foundation is in a unique position to provide solutions to reduce inequality on a large scale.

Increasing the charity’s income is essential in order to continue to deliver existing projects. Torus Group Funding Model

The charity receives gift aid funding from profit generated by Torus’s commercial activity, primarily from HMS. Torus Group has articulated its intent to commit £2 million per year to support Torus Foundation, rising to £5 million by 2022:


SURPLUS

GIFT AID

How it’s funded How it works The Torus Foundation is committed to:

Generating jobs and training opportunities

Assisting you with money and benefits

Helping you to get online

Providing health and wellbeing activities

Torus Developments

TorusHomes

TorusFoundation

HMS GIFT AIDGIFT AID

Employment domain 20.5% of LSOA's in the NW are in the most deprived decile compared to 8.3% nationally

Income domain 18% of LSOA's in the NW are in the most deprived decile compared to 8.7% nationally

Health deprivation & disability domain 29.7% of LSOA's in the NW are in the most deprived decile compared to 6.9% nationally

Fundraising Objectives

Fundraising activity will generate further income to maximise the gift aid received and extend the charity’s reach. The fundraising objectives for 2019/20 are:

To be awarded £150k for new projects through grant

making bodies

To manage existing contracts

worth £4.46m

To create £5m direct financial gains for

customers

To generate a social value budget to impact

ratio of £1: £6

To generate £50k through corporate funding and major

donor giving

£50k

£800k

£150k£4.46m

£5m £1: £6

x6

=£10 million10,000,000

To generate £800k in match funding and in-kind contributions from partners

Collective annual fundraising value

Torus Foundation Fundraising Strategy 2019 - 2024 3

2/ National Context


Political

• Increased pressure on charities to compensate for reduction in public sector support

• Brexit creating large scale uncertainty, regulatory change and potential economic effects

• Understanding of the new 'Shared Prosperity Fund' and gaps in service delivery

• GDPR changes to the law

• Civil Society Strategy will develop a cross-departmental approach to better understand how charities operate, creating a more joined-up approach.

Economic

• Continued pressure on public finances

• Growth at a time of economic uncertainty, 40% increase in charity registration applications; the sector’s annual income has grown by £5 billion over the past two years to its highest point of £74.4 billion

• Impact of Brexit on corporate and major donor giving

• Independent Charity Tax Commission from NCVO looking into tax treatment of charities and making it more efficient.

Social

• People more isolated and relying on public services for support where there is lack of funding

• National drive for asset based development; creating self sustainability

• Ageing population requiring increased health and social care

• Social and ethnic diversity is increasing

• Intergenerational divide appears to be growing with wide difference in attitudes

• Loneliness and social isolation are currently issues high on policy agenda.

Technological

• Increased public scrutiny online from press and wider society

• Social, ethical and legal questions from use of technology

• Need for transparency and increased reputational risks

• Increased opportunities within the digital sector 'the 4th industrial revolution'. 7 in 10 charities now see online fundraising as a way forward for engagement and raising funds.

- NCVO: The Road Ahead: A Review of the Voluntary Sector’s Operating Environment. Jan 2018.- Charities Committee Report: Stronger Charities for a Stronger Society. Jan 2018.- Barclays: Future of Giving. 2018

National Context The following PEST analysis considers the wider context and key drivers shaping fundraising in the charity sector and influencing project delivery.


3/ CurrentPosition


Current Position The following SWOT analysis highlights the current position in terms of fundraising:

Through understanding the weaknesses and threats that impact fundraising for the charity, Torus Foundation can plan more effectively and improve the viability of the charity to ensure bigger impact for communities.

Strengths• Established track record in project delivery

• Experienced and knowledgeable colleagues alongside support from the Torus Group

• Torus brand is trusted; attractive to partners to collaborate

• Trusted organisation by Torus customers and FFH members

• Stability of core funding to match fund and lever additional support

• Flexible offer to respond to need and reflect changing priorities.

Weaknesses

• Presenting a case for support when fundraising due to the significant Gift Aid received

• The breadth of provision is beneficial to customers, but presents challenges in attracting charitable giving

• A new brand to develop and promote to stakeholders

• The charity is required to hold signicant reserves to cover opperating and pension costs. This can be perceived as 'cash rich' organisation by funders, potentially affecting our ability to compete and apply for funding.

Opportunities

• Work in partnership with stakeholders

• Understanding of need through Torus customer data

• Customer involvement in the design and delivery of projects

• Expand delivery at FFH

• New fundraising techniques to trial

• Wide charitable objectives

• Building on Torus Group reputation

• Capacity building of other charities

• Corporates and major donors give to causes close to their hearts; charities serving children are popular.

Threats

• Not to compete with or displace third sector provision

• Cuts to services, greater competition for grant funding

• Universal Credit and welfare reform

• Reliance on Gift Aid from Torus Group members

• Not keeping up with emerging technologies; falling behind as a sector.


4/ AspirationalPosition


Aspirational Position Torus Foundation will seek to match any gift aid received pound for pound. This can be in the form of grant income, corporate and major giving, trading income, direct financial gains for customers, match funding and in-kind funding. Leveraging additional funds in this way will allow Torus Foundation to maximise impact; improving lives and life chances for customers and communities.

The charity measures success using social impact performance tools which convert outcomes from social activity into monetary values based on the impact to the individual. This calculation of Social Return on Investment is recognised and valued by the organisation as a reflection of progress against the charitable objectives.

Torus Foundation will develop meaningful partnerships with organisations which will allow for the submission of strong, creative and meaningful collaborative bids. Developing mutually beneficial relationships and seeking out effective consortia will strengthen the charity's position as a leading voluntary sector partner. Torus Foundation may not always receive cash income as a result of a partnership bid, however there may be significant added value for Torus Foundation customers and Torus communities.


STRONGERCOMMUNITIES

This ties in to the key torus group objectives:

CO-INVESTMENTMODELS

REGIONAL INFLUENCE;

GRANT APPLICATIONS

OF SCALE

SUPPORT FORLOCAL

CHARITIESWORKING IN PARTNERSHIP,

AVOIDING DUPLICATION & DISPLACEMENT

BUSINESS INTELLIGENCE

GUIDING DECISION MAKING

FOCUS ONSUSTAINABILITYAND RESILIANCE

5/ FundraisingApproach


Short term• Proactive engagement with customers to identify need, to focus

fundraising efforts• Follow annual grant funding action plan, identifying significant grant

funding opportunities• Use of social media to raise profile of Torus Foundation to funders• Establish decision making process for which grant applications and

tenders to apply for

Medium term • Use of online platforms to share funding message so far• Develop ‘Design Groups’ to support customers and communities to

lead projects• Scoping exercise of new income streams including corporate

fundraising and major donor giving• Consider opportunities for online giving

Long term • Build strategic partnerships with major donors and corporates long-term• Options for donors to give directly to help specific causes

(the ‘100% model’)• Invite potential funders to see projects in action• Keep the case for support up to date and interesting


6/ MonitoringThe efficacy of Torus Foundation’s Fundraising Strategy will be monitored through monthly management meetings, as well as through Torus Foundation Board and Torus Group Board meetings. The overall returns on various fundraising efforts will be reported quarterly.

A Grant Funding Action Plan will track all applications made and the success rate. In addition the Plan will allow Torus Foundation to develop a funding pipeline, anticipating opportunities which may be available in a 12-18 month window. This will directly influence resource planning allowing for meaningful consultation with stakeholders where required to develop winning submissions.


The Observatory 1 Old Haymarket Liverpool L1 6RA

call: 0300 123 5809email: [email protected]: www.torusfoundation.org.uktwitter: @torusfoundation

fundraising strategy - torusfoundation.org.uk · fundraising activity will generate further income...

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