Young Gamers & Gamblers Education Trust fundraising plan

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Table of contents

Executive Summary

Fundraising Audit.

SWOT Analysis.

Assumptions.

Fundraising Objectives.

Fundraising Strategies.

Tactics.

Budget.

Schedule.

Monitoring/Control.

Contingencies.

Appendices.
Executive Summary

The Young Gamers & Gamblers Education Trust (YGAM) is a national charity whose mission is

to empower young people to make responsible decisions and understand the repercussions of

their actions regarding gambling and gaming by informing, educating, safeguarding, and

building digital resilience. Compulsive gambling affects an estimated 430,000 persons in the

United Kingdom. This figure has increased considerably over the past few years, and experts

have proposed several explanations for this trend. Mobile and online gambling sites, an uptick in

advertising by bookmakers, and a larger presence of betting shops all contribute to the expansion

of the gambling industry (Kearns et al., 2014).

Based on case where Anne, Alan's mum, has worked tirelessly to raise awareness and educate

others about gambling addiction. Alan died by suicide in 2010 at the age of 40 after suffering

from a gambling addiction for around 25 years. Anne and her husband, Lee, battled a severe

gambling addiction in their 30s and lost everything. The regulated gambling industry organizes

Safer Gambling Week every year. This article aims to start a dialogue about how to gamble more

responsibly and raise public awareness, and the main focus on. It was calculated that in England

alone, bad gambling cost the economy an additional £1.27 billion. This week is a great

opportunity for YGAM to promote its mission and increase access to its resources.

Fundraising Audit.

Gaming and gambling surveys conducted over the past couple of years have revealed the

necessity of assessing the limits of gamblers and the effectiveness of their fundraising endeavors.

To counter this, we've put time and effort into various related areas, including fundraising,

campaign volunteerism, and budgeting.

Implementation and coordination

The audit in 2016–2020 initially concentrated on major Development fundraising efforts and

individual fundraising. This organization year was devoted to putting many of the

recommendations into practice. This includes starting the process of electing a board leader for

the Organization group. This organization aided in the coordination of strategic plan elements

about campaigning and its highest power requirements. A development committee was

established to assist in organizing and raising money for unique projects, like raising awareness

through events. This year, the Development Committee found opportunities to close the

remaining £ 958,000 difference. A central fundraising calendar was created with the contributors

and fundraiser organizers.

Audit recommendations and guiding principles

The following recommendations were made and act as the basis for future work: Maximize

currently profitable fundraisers; do away with larger-effort, declining-profit fundraisers; maintain

lower-revenue fundraisers if they are being led and supported by committed volunteers; To

improve current fundraising efforts, carefully manage fundraising and volunteer demands, search

for innovative ways to recruit volunteers, and constantly assess value; Make it clear what will be

funded by fundraising efforts, and lastly, help YGAM identify and prioritize targets annually to

concentrate efforts and support the most crucial goals.

Swot analysis

Strengths
major donors; committed, generous contributors with the potential for future gifts and bequests.

People, businesses, family foundations, community foundations, and religious organizations (the

major donors were developed through matching funds campaigns).

Increase in annual significant donor numbers during seven years.

Brand: good standing with philanthropic organizations, businesses, and ambitious contributors.

Among gaming and gambling, the organization is well-known.

Donor mix: A combination of private individuals, businesses, institutions, and foundations.

Gains with yearly gatherings and direct mail. Board involvement.

Cash on hand: Can be used to jump-start fundraising, temporarily run deficits (to buy time for

fundraising), or develop new strategic initiatives, but not all three at once.

Weaknesses

Donor Development: Major donors do not see benefits even after successfully raising money and

implementing the chosen techniques.

Decrease in individual contributors (fewer than 1,000 and dropping).

There was no outreach to potential clientele, such as professionals interning for high-paying

professions.

Most matching funds, which helped to build a large donor list, are no longer available.

No bequest scheme

Program placement: Numerous programs do not qualify for federal, state, or local funding.

Few prospects for new projects due to the lack of new programs and long-term effectiveness.
Not enough money comes in from gaming and gambling websites and associations.

Creating clarity on the strategic vision and direction, program objectives, results, and budget.

Cash in hand: Based on the balance statement, some funders could dispute the need.

Opportunities

Participants in fundraising: large donor base (including bequest opportunities)

Anti-gaming areas that regard charitable work as the primary form of entertainment.

Participation of employees and corporate donations from various campaigns and awareness

collaborations

Major benefactors, business associates, and leisure groups are all part of the board networks.

Threats/Challenges

The general population might not be interested because:

Confined geographic space

Instead of prioritizing essential services, the mission is to end social isolation.

Growing and consolidated opposition to the YGAM objective makes it challenging to complete

The budget deficit is the result of donors' declining financial support.

Early supporters are retiring.

Fundraising Objectives, strategies, and assumptions.

Strategies for Growth

The Trust has instituted some measures designed to bring about the desired results. These plans

outline a comprehensive method for the Trust to raise money. Each one attempts to channel our

most original ideas into the fundraising cause.

Improve our ability to attract financial backing by pouring resources into expanding our current

capabilities. Fundraising demands and expectations for the future are greater than the Trust's

current fundraising capacity. When it comes to generating money, the Trust needs to up its game

by investing in the training and education of its staff, board members, and other volunteers.

Invest in full-time, skilled workers to assist in fundraising. For the organization to reach its full

potential, it needs to hire a dedicated expert to assist in fundraising in addition to the current

team. The strategic plan's various program activities and the degree of fundraising expected in

this plan will benefit from establishing the personnel infrastructure necessary to support an

executive director with strong fundraising capabilities.

All fundraising efforts should prioritize building lasting connections with donors. For the Trust's

fundraising efforts to be successful, investors and other supporters will need to keep pouring

money into the organization for decades. The Trust's success in generating money depends on it.

Thus it must prioritize relationship-building programs. These connections will develop through a

planned sequence of encounters at gatherings, conferences, and other gatherings. This may

necessitate increased expenditure upfront, cutting into the programs' net revenue in the short

term. Long-term relationship investment may have some drawbacks, but those advantages should

more than compensate for them.

Trust Membership Program; Anyone who has contributed to the Trust in any way, either

monetarily or in kind, within the 15 months before the annual renewal date is considered a
member of the Trust. The group will create a rewards and recognition system for its members

and help its employees implement it. Donors to the Trust whose cumulative donations in the past

15 months total $500 or more will be considered large donors and receive all benefits accorded

to such donors.

Fundraising Plan

The Trust will update its fundraising strategy at least once every three years. The strategic plan

will serve as the basis for defining the fundraising plan's goals, objectives, tactics, and actions.

All fundraising efforts will be contained within the parameters established by the strategy. Each

strategy will examine the organization's current fundraising policies and suggest improvement

and expansion. Planning for this endeavor will fall under the purview of the Fundraising

Committee. The proposal needs to be approved by the Board of Directors.

Memberships and Major Donors; An integral part of this strategy is recruiting new members who

will provide financial backing for the organization. Donors to the Trust will be asked to up their

initial, smaller gifts to shift the Trust's attention to larger donors. It has been determined that

concentrating on members, and significant donors are two of the most important first steps.

It would help if you approached your area's gaming establishments, businesses, and corporations

to raise money. The Trust plans to utilize direct mail to solicit support from people not currently

involved with the organization and those who can only afford to make smaller contributions or

are hesitant to do so online.

People with connections to the Trust and its Board will be given special treatment. Donations to

the Trust will be solicited by a small number of board members under the direction of the Major

Donor and Planned Giving Committee.

Objectives

The Trust must first establish specialized infrastructure components to sustain its fundraising

efforts. Still, in its infancy, a database is expected to become an important resource for the

company. The current systemic priority is the formulation of actionable strategies. As a result of

our systemization efforts, we've discovered the following.

a) Create and update a detailed fundraising strategy. This strategy concludes the first stage

of the system's development. It will be refined and revised annually, or if there is a

material shift in the organization's approach or resources, whichever comes first. Once in

place, the new director will likely wish to add to this strategy with new features and

elements that reflect his vision and objectives for fundraising.

b) Make detailed plans for carrying out all of your fundraising initiatives. The Trust's

method for rolling out programs is reflected in this phase of execution. The group

responsible for implementation will develop specific work plans once the overall

direction and three-year goals have been set. Priority projects will be reviewed and

monitored by the Board.

c) Create the database third. The Trust's fundraising efforts will benefit greatly from access

to a comprehensive and functional database. All aspects of the yearly giving program,

including the testing and outcomes of direct mail acquisition, the nurturing and

solicitation of significant donors, and so on, will need to be tracked in this system. To

accomplish this, the Trust will likely need either fundraising-specific software or

software that has been adapted specifically to fit the Trust's

Tactics.
Firstly, we are Creating a social media campaign challenging individuals to compete to raise the

most money for YGAM during Safer Gambling week. For example, the public can be Setting up

a Facebook fundraiser in honor of the Safer Gambling weekThe campaign's caption will read:

Post on your timeline and let your loved ones know about the subjects that are important to you.

It's a fantastic method to raise money and motivate people to donate to a worthwhile cause.

Reach out to us to learn more. A QR code to our Just donating page will also be included on our

business cards. As a result, fans can climb mountains, run marathons, and bungee jump in

support of YGAM.

The second strategy is to make a RET gift. YGAM is happy to be listed among the recognized

charities on the Gambling Commission's RET list, where licensed operators must direct their

yearly donations to research and treatment. Organizations must show their influence,

independence, and contribution to the National Strategy to Reduce Gambling Harms to be

included on this list. During our industry event with key operators in the industry, we will

distribute fundraising packs outlining our organizational mission and impact reports. As seen in

the slide, we will network with these operators and offer them a free sample of our training. This

will entice them to want to invest in the charity as they are the only body focusing on LLCP

education regulations against safeguarding in the gambling industry. After we provide access to a

free sample, we will track those who logged into the training on Salesforce and reach out to them

to arrange a meeting to discuss fundraising and potential SG sales.

Furthermore, we will also be aiming for personal donations, which we will be advertising on

social media. Make a one-off donation or set up a monthly direct debit. 96% of each donation

goes directly to the delivery of YGAM's services. If a direct debit is not preferred, we also offer

Text to donate service. This will entice smaller donations and allow supporters to Text YGAM to
70450 to donate £5 - Texts will cost the donation amount plus one standard network rate

message. Just Giving Fundraiser

Lastly, website donations are another tactic in which externals can support the charity and

contribute. The page directs users to a link that allows them to contribute any amount to the

course as well as give further information on the organization's needs and mission.

Budget.

The combined funding streams are forecast to achieve £958,000, meeting the target of £957,943.

Funding partners Amount in £ Percentage

Existing funding partners 488,000 50.94%
Lapsed funding partners 120,000 12.52%
New funding partners 225,000 23.48%
Non-gambling related 100,000 10.43%
funders
Individual donations 25,000 2.61%
Total 958,000 100%

The expenses costs include;

Expense Amount Percentage (out of total

expenses)
Working hours £ 1,000 2.65%
Subscription £ 999 2.64%
Event holding £ 3,600 9.6%
Advertisement space £ 2,000 5.31%
Recruiting officer £ 30,000 79.78%
Total expenses £ 37,599 100%
The expenses, as mentioned above, will all be covered through a variety of various mechanisms.

Most budget items will need a combination of sources to cover their expenditures; however,

some will be entirely supported by a single revenue stream. How much money should be

gathered for each program depends on various factors, including donor restrictions, donor

appeal, foundation priorities, fundraising strengths, and weaknesses, etc. Revenue is allocated to

the various categories of functional expenses shown in the pie chart below.

Schedule and Monitoring.

The development of more targeted approaches stems from identifying these priority areas.

The fundraising plan's schedule sections have been broken down into three distinct phases:

Phase 1 (Q1):  

Rank the existing and lapsed funders as either high, medium, or low priority based on the

Previous donations received. High priority includes William Hill (£94,934); 888 Holdings

(£75,000); Skill on Net (£55,700); Les Ambassadeurs (£17,350); Merkur Casino (£40,989);

Jennings Bet (£18,798); Lottoland (£16,000); Bet 365; Flutter, Gamesys, and Entain.  

The Director of Business Development and Fundraising and the Chief Executive Officer will

attend introductory face-to-face meetings with the above organizations to help establish long-

term Relationships. Further to this, the development of YGAM's technological capabilities

will begin with a donate button being placed on the website, increasing the number of ways

an individual can donate (donate in someone's name, post, phone); descriptors for JG

checkout and the addition of QR codes on marketing material. 

Phase 2 (Q2):  
At the start of Q2, the same process as above regarding existing and lapsed will continue but

with the Next tier of priority. This will include Apricot Investments (£10,000); Victoria Gate

Casino (£10,000); Betvictor (£9,725); LeoVegas; Betfred; Metropolitan Gaming; Ascot. 

Phase 2 will also see work begin on new funding partners. BeGambleAware publishes the

donations they receive from operators every year. The strategy is to filter by those who have

given the most and contact them using this list. Further still, this phase will see the scoping

out of non-operator funding. This involves looking into charitable trusts and how we can

match specific projects to the given requirements. After looking at individual donations in

Q1 and comparing them to Q1 in 2021, we can see the early differences and make additional

changes if needed.  

Phase 3 (Q3):  

Phase 3 will capture the low-priority existing and lapsed funders. This includes Casino36

(£3,800); Mansion (£3,500); Push Gaming (£2,500); IGT-UK Gaming (£2,000); Videoslots

(£4,380); Genting (£1,000); GIG (£1,000); Ivor Thomas (£1,000); Silcock Leisure (£2,000). 

There will be a continuation of the new funders list from BeGambleAware. Further, still, the

The fundraising and Training Manager will begin writing proposals for non-gambling-related

funders. There will also be a fundraising event involving members of the YGAM team that

will help raise awareness and income. The event will be scoped out throughout Q1 and Q2 to

ensure it is ready to begin in Q3.

References

Kearns, K.P., Bell, D., Deem, B. and McShane, L., 2014. How nonprofit leaders evaluate

funding sources: An exploratory study of nonprofit leaders. Nonprofit and Voluntary

Sector Quarterly, 43(1), pp.121-143.

King, D., Delfabbro, P. and Griffiths, M., 2010. The convergence of gambling and digital

media: Implications for gambling in young people. Journal of Gambling Studies,

26(2), pp.175-187.

Monaghan, S., 2009. Responsible gambling strategies for Internet gambling: The theoretical

and empirical base of using pop-up messages to encourage self-awareness.

Computers in Human Behavior, 25(1), pp.202-207.

Van Schalkwyk, M.C., Hawkins, B., and Petticrew, M., 2022. The politics and fantasy of the

gambling education discourse: An analysis of gambling industry-funded youth

education programs in the United Kingdom. SSM-Population Health, 18, p.101122.