HOMELESS OUTREACH PROJECT

PROFILE DELIVERABLE

MARCH, 2008

Submitted to: Submitted by:

The Board The Edinburgh Group
Homeless Outreach Project The Potterrow
1a Grindlay Street Court 5/2 Bristo Square
Edinburgh Edinburgh
EH3 9AR EH8 9AL

1
Table of contents
Executive Summary 3
Organisational Profile 5

Part 1: 6
Improving HOP’s relationship with the Council and other key agencies 7
Objectives 8
HOP’s relationship with the Council 9
Document correlating HOP and Council objectives 10
Personal links with the Council 11
HOP’s relationship with other organisations 12

Part 2: 14
Website development 15
Objectives 16
Recommendations for website additions 17
Online donations set-up guide 20

Raising HOP’s media profile 24

Objectives 25
Importance of the media for HOP 26
Creating a media strategy 27
Newsletters 30
Advertising and campaigns 31
Key media resources 32

Corporate funding and trusts 33

Objectives 34
HOP’s organisation profile 35
Stages of funding application 36
Application requirements 38
Prospective trusts 40
Prospective corporate sponsors 44
Sample Enquiry Letter 47

Potential challenges 48
Additional opportunities 49
Implementation 52
Bibliography 55

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Executive Summary
The Homeless Outreach Project engaged The Edinburgh Group to conduct an enquiry into
raising the public profile of the HOP organisation within Edinburgh. The Edinburgh Group has
thus created a set of detailed recommendations for HOP outlining the best areas to target with
this profile and the methods of implementation. After much research into the homelessness
outreach scene in Edinburgh, these recommendations work closely with HOP’s current position
in this community and the resources and ability of HOP to initiate such an undertaking for their
profile.

The Edinburgh Group identified four principle areas where HOP can develop a more public and
accessible image and this report highlights these areas with specific recommendations for each
area.

Part 1 Improving HOP’s relationship with the City of Edinburgh Council and other
Key Organisations:
• Outlines the importance of relations with HOP’s primary financier: The Council
• Suggests tangible ways to develop this relationship
• Identifies other key organisations linked with HOP and how HOP can engage more
with these in order to raise their profile and gain more of a reputation for the work
they do.

Part 2
Website Development:
• Offers clear, straightforward directions for making the HOP website more
professional and accessible to the public
• Gives a step-by-step guide for incorporating online donations, media archive,
corporate partners and newsletter areas on the HOP website

Raising HOP’s Media Profile:

• Highlights the vital importance of media relations for all non-profit organisations
• Provides a step-by-step guide to getting HOP into the local media and maintaining
relations
• Offers further ideas on campaigns and advertising to develop HOP’s public profile

Corporate Funding and Trusts:

• Outlines the financial benefits to HOP available through non-Council funding
• Suggests possible corporate sponsors and available grants that fit best with HOP
• Details exact guides in applying for financial aid and what will be required

These recommendations range from the short term goal of securing Council funding by
December 2008 through a development of HOP-Council relations to the long term goals
inherent in raising an organisation’s profile. The long term action plan of improving the HOP
website, raising HOP’s media profile in local news and appealing to local businesses and grants
for support and funding are important steps in getting HOP’s name further out in the Edinburgh
community and fostering the belief among those involved in the homeless issue that HOP’s
work is invaluable to the community. These recommendations clearly set HOP on a path of
greater recognition not only in the small, homeless organisation circle they currently work in, but
also the wider general public of the City of Edinburgh.

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Potential Outcomes:

If HOP can establish closer links with the Council, its true work will be seen in a better light by
the body that determines HOP’s levels of funding. Better Council relations will yield:
• A more secure future
• Involvement in legislative implementation
• Respect for the work HOP does so it can continue to help its thousands of clients

An updated website is essential for any non-profit organisation and not only makes HOP more
accessible to the public, but will make the entire organisation look more professional, thereby
commanding greater respect for the work that HOP does. The suggested improvements on
HOP’s website could lead to:
• Public donations to HOP (which currently amount to none of the HOP income)
• A greater and deeper awareness of HOP’s work
• Wider recognition of the HOP name

Media publicity, through newspaper articles and radio interviews will guarantee a greater
awareness of HOP’s name in the local community. This will lead to:
• Making HOP a well-acknowledged name in relation to homelessness
• HOP being recognised as indispensable in Edinburgh
• Outside financial parties being made aware of the HOP organisation
• Opening future financial avenues and collaboration opportunities

Corporate Sponsorship and grant applications will relieve HOP of its reliance on the Council as
sole donor and could eventually lead to:
• More funding for HOP
• A wider support base in the community
• The security to develop the organisation into other areas

By improving HOP’s public profile and publicising its name and work around Edinburgh,
HOP can begin to ensure that it can continue to provide the expert level of service to its
clients without the constant worries of whether it will be able to finance itself into the
next year.

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Organisation Profile
The Homeless Outreach Project has developed from its initial creation as a Mental Health
service for the homeless of Edinburgh to its current position as one of the leading homeless
outreach projects in Edinburgh helping a wider base of clients with complex and multiple needs.
At present, HOP consists of Streetwork, Addictions and Mental Health teams who work in close
conjunction to offer the best level of service tailored to their individual clients.

Working according to a philosophy of assertive outreach, HOP specialists pro-actively work with
over 1,000 clients a year and successfully manage to contact those most vulnerable and least
accessible on the streets. This is due to their unique approach, holistic type of service and the
dedication of the HOP team.

Currently, HOP receives the vast majority of its funding from the Council, through the Rough
Sleepers Initiative and NHS Lothian by means of the Mental Illness Specific Grant.

CURRENT SITUATION

Due to the recent changes announced in Council funding, HOP has been put in a precarious
position, whereby almost two thirds of its current funding per year is being subjected to a new
system. This means that HOP now has to compete for a smaller amount of funding within a
larger pool of outreach organisations. The Council’s decision regarding the specific allocation of
funding will be announced after a tendering process that HOP has yet to begin.

PROBLEM

The problem is thus how to secure this funding and consequently ensure the continuation of the
HOP organisation and the work that it does. HOP approached the Edinburgh Group to find ways
in which to improve the organisation’s profile, thus making itself more recognisable to the
Council and the Edinburgh public and private sector. By improving HOP’s profile, the
organisation will gain more recognition from the important parties that determine future funding,
but will also extend HOP’s reach into a wider circle in the community, thus publicising the great
work that the organisation does daily.

THE EDINBURGH GROUP

The Edinburgh Group has approached the HOP proposal by identifying two key objectives
behind the motivation for a more public profile. Firstly, the shorter term aims of making HOP
more attractive to the Council, with the aim of securing continued funding as a key outreach
project. Secondly, the longer term aims of establishing HOP with a more public presence in the
community through development in the areas of the website, local media and corporate and
trust sponsorship. While the Council is the more pressing concern for HOP, the long term goals
can begin to be implemented immediately and will essentially lead to a more professional,
accessible and successful organisational profile that will undoubtedly complement the shorter
term aims of attracting continued Council support.

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 Part 1

SHORT-TERM IMPROVEMENT PLAN

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Strengthening Relationships with the City of
Edinburgh Council and Other Key Agencies

Short-Term Improvement Plan

In order to continue operating beyond 2008, HOP will need to establish and maintain its links
with the City of Edinburgh Council (hereby referred to simply as the Council), and other
agencies that HOP already works with.

These suggestions will initially take only a matter of weeks to set up but will be invaluable in the
long-term future of HOP, provided that they are suitably maintained on a regular basis.

If a better relationship with the Council is built soon, and if the Council is made
immediately aware of the great work that HOP does, it will be more likely that they will
continue their funding at the end of the year.

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 Ensure that

HOP’s activities are visibly shown to be in

line with the Council’s objectives

The Council is aware of HOP’s work and its

importance within the community

Other agencies become more in touch with

HOP’s activities and better links are formed

Establishes a continued role for HOP

in the sector and for HOP to work more
effectively with other agencies in the future

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How to Improve HOP’s Relationship with the Council
HOP receives at least half of its annual funding intake (which totalled at around £350,000 from
1st April 2006 – 31st March 2007) from the Council. It is therefore vital that HOP generates and
maintains a professional and purposeful relationship with the Council in order to maximise
the probability of receiving further funding from them.

Outlined in the following pages are some ways in which HOP could develop a better relationship
with the Council:

1) Construct a well-presented document that directly correlates the Council’s objectives with
HOP’s objectives.

• This document does not need to be any longer than 1 side of A4, and simple bullet-
pointed sentences outlining HOP’s activities in simple language is all that is required

• Aim to make the document visually attractive whilst remaining professional:

Make the layout clear and efficient

Add some colour

• The document can be handed out to the Council whenever possible, as well as sent
out to any outside contacts or potential funders. It should be added to HOP’s
website, and used as a simple basis for outlining HOP’s effectiveness.

• HOP can aim to come up with 1 or 2 bullet points of ways in which they tackle the
specific problems and objectives that the Council highlights. 1

• A final bullet point could summarise how HOP’s work does fit in with the Council’s
objectives, and that the continuation of HOP’s funding will directly help to tackle the
objectives that the Council have clearly laid out.

This document can be made in a few days – one for writing and one or two
for printing. However it will be very useful for a much longer period of time,
acting as a ‘one-stop’ document to show what HOP really does.

On the following page is a draft copy of this document. It can of course be edited as HOP sees
fit, but is just intended to give an idea of the effect that this document should create.

1
Taken from the City of Edinburgh Council’s Corporate Plan Summary: Priorities 2007-2011 and
http://www.edinburgh.gov.uk/internet/Social_care/People_with_mental_health_problems/CEC_edinburgh_joint_me
ntal_health_and_wellbeing_strategy_implementation_plan
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How HOP tackles the issues of homelessness
Streetwork, addiction, mental health, employment, needle exchange, advice & support

HOP proudly strives to give the best possible advice, help, and support it can to homeless
adults in Edinburgh. In line with the City of Edinburgh Council’s objectives, HOP’s dedicated
team works 365 days a year to help the most vulnerable members of society:

Council objective 1: To protect… vulnerable adults from abuse, neglect and harm through
ensuring co-ordinated action across the Council, NHS, Police, and other public, voluntary and
private sector organisations.
• HOP engages with homeless adults at a level that suits them, and always gives their
clients genuine help and support that they need to combat abuse, neglect and harm
• HOP works in conjunction with the Council, NHS Lothian, and other voluntary sector
organisations to ensure that their clients are treated as effectively as possible, using the
best resources available
• HOP is committed to fulfilling the Edinburgh Joint Mental Health and Wellbeing Strategy
Implementation Plan

Council objective 2: To improve access to affordable housing for all households so that there
is no need for households to be homeless or living in poor quality, overcrowded, unsafe,
unsuitable or insecure accommodation.
• HOP supports clients who are looking to move into accommodation, and gives advice on
housing legislation to make sure that they live in suitable conditions and don’t end up
back on the streets

Council objective 3: To continue to develop care services that support independent living,
more choice and control.
• HOP offers services that encourage homeless citizens to live a fuller life, and move out
of the trap of homelessness
• HOP never closes a case – its team of skilled streetworkers, addictions and mental
health specialists, work in tandem to reach those who are most in need, and support
them through the challenges that homelessness creates

HOP’s longstanding relationships with the City of Edinburgh Council and with NHS
Lothian have helped to improve the lives of hundreds of Edinburgh’s most vulnerable
citizens. The continuation of these ties will undoubtedly ensure that both the Council’s
and the Scottish Government’s long term goals are met.

____________________________________________________________________________________
Homeless Outreach Project
1a Grindlay Street Court, Edinburgh, EH3 9AR www.hopuk.org
+44 (0)131 221 9099 mail@hopuk.org
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2) HOP can try to develop a personal link with the Council. This could involve:

• Inviting a Councillor to spend some time with HOP. The Councillor could join a HOP
streetworker on his/her rounds, to discuss the work that HOP does. This will benefit
HOP because it gets the Council directly involved and aware, and it will benefit the
Councillor because they will learn more about homelessness in Edinburgh, and be
seen to be actively participating with charitable organisations in the community.

This could easily be a media opportunity for HOP, to boost their image towards the
public and, importantly, the Council itself.

There are many Councillors in Edinburgh, so there is no reason why this could not
be an annual event2.

• Whenever possible, engage in correspondence between members of the Council.

Highlight the 2-way relationship between HOP and the Council, for example:

Once a contact is established within the Council, a fortnightly phone call could be
an effective way to gauge what new initiatives the Council is planning, and also
acts as an opportunity to ask the Council if there is anything that HOP can do to
‘help them out’.

Examples of questions to ask the Council:

Have there been any updated objectives that the Council has specified in the field
of homelessness?

Is the Council looking for any information or recent case studies on homeless
people that HOP could provide?

Are there any new Council initiatives that HOP may be able to participate in?

A good first point of contact within the Council is the Commissioner that already visits HOP
during the year.

3) Establish a visual connection between HOP and the Council:

• Put the Council’s logo on the home page of HOP’s website.

• Set up a link to the Council’s website on the ‘Links’ section of HOP’s website.
(www.edinburgh.gov.uk)

These strategies have the potential to make the Council more aware of the importance of
HOP, and thus could help HOP’s chances of further funding.

2
For a full list of Councillors, see:
http://www.edinburgh.gov.uk/internet/Council/Council_Business/councillor_database/CEC_search_by_ward_02
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HOP’s Relationship with Other Key Organisations

HOP should also aim to improve its relationship with other important organisations. This will not
only strengthen their network base, but also highlight to the public and the Council that HOP
works in conjunction with other organisations for the betterment of Edinburgh’s community.

1) NHS Lothian - www.nhslothian.scot.nhs.uk

• Similarly to the Council, HOP could establish a visual link with NHS Lothian by putting the
NHS logo on HOP’s website, and by adding a link to the NHS Lothian website (as above) on
the links page of HOP’s website.

• HOP already maintains regular correspondence with NHS Lothian. This bond can be
strengthened by frequent (e.g. every 2 weeks) phone calls or e-mails from HOP to its
contacts in NHS Lothian to act as a summary of the relationship:

Discuss a case study of a client of HOP who has been actively helped by a health
initiative that involved both HOP and NHS Lothian

Ask NHS Lothian if there are any new health initiatives that HOP may be able to use
or trial, e.g. the new overdose scheme that HOP is piloting.

• Send the document outlined on page 11 to NHS Lothian so that they can keep it as a record

• HOP may even wish to create a document which can be used specifically to describe the
ways they work jointly with NHS Lothian, describing any joint initiatives that have:

Worked in the past

Are being used currently

Could work in the future

2) Shelter – scotland.shelter.org.uk

• HOP can put Shelter’s logo on their website, and a link to the Shelter website (as
above) on the links page of their website.

• While HOP already works with Shelter, this relationship can be furthered and
strengthened by keeping regular contact with somebody from Shelter.

Call or e-mail the contact on a weekly or fortnightly basis to keep the
relationship informal and friendly.

Ask if there are any initiatives that Shelter may need to delegate to a smaller
organisation, such as HOP and assign a HOP member of staff to look into
any of the issues they may bring up.

If possible, offer to submit case studies of clients and data that has been
collected (clients can be kept anonymous if desired) to Shelter if they need
this kind of information for lobbying campaigns they may be involved in.

Enquire about any opportunities that Shelter may be involved in that may
need a member from another organisation, for example in a discussion or
meeting with the Council.

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 If a member of HOP is present at any of these meetings, have the
o
page 11 document ready to give out to any of the other parties
concerned, and aim to network as much as possible.
3) Streetwork - www.streetwork.org.uk
Foursquare - www.foursquare.org.uk

HOP’s work with the other homeless charities in Edinburgh currently appears to be kept to a
minimum. Although there is co-ordination and co-operation between these groups, more could
be done to forge better links. This would not only allow each organisation to run more efficiently,
but for the homeless sector as a whole to be managed better and the overall positive impact on
homeless people in Edinburgh to be greater.

• HOP can place links to these organisations’ websites (as above) on the links page of
HOP’s website.

• Again, find a personal contact in each of these organisations. Telephone or e-mail

them on a weekly basis:

Ask if there are any clients that they need help in dealing with.

Ask if they are carrying out any new initiatives that could benefit from having
both (or all three) organisations working on it.

Try to set up any potential meetings with the Council, NHS Lothian, Shelter,
Scottish Executive, etc., on a joint basis if HOP thinks this will improve the
potency of such a meeting.

Let them know of any new trends HOP is finding in relation to homelessness.

Offer HOP to participate in media or publicity events that the other
organisations may be staging.

4) Any Other Relevant Organisations

• Advancing links with any other organisation that HOP feels would be useful, could
generate a better range of opportunities open to them, and will help HOP to become
a more dynamic organisation – one that ‘moves with the times’.

Other such organisations may include:
ο Scottish Government3
ο The Cowgate Centre
ο Other homeless shelters
ο Other voluntary organisations, such as Bethany and other Christian
groups

3
For details of funding opportunities from the Scottish Government, see their ‘Navigating The Funding Streams 3’
(July 2007) guide: http://www.ccpscotland.org/workforceunit/info/documents/NavigatingtheFundingStreams3.pdf
13
How to Contact Key Organisations
• Assign a member of the HOP staff to be responsible for keeping in contact with
each organisation. This could be shared out between staff, so for example have
one senior member assigned to keeping in contact with the Council, a different
member to keep in contact with NHS Lothian, and a different member still to be
keep in contact with Shelter, etc.

• Keep a written record of the names and job descriptions of any contacts in these
organisations for future reference.

• In all correspondence, aim to be as enthusiastic as possible about the work that

HOP does, and how developing links will be positive given that each organisation
is working towards the same general goals.

• Ask the following questions:

Is there anything that HOP can offer your organisation that will benefit both
parties?

Are there any worthwhile initiatives that may benefit from HOP’s
participation?

Summary

The links that HOP creates with the above organisations would establish and strengthen the ties
that are needed to work effectively in the modern-day charitable industry. A solid, professional
relationship between inter-related parties will allow each individual party to flourish without
infringing upon the ethos and values that HOP holds.

In maintaining relationships with other organisations, HOP should not have to share its
confidential information or develop beyond a sustainable level of communication with them. To
this end, HOP might designate one of the team to be a liaison officer to carry out these
activities. The aim is for HOP to be more active in the homeless charitable sector. This will
ultimately lead to a better perception of HOP by the public, the Council, and other related
organisations.

Remember to:
• Communicate frequently with the contacts that HOP makes.
• Distribute documents about HOP’s activities as often as possible, to as many
relevant people as possible.

HOP should be proud of the work that it does. In furthering connections and publicising itself
to the wider community, HOP will not be seen to be in any way ‘selling out’, but rather aiming to
establish its importance in the sector.

By establishing these links soon, in particular with the Council, it will be more likely that
the Council is willing to fund HOP in the future: HOP will be seen as an integral and
indispensable part of the community.

Note: HOP needs to update its profile on www.actionalcoholdrugsedinburgh.org

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 Part 2

LONG-TERM IMPROVEMENT PLAN

15
Website Development

Members of the public often use a charity’s website to find out more about their
organisation. It is therefore essential that HOP’s webpage is designed to be the most
suitable and helpful for those who use it.

By taking on board these suggested changes to HOP’s website, the charity will be able
to achieve their short and long term plans.

These suggestions are relatively quick and simple to set up, but must be undertaken on
a regular basis. Their implementation will help further work that HOP already does and
help secure a more sustainable future.

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The suggested changes made to HOP’s website

HOP’s online presence is improved

Increased funding and social profile of the charity

HOP can ensure its future as a better funded

and better known charitable organisation

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Why develop HOP’s website?
The following recommendations concerning the development of HOP’s website will make it
easier for members of the public, other companies and other charities to find out about HOP
and show their support and make donations. The website should be updated and maintained
regularly and necessary adjustments regarding changes and developments in the charities
activities should be made immediately. This will mean HOP can create a strong and active
online presence, like its competitors. Most notable for its success in this area is Streetwork UK,
a charity that gains a large part of its public donations and interest through its website.

Any changes to HOP’s website should be undertaken with the other suggestions made in this
deliverable. It should be noted that any re-design of the website alone will not result in a
significant raise of HOP’s profile but instead will complement the recognition generated through
a development in media activities and campaigns and partnerships with companies and trusts.

Website maintenance and development should only take a one or two hours a week by trained
member of staff, or a volunteer with knowledge of web design/“server-side scripting”, and should
become a routine process. The value of a better website is demonstrably greater than the
relatively small input of time required to develop it and can be achieved by following the step-by-
step guide outlined in the next pages.

We suggest that HOP should make the following

additions to their website:

1) Media Archive

The introduction of any media coverage or regular involvement, such as a column in a local
newspaper, should be complimented in the “Media” section of the website. Here there
should be an archive of any instances where HOP is mentioned in local press or radio
broadcasts. This involves scans of the article which the charity has featured in, recordings
of any radio features where HOP was mentioned and links to online articles on newspaper
websites.

By regularly posting in a media archive HOP can appear more active and professional. It is
also a great marketing tool and provides an excellent source of information about the
organisation. The archive will also track the development of HOP through the months and
years of its operation, allowing visitors to look back on the past activities of the charity. It
will also allow visitors who are not exposed to the media channel that the charity is
operating in to view the work of HOP.

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2) Electronic Newsletters and Mailing List

Any form of HOP publication, such as Newsletters, advertisements and Annual reports
should be able be to be viewed securely on the website. The charity could also construct a
mailing list on the “Contact Us” page. This would allow them to create a list of contacts that
are interested in the work of the charity work they are undertaking. The charity would be
able to send these contacts electronic copies of their newsletters and other publications.

The electronic newsletter and mailing list will allow visitors to find out about the recent
activity of the charity. This will allow HOP to appear as an active charity that is regularly
carrying out work in the local area of Edinburgh. The mailing list shows that the charity is
keen to keep their supporters updated. It also allows HOP to remind those who have
expressed an interest in the work the charity about their recent work, and their continual
need for support. It is also a clear sign that the charity maintains their website. The
recommendation is quick and simple to carry out and should be an immediate step after the
completion of any HOP publication.

3) Associated Organisations Logos

Any corporate sponsorship should be displayed on HOP’s website. This can be done by
displaying the logo of the company that they are in partnership with, and a link to their
website. This could be done by creating a ‘sponsorship’ page, or a ‘Friends of HOP’ link.
This could also be used to give information about other charities which HOP works with, for
example Shelter UK. Other organisations which HOP works with and is supported by, such
as the NHS, should have their logos displayed also. The charity Streetwork UK has the
logos of their sponsors on the front page of their website, which creates a professional
impression as soon as people visit the site4.

Before carrying this recommendation HOP should contact the organisations that they are
affiliated with asking permission to display an association with them on their website. This
will help ensure that the organisation is aware that HOP is displaying their logo and no
copyright rights are infringed. It may also allow for the associated organisation to display
HOP’s logo or website link on their website, furthering their image as an endorsed and
certified organisation. There should be no cost associated with undertaking this
recommendation and it should lead to an increased amount of hits on HOP’s website,
through association with other websites,

By showing a clear association to their sponsors, visitors and the council will see the charity
as being more certified and endorsed. Consumers are more willing to support a charity if
there are aware they are being supported by other organisations which they know and trust.
If they trust these associated organisations, they will see their endorsement of HOP as a
sign that their work is valuable and worthy of support. The sponsor company will also see
that HOP values their support, therefore furthering their relationship.

4
http://www.streetwork.org.uk/
19
4) Online Donation by Credit/Debit card

At present there is no information about how to donate to the charity on HOP’s website.
Therefore the public are unable to show their support to the work that HOP does. We
suggest that public donation could be a much more important source of revenue in the
future, and therefore information about how to give to the charity should be prominent. The
design of a separate page containing information about corporate and public donation
should be created:

Why HOP should do this:

An online donation facility will enable visitors to HOP’s website to donate easily by simply
entering their bank details. The vast majority of charities now this facility on their website
and there are case studies supporting its benefits. “Charity Choice” provide a completely
free donation service for Charity Websites, and have stated on their website:

“According to The International Fund for Animal Welfare (IFAW) an online donation facility
can increase a charity’s donation by at least 54% in the first year and increase response
rates to appeals by 50%”5.

The Bethany Christian Trust currently uses Charity Choices free service on their website.6

In addition to facilitating the process of donating to a charity, Charity Choice’s service can
provide free exposure. “Charity’s Choice Database” of Charities has over 66,000 visitors
every month, and in order to use the donation service Charities must register to be put on
this database7. The database can be accessed by members of the public through a
search engine. It is then used by people wishing to donate online, and helps them identify
a the charity that particularly appeals to their area of interest.

This service is free through Charity Choice and no money is taken from the donation.
There are no forms of administration or hosting fees, unlike the majority of other online
donation sites, no credit or debit card transactions fees for the donor and no commission
charges from wither the ‘Co-operative Bank’ or Charity Choice. The service is also secure,
immediate and robust8.

The service provided by Charity Choice also allows the charity to access a database
containing the names and addresses of their online donors. However, if a donor has
chosen to make their donation anonymous, their details will not be made available. This

5
www.charitychoice.co.uk
6
http://www.bethanychristiantrust.com/help/index.php
7
http://www.charitychoice.co.uk/faqs.htm
8
www.charitychoice.co.uk
20
 information can be used by the charity to apply for gift aid, so that the tax can be
reclaimed to increase the value of the donation. The information could also be used by
HOP to comply a mailing list, and provide an easy way to thank those donors for their
support and keep them regularly informed about the work that their donation has enable
them to carry out.

How HOP can do this:

• Visit www.charitychoice.co.uk and register with the site by completing the ‘Online
donation registration form’. This allows the site to carry out eligibility checks and
allow the charity to be put on the sites database of charities. Once this has been
done, HOP will be sent a letter confirming the process is complete.

• Shortly after this the “Donate Now” button on the website will become active. As well
as having the button on the website donate page, it should also be a made a feature
on the ‘home’ page.

• An e-mail will be sent to the charity containing a username and pass word which
allows them to access the ‘transaction monitoring database’, allowing them to view
the donor’s names and addresses. This whole process should take 14 to 16 days.

• When a donation is received by a donor, it is sent to the Charity Choice online

donation service and is processed instantly by the ‘Co-operative Bank’ and is then
sent securely to the charity’s existing bank account, It will take 3 to 5 days to be
deposited into the charity account directly.

• The donation will appear on your bank statement as ‘Charity Choice’ or ‘Co-operative
Bank Charity Commission’, and on the donor’s bank statement as ‘Charity Choice’9.

• The set-up of the online donation service will only up to two hours to complete, and
will become active in 14 to 16 days.

9
www.charitychoice.co.uk

21
22
5) Donation by text messages

By allowing donors to give by text message HOP can make donating easier and straightforward.
Although the service will be advertised on the charity’s website, it can also be shown on any
publication or advertising material that HOP produces. However it would be recommended that
would only be beneficial once HOP has created a strong public image. The service will only be
worth undertaking if the charity is well known, due to the costs involved.

This service can be provided by the company Incentive and the success of “Text to Donate”
schemes can be shown by other charity case studies and research:

• For example, the charities Macmillan Cancer Support10 and Kids Company11 have both
gained substantially from the service. The Kids Company were able to generate £2,500 in
December 2006 alone despite minimal advertising, There fundraiser Karen Stennings said that
in “a very short period of time” the charity “received more than 1,500 texts helping to raise
substantial funds and making it very easy for donors to contribute to our appeal12” The local
based Charity Aberdeen Cyrenians also uses this service13.

• Research also shows that more than 97% of Urban Adults own a mobile phone and
twice as many people have a mobile phone than a credit or debit card14. There is also strong
statistical research carried out to suggest that ‘text donating is the next big thing’.

If provided by “Incentive”, the text to donate service costs £995 per annum15, therefore the
service would only be suitable as a longer project. However, this is only one example of the
price associated with the service, and as this is a growing form of advertising then costs would
be expected to decrease over time.

To make a donation the donor sends a text message authorising a single, one-off payment or a
recurring (for example monthly) payment. This is added to their mobile phone bill, or deducted
from their pre-paid credit.

The service is also gift aid compatible, as the charity is able to claim back income tax paid to the
rate of 28%. This is done by the donor, who has the option to launch a mobile internet site form
their phone to complete a gift aid form for their donation. As with commercial clients of the
phone networks, the charity donation will be subject to a ‘revenue share payment’ deducted by
the donor’s network, however it has been proposed that networks drop these charges. Presently
these charges still exist and payout rates stand at 75% of the excluded V.A.T amount donated.

10
http://www.incentivated.com/PDFs/CaseStudy_MACMILLAN.pd
11
http://www.incentivated.com/PDFs/CaseStudy_KIDSCO.pdf
12
http://www.incentivated.com/PDFs/CaseStudy_MACMILLAN.pdf
13
www.aberdeen-cyrenians.org/News/new_2006.htm
14
www.mintel.com , 2006
15
Figure obtained through an enquiry to ‘Incentive’ directly on 12/03/08.
23
Raising HOP’s Media Profile

The media is an invaluable tool for raising HOP’s public profile and making their name and the
work they do known throughout the community.

Media relations are essential for any charitable organisation and establishing HOP in the local
media is straightforward, can be implemented immediately and once started will only require two
to three hours every week.

Further public recognition by the Edinburgh community will improve HOP’s chances with
potential donors and generate support for their work, thus contributing to a more sustainable
future.

24
 Create a focused media strategy

Get HOP into the media and gain recognition

from the Edinburgh community

Public, Corporate and Council agents will better

understand HOP’s value

HOP is seen as indispensable by the

Edinburgh community

25
Why the media?
The media is one of the best ways of publicising HOP and raising awareness of both what HOP
does and the issue of homelessness in Edinburgh. By forging strong ties with local media
outlets HOP can reach a wide audience of the population thus raising their, currently quite low,
public image.

While media relations may appear daunting and time consuming, it is actually easy, relatively
quick and completely free to establish your organisation into local media. This said, however,
media relations must be engrained into HOP’s daily and weekly activities, where the media is
not an afterthought, but ever present and always involved. This does not mean publicising
everything HOP does in press releases and editorials, it means instead being constantly aware
of the news cycles and ideal times for publicising human interest stories and important dates or
events that will affect the homeless community in Edinburgh.

HOP’s media to date

To date, HOP’s media involvement has been limited, consisting of letters responding to articles
and editorials in local newspapers (primarily the Edinburgh Evening News). HOP needs to take
the initiative to publicise the fantastic work they do in the community and raise awareness that
this work is being done and the standard and quality of service that HOP provides.

Key methods of doing this are making links with journalists who will write human interest stories
and publish case studies of HOP’s clients (similar to the stories found on the Blog Spot on
HOP’s own website). Also sending out press releases about specific events or new initiatives
and projects and their progress both in newspapers and online.

HOP’s daily activities are newsworthy, they demonstrate clearly the dedication of the
HOP team members and the fact that the services they provide truly help the homeless of
Edinburgh: making people aware of this can only yield positive results for HOP.

How the media works for others

Evidence of the success of media coverage among similar organisations lies primarily with
Shelter Scotland who lead very public campaigns with the Government concerning all major
legislation and initiatives regarding Homelessness and Rough Sleeping. Shelter have thus
established themselves as the key player among charitable organisations who deal with
homelessness in the United Kingdom.

On a smaller scale, Streetwork UK have also forged close ties with the media, predominantly
through their partnership with Edinburgh Evening News and often get local news coverage of
their work and specific events. They have also had national news coverage through the BBC
and are therefore one of the primary ‘hits’ when searching for homeless organisations online.

Media publicity is not hard, it is four times as valuable as paid-for advertising in a newspaper
and most importantly it’s free.16 HOP needs to harness this fantastic publicity tool to as their
primary means of raising their public image, whilst keeping it firmly rooted in the core ideals and
ethos of HOP as an organisation.

16
http://vamu.org.uk/downloads/working-better-with-the-media-oct-07.pdf
26
Media Strategy
This media strategy has been adapted from a detailed case study of two organisations similar to
HOP and their work with the charitable project Volunteer Action Media Unit (VAMU) that taught
the organisations how to incorporate the media into their work and the benefits that this
produces.

Step-by-step Action plan:

1) Briefing meeting:
• Get everyone involved in HOP’s engagement with the media
• Clearly outline what HOP would like to get out of media publicity

2) Media Representative:
• Assign the task of media representative to one or two people (this may mean
promoting someone to incorporate this duty in their title, hiring a media
representative, or using a volunteer)
• It is important that media relations are the clear task of one person, thus ensuring a
set amount of time is dedicated to the media each week and there is one coherent
voice of HOP.

3) Local Media:
• Get to know local media outlets. In Edinburgh there are various daily and weekly
local newspapers. There are also many local radio stations.
• Know which of these is most likely to deal with local human interest stories and know
their news cycles to ensure that when HOP submits a story or press release that it
has a good chance of being printed.
• Register with Media Trust (www.mediatrust.org/media-matching) to get expert advice
on the best media outlets for HOP

Key newspapers in Edinburgh likely to run HOP stories are:

Edinburgh Evening News: Most widely read paper in the city.

The Scotsman- Same company as the Evening news (wider coverage)
thus less likely to run specific local news.
South Edinburgh Echo: A free local newspaper interested in promoting
social inclusion and awareness in Edinburgh. Ideal for raising really local
public awareness but it has a very limited readership pool. However, this
is a good source to get started with and build up media confidence and
skills.
Metro: A free paper available at transport sites. Widely read; excellent
publicity opportunity.
Edinburgh Outlook: The Council newspaper

Radio Stations: BBC Scotland: National news

Forth 1: Local news. Local and Lifestyle area has a Forth Action segment
dedicated to publicising local charitable events (get in touch at
01314751236 or at www.forthone.com)
Leith FM: Local news and talk station, has guest interviews

27
 4) Getting in touch with local media:

• Get in touch and forge relationships with specific journalists or presenters.

• Be focused and direct when explaining HOP and what kind of media coverage HOP
is after.
• Phone conversation template:

Who is their target audience?

What kinds of stories are their audience interested in? What issues/topics
particularly?

What kinds of charity/volunteering stories do they cover? Do they have charity
partners? Do they take on campaigns?

Who would be the best person to contact with a story? How do they like their
stories to be pitched to them? What are some key deadline times?

5) Develop a Media Strategy:

• Draft an informal document that specifically and realistically sets out HOP’s media
goals.
• Identify and set clear goals, predict and plan (exactly what you will need when you
get started: case studies, photos, a press release?)

• Devising a Media Strategy17

Why do you want to work with the media?

What event/ campaign/ story/ services/ volunteering opportunities are you trying
to promote?

In each case, what key message/s are you trying to get across? Limit it to a
maximum of three messages and keep them simple.

In each case, who is your target audience/s?

What media do you think these audiences use? And what media do they have
access to? Be as specific as possible – e.g. magazine titles, radio programmes,
websites, street posters in particular areas etc.

What resources do you wish to devote to carrying out your media strategy? Think
about number of work hours you want to commit. What kind of budget do you
have to spend and how might you spend it – e.g. on paid advertising, leafleting,
targeted telephone marketing?

In the case of the media/ journalists, how will you get them interested in your
story/ stories?

Can you think of any events coming up which might add to (or clash with) your
media campaign? For example, think about other organisations’ planned events,
the Christmas season, a local newspaper’s current campaign etc.

17
http://vamu.org.uk/downloads/working-better-with-the-media-oct-07.pdf

28
 6) Ways of Liaising with the Media:

• Identify interesting stories.

• Judge what issues are especially topical at the moment

Case Studies are ideal, and HOP is in a perfect position to clearly show the
current homeless situation in Edinburgh, while simultaneously displaying their
own work with their clients. All clients can be kept confidential, although it is
advisable to directly ask the journalist approached exactly what they want in a
human interest article so that HOP can get the necessary information.

Press releases are a quick and efficient way of getting HOP’s activities out into
the public arena. Websites and books give templates for press releases and
there are many ways to publicise them; from your journalist contacts to free
online websites. The key is to keep all press releases simple, succinct and
“sellable” to the newspaper (remember that you are competing for column
inches). Include a punchy headline, explanatory sentence the
where/when/who/why and any important quotes or sound-bites and, ideally, a
good photograph.

Radio interviews will get the HOP name into society. Plan what to say in advance
and get the key message across.

Journalist Participation in HOP’s work gets the media directly involved, more
interested and more inclined to cover future stories. Taking them on a streetwork
team scheduled shift and informally talking to them about homelessness and
HOP’s work would be invaluable in getting the true ideals of HOP across to the
public.

7) Monitoring and evaluating:

• Make a monitoring sheet that documents any media coverage or mention of HOP
(date, time, source, topic).
• Evaluate how successful developing media ties has been for HOP and reassess the
media strategy for future objectives.

8) Sustaining contact: Media involvement is a long-term commitment.

• Keep revisiting the initial targets outlined in the Media Strategy and write media
involvement into business plans for the organisation.
• Instead of using media as a supplement or “add on” it must be incorporated into the
HOP daily routine and can be linked with all other aspects of HOP’s work from
publicity to funding, to being able to provide more for HOP’s clients through better
links with the community.

This media strategy is simple and direct and can lead to fantastic results with the ease of
only 2-3 hours a week and very few resources (phone calls, the cost of newspapers and
the time of the employee). Considering HOP’s dedication to its work, this media plan
allows for time constraints by offering the most efficient way to get into the news with
just a few hours of dedicated time a week.

29
Newsletter

Many organisations produce a monthly newsletter updating their partners, sponsors and the
general public on their recent activities, new initiatives, success stories and current issues. (For
a prime example see Streetwork UK’s newsletter available on their website) This is a fantastic
opportunity to show people what HOP does every day of every week of the year and what a
great impact it has on the lives of their clients.

• A basic newsletter with five to six articles documenting HOP’s activities

• Photographs
• Articles addressing any developments or initiatives introduced by The Scottish Executive
or City of Edinburgh Council that will affect homeless people in Edinburgh and the HOP
organisation
• No more than five hour a month commitment
• Can be created and distributed online (no printing costs)

A newsletter would make HOP’s more accessible to the public and would also be important
when attracting donors or sponsors who appreciate a direct letter and newsletter showing them
where their money is being spent.

30
Advertising and Campaigns
Small and effective publicity campaigns could promote the HOP organisation whilst also raising
awareness and tackling stigmas surrounding homelessness. Organisations use advertising to
promote specific campaigns and events, but there are many examples of general awareness
campaigns, such as a recent Amnesty International campaign for ending the silence
surrounding domestic violence titled “Problem? What problem?”18

More specifically concerning HOP, there was recently a publicity initiative led by the Shelter
society of Edinburgh University that used posters created by student photographers. This could
be an interesting avenue to pursue bringing HOP closer to the student community whilst
remaining within the limits of HOP’s resources.

• Posters: HOP’s current poster is directed towards clients or potential clients and the
services already working in conjunction with HOP. An awareness poster would get
HOP’s name out to a wider audience.
Practicalities:

To print 1,000 professional posters costs ₤378.2719

Alternatively, produce one poster and get it copied in black and white
at a cheaper rate.

Distribute the posters around Edinburgh in consenting shop and
business buildings.

• Internet Advertising: Alternatively, HOP can advertise the organisation online for a
competitively small price.

Google (no minimum spending amount, ₤5.00 Activation fee and a

minimum cost per click (CPC) of £0.01).

This is a long-term option for HOP and should not be attempted unless the organisation gains
considerable publicity in the next few years and would benefit from wider publicity outside of the
local Edinburgh area.

•Collaborations: with other homeless outreach projects in Edinburgh to

raise public awareness about homelessness

change people’s negative perceptions about the issue
Any high-profile awareness campaign will need to be a collaborative effort by two or more
organisations (Shelter Scotland, Streetwork UK, Cyrenians, Four Square) and would give HOP
more attention from the general public and other partner organisations as well as the Scottish
Executive who work so closely with Shelter.

18
www.amnesty.org.uk
19

http://www.print24.co.uk/?pg=kalkulieren&produkt=p_plakat&?refspon=google&gclid=CPz_xO_P5ZECFQ8HQw
odPz1geg
31
Further Media Resources
These are some important resources to help HOP begin their media strategy and
give advice on working with media outlets and writing press releases and articles

• www.askcharity.org.uk/mediadirectory (Register with this online directory that

aims to improve and facilitate relations between the media and non-profit
organisations in the UK)
• www.mediatrust.org (“Bringing the media industry and charities together”)
• www.holdthefrontpage.co.uk (Lists of regional newspapers)
• www.nmauk.co.uk/nma/do/live/factsandfigures (Information about newspapers in
the UK)
• www.vamu.org.uk/index.php (Voluntary Action Media Unit)
• www.mediatrust.org/training-events/training-resources/online-guides (templates
for writing press releases)
• www.mediauk.com (a nationwide media directory)
• www.communitynewswire.co.uk (distributes press releases to all UK newsrooms)
• www.freepressrelease.co.uk
• www.free-press-release.com

Newspapers:
• The Scotsman (and sister newspapers) www.scotsman.com
• South Edinburgh Echo: www.southedinburgh.net
• Metro: www.metro.co.uk
• Edinburgh Outlook: www.edinburgh.gov.uk

Radio:
• BBC Radio Scotland: www.bbc.co.uk/scotland/radioscotland
• Forth 1: www.forthone.com
• Leith FM: www.leithfm.co.uk/blog
• Talk 107: www.talk107.co.uk

Other Interesting Sources:

• http://www.charitytimes.com/pages/ct_features/august06/text_features/ct_august
06_supfeature2_wasted_opportunity.htm
• Jenkins, Flora (2008) Clever communications. Voluntary Action Media Unit\

32
Corporate Funding and Trusts

In addition to Council funding, HOP is eligible to benefit from alternative funding sources, such
as corporate sponsorship and grants from trusts. This is a growing sector in charitable funding
and provides significant aid to many existing charities.

This section of the deliverable provides an effective and accessible framework through which
HOP will be able to set up links with corporate and trust partners. We outline the stages of
preparation, relevant research, the application process and several researched prospective
partners for HOP.

It is important to recognise, however, that these suggestions will not achieve optimum results
unless coupled with the continually rising profile generated by the other aspects of our
recommendations. This said, HOP’s valuable work deserves greater recognition and by
developing their profile and networking in the local community, more and more opportunities to
approach companies and trusts for funding will arise and will lead to greater resources for the
organisation and the financial security required to continue HOP’s work far into the future.

33
 Organisational Profile:
Define own organisation and identify ideal sponsor

Initiate applications to potential sponsors and look at

the specific demands of the prospects

Research and shortlist potential trusts and corporations

that fit into profile of ideal partner

Keep in regular contact with sponsors; build a rapport

and relationship

Access to alternative sources of funding could alleviate

dependency on Council funding especially in light of
the increasing competition

34
Creating a Company Profile for HOP
The first stage in pursuing corporate funding or trust grants is to create an organisational profile
of HOP in order to efficiently find a suitable match in the business or charitable sector. This
profile will outline the scale, relevant locations, current and future needs, relevant trends and
any general information to develop a brief and concise view of HOP.

Overview
HOP is currently a small, locally focused organisation with one base of operations that is
dedicated solely to clients in Edinburgh. They serve approximately 1000 homeless clients
annually and are specialists in working with drug and alcohol addictions and mental illness. The
trained and professional staff pro-actively engage with clients and provide guidance and aid
throughout the various and complex stages of homelessness and cater specifically to needs of
their individual clients that are not fulfilled by government or Council programs.

Programs
HOP staff routinely conduct rounds of the city to offer rough sleepers their various services and
maintain contact with current clients. Current activities of HOP include the needle exchange and
condom distribution and on-street safety advice to prevent further harm. HOP also works with
the Edinburgh Homeless Practise, specialising in primary health provisions for homeless people
as well as NHS Lothian’s Harm Reduction Team providing their more complex clientele with
necessary advice and services. HOP also manages two flats available for clients at various
stages of recovery.

Public Awareness
Media coverage of HOP and their activities is low especially in relation to similar organisations
in the city. There is significant appeal and status attached to a charity that is widely known and
recognised. Awareness of the charity signals successful projects, effectiveness, community
support and healthy image while little coverage may convey ineffectiveness, unpopularity, and
lack of success. Thus it is important for HOP to improve in this department to increase chances
of attracting outside finance.

Budgetary Needs
HOP has detailed accounts of expenditure which are useful for deciding the budgetary needs of
the various activities. Such information is necessary to apply for grants or corporate funding and
outlining the needs of each project will create a more compelling request. From the accounts it
is evident HOP has a relatively low budget due to their less costly approaches and smaller scale
needs.

Company Profile for Potential Corporate Funding Opportunities

A suitable and likely partnering firm for HOP would be a firm largely vested in Edinburgh and
further, due to the relatively low budget HOP currently has, this list extends to smaller scale
companies in the city. However, corporate funding is difficult to secure as there is much
competition from many charities for each source of funding. Our recommendations thus include
basic criteria from which to begin a search for prospective donors. When looking at a potential
partner however, attention should be paid to their specific requirements and reasons for
previous choices.

35
Stages of Application
The following details a guided process to applying for corporate funding and trust grants to give
an overview of the process and what will be required. The information is taken from an online
source, www.j4bgrants.co.uk, which is a prominent resource for information on funding and thus
it is recommended as a reference for any further inquiries.20

1) Decide the right type of finance for your business needs

The ideal type of funding in the case of HOP is a grant. HOP’s expenditure is focused mainly on
the operational costs of running the organisation which in turn facilitates activities such as the
Rough Sleepers Headcount and regular support while these projects require little direct funding
on their own.

2) Find out what funding is available

The two main sources of funding for grants to charitable organisations include trusts and
corporations. This recommendation proposes a selection of accessible trusts whose interests
have significant alignment with those of HOP’s and a list of companies viewed as potential
matches for HOP based on the company profile. Also mentioned are resources and references
for further research into the area of corporate funding. From these resources HOP may gain
perspective for research into further prospects as well as create a database of the available
options.

An effective way of searching for funding opportunities is to refer back to any previous
affiliations with corporations or connections to people in Edinburgh based firms or prior
employment in a firm. Many companies are willing to support causes that their employees have
taken an interest in. This allows them to fulfill corporate responsibility and increase employee
satisfaction efficiently.

3) Making the application, general tips:

The application will require anywhere from a few hours to several days or even
weeks for the bigger schemes so be sure that you can commit enough time to
the application and that it's worth this investment.

Don't try a one-size-fits-all approach. Each application will need to be tailored to

the objectives of the particular grant scheme, focusing on any aspects of your
project that will fulfill the criteria.

Don't pin all your hopes on getting the grant, as the application processes are
usually competitive.

Make sure you can actually deliver results, as the grant can be withdrawn if you
don't achieve the agreed targets.

20
http://www.j4bgrants.co.uk/page.aspx?SP=5014
36
4) Getting your application in
• Make contact - Once you've found a suitable funding programme(s), it may be a
good idea to get in touch with the named contact, usually the Grants/Funding
Officer. They will have an in-depth knowledge of the scheme and can give a clear
indication of what they look for in a successful application.

• Plan ahead - Applying for funding will probably take longer than you imagine.
Some statutory grants and other schemes happen once a year and you may
need to start planning 18 months in advance, so it is very important to think
ahead.

• Be realistic - It may be better to grow slowly and develop in the direction you
want rather than go all out for any money that’s around and find yourself having
to cope with multiple repayment schemes or deadlines to juggle.

• Make that deadline - It's very important to ensure that you get your application in
on time. Most funders will not accept late applications. Make sure that you attach
all the important paperwork.

5) Keeping in contact
• Keep records - Keep a note of which funding bodies you've approached, when
you approached them, and what the result was. This can be used to revisit
funding bodies and also so that you don’t lose all the precious information about
funders that you've built up if the person responsible for the funding bids leaves
your organisation.
• Build up a rapport - If you do get help from someone, thank them. Send them
your annual report or press cutting, tell them what you've achieved with the
money, invite them to come and see what you do. You're trying to build up a
relationship with funders so anything you do to increase communication

37
Application Requirements
The following are suggested guidelines for filling out an application and while they are useful,
they are only applicable to the basic requirements of applications. It is not advisable to use one
application for all potential sources as each trust or corporation may have their own
specifications and criteria they look for in applicants. The key element lies in matching the
project and its needs to the grantor’s desires and requirements. Every grant provider has very
specific interests and goals, which are usually spelt out in a mission statement or criteria.

Furthermore, most trusts offer a prepared application available online which guides applicants
through the process. When applying to companies for corporate sponsorship, similar information
regarding the organisation and the specific projects or needs should be included and the same
guidelines for the application are relevant.
When writing the application, focus on everything that will ensure the success of the
programme. To prepare an application, ensure that the following points have been addressed:

Is your organisation eligible to apply for a grant from the funder?

Does your project fit within the eligibility criteria?

Clearly address the aims, how these will be achieved and the outcomes.

Do you know when you are going to start the project?

Do you know where you will carry out the project?

Have you considered what needs your community or users have?

Are you sure your project will meet your users needs?

Have you asked your users whether they think there is a need for your project?

Involve your users and/or beneficiaries in the planning of the project.

Demonstrate clearly the need for the project, with up-to-date evidence.

Do you know what resources you need to carry out your project and have you
fully costed your project?

Is match funding required?

Ensure the budget is cost-effective.

Be realistic – don’t promise more than the project can achieve and don’t be
greedy when calculating the likely costs.

How will the project be sustained after the funding ends?

Do you have established financial procedures in place for running your

organisation?

Are all your management committee members fully involved in the planning of
the project?

Does the project have an effective management structure?

38

Who will be responsible for project management?

Is a partnership required?

Do you know what the differences will be as a result of your project?

Will you be able to demonstrate that your project has made these differences?

What is the evaluation process? Document how the success of the programme
will be determined throughout its duration and how it will be shown that goals and
objectives have been met.

Ensure the proposal is written without jargon.

Have a good idea that is realistic and achievable. 21

21
http://www.medway.gov.uk/index/council/funding/11050.html

39
Prospective Trusts
The information from the company profile is useful when searching for prospective companies
and trusts. The outlined trusts were chosen on the criteria that they are based in the UK with a
focus on Scotland and their areas of interest extend to include those of HOP.

Name URL Background

Allen Lane www.allenlane.org.uk
The foundation supports the following broad
Foundation
areas of work:

 the provision of advice, information and

advocacy;

 community development;

 neighbourhood mediation, conflict

resolution and alternatives to violence;

 research and education aimed at

changing public attitudes or policy;

 social welfare aimed at making a long-

term difference and empowering users.

Esmée www.esmeefairbairn.or
g.uk The foundation aims to improve the quality of
Fairbairn
life, particularly for people and communities that
Foundation
face disadvantage and funds projects in the
following four areas:

 social development,

 environment,

 education,

 arts and heritage.

Lankelly www.lankellychase.org.
uk The foundation funds community projects in the
Chase
following broad priority areas:
Foundation
 arts,

 breaking the cycle of abuse and

deprivation,

 developing communities,

 heritage,

 mental health,

 offenders and society.

40
Tudor www.tudortrust.org.uk
The trust aims to break cycles of dependency
Trust Fund
and disadvantage, especially in urban, rural and
coastal areas, their main interests covering:

 older people,

 community,

 housing,

 mental health,

 health and substance misuse,

 learning,

 financial security,

 criminal justice.

In 2003/2004, the main areas of interest funded

were:

 homelessness

 Early detection of cancer through saliva

sampling

 Research into the prevention and control

of diabetes

 Tree planting in cities

 Prevention of blindness

 Peace and reconciliation projects,

particularly in the Middle East

Charity http://www.charitiesadvi
Advisory sorytrust.org.uk/charitie They have previously committed to grants to
sadvisorytrust/ projects involving homelessness and it’s
trust
possible they might do so again.

The http://www.therobertson
trust.org.uk/ Their current four priority areas are care, health,
Robertson
education and training, and community art and
Trust
sport. However further categories for support
include:

 Civil Society

 Communities

 Saving Lives

41

HBOS http://www.hbosfoundat
Foundation ion.org/index-
community.html
The Trust http://www.trusthousec
House haritablefoundation.org. Areas of interest include:
Charitable uk/obj.html
Foundation
 Young People and Families
HBOS plc is the parent company of both Halifax
bank and Bank of Scotland and has set up the
HBOS foundation to focus on charities and local
communities with particular focus on Scotland
and Yorkshire, their home regions.
HBOS Foundation donations must fit within the
two key themes of:
• Money advice and financial literacy
• Developing and improving local
communities
They only support registered charities and are
tightly focused around their key themes of
interest, tending to reject proposals outside of
these themes.
Community: the support of carers; projects in
deprived communities; projects addressing
financial exclusion; the provision of sporting
facilities or equipment in deprived areas;
Drugs and Alcohol: rehabilitation of substance
and alcohol mis-users;
Ex-offenders: projects working with prisoners
and ex-offenders to improve their life skills and
reduce re-offending
42
Each trust discloses on their respective websites outlining what they believe in, what they strive
for, where they have contributed funds in previous years and what criteria they use when
considering grant applications. This should be taken into consideration when making an
application.

HBOS Foundation announces the following: “When considering applications for donations
the foundation wishes to understand:”

• How will you spend our donation? (specifics)

• What difference the donation will make:

to the group of people your organisation exists to serve?

the day to day running of your organisation?

to policy and practice at local, regional or national level?

• How many people will benefit as a result of the donation?22

22
http://www.hbosfoundation.org/index-community.html
43
Prospective Corporate Sponsors
Outlined companies were chosen on the basis that they either operated solely in
Edinburgh or they had strong presence in the city and whether they have been involved
in charity donations previously. However, many firms choose not to publicise their
affiliation with charity organisations for various reasons. As a result, it is not necessary
to only approach firms with known commitments to charities but focus mainly on smaller
scale firms in Edinburgh as these are more feasible options.
There are several firms listed below who outline information regarding their corporate
responsibility activities on their websites. A list of several Edinburgh based law firms
and firms in other industries such as real estate is also accessible through a basic
online search. From our research we can recommend the following for their particular
efforts in community making them more likely prospects. However, should HOP require
more prospects, we are confident that they can be easily located.
The search method for the following selection began with conducting background
research on more well-known companies that have investments in Edinburgh, such as
RBS, and then assessing if the have ongoing programs or opportunities suited to HOP’s
needs. Guided research into these companies highlights their involvement with trusts,
grants, previous charitable affiliations, and their corporate responsibility scale and
image which then allows us to assess what opportunities there are for a partnership
between HOP and these corporations. A second approach to seeking prospective
partners stems from the outcome of the company profile wherein it became apparent a
suitable and likely partner for HOP would be small-scale Edinburgh or UK based firms.
Regional law firms or real estate agencies easily fit the profile so a simple search for
databases with their listings meant access to several such firms.

COMPANY CONTACT DETAILS PROFILE

RBS Innovate Fund
http://www.transact.org.uk/
page.asp?section=000100
010002
Financial Inclusion “RBS Innovate is committed to giving
Form: Faith Reynolds, 020 organizations the time and space to test
7392 2954 out new approaches and activities which
RBS: Linda Harper 0131 will extend knowledge of what works in
525 0382 helping people move towards financial
Application Inquiries: Liz inclusion; and in doing so build up a
Simons stock of transferable new ideas for use
liz.simons@toynbeehall.or by other organizations across the UK.
g.uk £100,000/year; allocation is based on
criteria which support “organisations’
existing work as well as to encourage
partnerships and networking.”
Currently funded projects: Off the
Streets and Into Work (OSW) (which
tackles homelessness by supporting
individuals to access education, training,
volunteering and employment) Previous
funding has also been provided for
Addiction, the leading UK drugs and
alcohol treatment charity.

44
 McGrigors LLP
http://www.mcgrigors.com/
horizons/charities.html
McGrigors LLP is a UK based law firm
horizons@mcgrigors.com with offices in London, Edinburgh,
Glasgow, Belfast, Aberdeen,
Manchester and Falkland Islands. They
are well established and have a variety
of charitable commitments including
Streetwork, showing they are willing
supporters of HOP’s cause.

Their corporate responsibility activities

are conducted under McGrigors
Horizons, a formalised department to
focus on their commitment to the
community.

Tods Murray LLP Edinburgh Quay Tods Murray is located in both Glasgow
Solicitors 133 Fountainbridge and Edinburgh and have previously
http://www.todsmurray.co Edinburgh EH3 9AG committed to charities in these regions.
m/aNews.aspx?NewsID=4 maildesk@todsmurray.co Their prior charitable commitments
01 m include organisations in different sectors
T: +44 (0)131 656 2000 to HOP, but they may be inclined to
expand their portfolio of charitable
networks.

Biggart Baillie Edinburgh An Edinburgh based law firm, Biggart

http://www.biggartbaillie.co
.uk/about-us/corporate-
social-responsibility.aspx
No. 2 Lochrin Square Baillie have significant development in
96 Fountainbridge their corporate social responsibility and
Edinburgh have recent affiliations with such
EH3 9QA charities as Oxfam, Shelter and The
csr@biggartbaillie.co.uk Railway Children. Although these are
T: +44-(0)131 226 5541 more widely known organisations they
F: +44-(0)131 226 2278 have similar interests and goals. It is not
unlikely that Biggart Baillie would be
interested in HOP’s activities.

RBS Not for Profit Activities

http://www.rbs.co.uk/corporate/sector-expertise/g1/notprofit.ashx#tabs=section4
http://www.rbs.com/corporate01.asp?id=CORPORATE_RESPONSIBILITY
Others
Hilton (via Caledonian):
http://hiltonworldwide.hilton.com/en/ww/promotions/charities/index.jhtml;jsessionid=RL2XM
5WWXK4Y2CSGBJBMVCQ
Rocco Forte: http://findarticles.com/p/articles/mi_qn4158/is_19960115/ai_n9636525
Tods Murray LLP Solicitors: http://www.todsmurray.com/aNews.aspx?NewsID=401

45
A Useful Resource for Further Research into Prospective Partners
These are additional resources where HOP can find other funding alternatives.
Database of Edinburgh Law firms: http://www.scottishlaw.org.uk/lawfirms/Edinburgh.htm
Database of Edinburgh Estate Agents: http://www.myvillage.com/edinburgh/property-
list_estate.htm
Database of sources for NGO grants categorised by areas of focus:
http://www.fundsnetservices.com/
Lottery Funding in Scotland by the National Lottery:
http://www.lotteryfunding.org.uk/scotland.htm

• An option available on this website is to click on ‘Apply’ from the home page and
then ‘search for funding’ under the Lottery Funding item on the following page
and then click on ‘Scotland’ as your location on the page that comes up. From
there you can enter the amount you require ideally and then proceed to
categorise your organisation by mean of tick-boxes the page provides.
Subsequent steps will lead the user to a list of suitable funding sources matched
by the scale of grant required, location of the charity and focus of the charity.

• Alternatively, enter the following URL and proceed from there:

http://www.lotteryfunding.org.uk/scotland.htm
Similar resources can be found through online searches using key words such as ‘charity
grants’ and thus should the listed options prove unsuccessful, it will be easily within HOP’s
access to source further alternatives.

46
Sample Enquiry Letter
March 19th 2008

Mr. Decision Maker

Director of Marketing (Or Director of Corporate Responsibility)
Company Name
Address

Dear Sponsor,

ORGANIZATION OVERVIEW: A paragraph giving an overview of HOP, what they are

concerned with, what their aim and purpose is and who they benefit. What activities and
services HOP provides to their clientele and any extra information that is singular to HOP and
relevant to the organization’s identity and maybe a line about how HOP is unique or pioneers in
their field.

REQUEST FOR SPONSORSHIP: Explicitly state the request for funding followed by the
significance the contribution could represent to HOP. For instance, ‘We hope we can count on
you for sponsorship to help support HOP. Your contribution could mean significant
advancement in improving the quality of aid and support available to the homeless population in
Edinburgh’. Include in this section short descriptions of the activities carried out by HOP such as
the needle exchange or buying flats to shelter rough sleepers which lets the sponsor know what
kind of activities you are involved with and where the money goes. Include also an idea of the
image they create for themselves as your sponsors, ‘by supporting us, you will be an integral
part in improving the lives and opportunities of homeless people in Edinburgh.’

THE FIT: Outline the advantages to the sponsoring company in terms of what HOP could offer
them such as advertising their logo on the website or any potential newsletters and media
development HOP may pursue in the future. Offer the use of the HOP logo on any potential
media they produce and outline the kind of attention that comes along with partnering with HOP
for instance any organisations HOP is aligned with, any mentions of HOP in the papers, the
chance to be involved with some sort of decision making in the HOP organisation. These are
simply potential offers that must be decided within the scope of HOP’s ability. End with the most
important aspect that they will be improving the lives of others and benefit from the feeling of
knowing that.

THANK YOU/FOLLOW-UP: Wind down the letter asking them to please consider the application
and read any supplemental material that you will enclose with the letter regarding sponsorship
structures, letting them know what HOP’s activities are in further detail, any press kit material
collected that will let the know the extent of HOP’s exposure and reaches, and inviting them to
look into the website (insert web address). State your goal to collaborate with partners in the
community in order to give back to it and provide a better standard of living for the people. End
with a line about how you look forward to working with them and are excited about the prospects
of such a partnership.

Sign off (Sincerely, Thank you, Kind regards etc.)

Name of Sender/ Contact in HOP
Position/Title in the organisation
Homeless Outreach Project
Telephone number
Email address
Website address
Address
47
Potential Challenges

While these recommendations provide a clear guide in establishing HOP’s presence further in the
Edinburgh community, alone they will not ensure a sustainable future. Research into similar
organisations clearly shows that today non-profit organisations must conduct themselves in
accordance to a professional, business model. This is essential in attracting the funding needed to
continue with the organisation’s work.

While this seems to contradict the founding ethos of most charitable organisations that aspire to
provide services for the betterment of the community, be it local or global, in this day and age the
most successful non-profit organisations are those that marry the high quality work they do with an
accountable, professional and business core organisation.

Only by developing HOP as a more efficient and organised body, will it be ensured a sustainable
future. Therefore, while following these recommendations for an improved organisational profile,
HOP will just set out on the path for further development and improvement.

It is vitally important that the HOP organisation builds on these initial steps and engrains them into
the routine workings of the organisation.

If HOP fails to secure the adequate amount of funding from the Council, it will be crucial to find
alternative means of funding through the suggested corporate sponsors, trusts and public
donations.

The Edinburgh Group’s recommendations are thus tools for a more sustainable future that
envisions the development of HOP as a successful and highly professional organisation, which will
ensure that the key priority of HOP: its clients, will be guaranteed the continued level of service they
currently receive from HOP.

48
ADDITIONAL OPPORTUNITIES
The Edinburgh Group has recommended implementation strategies in four key areas (Council,
website, media and corporate) but these are not the only means available for promoting HOP’s
public profile. Once HOP engages with the community through the suggested
recommendations, it can continue this symbiotic relationship through:

• fundraising events

• workshops to educate people about homelessness

• government liaisons and think tanks

• new initiatives to benefit their clients

long term housing services

further training in medical help (such as the current overdose pilot scheme)

permanent psychiatric team member

All of these future opportunities will become far more readily available when HOP can establish
itself as a valued part of the Edinburgh community, not only in the eyes of the Council, but
businesses, other charities and the general population of the city.

Particular areas we have outlined as specifically benefiting HOP are:

Cross-Party Groups in the Scottish Parliament
HOP could engage itself more in the activities of the Scottish Parliament, to benefit from the
knowledge that will result from the interaction, and to be seen as a more active participant in
homeless affairs in Scotland.

Joining these groups would involve a member of HOP participating in talks and events at
Holyrood. These are not very frequent, so it would only involve a limited amount of time for the
person assigned, but could prove to produce very useful information.

A list of Cross-Party Groups can be found at the following website:

http://www.scottish.parliament.uk/msp/crossPartyGroups/list.htm

The groups that would apply to HOP are:

• Drug and Alcohol Misuse

http://www.scottish.parliament.uk/msp/crossPartyGroups/groups/cpg-drug.htm
• Housing

http://www.scottish.parliament.uk/msp/crossPartyGroups/groups/cpg-housing.htm
• Mental Health

http://www.scottish.parliament.uk/msp/crossPartyGroups/groups/cpg-mh.htm

Also, the following opportunity could be very useful for HOP to learn about lobbying, and also to
engage with other organisations to start to build more solid partnerships:

49
Scottish Council for Voluntary Organisations (SCVO) and the Scottish Parliament offer a joint
workshop, anywhere in Scotland, aimed at people in voluntary organisations who want an
introduction to how the Parliament operates and the ways they can get more involved in
influencing it, drawing on real examples and voluntary sector experience. All that is required of
you is to arrange a venue, refreshments and lunch and each session should be for around 20
people, you may wish to bring a range of local organisations together:
http://www.scottish.parliament.uk/vli/outreach/voluntary.htm

Getting involved with the Scottish Parliament will not only add to HOP’s knowledge base,
but will also increase HOP’s public profile.

Finding and Using a Volunteer

HOP could potentially make use of a volunteer to implement some of the strategies that The
Edinburgh Group has identified. This would allow the paid members of staff more time to
continue their own work, and would also help to engage HOP with the wider community, in this
case perhaps a school or university.

What would the volunteer do?

The volunteer could carry out the following tasks, spending around 5 hours a week in doing so:

• Aid HOP in looking for sources of funding by:

Searching the internet for Trusts, lottery funds, etc.

Looking for potential corporate partners

Keeping up-to-date with the general funding trends in the charitable sector

• Maintain HOP’s website by:

Adding case studies of clients’ stories

Adding any news stories

Maintaining the links page and updating whenever necessary

• Help with HOP’s media relations by:

Helping to draft any publications HOP might be looking to create

Keeping in frequent correspondence with any newspaper/journalist contacts

Aiding HOP in scouring relevant media outlets on pieces relating to
homelessness that HOP may be interested in

The volunteer could also be given the opportunity to spend time with HOP on their streetwork
rounds, and observing some of the work that HOP does in their office and elsewhere. This will
help the volunteer to gain some practical experience of working with a charity, and keep their
interest high throughout the opportunity.

Where would HOP find a volunteer?

A good place to look for a volunteer would be the University of Edinburgh, and in particular,
amongst undergraduates studying Social Work (www.socialwork.ed.ac.uk).

HOP could send a letter or e-mail to the department, asking if they could distribute an e-mail to
all undergraduate Social Work students at the beginning of the academic year. This e-mail
would aim to attract students wishing to gain experience in the charitable sector. Hop could also
advertise for a volunteer on their website.
50
HOP should aim to take on a volunteer who will be committed and dedicated to their task. By
doing this, HOP will get the added help it requires without having to take away too much time
from the professional staff.

Obviously, it will take some time to train the volunteer in the work that needs to be done.
Assigning one member of staff to liaise with the volunteer would be useful.

51
IMPLEMENTATION
While The Edinburgh Group has identified securing Council funding as HOP’s priority, the long-
term profile recommendation can begin to be implemented immediately and through the greater
recognition we are confident that they will generate, the Council objective will also benefit.

This rough timeline for implementation breaks down the recommendations into a chronological,
action-orientated order and should help HOP manage the recommendations more effectively,
thus leading to the best results.

This is, however, a general implementation strategy in the understanding that all of the
recommendations have overlapping features and will feed into each other in the future.

TOMORROW THIS WEEK THIS MONTH THIS YEAR

Hold a meeting to Draft the documents Make contact with Cement all of HOP’s
discuss The suggested in the relationships with the
Edinburgh Group recommendation • Media outlets Council and other
recommendations organisations
Update the website • The Council
Agree on an Maintain and develop
implementation plan Devise a media • Partner the website regularly
strategy Organisations
Assign specific Establish HOP’s
duties/roles (media Invite a Councillor or name firmly with the
representative, journalist on a media contacts
website maintenance, Streetwork shift
Council liaison) Approach corporate
sponsors and grants
from trusts

Entrench the
community and HOP
relationship by using
volunteers

Continue to promote
the importance of a
raised HOP profile
within the
organisation

52
Costs of Recommendations
Outlined below are some specific costs-benefit figures for several key aspects of the
recommendations.

Recommendation Cost (₤) Cost (time) Value

Council Document Printing costs only 1-2 hours Networks the HOP
name in a
+time for repeated professional manner
printing

Maintaining Council Phone call costs At least 1 hour a Makes HOP important
relations week, more for to the Council
specific involvement
in events

Maintaining relations Phone call costs 1-2 hours a week to Networking and
with other keep in contact with extending HOP’s
organisations Possible future costs all major HOP influential work further
of joint initiatives and partners in the community
campaigns

Website upkeep Free 1-2 hours a week Portrays an efficient

an professional image
to the public

Initial website Free 2-3 hours (one time Establishes a

improvements only) donations option and
links to partner or
similar organisations

Media relations Cost of phone calls 1-2 hours a week Establishes a

symbiotic relationship
with the media that
will generate more
media coverage

Writing articles and Cost of internet 1-3 hours a week Entrenches media
press releases research (depending on the coverage into the
news cycle, amount of daily routine of HOP
research needed and ensuring continue
type of media attention and
coverage) references by media
outlets

Sourcing Corporate Free 3-4 hours every HOP will be more

Sponsors month aware of potential
funding sources and
will make its name
known among this
pool of donors

Sourcing Trust Grants Free 4-5 hours every Awareness of

month available trust grants
and habitually
53
 applying to grants
best suited to HOP
will help secure funds
for the future

Funding Applications Printing Costs and Dependent on type Confident and

Postage and format of effective funding
application—many applications will
need to be completed increase HOP’s
well in advance of a chance at securing
deadline non-Council funding

54
BIBLIOGRAPHY

Website
www.aberdeen-cyrenians.org/News/new_2006.htm
http://www.incentivated.com/PDFs/CaseStudy_MACMILLAN.pdf
www.charitychoice.co.uk

http://www.bethanychristiantrust.com/help/index.php
http://www.streetwork.org.uk/

Media
www.askcharity.org.uk/mediadirectory
www.mediatrust.org
www.holdthefrontpage.co.uk
www.nmauk.co.uk/nma/do/live/factsandfigures
www.vamu.org.uk/index.php
www.mediatrust.org/training-events/training-resources/online-guides www.mediauk.com
www.communitynewswire.co.uk
www.freepressrelease.co.uk
www.free-press-release.com
www.askCHARITY.org.uk

Newspapers:
www.scotsman.com
www.southedinburgh.net
www.metro.co.uk
www.edinburgh.gov.uk

Radio:
www.bbc.co.uk/scotland/radioscotland
www.forthone.com
www.leithfm.co.uk/blog
www.talk107.co.uk

Other Sources:
http://www.charitytimes.com/pages/ct_features/august06/text_features/ct_august06_supfeature
2_wasted_opportunity.htm
Jenkins, Flora (2008) Clever communications. Voluntary Action Media Unit

Corporate and Trusts

http://www.medway.gov.uk/index/council/funding/11050.html.
http://www.charitiesadvisorytrust.org.uk/charitiesadvisorytrust/guidelines.html
http://www.hbosplc.com/community/community_investment.asp.
http://hiltonworldwide.hilton.com/en/ww/promotions/charities/index.jhtml;jsessionid=RL2XM5W
WXK4Y2CSGBJBMVCQ.

http://www.j4bgrants.co.uk/page.aspx?SP=5014

55
http://www.todsmurray.com/aNews.aspx?NewsID=401.

56