Annual Report and Financial Statements 2022-2023 - Flipbook - Page 14
spaces for underrepresented communities, as well as the
development of skills and knowledge through learning
and development programmes.
TCV actively participated in initiatives like the
Diverse Sustainability Initiative and worked with the
Employers’ Network for Equality & Inclusion (ENEI).
The funding facilitated efforts to improve diversity
within TCV’s volunteers and workforce, implementing
recommendations and conducting an EDI training needs
analysis.
Enablers: The funding played a critical role in
strengthening income generation activities, marketing
and communications, and project management
within TCV. It supported the employment of Business
Development Managers and a Fundraising Manager,
resulting in additional funding of approximately £1m.
This enabled TCV to establish new partnerships, secure
grants, and contracts, and increase unrestricted income.
Additionally, the funding allowed TCV to expand its
marketing team and enhance its communications
strategy, which positively impacted the organisation’s
profile, attracted more supporters, and effectively
shared the impact of its work through various channels
and media outlets. The funding also supported the
management of TCV’s strategic goals and business
plan, ensuring effective coordination, sequencing, and
resource allocation for the successful implementation of
TCV’s strategies.
In summary, receiving funding from the People’s
Postcode Lottery enabled TCV to have a significant
positive impact on people, green spaces, and the
environment. The funding supported community
engagement, strategic partnerships, inclusivity, and
organisational growth. Furthermore, it facilitated income
generation, marketing efforts, and project management,
ensuring the successful implementation of TCV’s goals
and strategies.
The 2022-23 I Dig Trees programme, funded by OVO
Energy, and delivered by TCV, allocated 1m trees to 1,846
local community groups for planting and subsequent
maintenance. This was a significant increase in activity
compared with the 2021-22 programme which allocated
600k trees to 1,271 local community groups.
2022-23 saw continuing progress with the planting
of the NatWest Forest, with our partners at NatWest
planting over 60,000 trees across the UK, compared
with 70,000 in 2021-22.
The reward and recognition strategy was approved by
the Board in the year, with a primary aim to increase
TCV salaries to, at least, the benchmarked median level
of equivalent organisations, subject to affordability. In
implementing the strategy, the charity developed a new
pay framework arranged by job levels and bandings,
with all charity roles then mapped to this framework
using a job evaluation tool. This work was delivered with
representation from across the charity, supported by an
external Reward specialist. The resultant role map and
framework became effective from 1 April 2023.
14TCV Annual Report and Financial Statements 2022-23
Other employee benefits and employee recognition
approaches are scheduled for review in 2023-24 as a
further element of the work required to implement the
strategy.
Work continued on supporting our employees with
their health and wellbeing with a series of Mental Health
First Aid half day workshops with a bespoke skills for
managers element. A ‘Health and Wellbeing at TCV’
document was developed in the year that summarised
all the support and advice available to employees, and a
Health and Wellbeing Policy was drafted for approval in
2023-24.
The charity invested in a new fundraising team in the
year to implement the income generation strategy
finalised in 2021-22, and to increase the level of
unrestricted income raised by TCV in future. This team
is led by an experienced Head of Fundraising and
Partnerships who has worked with a new Database
Operations and Analysis Manager, external consultants
and suppliers to build the necessary underpinning
infrastructure to support this work.
Active engagement with new contacts secured from
lead generation work in the year helped the team to
better understand the motivations and priorities of this
audience.
During 2022-23, the Charity finalised a digital and data
transformation strategy that will help the charity to
improve the way our employees work together and how
we interact with our beneficiaries, our partners and the
public.
Through the strategy TCV is making a commitment to
use data and digital technologies to enable, grow and
showcase our impact for people and green spaces.
The three key goals of this work are to:
4 Increaseourengagementthroughanimproved
online experience
4 Increaseinternalcapacitythroughstreamlining
processes and use of systems
4 Demonstrateimpactthroughhighqualitycollection
and interpretation of data.
The Senior Programme and Project Manager recruited in
2021-22 has played a pivotal role in driving our strategic
initiatives efficiently and enabling the commencement of
a lean process improvements programme, further to the
recruitment of a Data Quality and Governance Manager
with Lean qualifications.
Embracing agile methodologies, TCV prioritised and
started delivering critical projects aligned with our
overarching strategy and business plan, including
the implementation of the Reward and Recognition
Strategy, Income Generation Strategy, and Data and
Digital Strategy.
Our focus remains on developing a comprehensive
library of processes and creating Standard Operating
Procedures (SOPs). These efforts will also enable a
better understanding of our data management practices
and ensure compliance with legal obligations.
