Our future focus• Building support for thebest care• Being our best in all we doIncreasing our sustainable, unrestrictedincomeDeveloping our governanceMaintain investment in growth of regular giving andKing’s Lottery, recruiting throughout hospital sites.Support the Board to develop a new, financiallysustainable strategic plan for 2025–28.Recruit 2,000 new donors from door-to-door andprivate-site fundraising, while strengthening ourreporting, stewardship and cross-selling.Operationalise previous independent governancereview, implementing recommendations frominternal audits.Raise £100,000 through the Great Hospital Hike,including the recruitment of a corporate sponsor.Strengthen compliance and processes acrossthe Charity, including Gambling Commissionrequirements for the King’s Lottery.Increase income from our direct marketingprogramme, through digital and postal appealsand the development of an email newsletter tostrengthen supporter engagement.Develop a compelling marketing programme forlegacy and in-memory fundraising.Supporting department-specificfundraising to help benefit more patientsWork with key clinicians to develop projects thatsupport our strategic objectives and engage gratefulpatients.Grow a pipeline of major gifts and undertakesolicitations, matching projects with potentialfunders and testing full cost recovery.Building awareness of our cause,throughout our hospitals and beyondStrengthen alignment with the Trust’s corporatecommunications activity, including shared editorial.Developing our peopleMobilise the new look HR function to deliverprogress on People Strategy.Update key policies to embed Charity values morefirmly, including equality, diversity and inclusionframework.Developing our systems and processesDevelop the structure of the Finance andResources directorate and related supportprocesses to deliver efficiency improvement.Strengthen staff skills in performance reporting,developing IT and digital strategy to streamlineprocesses and improve effectiveness.Managing our financial resourcesDeploy digital strategy to increase reach,engagement and conversion across all digitalchannels.Regular monitoring of financial strategy andreserves policy using agreed KPIs and milestones.Improve our visibility across hospital sites, throughimproved engagement with hospital staff andeffective use of existing and new advertising spaces.Monitor progress relative to budget target forgrowth in unrestricted income and return oninvestment.K I N G’ S CO L L E G E H O S P I TA L C H A R I T Y A N N UA L R E P O R T A N D F I N A N C I A L S TAT E M E N T S 2 0 2 3/ 2425
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