Devon Air Ambulance Trust Strategic Plan 2013-2017

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