‘We need a revolution in our funding,’ says WWF UK

10 Jan 2018 News

International animal welfare charity WWF UK has said it needs a “revolution” in its funding and outlined plans to focus on increasing its fundraised income, in its latest annual report. 

WWF UK’s annual report and accounts for the year end 30 June 2017 show that its income fell by £10m, from £71m in 2016 to £61m in 2017.

Half of this is because of a £4.2m fall in legacy income, partly because in 2016 it received the second tranche of its largest single legacy, worth £4.8m. 

But there were also falls in membership and donations from individuals, corporate donations income from aid agencies and governments. 

Sir Andrew Cahn, chair, wrote in the foreword to the report that the charity needs a “revolution” in its fundraising and that it planned an ambitious new strategy. 

‘Focus on fundraising’ 

Cahn said that after a difficult year for fundraising the charity would focus its efforts. 

“A fundamental element of this redoubled ambition will focus on fundraising,” he said. “We will need a revolution in the level of our funding if we’re to achieve the step-change in our impact that we’re determined to accomplish.”

He added that: “Right now, raising that money is more challenging than ever.” 

After changes to fundraising regulation WWF UK has reviewed what it does and changed some of its practices, including reducing face-to-face fundraising.  

“The trustees have been closely involved and we are sure we have the necessary processes in place, including a compliance unit,” he said.

WWF highlighted the launch of its Christmas campaign #IProtectTigers, including an advert A Tiger in Suburbia, as an example of fundraising success. 

‘Radical changes to global network’ 

The charity has also been making “radical changes to its global network”, Cahn said. 

It has been in the process of restructuring its global network to strengthen its offices in Brazil, China, India and Kenya.

“I am pleased to be able to report that new conservation structures are now in place, ready to deliver exciting work that will further align and unite the network and our partners to achieve ambitious global goals under six banners – forests, oceans, wildlife, food, climate and energy, and water,” Cahn said.

During the year the Kenya office went from being a programme office to an independent national NGO.

The report added: “We’ve also shared what we’ve been learning through a new organisational development community of practice we’ve set up across the WWF Network, as well as at our international annual conference. So this ground-breaking approach has inspired and informed organisational development work in other key countries. For example, our colleagues in Germany have used the work we’ve led on as a blueprint for their own programme.”

Staff costs

WWF UK spent £100,000 on redundancy costs which came about as part of the reorganisation of its communications and fundraising departments. 

This is less than last year when it spent £170,000 on redundancies. 

The average number of full-time equivalent employees was just under 300, comparable to the previous year. 

There were 18 people who earned more than £60,000, two fewer than last year. 

Tanya Steele joined the charity as chief executive in January 2017 and the report says that her annual gross salary is £135,000.


 

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