Draft university hospitals bristol nhs foundation Trust

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university hospitals bristol nhs foundation Trust

fundraising Strategy 2009 - 11

version 3.0




Issued to


16 Nov 2008

Sue Clark

Trust Executive Group


12 Feb 2009

Robert Woolley

Charitable partners for comment


31 March 2009

Robert Woolley

Trust Board


This document sets out the Trust’s fundraising strategy for the three years 2009-11. It provides a framework within which charitable fundraising linked to the University Hospitals Bristol NHS Foundation Trust should be conducted.
Fundraising can provide valuable support for desirable developments that are either unaffordable to the Trust or outside the core funding responsibilities of the NHS. By their nature, fundraising activities engage with staff, patient and public constituencies – they can therefore be a valuable means of raising the organisation’s profile and reputation. This fundraising strategy must therefore align closely to the communications and marketing strategies of the Trust.
This Fundraising Strategy is not designed to interfere with the operation of independent charitable organisations whose accountability is to their donors and to 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, jointly with charitable partners.

2.strategic Aims

The over-arching aims of the fundraising strategy are:

  • to establish a corporate view of fundraising priorities, aligned to the Trust’s strategic objectives

  • to enhance the Trust’s fundraising expertise and provide greater support and direction to charitable partners

  • to maximise charitable support to the Trust’s activities and development plans

  • to integrate fundraising activities into the business planning and performance management processes of the Trust.

3.External and internal analysis

3.1fundraising environment

NHS-associated fundraising has traditionally been driven by a handful of leading charities, particularly those associated with Great Ormond Street, the Christie and the Royal Marsden.
Above and Beyond Charities were just outside the top 10 NHS charities by scale of donations and legacies received in 2006, as shown in Figure 1. Income is also shown to have declined over the three years up to and including 2006.
In the current economic crisis, it may be expected that personal and corporate giving will shrink across all charitable sectors nationally. Investment returns from charitable fund reserves in the stock market have been negative in 2008.
The Trust’s main local competition for charitable funding comes from:

  • NHS providers, including North Bristol Trust, Great Western Ambulance Trust, Royal United Hospital, Bath, and the Community Health Services arm of Bristol Primary Care Trust

  • educational and research institutions, including the University of Bristol and University of the West of England

  • local voluntary organisations and the regional outposts of national charitable organisations.

Figure 1. Donations and legacies received by NHS charities 2004-06.

Professional fundraisers typically categorise their activities into five areas:

  • Community and events fundraising

  • Legacy marketing

  • Major giving by individuals

  • Corporate partnerships

  • Charitable trust grant-making

Traditionally, community fundraising projects and legacy giving have been the major sources of charitable income to the Trust.

The UK Giving report for 2006/07 1 showed that, among individual donors, the cause which was supported by the greatest number of people nationally was medical research, followed next by children/young people and then hospital/hospice charities.
It also showed that the three groups most likely to donate to charity were women, people aged 45-64 years, and managers/professionals. Wealthier people were most likely to donate and to donate the most money.
These are clearly general findings reflecting the national picture. In the absence of detailed local research, the Trust currently lacks an understanding of its relative position in the fundraising market-place.

3.2Existing Fundraising arrangements in the Trust

The Trust benefits from the long-standing commitment of linked charities, whose primary purpose is to assist the development of its hospitals and services.
Existing charitable support is normally for developments which lie outside the core funding responsibilities of the NHS. It usually takes the form of capital contributions, as donors are not inclined to make open-ended revenue commitments.
Table 1 lists those charities registered with The Charity Commission for England and Wales whose purpose is directly associated with the Trust and its services.

Charitable Trusts for the University Hospitals Bristol (Above and Beyond Charities)

Subsidiaries of the Charitable Trusts for the University Hospitals Bristol:

  • Above and Beyond Appeal

  • Bristol Dental Hospital Charitable Fund

  • Bristol Eye Hospital General Charity

  • Bristol General Hospital General Charity

  • Bristol Haematology and Oncology Centre General Charity

  • Bristol Homeopathic Hospital General Charity

  • Bristol Royal Hospital for Children General Charity

  • Bristol Royal Infirmary General Charity

  • St Michael’s Hospital General Charity

  • The United Bristol Hospitals General Charity

  • The United Bristol Hospitals General Purposes Fund

Bosom Buddies

Bristol Hospital Broadcasting Service

The Friends of the Bristol Eye Hospital

The Friends of Bristol Oncology Centre

The Guild of Friends of the Bristol Royal Hospital for Sick Children

The League of Friends of the Bristol General Hospital

The League of Friends of the Bristol Royal Infirmary

The Royal Hospital for Children Bristol Appeal Limited (The Grand Appeal)

United Bristol Hospital Nurses League Benevolent Fund

Table 1. Registered charities directly associated with the Trust.

In addition to those charities whose principal purpose is to support the services and patients of the Trust, significant benefit is received from a wider range of charities operating on a national or regional basis, such as the Women’s Royal Voluntary Service.

Table 2 summarises the financial status of the majority of these charitable partners, according to the latest accounts filed with the Charity Commission.

Charity name

Accounting date

Total income


Direct charitable expenditure


Fund balance


Bosom Buddies





Charitable Trusts for University Hospitals Bristol





Friends of the Bristol Eye Hospital





Friends of the Bristol Oncology Centre





Guild of Friends of the Bristol Royal Hospital for Sick Children





League of Friends of the Bristol General Hospital





League of Friends of the Bristol Royal Infirmary





Royal Hospital for Children, Bristol (Grand) Appeal





Table 2. Key financial indicators from main linked charities from latest publicly available accounts
It will be seen that the Charitable Trusts for the University Hospitals Bristol dwarf other partners in terms both of reserves and funds raised. By way of comparison, North Bristol Trust Charitable Funds had a balance of £8.6m at 31 March 2008.
Table 3 shows the current balances of the General Purpose Funds held by the Charitable Trusts (Above and Beyond Charities). It demonstrates that there are no unrestricted funds available to support the Bristol Royal Infirmary or St Michael’s Hospital, which is a long-standing situation.

General Purpose Fund

Balance available


United Bristol Hospitals


Bristol Royal Infirmary


Bristol Dental Hospital


Bristol General Hospital


Bristol Royal Hospital for Children


Bristol Eye Hospital


Bristol Homeopathic Hospital


Bristol Haematology and Oncology Centre


Garland Estate (BHOC and Bristol Breast Unit)


St Michael’s Hospital


Table 3. CTUHB General Purpose Funds at 30 September 2008

(Source: CTUHB)

3.3strengths, weaknesses, opportunities and threats

Given the aims of the strategy and notwithstanding the limited market analysis available, it is possible to identify a range of strengths, weaknesses, opportunities and threats relevant to fundraising in the Trust. These are summarised in Table 4.
This analysis is informed by discussions with key charitable partners and observation of existing processes within the Trust. Fundamental assumptions in the strengths, weaknesses, opportunities and threats analysis are that, while community fundraising remains a valuable means of engaging with local stakeholders, excessive reliance on it runs the risk of diminishing returns over time and that there is untapped potential in the areas of charitable trust grant-making, corporate partnerships and major giving by wealthy individual donors. Overall, the analysis indicates that there is significant opportunity to increase the Trust’s charitable income, if the weaknesses in current arrangements are addressed.



  • Range of specialist services

  • Paediatric provider

  • Reputation for clinical excellence

  • Centre for healthcare research and development

  • Established education and training partnerships

  • Central location in regional capital city

  • Successful partnerships with a range of hospital and other charities

  • Successful community fundraising

  • Significant track-record in charitable contribution to Trust service developments

  • Limited corporate influence on charitable partners

  • Inadequate alignment of fundraising initiatives with business planning process

  • Limited corporate vision for contribution of fundraising to strategic objectives

  • Fragmentation of fundraising activities

  • Lack of fundraising expertise and market awareness in the Trust

  • Lack of market research capacity in the Trust or partners

  • Limited unrestricted funds available for the Trust and esp. BRI and St Michael’s

  • Reliance on community fundraising

  • Limited co-ordination of use of multiple departmental funds

  • Multiplicity of special purpose funds

  • Dormant funds

  • Processes and controls on research fund management are in development

  • Lack of Trust-wide arts programme

  • Lack of archivist function to protect Trust heritage



  • Scope to increase major giving, corporate and charitable trust income

  • Foundation Trust freedoms to innovate

  • Potential reputation benefits through aligning fundraising and marketing activities

  • Potential to work with research and education partners to raise funds

  • Crowded charitable fundraising marketplace

  • Decline in charitable giving in line with national and regional economy

  • Reduction in investment returns for linked charities and restrictions on spend

  • Competition from local NHS providers

  • Competition from academic institutions

  • Potential competing initiatives between different UHB charitable partners

Table 4. Major strengths, weaknesses, opportunities and threats in relation to UHB fundraising


Taking into account the analysis of strengths, weaknesses, opportunities and threats above, a number of detailed objectives can be identified:
Vision and philosophy

  • to develop a Trust vision for fundraising which can be shared with staff, that identifies the potential benefits to Trust service improvement, staff development, the patient and staff environment, research activities and estate development

  • to develop compelling fundraising cases in support of the Trust’s major strategic development plans, that are described in terms of patient need and not buildings.


  • to establish a charitable stakeholder group to assist corporate communications with key partners, in addition to existing formal and informal links

  • to apply the Trust’s partnership framework to key charitable partners

  • to assist with recruitment of trustees where invited.


  • to ensure that fundraising opportunities are formally examined in the initial planning phase of service and research development projects

  • to involve charitable partners early in the development of Trust plans

  • to introduce a planning framework for fundraising activities and use of charitable funds, aligned to the business planning process of the Trust

  • to co-ordinate fundraising plans across the organisation

  • to introduce a process of routine monitoring and evaluation to assess the overall success of fundraising activities and to guide future planning.


  • to assign explicit responsibility for oversight of Trust fundraising activities to an existing or new corporate committee

  • to issue Trust guidance to wards and departments about the management of charitable funds, consistent with the guidance of charitable partners

  • to establish a framework for Trust communications with fund leads, in collaboration with the Above and Beyond Charities

  • to provide appropriate guidance and training for staff about donor stewardship and charitable activities.


  • to continue to support the community fundraising activities of partner charities

  • to prepare guidance for staff about communication with patients and others about donor opportunities

  • to give senior corporate and Divisional support to the development of potential donor relationships.

Fundraising development in the Trust

  • to involve the Communications Team in fundraising strategy, to ensure consistency with the Trust’s corporate identity and key messages

  • to develop a UHB donor database

  • to undertake relevant market research within available resources

  • to develop capacity within the Trust to support increased focus on major giving, corporate and charitable trust income

  • to develop corporate partnerships to assist desirable developments, within a framework of Trust principles to be agreed, taking account of the freedoms available to NHS Foundation Trusts

  • to publicise opportunities for charitable giving to patients

  • to explore the potential to target existing patients in future community fundraising initiatives. This approach reflects practice in the USA but has been adopted at King’s College Hospital

  • to explore the potential to target Foundation Trust members in future community fundraising initiatives

  • to test the feasibility of introducing existing and former patients to the Trust’s charitable partners through relevant clinicians. This approach has been successfully developed by Great Ormond Street and the Royal Marsden.

Related objectives

  • to develop a Foundation Trust corporate giving programme based on facilitating staff to donate to causes outside the Trust. This could be badged as part of our health-promoting hospitals campaign and delivered through opt-in payroll contributions

  • to establish a Trust-wide arts programme, subject to charitable support, and make this one focus for future fundraising.

5.Strategic development plans

Major fundraising campaigns take a significant length of time to organise and implement. The lead times for securing individual high value donations can often vary between 1 and 3 years.
It is therefore becoming urgent that the Trust defines the object of any future campaign in support of the redevelopment of the Bristol Royal Infirmary.
The logical partners for such a campaign are the Above and Beyond Charities and the League of Friends of the Bristol Royal Infirmary. It is therefore appropriate to be including these partners in the design of such a campaign as the ‘Heart of Bristol’ appeal in support of the Bristol Heart Institute comes to a close.
A key issue will be to avoid as far as possible any conflict with an appeal in support of the Centralisation of Specialist Paediatrics in Bristol, in which the Grand Appeal is likely to have a significant part.
Initial discussions have suggested that it may be challenging to make an attractive fundraising case for the patient population which uses the BRI, although this needs testing further.

6.Planning framework

The proposed approach to Trust planning will identify fundraising priorities through the Divisional clinical strategic review and annual business planning process.

Divisions will produce a business case describing the context of the proposed fundraising activity and the benefits to the organisation. Charitable partners will be approached early to contribute where appropriate.

When the business case is approved the Division will work with charitable partners to develop a robust project plan defining clear lines of responsibility, aims and objectives of the project, resources, action plan and timeframe.
Figure 1 overleaf shows the process diagrammatically.

Trust to define fundraising activity and examine the strengths, weaknesses, opportunities and threats of the proposed initiatives

Alignment to the Integrated Business Plan and strategic priorities of the organisation.

Key drivers:

  • Improving the patient and carer experience

  • Research and Development

  • Teaching and Learning

  • Strategic Redevelopment

  • Areas of approved need

Division to develop a Business Case defining the purpose of the
project and assessing the benefits for the Trust

Fundraising opportunities can be identified, properly considered and effectively promoted.

Trust Executive Group to assess and agree the Business Case to ensure alignment with the Trust’s strategic priorities

Charitable organisations will develop a fundraising Business Case and establish a robust project plan with clearly defined goals, resource requirement and timeframe

Avoid duplication of activities and encourage appropriate, controlled and effective fundraising initiatives.

Charitable organisations to prepare a fundraising project plan to be presented and agreed through the appropriate Charitable Trustee Boards

Process of evaluation to assess the overall success of fundraising activities and to guide future planning.

Project Evaluation

7.Partnership governance

It is proposed that charitable partners are considered for designation by the Trust Executive Group under the Trust’s Partnership Framework.
The partnership framework has been established to meet the following objectives:

    • To performance monitor the effectiveness of key partnerships

    • To ensure partnership accountability

    • To highlight concerns about a key partnership on a timely basis

    • To ensure any major risks to partnership effectiveness, accountability or value for money are identified and, where necessary, entered onto the corporate Risk Register

The evaluation process ensures partnership arrangements are appropriate, systems and processes are in place and the effectiveness and (where applicable) value for money of the partnership are regularly assessed. Partnership accountability is also enhanced and information is linked to the Trust’s performance management and risk framework.


Successful prosecution of this strategy will depend on its prioritisation within the Trust and a realistic assessment of resource requirements, some of which may be self-supporting through fundraising income.

9.EQUALITIES Impact assessment

A screening assessment has been undertaken in line with the Trust’s Equality Impact Assessment procedure. This demonstrates no adverse impact on individual target groups and a generalised benefit over and above core NHS provision to all groups.


This Fundraising Strategy is not designed to interfere with the operation of independent charitable organisations whose accountability is to their donors and to 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, jointly with charitable partners.

Sue Clark

Associate Director Service Development

Robert Woolley

Director of Corporate Development
Draft 3

March 2009

1 UK Giving 2007, Results of the 2006/07 Individual Giving Survey on charitable giving with special reports on gender and causes, National Council for Voluntary Organisations & Charities Aid Foundation, November 2007

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