National Gardens Scheme Head of Marketing. Appointment Brief. August 2012 REF: YAANB

Transcription

1 National Gardens Scheme Head of Marketing Appointment Brief August 2012 REF: YAANB

2 The organisation What the National Gardens Scheme does The National Gardens Scheme (NGS) is a registered charity (No ) and was established in It exists to support beneficiary nursing and caring charities through the opening of gardens throughout all parts of England and Wales. These gardens are made available to the NGS mainly by private Garden Owners who have high quality gardens and who wish to share them with visitors for the benefit of the charity and its aims. Every year, NGS gardens across England and Wales welcome over half a million visitors through 3800 gardens (which includes some public gardens). The proposition is an excellent one for families with normal entrance fees for adults ranging from 3.00 to 5.00, representing excellent value for money. In addition most gardens offer tea and home-made cakes plus plant sales on the day. There are also evening openings with wine. Since its foundation the formula has been extremely successful. Currently annual donations are at a level of some 2.5m and the strategic target is for charitable donations to be more than 80% of the funds raised at garden openings. For further information, please see the NGS website at Who it supports The NGS was founded to support to The Queen s Nursing Institute and since that time has continued to support charities working in nursing and caring. The current list of annually supported charities includes: Marie Curie Cancer Care (supporting nursing care to give terminally ill people the choice to die at home) Macmillan Cancer Support (also fund support nurses as well as providing financial advice, physiotherapy and counselling) Carers Trust (support to those who care for others) Help the Hospices (general care and emergency support for hospices facing urgent financial challenges) Perennial (supporting working and retired horticultural workers and horticulturalist s children) The Queens Nursing Institute (supporting the QNI in helping community nurses improve patient care in the home) National Trust (helping to fund their gardening careership programme to train and educate heritage gardeners of the future)

3 How the NGS is organised The NGS is led by a Council of Trustees made up of 15 trustees including the Chair and Deputy Chair. Its patron is HRH the Prince of Wales; its President is Joe Swift the garden designer and television presenter. Of the 15 Trustees, eight are the organisation s Regional Chairmen; they are appointed when NGS County Organisers and represent the counties in their Regions. The other seven are external Trustees who contribute their own marketing, financial or legal experience to Council. A recent addition, for instance, is Emma Bridgewater, who brings extensive consumer marketing experience. Each year the organisation publishes its guidebook, The Yellow Book, to all the gardens that open. The current RRP is 8.99 and in 2013, for the first time, the book will be published on behalf of the NGS by a leading publisher, Constable & Robinson. In addition, each individual county section within The Yellow Book is published separately as a County Booklet distributed free within that county and an important driver of visitors. The internet and other digital and social media, including Twitter and a new App are rapidly becoming increasingly important for the NGS. In recent years there has been significant investment in these areas which now needs to be capitalised upon by a well planned and executed strategy. They will be especially important in achieving the goal of raising awareness and reaching new audiences. The garden openings in each county in England and Wales are managed by teams of volunteers, led by a County Organiser who is supported by assistants and others who focus on for instance publicity and finance. A critical role is identifying new gardens, and maintaining standards for visitors across their area. All Trustees and county team members work on a voluntary basis; additionally everyone who opens their garden does so on a voluntary basis. The Head Office of the NGS is located at Hatchlands near Guildford in Surrey. Currently there is a Chief Executive and 10 paid members of staff. Two of these, the Marketing Communications Manager and the IT and Digital Manager, will report to the Head of Marketing.

4 Financial picture In 2012 The NGS donated 2.6million to beneficiary charities from money raised in financial results: Net Garden Income: 3,008,495 Other income: 539,197 Total income; 3,547,692 Total Costs: 1,059,973 Net Income: 2,487,719 Transferred from reserves: 112,281 DISTRIBUTED TO BENEFICIARIES: 2.6m Financial outlook The 2012 season, with its exceptionally long period of rain from April through July, has demonstrated the organisation s vulnerability to sustained bad weather and garden income will be down on budget. However, the Scheme is extremely solvent, never paying out donations before they have been earned and collected in cash. The future The NGS enjoys a rich history and looks forward to a future of positive growth in both revenue and recognition. This charity is dependent upon the goodwill and generous efforts of hundreds of volunteers working across the country. The key ambition of the Council is to continue to drive income up whilst containing costs; they see a robust and incisive marketing plan as fundamental to achieving this and are therefore looking to make an appropriate appointment. Evidence shows that the National Gardens Scheme is supported primarily by a group of loyal enthusiasts, who know about and admire the charity and who are, by and large, enthusiastic about gardens and gardening. Beyond this group awareness of the NGS is unacceptably low. Widening awareness and attracting new audiences and central among them new visitors to gardens will be the key priority of the marketing strategy for the immediate future and has been identified as such in the five-year strategic plan agreed by the Trustees in The organisation s long history has seen it develop with both local and central marketing activities. The Head of Marketing will need to unify these in a manner that is both inclusive and productive. At the same time, familiarity with the new channels of social media, apps and e-marketing, and how they can be used most effectively will harness them strategically for the NGS for the first time.

5 Raising funds at garden openings is the central operation of the National Gardens Scheme and overwhelmingly the largest single contributor to the organisation s finances. However, the ability to maximise the ratio of this core fundraising to the amounts donated to beneficiaries is also dependent upon the organisation s ability to raise other income for instance from sponsorship in an effective manner, so as to make a substantial contribution to the essential operating costs. The role Head of Marketing 1. MAIN PURPOSE OF THE ROLE The aim of this role is to: provide a dynamic lead to the organisation s marketing operations so as to improve its reputation and performance; work closely with the Chief Executive to develop awareness of the NGS outside the gardening world, so as to increase visitors to gardens and raise the NGS s profile as a fundraiser/grant-maker; develop the business plan to deliver this strategy; and oversee and manage all aspects of external communication including the NGS website and to develop a coherent plan and operation for e-marketing, including social media. 2. POSITION WITH THE ORGANISATION Reports to the Chief Executive. 3. RESPONSIBILITIES AND ACCOUNTABILITY The Head of Marketing will hold the following responsibilities: develop and execute a marketing strategy focused on growing awareness of the NGS and increasing numbers of visitors to gardens; maximise the strategic relationship between digital (including social) and print media; lead the marketing and communications team; propose and manage the annual marketing budget; develop and manage relations with core sponsor(s) and with other commercial partners; and support all other functions within the organisation as required.

6 4. KEY DUTIES AND ACTIVITIES To execute a marketing strategy focused on growing awareness of the NGS and increasing numbers of visitors to gardens Work with the Chief Executive to develop the organisation s profile and reputation as a leading grant-maker and significant presence in the nursing and caring sector; work with the Head of Operations and Development to apply marketing strategy to increasing visitor numbers to gardens; develop key external contacts e.g. in the third sector and media; and manage and develop the NGS brand. To maximise the strategic relationship between digital (including social) and print media Lead the Web & IT Manager and Communications Manager to develop a coordinated strategy for social media, e-marketing and general online activity; develop and guide the overall digital strategy, overseeing execution, performance and analysis; and evaluate social media for the NGS and devise an on-going strategy as part of the marketing plan. To lead the marketing and communications team Work with Web& IT manager in developing the NGS website as a key communications vehicle; work with Communications Manager to maximise publicity for the organisation; ensure training and development needs for staff are identified and met appropriately; promote strong teamwork and cohesion, both within immediate team and interdepartment; and recruit, induct and train new members of staff as required. To propose and manage the annual marketing budget Devise the individual components of the annual budget; ensure the budget is available in a timely fashion for discussion with and agreement by the Chief Executive and presentation by him to Council; and manage the execution of the budget through the year. To develop and manage relations with core sponsor(s) and other commercial partners Assess the NGS s current core sponsor relationship and report to the Chief Executive and link Trustee; develop with them a sponsorship strategy addressing desired/attainable levels and sources of sponsorship and relations between Core and other potential sponsors;

7 assess the current mix of commercial partners and their contribution to fundraising; assess and advise on potential future contribution of commercial partners; and agree responsibility for commercial partnerships with Head of Operations & Development. To support all other functions within the organisation as required Work flexibly as part of a small office team, undertaking tasks as necessary; actively participate in team meetings; and attend national garden shows (e.g. Chelsea) to staff the NGS or supporters stand. Person specification The ideal candidate will bring experience of the following: proven track record in developing and executing a marketing strategy; strong understanding of all areas of online marketing; creating and enhancing brand awareness to attract new customers; managing a marketing team; relationships with design, ad, press and PR agencies; and strategic planning including setting and managing budgets. The following are desirable but not essential: experience of the third sector; and an interest in gardens. Skills/Knowledge marketing expertise; business acumen; confident communicator; excellent interpersonal skills; ability to influence and negotiate; proven analytical skills and the ability to drive insight from consumer data; an innovative approach and an understanding of how to build a brand, create online communities and use social media; strong attention to detail; and results driven.

8 Qualifications Degree or equivalent MS Office Suite including database and excel Personal attributes personal stature dynamic and enthusiastic a sense of humour a customer-orientated approach flexible and adaptable the ability to inspire others Terms of appointment The role can be undertaken flexibly on a full-time or part-time basis, with 3 days per week as a minimum. The salary will be 45,000 55,000, commensurate with experience and the agreed full or part-time working arrangement. Employees are entitled to 20 days annual leave, increasing by one day a year to a maximum of 25 days, plus Bank Holidays.

9 How to apply Applications should be sent to: or by fax: +44 (0) Ann Bourne Saxton Bampfylde (ref: YAANB) PO Box 198 Guildford Surrey GU1 4FH The closing date for applications is noon on Friday 5 th October Please enclose with your application: the completed detachable candidate summary form and equal opportunities monitoring sheet, which are attached. Applications from all groups are warmly welcomed; a full CV, including educational and professional qualifications, a full employment history showing the more significant positions, responsibilities held, relevant achievements and budgets and staff managed, and latest remuneration including any benefits; a covering note of not more than 2 pages (total) summarising your proven ability related to the person and job specifications; and daytime, evening and/or mobile telephone numbers (to be used with discretion) and a preferred address.

10 STRICTLY CONFIDENTIAL Please complete this form, and send with your application to: Saxton Bampfylde, PO Box 198, GUILDFORD GU1 4FH (Fax: ) POSITION APPLIED FOR Head of Marketing, National Gardens Scheme 5 letter job code: YAANB SURNAME FIRST NAME INITIAL(S) TITLE ADDRESS FOR CORRESPONDENCE CONTACT TELEPHONE NUMBER(S) ADDRESS LATEST EMPLOYER (ORGANISATION) LATEST ROLE TITLE SALARY

11 STRICTLY CONFIDENTIAL EQUAL OPPORTUNITIES Please tick or complete the appropriate boxes. The following information is required for monitoring purposes only and will not form part of the sifting or shortlisting process. GENDER FEMALE MALE ETHNIC ORIGIN Please show which group best describes your ethnic origin or descent by ticking only one of the boxes in the right hand column below. Are you WHITE? Are you BLACK? of Caribbean origin of African origin of other origin (please describe) Are you ASIAN? of Indian origin of Pakistani origin of Bangladeshi origin of East African origin of Chinese origin of other origin (please describe) Do you belong to some other group or groups (please describe)? DISABILITY Do you consider yourself to have a disability as defined by the Disability Discrimination Act 1995: a physical or mental impairment which has a substantial and long-term adverse effect on the person s ability to carry out normal day-to-day duties? If YES, please tell us separately about any adaptations which you may require either to carry out the role or to participate in the selection process. YES NO