Delivering the strategy: where are we at?

1. Delivering the strategy: where are we at?

2. The primary purpose of Buttle UK The maintenance, education and advancement in life of children and young people who through poverty and family situation are in need of and will benefit from Buttle UK’s support

3. Strategic Objectives 2012-15 To focus our beneficiary group on 0-18 years + To demonstrate greater impact through each individual grant awarded To demonstrate that advocacy has influenced policy and practice in at least three areas related to our grant giving To develop and implement a financial strategy for growth

4. The focus on 0 – 18 year olds What it has meant: Brought clarity and confirmed our raison d’etre, i.e. efficient and effective grant giving to individuals Allowed us to exit some programmes/projects and use our learning from these to start new ones Helped us to better articulate what we do Provided new opportunities to fund grant giving

5. To strive for greater impact through grant giving and advocacy What it has meant: Space to consider our impact on individuals: why we do what we do, is there more we could be doing? Allowed us to focus on the relationship between our grant giving, development and advocacy work, and how this can increase the scale of grant giving in general (School Places Project, Kinship Care, Enhanced Packages Domestic Violence) Emphasised the power of partnership, and the importance of the CEO role to broker and nurture these strategic relationships, and the need for this to be replicated operationally.

6. To create a strategy for growth The Appeal is designed to raise an additional of £20m over 5 years This is just stage 1 of the growth plan Stage 2 is to use the the infrastructure, contacts, profile, skills and expertise we have developed to maintain income growth for the years that follow

7. Fundraising Appeal Update

8. Where will the money come from? • The income would come in over the 5 years, building year on year • The 56 largest gifts will come from individuals, corporate ‘adoption’ or direct donations, trusts and foundations, and gala events. • Gifts at the next tier (500 x £10k) will also come from the sources above • The smaller gifts will come from targeted marketing and fundraising with the public, as long as initial research and testing demonstrates this is viable.

9. Roles Steering Group. At least four Trustees + between 6-8 external volunteers. Time limited role to discuss the viability of the Appeal. Appeal Board. Role is to deliver the fundraising target through their personal contributions – donations, skills, contacts, gifts in kind Appeal leadership.  Richard (with support from Gerri). Develop the strategy and be accountable for delivery. Appeal management. New post to service the Steering Group and the Appeal Board. They will also undertake research to identify potential Appeal donors, and secure donations from the opportunities created. Consultants and support. Giles Pegram, Creamer and Lloyd and Jo Graham.

10. The plan Finalise elevator pitch messaging. End of April Draft a detailed ‘Case for Support’. April - June Recruit Major Appeal Manager. April - June ‘Engagement event’, to recruit the Steering Group. Late September Steering Group meets. November – March/April TheAppeal Board meets/the Appeal is launched. April 2015

11. Feedback on the ‘Elevator Pitch’ workshops

12. The purpose of the ‘Elevator pitch’ workshops 1. To create the top line appeal message: the benefits to society of our Appeal, and the tone of voice we will use to express it. Also the core values that will sit at the heart of it and what we will be know for as a result of it. 2. To involve all staff and trustees to get a collective sense of clarity and excitement about what the Appeal can achieve for our beneficiaries

13. Us About Us – staff workshop

14. What’s it like working for Buttle? The ying/yang of working for Buttle: calm/frantic flowers/rootsvisible/invisible hope/hopelessness straightforward/complexcompeting/complementary The seriousness of what we do makes it hard to switch off We are part of a complex network of support

15. How Buttle is known? A lack of awareness, visibility and recognition. But are we known where we need to be known? Once people know about you, they are full of admiration and respect.

16. What makes us different? More ying/yang : we’re a small team who give people a big helping hand; we have clear guidelines but we are flexible. Practical and real help that changes things significantly, but sometimes in a relatively small way

17. Five words to describe Buttle UK… Our values: Non-judgmental Expert Personal Practical Flexible Connected Entrepreneurial

18. Describing the depth and breadth of our knowledge 2 out of 3 illustrations followed the same theme of a duck/swan… Calm on the surface Busy paddling under the water Part of a wider ecosystem

19. Staff and Trustees workshop

20. The Process Variety of inputs… Us about us Standing in our beneficiaries shoes Standing in our stakeholders shoes A view from beyond our world: Sue Pettigrew, St Michael’s Fellowship Looking to 2017

21. core messaging The output values tone of voice benefits to society what we will be we known/recognised for

23. Where did that leave us? • An agreed, coherent statement of who we are • Priotisting the aspects of who we are that are most important to us: • We have scale (UK –wide) • Grants to individuals is the important bit of what we do • The circumstances of those we help • Support now, but also ‘ a chance to change’ • But… • Language is not emotive, it doesn’t consider what will motivate the target audience • It doesn’t include the appeal goal • It’s not clear what the need we are trying to address is

24. Jo’s matrix PROACTIVE POWER OVER POVERTY CHANCE TO CHANGE TURNING CRISIS INTO STARTING POINTS RELIEF TRANSFORMATION HOW BUTTLE WORKS PROVIDING LIFELINES REACTIVE WHAT BENEFICARIES GET

25. Elevator Pitch - DRAFT APPEAL NAME From crisis point to turning point We give direct, practical help to children, young people and families living in poverty in the UK. We help at crisis points. By providing a lifeline when they have nowhere else to turn. And we create turning points. By believing in them and giving them a chance to change their lives. WHO WE ARE We understand the way that poverty can dominate a young life. We know that it doesn’t just make today tough, it takes away opportunities for tomorrow.  To make a lasting difference we need to help vulnerable young people and families break free from this cycle of poverty. But we can only do this by increasing the amount we are able to give. Today’s average grant of £300 helps us ensure a child has a bed to sleep in, a shower in the morning, or a hot meal each evening.  By increasing our grant to £1,000 means we can create a personal package to help young people and families in need not just survive today, but build a better tomorrow. By raising £20m over the next five years we can help 20,000 young people and families find their turning point and start to create a brighter future for themselves. APPEAL GOAL

26. Partnership The current “projects” are all about enhanced packages This is possible through working with others to enhance what they do in partnership with them Combining our grants more effectively with service provision through partnership Strategic and operational partnership is needed to achieve greater impact and scale

27. A virtuous circle