nlg(15)038 - charitable funds fundraising strategy ...€¦ · fundraising can provide valuable...
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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)
Partnerships Manager
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
This team in 2016 would be made up of:
Charity Director (contracted)
Partnerships Manager
Community Fundraiser
Business Administrator (part time)
Apprentice (optional)
Total salaried costs including HMRC and 3% pension contributions £96,084.89
Marketing Costs £10,000
Event Costs £7,500
Office costs £9,608
2016 Target Income £622,266
Donations, target increase £18,830
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.
Activity income, increase by £20,916
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
This team in 2017 would be made up of:
Charity Director
Community Fundraiser
Fundraiser Trusts & Grants (part time)
Business Administrator (full-time)
Apprentice (optional)
Total salaried costs including HMRC and 3% pension contributions £103,505.36
Marketing Costs £10,000
Event Costs £7,500
Office costs £10,351
2017 target income £723,100
Donations, target increase £31,650
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.
Activity income, increase by £58,684
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
This team in 2018 would be made up of:
Charity Director
Community Fundraiser
Fundraiser Trusts & Grants (part-time)
Business Administrator
Corporate Fundraiser
Apprentice (optional)
Total salaried costs including HMRC and 3% pension contributions £128,352.51
Marketing Costs £10,000
Event Costs £7,500
Office costs £12,835
2018 target income £757,600
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
This team in 2019 would be made up of:
Charity Director
Community Fundraiser
Fundraiser Trusts & Grants (part-time)
Business Administrator
Corporate Fundraiser
Apprentice (optional)
Total salaried costs including HMRC and 3% pension contributions £131,776.91
Additional fundraising costs:
Marketing Costs £10,000
Event Costs £7,500
Office costs £13,178
2019 target income £835,000
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.