Alexandra Palace: Reclaiming the People’S Palace Stage One Report

Alexandra Palace: Reclaiming the People’s Palace Stage One Report – Campaign Feasibility

Alexandra Park and Palace Alexandra Palace Way London N22 7AY

January 2014 Naomi Russell, Jessica Turtle, Jane Storie, Naomi Davenport

07 1. Overview and executive summary 11 2. The case for Alexandra Palace: Reclaiming the ‘People’s Palace’ 14 3. Review and target setting • 3.1 Achievability of phase 1 - Campaign target • 3.2 Key risks and challenges • 3.2.1 Resourcing • 3.2.2 Governance and accumulated debt • 3.2.3 Internal identity issues - Developing one brand • 3.2.4 External identity issues • 3.2.5 Lack of existing prospect relationships • 3.2.6 Crystal Palace and other heritage campaign competitors

22 4. Campaign structure • 4.1 Overview • 4.2 Timeframe • 4.3 Gift level and fundraising mix • 4.4 Naming rights, opportunities and levels • 4.5 Staged targets • 4.6 Year one (2014) milestones • 4.7 Ambassadors • 4.8 Tools, tracking and ROI • 4.9 Outline critical pathway

29 5. Leadership and resourcing • 5.1 Leadership • -\UKYHPZPUNKL]LSVWTLU[Z[HMÄUNHUK[LHT • 5.2.1 Considerations • ;`WPJHSJHTWHPNUZ[HMÄUNJVUÄN\YH[PVU • :[HMÄUNHUK[LHTWYVWVZHS • 5.2.4 Rationale for the proposal • 5.3 Overall resourcing and recommended campaign budget

34 6. Immediate actions for the next 3 months

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 04 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Appendix A – Inventory of spaces with recommended funding proposition Appendix B – Target tracker tool Appendix C – Campaign resource recommendations Appendix D – Prospect mapping tool and example Appendix E – List of individuals consulted in the compiling of this report

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 05 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 1 - Overview and executive summary 1. Overview and executive summary

The recent securing of Round 1 support and its plans. Two further factors make this from the Heritage Lottery Fund for the even more compelling: the indisputable need restoration of the eastern end of Alexandra for restoration whereby potential donors can Palace marks the beginning of a journey that touch, feel and see how money can make will be transformative for this iconic London a tangible difference and, the demonstrable landmark. success of the trading company and its growth in recent years, which provides This pledge, coupled with Haringey’s match- Z[YLUN[OVU[OLÄUHUJPHSZ\Z[HPUHIPSP[`ZPKLMVY funding commitment, enables that journey the site as a whole. [VILNPUPULHYULZ[0[LUZ\YLZÄUHUJPHS • Campaign term and private target: We underpinning to protect and restore the propose that a 4-5 year campaign is agreed, site’s heritage asset and areas most at to start now. This should seek to raise a risk, creating the potential for philanthropic further £7.1m in funding against the HLF investment, which in turn will strengthen £16.8m and indicated Haringey match the commercial proposition and create a funding of £7m. This creates an overall sustainable site that operates within a single campaign of £30.9m for the restoration of the identity. eastern end. • Staged target and resourcing: APPCT starts The Heritage Lottery Fund support also from a very low base of fundraising capability allows genuine momentum to be brought and networks. This means that the campaign to the restoration of Alexandra Palace. target needs to be approached with realism. A private fundraising campaign – both in Both the campaign target, and associated YLZWLJ[VM[OL/3-ZWLJPÄJWYVQLJ[HUKMVY resourcing, should be staged during the 4-5 the long-term sustainability of all Alexandra year period. 7HSHJL^PZOLZ[VKVPU[OLM\[\YLPUM\SÄSSPUN • Accountability and reporting lines: We its founding mission – needs to keep pace. think that fundraising will best sit within the commercial director’s portfolio, and reporting The purpose of Wonderbird’s report was to ultimately to the CEO. We propose the evaluate the potential for and create a high current post holder be the champion for this level fundraising strategy because of the area within the organisation. trigger of the indicated HLF grant of £16.8m. • +LKPJH[LKZ[HMÄUN!However, dedicated In respect of our brief we recommend the Z[HMÄUNMVYKL]LSVWTLU[HUKM\UKYHPZPUN following: supplemented by hands-on consultancy support, will be required to create the engine • Case for support: Alexandra Park & Palace room and see results short, medium and long Charitable Trust (APPCT) has a very strong term. An internal working group of key staff, case. The iconic building and visibility including the CEO, Director of Regeneration coupled with a rich heritage and a place & Property, Head of Education and Learning, in people’s hearts are strong motivators to alongside the Commercial Director and PR create emotional connection with the site

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 07 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY and development team, should meet regularly nature has a tendency to go to the very to review progress and ensure activity is co- heart of the issues that an organisation ordinated and integrated properly. needs to address to be better, stronger, • Reporting and monitoring: Tight more sustainable and more successful. mechanisms, to monitor progress, and ROI, Fundraising cannot exist in isolation. For to ensure goals are being met, are essential a site like Alexandra Park & Palace, which underpinning. We provide tools that we have because of the failed attempt at restoration created in the appendices to support this. in the 1990s has been in survival mode for a • Wider advocacy and relationship planning: period of about 20 years, this is even more The highest visible point on the site from any necessary. point is the BBC mast. The BBC should be a fully engaged stakeholder, committed and In the last three years a new Chief Executive willing to state emphatically and in public and a driven Commercial Director have settings that Alexandra Palace is culturally evidenced what focus, strategy and ZPNUPÄJHU[HUK[OLYLMVYLKLZLY]LZZ\WWVY[ HTIP[PVUJHUZ[HY[[VKLSP]LYZWLJPÄJHSS`! The BBC is one of the most important of a • Heritage sector positioning – Alexandra Park wide range of public, private, philanthropic, & Palace is beginning to be perceived as community and commercial stakeholders, all more important in terms of London wide and VM^OVTULLKJSLHYS`KLÄULKHUKJVUZPZ[LU[ national heritage status. relationship plans in terms of communication • Successful trading and commercial income and enlistment. We outline who we see these generation – In 2012 there was an operating stakeholder groups as being on diagram 1.1. contribution to the Trust of just over £1.2m These target groups also inform the research from the trading arm. and prospecting for potential donors that we These two crucial elements, speaking have undertaken in outline form as part of this to the two sides of the organisation – report. charitable/community and commercial – • Governance structure: An additional place Alexandra Park & Palace in a much governance structure to support improved position to consider activating an fundraising should be put in place, namely ambitious campaign. a Development Trust (registered charity) with a board populated mainly by co-opted Alexandra Park & Palace is like a jigsaw non-executives with strong networks for that is just beginning to come together. fundaising and advocacy. This should hold When an organisation is at this stage it is funds raised as designated for the restoration easy to focus on the pieces rather than the project. It will further ensure certainty to whole. Now is the moment for this coherent donors contributing gifts and major grants, strategy to be built to deliver not only the whilst other issues, such as the cumulative regeneration of the eastern end but also a debt, are resolved. thriving commercial proposition and a new Fundraising (i.e. development), by its very London destination. For these reasons,

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 08 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY this report touches on other areas of the board and principal stakeholders such as business where more detailed long term Haringey Council need to do to ensure the planning needs to happen and a real vision campaign is enabled at every stage. for the destination is created, and makes recommendations on what the APPCT

main recommendations:

• A 4-5 year campaign is agreed, to start now. This should seek to raise a further £7.1m in funding against the HLF £16.8m and indicated Haringey match funding of £7m. This creates an overall campaign of £30.9m for the restoration of the eastern end. • +LKPJH[LKZ[HMÄUNMVYKL]LSVWTLU[HUKM\UKYHPZPUNZ\WWSLTLU[LKI`OHUKZVUJVUZ\S[HUJ` support, will be required to create the engine room and see results short, medium and long term. • An additional governance structure to support fundraising, namely a Development Trust (registered charity) with a board populated mainly by co-opted non-executives with strong networks for fundaising and advocacy should be set up as soon as possible.

Diagram 1.1 Stakeholder groups for Alexandra Park & Palace

Haringey Council HLF GLA

Trusts and BBC Foundations Local Community AP & P Friends Cultural/Arts Groups Institutions

Commercial Media & Operators Entertainment Hotel Property operators Music industry Sector/ Investors

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 09 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 2 - The case for Alexandra Palace: Reclaiming the ‘People’s Palace’ 2. The case for Alexandra Palace: Reclaiming the ‘People’s Palace’

The following text forms the case for derelict – parts of the building. The support for the regeneration of the eastern project will restore the former BBC end. The case for support forms the core studios and the Victorian Theatre, of the campaign messaging and should be last used in the 1930s, along with the used consistently in written and verbal form striking glazed East Court entrance throughout. The case should be compelling, hall that connects them. create a sense of urgency and should The transformation of the Palace’s engage prospects with the campaign. eastern end will unlock the potential Below is how we recommend the case can for Alexandra Park & Palace to once be expressed: again take its place at the heart of the UK’s living heritage. The restored Alexandra Park & Palace, often spaces will tell the story of the referred to as Ally Pally, is a site with development of popular entertainment a rich heritage and a place in people’s from the music halls of the 1870s to hearts. Founded as a people’s palace, the birth of television. This is a story the pioneering spirit of the founders is that continues in the western end as relevant today as it was in 1873. of the Palace today with live events enjoyed by tens of thousands of No other site in London has such people. significance for the history of popular culture: this is the place where This is a nationally significant television began. The mission of £30.9m campaign. £28.9m of capital Alexandra Palace was one that - like investment will not only restore the the BBC - aimed to entertain, inform spaces but will also create a major and educate and the regenerated site new learning resource and cultural will enable Ally Pally, once again, to attraction in the Victorian Theatre, finally fulfill these aims. Thousands of a unique interpretation and learning people have memories of Alexandra centre in the former BBC Studios Palace: an unforgettable gig, the view and an eastern end which is restored of the capital from the park, the ice to its original glory. The campaign rink, the iconic building itself. These therefore aims to create a £2m memories play an important part in designated learning and community London’s cultural history. fund to ensure that, through the restored spaces, the founding Alexandra Palace has launched a principles of Alexandra Palace can be £30.9m campaign to reclaim this sustainably realised for the public and extraordinary Palace. The plans will the local community. transform the eastern end, making accessible to everyone the most This project will mean that the whole historically significant – yet currently site thrives. The investment proposed

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 11 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY will unlock a dramatic and unique high quality destination for Londoners and the wider public. It will recreate a palace where heritage and the present co-exist, where there is so much to do that second, third and fourth visits are essential, where people can find out about the history that changed our contemporary culture forever. It will create a Palace that is truly for the people.

key message

Investment is needed now to safeguard the future of the Alexandra Palace. No other OLYP[HNLI\PSKPUNPU[OL<2ULLKZZ\JOHZPNUPÄJHU[SL]LSVMPU]LZ[TLU[ VM[OL building is derelict or unused and the eastern end has been placed on the English Heritage ‘at risk’ register. This need has already been recognised through a £16.8m grant from the Heritage Lottery Fund and £7m of funding from the local authority, Haringey Council. We now need to raise a further £7.1m in private and public gifts to fully realise these plans.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 12 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 3 - Review and target setting 3. Review and target setting

Phase 1 2014 – 2017/18 Phase 2 2016 - 2021 Phase 3 2022 & beyond Restoration of eastern Hotel and commercial Further consolidation end and heritage investment and investment in elements of site Alexandra Park & Palace as an exceptional and £30.9m campaign Value tbc financially sustainable destination

This Heritage Lottery Fund focused a sustainable education programme can YLNLULYH[PVUWYVQLJ[PZ[OLÄYZ[Z[LWPUH be undertaken. In our experience capital fully transformative period for Alexandra campaigns often do not incorporate robust Park & Palace. In our view it is essential strategies for the long-term sustainability that this campaign is viewed as ‘Phase 1’ of the organisation and an integrated HUK[OH[[OLNYV\UKPZSHPKMVYZPNUPÄJHU[ approach from the beginning can mitigate investment once the eastern end is renewed this. This strengthens the Alexandra Park & and external and internal perceptions of Palace campaign in the market place with (SL_HUKYH7HYR 7HSHJLHZH\UPÄLKHUK prospective donors and investors. clear entity begin to develop. We recommend that the private giving target This approach to the campaign moves it for Phase 1 is set as a £7.1m match against from a ‘bricks and mortar’ strategy to one the HLF and Haringey investment already that begins a long-term transformation of pledged. This breaks down as in table Alexandra Park & Palace. It further enables below. More detail on this is given in section a building in which new programmes, 4 - Campaign Structure. partnerships with cultural presenters and

2014 2015 2016 2017 1m 2.5m 2.5m 1.1m Cultivation Individuals (major Corporate Public campaign Key Trust and gifts) fundraising Final campaign Foundation gifts Further major Individuals event Trust and Events Foundation gifts

main objective

The private giving target for Phase 1 to be set £7.1m in addition to the HLF and Haringey investment already pledged.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 14 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY 3.1 Achievability of Phase 1 - potential donors is low and a period Campaign target of consistent, strategic and targeted communications with the Alexandra Park Vision and big ideas are what drive & Palace sphere of influence needs successful fundraising campaigns. The to start as a matter of urgency to provide case outlined in section 2 paints a picture the bedrock for a successful campaign. of the potential inherent in this campaign for It is crucial to change who talks about Alexandra Park & Palace. In particular: (SL_HUKYH7HYR 7HSHJLHUKPUÅ\LUJL • The project is multi faceted and includes what they say, so that you become a cause elements that will appeal to different donor people want to be involved in. This doesn’t pools. The stakeholder map contained in the happen by accident. It happens because an Overview section demonstrates some key organisation purposefully and persistently constituencies who could be cultivated for LUNHNLZPKLU[PÄLKNYV\WZHUKPUKP]PK\HSZPU giving, principally: media and entertainment the long term. world, music industry, heritage and cultural sector philanthropists, along with those who We have assessed the different have a local connection or interest. constituencies that could be targeted for the • .P]PUNHZWLJPÄJL_HTWSL[OL))* campaign, and in the case of institutional broadcast studios could very well engage M\UKLYZ¶JOPLÅ`[Y\Z[ZHUKMV\UKH[PVUZ¶ a new set of high net worth individuals with assigned a potential target amount. This heritage philanthropy - those who have built results in a prospect pool of £4.36m right successful careers in media and made their now. Against a match fundraising target of fortune. £7.1m this is not enough. • The spaces show good potential for naming rights and the campaign can be segmented This is to be expected from an organisation effectively. This requires careful relationship that has been operating on a tight budgets management with HLF in order to ensure and which does not have a dedicated team naming rights are available. to manage fundraising activity. • The physical need for investment in the building is acute – this also lends need, One could suggest that with the HLF and demonstrable urgency and tangible impact for Haringey money ‘enough’ can be achieved. the Alexandra Palace campaign. However, we maintain a recommendation However, right now, connectivity with [VTV\U[HJHTWHPNUVUHZPNUPÄJHU[ZJHSL

headline objective

The importance of advocacy. It is crucial to change who talks about Alexandra Park & Palace HUKPUÅ\LUJLwhat they say, so that you become a cause people want to be involved in. This doesn’t happen by accident. It happens because an organisation purposefully and persistently LUNHNLZPKLU[PÄLKNYV\WZHUKPUKP]PK\HSZPU[OLSVUN[LYT

Alexandra Park & Palace needs to immediately start the process of continuous prospect development. You need a cash value of a ratio of 4:1 to be confident of meeting the private fundraising target.

to create a spectacular restoration, with the the prospect potentials to a cash value long-term goals central to this rationale. of £28m in value by the start of 2015 via Using the opportunity of a campaign to a cultivation and networking strategy. We build fundraising capacity and strength will have started this process for you, but more ÄUHUJPHSS`\UKLYWPU(SL_HUKYH7HSHJLHZHU work is needed to ensure a level of potential organisation and all it can achieve in the and network so that there is a plan B, C, D, future. E, F and more to unlock the cash required to deliver the project and retain Phase 1 It will mean starting with very focused donors whist generating interest in the long approaches to trusts who can give grants term cohesive vision for the site. of c.£500k each and once endorsement is created through these gifts, rolling out However, for this to happen, some a wider campaign amongst individuals, ZPNUPÄJHU[JOHSSLUNLZULLK[VILHKKYLZZLK corporates and the local community. to lay the ground for this strategy. We have addressed each challenge and made To prepare for this, Alexandra Park & Palace recommendations for mitigation in the needs to immediately start the process section that follows. of continuous prospect development. We recommend that you need a cash value of 3.2 Key risks and challenges HYH[PVVM![VILJVUÄKLU[VMTLL[PUN 3.2.1 Resourcing HÄUHUJPHS[HYNL[>LKLÄULºWYVZWLJ[Z» (as opposed to ‘suspects’) as contacts • 0UNLULYHS[LYTZHYV\UK VMHM\UKYHPZPUN (corporate, individual, foundation) who target must be invested to achieve success are a) capable of making a gift at the for early stage campaigns or fundraising level proposed, b) have a connection via departments just being established. We have APPCT/ trading company or personal noted that there is very limited provision for networks or history with Alexandra Palace fundraising expenditure in the HLF application (such connection may be established via and we understand that overall resources a cultivation strategy) and c) have been are limited for APPCT. Even so, it’s crucial to assessed as having likely motivation to give budget properly from the outset and not post- to the campaign. hoc. This budgetary item needs addressing. • We have made some recommendations ;OPZTLHUZ[OH[PU[OLÄYZ[PUZ[HUJL[OLJHZO based on our experience of delivery of value potential of the prospect list needs to campaigns of a comparable size for the be at least £21m, aiming to further develop short, medium and long term resourcing

;OLPUK\Z[Y`UVYTPZ[OH[ VMHM\UKYHPZPUN[HYNL[T\Z[ILPU]LZ[LK[VHJOPL]L success for early stage campaigns or fundraising departments just being established. This budgetary aspect needs to be addressed.

of the campaign in section 6. At this early political will to achieve this, however, there stage of fundraising activity, we consider are technical barriers relating to the Section [OH[(77*;ZOV\SKI\KNL[ VMHWYP]H[L 6MÄJLY»ZYLZWVUZPIPSP[PLZ target of £7.1m to ensure you can fully • Secondly, a decision is made to set up resource the campaign. Progress against this a separate charitable vehicle (Alexandra level of expenditure needs to be monitored Park & Palace Development Trust) which every step of the way to ensure ROI is being would operate at arms length and which delivered short, medium and long term. would enable fundraising to happen for /HYKLNÄUHUJPHSHJOPL]LTLU[ZHUKZVM[ the campaign in a way that would provide (e.g. relationships created and networks surety for donors that their gift will be strengthened) targets and milestones need dedicated for the purpose it is given or to be internally agreed in terms of what granted. The income routed through this success looks like, with an emphasis on soft vehicle would have a clear designation milestones in the early stages. This is outlined and purpose: the renewal and long- further in section 5 and Appendix D. term sustainability of Alexandra Park & Palace. We would expect all funds given 3.2.2 Governance and accumulated to such a vehicle to be either restricted debt or designated gifts. It requires a separate Board, with some cross over, which are • The most critical risk and one that must be active fundraising Trustees. We would mitigated immediately, is the existence of recommend that Richard Hooper and Bob the accumulated debt that the Trust has Kidby both sit on this Board as well as the accrued. This represents the biggest barrier main Board and that other members are to securing private support, in particular the co-opted, who have real strength in terms early stage Trust and Foundation gifts, which of networks, advocacy and fundraising. will be key to ensuring the campaign kicks off Matt Cooke and Rick Wills would also ^P[OTVTLU[\THUK[OH[JVUÄKLUJLPZI\PS[ be valuable additions from the start, and internally and externally. There are two steps already have a relationship with Alexandra to mitigating this: Park & Palace. • Firstly, the local authority could write off • Prior to the development trust being set up this debt. It is historical and is unlikely to we would recommend a working committee be repaid. If it continues to show on the PUJS\KPUNJ\YYLU[)VHYKTLTILYZPKLU[PÄLK balance sheet for the Trust, it will ensure above, to which new prospective members that the organisation is unable to move can be invited to join in time. forward. We understand that there is

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 17 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY • If such a vehicle could be set up immediately, stage for the brand work is to drill down in the short term this would help mitigate the on content/activation for each area of the debt issue in terms of proceeding with the Palace and Park across: charity, heritage, fundraising and opening up conversations community, commercial (events, destination) mainly with major trusts and foundations for and commercial (hotel, development). prospective gifts. This is also important, so Approaching in a detailed, tangible way (even as to establish what they would be looking if at this stage some ideas are hypothetical for and when they would be prepared to or wish list) would make meaningful for staff accept an application – some trusts such how Alexandra Park & Palace will operate HZ.HYÄLSK>LZ[VU-V\UKH[PVUHYLOHWW` day-to-day and how competing demands can to come in at the start and stimulate giving be reconciled so a consistent story about the from others, however, Fidelity UK Foundation destination you will create can be told. This prefers to make a grant toward the later stage is a complex jigsaw. However, it will really of the campaign. Having the vehicle in active support the campaign story and detail, ready progress with an end date for establishment to activate for key donor audiences and ^V\SKZPNUPÄJHU[S`HPKL_[LYUHSM\UKPUN submissions and indeed for negotiations with conversations and help make them ‘real’. future commercial and development partners and Haringey Council. 3.2.3 Internal identity issues - Developing one brand 3.2.4 External identity issues

• Our research and interviews made clear that • ;OLZLPU[LYUHSJOHSSLUNLZHYLYLÅLJ[LK^P[O there is still some way to go before Alexandra the external identity of Alexandra Park & 7HYR 7HSHJLPZ\UPÄLKHZVULIYHUKVUL Palace. The offer is disparate and the public offer and one site. consultation work carried out so far, as • It is very clear that Duncan Wilson CEO, well as Wonderbird’s desk based research, Kerri Farnsworth, Director of Regeneration shows that there are differing views of - and and Property, Emma Dagnes, Commercial engagement with – the site. Director and Melissa Tettey, Head of Learning • The case and campaign should operate to understand that the brand needs addressing. draw all this together and paint a picture of a The work commissioned by Emma Dagnes, destination with cohesion across its heritage with Blue Rubicon, has begun to create a and contemporary activity, an exciting roadmap to achieve better unity. destination that people understand and want • The whole purpose of the HLF focused to be involved with in philanthropic terms. investment and wider project for the eastern • There is, however, so much potential for end is to restore the charitable and heritage the destination, at the moment it’s unclear elements of the site so that they have an precisely what it will be. We are aware that equal status with the recent success of the Knight Frank have done some soft market commercial arm. testing, however, we consider there is • In this way, it is our view that the next detailed audience and demographic mapping

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 18 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY that needs to be done in terms of who in order to develop an understanding of Alexandra Park & Palace as a destination donor motivation and likely engagement with would attract, which demographics you want the campaign and initial work must be done to attract, how these audiences would be to develop the list in terms of quantity and marketed to and what this would result in, in quality. terms of dwell time, per head potential spend and repeat visits. Again, this background 3.2.6 Crystal Palace and other heritage work would support the case for the heritage campaign competitors campaign element and give it legitimacy as an investment and philanthropic offer. The £500m Crystal Palace development announced in October 2013 should be recognised, not as a direct competitor, but 3.2.5 Lack of existing prospect as relevant. It is possible that stakeholders relationships draw correlations between the two projects • The current prospect list shows limited due to a sense of North/South London potential for a private campaign target symmetry and the public backing of the of £7.1m - £4.36m in total. All of these Mayor of London to the Crystal Palace prospects are currently assigned a high-risk project. However, the Crystal Palace JH[LNVY`HUKHWV[LU[PHS`PLSKVM ;OPZ development is of a very different nature means that they are at the moment very to Alexandra Park & Palace, not least due KPMÄJ\S[[VWYLKPJ[PU[LYTZVMSPRLSPOVVK[V to the fact that the CP development is give to the campaign. Work needs to be done being delivered on investment by a single to move the current potential donors from commercial investor - the ZhongRong suspect to prospect status and build a more (International) Group. These projects are extensive list of prospects especially from the two very different propositions and we following sectors: media and entertainment, believe that – unlike the CP project – the music industry, local wealth and individuals Alexandra Park & Palace project has begun with local connections, heritage and cultural with the needs of the complex communities philanthropists and investors. it serves at the core of the plans and has • Given that fundraising from private sources is demonstrable local, community and cultural a new area of work for the organisation, we legitimacy. recommend at least one year of strategised cultivation as well as a clear advocacy and Other heritage campaigns to note at this relationship plan for each constituent group time include the Grade 1 listed Pitshanger Manor in Ealing and Headstone Manor in

key recommendation

Because fundraising from private sources is a new area of work for the organisation, we recommend at least one year focused more on cultivation of donors rather than asking for gifts. This will lay stronger ground for future giving.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 19 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Harrow. Each of these are much smaller campaigns, but could represent some competition with lower level Trust & Foundation gifts.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 20 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 4 - Campaign structure 4. Campaign structure

4.1 Overview is the bedrock of successful campaign delivery. The Campaign Pyramid (4.4) shows how we

would recommend this campaign should 4.2 Timeframe be delivered between 2014 and 2017 if the risks and challenges outlined above are The underwriting of £7m from Haringey is an addressed effectively and if the leadership important commitment, allowing the project recommendations are also followed. to commence. Our recommendation is that However, this pyramid is currently not an agreement is reached with the Local backed up with relationships or resourcing. Authority, which enables the pledge to be presented as challenge funding in particular Essential milestones for Year One (4.2) donor settings. We would recommend this is will be necessary to begin this trajectory a communication tool principally for private effectively. settings and discussions.

The Outline Critical Pathway (4.9) expands This is all about communication and on this and begins to map out essential creating leverage and urgency amongst the HJ[PVUZ[OH[T\Z[IL[HRLUPU[OLÄYZ[ donor community. It means that APPCT two years and also demonstrates the would be given permission by Haringey interdependency of separate elements of to describe the underwriting to donors as the campaign. For example; a new and ‘challenge funding’ and imply that their arms length Trust vehicle will need to gift is essentially leveraged further if it is be set up before cornerstone Trust and JVTTP[[LKI`HZT\JOHZ MVY Foundation applications can be submitted, £. Our experience is that this messaging ambassador recruitment must take place incentivises donors. This is especially before cultivation events can begin and important in a campaign such as APPCT is HKTPUPZ[YH[P]LHUKZ[HMÄUNZ[Y\J[\YLZ embarking on as it can stimulate giving and must be in place as soon as possible in be part of what generates momentum to order to mitigate risk and enable effective the campaign – vital in the early stages and fundraising. beyond. This is more about messaging that effectively leverages gifts than the actuality The ability to juggle all of these strands, of the funding agreement and so a process perceive their reliance upon each other and of agreeing how to communicate this, recognise the work that must be done right including locked in wording, will need to be across the organisation to achieve cohesion undertaken with Haringey Council.

key recommendation

The underwriting of £7m from Haringey allows the project to commence. We further recommend that an agreement is reached that enables the pledge to be spoken about so to leverage further giving in particular donor settings.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 22 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Our experience of delivering on challenge ^P[O[OLKYHM[JHZLMVYZ\WWVY[PU[OLÄYZ[ funding terms through previous relationships quarter of 2014 and, crucially, tested against with the US based Kresge Foundation (who the prospect list as you extend and build the sadly ceased grant giving to UK projects evidence base against each prospect. three years ago) has shown us that donors respond well. This strategy would enable We have segmented the campaign by gift APPCT to use the Local Authority gift to level and have set an ambitious upper level leverage rather than diminish fundraising with two gifts of 1m. It is our experience, urgency and this will be a key factor in including when undertaking practical delivery effective campaign communications. on projects, that gifts at this level can take We also hope this would strengthen the up to two years to secure. Therefore, given relationship and dual-vesting in the future the starting position of APPCT in terms of of the site between Haringey and Alexandra fundraising from private sources and the Park & Palace. Demonstrable commitment relatively unanalysed and undeveloped VU[OLWHY[VM(77*;[VKL]LSVWÄUHUJPHS prospect list, APPCT needs to factor in strategies for future strength will provide the possibility that it will take two years for backing for political decisions made in leadership level milestones to be achieved. relation to governance structure, addressing This needs to be seen in the context of the debt and explain the £7m underwriting investment that will be made in a team and investment being made to constituents and cultivation activity during this period. the wider public. 4.4 Naming rights, opportunities and 4.3 Gift level and fundraising mix levels The fundraising mix here incorporates Trust Naming rights are a tool often used in & Foundation, individual and community capital campaigns in particular to provide giving in addition to the statutory funds KLÄULKTLJOHUPZTZMVYTHQVYKVUVYZHUK pledged. At this stage, the pyramid is foundations to invest. In return for a major illustrative based upon our knowledge of the gift the donor can name a space. sector and relevant donors. This strategic Z[Y\J[\YL^PSSULLK[VILM\Y[OLYYLÄULKHSVUN We have conducted an inventory of the

2014 2015 2016 2017 £1m £2.5m £2.5m £1m Cultivation Individuals (major Corporate Public campaign Key Trusts and gifts) Fundraising Final campaign Foundations Further key Trusts Events event and Foundations Individuals Final Trust and Individual gifts Foundation grants

Naming rights are a tool often used in capital campaigns in particular to provide defined mechanisms for major donors and foundations to invest. In return for a major gift the donor can name a space. A suite of naming rights are proposed for the APPCT campaign.

ZWHJLZHUKHSSVJH[LKHÄN\YLMVYLHJO 4.5 Staged targets space or element (e.g. interpretation or • 2014 £1m, via two major trust/foundation infrastructure). This is an essential step grants, each £500k. when going to market with a capital campaign of this size. We recommend the • 2015 £2.5m via two further major trust/ following key elements; East Court £1m, foundation grants, each £500k, one major Theatre, £1m, BBC Studio A, £500k BBC gift from an individual of £1m and two Trust & Studio B, £500k BBC Studio Archive and Foundation gifts of each £250k. Education Room, £500k. A full inventory of • 2016 £2.5m via one major gift from an all spaces is included in Appendix A. This individual of £1m, smaller corporate gifts, has informed the structure of the campaign further major trust & foundation grants and pyramid. the initial campaign fundraising event. • 2017 £1.1m This would be achieved through HW\ISPJJHTWHPNUÄUHSJHTWHPNUL]LU[HUK further Trust & Foundation gifts.

£30.9m target

Leadership gifts 2 x gifts of 1m £2m Major Gifts £2.5m 5 x gifts of 500k

Gifts £1m 4 x gifts of 250k

Lower level gifts (T&F & Corporate) £850k Gifts in range of 20k – 100k

Events £500k

Community/Patron’s scheme £200k

London Borough of Haringey £7m £16.8m Heritage Lottery Fund (secured subject to Round 2 pass)

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 24 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY 4.6 Year one (2014) milestones in its current state is a magical asset. If potential donors can be invited to the site We recommend (contingent on staff and/or they can see, touch, feel what their money consultancy resourcing being in place) that can achieve. We would recommend rather the essential milestones to be achieved in than swanky dinners or receptions, events Year One to support staging should include: such as a series of torch lit tours on the site, • Further research and the collaborative led by a media or celebrity ambassador who building of a considered list of prospects, could also tell the story of the history of the drawn from all networks and data held across site and what Alexandra Park & Palace plans. the organisation, to include commercial, Over the next 12 months these would be learning and the Friends’ groups. This should about building relationships and cultivating, PUJS\KLIYPLÄUNUV[LZMVYLHJOWYVZWLJ[HUKH so to get people more engaged, allow APPCT target tracker review system. [VÄUKV\[TVYLHIV\[WV[LU[PHSKVUVYZHUK • Ensuring that an effective and risk free be ready for an ask. governance structure is in place. • Setting up of stewardship processes: • Identifying and locking in the relationships Developing an active relationship plan for that will really make this transition happen each and every key prospect that also ¶[OL))*OPNOUL[^VY[OZHUKPUÅ\LUJLYZ PKLU[PÄLZOV^[OL[LHTWSHUZ[VPUP[PH[L from the Borough and surrounds, the right and continue conversations and speak to TP_VMJLSLIYP[`HUKOLYP[HNLPUÅ\LUJLYZ(U milestones achieved that take that prospect HK]VJHJ`WSHUPZHULZZLU[PHSÄYZ[Z[LW closer to unlocking a gift for APPCT. This • Securing at least two gifts of £500k from T\Z[HSZVPUJS\KL[PNO[IYPLÄUNMVY[OL*,6 key Trusts and Foundations to provide a and other advocates (e.g. board members, cornerstone to the campaign and offer /HYPUNL`*,6L]LY`[PTLH=07VYPUÅ\LUJLY TVTLU[\THUKJVUÄKLUJL;OL[Y\Z[Z visits the site. and foundations we consider should be targeted are: The Foyle Foundation, The 4.7 Ambassadors Sainsbury Family Trusts, The Dr Mortimer & This campaign will require strong ;OLYLZH:HJRSLY-V\UKH[PVU.HYÄLSK>LZ[VU ambassadors, for both public-facing Foundation, The Wolfson Foundation. elements and also to aid in cultivation and • Creating an exciting and diverse calendar of engagement through events and campaign cultivation events, showcasing the case for documentation. The geographic position of support and resulting in engaged prospects Alexandra Park & Palace and the strength (i.e. no longer suspects). The building even of the BBC story will both play a key part

key recommendation

The campaign should create an exciting and diverse calendar of cultivation events. The building even in its current state is a magical asset. If potential donors can be invited to the site they can see, touch and feel what their money can achieve.

This campaign will require strong ambassadors, for public-facing elements and to strengthen cultivation and engagement at events and in campaign literature.

in engaging ambassadors. Examples of PUJS\KPUNÄUHUJPHSYPZR[VZLLLHZPS`^OH[ potential ambassadors include; locals such is committed and what the assessment is as Peter Capaldi (as the new Doctor Who of remaining potential at that time, on that he would be an excellent public facing KH`;OL HZZPNUTLU[PZHIV\[KLÄUPUN ambassador), Robert Peston, Damian probability and likelihood to give, and means 3L^PZ /LSLU4J*YVY`9VNLY4PJOLSSÄST you can generate a yield assessment on the director, and his partner Anna Maxwell overall prospect value at any time. This allows Martin), Juliet Stevenson, Neil Morrissey, you, once a campaign is advanced, to quickly Tristram Hunt (historian, lives in Tottenham, ZLL^OL[OLY[OL HUK [HYNL[Z[V[HS constituency is elsewhere), John Simm at least the full amount you need to raise – if and James Macavoy and those with whom they do you are on track, if they don’t, action connectivity can be forged on the back of needs to be taken. This campaign is not yet content or simply connections such as Tom at a stage where a Target Tracker can be set Hooper, Nick Hytner, Lord (Tony) Hall. up, but we would recommend that this tool is implemented, once the prospect analysis has 4.8 Tools, tracking and ROI been completed. In the appendices we include a range of • Prospect maps – The example prospect tools to track campaign progress, analyse maps enable a nuanced understanding of evidence and build tactical approaches for donor motivation, gift history and also map donor cultivation and asks and measure ROI out the key people that can be cultivated at each stage. These include: prior to an approach. These maps can generate success when used with the Board • Target Tracker – A sample target tracker is and senior volunteers to underpin campaign included in Appendix B. The target tracker strategy and actions and determine tactics acts as a project management tool and a especially when senior volunteers are involved reporting tool for the Board and CEO. It in meetings and asks. A sample prospect allows those managing the project overall, map is included as Appendix C.

The Prospect Target Tracker should include a risk yield profile against each live/planned prospect e.g. 7SLKNLZ\WWVY[LKI`^YP[[LUKVJ\TLU[H[PVn

(NYeement to give, or final submission/ presentation

:[Yong prospect engagement , face to face meeting, guidance given on amount to ask for

7Yospect interest – attendance at an event

0KLHZ:[HNL

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 26 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY 4.9 Outline critical pathway 2018 Campaign wrap and major recognition event Invite donors to recognition event Invite donors to recognition event Invite donors to recognition event

2017 Plans confirmed and announced for 7OHZL° Communicate Phase 2 plans °3V^LYSL]LS prospecting and submission °)LNPU cultivation forinvestment in Phase 2 Second fundraising event: Target 200k Final public campaign launched Target 100k 2016 Next wave of T&Fapplications submitted Lower level prospectingand submission °*VYWVYH[LZWVUZVYZOPW partnership secured. Major fundraisingTarget event: 300k Second leadershipof 1m gift secured individual by year end from Recruit 10 more Patrons 2015 Constructionbegins Phase Application tokey T&Fs 5 more Lower level prospectingand submission Planning beginsmajor fundraising event for 2 x major donorscultivated to by year end ‘ask’ point Q4 Initiate planning for Phase 2 of regeneration Communicate success from T&Fs responses Responses key T&Fs from HLF Round 2 submitted Secure second tranche of challenge funding from Haringey Cultivation event: Torchlit tour and fundraising dinner/event Secure initial Patrons: Target 10 at 5k Q3 Sponsorship secured incorporates campaign needs Cultivation event: Torch lit tour Q2 Procurement/ planning Finalise case supportfor Recruit DevelopmentManager and Development Coordinator for Trust Fundraising systemsplace in Further reviewand of considerationbrand campaign brand of (Blue Rubicon agency) + Applications toT&Fs key Review of all corporateexisting relationshipsto assess prospectpotential Recruit Ambassadors Refine events strategy b Q1 vehicle Haringey re Seek permission from structure new staff Agree Fundraising Consultancy in place Review of all data in house plan of advocacy/relationship Creation Conversations with 5 key T&Fs Review of sponsorshipcampaign activityaims in line with Identify ambassadors Further prospect the organisation out across analysis to be carried Initial cultivation Anderson film of Wes with screening event in Theatre space Year Quarter Project milestones Governance, policies and protocols Comms, Advocacy & Brand Statutory/ Trusts and Foundations Corporations Individuals and Ambassadors

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 27 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 5 - Leadership and resourcing 5. Leadership and resourcing

5.1 Leadership relationships with individuals and trustees The CEO Duncan Wilson is widely • Commercial acumen – able to identify, secure recognised as having strong leadership and steward corporate partnerships. skills, a good network and experience • Maturity and diplomacy – able to navigate leading successful heritage projects. His the organisational structure and culture of network is a real asset to the fundraising Alexandra Park & Palace in a way which effort. This should be leveraged fully by delivers the campaign goals on time and on constructing a campaign team that is budget and unites the project. able to support Duncan effectively in the delivery of the campaign. It is our opinion Our professional view is that it is highly that it is better to begin a campaign with unlikely that these skills and abilities would a blank canvas than with a development be found in one person. In addition, a new department that is not functioning effectively member of staff would be unlikely to be able and therefore the current situation is an [VHJOPL]L[OLÄUHSYLX\PYLTLU[¶UH]PNH[PVU opportunity to build an exceptional team. across the organisation – in the timeframe This is likely to be best achieved in stages. needed.

A structure whereby key individuals with It is also necessary to ensure that this new relevant networks and expertise can be function within the organisation is fully enlisted is necessary to spearhead the championed and integrated to achieve campaign in terms of legitimacy and PR. results.

-\UKYHPZPUNKL]LSVWTLU[Z[HMÄUN ;`WPJHSJHTWHPNUZ[HMÄUN and team JVUÄN\YH[PVU 5.2.1 Considerations ;OL\Z\HSPKLHSJVUÄN\YH[PVUMVYH development function for a campaign of this Firstly, recognition is needed that one role scale would be: cannot possibly deliver the required step • Development Director change alone. The skills required for a • Development Manager – Individuals/major fundraising team for a campaign such as gifts this include: • Development Manager – Corporate and • Creative writing – bid writing and relationship events • ;Y\Z[ZHUK-V\UKH[PVUZ6MÄJLY building with Trusts and Foundations • Development Administrator/Researcher. • Relationship management – able to prospect and cultivate a wide range of philanthropic

key recommendation

A structure whereby key individuals with relevant networks and expertise can be enlisted is necessary to spearhead the campaign in terms of legitimacy and PR.

APPCT should position the development function within the Commercial Director’s portfolio (with the CEO taking ultimate responsiblity for fundraising) and rename the role Commercial & Development Director.

:[HMÄUNHUK[LHTWYVWVZHS • Position the function within the Commercial Director’s portfolio (with the CEO taking In our opening Overview and Executive ultimate responsiblity for the development Summary we recommended that fundraising function) and rename her role Commercial & must keep pace with the schedule proposed Development Director. for the HLF element of restoration and investment in the site. • Recruit two more junior internal team members in the form of a development This means that a specialist, dedicated, manager and development co-ordinator. The attentive team is needed to build a ÄYZ[WVZ[JV\SKILWHY[[PTL^LYLJVTTLUK professional and respected fundraising minimum 3 days a week). function for APPCT, covering philanthropy, • Supplement this team with experienced institutional and corporate investment for the consultancy support, who are enlisted building proposals and for future activities, for an anticipated period of 24 months (2 especially in the community, learning and years) and are effectively the campaign cultural partnerships areas. director for this period. Such consultants must represent APPCT as a member of the Recent recruitment challenges, and current team in all external settings. Such a model YLZV\YJLZTLHU[OH[[VIV[OTHRL[OLÄYZ[ has been used recently and successfully important investment steps in permanent on campaigns including Aldeburgh Music, team members, and create momentum and Rambert Dance Company and St Martin in early successes we recommend APPCT: the Fields (Wonderbird should declare that we were Campaign Directors on Rambert and

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 30 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Jessica Turtle worked on St Martin’s prior to record in generating income through the her employment with Wonderbird). trading arm and leading a team effectively to achieve positive change. She also has a clear This model would enable commitment to Alexandra Park & Palace. • Internal engine room in place as soon as However, she does not have experience in possible, and potentially as soon as April fundraising from private sources and therefore 2014 if recruitment activated immediately the following roles are also necessary. • Contingent liability managed for the ‘senior’ • Development Manager: 3 – 3.5 days per appointment as it would not be an employee week from 2014. This role would be an contract experienced Development Manager with solid Trust and Foundations relationships and the • Expertise is readily available and momentum ability to build relationships across a broad can be built more quickly spectrum of potential donors and advocates. • In time, we hope that this would also mean • Development Coordinator: Full time from `V\^V\SKÄUKP[LHZPLY[VYLJY\P[HZ[YVUN 2014. This role would act as the ‘engine Head of Development (Fundraising). We room’ and support delivery of the campaign, recommend this is staged for the second PUJS\KPUNÄUHUJPHSHKTPUPZ[YH[PVUL]LU[JV half of 2015 – meaning a campaign and ordination and research. This role would also fundraising operation is established, however, take responsibility for the target tracker and [OLYLPZZ[PSSZPNUPÄJHU[^VYRMVY[OLWVZ[ for prompting prospect actions with senior holder to undertake and ‘own’ in respect of volunteers and staff. the campaign. • Consultancy Support: We would recommend Outline of roles and responsibilities for new that APPCT appoint an interim consultancy post-holders/consultancy: to support this new structure at a strategic capacity in the initial crucial 24 months for • Commercial & Development Director the campaign. We would recommend that the (enhancement of existing role): The tenders invite submissions for a 24-month enhancement of this role incorporates period of regular support with quarterly line management responsibility for the review points. This element is essential to development roles outlined below, with the add strategic overview and provide the strategic support of the consultancy and momentum that is required for a successful with ultimate responsibility and strategic campaign. It would then serve to segway into direction lying with the CEO. The aim of the HoD permanent appointment. this change is to champion fundraising across the organisation and ensure greater cohesion between the trading arm and Trust. External recruitment of a Head of Development We also believe there is strong prospect – Full time from mid-2015/ 2016. This role potential within the commercial portfolio and would act as strategic lead from 2016 it is essential that this is unlocked. Emma onwards, replacing the consultancy support Dagnes has a demonstrable excellent track once the campaign has gained momentum.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 31 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY 5.2.4 Rationale for the proposal The required projections come in at a total Emma Dagnes has delivered exceptional VM ^OPJOPZ\UKLY VM[OL income generation and growth for Alexandra overall income target. This incorporates Park & Palace and is passionate about V\YYH[PVUHSLZL[V\[PU[LYTZVMZ[HMÄUNPU the organisation and the regeneration section 5.2.3. project. Emma has already gone some way to identify possible sponsorship and The budget outlines key expenditure items brand partnerships, which should be necessary for a successful campaign, considered part of the fundraising mix. We including print, cultivation, website & would consider that appointing Emma as comms, donor gifts/recognition & research Commercial and Development Director costs. It is our experience that the would ensure that all corporate and venue expenditure budget must be robust from the activity is maximised. This would begin outset and allow for comfortable delivery of to unite the trading and trust areas and an excellent campaign in order to achieve eliminate any perceived competition, the results required. ensuring that all relationships/ income activity is considered fairly and against the mission and vision of APPCT and the trading company. Emma would essentially become the champion for fundraising and development within Alexandra Park & Palace. However, specialist skills and experience will be essential to staff and resource this area. It is important not to underestimate the amount of work required to run a strong development function and deliver success every step of the way.

5.3 Overall resourcing and recommended campaign budget To note, the usual investment needed MVYHJHWP[HSJHTWHPNUPZIL[^LLU HUK >LOH]L\ZLK[OPZHZHN\PKL to project our recommendations for the campaign team structure as well as other resourcing required and a full outline year- by-year campaign budget for the period 2014 – 2017 is attached as Appendix D.

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 32 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Section 6 - Immediate actions 6. Immediate actions for the next 3 months

As the campaign outline shows, there is a • Relationship plans created for: very tight timeframe to achieve the goals • The BBC needed to make Phase 1 possible. We • Haringey • The GLA recommend that the following actions be • The HLF completed in the period from February to • A long list of potential cultural partners May 2014: created and prioritised with relationship plans • Detailed prospecting to build a list that yields put in place. a potential of £20m for the campaign. This • ;VWPUÅ\LUJLYZHUKHTIHZZHKVYZ would focus on the constituencies outlined PKLU[PÄLKHUKYLSH[PVUZOPWWSHUZJYLH[LMVY earlier in the report and would include internal these individuals. and external research. i.e., data consolidation across the organisation, detailed mapping • Establishment of trustee working committee at Trustee and senior management level to support development function. This group and wealth mapping for the Borough and should be the precursor to the trustee group surrounds. for the new development trust. • Immediate recruitment of junior roles. • :\JJLZZM\SÄYZ[J\S[P]H[PVUHUKPUMVYTH[PVU event mounted on 2nd April 2014 in the • Consultancy resource put in place. Theatre. • Adjustment of Commercial Director role and

job description to incorporate development championing. • Integration of target tracking and monitoring TLJOHUPZTZ^P[OÄUHUJLJVTTLYJPHSHUK CEO. • +PHSVN\L^P[O[OL[VWÄ]L;Y\Z[ZV\[SPULK^P[O a view to submitting applications for gifts at the second level of the pyramid within the calendar year 2014. • Agreement reached with Haringey to set up a development trust, and formal timetable for the process agreed that can be communicated in external settings (e.g. with prospective funders).

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 34 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Appendices Notes Activate and animate the South Terrace level colonnade opened to the South Terrace, Ground to the same relating The early history of television visitor experience and access to archives Formal and informal learning activities Includes digitizeddigitising archives the andcollections. historical objects. Workspace for sorting, cataloguing and foyer of theatre refurbishment interpretation, Theatre Includes 2 level WC, storage, back of stage, acoustic seperation ‘As found’ aesthetic Includes acousticpit. panelling, ventilation and heating, level timber‘The floor, threshold lightingheating. to therigs, Palace’ new orchestra IncludesIncludes repair large also explaining the wider history of APP of scale architectural models and detailing, graphic interpretation flooring and underfloorlinking the Theatre and BBC studios and Amount allocated £ 250k 500k 500k 500k 100k 500k 500k 1m 500k 1m 250k N/A Appendix A – Inventory of spaces with recommended funding proposition Appendix A – Inventory of spaces with recommended Space BBC Studios BBC Studios ExteriorTerrace) (South BBC Studios – Exhibition and Interpretation Studio A, BBC Studios – Education and Interpretation Studio B, BBC Studios – Room Archive/Education Dedicated BBC Studios - Interpretation Theatre - Foyer and Bar Theatre – Supporting areas Theatre Theatre – refurbishmentspace of – Infrastructure Theatre East Court Revitalisationcourt space of glazed of East Court Interpretation North Service Court

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 36 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Appendix B – Target tracker tool Appendix B – Target ;OPZPZHZHTWSLVM[OL;HYNL[;YHJRLYH[VVS^OPJO^LOH]L\ZLK^P[OJSPLU[ZTHU`[PTLZ[VKLÄULTPSLZ[VULZTHUHNLJHTWHPNUWYVNYLZZHUKJOHY[both risk and achievement. The target tracker acts as a project management analysis has been completed. that this tool is implemented, once the prospect can be set up, but we would recommend Tracker tool and a Target stage where a reporting tool for the Board. This campaign is not yet at a

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 37 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Small increases pa assumed due to inflation/increased fares pa assumed due to inflation/increased Small increases Taken out, will require £100k original provision underwriting/sponsorship or netting off in target - 842,331 2017 104,390 0 200 0 8,000 8,000 0 22,000 2,600 2,500 5,000 0 3,000 0 9,021 164,711 2016 152,560 0 200 0 8,000 8,000 0 22,000 2,400 2,500 5,000 0 3,000 0 12,781 216,441 2015 152,560 1,000 200 0 8,000 8,000 0 22,000 2,270 2,500 5,000 0 3,000 0 13,679 218,209 2014 136,500 2,000 200 2,000 20,000 10,000 0 22,000 1,700 2,500 8,000 25,000 1,500 0 11,570 242,970 Campaign costs to be budgeted at 12% of overall target = c£887.036 Campaign costs to be budgeted at 12% of overall target 0 Appendix C – Campaign resource recommendations Appendix C – Campaign resource c. £7.1 million to be raised against capital target :[HMÄUN *VUZ\S[HUJ`:\WWVY[PUJVUJVZ[ZMVY Staff) Includes as detailed in report: Head of Development/Consultancy Support Development Manager Development Co-ordinator Recruitment and advertising costs training Staff for workstations Provision Other campaign costs Print & Design and website Interactive promotions Campaign Committee costs Cultivation and Campaign events Hospitality, Travel & Database Research Campaign Launch & Other Follow Up ‘Moments’ CGI Images for print materials Donor gifts and limited editions Gala/Auction/Major Fundraising Event Contingency @ 5% TOTAL

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 38 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Family founded, supporting charities across UK for over 50 years. Aim is to support organisations and activities that share a commitment to making positive impact to the lives of the communities in which they work, driven by a desire to achieve excellence. Like to give capital projects £25,000-£1,000,000 Grants range from Theatre Kids Co. – the Wonderbird Foundation supported the Theatre Kids Co. in the building of their new community rehearsal space. This company aims to involve and engage children in theatre production processes and support early careers in theatre, both on stage and behind the scenes.

• • • • • Characteristics & Motivation: Previous/Current partnerships: Previous/Current BOARD: Wonderbird Foundation - SAMPLE Appendix D – Prospect mapping tool and example Appendix D – Prospect Jane Smith, Chair of the Board – Jane has two children and lives in Surrey. She has been involved in the foundation for 5 years Bob Brown, Board member – Bob joined the Board last `LHY/PZTHPUPU[LYLZ[ZHYLPU[OLH[YLHUKÄST

• • Thistool enables you to build acomprehensive picture of potential donors and also enables agreater understanding UL[^VYRZ>LYLJVTTLUK[OH[THWZHYLI\PS[MVYLHJORL`WYVZWLJ[HUKHYL\ZLK^P[O)VHYKHUKZLUPVYZ[HMMTLTILYZ[VHZJLY[HPU[OLTVZ[LMÄJPLU[of donor motivation, gift history and HUKLMMLJ[P]L^H`[VLUNHNL[OLWYVZWLJ[Z;OLTHWZHYLHSZVPU]HS\HISLMVYPUMVYTPUNYLZLHYJOWYVÄSLZ^OPJOHYL\ZLKHZIYPLÄUNZMVYJ\S[P]H[PVUL]LU[ZTLL[PUNZHUK[OLWYLWHYH[PVUVMHWWSPJH[PVUZ7SLHZLÄUKILSV^HZHTWSLKLTVUZ[YH[PUNOV^[OPZJHUIL\ZLK

© Wonderbird 2014 for APPCT internal use only. No part of this report or any of its contents 39 TH`ILYLWYVK\JLKJVWPLKTVKPÄLKVYHKHW[LK^P[OV\[[OLWYPVY^YP[[LUJVUZLU[VM[OLH\[OVY Relationship to APP Trustee Advocate Trustee Trustee Trustee CEO, Haringey Council Senior Management Senior Management Senior Management Leading on brand/vision and values work with Blue Rubicon Senior Management Learning Team Role Trustee Leader of the council Trustee Trustee Trustee (commercial arm) Partner Public Sector,Frank Knight CEO, Haringey Council Chief Executive Director of RegenerationProperty and Director Commercial Consultant Head of Learning and Communities Appendix E – List of individuals consulted in the compiling this report Name Cllr Matt Cooke Kober Cllr Claire Hooper Richard Bob Kidby Rick Wills Duncan Thomas Nick Walkley Duncan Wilson Kerri Farnsworth Emma Dagnes Jo Timmins Melissa Tettey Isobel Aptaker