THREE YEARS. THREE PARTNERS. ONE GOAL - PROJECT EVALUATION NATIONAL CHARITY PARTNERSHIP 2015- 2017 - DATAPRESS
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Three Years. Three Partners. One Goal. Project Evaluation National Charity Partnership 2015 – 2017
Introducing the Tesco
National Charity Around 4 million people
Partnership
are living with Type 2
diabetes in the UK today.
National Charity
Partnership
An estimated 7 million
people have heart and
circulatory disease.
These conditions are
— largely preventable,
but millions more are
People
National Charity
Partnership
still at risk.
Possibilities
—
Progress This is why Diabetes UK, the British
Heart Foundation (BHF) and Tesco
Our ground-breaking, award-winning,
three-year initiative ran from
2015
joined forces to raise millions and to January 2015 to the end of December
—
work together to help young families 2017. Now complete, the scale and
take small steps to better health, by impact of the Partnership’s work
encouraging them to move more and demonstrates the power of bringing
2016
eat better. three partners together to tackle a
single issue.
2017
—
NCP Case Studies
NCP Case Studies
2015 – 2017
1
Top three achievements
of the Partnership
1
Raised over
£25 million
2 3
Inspired
1 million adults
Delivered a
truly strategic
In just three years, the Partnership Reached 35.4 million people and
Partnership
supported Tesco colleagues and customers inspired around 1.1 million UK adults
to raise over £25m. In a ground-breaking to take some form of action to We delivered a truly strategic partnership
approach, a centrally appointed team improve their lifestyle through a that enhanced the work of all three
worked with all three partners to help social marketing campaign. Engaged partners. Highlights include: Funding nine
families to take small steps to better health 1.2 million people in local and online medical research projects; a support
and reduce people’s risk of Type 2 diabetes prevention programmes. Our award- programme for young people newly
and heart and circulatory disease. winning programmes resulted in diagnosed with Type 1 diabetes and
statistically significant behaviour support for Tesco led campaigns, such
change. as product reformulation and customer
health months – which we know led to
healthier baskets.
2 3
Contents Introduction 6 The power of three 10 Our Partnership 12 Fundraising 18 Stores 22 Big Collection 25 Head Office 26 CRM 27 Challenges and JustGiving 28 Great Tesco Walk 30 Distribution Centres 32 Other 33 Prevention 36 Reach and Inspire 38 Engage and Motivate 41 Support and Transform 52 Legacy 59 Summary 62
Introduction
A note from our
programme director
Three years ago, we dared In the early days we would often
question how best to capture ‘the
We recognise that the commitment
and expertise of Tesco colleagues and
to dream that, by working,
power of three’ and it seems that, customers and our local providers
in many ways, we have done just that. and partners was critical in helping
us to achieve our aims, and for that
learning and making
Over the lifetime of the Partnership we are truly grateful. It may not have
we have raised over £25 million always been straight-forward, but I
and invested this in a wide range of am confident we found the best route
decisions together we could health projects and programmes, the
results of which are captured in this
through, time and time again.
raise millions of pounds
document. While our Partnership has come to
an end, all partners are committed
Short-term initiatives are often to carrying on what they started. In
and use it to change the
criticised for vanishing as quickly January 2018, Tesco announced a new
as they arrive without making a partnership with Diabetes UK, the
meaningful difference. But evaluation British Heart Foundation and Cancer
health of the nation for the
of our work suggests that our local Research UK. Although the delivery
programmes have bucked this trend. model is different, it is easy to see
where lessons have been learned and
better. Since then, we have As a result of taking part in our
programmes people’s behaviours,
the shared commitment to building
on what’s gone before as they provide
achieved more than we ever
attitudes, skills and knowledge have even more ‘Little Helps to Healthier
changed and they are consistently Living’ over the next five years.
making healthier choices. Evidence
thought possible.
suggests that these benefits will Finally, I would like to thank every
continue well into the future. single person who has been part
of the National Charity Partnership.
Quite simply, we could not have done
it without you. Thank you.
Jenna Hall, Programme Director
6 Introduction Introduction 7
The power
The National Charity Partnership provided a rare and For example:
important opportunity to maximise and test the power of
three well-known brands coming together to address a
single, critical issue; the prevention of Type 2 diabetes and 1
of three
heart and circulatory disease. The Partnership was able to
draw on the charities’ health expertise as well as Tesco’s More Tesco colleagues signed up to
reach in local communities. Diabetes UK’s Swim 22 and the BHF’s
Cycle Series, thanks to sponsorship
Together, we inspired Tesco colleagues and customers to and internal promotion.
raise millions of pounds for Diabetes UK and the BHF. We
encouraged the nation to move more and eat better and
in doing so, reduce their risk of developing Type 2 diabetes
and heart and circulatory disease.
2
Helping to save lives through
CPR training and installing 900
defibrillators in large-format Tesco
stores.
3
1,700 distribution centre colleagues
found out their risk of Type 2 diabetes
by taking part in Diabetes UK’s Know
Your Risk roadshow.
4
Encouraged healthier food choices
through customer and colleague
health events. Initiatives included:
free fruit; healthier swaps; healthier
Diabetes UK wants a world canteen meals; free health checks and
information.
where diabetes can do 5
no harm, while the British Talking publicly together in support
of Tesco campaigns that aim to make
Heart Foundation leads the “All three partners
healthier choices easier for their
customers. For example through
fight against heart disease.
reducing sugar in their own brand
have gone beyond
soft drinks two years ahead of the
introduction of the Soft Drinks
Tesco demonstrates a clear
Industry Levy.
the initial scope of
commitment to helping the Partnership,
customers and colleagues leading to universal
live more healthily. benefits beyond the
core programmes.”
10 The power of three The power of three 11
Our Partnership Vision We set out to:
Tesco, Diabetes UK HALF A
and the BHF came
MILLION
together to inspire Transform the habits of
over 40,000 families, in
Motivate over 500,000
people to make healthier
and support millions
areas of greatest need. choices every day.
of people to make
healthier choices,
every day.
Reach and inspire Help Tesco customers
10 million people to think make healthier
about how they can make choices, more easily
small lifestyle changes to and regularly.
improve their health.
TYPE 1
Support people living Deliver a UK wide blood
Having Type 2 diabetes can double All three partners wanted to help with diabetes, including a pressure programme and
your risk of developing heart millions of people take small steps to
and circulatory disease. The risk better health and support the wider
specific project for young fund medical research
of developing both devastating work of both charities. people newly diagnosed into the prevention of
conditions can be reduced by eating with Type 1 diabetes. heart disease.
a healthy diet and being physically
active.
12 The power of three The power of three 13
Legal Status
A ground-breaking approach
The National Charity Partnership
(NCP, or, the Partnership) was not a
legal entity. Instead it described a
A dedicated, central,
group of organisations who had come
together to tackle a single issue.
Finance
team worked to raise
Diabetes UK and the BHF registered
the Partnership as a joint-venture
with HMRC and VAT was handled
accordingly. The Partnership’s
funds, design a bespoke
financial year ran from January to
December, which was different from
two of the three partners.
prevention programme Governance The NCP steering group was the
decision making and governance
From the start, we all committed to:
and deliver the
board for the Partnership. It was – A strategic, collaborative approach
made up of 13 director-level staff from to decision making and
the charities and senior leaders from development.
Tesco. The steering group
Partnership on behalf
was supported by regular heads – Taking the long-term view and
of department meetings. breaking new ground in prevention,
fundraising and communications.
of all three partners.
– Raising vital funds and learning from
everything we do.
The Team A full-time, centrally appointed team, At its largest, the core team was made
was charged with representing and up of 18 fundraisers, five marketing
working for all three partners. All 32 and communications specialists, six
team members were Diabetes UK people in prevention, and three in the
or BHF employees. There was also director’s office. All team members
dedicated support from Tesco. regularly worked from and had access
to head office and local sites of each
partner.
Internal Communications High-quality internal communications The communications team also used
were critical. At first, we used a weekly fundraising thermometers, posters,
meeting to make sure everything yammer, eye-catching canvasses and
was on track. But in February 2015, show-and-tell events for visibility and
we started sending out a weekly engagement. The style and tone of
Friday newsletter, covering key internal communications across the
Approach From the beginning, we recognised the need to balance achievements and giving notice three partners was different so each
awareness raising with long-term, meaningful impact. of anything coming up. story, article or interview had to be
tailored — a worthwhile process.
As a result, 50% of net income was invested into a The newsletter was sent to internal
bespoke Type 2 diabetes and heart and circulatory disease stakeholders at all three partners and
prevention programme. designed for onward circulation. It was
supported by ad-hoc presentations
The other 50% was invested equally into Diabetes UK and to teams, executive groups and wider
BHF’s wider work programmes and research. This included stakeholders.
piloting a support programme for young people living with
Type 1 diabetes and a number of BHF medical research
project grants.
14 The power of three The power of three 15
Key ingredients for a
1 5
successful Partnership
Without question all three partners Be honest and transparent about Invest time in building relationships “This is the first time
we’ve achieved so
and the Partnership team have the priorities and cultures of the and internal communications. A
learned a great deal over the individual partners. To help ensure working group model, with expert
lifetime of the Partnership. Our equality and collaboration are central input from all the partners, helps to
key recommendations for others to decision making and the values ensure that all parties are involved,
many local partners
considering a strategic, multi-year, of all partners realised, create a listened to and supportive of the
multi-partner, partnership are: culture of transparency and open partnership.
communication that is realised
through shared governance.
2 6 working together,
and now we’re able
Agree the parameters and aims at the Identify where you can add value and
very beginning. Work to understand build on existing work. New projects
what is most important for all and ideas are sometimes absolutely
partners, use this insight to identify what are needed. Where possible
to deliver in a much
which things to really push for and balance these with tried and tested
which to let go. ideas, approaches and areas of work.
3 7
Take time to understand the annual
planning and budgeting cycles of each
organisation. Where organisations
Be prepared to do things no partner
has done before, but stick to it,
especially when it’s hard. Innovation
more integrated way.”
have different financial years, rarely happens easily and is
ensure the partnership works to a dependent on different people getting Lanarkshire Community Food and Health Partnership
predetermined year and that accounts behind the proposal and supporting it
clearly reflect this. Ensure budgets through both the highs and the lows
can be easily ‘cut’ according to other of development and testing. However,
partner’s financial years, if they differ when it works it is incredibly rewarding
from the agreed partnership’s year. and beneficial and can realise huge
gains and benefits for all parties.
4 8
Accept that priorities, brands and Identify which areas of work and style
people will change for individual of approach to avoid. Taking time to
organisations. Don’t let this affect learn more about the other partners
the strategic purpose you set out to to understand what they can and can’t
achieve together. Stay true to your support will be critical to ensuring
original goals and intended outcomes. success.
16 The power of three The power of three 17Fundraising
The Partnership has raised over:
Tesco colleagues and Building on the previous 2 year
partnership between Diabetes UK
customers raise millions
and Tesco provided the newly
appointed team with opportunities
to understand what worked so well
for charity every year
before, but also raised the question:
‘Could fundraising fatigue be beaten?’
— they’re well known Over the lifetime of the Partnership,
a team of 18 supported customers and Flexibility and targets In early 2017, a decision was taken to In June 2017 the income budget was
for it. But a long-term
colleagues to raise over £25 million. replace some planned activities and formally revised to £24.7m, which
Income increased year on year and events with new and innovative ways was exceeded by almost £800k.
in 2017 the team raised £9.7m, over of raising money during the final year Revising the budget was critical to
partnership with two
£2m more than was generated in of the Partnership, such as the Round ensure continued motivation of
year one of the Partnership. Being Up at Till and Million Miles Challenge. Tesco colleagues and to maintain
able to describe the positive impact These generated considerable momentum and energy across the
partners is quite a
the money raised was having on income and contributed to the final fundraising team.
people’s health, both through the NCP year of the Partnership being the
prevention programmes and the wider most successful from a fundraising In the final year of the Partnership,
different matter. work of the charities, undoubtedly
helped the team and colleagues to
fundraise effectively.
perspective.
Given these changes, the team
the team used shopping lists to help
ensure colleagues had a clear number
to aim for, because targets had been
refocused and worked quickly and removed. This helped everyone to
Brilliant relationships across all creatively to ensure all areas of the focus and plan their activities and
parts of the business, including business had the support needed to events.
Tesco Mobile and Tesco Bank, stores, generate as much income as possible.
distribution centres and all five head
offices, were critical to the success of
the Partnership and the team worked
hard to build and maintain these, even
during times of considerable change.
Centrally based roles were employed
by Diabetes UK and worked across
all three partners’ main offices. The
team was led by a Head of Fundraising
and supported by two administration
professionals.
18 Fundraising Fundraising 19How our income was generated
£460k £565k
£3.3m
Distribution
Centres Big Collection
Other
£658k
£16.7m
Stores
Stores Other
£783k
Gala Ball
Tesco stores fundraising was the The Partnership benefited from a
largest income stream for the National number of smaller income streams
Charity Partnership with 2,620 stores that were invaluable. These included,
fundraising nationally. The Great Recycling, Lost Property, Payroll Giving
Tesco Walk income also fell within and ATM Donations.
£1m
Challenges and
this income stream as the majority of
participants came from stores. Challenges and JustGiving
JustGiving
The Challenge Event portfolio raised
Distribution Centres vital funds for the Partnership,
The Tesco distribution centre network alongside encouraging colleagues
Head Office
played a key role in handling the supply to take on physical challenges and
£1.8m
chain and ensuring that all stores were change their habits. Events included
supplied with the right stock on time. London Marathon, Cardiff Half
All 29 DCs supported the Partnership Marathon and our first bespoke event,
through a variety of fundraising the Tesco Survival Challenge.
initiatives.
Cause Related
Big Collection
Head Office The Big Collections were our national,
Marketing (CRM)
There are five head offices around volunteer-led bucket collections
the UK; Welwyn Garden City, Hatfield which were created with both charity
(F&F), Dundee, Cardiff and London. partners.
Throughout the three years of the
Partnership, head office colleagues Gala Ball
made a significant contribution The Gala Ball was a black tie event
through office based activities. for senior colleagues, suppliers and
special guests. Income was generated
CRM through advertorial revenue, a silent
The Partnership benefited from 17 auction, entertainment and VIP
different Cause Related Marketing packages.
(CRM) products over its lifetime. These
were products that were sold in Tesco
stores with a % of the retail price
being paid to the Partnership.
20 Fundraising Fundraising 21Stores Total raised: Income grew year on year and Alongside everyday fundraising (till-
expenditure decreased leading to point cans, book sales etc.), which
an increase in net income. Although raised about 50% of store-based
stores of all formats were encouraged income, the stores team organised
to take part in fundraising, around 14 flagship events (national themed
£16.7m
80% of stores income was generated weekends) that generated in the
by large-format stores. region of £8m. In addition, they held a
number of other special events such
The stores team looked after as a Hadrian’s Wall walk, in memory of
relationships and income generation a senior Tesco colleague who passed
across all stores in their geographical away from a cardiac arrest, which
area. Originally, this was a team of raised £163k.
nine, led by a senior stores manager.
Store based colleagues
The team focused on group-level Other locally run events included
colleagues, store managers and the Twickenham store ball held at
community champions at key stores Twickenham rugby ground (£35k);
in their region. Cardiff Half Marathon (£90k); the
and customers
London Convenience colleagues
All stores were supported to raise taking part in Diabetes UK’s London
as much as possible. To help drive up Bridges walk (£15k) as well as talent
income, the team used league tables competitions and much more besides.
generated most of the
and a weekly fundraising call to share
insight into what worked well and the
challenges they were facing in their
area. This enabled others to then
Partnership’s income.
share these ideas and examples with
stores in their own area.
They raised more
than £16.7m, against
a target of £15m.
For context: 2,620 Tesco stores
770 Large stores 1850 Convenience stores
— —
Extras, Superstores and Smaller Metro and Express stores
larger Metros typically have might only have a small number of
150 – 500 colleagues per store. colleagues on rota per shift.
22 Fundraising Fundraising 23Big Collections
We also organised three Big Collection
events. These involved 1000s of
volunteers raising money across 100s
of Tesco stores, mainly via collection
buckets and tins. These high-profile
events were a good way of engaging
charity volunteers and internal
supporters, as well as raising public
awareness.
In three years:
2015 2016 2017
Partnership funded activities began The focus was shifted to ensuring he launch of Tesco’s first ever
T
with the first Big Collection and an that fundraising fatigue did not set in. Colleague and Customer Health
“On your March” walking-themed Engagement packs and case studies Months, including the May Million
flagship fundraiser held in Feb and were created alongside involving Miles Challenge, raising £666k, and the
March respectively. Tesco colleagues in the generation of Little Helps healthy swaps campaign in
flagship fundraising ideas to ensure store that helped customers to have
ive flagship fundraisers held
F they remained engaged with the healthier shopping baskets.
throughout the year raising £3.029m. Partnership.
The Great Tesco Walk raised £1m for
Photo by Paul Ligas Photography Limited £329k generated through CRM. Five flagship fundraisers held the Partnership – including over £550k
raising £3.346m. through Round Up at Till point.
Top three store fundraising recommendations
Held the most challenge events – Three flagship fundraisers held
17 in total which generated £327k. throughout the year raising £1.504m.
£574k generated through CRM. Despite fewer events, over £207,000
Local shopping lists Don’t underestimate Assess engagement was generated through challenge
Devise and distribute local shopping Don’t underestimate small, everyday Assess the merits of a Big Collection events this year. This was partly down
lists and thank you packs as quickly activities such as book sales and on engagement and awareness, to the success of the Cardiff Half
as you can. They help to demonstrate till-point tins, these activities were not just financial return. Ensure all Marathon, in which 170 colleagues
the impact colleagues are making – well received as they were accessible relevant store-based colleagues registered to run, and the Survival
a worthwhile return on investment. regardless of store size. Where prioritise the initiative. Build in the Challenge, the Partnership’s only
possible, standardise signage for option for contactless donations. bespoke third-party event.
Fundraising Regulator compliance,
appropriate use of brand, and a £836k generated through CRM.
professional look and feel.
24 Fundraising Fundraising 25Head office Total raised: Cause related Total raised:
marketing (CRM)
£1m £1.8m
Tesco has five head offices in the The value of Unilever supported the Partnership by donating 5p from
UK. Head office generated income household product the sale of all Radox hand wash and bath salts, during a
totalled £1m over the lifetime of the
Partnership. One full-time member
promotions: six week period in February and March 2017 generating
of staff, mainly based in Welwyn over £95,000. Proctor & Gamble ran a similar promotion
Garden City, was responsible for over a three week period in January and February on
managing relationships, recruiting and various Lenor, Flash, Ariel and Fairy products which raised
ONE DAY OVERNIGHT VELODROME supporting charity champions and
fundraising across all head offices. £127,500 for the Partnership.
BUSH CRAFT SKILL CYCLING SESSIONS
The same member of staff was also
responsible for the cause related CRMs were hugely profitable for the As a result we focused on household
ARE YOU READY FOR marketing (CRM) income stream. Partnership and generated £1.8m
over three years. The largest single
products, gift cards and reusable
bags, many of which performed better
A NEW CHALLENGE? The head office event that generated
most income was the ‘Welwyn to
Dundee Cycle’ (2017), which raised
agreement came from the sale of
charity Christmas Cards, which
generated £300k each year for the
than expected.
We needed to secure sign off from
£22,000, with ‘Tesco Does Strictly’ Partnership. These promotions multiple internal stakeholders across
in 2016 raising £18,000. Through required very little financial all three partners on whether to
ongoing events, the Display Centre investment from the Partnership, as proceed with a CRM agreement. This
Merchandise shop in Welwyn raised Tesco and their suppliers covered all was challenging to begin with, but
around £40k each year. costs associated with the production over time, a smooth, detailed process
and marketing of the products was put into place with clear roles
ESCAPE ROOM WHITE WATER ensuring our return on investment and responsibilities. When the main
CHALLENGES RAFTING (ROI) remained high. NCP contract was developed, a three
way template contract for CRMs was
All CRM products and brands needed also developed. Having this in place
Work together as a group and accomplish a memorable to align with the core values and eased the final stages of this process
challenge. All events can be tailored to group size and mission of Diabetes UK and the BHF. considerably.
working patterns, and completed in one day!
Event fee and small sponsorship target required.
Raise funds for our National Charity Partnership
with Diabetes UK and the British Heart Foundation.
For more information
Call: 07824 144 370 or
Top three head office fundraising recommendations
Email: borgattim@tescocharitypartnership.org.uk Top three CRM recommendations
Diabetes UK is a charity registered in England and Wales
(215199) and in Scotland (SC039136). British Heart
Foundation is a charity registered in England and Wales
If you have any health issues please visit your doctor before you start any
(225971) and in Scotland (SC039426). new activities.
Strong networks Increase competition Encourage ambition Clear parameters Engage people early Robust contracts
Develop a strong network of charity Secure buy-in from senior team leads Colleagues tend to underestimate the Agree clear parameters and a simple Engage people early and identify clear Make sure a robust contract template
champions or ambassadors. Pay and directors. Consider league tables amount they can raise. Let them know sign off process with partners – be roles, responsibilities and decision is agreed by all parties. Use the
particular attention to areas of the to increase competition and visibility. what’s possible, guide them on how to sure to include people from the makers for every stage of the process. template to ensure a contract is in
business where the Head Office set a target, and encourage them to policy, corporate fundraising, medical/ place before it goes live.
Manager can’t get to very often. be ambitious. clinical and, of course, brand teams.
26 Fundraising Fundraising 27Challenge events Total raised:
and JustGiving
£783k
Challenges Early on, it became clear that Tesco colleagues were
keen to take part in challenge events to raise funds.
Diabetes UK and the BHF both offer a wide range
of in-house and third-party events, so we agreed a
process whereby Tesco colleagues could take part in
them to raise money for the Partnership. Income from
challenge events over three years totalled £783k.
Clear ownership, either central or These relationships and processes
local, was the key to greater income have continued with a new
and commitment to challenge partnership between Tesco,
events. Diabetes UK, BHF and Cancer
Research UK (CRUK).
Regional fundraising managers took
responsibility for promoting skydives The JustGiving relationship meant
in Year 3, and as a result, 67 Tesco colleagues could bank money
colleagues took the plunge raising directly and to ask their supporters
over £21,000, compared to 24 in to sponsor them online. It also made
2015/16. collecting Gift Aid much easier.
We agreed up front that all monies
Getting JustGiving involved with would be passed from JustGiving to
the Partnership early on helped Diabetes UK, and then split between
establish a simplified approach the partners. Over the three years,
to reporting and banking income over 2,000 JustGiving pages were
across the challenge events created.
portfolio and other fundraising.
Top three challenge events and JustGiving recommendations
Senior leaders Dedicated manager Third-party suppliers
Secure senior leaders buy-in to A dedicated Challenge Events Approach third-party suppliers of
events. When senior Tesco colleagues Manager, working across both events / financial / data systems at
were involved, engagement, sign ups charities, would have benefitted the the very start. A strong relationship
and fundraising were notably higher. Partnership. This resource would with JustGiving proved essential to
have helped ensure that processes the success of our challenges and
and stewardship plans were in place, wider programme.
resulting in better communication and
consistency for participants.
Fundraising 29“There was great
The Great Tesco Walk Total raised:
team spirit and it
£1.085m was enjoyable doing
4,000 something constructive
outside work with
Over 4,000 Tesco colleagues took part
in the Great Tesco Walk – a relay from
Land’s End to John O’Groats.
5k-50k
With four stages to get involved in,
legs ranged from 5k to over 50k.
colleagues, we felt
94%
Of those taking part in the post event
a real sense of
achievement.”
survey, 94% said the walk made them
feel proud to be part of Tesco.
98%
Of those taking part in the post event
survey, 98% said they would do it all Jemma Jones, Tesco Warrington
over again.
The Great Tesco Walk income
was banked through stores and
contributes to the overall stores total.
The Great Tesco Walk was inspired Tesco paid for the event and a third The social media pick up was strong
by a similar event held nearly 30 party handled organisation, from throughout the month with all parties
years ago. The walk was supported registration to on-the-day logistics. contributing.
by other fundraising initiatives, Each leg had a target, and colleagues
such as Tesco’s first-ever Round were encouraged to raise money via Many colleagues gave positive
Top three Great Tesco Walk recommendations Up at Till – where customers could JustGiving — around 30% of those feedback on the walk. They cited
choose to round their bill up to the taking part set up their own page. improved connections with colleagues
nearest 10p. Altogether the event Weekly reports helped keep track of and the wider team; the benefits of
generated £1.085m (May - Oct). As a demand and potential income. conversation and the value of senior
result, September 2017 was the most stakeholders getting involved.
Social media plan Clear messaging Regular communication successful fundraising month for the Tesco took the lead on internal
A strong social media plan, Self-service tills performed best A flexible communications plan and Partnership, with over £1.4m being communications and local media #TheGreatTescoWalk
promotional items and samples for for the month-long Round Up at Till regular communication between raised in total. coverage as the walk progressed.
those taking part helped generate promotion. There was clear messaging teams is invaluable and necessary to The Partnership’s marketing and
positive user-led content. Local case and it received plenty of praise. keep a long-term challenge ‘live’ over communications team added support,
studies strengthened connection to an extended period. as well as developing case-study
the cause. stories and national news stories.
30 Fundraising Fundraising 31Distribution centres Total raised: Other income Total raised:
£460k £3.3m
£1.5m
Distribution centres generated
£460,000 during the lifetime of the
Partnership. To ensure buy-in and Top up
connection to cause, a dedicated
£1.3m
committee and charity champion
network was created and support
given by senior leaders from all three Lost property
partners and the Partnership team.
A number of successful supplier £658k
events were held and colleagues Gala Ball
enjoyed events where they could
£148k
socialise with family and friends, such
as football tournaments, family fun
days and fetes. ATM donations
£154k
Over the lifetime of the Partnership,
as the income projections became
clearer and the challenges facing Recycling
a supply chain business better
understood, the level of NCP resource
dedicated to this area of the business
was reduced.
Through identifying more cost-
effective ways of providing support
and reducing the amount of dedicated
staff time, the NCP team were able The Partnership’s management Other streams included: payroll giving,
to ensure DC colleagues still received accounts highlighted 13 different the Gala Ball, donation bags and wider
support they needed each week whilst income streams. Income from streams gifts in kind (including donated office
ensuring expenditure was in-line with other than those mentioned above furniture and other items to support
the income being generated. totalled £3.3m over three years. events or sold through BHF shops).
Top three distribution centre fundraising recommendations Top three other recommendations
Balance of events Bespoke guides Quality relationships Small income streams Senior support Difficult decisions
A balance of ‘quick wins’, A bespoke fundraising guide using Building high quality relationships, Although fiddly to administer, smaller The Gala Ball for suppliers was Be prepared to make difficult
(sweepstakes, raffles, lotteries) and language, imagery and ideas that especially with senior stakeholders is income streams add up over time incredibly successful, raising £658,000 decisions where income does not
more resource intensive weekend distribution centre colleagues could absolutely critical for distribution and can deliver a good return on in one evening. Senior support was a warrant the level of investment,
family events (‘It’s a Knock Out’, identify with helped with engagement. centres. Dedicated resource enables investment. critical factor in this event’s success. resource or staffing originally planned.
football tournaments) worked them to be built more quickly, but
particularly well with distribution keep an eye on the income and ROI
centre colleagues. through times of change.
32 Fundraising Fundraising 33Marketing and The Partnership’s marketing and To simplify requests and focus on
communications communications team worked closely priority areas, a tiered approach
with the fundraising team to create was developed for PR support to
engaging materials, social media fundraising events and activities.
content and media coverage. This Training was given to all regional
inspired Tesco colleagues to raise fundraising managers. The three tiers
money creatively and also encouraged were: Gold (national, centrally led);
customers to donate. Silver (locally led, centrally supported);
Bronze (locally delivered, based on
To support the flagship fundraisers, existing templates).
the central team developed bespoke
materials to support stores and DCs. This approach gave all teams a shared
Each pack of materials contained understanding of priorities and the
around 7–10 assets, plus additional required level of support. Each asset
items related to the particular was reviewed by the marketing and
fundraising theme (e.g. photo frames, communications team, before being
super-hero masks etc.). signed off by stakeholders.
Customer/colleague information
2 R
E K CH AISE
E R R
W MA UND
1 3 F
1 1 – UE G
EA
LL
CO
WEEKEND
Top three fundraising related marketing and communications recommendations
#SuperheroWeekend
Strong networks Empower colleagues Encourage ambition
Involve colleagues in design, Provide training and support to local Work creatively with the social
development and evaluation of and regional managers so they can
Be a fundraising superhero
media teams across all partners to
fundraising ideas and packs. Agree and support
lead coverage and content for their identifyour
theNational Charity
most effective ways to
concepts and ideas for events taking own area. Tesco colleagues and local both secure coverage
Partnership with Diabetes UK of partnership
place in store as far in advance as team members now issue their own activity and add value to partner
possible and start production of the releases. British Heart Foundation.
and thecommunications.
materials at least 12 weeks before. tescocharitypartnership.org.uk
Diabetes UK is a charity registered in England and Wales (215199) and in Scotland (SC039136). Display From 22.02.2016
Poster no. 79 British Heart Foundation is a charity registered in England and Wales (225971) and in Scotland (SC039426). Display Until 13.03.2016
34 FundraisingPrevention
Reach, Engage, Support We took a tiered approach to The more intensive support
delivering our prevention initiatives, programmes had greater investment
using an integrated social marketing and smaller audiences. This enabled
campaign to reach a national audience a more targeted approach to help
alongside digital engagement products the families most in need. The less
and targeted local initiatives to change intensive programmes were designed
the behaviours of individuals and to reach much larger audiences.
communities.
Our Audience Insight provided by all three partners The target group told researchers
highlighted that young mothers they:
(25–40 years) were more likely to have
unhealthy eating and shopping habits −W
ere fed up of being told what to
and live less active lifestyles. As a do and being bombarded with health
result, NCP prevention activities were messages.
designed to appeal to this audience,
although partnership materials and − Knew they were unhealthy already.
programmes were accessible to all.
−W
anted easy ways to be healthier, to
To help us develop the best possible feel supported and encouraged in a
programme of activities, three rounds non-patronising way.
of qualitative market research and
focus groups were conducted to help −U
sed social media a lot, mainly
us understand our audience’s most Facebook.
common motivations for and barriers
to healthier living. Research also found activity needs
to be realistic, not overwhelming,
and our audience need to be given
Having Type 2 diabetes All three partners aligned their
strategic aims and shared their
permission to fail. This insight was
used to develop two profiles: Carly
can double your risk of
knowledge and expertise to design and Sarah. All of our campaigns and
programmes that would help millions programmes were designed to appeal
of people take small steps to better to either Carly, or Sarah or both.
developing heart and
health. Collectively, we sought to:
reach and inspire millions of people
with healthy lifestyle messages; help
circulatory disease. The thousands of people engage with local
resources; motivate them to make a Profiles Carly, the full-time
homemaker
Sarah, mother with a
part-time job
risk of developing these
change, and support and transform
the lives of families living in at risk
communities. Carly was a mum with two daughters, Sarah knew she should do more to
devastating conditions
both under three. She wanted to improve her health. She was a mother
The Partnership’s programmes be healthier, but felt it was hard to of young children all under five, and
focused on supporting the least change. She had little motivation to go worked part time too.
can be reduced by
active to become more active, to the gym.
and encouraging healthier eating As for food, taste was often more
habits such as eating more fruit and Her main barriers were time, finance, important than price. Sarah was an
eating a healthy diet and vegetables, reducing consumption
of unhealthy snacks and being more
peers and access to facilities.
Price and convenience were most
avid social media user and a little
more adventurous in the kitchen,
being physically active.
aware of the impact of portion sizes. important to Carly. She liked to treat often trying new recipes. Time, was
herself with foods that were not good a real pressure for Sarah.
for her.
36 Prevention Prevention 37Reach and Inspire
Let’s Do This Campaign Once the target audience profiles The campaign launched in January
were developed, an agency was 2016, and over the next two years,
appointed to create the campaign’s delivered four 360° marketing
look and feel, and the Let’s Do This campaign bursts and seven smaller PR
campaign was born. and digital-only bursts. Each had its
own health-related focus, but
Led by the Partnership’s marketing all retained the core value proposition
and communications team, the — small steps to better health, while
Reach and Inspire campaign used having fun with friends and family.
national 360° integrated campaign
bursts involving national and regional
PR, organic social content, and out
of home, radio and targeted digital
advertising.
Reach and Inspire To add value to the Let’s Do This social The aim of all marketing activity was
social marketing marketing campaign, the Partnership to drive people to the Let’s Do This
developed the www.lets-dothis. website.
org.uk website. The purpose of the
site was to give a UK-wide audience Using audience insight data, Facebook,
access to healthy recipes, information Twitter and Instagram were the three
about Partnership-funded prevention social media platforms identified to
events and advice on ways to get more best reach our audience. Let’s Do This
active and eat better. The website also accounts were created to provide
housed the Let’s Do This goal setting clear and consistent messaging
tools. through regular organic posts and
digital marketing.
43m
Results Reach: over the Partnership lifetime,
more than 43 million people saw our
news stories about the importance of
healthy lifestyles. Our stories made
national front page news and featured
on BBC, ITV and Channel 5 news
programmes.
35m
Reach: in two years, our Let’s Do This
advertising reached 35 million people
within our target audiences. Print and
radio advertising proved effective for
increasing awareness, while digital
advertising drove people to our online
resources.
1m
Inspire: as a result of seeing our Let’s
Do This campaign, we have calculated
that around 1.1 million adults have
been inspired to take some form of
action to improve their lifestyle.
38 Prevention Reach and InspireCase Study RCOG
Engage and Motivate
Introduction The Engage and Motivate programme In addition to the local programmes,
was developed to provide funding digital support was provided through
to regions across the UK to support the Goal Setter and the 8 Week
increased engagement in local Challenge online tools and interactive
physical activity programmes. Nine key campaigns.
areas were identified where physical
inactivity levels were high, particularly
among women with young families
living in areas of deprivation.
Goal setter In 2016, a new online product was Goals could centre on physical
launched to help people make activity, healthy eating or breaking a
changes to their lifestyle. The Let’s habit. The rationale was to encourage
Do This Goal Setter used behaviour more healthy routines as part of
change principles to encourage our everyday behaviour.
target audience to set a goal, receive
personalised tips and advice and The Goal Setter was promoted via
Working with the Royal College of The story reached 40.5m people share their success. an ongoing monthly digital marketing
Obstetricians and Gynaecologists through media coverage, and drove campaign.
(RCOG), the Partnership published a 8,106 unique visitors to the Let’s Do Once set up, the Goal Setter provided
news story and digital content busting This website. regular support and reminders (via
the ‘eating for two’ pregnancy myth. emails / text messages) to help the
The total value of media mentions user achieve their goal.
RCOG’s input gave the story achieved through this piece of work
more gravitas, and it was covered alone was £597,600.
extensively across online, print and
broadcast media.
Evaluation methods Google analytics was used to monitor
usage of the Goal Setter. Users could
complete an optional survey on self-
efficacy at registration and again when
they completed their goal.
Top three campaign recommendations
18k
Outputs
18,234 goals were set online from
March 2016 to April 2017.
15k
Share timelines Use social media well Tackle audience saturation
With organisational changes We tailored our social media activity Our target audience saw the Let’s
happening across all partners, there to speak to different audiences, Do This campaign activity 6.8 times
were times a burst or story had to producing effective results. Facebook in total. With only a finite number 14,591 unique registrations.
6%
be put on hold. Sharing timelines was our most successful platform for of people in our target groups, this
and priorities is critical, even when engaging with our target audience. suggests we had saturated our
confidentiality is necessary. Over 95% of our ‘Facebook fans’ audience. This means our messages
were women. Twitter was better and call to action would no longer 6.1% goal completion rate.
for speaking to local providers and be as effective. If the campaign had
stakeholders. continued, the strategy and call to
action would have needed to evolve.
40 Prevention Reach and Inspire Engage and Motivate Prevention 41Evaluation The Goal Setter design and the Women who chose ‘move more’ Marketing and To support the 8 Week Challenge, Blending a local and digital offer
marketing strategy were effective in goals perceived that they did communications the marketing and communications works. During August 2017, targeted
engaging the target audience with the not get as much exercise as they team targeted core audiences local adverts were placed in Scotland
concept of setting healthy lifestyle needed, while those who chose with a continuous digital marketing in the run up to and after the Scottish
related goals. Over 90% of all users ‘eat better’ goals were more likely campaign, a hyper local PR launch, Pipe Band Championships, at which
were women, with a further 32% to perceive their eating patterns and ongoing promotion in national we ran a healthy lifestyle outreach
within the target age range of 25 – 44. as more or less healthy. There was media stories. event. This led to exponential growth
no notable difference between in visits, sign ups and goals set from
Survey data highlights that 58% of different age groups in what goals that area. This suggests that online
users chose ‘move more’ goals, 34% they chose to set, however when support for local programmes was
chose ’eat better’ goals, and 8% chose analysing self-efficacy by age-group worthwhile.
‘kick a habit’ goals. at registration, we saw increasing
self-efficacy with age.
Conclusion The ability to track goals completed This meant that, although reach
was an issue. Despite consistent sign and engage targets were met, the
ups, and a strong conversion rate from team couldn’t gauge the impact or
website visits to registrations, many outcomes of the programme.
people didn’t complete the user-
journey, so we couldn’t tell whether As a result, it was decided to
the Goal Setter was helping people redevelop the tool with improved
change their habits or not. functionality, leading to the launch
of the 8 Week Challenge. Completion
rates through the 8 Week Challenge
were significantly higher.
8 Week Challenge The 8 Week Challenge was based on The main difference was that goals
the same principles as the Goal Setter, were time limited to eight weeks to
encouraging product users to set encourage more people to report goal
goals and providing support through completion, and goals were grouped
text messages and emails. as either ‘Everyday Changes’ or ‘Get
Active’.
42 Prevention Engage and Motivate Engage and Motivate Prevention 43Evaluation Digital marketing had significant During registration, participants
impact on driving registrations. Over were invited to complete a short
90% of all registered users were non-compulsory survey that aimed
secured through digital advertising, to establish their self-efficacy before
predominantly via Facebook. 98% of starting the 8 Week Challenge and
all users were women, 38% within the again at the end of the 8 weeks.
age range of 25 – 45. 54% of female
users were in the slightly older age By the end of the 8 weeks, self-
range of 45 – 64. efficacy had improved amongst a
small sample of users who set at least
Of the 295,613 goals set, 35% were one Everyday Change goal compared
recorded as complete, a significant to users who set at least one Get
improvement on the 6% completion Active goal. However, as the number
rate of the Goal Setter. Although less of Everyday Change goals set by the
Get Active goals were set overall, of user increased, they reported lower
those recorded as complete 70% were self-efficacy. The opposite of which
successful comparable to 65% of was true for Get Active goals. Women
Everyday Change goals. in the target demographic reported
below average self-efficacy across
all four self-efficacy questions. For
more information on the self efficacy
reports, see the Engage and Motivate
full report.
296k
Outputs
295,613 goals were set online from
May 2017 to December 2017.
56k 55,811 unique registrations.
35% 35% goal completion rate.
Conclusion The change to a time limited challenge Results from the self-efficacy
rather than open ended goal setting questionnaire suggest that whilst
was successful in improving long using the 8 Week Challenge can help
term engagement with the tool. The people become more active and eat
marketing strategy was successful in better, setting increasing numbers
reaching our target demographic of of Everyday Change goals can have
women, however the tool was more a negative impact on helping women
popular with a slightly older audience. feel more able to overcome the
barriers to a healthier lifestyle, so
we would recommend that in future
versions of the 8 Week Challenge,
users are limited to only setting one
or two Everyday Change goals.
44 Prevention Engage and MotivateUnderstanding portion sizes Introduction During the three years of the In 2017, the NCP team developed a
Partnership, we set up two interactive, short interactive campaign, called
“I thought the
customer-facing campaigns in Tesco Hands on Healthy Eating, designed
stores and shopping centres. The first for shopping centres and community
(in 2015/16) consisted of nine in-store venues. Its main purpose was to test
tastings, where Tesco customers whether it is possible to educate
interactive hand
could try a range of healthy snacks. families on what constitutes a portion
At the same time, they were given of fruit and vegetables and encourage
information on the Let’s Do This them to set a goal to eat more fruit
campaign, NCP recipes and how to and vegetables.
was a great part
snack more healthily.
of the activity – Hands on Healthy Eating -
what happened
In 2017, four product specialists invited
shoppers to take part in Hands-on
Healthy Eating. Using a touch-screen
A team offered advice and a leaflet
with more detailed information.
Participants were then encouraged
it enabled me to
interactive hand, shoppers could view to pledge to eat five a day and enter
a short animation sequence designed the 8 Week Challenge. Almost 20,000
to illustrate the five ways to get your people took part in the activities,
five a day and raise awareness of what with many expressing surprise at what
understand portion
constitutes a portion of various fruits constitutes a portion of their favourite
and vegetables. fruit or vegetable and set a goal to eat
more fruit and vegetables over the
Adults and children could take part coming days, weeks and months.
sizes much better
in fun activities such as colouring in
pictures of fruit and vegetables and
setting a five-a-day pledge on a hand
shaped magnet for our pledge wall.
than I did before.” Key successes Over 100,000 people were engaged Additionally, the Hands on Healthy
Buchanan Galleries, Glasgow by the Taste at Tesco and Hands on Eating video and leaflet were able
Healthy Eating initiatives. Feedback to be re-purposed for the Let’s Do
from participants was overwhelmingly This website and social media pages,
positive, with many commenting helping us to reach a wider audience
on how much they enjoyed the with this new and engaging content.
opportunity to try free fruit and As a result, the period during and
healthy snack samples, and setting after the Hands on Healthy Eating
personal goals to make healthier campaign saw a 10% increase in users
eating choices. setting goals related to healthier
eating, using the 8 Week Challenge.
80k
Outputs
80,000 people reached with Tesco in
store food tasting.
20k 20,000 people engaged with the
Hands on Healthy Eating campaign.
46 Prevention Engage and Motivate 47National to local
Engage and Motivate –
For the local strands of the prevention We decided to work in areas where
programme, the NCP team worked risk of both conditions was above
Local Programmes
with all three partners to map their average, though not critical, and
existing prevention projects and where each partner had a presence.
wider work and commercial footprint. Fifteen areas were identified — nine
This sat alongside population-level for our community-focused Engage
indicators, such as low rates of and Motivate programmes, and six
physical activity, poor diet and high for our more intensive, Support and Our Engage and Motivate local We also tackled barriers to physical
prevalence of obesity, Type 2 diabetes Transform programmes. Work in these programmes were designed to get activity — cost, lack of knowledge and
and heart and circulatory disease. areas was supported by the nation- more people interested in local lack of confidence through free taster
These indicators were further mapped wide Let’s Do This campaign and physical-activity resources. We sessions and voucher schemes.
against areas of deprivation and local online tools and resources. attended local summer festivals and
strategic priorities. signposted families to local green
spaces and sports and exercise
facilities.
Background The main aim of our local programmes Activities were grouped as follows,
was to motivate women aged 25-40 with combinations of these available
West Dunbartonshire and their families to take small steps in each area:
to better health by helping them
to move more. Locally led teams – Ongoing programmes, such as
South Tyneside ensured the offer was tailored to their walking, jogging and cycling
area’s specific needs and strategies.
Communications were dual branded – Capacity building: e.g. training
Let’s Do This and NCP. volunteers and participants to
become local activity leaders;
Derry and Strabane buying specialist equipment such
as adaptive bikes; mapping walking,
Belfast running and cycling routes
– Voucher and membership
Blackburn with Darwen schemes, to provide free tasters
and lower prices
South and West Yorkshire – Open community events (e.g.
family fun festivals), to increase
Conwy awareness of local resources and
Nottingham opportunities.
Sandwell Evaluation To track performance, local partners We also arranged focus groups in six
were asked to submit KPI reports each areas with participants and providers.
month noting unique participants We used these to capture information
taking part in programmes and total relating to local facilities and barriers
Rhondda Cynon Taf Luton attendances. Uptake of membership to participation as well as information
and voucher schemes was also relating to participants behaviours,
East London monitored. attitudes, skills and knowledge.
Evaluation was run internally by the
Thanet Sample surveys were conducted NCP Evaluation Research Officer.
at events and there were pre- and
post-questionnaires for participants.
In some of the ongoing programmes
Torbay which looked at self-reported physical
activity levels and a question on
attitudes towards being active.
Engage and Motivate
Support and Transform
48 Prevention Engage and Motivate Engage and Motivate Prevention 49You can also read
