Be Careful what you Wish for, Lucy Caldicott and Rachel Williams, CLIC Sargent
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Managing a £5million partnership for a £20 million turnover charity challenge. How the team was set up to deal with being Tesco Charity of the Year
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Be Careful what you Wish for, Lucy Caldicott and Rachel Williams, CLIC Sargent
- 1. Charity Finance Directors’ Group Be careful what you wish for: CLIC Sargent as Tesco Charity of the Year 2010 Lucy Caldicott, Director of Fundraising Rachel Williams, Corporate Account Manager CLIC Sargent
- 2. Contents Winning the partnership Delivering the partnership Was it worth it?
- 3. Applying Shortlisted 4 times before selected Other times only proposal stage Pitch = Opportunity cost - new business (6 weeks), creative teams Actual cost – mock-ups, print, DVD
- 4. Partnership objectives £5m to fund local care for children with cancer Raise awareness of CLIC Sargent Establish ongoing mutual benefits during and beyond the partnership
- 5. Winning – why we won Clear proposal – Tesco want to make a difference Geographical delivery - staff engagement Inspiring cause
- 6. Winning the partnership Delivering the partnership Was it worth it?
- 7. Marketing Knew we’d won on Jun 30, to launch Mar 1 Logo iterations x 4 DVD iterations x 2 Key message iterations x lots!
- 8. The final partnership logo
- 9. Resourcing the partnership (1) Took previous charities and Tesco themselves as guide Structure iterations x 3 capacity issues Used existing staff in key roles
- 10. Resourcing the partnership (2)
- 11. Trends in enquiries to the hotline
- 12. Day to day (1) Fundraising team – led by Tesco Campaign Manager Tesco project team – reps from every team Had to be clear re. roles and responsibilities Project Manager – from outside fundraising to co-ordinate meetings and updates
- 13. Day to day (2) Main point of contact with Tesco staff (face to face meetings, hotline) Engaged Tesco staff Monthly reports and meetings with Tesco CSR team
- 14. Partnership oversight Project board Frequency All SMT, chaired by Fundraising Director Escalation point – could act quickly
- 16. High level project plan
- 17. Managing the restrictions (1) Money raised locally, spent locally Money raised centrally, partnership delivery and “top up” Mapped stores to Principal Treatment Centres Each Tesco store separate code on dbase Modelled Key Worker post costs
- 18. Managing the restrictions (2) Plan to have at least one key worker per PTC area Any surplus on central income used to plug gaps between income and expected expenditure
- 19. Financial model
- 20. Winning the partnership Delivering the partnership Was it worth it?
- 21. Was it worth it? £7.2m raised Key workers appointed in 4 trusts, with negotiations progressing in the remaining 11 trusts Brand exposure
- 22. When Evan was diagnosed his treatment started immediately and there was so much to digest. He goes to two hospitals for treatment, for tests and check ups. The appointments are really close together and it can be a logistical nightmare. Jodi knows exactly where we should be and what treatments we should be having. No matter how small my query is she treats it with the utmost importance, it is very reassuring. Evan Rees with his mum, Sarah
- 23. Questions?
Hinweis der Redaktion
- I thought you might all want to know why CLIC Sargent was selected.A large part of the money is being invested in key worker posts for children with cancer – Tesco want to make a difference. The key worker model:allows children to spend more time at homeimproves patient experience and emotional well-beingBetter educational participation and achievementThe model was recommended by NICE, but Trusts needed funding to make these proposals a reality. Also it’s crucial that most of the money raised is spent where it’s being raised as it’s all about staff engagement and this is something that’s very important to Tesco people
- Once we heard we’d won – huge amount to do. Lots of immediate tasks - logo, DVD and key messages all started before the team were in place. Needed to get people in place fast to work on it. Campaign Manager in post in October, rest of initial team in post in November.
- Stage 1 is based on our running identity, using a nurse character to support the need for local nurses. Stage 2 saw us introduce our new logo along with a childlike drawing of a nurse – to emphasise ‘children with cancer’At stage 3, we removed all illustration, focussing rather on the new CLIC Sargent logo and key message. At stage 4, the final logo, we incorporated feedback to add substance to the concept of a child’s drawing of a nurse – conveying a friendly and lively approach.
- Important to use the opportunity to develop your best people and keep skills in houseHowever – created immense disruption as we then had to recruit to backfill posts Put team in place but overwhelmed – had to ask for more resource twice but realised fairly early that we were likely to raise more than the target. Didn’t want to be looking back in a year’s time and wishing we’d acted sooner to increase the team
- These charts show the start and close team structure for the account management team. There were resource issues at the start of the partnership. The Project Manager met with project team to gain their wish list and costings for additional staff resource. This was prepared into a business case for the project board. With the starting structure, we would not have had enough resources to deliver Tesco’s requirements and meet their needs and would have had a significant impact on our ability to hit target. Additional staff were hired in creative, finance and PR to support the partnership.
- The Hotline was often the first contact that Tesco employees had with CLIC Sargent. Over the year, we received over 4,000 phone calls and 800 emails. The trends are detailed in the graph. Tesco staff and customers used the Hotline as an opportunity to contact CLIC Sargent for advice on fundraising ideas, support for fundraising events, ordering merchandise and marketing materials, for help arranging publicity, with queries on the partnership and for more information about CLIC Sargent’s children’s cancer services. It also gave CLIC Sargent the opportunity to find out how staff and customers were raising money, to thank them and make them aware of how they were helping with the campaign. Previous Tesco charity partners found that the number of calls and emails peaked after communications were sent out, which proved true for the CLIC Sargent fundraising weeks and around other key communications such as the January Household CRM campaign and the publication of marketing materials for the Peru trek.
- Given that the partnership was about delivery of a specific area of new work in the Key Worker nurse posts, it was important to have a truly representative team running it as a project with clear communication lines. The Tesco Team within Fundraising focused on the Fundraising side whilst an additional part-time project manager managed communications between Project Team and Project Board so issues could be escalated quickly and appropriately
- As it was such an enormous project with implications for every part of CLIC Sargent, we decided to put together a Project Board for ultimate accountability for the project. This was the Senior Management Team and was attended by the Tesco Team Manager, Corporate Partnerships Manager and the Project Manager.
- Initial set-up:Project board met monthly, moving to bi-monthly Project team met monthly to update each other. Project Manager then collated this information to highlight key risks and issues to take to the board.
- This is an example of the detailed project planning the cross-departmental project team collaborated on. Activities are sorted by month and colour-coded by lead team. The work spanned all departments – fundraising, services, PR, creative, HR, Finance and IT.
- Money raised locally (shops, bucket collection, local events), spent locallyMoney raised centrally (CRM, corporate events, recycling), partnership delivery and “top up”
- This financial model ensures there is sufficient money to pay for a key worker in each PTC area for the next three years.
- Would I do it all again?Not half!Rachel- would you?
- Eight-year-old Evan Rees was diagnosed with a tumour of the liver on Christmas Eve. He is now having fortnightly chemotherapy at Addenbrookes and in-between is receiving care at his local hospital. Evan is one of Jodi Betts’s patients, key worker at Addenbrooke’s Hospital, Cambridge in post since November 2010. Jodi looks after children and young people who have cancer across East Anglia.