Devon Air Ambulance Trust
Strategic Plan 2013-2017
Contents Introduction Context and Strategy Service Finance Fundraising Retail Marketing People Organisation
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Did you know ... It costs £4.5 million annually to keep Devon’s two Air Ambulances flying All of the monies needed come from the generosity and goodwill of the community, businesses and friends of Devon We are available daylight hours – during the summer that’s approximately 14 hours a day We are proud of our independence from Government funding. The operating costs of the service are met by public fundraising and donations. The paramedics are provided by South Western Ambulance Services NHS Foundation A local service Trust, supported in part by owned by and for the Charity.
the people of Devon
Here for all – from birth upwards
Bringing the right care, to the right place, at the right time
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Introduction
Context
This plan sets out our charitable objectives, ie what we intend to deliver, over the next 5 years. It details the strategies we will employ in order to achieve these objectives.
Vision, Mission & Values
The service strategy sets out these charitable objectives in more detail and the finance strategy gives an overview of the targets we will need to meet in order to fund these objectives.
• Our mission is to relieve sickness and injury in the county of Devon by assisting in the provision of an Air Ambulance Service
The fundraising and retail strategies cover all aspects of income generation other than investments, which will be included in the finance strategy.
• Our vision is an Air Ambulance service, available to all, 24 hours a day
• We value our community, our volunteers, our independence and being available to all.
The marketing strategy provides an overview of our plans to maintain our high level of brand awareness within the county. The people strategy outlines how we intend to support and develop our staff and volunteers in order to be able to achieve the increased income generation targets set without increasing core staffing and the organisational development strategy considers how we will continue to ensure we have the right organisational infrastructure to enable staff to work effectively. This is summed up by the diagram, right.
Create right environment to increase funds: high public awareness; organisational culture, resources and facilities; investment in people
Increase funds available for charitable expenditure: excellent financial management; increased net income
Services: increased hours and extended skills
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Local context Devon Air Ambulance Trust works closely with its key partners: South Western Ambulance Service NHS Foundation Trust (SWASFT), which seconds the paramedics to the aircrew and from whom we commission the tasking of the service in partnership with our neighbouring air ambulance charities, Cornwall and Dorset & Somerset. In 2008, we established a working partnership with Devon & Cornwall Police who operate G-DVAA, which the charity owns.
National context Devon Air Ambulance Trust is a member of the Association of Air Ambulances and supports its work to develop standard operating procedures, share best practice and support effective national communications and campaigns in support of shared objectives. In 2012, questions have been raised nationally about government funding, a nationalised service and standardisation of services. Devon Air Ambulance does not believe this would be in the best interests of local people. We believe the service should be driven by local needs and that these vary significantly across the UK. The area we serve is unique and presents some considerable challenges in its geography, topology and demography. A service developed to densely populated urban areas will not meet the needs or expectations of our community. We will continue to maintain our independence whilst striving for clinical excellence in partnership with the ambulance service.
Core Strategy Our core strategy is to work collaboratively across all aspects of our work, from operations to fundraising, retail to public relations, in order to deliver the best possible air ambulance service for the people of Devon who own the service. Our rationale for this is that, rather than invest considerable sums of their money in establishing the necessary governance arrangements to bring the clinical team, pilots and engineering in-house, we will work with our partners who are already experts in their respective fields to reduce costs all round and provide the best care for patients and the best value to our donors and supporters. Similarly, in income generation, rather than invest considerable time and energy in high risk fundraising events, expensive and potentially alienating face to face, direct mail and telephone donor canvassing, we have developed a core strategy of community partnership focussing on building loyalty and grassroots support across the county through volunteers, shops, lottery and a strong local brand which everyone in the community, wealthy or poor, can afford to support in some way. We believe our approach remains the most appropriate strategy for the service and this is reflected in this plan, which provides for ongoing collaborative working arrangements for both clinical and aviation services. This leaves the charity free to build on its strengths to ensure we continue to gain the support of the public for this life-saving service.
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Service Our key objectives for the next five years are: • operational development: introduction of community helipads to facilitate night operations and full time despatch • clinical development: enhanced skills programme for seconded aircrew
Service Plan:
2013
2014
2015
2016
2017
Operational Development
ID min number of community helipads needed. Research package (land; mast; lighting; security; maintenance; inspection) and identify lead projects.
Work with lead communities to bring on board.
PR campaign to build up to opening of first pads.
1st tranche of pads launched. Further communities engaged.
Community helipads
Hours
07:00-17:00 / 11:00-21:00
07:00-19:00 / 11:00-21:00
07:00-19:00 / 11:00-21:00
07:00-19:00 / 10:00-22:00
07:00-19:00 / 07:00-24:00+
2 shifts to cover 15+hrs
2 shifts to cover 17+hrs
Enhanced skills programme ongoing
Enhanced skills programme ongoing
Despatch Clinical development
Enhanced skills programme start
Enhanced skills programme ongoing
Enhanced skills programme ongoing
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Finance In order to achieve the objectives set out in the Service Plan, DAAT must: • increase income by £1m over the course of 5 years • maintain level of income per capita of population • maintain legacy income whilst reducing overall dependency on legacies • increase contribution of shops and lottery from 11% to 15% and 31% to 33% of Heli costs respectively • find efficiency savings in administration in order to increase staff time available for donor support
Financial Plan:
2013
2014
2015
2016
2017
Key Objectives
Surplus of at least £200k+ Income of £5.44m
Surplus of at least £200k+ Income £5.78m
Surplus of at least £200k+ Income of £6.06m
Surplus of at least £200k+ Income of £6.34m
Surplus of at least £200k+ Income of £6.62m
Policies & Procedures
Salaries; reserves policy; investments policy; risk; aircraft replacement plan
Salaries; reserves policy; investments policy; risk; aircraft replacement plan
Salaries; reserves policy; investments policy; risk; aircraft replacement plan
Salaries; reserves policy; investments policy; risk; aircraft replacement plan
Salaries; reserves policy; investments policy; risk; aircraft replacement plan
Budgets and Forecasts
Detailed budget
Forecast
Forecast
Forecast
Forecast
Aircraft replacement
G-DAAN final payment
G-DVAA replacement plans
G-DVAA replacement order
G-DVAA replacement final spec
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Fundraising To achieve the targets set out in the Finance plan, DAAT needs to: • continue with our core fundraising strategy of community engagement • reinforce our grassroots support through improved donor and volunteer recruitment and support • maintain a range of easily accessible support mechanisms including box collections, sponsorship activities and affinity schemes • grow membership of our lottery • improve data processing with more streamlined processes
Fundraising Plan:
2013
2014
2015
2016
2017
Community fundraising
Maintain box income; new affinity schemes/CRM; maintain legacy income; raise individual donations and sponsorship
Maintain box & legacy income; new affinity schemes/CRM; increase donations/ sponsorship; online data entry for events & volunteers
Maintain box & legacy income; new affinity schemes/CRM; increase donations/ sponsorship
Maintain box & legacy income; new affinity schemes/CRM; increase donations/ sponsorship
Maintain box & legacy income; new affinity schemes/CRM; increase donations/ sponsorship
DAAT & community events
21st birthday & G-DAAN launch; golf day; ride out; swim; Grand Summer Draw (GSD)
golf day; ride out; swim; GSD
golf day; ride out; swim; GSD
golf day; ride out; swim; GSD
25th birthday; golf day; ride out; swim; GSD
Lottery
Increase to 24k players
26k
28k
30k
32k
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Retail Our objectives for retail for the next five years are: • open on average 2 new shops per year to support areas of the county where daat is underrepresented • diversification based on research and analysis of charity retail trends • introduce a new electronic point of sale (epos) system • improve efficiency and gift aid reclamation • increase contribution to helicopter costs from 10% to 20% by 2017
Retail Plan:
2013
2014
2015
2016
2017
Expand number of shops (Targets: Okehampton; Axminster; South Molton; Holsworthy; Ilfracombe; Tavistock; Torquay; Totnes; Dartmouth; Plymouth)
12 shops management review
14 shops
16 shops
18 shops
20 shops
Diversification
Ebay; specialist shops; merchandise
Ebay; specialist shops; merchandise
Ebay; specialist shops; merchandise
Ebay; specialist shops; merchandise
Ebay; specialist shops; merchandise
Improved efficiency, performance management and maximise sales
New EPOS system for shops Gift aid target 56K Turnover 1 Million % Heli op costs 11%
Gift aid target 67k Turnover 1’176k % Heli op costs 13.5%
Gift aid target 78k Turnover 1’355k % Heli op costs 16%
Gift aid target 89k Turnover 1’538k % Heli op costs 18.5%
Gift aid target 100k Turnover 1’724k % Heli op costs 20%
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Marketing To achieve the income generation targets in fundraising and retail we need to: • engage all parts of the community at grassroots level and increase brand awareness and reputation • utilise more local and social media as well as traditional print and broadcast media • develop local support through improved volunteer training and information • expand circulation and reach of Helipad magazine • ensure we meet and where possible exceed expectations • be transparent and accountable for all aspects of the charity and service
Marketing Plan:
2013
2014
Brand management
G-DAAN livery to match G-DVAA; retail branding review; develop tool for monitoring impact of PR/ marketing activity
Review online branding
PR and communications
Focus on really local comms, cmty websites, parish news, pr for local events and volunteers. Develop touch screen information pedestals. Android app.
Helipad to go quarterly depending on 2013 advertising revenue Web tender
Social media
Develop policy & training plan for staff & volunteers
2015
2016
Website overhaul Night ops awareness Community helipad campaign campaign
2017
Devon Air Ambulance Trust
Strategic Plan 2013-2017
People In order to achieve all the targets set, we need to ensure we have the right skills, competencies and working culture. To do this we must: • release staff time through more efficient data processing • invest time released in improving relationships with the public, donors and volunteers • improve training planning and administration • develop a new programme of regular volunteer training and induction • invest in leadership to ensure we create the right organisational culture to deliver.
People Plan:
2013
2014
2015
2016
Training & development
Database; transferable skills audit; EPOS system; ECDL; Leadership; team-building
Customer service (non-retail); coaching support.
Remuneration
2017
Aim for average sector wages; Ditto pension @6%; need to raise awareness of impending pension changes
Ditto
Pension reform deadline
Volunteers
370
395
420
445
470
Leadership
SMT to SLT: more focus on leadership & direction
Governance
New chair tba; recruit new medical trustee; new legal trustee
Recruit new aviation & HR trustees; Facilitate training day
Reappointment of Chair/new Chair
Recruit new Treasurer
Reappointment of Chair/new Chair; facilitate training day.
Devon Air Ambulance Trust
Strategic Plan 2013-2017
Organisation This plan is about giving staff and volunteers the resources they need in order to deliver the results required to raise income and achieve our objectives for service development. It is about building our resilience, continual improvement and sustainability. Key objectives are: • integration of databases and improved efficiency in data management • new shop EPOS system • ensure IT infrastructure is fit for purpose
Organisation Plan:
2013
2014
IT
New epos system for shops
Data management
Data processes and procedures identified, analysed
Data integration
Facilities
New shop fits; Exeter airport base move
New shop fits
2015
2016
2017
New shop fits
New shop fits
New shop fits
Devon Air Ambulance Trust
Devon Air Ambulance Trust 5 Sandpiper Court Harrington Lane Exeter EX4 8NS
www.daat.org 01392 466666 devonairambulancetrust @DevonAirAmb