Juggling a charity with 6 employees is hard. \u00a0<\/span>Tight schedules, limited funds, and a team running on overdrive. Founder Tara, responsible for managing every aspect, found the team stuck and unsure of their next move.<\/span><\/p>\n In a collaborative effort, After Umbrage’s narrative shifted.<\/span><\/p>\n Activities that were once consuming became assets. Strategic connections made new conversations possible. And by adopting new tools, we elevated the charity’s online presence.<\/span><\/p>\n Through our work together, we got to the heart of After Umbrage’s mission; to provide unpaid carers with the space they need. \u00a0<\/span>How did we do it? Let me explain..<\/span><\/p>\n Caring for a loved one with a life limiting or terminal condition is lonely. In fact, carers are often described as the invisible army.\u00a0<\/span><\/p>\n With two locations in Bath and Northamptonshire, After Umbrage offers free four-day cottage breaks to those who need it most.\u00a0<\/span><\/p>\n They give carers a much needed chance to reconnect with themselves.\u00a0<\/span><\/p>\n \u2018We\u2019re from the charity world and Clare is from the corporate world. She bridged that gap for us in a very positive way.\u2019<\/span><\/p>\n Like many small teams, After Umbrage had its own strengths and skill gaps.<\/span><\/p>\n And whilst the day-to-day posed its own challenges, certain things needed immediate attention.<\/span><\/p>\n After Umbrage\u2019s key objectives were to:<\/span><\/p>\n And crucially, for those working tirelessly and often for free in the charity, to enjoy a calmer working environment.<\/span><\/p>\n \u2018Time constraints were pressing, and as a team, we found ourselves drowning under the workload. While aware that working smarter was the key, we struggled to work out how.\u2019<\/span><\/p>\n After Umbrage is reliant on connecting with carers via referrals from third parties (hospices, GPs, and other support organisations).\u00a0<\/span><\/p>\n That meant these third parties would bring beneficiaries to the charity, often through social media.\u00a0<\/span><\/p>\n It became clear that we needed to lean heavily on social media to build relationships, reach more people, and initiate conversations with potential partners while accessing critical funding.<\/span><\/p>\n Having a more thoughtful approach to social media also gave us access to\u00a0 wonderful conversations with these third parties.\u00a0<\/span><\/p>\n These organisations so appreciated the support available to the loved ones of the people they cared for.<\/span><\/p>\n With my ongoing support and the team working together, what was once a time-suck became an opportunity.<\/span><\/p>\n Not to mention, a way for After Umbrage to shine a light on the incredible work they do.<\/span><\/p>\n By implementing an assessment of the existing team and their roles and interests, we could see clearly what was missing and what was needed most.\u00a0<\/span><\/p>\n From there we had a clear path to recruiting the gaps and allowing the existing team to work to their strengths.<\/span><\/p>\n I played a pivotal role in recruitment, giving the team confidence to move forward with key hires such as Kate, the charity\u2019s database manager and bookings expert, and Andrea, social media manager whizz.<\/span><\/p>\n Additionally, I facilitated introductions to other valuable contacts, fostering a network that continues to benefit After Umbrage.<\/span><\/p>\n Next came the ultimate balancing act, how to manage funds from paying guests to sustain the charity.<\/span><\/p>\n Whilst the team at After Umbrage managed to secure funding from fundraising and applying for grants. Marketing manager Tracy, managed to secure funding from the National Lottery which was a huge help.\u00a0<\/span><\/p>\n My introduction, Andrea has been supporting funding applications whilst Tracy has moved into the Trustee role. But her first task was to fund herself!<\/span><\/p>\n Exploring funding is a key part of my work with After Umbrage and many of my social enterprise and community interest clients.\u00a0<\/span><\/p>\n By establishing connections with organisations such as NatWest, GrowthWorks, and other business hubs it proved instrumental in After Umbrage’s access to both national funding and local resources in Cambridgeshire and Huntingdonshire.<\/span><\/p>\n Kingham Cottage in Bath is in a beautiful location and always booked to capacity. However, we wanted to create a second location that was more accessible for those not able to travel to Bath and to Tara and her connections.\u00a0<\/span><\/p>\n The goal was about geographic reach which in turn became a mission to help more people in need.<\/span><\/p>\n Together we turned this vision into a reality.\u00a0<\/span><\/p>\n On three platforms we spoke to three different audiences. The beneficiaries themselves, the support providers (<\/span>hospices, and GPs) an<\/span>d the HR departments within organisations with caregiving employees.<\/span><\/p>\n Communicating with three distinct audiences posed a challenge.\u00a0<\/span><\/p>\n With my assistance, we transformed the messaging into a unified brand voice. This message could now resonate with support providers, beneficiaries, and HR teams alike.<\/span><\/p>\n Where we needed additional ad-hoc support, I brought in and briefed the relevant specialists. And where the charity couldn’t assist, we signposted to the relevant mental health and counselling services.<\/span><\/p>\n Through new tools, enhanced brand messaging, and time to think, After Umbrage was transformed from overwhelmed to organised.\u00a0<\/span><\/p>\n The charity became more efficient, reflecting positively on what\u2019s worked well and being more productive with day-to-day operations.<\/span><\/p>\n And as we worked our way through a chaotic workload and battled the isolation of the pandemic, our strategic hourly happy hours were like personal therapy. As well as a place to review our progress and strategise our next move, our happy hours offered light relief.\u00a0<\/span><\/p>\n With my connection to the charity’s mission, our relationship transcended a traditional working relationship.\u00a0<\/span><\/p>\n \u201csometimes you’re with a small team and\u00a0 you look at your desk next to you, and you wish someone was there. Clare became that for us. And I think the reason why we then built such a quick rapport was because our values were clearly aligned. She was all about kindness and about giving and understanding and caring as a \u2018thing\u2019. An experience had touched her life. So everything we’re about, which is supporting carers that are often described as that invisible army, really resonated with her.\u201d<\/span><\/em><\/p><\/blockquote>\nThe client; <\/b>everybody deserves a break<\/b><\/h3>\n
The brief; bridging the gap between corporate and charity<\/b><\/h3>\n
\n
\n
The Journey\u00a0<\/b><\/h2>\n
Connecting with carers and referral network on social media<\/b><\/h3>\n
Strategic Recruitment and Network Building<\/b><\/h3>\n
Finding funding and the second cottage<\/b><\/h3>\n
From complex messaging to a unified brand voice<\/b><\/h3>\n
From Overwhelmed to Organised: and the famous Happy Hour<\/b><\/h3>\n
Reflecting on success and facing forwards<\/b><\/h2>\n