FSI Business Plan (Actions)

Transcription

1 FSI Business Plan (Actions) 2017/2018 (Planning Period 1 st July 2017 to 30 th June 2018) Content 1. Strategic Aim 1: Facilitate Members to Thrive Strategic Aim 2: Build skills and knowledge across the sector Strategic Aim 3: Provide a collective voice to influence locally and nationally through research, collaboration, engagement and campaigning Ensure the FSI is efficient, open and transparent, accountable and sustainable... 7

2 Context This business plan supports the development of the current activities undertaken by the FSI in order to meet the strategic objectives confirmed and agreed by the Trustees at the annual Trustee Strategy Away Day in 2016 and detailed in the At the Centre of Civil Society Strategy Review (revision ) The business plan is part of the operating process of the FSI and is not a governing document. However throughout the plan reference will be made to the specific strategies agreed through the Trustee Strategy Review. 1. Strategic Aim 1: Facilitate Members to Thrive 1.1 Increase membership by reaching out to as wide an audience as possible to promote the benefits of involvement with the FSI 1.2 Provide a simple, elegant and seamless user experience to our members that supports their needs 1.3 Demonstrate our value to our members 1.4 Continuously improve the quality of our services 1.1. Increase Membership The target for 2017/2018 is to increase membership from 5700 to Reaching a wider audience: By working in partnership with other infrastructure bodies in 2017/18 we will increase the reach of the FSI Increased reach through geography: Ensure we continue to increase coverage across the whole of the UK and specifically focus our efforts on increasing membership in Wales, Scotland and Northern Ireland User experience Learner/User Experience: Improve the FSI member learning experience Current process: 2

3 Updated process Booking Experience: Members will be able to search for courses, see what courses they have already attended and add courses to their Basket. The FSI will also send all other information, such as confirmation s, pre-course evaluation and course details directly into the Messages section on their Members Page (see below) Feedback: Post course feedback and evaluation will be delivered via the LMS After Training Support: Materials will be added to the users My Knowledge Documents section of their Member Page (see below). 3

4 1.3. Demonstrate value to members Number of interventions/value Estimated Market Value of our Learning Services Table (2) Learning Service Delegate/ Member Total Value Learning Programme (developed) Training face-to-face full day course (average) Training face-to-face half day courses (average) Workshops face-to-face x 1.5 hours Webinar online x 1 hour Webinar online (breakfast/lunch and learn) 30 mins Video fundraising refresher video 10 minutes Video Essential Trustee Series x Conference fundraising London Conference fundraising North Conference skills London Advice x 1 hour session Membership Benefits Value of Membership Benefits (25.6%) Members 0-50,000 Free (34.9%) Members 50, , (19.7%) Members 251, , (15.2%) Membership 500,000-1,000, (4.6%) Membership 1,00,001-5,000, Quality of learning interventions Measurement In 2017/18 we will continue to improve the quality of the learning interventions through continuous monitoring and evaluation. This activity forms part of our quality review programme. Table (3) Type Improved Skills Improved Knowledge Improved Confidence Training 80% 92% 90% Advice 80% 77% 89% Type Event Content Value Conferences 91% Good/Excellent 96% Good/Excellent 80% Good/Excellent 4

5 2. Strategic Aim 2: Build skills and knowledge across the sector 2.1 Ensure our annual Learning Programme reflects the learning needs of members by using the data provided through the bi-annual FSI UK Small Charity Sector Skills Survey 2016/ Ensure our learning models accessible to all of our members by delivering a blend of learning opportunities including face to face training, workshops and conferences delivered across a wide geographical area and online videos and webinars for members not able to access face to face opportunities 2.3 Promote sharing skills and knowledge across our members and partner organisations to increase the level of one to one advice available through the provision of a Volunteer Charity Advisor Hub, increasing the number of on-line toolkits and by increasing the number of resources available through the FSI website 2.4 Promote good governance by delivering a range of learning opportunities for trustees of our member charities focussing on their statutory responsibilities 2.1. Reflecting the needs of our members Programme mix: 2016/17 Skills Survey Working with our partner charities add financial management to our current business planning and strategy development suit of learning opportunities Through the Skills Conference ensure that workshops are available in Public Policy, HR, Health and Safety, IT and Marketing and Communications Ensure that we provide sufficient opportunities for our members to access skills in Major Donors, Corporate and Online fundraising as these were the areas they required the most upskilling in respect of fundraising (Skills Survey 2016/17) Increase the number of learning opportunities for trustees focussing on the six essential skills identified by the Charity Commission 2.2. Learning Model Blended Learning: In 2017/18 introduce a more blended learning experience to our members face to face/online TABLE (4) Geography: In 2017/18 introduce a more geographical locations to our programme, potential areas include Northern Ireland, York, Lancaster, Swindon, Oxford and Norwich Skills Sharing Deliver a Volunteer Advice Hub 5

6 Produce a series of 20/30 minute webinars Signpost members to other providers who are offering value for money learning Renew and refresh the General Resources Section of the FSI website 2.4. Promoting Good Governance The Essential Trustee Over 2017/18 release a series of six video s to encourage trustees of members to refresh their knowledge in the six areas of the essential trustee (suggested use: pre confirmation of trusteeship, during induction and running one video at trustee meetings) Develop a series of webinars that focus on governance 3. Strategic Aim 3: Provide a collective voice to influence locally and nationally through research, collaboration, engagement and campaigning 3.1 Proactively work with our members to understand the challenges and opportunities they face and use this information to advocate for and influence change on their behalf 3.2 Promote trust through the provision of opportunities that enable our member to demonstrate the impact they make 3.3 Provide engagement opportunities for small charities both locally and nationally with each other and with influencers to ensure that their voices are heard 3.4 Build strong strategic partnerships across the Sector to maximise effective problem solving in respect of the issues and challenges faced by our members and to ensure that representative bodies are sharing knowledge and learning from each other 3.5 Facilitate our members to speak out confidently by providing a campaigning platform to facilitate change both at local and national level 3.6 Undertake research into issues that affect our members 3.1. Advocate and influence change Use perceptions and trends date from FSI SC Index Build relationships with key influencers to promote issues and work on projects that will effect positive change for our members and the wider sector Continue to monitor Brexit activity and ensure our members are informed and engaged 3.2. Promote trust through impact Deliver the Small Charity Big Impact Awards In SCW promote awareness of the impact of our members 6

7 3.3. Engagement Use the findings from Collaboration: More than the sum of the parts, research released in June 2016 and findings from the Small Charity Index to encourage our members to form strategic partnerships Promote networking at FSI events across the UK Invite local influencers and funders to our events to network with our members 3.4. FSI Collaboration Continue with our programme of building strong alliances with other organisations working to support small and local charities and community groups 3.5. Campaigning Campaign on issues that are highlighted by our members, specifically following on from the Brexit Research published June Research FSI Small Charity Index: as at the end of 2016/17 the FSI, through the Small Charity Index will have collected 48 months of comparative data, this is possibly the longest running and most consistent data capture in respect of issues facing our members and the sector as a whole. In 2017/18 we will use the data captured to support Strategic Aim Research: We will continue to research the issues that are affecting our members, undertaking one piece of unique research that highlights issues facing small and local charities and community groups Release annual Trends Report 4 Ensure the FSI is efficient, open and transparent, accountable and sustainable 4.1 Ensure financial independence through continued growth in income and a commitment to a mixed income economy and by being prudent with our resources and ensure we maintain sufficient funds to meet our commitments. 4.2 That we invest in refreshing and renewing the support services that allow us to deliver high quality services to our members. 4.3 Ensure that the FSI is managed and governed efficiently and effectively 4.4 Ensure continuous learning by valuing feedback from our members and using this to learn and improve our services. 4.5 As we increasingly rely on statistical data and our systems and processes become more automated ensure that the heart of the FSI, our passion to deliver the very best opportunities to our members, is not lost. 7

8 4.1. Financial Sustainability Review: Whilst much has been achieved to ensure the long-term sustainability of the FSI over the past three years we have only completed year two of our uplift programme and are still in the process of investing in the development of the learner experience and the skills of the team. We therefore anticipate one further year 2017/18 where investment will take place Mixed Income Economy: We continue to develop our Mission Based Enterprise (Consultancy), volunteer income and income from statutory sources based on the assessment of the right income mix for the FSI Review Reserves: We have an operating reserve of x 3 months, plus designated investment reserve to cover investment costs in 2017/ Management and governance Staff Infrastructure: We have 10 members of staff comprising of both full and part-time workers Business Infrastructure: In 2017/18 we will further invest in infrastructure Maintain the IS09001 Quality Standard, upgrading to IS09005 in August Governance: CEO Responsibility to the Board Carry out its purposes for the public benefit Demonstrate that the FSI is carrying out its activities as directed in the current Business Plan Ensure the consultancy activities of the FSI focus on the charities Primary Purpose Regularly the impact and value of the services delivered by the FSI to our beneficiaries (members) Complying with the governing documents and the law Continue to improve induction processes for new Trustees Ensuring accountability Ensure that records are up to date at the Charity Commission Ensure that all regulatory reporting is complied with Ensure there is a transparent and easy to use complaints procedure Ensure transparency by making strategies and business plans available through the website That all decisions are in the best interests of our beneficiaries Hold four Trustee meetings Hold one Strategy Away Day Update the Trustee Strategy document annually Ensure that all actions and plans are focussed on the needs of our members 8

9 Resources are managed responsibly Follow the FSI Risk Management strategy and review at each Trustee Meeting Ensure that Conflict of Interest Forms are completed Annually Ensure all processes, controls and procedures are managed on a day to day basis and that the Treasurer undertakes at least one spot check/audit each year Ensure that staff are managed appropriately They act with reasonable care and skill Ensure that each Board Member has responsibilities commensurate to the skills they bring to the board Continue to review and when necessary update the closure plan Continue to review and update succession plans 4.3. Continuous Learning All events will have a project book in which learning is captured A pre-event briefing takes place with all team members involved in the delivery of the event A post-event briefing takes place at which learning will be identified and added to the project book All evaluation from events will be reviewed and used to improve our services 4.4. Keeping the FSI focussed on its members Ensure we are listening to our members Ensure that all decisions taken are in the best interests of our members 9

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