CASE STUDY: Dorothy Kerin Trust
Setting Up a Historic Organisation for Future Success
Introduction
The Dorothy Kerin Trust (DKT) is a historic organisation with a deeply rooted mission: to heal the sick, comfort the sorrowing, and bring faith to the faithless. Following a period of transition, the Trust needed to redefine its strategic direction, operational model, and communication approach. Freedto partnered with DKT to provide the necessary clarity, structure, and momentum to set them up for long-term success.
Identifying the Challenges
DKT faced significant challenges as it transitioned from direct personal care provision to an indirect model of working through community-based partner projects. Key issues included:
A lack of clarity around its identity and positioning post-administration.
Confusion regarding its name and legacy, particularly in relation to Burrswood.
A need to establish a sustainable operational and financial model.
Developing an effective approach to stakeholder engagement and fundraising.
Ensuring that its future activities aligned with its core vision and values.
Freedto’s role was to help DKT navigate these complexities and establish a clear roadmap for its relaunch.
Step 1: Defining the Way Forward
Freedto’s first phase of engagement involved conducting extensive research and consultation with DKT’s trustees, former patrons, and community partners. This resulted in a comprehensive Communication and Strategy Report (February 2024), which provided:
A summary of DKT’s strengths, opportunities, and areas requiring decisions.
Evidence from stakeholder engagement about the Trust’s perceived value and role.
A provisional blueprint for branding, messaging, and audience engagement.
Key strategic questions that needed resolution, such as how to position DKT relative to its history and future ambitions.
Step 2: Theory of Change – Establishing a Sustainable Model
With a clear strategic framework in place, Freedto facilitated a Theory of Change (ToC) workshop with DKT’s trustees. The aim was to translate vision into a structured, actionable model for impact.
Key outputs from this stage included:
A structured Theory of Change framework that defined how DKT would identify, support, and nurture grant-holders.
An emphasis on network-based grant-seeking, ensuring that projects would be selected based on relationships rather than impersonal application processes.
A commitment to supporting ‘seedling’ initiatives, providing both financial and non-financial support to help community leaders develop sustainable programmes.
A pipeline model ensuring that DKT’s support had a clear entry, development, and exit strategy, with funding typically limited to three years.
A recognition that financial grants alone were not enough—building networks, providing expertise, and supporting sustainable growth were equally critical.
Sarah Raine, a DKT trustee, captured the impact of this session:
“Truly game-changing stuff for DKT - thank you Ed and David 👏👏”
Step 3: Engagement & Operational Planning
Building on the ToC, Freedto is now working with DKT to prepare for relaunch. This involves:
Brand identity development: Designing a new brand identity for DKT, ensuring alignment with its history while positioning it for the future.
Operational recommendations: Developing an action plan with clear priorities, and initial steps to relaunch.
Digital & communications strategy: Laying the foundation for a revitalised website, social media presence, and outreach initiatives.
Outcomes & Future Impact
As a result of Freedto’s collaboration with DKT:
The Trust now has a clear strategic framework for its future operations.
Trustees have a shared understanding of their role and a structured approach to decision-making, importantly knowing what they will do and what wont.
The ToC provides a practical guide for engaging, supporting, and developing partner projects.
DKT is positioned for a successful relaunch in 2025, with a roadmap for ongoing engagement and impact measurement.
Conclusion
Freedto’s work with DKT exemplifies how strategic communications, structured planning, and stakeholder engagement can transform an organisation at a pivotal moment of change. By clarifying its mission, defining a sustainable operating model, and equipping trustees with the right tools, DKT is now poised to thrive and continue its legacy of holistic healing for generations to come.