Work we are funding
Total monetary grants given to beneficiary charities between October 2009 - To Date: £689,136.30
Non-monetary resources:
The non-monetary resources supplied are often more valuable than funding support and is a
multiple in terms of monetary value.
- Communications strategy
- Design and copy-writing
- Events and catering
- Funding strategy
- Introduction to corporate and individual sponsors, and donors
- Marketing and collaterals
- PR
- Trustee recruitment
- Volunteers
- financial oversight
Our beneficiary charities and projects are listed below.
All have undergone rigorous due diligence and have satisfied the Foundation's criteria and guidelines.
We go beyond just financial grants, and seek a strategic partnership relationship with all the charities we support by providing a wide range of resource support. As well as the list of services below, we are also there as a shoulder to cry on and arms to comfort the staff who work tirelessly for these charities but who can often feel that no-one is caring for them.
LIST OF ALL BENEFICIARIES
Charities supported by Miller Philanthropy 2014/15
The Amber Trust works with blind and partially sighted children, many of whom have additional disabilities and learning difficulties such as autism. For these children, music not only gives them great joy, it encourages them to learn, boosts their confidence and helps them to share their thoughts and feelings with others, opening up a world of independence, fulfilment and hope for the future � a lifeline in a confusing world.
Today, Amber's vital work is needed more than ever, as over half the families in the UK with a disabled child live in poverty. This means that many of the 24,000 blind or partially sighted children who depend on music therapy, cannot afford it; let alone afford to buy or rent a musical instrument.
In order to address this, the charity has set up The AMBER Music Awards.
The Amber Trust & Miller Philanthropy
Each year, Amber aims to raise £100,000 to help as many children as possible reach their full potential. This money pays for music lessons, music therapy sessions, musical instruments and software.
The grant awarded by Miller Philanthropy will support Amber and will be assessed by the following:
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 | To increase the number of children receiving Amber Music Awards | Increase by 170 |
| 2 | Update and rebrand website, supported by social media, develop database and fundraising pack |
Website - June 2014 Updates - Weekly Database - July 2014 Fundraising pack - Dec 2014 |
| 3 | Develop online application forms with grant evaluation | For July 2014 Music Awards and ongoing |
| 4 | Increase and develop donor support | Raise at least £100,000 |
| 5 | Undertake a major fundraising and publicity event | Concert at The Theatre Royal, Haymarket on Sunday 23rd November 2014 |
Chernobyl Children's Project UK
The Chernobyl Children's Project UK seeks to improve the health and wellbeing of children, young people and families living in the Chernobyl affected regions of Belarus, and to raise awareness about the ongoing effects of the disaster. The charity provides UK holidays for up to 250 children from Belarus, for whom clearer air in the UK can boost their immune systems by 80% in just one visit. The charity also delivers medical supplies and humanitarian aid to Belarus, supports a children's hospice, trains orphanage staff and works with partners in Belarus to establish better care for children/young people with disabilities. Some 80% of babies are still being born with some form of disability, even 26 years after the disaster.
Chernobyl Children's Project and Miller Philanthropy
Chernobyl's vision is the creation of a better future for the children of Belarus. Miller Philanthropy's grant supports the Social Work Training Project.
Social Work Training Project:
The training of Social Care Professionals at the Institute in Minsk has now reached its midway point and is being well received by the Institute administration, the Ministry and importantly by the participants. However, there are still large gaps which need to be addressed in order to ensure that new policies can be put into practice.
The next tranche of the training will continue to develop the assessment skills taught on the earlier training, using various theories and methods involved in planning and then apply this to personal care plans. The proposed outcome will be; improved care plans and better management of both individual cases and the respective work places where the participants live and work.
Key Performance Indicators (KPIs)
| Aim | KPI |
|---|---|
| Aims relating to the training participant |
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| Aims relating to district, municipal, regional establishments of social services and public organizations |
|
| Aims relating to society as a whole / Policy Initiatives |
|
Crossway Pregnancy Crisis Centre
The Crossway Pregnancy Crisis Centre was set up in 1999, to support those facing the trauma of an unplanned pregnancy or pregnancy loss; becoming a charity in 2005. Based in East Twickenham, they seek to support women and girls, and their partners, in the diverse boroughs of Richmond, Hounslow and Kingston.
Abortion is a topic which generates controversy in the media, and differences of opinion, so it is important for vulnerable women to know the service is unbiased, confidential, and free. They do not offer advice, or an opinion, on what a person should do in the case of an unplanned pregnancy. The staff are trained to provide active listening, to allow clients the time and space they need to work through their own thoughts and feelings and come to a decision.
They also offer factual information, free pregnancy tests, and a 'befriending service' for women who are dealing with a pregnancy in difficult circumstances, such as abuse, domestic violence, addiction, cultural or ethnic difficulties, or loss through IVF.
Their ethos is that no woman or girl should have to go through the experience of abortion, or dealing with a miscarriage, without support. The benefit of a trained listener, who is not personally affected is invaluable.
Crossway Pregnancy Crisis Centre and Miller Philanthropy
Miller Philanthropy's restricted grant is to help fund their Raising Awareness Project.
Raising Awareness Project
Crossway's valuable service needs to be promoted to both the individuals and the health professionals involved with these situations.
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 | Increase number of health professionals contacted through leafleting and training with local and surrounding GP's Offices. | End of 2014 |
| 2 | Increase number of self-referrals by offering Chlamydia Testing and run a post abortion support group. | End of 2014 |
| 3 | Increase social media marketing/referrals by updating website to be mobile friendly and promote services via Facebook, twitter etc. | End of 2014 |
| 4 | Increase number of health professional referrals by recruiting and training more volunteers. | End of 2014 |
DiversityInCare
DiversityInCare Ltd is a charity working with disadvantaged communities throughout England and Wales. They provide vital support to adults, children and families battling a wide range of issues associated with drug and alcohol abuse.
Since 2006 they have been delivering positive outcomes, by providing a care pathway service � providing a tailor made resettlement plan for an individual's needs and circumstances � to local authorities throughout England and Wales. During this time they have quickly developed a reputation for supporting under-served communities, with particular expertise on women, who are seriously affected by issues related to drug and alcohol abuse.
DiversityInCare play a key role in partnering and/or supporting other organisations to develop new approaches to deliver services. Their expertise on women seriously affected by issues related to drug and alcohol abuse, enables them to quickly control a damaging situation without impacting the children, family, local community and the tax payer.
DiversityInCare and Miller Philanthropy
Miller Philanthropy have decided to support DiversityinCare with an unrestricted core funding grant. With this support, DiversityinCare will be able to focus on the following yearly targets:
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 |
To develop the following five workshop programmes on a rolling rota at DiC Head Office. Domestic Violence & Diluth workshops. Parenting & Play therapy Life skills and personal development |
To engage 40 people over the next 12 months. |
| 2 | To develop office structure and equip with office essentials and engage a part-time web designer. | 2014/15 |
| 3 | To engage two more office volunteers | August 2014 |
| 4 | All policies & procedures in place | June 2014 |
| 5 | Develop partnership with SteadyRent Social Landlords, to provide supported housing. | Provide supported housing to Tower Hamlets' Children Social Services for Care Leavers and Housing unit for victims of domestic violence July 2014 |
| 6 | Ongoing fund raising | To raise £165,000 over the next nine months through funding applications and or social investment. |
Hebridean Whale and Dolphin Trust (HWDT)
Established in 1994, the HWDT's mission is to ensure long-term sustainability of the marine environment and threatened species of Scotland's whales, dolphins and porpoises (cetaceans) and the Hebridean marine environment.
HWDT is based on the Hebridean Isle of Mull, from which they conduct long-term monitoring of distribution, abundance, and habitat use of the cetaceans in Hebridean waters. The primary aim of this monitoring work is to provide those who manage Scotland's marine wildlife and habitats with information they need to achieve effective conservation of the areas extraordinary biodiversity. Monitoring work also provides the materials for work in environmental education, helping to raise public awareness about the wildlife which exists in this unique region.
HWDT's aim is to educate people about the marine environment, they are contributing to safeguard biodiversity now and for the future.
Hebridean Whale and Dolphin Trust and Miller Philanthropy
Miller Philanthropy has decided to support HWDT with a grant to support their core funding and general running of the charity. By supporting with core funding and staff wages, HWDT can focus on the following yearly targets:
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 | Increase Number of Paying Volunteers on Silurian in 2014 season. | End of 2014 |
| 2 | Increase number of and support provided by members and friends of HWDT. | End of 2014 |
| 3 | Diversification of funding: increase the number of funding sources and percentage represented by each. This includes new sources, such as individual donors and corporate funders. | End of 2014 |
| 4 | Increased media coverage and key message dissemination: successful repositioning and sharing of scientific findings both at events and in publications and articles. | Throughout 2014 |
| 5 | Consolidated team (3-5 full time members) | Constant |
HELP Counselling Centre
HELP Counselling Centre address the need for mental health services in the local community of Kensington and Chelsea, a need that is increasingly failing to be met by the NHS. HELP provides compassionate, skilled, and affordable one-to-one counselling, offering over 165 sessions per week for the London community. HELP's vision is to set the stage for positive life change by supporting the most vulnerable of people who would normally not be able to afford therapy support or guidance.
1 in 4 adults experience mental health problems (Mental Health Foundation 2012), translating to approximately 45,000 adults in Kensington & Chelsea alone. This affects family life, relationships, and life in the workplace.
HELP is now the largest charitable provider of affordable therapy in RBKC. Since 2009 the number of sessions offered has increased annually by 15%. HELP's operations are also becoming increasingly self-sustainable by expanding the service, whilst still being able to keep costs low.
HELP and Miller Philanthropy
Miller Philanthropy has decided to support HELP with an unrestricted grant to assist with core funding and general running of the charity. By supporting with core funding, HELP can focus on the following yearly targets:
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 | Recruitment of high fee paying clients for evening sessions | 2014/15 |
| 2 | Promotion of the service and the high fee paying service amongst GPs and the local community | 2014/15 |
| 3 | Raising funds through the Annual Event and the Big Give | 2014/15 |
| 4 | Broadly meeting their budget for 2014/15 | 2014/15 |
Magpie Dance
Magpie Dance has been at the forefront of inclusive dance for over 24 years, developing programmes of dance to benefit learning disabled people of all ages. The charity currently benefits over 3,000 people annually through programmes including community, youth and adult classes, workshops, training, and performances at a variety of venues in Bromley and further afield.
Magpie's vision is to offer their ground-breaking mentoring programme to dancers with learning disabilities wherever possible. To choreograph their own work for public performance and increase confidence through dance. To date, nine adult Magpie dancers have participated in Magpie's mentoring scheme.
As far as we are aware, Magpie Dance is the only company enabling people with learning disabilities to choreograph work for non-disabled dancers in the UK.
Magpie and Miller Philanthropy
Miller Philanthropy has decided to support Magpie with a grant towards core funding and the wonderful staff that run this charity. By supporting with core funding, Magpie can focus on the following yearly targets:
Key Performance Indicators (KPIs)
| Aim | Key Performance Indicator | 2011/2012 Target |
|---|---|---|
| 1 | The number of participants who have demonstrated improved communication by taking the lead in classes | 30 people - 2014/15 |
| 2 | Learning disabled people will take roles as peer mentors or role models in training | 12 people - 2014/15 |
| 3 | The successful recruitment of an Operations Coordinator to the core Magpie team. This role will underpin all company activities including dealing with 120 bookings per term for Magpie's' sessions, coordinating all monitoring and evaluation of projects throughout the year and managing up to 30 volunteers and work placements annually. | 2014/15 |
PIP: Pursuing Independent Paths
PIP's vision is to extend independence and choice to young adults with learning disabilities. They are committed to encouraging and empowering people with disabilities to reach their full potential. All of PIP's activities focus on promoting choice, participation and independence.
PIP works with students to produce individual timetables, based on their goals and skills. Providing personalised services is important in promoting the freedom and independence of the people that use these services.
PIP encourages their students to take part in all aspects of community life. A wide range of events and activities are available, including both one-to-one intensive support and group activities.
PIP offers a flexible and dynamic range of services, including accredited training and education, travel training, independent living skills, social and emotional development, employment skills and work placements, and support into mainstream education.
PIP and Miller Philanthropy
Miller Philanthropy has decided to support these services by offering PIP a grant towards core funding. By supporting with core funding, PIP can focus on the following yearly targets:
Key Performance Indicators (KPIs)
| Aim | Key Performance Indicator | 2011/2012 Target |
|---|---|---|
| 1 | Fully implement an impact measurement system, producing key impact measurable by the end of the year. | 2014/15 |
| 2 | To successfully expand into new office space. | 2014/15 |
| 3 | Continue to diversify PIP's funding base by successfully developing a wide range of funding streams. | 2014/15 |
| 4 | In addition to timetabled smaller activities and events: Hold 2 major fundraising events during the year, contributing to a total fundraising/event income of a minimum of £50,000. | 2014/15 |
| 5 | Implement a major donor fundraising campaign, resulting in minimum major donor donations of £25,000. | 2014/15 |
| 6 | Both 4 and 5 above are tied to the board's greater focus on fundraising in recent years. | 2014/15 |
Regenerate
Regenerate works with young people and families at the fringes of society and poverty in Roehampton and estates across London, helping transform lives and communities from the inside out. Regenerate's vision is to provide social activities for young people whose lack of choices in life frequently results in them turning to crime.
Founded in 2000, Regenerate lives inside the community and alongside the people they support. They encourage young people to go for their goals and offers support and mentoring along the way. They nurture passion for music, sport, a desire to work, and the desire to be a good parent.
Regenerate's four main aims are - building community empowerment and cohesion; improving the health, wellbeing and personal development of children and young people; support, train and provide opportunities to empower young people into employment, education or training; and support other groups and individuals to develop initiatives on other housing estates in London.
Currently Regenerate run projects engaging over 175 children, young people and families on a weekly basis; including mentoring, sports clubs, creative arts projects and the mobile youth bus.
Regenerate and Miller Philanthropy
This year Miller Philanthropy have decided to support Regenerate with a grant towards their Double-decker Youth Bus Project 2014.
Double-decker Youth Bus 2014
The bus project connects Regenerate to four areas and estates surrounding the base in Roehampton and neighbouring areas. They target young people who are becoming increasingly more disadvantaged through; high youth unemployment, the widening gap between rich and poor, lack of community role models and/or their own past mistakes.
Given the current economic climate the local authority youth service has had to be cut and many centres where young people meet/congregate have been closed or are being out sourced. The bus aims to some extent fill this void.
The bus project has also inspired the following opportunities:
- Mentoring meals � a meeting for young people to listen to an inspirational speaker, eat food and discover new opportunities.
- Volunteering � the bus attracts a wide range of ages, encouraging young people (13+years) to volunteer and run some activities for the younger age group.
- Music � young people who have attended the bus session have gone onto book sessions at Regenerate's music studio in Roehampton.
- Sports � on two of the visited estates, Regenerate run a sports club alongside the bus. The Doorstep Sports Club aims to get young people involved in sport or train to become a coach.
Key Performance Indicators (KPIs)
| Aim | Key Performance Indicator | 2011/2012 Target |
|---|---|---|
| 1 | Work with 25 young people from four estates each week | 100 young people per week - 2014/15 |
| 2 | Deliver bi-monthly mentoring meals on each estate | Six per year on each estate - 2014/15 |
| 3 | Train two young people from each estate as volunteers | Eight young people - 2014/15 |
| 4 | Deliver a program of activity that works and links with other Regenerate youth work projects e.g. music studio, trip overseas etc. | 2014/15 |
Respond
Respond exists to lessen the effect of trauma and abuse on people with learning disabilities, their families and supporters. They do this through providing psychotherapy for people with learning disabilities, advice and support for staff and families, training for carers and professionals, education for people with learning disabilities, influencing generic services in order to make their services accessible, influencing learning disability services to consider the psychological impact of living with learning disabilities, undertaking research and disseminating their findings.
Formed in 1991, Respond receives some cure funding from the Department of Health and accepts referrals from PCTs, Local Authorities and other various Social Service departments. Psychotherapy is at the heart of our work at Respond and we pride ourselves on our ability to work with both the individual in treatment and with their network of supporters.
Respond's vision is to provide effective and flexible support to help people who have experienced abuse or trauma, as well as those who have abused others, so the cycle of abuse can be broken. To improve their lives, through psychotherapy, advocacy, campaigning and other support in a manner that brings about long-term and sustainable change. They aim to help create communities where people with learning disabilities are treated as equals and are equally able to develop meaningful relationships.
Respond and Miller Philanthropy
Miller Philanthropy has decided to support Respond with a grant to help fund their qualified staff responsible for providing a high level of psychotherapy but also responsible for training new staff members.
Miller Philanthropy are also donating a restricted grant for a three month period, June � Aug, to pay for an administrator and PA for the Chief Executive to free up her time and allow her to develop a more strategic plan for the charity.
Key Performance Indicators (KPIs)
| Aim | KPI | Target |
|---|---|---|
| 1 | Advertise through all usual networks, including the Guardian. | Adverts to go out May 28th. |
| 2 | Reduce waiting list by making the referral process more efficient and spreading the case work load | From August onwards all new referrals should have their first professional meeting set up within 2 weeks of referral having been received. |
| 3 | Implement the Respond Model of psychotherapy more effectively, fully and comprehensively across the service by inducting the new case manager into the Respond model. | From August onwards initial training days for the support networks for all new referrals will be set up to take place within the first month of therapy starting. |
| 4 | From August onwards initial training days for the support networks for all new referrals will be set up to take place within the first month of therapy starting. | From August onwards the data collection and collation of all outcome measures for the service will become more efficient and up to date. |
Street Kids International
Globally, there are 700 million young people living in poverty.
Street Kids International is a small UK charity with an impressive global reach. It provides young people who are living on the street with training and opportunities, supporting them to earn a decent living and change their own lives. Where others see a problem, they see potential. Their work is sustainable, innovative and effective.
Street Kids' vision is to continually give street and other marginalised youth the chance to earn a decent living and to participate in their local community and economy by empowering them with the skills to become their own catalysts for change. They do this by developing and delivering training and tools that support these young people to build businesses and start planning for a positive future. This provides the economic possibility for these young people to move away from the streets with the knowledge, skills and opportunities to make a better life for themselves and their families.
Street Kids and Miller Philanthropy
Miller Philanthropy is supporting Street Kids with a grant to help with core funding and the general running of the charity. This will allow Streetkids to focus on the targets below.
Miller Philanthropy has also decided to make a restricted grant for three months to pay for a fundraising consultant to work with Street Kids and help them develop and access corporates.
| Aim | KPI | Target |
|---|---|---|
| 1 | Maintain an effective fundraising database | Weekly reports show full and complete data |
| 2 | Unrestricted income raised from Foundation/Corporate applications | £25,000 |
| 3 | Programme income raised from Foundation/Corporate applications | £30,000 |
| 4 | Manage fundraising committee meeting process | Bi-monthly meetings well managed with agendas, minutes and follow up action points |
| 5 | Plan for and manage Brighton marathon | Street Kids places bought, filled and runners registered. Runners supported in build-up and on race day, submit sponsorship money and are thanked appropriately |
| 6 | Update and implement donor stewardship strategy | Supporter journeys mapped out and communications targeted to move individuals from initial engagement through to taking action to promote/donate to SKI |
| 7 | Raise awareness of SKI by developing and implementing a social media strategy | Monthly increases in website visitors, twitter followers and Facebook likes |
DISCRETIONARY GRANTS
Miller Philanthropy also awards discretionary grants to special charities and projects who's courage and spirit simply takes our breath away.
Action Breaks Silence
Action Breaks Silence empowers women and teenage girls around the world through personal safety training and physical self-defence. They are a not-for-profit company founded by Debi Steven in August 2013 to bring her specialist personal safety and self-defence workshops to underprivileged women and teenage girls in India. Her aim is ultimately to expand into Africa, Europe and the Middle East. Action Breaks Silence are not only helping women and teenage girls in India but also taking an important step towards opposing VIOLENCE AGAINST WOMEN anywhere in the world. Doing nothing should not be an option. Debi and her team must travel to India at least four times a year to facilitate workshops directly and to set up instructors' training workshops so that local women, once qualified, can bring these vital skills to members of their communities � ultimately across India.
Only Connect
Only Connect is a positive community. They provide training, support and creative opportunities to help prisoners, ex-offenders and at-risk young people realise their own value. They see the people they work with as assets for London, with a contribution to make to the wellbeing of everyone in our city. Only Connect has one vision but many missions. Their group vision is that they see prisoners, ex-offenders and young people at risk of crime becoming assets, not liabilities for London: using their talents to help both themselves and the community. Instead of costing society � financially and emotionally � by committing crime, they create social value through their participation in positive projects and activities. In doing this, they discover their own potential and realise their personal dreams.
