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P-103 Restructuring income generation in the middle of a global pandemic
  1. Catherine Butterworth
  1. St John’s Hospice, Lancaster, Lancashire


Background Income generation plays a crucial part in funding charities and with only 1/3rd funding received for our hospice, would it be sustainable to still have the current structure with the world in lockdown?

Aim To revaluate our current structure, implement changes to meet the changing face of fundraising, analysing data to influence and drive our income generation decisions going forwards whilst ensuring our systems and processes digital transformed the way we operate.

Methods May-June 2020: Evaluation of all current roles within Fundraising, Lottery, Grants and Legacies across two sites. August -September 2020: Full consultation with all staff members. October 2020 – staff receive confirmation of roles although still remain on furlough through pandemic; New supporter care team roles advertised and roles begin to work with the digital transformation plan.

Results Cost savings of 100k when income received in to the hospice was uncertain and our fundraising events had been diminished due to lockdown, rising COVID-19 cases and furloughed staff across many industries. Changed direction of resources into new Supporter Care team (SCT) whose aims was to ensure our data was fit for the future and could influence our decisions going forwards. Invested in a standalone role for legacy giving, an income stream that many hospices don’t invest enough resource into (Remember A Charity, 2019. UK legacy fundraising market 2019; Remember A Charity, Legacy Foresight, the Institute of Legacy Management, and Smee & Ford).

Conclusion Restructure is working well, new SCT fully trained on database allowing data to become more focused and relevant to our needs therefore subsequent mailings are donor specific allowing us to understand and map our donor journey. Fifteen months later the UK is still not back to full capacity after COVID-19 therefore the reduced fundraising team is currently adequate based on demands and income streams. A surge in wills during last 18 months has already seen an increase in supporter communication and a new legacy strategy is being implemented as a result of this consultation.

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