Teapot Trust is at the forefront of transformative mental health support for children and young people living with chronic conditions and their families. We provide a UK wide programme of art therapy and creative interventions – in hospitals, in community venues and online. Through art, we help children express emotions which they may not be able to articulate verbally, building their resilience and developing healthy coping mechanisms.
2020 was a year of energising change in which we moved all our services online in response to the pandemic (as the risks of continuing to work in hospitals were too great). Through this we have strengthened our relationships with the families we support, built partnerships in communities to widen access and welcomed referrals from Public Health colleagues beyond hospitals. Having adapted well, Teapot Trust is now in a position of “relative strength” financially – the result of hard graft in a challenging year! Happily, we are on course to become a £500,000 charity in 2021 and Team Teapot is motivated to work for growth so that many more children and families can benefit. An exciting plan to scale-up our work in 2021 is becoming a reality with funding secured.
The charity employs a small core team (5 staff/4.4 FTE) who operate with inter-dependency, sharing an unswerving belief in our cause and in the power of art to bring transformational healing. Art therapy is delivered by 16 (FTE 5) professionally qualified, self-employed, sessional art therapists based around the UK.
In 2020, we refreshed our brand, website, newsletter and social media platforms ahead of our 10th anniversary year. Now, following a review of our social media, we want to step-up our digital engagement to give it greater authenticity and resonance – truly engaging identified stakeholders in appropriate dialogue. As a mental health charity, it’s crucial that we claim that expertise and engage with influencers and stakeholders beyond our core beneficiaries, advocating for parity in the treatment of mental and physical health. Linked to this is a need to build our CRM database of supporters and stakeholders. So, the post-holder will be the lead user of it – ensuring efficient data capture/management, managing the mailings to stakeholders (hard and soft copy) and supporting the fundraising team with database admin for the annual appeal and campaigns.